Inclusion Housing

A Message from Lord Pickles and Lord Blunkett, followed by Inclusion Housing'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, its uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Inclusion Housing is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature The Rt Hon Lord David Blunkett, MP
Pickles signature The Rt Hon Lord Eric Pickles, MP
THE PARLIAMENTARY REVIEW
Highlighting best practice
30 | INCLUSION HOUSING
Wayne, who lives in Accrington
Strand Court, Great
Grimsby
Based in York, Inclusion Housing is a leading health and
social care landlord for vulnerable adults, providing
flexible, innovative housing solutions and life opportunities
in collaboration. Founded in 2007, Inclusion Housing is an
award-winning business and Northern Powerhouse partner,
having been recognised as Europe’s Best Small Business 2017
and the UK Best Small Business 2016. It was also awarded the
Queen’s Award for Enterprise in 2018. Chief Executive Neil
Brown elaborates.
We have challenged ourselves to answer the question: if you were to create the
perfect health and social care landlord for vulnerable adults, what would it look
like? In response, we believe we have come up with a better, smarter way: a
business model that places the tenant’s needs at the heart of everything we do and
delivers positive outcomes for everyone we collaborate with.
We launched a pioneering solution that provides specialist, tailored support for
people in homes that perfectly matches their needs: a serviced portfolio of housing
units that delivers social good and commercial returns. We have a variety of
supported living schemes designed to meet a range of housing needs for adults
with learning disabilities, mental ill-health, acquired brain injuries, physical and
sensory disabilities and extra care, including a specialist dementia scheme.
We work in partnership to meet the specific care and support needs of client groups
with specialist requirements. We are currently developing further new supported
FACTS ABOUT
INCLUSION HOUSING
»Chief Executive: Neil Brown
»Founded in 2007
»Based in York
»No. of employees: 42
»Services: Specialist supported
housing accommodation
»Europe’s Best Small Business
2017
Inclusion Housing
31INCLUSION HOUSING |
BEST PRACTICE REPRESENTATIVE 2019
living schemes across the UK, including
Scotland, and have a range of funders
ranging from banks to the major
financial institutions that invest in the
housing and healthcare market.
Unique approach
We operate as a cutting-edge and
innovative health and social care landlord
and we are unique in the sector, well
placed to identify many commissioning
authorities and support organisations
that require good-quality social housing
for vulnerable people. We have
exceptional strategic and operational
experience of all kinds of community-
based care and housingsupport.
Our distinctive and rewarding approach
has led to first-class relationships
with our key delivery partners,
includinginstitutional investors,
commissioners in local authorities,
clinical commissioning groups
and developers. Consequently, as
commissioners increasingly outsource
their property requirements, Inclusion
is ideally positioned to respond to
the increasing momentum, providing
local and responsive community-based
accommodationsolutions.
There is no other organisation in the
UK that, through its own people, and
with its strategic partners, has the
benefit of such long-term relationships
with commissioners, the necessary
skills to develop supported living and
other schemes, and the strategic
intent to compete in this area on a
national basis. Inclusion manages
a substantial and growing national
portfolio of social housing properties
and will grant long-term residential
tenancies to vulnerable people who
receive daily support from specialist
supportproviders.
Institutional investment partners
recognise that the creation of
social benefits through our model
in this sector also brings about the
opportunity for sensible, stable,
regular and reliable commercial
returns for their stakeholders too.
We’ve now undertaken a major
development programme to help
deliver the best property and support
services to thousands more people,
meeting demands from all over the
UK to deliver a better way. Inclusion
Housing is now firmly established
as one of the UK’s leading social
enterprisecompanies.
Dee from Burnley with
Errol
Inclusion
Housing
provides long
term grant free
independent
living for
vulnerable adults
faced with
institutionalised
care and an
uncertain future;
their quality of
life improves
and care costs
reduce
THE PARLIAMENTARY REVIEW
Highlighting best practice
32 | INCLUSION HOUSING
Our competitive advantage
We have managed to secure a
competitive advantage as a result of
our specialist expertise gained from a
number of years in the sector and our
tailored, personalised service. Inclusion
is recognised as the best in our sector
for delivering specialised supported
housing for vulnerable adults. We have
achieved this reputation through our
stable, competitively priced and high-
quality supply chain, which delivers
local facility and maintenance services,
including an expansion of our utility
services. Our network of partnerships
across the country ensure a coherent,
value-for-money service that delivers
high standards for our clients. We are
an entrepreneurial and cutting-edge
company that responds quickly to new
opportunities and ideas so that we
can access senior people directly. In
addition, our management costs are
half of those of our peers.
We also provide intensive housing
management visits to residents at least
twice a month, in order to help sustain
tenancies. We manage the sign-up
process, assist with housing benefit
claims and respond quickly to issues,
which is all part of our industry-leading
customer service. We have achieved
independent quality accreditations
including Customer Service Excellence
and Investors in Excellence. Customer
satisfaction is now within the national
top quartile. Through our local
representatives, we inspect schemes
monthly to ensure that standards are
maintained and issues addressed and
we offer in-house technical expertise
to deliver a comprehensive property
management service to maintain
homes through a national network of
local contractors. We have a dedicated
business administration team to
respond to partners and ensure that
lease and contractual arrangements are
negotiated, implemented and delivered
efficiently, and we have our own
dedicated contact centre for residents
and business partners. Finally, we have
launched our online 24-hour self-service
for residents, to increase interaction
and achieve a fasterresponse.
Outcomes
The following two quotes from
residents summarise the outcomes for
those who benefit from the Inclusion
independent living model. One client
remarked, “I feel really happy in here;
I was excited to come and I’m even
more excited now I’m here.” Another
said, “It’s taken a lot of pressure off
my family [being here], because they
were very worried about me.”
The model delivers on the governmental
priority of Transforming Care; providing
independent community care at a
local level, while at the same time
reducing hospital admission and bed
blocking. We are achieving substantial
savings; our wraparound average
costs for a vulnerable adult are
approximately £42,000 per person per
year, compared to an average £65,000
in registered care or £180,000 in
hospitals. The success of our innovation
is demonstrated through growth,
which has increased from 275 units in
2014 to 1,600 units in 2018 or 1,325
independent living units in fouryears.
Providing
community
based
independent
living is a
reality for more
and more
vulnerable
adults because
of Inclusion
Housing
Ann from Bury

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from the prime minister.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 



The Rt Hon Theresa May MP
Prime Minister