This page contains a Flash digital edition of a book.
If staff, landlords and funders at these care homes each owned an equal share of the business and were represented on the board as various parties are at John Lewis, they would decide how much money to reinvest or pay out in bonuses.


Imagine the effect of involving and empowering every member of staff, from the cleaners to the chief executive; creating an immediate and sustainable upward spiral that would have a positive impact on thousands of vulnerable elderly residents and their families.


All decisions under this new structure would be made in the best interest of residents and their families, staff, as well as the funders and landlords.


Not only would residents, their families and employees see the benefits of a positive change in culture but I am convinced this model makes sound business sense.


Despite the gloomy economic conditions in July this year John Lewis reported a 20% growth on summer sales compared with the same period last year and they boast a staff turnover rate of only 17% compared to the national retail average of 40%.


Consumers buy into good business models, whether they are shopping for clothing and household goods or care for an elderly relative.


In fact, I believe it is more likely to work in the care sector than almost anywhere else as there are few decisions we take as individuals that are more important than finding someone to look after those we love.


Excellent customer service, high staff retention and a happy client experience are vital for building a successful business with a strong brand.


The big question - and the real challenge going forward - is how do we stop this downward spiral that the Southern Cross homes are currently experiencing and start heading in an upward direction?


To achieve this fairly quickly and successfully it would be vital to get all the stakeholders involved in Southern Cross to work together more productively.


These include over 40,000 employees, a couple of trade unions, 80 landlords, several major banks, devolved Scottish, Welsh and Northern Irish governments, local councils, the UK government, the Care Quality Commission in England and the equivalent inspection bodies in Scotland, Wales and Northern Ireland.


The tough economic climate and the very different agendas of the groups involved mean that only an initiative which was led, brokered and funded by central government or regional national governments could create such an outcome if it was to stand any chance of succeeding.


While I believe a partnership model across the care sector would vastly improve standards within the UK industry,


I wonder whether governments have the appetite for such a task.


The chance for this new ownership model to be implemented has probably passed us by. If it has, in years to come I have the feeling we will look back at this opportunity as the ‘one that got away’.


35 entrepreneurcountry


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60