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 <div data-pmr-editable="" class="medium-editor-insert-plugin">For the first time in the Oscars’ history, films will no longer be required to be shown in cinemas to be eligible for an award. With <a href="https://www.theguardian.com/world/2020/mar/20/london-pubs-cinemas-and-gyms-may-close-in-covid-19-clampdown">theatres across the world closed</a> in response to<a href="https://www.nhsinform.scot/illnesses-and-conditions/infections-and-poisoning/coronavirus-covid-19/coronavirus-covid-19-physical-distancing"> social distancing measures</a>, the motion picture academy met yesterday to agree upon a new set of rules in response to the pandemic. The greatest change - films may now go <a href="https://www.bbc.co.uk/news/entertainment-arts-52468176">straight to home release</a>, while still being able to contend for an award. Academy president, David Rubin and chief executive, Dawn Hudson released a<a href="https://news.sky.com/story/coronavirus-streamed-movies-to-be-eligible-for-oscars-after-covid-19-closes-cinemas-11980261"> joint statement</a> in which they said: “The academy firmly believes there is no greater way to experience the magic of movies than to see them in a theatre.“Our commitment to that is unchanged and unwavering. Nonetheless, the historically tragic Covid-19 pandemic necessitates this temporary exception to our awards eligibility rules.”The change is believed to apply exclusively to the <a href="https://www.oscars.org/news/awards-rules-and-campaign-regulations-approved-93rd-oscarsr">93rd Academy Awards</a>, due to take place on 28 February 2021. However, there is a catch – only films which had a planned theatrical release are will be considered for an award, meaning that TV movies are exempt. Independent films, who oft rely on financing following a successful Autumn release to secure a distributor and release date, will be directly impacted by this decision, as they will currently be without a release date. Previous rules dictated that in order to be eligible for an Oscar, films would have to be shown at a theatre in Los Angeles County for at least one week. Netflix and other global streamers had reluctantly observed such stipulations in the past, however, have been freed from these rules, at least for a little while. The more traditional Oscar voters will be reluctant to observe the temporary suspension of the more conventional rules, with streaming services already benefiting from the Covid-19 pandemic. The combination of the <a href="https://oscar.go.com/nominees/sound-editing">sound editing and sound mixing awards</a> is likely to be welcomed, with many voters unable to distinguish between the two. In a more <a href="https://nypost.com/2020/02/09/can-the-oscars-red-carpet-ever-be-sustainable/">environmentally conscientious</a> move, the academy will no longer allow the distribution of CDs, screenplays or DVDS. This decision, once more, lends itself to a fully digital award body in the future. </div>

For the first time in the Oscars’ history, films will no longer be required to be shown in cinemas to be eligible for an award. 

All must have prizes: Oscars change the rules, for one year only 

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">Paul Edwards, Co-Manager of Compton View, brings a wealth of experience from the pharmaceutical and research sectors to his current role in the care industry. With a degree in organic chemistry, a PhD in chemistry, and an MBA, Edwards’ career began in pharmaceuticals, where he spent two decades working on drug discovery and development. He explains, "I transitioned from organic to medicinal chemistry and worked on discovering new drugs and medicines," during his tenure at Pfizer UK, most notably contributing to projects related to HIV treatments.His journey took him across Europe, including a pivotal role in Germany, where he headed a team focused on discovering new medicines for type 2 diabetes. Later, he returned to the UK to work with various universities and biotech companies, helping to spin out innovative projects, including diagnostic tools for epilepsy and treatments for melanoma.In 2017, Edwards shifted gears, leveraging his scientific and managerial expertise to enter the care sector. His first venture was Blue Sunrise Care in Yeovil, followed by the acquisition of Gables Residential Home in 2020. "I wanted to diversify into a new area," he says, noting how his background in research and process optimisation has influenced his approach to running care homes. "I've tried to change things in how we work to make our jobs better," Edwards adds, highlighting his commitment to innovation within an industry he believes is often underfunded and understaffed.For this year alone, Compton View have been nominated for a number of professional award with a total of ten wins, including Care Home Team of the Year Bristol 2024 and Best Residential Care Home Bristol 2024, and five highly commends.Maximising Efficiency and Maintaining Quality in Care HomesIn running a care home, particularly in an underfunded sector, efficiency is crucial. One significant way to achieve this is through optimising back-office operations, which can result in better care for residents. For example, one care home managed to reduce food expenditure by a third through a thoughtful approach to purchasing, while maintaining high-quality meals. This was done by normalising food products—comparing items like tins of beans or loaves of bread across multiple supermarkets, rather than relying on a single source. By mixing and matching to find the best prices, the home was able to free up significant resources. These savings were then redirected to more valuable areas, such as hiring additional staff or introducing new forms of entertainment and care for residents.Beyond food, the same cost-efficient mindset was applied to other areas, such as stock control and medication management. By ensuring that the right equipment was always available, staff were able to work more smoothly, creating a better environment both for themselves and for the residents.This efficient, hands-on leadership, along with the ability to connect with staff on a personal level, helped build trust and a sense of loyalty. As a result, the staff turnover rate in the care home remained impressively low—under 5%—in an industry where turnover typically exceeds 20-30%. Additionally, the smaller, more personal nature of these homes allowed for better resident-staff relationships, a critical factor in maintaining high levels of care, something that is often lost in larger operations.Preserving a Legacy of CareIn reflecting on the challenges facing small care operators, Paul shares a candid thought about the uncertainty of passing on a business built with care and commitment. "I’ve never thought of my legacy," he admits. Edwards emphasised the importance of finding the right buyer, someone who will honour the legacy of care that has been established. "You can say that you want to sell to someone who has an interest in the residents," he explained. He recalled being reassured by the vendors from whom they bought the care home, who expressed a similar sentiment. "That’s what we were told—that they wanted to sell to someone with an interest in the residents, which obviously we had, otherwise, we wouldn’t have won the awards we have."Still, he acknowledged that the process of handing over a care home involves more than just transferring ownership. "I would love to say that we would have someone that could take on what we’ve done, the ideas that we have, and develop them," Edwards reflected. He recognises the limitations inherent in any individual’s vision. "Every individual has a limit to what they can do and envision. That’s why you need other people coming into the genetic pool to shake things up and bring in new ideas, because you get an order and you get less inventive maybe."For Edwards, the key to a successful transition lies in ensuring continuity in the quality of care, not just focusing on financial outcomes. "I think the important thing is not the money you make from selling the care home and retiring. It’s keeping the way the current residents—and future residents—are looked after."As he thoughtfully concluded, "That’s the legacy. It’s the care that we put into the people on a pastoral level, as well as the medical, that continues."</div>

Paul Edwards, Co-Manager of Compton View, transitioned from a successful career in pharmaceuticals and research to the care industry, applying his scientific and managerial expertise to enhance operational efficiency. With a background in drug discovery, Edwards now focuses on optimising care home processes to improve resident care. 

From Pharmaceuticals to Compassionate Care: Paul Edwards' Mission to Innovate and Preserve Quality in the Care Sector

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">Margaret Ollivier, CEO of Expect, has spent the last 20 years dedicated to making a difference from within the charity sector. What’s more, her approach to leadership is deeply influenced by the good managers she has encountered throughout her career. “The people that I admire are good managers that I’ve had and people who I consider to be good leaders,” she says. These individuals have inspired her to bring out the best in her staff, encouraging active participation and fostering a strong ethical foundation. Her experience has been shaped by such excellent managers, especially since she became a senior leader about 15 to 18 years ago. These managers have earned her utmost respect by handling challenging conversations professionally and empowering their teams.As the CEO of Expect, Ollivier emphasises the importance of treating everyone with respect, regardless of their status. “I treat everybody the same. It doesn’t matter who they are, everybody’s got a valuable input into the organisation,” she asserts. This inclusive approach is crucial for achieving the organisation’s strategic goals. She believes that leadership is about being a decent person and not instilling fear in others.Communication skills are key to Ollivier’s leadership style. She stresses the importance of involving as many people as possible in decision-making processes. “Whenever I can, I involve the entire staff team,” she explains. This approach ensures that feedback is gathered on potential changes and new initiatives. For instance, when opening a new service, she tasked her Director of Operations with creating a strategic plan that involved input from as many people as possible.Expect has various reward and recognition schemes, including CEO commendations and employee of the month awards. Ollivier believes in recognising and rewarding staff contributions. The organisation also encourages staff to propose new ideas that can enhance their work or save costs. If an idea has a financial benefit, the person who proposed it receives a bonus based on a percentage of the savings.Leading by example is a cornerstone of Ollivier’s philosophy. “I don’t expect my staff to be in here at 9:00 in the morning if I’m running in at 10:00 every morning,” she says. She also participates in everyday tasks, such as making tea, to demonstrate her commitment to the team. For her, leadership is about common courtesies and not overcomplicating things.Ollivier acknowledges that leadership has changed significantly over the years, becoming more inclusive and approachable. She maintains an open-door policy, allowing staff to meet with her regularly. This approach helps her stay in tune with the organisation’s needs and ensures that decisions are well-informed.The passion Margaret has for the role of community in social care shines through. “We are community-based and are very community-led. Everybody engages within the communities,” she states.She stresses the importance of clear communication with decision-makers, backed by evidence. “We need to be clear and concise in the message that we are giving and hope that those decision-makers are going to listen to us, ask for our evidence, ask why you’re saying that.”Ollivier also highlights the shift from a caring role to a supporting role in social care. “Support work is incredibly different. We support people in doing things for themselves. We promote independence and having everything done for you does not bring about your independence.”She advocates for better pay for support staff, recognising the complexity of their role. “It’s much harder to support somebody to be independent than it is to do all the caring for them… I really want to see a massive increase in the hourly rate that we can pay support staff.”Approaching the end, the conversation turns to Margaret’s vision for Expect. “A legacy would be a happy staff team who felt valued, listened to, and rewarded financially, and very happy service users who are able to actually move on into more independent living.”&nbsp;</div>

Margaret Ollivier, Expect Ltd's CEO, goes out of her way to ensure the wellbeing of her staff, such as including them in crucial decisions whenever possible. Read her feature to discover Margaret's leadership insights and how Expect make a difference. 

Margaret Ollivier: Ensuring Respect and Inclusivity at Expect Ltd

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.leadersgb.co.uk/members/andrew-martin-planning">Andrew Martin</a>, the driving force behind <a href="https://www.am-plan.com/">Andrew Martin Planning (AMP)</a>, has carved a notable career in the realm of planning and development."I started my career in local government in London, and then I did 11 years in a New Town Development Corporation," he recalls. Andrew’s significant contribution was to Basildon, a town born from the 1946 New Towns Act. "I was there because I knew one of the architects very well, who informed me that the government required the town to expand from the original planned population of 80,000 to around 140,000. It was a great time to be there," he explains. However, the early 1980s brought about a shift in government policy, aimed at diverting New Towns funding towards addressing inner-city problems. "The government changed their policy and gave the closing date for the new town. I was only a young man then. I decided it was time to leave," Andrew reflects. The natural progression was into private practice, leading to the establishment of Andrew Martin Associates (AMA) in 1983.Under his leadership, the firm flourished, boasting a team of 45 with offices in Chelmsford, London, and Nottingham. The consultancy was acquired by Capita in 2009, a decision that turned out not to work for Andrew. Determined to rectify this, Andrew honoured his contractual obligations and then in 2012 embarked on a new venture - Andrew Martin Planning (AMP). This time, he aimed to create a smaller, employee-owned business. "We became an employee-owned trust (EOT) nearly three years ago," he proudly notes, and the company is now poised for growth following the new Government’s proposed planning reforms. "We've kept our heads above water and are looking to grow now following the drive to promote economic growth and radically increase the building of new homes. As I gradually step back, I am starting to nurture younger team members into leadership roles. But my policy has always been to bring in graduates, train them, and then bring them into management," he explains. Encouraging his team to seek guidance from experienced individuals, Andrew believes in the power of mentorship for personal and professional growth. He is delighted that most of his former graduates now hold directorships or run their own consultancies.Reflecting on leaders who he looked up to, a key figure in Andrew’s career was Alan Cherry, founder of Countryside Properties, who was a respected visionary in housebuilding and a member of the Urban Task Force. "He was a mentor who became a great friend of mine, and we worked closely together on a number of major strategic sustainable new communities, such as Beaulieu and Great Notley Garden Village" he recalls, highlighting Cherry's significant influence on his own leadership style.Thus, Andrew highlights the importance of having mentors and peers. "You often need inspiration from people," he notes, mentioning his friend Sir Rod Aldridge, founder of Capita, as another source of inspiration. AMP: Independent and Client-Focused Urban PlanningAMP prides itself on its complete independence, distinguishing itself from large firms. This independence ensures that AMP's sole focus remains on town planning and urban design, free from conflicting interests.AMP's personal approach is another cornerstone of its philosophy. "The person the client sees is the person they get all the way through the job," Andrew explains. This consistency ensures a seamless experience, with a dedicated lead managing the project from start to finish.Moreover, AMP is selective about the projects it undertakes. "We only take on projects that we feel have a reasonable prospect of success," Andrew notes. It is a careful vetting process that ensures AMP invests its resources in ventures that add genuine value to clients' assets, whether land or property.Despite its relatively small size, AMP has demonstrated its capacity to handle significant strategic projects. Notable developments include the Beaulieu sustainable new neighbourhood in Chelmsford and the new village for 3,500 homes at Bourn Airfield in Cambridgeshire. Acting as coordinators, AMP often leads large teams, ensuring comprehensive planning solutions.Navigating the Challenges of the Planning SystemThe current state of the planning system is a hot topic in the press, and Andrew is acutely aware of the issues. Reflecting on his early career with the New Town Development Corporation, he notes, "We prepared both the masterplan and neighbourhood plans for the town and granted permission under the New Towns Act. It was a one-stop shop that resulted in efficient and effective delivery of employment, homes and community facilities in relatively short timescales." Today, however, the landscape is far more complex, with multiple vested interests and significant under-resourcing in the public sector, resulting in unnecessarily expensive and considerable delays and lack of effective delivery and supply of homes. Andrew identifies political interference as a major obstacle. "There's been too much political interference, making it very difficult to navigate the system," he says. Nimby (not in my backyard) culture has exacerbated these challenges, stalling many developments due to political reluctance to make potentially unpopular decisions, despite their broader community benefits.Looking forward, Andrew hopes the new government will be successful in overturning these protectionist policies. He advocates for a more efficient and certain planning process, drawing attention to the need for professional advice to take precedence over political whims. "Decisions should respect and act upon professional advice rather than political whims," he asserts.With the new government, Andrew is cautiously optimistic about the future, buoyed by positive signals and economic forecasts. He believes the climate is becoming favourable for growth, particularly in the housing sector, which has a substantial multiplier effect on the economy. "The signs are all good, and we want to make the most of it," he states.Building a Lasting LegacyAndrew’s vision for his legacy centres on empowering his team and ensuring the firm's sustainability long into the future. "The legacy really is to build up the team," Andrew states. Having worked with some team members for nearly 25 years, Andrew has fostered a deep sense of loyalty and continuity within both the former AMA and new AMP. Since transitioning to an EOT model almost three years ago, Andrew has been preparing to pass the business over to his team. "They know the whole purpose of the EOT was to pass the business over to them over time," he explains. This gradual shift has encouraged team members to take a more active role in the business's operations and financial management, transforming AMP into a true team effort.Looking ahead, Andrew envisions expanding the firm's capabilities by potentially bringing in related disciplines. "We’re thinking about recruiting an ecologist," he mentions, noting the increasing demand for biodiversity expertise. While maintaining AMP’s primary focus on town planning, Andrew sees value in integrating complementary skills such as ecology, landscape, drainage and transport engineering. "These go hand in glove with urban design and the planning process," he adds.Ultimately, Andrew aims to build a highly effective and versatile team that will decide the company's future as he slowly steps back. "I see it being a very gradual process," he says, open to becoming a consultant to support his team when needed.&nbsp;</div>

Andrew Martin, founder of Andrew Martin Planning (AMP), is a distinguished figure in planning and development. Andrew has ensured the success of his employee-owned organisation through its selective procedure in the projects it undertakes, ensuring that each venture aligns with its vision of success and added value. 

In line with the employee-owned model, Andrew is preparing his team to take over, ensuring AMP’s legacy continues through its structure and future growth in complementary disciplines like ecology and transport engineering.

Andrew Martin: Steering the Course of Planning and Development

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">Patient-centred design is a crucial aspect of healthcare that has gained significant attention in recent years. It focuses on placing the patient at the centre of the healthcare experience, ensuring that their needs and preferences are prioritised to enhance their overall wellbeing. This article delves deeper into the concept of patient-centred design, its importance in healthcare, key elements, challenges in implementation, and the future trends that may shape its evolution. Definition and Principles of Patient-Centred Design Patient-centred design can be defined as an approach that empowers patients by actively involving them in the design, delivery, and evaluation of healthcare services. It is guided by a set of principles that include: <ol><li aria-level="1">- Respect for patient autonomy and dignity</li><li aria-level="1">- Recognition of the patient as a holistic individual</li><li aria-level="1">- Empathy and compassion towards the patient</li><li aria-level="1">- Effective communication and information exchange</li><li aria-level="1">- Inclusion of family and support networks in the care process.</li></ol>These principles serve as a foundation for creating healthcare experiences that are tailored to the unique needs and preferences of each patient.The Importance of Patient-Centred Design in Healthcare Research has highlighted several benefits associated with patient-centred design in healthcare. Studies have shown that patient-centred care leads to improved patient outcomes, increased patient satisfaction, reduced medical errors, and decreased healthcare costs.A patient-centred approach fosters better patient engagement, as it encourages patients to take an active role in their healthcare decisions. This engagement has been linked to better adherence to treatment plans and improved overall health outcomes.One example of patient-centred design in action is the implementation of electronic health records (EHRs). EHRs allow patients to access their medical information online, empowering them to take control of their health and make informed decisions. Patients can review their test results, track their progress, and communicate with their healthcare providers through secure messaging systems.Strategic Design Thinking in Healthcare <a href="https://www.leadersgb.co.uk/members/dmitry-broshkov">Dmitry Broshkov</a> is a seasoned digital technology expert and software engineer with a decade of experience in development, leadership, and research. He has held positions as a tech lead and CTO on projects initiated by Johnson &amp; Johnson, Oxford University, Médecins Sans Frontières (MSF), and various other healthcare and innovative digital startups.Broshkov highlighted the experience of implementing patient-centred design at institutions such as the Helen Hamlyn Centre and Helix Centre, which are pioneers in implementing strategic design thinking in healthcare. The Helen Hamlyn Centre uses design research to improve quality of life by focusing on human-centred design in a variety of healthcare processes, covering areas such as hospital and emergency services, patient safety and mental health. The Helix Centre, a joint venture between Imperial College London and the Royal College of Art, also uses human-centred and behavioural design principles to create evidence-based solutions that improve health and healthcare. One of their notable projects, ReSPECT, is changing the approach to life-sustaining treatment by making difficult conversations and decisions more acceptable. This project is currently running in over 130 locations across the UK, demonstrating its effectiveness. Best Practices for Implementing Patient-Centred Design Involving patients and clinicians in the development processCollaboration is crucial to creating effective patient-centred software. Broshkov emphasises that this includes conducting focus groups, testing with users and feedback sessions. These methods help to ensure that the software truly serves users and meets their needs.Ensuring accessibility and usabilityAccessibility and usability are non-negotiable, especially in healthcare. Inclusive design and rigorous usability testing help make software usable for everyone.Use of data and analytics“Data and analytics play a crucial role in improving and enhancing patient-centred software,” says Dmitry. “In practice, tracking utilisation and health indicators helps us continuously improve and enhance these solutions, making them more efficient.”Impact on health outcomesAdopting a patient-centred approach can lead to significant improvements in health care outcomes, such as reduced re-hospitalisations, shorter hospital stays and fewer complications. Effective communication and information sharing between patients and providers facilitates decision-making and patient understanding of treatment options.Key Statistics Supporting Patient-Centred Design Emphasising cultural competence and diversity&nbsp;Patient-centred design considers and integrates cultural competence and diversity to ensure inclusive and culturally sensitive care.Key Statistic Health IT Analytics' 2023 Health IT Analytics study found that 78% of healthcare organisations have implemented or plan to implement patient-centric software solutions.&nbsp;Practices that implement such technologies see a 35% increase in patient satisfaction scores.&nbsp;According to Deloitte, these solutions can save up to $100 billion a year by improving efficiency and reducing re-hospitalisations.Potential Impact of Technology on Patient-Centred Design Technology is expected to play a significant role in shaping the future of patient-centred design. Advancements in telemedicine, electronic health records, and healthcare data analytics have the potential to further enhance patient engagement, personalise care, and improve healthcare outcomes.“Implementing a patient-centred design approach is essential for modern innovative digital healthcare products because it ensures that we are creating solutions that truly meet the needs of patients,” explains Dmitry. “When patients are actively involved in the design, delivery, and evaluation of healthcare services, we can tailor our technologies to address their specific concerns and preferences. This approach leads to better patient engagement, improved adherence to treatment plans, and ultimately better health outcomes. In the rapidly evolving landscape of digital healthcare, it’s crucial to prioritise patient input to create tools that are not only effective but also user-friendly and empathetic to the patient experience.Dmitry continues, “By integrating advanced technologies such as AI-driven predictive analytics, personalizsed treatment plans using machine learning algorithms, and IoT-enabled remote monitoring devices, we can provide patients with proactive and highly personalised care. For example, AI can analyse vast amounts of patient data to predict health issues before they become critical, while IoT devices can continuously monitor vital signs and alert healthcare providers to any anomalies in real time. These innovations empower patients by giving them greater control over their health, fostering a more collaborative and informed healthcare environment, and enabling early interventions that can significantly improve health outcomes.”Despite challenges in implementation, patient-centred design is poised to shape the future of healthcare, with emerging trends and technological advancements paving the way for a more patient-centric healthcare system. </div>

Patient-centred design is a crucial aspect of healthcare that has gained significant attention in recent years. Dmitry Broshkov is a seasoned digital technology expert and software engineer with a decade of experience in development, leadership, and research. He has held positions as a tech lead and CTO on projects initiated by Johnson & Johnson, Oxford University, Médecins Sans Frontières (MSF), and various other healthcare and innovative digital startups.

Transforming the Future of Healthcare Technology Through Patient-Centred Design

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">For<a href="https://www.leadersgb.co.uk/members/paul-bowley"> Paul Bowley</a>, CEO of <a href="https://www.abbeycarefoundation.com/">Abbeycare Group</a>, perseverance, resilience, and an unwavering commitment to personal and professional growth are core aspects of his career journey.<a href="https://www.linkedin.com/in/paul-bowley-723056101/?originalSubdomain=uk">Reflecting on his early years</a>, Paul candidly shares, "My school life was interesting because I was in the top set for everything, but focus was a big problem for me." This struggle with focus, as it turned out, was due to undiagnosed ADHD, a revelation that came just a few months ago.But it was a heartfelt conversation with his grandfather that truly set him on his path. Sitting on a park bench, his grandfather impressed upon him the importance of education for a successful career. This support, rather than judgement, galvanised Paul to work harder, resulting in him passing all his GCSEs and subsequently excelling in his National and Higher National Diplomas.Paul’s first significant career opportunity arose through a recommendation from his college tutor, leading to a six-month contract. His initial encounter with leadership came here, where a major mistake on a project taught him the value of owning up to errors and the importance of supportive leadership. "I think this was possibly my first encounter with a good leader and the importance of learning from positive qualities in others," he notes. The fact that he owned up to the mistake immediately was a part of the reason his temporary contract was made permanent.Paul then moved on to work with David Jones, a role that spanned nearly a decade. By 2014, as Jones began to semi-retire, Paul entered a period of transition that led to his involvement with Abbeycare Group. Appointed as Managing Director in October 2015, he was tasked with turning around a company burdened with substantial debts and operational challenges. "We had to just roll our sleeves up," he says of those early, arduous days. Through sheer determination and a collaborative team effort, he led the company from the brink of collapse to a stable, thriving enterprise.Paul’s ability to be such a leader stems from his ability to use his extensive and varied past experiences. Learning to effectively communicate with high-level individuals was a crucial lesson he took from this early period. "You have to take a pragmatic approach with things now and again," Paul asserts. This pragmatism was particularly needed during a major relocation in 2021 when Abbeycare moved from North Lanarkshire to Renfrewshire within a tight nine-week deadline.Paul recalls the daunting challenge, but his approach was methodical and organised. “I reminded people that there will be certain things that are out of our control. If they're out of our control, there's nothing we can do about that. But what we can do is make sure that everything in our control is done."By instilling this mindset in his team, Paul ensured that the relocation was a success. He emphasises the importance of calmness and clarity during high-pressure situations, a lesson drawn from his past professional encounters. "You've got to pass that mindset on. If something doesn't happen and it's not down to us, there's nothing we can do about it. Let's get all the things we can do done, and hopefully everything else will fall into place."Transforming Lives Through RehabilitationAbbeycare Group, one of the longest established addiction treatment companies in the UK, is set to celebrate its 20th anniversary this October. Under the leadership of CEO Paul, Abbeycare has grown into a significant provider in the field of addiction treatment, employing around 100 staff and assisting over 500 individuals each year to begin their recovery journey.The organisation prides itself on delivering an exceptional evidence-based addiction treatment programme within a private, confidential, and safe environment. Paul underscores the importance of their approach: "We provide a chance for people to heal and recover." The impact of Abbeycare's approach is vividly illustrated through the stories of its clients. Paul shares the transformative journey of Emma, a former client whose life was on the brink of collapse. "But after coming to Abbeycare, she's now 16 months sober, has her children back, and volunteers for us," Bowley recounts.Abbeycare's success is built not only on its structured programs but also on the deep empathy and understanding of its staff. The team collectively holds 700 years of lived experience, with many members having walked the same paths as their clients. One compelling example of this is a staff member who, after completing Abbeycare's program, has returned to work in a senior position within the business. "It has gone full circle for him," Paul states, highlighting the powerful cycle of recovery and giving back that Abbeycare fosters.Paul's Call to ActionPaul is passionate about making rehabilitation more accessible to those in need. As he sees it, increasing accessibility to rehab services is crucial for addressing the ongoing addiction crisis, particularly in Scotland, where addiction is a key issue."In January 2021, the Scottish Government pledged £250m to improve and increase services for those affected by drug addiction," Bowley notes. This funding, set for a five-year term, aims to combat the high rates of drug-related deaths and provide much-needed support for addiction treatment. However, Bowley believes that more needs to be done. "We need to have more funding available and give more people access to treatment," he asserts.Paul’s call to action for policymakers is clear: ensure that rehab services are sufficiently funded and accessible to everyone who needs them, which, as Paul points out, ensures the effectiveness of programs. The existing funding, while significant, is not enough to meet the growing demand for addiction treatment. By allocating more resources to rehab services, policymakers can help save lives and give individuals the opportunity to recover and reintegrate into society.The need for increased funding and accessibility is not just about immediate treatment but also about long-term recovery and societal reintegration. "It's important to remember that harm reduction and stabilisation services play a vital role in keeping people safe, but for many people that should be seen as the foundation for long-term abstinence based recovery,” Paul explains.Reflecting on Paul’s LegacyAs Paul looks on his journey with Abbeycare, his thoughts on legacy are both humble and profound. He candidly shares that envisioning his current role was never part of his plan.One of the most rewarding aspects of his journey is witnessing the transformations that take place at Abbeycare. "I can go to work and watch people turning their lives around in front of my eyes," he shares. But Paul is quick to acknowledge that the critical work is done by his dedicated team. "I don't do the important work that gets done by my team," he says modestly, "but I make sure they've got everything they need to allow them to work to the best of their ability." September, designated as International Recovery Month, is a particularly special time for Bowley and Abbeycare. "We have two recovery gatherings which will be attended by between five and six hundred people, and they’re our former clients," Paul explains. These gatherings are filled with moments of joy and celebration, where former clients, now in recovery, reunite with the staff and each other. As Paul puts it, “these are by far the best days of the year because it validates the exceptional work my team does on a daily basis.”Reflecting on his legacy, Bowley is both proud and grateful. The institution he firstly saved and then helped build is not just a centre for treatment but a personification of hope and transformation. While Paul did not foresee himself in this role, his impact on the lives of those struggling with addiction is immeasurable.</div>

Discover Paul Bowley's journey from overcoming undiagnosed ADHD to becoming the CEO of Abbeycare Group. Through perseverance and resilience, Paul turned Abbeycare into a leading addiction treatment provider, helping hundreds start their recovery journey each year. Read about his inspiring leadership, the importance of accessible rehabilitation, and the transformative impact on clients' lives.

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