Zanta Health Care

A Message from Lord Pickles and Lord Blunkett, followed by Zanta 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 Zanta 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

Highlighting best practice
Founder Martha Mhonyera
Bringing change to
Small healthcare providers face a difficult climate where
councils are struggling to pay enough to cover overhead
costs. Zanta Healthcare believe the answer to the health
and social care crisis lies in implementing innovative and
collaborative ways of working to tackle the crisis despite
the constraints of limited resources. In addition to providing
domiciliary care, they also offer services such as enablement
care, 24-hour care, companionships, live-in care, supported
living and palliative care. Their offering extends to people of
all kinds, covering anyone aged 18 or above and is in need
of care due to mental or physical disabilities. Central to this
enterprise is providing personal and client-centred care that
suits the exact needs of individuals. Founder Martha Mhonyera
says more about the company and its trials, triumphs
Getting the fundamentals right
Zanta Healthcare started operating in 2015, driven by our strong desire to provide
high-quality care and by our genuine ambition to support the health and social
care system. I had previously worked for the NHS in numerous areas including
neurosurgery, intensive care units, private hospitals and community-based care.
As a small care provider, we are strong believers that impactful changes are not
»Founder: Martha Mhonyera
»Established in 2015
»Based in the West Midlands
»Services: Domiciliary and
residential care
»No. of employees: 22
Zanta Healthcare
brought about by the masses but
by the minority who have a vision,
a strong belief and the willpower to
make that change. As a team, we
pride ourselves on our ability to provide
individualised and closely tailored care
for our clients, who often refer to us
as “friends in a time of need”. Our
care brings our clients huge, life-
changing benefits such as supporting
the client to remain in their own home
or adding resilience to their health and
Our greatest and most valued assets
are the people we look after and the
people who work for us. We truly
believe that it is our clients who make
us who we are, and that focusing
on them first and foremost is what
defines us and our company. At Zanta
Healthcare, we stand firmly by our
motto: “To know someone is the
window to caring for our clients.”
By this, we mean that it’s only by
knowing them as people that we can
care for them properly.
Being a force for good
At present, we work with local
councils, private clients and NHS-
funded clients with the intention of
reintegrating service users into the
community. Our success in this area is
demonstrated by the fact that we have
maintained a client retention rate of 98
per cent. Whenever asked, our clients
state that they are happy with our
care, trust it and also feel valued.
Alongside this, however, we would
seek to be among those companies that
help to address the social challenges
that society as a whole faces. One of
the areas in which we have had the
starkest impact is that of employment.
So far, we have played a key and
highly active role in reducing the rate
of unemployment (with 75 per cent
of our current employees having been
unemployed prior to joining us). We had
to put in a lot of resources to train and
develop our staff, and it’s an effort that
has without doubt paid off. This has had
profound results, as we have managed
Tailored, individualised
We work with
local councils,
private clients
and NHS-
funded clients
with the
intention of
service users
into the
Highlighting best practice
to keep them in employment and
encourage them to take up educational
courses. One hundred per cent of our
clients say they trust us, and to this we
can directly attribute our 50 per cent
growth rate within the last year.
Our records also show that our care
has reduced hospital admissions for
our clients, as we work closely with
them and other professionals to reduce
the need for admission to primary
care institutions. This effectively helps
to reduce the burden on an already
strained NHS.
A need for better pricing from
Despite our best efforts and our
continued success, we do face
challenges. There is very little support,
and sometimes no support at all, for
small healthcare providers. This places
a huge burden on providers, as many
of them find that they are forced to
close their businesses, which has the
obvious effect of leaving service users
in a state of crisis as they are passed
from one care provider to another.
The lean prices that local councils are
prepared to pay for our services is
particularly challenging. This heavily
affects us as care providers, and it
means we are faced with numerous
expenses and get very little in return.
The low prices also mean that the staff
working in the industry are frequently
paid low wages, meaning that
their incentive to work is drastically
reduced and that our staff turnover is
increased. It also means staff shortages
and increased unemployment rates, all
at the expense of the very people we
as a society have pledged to protect.
Over the years, these challenges have
been talked about at length, but little
change seems to have resulted. As
a provider in this area, we believe
home care models’ needs are often
met by the private sector; hence, we
are in the best position to provide
solutions to this crisis. But there are
no communication channels to air
these views, as the social care model
currently in existence is somewhat
outdated and can no longer cater for
the overburdened social care system.
We, however, propose a new outlook:
one that promotes privatisation of
this system and collaborative working
with existing social care enterprises
to identify gaps and overlaps and
promote joint working. This would
serve to optimise the use of available
resources, reduce wastage and
boost the quality of care our service
In any case, we will continue to
develop and plan for a social care
model that reduces the need for
service users to move into primary
care institutions, and instead enables
them to remain in their own homes.
We are currently in the midst of
having these ideas tested out. Our
aim is to procure our own properties
to support our residential care model
as well as to continue to build on our
domiciliary care services – all the while
working with established social care
enterprises to develop new strategies
that help tackle the current social
The lean
prices that
local councils
are prepared
to pay for our
services is
Friends in a time of need

This article was sponsored by Zanta 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 Rt Hon Kwasi Kwarteng.

Rt Hon Kwasi Kwarteng's Foreword For The Parliamentary Review

By Rt Hon Kwasi Kwarteng

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.
Rt Hon Kwasi Kwarteng
Secretary of State for Business, Energy and Industrial Strategy