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 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