Grosvenor Hart Homes' response to Sonnet's Interim Evaluation Report

Initiated and supported by the Duke of Westminster, Grosvenor Hart Homes welcomed its first tenants in October 2023. Part of a proof-of-concept project in partnership with Cheshire West & Chester Council, we shared a clear ambition – to improve outcomes for vulnerable children and young people/care leavers by offering high-quality homes paired with support services addressing barriers to employment, financial stability, health and education as part of inclusive and supportive communities.

To track our progress, we established a rigorous and independently conducted evaluation and cost-benefit framework, led by Sonnet. Twenty months on, whilst the size of the cohort is small, we are very encouraged by the results. This interim evaluation  shows promising green shoots in delivering better life outcomes for individuals. It also evidences significant projected savings for the public purse, underscoring how preventative intervention is the key to building a better, more cohesive and economically sustainable society. 

Moreover, we are also encouraged by the Government’s recent Spending Review which highlighted principles that are at the core of our model, including: the integration of services organised around people’s lives; the improvement of long-term outcomes through a focus on prevention instead of expensive crisis management; and the belief in devolved power to local areas that understand the needs of their communities best, with services that are designed with and for people, in partnership with civil society and the impact economy.

Our interim evaluation, published this week, provides feedback from our key stakeholders, including tenants, the public services we engage with and our staff. It gives indications as to whether our model is on track to deliver the desired outcomes that can enable care leavers and families to move toward  independence.

 As we take on board the feedback to refine our model and improve delivery, three key lessons stand out when it comes to supporting vulnerable children, young people, and their families to build confidence to achieve better outcomes.

1. Individuals benefit from a ‘one-stop shop’ that can support them holistically in respect of their housing,  mental health and wellbeing, and employment/economic independence needs

The coordinated provision of these elements by our multidisciplinary team makes our model unique. The relational, consistent service delivered by on-site Practitioners is key to building trust early on. Maintaining a manageable caseload allows each Practitioner to operate effectively. The evaluation has validated that it takes time for tenants to settle in, build trust, and share lived experiences. Tenants will only open up when they feel safe. 

2. People make the difference

The sustained delivery of high-quality housing and services relies on recruiting and retaining a motivated, high-calibre team. We believe in the virtues of a relational model where our people develop a true understanding of the issues affecting the individuals we support. It’s about doing whatever it takes to help them overcome challenges and maintaining consistency in this behaviour. Adapting and evolving are essential for improvement. For example, last year we recruited an in-house mental health practitioner, which transformed our support, strengthened tenant relationships, and targeted impactful interventions like improving tenant sleep routines, leading to improved wellbeing and resilience. It is by creating the right conditions for people to move through our ‘theory of change’ that progress is achieved and better, long-term outcomes are delivered. 

 3. Work in partnership and not in silos

As we worked with our local partners, including Cheshire West and Chester Council, we have focused on striking a genuine partnership culture. Working together at a local level has helped us solve issues at the outset, and before these had a chance to spiral into something more challenging.