Milton Keynes Council Adult Social Care

A Message from Lord Pickles and Lord Blunkett, followed by Milton Keynes Council Adult Social Care'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 Milton Keynes Council Adult Social Care 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.milton-keynes.gov.uk/social-care-and-health/adult-social-care

BEST PRACTICE SPONSOR 2020
THE PARLIAMENTARY REVIEW
Highlighting best practice
16 | THE LONDON CLINIC
Wemust ask why we are doing so little
to promote London private healthcare
and allowing ourselves to lose ground
to other countries.
Based on International Medical Travel
Journal’s figures, the global medical
tourism market is worth approximately
US$13 billion, as of 2018, and our
share in the UK is £350 million, a mere
2.7 per cent. This is a woefully low
proportion, given our human capital
and especially considering London’s
prestige on the global stage. The United
States has 27 per cent of the market,
despite being considerably more
expensive, and we are below South
Korea, with 5 per cent, while Turkey
and Thailand are both at 4.6 per cent.
UAE, Malaysia and Thailand have had
significant government investment and
promotion of their medical tourism
markets in order to support growth
in this area. A trip to Arab Health,
the annual conference in Dubai, puts
into stark contrast the concerted
efforts of other nations to market their
healthcare, versus the fragmented
presence of different UK institutions
extolling their strengths.
This is an opportunity to get a return
on investment in the development of
world-class expertise in the NHS, to
drive the wider economy and, if need
be, reinvest back into the NHS. We
would be wise to take it.
Working with the NHS
As a charity we want to support the
community and we can support the
NHS in a number of ways.
We already support UCLH’s robotic
surgery programme through our
own Centre of Robotic Surgery
with surgeons providing training
and mentoring. There is scope
and appetite to expand this to our
other NHS neighbours and teaching
hospitals, providing a forum to cement
innovation and shareknowledge
in an independent and fast moving
organisation – a “test bed” of
innovation for the NHS.
Recruiting and training quality nurses
to the UK is a key focus for both us
and the NHS and we partner with City
University and London South Bank
University to provide training and work
experience for future nursing leaders,
offering 80 placements annually.
The London Clinic is willing and able
to support innovation in healthcare for
the benefit of our NHS neighbours.
As a relatively nimble independent
charitable hospital, but with the
back-up typical of a general hospital,
we continue to consider how we
can engage further with the NHS to
support its innovation agenda.
Hopes for the future
In a year from now I hope to see
tangible evidence that we as a
country are prepared to engage in
promoting London as the world-class
centre of healthcare, looking beyond
local competitive boundaries and
national politics of the NHS versus
privatehealthcare.
We continue
to consider
how we can
engage further
with the NHS
to support its
innovation
agenda
Robotic surgery being
performed at The
London Clinic. The
Clinic continues to be
a pioneering light for
robotic surgery
17MILTON KEYNES COUNCIL ADULT SOCIAL CARE |
HEALTH & SOCIAL WORK
Director Victoria Collins
Milton Keynes council office
Victoria Collins, Director of Milton Keynes Council’s
adult social care team, says the city is a vibrant and
growing place – one that focuses firmly on innovation
and forward thinking. Much like the city, Victoria says, Milton
Keynes Council is a local authority which is different by design,
generating opportunity and celebrating creativity. She says the
council’s endeavour to “make a difference every day” and its
drive to put residents first are fundamental to everything they
do – something which can be well demonstrated in the work of
Milton Keynes’ local authority social care services.
Key to achieving our aims is the development and retention of a talented and
diverse workforce. We regularly stress that our city is not only a great place to live
but our organisation is also a great place to work, somewhere that harnesses the
aspirations of the city itself.
Making a difference to the people of Milton Keynes comes in many different
guises, giving our employees numerous opportunities to develop in many areas.
Adult social care ensures the vulnerable people of Milton Keynes have access to
responsive, high-quality care and support. In order to achieve this, partnership
and collaborative working is essential. In times of challenge within the social care
sector, Milton Keynes has taken the opportunity to hone its thinking and come out
stronger and fitter. This has been achieved by sound, clear-headed management
which has never wavered from striving to continue to meet the needs of the people
of Milton Keynes.
FACTS ABOUT
MILTON KEYNES COUNCIL
ADULTSOCIAL CARE
»Director: Victoria Collins
»Established in 1997
»Based in Milton Keynes
»Services: Adult social care
provision for Milton Keynes
»No. of employees: 2,342
Milton Keynes Council
Adult Social Care
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
18 | MILTON KEYNES COUNCIL ADULT SOCIAL CARE
Our team
I lead our adult social care team. I
originally trained as a social worker
and have worked within the
department since 2009, starting as a
head of service for older people and
physical disability services. Drawing on
my experience of social care as well as
management, I have brought together
a highly motivated and dedicated
team which includes business partners
from our human resources and
financedepartments.
Inspirational leadership is central to
enabling people to think differently
and be creative. Success is built on
having a team which generates a
positive energy and works together
to maximise opportunities for change.
The decision to bring in partners from
HR and finance has been key to our
success and they are as important
and as central as the heads of service.
Ensuring they are involved from the
beginning means we can achieve
the outcomes we want and they are
fundamental to the delivery ofchange.
Oliver and Sarah
There are two key examples that
demonstrate this. The first of these
is Oliver Bannister, our human
resources business partner. He began
working with the council in 2014 as
an HR advisor and soon began to
contribute constructive suggestions,
often pushing the boundaries of
our thinking. He was encouraged to
immerse himself in adult social care
and this has aided his understanding
and his ability to bring insight into
the team. He is trusted to harness
this creativity and is given freedom to
develop new pathways and directions
for our service. There is a strong
emphasis on coaching and focusing on
the long-term direction of the service.
His focus on making people feel valued
and attracting people to work for
our organisation has seen significant
success, something evidenced by our
high level of staff retention. Despite
belonging to a different department,
he is very much part of our “one
team” approach.
By listening
and always
keeping the
best interests
of the people
who access
our services as
our primary
motivation,
we have been
able to
achieve
significant
success
Left: A view across
central Milton Keynes
Right: Senior Finance
Business Partner Sarah
Watts and HR Business
Partner Oliver Bannister
BEST PRACTICE SPONSOR 2020
THE PARLIAMENTARY REVIEW
Highlighting best practice
18 | MILTON KEYNES COUNCIL ADULT SOCIAL CARE
Our team
I lead our adult social care team. I
originally trained as a social worker
and have worked within the
department since 2009, starting as a
head of service for older people and
physical disability services. Drawing on
my experience of social care as well as
management, I have brought together
a highly motivated and dedicated
team which includes business partners
from our human resources and
financedepartments.
Inspirational leadership is central to
enabling people to think differently
and be creative. Success is built on
having a team which generates a
positive energy and works together
to maximise opportunities for change.
The decision to bring in partners from
HR and finance has been key to our
success and they are as important
and as central as the heads of service.
Ensuring they are involved from the
beginning means we can achieve
the outcomes we want and they are
fundamental to the delivery ofchange.
Oliver and Sarah
There are two key examples that
demonstrate this. The first of these
is Oliver Bannister, our human
resources business partner. He began
working with the council in 2014 as
an HR advisor and soon began to
contribute constructive suggestions,
often pushing the boundaries of
our thinking. He was encouraged to
immerse himself in adult social care
and this has aided his understanding
and his ability to bring insight into
the team. He is trusted to harness
this creativity and is given freedom to
develop new pathways and directions
for our service. There is a strong
emphasis on coaching and focusing on
the long-term direction of the service.
His focus on making people feel valued
and attracting people to work for
our organisation has seen significant
success, something evidenced by our
high level of staff retention. Despite
belonging to a different department,
he is very much part of our “one
team” approach.
By listening
and always
keeping the
best interests
of the people
who access
our services as
our primary
motivation,
we have been
able to
achieve
significant
success
Left: A view across
central Milton Keynes
Right: Senior Finance
Business Partner Sarah
Watts and HR Business
Partner Oliver Bannister
19MILTON KEYNES COUNCIL ADULT SOCIAL CARE |
HEALTH & SOCIAL WORK
The second is Sarah Watts, our finance
business partner. She started her career
with us in 2006 and was supported
to gain accounting qualifications.
After leaving to work within the
private sector in 2013, she re-joined
the council in 2017. When she
returned, Sarah highlighted the new
finance structure modelled around
collaborative work within service areas
and her passion to make a difference
within the public sector as key to her
decision to return. She feels she has
achieved a good balance within our
management team, central to which
is solid leadership. By listening and
always keeping the best interests of
the people who access our services as
our primary motivation, we have been
able to achieve significant success.
Beyond this, it is essential to strike a
balance between listening to team
members and taking risks as this is the
best way to action positive change.
By bringing members of the finance
team into our wider group, we have
been able come through financial
challenges. There will always be
difficulties when trying to balance
demand for adult social care with
the resources that we have but the
positive working relationships we have
fostered have meant we have been
able to tackle these challenges head
on. We have also managed to achieve
this without cutting frontline jobs,
ensuring the staff are able to work
and support the vulnerable people of
Milton Keynes.
Prepared for the future
Both Sarah and Oliver offer scrutiny and
challenge to our work and ensure that
we are performing our services in the
most cost-effective manner. This has
meant our adult social care provision
has remained financially stable and in
an excellent position to drive forward,
helping us to meet the growing
population of our city, which is projected
to increase to 500,000 by2050.
Our next step is to ensure we remain
fit for purpose going forward, adapting
to the needs of the people of Milton
Keynes. We have to remain financially
astute, continue to manage demand
and focus on delivering quality services
From our chief executive and throughout
the organisation, the message is clear:
we are one council and one team. As
we move ahead, we look forward to
continuing to provide opportunities to
anyone who chooses to be part of this
thriving and vibrantcouncil.
Inspirational
leadership is
central to
enabling people
to think
differently and
be creative.
Success is built
on having a
team which
generates a
positive energy
and works
together to
maximise
opportunities
for change
One of MK’s many
beautiful lakes

www.milton-keynes.gov.uk/social-care-and-health/adult-social-care

This article was sponsored by Milton Keynes Council Adult Social Care. 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 Elizabeth Truss.

Rt Hon Elizabeth Truss's Foreword For The Parliamentary Review

By Rt Hon Elizabeth Truss

Even by the standards of the day –this has been one of the most exciting and unpredictable years in British politics.

The leadership election we’ve just seen marks a huge moment in our country’s history. This government is taking a decisive new direction, embracing the opportunities of Brexit and preparing our country to flourish outside the EU.

As international trade secretary, I’ll be driving forward work on the free trade agreements that are going to be a priority for the government. Free trade isn’t just an abstract concept bandied around by technocrats. It is crucial for a strong economy and for the ability of families to make ends meet. Free trade benefits people in every part of our country, as British firms export to new markets and people doing the weekly shop have access to a wider choice of goods at lower prices.

The essence of free trade is in the title: freedom. It’s about giving people the power to exchange their goods without heavy government taxation or interference. Commerce and free exchange are the engine room of prosperity and social mobility. I’m determined to tackle the forces who want to hold that back.

One of my priorities is agreeing an exciting new free trade deal with the US, building on the great relationship between our two countries and the Prime Minister and US President. But I’ll also be talking to other partners including New Zealand, Australia and fast-growing Asian markets.

And with the EU too, we want a friendly and constructive relationship, as constitutional equals, and as friends and partners in facing the challenges that lie ahead – a relationship based on a deep free trade agreement. Our country produces some of the world’s most successful exports, and the opportunity to bring these to the rest of the world should make us all excited about the future. It is this excitement, optimism and ambition which I believe will come to define this government.

For too long now, we have been told Britain isn’t big or important enough to survive outside the EU – that we have to accept a deal that reflects our reduced circumstances. I say that’s rubbish. With the right policies in place, we can be the most competitive, free-thinking, prosperous nation on Earth exporting to the world and leading in new developments like AI. To do that, we’ll give the brilliant next generation of entrepreneurs the tools they need to succeed. Since 2015, there has been a staggering 85 per cent rise in the number of businesses set up by 18 to 24 year olds – twice the level set up by the same age group in France and Germany. We’ll help them flourish by championing enterprise, cutting taxes and making regulation flexible and responsive to their needs.

As we do that, we’ll level up and unite all parts of the UK with great transport links, fibre broadband in every home and proper school funding, so everyone shares in our country’s success.

2019 has been the year of brewing economic and political revolution. 2020 will be the year when a revitalised Conservative government turbo charges the economy, boosts prospects for people across the country, and catapults Britain back to the forefront of the world stage.



Rt Hon Elizabeth Truss
Secretary of State for International Development