Hilton House

A Message from Lord Pickles and Lord Blunkett, followed by Hilton House'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 Hilton House 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
The care home garden
Proprietor deputy with a
residents family
Hilton House is a residential care home based in
Colchester, Essex, that provides care for people with
mental health issues and learning difficulties. Hilton
House has successfully supported people from long-term secure
units for over 20 years and is located conveniently close to many
amenities and facilities in the town of Colchester. Managing
Director Sylvia John shares the successes of the home and
explains how those were achieved, while discussing the positive
impact Hilton House has had on the residential care industry.
At Hilton House, we are proud of our outstanding warmth, welcoming
atmosphere, homely environment and safe facility. Our staff are characterised by
their genuine passion for caring, while they always encourage and empower the
people who live there.
We focus on providing a holistic and human approach, which promotes the
independence, enjoyment, personal development and well-being of our residents.
Founded in 1995, we are based in a beautifully restored building with modern
decor and contemporary designs, conveniently situated in the west of Colchester.
Goals and aims
We have been able to accomplish many of our aims and objectives because we
strive daily to promote and maintain an excellent standard of care. At Hilton House,
we seek innovative ways to improve our overall organisation, both structurally and
culturally. Frequently, we measure the feedback we receive through various surveys
to help improve satisfaction.
»Managing Director: Sylvia John
»Founded in 1995
»Based in Colchester, Essex
»Services: Provides residential
care for people with mental
health and learning difficulties
»No. of employees: 12
Hilton House
By working with our care partnerships,
we aim to ensure that the quality of our
case is always moving forward. We have
established strategic communication
channels with our partners to ensure
that Hilton House continually achieves
its vision and passion to care for
people. These partners also help us
create feasible, attainable goals, and
assist us with putting plans in place to
help us achieve them.
Our commitment
As a friendly, dedicated and qualified
care team, we have resolved to invest
in the lives of individuals who require
daily support in reaching their fullest
potential. We are committed to
learning about the people we care for
and finding out what matters to them.
Discovering the best way to meet their
needs with the resources we have
available is crucial, and our staff are
the vehicle for driving initiatives that
meet the personal needs of residents.
We equip our staff to deliver care to
the highest standard through frequent
training and development, constructive
communication with team members
and care partners, and meaningful
communication and activities with
the people we care for. Developing
excellent relationships with our
residents is a core part of our ethos
and building the confidence of our
residents is important in helping them
achieve some of their personal goals.
Our staff are committed to creating a
safe and relaxed environment where
our residents can feel empowered and
respected. Our home is a flexible and
dynamic organisation, changing and
progressing as care standards point
towards new and improved levels of
service. To do this, we need to listen to
our residents, to external guidance and
to experts within the care field. “Hilton
House is my home and I love living
here” – resident.
Improving our service
Hilton House was formerly a historical
dwelling, so we invested in an
18-month transformation programme,
restructuring the home to allow us to
provide a more personalised service.
Our aim was to create an accessible
home that promotes the dignity and
privacy of our residents, while helping
them to live as independently as
possible in their own home.
Initially, we asked our residents what
they would like and we listened. We
then extended our home and created
meaningful spaces that allow our
residents to enjoy more activities
inside and outside the home. A bigger
The care home lounge
We have
channels with
our partners to
ensure that
Hilton House
achieves its
vision and
passion to care
for people
Highlighting best practice
kitchen and dining area were built, a
conservatory was constructed as an
extension, and we added a games
area for activities such as table tennis,
dancing and painting. Contemporary
en suite bedrooms with modern finishes
were built, and we put both a gazebo
and a vegetable patch in the garden.
Following the completion of the
renovation, we introduced a new
strategic plan for our staff to implement.
The plan focused on the culture of
our home, and aimed to improve the
experience for residents and visitors.
Transforming the culture of our home
into something that better resembles a
family-orientated living arrangement has
in turn created a transparent and flexible
working environment. Our residents
always tell us they feel comfortable,
appreciated and supported, which after
all is the purpose of the entire home.
“I’ve lived here for 20 years and this
home is like family to me” – resident.
Financial challenges
As a result of funding changes, we
have experienced some challenges in
the financial aspects of providing care.
These challenges have been met well by
our team, and we have communicated
openly about these challenges. Plans
have been put in place to maximise our
funding, focusing on fully utilising the
resources we already had in place and
leaning on the experience and skill of
our staff. We learned to become more
flexible with our budget and more
creative with the usage of it.
We also evaluated how we invoice
companies and learned to be
proactive in our management of it.
Financial change prompted us to be
more strategic in how we handle
staff wages and increases, budgets
and expenditures. We found that
maximising our funding helped us to
provide excellent care and support,
while making use of staffing, activities
and resources that are already in place.
Recovery and the future
Economic changes are expected, but
how we respond to these is what
matters most to the people we care for
on a daily basis. As a home, we have
become more resilient as a result of
the challenges and we are now better
prepared for future change.
We are aware that the industry is trying
its best to keep up with the demand,
but we are taking the necessary steps
to ensure we are not reliant on external
factors. We are proud of the ways we
have developed as an organisation,
and the way we maintained high
standards during tumultuous times is
truly a credit to everyone involved.
Our residents
always tell us
they feel
and supported,
which after all
is the purpose
of the entire
Left: A resident in the care
home’s garden
Right: Our care home
Christmas party


This article was sponsored by Hilton House. 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