Making Space

A Message from Lord Pickles and Lord Blunkett, followed by Making Space'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 Making Space 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

Our community hub on Ashton
High Street
Andy Burnham launched
the partnership in Wigan
National charity and health and social care provider Making
Space employs over 1,000 staff and 400 volunteers to
deliver over 80 services across the country – from Cumbria
to Cambridgeshire. It provides care and support in people’s
own homes, delivering a specialised service for those who have
mental health or age-related illnesses, and for people with a
learning disability. It does this by providing housing, residential
or community-based services. CEO Rachel Peacock tells
TheParliamentary Review
about her team’s work in partnership
with a newly formed social enterprise, Wellbeing Teams, founded
by Helen Sanderson.
To deliver the services we do on such a scale, we must be innovative, responsive
and flexible to every individual’s needs and choices. Our homecare services span
everything from simply helping with daily chores to facilitating people getting out
into the community.
A big part of what we provide is connecting people to their community – when it
comes to working with the people that we support, the wider care network of an
individual is often comprised of relatives and friends. In many of these cases, caring
for their loved one or friend is often as time-consuming as a full-time job.
In order to continue to deliver contemporary and person-centred services with the
person who is being supported at the heart of everything we do, we believe it is
important to collaborate with systems partners – working in partnership is one of
the main themes of our strategic plan.
»CEO: Rachel Peacock
»Established in 1982
»Based in Warrington
»Services: Health and social
»No. of employees: 1,000
»We have supported over
200,000 people since we
Making Space
Highlighting best practice
Staying at the forefront
Helen Sanderson of HSAUK, a leading
national and international champion
for change and transformation in
health and social care, founded
Wellbeing Teams in 2016. Their
purpose is to do whatever it takes to
support people to live well at home
and be part of their community.
Making Space and Wellbeing Teams
partnered in 2017 to deliver a
homecare contract in the North West
Borough of Wigan.
Wellbeing Teams have a system of
value-based recruitment – they only
find employees and volunteers whose
philosophies and values align with the
organisation. As with Making Space,
Wellbeing Teams make sure the service
user is involved in the recruitment
process to ensure the best outcome
for all parties involved. This process has
been recognised in our winning
’s Public Services Award for
HR and recruitment.
Alongside this, Wellbeing Teams
cross-train employees to take on the
roles and responsibilities of a typical
managerial member of staff. Team
members take on tasks that reflect
their strengths, and weekly “tactical”
team meetings allow us to review
progress in this regard.
Traditional performance management
metrics have been replaced
with reflective techniques called
“confirmation practices” to ensure
that, for everyone at the organisation,
working constantly facilitates individual
growth and development. Finally, as
a technologically-aware organisation
Wellbeing Teams are paperless, well-
connected and constantly able to
support our service users and fellow
team members.
Making Space partnership
with Wellbeing Teams
Our commitment to a two-year
investment in Wellbeing Teams in the
Borough of Wigan is a great example
of collaborative and partnership
working in practice. In 2017, we
agreed to pilot the work of Wellbeing
Teams in an existing homecare service.
This has been achieved through a
contract with Wigan Council’s Ethical
Homecare Framework, where there are
ten local providers all committed to the
Wigan Deal.
The Deal for Adult Social Care and
Wellbeing underpins Wigan Council’s
vision and ambition to transform
resident’s experiences from a
traditional limited menu of services to
infinite opportunities, building self-
reliance and confidence, strengthening
communities and taking an innovative
approach to ensuring better outcomes
for residents.
The sector’s recruitment crisis
It’s no secret that health and
social care is suffering, as a sector,
with a lack of available staff
members. The use of agency staff
is also a contentious point for many
Doing our exercises can
still be fun
commitment to
a two-year
investment in
Teams in the
Borough of
Wigan is a
great example
of collaborative
and partnership
working in
organisations given that it is often
incredibly expensive.
Value-based recruitment processes are
an excellent way of addressing this issue
and drawing fresh talent to the sector.
Providers must also look at contributing
to the sector to ensure it becomes
a more attractive employment
destination for those who have not
previously considered it.
The principles of self-management
piloted by Wellbeing Teams is a
massive priority for Making Space. As
an organisation with many services
across the country, we must ensure
that care is delivered properly and
effectively. To remain flexible and agile,
we believe teams that can self-manage
are an absolute necessity.
Our senior managers have worked
with Susan Basterfield, an international
leader and recognised author in the
field of self-management, to recognise
how to effectively manage large teams
up and down the country.
We are taking part in the first Royal
Society for the encouragement of arts,
manufacturers and commerce learning
programme in self-management,
Self-Management in Action, and are
constantly identifying Making Space
teams across the country who are
well-suited to the implementation of
self-management processes.
Regulatory requirements
We are also seeing an ever-increasing
amount of regulatory requirements in
the care sector. We understand the
need for compliance in a sector which
deals with something quite so personal,
and we believe that the government can
use legislation to make our work easier
and safer, rather than more complex.
The pilot work with Wellbeing
Teams has proven that regulatory
requirements can be met; their recent
CQC inspection found them to be
outstanding in three lines of enquiry,
including well-led, achieving an overall
CQC rating of “outstanding” in their
first year of operation.
Developing our experience and
home-growing our expertise
We are still developing our experience
of delivering homecare, and our
partnerships with organisations like
Wellbeing Teams will be integral as
thisgrowth continues.
We are now in the next step of our
journey, which will involve embedding
practices used at Wellbeing Teams in
all aspects of Making Space services.
Our ambition is to be a leading
nationwide provider of health and
social care – but we are aware that
this will be a journey of some difficulty.
However, we are ready to take on
the challenges the sector will present
us with, growing our expertise and
refining our mission along every step
of the way.
Providers must
alter the way
by which they
recruit people
Knit and natter groups
have connected people
to their community
people with their
community assets

This article was sponsored by Making Space. 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