A Message from Lord Pickles and Lord Blunkett, followed by L S C'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 L S C 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
Lin Carter, Director
Enjoying the outdoors
Founded in 2006, LSC Nursing & Care Services Ltd is a small,
reputable organisation that delivers exceptional nursing and
care for children and adults of all ages in their own home.
Based in Stafford, their service covers patients across the West
Midlands, offering between an hour and 24-hour care support
with clinical input. Director Lin Carter explains what sets LSC
apart from their competitors, while discussing how they are
looking to overcome future challenges within the sector.
I established LSC in 2006, after over 20 years of management experience in care.
During this time, I met most of the professionals that now work at LSC. Amanda
James became our registered manager in 2010 following a social work career with
Staffordshire County Council. Jayne Chilvers our nurse manager has vast experience
working both in the acute hospital setting and the community, and has supported the
company since it was established. Her specialisms include acquired brain injury and
tracheostomy care. There is also a dedicated team of paediatric and adult nurses, and
social care leaders with experience in mental health and long-term physical conditions.
Following the implementation of personal health budgets, we have been commissioned
by Staffordshire Clinical Commissioning Group to provide clinical oversight, supervisions
and training to ensure clinical governance is in place. The whole team is driven by
excellent values, and dedicated teams are recruited to follow these core principles
to enable the best possible outcomes for all. Nothing is ever too much. This is
embodied in the LSC Mission Statement – “to continue to be a well-led company
delivering safe, effective and responsive services, in a caringmanner”.
»Director: Lin Carter
»Established in 2006
»Based in Stafford, covering
West Midlands
»Services: Care services and
nursing care
»No. of employees: 70
»Registered with the CQC to
support children and adults
»Also provides clinical oversight
for PHB budgets for children
and adults, litigation case
management and care
LSC Nursing &
The feedback from individuals and
continuing healthcare professionals has
been very positive; they have found
our nursing PHB team to be helpful,
caring and easy to work with. The
individuals praise our team for being
there at the end of the phone. In our
last CQC inspection, LSC was said to
offer a unique service.
Innovating to solve problems
Central to our success in meeting the
aspirations of those we support is our
ability to fully understand the different
roles we all have and to take on board
differing perspectives. With our past
experience we have the confidence
to challenge commissioners acting in
the best interest of the individuals we
support. Statutory services respect our
input, knowledge andexperience.
Enabling individuals to enjoy as
normal and fulfilled a life as possible,
we support them and their families
with care teams who provide the
personalised support when they are
away from home on holidays, within
this country and abroad.
Bridging the gap between
expectations and reality
Increasingly, we find that we are
providing the personal touch that
often gets lost within formal agencies.
People tell us they get confused about
who provides what service and having
to go through personal information
repeatedly. Based upon our past
experiences, we endeavour to give
information and support people out
of hours to ensure they are safe. This
might occur at times of uncertainty
for them or where reassessments are
required. Providing that support makes
a real difference for them.
We have many clear examples of this,
including a woman with dementia who
rang out of hours when she had a power
cut. Our contact person went to her
home armed with torches and provisions,
staying with her until her power was
reinstated. Had we not, she would have
been at significant risk of falls, and
not having her medication might have
increased the risk of her being admitted
into hospital. Funding for instances like
this are never in place and this is where
we strive to keep people safe.
Summer days
We help and
support local
people to
access statutory
enabling them
to get what
they need
Highlighting best practice
Future challenges
The 70th birthday of the NHS hopes to
see political common ground to find
extra funding in health and social care
for the 21st century. Our management
team at LSC Nursing & Care Services
have many years of supporting people
to gain access to services following
formal assessment while remaining
within their social care and health
budget allowance. Social care direct
payments and personal health budgets
are not always given by the authorities
at the rates at which local services can
be purchased. We invariably find our
company in the middle of meeting the
quality services we strive for within a
budget constraint. Personal budget
payments give individuals and their
families the ability to direct the care
they receive and the autonomy to lead
the lives they want, and this is what
matters to them.
Currently LSC supports 15 individuals,
children and adults, with the clinical
management oversight for their
personal health budgets. New referrals
are being processed. The feedback
from those in receipt of a personal
health budget is that they want to feel
confident that they can get through
the process and understand the
system. These are the challenges they
face navigating their pathway through
what can sometimes be bureaucratic
health and social care systems.
We are confident that we offer
innovative solutions in our approach to
delivering outcomes, and our challenge
is how we can achieve this with limited
budgets. We need to find new ways of
working and concentrate on updating
our technology system, which will
focus on real-time information. But
delivering the outcomes that people
of Staffordshire and commissioners
expect is more than funding: it is
having a workforce who are equipped
to do their job and a real sense of
being valued.
Recruitment in the care sector
continues to be a national issue, one
which both our local fellow providers
and LSC Nursing & Care Services
experience. We need to attract
people to come into care from other
professions, especially as we see local
businesses closing down on the high
street. Out there are people who have
the skills and potential to be part of
our future. We have just implemented
an increased annual holiday allowance
to all as a way to recognise the good-
quality care they provide. This, we
envisage, will promote our company,
ensuring a high-quality personalised
care delivery by a stable, well-led, well-
paid and well-trained workforce.
Our workforce
is the greatest
asset we have,
people to be as
independent as
they are able to
be and achieve
LSC nursing and care
services team


This article was sponsored by L S C. 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