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.
Aberdeen care home leading the way with innovative approach to resident care
Woodlands Care Home has introduced a series of evidence-based initiatives, combining research, technology and staff training to deliver measurable improvements in care.
One of its most notable innovations is the introduction of a caffeine-free environment for residents. The approach was developed in line with current academic research and the NHS Happy Bladder Campaign.
Staff carried out a six-month improvement cycle, beginning with a small pilot group before gradually rolling the change out across the home. Drinks were transitioned to caffeine-free options over a three-month period to ensure there were no adverse effects, while still allowing residents to opt in to caffeinated drinks if they wished.
Since introducing the ‘De-Caff by Default’ initiative, the home has reported a number of positive outcomes, including reduced falls, fewer urinary tract infections, improved sleep quality and a decrease in stress-related behaviours. There has also been a reduction in the use of certain medications, including those used to manage high blood pressure.
The success of the project has led to it being shared with other healthcare professionals, with adoption now growing across the city and in other services.
Alongside this, the home has embraced new technology to enhance care for residents who may struggle to communicate pain. The AI-based PainChek tool analyses facial expressions in a matter of seconds, helping staff to assess pain levels more accurately - particularly for those living with dementia.
While it does not replace clinical judgement, the system supports decision-making and has helped staff distinguish between distress and unreported pain. Its use has contributed to a reduction in antipsychotic and sedative medications, while also supporting palliative and end-of-life care. The technology can identify patterns in pain, inform medication timing and provide valuable information for GP reviews.
Woodlands Care Home has also introduced regular “Herbert Protocol” drills to strengthen resident safety. The protocol itself is widely used across care settings to respond quickly if a vulnerable person goes missing, but the home has taken the additional step of routinely practising it.
The drills involve coordinated searches of the building and surrounding area within a set timeframe, ensuring staff are fully prepared in the event of a real incident. Inspectors from the Care Inspectorate said they had not seen this approach used elsewhere and requested permission to share it more widely as an example of best practice. The home has since been referenced during inspections at other services, including in Edinburgh.
Home Manager Lesley Stewart comments “At Woodlands Care Home, we are always looking for ways to improve the quality of life for our residents through thoughtful, evidence-based care. Whether that’s introducing our ‘De-Caff by Default’ initiative, embracing innovative technology like PainChek, or strengthening safety procedures through regular Herbert Protocol drills, every decision we make is centred around resident wellbeing, dignity and comfort.
“What makes me especially proud is the commitment and compassion shown by our team every day. Having a stable, experienced workforce allows us to build meaningful relationships with residents and continually develop new ways of delivering outstanding care. It’s incredibly rewarding to see the positive impact these initiatives are having, not only within our own home, but across the wider care sector as well.”
A stable and experienced workforce underpins the home’s success, with no use of agency staff in the past three years. This consistency has helped build strong relationships and maintain high standards of care.
The home’s achievements have also been reflected in its most recent Care Inspectorate report, where it received top grades of 6.
Together, these initiatives are helping to position Woodlands Care Home as a leader in innovative, person-centred care in the north-east.
Haslemere and Wormley care homes bring residents, families and neighbours together for Multicultural Day celebration
Residents, families and team members from Brownscombe Care Residences in Haslemere and Surrey Heights Dementia Care Centre in Wormley came together for a colourful Multicultural Day celebration filled with food, music, dancing and community spirit.
The event, held at Brownscombe Care Residences, brought the two CHD Living homes together for an afternoon celebrating culture, heritage and connection. Guests enjoyed a barbecue and a selection of dishes inspired by different traditions, including shawarma, Bulgarian food and fresh Greek salads.
Many residents, relatives, visitors and team members also wore traditional clothing to represent their culture, creating a warm and lively atmosphere where people could share stories, talk about their backgrounds and enjoy learning more about one another.
The celebration also welcomed two members of Jamia Ahmadiyya School, which neighbours Brownscombe Care Residences. They kindly wrote residents’ and guests’ names in Arabic on patterned cards, giving everyone a personal keepsake from the day.
Molly McWilliams, Wellbeing Coordinator at Brownscombe Care Residences, said:
“Multicultural Day was such a joyful afternoon. There was colour, music, food, dancing and so much laughter, but the loveliest part was seeing people share pieces of who they are with one another.
“Our residents really enjoyed trying different foods, seeing the traditional outfits and having their names written in Arabic by our neighbours from Jamia Ahmadiyya School. It gave people something to talk about, sparked lots of conversation and created some really special moments between residents, families, team members and visitors.
“At Brownscombe Care Residences and Surrey Heights Dementia Care Centre, we want people to feel seen, included and valued. Days like this show just how much life, personality and history there is within our homes. Everyone has a story, a background and something to share, and it was a privilege to bring people together in such a happy way.”
Mr Hafiz Rabbi from Jamia Ahmadiyya School, said:
“It was a real pleasure to visit Brownscombe Care Residences and be part of such a warm and joyful celebration. Writing everyone’s names in Arabic was a simple gesture, but it was lovely to see how much interest and happiness it brought to residents, families and guests.
“Multicultural Day was a beautiful opportunity to share a little of our culture, learn from others and spend time with people in the local community. We are very grateful to have been welcomed so kindly and we hope the cards will be a special reminder of the day.”
The celebration formed part of CHD Living’s ongoing commitment to creating meaningful experiences that reflect residents’ lives, identities and interests. Across its homes and services, CHD Living focuses on supporting people to stay connected to the traditions, relationships and moments that matter to them.
Brownscombe Care Residences provides residential, nursing, respite and palliative care in Haslemere, while Surrey Heights Dementia Care Centre provides specialist dementia care in Wormley, Godalming. Both homes are part of CHD Living, a family-owned care provider guided by its ethos of Creating Happiness Daily.
A New Blueprint for Care: Designing Homes That Anticipate Higher Need
Signature, Boutique, Greetwell and Business Support Experts share how new care homes are being designed to meet rising acuity: combining flexibility, efficiency and a more future-proof approach from the outset.
Designing the next generation of care homes for a more complex resident profile
Across the UK, the profile of care home residents is evolving rapidly. Individuals are entering care later in life, often with more advanced conditions, increased clinical complexity, and elevated expectations for both the environment and the care experience. As a result, new care home projects are being redesigned from the ground up, not only to meet higher-acuity needs but also to proactively address them. For operators, developers, and suppliers, the focus has shifted from merely modifying existing buildings to creating environments that inherently accommodate future needs without requiring adaptation.
Designing out the need to retrofit
A prominent and consistent theme emerging from recent innovations is the shift towards embedded flexibility in care design. Instead of creating environments for a fixed care model, providers are embedding adaptability in response to residents' changing needs.
At Signature Care Homes, this principle is fundamental. Their newest developments focus on supporting an “elasticity of care,” allowing residents to age in place across a full continuum: from independent living to nursing, dementia, and palliative care. This impacts the building's design, with integrated clinical infrastructure, assisted bathroom features, and nurse call systems from the start, ensuring the environment can seamlessly scale to higher dependency levels. Similarly, Boutique Care Homes employs a subtle yet structured strategy. While offering a hospitality-focused setting, they include dedicated spaces, such as their “nostalgia community,” to cater to residents with higher care needs. Importantly, this does not create a visual break from the rest of the home. Design consistency is preserved, with only specific modifications such as dementia-friendly signage and themed navigation added where necessary. Overall, this results in a transition in care levels that doesn’t feel clinical or disruptive. This approach mirrors a wider industry trend: future-proofing is now about integrating capacity invisibly from the start, rather than adding it later.
The balance between hospitality and clinical care
As resident needs grow more complex, the clash between clinical practicality and hospitality-inspired design becomes more evident. Instead of choosing one over the other, leading providers are addressing this challenge by collaborating early.
Signature refers to this as a “productive tension” between disciplines. By involving clinical and design teams early in the concept phase, they ensure that neither aspect is an afterthought. The hospitality vision establishes the goals, high-quality interiors, lifestyle amenities, and a homely atmosphere, while clinical needs set the operational boundaries. Good design results from balancing these elements.
Similarly, Boutique adopts this approach by discreetly hiding clinical infrastructure in back-of-house areas. Residents enjoy themed interiors, local motifs, and welcoming communal spaces, rather than overtly medical settings. This approach is especially crucial as expectations evolve; residents now anticipate well-designed homes and demand the same quality in care environments. Ultimately, this leads to a new design language in care, where clinical functions are present but subtly integrated.
Planning for operational reality
While new developments often focus on resident experience, operational efficiency remains essential, especially as cost pressures grow. Floorplate design plays a strategic role; at Boutique, layouts are precisely arranged to match staffing ratios with bed counts, ensuring effective care and financial viability. Poor spatial planning can increase staffing needs, making it crucial to get this right during design.
Procurement strategies are also moving earlier in the process. Steve Gibson from Greetwell Purchasing Solutions notes that many operators still see procurement as a post-build step. In reality, decisions about kitchens, storage, and service flows impact long-term operational success. Data insights are increasingly important: analysing purchasing trends, such as demand for special diets or allergen-free products, can guide kitchen design, storage, and workflow before construction starts. This is especially vital in high-dependency settings with complex, less predictable nutritional needs.
Flexibility remains vital; kitchens and service systems must adapt to evolving resident profiles rather than being optimised for a single operating model.
Building in financial efficiency from the start
Alongside design and operations, financial structuring is increasingly shaping new developments. Business Support Experts emphasize a significant, often overlooked opportunity through Capital Allowances.
These tax reliefs can considerably lower the net cost of a project but are often underused because they aren't considered early enough. Incorporating tax planning into the design stage can influence key decisions, such as opting for demountable partitions instead of fixed ones, which can unlock higher tax relief. In high-demand settings where specialized equipment and flexible spaces are common, opportunities for optimization grow even more.
These changes have substantial effects: better cash flow and lower capital costs can be the difference between a project proceeding or not, especially in high-cost areas with strong demand for beds but tight margins. As development costs rise, financial efficiency becomes a crucial part of the overall strategy, not just an administrative concern.
Where is demand greatest?
Geography continues to significantly influence new care provision, but the situation is complex. In Greater London and the South East, providers highlight a clear shortage of purpose-built, high-quality homes.
Despite considerable development activity, demand surpasses supply due to dense, ageing populations and inadequate modern facilities. Signature’s focus on London reflects this, aiming at areas where families struggle to find appropriate care options. Similarly, Boutique recognises ongoing demand throughout the South East, noting that much of the current care home stock no longer meets modern standards. Features now standard, such as ensuite wetrooms, are often missing in older homes, indicating a need for both new capacity and upgrades to outdated facilities.
Nationally, the issue isn’t about pinpointing a single hotspot but about understanding localised pressure points. As Greetwell’s data indicates, relying solely on national averages can be misleading. The demand for higher-acuity care varies across regions, and new developments need to be tailored to local needs.
Sustainability beyond energy
Sustainability is becoming a more integral part of new care home developments, with the scope broadening from just energy efficiency. From a building performance standpoint, providers are adopting a fabric-first strategy, emphasising insulation and construction quality to reduce energy demand before adding mechanical solutions. Technologies like photovoltaic panels, battery storage, and heat pumps are increasingly common, along with LED lighting and smart controls.
Yet, sustainability also encompasses operational and experiential aspects. Efficient layouts can lessen staffing demands; streamlined supply chains reduce waste; and environments that promote wellbeing, through natural light and outdoor access, enhance long-term resident outcomes. Procurement also contributes, prioritising sustainable purchasing not for premium costs but for better visibility, less waste, and stronger supplier accountability. When integrated early, such practices support both environmental aims and cost efficiency.
The role of community integration
An often-overlooked element of new developments is how they connect with the local community. For Boutique, community engagement serves both wellbeing and business goals. By welcoming local groups and activities into their spaces, they foster environments that feel connected rather than isolated.
This approach benefits residents by keeping them engaged with the outside world and also enhances local reputation and referral opportunities. In competitive markets, such visibility can be as important as traditional marketing, as trust built through community involvement becomes a unique and hard-to-copy advantage.
A new baseline for care environments
As the sector develops, so do expectations. Features that once set premium care homes apart, such as private apartments, high-quality dining, and wellness amenities, are now becoming commonplace.
Meanwhile, residents' clinical needs are growing more complex, placing greater demands on buildings, systems, and staff. The sector's clear response is: build once, and build it right. This involves integrating clinical capabilities, operational efficiency, financial strategies, and sustainability from the beginning, all while creating environments that truly feel like home.
The next generation of care homes will be judged not just by their ability to adapt to change, but by how effectively they can anticipate it.
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.
Care Home of the Month, Nightingale House: Nightingale Hammerson
A Community Rooted in Care
Nightingale House, located in Clapham, is a care home for older Jewish people and is part of the Nightingale Hammerson charity, which has supported the older Jewish community for over 185 years.
They provide a full range of care, including residential, nursing, dementia, respite, rehabilitation and palliative care, all delivered in a way that reflects Jewish values and community.
Their commitment to exceptional care has been recognised with an Outstanding rating from the Care Quality Commission, placing Nightingale House among the top 3% of care homes in the UK.
A Multidisciplinary Model of Excellence
Nightingale House is proud to have a multidisciplinary team to help meet Residents’ needs, including carers, nurses, NHS GPs 5 days a week, advanced nurse practitioners, occupational therapists, physiotherapists, a moving & handling advisor, a dietitian, a speech and language therapist, a psychologist, engagement leads, a relationship-centred care coordinator and spiritual care leads. These resources enable Residents to get prompt assessments, diagnoses, and medication, ensuring their care remains truly person-centred.
A Thoughtful Renovation for Modern Care
To uphold its mission of delivering excellent care, the home embarked on a major renovation and refurbishment to rejuvenate parts of the building, aligning with Nightingale Hammerson's reputation for modern and innovative care. With the aim of creating a beautiful space that the Residents feel proud to live in and that reflects the welcoming community.
Nightingale House recently opened its new Café and Lounge, providing a gorgeous space open to Residents, their friends and family, the community and the children and families from the home’s onsite nursery. During engagement activities, Residents often find themselves in the newly renovated Activity Hub. Dedicated, compassionate volunteers and engagement teams staff this space. To match their enthusiasm, Nightingale Hammerson has designed a spacious area for gathering, engaging, and interacting, regardless of the activity. On sunny days, the Activity Hub’s doors open to reveal the beautifully maintained gardens of Nightingale House.
Resident’s comfort, dignity and independence are at the heart of every decision made during the renovation process. Every detail has been designed with them in mind, from furniture that allows wheelchairs to fit easily underneath, to widened doorways for greater accessibility. Higher planter boxes mean Residents can continue gardening without bending over, while new beds and mattresses have been rolled out across all rooms to ensure restful, supportive sleep. Nightingale House is also incorporating cutting-edge technology, including Teton, the AI-powered ambient monitoring platform, to enhance daily living and care. Every improvement reflects their commitment to creating a home where independence and wellbeing come first.
The Power of Intergenerational Connection
An on-site nursery, Apples and Honey Nightingale, is based in the grounds of Nightingale House. As pioneers of the first Intergenerational Programme in the UK, Nightingale Hammerson is hugely proud of its success and the impact it has on both older Residents and young nursery school attendees.
Apples and Honey Nightingale has had a significant impact on the Residents' wellbeing and mood. It enhances joy and positivity, and the ambience in Nightingale House is all the more special because of the regular presence of noisy, happy toddlers.
Residents and children share common physical challenges, such as tool manipulation and hand-eye coordination. They support each other with tasks such as cutting, pottery and gardening. Other intergenerational activities include singing, a breakfast club, painting, buddied reading and harvesting honey.
The Residents benefit enormously from interaction with young people. Increased social engagement helps reduce isolation; they feel more integrated into the wider community and experience a sense of purpose as they share their life stories with the children.
One child told a Resident, “We love coming here as you are like our grandparents, but they live in a different country, so we can’t see them.”
Relationship-Centred Care at the Core
Jenny Pattinson, the CEO at Nightingale Hammerson, said “[they] are reminded every day that care isn’t something you do to someone, it’s something you build with them. It begins with noticing: noticing that someone now prefers their tea a little weaker, that a familiar song from years gone by brings a smile to their face. Sometimes, a quiet moment is more comforting than questions.
That is why everything we do at Nightingale House is based on relationship-centred care. Relationship-centred care goes beyond outstanding clinical standards or beautifully designed buildings. It recognises that wellbeing is shaped by the connections between Residents and teams, families and carers and the wider community that surrounds each person.
We take time to understand each Resident’s history, preferences, routines and values to form the foundation of their care plan. When carers know Residents well, they can anticipate needs, notice subtle changes and provide support that feels personal rather than process-driven. Families often tell us that what reassures them most is not only the professionalism of our teams but the genuine warmth and affection they see in everyday moments.
Relationship-centred care is something we believe should always be at the heart of life in our care homes. It’s a practical, evidence-informed approach that enhances Residents’ quality of life, and it’s why we place such importance on building and nurturing meaningful relationships in our homes.”
A Strong Team and Community Future
Nightingale Hammerson’s staff turnover stands at just 8.1%; across social care, workforce retention remains one of the greatest challenges of our time. Nationally, turnover in care homes averages around 24%. The low staff turnover reflects not luck, but a deliberate culture built on care, purpose and professional growth.
The team are excited to start welcoming the wider community into Nightingale House following recent renovations; the home has been transformed into a central hub for gathering, celebrating and connecting. From community events and cultural celebrations to learning opportunities and social activities, the home’s doors are open for everyone to come together, share experiences, and enjoy the home's vibrant life.
Research & Innovation
Nightingale Hammerson stands out for its strong commitment to Research & Innovation. Through Reach by Nightingale Hammerson, a free digital platform, the organisation shares expert advice from its teams with professionals, carers and families, extending its impact far beyond its homes.
In the past year alone, it has supported more than 30 research projects and produced over 100 practical advice films. Building on this momentum, plans are underway for its sixth annual Care Home Research Forum, taking place on 5th November at Hammerson House, Wohl Campus.
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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Six care organisations join Memory Makers pilot to support person-centred storytelling in care settings
Six care organisations across the UK have joined the pilot phase of Memory Makers, a new social-purpose storytelling framework designed to help care teams capture residents’ stories, voices and lived experience in a way that fits everyday care environments.
The pilot partners span the UK and include; Brookside Care Home in Preston, The Laurels in Salford, Nightingale Hospice in Wrexham, Belong in Crewe, The Ridings in Birmingham and Sage House in Tangmere.
Together, they form part of the first cohort of ‘Foundation Partners’, supporting the early development of Memory Makers as it begins its national rollout within the care sector.
The six-week pilot will involve structured use of the Memory Makers framework within each setting, followed by a face-to-face review process to assess its impact in practice. This will include evaluating staff confidence, emotional impact for residents and families, practical integration into day-to-day care and identifying any friction points.
The review will also explore how Memory Makers supports person-centred care, alongside validating overall concept value and pricing considerations ahead of wider adoption.
Memory Makers combines a simple, dementia-friendly app with a guided storytelling framework, enabling care teams to capture meaningful conversations through video, audio and photos using gentle prompts. The approach is designed to feel achievable for busy teams, supporting connection, understanding and continuity of care.
Memory Makers founder, Gareth Williams, said: “This stage is about listening and learning properly. These organisations are helping us understand exactly how Memory Makers works in real life application, in real care environments - what works, what needs refining and how it can genuinely support residents, families and staff without adding pressure.
“The focus is not just on capturing memories, but on how those moments improve day-to-day connection, confidence and care. That’s what we’re really testing through this pilot.”
Commenting on the pilot to date, Louise Newton, Care Home Manager at Brookside Care Home, said: “Memory Makers has given us a powerful way to capture and preserve the voices, stories and personal histories of the people in our care. During the pilot, we involved both residents and family members and what stood out immediately was how much everyone learned - not only as a staff team, but within families too, with relatives discovering things they had never known about their loved one’s past.
“What makes this so special is that it goes far beyond a written record or family tree. It captures the memories, expressions and unique sayings that make a person who they are, preserving them for future generations. One family member told us they wished they had been able to have something like this for their own grandmother.
“The idea that, years from now, family members could still hear a loved one’s voice, see their smile and connect with their life story in such a personal way is incredibly powerful. It’s a wonderful concept and we’ve been really moved by its potential.”
Memory Makers was developed alongside care professionals with a focus on making life story work more accessible and sustainable. The organisation’s long-term ambition is to help preserve one million memories across care and community settings.
Following the pilot phase, Memory Makers will use the findings to refine the framework before expanding to further care providers across the UK.
Lambing season joy for Brampton Manor residents
Residents from Brampton Manor care home, part of Boutique Care Homes, visited South Angel Farm on Thursday 16th April to experience the magic of lambing season, continuing a friendship with the farm that began last autumn with a pumpkin-picking and alpaca experience.
The trip was made possible thanks to the ongoing generosity of Fairstead House School, who provided their minibus and their time to make the outing possible. Without that support, getting residents out into the community in this way simply would not happen.
For one resident in particular, the day held special meaning. Jill has always been open about her love of animals, and from the moment the team at Brampton Manor got to know her, it was clear that a return trip to South Angel Farm was something to work towards. She arrived at the farm, was immediately welcomed back by Zoe and the team, and went straight back to where she left off last autumn, sharing memories of her previous visit on the bus ride home.
"Jill has always said she has more patience for animals than people," said Valda, Head of Lifestyle and Wellbeing at Brampton Manor. "Watching her there, you completely understand it. There's a calmness and a joy that just comes over her. Getting her back to South Angel Farm this spring was something we really wanted to make happen, and it was worth every bit of the planning."
The morning included a hands-on lamb feeding session, close encounters with goats, and a quiet, wonderful moment that the team won't forget in a hurry: residents and children sitting together in a circle, each gently holding and comforting guinea pigs and rabbits. Two very different generations, entirely at ease with each other, united by the same small, warm animals.
Throughout the visit, residents looked out for one another, holding hands and guiding each other across the farm. It was a reminder, as one member of the team put it, that friendship does not have an age limit.
Family members joined on the day too, including daughters accompanying their mothers for what became a proper shared experience rather than just a visit. Sally, Jill's daughter, was among those there, and the team noted how moved she was to see generations from either end of life simply sitting together, enjoying the same small moment. That kind of connection was felt across the whole group throughout the day.
Danny, Admissions Manager at Brampton Manor, added, "Days like this are exactly what our Life Enrichment Programme is about. We want our residents to have a full life, not just a comfortable one. Coming back to somewhere they have visited before, building on a memory rather than just making a new one, that matters enormously."
The trip sits within Brampton Manor's broader commitment to connecting residents with their local community and to the six pillars of the Boutique Care Homes Life Enrichment Programme: Connect, Feel, Move, Grow, Reflect, and Contribute.
Brampton Manor plans to continue its relationship with South Angel Farm throughout the year.
Muller Property Group Submits Plans for New 68-Bed Care Facility in Buckingham
Muller Property Group has submitted a full planning application to Buckinghamshire Council for the development of a new purpose-built care facility on land east of London Road.
The proposed scheme will see the redevelopment of the site to deliver a high-quality, three-storey, 68-bedroom care home designed to provide specialist accommodation and 24-hour care for older people.
Responding to Growing Local Need
The proposed development has been brought forward in response to a clear and growing need for specialist care accommodation across Buckinghamshire, driven by an ageing population and increasing demand for high-quality residential and nursing care.
The facility will be purpose-built to support residents with a range of needs, including dementia, complex health conditions, and end-of-life care, ensuring that individuals can receive comprehensive support in a safe and comfortable environment.
In addition to delivering much-needed care provision, the development is expected to create approximately 70–80 full-time equivalent jobs, supporting the local economy and contributing to the area’s healthcare infrastructure.
High-Quality Living Environment
The proposed care home has been carefully designed to provide a modern, inclusive and resident-focused environment. Each bedroom will be generously sized with en-suite facilities, complemented by a wide range of communal spaces and amenities to promote wellbeing, independence and social interaction.
Facilities within the building are proposed to include:
- Communal lounges and quiet areas
- Cinema and activity rooms
- Fitness and wellbeing spaces
- Multi-faith room
- Hair and beauty facilities
- Sensory spaces and assisted bathrooms
The scheme also includes landscaped gardens and outdoor seating areas, providing safe, accessible and attractive spaces for residents to enjoy.
Sustainable and Accessible Location
Located approximately 1.6km south of Buckingham town centre, the site sits within the defined settlement boundary and benefits from strong transport connections.
It is directly accessible from London Road (A413), with nearby bus services, pedestrian routes and local amenities all within easy reach. This ensures the site is well-connected for staff, visitors and day-to-day operations, aligning with sustainable development principles.
Thoughtful Design and Landscaping
The proposed building has been designed to reflect the character of the surrounding area while making efficient use of the site. The three-storey structure adopts a considered layout to balance operational requirements with sensitivity to neighbouring properties.
Key features of the proposal include:
- A clearly defined main entrance and legible internal layout
- Step-free access throughout, including lift access to all floors
- On-site parking, including accessible and electric vehicle charging spaces
- Retention of existing vegetation where possible, alongside new tree planting
- Biodiversity enhancements and high-quality landscaping
Supporting the Future of Care in Buckingham
The development represents a significant investment in the future of care provision in Buckingham, helping to meet both current and future needs for specialist accommodation while supporting wider housing and healthcare objectives.
Next Steps
The application will now be considered by Buckinghamshire Council as part of the formal planning process, including consultation with local residents and stakeholders.