Unite Professionals

A Message from Lord Pickles and Lord Blunkett, followed by Unite Professionals'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 Unite Professionals 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


Highlighting best practice
Managing Director JoannaEvans
Our incredible offices team who
support the case managers daily work
Established in 2010, Unite Professionals Ltd provide specialist
private clinical case management services for individuals or
organisations who require expert guidance to coordinate,
review and progress rehabilitation for individuals who have
suffered illness or trauma. Their case managers have significant
experience working within health and social care, and their
skill set encompasses confident advocacy, robust negotiation
knowledge, expert and concise communication and an ability to
broker conversations across varied service interfaces. Managing
Director Joanna Evans discusses the range of important roles
that a case manager undertakes.
Case managers are neither treating clinicians nor expert witnesses; they are guided
by standards of practice developed by the Case Management Society UK. Achieving
the optimum rehabilitation outcome for individuals can be extremely challenging,
and there is an immense psychological and physical journey for the individual that
involves liaising with many different service providers and professionals. This often
requires repatriation from regional trauma centres to more local general hospitals
or community rehabilitation facilities.
Navigating the labyrinth of services and benefits available can be very confusing
for individuals outside the sector. Our case managers are well placed to ensure an
individual’s needs are met, as they are fully appraised on the clinical picture and
they have the expertise to access national systems and pathways within the NHS
and social care hierarchy.
»Managing Director:
»Established in 2010
»Based in Southport, with a
satellite office in Taunton
»No. of employees: 21, with 24
associate case managers
»Services: Specialist private
clinical case management
Unite Professionals
These processes were developed as
a result of the 2014 Care Act, which
endorses the personalisation of care
and the rights of individuals to access
specialist services at the right time,
in the most appropriate environment
and at an intensity that is sufficient
to realise a sustained outcome. The
process and provision of rehabilitation
is complex and varies enormously, but
evidence confirms that a successful
outcome is influenced by accessing
specialist knowledge early, and
this is the service that clinical case
management provides.
Responsibilities of a case
The case manager assumes a number
of roles to ensure that health and
social care is provided to the required
standard. Firstly, they are responsible
for the successful facilitation of
seamless communication across service
providers and regional interfaces via
a single point of contact. Secondly,
they must ensure the consistency of
care and rehabilitation that is delivered
across different health and social care
providers. Case managers guarantee
that any specialist funding is sourced,
and clear clinical evidence is presented
to ensure there are no delays.
They are also responsible for
confirming that rehabilitation is
progressed in a timely manner and
is relevant to the individual’s needs.
Lastly, they ensure that the process is
person-centred by actively engaging
them in decision-making on treatment
and rehabilitation planning and
providing sufficient information on the
options available so that rehabilitation
is meaningful and relevant to their
lifestyle and wishes.
Our services
Unite Professionals case management
can be accessed nationally. We have
offices in Southport and Taunton
where our specialist rehabilitation
coordinators provide administrative
support to our regionally based
clinical case managers. Our clinical
operational managers dedicate their
time to training, reviewing the quality
of service provision and supervising the
work and case load of the 32 clinical
case managers. Our occupational
therapy trained case managers have
been recruited gradually over the
last eight years via word of mouth
and reputation aware that we invest
heavily in case management training,
supporting continual professional
development and providing supervision
of staff and case managers. As a team
we get together annually to introduce
new members, share experiences,
reflect on good practice feedback and
areas of development for the business.
Case managers working regionally
facilitate close access to the client
and comprehensive knowledge of
services, systems and professionals
within that locality. This ensures access
to the most effective rehabilitation
pathway, enabling the case manager
to challenge on the client’s behalf
where service provision is inadequate
or absent. Supporting and learning
from each other as a
team is fundamental
The process and
provision of
rehabilitation is
complex and
enormously, but
evidence confirms
that a successful
outcome is
influenced by
knowledge early
Highlighting best practice
Beneficiaries of case managers
A recent client, James, ran his own
business as a driving instructor before
injuring the nerves that served the
muscles in his right arm. As a result,
he was unable to return to work, but
our case management team became
advocates for his needs and ensured
him access to a variety of private
rehabilitation therapies, including advice
and advocacy with benefitsentitlement.
Case management intervention to
secure private funding was essential,
as the NHS provision of rehabilitation
came to an end after eight months.
James required and benefited from a
further 20 months of privately funded
multidisciplinary team rehabilitation. The
physical and psychological outcome was
worth the investment, and he set up
a small business repairing motorbikes
from his garage, which was adapted to
meet his physical needs meaning he no
longer claimed any benefits.
James remarked, “I wasn’t sure how I
was going to cope, it was tough. I am
here as a result of the support of my
case manager and the rehabilitation
made possible. The team made the
difference to the outcome of the
surgery I had undergone to the nerves
supplying my arm, and although I did
not achieve all my original goals I have
an in-depth understanding of what
my injury rehab requires and how to
continue to improve my abilities on my
own. My life is different, but I am able
to work. I can do this now, differently,
but I can work as I have done all my
life to support my family.”
This temporary “alliance” between
the case manager and James gradually
reinstated his autonomy, following an
event that had thrust him into a world
of complex systems, funding pathways,
surgery and language that was alien
to anything he had experienced.
Overviewing the cost benefit against
treatment benefit on behalf of
individuals is expected of a case
manager. They are expected to clinically
evidence the need for specialist
funding statutorily or present private
stakeholders with recommendations for
rehabilitation input and the anticipated
cost to deliver this to ensure private
funding is released. Successful case
management facilitates the individual’s
goals to secure a level of independence
and confidence that enables them to
successfully re-engage in the lifestyle
they choose considering work, leisure
and accessing their community.
My life is
different, but I
am able to
work. I can do
this now,
but Ican work
as Ihave done
all my life to
support my
Getting together and
having fun is key to
great team work


This article was sponsored by Unite Professionals. 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