Compton View Care Home

A Message from Lord Pickles and Lord Blunkett, followed by Compton View Care Home'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 Compton View Care Home 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

Our outstanding setting is
managed by loving staff
A charming and fun
Compton View Care Home is a residential care service
based in Yeovil. Founded in 1988, it is a small, family-run
home with a welcoming environment and a committed
team of 24 qualified staff. The home is situated in a charming
Victorian building, with 17 en-suite rooms and views of the
Somerset countryside. Owner and Manager Jacky Edwards, a
registered general nurse, and her husband Dr Paul Edwards
discuss what makes its services unique.
Running a care home is an act of love, an act of self-sacrifice on the part of those
providing care to our family of residents. For many of those carers their job is a
vocation. However, the reality is that we work in an overregulated and overly
bureaucratic world, and our industry has seen the level of regulatory control
increase greatly over the last years; much of it is well intentioned, but some
measures are unnecessary. We often find that meeting the regulatory burden is
time-consuming and unproductive, taking attention away from providing high-
quality care – which is why our carers joined the sector.
In order to cope with the variety of demands, we have applied what we have
learnt from our previous business lives and redacted best practice as we see it. This
process has required innovative thinking and determined leadership, in order to
move our carers’ skills and dedication forward to even greater levels, optimising
the level of care we provide. To exemplify best practice, we highlight our strengths,
weaknesses, opportunities and threats, with the intent to shine a light on our
achievements, our challenges and our areas for improvement.
»Owner and Manager:
»Founded in 1988
»Based in Yeovil, Somerset
»Services: Residential care
home, with additional on-site
daycare services
»No. of employees: 24
Compton View CareHome
Highlighting best practice
Operating our welcoming residential
care “home-from-home” to a high
standard, while optimising our budget,
has enabled us to offer the best care
at the most competitive price in the
local area. Our maxim here has been
to keep our fees as low as possible,
thereby increasing the pool of potential
new entrants to our home who can
afford the fees.
We have engineered the culture of
Compton View to include a new
vibrancy and energy, offering new life
to the seniors who come to us, seniors
who themselves have often spent
many lonely years thinking the best
years of their lives were over. Many
of our elderly residents have large
supportive families, and coming into
social care is very much a last resort.
They have often been struggling with
extremely complex health issues, often
requiring the provision of intimate
care, both day and night. Families
often come with a burden of guilt at
the thought of handing their loved
ones over to strangers, but they leave
knowing that we are in the best
position to care for their needs. I am
eager to provide a solution for every
need and an answer for every problem.
I have been a nurse long enough to
know that death can be a friend to the
elderly, and I have vowed that no-one
in our care will ever die alone. I have
kept this promise alongside my highly
trained team of loyal and caring staff,
who surprise me every day with their
never-ending patience, attention to the
smallest detail and grace under fire.
The overregulation of the care industry
is stifling those that want to provide
effective care. With a minority of
historical high-profile cases of abuse
whipped up in the media, the pendulum
has now swung too far towards
unnecessary regulation, which is an
overreaction to satisfy the perceived
public sensitivities. Nonsensical ideas,
such as mandatory CCTV cameras
monitoring communal areas, have
been presented, but we know from
our residents this is an anathema that is
not commensurate with living at home,
but instead more like living in a prison.
Every care service should not be tarred
with the same brush in a one-size-fits-all
approach. In response, we want to see
more considered approach, with the
involvement of those who deliver the
care and understand the sector.
A dedicated and caring
We have
engineered the
culture of
Compton View
to include a
new vibrancy
and energy
Our industry continues to evolve in
order to meet the needs of an ageing
population. We take opportunities to
upskill our staff, so we can meet the
ever-increasing acuity of those that join
our family. There is a wealth of skilled
carers who are out there – ready to
meet these needs – and we need to be
able to reward them at an appropriate
level of pay. This will allow us to
maintain our pool of talented carers
and attract new entrants. Only by
councils recognising the need to pay
an appropriate amount for care will
this change.
The primary threat to us and our
industry is a continued lack of
proper funding for care. We see a
postcode lottery for funding levels,
as highlighted by the RCPA. The case
of back-pay for sleep-ins has further
undermined our belief in the long-term
sustainability of our industry and trust
in government funding programmes,
as matters currently stand. This
particular issue has not been settled
at the time of writing, and it has now
gone to appeal. The lack of trust and
dismissive attitude of local councils
towards carers does nothing, however,
to improve our long-term view.
Although there are many threats to
our business, we wouldn’t do anything
else. We go home every day with a
sense of real satisfaction that can only
come from making a difference to
people’s lives.
But there is something even we cannot
give our residents, something they
can only give each other, and that
is the company of their peers and
friends their own age. This is why our
little community is so strong and so
important. We at Compton View do not
represent the failure of elderly people to
live in their own homes, or the failure
of their families to look after them
in their twilight years. We represent
the choice of elderly people to reject
loneliness and isolation and join a
community where they are involved
and honoured. This is a community
where their families are welcomed as
if they are our families, because once
they’ve moved into Compton View,
that’s exactly what they are.
Love begins at
home, and it
is not how
much we do,
but how much
love we put in
that action
Mother Teresa
We value teamwork in
all of our staff members

This article was sponsored by Compton View Care Home. 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