From the tender roots of a young gardener to the robust branches of care work, Ben Wright, Manager of Wave Group, has a professional journey that demonstrates the power of accidental discoveries and the human spirit’s capacity to nurture growth.
“I’ve always had little jobs working with myself,” Wright recalls, reflecting on his early days of “gardening and allotting.” He then took an unexpected turn into care work at a local college, where he found his calling.
Wright’s dedication to aiding youths with “challenging behaviour who had a turbulent time at school” is evident as he describes his role in helping them achieve qualifications in mechanics and woodwork. “They had perfectly good intellect, but their own behaviour got in the way,” he explains. The shift to direct payments in care funding, introducing competition into the market, was a pivotal moment for Wright, who saw it as an opportunity to improve the quality of care. “Parents had a budget and could spend it with whoever they liked,” he states, highlighting the transformative impact of choice and quality in care services.
From its inception 14 years ago, Wave Group has evolved into a multifaceted organisation under Ben’s stewardship. “We were just a day centre,” Wright explains, “akin to a nursery, but for adults with learning disabilities.” The company’s growth trajectory has been marked by diversification and innovation. Expanding beyond the day centre model, Wright led the group to offer holidays, “taking our patients away in little groups,” both domestically and internationally, and later, providing in-home care. The establishment of Haven, a separate day centre catering to individuals with challenging behaviours, represents another strategic development.
Facing Challenges Head-on
Recalling the early days, Wright shares some of the early challenges that contributed toward his growth as a leader, “the bank the council relied on for funding went bust and we went two months without any payments,” he explains. This period was fraught with stress, necessitating a proactive stance involving the council and media engagement to navigate the financial impasse.
The sector itself is not without its challenges. Wright describes the current predicament as a “big squeeze,” brought on by the government’s increase in the living wage without a corresponding rise in funds from local councils. “It’ll cause a shortfall of about £20,000 a month,” he states, highlighting the financial strain on the organisation.
Caught between the rock of government mandates and the hard place of local funding constraints, Wright’s management is a balancing act of fiscal prudence and strategic foresight. “We haven’t got control of how much we pay the staff anymore,” he laments, underscoring the lack of autonomy in financial decisions.
In a direct appeal to policymakers, Wright suggests a simple yet seemingly elusive solution: align direct payments with wage increases. “It wouldn’t have to be the 9.8%, but around 7% would do it,” he advises, aiming for a compromise that could alleviate the financial burden without bureaucratic hassle. But despite the hurdles, Wright remains optimistic, “We always find a way.”
Wright likens these trials to tempests testing the company’s mettle: “Every time something bad goes wrong, you carry on sailing afterwards.” His leadership ensured that Wave Group not only weathered these storms but emerged stronger. “I’m actually harder to sink than I thought,” he muses, reflecting on the growth borne from adversity.
This philosophy extends to his mentorship of the next generation, where challenges are reframed as opportunities for growth. Wright advises his apprentices to “remember how you felt before you solved the problem and then how you feel after.” It’s a practice of collecting triumphs over trials, akin to “pictures” that serve as reminders of past victories and fuel for future endeavours. Wright’s narrative is not just one of overcoming obstacles but of using them as stepping stones to build a robust and resilient organisation.
A Vision for the Future
With the expansion of his care providing services, Ben Wright’s legacy is already taking shape. “We’ve rewritten the book,” he says with a sense of pride. Under his leadership, Wave Group has expanded its reach across Yorkshire into Lancashire and Greater Manchester, whilst simultaneously setting new industry standards. The innovative ‘dynamic short breaks’ service exemplifies their commitment to flexible, high-quality care.
With a team of over 130 staff, the company is poised to provide care without limits, a testament to Wright’s vision of a responsive and adaptable service. As Wave Group continues to grow, it is a certainty that the special care needs of the community will continue to be met with expertise and compassion. The future, it seems, is bright and boundless for Ben Wright and his organisation.
