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 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