Careport was established in 2009 to provide operational and financial support to social care and healthcare operators, professionals, and banks. They have experience advising operators of various sizes, currently operating over 600 care home beds and advising operators with 80-1000 beds and £500,000-£12,000,000 turnovers. Their team has deep knowledge of the social care and healthcare sectors.
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Careport - our management and operational services
1.
2. Who are we?
Careport was established in 2009 to deliver operational and financial support to operators, professionals and banks
requiring advice on business growth, operational management, turnaround or financial advice within the social care and
health care sectors.
Our services are ideal for single or multiple site Social Care and Health Care organisations.
Our team has a deep knowledge and experience of working with Operators, Service Users, Care Staff, Investors, Banks,
Insolvency Practitioners and Local Authorities along with Social Care and Health Care Professionals.
Careport is lead by Christopher Briddon (Partner), John Beastall (Partner) and Philippa Williamson (Partner) who are ably
supported by a comprehensive and experienced team.
3. Who are we?
We currently operate over 600 care home beds on behalf of banks, insolvency practitioners and operators
We currently advise operators between 80 beds and 1000 beds
We have advised on care groups with turnover between £500,000 and £12,000,000.
We put quality of care and operations first and provide unique Corporate Finance advice with this in mind
We have substantial healthcare finance, accounting, property, operational, training and clinical experience between our
management team and support staff
4. Careport Care Advisory Services
Staff & Resources Care
Management Property
Financial
Demographics & Demand
5. Careport Care Advisory Services
Care
•Care Plans
•CQC Compliance
•Local Authority Compliance
•Client Satisfaction
Staff & Resources Care •Stakeholder Involvement & Evidence
Management Property
Financial
Demographics & Demand
6. Careport Care Advisory Services
Staff & Resources Care
Management Property
Financial
Demographics & Demand
7. Careport Care Advisory Services
Staff & Resources Care
Property
•Planning Permissions
•Building Spec
•CQC Compliance
Management Property •Fit for Purpose
•Fit Out Spec
•Cleanliness
•Externals
•Access
•Services
•Market Driven Compliance (Competition)
Financial
Demographics & Demand
8. Careport Care Advisory Services
Staff & Resources Care
Management Property
Financial
Demographics & Demand
9. Careport Care Advisory Services
Staff & Resources Care
Management Property
Financial
Demographics & Demand Demographics & Demand
•Population Analysis
•Demand
•Competition
•Fee Level Expectations and History
10. Careport Care Advisory Services
Staff & Resources Care
Management Property
Financial
Demographics & Demand
11. Careport Care Advisory Services
Staff & Resources Care
Management Property
Financial
•Systems & Control
•Reporting
•Projections & Monitoring
•Cash Flow Financial
•Debt Management & Servicing Demographics & Demand
•Internal Audit
•Invoicing
•Service User Cash Systems
•Petty Cash Systems
•Contracts Clients
•Bank Covenants
•Key Performance Indicators
12. Careport Care Advisory Services
Staff & Resources Care
Management Property
Financial
Demographics & Demand
16. Careport Care Advisory Services
Staff & Resources Care
Management Property
Financial
Demographics & Demand
17. Case Examples - Sheffield
Background Problems Actions
•50 bed 2nd generation purpose built home, broadly compliant •Poor Reputation following publicised court case •Immediate Review of staffing, care procedures and policies
•Set in deprived area of the city •No manager for six months with major revisions across the board.
•Registered for older persons over 65 requiring Nursing Care •Occupancy fallen to 55% •Financial Systems tightened and close monitoring introduced.
•Strong Competition •High staff turnover •Replaced 50% of the workforce in a controlled manner.
•Low staff morale •Introduced strong requirements, induction, training policies and procedures for
•Difficult links with social workers current and future staff training and introduced staff handbook.
•Direct action plans and progress reporting agreed with Social Services who
Outcomes welcomed the new management teams professional approach.
•Held series of open events for local community, CQC, social services, health
•Successful in securing long term “slow” stream rehabilitation contract for 20 beds.
authority and management teams from hospital trusts, including professional and
•This contract remains in place and has successfully provided a feed to long term beds with clients unable to
lay members.
return to their previous level of health.
•Occupancy reached of 95% and then maintained at this average level. •Resident and relatives were consulted throughout the whole of the change of
management process.
•Robust and professional relationship forge for the home with Social Services, CQC and local hospitals.
•Staff turnover cut substantially and now at very low levels.
•Culture within the home is of a caring and professional approach with high levels of satisfaction seen from
staff, service users and relatives of service users.
•Excellent local reputation forged.
•Highly qualified and highly motivated team now left in place.
•Costs controlled and EBITDA returned to 35% of fee income.
18. Case Examples - Bournemouth
Background Problems Actions
•74 bed luxurious home converted AIDS hospice (previously a retreat for •Occupancy below 50%. •Established links with the inspection unit, social services and health authority by
a religious order) set in an affluent area of Bournemouth with extensive •Marketed and run as a hotel rather than a care home. way of telephone conversations, local open days and private meetings.
grounds. •Very high staffing costs. •Offer of reduced rates during initial assessment period of 4 weeks.
•All large single en-suite rooms. •High staff turnover. •Willingness to accept complex cases requiring specialist nursing staff (managed
•Experienced Manager from a not for profit organisation in post for 6 •High agency staff usage. not to disrupt the home).
months. •Staff culture of “money no object”. •Introduced control measures and new financial systems to alleviate over
•Home Administrator in post for 6 months. •Few links with purchasers. spending and wastage.
•Head Chef running a restaurant style dining room with room service •High running costs. •Negotiated with Local Authority for GP to provide twice weekly clinic sessions
also available. •High wastage. within the home for an agreed cost.
•Dual Registered for Residential and Nursing care for the elderly. •Local GP refused to register service users. •Proactive recruitment drive with selective recruitment process in order to protect
quality of the offering of the home but introduce highly qualified and motivated
Outcomes staff and where not possible, fast tracked some staff to NVQ levels 2 and 3.
•Robust induction and training systems introduced.
•Highly qualified and motivated staffing helped retain luxury high end offering of the home while introducing •Culture introduced of that of a high quality care home with additional paid
control and “care” culture. services (room service etc.).
•Occupancy quickly reached 100% within 3 months (capitalising on the closure of two other homes - but at our
fee levels) which has been maintained in excess of 95% ever since (2 years ago).
•Home now caters for many very high dependency nursing clients at any time with an excellent reputation for
high levels of clinical care with appropriate fee levels being awarded to the home.
•Agency fees have been reduced to almost £0.
•EBITDA and cost controls maximised to result in a very profitable business with excellent reputation.
•The home was sold for a substantial price.
19. Case Examples - Doncaster
Background
•63 bed nursing home in deprived area of the city.
•Purpose built with all single en-suite rooms.
Actions
•Links were immediately established with Social Services
•Reasonably good occupancy levels. and individual social workers.
•An immediate meeting was also initiated with CQC local
inspector, registration officer and pharmacist.
•New manager was found for the home and
Problems administrator along with several highly qualified and
motivated nursing staff.
Outcomes
•Embargo lifted by Social Services shortly after arrival of
•6 Safe Guarding cases in 3 months •A Capex requirement was established to meet standards new management team.
•Social Services embargo on new admissions and the budget was closely monitored under strong
•Occupancy started to recover and is now in line with
•Conflict within Management Team controls to efficiently implement requirements to meet historic levels of performance.
•CQC Rating fallen to 1* Adequate from 2* Good with standards . •CQC reinstated good care ratings.
immediate improvement notice regarding drug •Implemented new, stringent control measures regards •Social Services review achieved “Silver” standard.
administration. drug administration. •New Manager and Administrator have much greater
•Poor Social Services report. •Implemented new, stringent system of care planning. control over all aspects of the home with benefits of the
•Dramatic reduction in Occupancy from 100% to 60% •Introduced a robust clinical supervision programme for systems introduced.
within 4 months with a cessation of enquiries. all staff.
•Lack of qualified nursing staff and increasing use of •Conducted internal audits on a weekly unannounced
agency staff. basis to ensure compliance.
•Drug Errors, poor record keeping, non compliance •Produced a 2 Weekly Management Report for CQC,
with CQC physical environment requirements and Social Services and the Owner of the home.
non compliance with infection control standards.
20. Examples of our work
Careport assist national insolvency practitioners by providing management services and financial monitoring for a group of care homes in Administration.
Careport assist a specialist secure mental health operator investigate finance and investment opportunities to grow their business securing a major banking package in support.
Careport assist operator with new 60 bed specialist dementia home with operational support, staff recruitment and care quality management along with financial modelling for
the operators bank.
Careport assist operator to broaden portfolio growth options by introducing three major property investors to provide leases on new care homes.
Careport carries out Independent Business Review on behalf of operators Bank for substantial Learning Disability Business.
Careport carries out Independent Business Review of care group on behalf of Insolvency Practitioner reporting to high street bank.
Careport provides Corporate Finance Advice to major southern based care home operator.
21. Contacts
Philippa Williamson, Care Director
07775 783 562
philippa.williamson@landportgroup.co.uk
Christopher Briddon, Partner
07775 791 407
christopher.briddon@landportgroup.co.uk
John Beastall, Partner
07773 357 976
john.beastall@landportgroup.co.uk
