Health & Care at Home

A Message from Lord Pickles and Lord Blunkett, followed by Health & Care at 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 Health & Care at 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, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.healthandcareathome.co.uk

THE PARLIAMENTARY REVIEW
Highlighting best practice
36 | HEALTH AND CARE AT HOME
DrCliveAcraman, Managing
Director
“We are like a family”
– June P 2018
Health and Care at Home is a private company with a
growing reputation for delivering high-quality, premium
nursing and care services in the home of the people
that choose to use their service. Managing Director Dr Clive
Acraman enjoyed a long career in public service, spread across
children’s and adult’s services in social care and the NHS, prior
to leaving the NHS in 2015. Clive left the NHS because he
believed there was a better way to support people at home.
They are passionate about person centred care, and work
alongside the people who use their service, their family, friends
and community to understand their life history, values and
belief systems. This enables staff to empower their customers to
continue to be the people they have always been.
We are a highly experienced and professional team providing unique and
innovative care. Our services are provided in the comfort of our customers’ personal
residence. We have been successfully providing high-quality domiciliary health and
care services across Cornwall for three years. All our care staff are employed directly
by us. They are skilled, talented practitioners with experience of working within
a community setting and each holds a minimum Level 2 qualification in health
andcare.
In addition to our carers, we have a team of professional practitioners, registered
nurses, occupational therapists and social workers, all of whom are registered with
the Royal College of Nursing or Health and Care Professions Council.
FACTS ABOUT
HEALTH AND CARE AT HOME
»Managing Director:
DrCliveAcraman
»Founded in 2015
»Based in Newquay, Cornwall
»No. of employees: 20
»Services: Nursing, nursing
care, occupational therapy
assessments, palliative care,
end of life care, dementia
care, personal care, household
support, meal preparation and
assistance to attend community
based clubs and activities
Health and Care at
Home
37HEALTH AND CARE AT HOME |
BEST PRACTICE REPRESENTATIVE 2019
The team are available to support
our customers at any time, assessing
people while they are in hospital,
co-producing care plans, ensuring
their home is discharge ready with
the correct equipment in place
and assisting their discharge home
where necessary. Our occupational
therapists and registered nurses are
actively involved in establishing all
communication and links between
ourselves and the statutory services,
while our carers develop the
relationships that nurture positive,
high-quality and sustainable outcomes
alongside ourcustomers.
Our care planning process is overseen
by our professional practitioners.
Central to our success is our ability to
build and maintain relationships with
GP practices, community nurses and
other healthpractitioners.
All people living with temporary or
permanent health conditions receive
a full nursing assessment prior to our
service beginning, and this helps to
inform our care planning process.
With consent from the person we are
to care for or support, the outcome
of this, and regular nursing reviews,
is shared with other practitioners
involved with the person such as their
GP, community matron and district
nursing service. We believe this is
important to maintain accurate and
contemporaneous communication
between ourselves and the
statutoryservices.
What we do
All our staff are trained to listen
to our customers, to understand
what is important to them in terms
of their care and support and to
respond in a way that works for
them. We understand that a warm
smile and a chat are sometimes
more important than the tasks that
people need performed. Everything
we do is built on evidence-based
practice and focuses on building
excellent, enduring relationships with
the people we care for and support.
We understand the importance
of developing truly person-
centredpractices.
We have a minimum call time of one
hour. This allows us to support people
We support people so
they can stay in their
own home
Reablement,
supporting
people to be as
independent as
possible, for as
long as possible,
is central to
what we do
THE PARLIAMENTARY REVIEW
Highlighting best practice
38 | HEALTH AND CARE AT HOME
at their own pace. We recognise that
tasks are important, but the person
is more important than the task,
and allowing people time enables
us to undertake our roles more
effectively. While we are with people
who use our service, we are happy
to support them in any way that is
safe. We are happy to offer them a
cafetière and read of the newspaper
first thing in the morning, or a full
English breakfast prepared for them
after the shower. We are also happy
to accompany our customers on
a holiday at home or abroad, and
of course support those coming to
Cornwall to enjoy their vacation. Put
simply, we will support any person
who uses our service with complex
nursing interventions, personal care,
domiciliary chores, shopping and
community activities.
One person who used our service,
June, had been advised by mainstream
services to move into a nursing home;
however, she refused to give up on
returning home. On discharge to her
own home, against advice from the
hospital, we began to work with her
privately. She had been in hospital for
eight months, but our carers supported
June alongside her family. June was
able to be nursed and cared for at her
own pace, and she was determined
not to be dependent on others all
of her life as she had been told she
would be. Gradually, June began to
feel stronger; she moved slowly from
requiring a hoist, to being able to
support herself, and new equipment
was introduced to allow June to bear
weight for the first time in a year
without assistance. Within five months
of returning home, June was walking
independently and no longer required
our services.
How we do it
Our talented team of professionals
and practitioners have the skills and
talents to support people living at
home with the most complex medical
conditions and to support planned
and co-ordinated hospital discharges.
We always undertake an assessment
of the person’s requirements and
their nursing, social and occupational
therapy needs. These assessments can
be undertaken in any setting, to allow
for the comfort and convenience of
our customers.
Once we have an understanding of
our customer’s health, care and social
requirements, we co-produce a care
plan, which explicitly states what we
are being asked to do, how we will
achieve it, where it will take place
and when it will be completed. These
personalised care and support plans
also explain who the person is, as
much of their life story as they wish
to share – names of family, friends
and key events help us to initiate
conversation and understand more
about the person we support. We
also pay close attention to what is
important to the people who use
our service and how they wish to be
supported. Our care and support plans
are very clear about how, where and
when the care will be administered.
Openness and transparency are
a crucial part of our process, and
our planning process ensuring the
service we provide is clear, supportive
andsafe.
Our talented
team of
professionals
and practitioners
have the skills
and talents to
support people
living at home
with the most
complex medical
conditions and
to support
planned and
co-ordinated
hospital
discharges
We support people
at home and in the
community

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from the prime minister.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

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