Heritage Care at Home

A Message from Lord Pickles and Lord Blunkett, followed by Heritage 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 Heritage 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
Pickles signature Rt Hon The Lord Eric Pickles
Highlighting best practice
Co-directors Karen Jefferson
(left) and Pat Smith (right)
Leiston group
Heritage Care at Home Ltd (HCH) are a small, independent
and dedicated company who pride themselves on being
able to offer a personalised and professional service for
people in need of care and their loved ones. At the core of
their company is the understanding of how important it is for
people to be able to choose to stay in their own homes with
a correspondingly personalised provision, both on a short-
term and long-term basis – sometimes including palliative care
packages. Their excellent retention rate and individualised care
packages are crucial to their success, according to the Co-
directors Pat Smith and Karen Jefferson, who explain in the
following article how this is achieved.
Distinctive features of Heritage Care at Home Ltd (HCH)
Many companies provide care, but at Heritage Care at Home, we are uniquely
committed to providing a truly individualised service, bordering on the pedantic.
This means treating everyone as a distinctive individual with distinctive needs.
This is because we believe that every customer has the right to play an active part
in the development of their own care package, with a view to offering them the
maximum possible leeway to suit their own, often complex lives. To do this, we
collaborate with families and other relevant organisations.
This means that, as directors, we are unceasing in the supervision of our team
members who provide care. We want to be certain that the care that’s actually
»Co-directors: Pat Smith and
Karen Jefferson
»Established in 2010
»Based in Lowestoft and
Leiston, Suffolk
»Services: Domiciliary care
»No. of employees: 39
»HCH give an incentive to
work by offering a “wellbeing
bonus” each quarter when
staff have a low or no absence
Heritage Care at Home
Ltd (HCH)
delivered meets the high standards
we have set for ourselves. That is not
to say, however, that we are distantly
supervising and unwilling to get our
hands dirty. Wewill always be at
the front line wherever necessary,
sometimes working in a subordinate
role to our employees and without a
wage. All of this testifies to the spirit of
equality that prevails at Heritage Care
at Home.
This supervision is often unnecessary,
as we have placed great emphasis on
choosing only the best staff. Once we
have the staff, we also ensure they
are engaged in a perpetual process of
self-development and training, while
also making sure they do not perform
tasks for which they are not sufficiently
trained. All of this is justly remunerated
with a wage above the national living
wage, and we ensure that staff travel
time is also paid for. We feel this is
especially important, as so many in
the care sector can feel like second-
The care that our staff provide is of
such a quality that we have been
awarded the Top 10 Award by
homecare.co.uk, a ranking which
is based on recommendations and
feedback from clients. Our employees
form a small but dedicated team of
community care associates who will
always provide the highest standard of
home care, with integrity, dignity and
true personal choice.
The range of services we provide is as
»Personal care
»Dementia care
»Domestic services
»Medicine supervision and
»Sitting services
»Transport to appointments
»End-of-life care
Waveney group
We want to
be certain that
the care that’s
meets the
high standards
we have set
for ourselves
Highlighting best practice
Size and scale of operations
So successful are we in our services
that we rarely need to advertise to
our customers. Our outstanding
reputation attracts customers to us.
We have been keen, however, to
ensure that our success does not
come at the expense of quality of
care. If we feel that the demand
exceeds what we can supply, we will
turn down work.
Our size is also useful, specifically
with regard to the close relationships
we can maintain with clients. This is
especially important for the elderly,
who too often suffer from loneliness
and lack of purpose. We therefore
offer social activities that go beyond
the call of duty, so to speak. And if our
customers cannot come to an event,
we’ll try to bring it to them, even if
only in the form of bringing a piece of
the cake to their home.
Challenges facing the sector
Money isn’t everything, but it matters
a lot. So, when there is a lack of
money flowing through this segment
of the economy, we quickly feel the
consequences. One of the ways this
impacts us is through extra training
becoming too costly. A considerable
portion of the money we receive will,
through our customers, have its origins
in the public purse. Therefore, when
these areas are cut, we – as well as
society’s most vulnerable – will be
primary victims. Local government is
a noteworthy example of this, as they
constantly try to do more with less –
and we expect to see no improvement
in this for a while.
Other challenges are more pedestrian,
the sort that even in the best of
circumstances we will always have
to face. For example, many of the
people we employ are parents, and,
therefore, during the holidays, their
ability to work the sort of hours we
would expect of them is constrained.
Nevertheless, we rise to these
challenges by being flexible and
adaptable, an opportunity afforded
to us by the fact that we are a
What the future holds in store
for us
We’re optimistic for the future, as we
feel we have the correct foundations
in place, namely, excellent staff and a
genuinely caring ethos. Ultimately, it
is the carers who make the company
– these are the people who go the
extra mile, do the extra hours and
do their utmost to ensure that our
customers are cared for. For as long as
this remains the case, we will expect
further success, both in terms of
customer care and in businessterms.
All of this, it’s worth adding, is
encapsulated by our strapline, which
we are keen to emphasise at every
juncture: “A quality service delivered
by professionals who care.”
The care that
our staff
provide is of
such a quality
that we have
been awarded
the Top 10
Award by
Amy Bourn, Admin
Assistant (left), and
Tanya McAneany, Office
Manager (right)

This article was sponsored by Heritage Care at 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