Care provider profile


support for our staff and residents. Whether it is introducing a care planning system, acoustic and motion monitoring platform, medication device, or staff wellbeing tools, we have always carefully considered the impact on our staff, residents, and family members first and how it will benefit them and improve their care/caregiving, before implementing any changes.


The role of environment in quality care The settings in which people live can have a profound effect on mood, independence, wellbeing, and sense of belonging. When opening or developing homes, we focus on creating spaces that feel homely, comfortable, and engaging. Outdoor spaces are particularly


important, because nature helps residents maintain a sense of connection with the wider world, and it can ease anxiety, stimulate memory, and encourage movement. The same goes for our staff – offering outdoor spaces where they can go to breathe and reset is essential for helping them stay present while at work. When we integrate a new home into the group, we give equal attention to its outdoor and indoor environments, ensuring both support a rich quality of life. At our newest home, Wren Hall, we are planning to create allotments where people can go to get some fresh air, move their bodies, grow some flowers, fruits, or vegetables that they can harvest to eat, and have a sense of purpose. Inside the homes, we focus on creating


households where small groups of residents can build a sense of community. This structure helps people feel less overwhelmed and more supported. It encourages close relationships between residents and colleagues and allows each person’s preferences to be respected. As we continue to grow, this household model remains central to who we are. The environment is not just shaped by


the physical surroundings, but also by the people within it and the language they use. To help create a culture of inclusivity and to help our residents feel at home (rather than in a clinical setting), we abolished the use of the term ‘residents’ (although for clarity in this article, we’ll continue using the term ‘residents’), and instead refer to them as family members. Their families are then referred to as loved ones. Subtle changes such as these can have a significant impact on a person’s feeling of belonging – and it can help bridge the gap between our staff


and those they provide care for, making it feel more loving and homely than task- based care.


Learning through partnership Over the years, we have developed strong relationships with families, local organisations, schools, and community groups. These partnerships offer insight and create opportunities for learning, as well as help us maintain accountability through periods of growth. Families are particularly important – their


perspectives help us understand the daily realities of living with frailty, dementia, and age-related change. We encourage open dialogue with our residents’ loved ones, not only during care plan reviews but throughout a resident’s time with us. This relationship ensures that growth does not distance us from the individual stories of those we support. We have implemented tools that give them direct access to their loved one’s care in real time, meaning they can check in on their health and wellbeing at a time convenient to them, without having to call or visit or wait for a staff member to update them. Our academic partnerships have supported


our development too. By engaging with researchers and students, we gain fresh perspectives and opportunities to test new ideas. This exchange provides mutual benefit and keeps our team connected to wider developments in understanding dementia, wellbeing, and environmental design.


Reflections on independent growth Remaining independent has been a significant part of our journey. Independence has allowed us to make decisions based on values rather than short-term financial targets. It has given us control over the pace of growth, the design of our new homes, and the focus of our training. It has also required financial discipline and a long-term view. Independence gives us the freedom


to strengthen our identity and protect the aspects of care that matter most. As the sector faces rising costs and complex workforce challenges, we have had to think carefully about how to invest in buildings, people, and innovation without compromising quality. These choices have sometimes required patience, and growth has been steady rather than rapid. Yet this approach has protected the integrity of the group and allowed us to build homes with depth of character and stability.


16 www.thecarehomeenvironment.com February 2026 Lucy Atkinson


Lucy Atkinson owns and runs Church Farm Care, a group of five Nottinghamshire-based care homes, alongside her husband Patrick. Operating for 20 years now and leading in specialist dementia and nursing care, the group is set to open its sixth home this year.


Looking ahead As we prepare to open our sixth home, the lessons of the past twenty years continue to guide us. Growth is not a goal in itself. It is a means of bringing our approach to more people who can benefit from it. Each new home must enrich the group rather than stretch it, and each new employee must feel part of a community with a shared purpose. Our next chapter will focus on


deepening our understanding of dementia, strengthening the household model, investing in training, and building homes that support wellbeing through thoughtful design. We want to continue learning from residents, families, colleagues, and partners, and ensure that our growth remains relational.


What we have learned Our journey has taught us that successful scaling in social care relies on loyalty of our staff, the upholding of our values, and an unwavering commitment to the lived experience of our residents. These principles have steered the group for two decades and will continue to shape it in the years ahead. At Church Farm Care, we view our


twentieth anniversary as a milestone along a longer path. We are proud of what we have built and grateful for the people who have shaped it. Above all, we remain dedicated to creating homes where life feels valued, relationships flourish, and every person has the opportunity to live with dignity and meaning. n


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43