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Community integration is also
furthered through the homes’ dementia
cafes and a peripatetic Admiral Nurse.
“Most of our existing homes have
been around for years because of the
WRVS legacy,” said Paul.
“They were run by local committees
so they are very much perceived
as part of the local community. We
still have lots of volunteers involved
in all of our homes. We frequently
have volunteers who end up being
members of staff. Because we have
that word of mouth attracting people,
recruitment is not as hard as some
people make out. There are a lot of
people out there who want to know
they are making a difference and are
part of something bigger.”
In the challenging funding climate,
Greensleeves has achieved a sustainable
private and local authority balance.
Private fee payers account for three
quarters of residents with local authority
accounting for the remaining quarter.
When asked for his thoughts on the
future for social care funding, Paul
pointed to the Japanese model that
has successfully taken politics out of
the equation through establishing
an independent insurance system
whereby the over 50s contribute to
their own care costs.
The insurance fund is managed by
apolitical trustees who decide how
much contributions need to change to
meet future needs.
In terms of technology, Paul said
eLearning helped monitor compliance
with training requirements.
The not for profit uses the Caresys
mobile electronic planning system and
has begun trialling acoustic monitoring
in two homes.
“We are going to run both at the same
time and see which works best for us,”
Paul noted.
Greensleeves Care also uses
Tovertafel interactive tables in its
dementia homes and is installing Wifi
in all its properties.
Looking ahead, Paul said GreensleevesCare would continue with its steady
growth strategy fuelled by its solid
financial footing.
As well as one home opening later this
year, the provider has another in 2020
and a further two in 2021. Going forward,
Paul said the Greensleeves Care strategy
was to acquire an operating home each
year along with opening a brand new
home every other year.
“Our strategy is about extending our
charitable impact and helping as many
older people as we can for as long as
market conditions allow us to do that,”
Paul noted.
The chief executive said Greensleeves
Care had no plans to diversify into
retirement or assisted living and would
stick to care homes because that’s what it
knew best and was where its strength lies.
While the challenging operational
climate threatens the future of many
of its competitors, led by Paul’s
prudent management, Greensleeves
Care looks set to continue to go from
strength to strength.