St Michaels Care Home

A Message from Lord Pickles and Lord Blunkett, followed by St Michaels 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 St Michaels 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

www.stmichaelscare.co.uk

17ST MICHAELS CARE HOME |
BEST PRACTICE REPRESENTATIVE 2019
Director Mark Tansley
A gentle stroll around
StMichaels
St Michaels Care Home was originally founded as a
convalescent home for young women in 1895. Over 100
years on, it has been turned into a general nursing home
on the coast of northeast Kent and has been consistently
graded as “good” – or the prior equivalent – since 2008.
Registered Manager Jacquelyne Osborn tells
The Parliamentary
Review
about the home’s commitment to support, the home’s
culture and their dedicated staff.
Absolutely integral to our work is the open culture we develop, foster and promote
through a number of methods.
Open, effective channels of communication
This is one of the most important ways of establishing the culture that’s so key to our
work. We try to overcome hierarchy barriers and create a clear dialogue through:
»Fortnightly two-day visits from our new director. This keeps him abreast of how
change is being implemented and informs him of the stresses and strains that
change inevitably produces.
»The manager and her deputy attending the daily verbal handover between day
and night staff. Not only does this keep management informed of issues relating
to residents and the staff, but it provides a valuable opportunity to evaluate and
discuss how new systems and changes are working, allowing them to provide
support where needed.
»Formal monthly departmental and general meetings that are held as an open
forum to express views and relay information.
FACTS ABOUT
ST MICHAELS CARE HOME
»Director: Mark Tansley
»Registered Manager:
Jacquelyne Osborn
»Founded in 1895
»Based in Westgate-on-Sea,
Kent
»Services: General nursing
home
»No. of employees: 64
»No. of residents: 63
»CQC: “Good”, since 2008
»Convalescent home for young
women when first founded
St Michaels Care Home
THE PARLIAMENTARY REVIEW
Highlighting best practice
18 | ST MICHAELS CARE HOME
Additionally, we try to maintain an
open and honest dialogue with both
our residents and their families. This
emphasises the need to keep people
apprised of any health changes or
accidents that may have occurred and
is in line with our duty of candour as
stated by CQC.
It also entails supporting our residents
and their families with decision-
making, investigating accidents
or incidents and providing an
honest report. This is essential for
the purposes of maintaining and
strengthening both residents’ and
staff’s trust and confidence.
Reflective and successful
practice
We utilise reflective practice with all
members of staff as a tool to analyse
and understand what may have gone
wrong or, conversely, what has made
an intervention successful. We have
found this to be far more effective
in most instances than disciplinary
procedures and that it provides an
opportunity to formalise and share
good practice.
To ensure that this process remains
informative and concise, we have
clear and specific job descriptions
for all members of staff across every
level and department at the home.
These link personal responsibilities
and expectations to the five key CQC
inspection areas: “safety”, “caring”,
“effectiveness”, “responsiveness” and
“well-led”.
We also have clear and robust policies
available which are regularly reviewed
to ensure they remain relevant. This
provides recognised and straightforward
guidelines for procedures to all staff
and management, which goes a long
way towards making certain that
interventions and general working
practices are successful and appropriate.
Finally, grounding everything is our
uncompromising focus on person-
centred care. This means that
care is planned according to each
individual’s preferences, needs and
choices. Residents and their families
are encouraged to discuss their
care so that they can be supported
appropriately and continue to live well
at St Michaels, while still maintaining
a responsible balance between care
andrisk.
New ownership and
investment
Just over two years ago, we came
under new ownership which entailed
a sustained period of change. Our
management and staff, however,
have remained a reliable constant,
and this has allowed the introduction
of new working practices which have
been seamlessly implemented without
disruption to residents. Among these
are technology-based assessment,
documentation for care and both
heated and chilled trolleys for the
delivery of meals.
Our home has also benefited from
carefully planned and implemented
financial investment which has fallen
in line with our general ethos. It’s
been driven by a desire to pull away
from the stereotypical perception of
a care home, moving instead towards
People of all ages
enjoying a St Michaels
event
Our residents and
carers often share
jokes
We try to
overcome
hierarchy
barriers and
create a clear
dialogue
19ST MICHAELS CARE HOME |
BEST PRACTICE REPRESENTATIVE 2019
live-in accommodation that is more
akin to a luxury home with support
and care staff. All of our furnishings
have been carefully selected to provide
appropriate comfort while meeting all
cleaning and hygiene requirements.
We feel that soft furnishings and
tasteful ornaments contribute to
the creation of a “home away
fromhome”.
This investment has been geared
towards improving the daily experience
of our residents; we have also doubled
the number of staff members that
deliver activities, and now continually
evaluate what we offer to ensure
suitability for residents. A new budget
has been outlined that will cover
the expense of employing visiting
entertainers and the introduction of
bi-monthly themed events, which have
provided an opportunity to increase
community involvement in the home.
As a result, to the delight of the
residents, we now have regular visits
from local schools, the Piggybank Day
Nursery, the local Beaver group and a
nearby museum.
The Gold Standards Framework
At our last event in August, we began
participating in the Gold Standards
Framework training programme, and
we will be working towards further
accreditation over the next year. This
is a nationally recognised pathway
for the delivery of a “Gold Standard”
ofcare.
The main aims of the framework are
»Earlier identification of residents in
their final year of life, leading to
more proactive care
»Advance care planning discussions to
ensure choice
»The reduction of hospital admissions
»An increase in staff confidence
»Better collaborative working across
the multidisciplinary teams.
Legislative concerns
Inevitably, our journey over the
past two years has not been wholly
straightforward. To be able to sustain
the high levels of care we provide
and employ a committed, trained
and loyal workforce, we must stay
commerciallyviable.
We believe that this can only be
achieved through a greater number
of self-funding residents and a
necessary reduction in local authority
responsibilities. Local authority budgets
for care continue to be put under
pressure and do not meet the demands
of an ageing population, particularly in
the southeast.
Current local authority contract prices
do not cover the increased costs of
providing even an acceptable level of
care. This has been exacerbated further
by the introduction of the living wage,
which has been something I personally
agree with, but a significant expense
nonetheless.
Historically, we have been able to
provide a high standard of care for
local people who were funded by
Kent County Council. Sadly, however,
we have now had to cap the number
of local authority beds we offer, and
unless there are some considerable
changes to government policy, it may
be further reduced.
We also have
clear and robust
policies available
which are
regularly
reviewed to
ensure they
remain relevant
Comfort and care

www.stmichaelscare.co.uk

This article was sponsored by St Michaels 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 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