Shine Group

Highlighting best practice as a representative in The Parliamentary Review

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 Shine Group is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

www.shinepartnerships.co.uk

THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
32 | SHINE GROUP
CEO Manoj Mahtani
Working with vulnerable
and at-risk individuals
Shine focuses on supporting those with complex mental
healthcare needs – specifically by providing supported
living services. The group is a national award-winning
care organisation. CEO Manoj Mahtani explains that many of
the individuals Shine works with have a forensic background –
meaning some form of criminal history – and are aged between
18 and 65. Manoj says that many of these individuals have
progressed initially through the criminal justice system and then
the mental health system, and that 95 per cent of their service
users have a mental health issue linked in some capacity to their
criminal past.
Our main client group is those with paranoid schizophrenia, and our role, and
the purpose of our supported living provision, is to help them to recover and live
as independently as possible. This allows them to enter or re-enter employment
and education, and we support those we work with throughout every stage of
their recovery, providing different levels of support. This could begin with 24-hour
support and progress through to a nine-to-five support service or floating support
in an independent flat.
Expanding and developing
I established the company in June 2009, having worked in the sector since 1997.
We decided from the very beginning that we would specialise in forensic and
complex needs mental health and that we would grow organically, establishing a
FACTS ABOUT
SHINE GROUP
»CEO: Manoj Mahtani
»Established in 2009
»Based in north London
»Services: Supported living for
those with complex mental
health issues
»No. of employees: Around 50
Shine Group
BEST PRACTICE SPONSOR 2020
THE PARLIAMENTARY REVIEW
Highlighting best practice
32 | SHINE GROUP
CEO Manoj Mahtani
Working with vulnerable
and at-risk individuals
Shine focuses on supporting those with complex mental
healthcare needs – specifically by providing supported
living services. The group is a national award-winning
care organisation. CEO Manoj Mahtani explains that many of
the individuals Shine works with have a forensic background –
meaning some form of criminal history – and are aged between
18 and 65. Manoj says that many of these individuals have
progressed initially through the criminal justice system and then
the mental health system, and that 95 per cent of their service
users have a mental health issue linked in some capacity to their
criminal past.
Our main client group is those with paranoid schizophrenia, and our role, and
the purpose of our supported living provision, is to help them to recover and live
as independently as possible. This allows them to enter or re-enter employment
and education, and we support those we work with throughout every stage of
their recovery, providing different levels of support. This could begin with 24-hour
support and progress through to a nine-to-five support service or floating support
in an independent flat.
Expanding and developing
I established the company in June 2009, having worked in the sector since 1997.
We decided from the very beginning that we would specialise in forensic and
complex needs mental health and that we would grow organically, establishing a
FACTS ABOUT
SHINE GROUP
»CEO: Manoj Mahtani
»Established in 2009
»Based in north London
»Services: Supported living for
those with complex mental
health issues
»No. of employees: Around 50
Shine Group
33SHINE GROUP |
HEALTH & SOCIAL WORK
reputation for delivering high-quality
care. For the first six years, we opened
one project every year and over the
next three years, we focused on
consolidating our existing business.
Following this, over the last year,
we have expanded aggressively and
doubled the number of clients we
are caring for. As a result of the rise
in demand for high-quality, highly
specialised and fairly priced mental
health services, we are planning to
continue this expansion and over the
next few months we are predicting 50
per cent more growth. In collaboration
with our key stakeholders over the last
year, we have been growing at a much
faster pace than before.
We are supported by funding for the
individuals we support, with some
of this funding coming from local
authorities and some from the NHS.
Turning a negative into a
double positive
In 2019, we won the National Care
Employer Award, and one of our staff
won the National Carer of the Year
2019 award. It is always great to be
recognised whether through national
awards or through the judgment
of the CQC, who have judged the
leadership of one of our units to be
“outstanding”. In 2018, our service
manager won the Regional (London)
Care Manager Award. Finally, the CQC
has asked for our senior management
team to present to all regional
inspectors about mental health
supported living provisions, thanks
to our knowledge and expertise as
aprovider.
This recognition highlights our
commitment to our staff and the
innovative approaches we have
developed. We strive to ensure our
staff are able to assume leadership
roles in their work, driving our
organisation forward. One of the
main issues within our industry relates
to staffing and especially the high
turnover of staff. Wages within the
industry are low and the work is hard,
so it takes a special type of person
to work to support society’s most
vulnerable and at-risk people.
We have worked hard to improve
retention and to find new ways
of recruiting to ensure we find
the best possible staff. We found
that we were losing a lot of high-
quality staff to the NHS: we would
train them and provide them with
opportunities for development, but
after this had been completed, they
Staff support and
engage with residents
It takes a
special type of
person to work
to support
society’s most
vulnerable and
at-risk people
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
34 | SHINE GROUP
would often leave. To address this
issue, we have tried to improve our
offering with specialist services that
the government would not typically
provide in supported living provisions.
This includes bolt-on additional in-
house services such as occupational
therapy, dance movement therapy
and substance misuse services, all of
which have allowed us to retain staff
and to provide the government and
our funders with much better value
formoney.
By offering such a wide range of
specialist in-house services, our
employees can practise what they
trained for. Alongside making our
workforce happier, we aim to make
working for our organisation more
fulfilling and rewarding.
Tackling double stigma
We have also established new
processes to promote the employment
of those we work with, attempting
to tackle the massive double stigma
associated with employing those with
mental health issues and criminal
backgrounds. Many of those we
have worked with have had their
future avenues blocked because of
widespread perceptions about mental
health, especially those with a criminal
background. We try and tackle this
issue head on, bridging the gap and
finding internal opportunities for our
individuals to build their CV.
We have also set up a peer support
network which can help them to re-
build their lives. We would welcome
further support in this area and so
we are hoping to set up a charity
designed to support this effort. Many
individuals we work with are looking
for opportunities to get back into the
world of work, and we are going to
try and promote this entrepreneurship.
If efforts like these were encouraged,
money would be saved by the
government and our individuals would
benefit enormously as well as become
able to give back to society.
Crisis intervention
Another key challenge our industry
faces, and one we work to solve, is
the effectiveness of crisis services in
their ability to provide a coordinated
response to mental health crises.
Without the support of specialist
mental health professionals, these
challenges can become even more
complex. An efficient reactive and
joined-up service is needed.
For us as an organisation, our attitude
and our innovative approaches have
made a significant difference in the
level of demand for our services. Our
priority going forward is to continue
our growth while still ensuring we
retain our quality.
At the end of the day, we are dealing
with human beings, and so if we are to
grow, we need good-quality staff and
managers to grow with us, to ensure
our society is a safer place tolive. Our
priority going forward is to continue
our growth while always ensuring we
retain our focus – the individuals we
care for.
Our attitude
and our
innovative
approaches
have made a
significant
difference in
the level of
demand for
our services
Staff and residents at
Moss Hall Crescent

www.shinepartnerships.co.uk

This article was sponsored by Shine Group. The Parliamentary Review is wholly funded by the representatives who write for it.