Evolve Care Academy: Changing the Moment to Create Connection
Every person receiving care, whether in a care setting or at home, brings with them their own life experiences, personality, preferences and ways of communicating. Because of this, building meaningful connections is not always straightforward and often requires patience, understanding and a willingness to see the world through their eyes.
Some people may be navigating a cognitive journey that affects how they process information, communicate or make sense of their surroundings. Others may be living with a Dementia, which can influence how they experience the world around them. Some people may express distress or communicate their needs in ways that are less easily understood, while others may value their independence and need time to develop trust and feel comfortable accepting support.
Whatever their circumstances, taking the time to understand the individual behind the diagnosis, behaviour, or care need, is often the foundation for building genuine relationships and providing meaningful support.
Throughout the year, people working across the Evolve homes in Devon, Wales and Somerset, alongside those working within our Central Support office, take part in training days at the Evolve Care Academy in Bristol. The thinking behind this is simple; regardless of role, everyone should understand the people living within our homes, their life experiences, preferences and the approaches used to support them.
Whether someone works in care, catering, housekeeping, maintenance, administration, or anything in between, they are still part of the environment that family members call home. By developing this understanding, people across every department can better appreciate the impact they have on daily life within the home and the part they play in supporting those who live there.
A Communications Perspective: What Training Taught Me About Care
Having worked within the communications team for almost a year now, I regularly visit our homes and spend time with family members and those supporting them. As someone with no previous experience working in social care, I initially felt out of my depth when I entered the sector. But I was amazed by how much I had learned about Dementia care and care more broadly in just a few short months.
Attending training gives me valuable context when listening to family member and team member stories and sharing them with others. What I find particularly valuable is hearing directly from those attending the training. The discussions often draw on real experiences from the homes, providing an insight into the situations people encounter, the decisions they make and the thinking behind them. It helps bring the training to life in a way that reading or e-learning never could.
What Makes a Person Feel Safe?
The most recent training sessions held in the training room, Seen, Heard, Valued, were designed to explore why creating connections with the people who live with us is so important, and how this helps those living with us to feel safe.
As we entered the training room, the ceiling was covered in a jumble of different items. There were uniforms from a range of occupations, including a nurse’s uniform, police uniform, high-vis jackets and hard hats. Foam football hands hung alongside Christmas decorations, while flags from more countries around the world lined the edge of the room. Together, these objects represented the many things that can make up a person’s identity; where they come from, their culture, the work they once did and the life they have lived.
As the session began, we discussed Thomas Kitwood’s philosophy and why attachment, inclusion, occupation, identity, comfort and love are so important, particularly for people living with a Dementia.
Eve Carder, Clinical Lead at Evolve, explained, ‘Our job is to keep people safe. It is as simple as that. What’s more complex is what a person needs in order to feel safe.’
What I understood from this was that it is not enough for people living in our homes to simply be physically safe. They also need to feel emotionally and mentally safe within the environment around them and the people supporting them each day.
There were discussions around why someone living in our homes may not always feel seen, heard or valued, and how a lack of meaningful connection and understanding can leave a person feeling overlooked or alone. It was explained that if our teams are unable to truly connect with the people living in our care, it becomes far more difficult to understand what they need.
The Big Question
On the tables in the training room were a number of headbands with large question marks attached. We were encouraged to put them on and consider what they might represent. To me, they symbolised the idea that a person is only an ‘unknown’ until we take the time to ask the right questions and truly get to know them; they are, essentially, a big ‘question mark’ until we peel back the layers.
As I am still learning what it means for someone to be living with a Dementia, or on a cognitive journey, I had not considered that some people living in our care may not be able to tell us about themselves or their life history, and may also have no loved ones around them who are able to fill in those gaps for us.
Eve explained that, for some people, being asked multiple direct questions can leave them feeling confused or overwhelmed, causing them to shut down and struggle to respond.
We were also shown brain scans of people living with a Dementia, illustrating how brain cells shrink and die as the disease progresses, leaving parts of the brain darkened and permanently damaged. It was explained how this loss of brain function can affect cognition, including a person’s ability to problem solve, regulate emotions, communicate and make decisions.
What the question mark headbands actually represented was the experience of people living with a Dementia or cognitive condition that affects their ability to answer questions or express themselves in the way they once could, because parts of the brain are no longer functioning properly.
I found myself imagining what it might feel like to be asked multiple questions while being unable to connect memories, thoughts or experiences together clearly in my mind, and realised how confusing and frustrating that experience must be.
Because direct questioning may not always be the most effective way to connect with or understand our family members, a number of exercises had been designed to help team members adapt their approaches in more complex situations. The aim was to give people the confidence and tools to think creatively, work outside the box and find ways to ‘change the moment’ in order to create meaningful connection.
Image Association
The first exercise involved each table receiving a set of Q-cards, with every person given a card displaying a random image of a person, place or object. We were then asked to use the images to build a story together, connecting each card to the next as the conversation moved around the table.
For example, one of the cards showed people running a marathon, so I explained that from a young age I had always wanted to run long distance but had been held back by shin splints (which was actually true!) The next person’s card showed people dressed in military uniforms, so they continued the story by saying that, once they’d given up the dream of being a marathon runner, they had joined the army because they still wanted an active lifestyle, and the story carried on from there.
The purpose of the exercise was to respond to the previous person’s story and relate it to your own, using the images as inspiration while keeping the conversation connected. In practice, this could look like listening to a family member sharing memories or experiences and finding ways to relate to what they are saying, helping to create opportunities for further conversation, connection and trust.
A Bag of Stuff
In another exercise, bags containing five random objects were placed on each table. We were invited to take out one item at a time and create a story inspired by it with the rest of the group.
The exercise encouraged storytelling as a way of connecting with others, using everyday objects as a starting point for conversation. The stories could be personal memories, stories heard from others or completely imagined. What mattered most was the act of sharing and creating something engaging together.
Something as simple as picking up a beach towel and talking about a sunny holiday in Spain may encourage someone else to begin speaking about their own experiences of travelling, holidays or time spent with loved ones, bringing familiarity, comfort and positive emotions into the conversation.
These exercises really brought home to me how caring roles can give people the opportunity to use creativity in meaningful ways to build trust and connection. Alongside exploring ways to create connection, we also discussed the things that can cause people to disconnect or feel controlled rather than supported.
Dementia Language
In one corner of the room stood a series of mock walls spray painted with phrases such as ‘no’, ‘don’t do that’ and ‘not now’. We discussed how language like this can feel restrictive and, over time, may contribute to a person feeling a loss of independence, choice and autonomy. It was explained that, in some situations, constantly feeling controlled rather than supported can lead to distress and expressive behaviour.
Even when these things are said with the intention of keeping someone safe, they can still leave a person feeling emotionally unsafe by creating a sense of lost control. We explored how words, tone, touch, presence and attention can all shape the way a person experiences the world around them and how, when used negatively or without thought, they may leave a lasting emotional impact.
We explored how these same things can also be used positively to create an emotional shift and help someone feel reassured, calm and connected. This may be through using the right words in a gentle or friendly tone, meeting someone where they are in their journey and using language that makes sense to them. It may also be through touch, such as holding a person’s hand to show you are there with them rather than trying to direct or control them, or by lowering yourself to their level and creating a sense of reassurance and presence. Attention was also discussed in terms of truly getting to know the person and not losing sight of the identity behind the diagnosis.
Our care teams have the ability to influence the tone and energy of the day. While they may not always be able to control how someone presents in that moment, they can control their own response and the way they approach challenging situations.
Alongside the care provided by our teams, environment also plays a significant role in helping family members feel at home, comfortable and safe within the spaces around them.
The Importance of Environment
As a last exercise in the training, we were asked to explore an area of the training room where a number of simulated environments had been built. Bedrooms, living rooms and dining rooms were set up as examples of inviting and colourful environments that encouraged stimulation, alongside environments which felt uninviting, dull or institutional, to show the impact and importance of creating spaces that feel positive, homely, engaging and personal.
I recalled a similar exercise from the first training session I attended at the beginning of my role and found it fascinating that dining tables within the homes may have miscellaneous objects placed on them, such as puzzles, colouring books or memory cards, to encourage family members to interact with them and create opportunities for conversation and engagement.
These are tables set for more than just a meal. A soft toy, or a newspaper become something to pick up or look at while sitting down to eat. For those who take a little longer, or don’t always feel like eating, having something nearby to focus on and engage with can make all the difference.
And for people living with a Dementia or are on a cognitive journey, they may not always have the words, or no longer able to process and express the desire, to engage with an activity or task, but when they come across something in front of them, it may naturally spark curiosity, familiarity or engagement.
As someone who initially saw these dining tables as cluttered with objects unrelated to mealtimes, the way I now understand the dining experience has changed dramatically. It is not simply about eating a meal, but about creating opportunities for comfort, connection and engagement, just as all environments throughout the home should aim to do.
Speaking about the importance of creating a true sense of home, Eve shared, ‘We are not creating institutions, we are creating homes, places of safety, of creativity and hopefully magic.’
What I Took Away
I know there will always be more for me to learn about care and Dementia care. Leaders like Eve Carder and the wider clinical team have so much expertise and decades of experience that I cannot hope to gain just by attending a few training sessions.
What I have learned so far, however, has left me genuinely moved and inspired. The idea that, no matter where someone is on their cognitive or Dementia journey, there are still ways to connect with them; the challenge is simply finding out how to reach them.
To read more about training, learning and development provided by Evolve Care Group in their Evolve Care Academy, visit https://www.evolvecareacademy.com/
By Ayla Melville, Marketing and Communications Assistant at Evolve Care Group
From heartbreak to innovation: the story behind icesupp
Icesupp was born out of personal loss. My sister Amy and I watched our Dad, Ray, battle cancer, and it was malnutrition, not the cancer itself, that became one of our biggest fears.
Dad was diagnosed in 2016. I'll always remember that phone call: one minute everything was fine, the next our world had turned upside down. He was treated at a hospital in Basingstoke by a wonderful team who stressed from day one how critical good nutrition would be to his recovery. We were told that a significant proportion of cancer patients die from malnutrition rather than the disease itself, a statistic that shook us.
As treatment progressed, Dad developed mucositis. He lost his appetite and found swallowing painful. The two supplements the hospital offered made him nauseous. He disliked the taste and texture, and struggled to get them down. The longer we spent on the ward, the more we got to know other patients' families going through the same thing, and it became clear we weren't alone in this frustration; those supplements were unpopular across the board, and we saw the same story played out around us. We watched Dad's weight continue to drop, caught between a poor appetite and food he couldn't stomach.
The one thing Dad did enjoy was ice lollies from the hospital freezer. Dietitians were quick to point out that while these helped with hydration and comfort, they offered little nutritional value. So we were left in an impossible position: an appetite that had all but disappeared, and no palatable way to fill the gap.
Dad lost his battle with cancer in 2017. He's missed every day.
An unlikely founder
Life moved on, as it does. Amy, then a ballroom dance teacher, announced one evening that she was going to create a food supplement for people struggling with their nutrition, just as Dad had. I'll admit, I thought she was a little mad. She had no background in nutrition and no experience launching a food product.
But Amy is determined. She sold her existing business and approached the University of Reading with a detailed brief: a product made entirely from natural ingredients, free from emulsifiers and allergens, with meaningful levels of protein, fibre, vitamins and minerals. It needed to be stored at ambient temperature yet be frozen for consumption, work as both a frozen treat and a coulis for fortifying sweet or savoury dishes, and, above all, taste genuinely good.
While food technologists worked through that challenge, Amy and her husband Rob assembled a team of specialists, many giving their time voluntarily: oncology, paediatric and elderly care dietitians, alongside business advisors. Nearly all had their own experience of malnutrition, whether through a cancer diagnosis, a child in hospital or an elderly relative in care.
From concept to clinical interest
Three years and a great deal of work later, icesupp launched. Great Ormond Street Hospital invited us to run an acceptability and palatability study, initially planned for a week but extended to five once the results came in.
From there, we began supplying hospitals and care homes. Our first care home trial was with Care UK, evaluating whether icesupp could help stabilise the weight of a high-risk resident who had stopped eating and was refusing fluids. Over a two-week trial, the resident gained weight and showed improved hydration and
skin integrity after trying icesupp.
Barchester followed, trialling icesupp across five homes as part of a broader initiative to explore resident-centred nutritional solutions. Chefs rated it highly across every category for ease of use and versatility. One case from those trials illustrates the impact:
"Mavis is a 99-year-old resident with a small frame. Despite a fair appetite, she had struggled to gain weight for several years, remaining under dietitian input without success. In December, she weighed 46kg with a BMI of 19 and a MUST score of 1, placing her at moderate risk of malnutrition. Her skin was thin and fragile, prone to tears and bruising, and she had short alert periods, mostly dozing.
"We offered icesupp twice daily, trialling it frozen, on its own and mixed with porridge, ice cream or yoghurt. Mavis preferred it unfrozen, mixed into food, and would open her mouth for more. We monitored her weight weekly: 47.3kg, then 49kg, then 51.9kg by early January, a gain of 5.9kg over the trial. She became noticeably more alert and engaged, and while her skin remained fragile, it appeared to heal faster. We'd recommend icesupp be considered for other residents facing similar nutritional challenges."
Seeing Barchester's chefs build icesupp into their own recipe book, weaving it into sweet and savoury dishes, has been genuinely rewarding. We've since taken part in IDDSI chef training workshops with Hallmark Care Homes and attend NACC events regularly. As a small start-up, our growth so far has come almost entirely through word of mouth.
Where we are now
Our mission remains what it always was: helping people achieve good nutrition. We now supply hundreds of care homes, hospitals and pharmacies. Accreditation from Informed Sport has also opened the door to supplying Premier League football clubs, including Liverpool, and one international team took icesupp to this year's World Cup in the US.
It's been quite a journey for a company only a few years old, and it speaks to a genuine gap in the market that needed filling. Icesupp is shipped and stored at ambient temperature, and is available through distributors including Bidfood, Castell Howell, NH Case, Elior and Foodbuy, as well as through community pharmacies and online via Holland & Barrett and Pharmacy2U.
A Night at Martello Manor
Ahead of opening its doors to residents, Martello Manor in Hythe offered a first-hand glimpse into Boutique Care Homes’ distinctive approach; blending hospitality, community, and culture in a thoughtfully curated pre-opening sleepover.
Martello Manor, the newest addition to Boutique Care Homes’ portfolio, is set to welcome its first residents later this month in Hythe, Kent. Before the doors officially open, I was invited to take part in one of Boutique’s pre-opening sleepovers; a tradition designed to bring together staff, partners, and the local community. It’s a simple idea, but one that feels incredibly effective.
The evening began with canapés and a glass of something sparkling, giving everyone the chance to settle in and get to know one another. Representatives from local groups, including Hythe Dementia Together, were there, alongside the Boutique team. What I found particularly touching was the presence of a soon-to-be resident’s family, experiencing the home ahead of move-in. It added a very real sense of purpose to the evening.
Dinner followed in the ground-floor dining room, where we were served a three-course meal reflective of what residents can expect day-to-day. It struck me how carefully the experience had been considered: restaurant-quality service, but without any sense of formality or distance. My red pepper soup, salmon with vegetables, and hazelnut chocolate slice were all excellent, but more than that, the atmosphere felt relaxed and sociable, exactly as dining in a care setting should.
After dinner, things took a more playful turn with a treasure hunt around the home. Guided by cryptic clues linked to both Martello Manor and the local area, we explored the building while completing a series of challenges. Some were light-hearted, like seeing how far two people could stand apart and still play catch with an egg (they weren’t hard-boiled), while others encouraged a bit more reflection, such as attempting tasks with dexterity-limiting gloves. It was a brilliant experience: engaging, genuinely fun, and cleverly designed to build empathy without ever feeling forced.
The evening continued with a quiz, before everyone gradually drifted back to the lounge. It was here that I had some of the most interesting conversations of the night. Speaking with newer members of staff, their enthusiasm for the culture at Boutique was clear. Even before residents had arrived, they spoke about feeling supported, valued, and genuinely excited for what’s ahead. It echoed conversations I’ve had previously with leadership, and it was reassuring to hear it reflected so strongly on the ground.
Eventually, we all retired to our rooms. Mine was beautifully designed, complete with an en-suite, and struck that careful balance between hotel comfort and a sense of home. It was an easy place to relax, and, importantly, to imagine living.
Spending the night at Martello Manor didn’t just showcase a new building; it offered a genuine insight into the thinking behind it. I’m already looking forward to returning to see the home come to life once residents have settled in.
A Game of 64 Squares
Chess is gaining traction in care homes as a powerful tool for cognitive stimulation and social connection. In this feature, Mark Rivlin shares his perspective on the game’s growing role in later life, speaking on behalf of Chess in Schools and Communities and its “Older and Bolder” initiative.
Chess might not be the first activity that comes to mind in a busy care home environment, but that is beginning to change. Once seen as a quiet pastime for enthusiasts, the game is experiencing a resurgence across the UK and is increasingly finding a natural home in care settings.
For providers navigating the ongoing challenge of delivering meaningful, low-cost, and inclusive activities, chess offers a compelling proposition. It is easy to introduce, adaptable to different cognitive and physical abilities, and uniquely positioned to support both wellbeing and social engagement.
A growing movement
The renewed popularity of chess has been driven by a combination of cultural and digital influences. Online platforms have made the game more accessible than ever, while mainstream media has helped reposition it as both aspirational and inclusive. Crucially, this momentum is no longer limited to younger audiences.
Organisations such as Chess in Schools and Communities (CSC) are now actively extending their reach into older populations. With over two decades of experience delivering chess programmes in schools and community settings, the charity has launched its “Older and Bolder” initiative, specifically designed to bring chess into care homes.
The programme builds on successful pilots across the country, from structured courses in partnership with Age UK in Brighton, to community-based sessions in Westminster and Bracknell. These initiatives have demonstrated that, with the right support, chess can engage both complete beginners and experienced players later in life.
More than just a game
At its core, chess is a cognitively stimulating activity. It requires concentration, memory, planning, and decision-making: all skills that are highly relevant to maintaining mental agility in older age.
Emerging research supports this; studies on cognitively stimulating leisure activities suggest they may help reduce the risk of developing conditions such as dementia. While chess is not a preventative solution in isolation, it forms part of a broader toolkit of activities that can contribute to brain health.
Importantly for care settings, chess also appears to remain accessible even as cognitive decline progresses. There is evidence to suggest that individuals living with advanced dementia can retain the ability to engage with the game, offering a rare opportunity for continuity and familiarity.
Beyond cognition, the social dimension of chess is equally valuable. Whether played one-to-one or in a small group, it creates natural opportunities for interaction, conversation, and shared experience. In environments where loneliness and isolation remain ongoing concerns, this should not be underestimated.
A personal perspective
For many, chess is not just an activity but a lifelong companion. Mark Rivlin describes a personal connection that spans decades: “I was introduced to the game of chess at the age of five. My father was a strong player and taught me the moves. Now at the age of seventy, I have notched up six decades of playing the game… Win, lose or draw, I enjoy the challenge of playing against people of all ages, backgrounds and abilities.”
This intergenerational appeal is part of what makes chess particularly suited to care environments. It can bridge gaps between residents, staff, and even visiting family members, creating a shared language that transcends age and background.
Rivlin also highlights the game’s accessibility: “Chess is easy to learn, enjoy and succeed, and most importantly, it is great fun to play.”
That simplicity is key. Unlike some activities that require extensive setup, specialised equipment, or significant staffing resources, chess can be introduced at minimal cost and with minimal space.
Practical implementation in care homes
For activity coordinators, the question is not whether chess has value, but how easily it can be embedded into an already busy programme.
The answer, in most cases, is straightforward.
A basic setup requires only a small number of boards and pieces, all of which can be easily stored. Sessions can be run informally, allowing residents to drop in and play at their own pace, or in more structured formats for those who prefer guided learning.
CSC’s “Older and Bolder” programme offers additional support, including trained tutors, teaching materials, and staff training. This can be particularly beneficial in homes where there is limited prior experience of delivering chess-based activities.
There is also scope to build variety into the programme. Mini tournaments, themed activity days, or even friendly matches with local schools or community groups can help sustain engagement over time. For residents with digital access, online platforms offer further opportunities to play and improve skills.
Inclusive by design
One of chess’s greatest strengths is its adaptability. It can be simplified for beginners, paced according to individual ability, and even adapted for those with visual or physical impairments through specialist boards and pieces.
This makes it an inclusive option within diverse resident populations. Whether someone is encountering the game for the first time or returning to it after many years, there is a clear entry point.
A strategic addition
As care providers continue to rethink activity provision in response to changing expectations, chess represents a low-risk, high-impact addition.
It aligns with key priorities across the sector: supporting cognitive health, encouraging social interaction, and delivering meaningful engagement without placing undue strain on resources.
Perhaps most importantly, it brings an element of challenge and purpose. On a board of 64 squares, every move matters, and for residents, that sense of agency and involvement can be powerful.
Rivlin describes chess as “a magical chessboard” with “thousands of options for attack, defense, and even making mistakes”. This mix of challenge, enjoyment, and human connection is what makes chess a meaningful activity in care home environments.
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.”
5 leadership pitfalls that keep care teams stuck (and what new managers can do instead)
By Pooja Rabheru, Founder and Lead Consultant at Pulse Leadership
Stepping into a management role in social care doesn’t feel like a simple promotion. It’s more like a shift in who you are at work.
One day, you’re part of the team, getting through shifts together. Next, you’re the one people look to for decisions while juggling staff shortages, safeguarding concerns, and the possibility of an inspection at any moment. Sometimes, all before you’ve even had a proper break.
It’s a lot to take on, especially when you're now managing people who used to be your peers. And without much support, it’s easy to fall into habits that quietly hold the team back.
From what I’ve seen working with care services, a few patterns come up again and again:
- Putting Off Difficult Conversations
This is probably the most common one.
When you’ve got a good relationship with someone, it feels uncomfortable to pull them up on things. So you tell yourself you’ll deal with it later, when there’s more time, when it happens again or when it feels easier.
But “later” tends to turn into weeks, sometimes months.
In the meantime, others notice, frustration builds, and it can feel like some people are getting away with things others wouldn’t. In most cases, a quick, calm conversation early on is all that’s needed. It’s rarely as difficult as it feels beforehand, and it saves a lot of stress down the line.
- Trying Too Hard to Stay “One of the Team”
It’s completely natural. These are people you’ve worked alongside, probably supported through some tough shifts. You don’t suddenly want to feel separate from them.
But the role has changed.
You can’t really be part of conversations criticising “management” while also being the person responsible for setting expectations. It doesn’t mean becoming distant or overly formal, but there’s a point where you have to draw a line, especially when it comes to fairness.
Having a difficult conversation with someone you like is uncomfortable; avoiding it usually sends a much stronger message to everyone else.
Over time, respect and transparency matter more than being liked.
- Doing Everything Yourself
Many new managers fall into this without realising.
You want to prove yourself. You don’t want to let the team down. So you step in by covering shifts, fixing rotas late at night, finishing off paperwork after everyone else has gone home.
At first, it feels like you’re helping, but it can quickly become exhausting. The real trap here is that the team can start relying on you to pick up everything!
Over time, that slows everyone’s development and leaves you stretched far too thin.
The shift here is from doing to supporting others to do. That might mean giving someone responsibility for part of the rota, or encouraging people to solve problems before bringing them to you.
It takes more patience at the start, but it builds a much stronger team.
- Treating Every Situation the Same Way
Care environments change constantly.
Some weeks you need to be very clear and direct, especially if staffing is tight or something serious has happened. Other times, the team just needs space to rebuild confidence or find their own rhythm again.
A common trap is sticking to one leadership style, regardless of what’s going on.
For example, during a busy or pressured period, long discussions can feel frustrating when people just need clarity. On the other hand, in a settled team, too much oversight can feel unnecessary.
Good leadership is less about having a single “style” and more about reading the room, noticing what people need and adjusting as you go.
- Waiting to Feel Ready
A lot of new managers have this internal monologue: “I’m not quite ready for this yet”
The assumption is that confidence should come first, before taking on the role.
In reality, it doesn’t.
Most managers, even experienced ones, can remember moments where they felt completely out of their depth, but handled it anyway.
Confidence tends to build afterwards, not before.
You try something, reflect on it, tweak it next time, and gradually it starts to feel more natural.
Stepping into management in social care is a big shift and not just for you, but for the team around you too. It affects how decisions are made, how consistent things feel, and ultimately, the quality of care.
You don’t need to get everything right. No one does.
Most of the time, it’s about having the conversation you’ve been putting off, making the best decision you can with what you’ve got, and learning as you go.
Usually with a cup of tea nearby that you keep forgetting to drink…
Hastings Care Home Workers Raise Over £500 for Cancer Research UK
Staff members at Ponbay Lodge care home in Hastings raised £575 during the Cancer Research UK’s Race for Life.
Donned in pink, Wendy Bennett (Lifestyle Assistant) and Mandy Dawson (Care Assistant) completed the 3K race, while Graham Liley (Chef) completed a 5K race in support of breast cancer research.
Supporting their own, Ponbay Lodge residents and team members decorated the home with balloons and bunting to cheer the trio on.
Care Assistant Wendy said, “I have friends and family who have been affected by cancer, so doing the Race for Life means a lot to me. It was a challenge for me, but I’m so happy I did it.
“Next year, I plan to beat my time and raise even more money for Cancer Research UK. Thank you to everyone who donated and offered support!”
Zac Hampshire-Jones, the General Manager at Ponbay Lodge, added, “Everyone at Ponbay Lodge is incredibly proud of Wendy, Mandy, and Graham. They have raised an amazing amount of money for Cancer Research UK, a life-saving charity.”
You can find out more about charity initiatives and community work at Ponbay Lodge during the home’s weekly Tea on Tuesday event, where all are welcome from 10:30AM to enjoy refreshments and freshly baked treats with the residents. Tea on Tuesday takes place at Ponbay Lodge on The Ridge, Hastings, TN34 2AE.
Martello Manor Welcomes First Founding Residents
Martello Manor by Boutique Care Homes is officially open. On Monday 22 June 2026, one of Kent's most anticipated new care homes welcomed its first residents through the doors, with the full team on hand to greet them and their families as they arrived home for the very first time.
Margaret and Joan have the honour of being Martello Manor's founding residents, the first of many whose lives will be shaped by everything this home has been built to offer. Their arrival marks the moment months of preparation, community engagement, and anticipation became a lived reality.
The day began with a blessing of the home, led by Reverend Michael Darkins, Vicar of St Leonards Hythe, and Reverend Dr Anderson Yan Oakley, Organ Scholar: a meaningful start to a day the whole team had been working towards for months.
Then came the moment that will not be forgotten quickly. As Joan approached the entrance, team and families lined both sides of the doorway and broke into applause. A gold ribbon stretched across the threshold. She cut it herself, entering the home to cheers from everyone around her, and raised her arms in celebration. It was, by any measure, the right way to open a home.
Inside, the warmth continued. Marlene Abreu, Home Manager, was there to welcome her personally, the same care and attention that will define every day at Martello Manor already on full display. Families who had spent weeks, sometimes months, navigating the transition to residential care found themselves not in a clinical institution, but in a home: warm, beautifully designed, and staffed by people who were genuinely delighted to have them there.
The opening is a milestone for Boutique Care Homes and for Hythe. Martello Manor has been designed from the ground up to offer something the area has not had before: premium residential and dementia care that feels nothing like a care home should, in a building purpose-built to make life genuinely good for the people who live in it.
Marlene Abreu said: "Today is the day everything we have been working towards becomes real. Every decision we have made about the home, the team, the way we do things, has been made with our residents in mind. Welcoming our first residents through the doors is one of the proudest moments of my career, and it is just the beginning."
Ameet Kotecha, Founder and Managing Director of Boutique Care Homes, said: "We set out to prove that care can be unexpectedly good, that it can feel warm, dignified, and full of life. Martello Manor is the finest expression of that belief we have built yet. Hythe deserves this, and we are honoured to be here."
Martello Manor offers residential care, specialist dementia support through Boutique Care Homes' Nostalgia Care programme, and short-stay respite care. Residents benefit from a dedicated Life Enrichment Programme, fresh meals prepared daily by an on-site chef, ensuite bedrooms, landscaped gardens, a bistro, cinema, and hair salon. The home sits at the heart of the Hythe community, with established partnerships already in place with Hythe Town Football Club, the Royal British Legion Hythe and Saltwood Branch, and the Hythe Dementia Awareness Forum.
For more information or to arrange a visit, contact the Martello Manor team at www.martellomanor.care.
Care Home Manager Raises £1,200 for Crossroads Care Surrey
Margielyn Gonzaga, Home Manager of The Burlington Care Home in Shepperton, has raised £1,200 for Crossroads Care Surrey after completing a full day of Bushtucker-style challenges at this year's I'm a Director, Get Me Out of Here! event.
On Friday 12th June, Care Home Manage, Margielyn stepped into the jungle at The Laithwaite Community Stadium in Woking to take on one of Surrey's most demanding charity fundraising events, and she left with sore muscles, a gunge-soaked kit, and £1,200 raised for Surrey's unpaid carers.
The annual event, organised by Crossroads Care Surrey, invites business leaders from across the county to face a series of challenges inspired by the hit ITV show, all in support of the estimated 120,000 unpaid carers across Surrey who the charity supports through respite services.
For Margie, the day was nothing short of full-on. It opened with a creepy crawlies challenge that saw her holding a tarantula. It escalated from there. Obstacle courses followed, then an archery challenge where her very first arrow went clean through the target. Then came three rounds of eating challenges including chicken hearts and feet with fish eye and fish egg tapioca pudding for dessert. The finale arrived in the form of a bucket of gunge, after her Pink Team narrowly missed out on the win.
Through all of it, she kept going.
"I genuinely did not know what I was getting myself into," said Margielyn Gonzaga. "Holding a tarantula, eating things I'd rather not name, ending the day covered in gunge, none of that was on my bingo card when I signed up. But honestly? I'd do it again. Family carers carry so much, quietly, and often without a second thought for themselves. They look after loved ones at home without a professional team around them, and they do it every single day. If a very uncomfortable Friday is what it takes to raise money for the people who do that, it feels like the least I can do. A huge thank you to everyone who donated and cheered us on. It meant more than you know."
The achievement carries particular meaning for those at The Burlington. As General Manager, Margie works daily alongside residents, families, and the wider network of carers who support people through later life. Unpaid carers sit at the heart of that system, and Crossroads Care Surrey gives them the breathing space to carry on.
Boutique Care Homes founder Ameet Kotecha previously took on the same event himself, and Margie followed in that tradition by stepping up this year.
"I've done this event myself, so I know exactly what Margie walked into on Friday, and knowing what's coming doesn't make it any easier," said Ameet Kotecha, Founder and Managing Director of Boutique Care Homes. "What she did takes real courage, and she did it for the right reasons. Margie didn't just raise £1,200. She stood up and said that unpaid family carers matter. That's exactly who she is, and it's exactly what The Burlington is built on. Incredibly proud of her."
The £1,200 raised will go directly to Crossroads Care Surrey to fund respite services for unpaid carers across the county.
Penrose Croft Care Home Appoints Local Care Leader as General Manager
Cornwall’s newest purpose-built care home, operated by Crystal Care Collection, Penrose Croft in Helston, has announced the appointment of Annmarie Thomas as its General Manager.
Born and raised in West Cornwall, Annmarie’s connection to care was by her mother, who worked as a care assistant. She spent time in care homes as a child and knew from the age of six that she wanted a career helping others.
Annmarie began working in care at just 16 years old and went on to study Social Work at the University of Central Lancashire, graduating with a BA (Hons) in Welfare Studies.
Since then, she has built extensive experience across domiciliary, nursing, and residential care services, becoming a CQC Registered Manager at the age of 27. She also holds a Level 5 Diploma in Health and Social Care Management.
Annmarie said, “It is a privilege to be leading Penrose Croft and to have the opportunity to create a home that truly reflects the values that have guided me throughout my career.
“Having grown up in Cornwall, I understand how important community, family, and belonging are. My goal is to ensure Penrose Croft is a place where residents feel safe and empowered to live life to the fullest, while families have complete confidence in the care and support their loved ones receive.”
Outside of work, Annmarie enjoys musical theatre, live music, and reading. She also loves spending time on Cornwall's beaches and firmly believes the county's coastline is second to none. She lives locally with her partner, his daughter, and her much-loved cat, Lola.
The new team at Penrose Croft will be welcoming the local community to a Grand Opening event on 22nd August. From 1pm-4pm, all will be welcome to come along for guided tours of the new home and enjoy family friendly entertainment and light refreshments.