River Garden Home Care

A Message from Lord Pickles and Lord Blunkett, followed by River Garden Home Care'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 River Garden Home Care 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

www.rivergardenhomecare.co.uk

THE PARLIAMENTARY REVIEW
Highlighting best practice
36 | RIVER GARDEN HOME CARE
Omar Mahmood and Liz Bowles
Delivering quality care
with compassion
River Garden Care is a specialist provider of homecare
services for older people. Established in 2014, the business
has grown organically to become a leading provider of
care services, enabling older people to continue living safely and
independently in their own home. They are based in the London
Borough of Bromley and support clients across southeast
London and Kent. The management team boasts over 70 years’
combined experience working within the care industry and
has been recognised as “outstanding” by the CQC under the
“well-led” category. Managing Director Omar Mahmood tells
The Parliamentary Review
about his experience establishing and
growing a business within the care sector.
I feel humbled that the business we established over five years ago has grown from
a vision into a well-respected and high-quality homecare provider. We feel proud to
have had a positive impact on the lives of hundreds of older people, enabling them
to continue living safely and independently in their own home.
River Garden Care was established on three founding principles:
»To provide the same level of quality, compassionate care as we would expect for
our own parents
»To be a supportive employer to our staff and enable them to excel and be the
best in their profession
»To make a positive impact on the lives of those we care for and those we employ
and strive to raise standards within the care sector.
FACTS ABOUT
RIVER GARDEN HOME CARE
»Managing Director:
OmarMahmood
»Established in 2014
»Based in Bromley, southeast
London
»No. of employees: 75
»Services: Specialist homecare
for older people
»Successfully delivered over
250,000 care visits since
inception
»Experts in dementia care and
support
River Garden Home
Care
37RIVER GARDEN HOME CARE |
BEST PRACTICE REPRESENTATIVE 2019
Building a quality team
From my previous professional
experience developing teams within
the recruitment industry, I was acutely
aware that the success of River Garden
Care would be determined by the
quality of our staff. Our Registered
Care Manager, Liz Bowles, was an
impeccable example to the care staff
and nurtured the team into becoming
highly skilled care professionals.
Through Liz’s expertise and
determination, we were able to embed
a positive, open and professional
ethic into the core of the team. This
expectation was then carried forward
by our high calibre management
team and motivated care staff who
have worked so hard to further our
ambition and provide a first-class
service to ourclients.
Our recruitment philosophy is based
on recruiting for values and then
equipping our care professionals with
the skills that they need to be able to
do their job to the highest standard.
When starting the recruitment process
with a potential candidate, we always
first try to understand the motives
of the person wishing to join our
team. We recognise that working in
the care sector is not for everyone;
it requires a special sort of person to
do this job. We believe a large part of
our success has been our devotion to
only recruiting people who share our
values and principles to ensure that
consistency permeates throughout all
layers of our organisation.
Along our journey, we have learnt that
our vision and principles can only truly
be achieved through corresponding
systems and processes. We therefore
ensure that our management team
has regular focus meetings to critically
analyse all aspects of the organisation
to see how improvements can be
made. We strive to balance three
interlinking aspects of our organisation Ambitious team, striving
to raise standards within
the care sector
A large part of
our success
has been our
devotion to
only recruiting
people who
share our
values and
principles
THE PARLIAMENTARY REVIEW
Highlighting best practice
38 | RIVER GARDEN HOME CARE
to enable the business to move
forward as a single unit:
»Recruitment and staff development
» Service delivery and quality
management
»Regulatory compliance.
Further to that, we have a clearly
defined company culture that guides
the way we operate as individuals and
collectively as a team.
Improving our sector
For all of us involved in caring for older
people, we are at the forefront in
facing the challenges that exist within
the care sector. An ageing population,
increasing rates of dementia and age-
related illnesses, shortages of a suitable
labour force and limited funding within
the system are all stories we hear
about on a regular basis. We are told
time and time again that the system is
at breaking point.
Although I do not believe there is a
silver bullet to fix all these challenges,
several small changes could add up
to a significant improvement. To start
with, I would say that while there are
countless examples of families bending
over backwards to support their older
relatives, unfortunately, there is also
a significant and arguably growing
number of people who too easily pass
the responsibility of caring for their
parents or relatives onto the state.
I feel that policymakers and those
in government should work to
find ways to better support those
individuals and families who do take
on the responsibility of looking after
their older relatives. Be it through
tax breaks, bursaries, legislation or
employee rights to help people to
work flexibly, we should find creative
ways to make it easier for people to
practically fulfil their responsibility
to their parents. Just as we offer
maternity pay and leave to support
new mothers, we also need to develop
a system that helps people look after
their elderly parents without the risk of
them losing their job.
At River Garden Care, we offer a
tailored service that fits alongside
families as they care for their ageing
loved one at home. Our ethos is based
around building positive relationships
with our clients and their families
and support them to live a happy
and fulfilling life in their own home.
However, we also understand that
not all older people have family or
friends to help and so we embrace the
additional responsibility that is placed
on us.
Care work can be a tough job at
times and we should all recognise and
appreciate the contribution that care
workers make to our society. At River
Garden Care, we are an ambitious
team and have been working tirelessly
to expand our business, but we would
never want to do so at the expense of
our values andprinciples.
We should all
recognise and
appreciate the
contribution
that care
workers make
to our society
Led by values and
principles

www.rivergardenhomecare.co.uk

This article was sponsored by River Garden Home Care. 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