G & P Healthcare

A Message from Lord Pickles and Lord Blunkett, followed by G & P Healthcare'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 G & P Healthcare 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


Founders Par Law and Gayle
Registered nurses and business partners Gayle Finlayson
and Par Law established G&P Healthcare in 2013.
Both have many years’ experience in hospital and
community settings and realised that patients with severe
and complex health needs were not always getting the
competent, specialist care they required at home. As a
result, these patients were remaining in hospital or going
to a nursing home. While Gayle and Par first established
G&P in Cramlington, Northumberland, they expanded by
opening a second, Derby-based branch in 2015 and now
employ a team of 60 staff across both sites. Gayle tells the
how G&P endeavours to stay one step ahead of other
domiciliary providers with the nurse-led complex care its team
Often, our clients have needs and complexities which requires our nurses to train
and ensure full competence of the care team – as such, we integrate nursing
and care in everything we do. Clients and CCG case managers come to us with
issues that can be difficult to handle safely. Their needs can be anything from safe
management of tracheostomies and invasive ventilation through to major spinal
cord or brain injuries. To provide effective care and cater to these needs, we have
to be completely nurse-led in our work and operate our own clinical training on
core competencies in-house.
»Founders: Gayle Finlayson and
Par Law
»Established in 2013
»Based in Cramlington,
Northumberland and Derby
»Services: Nurse-led domiciliary
»No. of employees: 60
»Our care team are trained by
qualified nursing staff
G&P Healthcare
Highlighting best practice
It doesn’t stop there
For us, quality practice is best when
it’s shared. That’s why we also operate
as a training provider. We work with
other healthcare and domiciliary care
services, often referred to us by CCGs,
to increase their competence base and
their level of care.
For example, some providers take on
clients who have PEG tubes, without
understanding that their staff should
be trained and signed off by a nurse.
Care for these individuals needs to
be competent and consistent across a
sustained period of time; that’s why
we’re so dedicated to raising standards
across the board for homecare,
especially with regard to complex
needs and issues.
Leading by example
As registered nurses ourselves, we
often work alongside our staff to
ensure they exercise safe and effective
clinical skills in the same personal way
that one would for a relative. If we
consistently achieve these goals, our
high standards will always be met.
We achieve these standards constantly
by way of a variety of rigorous internal
processes. We employ specialist nurses,
undertake monthly audits, operate
continuous training programmes
and, at a senior management level,
work to refine the care packages
through discussion with case managers
and clients. This was recognised by
CQC, who recognised our work as
“outstanding” for the “Well Led”
criteria, alongside recent special
The right person is more
important than the right
We’ve put a lot into our recruitment
process over the past few years and
have learnt that understanding the
type of person you’re employing is
such a high priority. Having the right
person in the right job is so important
– because if somebody isn’t suited to
their role, or doesn’t share our values,
they won’t work effectively.
Once you have the right person,
training becomes a real priority.
We have invested significantly into
employing qualified staff to this end
and have acquired specialist equipment
for hands-on individual development,
including tracheotomy models and
mannequins, ventilators and suction
machines. We don’t leave any member
of staff alone with a complex client
until they’re fully trained, and while
this isn’t a unique rule across the
sector, it is rare.
To ensure that excellence stays and
grows within the company, we try hard
to promote from within and provide
staff with progression pathways for
whichever role they undertake. Senior
staff all undertake Level 5 NVQ courses
for leadership, which equips them
appropriately to manage and ensure
that high standards are met across
every side of the business. We have
amazing staff who dedicate themselves
to caring for others every single day.
At G&P, training is of
paramount importance
For us, quality
practice is best
when it’s
shared. That’s
why we also
operate as a
National shortages in health
and social care staff
Recruitment is a problem that affects
the sector as a whole. There is a
national shortage for care staff, and
while this has been raised in the
news, it requires more focus. Eighteen
months ago, we would get 100 to 150
applications for one position – now,
we’re lucky to get three or four.
To help combat this issue, we have
set out to raise the profile of care over
the past five years, especially with
regard to the kind of specialist areas
we focus on. Across the general public,
wider communities and media, care
does tend to be perceived negatively,
and this can be really detrimental
for recruitment. We try to raise
awareness and promote both ourselves
and the sector through continuous
advertisement, exhibitions and open
days, but it’s a nationwide problem.
A deep financial problem
Funding is a root problem for the entire
sector. We want to reward our staff
appropriately, but this is affected by
how much we can charge. Our care
staff often perform at a level that some
nurses cannot reach, yet they could earn
more stacking shelves in a supermarket.
Our base pay rates are significantly
higher than minimum wage, and all
profit the business makes is reinvested.
Many providers are struggling as a result
of this sector-wide issue; contracts are
being handed back to commissioners,
and some providers are closing
their doors completely. If this trend
continues, there won’t be services out
there to accommodate the care that
people need. This should be something
of a wake-up call for policymakers
and government – they need to find
another solution, and their first port of
call should be to speak to providers.
Reducing hours in care packages for
those most at need is not the answer.
Pushing on to deliver complex
We will continue to provide high
standards of complex care for those
people who have historically had
difficulties transitioning home. Going
forwards, we will deliver the best
service we can in spite of difficult
times, and we aim to become the
go-to provider for specialist and
While greater awareness and
education across the board is
necessary, the perception people have
of the care sector desperately needs to
change. Our drive remains the same as
it was in 2013: we want to provide an
excellent career choice with amazing
opportunities and outstanding job
satisfaction, and we want to raise the
profile of care work.
Having the right
person in the
right job is so
important –
because if
somebody isn’t
suited to their
role, or doesn’t
share our values,
they won’t work
Gayle and Par
demonstrating the use
of training equipment


This article was sponsored by G & P Healthcare. 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