Genuine Care

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

www.genuinecare.co.uk/

27GENUINE CARE |
BEST PRACTICE REPRESENTATIVE 2019
KathyMaslen, Resident Manager
Our store front during the
2018 FIFA World Cup
Genuine Care Homecare Services offer a range of tailored
programmes in Kent, Surrey and the wider southeast of
England, ranging from domiciliary to full-time live-in care.
Working collaboratively with local GPs and health services, they
develop a complete picture of the user in order to provide the most
appropriate and effective service. Kathy Maslen had worked in the
sector for ten years prior to establishing the company in 2008.
My key motivation for establishing this company was to help to provide a more
individualised and effective care programme. I felt that the services on offer
needed to be more holistic and person centred to meet the needs of the individual
entrusted into care. I also felt that communication between health professionals
and other relevant agencies could be improved. Better coordination of information
and resources would help to ensure a more effective experience for the person
receiving care. Sharing responsibility in this way is critical in combating indifference
and formulaic approaches when looking after our most vulnerable. This is what we
try to do at Genuine Care.
Working together to improve care
Working closely with local health services, we attempt to bridge the gap between
our work and theirs. We always receive a full medical summary from a GP for all
of our service users so that we can appreciate the true extent of their needs. This
helps to avoid the loss of any useful information that the individual may have
forgotten. Similarly, we update the user’s GP as time progresses, making sure that
FACTS ABOUT
GENUINE CARE
»Resident Manager:
KathyMaslen
»Founded in 2008
»Based in Edenbridge, Kent
»Services: Home and live-in care
»No. of employees: 48
Genuine Care
THE PARLIAMENTARY REVIEW
Highlighting best practice
28 | GENUINE CARE
they are aware of all developments
and changes. We always contact
specialist nurses to learn more about
the requirements of individualclients.
We also attempt to reduce the strain
on public health provisions by trying
to eradicate any unnecessary hospital
admissions. Our senior staff and
managers are all trained in general
medical observation, which, once
shared with GPs, helps us to accurately
assess most situations and come to a
collaborative decision on what is best
for the patient. Such consultations
often avoid unnecessary hospital visits
for our patients and further reduce
the burden on the healthcare system
moregenerally.
A key element of providing long-
term support is the appreciation that
needs change over time. Many of
our domiciliary care users go on to
receive live-in support as circumstances
change and their needs become more
pressing. In some instances, live-in care
stops being the most effective form of
support and in those cases we advise
achange.
The needs and demands of our sector
are made more complex by the fact
that fewer and fewer people are
training to become carers. If we want
to provide the highest level of support,
it is essential that there are resources
and training programmes that produce
a significant quantity of skilled
workers. This issue is becoming even
more pronounced as care is becoming
more and more medically focused and
requires skills akin to basic nursing.
Sponsored walk for
dementia
In order to address these growing
pressures, it is essential that we expand
our efforts to work collaboratively with
other health service providers.
Themore we communicate with
each other, the easier it will be to
provide a higher standard of care
29GENUINE CARE |
BEST PRACTICE REPRESENTATIVE 2019
The lack of funding, felt most acutely
in mental health provision, significantly
impacts the speed with which we can
help people. Requested assessments
can often take up to six weeks to
arrive. This is not due to a lack of
will but simply because there are not
enough resources being assigned to
the treatment of these issues. As more
and more people are diagnosed with
degenerative mental health illnesses,
such as Alzheimer’s or dementia, this
problem will only worsen. An ageing
population intensifies the issue further.
In order to address these growing
pressures, it is essential that we expand
our efforts to work collaboratively
with other health service providers.
The more we communicate with each
other, the easier it will be to provide a
higher standard of care.
Our care workers also have an important
role to play in feeding information to
those reforming our sector. Day-to-day
experience with service users can be
invaluable when deciding on a course
of action. I believe that if people
gained greater awareness of the
importance of the work that carers do,
this funding gap would be filled.
Going beyond the medical
Looking forward, we are developing
several new initiatives.
The first of these is the establishment
of a drop-in centre at our base
in Edenbridge. This will provide
service users with mobility issues the
opportunity to socialise outside their
own homes. We believe that this kind
of additional support is essential.
At Genuine Care, we strongly feel that
providing a high standard of care does
not confine itself to basic needs but
must also include a more complete
sense of wellbeing. We want our
clients to lead fulfilling and rounded
lives, and this new drop-in centre will
provide an invaluable social outlet for
many of our users.
We are co-ordinating with local
solicitors to organise an educational
event for the families of those we
care for. We aim to enhance their
understanding of such matters as legal
rights, powers of attorney and the
difference between social care and
healthcare. We always endeavour to
support not only the individual but
their family as well.
Our duty goes beyond the medical. We
try to create an enjoyable atmosphere
while administering care, whether
this involves playing music or carers
occasionally dressing in England kits
during the World Cup. Experiencing
care is also a form of social interaction.
This is incredibly important to us
and is why we always try to match
people with their preferred carers. The
development of personal connections
and continuity is vital to our work.
In the near future, we aim to continue
to develop and grow, ensuring that we
always endeavour to place the needs
of our users first. Our key aim is to
treat our users with the respect and
dignity that they deserve.
I believe that if
people gained
greater
awareness of
the importance
of the work that
carers do, this
funding gap
would be filled
Cupcake day

www.genuinecare.co.uk/

This article was sponsored by Genuine Care. 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 Rt Hon Kwasi Kwarteng.

Rt Hon Kwasi Kwarteng's Foreword For The Parliamentary Review

By Rt Hon Kwasi Kwarteng

This year’s Parliamentary Review reflects on a tumultuous and extraordinary year, globally and nationally. As well as being an MP, I am a keen student of history, and I am conscious that 2020 would mark the end of an era. It will be remembered as the year in which we concluded Brexit negotiations and finally left the European Union. Above all, it will be remembered as the year of Covid-19.

In our fight against the pandemic, I am delighted that our vaccination programme is beginning to turn the tide – and I pay tribute to the British businesses, scientists and all those who have helped us to achieve this. But the virus has dealt enormous damage, and we now have a duty to rebuild our economy.

We must ensure that businesses are protected. We have made more than £350 billion available to that end, with grants, business rates relief and our furlough scheme supporting more than 11 million people and jobs in every corner of the country, maintaining livelihoods while easing the pressure on employers. The next step is to work with business to build back better and greener, putting the net zero carbon challenge at the heart of our recovery. This is a complex undertaking, but one which I hope will be recognised as a once in a lifetime opportunity.

Through the prime minister’s ten point plan for a green industrial revolution, we can level up every region of the UK, supporting 250,000 green jobs while we accelerate our progress towards net zero carbon emissions.

With our commitment to raise R&D spending to 2.4% of GDP and the creation of the Advanced Research & Invention Agency, we are empowering our fantastic researchers to take on groundbreaking research, delivering funding with flexibility and speed. With this approach, innovators will be able to work with our traditional industrial heartlands to explore new technologies, and design and manufacture the products on which the future will be built – ready for export around the globe.

And I believe trade will flourish. We are a leading nation in the fight against climate change. As the host of COP26 this year, we have an incredible opportunity to market our low-carbon products and expertise. Our departure from the EU gives us the chance to be a champion of truly global free trade; we have already signed trade deals with more than 60 countries around the world.

As we turn the page and leave 2020 behind, I am excited about the new chapter which Britain is now writing for itself, and for the opportunities which lie ahead of us.
Rt Hon Kwasi Kwarteng
Secretary of State for Business, Energy and Industrial Strategy