Care Fertility

A Message from Lord Pickles and Lord Blunkett, followed by Care Fertility'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 Care Fertility 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

Clinic Director Jo Roebuck
CARE Sheffield Senior
Management Team
Founded in 1997, CARE Fertility is the world’s leading fertility
group for IVF treatment, resulting in the live births of over
28,000 babies. One in six couples will experience infertility
problems at some point during their lives, so the choice of the
right IVF provider is a crucial juncture for many people. As a
continually high performer, as recommended by the HFEA (the
UK’s independent fertility regulator), CARE has clinics ranked
one and two in pregnancy success ratings. Clinic Director Jo
Roebuck speaks on the company’s behalf.
At the very core of CARE is the following ethos: putting the need for a family first,
using pioneering techniques and groundbreaking research to drive service and
success rate improvement.
At CARE, we are dedicated to professional training and education. Our new
training suite, for instance, is based within our Manchester clinic and is a state-of-
the-art facility for training and educating in IVF technologies. The training suite is
flexible and facilitates customisable training, as well as structured short courses and
workshops. It has a large laboratory area, with four small group training stations for
technical and hands-on sessions. There is also a lecture zone for focus groups, with
4K audio-visual equipment, including a live link to our on-site clinical laboratory.
The training facility was designed primarily for the training and development of
CARE’s scientists but is now being used for the training of other disciplines. Indeed,
we offer short courses to IVF professionals from around the world.
»Clinic Director: Jo Roebuck
»Established in 1977
»Based across the UK and Ireland
»Services: Fertility services
»No. of employees: 400
»14 clinics across the UK and
»Clear market leader for
infertility treatment
»Global leader for infertility
research and development
CARE Fertility
Highlighting best practice
Our NHS ‘Quality Account’
We are also proud to announce
that we are the first IVF provider to
launch an NHS ‘Quality Account’,
which describes how we performed
this year against our quality and
safety standards. It also looks forward
and sets out our plans for quality
improvements in the coming year.
The account aims to provide a
balanced view of what we are good at
and – in doing so – set out priorities for
improvement. Our priorities in terms
of quality for the coming year (agreed
with the CARE senior management
team) are outlined within this report.
We are dedicated to achieving the best
chance of pregnancy for our patients.
In all of our clinics, our experienced
teams provide a discreet, professional
and caring service, delivering clear,
concise information to our patients.
To maintain our position as the UK’s
leading independent fertility healthcare
provider, CARE will continue its
commitment to research, developing
new procedures to assist those who
seek our help and doing so in a
manner sensitive to local regulatory
and social requirements in all the
locations we operate in. This report
also reveals the feedback we’ve
received from others.
Excellent communication is paramount
if we are to work together with the
patient to identify and overcome
complex fertility issues to reach the
desired outcome: pregnancy.
A culture of openness and
transparency is encouraged within
the company. We do this with the
involvement of all staff groups,
underpinned by local quality
improvement groups, who work with
patient feedback and suggestions to
improve current working practice.
Individualising patient care
Due to the high costs and complexity
of IVF treatment, it is essential that
CARE develop individualised treatment
plans from the offset by closely
reviewing the patient’s medical history
and diagnostic test results to gain the
complex overall picture of their health
and infertility.
Supportive mechanisms are a requisite
for patients’ wellbeing; therefore, we
have a support co-ordinator working
with us, who is a former patient
who has developed systems such as
support groups (both online and within
clinics), walk-and-talk events, Skype
support sessions and the CARE buddy
Training Lab, CARE
Manchester, opened 2018
Thank you,
this alone has
made a huge
difference to
my mindset
Quote from a CARE
patient using the
buddy matcher system
Live birth per ET (%) by female age
(n = 5801 ICSI)
< 35 yrs
> 34 yrs > 39 yrs
Green = Standard incubation
Blue = CARE maps usage
system. This buddy system matches
patients, creating peer-to-peer support
for patients undergoing similar
Research and development
Led by Professor Simon Fishel, the
vision of a scientific, patient-focused
approach has been key in many of
the world’s ‘firsts’ in fertility since the
’70s and ’80s. The Rachel Foundation,
for instance, founded in 2001, is a
charitable trust investing in research,
working with scientists around the
world to find new treatment options
for our patients.
The development of embryo time-
lapse imaging (CARE maps), too,
allows CARE to record thousands
of images of a developing embryo,
assisting the embryologists in the
selection of the embryo that has the
best chance of becoming a baby.
Increases of over 20 per cent in the
chances of achieving a live birth have
been documented, with 2,000 babies
being born attributed to the use of
this technology.
Into the future
Debates continue with regard to the
efficacy of NHS funding for infertility.
An existing postcode lottery system
has opened up discussions around
the evaluation of infertility treatment
in comparison to other areas of
medical funding. It should, however,
be acknowledged that infertility is a
recognised medical condition affecting
the lives of many people, whose
physical and mental wellbeing can
be compromised by being unable to
meet the basic human need of having
a child.
With a growing trend of women
having children later in life, the quality
of eggs becomes a more prevalent
concern. Additionally, the freezing
of eggs is an increasing market, with
the establishment of global egg banks
to store collected eggs for future
Pre-implantation genetic screening
analyses the genetic makeup of the
embryos to check whether they have
the correct number of chromosomes
before transfer to the womb. By
using PGS, embryologists have up
to an 85 per cent chance of singling
out an embryo with a chromosomal
abnormality, thus improving success
rates, reducing the chance of multiple
pregnancies and decreasing the
likelihood of miscarriages.
Other technologies are also showing
promise, such as the experimental
cryotechniques of transplanting the
womb and ovaries to restore fertility
for cancer sufferers; indeed, patients
who have had hysterectomies and
are thus without a womb are at the
forefront of reproductive medicine.
In the 40 years
I have been in
this field, this
is probably the
most exciting
and significant
that can be of
value to all
seeking IVF
Professor Simon Fishel
Freya, our 1,000th CARE
maps baby

This article was sponsored by Care Fertility. 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