Oakminster Healthcare ltd

A Message from Lord Pickles and Lord Blunkett, followed by Oakminster Healthcare ltd'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 Oakminster Healthcare ltd 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


Iain Ballantyne, Operations
Our carers constantly push
to be the best they can be
Oakminster Healthcare Ltd was established in 1996 and
rebranded as such in September 2016. Having collectively
worked in the care sector for over 30 years, its board of
directors have a wealth of experience and knowledge. Across
the five care homes it operates and manages in Glasgow, it
provides care for up to 388 people, most of whom are over the
age of 65, but it is now diverting its focus towards the provision
of beds for younger people who require 24-hour supported
care. Operations Manager Iain Ballantyne elaborates and
discusses how the company plans on diversifying in the future.
All of our homes are adapted buildings. As such, they can each provide different,
specialist services to the people receiving care within. As there’s nothing standard
about each home, our provision allows them to remain in one building; even if
circumstances change, they don’t have to move, and their care remains stable and
reliable – this is one of the fundamental principles that guides us.
In keeping with that push for constant stability, we try to continually diversify when
it comes to the type of care we provide.
Expanding and diversifying our care
We operate two facilities that deliver intermediate care for those who are medically
fit but unable to be completely home discharged. This caters for the lacking number
of beds in hospital and allows individuals to stay there for up to four weeks through
a period of intensive rehabilitation. Between both facilities, we can provide up to 30
beds, and we have around 33 per cent of people going home from theservice.
»Directors: Sunita Poddar and
Lissa Ameur
»Established in 1996
»Based in Glasgow
»Services: Residential care for
adults requiring 24-hour care
»No. of employees: 350
»Oakminster have won a
Scottish Care Award
Oakminster Healthcare
Highlighting best practice
We’ve also noticed a difference in our
intake of service users over the past
few years. Predominantly, those who
live at our homes are elderly and live
with dementia, but over the past few
years, we’ve begun working more
with younger people who have more
complex and enduring mental health
issues and medical conditions.
A skilled and effective
To ensure that we’re able to offer such
a diverse portfolio of care, our nursing
service across all five homes is provided
24 hours a day. All members of our
nursing team are registered with the
Nursing and Midwifery Council or the
Scottish Social Services Council, and
all are trained to a minimum SVQ 2 in
direct care.
We have over 340 members of staff,
a vast majority of whom are care and
support staff. We have a dedicated
induction programme to ensure that
each of them is appropriately equipped
to work properly from day one.
Retention and recruitment –
competing with the NHS
We pay substantially more than the
NHS per hour, and we provide a variety
of staff wellbeing and reward schemes,
but we still struggle to attract and
retain qualified nursing staff.
It’s one of our biggest challenges.
We need to retain and improve the
skilled workforce we have if we are
to continue providing excellent care
across all of our settings. We’ve been
working closely with Scottish Care
to achieve this, who have in turn
been collaborating with the Scottish
government and the Care Inspectorate.
As a result, we have seen a removal of
all mandatory staffing notices, which
will come into effect this year. Rather
than requiring a certain number of
staff members per shift, this will allow
us to deploy staff as necessary. In
essence, where it would have been
obstructive to have three nurses
on shift, we can now strategically
reorganise staffing patterns and spend
that time instead upskilling or cross-
training individual team members.
We’ve also worked on developing a
new Appreciate programme, which will
reward and acknowledge employees
through a variety of methods and
prizes with a view to boosting staff
morale. As a result, we hope this will
then increase retention within the
business and make us more appealing
for external recruits.
Concerns with care agencies
This is something that’s proven to be
necessary when we work with care
agencies. When we lose a staff member
as a result of illness or absence, we
can’t recruit directly, so we have to
employ an agency. The costs are, quite
frankly, crippling, and we’ve seen a
meteoric increase in the number of
them popping up across thecountry.
Considering they can charge what
they want, they pay staff far more
competitive rates – tempting them
away from directly working for a
home, which they’ll often end up
returning to with the agency already.
One of our homes,
Oakview Manor
We try to
diversify when
it comes to
the type of
care we
The only losers in this situation are
the homes themselves – we end
up shouldering that expense and it
becomes more and more difficult to
reinvest in the business.
As one of the last independent care
providers, more than ever we have
to focus on how we can attract more
staff than our competitors in an
uneven marketplace.
Working with the regulator
Although the removal of staffing
notices will be beneficial, it’s taken
far too long to implement and it’s
only the beginning. We’ve also seen
the introduction of new government-
driven national health and social care
standards which directly impact how
we deliver care across the country.
These came into effect last year
along with a new quality inspection
framework for care homes on July
1, 2018. That’s been a really difficult
undertaking, and we’ve had to focus
on training to accommodate those
standards. It’s been difficult, but I
anticipate it will be rewarding; the
management structure it necessitates is
a lot more fluid and effective.
To help with the future of the business,
we have partnered with Glasgow
City Council on their Progression In
Work initiative, which will enable us
to enhance our business by making it
more efficient and streamlined in every
possible way. This covers energy usage,
IT strategy and business development
among a variety of other topics.
Care is changing
We need to diversify in such a
challenging market landscape if we’re
going to continue to stay afloat. We
want to work more closely with both
the local authorities and the Care
Inspectorate to ensure we’re all on the
same page.
For the next few years, we want to
focus on future-proofing our business.
This will require massive investment
and structural change, but we’re
confident it’ll work. Every single penny
of profit is being reinvested into the
business, and everyone’s central focus
is protecting and developing what we
do. Things are looking good, but our
journey as an organisation is far from
over yet.
We pay
more than the
NHS per hour,
and we provide
a variety of staff
wellbeing and
schemes, but
we still struggle
to attract and
retain qualified
nursing staff
The dedicated and compassionate
Oakminster Healthcare staff team CEO Sunita Poddar


This article was sponsored by Oakminster Healthcare ltd. 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