Care provider profile


encounters that create a life worth living. For us, quality has always meant attention to the personal details of daily life and the emotional landscape of residents. A well- planned activity programme matters, but so does the ability to recognise when a resident seeks quiet companionship. A comfortable building matters, but so does the kindness and steadiness of the person welcoming someone to breakfast. This understanding of quality shaped


every step in our decision around growth. When opening new homes or integrating existing ones, we spent time ensuring that structures could support human connections rather than hinder them. We encouraged our team to place emphasis on emotional intelligence, thoughtful communication, and the ability to create genuine connections within each interaction. These aspects are more difficult to measure, yet they are the foundation of a successful care environment. Maintaining quality across several homes


meant resisting the temptation to impose uniformity. Instead, we aimed for consistency of values while allowing each home to develop its own rhythm. Our newest home, Wren Hall, has an adjoining nursery, and so naturally the focus there is heavily influenced by intergenerational activities, while Skylarks – the home that we are currently expanding – will have its own bakery and community hydrotherapy pool. Each home is unique and offers something different, but still has the Church Farm Care values at its core. What matters is that residents experience a sense of safety and belonging, not that every home feels identical. This distinction has allowed us to grow without losing the authenticity that residents and families value.


Building a loyal team One of the most significant reasons we have been able to grow while maintaining quality is our team. Many colleagues have been with us for decades – and we have nurtured them both professionally and personally to help


Remaining independent has been a significant part of our journey


Patrick & Lucy Atkinson


make their lives as meaningful and stress- free as possible. Retention in social care is often a challenge, yet our experience has shown that it begins with culture. We believe employment should offer its


teams a sense of purpose and stability, as well as pride. We place emphasis on creating an atmosphere where colleagues feel safe to contribute ideas and challenge established processes. This openness fosters innovation and helps team members feel that they are shaping the future of the homes rather than simply following instructions. Supporting our colleagues to grow in confidence and leadership has given them the foundation they need to develop and work towards their goals. Retention also relies on supportive


leadership. We invest time in ensuring our managers feel connected, informed, and equipped to lead, because a manager who feels confident will create a home where their colleagues thrive. Our leadership approach is collaborative and grounded in shared values. This stability encourages colleagues to build long careers with us. As a living wage employer, we aim to


create a sense of financial stability for our employees. As part of this commitment, we have also introduced a public transport


commuter scheme, making it easier and cheaper for our staff to access work. We offer vouchers for our employees of the month, early wage access, and other benefits that all help create peace of mind, a feeling of being valued, and financial security for our teams. On top of this, we have removed uniforms with the view of removing the hierarchy, allowing employees to express themselves freely, and helping the overall environment feel more like home than a workplace – something that is just as important for our residents as it is for our teams.


Adapting to two decades of change Twenty years in social care is a long period in which the sector has changed repeatedly. Expectations of regulators have evolved, public understanding of dementia has grown, workforce challenges have intensified and technology has reshaped communication. Each shift has required adaptation, yet we have remained committed to not allowing external pressures to dilute who we are. Adaptation has required us to have an


understanding of how new developments can strengthen what we value. For example, improved knowledge of dementia has allowed us to refine our approach to meaningful occupation, sensory experience, personalised environments, and digital tools have made communication with families more immediate and transparent, and enhanced training resources have supported our staff in gaining deeper expertise. During these years of change, we have


learned that flexibility must be accompanied by discernment. For every new trend, piece of technology, equipment and idea, our first thought is always whether it will offer genuine


February 2026 www.thecarehomeenvironment.com 15


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