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 Bayberry Ltd is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.
Rt Hon The Lord David Blunkett, MP
Rt Hon The Lord Eric Pickles, MP
BEST PRACTICE REPRESENTATIVE 2019
CEO Mandy Cooper
Bayberry’s clinic in
Bayberry Ltd offer residential treatment for those suffering
with addiction or mental health issues. They are committed
to understanding the needs of each individual and have
developed significant staff ratios, with 17 clients being cared for
across three clinics by a team of 50 staff. Rather than adopting
a single treatment method, they provide a wide range, selecting
a method that corresponds most suitably to the needs of the
individual. CEO Mandy Cooper discusses their attitude towards
providing care and calls for greater collaboration between the
public and private sectors.
I always remember the starfish story. The tale of hundreds of thousands washed
up on a beach, with one person individually lifting them back into the water. The
moral of the tale is that you can’t help everyone – but you can help one.
We’re aware of the need, throughout the UK, for intensive support, and the lack
of resources and incredibly high investment needed to provide these services. I’m
aware that the private sector is often criticised for the cost of treatment and that
this support is out of reach for many. I’m acutely aware of the stigma suffered by
someone even asking for help, often waiting until it’s nearly too late.
But this is complex provisioning. While there are economies of scale, and clinics
with larger bed counts will be able to benefit from these, this is the antithesis
of what we believe. Mental health requires individual attention. We talk about
reducing stigma, seeking help and bringing these issues into open forum, but the
reality is that therapy is person to person.
»CEO: Mandy Cooper
»Director of Care: Dave Cooper
»Established in 2009
»Based in Warwickshire and the
»Services: Residential treatment
for addiction and mental
»No. of employees: 50
THE PARLIAMENTARY REVIEW
Highlighting best practice
14 | BAYBERRY
Emotional disorders are fear
personified. It makes no difference
which coping mechanism is deployed.
Some people drink, take drugs,
rely on prescription medication or
gamble. Others use pornography,
compulsively shop, suffer panic attacks
or develop phobias. Some are angry,
some distressed, some sink into deep
desolation and hopelessness. Indeed,
the human psyche is creative in its
outpouring of anguish and desperate
cries for help. At the heart of it all,
we’re treating the effects of trauma,
loneliness and disconnection, however
they may manifest.
Focusing on the individual
So, for us, mental health treatment
must be individually focused. We
have small groups of clients in each
of our clinics and a significant staff
ratio. Our regulator, the Care Quality
Commission, described our staffing as
“supernumerary” on a recent report.
Across three individual clinics, we take
a total of only 17 clients but have a
team of 50.
Over the last decade, we’ve pioneered
services designed to meet people
where they are. Nothing was beyond
consideration. The process was fraught
with the unknown, huge investment
and no small amount of initial industry
scorn. Our legacy has shown, however,
that a determined group of people
can change minds and alter the
lives of individuals and their families
It started with transparency. We
wanted families to know, without the
confrontation of a phone call, exactly
what this would mean for them. So we
widely published our detailed price list.
We were always encouraged by clients
who said they appreciated this and
that it gave them a benchmark in a sea
of confusion. We note, in recent times,
that others have started to follow suit
– and we’re glad if we played a part
We opened new facilities, each with
different features, but all with the
common theme of treating small
numbers of people in comfortable,
aesthetically pleasing surroundings.
A huge amount of work went into
the design of the interiors, creating
environments that we believed would
give us the best possible conditions
It’s not a new idea. William Tuke and
the Quakers, radically for the time,
understood that asylums were not
conducive to emotional restoration and
set out to develop a facility of dignity
At the heart
of it all, we’re
Bayberry creates serene
BEST PRACTICE REPRESENTATIVE 2019
and activity. This concept, employed in
the 21st century, involves a significant
and exponential magnification of
the detail of these environments,
far beyond the imagination of
our historical counterparts, but
in which we have developed
Remaining flexible and
Our sector is a difficult one. Clients
meet us under conditions of distress.
There are many grey areas and it
would be impossible to legislate for
every scenario. We have found that
the best approach is to consider
what is best for the client in that
moment. This means we need to
be flexible, resilient, resourceful and
creative. We have an incredible team,
where qualifications, experience and
empathy are equally valued, and we
work as a multi-disciplinary group,
chaired by our director of care. These
collective viewpoints create a healthy
professional tension, a passion, that
ensures we are continually reinventing
That ability to adapt has created some
unconventional treatment approaches.
These grow from interaction and
relationship, assessing the individual
dynamic with each person. Humour
and empathy play massive roles in this,
as does the ability to see recovery as
a shared experience, not a lonely one
and to dismiss stigma at the doorstep.
Along with treating small numbers
in serene surroundings, we reject the
concept of incorporating only one
therapeutic style. We offer many
techniques that support therapeutic
creativity. This type of support appeals
to many professionals, and among
our wide client base we treat doctors,
dentists, vets and psychiatrists. We feel
privileged to offer support to those
who support others.
Encouraging private and
public sector collaboration
Our vision for the future is for the
private sector to better connect with
public services. We can do a great deal
in a short time, but immediate cost is
perceived as a barrier. We believe this
stores up a longer-term burden.
The government and royal family have
done a great deal to raise awareness.
We’d now like to encourage coalition
between private and public sector
organisations. We’d encourage GPs to
consider discussing regulated private
options, like ours, with patients. Our
facilities are inspected by the Care Quality
Commission in the same way as hospitals
– but public awareness is more difficult.
We understand that accessibility is a
concern and we too are troubled by
essential treatments that are cost-
limited. So, as well as being a BUPA
extended network clinic, we work with
charities to provide accessible places to
those they support.
I’m immensely proud of our team
and of what we do. It’s brave and it’s
bold. We believe it’s essential that
the contemporary pioneers of this
sector, among whom we hope to
count ourselves, participate in wider
debate and provision with public
sector and government agencies,
working together to contribute to the
emotional wellbeing of our nation.
proud of our
team and of
what we do.
It’s brave and
24/7 facilities with fast
admission and long term
The Rt Hon Theresa May MP's Foreword For The 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