All three bid schemes presented challenges but one - Riverside Sanctuary in Salisbury - stood out as requiring intensive support because the operators had zero history of working with the NHS.
It was run by a non-NHS body; a charity called Alabaré which wanted to build a crisis café for people suffering mental health crisis or welfare issues. Adaptations to an existing building would provide a venue for safe, accessible support.
With SCW - and its project management - on-board BSW was successful in all funding bids, and capital was released for Riverside Sanctuary to be developed.
The SCW team realised it was going to have to stay very close to the project. The alternative was for NHS expectations to overwhelm a charity with no experience of moving through those processes.
So for six months Aly worked from Salisbury.
It was a long list of NHS stakeholders: BSW, DHSC, the Ambulance Trust, CCGs via MH Community Crisis Transformation monies...
All differing reporting requirements, timescales and funding release governance.
In combination that could have become overwhelming without the NHS experience SCW brought.
SCW's project management tools meant reports on progress and risk-management were something the NHS could easily understand and use.
Those projects included building and capital works, as well as designing a new service and operational model.