Kidsgrove Care Solutions - Arbour Street

A Message from Lord Pickles and Lord Blunkett, followed by Kidsgrove Care Solutions - Arbour Street'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 Kidsgrove Care Solutions - Arbour Street 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

www.kidsgrovecaresolutions.co.uk

41KIDSGROVE CARE SOLUTIONS - ARBOUR STREET |
BEST PRACTICE REPRESENTATIVE 2019
Managing Directors Wendy Lear
and Mick Lunt
Health and fitness sessions
Kidsgrove Care Solutions offer a wide range of services
and support to people with learning disabilities. Through
collaborative work with local care agencies and ensuring
that they meet the individual needs of each of their members,
they have been able to expand and develop. They now provide
care in three areas: Stoke-on-Trent, Staffordshire and Cheshire.
Managing Directors Mick Lunt and Wendy Lear established the
company in 2013 and explain their approach to providing care.
After working in the care sector for a combined period of over 30 years, my
colleague Mick Lunt and I decided to establish our own service in 2013. As we
were both experienced in running activities and providing support for people with
learning disabilities, we were perfectly equipped to establish our own company. We
aim to ensure that people with learning disabilities lead fulfilling and exciting lives,
a goal that we achieve through the provision of professional support and care in a
number of different settings.
Ensuring a personalised service
Unlike larger companies, our size allows us to understand fully the individual needs
of each of our members. Our person-centred approach means that we can provide
an individualised service. We strongly promote independence and social inclusion
and endeavour to provide each member with the opportunity to perform a fulfilling
role in the wider community. We also support everyone we work with to develop
existing skills and interests, alongside learning new ones, always striving to ensure
that they are able to reach their full potential.
FACTS ABOUT
KIDSGROVE CARE SOLUTIONS -
ARBOUR STREET
»Managing Directors: WendyLear
and Mick Lunt
»Established in 2013
»Based in Staffordshire and
Cheshire
»Services: Care provision for
people with disabilities
»No. of employees: 22
Kidsgrove Care Solutions
- Arbour Street
THE PARLIAMENTARY REVIEW
Highlighting best practice
42 | KIDSGROVE CARE SOLUTIONS - ARBOUR STREET
Our training includes work experience
placements, in-house accreditation and
independent living and travel skills,
all of which contribute to promoting
self-sufficiency and a higher quality
of life. Beyond vocational and day-to-
day skills, we also focus on providing
social opportunities. We offer support
in the form of one-to-one personal
assistants, who assist with ensuring
access to a meaningful and enjoyable
social life. This includes a variety of
social and leisure activities, ranging
from trips to the pub to bowling. We
always arrange a suitable assistant for
each member to ensure a high level of
safety and support.
Beyond these more general services,
we have also established three new
facilities. The first of these is the
Brighter Nights Social Club, which
opened in March 2014. Aimed at
adults and young people over the age
of 14, the club offers an opportunity
to socialise and make new friends in
a safe and supported environment.
We run the social club each week at
the Galley Centre in Kidsgrove, and
it has proven to be hugely popular.
The warm and friendly atmosphere,
coupled with the excellent facilities,
has made it a firm favourite of our
members. Since its opening, we have
added a number of activities and
games, including table football, table
tennis and the occasional disco party.
Beyond these activities and social
pursuits, we have also created a
respite bungalow. Placed in a beautiful
rural setting, the bungalow has four
bedrooms and provides the possibility
to escape from the normal routine
in a peaceful setting. Each bedroom
is fully equipped with a TV, a DVD
player and wifi access, and the
entire property has been adapted to
support the needs of our guests. This
includes the installation of handrails
and the widening of doors, alongside
the altering of the bathrooms. The
bungalow also includes a spacious
conservatory and a secure courtyard,
which allows guests to take advantage
of any sunny weather. The respite was
set up with two people on our books,
and this has increased to over 30.
We are looking to develop this service
further and have purchased the
property next door. We are planning
on converting this into a supported
living facility, primarily to support one
of our members whose needs have
significantly altered. We have been
supporting him for three years, and
his needs have become more complex.
Working with his parents, we have
decided to transition his care towards a
more residential setting.
In the last couple of months, we
have also expanded our services into
Cheshire, meaning that we now
provide services in three counties. We
were invited into this area by local
care services, who wanted us to fill the
gap in care provision. We have since
established the Cheshire Learning and
Development Centre.
Promoting independent
living skills
We run the social
club each week
at the Galley
Centre in
Kidsgrove, and it
has proven to be
hugely popular.
The warm and
friendly
atmosphere,
coupled with the
excellent facilities,
has made it a
firm favourite of
our members
43KIDSGROVE CARE SOLUTIONS - ARBOUR STREET |
BEST PRACTICE REPRESENTATIVE 2019
Working collaboratively to
improve our service
We endeavour to liaise with all local
care providers and public health
services to ensure that we are able
to provide the highest level of
service. We have very positive and
mutually beneficial relationships with
local agencies, community nurses
and support workers. By working
together, we are able to compile
the most accurate picture of each
member’s needs. We also work closely
with the intensive support team, and
they often assist us with the training
and development of our staff. Most
of our staff members only have
training to deal with mild to moderate
disabilities, so continued support
isessential.
We also support our staff in developing
and growing their skills. We make sure
that all of our staff complete relevant
NVQs and support them if they want
to learn further.
Focusing on the present
Within the care sector, it is very
difficult to plan far into the future. The
needs of our members are changing
all the time, so it is essential that
we focus on the present. The fluid
nature of the requirements of our
users would make any concrete plan
impractical. For example, we had not
been planning to provide intensive
support in a residential setting, but
we have now embraced doing so
because of the changing needs of
ourmembers.
The biggest issue for us, and across
the sector more widely, is cutbacks to
our funding. Interestingly, this is not
consistent across the three counties
we work in – some are far more
supportive than others. Constantly
having to justify the necessity of
our services and our expenditure is
exhausting. These cutbacks are often
exacerbated by the increased age of
many of the carers and the parents
of our members. As they grow older,
the number of tasks that they cannot
perform increases. As we always
endeavour to support the families of
our members, we end up shouldering
greater responsibility.
Although we face challenges in the
sector, we are confident that we will
be able to continue to expand and
develop our facilities and services. By
continuing to work collaboratively
with local services and addressing the
individual needs of all of our members,
we are optimistic that we will be able
to provide a high level of service for
many more years to come.
Within the care
sector, it is very
difficult to plan
far into the
future. The needs
of our members
are changing all
the time, so it is
essential that we
focus on the
present
Community activities for
our users

www.kidsgrovecaresolutions.co.uk

The Parliamentary Review 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