Santerre Health Investors made a big splash in the care home market in December with its acquisition of Caring Homes Healthcare Group, subsequently rebranded as Aria Care. Chief executive Lee Peart talked to Caroline Roberts who sets out her priorities for the newly formed, 50 care home operator

Caroline Roberts, an industry leader with a distinguished 35-year career in care, was appointed chief executive in December. Roberts climbed the ranks from being a dedicated carer to holding senior executive positions in quality, compliance and governance. Having previously worked as group director of care compliance and operations at care home investor Welltower, Roberts seized the opportunity to return to an operational role when Aria Care came calling.

From the outset, Roberts swiftly integrated herself into the organisation with a clear vision: “Residents must be at the centre of everything we do, and every colleague should be empowered to perform their roles effectively, efficiently, and to the best of their abilities,” she says.

The most significant change under her leadership has been cultural transformation, emphasising visibility, transparency, teamwork and leading by example with Aria’s motto, ‘Care from the heart’.

Vision and values
To ensure that teams were kept informed and felt included in the exciting journey ahead, Roberts promptly implemented bi-weekly team manager calls to update everyone on what was happening across the business and to ensure they had chance to share their views, so that they felt part of a growing organisation.

Roberts emphasises Aria’s commitment to being open, honest and transparent, giving everyone a voice and acting upon their input. She highlights her lead by example, hands-on approach, actively spending time with colleagues and residents in the communities to stay close to and connected with daily operations.

Roberts emphasises the organisation has to be team-led, supporting and guiding its direction while relying on the collective efforts of the team. A culture of support and communication was established where managers could reach out to the executive team for assistance or clarification on changes.

“I am not a chief executive who sits in a head office,” Roberts stresses. “I am out and about and like being in the homes. I actively want to know what’s happening.

“The managers have welcomed our approach with open arms,” Roberts adds. “Any new chief executive will want to put a new spin on things and reflect their ethos. I wanted a culture where we can all do anything. If I go into a home and they need additional support in the kitchen, for example, I will happily role my sleeves up and go in and help out.

“The whole exec team is happy and willing to do the same. I want a culture where if a manager is feeling overwhelmed with something, whether that be the change we are implementing or a new system we are putting in, they feel able to pick up the phone to any member of our exec team and say ‘help, what’s going on here?’ And ‘why are you doing this?’ Those are the types of things that we looked to change quickly. We didn’t change the way people care because they do that really well.”

Aria Care held a conference shortly following the transaction to involve its team in defining the group’s vision and values. The feedback was vitally important as it was used to formulate the organisation’s core values.

“Sharing Aria Care’s vision and values was a pivotal moment, as this defines our culture, our ways of working and commitments to our people in our homes and to our team,” Roberts explains.

The launch was held at a summer BBQ and has been well-received. In terms of employment, existing contracts for workers remained unchanged, but incentive packages were reviewed and pay rates were reviewed to reflect some of today’s challenges.

Aria Care is a living wage employer, with some employees earning above the minimum wage in certain areas.

“We quickly reviewed our managers’ pay because we were failing behind in some areas,” Roberts says. “We have also increased our managers’ annual leave from 25 to 27 days because we wanted to say thank you for all their hard work. In addition, with bank holidays and our length of service award, a manager can potentially get up to 40 days annual leave a year.”

“I feel like I have a significant voice in Aria Care, as Caroline actively encourages open communication and values the input of all team members in shaping our future. The latest examples are managers’ enhanced benefits; following the discussion with Caroline they have been reviewed and adjusted with the current market. I went home on Friday and I said to my partner that for the first time I felt listened to and felt really valued by the company and of course by Caroline. It makes me really proud and happy to work for Aria.” Eva Trochim, home manager, Galsworthy House Nursing Home

£18 million refurbishment
Aria Care Group’s diverse portfolio ranges from new builds to some older properties with character that have been converted. Notably, the group’s flagship Home of Compassion overlooks the Thames in picturesque Thames Ditton.

Offering care for up to 2,580 residents, Aria Care communities range in size from 28 to 95 beds, covering a wide geographic footprint from Scotland down to the Southwest and Home Counties, as well as two homes in Jersey.

In March, Aria Care launched an extensive £18 million investment programme to enhance its communities. Currently, 12 communities are nearing completion, with plans to extend the programme to other communities in the coming months.

“This investment aims to create a safe, comfortable and fulfilling environment for residents, aligning with Aria Care’s vision of becoming a leading care provider known for exceptional quality of care, innovative services and compassion,” Roberts says.

The refurbishment programme encompasses interior upgrades, improved accessibility and the creation of inviting personal and communal spaces.

“Furniture has been provided by our preferred partner Shackletons and they are integral to the transformation,” Roberts explains.

The programme is being managed by Richard Smith, director of European Healthcare Santerre, supported by construction professionals, McCleod and Aitken. The refurbishment encompasses communal areas, new lounges, dining rooms, hallways, bistro areas, bedrooms, en suites, colleague areas and furnishings.

“The investment creates the perfect place for the people we care for to feel safe, comfortable and fulfilled during their time with us,” says Roberts.

Quality focus
With Roberts’ previous experience in compliance and governance as both a care operator and inspector, establishing a robust quality foundation was a top priority. This was emphasised by the appointment of former nurse and Care Quality Commission inspector Mark Sims as director of quality and governance, along with the strengthening and restructuring of the quality team.

The organisation has reorganised its regional operations team and reduced the number of regional managers from nine to six. This restructuring created regional directors who will be aligned with a quality business partner in each region to enhance care quality and improve ratings.

“We are proud to have 93% of Aria Care communities currently with Good ratings,” Roberts says.

With a strong foundation established, the next goal is for Aria to achieve its first overall Outstanding rating.

Occupancy
In parallel with its focus on quality, Aria Care is striving to build occupancy against a backdrop of the ongoing impact of the pandemic and Brexit. Although occupancy levels have been affected, the organisation is moving towards its desired levels while ensuring a careful approach to admitting residents and not occupying homes undergoing refurbishment.

“The pandemic had a huge part to play in reducing occupancy which still isn’t where we want it to be,” Roberts acknowledges. “We are moving in the right direction. We are driving towards the occupancy levels we want but we need to do everything carefully. We can’t just open the doors and allow unsafe admissions. We have also made a conscious decision not to admit to all of our homes where we know we are going to refurb them.”

Technology
Technology plays a significant role in Aria Care’s efforts to enhance care quality. The business has completed the implementation of Person Centred Software’s digital care planning system.

“The system allows for detailed monitoring and facilitates informed conversations in the homes, benefiting both residents and colleagues,” Roberts explains. “I will log into Person Centred Software and have a look at anything outstanding or any particular residents with conditions so we can have conversations in the home. We can then explore or validate this and it also allows the regionals to do the same.”

Additionally, Aria Care is collaborating with Trusted Care on customer relationship management and implementing CareHQ as its CRM system.

“We are currently in the early development stages of having a complete management system built for us,” Roberts notes. “This will enable managers to have all of the information they require at the touch of a button and ensure one version of the truth. Streamlining all of our systems and processes is a key focus to enable us to have one centralised source of information.”

A notable addition to technology initiatives is the inclusion of CCTV in new builds, emphasising the importance of choice and assurance for residents.

“This decision aligns with a broader industry trend and the concept of providing an additional layer of security,” Roberts explains.

The chief executive added that Aria Care would be including CCTV in new builds in partnership with Care Campaign for the Vulnerable.

“We are looking to trial CCTV in one of our homes,” Roberts adds. “I agree with the concept as long as people have the choice to say yes or no . It provides extra level of assurance.”

Outlook and future focus
As Aria Care continues to establish its brand presence, Roberts acknowledges the organisation’s status as newcomers in the industry, however, she stresses her determination to make a significant impact, striving to be the best in the field.

Caring Times was interested to learn what her priorities are as she looks to build on the group’s first year.

The care leader says focusing on innovative care home design would be key as the group seeks to expand its offering in the years ahead.

“When we come to look at new builds we need to look for the future not for the now,” she highlights. “We will be looking at what we can do differently because that’s our offering. I don’t want us to offer a tiny room with just an en suite. I want a separate seating area. We are going to have to look at providing larger personal rooms. Communal lounges are good but I think as the new generation comes through people are going to want their own space and time so that means larger rooms with their own seating area.”

“Everyone’s building cinemas,” Roberts adds. “We don’t need that. You can have a large TV in the lounge if you want that.”

Roberts says Aria will be seeking the views of potential customers going forward on what they look for environmentally so that it can make informed decisions.

The chief executive also advocates “better wellbeing rooms” that can incorporate a range of therapies and private activities, such as hand massage, listening to audio books or just reading the paper.

“It’s about changing the whole culture from cinema rooms and activities areas to more of a wellbeing and lifestyle choice,” she stresses.

Roberts identifies workforce and aligning values as the second key pillar of her strategy going forward.

“We need to make sure we have our colleagues aligned so they feel valued and promote the company for us,” she emphasises. “’Better together’ and ‘Caring from the heart’ are out mottos. If my mum goes into care, I want someone to truly care for her, not just go through the process of caring for her, and that’s what we expect from all of our colleagues.

“For the best possible care in homes we want outstanding managers. We have looked at the skills we need within the executive team and have made some changes and new appointments so we feel we are best prepared for our growth, both in size and offering.”

The chief executive says Aria Care needs a period of consolidation following a lot of change in the past nine months.

“I know my ideas and opinions are being heard and I feel involved in the development of the business. We are kept informed of everything that is happening and about future plans. There has been huge investment in the homes and streamlining of processes meaning that as managers we get more time to be on the floor and involved with both the immediate and local community.” Nicky Kelly, home manager, Mount Pleasant Care Home

Concluding, Roberts says building the Aria Care brand will be crucial to its growth in the months ahead.

The organisation’s commitment to transparency, innovation, and a compassionate approach to senior care, positions Aria Care Group as a formidable contender in the evolving landscape of senior living and healthcare.