Having purpose, an eye for detail and a sense of curiosity are the Fulfilling Lives workforce attributes I have flagged as desirable in previous blogs. Time is often at a premium for staff. Smaller caseloads and flexibility are ways of extending the time available to beneficiaries. Which brings me round to another attribute for the practitioner which, is pragmatism.
As I said in the item on curiosity, practitioners engaged with the evaluation of theory not only contribute to better practice but ensure theory is grounded in pragmatism. Thereby theory becomes better as well. People become less inclined to say: ‘that is alright in theory, but it doesn’t work in practice’. A pragmatic practitioner doesn’t just know the theory, but they act on it because it works.
At the centre of the Fulfilling Lives (Multiple Needs) programme is evaluation and here the workforce is on the frontline. For it is they who source, collate and complete the two key measures – the Homelessness Outcomes Star and the NDT Assessment – with the service beneficiaries. Frontline workers say something they enjoy about the programme is the move away from a purely target driven approach. To make the most of this we need to make sure that the essential evaluation is not a chore. Not tasks that are completed as an add-on to a day’s work but ones that are integral to the way of working alongside beneficiaries and peer workers.
I have blogged previously about purpose and it’s time to move on to the detail – where the devil lies (alongside salvation) . The question is how do we recruit, train, support and retain an effective workforce? A workforce with the knowledge, skills and experience to change lives and systems alongside people with complex needs including homelessness, offending, substance misuse and mental ill-health. One that supports people to overcome barriers to services and engagement. A workforce that is genuine and honest about the collaborative involvement of individuals with lived experience.
It is a big ask to come up with an exhaustive list of what the workforce does and how it goes about its tasks. Anyone that has spent time drawing up job descriptions knows the lengths you can go to trying to capture everything. Equally, they know the struggles of seeking to be both precise and concise. Perhaps that’s why so many job descriptions are rarely used in guiding day-to-day work and are only got out either when there is a vacancy or a workforce problem. In projects like Fulfilling Lives (Multiple Needs) the issues are compounded because many of the roles are evolving and breaking new territory.
Vic Citarella delves further into the significance of ‘purpose’ for service users and the workforce in the Big Lottery Fulfilling Lives (Multiple Needs) projects.
Indications are emerging from evaluations that the ‘purpose’ of each Fulfilling Lives project is very important in generating value and ownership. For beneficiaries, engaging in meaningful activities appears to create a vital sense of purpose. Equally for the workforces involved feedback suggests that the ‘purposeful’ nature of job roles generates added value and personal motivation. In my last workforce blog, I suggested that the value stemmed from four sources:
- Meaningful service user engagement
- Concepts of open-endedness and persistence (turned into practice)
- The ideas around psychologically informed environments (PIE) and the like
- Systems Change
In focussing on workforce matters in this series of blogs I have therefore dug a bit deeper to address questions such as: what is the purpose of purpose? How is purpose agreed, described and refreshed? What is it about the four sources which users and workers value that drives them on to achieve their goals?
In the first of a series of blogs, Vic Citarella considers the crucial role of the workforce in Fulfilling Lives for people with multiple and complex needs. Vic is keen to start a dialogue with projects on this topic. You can get in touch with him using the details below.
“The CFE and University of Sheffield 2nd annual report into the national evaluation of Fulfilling Lives: Supporting people with multiple needs programme has chapters on ‘interventions and approaches’ and on ‘working the frontline’. The report says it raises as many questions as it answers but without doubt it pinpoints the workforce and what they do as the mission critical factor in the projects. More is promised by way of research and future evaluation. That means, among other things, dialogue with the practitioners, the managers, the stakeholders and the customers of the services.
It is, perhaps, self-evident that people with complex needs frequently require correspondingly multiple and complex responses…. wrote Henwood and Hudson in their 2009 CSCI study Keeping it personal. Now as Carers’ Week passes we have, in the Care Act, the strongest rights yet for carers. When put together with the duty of assessment for young carers, in the Children and Families Act, the legislative framework is suitably reflective of the very complexity identified for policy makers five years ago. It is a challenge for the Fulfilling Lives: supporting people with multiple needs evaluation to explore, understand and share how project investment resolves the problematic issues of real life complexity. Those involved in caring relationships shaped by homelessness, criminal behaviours, substance misuse and fragile mental health are potential benefiting contributors to making the most of that significant investment. The evaluation process has to identify both the benefits and contributions of carers to the success of Fulfilling Lives. Continue reading
The parliamentary ‘ping-pong’ is over, amendments agreed between the Lords and the Commons and the Care Act has Royal Assent. Everyone – local authorities, NHS bodies, public, voluntary and private organisations – are busy assessing the potential impact of the new law on what they do. How will it help/hinder; what are the gaps; what are the costs; what will we do now and what can wait; which clauses take priority; who is going to do what and how will we cope? The questions go on and the project and risk management training is put to the test. Projects will be making similar judgements themselves and the national evaluation team too will be considering how it might impact on our work on Fulfilling Lives; Supporting people with multiple needs. Continue reading