N E W S L E T T E R I S S U E 3 .

IN THIS ISSUE

Corporate News

Welcome to AmbitoAn exciting addition to the group!

The FutureIntroducing Paul Lawes, CFO

Welcome to colleaguesFrom Clearwater Care

What Constitutes Good Care?

From the Homes

A-Z of Salutem Homes Ashlea House

BullpointRefurbishments

Christmas Montage

Christmas CardCompetition

FairholmeCQC Report

GlorifiedButt Wiper

GrizedaleHappy Birthday

Halloween Fun

Orchard HouseTestimonials

Q&A with Anne Bell

Ridgemont &GrizedaleCQC Report

RidgemontL’s Story

RidgemontLost Sock Rack

NorthleighRobin’s Story

Sedgley RoadDignity Tree

The KnollArtistic Flair

What Constitutes Good Care?

We asked our 3 main executives whose job it is to lead the delivery of care within the Pathways

Group a simple, but loaded question – “what constitutes good care?”

The article below is the result of a 3 way conversation (via Skype, as it was nigh on impossible to have all 3 of

these very busy people all together in one location at the same time!)

KD Good care and support can mean different things to different people, what underpins good care and support is

meeting the needs of each individual in the most appropriate manner for them, in the correct care and support setting.

GL I believe that the essence of ‘What is Good Care?’, lies in how we think about what it is that we do. Often there is such tension

between meeting the regulations and achieving the paperwork to show that what we do is what we said we would do. Tasks that

take us away from people or working with organisations, so that they have evidence that we are doing what has been agreed and maintaining environments that we would want to live in.

KD In my opinion good care is supported by having effective services, these are underpinned by having effective systems, processes and good leadership within our services by all staff involved with the service users. In order for the systems and processes to work, and to ensure effective use of the resources available, consistent ways of working and effective reviewing of these must be practiced throughout the services and the organisation as a whole.

LD However, the bottom line is that good care is about the person, the people we support, the life that they want to live and the choices we can make happen. Importantly this is about our

shared values, our shared beliefs and the personal relationships we make. It is about trust and confidence, so that we achieve

the very best for everybody we support - every time. When we do this then others want to be part of what we do.

KD To effect good care across the board, staff will need different training depending on the person’s individual needs e.g. epilepsy, communication needs or autism.

However, all staff supporting people who live within our services should be trained in person centred thinking and Positive Behaviour Support (PBS).

This can be supported with individual training plans that will support the...

Kathy Davies (KD) Operations Director,

Clearwater Care.

Lisa Deane (LD) Chief Operating Officer.

Gary Laville (GL) - Director of Quality, Governance

and Compliance.

2 I S S U E 3 .

...service user group, for example autism training or physical intervention training.

Staff who are supporting the person need to understand how the person’s behaviour changes when they are ill or in pain, as the person may not be able to tell people this using words. It is important that staff listen to families and others who know the person well, in order to understand the person’s needs, for me good care is communicating effectively with the service users and all other stakeholders’ involved in their care and support.

GL So what does good care look like? I’ve put together a list of 5 attributes of a good care home.

GL1. Values must be held at the topThe culture is crucial. The views of the Chief Executive, expressed privately behind their office door, must reflect the fundamentals of integrity, honesty, mutual respect and humanity in relation to the management of the business.

GL2. Qualities of the service managerManagers need to:

• Be confident, empathetic, energetic, capable and kind;

• Lead bravely and understand their own accountability and their staff’s

• Know when to ask for help, and be fully supported; practically and emotionally.

GL3. Staff must be supportedStaff in a good care home are at its heart, and model its values. They must be respected, supported, well treated and valued. Their emotional, as well as employment needs, should be recognised and understood.

KD Effective planning for both the individuals supported, (through person centred planning and reviews) and the development of staff’s skills and knowledge, (through coaching and training) needs to be focused on, continuing to improve the quality of life and quality of support provided to all service users within our care.

GL4.Clarity of purposeGood care homes manage risk, regulation and paperwork in an adult way and focus on relationships and people. They never allow the ‘system’ and ‘bureaucracy’ to become their main purpose.

GL5.A community of peopleGood care homes try not to refer to ‘the residents’ as there is no such group. There is no such thing as a ‘good 10-bed care home’. There are, however, places where 10 individuals live well together and share some communal space, time and company.

LD I reckon that I can add 5 more to that Gary!

LD1. A home is ‘lived in’The environment is clean, tidy and well-designed but any tendency to look, and feel like, a clinic is resisted. It has to be obvious that individuals have control over their own space.

KD Good care also means that there is engagement in meaningful activities and relationships for the service users within our care. Having meaningful activities is likely to lead to opportunities to experience new things, to make choices and have control over your life. It fosters personal development, supports social interaction and inclusion, ultimately leading to improvements in physical and emotional well-being. This is something that should be a focus in our care services.

LD2. EngagementGood care homes are engaged with their community. The local community takes responsibility too and encourages, cherishes and supports.

LD3. Working with the health communityGood care homes have good relationships with the local health community – social workers, GPs, district nurses, hospital, consultants. They have respect for each other and work together to find solutions with the person at the centre.

LD4. Working with relativesRelatives are confident in the values of the home. They are able to challenge when needed and to thank. They can let the staff do their job with confidence. They understand that staff are people too and have their own relationships with the people who live there.

LD5.Regulatory supportCommissioners and regulators trust the care home and engage in an appreciative way, supporting it as a valued part of the ‘whole’ system. They share their knowledge, experiences and good ideas. They challenge and hold to account but they don’t place bureaucratic and ineffectual burdens on them.

I S S U E 3 . 3

Halloween Fun!A lot of our homes really pushed the boat out decorating for Halloween.

Here is a selection of some of the best spooky photos from Fairkytes, Sedgley Road, Kazdin and Cherry Trees.

The FutureINTRODUCING PAUL LAWES, CFO

I’m the Chief Financial Officer for the Pathways Care Group. I’m relatively new to Pathways having joined the business in November 2017. I lead the Finance Team based in our Windsor office. My main focus is ensuring that we perform well financially as we grow our range and scope of services across

the country. In this way we can demonstrate that we are the best care provider for our Local Authority partners to work with.

We have a team of 5 in Windsor with Accounts Payable, Accounts Receivable, Group Reporting and Payroll functions. We also have local teams for Clearwater in Epping and Modus Care down in Newton Abbott.

This is my first role in the care sector having spent most of my early career in the leisure and aviation sectors. I worked for 10 years with the Virgin Group working in tax, finance and corporate development. This included launching new businesses for Virgin so I spent time in South Africa with the launch of Virgin Money and in India developing the financial plan to launch Virgin Mobile India. At the time India was adding 7 million subscribers a month to its mobile phone market. It was very fast moving! I also worked with Brawn GP and Honda to broker the launch of Virgin Racing into Formula 1.

Most recently I was CFO at Trenchard Aviation Group which is a fast growing aircraft maintenance business. Trenchard looks after all the cabin interiors for Virgin Atlantic and British Airways. Aviation is a highly regulated business where safety, security and quality control are at the top of everyone’s agenda. This is the same in the care sector where we strive to provide the best quality of care to our customers.

Before Trenchard Aviation I was CFO at No1 Lounges, the award winning airport lounge, travel spa and pod hotel business. We catered for more than 100,000 passengers a month at Heathrow and Gatwick and a number of other UK airports. I know everything there is to know about preparing thousands of bacon rolls each day!

Charity Collection AIR AMBULANCE

L’s story, by Di, Manager at R House and by L – in his own words.

As told by Di. “May I share with you a moment that I had with one of our young people. I was taking a member of staff from R House to The H House when I saw the Air Ambulance grounded and close to where we were. I stopped the car and phoned up R House to inform the staff so they could support the young people to come and see this for themselves. Kyriakos brought down S and L. Instantly they were excited to see the helicopter so close. I took pictures. L however wanted to introduce himself to the pilot. With support from the staff L went over to the air ambulance and spoke to the pilot. The pilot was very accommodating and gave L his time and allowed L to sit in the back and wear the pilot helmet for a while. L told the pilot his story of when his life was saved by the air ambulance when he was five. The Area Manager was shouting out she had work to do but I think secretly she was loving it. While L was talking to the pilot he had an instruction to move the helicopter to the other side of the road. The helicopter took off. L, S, Kyri and I all ran after the helicopter. L was quick and we lost sight of him. By the time we saw L again he was with the patient and was consoling the Mum of the injured girl. The girl had been thrown off her horse. L was

saying all the right things and was sincere with his support. The Area Manager was now wind swept, out of breath and no nearer getting any work done. L however was caught in the moment and needed to express his true appreciation of this service that once again had responded to someone in need of emergency medical attention. L was not in the way and didn’t make the moment his. He truly was compassionate, caring and concerned throughout the incident. I have no idea how long we were at the beach chasing helicopters that day. We returned to R House and L then amazed us all. Although we were desperate at this point for a hot drink, L had beaten us to it. He had made teas, coffees and juices. Great you may think. They were lined up with a price ticket next to them all of how much this would cost. He sold everyone their drinks and then made cakes. I believe the next day he sold a cake and drink to Anthony Miller (Pathways Business Development Manager) for the grand sum of £10.00. L did this in aid of Air Ambulance and this week he went and took the money to the Post Office and sent this to his cause. What a delight it is to work with our future. There’s a surprise around the corner most days and the young people that we support never fail to inspire me and the team at R House.”

Charity Collection: Air Ambulance

By L. “When I was five, I got hit by two vehicles. I had suffered a life and death head injury. Because of the Essex Herts Air Ambulance responding so fast they got me to Addenbrookes Hospital. I was on life support and in a coma for eight days until I woke up. Thanks to Air Ambulance, my life was saved. If it wasn’t for them I would have died, so with my life debt to them, I decided to do a coffee and cake morning to raise money. My goal was £30 and I achieved it. I’m proud I can give something back to them even if it’s only something small, my heart feels better. I’m now 13 years old. I can, read, write, and will have a good future. On the coffee morning I made cupcakes, brownies, cookies, tea, coffee, hot chocolate and milkshakes. I’m proud of myself and so should Essex Herts Air Ambulance. Once again, thanks to them for saving my life.”

4 I S S U E 4 .

Ridgemont LOST SOCK RACKDuring the Board’s visits to all our Homes in December, to wish everyone a very Happy Christmas, Paul Lawes (Chief Financial Officer) came across this at Ridgemont, which tickled him somewhat!

“I don’t know about you, but when all my 5 children were living at home,

we could have done with this!” Alison Godden, Head of Content.

I S S U E 4 . 5

Showcasing yourartistic flair and interior

design skills!Following a recent visit to the Knoll, Paul Lawes

(CFO) sent me some pictures of Christine Cross’

interior design efforts.

The rooms look wonderful – very stylish.Congratulations Christine!

Glorified Butt WiperI would like to share an article that recently popped up on Facebook.

It speaks for itself – taken from Care Assistant UK

Nov 28th 2015 #proud care assistant.

“I remember telling someone that I was a Care

assistant. “Oh”, they said, “so you’re a glorified butt

wiper.” “No,” I said, “I’m the one who holds your family

members hand when they’re scared, I’m usually the

first person they see in the morning and the last

they see at night. I’m the one who hugs them and

reassures them that everything is going to be alright.

So glorified butt wiper I’m not” #proudcareassistant.

Orchard House TESTIMONIALS

“I can’t rate them high enough. They really are second to none”

(Bedford Borough Social Worker)

At Orchard House we pride ourselves on offering individualised support for the young people in our care. We do this by going the extra mile to ensure our young people build solid foundations that will help them lead a fulfilling life beyond our care and into adulthood.

“I get a feel here that I just don’t get in other residential places, they are just outstanding”

(Bedford Borough Social Worker)

“The staff really appear to care about the welfare of their residents”

(London Borough of Redbridge Social worker)Each young person will feel loved, safe and continually supported throughout their time at the home.

“This is not like any residential home it is like a family”

(Bedford Borough Social Worker)

room 1

Room 2

6 I S S U E 3 .

Christmas Card Competition 2017Congratulations to all those who entered our

design the Pathways Christmas Card competition.

We had a great response and some truly fabulous

designs. We will definitely be running the

competition again this year.

Our winner was LJ, from Bullpoint with her

Reindeer made from a print of her own foot.

2nd and 3rd places went to Maisie and Sophie.

Christmas Montage AROUND OUR HOMES

Many thanks to all who sent in photos of the

Christmas festivities. It looks like a fun time was

had by one and all!

I S S U E 3 . 7

WELCOME TO OUR NEW COLLEAGUES AT PATHWAYS

CARE GROUP!

Clearwater Care became part of Salutem HealthCare

in November 2017 and operates under the Pathways

Care provision. The previous management of

Clearwater Care had led the service from 2009

with Kathy Davies as the Director of Operations

– Kathy continues this role now across the wider

Pathways Care portfolio.

Under Kathy’s direction Clearwater Care developed

a reputation of providing high quality care and

support to individuals who have a diagnosis of a

learning disability and people with autistic spectrum

disorder, individuals may also have complex physical

and mental health needs.

The services managed by Clearwater Care range

from small residential care homes to larger sites

with multiple accommodation such as the Greenfield

Residential Care services which supports 30

individuals on a large 3 acre site in six separate units.

A focus for development in Clearwater Care over the

last five years has been to develop new supported

living schemes. These are overseen by Annette

Bennett and her team and operate in South and East

London, Peterborough and Northants. Our recent

CQC inspections of supported living services in

July 2017 rated the services as ‘Good’- highlighting

a ‘culture of respecting people as individuals,

promoting independence and empowering people

to make their own choices’.

Training has been seen as key to maintaining the

excellent reputation that Clearwater Care has with

health and social care professionals, service users

and their relatives. In the last year all registered

managers, their deputies or team leaders and the

senior management team have completed a five day

certificated training course in Positive Behaviour

Support. This training is then cascaded down to

front line staff through staff meetings, supervision

and bespoke training sessions focussing on individual

service user needs. Lola Richards, the Regional Support

Manager at Clearwater Care also takes the lead in

monitoring the training requirements of the work force.

Individual service managers have taken a pride in

ensuring that any voids in their home are taken up by

new service users who are compatible with the people

already living in that home. Managers have been

supported in completing detailed assessments by

myself - and I oversee referrals into Clearwater Care.

The home managers have consistently achieved 93%

occupancy for some years.

The philosophy promoted across all Clearwater

Care services has been to offer a personal, caring

and supportive service to individuals who choose to

live within our homes.

As a management team we value the opportunity

to meet monthly to share experiences and lessons

learned from each of our services. The close relationship

between senior managers and service managers helped

to inspire the delivery of excellent service to vulnerable

people and empower those people to make choices

and take control in their lives. This is an achievement

that everyone in Clearwater Care looks forward to

continuing under the banner of Pathways Care.

Andrew Lillington, Group Operations Manager, Residential Services.

8 I S S U E 3 .

Dignity Tree SEDGLEY ROAD

Sarah, Manager at Sedgley Road, sent over these photos of their recent project, a Dignity Tree.

Sarah said “We have worked over a period of around 5 weeks to design and draw, then paint and wait while the service users have adapted to the change of environment - which can take a while due to their Autism.”

Q & A with Anne Bell

BACKGROUND: I went to school in Seaham and started in Nursing in 1974 doing specialist training in Orthopaedics first which I loved. I did my general training and then left when I started my family in 1979. I started working in care homes in 1984 and have worked in the care home sector ever since. I became Manager at The Highlands in 1997 and have loved being a manager for those 21 years.

Q. Cook it yourself or takeaway?A. Both – I love home cooked food, but really enjoy an occasional takeaway.

Q. Green juice or builder’s tea?A. Tea (Typhoo of course) but I do like green tea with mangoand passionfruit.

Q. Prue Leith orMary Berry?A. Mary Berry but Prue is not doing too badly.Q. Steak and Kidney pie or sushi?A. Gosh, steak and kidney pie all the way.

Q. Blue Planet or Peaky Blinders?A. Blue Planet – great in 3D.Q. Donald Trump or Theresa May?A. Theresa May – you probably couldn’t print what I’d say about Donald Trump.

Q. Gym or exercise class?A. Haven’t been for a while but in recent years been doing more gym..

Q. Cat or dog?A. Dog.

Q. Athletics or Formula One?A. Athletics – really enjoy the Olympics.

Q. Batman or Bart Simpson?A. Oooh the Caped Crusader of course – wins with me every time.

Three mandatory questions!.

Q. Marmite, love or hate?A. Hate it - yuk!!

Q. I couldn’t get through the week without...A. Cuddles and seeing the family.

Q. I never leave the house without...A. Money or credit card – you never know when the opportunity for a bit of retail therapy may come up.

Robin’s Story NORTHLEIGH

Robin is the second oldest living person in the world with Down’s Syndrome. He celebrated his 76th birthday in October 2017. This special birthday was of local interest and was featured in the Northants Telegraph. They said “A Kettering man who is believed to be the second oldest person with Down’s Syndrome has reached another milestone. Robin Smith celebrated his 76th birthday on Monday (October 9) with a tea party at Northleigh residential home in Rockingham Road, where he lives.” They went on to say in the article “Robin is believed to be the second oldest person with Down’s Syndrome in the world. The oldest, Kenny Cridge from near Yeovil in Somerset, turned 77 in February. The world’s oldest man with Down’s Syndrome was Bert Holbrook from Minnesota in America, who was 83 when he died in 2012. In the 1940’s when Robin was born the life expectancy for people with Down’s Syndrome was just 12. Now, many live into their 60’s.”

I S S U E 3 . 9

We would like to wish Ronnie at Grizedale a very happy 70th Birthday!He celebrated at Grizedale with a party on his birthday – January 12th.

Bullpoint RefurbishmentsRefurbishment is ever apace, and this Autumn, Bullpoint,

(a Modus home in Devon) had a major refurbishment.

The finished results are stunning and Manager Vic Ward

is very happy with it all! She said “Honestly, the place is unrecognisable and I am so proud to show visitors around.

It has really lifted both the service users and staff morale and we are currently making lots of plans for future events!”

Shout Outs & Celebrations

HAPPY BIRTHDAY

10 I S S U E 3 .

Congratulations TO THE TEAM AT FAIRHOLMEManager Nicola explains

“When Stacey and I came to Fairholme it was under special measures and had a CQC report of inadequate. As of a couple of weeks ago we have managed to get it to a ‘Good’, with all the hard work from the staff and the fantastic willingness from the residents.”

GrizedaleRidgemont House

Success RIDGEMONT AND GRIZEDALE

Congratulations to 2 of our homes who recently achieved “outstanding” in their latest inspections!

Ridgemont and Grizedale both achieved “outstanding” in their recent inspections – this is no mean feat and

is what we all strive to achieve.

Both homes were visited recently by members of the Senior Executive Team to offer their congratulations

for a stupendous effort and result. John Godden and Ian Morley from Salutem visited Ridgemont.

They chatted with staff and gifted each team member a token of their appreciation.

Lisa Deane (our COO) visited Grizedale, met with

the team and handed out tokens of gratitude for

all the hard work that goes into making an

inspection “outstanding”.

I S S U E 3 . 11

Ashlea House is a two story detached property on a large plot with front and rear gardens. The home supports 13 individuals who have access to a wide range of community based social, educational and leisure activities.

Service users are referred by the local community learning disability teams or health professionals and may have a range of health related needs as well as a learning disability. Our staff team led by Lorraine Walker have built up an exceptional relationship with the local clinical teams with the home supporting individuals who have a high level of need in personal and emotional care. The team have successfully supported a number of individuals to develop their skills for independence to the point that they have been able to move from residential care to supported living and semi-independent care.

The staff are proud to offer a highly professional, person centred service for adults with learning disabilities who may also have mental health needs, associated physical disabilities, autistic spectrum disorder and sensory impairment, in a non-institutional atmosphere which meets the needs and wishes of the people who choose to live here.

Our aim is to empower people to have choice and control over their lives and be fully included in all aspects of decision making.

By respecting needs and wishes, acknowledging disability, celebrating equality and diversity, we are able to offer service users the ability to achieve their dreams, aspirations and goals which embraces the importance of individual lifestyle, interest and ability- their right to take risks to enable people to broaden their experiences, knowledge, skill and inclusion which will promote independence and enable each individual to lead a fulfilled life.

Service users have the opportunity to take an annual holiday and recent holidays have included stays in Skegness and Scotland.

Family and friends are welcome to visit the home at any time, as long as the individual service users are happy to see them.

Individual health needs are met through the local G.P. services and service users are supported to access any Health Service they require.

Service users have a person centred care plan which is reviewed on a monthly basis by their key worker and every six months by all those involved with the person – we encourage care managers to attend annual reviews when they are able to do so. If any change is identified with individuals the care plan will be amended to suit the need and wishes of the individual.

The A-Z of Salutem Homes WELCOME TO ASHLEA HOUSE

Ashlea House is conveniently situated near to the centre of Alfreton, a market town in Derbyshire. The home has excellent transport links being only a few miles from the M1.

12 Salutem Healthcare Limited. Minton Place, Victoria Street, Windsor, SL4 1EG • 01753 255 777

Andrew Shelton-Murray,Ambito Care & Education.

AN EXCITING ADDITION TO THE GROUPI am writing this article to introduce myself and to give you more information about Ambito and our progress towards completing the acquisition of the 51 educational, residential and day services currently provided by Scope.

From my own personal perspective, I have worked in health and social care since my 16th birthday, which is now quite a long time ago! I originally underwent Nurse training and then later qualified as a Social Worker. I initially worked for Local Authorities and the NHS for 15 years before joining the independent sector as it was less bureaucratic and things happened a lot more quickly, which suited my nature of embracing change. This brings me nicely to why I wanted to work with Salutem.

After so long in the sector, I now want roles that are different and which challenge me personally. My previous role was as the CEO of Danshell Healthcare, which took Castlebeck out of administration, and over the three years of my tenure, we ensured all of its services were rated as GOOD. We also reversed its significant

decline in occupancy. This was a real achievement after the Panorama programme which had consequences for everyone and resulted in the Transforming Care Programme. It was a huge challenge, but it felt like myself and the team made a real difference to the lives of everyone involved.

Scope is a registered charity that exists to make this country a place where disabled people have the same opportunities as everyone else, using a social model of disability. Scope provides specialist care services for young people and adults with physical and sensory impairments, communication difficulties, moderate to severe learning impairments and/or Autistic Spectrum Disorder. Many have cerebral palsy or allied conditions. These services are provided via Education, Residential, Supported Living and Day Care settings located right across England and Wales for around 550 people at 51 locations, delivering levels of care designed to maximize people’s potential and independence.

After Scope made their decision to divest their regulated and day services early in 2017 there followed an intensive process following which Salutem were selected as their preferred partner from approximately 51 others. This was because it was felt Salutem shared many of the same values and philosophies and everyone could recognise the synergies that could be optimised by being part of the wider Salutem family. We hope to complete the acquisition by the end of March once we have become registered for all their services with the various regulators.

It is going to be a time of real change for customers, families and staff and there will be a lot of anxiety about changing from a charity to a profit making organisation but having worked for both, we need to work together to dispel the belief that this means the care isn’t going to be as good, or that we only care about making a profit. Actually, we can deliver better quality as it comes down to the people involved and being part of a more commercially minded organisation that can ensure that each individual service is delivering the best for its customers, and also that it is financially stable and secure for the future. Myself and the Salutem Board are carrying out Roadshows across all the Scope services during January and February to reassure all stakeholders about our commitment to their services and to them being a success going forward.

The Scope name will be replaced by ‘Ambito’ which roughly means Scope in Spanish. We will be retaining all the names for the services that don’t have Scope in the title, and where they do have Scope in their title we will replace this with Ambito.

The strategy is for Ambito to be part of the Salutem family of Companies, furthering the plan of building a leading provider of care and support for both children and adults with disabilities and complex needs. The acquisition of the Scope education services is an opportunity to enter this sector and we are excited by the prospect of expanding that part of the portfolio. The education services will have its own leadership team and Board and will be branded as Ambito Education.

Although Ambito will be run separately from the rest of the business, with its own management team, there will be shared central services in relation to HR and Estates Management and it’s intended that we all work closely together to ensure there are care pathways developed across all services and to also share the talent within our joint workforces.

If you have any questions about Ambito or the Scope services please contact us at enquiries@ambitocare.co.uk or via the enquiry line on 01753 255888.

Kind regards and I really look forward to our working together.