Rose Care Suffolk Ltd.

A Message from Lord Pickles and Lord Blunkett, followed by Rose Care Suffolk 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 Rose Care Suffolk Ltd. is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Rt Hon The Lord David Blunkett, MP

Rt Hon The Lord Eric Pickles, MP

www.rosecarefelixstowe.co.uk

39ROSE CARE SUFFOLK LTD |

BEST PRACTICE REPRESENTATIVE 2019

Registered Manager

Penelope Brookes (middle),

Elizabeth Russell (left) and Susan

Walker (right), the two owners

The Felixstowe

offices

Rose Care have been providing domiciliary care to elderly

and disabled people in the Felixstowe Peninsula in Suffolk

since 1995. The company was established by Elizabeth

Russell and Susan Walker, and when the company was set up,

the first contract was for an hour’s housework a week. The

ethos of Rose Care has always been to assist clients in their

homes, empowering them to remain independent for as long as

they can. Both Liz and Sue are still involved in the running of the

company, but Penelope Brookes took on the role of Registered

Manager in 2010, having started as a carer with the company in

2001 – her take on things is summed up in the following article.

Who we are and what we do

Rose Care provides personalised care to people in their homes. This can be a once-

a-week call for cleaning or shopping, or four or more times a day with two carers

for someone with more complex health needs or end-of-life care. Eighty per cent of

our clients are self-funding, and the remaining 20 per cent are funded by either the

local authority or via the “continuing healthcare” scheme.

We currently employ 30 carers who range in age from 18 to 65. As a company,

we feel it is very important to recruit the right person. Part of our selection

process includes scenarios to test whether or not the candidate would make

a good carer. Moreover, when our new carers start shadow shifts, we seek

FACTS ABOUT

ROSE CARE SUFFOLK LTD

»Registered Manager:

PenelopeBrookes

»Owners: Elizabeth Russell and

Susan Walker

»Founded in 1995

»Based in Felixstowe, Suffolk

»Services: Domiciliary care

»No. of employees: 30

»CQC: “Good”

»www.rosecarefelixstowe.co.uk

Rose Care Suffolk Ltd

THE PARLIAMENTARY REVIEW

Highlighting best practice

40 | ROSE CARE SUFFOLK LTD

comments from our clients and their

families. We value feedback from

our clients, and, thanks to regular

visits they receive from the registered

manager, client coordinator and team

leader, we feel connected to the

people we care for.

Our office is situated in Felixstowe,

and we often have clients or their

families visit us in the office to

discuss care requirements. We also

undertake an initial assessment free

of charge, during which we discuss

what outcomes the person would like

to achieve from their care and the risk

assessments required to ensure both

the person and the carer are safe.

As a company, we also realise that

people can feel isolated and lonely, so

we’ve decided to run a small club for

our clients, The Rose Care Club. The

club has a magazine twice a year, and

we encourage clients to contribute

to it. We also have outings to local

places of interest and arrange coffee

mornings or an afternoon tea. This

initiative is still in its first year, but it

has been very successful, with positive

feedback from our clients.

Areas of change and

challenges

We feel it is very important for the

company to work with the local

health professionals to provide the

best care possible for our clients. We

are very lucky in Felixstowe to have

a community matron whom we can

contact if we have concerns about

our clients. We regularly have joint

visits with the matron, occupational

therapist and physiotherapist from

the local health community team

to assess needs and review care

plans. The future of joined-up care

is for social and health care to work

together to achieve the best outcome

for everyone. Carers are the people

who see clients the most, but often

they are not consulted by doctors

or hospital staff when those people

have health problems. Instead, a carer

could tell the health professional what

the situation is at home, to prevent a

faileddischarge.

We face many challenges as we go

forward. For example, Rose Care

is a private company, not part of a

national franchise, and therefore

does not have the support systems

that many large companies can

rely on, such as human resources

and compliance departments.

With increased regulation – which

everyone in the industry would

agree is necessary – come extra

costs such as training, the changes

Care at the forefront of

everything we do

As a company,

we also realise

that people

can feel

isolated and

lonely

“

41ROSE CARE SUFFOLK LTD |

BEST PRACTICE REPRESENTATIVE 2019

in the Care Quality Commission’s

fees, administration charges and

general overheads necessary to run

a business. Added to this are the

increases in company pensions, the

national minimum wage and the need

to pay for travel time. As a business,

though, we understand the benefits

to the workers, and accordingly

pay our carers above the national

minimumwage.

The issue we and many care

companies face is where to find the

extra income. We have to increase

our rates to our private clients yearly.

The local authority and clinical

commissioners are only able to

increase their payments by a small

percentage. These organisations see

themselves as price setters rather

than price takers, which doesn’t allow

for smaller companies to compete

with the large national companies.

The United Kingdom Home Care

Association recommends a minimum

of £18.01 per hour to cover the

national minimum wage, but our

local council pays less than this.

The country is already at crisis point

with the number of elderly people

increasing and the need for social

care rising. Small businesses such as

ourselves provide personalised care

and go above and beyond the call of

duty, often with a carer giving their

own time and not charging a client

for extra time if they need more than

their planned care. We need to reward

these people, who are not recognised

or paid as professionals; care needs to

be seen as a career, not just a matter

of making a cup of tea and having a

chat with someone. At Rose Care, we

are ensuring that such a view of care

remains at the very core of our ethos.

The future of

joined-up care

is for social

and health

care to work

together to

achieve the

best outcome

for everyone

“

Clients and carer on an

outing to a local garden

centre

www.rosecarefelixstowe.co.uk

This article was sponsored by Rose Care Suffolk 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 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