Penrose Care was established in 2012 in response to what we perceived as a need to fundamentally reform the home care sector in the UK to help improve elderly care and disabilities care in the UK. The vision of Penrose Care is simple – we aspire to deliver excellent and professional home care services to our clients combined with compassion so that all those that we care for feel just that – cared for.
Inspired by what they had seen in health care centres of excellence over the years in the course of their professional work and by their own personal experiences within their families, Penrose Care was founded by Robert Stephenson-Padron, a health care analyst, and Dr Matthew Knight, a local hospital physician.
We believe in serving the local community. Our first branch is based in the heart of Belsize Village, NW3, in north west London, the community in which the founders and directors have lived for (in the case of some) decades.
The Penrose Care model means that we have our contract directly with those we care for (be that privately paid or via direct payments), and are not reliant on block contracts from the local authority. This gives us the independence to be able to truly design a package of care around the needs of our clients.
Please explore our website, email us, or give us a call to arrange a chat, a home visit or to pop into our office in the heart of Belsize village. We believe that we offer a unique personalised care service that can help you or your loved ones live a more joyful and secure life at home.
United Kingdom Homecare Association Ltd (UKHCA) is the professional association of home care providers from the independent, voluntary, not-for-profit and statutory sectors. UKHCA helps organisations that provide social care, which may include nursing services, to people in their own homes, promoting high standards of care and providing representation with national and regional policy-makers and regulators.The Association represents over two-thousand members across the United Kingdom, in England, Wales, Scotland and Northern Ireland.
A London Living Wage Employer ensures that all employees are paid at least the Living Wage set by the Mayor of London. This includes individuals who work on a regular basis at your premises for a subcontractor, such as cleaners or security staff. Living Wage Employers report improved morale, lower turn over of staff, reduced absenteeism, increased productivity and improved customer service.The Living Wage Employer mark recognises and celebrates this leadership.
Citizens UK has developed a Charter spelling out the basic standards that would enable quality for the recipient and dignity for the worker. These standards are not ground-breaking but what we are building is a movement, where recipients, care workers, providers and commissioners can work together to bring about the social care system we all want to see.
Penrose Care is honoured to announce that its co-founder and managing director, Robert Stephenson-Padron, was adjudicated as the “Most Outstanding Leader in the Care Sector in the UK” at the 2014 UK Over 50s Housing Awards ceremony held at the Westbury Hotel, London on the night of November 13th. The ceremony, held jointly with the Global Over 50s Housing Healthcare Awards, recognise excellence in the health and social care industry across the globe.
We provide short-visits, day-visits, sleep-overs, night care and live-in care (however, we pay our workers’ for their time sleeping and so therefore charge for this time) including to persons with dementia, physical disabilities and/or learning disabilities. We provide both long-term engagements and fixed-term engagements such as for travel care, respite care, and re-enablement. With an especial focus on customer service, Penrose Care is contactable by phone or e-mail 24/7, year-round.
Penrose Care is proud to be one of the first home care agencies in London to be an Accredited Living Wage Employer. We see this as a demonstration of our genuine commitment to do things better and differently. Our Living Wage commitment stems from our belief that core to successfully delivering excellent home care with compassion is having the best staff, selected for their human touch as well as their professional qualities.
To attract such talent, we have to provide a decent wage as well as an enjoyable workplace that equips them with the best training and infrastructure. Care is a person-to-person service, and so by attracting and retaining the best people in the sector, we believe we can provide the best home care in England.
The vision of Penrose Care is simple – we aspire to deliver an excellent and professional home care service to our clients combined with compassion, so that all those that we care for feel just that – cared for. This vision drives our organisation’s culture and operating practices. These practices include the adoption of the ‘always’ events recommended in June 2012 by the Commission on Dignity in Care for Older People:
Always treat those in your care as they wish to be treated – with respect, dignity and courtesy.
Always remember nutrition and hydration needs.
Always encourage formal and informal feedback from older people and their relatives, carers and advocates, to improve practice.
Always challenge poor practice at the time – and learn as a team from the error.
Always report poor practice where appropriate – the people in your care have rights and you have professional responsibilities.
We are devoted to operating Penrose Care ethically and in ways that safeguard those we care for and our employees. This is vital, as we want those who entrust their care to us to know we will still be here, five or ten years from now, providing the best care in England; those who entrust their and their family’s livelihood to us to know they will still have a secure job twenty or so years from now; and those who volunteer with us, to know that when they are in old age or infirm many decades from now, we will be able to return the kindness they showed to us and their community.
This is why our care recipients can be assured that we will not accept such agreements as block contracts where the loss of such an agreement puts our organisation and their care at risk. We will avoid long-term debt unlike many of England’s larger home care companies. When times are tough, our owners will “take the pain” to the extent possible so our staff’s families can feel secure.
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