P R N Homecare

A Message from Lord Pickles and Lord Blunkett, followed by P R N Homecare'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 P R N Homecare 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


Domiciliary care for everyone:
“Caring is our business”
General Managers Peter
and Joanne Whiteley
Operating from the Chichester and Bognor Regis areas,
PRN Homecare are a domiciliary care agency whose
ethos centres around the individual and their particular
needs. This can only be done successfully, however, with
strong support systems and expertise in place. Realising this,
PRN Homecare have done everything they can to ensure they
involve everyone – from GPs to psychiatric experts – in the
process of bringing their customers dignity, independence and
well-being. Peter and Joanne Whiteley, PRN’s general managers
(and husband and wife), explain how this is done and what
challenges it brings.
Why we started PRN
During my time at King Edward VII Hospital in Midhurst, a specialist hospital in
Cardiac Thoracic Surgery and medicine, trying to arrange homecare for patients
being discharged was nigh on impossible. So, when the hospital closed in 2006,
the opportunity to provide this service was there for the picking. Our market
research confirmed a lack of homecare services, but it also showed that the reason
there was a limited service in our target demographic was that it was in a remote
and rural area, meaning that cost and time spent traveling would create high prices
and great difficulties in recruiting. Eventually, we decided to take up the mantle in
late 2006 by incorporating a more mobile model, closer to home in Chichester and
Bognor Regis. I, Peter, am a qualified nurse, so I was sure that this was a field of
work in which I could thrive. It was in this way that PRN Homecare came about.
»General Managers: Peter and
Joanne Whiteley
»Founded in 2006
»Based in Bognor Regis, West
»Services: Domiciliary care
»No. of employees: 60
»Employers of three winners
of Spirit FM’s Local Heroes
PRN Homecare
Highlighting best practice
What makes our service
We provide a fully tailored care service to
individuals of all ages wherever they are,
be it in their home or in the community.
This service contains a vast range of
support, from minor supervision and
guidance to complex needs provision,
from short term to long term. Our solid
reputation stems from the fact that
we have an exceptional ability to think
outside of the box. Every person is an
individual, with individual needs specific
to them and them only. This is why we
assess each person with a blank-slate
approach, not a blanket approach.
The ultimate goal of all this is to
provide assistance and support to our
service users in such a way that we
fulfil all of their requirements while
also preserving their privacy and
dignity. In performing these services,
we adopt a multidisciplinary approach,
working closely and collaboratively
with GPs, district nurses, psychiatric
nurses and hospice nurses. This means
that we provide care for the whole
person, ensuring they are catered for in
every aspect, in so far as it is required
for their well-being. Moreover, in the
course of doing all this, we always
keep firmly in mind that the wishes
of our clients must always remain the
sovereign concern of all involved.
What distinguishes us is the fact that
we go beyond caring for the individual
in need; we also look to their family
and close relations, ensuring that they
are always kept up to date and are
emotionally at ease with what is often
a very difficult time for them. Indeed,
sometimes the support they require is
quite heavy, in which case we will always
be there to help and supportthem.
We also invest heavily in our staff. We
genuinely believe our care staff are
our greatest asset, and we treat them
as such. In an industry notorious for
high staff turnover, we take pride in
our high staff retention. All of this is
achievable only with the expertise of
our dedicated office team, who are
always at hand to providing support.
Maintaining the highest possible quality
care is a feature of our company that
we will never compromise on.
Catering to everyone’s
individual needs
We provide a
fully tailored
care service to
individuals of
all ages
wherever they
Navigating through difficult
What’s been particularly difficult
for us are the continuously growing
overheads that we have to contend
with: paying above ever-increasing
minimum wage, dealing with pensions,
paying for mileage and travel time,
providing paid mandatory training and
then coping with the price freeze from
local authorities – all of this has been
very difficult. Regulations surrounding
care more generally have also been
challenging and are less easily kept up
with by small companies. Consequently,
we’ve learnt to do more with less, but
we’d prefer that this burden was eased
through politicalmeans.
Recruitment has always proved difficult
in the competitive domiciliary care
market, more so now with the prospect
of Brexit on the horizon and all the
effects this will have on the supply of
labour. Compounding this difficulty was
the introduction of the Care Certificate
in 2015, which people new to the care
industry had to achieve. The certificate,
which can take up to 12 weeks to
complete, sets out 15 care standards
giving the individual the necessary
competencies to work unsupervised. This
works well in hospitals and residential
homes, but in a domiciliary setting,
which is predominantly lone working, it
limits the employee’s earning potential
and the company providing a service.
Plans for the future
We are currently exploring the
possibility of running a day care centre,
as we all have the necessary experience
and expertise to do so. Under this
arrangement, we could, for example,
help people with acquired brain injuries
and help integrate them into normal
everyday activities like shopping,
cooking, working and socialising. We
would also like to empower them
regarding financial matters such as
banking and budgeting. Whatever the
case, we are looking to develop our
ability to care for people with acquired
brain injuries, as this is a neglected
aspect of care in our area.
With all that said, we are not pessimistic
about what the future holds for us.
Being a part of the world of business
entails weathering storms and
bearing risk. We’ve encountered, and
successfully surmounted, difficulties
before and we’ll continue to do so. All
we’d like is for the government to be
on our side in the process, for both our
sake and for the sake of society’s most
vulnerable. Until then, it’s just a matter
of providing truly excellent care to those
on a budget and in need of our care.
In an industry
notorious for
high staff
turnover, we
take pride in
our high staff
A dedicated and
experienced team
Helping people to live the
lives they want to lead


This article was sponsored by P R N Homecare. 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