Mission and Vision

Lankelly Chase aims to bring about lasting change in the lives of people currently most disadvantaged in our society.

Our vision is of a society where everyone can live a rewarding life, where government and civic institutions respond with urgency and compassion to social harms, and where attitudes to those most disadvantaged are rooted in understanding and humanity.

We focus on the way disadvantage clusters and accumulates, particularly homelessness, substance misuse, mental health issues, violence, abuse and chronic poverty. We do this by supporting pioneering people to grow the ideas, relationships and evidence that can help reshape the way we all approach social disadvantage.

Our values 

Determined: real change takes tenacity, kindness and commitment. We work with humility and the knowledge that there are no simple answers.

Open: we want to build relationships based on shared humanity, kinship and respect. We are always open to new ideas and evidence and we share whatever we learn for the benefit of everyone.

Reflective: we want to find out what really works. We challenge assumptions and we use feedback as a powerful tool for learning.

Severe and multiple disadvantage – the sticking plaster approach

Disadvantage rarely occurs in isolation. Over 10% of the UK population faces three or more issues at a time in areas such as education, health, employment, income, social support, housing.  Yet services that should help often struggle to address multiple problems because they are set up to deal with only one. This fragmented approach ignores the way different issues connect with, and exacerbate, each other and it quickly loses sight of the person or family who is facing them.

Severe and multiple disadvantage – the holistic approach

Sticking plasters look like they work in the short term. But the problems keep coming back. A growing number of people agree that there is a better way. Services don’t have to be ‘done to’ people. They can be designed and delivered with people, working responsively and flexibly to help build their capabilities. And they don’t have to focus narrowly on the person as a ‘case’. They can connect people with their wider community and with opportunities to develop, move on and even have fun.

This may seem like a bad time to try and change things as spending cuts put enormous pressure on both the public and voluntary sectors. But changing practice and systems can save money as well as lives. It’s pushing people endlessly from pillar to post that costs money.