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 Trafalgar Community Care is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.
Trafalgar Community Care
Rt Hon The Lord David Blunkett
Rt Hon The Lord Eric Pickles
THE PARLIAMENTARY REVIEW
Highlighting best practice
48 | TRAFALGAR COMMUNITY CARE
Group shot of the three office
Trafalgar Community Care is a family-run home care
and support provider based in the Knowsley area of
Liverpool. Established to provide a more personalised
service than their bigger competitors, they have been trading
since April 2009. The company offer a local alternative to larger
care providers and are committed to serving the surrounding
community. Karon Nelson is the registered manager of the
company and boasts over 20 years of experience in the sector
My son Anthony set up Trafalgar Community Care at the age of 23 after leaving
university with a degree in business and law. Combining my knowledge of the care
sector with his knowledge of business, supported by Assistant Manager Angela Douglas,
we were able to build an organisation that focuses on providing a dedicated care
team to help and support our clients in any way they need. Starting Trafalgar in 2009
was a daunting task. Since establishing the company, Anthony and I have achieved
care-specific NVQs and have continued to push ourselves and the company forwards.
We pride ourselves on offering a personalised service to clients. This approach saw
our organisation expand rapidly over the first couple of years, in part due to the
implementation of the direct payments initiative.
Treating each client as an individual
We aim to tailor our approach in order to offer clients a service that puts their needs
and requirements first. Being a small organisation has also enabled us to keep a high
TRAFALGAR COMMUNITY CARE
»Manager: Karon Nelson
»Founded in 2009
»Based in Huyton, Liverpool
»Services: Home care and
support for elderly and
»No. of employees: 30
»No. of clients: 40 to 50
49TRAFALGAR COMMUNITY CARE |
BEST PRACTICE REPRESENTATIVE 2019
level of continuity between clients and
carers. This has ensured that clients
living with illnesses such as dementia
have received specific packages focused
on providing regular care workers.
This has helped to build personal
relationships between carers and clients
and has ultimately provided a better
quality of life for them and their families.
Angela and I undertake initial visits
and assessments. This ensures that
the client is aware of our involvement
from the very beginning. We carry out
comprehensive assessments to ensure
that we get to know the client and their
specific needs. One of the key ways we
achieve this is by using a “This is me”
page in our assessments. This gives
clients a chance to tell us about their
condition and requirements in their own
words. This includes things like family
history, as well as likes and dislikes.
Using this approach ensures that the
client feels involved in the formation
of their care package and helps us to
understand them more completely.
We have an average of 45 clients for
whom we provide care and support.
Each has a variety of different needs
and requirements. Following the initial
assessment, we introduce the care
team that we feel is best suited to the
specific idiosyncrasies of the client. We
then review the package regularly to
ensure that the client’s needs are being
met and that they are satisfied with
We also offer a palliative care team
with great experience dealing with a
variety of different issues and life-
limiting illnesses. This has enabled us
to provide quality palliative care to
local clients who wish to come home
for their final few weeks or days. This
enables them to be around family
and friends, instead of remaining in
a hospital or hospice. We provide
services throughout the day and night
to ensure both the safety and comfort
of the client but also to provide
support for their family members.
We are not in
the care sector
We are here
to help with
THE PARLIAMENTARY REVIEW
Highlighting best practice
50 | TRAFALGAR COMMUNITY CARE
Collaboration is key
A major obstacle to providing care
within the community is the multitude
of policies and procedures designed to
ensure that the company is compliant
with government standards. Ensuring
that we were meeting and exceeding
all of these requirements was daunting
for a new agency. Since then, we have
had several CQC inspections, and each
inspector has congratulated us on the
quality of our service. Our feedback
also clearly shows that our company is
focused on providing high-quality care
to our service users. We work hard to
ensure that this emphasis on quality
remains the focal point of our service.
We see our organisation as an
alternative option to larger national
companies. We are designed for
clients who want to choose a local,
family-run organisation to provide
care and support. Ultimately, we were
established to increase the choice and
independence of the consumer within
the current market.
As a relatively small organisation, we
feel that more emphasis should be
placed on support. We feel that this is
one of the major issues with domiciliary
care. It would be hugely beneficial to
work alongside other care agencies and
local councils, instead of feeling that
we are in competition. That is not our
focus. We are not in the care sector to
compete with large organisations. We
are here to help with the current and
ever-increasing demand for home care.
If we were able to work closely with
larger organisations and the local
councils, we feel that we could pool
our resources and knowledge. This
would ultimately benefit clients and
significantly improve the quality
of service and their quality of life,
as well as promote the choice and
independence of service users within
the local community.
I feel that the main reason for our
steady growth and enviable reputation
is the quality of our staff. Using a
robust interview and staff selection
process, coupled with initial training
and the shadowing of senior carers,
we have been able to build a team of
dedicated and caring staff members.
As a result, we have received great
feedback from our clients. We feel
that this caring nature stems from the
director and manager of the company.
In April 2019, we celebrate ten years
of trading. Although it has been hard
work, it has been a fantastic journey
and a huge learning curve. We are so
proud of all of our staff and the quality
of service that we provide. Throughout
our history, we have been committed
to employing local staff and caring
for local people. We will continue to
do the best we can to ensure that we
improve the lives of our clients for
years to come.
Using a robust
training and the
senior carers, we
have been able
to build a team
and caring staff
Karon Nelson, Manager
Rt Hon Kwasi Kwarteng's Foreword For The Parliamentary Review
This year’s Parliamentary Review reflects on a tumultuous and extraordinary year, globally and nationally. As well as being an MP, I am a keen student of history, and I am conscious that 2020 would mark the end of an era. It will be remembered as the year in which we concluded Brexit negotiations and finally left the European Union. Above all, it will be remembered as the year of Covid-19.
In our fight against the pandemic, I am delighted that our vaccination programme is beginning to turn the tide – and I pay tribute to the British businesses, scientists and all those who have helped us to achieve this. But the virus has dealt enormous damage, and we now have a duty to rebuild our economy.
We must ensure that businesses are protected. We have made more than £350 billion available to that end, with grants, business rates relief and our furlough scheme supporting more than 11 million people and jobs in every corner of the country, maintaining livelihoods while easing the pressure on employers. The next step is to work with business to build back better and greener, putting the net zero carbon challenge at the heart of our recovery. This is a complex undertaking, but one which I hope will be recognised as a once in a lifetime opportunity.
Through the prime minister’s ten point plan for a green industrial revolution, we can level up every region of the UK, supporting 250,000 green jobs while we accelerate our progress towards net zero carbon emissions.
With our commitment to raise R&D spending to 2.4% of GDP and the creation of the Advanced Research & Invention Agency, we are empowering our fantastic researchers to take on groundbreaking research, delivering funding with flexibility and speed. With this approach, innovators will be able to work with our traditional industrial heartlands to explore new technologies, and design and manufacture the products on which the future will be built – ready for export around the globe.
And I believe trade will flourish. We are a leading nation in the fight against climate change. As the host of COP26 this year, we have an incredible opportunity to market our low-carbon products and expertise. Our departure from the EU gives us the chance to be a champion of truly global free trade; we have already signed trade deals with more than 60 countries around the world.
As we turn the page and leave 2020 behind, I am excited about the new chapter which Britain is now writing for itself, and for the opportunities which lie ahead of us.