The Crown Rest Home

A Message from Lord Pickles and Lord Blunkett, followed by The Crown Rest 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 The Crown Rest 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.crownresthome.co.uk

THE PARLIAMENTARY REVIEW
Highlighting best practice
26 | THE CROWN REST HOME
LindseyWood, Owner and
Manager
Renamed in honour of EdwardVIII
– a frequent visitor
Situated in Little Dunham, Norfolk, the Crown Rest Home
is a beautifully renovated and extended former 19th-
century inn that has retained its charm and character while
delivering up-to-date, skilled care. Owner and Manager Lindsey
Wood, who has 30 years’ experience in health and social care
and is a longstanding advocate of integrating the two services,
explains how the Crown creates a nurturing home for residents
and participates in the local community.
Our staff are all highly skilled and are encouraged to learn and gain recognised
qualifications. The ethos of the home is to ensure quality care, provided by
evidence-based practice, and to co-work with health professionals ensuring good
outcomes for our residents’ health and well-being.
Qualified, professional staff
The home employs a well-respected, experienced NHS registered nurse manager to
manage the staff’s clinical guidance. The level of dependency of residents makes
the provision of such skills absolutely necessary. Our establishment can provide
immediate specialist care and diagnosis: “Prevention is better than a cure”.
Senior care staff all have a Level 5 qualification in health and social care to enable
them to mentor junior staff effectively, to be proactive in their care delivery and to
ensure their leadership is nationally recognised.
FACTS ABOUT
THE CROWN REST HOME
»Owner and Manager:
LindseyWood
»Established in 1997
»Services: Privately-funded
residential care for 18 people
»No. of employees: 30
»Culture of openness and
respect
The Crown Rest Home
27THE CROWN REST HOME |
BEST PRACTICE REPRESENTATIVE 2019
The training within the home is
diverse and is very much dictated by
the learner’s individual style. Great
attention is given to making sure that
quality practice is delivered routinely.
It is testament to the Crown Rest
Home that we have been recognised
by the Norfolk Care Awards for our
outstanding practice for being the
most supportive employer for student
placements. To keep us on our toes,
the Norfolk and Norwich University
Hospital also asks us to accommodate
student nurses in their degree studies.
This training and development is
instrumental in ensuring best practice
and quality care, and it is disseminated
to all staff, including ancillary workers.
The home works very closely with the
local multidisciplinary teams, and the
relationships built up over the years
with GPs and therapists have been key
to ensuring that trust and knowledge
is reciprocated. Staff, residents and
their families are all involved in the
clinical decision-making, and there is a
culture of openness and due respect.
Our home is relaxed; there are no
set routines and everyone is valued.
It has an immediate feeling of calm
and relaxation and you will see staff
and residents interacting in a warm,
comfortable manner. Residents are
given the choice in every aspect of
how they live their lives. From initial
decisions about how they decorate
their
room to when they get up, what
and when they eat and how they
choose to spend their day, choice and
autonomy are ingrained within the
home’s philosophy of care. Family and
friends have an especially important
role to play and are welcomed at any
time, often staying for dinner and
helping out with events.
Residents are also encouraged to take
decisions as a group about things that
affect their day-to-day well-being.
Their own meetings with the deputy
manager are faithfully recorded.
Girls giggling and gluing
The good life
is one inspired
by love and
guided by
knowledge
Bertrand Russell
THE PARLIAMENTARY REVIEW
Highlighting best practice
28 | THE CROWN REST HOME
Community engagement
We are very much part of our
community and integrate regularly with
village coffee mornings, church services
and fêtes. Local parishioners come to
the home monthly and join in with the
choir practice, and we have a reciprocal
arrangement with the village school to
visit and entertain their pupils. There
is a wealth of talent locally who will
come to the home for the benefit of
our residents, be they beauticians or
musicians, or people who just come for
a chat. Our entertainment is very much
based on decisions taken on the day.
Although there is a set programme of
events, we are keen to embrace last-
minute requests such as trips out to the
local town for impromptu shopping/
coffee. Staff readily give their time
freely to ensure the residents’ wishes
are catered for.
We foster a culture of inclusive
commitment from everyone who
lives at, works or visits the Crown
Rest Home, and this is evident in the
services we receive and the support we
get. Most of our referrals are word-of-
mouth recommendations from those
who have experienced living here, or
who have had dealings with our home.
The residents and their families are
given the time and skilled knowledge
to be able to make informed decisions
about how they want to live and how
the best outcomes can be achieved.
In return, the home benefits from the
excellent reputation within our locality
for providing care that is respectful, up
to date and bespoke.
Visitors to the home, be they family,
friends, health workers or contractors,
are made to feel welcome, asked
how they can be helped and offered
refreshments. This immediate
acknowledgement of their visit affords
them value.
Co-working with the health sector is
vital to the continuity of excellent care
and to prevent the need for future
medical interventions that may prove
painful or costly. Working closely with
the multidisciplinary teams locally and
receiving support from the community
health services is invaluable. The
integration of the education and
funding of the health and social care
sectors is well overdue.
Mutual trust and respect with
transparency of communication and
current knowledge are essential
to developing and maintaining
relationships with all stakeholders at
the Crown Rest Home. It is something
we continually strive to achieve.
I believe
community is
not just about
the
geographical
environment
in which we
live. It is about
the safety and
trust, the
respect and
collaboration
in how we live
that matters
Left: Forging friendships
with the local school
children
Right: Keeping our brains
active too!

www.crownresthome.co.uk

This article was sponsored by The Crown Rest 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