Jeesal Akman Services Ltd

A Message from Lord Pickles and Lord Blunkett, followed by Jeesal Akman Services Ltd'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 Jeesal Akman Services Ltd 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
Tugay Akman, CEO
We build independence
Jeesal Akman Care Corporation Ltd (JACC) was born from a
partnership between two families in March 2010: the Akmans
and the Subramaniams. The company was formed to enhance
the variety of the services that both families previously offered;
Jeevaraj and Sally Subramaniam together have been in the care
industry for over 25 years prior to this partnership beginning, and
Tugay Akman had 25 years’ worth of experience within financial
services and business management. The two came together
to form a company bound by its desire to concentrate on the
future and innovate. Their vision is to combine the best human
expertise with state-of-the-art technology to achieve the most
efficient level of care. Tugay elaborates here.
Jeesal Akman Holdings Ltd
Jeesal Akman Holdings Ltd was formed in order to increase the general effectiveness
of the organisation. Within this umbrella company are several, smaller subsidiaries
offering different services: Jeesal Akman Care Corporations Ltd – hospital and
residential care; Jeesal Akman Services Ltd – providing support services for
companies including finance, human resources and quality assurance; Pandora X –
software development and technology.
In 2010, we identified a problem that we had experienced first-hand: service
users discharged from hospital were finding it difficult to integrate back into
their community and to use local services. In order to solve this problem, we
»CEO: Tugay Akman
»Established in 2010
»Based in Norfolk
»Services: Mental health,
learning disabilities and
community care alongside
other clinical services
»LaingBuisson National
Achievement Award – Mental
Health Hospital of the Year
»YMCA – Large Employer of
the Year 2016
Jeesal Akman Services
»To treat people as
equals no matter
where they are from or
what disabilities they
may have
»To be respectful, fair
and compassionate at
all times
»To treat individuals
with dignity
»To always say what we
will do, and always do
what we say
secured the purchase of a 128-acre
estate with listed award-winning
buildings. This was established
as Jeesal Cawston Park, a mental
health hospital for individuals with
Taking a different approach when
setting up the hospital, we set out
to create an environment that was
suitable for social integration within
Jeesal Cawston Park. The values of
the organisation stem from the caring
culture that is ingrained at every level
of the Jeesal Group, covering both
service users and staff.
Since the inception of the hospital,
we have seen numerous service users
discharged and reintegrated back
into the community appropriately; it
has, as a result, developed a markedly
positive reputation in the care industry
and received several awards, including
LaingBuisson’s Mental Health Hospital
of the Year 2017.
The Chimneys Healthcare
We have made a significant investment
in The Chimneys Healthcare
Ltd’s eating disorder unit after
considering the high-quality care and
accommodation that they provide.
Chris McKenna of The Chimneys
Healthcare expands: “Having
successfully commissioned many
inpatient mental health services, I was
aware of the clear need to provide
more inpatient eating disorder beds
and set about the planning and
delivery of a 12-bedroom clinic in
Suffolk. Throughout the three years it
took us to gain planning permission,
convert and build the clinic and
secure CQC registration, we were
provided with no constructive advice or
support from NHSE. We were, in fact,
discouraged and told that we would
not be recognised as an approved
provider and NHS patients needing our
beds would not be funded.”
“As a business, we were provided with
no reason for this. The lack of certainty
and clarity around commissioning of
eating disorder inpatient beds by NHSE
makes for an enormously challenging
environment for new small British start-
up companies like The Chimneys. The
overriding impression given was that
NHSE were unprepared and unwilling to
accept that we could make a difference
to patients waiting for many weeks
on NHS medical wards. NHSE has the
capacity to better support initiatives
like ours, which is privately funded and
provides both positive support and
clear procedures. Independent mental
healthcare appears to be dominated
by a few venture-backed companies,
mostly American, who are at risk of
being over-leveraged and thus place
service users at great risk.”
“Since my wife and I started over
three years ago, we have delivered 12
high-quality inpatient beds for people
with eating disorders who desperately
require admission and care. Sadly,
NHSE has refused to fund each and
every referral, and these beds are
sitting empty while our highly skilled
nursing, care and clinical staff are made
redundant. NHSE should consider
patient choice and value for money
when commissioning beds, and should
have a dynamic, relevant review system
in place to ensure this. We would ask
the review body to consider these issues
within the broader context of its work.”
We invest in our
NHSE should
consider patient
choice and value
for money when
beds, and should
have a dynamic
relevant review
system in place
to ensure this
Highlighting best practice
We have highlighted and recognised
many challenges within the care
sector. Among these has been the rise
of demand against diminished funding,
which has consistently increased the
requirement for innovative and cost-
efficient solutions within the sector.
Recruitment of care workers and
nurses within the industry remains a
formidable challenge for everyone in
the sector. With Brexit now on the
horizon, we understand that this will
continue to remain a challenge for
years to come. We continue to face
a constantly increasing number of
regulatory demands, and, though this
is difficult, we remain compliant and
ahead of the curve for our serviceusers.
We are very aware of the challenges
we face within the sector if we are to
maintain the high level of service we
set out to achieve in the beginning. We
continue to adapt, innovate and invest
in IT solutions to overcome all challenges
we encounter, and are confident we
will continue to provide nothing but
the best for everyone involved with
Jeesal Akman, be they staff, service
users or otherstakeholders.
Working with commissioners
We work together with commissioners,
as we believe this is a vital relationship
if we are to reintegrate service users
back safely and comfortably into their
communities. We have evidence that this
process has been working successfully,
demonstrated by our high discharge rate.
All of our services aim to achieve
excellence within CQC criteria and
we strive to achieve this through
the consistent development of and
investment in all provision.
The future
Within our group there has already been
a high level of investment in technology,
as we believe this is fundamental to
the future of both our service and the
industry as a whole. In establishing
our own software company, we have
developed a care management system,
which is consistently evolving to meet
requirements across all services and
subsidiaries. Pandora Care Management
was first introduced at Jeesal Cawston
Park and has since filtered through our
residential care services to display an
overall improvement in efficiency and
work practice.
This has also helped to develop the
level of care we provide for our service
users, through better reporting and
daily practice. As a group, we will
continue to invest in technology and
innovation, and anticipate further
exciting developments in the future.
All of our
services aim to
within CQC
criteria, and
we strive to
achieve this
through the
of and
investment in
all provision
We invest in our
technology We invest in our people

This article was sponsored by Jeesal Akman Services Ltd. 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