Bedspace Resource

A Message from Lord Pickles and Lord Blunkett, followed by Bedspace Resource'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 Bedspace Resource 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

Business Development Director
Phil Mair
A Bedspace group living
Bedspace Resource have provided support and
accommodation to over 12,000 vulnerable people in a
wide range of scenarios. They have developed productive
relationships with a number of organisations, including the
Home Office and Refugee Action. They provide support for
a range of users, including individuals leaving care, refugees,
asylum seekers and the homeless. Business Development
Director Phil Mair explains their REDI system and the need for
greater regulation in the sector.
From our inception in 1999, we have provided cutting-edge care solutions for
vulnerable young people. From the beginning, we have endeavoured to improve
our industry and have set out to do things differently. We knew that to achieve
our aim of providing high-quality care with a positive outcome, we would have to
operate in a structured and cost-effective way. Otherwise, we would be priced out
of the market. We have always placed quality of service before profit, and we have
ensured that all of our staff understand and support the company ethos. In order to
achieve this high level of service, we invested heavily on threefronts.
The first of these was the development of an innovative method for the delivery of
our services. Drawing on industry best practice and recognised excellence in project
management techniques, we created REDI. REDI incorporates referral, evaluation,
delivery and independence. It is a fully documented, results-focused process that
is repeatable, teachable and measurable. REDI has four distinct phases, with the
outcomes based on the individual needs of service users.
»Business Development
Director: Phil Mair
»Founded in 1999
»Based in Manchester,
Liverpool, Preston, Leeds, Hull
and Doncaster
»Services: Care and
»No. of employees: 115
»No. of active service users: 382
Bedspace Resource
Highlighting best practice
The first phase, after receiving an
invitation from the local authority, is
to place the individual. This involves
three steps. The first of these is referral
assessment, in which we analyse
whether we have all the relevant
information to assess the needs of the
individual accurately. If we do not, we
make sure we get it. Following this,
we conduct a risk analysis to identify
the individual’s issues and what can
be to done to mitigate any possible
risks. Having done this, we conduct
a recommendation for a placement,
checking whether the risks are
acceptable, given the level of funding
being offered. If this is not the case,
we can negotiate the package with
the local authority to find a realistic
way forward that will benefit the user.
At the end of this phase, we either
proceed in a positive manner or decline
the referral if we feel it is not in the
interest of the young person.
We set specific, measurable outcomes
for each individual to maximise their
potential and prepare them for
independent living. The first step to
achieving this is to set Award Scheme
Development and Accreditation
Network (ASDAN) targets. In the
second step, we specifically define
what we will cover in every one of
our contact sessions in order to work
towards these targets. Finally, we look
for appropriate accommodation that
suits the needs of the young person.
When all of this is complete, we move
on to the delivery phase.
We work on a daily basis to address
the issues of every service user, and
we endeavour to prepare them for
independent living. Every session is
targeted and recorded against the
relevant ASDAN plan. An intrinsic part of
the delivery phase is dealing with issues
and taking effective action. Progress
is formally monitored and measured
every month, or more frequently if
necessary, to reassess and restructure
an individual’s journey with us.
Finally, we work to prepare the
individual for independent living. We
help them to secure accommodation
and ensure that they have everything
in place to succeed. We provide
counselling support for all, even after
the contract with the local authority
has finished. This ensures that they
always have someone to turn to if they
hit a crisis post-placement. The last
step is to carry out a reflective exercise
to improve our method and working
practices, studying the lessons learned
during the process.
The kitchen area of the
Group Project
Communal area of a
standard Group Living
We set
outcomes for
each individual
to maximise
their potential
and prepare
them for
We have also invested in technology
to support the REDI method. Our
management information system,
ReMaS, provides online, real-time
access to all the information needed
to carry out every aspect of our service
in a fast and efficient way. It covers
everything from the initial referral to the
invoicing of our services. ReMaS allows
us to review the progress of individual
placements instantly, as well as analyse
trends. It gives us the competitive edge
to deliver more for the same price, as
well as giving local authorities access
to key information on the individuals
we look after on their behalf.
We are also committed to the training
of our staff. We have an ongoing
training programme that ensures that
all staff follow our REDI method, teach
the ASDAN syllabus and retain all the
key skills necessary to deal with the
wide variety of problems that our users
have. All our staff are trained to deliver
ASDAN-accredited awards as part of
our structured support. This means
that our young people have recognised
qualifications for their CVs. This is used,
for example, by landlords to evidence
that the young person is tenancy ready,
a major factor in their move towards
independent living. Our e-learning
package covers all aspects of the
training required within our sector. It is
mandatory for all our staff to complete
this annually. To supplement this,
we also provide accredited courses
in conflict resolution and restraint;
neurolinguistic programming; child
sexual exploitation; child criminal
exploitation; and self-harm and suicide
prevention, including safe ligature
An unregulated industry leads
to inadequate service
Unfortunately, in an unregulated
industry, local authorities are under
pressure to go for the cheapest
solution. They are under immense
pressure to cut costs, and value for
money often just equates to the
cheapest price. This can often lead to
what we refer to as “warehousing”:
providing basic and often inappropriate
accommodation with minimal support,
without a plan for improving the future
of the young person. The result of this
is that the individual will continue on
a downward spiral of physical, mental
and emotional troubles. These issues
are compounded when they turn
18, and thus fall outside the remit of
the local authorities, and are totally
unprepared for independent living. If
this is the case, they will continue to
be a burden on the community and
will have little or no chance of pulling
themselves out of their plight. With
greater regulation, we are confident
that the sector as a whole will improve.
In an
industry, local
authorities are
under pressure
to go for the
I am a commissioning officer for Warrington Borough Council and have
been using Bedspace Resource to accommodate and support young
people in Warrington for over six years. We have an excellent working
relationship founded on mutual respect. From the outset, they have been
flexible and accommodating in their approach, especially in emergency
situations for unaccompanied asylum-seeking children.
The available stock of property is suitable to meet needs and
furnished to a high standard, even if it is a temporary arrangement
until alternatives can be sourced.
The teams supporting young people are respectful and sensitive to
needs yet realistic about the risks involved. Social workers advise me
that the communication (usually monthly reports) is robust and that
any requests are accommodated.
The outdoor space of
the property

This article was sponsored by Bedspace Resource. 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