A M G Nursing & Care Services

A Message from Lord Pickles and Lord Blunkett, followed by A M G Nursing & Care Services'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 A M G Nursing & Care Services 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
Pickles signature Rt Hon The Lord Eric Pickles


Managing Director Garrett Taylor
Providing opportunities for clients
to meet and share experiences
Finding out about home care options can be exceptionally
difficult for many. Since they were founded in 1983, AMG
have sought to make this process much less agonising by
providing the entire spectrum of home care services. Their service
users range from those who require minimal support, to those in
need of more complex, nurse-led services. One of the company’s
most distinctive features is the fact that nurses play a crucial role
in their infrastructure. Also setting them apart is their ambition
to ensure service users transition seamlessly between services, so
that their health journey is not affected by unnecessary delays
in service provision. Managing Director Garrett Taylor says more
about the company’s manner of operating and the challenges
and opportunities for care at home.
The essence of AMG
The principal aim for AMG is to provide an efficient and amiable care service in
order that our service users – children and adults – can live independently. We
currently employ over 1,200 people and deliver over 34,000 hours of care per
week. Our strength is in developing innovative models of care to ensure that service
users can receive care at home when they need it most. This approach has enabled
us to develop services that are not criteria-led, but are focused on the needs
of service users. An example of this model is our rapid response service, which
facilitates the immediate transition to home of service users who are medically fit
to be home. At its peak, the service accommodates between 30 and 40 discharges
»Managing Director:
»Founded in 1983
»Based in Stone, Staffordshire
»Services: Nursing and care
»No. of employees: Over 1,200
»Delivers over 34,000 hours of
care per week
AMG Nursing &
Highlighting best practice
per week, responding to referrals
within one hour from request. Our
strong achievements are evidence that
individualised care can scale well.
At the core of this enormous effort
is a team of high-quality, well-
trained people – all of whom have
undertaken intensive training courses
to ensure that they have the necessary
attributes, knowledge and skills to
look after service users who present
with challenging and complex needs.
We’re so committed in this regard that
we at AMG perpetuate their training
for the duration of their employment
with us, ensuring they are up to date
on all aspects of care – which, like
other industries, is alwaysevolving.
Our nursing infrastructure is integral to
our business. Working alongside our
dedicated training team, our nurses
provide clinical competency training
to ensure our carers are appropriately
skilled to deal with every conceivable
issue. Our paediatric and adult nurses
provide the clinical oversight for
our service users who have complex
needs, and work closely with the
multidisciplinary teams to share more
accurate clinical information and
assessments. The goal is to avoid
readmission, which can be frequent
Distinctive also is that we support
service users who require palliative
care. Enabling people to return home
during the end stages of their illness
is extremely important and rewarding.
Working with the palliative care team,
the GP and the district nursing team,
our care pathway, although focused
on the specific needs of the service
users, is also designed to encompass
the needs of the family as a whole.
Our carers are trained to work
compassionately and in partnership
with families faced with the inevitable
loss of a loved one. They will step back
when family members wish to become
more involved and will increase
intervention when the family need
We believe that by working in
partnership with health and local
authorities, companies like ours can
make a significant contribution to the
challenges faced across the sector.
An example of this is our work with
the NHS in providing a wraparound
service to support the home-first
model. Our carers work alongside our
NHS colleagues to ensure that the key
milestones of enablement are met, and
that the potential for the service user
to achieve independence is maximised.
Providing a flexible service, we can
meet fluctuating demands, particularly
during winter pressures. Working to
a capacity model ensures that our
recruitment and training strategies
are aligned to support the growth in
service provision.
Overall, this is a model that is proving
itself exceptionally well, and it’s on
this strong foundation that we can
grow. For example, we’ve just recently
started delivering services for children
A day at the football –
come on Wolves!
We currently
employ over
1,200 people
and deliver
over 34,000
hours of care
per week
with complex needs in North Wales,
with further provision of this kind
being planned.
Sector-wide problems
Our successful journey has not always
been a smooth ride – funding in
particular is a bump in the road. As is
often reiterated in the media, the care
sector suffers from a lack of funding
from all directions. The only solution
for us is to better utilise what we
already have.
There’s also the challenge of
integrating and working in partnership
with public sector services. We
know from experience that we
can meaningfully contribute to the
challenging agenda facing health and
social care. Our rapid response and
enablement services exemplify this. By
working in a tripartite arrangement
– us, the service user and the public
sector – there is more that could be
achieved to bring independence and
comfort to our service users’ lives.
We’d also like to see services like ours
commissioned in such a way that
carers are confident that there will
be work for them in the future. As of
now, there’s too much instability and
uncertainty in this area.
Furthermore, there is a dawning
reality for us all that home care
demand is increasing year-on-year, not
least because the UK has an ageing
population. Although we’re committed
to meeting this demand, we must
do so without compromising the
quality and safety of the services we
Opportunities for AMG
Although there are challenges, there are
also opportunities, particularly regarding
our work with the NHS. We believe that
by working in true partnership, we can
use our collective knowledge and skills
to ensure better services to meet the
needs of service users. By doing so, we
can significantlycontribute:
»to admission avoidance;
»to supporting the NHS in managing
their capacity and flow during
seasonal demands;
»to ensuring that service users with
complex and end-of-life needs can
be cared for at home with a skilled
workforce; and
»to enabling service users to
seamlessly transition between health
and social care organisations.
Throughout our 18 years of operating,
there’s been a huge change in the care
landscape. Standards in the industry
are always increasing, and we’ve had
to ensure that we’re not only meeting
them, but exceeding them too. These
are challenges that excite and motivate
us. We can expect further challenges
to come, but so long as we remain
committed to providing the best-
possible care, we believe the future
Our carers work
alongside our
NHS colleagues
to ensure that
the key
milestones of
enablement are
Celebrating individuality


This article was sponsored by A M G Nursing & Care Services. 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