Rhodsac Community Living Ltd

A Message from Lord Pickles and Lord Blunkett, followed by Rhodsac Community Living 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 Rhodsac Community Living 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

www.rhodsaccarehome.com

BEST PRACTICE SPONSOR 2020
THE PARLIAMENTARY REVIEW
Highlighting best practice
44 | ORIONE CARE
One of Father Bidone’s legacies to the
charity is the land and buildings we
now own. This has left us well off in
terms of property, although less so in
terms of cash; and while it was evident
that some of our buildings were unfit
for their purpose, we did not have the
funds to improve or convert them.
Diversifying into housing with
support
Two years’ ago, after closing Orione
House, our large care home in
Hampton Wick, we came into contact
with Lifestyle Residences, a property
company led by an experienced
developer, John O’Neill. Working with
Lifestyle Residences we began to look
at our property portfolio and how we
might use our assets more effectively
for the benefits of the charity. We
have now developed a plan which we
believe will ensure the sustainability of
the charity, improve and increase our
social housing stock and support the
religious congregation’s pastoral work
in the UK and its missions overseas.
The first step on this journey was to
look at the future use of Orione House.
We decided to demolish the building
and build 28 flats on the site which will
be sold on long leases for older people
in need of care.
We have had to approach the project
with a commercial eye, and we have
had to borrow large amounts of
money in order to fund it. Fortunately,
we have found lenders who share our
objectives and are willing to be flexible
in their lending criteria.
On completion of the new building,
to be called Mulberry Court, we will
have created good quality housing
for older people, enhanced the local
environment with an impressive new
building and landscaped gardens,
and raised the funds to enable us to
provide more social housing locally.
We will also have a model for the
future redevelopment of other parts of
the charity’s property portfolio.
Seventy years after Father Bidone
arrived in England, we look forward to
a sustainable future. We hope Orione
Care will continue to “
Do good always,
do good to all and harm nobody”
relying
on the property legacy which has been
handed on to us, the support of friends
and benefactors, the professionalism of
our advisors and partners and of course
divineprovidence.
We have
developed a
plan which we
hope will
ensure the
sustainability
of the charity
CGI of the proposed
Mulberry Court in
Hampton Wick
45RHODSAC COMMUNITY LIVING LTD |
CARE
Managing Director
ManyaraMuyenziwa
We are in it together
Rhodsac Community Living Limited is part of the Rhodsac
group of companies, which provide services at the
Rhodsac and Kimwick residential care homes in Milton
Keynes, alongside supported living services at Chiltern House
and Ambleside in Aylesbury. Rhodsac homes provide around-
the-clock background care through supported living services.
They are well equipped to cater for a variety of complex mental
and physical needs, and can offer diagnosis support in both a
psychological and clinical capacity.
Here at Rhodsac Community Living Limited, we pride ourselves on delivering the
following:
»Community-based services for people with mental health needs
»Community-based services for people with a learning disability
»Care home service without nursing and personal care
We plan daily care itineraries with our service users and provide a level of support
which is appropriate to each individual, encouraging them to learn and develop
new skills as well as regaining lost ones. We nurture a policy of social inclusion,
assisting each service user to integrate as deeply as possible into the local
community. We offer assistance to service users with sensory impairment and help
by providing emotional support through listening to needs.
Our philosophy is simple: individuals with mental problems and learning disabilities
have the same rights as any other members of society and will be treated as such.
FACTS ABOUT
RHODSAC COMMUNITY
LIVING LTD
»Managing Director:
ManyaraMuyenziwa
»Founded in 2012
»Located in Milton Keynes,
Buckingham and Nottingham
»Services: Around-the-clock
background care with
supported living services
»No. of employees: 49
Rhodsac Community
Living Ltd
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
46 | RHODSAC COMMUNITY LIVING LTD
Our care objectives
Each of our homes aims to:
»Offer skilled care to enable people
who live with us to achieve their
optimum state of health and
wellbeing
»Treat all people who live and work
at the home and all people who visit
with respect at all times
»Support individual personal decision-
making as the right of all service
users and treat them with dignity
and respect at all times
»Recognise individual needs for
personal fulfilment of service users
and offer individualised programmes
of meaningful activity to satisfy those
needs
»Recruit the highest calibre of
professional and dedicated staff
One of the main objectives of the
CQC inspection reports is to assess
how well the care home is managed,
and effectively utilising care home
management software has been
instrumental in helping to meet
these requirements. The system has
helped to manage and organise the
operations of the care home on site as
well as remotely.
Care plans are an essential part of
our care homes’ effort to provide the
most beneficial care to the residents.
The plans are person centred and
involve the input of the resident and
their family, which helps us to make
sure the plan is accurate and offering
accommodation that meets the specific
needs of the individual.
Recruitment and retention
As with the care home sector in
general, some of the key challenges
that we face concern the recruitment
and retention of support workers. In
order to maintain the safety of the
residents in our homes, we operate
continual recruitment drives due to the
high turnover of staff.
Fortunately, we have managed to
retain our staff due to our policy of
open management, which encourages
participation in meetings. For example,
where there is strategic change, we
involve staff and update them all the
time. This makes staff feel part of
our team and aids problem solving.
When we succeed, there is a feeling
of communal ownership and identity
within our company.
Training our staff
Given these competing priorities, it
is hardly surprising that one of the
greatest challenges that we face today
is ensuring that our care home staff
are competent in the planning and
delivery of their care.
Care home staff are eager to receive
training, but there are often barriers
to providing the highest levels of
this, such as providing cover staff
for trainees and the need for staff
to devote some of their own time to
training sessions.
Person-centred activities
of the service user’s
choice
Our philosophy
is simple:
individuals
with mental
problems and
learning
disabilities
have the same
rights as any
other members
of society and
will be treated
as such
BEST PRACTICE SPONSOR 2020
THE PARLIAMENTARY REVIEW
Highlighting best practice
46 | RHODSAC COMMUNITY LIVING LTD
Our care objectives
Each of our homes aims to:
»Offer skilled care to enable people
who live with us to achieve their
optimum state of health and
wellbeing
»Treat all people who live and work
at the home and all people who visit
with respect at all times
»Support individual personal decision-
making as the right of all service
users and treat them with dignity
and respect at all times
»Recognise individual needs for
personal fulfilment of service users
and offer individualised programmes
of meaningful activity to satisfy those
needs
»Recruit the highest calibre of
professional and dedicated staff
One of the main objectives of the
CQC inspection reports is to assess
how well the care home is managed,
and effectively utilising care home
management software has been
instrumental in helping to meet
these requirements. The system has
helped to manage and organise the
operations of the care home on site as
well as remotely.
Care plans are an essential part of
our care homes’ effort to provide the
most beneficial care to the residents.
The plans are person centred and
involve the input of the resident and
their family, which helps us to make
sure the plan is accurate and offering
accommodation that meets the specific
needs of the individual.
Recruitment and retention
As with the care home sector in
general, some of the key challenges
that we face concern the recruitment
and retention of support workers. In
order to maintain the safety of the
residents in our homes, we operate
continual recruitment drives due to the
high turnover of staff.
Fortunately, we have managed to
retain our staff due to our policy of
open management, which encourages
participation in meetings. For example,
where there is strategic change, we
involve staff and update them all the
time. This makes staff feel part of
our team and aids problem solving.
When we succeed, there is a feeling
of communal ownership and identity
within our company.
Training our staff
Given these competing priorities, it
is hardly surprising that one of the
greatest challenges that we face today
is ensuring that our care home staff
are competent in the planning and
delivery of their care.
Care home staff are eager to receive
training, but there are often barriers
to providing the highest levels of
this, such as providing cover staff
for trainees and the need for staff
to devote some of their own time to
training sessions.
Person-centred activities
of the service user’s
choice
Our philosophy
is simple:
individuals
with mental
problems and
learning
disabilities
have the same
rights as any
other members
of society and
will be treated
as such
47RHODSAC COMMUNITY LIVING LTD |
CARE
Personal and company
growth
We aim to maintain our high
standards of one-on-one care as our
business becomes more successful
and expands. Inevitably this presents
its own dilemma – senior staff with
advanced clinical training must
inevitably spend more working hours
on time-consuming and often routine
administrative matters.
Our policy has been to expand the
core of management personnel
commensurate with the needs and
demands of our growing numbers
of residents and teams of dedicated
care workers. Our growth has been
stagnated by the delay in payments
from our local authority and the
discrepancies in how local authority
prices are being raised. There is a
strong resistance in paying for the
actual needs for the residents as there
is worry about Brexit’s impact on the
economy, which has resulted in us not
providing the best quality of care that
our residents demand.
Employment issues
In order to reconcile the tightening
constraints of local authority funding
with the increasing demand for care
services across the country, the sector
inevitably employs a large number of
low-wage staff, but with the living
wage increasing at a rate that is not
relative, it will become more complex
for us to keep our staff in the future.
Recent achievements
Technological advancements in the
health and social care industry have
helped us to assist our home managers
so that we can efficiently manage the
services we provide.
Innovative care management software,
for example, has been designed to
help with the general day-to-day
tasks of a care home. It has brought
an array of advantages that our care
homes are benefiting from. It has also
helped to ensure our organisation is
run smoothly and reduces some of the
pressures on our managers and staff.
All health records that are stored
digitally have the ability to be
quickly edited as the database and
all documents stored on it can be
accessed easily. This allows them to
be reviewed quickly by staff when
a resident’s requirements develop
or change. Having the capability to
providepoint-of-care recordinghas
helped our care homes’ efficiency
and our ability to ensure that all
information concerning residents
is accurate and up to date. Using
resources such as these, we are
confident we will continue to be able
to respond to the need for a better
quality of care.
Technological
advancements in
the health and
social care
industry have
helped us to
assist our home
managers so that
we can efficiently
manage the
services we
provide
Above: Service users
visited Corfe Castle
while on holiday in
Swanage
Below: International
food day

www.rhodsaccarehome.com

This article was sponsored by Rhodsac Community Living 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 Rt Hon Elizabeth Truss.

Rt Hon Elizabeth Truss's Foreword For The Parliamentary Review

By Rt Hon Elizabeth Truss

Even by the standards of the day –this has been one of the most exciting and unpredictable years in British politics.

The leadership election we’ve just seen marks a huge moment in our country’s history. This government is taking a decisive new direction, embracing the opportunities of Brexit and preparing our country to flourish outside the EU.

As international trade secretary, I’ll be driving forward work on the free trade agreements that are going to be a priority for the government. Free trade isn’t just an abstract concept bandied around by technocrats. It is crucial for a strong economy and for the ability of families to make ends meet. Free trade benefits people in every part of our country, as British firms export to new markets and people doing the weekly shop have access to a wider choice of goods at lower prices.

The essence of free trade is in the title: freedom. It’s about giving people the power to exchange their goods without heavy government taxation or interference. Commerce and free exchange are the engine room of prosperity and social mobility. I’m determined to tackle the forces who want to hold that back.

One of my priorities is agreeing an exciting new free trade deal with the US, building on the great relationship between our two countries and the Prime Minister and US President. But I’ll also be talking to other partners including New Zealand, Australia and fast-growing Asian markets.

And with the EU too, we want a friendly and constructive relationship, as constitutional equals, and as friends and partners in facing the challenges that lie ahead – a relationship based on a deep free trade agreement. Our country produces some of the world’s most successful exports, and the opportunity to bring these to the rest of the world should make us all excited about the future. It is this excitement, optimism and ambition which I believe will come to define this government.

For too long now, we have been told Britain isn’t big or important enough to survive outside the EU – that we have to accept a deal that reflects our reduced circumstances. I say that’s rubbish. With the right policies in place, we can be the most competitive, free-thinking, prosperous nation on Earth exporting to the world and leading in new developments like AI. To do that, we’ll give the brilliant next generation of entrepreneurs the tools they need to succeed. Since 2015, there has been a staggering 85 per cent rise in the number of businesses set up by 18 to 24 year olds – twice the level set up by the same age group in France and Germany. We’ll help them flourish by championing enterprise, cutting taxes and making regulation flexible and responsive to their needs.

As we do that, we’ll level up and unite all parts of the UK with great transport links, fibre broadband in every home and proper school funding, so everyone shares in our country’s success.

2019 has been the year of brewing economic and political revolution. 2020 will be the year when a revitalised Conservative government turbo charges the economy, boosts prospects for people across the country, and catapults Britain back to the forefront of the world stage.



Rt Hon Elizabeth Truss
Secretary of State for International Development