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Gary Fee named Number 1 in the UK’s Social Care Top 30

Gary Fee accepts to 225 Social Care Top 30 AwardWe’re thrilled to share that our CEO Gary Fee was named Number 1 st the 2025 Social Care Top 30 Awards, recognising his impact in championing care as a cornerstone of national infrastructure.

The Social Care Top 30 celebrates exceptional leadership and innovation across our sector, recognising individuals who are shaping the future of care, improving outcomes, and driving lasting change. It’s one of the most respected honours in social care, voted on by sector peers and awarded to those making a national impact.

In his usual humble style, Gary dedicated the award to our teams across the country. The people whose compassion, professionalism, and courage define what great care looks like every day.

“This recognition belongs to the people who make what we do possible, our dedicated care professionals, as well as our local and national support colleagues behind the lifechanging services we deliver every day. Their dedication to ensuring no one in need of care is forgotten or alone is what drives everything I do.”

Gary Fee, CEO, CCH Group

At CCH Group, we know that our scale gives us the opportunity, and responsibility, to lead positive change. As this award shows, together, we’re building the best place to work in care and a sector that’s valued for its vital role in our communities.

Congratulations Gary and thank you to everyone across our services for helping make this possible.

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Davina’s Story: How CCH Delivers Dignity, Independence and True Quality of Life

Davina’s story is a powerful reflection of what care with confidence, connection and purpose looks like.

Living with epilepsy, blindness and other complex conditions, Davina requires 24-hour support. Her care is delivered by a dedicated team of three skilled professionals, overseen by a client manager who ensures consistent, high-quality delivery.

They handle everything from enteral feeding and medication to daily tasks like dressing and personal care—but that’s only part of the picture.

What makes her care exceptional is how it supports her wider life.

Davina is supported to do the things she enjoys—visiting the cinema, going bowling, and attending theatre performances. These experiences help maintain her sense of identity and independence, building a life that feels full and connected.

It’s the kind of support that families deeply value.

“Davina’s carers, Kim and Paige, have been amazing. Hearts of gold, trustworthy, full of experience—and we totally trust them. We’ve built that relationship. CCH has been amazing, from the office staff right down to Davina’s care team. Hats off to them all.”

— Sunita, Davina’s mum

Her mum’s words reflect the heart of our mission.

For Davina—and for every person we support—complex care should offer more than stability. It should offer real quality of life, peace of mind for families, and a future shaped by possibility, not limitation.

As the Managing Director for Speciality Services, Warren Irving, puts it:

“We fundamentally believe every individual deserves a life brimming with dignity, self-determination, and profound quality.”

That’s what we strive for every day at CCH Complex Care.

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Inside the Room Where the 10-Year Health Plan Got a Reality Check

It is not often that more than twenty social care CEOs and leaders clear their diaries for a few hours. But thanks to Access Care Management and Daniel Casson, they did. Their purpose was to put the government’s flagship 10-Year Health Plan under the microscope and start shaping the solutions to make it actionable.

Chaired by Kathryn Marsden OBE (Formerly Kathryn Smith OBE), CEO of SCIE, and our CEO,Gary Fee, the session wasted no time. Kathryn set the scene: the Plan promises care closer to home, digitised pathways and prevention. But social care barely features. Without it, the Plan risks collapse before it begins.

Damian Green, Chair of the Social Care Foundation and former Deputy Prime Minister, cut to the heart of it:
“Without parity of esteem for social care and integration with the NHS, the 10-Year Plan will not deliver.”

Gary then called the sector to act. “The Plan will stand or fall on outcomes, and those outcomes depend on social care,” he said, urging leaders to step forward with confidence and solutions.

His message was clear: it is time to claim our seat and bring the answers the nation is waiting for. If the Plan is going to work, it will be because social care chose to lead. Not someday. But now.

 

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Celebrating Leadership with Heart: Vicky Judge Named Complex Manager of the Year

Celebrating Leadership with Heart: Vicky Judge Named Manager of the Year

We are delighted to announce that Vicky Judge, Registered Manager at Advantage Healthcare Rochdale, has been awarded Manager of the Year at the regional Extraordinary Care Awards.

Vicky is recognised for her exceptional leadership and her ability to bring out the very best in her team. She creates an environment where care professionals feel supported, valued and motivated to deliver safe, effective and compassionate care.

Under her guidance, the Rochdale complex care branch has built a strong reputation for reliability and quality. Commissioners and families alike know they can count on the branch to provide consistent, person-centred support that helps people live well at home and stay connected to their communities.

What sets Vicky apart is her passion for innovation and her commitment to her team. She is always looking for ways to improve processes, strengthen communication and make sure care professionals have the tools and confidence they need to succeed. Her approach has built a positive culture where staff feel proud of their work and encouraged to grow in their roles.

Vicky’s award reflects her dedication to putting people first, her commitment to high standards and her determination to continually raise expectations across the sector. She is a leader who inspires trust, delivers results and makes a real difference to the lives of colleagues, clients and communities.

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CCH Complex Joins Sector Leaders at Catastrophic Injury Conference

Recently our Complex Care team headed to Bristol for the Catastrophic Injury Conference, hosted by St John’s Chambers.

It was a fantastic day catching up with others who care as much as we do about making a difference for clients. One of the highlights was meeting Nicola-Clare Kelly from Circle Case Management.

We’ve recently supported Circle’s Fund A Family initiative with the donation of a luxury hamper to help a family enjoy a well-deserved holiday, so it was lovely to meet Nicola and chat about the good work this support helps make possible.

A huge thank you to the organisers of the conference for bringing people together to share ideas, fresh thinking and best practice in complex care.

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Kristian Lee joins CCH Group as CFO

Kristian Lee, CFO, CCH GroupCCH Group’s new CFO, Kristian Lee, has built a career by solving hard problems in fast-moving sectors. Retail. IT services. Logistics. Banking. Moving to care wasn’t the plan. Until it got personal.

“When my mum was diagnosed with cancer, it was the care she received that changed everything for her and for us,” he says. “That experience made me realise how vital this sector is. I wanted to bring the same energy for growth and performance to a space that truly deserves it.”

Known for his commercial edge and no-nonsense style, Kris joins CCH Group at a pivotal time. The organisation is scaling fast, navigating sector pressures, and determined to lead the way in people-first care. Let’s dive in.

You’ve worked across several industries. What made you say yes to care and to CCH?

Once I met the team and saw the ambition behind CCH, I was in. The energy, the mission, the drive to raise standards and change the way people see care, it’s powerful. You don’t walk away from that.

What’s your early read on CCH’s operations and culture?

There’s real depth here. People who know care inside out, who’ve been in the trenches and stayed, not because it’s easy but because it matters. That builds a kind of quiet confidence you don’t find everywhere. Culturally, there’s heart and a deep connection. There’s also a hunger to do more and to do better. Operational excellence matters, but culture is what sustains it.

First six months. What’s on your list?

Get under the skin of the business. See how decisions land on the frontline. I’ve always believed you learn the most from the people who keep things running. At the same time, I’ll be looking at how finance works, its structure, its visibility and how it supports the wider team. Finance shouldn’t sit in the background. It should help drive confident, informed decisions.

What does success look like a year from now?

Finance is seen as a partner shaping decisions and adding value. Operational teams feel supported. The information is accurate, timely and actually useful. If the care professionals feel the impact in better tools, better planning and better outcomes, then we’ve done something right.

What role should finance play in shaping the future of care?

The role is huge. Every pound spent should deliver value for the people we support. That means cutting waste, speeding up investment and putting resources where they’re needed most. But finance also has to look ahead. Spot risks. Forecast needs. Help the business stay agile. Done well, it turns insight into action and helps create the right conditions for great care to happen.

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CCH Joins Key Discussions on the Future of Social Care in London

At CCH, we believe in championing the future of care, ensuring that the voices of providers and frontline teams are heard. That’s why we were proud to be part of a vital discussion at Portcullis House, organised by the Skills for Care London CEO Network.

Our Operations Director, Sarah Kwofie, represented CCH, joining key policymakers, including Helen Morgan MP (Lib Dem Spokesperson for Health & Social Care), Munira Wilson MP (MP for Twickenham, covering Education and Children), and Alison Bennett MP (Spokesperson for Care and Carers). The discussion centred on the challenges facing adult social care in London.

Alison Bennett acknowledged that social care often happens “behind closed doors”, meaning it doesn’t always get the attention it deserves until people need it. Helen Morgan reaffirmed that the Liberal Democrats are committed to professionalising the sector.

Reflecting on the conversation, Sarah Kwofie shared:

“Care is the backbone of our communities. If it’s at risk, so are the millions who rely on it to live with dignity and independence. The sector needs fair funding and real recognition of the vital role care plays in people’s lives. It was encouraging to see policymakers engage and show concern for the sector. I felt that they do care for the people, as we do, and left feeling hopeful that real solutions will come to the table.”

At CCH, we remain committed to working collaboratively with sector leaders, policymakers, and organisations like Skills for Care to ensure that adult social care gets the investment, recognition, and support it truly deserves.

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Putting People First: How a Culture of Care in Westminster is Transforming Lives

There’s a knock on the door. It’s Jenny, radiating positivity, ready with a joke and a warm reassuring hand. When your care professional is happy, you know they’ll bring their best self to work every day.

That’s the philosophy at Westminster’s CCH branch, where a people-first approach has transformed not just employee satisfaction but care outcomes too. They have shown that caring for our teams is not only the right thing to do but a proven strategy.

Two care professionals hugging

To uncover the secret to their success, we spoke with Kirkland McKay, Westminster Branch Manager (and local CCH superstar).

“Our people are at the heart of everything we do. By fostering the best culture in care, we are strengthening our branch and a shaping a brighter future for care as a whole. I couldn’t be prouder of my team and the incredible support they provide to one another and the people we serve every day.”

But what does “people first” look like in practice and how does it translate into real results? Let’s take a look at Westminster’s playbook.

The secret to Westminster’s Success

“We bring our teams close together”

  • Weekly Check-ins: Regular one-on-one conversations help address challenges early, ensuring care professionals feel supported before frustrations take root. Result: A more motivated, empowered workforce with stronger trust in leadership.
  • Care Professional Social Evenings: Informal gatherings where staff can relax, eat together, connect, and celebrate their shared purpose. Result: Strengthened bonds and a deep sense of community.
  • A Warm, Welcoming Office Culture: Every visit to the office includes a friendly smile, an offer from the office for tea or coffee, and genuine appreciation. Result: Small gestures create a ripple effect, reinforcing that every team member is valued.

“We support our people to grow”

  • Monthly Workshops: Care professionals lead skill-sharing sessions, encouraging learning and collaboration. Result: Increased ownership, pride, and a culture of continuous improvement.
  • Professional Development Opportunities: Many team members are enrolled in Level 3 and higher apprenticeships, with hands-on support from management. Result: Career progression that is actively facilitated.
  • Internal Promotions: Commitment to promoting from within ensures hard work is recognised and rewarded. Result: Long-term investment in team members’ futures, boosting retention and morale.

“We recognise exceptional care”

  • Monthly recognition: Every month a “Care Professional of the Month” certificate is given and the winners have the chance of attending an epic regional celebrations. Result: Recognition inspires excellence and reinforces a culture of appreciation.
  • Regular shout outs: The team uses CCH Connect to regularly showcase and celebrate their people. Result: Allows the team to feel seen and valued.

And the results are in

Westminster’s people-first approach hasn’t just built a strong team, it’s driven exceptional business outcomes:

  • Punctuality & Duration Compliance: 20% improvement.
  • Weekly Branch Hours: Grew from 2,800 to an impressive 3,700.
  • ECM Percentages: Surged to 99%
  • Retention: Improved by 7% over the past year.

These outstanding results haven’t gone unnoticed. Dementia advisor commissioners now call Westminster the best-performing branch since their contract with London Care began. Westminster Local Authority has also consistently praised their domiciliary care and day centre services, delivering exceptional feedback quarter after quarter.

Building a better future for care

Westminster is living proof of CCH Group’s vision: when you put people first, care professionals thrive, service users flourish, and business soars.

To those wondering if a people-first approach is worth it, Westminster’s story delivers the answer loud and clear: it’s not just worth it, it’s essential.

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Celebrating Fiona’s New Role with Scottish Care

We’re thrilled to share that our very own Fiona Ford, Head of Quality – North, has been appointed as a Trustee Director on the Executive Board of Scottish Care.

Scottish Care is the leading voice for independent social care providers across Scotland. As a Trustee Director, Fiona will help shape the strategic direction of Scottish Care, championing the needs of care providers and the people they support.

Being part of their Executive Board enables Fiona to influence the Government, regulators, and commissioners – demonstrating just how much her expertise and passion for quality care are valued across the sector. This role also gives Fiona the chance to share insights from her work with CCH Group, putting us right at the heart of discussions about the future of care in Scotland.

Fiona had this to say about her new role:

“I’m thrilled to join Scottish Care’s Executive Board and represent the amazing work we do in the care sector. This is a great opportunity to make a real difference, and I’m looking forward to bringing fresh ideas and developing my skills further to support our teams and the people we care for.”

Congratulations, Fiona – your appointment reflects not only your outstanding commitment to improving the lives of those we care for, but also CCH Group’s ability to drive meaningful change for everyone who receives care. Your appointment is a win for Scottish Care, CCH Group, and communities we support every day.

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Melrose Harding shines at the Great British Care Awards

Chosen from over 4,500 nominations, Melrose impressed judges with her compassion and excellence in care coordination. They praised her as “an incredible example of compassion in action, setting the standard for care coordination”.

With 23 years in the care sector, Melrose has worked across learning disabilities, special needs, and care homes, rising from team leader to manager before transitioning into domiciliary care eight years ago. As a Care Coordinator, she works closely with families, social workers, and GPs – advocating for those without a voice and ensuring people-first care for individuals of all ages.

Melrose’s passion for care stems from childhood, where she cared for her hearing-impaired grandmother. “I learned sign language and made sure she felt valued and understood,” she recalled.

Winning this award is a milestone for Melrose, who remains humble as she prepares for the national finals in Birmingham in March 2025.

“Whether I win or not, I know I’ve touched lives, and that’s what matters most.”

Melrose, you inspire us all. Good luck in the finals!

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