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Ministers must not lose sight of the bigger picture on supported housing

The government plans three distinct funding streams for supported housing: short term, long term and sheltered/extra care. But customers don’t always neatly fit into each category, warns Rachael Byrne

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Customers don’t necessarily fit neatly into one category of supported housing – @byrnerae #ukhousing

We need to ensure the bigger picture on supported housing isn’t lost – @byrnerae #ukhousing

Detail is key in life.

A car isn’t going to be as effective on the road without a working indicator light and a horn.

In fact, according to Toyota, a single car has about 30,000 working parts – some manufactured by Toyota, some by a range of specialist suppliers.

These specific features are key to success, but they will never work effectively in isolation.

Take supported housing. We are thrilled the government has recognised the variances in detail of supported services.

Some need acute and immediate ‘features’ to help those in crisis reach a point of safety.

They may need the specific expertise of crisis support workers and round-the-clock care. The accommodation itself may need to be more secure, with additional assistive technology.

Other services need features that support longer-term goals – such as support with qualifications and employability, psychotherapy or access to fitness programmes. A range of niche skills from a range of suppliers.

“If we are able to offer a formal assessment for long-term needs within short-term services, we are more likely to see a customer progress.”

However, just as Toyota manages its suppliers from a central perspective, supported housing needs to manage the wider pathway of options available.

So, to stop so-called ‘revolving door’ syndrome of our crisis services (and the subsequent bed space pressures that come with that) we need to link them seamlessly to a customer’s end goal. We need to link the pathway.

If we are able to offer a formal assessment for long-term needs within short-term services, we are more likely to see a customer progress, rather than fall through the gaps that we have created by seeing only the detail and not the bigger picture. The bigger picture being somebody’s aspirations.


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When the government removed the Local Housing Allowance cap from supported services, Home Group was immediately given the confidence and certainty needed to rubber-stamp three new supported services.

The services in question are all community well-being services.

These services offer short-term and long-term support all under one roof. Therefore, the individuals living in the services will access funding from within the welfare system as well as new ringfenced pots.

But that’s not all. Just because we have separate funding streams doesn’t mean customers slot neatly into each category. One customer might find themselves being funded by both pots as they progress through the pathway.

“If we are able to see the wider pathway of support and manage it holistically, we can already be making plans for longer-term needs before their short-term support contract comes to an end.”

Picture this: somebody is in a mental health hospital because they have become severely depressed. Their mental health improves but, because of their financial circumstances, they have nowhere to go when they are ready to be discharged.

Upon referral into supported accommodation it transpires – through holistic assessment for both short and long-term needs – that the reason they are in rent arrears is because they have suffered financial abuse. This is possibly due to the fact that they have learning difficulties and are therefore more vulnerable.

Without a joined-up approach, this individual may receive the short-term support needed to find new accommodation.

However, their ongoing difficulties mean that their new tenancy isn’t sustainable, the stress causes a deterioration in their mental health, and they end up back at square one – in acute hospital care and homeless.

However, if we are able to see the wider pathway of support and manage it holistically, we can already be making plans for longer-term needs before their short-term support contract comes to an end.

The individual can move seamlessly between short-term and long-term support without any gaps in care that risk their independence and health.

And just like Home Group’s new community services, this could all happen under one roof.

The level of support simply changes to suit the needs and aspirations of that individual. They never need worry about the complexities of different funding streams and locations of support.

And why should they?

Individuals need to experience various and specific features as they transition to whatever level of independence is realistic for them.

But if we manage these various features and their funding streams holistically, in the long run we will certainly achieve greater outcomes.

That’s why our response urges the government to bring forward the consultation for long-term supported housing in line with short-term supported housing.

“We must not be dictated by our own manufactured barriers if we need to tackle health and social issues.”

Let’s look at the whole and appreciate the unique features and opportunities within it all at the same time. After all, many providers, like Home Group, deliver services that respond to all three funding streams.

Jeremy Hunt’s new portfolio also reflects the integration of health and social care – but how will it work in practice?

People’s needs and challenges are part of a bigger picture, so we must respond in that way. And that means seeing everything – from the funding streams to the service design – through the eyes of the customer.

We must not be dictated by our own manufactured barriers if we need to tackle health and social issues.

Rachael Byrne, executive director of new models of care, Home Group

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