West Country Health Care

A Message from Lord Pickles and Lord Blunkett, followed by West Country Health Care'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 West Country Health Care 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.wchc.co.uk

THE PARLIAMENTARY REVIEW
Highlighting best practice
32 | WESTCOUNTRY HEALTH CARE
Susan Colley, founder and
director
Beginning in the health insurance world as a sole trader
in 1991 and then created as a limited company in 2006,
Westcountry Health Care is an insurance broker – primarily
for private medical health insurance, but also for other forms of
insurance, including travel insurance, group income protection,
burial plans and pet insurance, among others. Despite being
located in the quaint, seaside resort town of Torquay, Westcountry
Health Care’s services span the whole country; indeed, some of its
clients are from abroad. Key to the company’s ethos is going the
extra mile for their clients, offering a free and genuinely bespoke
service that caters to the client’s precise needs – something made
easier by the fact that the founder and director, Susan Colley, was
once a distinguished nurse. What follows is her exposition of
the company’s journey, its values and its services, as well as a
source of inspiration for new small businesses.
As an insurance broker, I feel it’s necessary to be clear, honest and trustworthy
with my clients. Going the extra mile, as clichéd as it sounds, is a crucially important
component of the service I offer. I not only find the right insurance package; I also
have a veritable knowledge base of the best consultants in the country for specific
kinds of ailment, and will seek them out accordingly when one of my clients is
afflicted with health problems. It’s also extremely important to me that my client is
realistic about pricing. I will advise heavily against insurance that I believe will result
in my clients starving themselves in order to pay for it.
From nursing to insurance brokering
Many things make Westcountry Health Care distinctive, but what really distinguishes
both me and my company, however, is the journey I took to get here. My background
story – namely, my former professional life as a nurse – is what provides my
company with a distinctive essence. In some sense, I feel like my role then and my
role now are not dissimilar; in both cases I was helping to save people’s lives and
maintain their health. In practice this entails – for example – calling their provider
company, sorting out their claim and ringing the consultant’s secretary to find out
the next appointment. The end goal is much the same for nursing: bringing my
client back to normal health and restoring their peace of mind.
It all began with my training in nursing at the Royal London (then called just
the London), which provided my career with a springboard. After becoming
disillusioned with my time in London, I decided to travel to Sydney, whose
healthcare system placed high value on London nurses’ skills. It was on that basis
that I quickly got a job at Royal North Shore Hospital in Sydney in the late-1960s.
AT A GLANCE
WESTCOUNTRY HEALTH CARE
»Founder and director: Susan
Colley
»Founded as a sole trader
1991, incorporated as
Westcountry Health Care Ltd
in 2006
»Based in Torquay, Devon
»Services: Insurance broking,
primarily for private medical
healthcare
»Run by a former state-
registered nurse
»Winner of Best Individual
International PMI Intermediary
»Highly Commended for Group
PMI Intermediary
»Highly Commended for
Individual PMI Intermediary
Westcountry Health
Care
33WESTCOUNTRY HEALTH CARE |
BEST PRACTICE REPRESENTATIVE 2018
From that period onward I also got
work in Germany, France, Wales and
Scotland, until I finally worked at
Wellington Hospital. It was in this latter
stage that I met my husband when on
a trip to visit my parents in Devon.
Because of the lifestyle discrepancy
between me as a nurse and my
husband as a GP, I decided to make a
career move towards a more secretarial
position, especially when my child was
born. In a weird twist of fate, I began
working for a firm that sold private
medical health insurance. It was during
my time working with Norwich Union,
though, that I realised that I myself
could sell insurance products – except
that instead of selling just one type, I
could be the broker between various
options, and help the client choose the
best option for them. Since then I’ve
learnt an enormous amount, and now
have an office in Torquay that caters to
clients worldwide.
Determination to continue
In 1998 I faced arguably my biggest
challenge yet: my husband died,
leaving me alone with our 14-year-
old daughter. Circumstances then
compelled me to put everything into
my business. To this end, I sold my
property and procured for myself a
garden office, allowing me to be a
parent to my daughter and to work
somewhere in the order of 20 hours
per day on top of that.
Through toil and utter determination,
I eventually brought my vision to life: a
company that brokers private medical
health insurance catered to the exact
and specific needs of our clients, taking
care of them even after a purchase
has taken place. Furthermore, because
I’m a former nurse, I can provide
an environment in which people
feel comfortable talking about their
illnesses and problems – all of which is
done without charge. So unique and
high quality are my services that I rarely
advertise; most of my custom is instead
achieved via referral. Many brokers
do charge, and are bewildered as to
why I wouldn’t, but I personally see no
needto.
In terms of contemporary problems
and challenges, much can be said.
What exactly is required in order
to comply with GDPR, for instance,
is not sufficiently clear. Indications
are provided by the ICO, but much
of this is a matter of interpretation.
Nevertheless, we treat all of our clients’
data extremely sensitively – everything
is encrypted, safe and invisible to
unwelcome eyes. Another problem
– also political in nature – is Jeremy
Hunt’s continued support for the lack
of tax relief for over-60s and 65s who
took out medical health insurance.
Predictably, and contrary to the goals
of Jeremy Hunt himself, many elderly
people decided to return to the
National Health Service instead, causing
yet further strain on the system.
These problems though – however
difficult and burdensome – are wholly
surmountable. My expectations for the
future are bright, and my contacts in
the industry will remain undiminished.
As far as I understand things, it’s
onward and upward for Westcountry
Health Care.
Katie and Millie, my
faithful companions
I am constantly
amazed at the
help and service
given to us ...
Nothing is too
much trouble
and the service
is impeccable.
[Westcountry
Health Care]
should be a
known beacon
to all other
would-be health-
providing
businesses.
Small really is
beautiful

www.wchc.co.uk

This article was sponsored by West Country Health Care. 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