Prospect House Care Home

A Message from Lord Pickles and Lord Blunkett, followed by Prospect House Care Home'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 Prospect House Care Home 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, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP
41PROSPECT HOUSE CARE HOME |
BEST PRACTICE REPRESENTATIVE 2019
Debra Boughen, Care Manager
Care home frontage
Prospect House Care Home was established ten years ago,
as a purpose-built, family-run care home, and it quickly
expanded to its current size of 12 beds. Prior to founding
the business, Care Manager Debra Boughen assessed the need
for a niche, small, family-centred care home for elderly people,
and it has remained fully booked since. Debra explains that they
always have a waiting list of prospective clients, waiting to be
part of the wider family.
The focus of our care is quality at an affordable price, in a cosy home-from-home
environment. Being family-owned and managed means our operating costs can be
kept at a competitive level, offering true value for money to clients, as there are no
shareholder dividends to fund.
Effective and responsive engagement with residents and families means person-
centred care is at the forefront of all that we seek to achieve. The size of the
home is a key factor in ensuring quality control and a highly personalised level of
service to residents and families, because staff and managers are able to respond
immediately to clients’ needs without getting lost in the wider demands of larger
establishments.
Unique business model
One of our main challenges has been to find innovative ways of keeping running
costs at an affordable level and passing on this benefit to residents by way of
FACTS ABOUT
PROSPECT HOUSE CARE HOME
»Care Manager: Debra Boughen
»Founded in 2008
»Based in Gate Helmsley, York
»No. of employees: 18
»Services: Purpose-built
residential care home
Prospect House Care
Home
THE PARLIAMENTARY REVIEW
Highlighting best practice
42 | PROSPECT HOUSE CARE HOME
competitive fee charging. This has
been achieved by setting realistic profit
margins, as well as operating a small
but effective support team. Our supply
strategies involve constant research,
which enables us to find and utilise
innovative products at competitive
prices. We are never afraid to trial
new solutions in the workplace, and
this has also been of benefit to our
overallcost.
Initially, when the business was
first set up, we encountered a little
difficulty in persuading the bank
to support the business model,
because it was below the recognised
20-bed minimum on which most
financial providers calculate their
returns. Wedid eventually manage
to secure the backing and the bank
has continued to support our steady
expansion to our current level of
12 beds. Successive bank managers
have commented on the model and
its success in a very competitive
marketplace.
The care home administration and
staff training are undertaken by a small
management team, who work to allow
the smooth running and facilitation of
the daily caring support to the home.
We do not have a vast HR resource
to support the business, and instead
we use consultants to advise on any
complex issues. This enables costs to
be minimised, while the provision of an
effective support service to the home is
still delivered.
As a small operator in an area with
much bigger corporate providers
present, our model works alongside
the bigger establishments and caters
for a specific clientele who want a
smaller, homely environment for their
care provision. We are not, therefore,
viewed as a direct competitor to the
larger care homes in the area and,
generally, we have a good working
relationship as a result.
Service user-led environment
We pride ourselves on a relaxed,
comforting atmosphere, created by
both the staff and our residents. Wider
families are encouraged to become
involved with the home and are able
to visit at any reasonable time. The
care home has three communal sitting
rooms, each with a different aspect:
one is a large, open TV room, one
is a smaller, quiet area with seating,
and the most popular is a large
conservatory that overlooks and has
direct access to the secure walled
garden. Our residents and families
choose for themselves which room
they want to use and move freely
throughout the building. One female
resident has adopted the garden as
Garden tendered by
residents
Ruth with four residents
singing carols
Our supply
strategies
involve constant
research, which
enables us to
find and utilise
innovative
products at
competitive
prices
43PROSPECT HOUSE CARE HOME |
BEST PRACTICE REPRESENTATIVE 2019
a daily project, and with the help of
a gardener has created a wonderful,
colourful and practical space for
residents to enjoy.
Our residents and their families are
encouraged to participate in a range
of seasonal activities, and planning and
preparation for the events is usually
scheduled by our activities co-ordinator
several weeks in advance of an event.
Residents can take part in activities
in support of the event itself, by
making bunting for the royal wedding
celebrations, sending personalised family
invitations, crafting Halloween friezes
or preparing a paper Guy Fawkes mask.
Regulation can provide challenges,
but we continue to be innovative with
our approach to providing high-quality
care. Goalposts regularly move and
the challenge for us is to continue
recognising this and to minimise the
negative potential impact on our
service and workforce. Offering care
provision to a high standard is our
overriding purpose, and we continue
to deliver on this priority with the
utmost enthusiasm.
Meeting the needs of a
changing society
Looking to the medium-term future,
we consider the business will be largely
protected from the effects of Brexit,
as our clients are mostly local and
the need for good care provision will
continue. As in every business, we
continue to learn and apply lessons
back into the daily operation of the
care home. We are aware of the often
acute shortfalls facing the caring sector
and share the general wider concerns
facing the industry.
With an ageing population on the
increase, there is a need to place the
care sector in alignment with the
future needs of society. We strongly
believe that in our small way, we
provide and will continue to provide
an important future for local elderly
residents and their families. We
operate in a challenging environment,
but we recognise the absolute need
for good-quality care provision. We are
truly privileged to be in a position to
make a small but positive contribution.
With an ageing
population on
the increase
there is a need
to place the care
sector in
alignment with
the future needs
of society
Staff and residents

The Parliamentary Review 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