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
Pickles signature Rt Hon The Lord Eric Pickles
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

This article was sponsored by Prospect House Care Home. 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 Kwasi Kwarteng.

Rt Hon Kwasi Kwarteng's Foreword For The Parliamentary Review

By Rt Hon Kwasi Kwarteng

This year’s Parliamentary Review reflects on a tumultuous and extraordinary year, globally and nationally. As well as being an MP, I am a keen student of history, and I am conscious that 2020 would mark the end of an era. It will be remembered as the year in which we concluded Brexit negotiations and finally left the European Union. Above all, it will be remembered as the year of Covid-19.

In our fight against the pandemic, I am delighted that our vaccination programme is beginning to turn the tide – and I pay tribute to the British businesses, scientists and all those who have helped us to achieve this. But the virus has dealt enormous damage, and we now have a duty to rebuild our economy.

We must ensure that businesses are protected. We have made more than £350 billion available to that end, with grants, business rates relief and our furlough scheme supporting more than 11 million people and jobs in every corner of the country, maintaining livelihoods while easing the pressure on employers. The next step is to work with business to build back better and greener, putting the net zero carbon challenge at the heart of our recovery. This is a complex undertaking, but one which I hope will be recognised as a once in a lifetime opportunity.

Through the prime minister’s ten point plan for a green industrial revolution, we can level up every region of the UK, supporting 250,000 green jobs while we accelerate our progress towards net zero carbon emissions.

With our commitment to raise R&D spending to 2.4% of GDP and the creation of the Advanced Research & Invention Agency, we are empowering our fantastic researchers to take on groundbreaking research, delivering funding with flexibility and speed. With this approach, innovators will be able to work with our traditional industrial heartlands to explore new technologies, and design and manufacture the products on which the future will be built – ready for export around the globe.

And I believe trade will flourish. We are a leading nation in the fight against climate change. As the host of COP26 this year, we have an incredible opportunity to market our low-carbon products and expertise. Our departure from the EU gives us the chance to be a champion of truly global free trade; we have already signed trade deals with more than 60 countries around the world.

As we turn the page and leave 2020 behind, I am excited about the new chapter which Britain is now writing for itself, and for the opportunities which lie ahead of us.
Rt Hon Kwasi Kwarteng
Secretary of State for Business, Energy and Industrial Strategy