Nightingale House

A Message from Lord Pickles and Lord Blunkett, followed by Nightingale House'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 Nightingale House 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.nightingalehammerson.org

THE PARLIAMENTARY REVIEW
Highlighting best practice
24 | NIGHTINGALE HOUSE
CEO Helen Simmons
Resident interaction
at a concert
Nightingale Hammerson is one of the oldest established
Jewish caring charities in the UK, having served as a
leading provider of residential care for older members
of London’s Jewish community for over 170 years. Thanks to a
strong leadership team, led by Chief Executive Helen Simmons,
and the perseverance and dogged determination of its
dedicated staff, one of its homes, Nightingale House, made the
transition from “good” to “outstanding” according to the Care
Quality Commission in 2018, elevating it to within the top one
per cent of older people’s care homes nationally.
Receiving universal recognition for launching the first co-located nursery on a care
home site in the UK helped put Nightingale Hammerson on the map as innovators.
Integral to our hopes for this social enterprise is to allocate 20 per cent of nursery
places for care and nursery staff, to whom we owe such a large part of our success,
to allow them to continue developing their careers with us.
In reality, our innovative care practices extend well beyond the daily
intergenerational engagement and its positive impact on residents, children, staff
and volunteers. Our commitment to person-centred care fuels every part of our
organisation, from our in-house music and art engagement, which is particularly
impactful for residents living with dementia, to our tailored care plans for each and
every individual, which support our residents in living an active and fulfilling life in a
home environment.
FACTS ABOUT
NIGHTINGALE HOUSE
»CEO: Helen Simmons
»Established in 1840
»Located in Clapham, London
»Services: Residential, nursing
and dementia care
»No. of employees: 350
»Customers: Jewish community
Nightingale House
25NIGHTINGALE HOUSE |
BEST PRACTICE REPRESENTATIVE 2019
Plans
As an organisation known for its
innovation, we’re not about to rest
on our laurels. That’s why Nightingale
Hammerson has embarked on a £40
million redevelopment project to create
a state-of-the-art, specialist residential
nursing and dementia care home on
our sister site, Hammerson House, to
replicate our outstanding care model in
north London.
We know our intergenerational
innovation is an inspiration to many
other organisations, which is why we
have begun a research programme
documenting our success, with
a view to further developing our
own services, as well as sharing
our expertise with others. We
showcased our best practice by
hosting our first ever Intergenerational
conference at Goldsmiths, University
of London, in 2018, and we hope
this will become an annual event
at which we can continue to share
evidence of the benefits of our
intergenerationalphilosophy.
Culture
Our homes lead by example in
prioritisingdignity, excellence, respect,
integrity, compassion and teamwork,
and we know our culture is key to
our success. That’s why we go to
such lengths to ensure that our high
standards for care and innovation in
a warm, respectful and supportive
environment are maintained at all
times and that there’s a continuity of
care around the clock.
Leading by example is hugely
important, and my senior management
team show top-down commitment
to our values through extracurricular
volunteering with residents. For myself,
that’s a pioneering multisensory
zoo-animal session for our residents
living with dementia, while for other
colleagues that ranges from leading
poetry groups to supporting our Jewish
residents in celebrating their individual
religious customs and meeting their
spiritual needs.
Standards and accreditations
One area that gets little recognition
in the care sector is the importance
of end-of-life care. We give all our
staff dedicated training in this area
to ensure each resident’s choices
are considered until the very end of
their time with us, which is why over
90 per cent of our residents choose
to spend their final days with us
rather than in a hospital. We are very
proud that this was recognised with
“Platinum” status, accredited by the
Gold Standards Framework for End
of Life Care, and with our Care Home
of the Year award for Nightingale
House at the National Gold Standards
Framework Centre for End of Life Care
awards in 2018. The fact that our
residents and their families consider
our home to be “outstanding” is our
most important achievement and
is reflected in our upgraded CQC
“outstanding” status.
Intergenerational
The fact that
our residents
and their
families consider
our home to be
“outstanding”
is our most
important
achievement
THE PARLIAMENTARY REVIEW
Highlighting best practice
26 | NIGHTINGALE HOUSE
Challenges faced and
overcome
Nurse recruitment challenges have
traditionally been the product of less
funding for bursaries and the disparity
between the numbers of nurses
retiring and the numbers going into
the profession. Brexit has brought
an added layer of uncertainty to the
sector. We’ve switched to recruiting
nurses from outside the EU to ensure
a continued supply of nurses in the
UK, although the resulting linguistic
challenges can sometimes mean we
have to support international staff with
some agency staff.
Organisational strategy
As older people have ever more
complex needs, we have begun the
process of becoming a teaching
and learning care home, offering
placements to student nurses from
King’s and Kingston universities, PhD
students in bowel and bladder care
and overseas students, such as the
Montessori intergenerational study into
dementia. As a longer-term project, we
are developing our own City & Guilds
accredited courses to extend the reach
of high-quality training programmes to
the best possible candidates.
Impact of success on industry
Other ways in which we look to
share best practice are by hosting
visiting delegations from other care
organisations as well as international
delegations; hosting intergenerational
workshops for visiting delegation
groups, participating in the Department
of Health’s “Connecting” programme
and hosting local MPs and counsellors
for regular working visits to see the
impact of our success firsthand.
I monitor and input into policy by
attending Care England Board meetings
both as a representative of the voluntary
sector and as a supportive member of
the National Care Forum. Leaders of
small to medium-sized care providers
have so much to contribute to the
wider sector debate if we are to ensure
a more sustainable social care model.
The social care sector is under
immense pressure from a variety of
angles, but along with my team, we
are constantly looking for solutions to
challenges to positively impact on our
sector as a whole. With our long-term
development plans secure, and with the
invaluable support of our staff, board
of trustees, volunteers and supporters,
I am confident we’ll continue to go
from strength tostrength.
Our
commitment
to person-
centred care
fuels every
part of our
organisation
Hammerson House

www.nightingalehammerson.org

This article was sponsored by Nightingale House. 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