Jaffray Care Society

A Message from Lord Pickles and Lord Blunkett, followed by Jaffray Care Society'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 Jaffray Care Society 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

www.jaffraycare.com

1JAFFRAY CARE |
BEST PRACTICE REPRESENTATIVE
Our patron John Barnes with
Adrian, one of our service users
Our board of trustees
Jaffray Care is a dynamic, not-for-profit organisation that
has a sustained track record of delivering high-quality
care to people with developmental disabilities, autism and
complex healthcare needs. Staff contribution is highly valued
and rewarded with job satisfaction, a productive working
culture and structured professional and personal development.
Ultimately, this benefits service delivery, professional practice
and service user outcomes. CEO Lee Hendon elaborates.
It is apparent that people with learning disabilities who have great lives are often
supported by the right people with the right skills, knowledge and experience. We
have been nationally recognised at the National Learning Disability and Autism
Awards over several years. One of our proudest achievements was winning the Best
Employer Award in 2016 and 2017. We were commended for the way in which
people are recruited, retained, developed, coached, mentored and supervised.
Central to our success and what sets us apart are the educational exchanges we set
up. Jaffray Care joined an existing set of coalitions and partnerships that comprise
research and educational organisations in the UK and America. Strategically, we
integrate our work with that of like-minded and complementary organisations from
the areas of social care and nursing. Importantly, we share good practice and link in
with research and education projects.
It has always been our mission to be compassionate and sensitive to the needs
of service users who have a range of psychological, developmental and complex
health care needs. We create a person-centred environment where staff understand
that their job is to support people in their own homes. The Schwartz Rounds and its
FACTS ABOUT
JAFFRAY CARE
»CEO: Lee Hendon
»Established in 1991
»Based in the West Midlands
»Services: Specialist nursing
care, residential care,
supported living and day
care services for adults with
developmental disabilities,
autism and complex health
care needs
»No. of employees: 250
»Working closely with
nursing students from
both Wolverhampton and
Birmingham universities
Jaffray Care
THE PARLIAMENTARY REVIEW
Highlighting best practice
2| JAFFRAY CARE
encompassing theory have enhanced
our focus on the patient–health
professional relationship where the
emotional impact of distressed service
users, who often have complex needs,
is acknowledged and shared.
Research suggests this leads to staff
feeling less isolated and better able
to cope with pressures as well as
improvements in communication. More
than ever, employees want a culture of
openness, diversity, trust and integrity
and we do recognise the importance
of these amalgamated factors. Care
work is not easy, and we are proud to
put a spotlight on people that make
adifference.
21st-century care
Given the continuing challenging
economic conditions and the
difficulties for many organisations
in securing funding for projects, we
were delighted to build a multisensory
room and sensory garden. The project
was only made possible through
fundraising and donations. The state-
of-the-art facility, believed to be one of
the largest of its kind in Birmingham,
features all the latest technology and
equipment to benefit our service users.
Adults and children with SEND, from
the wider community, will be able to
take advantage of the room too.
The facility has been designed to
stimulate all the senses to enhance
users’ awareness of their environment.
It is completely interactive, so users
can relax and control all the elements,
making it a unique experience each
time they visit. As well as bubble
tubes, the room includes a vibration
water bed and projectors, moving light
scanners and colour changing LEDs.
The CQC continually describe our
services as caring, person-centred
and well led. We aim to be proactive
in displaying best practice and
implementing legislative changes
quickly and efficiently. Technology will
be driving social care innovation, so we
are looking to fully digitalise our care
planning and medication software as
it helps us to understand the individual
service user. It will be consistent
and qualitative with individual and
system measuring success. Our aim
will be to make care planning as
open, transparent and accountable as
possible while remaining in touch with
individual aspirations.
Threats to the learning
disability sector
This has been another challenging year
in financial terms. We received no uplift
from local authorities and therefore
continued our focus on and control
over the operating costs and cash flow.
We cannot maintain this indefinitely,
though, and we need appropriate
levels of funding. We have to be
mindful that increases in the national
minimum wage, auto enrolment
pensions and CQC fee increases all put
extra financial pressure on services.
Our specialist nursing
care bungalows
Employees
want a culture
of openness,
diversity, trust
and integrity
and we do
recognise the
importance of
these
amalgamated
factors
3JAFFRAY CARE |
BEST PRACTICE REPRESENTATIVE
Independent research commissioned
by Hft found that 59 per cent of
providers had been forced to close
down some parts of their organisation
or hand back contracts to local
authorities as a means of dealing with
cost pressures. Sixty-eight per cent
envisaged having to do the same in
the near future while 11 per cent
foresaw a reduction in the quality
of care if their financial situation did
notimprove.
The public commitment from NHS
England, after theWinterbourne View
case, to reduce in-patient provisionand
develop community services, has
been along journey. The House of
Commons recently debated the future
of the transforming care programme
and concerns were raised that the
programme was unlikely to realise
the ambitions set out in building the
right support strategy before it ends in
2019. We can no longer ignore that
in certain circumstances, the CQC’s
rigid application ofregistering the right
supportappears to be compounding
the problem.
We offer a tailored nursing care
service for very complex health care
needs and conditions. This requires
24-hour specialist and skilled nursing
practice in a therapeutic and person-
centred environment. Many of our
service users have come from hospital
settings, sometimes years after homes
could not be found for them in a
community setting. We would like the
opportunity to expand our community
service, which is much needed, but
we are constrained by the CQC.
The national model seeks smaller,
community-based services; however,
there cannot be a one-size-fits-all
approach. People should be offered
a choice of housing and while this
should include small-scale supported
living, this is not the only type of
provision that should be offered.
Decisions should be based on what is
right for each individual.
To compound this issue, the Royal
College of Nursing recently reported
that half of universities in England
are considering axing learning
disability nurse courses as the
number of specialist nurses has fallen
by 40 per cent in eight years. The
Learning Disabilities Mortality Review
programme identified that those
with learning disabilities already face
a lower life expectancy and poorer
health outcomes than the general
population, and a lack of specialist
knowledge will make matters worse.
Without the specialist support provided
by registered nurses, more people may
end up in assessment and treatment
centres, away from their families and
friends. This bleak image defies the
transforming care programme and
is one that must be taken seriously
if we are to recognise the scale of
changerequired.
Our future strategy aims to develop
more NHS funded services as we
continue to enhance our clinical skills
at the highest level. It will be a sad day
when learning disability nurses are not
part of the cohort.
People with
learning
disabilities
already face a
lower life
expectancy and
poorer health
outcomes than
the general
population, and
a lack of
specialist
knowledge will
make matters
worse
Marianne and Sylvia
work together closely

www.jaffraycare.com

This article was sponsored by Jaffray Care Society. 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 Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster