Home Angels Chorley

A Message from Lord Pickles and Lord Blunkett, followed by Home Angels Chorley'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 Home Angels Chorley 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


Highlighting best practice
Managing Director Nicolla Moran
Lily, our first ever
Home Angels Chorley Ltd was the first homecare company
in the country to fully specialise in home-based dementia
care. Managing Director Nicolla Moran established
the service in 2011 and had to learn from her experiences
and adjust her approach in order to create a flexible care
plan for dementia care in the home of the service user. She
now employs 30 members of staff and is looking to see her
innovative model become more commonly adopted throughout
the sector.
I have experience working in most areas within the care sector, including residential
home management. I became frustrated with the amount of people who came to
our residential home for rehabilitation following a decline in their health at home,
built themselves back up to full fitness and independence, and then returned
a month later with the same issues as before. It became clear that this was not
because of a lack of good care in the community; instead, it was largely down to
care companies having to provide care to an array of clients with differing needs.
This showed that staff, although well meaning, were often not given enough
education on dementia care.
Building an effective service
I decided to make the jump and founded my own business in 2011, in an attempt
to change the culture of care at home and to help those with dementia, whom
»Managing Director:
»Established in 2011
»Located in Chorley, Lancashire
»Services: Specialist dementia
care in the community,
palliative care
»No. of employees: 30
»Home Angels are the first
UK company to specialise in
home-based dementia care
Home Angels Chorley
I felt were falling through a gap in
the services on offer. Having trained
in dementia studies at the University
of Bradford, I had plenty of ideas
for how the service would work
and how I could balance the needs
of dementia sufferers around the
practical challenges of home care,
such as set call times and the necessity
I took a very hands-on approach,
conducting all our care personally for
the first few years, before gradually
building a trusted team. This method
worked well, and I was confident in
the services as I knew – both from
research and my experience in the
residential and hospital sector – that
they were needed. We have been busy
from day one and have helped many
people, both privately and through
social care funding.
Our rate of development accelerated
when a district nurse praised us for
the care that we gave to a client,
who suffered from dementia and had
recently been diagnosed with cancer.
We adjusted her care as needed, and
the nurse explained how our client-
goal-focused care worked brilliantly
in end-of-life care at home. We were
then asked to help the local NHS by
offering palliative home care. I helped
train the staff and this was the start
of a very rewarding additional role,
where I was able to give people more
choice over where they received
care at the end of their lives. Much
like dementia work, it is all about
providing options that people didn’t
previously have and tailoring our work
around individuals.
Overcoming political obstacles
There are many political issues that
affect how we provide care. Many
local authorities cite future budget
cuts as a reason to reduce social care
funding. In Lancashire, the council,
in an effort to make savings, decided
to contract 90 per cent fewer social
care companies than were on the
previous preferred provider contracts.
In practice, specialist providers
who, like Home Angels, challenge
convention and create a culture shift
are pushed out. This is both financially
and emotionally catastrophic for
valuable specialists like us. We want
to provide care to all, and we have
numerous case studies of people who
have seen tangible improvements in
their wellbeing and condition since
It’s incredibly sad that we are no
longer as easy to access. People can
of course ask for a personal budget,
but without an advocate to work
on the administration of this, many
people with dementia find themselves
indirectly discriminated against
because they are unable to complete
the process. Prior to this system, care
commissioners would match clients
with either their preferred company
or one that explained how they would
meet their needs best. Savings could
have been made in other ways, such
as by changing the invoice system or
by removing contracting and instead
using a set list of providers who meet
the client’s needs. As a girl from a
A client accepting us and
showing this by allocating
us our own tea cup, can
be a massive progression
in dementia care
I was able to
give people
more choice
over where they
received care at
the end of their
lives. Much like
dementia work,
it is all about
options that
people didn’t
previously have
and tailoring our
work around
Highlighting best practice
council estate who has dedicated her
whole life to care, who was self-
funded through university and who
has achieved so much change in this
field, I feel sad that we are no longer
contacted regularly by care navigators
and able to work with social workers
on the success stories we have seen in
the past.
Expanding home-based care
We hope to expand the business and
work in a wider geographical area
and it would be fantastic to replicate
what we do further afield. I’ve always
felt the postcode difference that exists
in good dementia care – in terms of
treatment, diagnosis and available
services – is unfair, so I would like more
areas to have a home careoption. We
also want to try innovative ways of
delivering care. We already focus less
on the typical mealtime calls in home
care, taking people out instead so they
can benefit from activity and exercise.
We would like to trial more overnight
care options, which aren’t currently
used in our sector, such as separate
overnight calls rather than the typical
full-night shift. This would work well
for individuals whose dementia often
keeps them up atnight.
Despite the challenges that we face,
our wider aim is to encourage more
young people into careers in the
care sector. This would involve not
just doing the vital job of caring,
but also realising that, whatever
their background, they can put their
passions into practice and shape
innovative methods. There are many
potential approaches that won’t
have been conceived yet. By inspiring
people and helping them learn, we
hope to see tangible changes to how
care is administered. Care is often
ignored as a profitable and fulfilling
career, but I believe with more young
and ambitious people choosing it, a
positive culture change can be the
result. With more talent and ideas
in the sector, we will see important
advances. Hopefully, over time,
politics will catch up and begin to
value specialism. I hope to see people
replicate what I have done.
Care is often
ignored as a
profitable and
career, but I
believe with
more young
and ambitious
choosing it, a
positive culture
change can be
the result
A happy client and his
two angels


This article was sponsored by Home Angels Chorley. 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