1st Care at Home I O M

A Message from Lord Pickles and Lord Blunkett, followed by 1st Care at Home I O M's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from 1st Care at Home I O M is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP
391ST CARE AT HOME I O M |
BEST PRACTICE REPRESENTATIVE 2019
Director Tracey Hudson
Warm and friendly office
environment
1st Care at Home is a domiciliary care company based
in Douglas, in the east of the Isle of Man. Serving a
community with an ageing population, it offers home-
based care for children, young people and adults with learning
disabilities, as well as dementia sufferers. Director Tracey
Hudson founded the organisation in 2014, and she uses
experience caring for her own child with ASD to help the local
community. Tracey discusses why face-to-face training is a key
aspect of its approach and explains how this has enabled the
team to deliver 24/7 care to over 60 service users.
I came into care in order to offer the skills I developed while caring for my own
child to a wider community that was in need of specialist learning disabilities and
dementia support. Because of my own personal experiences, I am passionate about
the work we conduct, and I have been able to pass this on to a dedicated team
of care professionals. We are now dual registered with the local inspectorate and
employ 45 members of staff.
Fighting CD-ROM learning
Since establishing 1st Care at Home in 2014, we have grown beyond my wildest
expectations. The most important factor behind this growth has been our insistence
on face-to-face training and staff development. CD-ROM learning has become
commonplace in the sector, but it leaves staff short of the crucial feedback and
communication skills that are needed for proper development and learning. All of
our training is completed on site and it is directly tailored around the style of care
FACTS ABOUT
1ST CARE AT HOME I O M
»Director: Tracey Hudson
»Founded in 2014
»Based in Douglas, Isle of Man
»Services: Domiciliary care for
children, young people and
adults
»No. of employees: 45
1st Care at Home I O M
THE PARLIAMENTARY REVIEW
Highlighting best practice
40 | 1ST CARE AT HOME I O M
we deliver. This prepares our staff for
working with service users who require
anything from one hour of care a week
to 24-hour home-based care.
Face-to-face training is also a vital
tool for empowering and motivating
our staff. The seminars show our
commitment to their own development
and give them the opportunity to
learn from our experiences and ask
questions. We are sensitive to their
concerns and able to react to their
learning speed and prior knowledge.
Dedication is a crucial part of our
service and, alongside my husband, I
have been working seven days a week
since founding the service five years
ago. I still take a very hands-on role,
which I think is an important part
of building trust and confidence in
myteam.
Our staff are always willing to go the
extra mile and we are humbled by the
reaction we receive from the service
users we care for and their families.
We are not motivated by money, but
rather by achieving the best possible
outcomes and ensuring our care
never falls below our high standards.
The care we provide is so important
to our service users and can make a
great difference to their confidence
andhappiness.
Bringing care into the
technological age
As part of our efforts to expand and
improve our service and range of
offerings, we have begun to look
into better utilising technology to
help our service users and keep them
safe. Many areas on the Isle of Man
are remote and the island has a
significant ageing population – the
legacy of a period during the 1970s
when young Brits moved across to
take advantage of the tax system. As
a result, many elderly residents are
now living alone after their family have
A mobile and versatile
service
Face-to-face
training is also
a vital tool for
empowering
and
motivating our
staff
411ST CARE AT HOME I O M |
BEST PRACTICE REPRESENTATIVE 2019
moved to the mainland and this entails
a risk, especially to those suffering
withdementia.
In order to respond to this risk, we
have invested in assistive technology
under the business 1st Care Assist
which utilises GPS and alarms to
keep service users safe and well both
within and outside of the home.
Remote assistance enables us and
family members to deal with client
problems in a faster, safer way. The
new technology will play a part in our
expansion, and my husband, who has
a background in project management
took early retirement from his career
at sea to oversee the expansion. The
new management team, Jamie Taylor
and Martina Counsell have joined the
rapidly expanding business and will be
pivotal in driving both the existing and
the new business forward.
Adapting to our unique
community
Based on 2016 census data, the Isle of
Man has a population of just 83,000
people. When the ageing population
is also taken into account, there is a
rather small pool of people of working
age that we can look to recruit into
the organisation. As a result, finding
staff with the drive and skills that
we are looking for can prove to be
achallenge.
Our keen focus on training has been
a key measure we have taken to
resolve this problem and we have
found that through employing
innovative training approaches, and
widening the demographic from
which we recruit, we have been able
to successfully bring new people into
the organisation. We now employ
45 people, but if we are to continue
to grow and expand, we will have to
keep evolving our approach to meet
the increasingdemand.
An additional challenge has been
the introduction of new regulation
surrounding the care sector on the Isle
of Man. We have had to make change
in order to comply with regulators,
but we are also keen to advocate for
the people we care for, as we have
a strong understanding of the issues
they face. If regulators are willing
to listen to our concerns, we can
hopefully make a positive impact and
help raise standards across the island.
We never forget that it is our role to
make sure regulation works for us and
our service users.
In order to
respond to this
risk, we have
invested in
technical
business assist
and 1st Care
Assist, which
utilise GPS and
alarms to keep
service users
safe and
provide their
families with
additional
comfort
Award winning care

This article was sponsored by 1st Care at Home I O M. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister