In this episode of the Care CEO Success Stories podcast, Adam James of Springup PR speaks to Joanne Balmer, CEO of Oakland Care, who was recognised nationally when she was awarded the British Empire Medal in 2021 for her services during the COVID-19 pandemic.

Having started her journey in the care sector at the age of 16, Joanne has dedicated her career to improving the lives of residents and care professionals alike.

Over the past five and a half years, she has led the transformation of Oakland Care from a group of three homes to a thriving organisation with ten homes and plans for three more.

Joanne brings a data-led, people-focused approach to care home development, blending business strategy with a commitment to wellbeing.

Under her guidance, Oakland Care has grown its team from fewer than 300 to more than 1,100 staff members with a strong emphasis on operational excellence, workforce development, and maintaining a personalised approach within a rapidly-scaling business.

In this episode, Joanne discuss her experiences, lessons, and forward-looking strategies, offering insights into how high-performing organisations are navigating complex challenges such as staffing, planning regulations, and sustainable growth.

Joanne shares how Oakland Care selects development sites, adapts to planning hurdles, innovates workforce training, and prioritises staff wellbeing and recognition including:

Key Points from the Episode:

• How Joanne has grown the business from 3 to 10 care homes with plans for more.
• How the team has expanded from under 300 to over 1,100 employees during her leadership.
• Oakland's growth strategy which is now "highly structured, relying on refined internal processes and team capability."
• How Joanne uses data to select potential sites, "evaluating local population, care home supply, and socioeconomic conditions."
• Why areas with over 50,000 people in a 3-mile radius and above-average house prices are prioritised for viability.
• Why staffing availability is a "critical factor" and why "sites are rejected if local recruitment would be difficult."
• What is the "cluster approach," (3–5 homes within 15–20 miles) and how it is used to "optimise staffing, training, and shared resources."
• Why the ideal care home size is 75–80 beds to "maintain service quality and efficiency."
• How tools like Carterwood Analytics are used for consistent, fast site appraisals.
• The "increasingly complex" world of planning which and slow due to under-resourced local authorities and how to navigate it.
• Why, even after approval, pre-commencement conditions can delay construction for months.
• How Oakland has built strong credibility with finance partners by delivering on time and to budget.
• How Joanne utilised an internal Assistant Practitioner programme accredited by City & Guilds to help address the nursing shortage.
• How Joanne managed to raise employee engagement to a record 90%, through flexible benefit options and recognition schemes.
• How "leadership visibility" and personalised awards help "maintain a sense of connection across a large workforce."