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New Statutory body as an alternative to the NHS for mental health and hidden disability

IrishInManchesterUK

Now that advances in medical science has uncovered more people in modern times, children, adolescents and adults alike, including in the post-Covid era, with mental health and hidden disabilities including autism, is it not now time to set up a separate statutory body, properly funded and properly managed, entirely seperate from the NHS, dealing exclusively with all mental health and hidden disability issues? We all know the problems of the NHS that have been going on for decades and are well-documented, of mismanagement and wastage, so is it not time for a fresh start with a new body, alongside implementing reforms within the NHS?

Parents

  • And one more thing to add before I bail out to walk my dogs.

    The centres should fundamentally be tasked not just to help the person that comes there negotiate the problems they encounter.  They should address the systemic problems they encounter that cause them....

  • in reply to Phased

    One thing that would stop issues ia if ALL staff in All Buisnessea had to understand all disablitys but Bo they go on a crap awareness course where a man in ansuit twoks them what aswers to give Eto pass a one page test

  • in reply to Thpsguy

    This is the very reason why urgent amendments to the Autism Act 2009 must be made, with far greater enforcement powers (in a similar way to the health and safety laws) and with massively increased provision for police investigations and criminal prosecutions of senior management who are found not implementing the provisions correctly - only when we as autistic people have ever more draconian laws to protect our rights will we ever get anywhere - there is no point in having laws unless they are properly enforced and there also needs to be greater monitoring and supervision of senior management specially provided for in any amendments to the Autism Act 2009 

  • in reply to TheCatWoman

    To answer your question  I've used AI to weave together all the answers that I have previously given on this thread and combined it with principles that I also laid on on my OP, what I kicked about a few months ago w/r/to how to get NHS services back on track by targeting the heads of organisation rather than the local staff and service funds with respect to the "traige trap" and how to overcome it.

    Sorry to those who don't like or trust the AI approach to this - it was the most efficient means available for me to do so especially given my own current mental health!

    A Blueprint for a System Fit for Purpose: Moving Beyond Wartime Triage
    To answer the question directly: a truly fit-for-purpose support system for autistic people and those with mental health conditions cannot just be a slightly glossier version of what we have now. It requires dismantling the current "wartime mentality"—where we only triage people who are already "bleeding out" and try to patch up the damage afterward.
    As I mentioned earlier in this thread, support centres must fundamentally be tasked not just with helping individuals negotiate the problems they encounter, but with fixing the systemic issues that cause those problems in the first place. We need an entirely separate statutory body, properly funded and managed, built on dignity, mutual empathy, and genuine legal power.
    Here is how to design, fund, and access a network of independent Local Community Hubs to deliver a genuinely supportive, preventative environment:
    1. The Design & Access: Frictionless Sanctuary
    These hubs must operate completely outside the current NHS and local authority social care frameworks. They should not feel like clinics or benefit offices; they are accessible, low-sensory civic spaces.
    • Sensory Architecture: Built from the ground up or repuposing existing unused shops etc with an architecture that is that of a comforting home and garden.  Rooms fit for purpose for the users - eg quiet, lighting etc.
    • Universal Self-Referral: A strict no-referral policy. You do not need a GP letter, a formal NHS diagnosis, or a crisis point to walk through the door. If you feel you need the space, you are entitled to it.
    • Multi-Modal Entry: People can engage entirely on their own terms—whether that means text-only communication, virtual walkthroughs before visiting, or drop-in visits without appointments.
    • The Staff: The staffing model prioritises lived experience. Peer Navigators (autistic individuals and those with lived experience of mental health conditions) make up the majority of the staff, working alongside Systemic Advocates, legal officers, and practitioners specializing in nervous system regulation and monotropic focus.  These staff should have outreach capability for those unable to attend in person.
    2. The Core Pillars of the System
    • Education (Early Identification & Mutual Empathy): We must screen children for autism and mental health needs at pre-school age, just as we routinely do for visual impairments. We must stop the massive lag in assessments that forces children into an educational muddle while their brains are plastically adapting to trauma. Schools must be sensory-friendly by design. Furthermore, school staff act in loco parentis; there is zero excuse for them to fail their side of the double empathy problem. We must sustain monotropic capabilities and teach neurotypical children to normalise empathy with autistic society.
    • The Workplace (Universal Design over "Fixing" the Broken): If a worker developed asbestosis, we would remove the asbestos, not tell the worker to adapt. Workplaces must offer quiet workspaces, flexible hours, and health-friendly processes to everyone from day one. Management success must be measured by real work outcomes and employee well-being, not superficial performance metrics that create an illusion of productivity.
    • State Support (Dynamic, Dignified, and Collaborative): Disabilities and mental health conditions are dynamic, not static. We must abolish adversarial, deficit-based assessments that feel like criminal cross-examinations. If someone's condition improves with support, do not take the support away—improvement is proof the support is working. Support must be a continuous, collaborative process designed to help people thrive long-term.
    3. Funding & Legal "Clout" Without Starving Public Services
    None of this works without teeth, but we must be smart about accountability. Fining schools, NHS trusts, or local councils is counterproductive—it strips away scarce resources from classrooms and frontline services, ultimately punishing the very people we are trying to protect. Instead, the financial and structural accountability must flip.
    • Personal Accountability for Senior Management: Just like corporate directors face personal liability under Health and Safety laws, senior executives across all public and private bodies (Headteachers, Academy Trust CEOs, NHS Trust Directors, Council Chief Executives, and Corporate Managers) must face personal statutory penalties and professional disqualification if they willfully ignore accessibility laws or enforce policies causing systemic psychological harm.
    • Surcharging Central Government Pots: If a public body fails an audit due to a hostile environment, the financial penalty is levied against the central government department's budget (e.g., the Department for Education or Department of Health), never the local frontline budget.  And then let the political fallout resolve the next head of department and elected parties.
    • The Central Remediation Levy: The central government is forced to pay a remediation levy directly to the local community hub. The hub then uses those ring-fenced central funds to physically send their own experts into that school, hospital, or workplace to remodel the sensory spaces, train the staff, and fix the environment for free. The frontline service gets a central government-funded upgrade, and the central government is financially incentivised to fix systemic failure.
    • The Independence Trust: To ensure general funding cannot be raided by political triage, a legislated percentage of national insurance or general taxation must be directed straight into an independent statutory trust managed by a majority of lived-experience trustees. This is supplemented by a "Prevention Dividend"—reallocating a portion of the massive financial savings realised by keeping people out of crisis, long-term psychiatric hospitalisation, and adversarial benefit tribunals back into the hub network.
    By embedding strict legal requirements to prevent harm, we eliminate the "them and us" divide. We stop treating human potential as a casualty of war, eliminate the massive social costs of treating people broken by a hostile system, and build a society that values everyone.
    The Takeaway
    Hearts and minds are rarely won by gentle awareness campaigns or optional guidance; those methods only reach the people who already care. Strict legal clout is embedded within these hubs that forces the physical world to change first. Once the physical world changes, public behaviour must adapt to survive within it—and once the behaviour becomes habit, public opinion inevitably follows.
    As I said in another post to go "all in" on the unmasked truth, I'll sign off with a quote from the great Nestor Robert Marley:
    One Love.
    If you want a simpler answer that's it.  But since we can't force people to love one another then we legally make them...
    Please pick apart this draft and add anything you feel necessary
Reply
  • in reply to TheCatWoman

    To answer your question  I've used AI to weave together all the answers that I have previously given on this thread and combined it with principles that I also laid on on my OP, what I kicked about a few months ago w/r/to how to get NHS services back on track by targeting the heads of organisation rather than the local staff and service funds with respect to the "traige trap" and how to overcome it.

    Sorry to those who don't like or trust the AI approach to this - it was the most efficient means available for me to do so especially given my own current mental health!

    A Blueprint for a System Fit for Purpose: Moving Beyond Wartime Triage
    To answer the question directly: a truly fit-for-purpose support system for autistic people and those with mental health conditions cannot just be a slightly glossier version of what we have now. It requires dismantling the current "wartime mentality"—where we only triage people who are already "bleeding out" and try to patch up the damage afterward.
    As I mentioned earlier in this thread, support centres must fundamentally be tasked not just with helping individuals negotiate the problems they encounter, but with fixing the systemic issues that cause those problems in the first place. We need an entirely separate statutory body, properly funded and managed, built on dignity, mutual empathy, and genuine legal power.
    Here is how to design, fund, and access a network of independent Local Community Hubs to deliver a genuinely supportive, preventative environment:
    1. The Design & Access: Frictionless Sanctuary
    These hubs must operate completely outside the current NHS and local authority social care frameworks. They should not feel like clinics or benefit offices; they are accessible, low-sensory civic spaces.
    • Sensory Architecture: Built from the ground up or repuposing existing unused shops etc with an architecture that is that of a comforting home and garden.  Rooms fit for purpose for the users - eg quiet, lighting etc.
    • Universal Self-Referral: A strict no-referral policy. You do not need a GP letter, a formal NHS diagnosis, or a crisis point to walk through the door. If you feel you need the space, you are entitled to it.
    • Multi-Modal Entry: People can engage entirely on their own terms—whether that means text-only communication, virtual walkthroughs before visiting, or drop-in visits without appointments.
    • The Staff: The staffing model prioritises lived experience. Peer Navigators (autistic individuals and those with lived experience of mental health conditions) make up the majority of the staff, working alongside Systemic Advocates, legal officers, and practitioners specializing in nervous system regulation and monotropic focus.  These staff should have outreach capability for those unable to attend in person.
    2. The Core Pillars of the System
    • Education (Early Identification & Mutual Empathy): We must screen children for autism and mental health needs at pre-school age, just as we routinely do for visual impairments. We must stop the massive lag in assessments that forces children into an educational muddle while their brains are plastically adapting to trauma. Schools must be sensory-friendly by design. Furthermore, school staff act in loco parentis; there is zero excuse for them to fail their side of the double empathy problem. We must sustain monotropic capabilities and teach neurotypical children to normalise empathy with autistic society.
    • The Workplace (Universal Design over "Fixing" the Broken): If a worker developed asbestosis, we would remove the asbestos, not tell the worker to adapt. Workplaces must offer quiet workspaces, flexible hours, and health-friendly processes to everyone from day one. Management success must be measured by real work outcomes and employee well-being, not superficial performance metrics that create an illusion of productivity.
    • State Support (Dynamic, Dignified, and Collaborative): Disabilities and mental health conditions are dynamic, not static. We must abolish adversarial, deficit-based assessments that feel like criminal cross-examinations. If someone's condition improves with support, do not take the support away—improvement is proof the support is working. Support must be a continuous, collaborative process designed to help people thrive long-term.
    3. Funding & Legal "Clout" Without Starving Public Services
    None of this works without teeth, but we must be smart about accountability. Fining schools, NHS trusts, or local councils is counterproductive—it strips away scarce resources from classrooms and frontline services, ultimately punishing the very people we are trying to protect. Instead, the financial and structural accountability must flip.
    • Personal Accountability for Senior Management: Just like corporate directors face personal liability under Health and Safety laws, senior executives across all public and private bodies (Headteachers, Academy Trust CEOs, NHS Trust Directors, Council Chief Executives, and Corporate Managers) must face personal statutory penalties and professional disqualification if they willfully ignore accessibility laws or enforce policies causing systemic psychological harm.
    • Surcharging Central Government Pots: If a public body fails an audit due to a hostile environment, the financial penalty is levied against the central government department's budget (e.g., the Department for Education or Department of Health), never the local frontline budget.  And then let the political fallout resolve the next head of department and elected parties.
    • The Central Remediation Levy: The central government is forced to pay a remediation levy directly to the local community hub. The hub then uses those ring-fenced central funds to physically send their own experts into that school, hospital, or workplace to remodel the sensory spaces, train the staff, and fix the environment for free. The frontline service gets a central government-funded upgrade, and the central government is financially incentivised to fix systemic failure.
    • The Independence Trust: To ensure general funding cannot be raided by political triage, a legislated percentage of national insurance or general taxation must be directed straight into an independent statutory trust managed by a majority of lived-experience trustees. This is supplemented by a "Prevention Dividend"—reallocating a portion of the massive financial savings realised by keeping people out of crisis, long-term psychiatric hospitalisation, and adversarial benefit tribunals back into the hub network.
    By embedding strict legal requirements to prevent harm, we eliminate the "them and us" divide. We stop treating human potential as a casualty of war, eliminate the massive social costs of treating people broken by a hostile system, and build a society that values everyone.
    The Takeaway
    Hearts and minds are rarely won by gentle awareness campaigns or optional guidance; those methods only reach the people who already care. Strict legal clout is embedded within these hubs that forces the physical world to change first. Once the physical world changes, public behaviour must adapt to survive within it—and once the behaviour becomes habit, public opinion inevitably follows.
    As I said in another post to go "all in" on the unmasked truth, I'll sign off with a quote from the great Nestor Robert Marley:
    One Love.
    If you want a simpler answer that's it.  But since we can't force people to love one another then we legally make them...
    Please pick apart this draft and add anything you feel necessary
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