Wellbeing Report 2024 v.02 (1) - Flipbook - Page 22
Working in partnership and collaboration
In recent years we have been approached by Commissioners in both Brighton and Hove and West Sussex about
developing new services for people with complex needs, which we have recently delivered. Our track record in
supporting great outcomes for people had resonated regionally. In the last year we also developed a new state of the
art, complex needs service in Surrey for six people which opened in summer 2023. All homes have their own garden,
extensive therapeutic and peer rooms, and robust capable environments. What we bring is:
+ Proactively and creatively working with Commissioners and Funders
to meet priority system needs.
+ Attracting resources to develop solutions with identified people at
the centre, with a strong track record of obtaining NHS capital grants.
+ Developing and bespoking quality environments to meet people’s
specific home requirements.
+ Having expert staff to inform all stages and deliver high quality
impactful outcomes.
Future priorities and call to action
We know what works to enable people with complex needs to live successfully in their own communities. We need
great partnership working, trusting and transparent System behaviours, and sufficient resources that enable solutions
that are right for people. Some current challenges are:
+ Funding between health and social care is still often
fraught and protectionist.
+ Robust forward strategic planning on meet current
and future needs is still fragmented.
+ Systems should at investing in the right solutions for
people at the right time, which deliver better outcomes
and lives for people and lower longer-term costs. For
example, autistic young people experiencing mental
health crisis - if this is not supported well alongside
them at the earliest time – people can spend decades
in and out of hospital which is devasting, worsens
trauma and embeds institutionalism.
+ Whilst offering very good value for public funding
particularly compared to Mental Health Trust cost
profiles, it is still often challenging to secure the
22
required funding rate to deliver skilled, stable and
fairly rewarded staffing teams. There needs to be
System parity – the charitable providers should not
be looked at as cheaper, particularly when we often
deliver better outcomes for people.
+ Capable Homes are expensive, public capital subsidy
is necessary and funding streams are small. It is
highly difficult to scale up to the meet the demand.
+ Increasing Housing benefit restrictions mean
there is increased scrutiny on meeting the costs of
running capable homes from servicing specialist
equipment to larger flats, disability adaptations and
tenant damage. These costs must be meet from
somewhere.
