CARE
Adapting: The nature of care itself is changing. Picture: Cal Carey
Opportunity- Jessica Gwaringa, founder and managing director of Moonrise. Picture: Chris Booth
Specialist support requires a workforce that is not only compassionate, but highly skilled. Understanding neurodiversity, recognising trauma responses and implementing structured support plans are all areas that demand ongoing professional development.
“ There is a misconception that care is something anyone can step into without preparation,” Jessica said.
“ In reality, supporting complex needs requires knowledge, reflection and the ability to adapt. It is skilled work, and it should be recognised as such.”
This is where investment in training becomes critical. At Moonrise, learning goes beyond mandatory requirements to include in-depth development in trauma-informed practice, behavioural understanding and communication strategies tailored to individual needs. Importantly, this learning is continuous.“ Training isn’ t a one-off,” Jessica said.“ Our teams are constantly developing. We create space for reflection, for discussion and for learning from real experiences. That’ s how confidence is built.”
Consistency also plays a central role. For individuals with complex needs, change can be unsettling. Familiar environments, predictable routines and trusted relationships provide a sense of stability that supports emotional regulation and wellbeing.
High staff turnover, therefore, has a greater impact than many realise.
“ When someone new comes in, it’ s not just a change of face,” Jessica said.“ It can feel like a loss of trust for the person receiving support. That’ s why retention is so important- it protects those relationships.”
This reinforces the connection between workforce investment and quality of care. Skilled, supported and stable teams are better equipped to deliver the personalised approaches that complex needs demand.
There is also a broader system-wide impact.
When individuals receive the right support in the right environment, there is less reliance on crisis services, emergency interventions or hospital admissions. Effective, specialist care becomes part of a preventative model- one that benefits not only the individual, but the wider health and social care system.
Looking ahead, the need for this level of care is only expected to grow.
Greater awareness and diagnosis of neurodivergent conditions, alongside a deeper understanding of trauma and mental health, means more individuals are seeking support that reflects their lived experience.
For providers, this presents both a challenge and an opportunity.
Jessica said:“ We have an opportunity to do things differently- to move away from one-size-fits-all approaches and towards care that truly sees the individual. That’ s where real impact happens.”
Achieving this requires a continued commitment to learning, to listening and to adapting. It means building teams that are not only capable, but confident in navigating complexity.
And it means creating environments where individuals feel respected, understood and empowered.
The future of care will not be defined by volume alone, but by the quality and depth of support provided. As needs become more complex, so too must the response.
At its core, however, the principle remains the same.
“ Every person we support is an individual,” Jessica said.“ If we take the time to understand them- their experiences, their needs, their strengths- we can provide care that doesn’ t just meet standards, but genuinely improves lives.”
In a changing landscape, that commitment to understanding may be the most important investment the sector can make.
The voice of business in the Tees region | 59