Care CEO Success Stories Podcast
The CEOs of the UK's leading care providers share their single best achievement
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How I overcome challenges of running 7 care homes in one county!
06/10/2025
How I overcome challenges of running 7 care homes in one county!
In this episode of the Care CEO Success Stories Podcast, Adam James of Springup PR speaks with David Poxton, Director of , a family-run group of care homes operating seven homes in Derbyshire. Representing the third generation of leadership in the business, David grew up in and around the homes, helping out during school holidays and learning the ropes in a hands-on environment and transitioned to full-time involvement in 2002. Under David’s leadership, Ashmere Derbyshire has prioritised quality, continuity, and personal connection in care. His decision to keep all homes within an hour’s drive reflects his philosophy of hands-on management, and allows him and his team to remain closely engaged with staff and residents. One of David’s core beliefs is that high-quality service drives long-term success. He has embedded a culture of continuous improvement, valuing transparency, feedback, and innovation. His leadership style emphasises empowerment, open communication, and shared responsibility across the organisation along with the partnership with Investors in People, which helped identify internal communication gaps. David continues to evolve Ashmere’s operations to meet the changing landscape of care. From developing in-house training programs and face-to-face inductions to launching communication apps and regular feedback loops. In this episode he outlines the keys to running multiple care homes in a single area including: • How David’s approach is rooted in personal involvement, “we’ve always been hands-on – it’s how I learned the business growing up, and that’s how we still run it today.” • The importance of keeping all homes close by because. “if a home's an hour away, I can be there that same day – that accessibility matters for quality.” • The benefits of being a family run business and how “if something goes wrong, I get a call from my dad – it’s a strong incentive to get it right.” • Embracing new technology and how “when I started, we had two computers and one printer. Everything was paper-based,” to widespread digitalisation. • The importance of direct communication, “we implemented apps to ensure the flow of accurate information from senior management to every staff member.” • Face-to-face training is a cornerstone of their approach: “People in care respond better to people than to screens – so we do all our training in person.” • How all new staff undergo a one-week, in-house induction, including a personal session with David: “I want them to know who I am and that they can come straight to me if needed.” • Why Ashmere promotes a no-blame culture because “if something goes wrong, it's about what we learn from it – not who we blame.” • Feedback is embedded into operations: “We bring new staff back after a month for coffee and cake – and ask what worked and what didn’t.” • How the Investors in People process revealed communication gaps that were unknown internally, leading to improvements in how messaging is shared across roles. • Utilising staff driven innovation because “they know best what works on the floor.” • David’s belief in continuous evolution means “we never want to be doing the same thing next year that we did this year.” • How accountability is part of the culture: “You can’t walk through a local supermarket without bumping into someone who works for us – and they’ll let you know what they think!” • Why longevity and local reputation are central to Ashmere’s identity and success.
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I launched my first care home 3 months before Covid! And launched 3 more soon after!
05/01/2025
I launched my first care home 3 months before Covid! And launched 3 more soon after!
In this episode of Care CEO Success Stories Podcast, Adam James of Springup PR talks with Haris Khan, founder and CEO of which operates four care homes across the South and South West of England. His journey into care began in 2019, just three months before Covid-19 struck. Despite the challenges posed by the pandemic, he expanded from one to four homes within four years. Khan spent over a decade in banking, working both in Canada and London, gaining valuable experience but left the industry in 2015. His transition to entrepreneurship involved property development before discovering his passion for the care sector through a chance encounter with a former care home owner. Launching Curaa was not without its challenges. Khan navigated financing and business hurdles with lessons from his banking career, utilising brokers and professional networks, he successfully acquired his first home. His adaptability, resourcefulness, and deep involvement on the frontlines during the Covid-19 crisis helped establish him as a respected leader in the sector. In this episode, Khan discusses success and his hands-on approach, emphasising the importance of visiting the frontline, engaging with residents, and fostering community including: • His journey from a 15-year banking career to launching care homes after seeking a career with social impact. • The initial challenges acquiring his first care home three months before Covid-19, “which presented unprecedented operational challenges,” and how he navigated them. • How the care sector’s support network helped him learn quickly and build connections during the lockdown which was an “unexpected silver lining”. • Finding fulfilment though “loving what you do and finding a sense of purpose”. • Financing his first care home by leveraging a strong credit history, previous borrowing experience, and using brokers helped secure favourable loan terms. • How utilising professional networks of solicitors, accountants, and trade magazines were invaluable resources in navigating the care industry and its nuances. • Conducting due diligence, research and preparation for a year before making his first deal, emphasising the importance of “patience and planning”. • The importance of home design in his homes which are converted manor houses with beautiful gardens, “offering a home-away-from-home feel for residents”.
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What is the “household model” of care? And why your care provider should implement it!
04/21/2025
What is the “household model” of care? And why your care provider should implement it!
In this episode of Care CEO Success Stories Podcast, Adam James of Springup PR with Helen Jones, CEO of , a care home provider "household model" of care. Originally from Australia, Helen began her career in 1998 after transitioning from a background in international rescue and national roadside assistance. Helen has held leadership positions with private providers, church and charitable groups, and community-owned organisations, overseeing 100 nursing homes, 20-30 retirement villages, and 55,000 home care clients. Drawing from her research and international travel, Helen developed the “household model” of care, now being implemented at Allegra Care’s 13 homes across England. The model emphasises creating smaller, more intimate care environments which create a sense of belonging and encourages residents to engage more fully with their environment and the people around them and has seen improved well-being for residents, better mobility and improved sleep. Helen’s approach has garnered significant recognition and today, she shares the secrets behind her success including: • How Allegra Care has implemented the household model of care, which focuses on creating smaller, more intimate care units of about 16 residents. • How the household model emphasises autonomy and familiar routines for residents, “making them feel more at home”. • The development of the household model after conducting research, focus groups with placement decision-makers, and visits to international care . • How residents in the household model show improved well-being, with significant weight gain (4.2 kilos on average) and better . • The use of domestic kitchens where food is prepared in front of residents, “creating a more homely and interactive environment”. • How residents can assist with meal preparation and “enjoy a more sensory, social experience around mealtimes”. • The importance of training staff to develop both “competency and confidence” in working closely with residents, “fostering more personal relationships”. • How the team at Allegra Care work within smaller, consistent households, building strong relationships with residents and “ to a more stable and familiar environment”. • Greater flexibility in meeting the needs of local communities and individual residents. • Why not every care home can easily adopt the household model, but small design adjustments can be made to start incorporating aspects of it, such as using smaller food preparation spaces. • Why Helen believes that, at its core, the household model creates a “more relaxed, personalised, and community-driven environment for both residents and staff”. • The focus on daily activities and personal decisions is key, with residents “empowered to make more choices about their day-to-day lives”.
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How to (consistently) be recognized as a top medium-sized care home provider!
04/16/2025
How to (consistently) be recognized as a top medium-sized care home provider!
In this episode of Care CEO Success Stories Podcast, Adam James of Springup PR interviews Amanda Scott, CEO of Forest Healthcare, which operates 13 care homes across London and the Southeast of England. Amanda has been leading the company for over six years, working to improve both the quality of care and the culture within the organisation. Under her leadership, Forest Healthcare has become a model for how to consistently achieve top-tier care ratings, earning recognition as one of the top 20 care home providers through carehome.co.uk for six years running. Her approach focuses on delivering exceptional service by embedding core values into the daily operations and fostering a culture of respect, empathy, and support. Amanda shares the secrets behind the success and reveals why several Forest Healthcare homes have embraced being “veteran-friendly” The episode includes: • How Forest Healthcare has achieved top 20 recognition in the CareHome.co.uk awards for six consecutive years and how you can too! • The importance of embedding core values, “choice, going above and beyond, respect, empathy, and always supporting residents,” in every aspect of the business. • The “game changing” cultural shift that made high standards achievable across the company. • How educating and engaging staff through recognition systems is crucial for success. • The importance of creating an environment where employees feel “empowered to deliver the best care possible”. • How Forest Healthcare awards “recognition pins” to staff who exemplify the company's core values, “creating a tangible way to honour and motivate team members”. • The importance of showing appreciation for staff, noting that a culture of gratitude can have a profound impact on morale and performance with “a thank you going a long way”. • The importance of feedback and customer reviews in shaping care standards and why Amanda encourages families to provide honest feedback, “even when there are areas for improvement”. • How Forest Healthcare actively encourages families to leave reviews on Carehome.co.uk by making the process easy and transparent, ensuring that both positive and constructive feedback is heard. • The role of recognition in care quality and its role in creating a “positive reinforcement cycle,” that helps improve care quality and boosts staff morale. • The unique challenges of running multiple care homes, including maintaining consistent standards across all locations and ensuring staff are “aligned with the company’s mission”. • How one of her home managers, a former army wife, brought the idea of becoming veteran-friendly to Forest Healthcare which has been successfully embraced at several homes, helping to support veterans and their families. • Reflections on the challenges posed by the COVID-19 pandemic, and how it underscored the importance of maintaining high standards of care in the face of crisis and uncertainty. • Why Amanda is optimistic about continuing to grow Forest Healthcare while maintaining the company’s commitment to excellent care and employee engagement, despite 2025 holding new challenges. • The importance of open, honest communication with both staff and families, which is essential to creating an environment where everyone feels heard and supported.
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HOW I BALANCE AFFORDABILITY WITH QUALITY FOR MY CARE GROUP
04/11/2025
HOW I BALANCE AFFORDABILITY WITH QUALITY FOR MY CARE GROUP
In this episode of Care CEO Success Stories Podcast, Adam James of Springup PR speaks with Dr. Vishen Ramkisson, a seasoned healthcare professional and entrepreneur, deeply rooted in his community as a practicing NHS GP for over 22 years. Throughout his career, he has remained closely connected to the local area, working mere meters from where he resides. His dedication to patient care has made him a familiar face in his neighbourhood and this strong community bond has been integral to his professional journey. In addition to his role as a GP, Dr. Ramkisson is the founder and , a group of nine care homes across London, the South-East, and the Home Counties. Founded just two years ago, Agecare is committed to providing exceptional care while balancing affordability and quality for residents. Dr. Ramkisson’s dual role as a physician and entrepreneur has allowed him to introduce operational excellence, aiming for care standards that he deems good enough for his own family. Dr. Ramkisson also serves as a National Specialty Advisor for Urgent and Emergency Care with NHS England Southeast. His background in clinical leadership, coupled with a deep interest in digital healthcare, has shaped his vision for high-quality, sustainable care delivery. In this episode Dr Ramkisson discusses his leadership style and how Agecare has built a strong reputation for offering services to both private and local authority-funded residents by maintaining close relationships with commissioners and investing in clinical leadership including: • His entrepreneurial journey, founding Agecare two years ago and growing it to nine care homes in the London and Southeast regions. • His motto to “deliver care that would be good enough for his parents,” ensuring high clinical standards without cutting corners. • Dr. Ramkisson addresses how he balances affordability and quality in the face of rising costs by focusing on data management and motivated staff. • How Dr Ramkisson motivates his team and the importance of ample, fully-paid breaks and rest periods for all staff shifts to improve satisfaction and reduce turnover. • The techniques behind Agecare Homes boasting a 3% staff turnover rate. • How he uses empathy as a tool to understand staff challenges, “promoting a supportive culture and enhancing staff well-being”. • Initiatives like 360-degree feedback, structured appraisals, and training programs help identify and promote internal talent. • The importance of internal promotions and how three managerial vacancies were filled internally in 2023, “demonstrating the company’s focus on career development”. • Open door leadership and how Dr. Ramkisson maintains an approachable leadership style, “avoiding formal attire,” and meeting staff on-site to foster open communication. • How collaborative relationships with local authority commissioners are essential for balancing care provision for private and funded residents. • Navigating local authority funding challenges to adjust fee rates fairly, ensuring continuity of care for residents transitioning to funded care. • How the leadership team includes healthcare professionals such as pharmacists, nurses, and NHS veterans. • Dr. Ramkisson’s role as a local GP and care home leader enhances trust and accountability within the community. • How Dr Ramkisson actively plans for challenges like National Insurance contribution rises and minimum wage increases by fostering transparency with stakeholders.
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How Social Care Can Help People With Autism Thrive
03/17/2025
How Social Care Can Help People With Autism Thrive
In this episode of the Care CEO Success Stories Podcast, Adam James of Spring PR talks with Rebekah Cresswell, CEO of , the UK’s leading independent provider of mental healthcare and adult social care, supporting 26,000 people a year. Rebekah, who trained as a nurse and worked in the NHS for 14 years, has a son who is autistic with ADHD, and witnessed first-hand what difficulties are faced by people with her son’scondition. Rebekah discusses the challenges faced by people with complex needs in care settings and the strategies she employs to improve care based on her professional and personal experience including: • How people with autism can become ‘trapped’ in hospital after experiencing mental health issues or episodes where “the environment can be noisy and distressing”. • How behavioural problems are treated with medication rather than being given positive behaviour support. • Outlining her mission to help people to be discharged from hospital into a long-term social care home and for staff to continue with this positive behaviour support. • The difficulties around transitioning to a new home and how staff need to be prepared. • Rebekah’s desire to develop an Assessment Transition Director for people with complex autistic needs. • The role of the director in ensuring that the environment in the care home is prepared, and that staff are trained in any areas necessary, and support the home for up to six weeks. • How residents with autism can be on up to ten antipsychotic medications when they are discharged from hospital and how Priory work with clinicians to slowly reduce the medication and “watch them come alive again.” • When residents thrive in a care home environment, they begin to form relationships and do things they love to do with “one young man previously staying in his room constantly but now cycles out on his bike.” • The importance of working in a multi disciplinary team including GP’s and community mental health teams. • Rebekah is a big advocate of care as a career, “people in social care have so many wonderful attributes and values that you do not get in other sectors.” • How “we also need to be brave and speak up for and be the advocate for the autistic person or the person with a learning disability.” • Carers are completing the Oliver McGowan Training in Learning Disability and Autism, named after Oliver McGowan, whose death shone a light on the need for health and social care staff to have better training after Oliver’s mother struggled to get clinicians to listen to her concerns. • Rebekah’s Positive Culture Pledge - giving people dignity and respect and being patient with them. “If it’s not good enough for my family, it’s not good enough for my residents”. • Why Rebekah visits the Priory facilities every month, sitting and talking with clients. • Supporting families, by understanding what they have been through, having had traumatic experiences herself. • Why it is a huge decision for families to put their trust in others to care for their loved one, and we are privileged to do this. • Why regulators need to “think differently about placements,” particularly for those in hospital long term, who have more complex needs. • Why we need need excellent training with exciting career opportunities to “inspire people to want to work in this really exciting sector and build their career.”
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Why My Vision Is “Continuity Of Care” – And What This Means
02/04/2025
Why My Vision Is “Continuity Of Care” – And What This Means
In this episode of the Care CEO Success Stories Podcast, host Adam James of Springup PR, interviews Adam Hutchison, CEO of five care homes across the South East and community care services in the West Midlands. Adam began his journey into social care 12 years ago when he worked in a 25-bed care home operated by his father. Predominantly based in Kent, Sussex, Belmont has made a number of new acquisitions over the last few years. A trustee of the Care Workers , Adam discusses his vision on “the continuity of the care journey” including: • The “lack of understanding from the general public” about care homes with families often “falling into crisis” when an elderly relative begins to need extra help. • What families need to know, who to approach for help and support, and why Adam believes that staying at home for as long a possible is the best option. • Why care homes are slowly moving into a more private hospital space. • The help Belmont Healthcare provides with the transition from someone’s own home to a care home and then to return home if possible. • The advantages of building relationships between providers, carers and families. • How care can help unblock hospital beds by helping people return home if possible. • Creating more cohesion, better connections and outcomes for individuals has become a vision for Adam. • The development of a care home in north Kent which added a dementia wing, a hospital discharge wing and plans to put 55 retirement homes on site supporting home care. • How a trip to Holland inspired Adam to model an approach on one providing intermediate care for anyone needing rehabilitation after a hospital admission, to and subsequently returning home. • Creating assisted living apartments within the next two years catering for single clients and couples, with support for any care needs. • The importance of good relationships with local hospitals, enabling them to discharge patients who are medically fit and to free up their beds with “75% of our occupied beds coming from either a hospital discharge or .” • Bringing care seekers and care givers together, to enable the search for the right care to be easier, with continuity of care a priority. • How care providers and care homes work better in regional clusters in regions allowing to “become well known and trusted in your area,” and sometimes being “big is not always the best.” • The importance of relatives “knowing of our values, and feeling happy passing on the responsibility of caring for their loved ones to us.” • The challenges of “releasing staff into the community with your brand,” and recruiting experts in that field to manage that side of the business. • The importance of knowing what you are good at and what you are not good at, then seeking advice from others in those cases.
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HOW DIGITAL CARE PLATFORMS WILL CHANGE FROM 2025 AND BEYOND
02/03/2025
HOW DIGITAL CARE PLATFORMS WILL CHANGE FROM 2025 AND BEYOND
In this episode of the Care CEO Success Stories Podcast, Adam James of talks with Johan Jardevall, CEO of , a digital care management platform. With more than 25 years of experience in software, Johan has worked with consultancies, , and technology vendors in roles ranging from transformation consultancy, design and development management. Johan has a strong track record of achieving rapid growth. Johan previously worked for global digital consultancy Valtech in the UK where he founded and grew the agency to become recognised within the top 100 UK digital agencies in just two years. In this episode, Johan discusses how digital care platforms will change from 2025 and beyond including: • How has helped care providers move from paper-based systems to artificial intelligence as a way of benefiting people in care. • The massive changes to data handling during the Covid pandemic - and how data is now collected and stored. • How built an algorithm that could, high accuracy, if someone is likely to have a fall within the next week or so, which then enables the care staff to act upon . • The legal processed that enable PCS to utilise algorithms and the data so that can bring such features out to the wider . • How using algorithms can identify residents at risk of urinary tract infections, food intake and weight loss and . • The nine different products PCS provides, including medication management, and wellness and activities. • Storing data in a meaningful way with 13.5million keynotes handled through the medication management system. • How it is “crucial” that highly-important confidential data is handled and stored securely and the importance of user friendly and uncomplicated systems. • How CQC inspections can be managed easier by reducing time managers spend preparing records and reports. • The benefit for activities co-ordinators through access to better tools to care for their residents and limiting time spent on administration. • The impending which expires in March 2025.
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How I Bought An “Inadequate” Care Home – And Turned It Around
01/15/2025
How I Bought An “Inadequate” Care Home – And Turned It Around
In this episode of the Care CEO Success Stories podcast host Adam James of Springup PR speaks to Tushar Shah, Co-founder of . Tushar has a unique background in transforming care homes and expanding care services across South Devon. With experience in both domiciliary and residential care, he brings insight into effective turnarounds, fostering strong team culture, and elevating care standards. In this episode, Tushar shares his journey of taking over a failing care home overcoming operational and logistical challenges and establishing a care model that prioritises quality and sustainability. His strategies for turning around a failing home shed light on everything from structuring care operations and effective staff engagement to managing legal responsibilities, including: • Understanding the challenges of long-distance management and finding solutions to “operate effectively in remote locations.” • The importance of aligning care home acquisition with previous experience, drawing on his Bluebird Care expertise to “shape resident care and operational standards.” • Starting with an assessment of the current staff culture, “recognising the dedication of staff, and rebuilding with a focus on staff morale and resident satisfaction.” • Strategies for immediately stabilising a failing care home, such as addressing urgent care and operational needs, to “build a foundation for long-term success.” • Building a structured approach to care home management, covering a broad range of responsibilities including maintenance, kitchen services, and the complex care needs of residents. • “Leveraging existing staff commitment to foster a positive team environment,” where staff feel valued and motivated to provide high-quality care. • Realising the importance of on-the-ground support and management when operating far from the base location to ensure “operational continuity and staff engagement.” • Lessons learned from transitioning from a home care focused business to managing a fully residential care environment, particularly in terms of the complexity of managing resident life. • Balancing the financial aspects of acquiring a care home with ensuring quality care, and why sometimes purchasing a property undervalued by market standards can be a viable approach. • Insights on maintaining quality through an established team, legal compliance, and maintaining high standards to appeal to residents and their families. • How to develop a business model that prioritises resident well-being alongside financial sustainability, ensuring that residents receive consistent, high-quality care in a safe environment.
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How I helped lead a management team buyout of a 11-care home group’s operations
01/10/2025
How I helped lead a management team buyout of a 11-care home group’s operations
In this episode of the Care CEO Success Stories, Adam James of Springup PR talks with Laura Taylor, CEO of , which operates 12 luxury care homes across eight counties in England. Laura joined Berkley in 2021, became CEO in September 2023, and in March 2024 helped lead a management team buyout of operations from Clariane, a European health care provider. Laura has worked in health and social care throughout her entire career and in this episode she shares the story of her life working in care and offers her advice on management buyouts drawing on her own experiences including: • The timeframe of the management buyout and the support Laura received from different partners. · The “significant opportunity” to take a real ownership of the business, rather than working as a senior executive team. * How Laura delivered “challenging” management presentations to potential future investors How Berkley has grown from 6 to 12 homes during Laura’s tenure. · Laura’s partnership with real estate investors Elevation Healthcare Properties which was about the financial benefits in terms of the acquisition and also the “cultural fit between the organisations.” • The “terrifying and emotionally tough” process of undertaking a management buyout. • How it was a “big risk, with big reward” strategy to be your own boss and making decisions about the future of the business. • How it has been “extremely empowering” - and the passion Laura has about the care and support they provide residents. • The benefits of working with a real estate investor who wants to have a good quality operator in place. • Laura’s aspirations to grow the business and improve development opportunities and new builds to keep delivering Berkley Care across the UK. • Tips on financing to acquire operating companies and giving confidence in revenue projections and business performance that underpin decision-making. • Using detailed modelling to ensure your ability to repay finance and meet commitments. • Providing executive coaching and offering a confidential sounding board for navigating challenges. • Having a strong alignment between the management team members which reinforces focus and resilience. • The importance of internal communication which ensures clarity and stability by explaining the reasons for the buyout and the future vision to the team. • How Laura shifted from functional leadership to shared accountability and project-based operations. • Developing and began implementing a growth strategy and how you should “expect an emotional journey with highs and lows.”
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The “values” of a care provider are one thing – but its teams behaviours are another!
01/07/2025
The “values” of a care provider are one thing – but its teams behaviours are another!
In this episode, of the Care CEO Success Stories podcast, host Adam James of Springup PR, interviews Larry Grady, Chief Executive of that supports adults with learning disabilities. Larry shares insights from his extensive experience in social care, highlighting the critical difference between stated values and the behaviours that underpin them. He emphasises that the real impact of care comes from personal interactions and the attitudes of staff rather than just the organisation's mission statement. Larry discusses the significance of creating a culture where behaviours are continuously observed, learned from, and improved upon. He advocates for direct engagement with staff to foster a sense of community and support. Larry illustrates the necessity for open conversations and shared learning to enhance care quality by addressing the challenges faced in the care industry, particularly concerning staff morale and the need for continuous learning in an evolving environment. Larry provides practical advice for care leaders on prioritising behaviours that align with values, emphasising that genuine care is not only about procedures but also about how staff connect with those they support, including: Key Takeaways: • Recognising the gap between stated values and actual behaviours in care organisations. • Prioritising personal interactions in care delivery to enhance resident experiences. • Fostering a culture of continuous learning and improvement through behaviour observation. • Engaging directly with staff to build relationships and promote open communication. • Addressing operational challenges by creating an environment of support and collaboration. • Emphasising the importance of staff morale and well-being in delivering quality care. • Learning from real-life situations to develop better practices in care delivery. • Promoting a strategic approach to care management that aligns values with behaviours. • Encouraging feedback from both staff and residents to inform care practices. • Advocating for transparent communication within teams and with families to build trust.
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How I create a valuable multi-home care operator
01/03/2025
How I create a valuable multi-home care operator
In this episode of Care CEO Success Stories, Adam James of Springup PR talks with Nigel Denny, Chair and Chief Executive of , which has seven care homes across England and Wales. Nigel joined the company in 2016 from hospitality where he worked for hotel-chain Stakkis. Stakkis’s founder was in need of finding care for his mother and struggled to find anything appropriate so Nigel toured around 200 homes in Scotland to find suitable sites to launch some care homes. In this episode, Nigel shares the story of his journey, the challenges he has faced and how he recovered from the setbacks to run his own care company including: • His tour of around 200 care homes in Scotland to find suitable sites and the initial “aggressive” building programme. • His “forward thinking” approach that saw new builds needing to be built in such a way that it would be possible to convert them into hotels if the care home sector did not work out. • The fairly severe trouble the upstart firm faced and how they were told “the care homes would have to go” if they could not raise £50 million to buy them. • How Nigel and four others managed to raise the funds to purchase the homes and were well supported for the next couple of years by the investors and eventually floated on the stock market. • The sale of the business to Southern Cross, Bupa and other large operators which saw Nigel spend a few years in other sectors such as a company working with people with learning disabilities and opening veterinary practices. • Joining Ashberry Healthcare which was “in a bit of a mess operationally and financially,” and how Nigel was asked to take on a role as Managing Director. • The work Nigel did trying to sort out the finances and the struggles of the pandemic. • The current situation in his homes which are all “doing exceptionally well in terms of occupancy, profitability and quality.” • How creating a multi-home company requires many different skills from different people and how “you have to be committed to the journey ahead, with good leadership, together with good corporate knowledge or processes and procedures.” • The importance of visiting homes regularly, to keep on top of issues, and to hear about the staff and their families. • Providing managers a great deal of autonomy because “I trust them to run the business” and the role of managers in supporting the community. • How his two longest serving managers had never managed a care home before but through the “Nigel Denny School of Management”, they have become award winning managers. • Nigel’s core values of loyalty, integrity and compassion and how “you can keep everything personal and make things work.” • Nigel’s advice on how to get into providing care from buying into a business, raising finance and thinking of the size you want it to be. • Learning from mistakes, getting your recruitment of managers right, and supporting them properly.
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How to enhance quality of care for 17,000 elderly including residents at 75 care homes
11/04/2024
How to enhance quality of care for 17,000 elderly including residents at 75 care homes
In this episode, of the Care CEO Success Stories podcast, host Adam James of Springup PR, speaks with Sam Monaghan, CEO of , that manages 75 care homes across England and Wales, supporting 17,000 elderly people. Sam shares insights on enhancing the quality of care and life for residents, emphasising person-centred and relationship-centred care approaches. He highlights the Engaging Leaders Program, which fosters a coaching style of management, empowering staff to build relationships with residents. Sam discusses initiatives like music therapy for residents living with dementia and the role of chaplains in providing spiritual support, which became particularly significant during the pandemic. He also emphasises the importance of inter-generational connections, such as school children reading to residents, to enrich community engagement. The episode covers practical steps for implementing a coaching culture in organisations, focusing on the well-being of staff and promoting a supportive environment. Sam advises leaders to develop authentic, value-driven training programs that inspire staff to contribute positively to residents' lives. He concludes with a discussion on the challenges of integrating technology in care homes, highlighting the need for a strategic approach to enhance service delivery effectively including: Key Takeaways: • Focusing on person-centred care and relationship-building to improve resident well-being. • Implementing coaching leadership styles to empower staff and enhance team dynamics. • Incorporating music therapy programs to support residents living with dementia. • Leveraging the role of chaplains for providing spiritual support in care settings. • Fostering inter-generational community connections, such as school visits to care homes. • Promoting the well-being of staff as a priority for creating a positive care environment. • Developing authentic training programs aligned with organisational values and mission. • Encourage open communication and feedback among staff and residents. • Utilising technology thoughtfully to enhance service delivery and resident engagement. • Sharing success stories and best practices within the organisation to inspire continuous improvement.
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How I Support Care Home Managers To Achieve Outstanding CQC Ratings
11/04/2024
How I Support Care Home Managers To Achieve Outstanding CQC Ratings
In this episode of the care CEO Success Stories podcast, host Adam James of Spring PR speaks to Keith Mills, Managing Director of , a group of four care homes in East Devon, including three rated “Outstanding” by the Care Quality Commission (CQC). Keith, a former Royal Marine captain, shares his journey from acquiring his first care home in 1996 to building an organisation renowned for its quality of care with one of Doveleigh’s homes achieving "Outstanding" in all five inspection categories twice in a row. Keith discusses the keys to supporting care home managers to help them achieve outstanding ratings. Central to his approach is empowering managers by providing financial and operational support, recruiting and promoting from within, and maintaining a presence in the homes to engage with staff. He emphasises the importance of man management, ensuring that staff are happy and well-supported, which in turn ensures high-quality care for residents drawing on lessons learned from his military background which has helped his care homes thrive. Keith also delves into the strategies he uses to turn a care home rated "Requires Improvement" into one that is "Outstanding," sharing how meticulous evidence gathering, staff empowerment, and consistent support are critical to showcasing excellence during inspections including: Key Takeaways: Providing managers with the “resources and autonomy to succeed”, such as flexible budgets and promoting internal talent. “Meticulously” recording and showcasing examples of excellence in resident care to present to inspectors. Managers should focus on supporting staff, ensuring they are well-treated and motivated, which directly impacts the quality of resident care. Praising and publicly acknowledging staff achievements to boost morale and foster a positive working environment. “Encouraging and cultivating a culture where care and relationships are at the heart of everything”, including small details that make a big difference to both staff and residents. How effective leadership involves presenting tasks in a way that staff feel involved and empowered, “often allowing them to take ownership of ideas and solutions”. Developing leadership by promoting staff internally, ensuring they understand the organisation’s culture and systems. Allowing managers the flexibility to request resources or staff as needed, “without strict financial constraints”, fostering a culture focused on quality care. How owners should be “present and visible” in the homes regularly, engaging with staff to boost morale and ensure alignment with the organisation’s goals. “Aiming to meet the unique needs of each resident”, as focusing on personalised care is a key factor in achieving an outstanding rating. The primary role of managers should be to look after their staff, as “happy, supported staff will naturally provide better care”. Implementing bonus schemes to reward staff for exceptional contributions or overtime, keeping them motivated and appreciated. “Recognising that not all great carers make great managers”, and being willing to adjust roles to ensure effective management. Encouraging open praise and recognition in public spaces to dispel rumours, maintaining transparency, and promoting a positive workplace culture.
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What I learnt from the care sector BEFORE setting up a 2-care home provider
11/04/2024
What I learnt from the care sector BEFORE setting up a 2-care home provider
In this episode, of the Care CEO Success Stories podcast, host Adam James of Springup PR, speaks to Andrew Long, the founder of , which operates two purpose-built care homes in Yorkshire. Andrew shares his journey in the care sector, beginning in 1996 and transitioning from estate agency to managing care facilities. He emphasises the importance of providing high-quality, purpose-built environments that enhance the quality of life for residents. Andrew discusses the significance of governance in care homes, outlining how effective management systems ensure both resident enjoyment and adherence to regulations. He introduces innovative practices aimed at fostering a supportive community for residents, including staff training and development that prioritise person-centred care. The conversation delves into the operational challenges in the care industry, including maintaining staff morale and addressing the ongoing effects of the pandemic on care delivery. Andrew offers practical advice for aspiring care home operators, highlighting the need for a strategic approach to care management that balances compassionate resident interaction with business sustainability including: Key Takeaways: • Focusing on purpose-built environments to “enhance resident quality of life”. • Emphasising strong governance and management systems in care homes to “ensure resident enjoyment”. • Implementing staff training programs that prioritise person-centred care. • Addressing operational challenges with a “balance of compassion and business acumen”. • Developing “innovative practices” to foster community and resident engagement. • Recognising the importance of maintaining staff morale in challenging times. • Understanding the role of technology in improving care delivery. • Encouraging continuous improvement through feedback from residents and staff • Advocating for “transparent communication” within the care team and with families. • Strategically approaching care management to “sustain quality and community involvement”.
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Internal awards are vital for engaging my care teams
11/04/2024
Internal awards are vital for engaging my care teams
In this episode off the Care CEO Success Stories podcast, Sam Hawker, managing director of discusses the significance of internal awards in enhancing workplace culture and employee motivation. Sam provides tips on how your care provider can use the power of internal awards, including: • Placing an emphasis on a “supportive and positive” work environment. • The role of internal awards in recognising employee contributions and achievements. • The differences between internal and external awards, highlighting the benefits of internal recognition. • How the nomination and selection process for internal awards work. • Publishing and sharing the criteria used to evaluate and select award winners, ensuring fairness and transparency. • An overview of the annual awards ceremony and the importance of the atmosphere, venue, and key activities in creating an exciting evening. • Notable moments and success stories from previous awards events that “exemplify the impact of recognition”. • How internal awards contribute to increased job satisfaction and motivation among employees. • Testimonials and feedback from staff members about the influence of receiving awards. • Upcoming changes or enhancements to the internal awards program. • Strategies for maintaining high levels of engagement and morale among staff. • Tips and best practices for implementing an effective internal awards program. • How other care organisations can tailor their recognition programs to fit their unique cultures.
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How I Build Successful Care Teams For Multi-Home Care Operators
09/30/2024
How I Build Successful Care Teams For Multi-Home Care Operators
In this episode of the Care CEO Success Stories podcast, Adam James from Springup PR talks to Robert Kilgour, founder in 1988 of , who later founder of in 2004. Renaissance Care operates 17 care home in Scotland. Robert shares his insights on building successful care teams for multi-home care operators, highlighting the importance of effective senior management, financial and operational systems, and the use of technology. He emphasises the need to invest in senior management ahead of acquisitions and the benefits of flexible working arrangements. Robert also reflects on his journey in the care sector, the lessons learned, and the significance of valuing and supporting staff. He concludes with advice on avoiding common mistakes and the importance of learning from them including: Robert’s journey from property investment, political think tanks to social care and his drive to reform and improve the sector How your care provider can build successful care teams for multi-home operators. The importance of senior management, financial systems, and technology in creating a successful environment. How Robert created and retains a 12% annual staff attrition rate with only 1-2% agency staff use. Robert’s passion for people and property and how this helps him within the care sector. The essential nature of having a great senior management team in place before thinking about acquisitions. The importance of operational and financial management systems as well as “leveraging technology to improve care quality and efficiency,”. Robert’s Cluster Expansion Strategy, what is it, how it works and how you can utilise it with your care provider. Utilising this strategy to expand in clusters thereby minimising outliers and creating strong foundations for growth. The benefits of having maintenance and staff banks in close proximity. Building a strong company culture through valuing staff beyond pay and fostering a supportive and rewarding environment for staff. How flexible working arrangements, introduced in April 2022, contribute to low staff attrition rates.
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How - as I CEO - I lead my care homes by example to create a positive team culture
08/05/2024
How - as I CEO - I lead my care homes by example to create a positive team culture
In this episode of the Care CEO Success Stories podcast, Adam James of Springup PR speaks with Kevin Humphrys, CEO of the , which includes Oakland Courts and Oakland Grange in West Sussex. Kevin is also the director of the West Sussex Partners in Care. Kevin discusses the importance of leading by example, particularly in creating and sustaining a positive culture within care teams. He shares his journey into social care, emphasising how diverse experiences have shaped his leadership style. Kevin also highlights the significance of being approachable, actively participating in daily activities, and the value of transparent and empathetic communication. He underscores the importance of mistakes as learning opportunities and emphasises consistent internal communication to foster a strong organisational culture • Kevin emphasises the importance of leading by example to create a positive culture within care teams • His path to becoming a CEO was winding, with experiences in recruitment, banking, and car hire before social care • How Kevin's experience in various areas of social care has shaped his leadership style. • Kevin highlights the need for leaders to be “approachable, participate in daily activities, and show genuine care for residents and staff”. • Mistakes are seen as opportunities for learning and improvement; transparency and accountability are crucial. • Effective communication methods include Teams, emails, intranet, and text messages to keep staff informed and engaged. • The use of an app called “Vivup” allows for celebrating achievements and encouraging positive behaviour. • Kevin emphasises the importance of “being present in the homes,” and spending at least one full day each week in each home. • “A culture that values compassion, understanding, and time fosters a positive environment for both staff and residents”.
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How I made my charity care home commercially viable
07/18/2024
How I made my charity care home commercially viable
This episode of the Care CEO Success Stories podcast features Karen Miller, CEO of in Salford which specialises in care for service men and women and their families. Having served as an Army officer for ten years, Karen spent the next 15 years in the acute independent care sector, managing hospitals and diagnostic centres across the UK and the Middle East. After brief “retirement” at her Snowdonia smallholding Karen began speaking at Broughton House on a voluntary basis before becoming CEO in 2020. In conversation with host Adam James of Springup PR, Karen discusses the challenges faced by charity care providers, including a lack of funding, outdated facilities, and the impact of COVID-19. Throughout the episode Karen shares her expertise and leading analysis on how you can become more commercially viable while providing high quality care including: • The challenges of deciding to build a new purpose-built facility with a shortfall in funding which was impacted by the onset of COVID. • Entering the “chaotic” situation of COVID, reduced numbers of residents and a departed home manager and how “the best laid plans had not come to fruition.” • The company had “run out of money” and how a they secured a small amount of working capital form the local authority to turn the situation around. • How a further loan was required to stave off the challenges and undertaking a transformation of the operating model and a “radical rethink was required to weather the storm,” and turn things around. • Setting clear costs for delivering care at Broughton House and the fees needed to cover these costs. • Managing the risks for residents where the charity is responsible for care costs by looking at individual care costs over time. • How as a charity they felt a need to “help at any cost,” which had become “unsustainable,” and the changes that were required to survive and continue to be able to care for as many people as possible. • Having difficult conversations with the board about new parameters and guidelines for admissions including not taking on new veterans funded by the charity and distinguishing between those who need support and can self-fund. • How the “camaraderie” of veterans allowed a smooth transition to a mixed funding model because “those who could afford to pay the full fee were putting money in to allow those who couldn't to share this amazing home." • Emphasising the need for new operating models, risk management strategies, and a self-paying model for the care home, as well as the importance of staff recruitment and retention. • Providing training for all staff, even long-serving team members, on processes, procedures and policies. • Offering competitive salaries, and enhancing the living wage to provide a motivating work environment. • Emphasising the need for new operating models, risk management strategies, and a self-paying model for the care home, as well as the importance of staff recruitment and retention. • How the changes implemented have enabled the home to continue their vital work with veterans and provide high-level care.
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How I improve care home relationships with their local authority
06/20/2024
How I improve care home relationships with their local authority
This episode of the Care CEO Success Stories podcast features Samir Patel, owner of and head of operations at two-care home provider Manucourt. Samir is also Executive Board Member of Hampshire Care Association. In conversation with Adam James of Springup PR, Samir shares his knowledge on the importance of building and maintaining strong ties between care providers and local authorities. Focusing on developing strong relationships which are mutually beneficial, Samir draws on his years of experience to explain how your care home provider can forge stronger ties with the local authority including: • How mutual respect and understanding as crucial for meaningful outcomes in negotiations. • Samir shares how respect and a professional attitude of understanding one another's problems is really important and trying to build those relationships. • How membership with the Hampshire Care Association, representing 40-50 care providers, facilitates collective action and communication with local authorities. • Working together to schedule regular face to face meetings among the group according to what works for each provider and holding honest conversations. • The power of working collectively with the association, representing about 4,050 care providers in the county of Hampshire, and local authorities and how this has grown CQC ratings across the area. • Samir reflects on challenges posed by financial constraints and fee negotiations, advocating for open and constructive dialogue and the importance of data. • Despite political differences, Samir underlines the importance of maintaining focus on improving the quality of care by improving the sense of collectiveness and working together to help push the case and “leaving political flags at the door.” • Samir shares his insights into the challenge of managing different types of people but that “change and challenge can also be a good thing and an opportunity.” • “Inviting people into the home to help them understand the reality of what’s happening on the floor,” can help show people what challenges are faced by the care sector. • Samir shares his insights on collective action during the pandemic and the need for ongoing communication and partnership. • He talks about the Covid pandemic period and how the sector coped with “rapid change” and the strong need for the whole health patient care team to work as a unit. • Samir advocates for certainty in financial planning, urging early and transparent discussions to provide stability for care providers.
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I went undercover in a home care agency
05/22/2024
I went undercover in a home care agency
This episode of the Care CEO Success Stories podcast features Charles Cross, CEO Of , as well as the co-founder of Emma.ai. Charles explains why he chose to take on the challenge of turning around Ashley Care which was rated inadequate by the CQC and how he turned it around by going undercover to assess the issues first hand. Charles explains how through consultations and digitalising the existing paper-based system he was able to transform the company. In this episode, Charles outlines the processes he undertook to enact change within the company as well as the future of AI within the care sector and how it can be utilised to improve care including: • How to introduce a digital system to better capture care records, plans, audits and other documentation to address issues. • How Charles went undercover under the guise of a consultancy firm to assess issues within the new acquisition firsthand. • Utilising short meetings with staff across the company to better understand underlying problems and gathering feedback on areas for improvement which gave a “refreshing” insight into the company. • Implementing pay rises for care staff, who are “at the heart of everything,” as well as increasing mileage rates, and providing more flexibility for shifts in changes geared towards improving working conditions. • Working with the existing team to explain “we’re not looking to change everything, but we want to go back to square one and find out what’s working for you and what isn’t,” and how this attitude got staff on board with changes. • Restructuring roles and responsibilities to address issues caused by decline in size and addressing motivation of remaining staff which is, “pivotal to the morale of the company to the engagement of your staff.” • Educating and consulting with care staff on the benefits of upcoming digitalisation changes to gain support and how Charles urged the team to “stick with him” on changes that are designed to improve care and morale. • Looking into offering additional training and development opportunities such as NVQ courses to care staff to improve morale, care standards and staff retention. • Providing jackets and protective masks to care staff based on feedback from employee surveys because Charles believes that “staff need to know that their concerns are being taken on board and changes implemented." • Providing 24/7 support to care teams through Emma.ai to retrieve information and alleviate pressure on managers. • Continuing collaboration with the care sector and prioritising their feedback to develop Emma.ai's capabilities. • Charles explains how he “doesn’t believe there is a place for AI devised care plans which dilute the data,” as Charles believes should be “person centred” and devised by people with first hand knowledge of individuals. • How Charles “firmly believes that AI is the only answer to the crisis faced by the care sector,” and how it can be utilised to improve care.
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How I Turn Around Failing Care Homes
05/21/2024
How I Turn Around Failing Care Homes
In this episode of the Care CEO Success Stories podcast, host Adam James of Springup PR speaks to Lucy Corner, Managing Director of . Lucy, a dual registered nurse with a background in the NHS, unravels the nuances of reviving care homes on the brink of failure through her extensive background in nursing and her proficiency in transforming struggling homes Lucy provides invaluable insights for care providers seeking operational and financial success including: • Lucy’s journey from managing nursing homes to establishing Cornerstone Care Solutions as well as how she found that she had, “a skill for the financial side and quite enjoyed the strategy of looking at failing homes.” • The scenarios that often precede a care home's decline, emphasising the impact of high turnover among managers and staff and how it is often down to “issues with the culture and lots of whistleblowing staff, lots of incidents, accidents, problems.” • Insights into red flags to watch for, including financial indicators like “late payment of wages” and quality red flags such as residents losing weight and developing pressure sores. • Providers are urged to proactively monitor financial and quality indicators. Lucy recommends, having a second oversight of the service with an operations manager or a quality monitoring team. • How external consultants can play a crucial role. Lucy emphasises, “We can do quarterly, six monthly or even monthly reviews of a service to let people know how they measure and whether they're improving, staying the same or getting worse.” • Lucy stresses the paramount importance of prioritising quality care, and how “people need to know what's going on in their care homes.” • With changing inspection methods, Lucy advocates a “robust documentation of improvement plans,” and evidence showcasing “continuous enhancements.” She explains how, with the new methodology with CQC, there'll be a portal that you can upload this evidence.
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How I built an outstanding care home - and you can too
04/12/2024
How I built an outstanding care home - and you can too
This episode of the Care CEO Success Story podcast features Zoe Fry OBE, founding director of , who discusses her journey in social care, from a care assistant at age 13, becoming a nurse, and eventually purchasing and operating her own home, Valerie Manor, in West Sussex. Zoe created a culture focused on high standards of care, empowering staff, and making them feel valued. This led to happy staff, happy residents, and glowing CQC ratings. Zoe outlines her success in being very hands-on as a manager and owner, leading by example, fostering teamwork and support amongst staff, recognising and playing to people's strengths, and investing in staff wellbeing and training. In this episode, Zoe shares her top tips and strategies on how she built and sold her CQC-rated “outstanding” home and now shares advice with other care providers including: • “Empowering staff to come up with suggestions and improvements” because happy staff means happy residents. • How Zoe’s vision was to provide a high standard of care that would be good enough for her own relatives. • The importance of providing support and training while playing to you teams strengths and “providing the support for them and the tools to do their job very well”. • How Zoe looked to create roles that played to the strengths of her team. • Gaining managerial skills through working in the NHS and embracing new areas for learning in finance and HR with help from peers. • Leading from the front and how Zoe would never ask anyone to do something she wasn’t prepared to do herself. • Knowing your team's needs, adapting support accordingly, making staff feel valued and promoting peer support and teamwork. • Why Zoe sold her home to another provider committed to maintaining its culture. · The formation of the Outstanding Society, which aims to support the driving up of quality across the whole of England, and how it helps other care providers through sharing their expertise.
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What’s the care sector outlook for 2024? And how can you position yourself for success
04/12/2024
What’s the care sector outlook for 2024? And how can you position yourself for success
This episode of the Care CEO Success Stories podcast features Tom Hartley, managing director of , which represents 85% of the top 20 UK care providers in their efforts to grow their business through market and data analysis. On the episode we discuss the outlook for care providers in 2024 - with some operators trading well while others are struggling with squeezed margins and the key factors behind this polarisation being exposure to self-pay residents, staff recruitment success, and location. Tom outlines how his analysis shows occupancy should stabilise in 2024 but a change in government and regulations could pose unique challenges for the sector. Tom also explains a number of growth avenues for care providers including NHS partnerships, machine learning and artificial intelligence and how best you can harness these opportunities. Throughout the episode Tom shares his expertise and leading analysis on how you can position your care provider for success in a changing sector including: • How Tom sees a “polarisation” in the sector with some operators thriving and others struggling. • The key reasons behind this split in the market and how they will affect different providers. • How trading conditions “will continue to be very difficult” but could be “very rewarding” for those in the right part of the market with exposure to private paying clients. • The impact on fee rates and how Tom expects these to stabilise. • The impact of new regulation frameworks and a possible change in government. • Whether social care should be seen as a priority for an incumbent government and the impact of revisiting care funding reforms. • The importance of “exploring closer links with the NHS” and how Tom would advise all providers to explore this avenue. • Tom shares how “half of care providers are still operating with pen and paper systems” and how digitalising systems can offer avenues for both efficiency and growth. • The lasting impacts of COVID and how care homes can use digital care planning going forward. • The benefits for care providers of utilising data and how this has been something the care sector has “not fully embraced”. • Being efficient with how your staff’s time is best used and getting the maximum benefit for resident care and the operational side of the business. • The potential opportunities for a three-star care offering that isn’t defined as luxury in a world of rising development and building costs. • The opportunities presented by AI and how these could be harnessed for the benefit of your care provider
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How to run a successful care group AND a charity…
04/12/2024
How to run a successful care group AND a charity…
In this episode of the Care CEO Success Stories podcast, Adam James talks with Shaleeza Hasham, Director of and CEO/Founder of the charity. Shaleeza shares her inspiring journey, detailing the origin of her family's care business and the creation of which combats loneliness by connecting volunteers with older adults. In the episode Shaleeza: Recounts her family's immigrant journey to the UK, highlighting how her parents, refugees in the late '70s, established a care business, CHD Living, driven by a desire to give back to the community. This led to the conversion of a training centre into a 15-bed nursing home. Explains how growing up in the nursing home “instilled values of patience and respect” for older people. After pursuing education and work outside the care sector, Shaleeza returned to social care due to her passion for it. Describes jow “Adopt a Grandparent” initially started as a local initiative in 2019, inviting young people to spend meaningful time with those in care. The concept gained traction, especially during the COVID-19 lockdown prompted a shift to virtual interactions, resulting in a “remarkable” response of over 40,000 volunteers. Driven by the alarming statistic that 23% of older people face premature death due to loneliness, the charity garnered international attention. Over 100,000 volunteers worldwide have registered, emphasising the “widespread impact and the diverse motivations” of participants, ranging from those without grandparents to individuals seeking to combat their own loneliness. Discusses the challenges faced in managing and expanding the program, emphasising the need for care providers to “commit to safeguarding participants,” and how a mandatory training program for volunteers ensures “effective communication” with people living with dementia and an understanding of adult safeguarding. Acknowledges that as CEO of CHD Living - a multi-site care operator – there is a difficulty in dividing her time. While her business projects take priority, her passion for Adopt A Grandparent “drives her to balance the demands of both roles.” Explains how the charity's vision involves “growing its impact, developing technology for faster volunteer pairing, and establishing a champion role for each care group or region.,” and that the use of AI in pairing, akin to a dating app, aims to streamline the process. Describes, future aspirations for Adopt A Grandparent, include providing bursaries for vulnerable individuals and unpaid carers. Shares her insights into grant writing, highlighting the importance of learning and seeking advice in the charity sector. Care providers and potential sponsors can visit the charity's website, adoptagrandparent.org.uk, to find information, and get in touch.
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Studying the CQC Can Get You An Outstanding Care Home
04/12/2024
Studying the CQC Can Get You An Outstanding Care Home
This episode of the Care CEO Success Stories podcast features Issac Theophilos, owner of care consultancy Outstanding Care Homes having himself run an “outstanding” care home. Issac shares how care home managers can achieve an outstanding CQC rating through leadership and culture, a coherent vision for improvement, studying CQC criteria and staff empowerment. Issac discusses what practical steps you can take to implement a winning culture at your care provider and the importance of continual learning in achieving that outstanding rating. In this episode Isaac shares his wealth of experience and his tips for success including: • How achieving “outstanding” starts with the directors having a vision for continuous improvement. • Managers must develop their CQC knowledge beyond the level 5 diploma and “speak the same language as the inspectors.” • Managers should study CQC regulations and rating characteristics in depth as well as preparing evidence. • How a care provider’s real culture shows when managers are away. “That's when the most successful care homes start running,” says Issac. • “Attitude and emotional intelligence matter more than experience,” so offer progression rather than small pay rises. • How outstanding homes also have areas to improve and identifying examples in each CQC domain that go "above and beyond”. • “Productivity helps managers avoid distraction," and how a work/life balance and structured prioritisation enables you to support residents and staff. • How regulations frequently change so managers should dedicate time for their own development. • Ensuring you “prioritise frontline leadership training and identify any gaps in CQC standards.”
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Why care home design is essential, including for people with dementia
04/12/2024
Why care home design is essential, including for people with dementia
In this episode of the Care CEO Success Stories podcast, Ameet Kotecha, founder of , discusses how care home design is vital for quality care provision. Ameet shares insights into his 20 years of experience in designing, developing, and operating care homes. He emphasises the importance of good design in enhancing residents' lives, especially those living with dementia. Ameet discusses design elements such as signs, lighting, colour palettes, and outdoor spaces, highlighting their impact on residents' well-being. He also touches upon the differences in design between residential and dementia care areas, stressing the importance of staff training to meet residents' specific needs. Furthermore, Ameet emphasises the role of ethos and values in care home design, advocating for a warm, loving environment where trust and transparency are vital. On the episode Ameet: • Explains why good design is essential for person-centred care. • How to design for people with memory issues, when around 70% of care home residents live with dementia or memory loss. • Talks through the importance of meaningful outdoor which “add significantly to the quality of residents' lives.” • Reveals the importance of good wayfinding signage. • Explains the differences in design for dementia vs. residential areas with attention paid to functionality as well as being “visually stunning.” • Explains the importance of internal colours and how these should be calming which makes a home feel relaxed, not “like an institution.” • Explains how, “It’s about trying to make care home spaces as homely as possible while meeting the needs of individuals.” • The importance of focusing on “creating a community, not just a care home,” with “a proper, authentic, person-centred care philosophy.”
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How We Build And Design Care Homes With Optimum Experiences For Residents And Staff
11/02/2023
How We Build And Design Care Homes With Optimum Experiences For Residents And Staff
This episode of the Care CEO Success Stories podcast discusses how care providers can design homes that are optimised for both residents and staff. My guest is Avnish Goyal, chair of , which was founded 27 years ago and operates 20 homes across England. Avnish is also CEO of Savista Developments and Santhem Residences, a retirement living venture in Sheffield. Committed to delivering outstanding relationship-centred care in luxury care homes, Avnish is also at various stages of planning for sites in Brentwood, Ingatestone, Billericay, and Bromley with more high-quality sites of one to three acres being sought. In this episode Avnish discusses his own journey from accountant to the care sector, and also shares secrets to how you can build your own care provider through making a positive difference to residents with innovative designs and high-quality facilities as well as a commitment to staff development through training and strong processes, including: • The importance of building a quality team, implementing strong systems and processes, and providing the right equipment for delivering great care. • The recruitment process at Hallmark Care Homes being values-based, and how they offer a strong induction to ensure staff are well-prepared. • How the company has introduced a real living wage for all its care homes. • How Avnish addressed retention and recruitment difficulties by supporting staff with a cost of living crisis support fund and bonuses during COVID. • The importance of placing a strong emphasis on training and development, including dementia programs and leadership training. • How the company organises empowerment days to connect team members with the ownership and reinforce family values. • Avnish also shares insights into building new care homes with innovative designs, spacious rooms, and en-suite facilities. • The way they have focused on creating dementia communities that don't feel institutional and are visually appealing. • How food quality and presentation are essential for resident satisfaction, and they hire trained chefs. • Avnish also highlights the Championing Social Care initiative, which aims to celebrate and enhance social care and raise funds for charity.
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How I Launched The Fastest Growing Specialist Care Start-Up
10/05/2023
How I Launched The Fastest Growing Specialist Care Start-Up
This episode of the Care CEO Success Stories podcast features Johann van Zyl, CEO of , the UK’s fastest growing specialist care start-up. Johann’s passion for healthcare and deep love for working with and leading people led Johann to discovering his calling in the sector. Cornerstone Healthcare operates three specialist nursing homes in the south of England, with two more due to open in the south west in early 2024. Under Johann's leadership, the company has received numerous awards, including the prestigious Health Investor ‘Complex Care Provider of the Year’ in 2020 and 2021 and ‘Specialist Care Provider of the Year in 2023’, and has become a leading operator in the specialist care sector. Despite much of the company’s operation being during the COVID-19 pandemic, Cornerstone Healthcare is the UK’s fastest growing specialist care start-up, having increased turnover by 91.6% from £12m in 2018 to £23m in 2023. In this episode Johann examines his approach to business, his particular perspective, the importance of staff retention, creating an environment where employees feel safe and supported as well as offering hybrid hospitals to bridge the gap between hospitals and care homes including: • How Johann started in mining exploration, but found his passion in healthcare • The secrets behind launching a fast-growth specialist care provider. • The importance of having a well-formulated idea, a strong business partner and an investor or equity backing. • Why ensuring staff feel safe and supported is key to retention, alongside comprehensive training and aiming to be one of the top employers. • How Cornerstone Healthcare prioritises the well-being of its staff, maintaining a low staff turnover rate, and a high level of staff satisfaction. • How success is attributed to a unique focus on providing specialised care for people with challenging behaviours associated with progressive neurological conditions and mental health issues. • Plans to achieve significant growth through a combination of mergers and acquisitions, purchasing existing facilities, and developing new purpose-built homes. • How ensuring competitive pay rates has contributed to the company's success in retaining high-quality staff. • The impact of a niche focus on their substantial growth, maintaining an impressive occupancy rate and ensuring a strong presence in the sector. • How Johann’s dedication to the well-being of both the residents and the staff has been a driving force behind the company's rapid growth and success.
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Why I As A Care CEO Believe In Showing Vulnerability
08/07/2023
Why I As A Care CEO Believe In Showing Vulnerability
This episode of the Care CEO Success Stories podcast features Samantha Crawley, CEO of , a provider focused on creating care homes that provide exceptional living and working environments. Samantha is dedicated to building a culture of excellence and ensuring that care homes become places people are proud to be a part of. With over 25 years of experience in the care sector, Samantha has been a strong advocate for vulnerability in leadership, believing that leaders should “stay real” and admit when they don't have all the answers. Samantha emphasises the importance of building a network of trusted individuals who can provide valuable expertise and support and highlights the significance of succession planning and developing future leaders within the organisation. In this episode, Samantha shares her thoughts on leadership, including: • Emphasising the value of “staying real” and admitting to feelings of imposter syndrome. • How building a team of trusted individuals who excel in areas where the leader may lack expertise is crucial. • Succession planning and how empowering team members to give opinions and share ideas is key to developing future leaders. • Why Samantha believes vulnerability and honesty about challenges can foster growth and inspire confidence in team members. • Why leaders should focus on leaving people feeling inspired, energised, and wanting to work with them. • Why holding oneself accountable for interactions and learning from mistakes is essential for growth. • Vulnerability in leadership does not equate to weakness; it is a sign of strength. • How different leadership styles can be learned and adapted depending on the situation and individuals being led. • Why seeking knowledge and understanding from leadership books, such as those by Simon Sinek and Brené Brown, can enhance leadership skills.
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