Dementia


- alongside a genuine willingness to understand the reality for each person they care for. Staff need to adapt to the person, not


expect the person to adapt to the care environment. Training is equally critical, but I believe


generic training alone is no longer enough. Dementia care training needs to be


tailored to the specific setting and people living there. Staff need confidence not only in understanding dementia, but in communication techniques, managing distress and supporting independence. The Mill House is one of only a small


number of homes in the UK to achieve the National Dementia Care Accreditation Scheme (NaDCAS) three star platinum award – an accreditation that I believe helps reinforce a culture of continuous improvement rather than complacency. Accreditations should never just be about


a badge. They are important because they encourage accountability, consistency and ongoing learning.


The power of trust and relationships Perhaps the clearest example of the impact skilled dementia care can have is of one man who had previously become extremely distressed during personal care. He was frightened, anxious and struggled to trust staff. Rather than focusing purely on completing


care tasks, deputy manager Toni spent time building a relationship with him first, learning his triggers, understanding his fears and approaching him calmly and consistently. She focused entirely on making him


feel safe. Over time, that trust completely changed his experience, and he now accepts support calmly and comfortably, with Toni’s approach now shared across the wider staff team to ensure consistency. It completely transformed his wellbeing and quality of life. That’s what specialist dementia care should be about.


Supporting families through guilt and transition The emotional impact of dementia extends far beyond the individual living with the condition, and I believe supporting families is one of the most important - and often overlooked - parts of the role. Guilt is probably the biggest emotion


we see. Families often feel they’ve failed somehow, even when they’ve spent years doing absolutely everything they can. The families we work with are encouraged


to remain actively involved throughout the transition into care and beyond. Open communication, unrestricted visiting and regular care reviews all help build trust and reassurance. The settling-in period is not just for the


person moving in - it’s for the family too. Families need support just as much during that time. The home also runs relatives’ meetings and


support groups, recognising that dementia care affects entire families, not just individuals.


Looking ahead Despite improvements across the sector, I believe there is still significant work to do – particularly around funding and wider understanding of what high - quality dementia care actually requires. If we genuinely want to improve


dementia care, funding must reflect the complexity of the support people need. You cannot deliver truly person-centred dementia care without investment in skilled staff, environment and continuity. Despite the challenges, I remain


optimistic about the future of dementia care, particularly as understanding of the condition continues to evolve. The future needs to be about better


understanding, more personalised support 28 www.thecarehomeenvironment.com July 2026 Rebecca Rawlings


Rebecca Rawlings has been Registered Manager at 39-bed, family-run specialist dementia came home The Mill House in Worcestershire since June 2022, steering it to become one of a handful to achieve the National Dementia Care Accreditation Scheme (NaDCAS) Three Star Platinum Award. She has worked in care, including specialist dementia care, for almost 16 years, achieving qualifications and specialist training including NVQ Level 5 in Leadership and Management, Dementia Train the Trainer, Manual Handling Train the Trainer, Mental Health First Aider and a Level 5 Safeguarding qualification.


and continuing to learn. At the centre of everything should always be dignity, comfort and quality of life. Ultimately, I believe the sector must never


lose sight of one simple truth: Care homes may be businesses, but first and foremost, they are people’s homes - and often the final home someone will ever live in. n


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