Sustainability in Care Homes: From Design to Long-Term Value
Sustainability is now a vital strategic factor in care, not just an optional extra. Featuring insights from Peter Mortimer from LNT Care Developments, speaking on behalf of Crystal Care Collection, and Samantha Dale from Miele Professional, this article examines how cutting waste, improving operations, and partnering with responsible suppliers can help care homes become more resilient, increase occupancy, and achieve long-term value.
Sustainability in the care sector has transitioned from being a mere aspiration to an essential expectation. For operators contending with rising costs, workforce challenges, and increased scrutiny, it now offers a practical pathway to resilience.
Effective sustainability efforts enhance environmental performance while also bolstering financial stability, operational efficiency, and brand reputation. Instead of treating sustainability as an isolated project, leading providers integrate it into design, operations, and supply chains, developing care environments better prepared for the future.
Designing sustainability from the ground up
For new-build developments, the greatest opportunity lies at the very beginning. Embedding sustainability at the design stage allows providers to integrate systems and technologies that would be significantly harder and more expensive to introduce later.
Peter Mortimer explains that sustainability has been central to planning from the outset. By designing homes around low-carbon technologies, organisations can create environments that are both efficient and resilient.
This includes integrating ground-source heat pump systems to meet the full heating demand, alongside underfloor heating, hot water provision, and comfort cooling. Photovoltaic panels, supported by battery storage, help maximise on-site use of renewable energy, while EV charging infrastructure and smart building management systems support efficient day-to-day operations.
The advantage of this approach is not just environmental. As Mortimer notes, building sustainability into the fabric of a home helps create long-term financial resilience. Energy demand in care settings is both high and constant, so investing in efficient systems from day one reduces exposure to rising costs while ensuring consistent performance.
Operationally, designing these elements to work together allows homes to maintain comfortable, stable environments for residents while giving operators greater visibility and control over building performance.
Reducing waste, improving efficiency
While new builds offer a blank canvas, existing homes can still make meaningful progress, particularly through waste reduction and process optimisation.
Laundry operations provide a clear example: because they run continuously to meet strict hygiene requirements, they are inherently resource-intensive. However, as Samantha Dent highlights, even small efficiencies can deliver significant impact over time.
“One of the most practical ways to manage this is by removing as much moisture as possible during the wash,” she explains. “When linen leaves the washing machine drier, it spends less time in the tumble dryer, which reduces energy demand and helps maintain a steady supply of clean textiles.”
Advances in technology are also improving precision. Systems that measure residual moisture allow drying cycles to end at exactly the right point, avoiding unnecessary energy use while protecting fabric quality. Some machines can also reuse heat generated during earlier cycles, further reducing overall consumption.
These efficiencies extend beyond energy. By improving processes and extending the lifespan of linen, homes can reduce replacement rates, lowering both costs and environmental impact. At the same time, better visibility of machine usage allows operators to refine workflows and ensure resources are being used effectively across the operation.
The principle is simple: tighter control over resources leads to stronger operational performance.
Sustainability as a driver of occupancy
Sustainability is also becoming an increasingly important part of how care homes present themselves to the market.
While quality of care remains the primary decision factor, families are paying closer attention to values, environment and long-term responsibility. Homes that can clearly demonstrate their commitment to sustainability are better positioned to build trust and stand out in a competitive landscape.
This does not require grand gestures. Practical, visible actions, such as reducing waste, investing in energy efficiency or working with responsible suppliers, often resonate more strongly than broad statements of intent.
Communicating these efforts effectively is key. Digital platforms, including websites and social media, allow providers to showcase their approach and bring their environment to life. Sustainability, when embedded into the overall narrative, reinforces a sense of quality, professionalism and forward thinking.
There is also a clear internal benefit. Teams are increasingly motivated by purpose-led organisations, and sustainability initiatives can contribute to stronger engagement and retention: an important consideration in a sector facing ongoing workforce challenges.
Strengthening supply chains and standards
Sustainable practice extends beyond the building itself. Procurement decisions play a critical role in shaping both environmental impact and operational quality.
Working with suppliers who prioritise responsible sourcing, reduced packaging and efficient production methods helps raise standards across the board. It also improves transparency, which is becoming increasingly important from both regulatory and reputational perspectives.
Mortimer emphasises that this approach has been a key consideration during the construction of Crystal Care Collection homes. Alongside low-carbon technologies, the organisation has prioritised durable, responsibly sourced materials and partnered with suppliers who understand the specific demands of care environments.
This balance is essential. In a care setting, sustainability must align with safety, quality and longevity. Materials and systems must not only reduce environmental impact but also withstand intensive, long-term use.
Local sourcing can further enhance this approach by reducing transport emissions, supporting regional economies, and often improving product quality, particularly in areas such as catering.
Building for the long term
Sustainability extends beyond just making a home operational. Continuous monitoring and ongoing improvement are essential to sustain performance over time.
Smart building management systems, such as those used in Crystal Care Collection homes, provide real-time data on energy consumption and system performance. This helps operators pinpoint inefficiencies, adjust processes, and respond to evolving needs.
Ultimately, sustainability goes beyond environmental concerns; it provides a framework for creating stronger, more resilient care businesses. For providers who adopt a strategic perspective, the advantages include lower costs, better operational control, enhanced market position, and environments that support residents, staff, and families more effectively. In a complex and changing landscape, these benefits are not optional; they are vital.
Essential 5: Sustainability
Energy costs remain one of the biggest operational pressures facing care homes today. Andrew Ladbrook from Green Shield Group outlines five practical steps to help providers take control of their energy use, reduce costs, and build a more sustainable future for their homes and the people who live in them.
Review your energy use and costs
Before making any changes, you need a clear picture of where energy is being consumed. A professional audit identifies your biggest cost drivers, highlights inefficiencies, and provides a baseline against which all future improvements can be measured. At the same time, review your energy contract and seek independent procurement advice to unlock meaningful savings with no capital outlay and shift to more renewable tariffs.
Reduce Electricity Consumption at Source
Most care homes receive electricity at a higher voltage than their equipment actually requires. Voltage optimisation technology reduces the incoming supply to the optimal level, cutting consumption and extending the lifespan of motors, lighting, and appliances. Installation is straightforward, and the technology works quietly in the background. Payback periods are typically short, making it one of the most cost-effective interventions available.
Generate Your Own Clean Energy with Solar
Solar photovoltaic systems are a proven technology, well-suited to care home energy usage patterns. Generating your own electricity reduces grid dependency and helps to manage rising energy costs. Modern systems require minimal maintenance and deliver strong long-term returns. Beyond the financial case, on-site generation demonstrates a genuine commitment to sustainability, increasingly important to residents, families, and regulators alike.
Store Energy and Improve Resilience
Care homes operate around the clock, making battery storage a natural complement to solar. Energy generated during the day can be stored and drawn upon through the night, maximising the value of your renewable investment. Storage also provides resilience against grid disruption, a particularly important consideration in care environments where a reliable power supply is not a luxury, but a necessity.
Find the right heating solution for you
Heat pumps receive the most attention when it comes to moving to sustainable heating options, but they are not right for every home, as they can require significant retrofitting of the building. Thankfully, there are solutions such as thermal batteries, electric boilers, and more efficient gas boilers and improved insulation. One size does not fit all, so take you time and align it with other measures such as solar and new tariffs.
Balancing Quality, Cost and Consistency in Care Home Catering
Steve Gibson, Managing Director of Greetwell, explores how care homes can balance quality, cost and consistency in catering, highlighting the practical systems and structures needed to deliver safe, nutritious meals in an increasingly complex operating environment.
Food plays a central role in the daily life of a care home. It supports nutrition, wellbeing, routine and social interaction, but delivering a catering operation that works consistently in practice has become increasingly challenging.
Care homes today are balancing rising food costs, staffing pressures, changing resident expectations and increasingly complex dietary requirements, all while maintaining quality and compliance. In many homes, the challenge is no longer simply creating a good menu; it is creating one that can be delivered consistently, efficiently, and safely every day.
Good menu planning in care needs to go beyond nutrition alone. Menus must also work operationally. Kitchens need systems that support allergen management, fortified diets, texture-modified meals and changing resident preferences, without creating unnecessary pressure for catering teams.
One of the biggest challenges operators face is consistency. Different ordering habits, fluctuating occupancy levels, and fragmented supplier arrangements can all contribute to waste, overspending, and avoidable stress for kitchen teams. Even small inefficiencies, repeated daily, can have a significant operational and financial impact over time.
This is where structure becomes important. Clear menu cycles, aligned ordering processes, and better visibility into purchasing behaviour can help homes simplify day-to-day catering operations while maintaining flexibility to meet residents’ needs. When catering teams have clearer systems and better oversight, they are often able to spend less time managing administration and more time focusing on food quality and resident experience.
Technology and reporting also play an increasing role. Better visibility into purchasing trends, stock usage, and menu performance allows homes to identify patterns that might otherwise go unnoticed. For example, homes can more easily monitor waste levels, track category spend and ensure menus remain commercially sustainable without compromising nutritional standards.
Good catering support should not feel overly complicated. The best systems are often the simplest and most practical, giving homes confidence that menus are nutritionally balanced, operationally achievable and adaptable as resident needs evolve.
Sustainability is also becoming part of everyday catering decisions. In practice, this is often less about headline initiatives and more about reducing waste, improving ordering discipline and making better use of ingredients and stock. Small improvements in these areas can support both environmental objectives and tighter cost control.
Ultimately, successful care home catering is about balance. Residents rightly expect enjoyable, nutritious meals that meet their individual needs, while operators need systems that are commercially sustainable and manageable for teams delivering them day to day.
In a pressured operating environment, structured and practical catering support can help care homes reduce friction, improve consistency, and create dining experiences that genuinely support resident wellbeing.
Essential 5: Catering and Nutrition
Five essential nutrition priorities for later life, from protein and calcium to hydration, explained by Tess Warnes BSc RD, Head of Nutrition and Sustainability at allmanhall, with practical guidance for supporting resident health and independence.
Protein: protecting strength and independence
As people age, protein needs increase. Protein helps maintain muscle strength, mobility, and recovery, making it vital for preserving independence. Aim to include a good source of protein in every meal, and offer higher-protein snacks and the most nutrient-dense options, such as eggs, dairy, beans, fish, poultry, or lean meat. Encourage residents to enjoy two portions of fish each week, including one oily variety, such as sardines.
Calcium: supporting bone health
Strong bones remain important throughout later life. Calcium helps maintain bone strength and can reduce the risk of fractures. Residents should aim for three portions of milk or dairy foods each day, including milk, yoghurt, or cheese. Offer full-fat versions to boost nutrient density. For those avoiding dairy, calcium-fortified plant-based alternatives can help meet requirements and support healthy ageing.
Folate: fuel for mind and heart
Folate plays an important role in supporting cognitive function, memory, and cardiovascular health. Including folate-rich foods in menus can help residents maintain overall wellbeing. Good sources include leafy green vegetables, broccoli, beans, lentils, eggs, and citrus fruits. Adding these nutrient-rich foods regularly is a simple way to boost nutritional value.
Vitamin B12: essential for energy and cognition
Vitamin B12 supports energy production, nerve function, and cognitive health. Older adults are at greater risk of deficiency because the body becomes less efficient at absorbing B12 with age. Regularly include foods rich in B12, such as fish, lean meat, poultry, eggs, milk, and fortified breakfast cereals, to help residents stay healthy and energised.
Fluids: every sip counts
Hydration is often overlooked, yet it is crucial for health and wellbeing. As people age, the sensation of thirst can diminish, increasing the risk of dehydration. Encourage regular drinks throughout the day. Water is ideal, but tea, coffee, milk, squash, fruit juice, and other beverages all contribute to fluid intake and help residents stay hydrated.
When quality matters most: why more care facilities are offering premium dining experiences for their residents
A transformation is happening in the kitchens and dining areas of care facilities across the UK. Rather than simply providing food and drink to keep residents fed and hydrated, providers are beginning to focus more on the variety and quality of the dishes on offer – and a growing number of high-end settings are offering premium dining experiences akin to that of a top-class restaurant or hotel, with some notable locations even hiring Michelin-starred chefs to curate their cuisine.
Naturally, financial considerations must be brought into the mix when considering how to structure menus; but, especially among the increasing number of providers selling the dream of luxury living in later years, their nutritional offering is geared towards high-quality ingredients, wide-ranging options, and meals which are more fantastic than functional.
Premium living, premium dining
Care provision as we know it is changing, with strong growth in the high-end segment of the market, where residents receive service and amenities mirroring a boutique hotel or private members’ club rather than a traditional healthcare setting. Spas, gyms, cinema rooms and concierges have become commonplace in these settings, and those which operate on an ‘independent living’ basis (where the person buys or rents their own accommodation within a location, and receives a level of care to match their requirements – ranging from minimal to high-acuity) are more akin to gated communities than care homes.
Given these locations often have premium price tags attached to their premium provision, it is only natural that every detail has been thoughtfully curated - not only the spaces such as the dining and socialising rooms, but also the food and drink being served too. And it is not just the premium end of the industry making this move towards restaurant-style settings, quality ingredients, and a wider variety of options: as our understanding about the importance of food beyond its nutritional make-up increases, so too does the desire to ensure mealtimes are a pleasant experience in all residential care facilities.
Expectations shifting across the sector
A freshly-prepared meal, multiple tempting dishes to choose between at each mealtime, and quality ingredients which collectively provide a balanced diet are now the norm within care. But for many providers, it is not about simply offering ‘standard’. No matter the cost challenges associated with rising food prices, supply chain disruptions, and the wider economic outlook, there is a real desire across the sector to enhance choice and taste.
Recipes which may once have been considered ‘global cuisine’ have now become standard dishes for the UK population – meaning experimental flavours, exotic ingredients and innovative combinations have a firm place alongside more traditional meals. Comforting favourites (especially those which evoke memories for older residents) like roast dinners, cottage pies and casseroles may not have disappeared from the menu yet, but in 2026 we are more likely than ever to see them listed alongside meals lovingly adopted from across the globe like tikka masala, Thai curry or a stir fry.
The key of course, is offering a wealth of options for residents whilst also ensuring that ingredients do not go to waste and that the total number of different products needed across the entire menu does not become unwieldly, either in quantity or price.
Sourcing supplies
For providers, being able to procure more premium ingredients without blowing the budget ultimately comes down to forging strong relationships with suppliers. Long-term partnerships often give rise to the kind of two-way communication which helps catering teams glean insights. These can help them shape menus around ingredients which have plentiful availability and are higher in quality, as well as sustainable and seasonal options, and plant-based alternatives (which are currently sought-after whilst also being more affordable) such as lentil, bean or soy products which can be offered alongside animal-based protein choices.
Ultimately, while the premium end of the care market may be showing strong growth, there are still plenty of more traditional residential providers for whom financial considerations may limit their ability to hire a well-known chef, source extravagant ingredients, or style their dining area like a Michelin-starred restaurant. Yet these settings are still able to provide quality and choice, with careful planning, supply chain optimisation, and a determination to offer not just a meal, but a proper dining experience for all their residents.
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.”
Selling Care Ethically
Ethical marketing is becoming essential in care, as providers move away from pressure-led sales towards approaches grounded in transparency, empathy and trust. With expert insight from Carl Roberts of Boutique Care Homes, Paul Lawson of Advinia Healthcare, and Jayne Connery of Care Campaign for the Vulnerable, the sector is redefining success around relationships, not just occupancy.
In care, the word 'sales” has traditionally felt uncomfortable, as it suggests pressure, persuasion, and targets; concepts that clash with values like dignity, compassion, and safeguarding. However, with ongoing occupancy pressures and rising competition, providers are compelled to reconsider their self-presentation.
The solution isn't to push sales harder but to change how they sell. A more mature approach is emerging across the sector: one that views marketing not just as a transactional task but as a process to build trust, grounded in transparency, empathy, and long-term relationships. Ethical marketing is no longer optional; it is increasingly the most effective way to achieve commercial success.
From conversion to connection
One of the key shifts is understanding the context in which care choices are made. Families are not merely browsing; they are navigating through crisis, uncertainty, and often feelings of guilt. As Carl Roberts, Director of Sales and Marketing at Boutique Care Homes, states, “nobody ever window shops for care.”
This insight changes the entire admissions process, as families make emotionally driven, urgent decisions that affect their entire households. This fundamentally alters how marketing and admissions teams operate. Instead of focusing solely on conversion, the home’s role becomes to guide families toward the best outcome, whether that involves your service or not. Traditional sales tactics like emphasising urgency, scarcity, or “closing the deal” may achieve short-term occupancy but can harm reputation in the long run.
Families under pressure are less likely to advocate, which is crucial in a sector reliant on word-of-mouth. Conversely, relationship-driven approaches tend to perform better. As Carl explains, becoming a “trusted influencer" in family decision-making fosters trust that boosts both conversion rates and long-term reputation.
The problem with pressure
Despite progress, outdated practices still remain. Paul Lawson, Head of Sales and Marketing at Advinia, emphasises that high-pressure tactics, such as implying that beds might not be available soon, are inappropriate in care settings. Such methods rush families into decisions that deserve careful thought, risking poor placements and future issues.
Likewise, Carl points out that “chasing a crisis", using urgency to drive decisions during vulnerable moments, is highly damaging for the sector. Overpromising is also common; telling families what they want to hear, especially about complex care needs, creates a disconnect between expectations and reality. When this mismatch becomes clear after admission, it damages trust. Ethical marketing challenges these harmful behaviours by replacing pressure with patience and false promises with transparency.
What transparency really looks like
Transparency is frequently discussed but less often clearly defined. Practically, it involves being upfront about the full reality of care: early, clear, and consistent communication. Paul highlights the importance of managing expectations from the start by explaining fee structures, annual increases, and additional services like hairdressing or transport.
The principle of “under-promising and over-delivering” is seen as essential for building long-term trust. Carl goes further, suggesting that true transparency means “saying the quiet things out loud,” including openly addressing care limitations before admission, even if it risks losing a potential resident.
Jayne Connery supports this view, emphasising that families seek honesty, not perfection. She points out that communication often falters during tough times, when providers become defensive rather than transparent. “Families can cope with challenges,” she says, “but struggle when they feel dismissed or shut out.” Transparency now also extends to education, with providers offering guidance on funding, care pathways, and conditions such as dementia, thereby supporting families and establishing themselves as trusted, credible sources of information.
Handling enquiries with empathy
If ethical marketing has a front line, it is handling inquiries. Each inquiry is a vulnerable moment, and the way it is managed influences the entire relationship. Carl states that admissions teams should "offer support, not solutions.”
Leading with a sales pitch at this stage risks alienating families who need reassurance and understanding most. Empathy, rather than sympathy, is crucial; this means understanding the full context of a family’s situation, including emotional, practical, and personal factors that influence their decision.
Practical actions include clearly explaining contracts and fees, encouraging families to review information at their own pace, and sharing regulatory reports to help them make informed choices. Sometimes, this approach may even lead families to decide against a care home placement altogether. As Paul mentions, inviting families to visit the home beforehand can lead them to choose alternative care options. Despite this, such outcomes should still be considered successful because the decision aligns with the individual's best interests.
The commercial case for ethics
The idea that ethical marketing conflicts with business success is becoming increasingly outdated. In fact, all the evidence suggests the opposite. Carl points out that word-of-mouth, which is based entirely on trust, consistently surpasses other channels in conversion rates.
Families who feel supported rather than pressured are much more likely to recommend a provider to others. Similarly, Jayne emphasises that lived experiences shape reputation in care. “Families talk. Staff talk. Professionals talk.” Transparent and ethical engagement reduces the gap between expectations and reality, a gap that is often the source of complaints. There are also operational advantages: handling ethical inquiries reduces the risk of mismatched placements, which can be upsetting for residents and disruptive to services; investing time to find the right fit results in more stable, successful admissions.
A shared responsibility
Ethical marketing isn't the sole responsibility of providers; partners, suppliers, and sector organisations all play a vital role. Jayne emphasises that collaboration is key to fostering transparency, consistency, and accountability throughout the sector.
Trusted partners should uphold values rather than weaken them, making sure messaging reflects the genuine experiences of residents and families. Importantly, collaboration enables more honest discussions about the challenges in care, and this openness can build trust rather than diminish confidence. Transparency should be viewed as a demonstration of confidence, not a sign of weakness.
Redefining success
Ultimately, ethical care sales require redefining success. It's not just about filling beds but about fostering relationships, supporting families, and ensuring every placement is appropriate. Paul highlights that resident wellbeing should precede sales, while Carl stresses long-term advocacy over immediate profit.
In a sector where trust is fragile and vital, ethical marketing isn’t just correct; it’s also the most effective strategy. Over time, this approach fosters sustainable growth.
Paragon funds Chester care home scheme in first of series of deals with North Bay Group
Paragon Development Finance has completed a £13.3 million facility with North Bay Group to fund the delivery of a new purpose-built care home facility in Chester.
The loan provided an initial advance against the land and will support the full development of the scheme on Boundary Lane, including construction and fit out.
Once complete, the scheme will deliver a 75-bed care home providing residential and nursing care. All bedrooms will be fitted with private wet rooms, with the development targeting an EPC A rating. Construction began in the first quarter of 2026 and is expected to complete in late 2027.
The project is being delivered in a location underpinned by strong demographic demand. Cheshire West and Chester have a population of more than 370,000, with over a fifth of residents aged 65 or above, a proportion that is expected to increase further over the next decade - supporting ongoing demand for modern, high-quality care provision.
The deal was led by Adrian Reeves, Senior Relationship Director at Paragon Development Finance, supported by Senior Portfolio Manager, Lilly Sargeant. It is Paragon’s first completed deal with North Bay, with a further scheme already approved and three additional opportunities progressing through the pipeline.
Adrian Reeves said: “Delivering modern, fit-for-purpose care homes is critical to meeting growing demand in areas with an ageing population. Chester and the wider Cheshire region demonstrate clear long-term demand fundamentals, supported by population growth and a rising proportion of older residents.
“North Bay combines development expertise with an established operating platform, which is a strong foundation for schemes of this scale. We are pleased to support this first transaction, with more in the pipeline, and look forward to building on this relationship.”
North Bay Group was established in 2007 and specialises in developing and operating high-quality care homes. The SME developer now operates 48 facilities across the UK, totalling over 2,500 beds, having earned a strong track record in both delivery and long-term asset management.
Richard Hoggart, CEO at North Bay Group, said:
“This development represents another significant milestone for North Bay Group as we continue to expand our portfolio of high-quality care homes across the North of England. Chester is a location with strong demographic demand and an increasing need for modern, purpose-built care environments.
“With our fully integrated model of developer and operator we ensure we are developing highly sustainable care homes with renewable energy and Solar PV achieving a high grade EPC A. This scheme is a strong example of our long-term commitment to delivering facilities in communities where demand for quality care continues to grow.
“We are delighted to be working with Paragon Development Finance on this project. Their understanding of both the development and operational aspects of the care sector has helped create a funding solution that supports our ambitious growth plans, and we look forward to building on this relationship as we bring forward further schemes in the future.”
Joanne Fogg, Managing Director, Highgate Care, added:
“The Chester development represents an exciting next chapter in Highgate Care’s continued growth and our commitment to expanding into areas where demand for high-quality residential, nursing and dementia care is increasing.
“As we grow, our focus remains on delivering exceptional care environments that place residents, families and communities at the heart of everything we do. Our ethos that ‘Kindness Is Key’ underpins every aspect of our homes, from the quality of care we provide to the welcoming and supportive environments we create.
“We are looking forward to bringing that approach to Chester and providing a care home that will support local families for many years to come, while helping to address the increasing need for high-quality care provision across the region.”
To find out more about Paragon Bank’s Development Finance offering, visit: www.paragonbank.co.uk/devfin.
Where To Start With AI In Care
A practical guide to AI adoption in care, how to assess where you are, figure out what's worth doing first, and take your team on the journey with you.
By Keoki Alexander-Chang, CEO of Minikai
The conversation almost always starts the same way. A CEO or quality lead leans forward and tells me they know they need AI. They have been to the briefings, read the reports, watched a colleague's organisation begin something they don't fully understand yet. What they don't have, they say, is a clear sense of where to begin in their own.
This is not really a knowledge gap, it is an organisational one, and the providers who navigate it well are the ones who refuse to treat it as a technology decision.
The real barrier is not technology, it is clarity
When we work with providers across NDIS and aged care, the blockers are almost never technical, they are organisational. The team is not sure which problems AI can actually solve for them. The board is not sure what good looks like. There is a reasonable, healthy caution about introducing new tools into environments where someone's safety and dignity are on the line.
That caution is a feature of the sector, and care providers ought to be careful about this. The risk worth worrying about is the one that arrives when thoughtfulness tips into inertia and the conversation about AI quietly stops moving. The providers who avoid that outcome do not do it by importing someone else's roadmap; they do it by getting clearer about their own work, and by choosing a starting point anchored in their own reality.
Start with the work, not the technology
The most common pattern I see is an organisation starting with a tool and trying to find a use for it, and that gets the order wrong. Start with the work itself, the practical reality of what your team does on a Tuesday, and ask where time is being lost to admin that could be spent with people.
In most care organisations, the answer is sitting in plain sight. Support workers spend large portions of every shift on documentation, including progress notes, incident reports, handovers, and compliance evidence. Quality teams lose entire days assembling audit packs. Coordinators flip between half a dozen systems trying to assemble a coherent picture of the week.
The actual problem AI in care should be solving
Before talking about where to begin, it is worth being precise about what we are solving. The pattern across the providers we work with is consistent. Data is fragmented across multiple systems, which makes a holistic view of any one resident or participant harder than it should be. The work is heavily regulated, which means a meaningful share of every shift goes into producing compliance evidence. And the financial pressure is now endemic, particularly as sector reforms reshape how funding flows.
Those three things, fragmented data, the weight of compliance, and financial sustainability, are the pressures AI in care should be attached to. The work is not to add AI for its own sake; the work is to anchor a specific use case to one of those pressures.
That is also why documentation is the right place to start. Documentation exists so the next person picking up that person's care knows what happened, and audit evidence exists so the people receiving support can be confident in the quality of that support. Somewhere along the way, those things stopped being for the person and started being for the system, and AI used well returns time to the work it was meant to support.
A practical place to start
The starting point I most often suggest is a one-off pass of the quality and audit reports your organisation already has to produce. Run it over the documentation you have today, and let the AI interrogate what is there. This surfaces two things at the same time: the places where there are quality or compliance issues, and the places where funding is not being captured properly.
The objection I usually hear next is about data quality, often phrased as “our documentation isn't clean enough, we're not data-ready”. The way I think about it is that the gap is the insight, because the places where the AI cannot ground a response are exactly the places your team needs to know about. The gaps tell a story, and the story is usually about where compliance is at risk and where the next conversation needs to happen.
From that view, the next step opens up. The same platform that helped you see the gaps can prompt the people capturing information to close them at the moment of capture, so documentation improves as it goes in. And once you know what quality you want embedded in practice, introducing AI as a clinical support tool to frontline staff becomes much more straightforward.
The team is the project
Getting the technology right is one part of the work, but bringing your people along is the other, and the second matters more.
Care workers have heard a lot of promises about technology that was going to make their lives easier, and frankly, a meaningful proportion of those promises did not land. The most useful thing you can do is be honest about what AI will and will not do, and then demonstrate something specific. The early sequence we usually run, audit reports first, then better capture at the point of work, then frontline support, is also a sequence the team can follow with confidence, because each step earns the next one.
Why a purpose-built platform matters
The general-purpose AI tools on the market are remarkable, and they will keep improving. The question is not whether the underlying model is good, it is what the platform around the model knows about the work it is being asked to do. Care organisations are not general-purpose environments. The language is specialised, the regulations are specific, and the consequences of getting it wrong, for the person receiving care, are real.
This is why we built Minikai for the care and support economy, and why the design approach we describe is person-centred AI. Each of our agents, the ones we call Minis, is centred around one person, a participant or a resident, and holds the context relevant to that individual. That structure is deliberate, because care happens one person at a time, and the technology should reflect how the work actually flows. The Mini understands the regulatory environment the team operates in, the way notes need to be structured, and the language clinicians and support workers actually use.
Governance, privacy, and auditability are not features bolted on at the end; they are foundational, because in this sector they always have been. When a Mini drafts a note or surfaces information about a participant, there is a record of its provenance: what it produced, what informed it, and who approved it.
The benefits compound
The early value of AI in care is the obvious one: less time spent on admin, more time spent with people. What I find more interesting is what happens after that, because the value is cumulative.
When evidence is structured at the moment it is captured, compliance teams stop having to assemble it later. When the context for a person is held coherently rather than scattered across systems, coordinators get real operational visibility, anchored in what is actually happening across services. And when that context follows the person between providers, shifts, and clinicians, families experience continuity of care that the sector has historically struggled to deliver.
Over a longer horizon, what emerges is an evidence base that reflects how care is actually delivered, the ability to identify changing needs earlier, and more personalised support planning at scale.
Where I would start
If you are still not sure where to begin, you do not need a transformation strategy or a five-year plan, you need three short conversations.
Talk to your support workers about where they lose time. Talk to your compliance team about what keeps them up at night. Talk to your leadership about what they would want to see in six months if this went well, and what they would consider a failure.
Then find a partner who understands the sector and can meet you where you are. The journey starts with one honest look at the work, and one step toward making it better.
Fundraising with Purpose: Embedding Engagement into Everyday Care
Expert insight from the National Activity Providers Association (NAPA) highlights how fundraising can move beyond events to become a powerful, everyday tool for engagement, wellbeing and community connection in care homes.
Reframing fundraising in care homes
The NAPA Standards of Practice highlight activity and engagement as key to wellbeing, identity, and community ties. Within this approach, fundraising can evolve from sporadic events to an integral part of a care home's daily culture. Instead of merely being an occasional activity, fundraising can enable residents to participate, express themselves, and stay connected with the broader community. This signals a shift in perspective: from viewing activity as simply an occupation to viewing it as a meaningful purpose.
From one-off events to embedded practice
In many homes, fundraising still centres on standalone events such as seasonal fairs, raffles or themed charity days. While these can be positive, they are often staff-led and sit apart from residents’ everyday routines and interests.
Embedding fundraising requires a different approach. It means aligning it with ongoing activity provision so that it emerges naturally from residents’ preferences, histories and abilities. The focus shifts away from special events towards consistent, meaningful engagement.
In practice, this is less about introducing new initiatives and more about adapting what already exists. Creative, social and physical activities can all incorporate a fundraising element without losing their primary purpose. The emphasis remains on engagement, with fundraising as a secondary outcome.
Designing double-purpose activities
Some of the most effective approaches are those that deliver both therapeutic value and a fundraising outcome. These double-purpose activities align closely with established principles of good care, supporting physical health, cognitive stimulation and emotional wellbeing.
Gardening can support movement, sensory engagement and reminiscence, while also creating opportunities for plant or produce sales. Baking and food-based activities can foster social interaction and routine while forming the basis of community-facing initiatives.
Creative activities such as knitting, painting or card-making can support fine motor skills and self-expression, while producing items that may be shared or displayed as part of a wider fundraising effort. Intergenerational work can also play a role, combining social connection with opportunities for community involvement and support.
In each case, the activity retains its intrinsic value. The fundraising element should never override the experience itself.
Supporting person-centred care
A key strength of activity-led fundraising is its alignment with person-centred practice. Effective implementation depends on understanding residents’ backgrounds, interests and preferences, and using this insight to shape meaningful opportunities for participation.
For individuals who may have experienced a loss of role on entering care, these opportunities can be significant. Contributing to a shared project, whether through planning, creating, hosting or simply taking part, can support a sense of identity and usefulness.
This approach also encourages more collaborative activity planning. Residents are not passive recipients, but active participants in shaping what takes place. This reflects NAPA’s emphasis on autonomy, choice and ongoing involvement in decision-making.
Strengthening community connections
Fundraising activities can also support more consistent and meaningful engagement with the local community. A clear purpose can make it easier to involve external partners, from families and volunteers to schools and community groups.
Over time, this can help reposition the care home as an open, engaged environment rather than a closed setting. Community-facing activities create opportunities for shared experiences, where residents are seen as active contributors rather than solely as recipients of care.
This reciprocal model is important. Successful engagement is not about the community supporting the home in isolation, but about building relationships that offer value in both directions.
Making it sustainable in practice
For providers, embedding fundraising into everyday activity does not necessarily require additional resources, but it does require consistency and clarity.
Regular opportunities for participation, rather than reliance on large occasional events, are more likely to become part of the home’s culture. This might include ongoing projects, repeatable formats or partnerships that develop over time.
Clarity of purpose is equally important. Staff teams need to understand how fundraising aligns with care outcomes to ensure it remains appropriate and proportionate. Without this, it may feel tokenistic or overly task-driven.
Relevance also matters. Causes that resonate with residents’ experiences or interests are more likely to support meaningful engagement.
Measuring what matters
The success of fundraising in care settings should not be defined solely by the amount raised. While financial outcomes are important, they represent only one aspect of impact.
A broader evaluation should consider resident engagement, emotional wellbeing, confidence and social connection. Observational insight, feedback from residents and families, and evidence of participation can all provide a more complete picture.
Inclusion is another key consideration. Homes should assess whether activities are accessible and adaptable, ensuring that residents with different needs and abilities can take part in ways that are meaningful to them.
There is also value in recognising the impact on staff and the wider community. Collaborative initiatives can support team cohesion, encourage creativity and strengthen external relationships, all of which contribute to a positive care environment.
A broader definition of value
Within the NAPA framework, fundraising is not simply about generating income. At its best, it is a vehicle for supporting dignity, purpose and connection.
When embedded thoughtfully, it can enhance existing activity provision, strengthen community links and create opportunities for residents to remain active participants in the world around them.
For care home operators, the implication is clear: fundraising is most effective not when it is added on, but when it is built in.