Practical tips for people working in housing

In the face of the latest crisis, it is to be expected that we get into reactive advice and help mode. This feels better than preventing the crisis in the first place and to prevent it you have to spot it ‘upstream’ anyway.  This might be why prevention has a reputation for taking longer and being harder.  In the long run, however, it saves you time and money.

Using our tips below, see how you can help prevent crisis by building resilience, creating interdependence, community and network – all freeing you up too. 

• Triage the need – start with a statement and invite the person to place themselves on a scale from disagree to agree.  This allows a nuanced conversation about why they feel that way. It helps to identify whether they are in crisis or not and what type of support might make a difference.  An example could be ‘I am on top of my monthly spending’.

• Ask open questions – these help people explore solutions.  And this builds inter-dependence (less dependence on you!), as they realise that previously they have turned to family, friends and other networks.   These might be as simple as ‘Who did you ask the last time you needed help?’ If it starts with W, then it’s probably a great open question.

• Find their strengths – alongside open questions, drawing out what they do day to day can help identify the skills they have already and in so doing build their confidence and resilience.  A great example of a strengths-based and open question could be ‘So what skill did you use last time you faced a difficult problem?’ – proving that they have that skill within themselves already! 

And here’s a free budgeting exercise we call it ‘I buy monthly, weekly, save’. On the biggest sheet of (coloured if possible) paper and with all the gold stars and funky coloured pens you can find, put four columns and title them ‘I Buy’, ‘Weekly’‘Monthly’ and ‘Save’. With your lovely non-judgemental and open questions, if comfortable, invite them to think up four or five things they buy every week and write them in column one.  It might be milk or cigarettes – it doesn’t matter. Work onto the next column inviting them to estimate how much they spend a week.  You can then move to monthly and have the really useful conversation about a month not being four weeks and how this might have an impact on budgeting (52 weeks divided by 12 is 4.3 weeks on average!). You might even multiply up to a yearly spend to see the big numbers! The conversation ends positively and upbeat with the final column and open questions about the things they can do to save money.  You’ll probably learning something too!

If someone needs a life ring, I don’t want to see them drown. But once they’re out I also don’t want them to fall in again and again. This is a wasted opportunity and has no dignity. 

We’re in a cost of living crisis. As the summer rumbles on and many think of heading off on the August getaway, a truly terrible winter awaits many. Whilst my electricity bill was only £63 in May,  I’ve been warned it will be almost £300 in December. 

What should we do beyond more sticking plasters and life rings such as foodbanks, hardship funds and reactive advice when I’m hearing already of those hardship funds running dry?

The cost of living crisis means costs are higher across the board, from food to petrol and energy bills, rather than prices rising in just one area. Inflation continues to creep up, also having an impact on the services and hardship funds that are available.

Housing providers, many still emerging from Covid and facing their own challenges, continue to pivot compassionately into the business of food parcels, debt advice, supplying fridges and support with utility costs.  

Having had a career that has meant meeting wonderful people from all backgrounds, my focus has always been those, who way before we started talking about it during Covid or the cost of living crisis, have the least. Against the current and seemingly impossible odds and even when donating some cans to the local foodbank feels good, our focus must remain on preventing the worst effects of this cost living crisis on those with least. This makes sense at an individual level as well as the systemic, human, team and financial level. 

Where does all this leave those of us in the business of supporting people to thrive long term and not patch them up with a hot meal? Maybe we’re in the wrong business. Arguably those in the crisis business have got lots of customers. Advice services, foodbanks and shelters do ‘really well’ in an economic downturn. They do well out of donations due to high profile hardship and get to make an excellent case for more funding. Need translates into demand in a way it doesn’t during the good times. 

But being old enough to have seen more than one economic crisis, we ignore prevention services at our peril. The price we all pay for enduring poverty is more children in care, more crime, a huge mental health burden as well as unemployment, spiralling welfare benefit costs, closed up and rundown highstreets, wrecked lives and missed opportunities. This is happening now and putting ever increasing pressure on that finite hardship pot that isn’t preventing people from returning for more help when they run out of money or food.

Prevention offers dignity and personal agency. Through the development of confidence and individual and community empowerment we build the awareness of the steps we can take to get the help that only we know we need.  This is the only way to prevent people falling back in. Intuitively, this approach also speak of our respect for tenants as equals worth more than souls to be saved. In turn this eases pressure on those providing the crisis help as well as their hardship budgets. 

A time of crisis is not the time to turn our back on prevention.

In the volatile space of social media, social landlords are challenged on their commercial business models. The case for size and sustainability often conflicts with being person-centred, having authentic relationships and ensuring all voices are heard – or good ‘engagement’.

It is these voices going unheard that has led to The Charter for Social Housing Residents. It highlights how residents feel patronised, ignored or treated with disrespect. And in the Queen’s Speech on 10th May (read for the first time by HRH The Prince of Wales), we heard about the much heralded Social Housing Regulation Bill. The Bill aims to hold landlords to account, and to improve accountability to tenants.  The clear ambition of the reforms is to deliver the change that tenants have been calling for.  So-called tenant ‘engagement’ goes to the heart of achieving what it sets out to do.

The aim is to develop a culture of respect, accountability and listening…but as at least one commentator remarked on the day ‘the devil is in the detail’. 

It’s hard to argue with the intentions of the Bill when the Grenfell enquiry revealed years of complaints falling on deaf ears. ‘Respect, accountability and listening’ ought to be a minimum. But housing, just like the government, appears a bit late to the party on good culture, values and authenticity. Even the Social Housing Quality Resident Panel, with its representation of just 250 residents, is no better than a landlord undertaking a quick fix tokenistic participation exercise. There is also little sign that it will be long-lived. One housing director talked of her bitter disappointment at the absence from the Bill of a commitment to a national tenant voice.

Saying you’re committed to listening doesn’t make it so

The word ‘engagement’ is the short-hand, overused term that won’t achieve the desired change. Flurries of activity, social media images and pride, long before the Bill was even announced, emit regularly from social landlords around their resident panels, tenant forums, community events and more.  ‘Engagement’ is the thread throughout. In fact, it’s been the thread throughout my career, most recently and starkly apparent (perhaps because it was the first face to face event in two years) at a Homeless Link conference where I was struck by the casual acceptance that we all knew what we meant by it.

Following the murder of Stephen Lawrence and the 1999 Macpherson report into institutional racism within the Metropolitan Police, the term ‘hard to reach’ was finally called out for what it was – a way of blaming communities that services had done little to reach.  

Using the word ‘engagement’ as the shorthand for achieving the aims of the Bill smacks a bit of ‘hard to reach’.  In the same way it feels as if we can blame tenants when they don’t engage. None of the Bill’s other ambitious challenges, such as tackling social housing stigma or isolation, can be successfully resolved for as long as we blame ‘hard to reach’ or ‘disengaged’ tenants for our own failures to reach them.

After the horrors of Grenfell, in the midst of a cost of living crisis and at a time when we are not building enough affordable homes, legislation is overdue. Everyone deserves a safe and secure home, including security of tenure, the feeling of safety when you close the front door and a life rather than an existence.  For too many, this is not the case.  Scarcely a week passed when a landlord isn’t shamed for the condition of their stock or the treatment of their tenants. We cannot take for granted a home, let alone one which is safe, secure and in which all voices are heard.  

We need either further clarity around the word engagement or to scrap it all together. Call it relationship building – call it anything – but if there is one thing that is ‘othering’ and will thwart engagement, it’s calling it engagement.  

The opportunity here is not to tinker with a few more resident panels and a ‘you said and we did’ poster.  This is an opportunity to build empathic and meaningful relationships and to reverse the power dynamic. One former director of social housing said: ‘we have to understand that people are not defined by their housing tenure and be prepared to give up power’. 

We have the will and the chance to create services that people want to be a part of, to remove the stigma and have effective and equitable relationships. The opportunity is to turn the Bill into something that effects change and delivers life-changing outcomes. Only then can we hope to avoid the tragedies experienced as a result of poor quality housing and a repeat of Grenfell. 

Rebecca White

CEO and Founder 

Your Own Place CIC

Our Your Own Place (YOP) Advisory Board (AB) is a group of individuals who have experience of what we offer: they’ve joined us through mentoring, employabiliy, or TILS+ workshops.

YOP + AB = YOPAB

The involvement of those with lived experience is vital to our development and that of wider services. Our people are at the heart of YOPAB and we want to hear their voice. 

YOPAB’s current focus is on mental health: they have formed a panel to discuss their lived experience, and how this can inform our organisation’s inclusivity and equity.

As part of #mentalhealthawarenessweek, with this year’s theme of loneliness, we asked one member to share their experience, in their own words:



Everyone has different needs, and that is something that we are discussing as part of YOPAB’s Mental Health Panel. Offering adjustments and fostering an openness towards mental health can allow the people who may be too afraid to ask for what they need to engage, succeed, and even thrive. Mental health conditions and poor wellbeing affect different people in different ways but they don’t always need to be a barrier.

I was signed off of Sixth Form because of anxiety and I couldn’t complete my A levels. Unfortunately, the adjustments I needed weren’t able to be put in place without a formal document or diagnosis.

Eventually, I ended up attending a different college, but my experience was so different and they were more open to making adjustments and implementing support. I was given a 1:1, allowed to work in pairs instead of groups, and as my needs fluctuated and changed, so did the support. For example, sometimes I needed quieter workspaces, other times I just needed the content of lessons emailed to me if I was struggling to retain information.

After a year, I didn’t need ongoing support, but knowing it was there through the college’s openness, made me feel more comfortable asking if I did need something. My anxiety remained but it wasn’t a huge barrier as I was supported to achieve despite it. The adjustments helped me to get a qualification I was proud of.

I then got a job- it was fast paced, busy and I was responsible for a lot; I was already aware of how this could potentially impact my anxiety but I knew I was qualified, experienced and willing. Having been in similar settings before, I also knew what may be difficult.

However, despite my openness at the interview, my workplace wasn’t receptive to adjustments and didn’t really understand anxiety; they were also under pressure so focus was elsewhere.

I worked hard, but after a while, my mental health suffered. My shifts meant I was missing appointments, so I started a medication instead, but that gave me unpleasant side effects and I had to be open about this as early mornings became harder. The option of adjustments was difficult within a short staffed environment though, so I was signed off sick instead and eventually I lost my job, which knocked my confidence.

With the Mental Health Panel, it has been good to talk about how mental health needs are still important to respond to regardless of a diagnosis or document, having faced that barrier before. It’s also encouraging to see how we can help influence the support that can be provided to staff with needs and requirements in the context of mental health, having had a difficult experience whilst working.

We’ve also talked about how adjustments don’t have to be major- it could be as simple as allowing a main break to be broken up into smaller time periods so someone can have regular breather breaks or a degree of flexibility to allow an appointment to be attended. As well as this, we have spoken about how even openness, understanding and empathy can sometimes be enough- listening to what a person needs can benefit both parties.

Small adjustments can make a big difference, and “needs” aren’t a bad thing- they are human.

What do you get out of conferences?  Is it meeting people? Networking? Space to think? Hot topics? Or simply time away from your desk? Sometimes we put too much pressure on ourselves to network, connect and come away with new ideas. Having consciously removed all that pressure from myself, it felt good to have new insights following a recent conference.

In early March I was lucky enough to attend my first face to face conference in two years.  You’ll be relieved to know that trains are as bad as they were two (twenty?) years ago and I arrived at Birmingham New Street two hours late in the drizzle. March 2nd was the date for the Homeless Link spring conference in the very effective Studio space where 100 people turned up to discuss supported accommodation in 2022.  

Running a social enterprise, it can be hard to find your niche and purpose at mainstream housing (and most other) events because most attendees are not founder CEOs.  That notwithstanding, the opening session, delivered compassionately by Rick Henderson in the week that Russia invaded Ukraine, heralded a fascinating day of space to think.  

With over twenty years working in lots of areas related to housing (whilst never working in housing) my knowledge is patchy and holistic in equal measure. Hearing from Sharon Thompson, portfolio holder for Housing and Homelessness among other things at Birmingham City Council, provided a human, compassionate, honest and compelling overview of the housing pressures faced in Birmingham with over 20,000 people on the housing register.  Balanced beautifully by Kate Henderson from the National Federation of Housing on the failings of exempt accommodation, the need for prevention and changes to housing policy – all of this was through the prism of 2022 and a cost of living crisis.

It didn’t feel like new news however.  Having matured in this sector, you become aware of the recurring themes and the dreadful reality that not only are we still talking about the same things as over 20 years ago (perhaps Network Rail have the same issues…) but for many we support, life has got considerably worse. Why haven’t we, with all our passion, commitment, cash and time made much progress on preventing some of the most intractable societal challenges? 

One part of the answer is language. The importance of language is the same for policy makers as for operational practitioners and it feels like it’s not made any progress. Language matters in a crisis more than ever, especially when we are prone to becoming more polarised. Values, vision and mission are more cleanly articulated in today’s organisations. However, these diverge into very different and inconsistent words and behaviours once enacted. It’s not that I don’t think we care – because I think most of us do. I think we fail to a) see leaders that demonstrate best practice in this area b) hold people accountable and have the processes and culture to do so c) articulate what values look like in action and d) acknowledge the impact our language has. 

If well-meaning actions and great ideas are executed with damaging, judgemental and prejudiced language, then our outcomes will be inconsistent at best, poor, damaging and a waste of public money, at worst.  Indeed, that our language is frequently questionable and even stands in the way of building good relationships, it literally costs us all money. We then add insult to injury by blaming people and calling them ‘hard to reach’ and masters of their own shortcomings after insulting them.  However great your policy, procedure, vision, mission, supported housing or Housing First offer is, your relationship with the tenant or resident (or person) is that upon which everything else hangs. 

So it was with interest that I was part of discussions at the conference, all of which centred around a lexicon that is common in the sector and for which we assume we know what each other means. During facilitated sessions I witnessed language that still displays an imbalance of power and respect.  Below is my shortlist of those terms that come up most frequently when speaking this so-called common language. Included in the list below I detail what these could look like in practice.

• Person-centred – means not telling your story five times, means empowering people to find their voice so it can be heard (and demanding!) and believing and trusting people to know what they need as the experts in their lives

• Responsive – believing and trusting what people say first, responding with no news as well as some news and bad news as you would in your professional relationships and communications 

• Restorative – just as the people we work with our experts in their lives (as any of us are) and more likely that many to have been institutionalised, empowering and emboldening through being restorative matters hugely.  From filling in forms, to finding places to go for help and exploring move on options – let’s stop doing this FOR the experts

• Independence – Getting away from the obsession with building independence.  How can this and its implicit isolation be desirable?  Isolation after all, kills people. If we want prevention and early intervention then we need inter-dependent resilience, connections and avoided costly crises. When are we going to start measuring these outcomes?

• Strengths-based – or asset-based at Your Own Place. It doesn’t mean saying everything is great when it isn’t (because empathy and compassion allow space to acknowledge pain), but it does mean drawing on positive solutions in the past to find the confidence in the ability to find positive solutions in the future 

• User-led – let’s drop the word ‘user’ for starters.  I admit it can be hard to find non-euphemistic alternatives, but when did ‘being hard’ bother our sector?  In practice it doesn’t mean co-production or asking people what colour they want in the lounge.  It means trusting each other with questions about what our values should be, how recruitment should be designed from start to finish, real opportunities to progress into the organisation and a voice in whether our outcomes, approaches and governance should change

The importance of language and what it expresses about how we value others cannot be overstated at this time.  This is not just because I’m a linguist, but because when you look into people’s faces and at their body language, you see and feel their responses.  People are in pain. If we’re to build relationships with and understand better, people facing huge systemic and personal barriers, we have to try harder and do better too.   We’re constantly talking about the people we support having to change, but what about us? Changing language changes actions and changing actions changes the result. So thank you Homeless Link and your conference for the reminder of why we focus so much on this at Your Own Place now and always.

After two years of pandemic, The New Tech Economy, citing many of us as glancing at our smartphones upwards of 55 times a day, also finds increasing numbers of people wanting to move away from them.

Before the pandemic most of us made use of digital devices in a range of ways to enhance, streamline and connect our lives. Whether our professional or personal lives, the developed west is in the grips of the tech revolution.  History will judge us as at the dawn of this revolution and no doubt laugh at our mistakes and lack of self-awareness of the harms, benefits and unknowns.  47% of people in the US feel ‘addicted’ to their phones and many of us are increasingly making changes to our relationship with them.

We have most taken for granted the privilege of being device early-adopters, with access to the whole world in our palms.  When Covid19 hit many more of us became aware of what digital exclusion meant. Never has so much been written about the importance of tech, staying connected, e-commerce, Zoom quizzes and the negative health impacts too. To say nothing of the impact on the planet, a picture is emerging of a link between device usage and relationship issues, quality of sleep, our ability to switch off and relax and concentration levels. And yet, whether we worked in retail, restaurants, healthcare, housing or the local council, digital inclusion is no longer a niche conversation for the VCSE (voluntary, community and social enterprise) sector.

At Your Own Place, aware of the barriers many people face to being connected online and not just within the homeless population, it felt both inevitable and cruel to be asking everyone to hop online more.  Our values were tested. As an organisation that believes people are best off making their own decisions most of the time, there was a tension between wanting to reach people with the only tools we had, a respect for their decisions and the isolation and desperate loneliness for those unconnected through no fault of their own.  Whilst many of us know people who died of Covid, we also know people who killed themselves or tried. 

As we embrace the ‘new normal’, for many of us in business, digital access remains as important today as at the height of the pandemic. At Your Own Place CIC, as was well-reported in our sector during the pandemic, we learnt that a digital offer reached people that a face to face one wouldn’t.  The reverse remains true also and for this reason digital now forms part of our permanent business model.  Digital exclusion and self-exclusion remain a massive challenge and I commend the team’s efforts in not just recognising the nuance of exclusion (it goes way beyond access to a device), but acknowledging that addressing that exclusion is an opportunity to build a relationship and build empathy.

So whilst we extend energy continuing to figure what to do with donated devices that can’t install Zoom (!), have no plugs, won’t charge, won’t turn on, how to transport devices across the region within budget to people with no WiFi and whether we have lost people to Zoom that would have benefitted from face to face, digital inclusion must remain a choice, but one where the consequences of that choice are conveyed and understood.

You’ll be aware that Your Own Place turned eight in October last year.  Both a huge milestone and a source of great pride.  What is often unseen beneath the veneer of glossy social media, is the knock backs, the failures, the disappointments and frustrations.  I’m thrilled to say that very few of those relate to the work we do to prevent homelessness – by comparison to starting a business from scratch with nothing and with no-one, that feels like the easy part.

We have grown modestly, safely and sustainably, partly out of choice and partly because what we do is hard, time-consuming and we’ve an unwavering commitment to doing it right and very well.  Continuing in this vein is plausible and almost comfortable right up until the point when I ponder the phenomenal difference we make beyond our great outcomes and numbers.   More people deserve this! 

Like many, Covid19 threw a curveball opportunity that has neither fundamentally changed us nor endangered us. The team is as strong as they have ever been, their ideas are getting away from me and our digital transformation (and I mean every letter of that word) was all their work.

And it was one such idea that has led to our newest and arguably most exciting new partnership with Independent East.

Jess Marsh, a fantastic and adaptable facilitator in our team, suggested a digital showcase way back in February. Homes for Cathy kindly hosted our three-way suite of webinars giving a flavour of our delivery style, values, energy and adaptability online.

Whilst the rest is not exactly history (these things take time to flesh out and refine), we can announce a new partnership with Independent East, Saffron Housing Trust Limited, Freebridge Housing, Broadland Housing Group and Orwell Housing. They make up Independent East and will be working with Your Own Place CIC to develop the tenancy and independent living skills, knowledge, confidence and resilience with 400 of their tenants.  We are, needless to say, delighted to be working in this way, ensuring huge additional benefit to their residents, to the landlords themselves and our communities. Our first tenants workshops start on the 25th January and we can’t wait.

Up to this point we have been running workshops with their teams, the Project Team (IEPT), building relationships, shadowing their teams, creating referral pathways and information sharing mechanisms and crucially, co-producing an engagement strategy to ensure we reach their tenants to have an impact. Every step of the way our intention is to model our values, culture and approaches ensuring a smooth handover from tenancy officers to Your Own Place – the building of relationships is at the core of this.  The project has its very own project group to oversee progress and ensure milestones and outcomes are met.

Naturally, it’s not only all this that excites us.  It is what comes next where I think we share each other’s excitement.  In May we brought the partnership together and it was suddenly and wonderfully apparent how much more this project was about than simply what we report in our impact reports and outcomes about financial capability.  It was about people’s lives, the whole community and not just people as residents of one housing association.

The partners recognise that their tenants are people in the local community as you and I are. And so by equipping them with the skills, knowledge and confidence to keep their home, it’s not just about whilst they are a tenant with Saffron or Freebridge, but when they move and wherever they move.  What we provide are not life skills, but skills for life – equipping people to go to college, get a job, leave their room and become unstuck.  This is far more than tenancy sustainment and we can’t wait to get started.

But for Covid19, we wouldn’t have made it blended for a start.  But let me go back a bit.  Over the years we’re run a few Open Days.  We’ve planned as a team to showcase what we do and invite a few partners. In the early days they were often previous colleagues of mine or people who just latched onto what we did. We didn’t have lots of customers.

We would run it around three days a year (how did we have the time?), down tools, throw open the doors and welcome people with the lure of the kettle being on.  Generally lovely people turned up for a couple of hours, a cuppa and some cake. It was ‘nice’, quite fun and oddly good for team building and time together.  Was it an impactful and effective use of our time?  Not so much.  

Covid19 of course meant no Open Days at all for a while.  It meant a focus on survival, wellbeing, reaching people in crisis and everyone’s favourite, ‘pivoting’. So here we are, with super keen and new members of the team, a cautious and safe return to face to face and a five-year growth plan.  Open Days, naturally on the back burner when you’re busy, but also a vital part of our marketing strategy.  What should a ‘post Covid19’ Open Day look like? ‘Blended’ of course.

The simple joys of the new ideas that new team members bring.  Once you’ve seen collaborative working, trusted people to be creative, provided the parameters for that work, you can’t unsee it.  Our first ever Blended Open Day in September was our best yet, and I mean in terms of quality rather than quantity.

Here’s what we learnt:

• It’s a team task as well as an opportunity.  Whilst on the face of it, it’s more work, it’s a chance to do some lateral thinking, across projects instead of vertically and to collaborate across different workstreams.  It’s also a chance to have a bit of a free reign and create your own offer.  We provided three webinars online that attendees could choose to attend as well as a treasure hunt that showcased us in the office.

• It’s quality and not quantity.  Of course people won’t turn up.  Anyone who has put something on for free, knows this.  Oversubscribing, especially with our highly interactive approach, puts the team on edge and it can be a lot of pressure to perform.  I still hold with oversubscribing by about 50%. 

• It’s all about timing.  We ran it in September.  This means that most of the marketing was over the summer.  This is not a great time, even during the year of staycation. The timing was about our work pressures and not that of our target attendees. We’d be really interested to try a different time of the year. 

• Showcase what you do.  Webinars and face to face content by necessity actually meant that everyone had a clearly defined role, we got to show all aspects of our expertise and most importantly, people felt catered for and could engage in a way that suited them.  Online attendees were not second class citizens and of course we got to record it and share it online too.

• Mop up is as important as marketing. The focus can easily be on the doing on the day and the promoting.  Just as important, and if not more so if this is about generating business, is your strategy for follow up. How will you get people to sign up on the day, provide feedback and gain their permission to follow up and start a conversation as a ‘warm lead’?

• People love choice and freebies.  Face to face and webinars gave people choice.  The trainees we work with aren’t the only people who learn and engage in unique ways.  We all do, so why wouldn’t we, as a business that describes itself as ‘innovative, engaging and fun’, create multiple ways to get involved?  Oh, and there were free resources for those that attended, cupcakes with our tenancy sustainment modules on them and prizes too! 

Why on earth didn’t we think of ‘blended’ without the Covid19 nudge? 

Engagement. It’s a word our sector uses a lot and we all do it a lot. There is undoubtedly some very good practise in the housing sector and some really poor practise too. And then there’s those that pretend they’ve got good practise nailed and those that wonder why it doesn’t work. 

Here’s the thing. When we make a new friend, get chatting to someone in the gym or go on a first date, we don’t consider our approach to engagement. We’re just the best version of ourselves when we’re with others (mostly). 

What does engagement even mean? It surely means building a positive relationship akin to our values. In our sector, essentially, this means we aim to get people to do things we want them to do. How different is that in a personal relationship in as far as we want that person to be in our ‘tribe’. Engagement means not being a d^*%, treating people decently, being honest (which may mean vulnerable), being reciprocal, apologising from time to time, making some kind of commitment and showing up – to quote the great Brené Brown. 

With the Housing White Paper comes a renewed focus on resident engagement. This has to be a massive opportunity for us all, including those kidding ourselves that they’ve got this nailed, to explore what engagement means in practise. 

So here’s what all those normal human approaches to a friendship might practically look like in the housing sector and repackaged as engagement. 

• treating people decently – this means telling the truth if you have to change plans or got something wrong. It means listening to their suggestions (and again – being honest about why you might ignore some)

• being honest and brave (which may mean vulnerable) – as above, there are very few reasons that people can’t be trusted with the truth if you just have to change the date. Or if you have not met the plans for year one – discuss and share why. This will give huge insight into your world and build empathy. 

• being reciprocal – we’re humans and generally pretty selfish. If someone does something for you, do something back. But don’t assume it’s a voucher they want (would you get that for your friend after they gave you a lift to the garage?). Ask (explaining the parameters you have) what people want and keep asking. People change. 

• apologising from time to time – wow it goes a long way. And with no ‘buts’. Just say sorry – I stuffed up and I’m human. 

• making some kind of commitment – good engagement takes time, values, energy and money. You wouldn’t start a relationship saying that you’ll probably have to end it in a year as you’ll run out of capacity. Be honest about the challenges, involve people in the solutions and own your commitment to finding a way forward. If it’s really just for a year – be honest about that, set realistic aims and consider how this will impact on your relationship. 

• showing up – be your best! This is the one that might differ from a friend. A good friend will let you have a bad day. Resident engagement is a job – people rely on and trust you. Don’t sit on your phone or look bored. For that time to be worthy of their time and commitment, follow all the steps above to being your absolute best. People deserve no less.

Tenancy sustainment work has long been important for landlords not only wishing to ensure the rent is collected, but to support their tenants to thrive in their homes. In this piece Rebecca White explores why it matters now more than ever and shares her organisation’s empowering approach to achieving it. 

We’re all emerging into a world that has changed forever.  If there is a new normal, for many it is one that means more competition for jobs that don’t pay, worsening mental health and fewer opportunities.  The financial headaches for us as individuals must surely be replicated corporately in the boardrooms of housing associations up and down the land. 

Of all the partners we work with, we’ve huge empathy for our colleagues in social housing.  Not a conversation passes when we don’t learn of concern for a particular tenant, the extraordinary lengths many have gone to to keep people safe in their homes, maintenance teams now grappling to catch up with repairs and tenants disengaging due to anxiety and months of isolation. All the while the business model depends on the rent being collected every single week.  

So why is it then, when engagement for the purposes of tenancy sustainment is so important, that the actual people engagement is often so poor? As organisations that spend a lot of time and money trying to engage, why is practice so mired in assumptions, people feeling patronised and being mis-advised rather than listened to? Why are tenants blamed when systems don’t work and judged when we can’t know their lived experience or what choices look and feel like to them?

Against this backdrop of missed opportunities how does a system that has been managing crises for a year, return to a ‘prevention’ mindset and rebuild the relationships necessary for tenancy sustainment? 

Because it has to. To ignore the prevention agenda now would likely prove dangerous financially.  It would also be harmful to the very people landlords regard as valued customers and whose lives are wrapped up in the place that should be their safe and secure home. One housing association confided in me that even before Covid19, over 85% of their tenants had less than £10 in savings. Since Covid19 the number of people claiming unemployment benefits has risen 120% and Shelter reports that over 80% of social housing tenants have no savings at all. In terms of the safety net, there isn’t one. Whilst many of us are cautiously optimistic about the vaccination programme, the ending of the furlough scheme looms for more than five million people in October. It poses new risks to those in insecure and uncertain jobs. The economic tail of Covid19 will wag for years and probably decades with many housing associations already reporting increases in rent arrears. 

At Your Own Place we work to sustain tenancies and prevent homelessness. With a starting point of equality, we create workshops for people who are as diverse, worthy, talented, frustrated and experienced as any of us.  Who hasn’t sat in dull training because it doesn’t suit our learning style?  The need to adapt, keep it engaging, manage diverse styles and overcome barriers is just as present in our tenancy sustainment work. 

Nowhere is it more tested than in our group delivery. In groups of just eight (and six online) we deliver Tenancy & Independent Living Skills Plus (TILS+ or DigiTILS+). We extend our value of equality into taking an asset-based approach.  We leave assumptions at the door.  There is no cynicism and we are relentlessly upbeat (whilst acknowledging and empathising when life is unfair). We deliver group work that builds on what people do know and can do rather than when things have gone wrong or they have picked up a label not of their choosing. 

Notwithstanding the importance of managing risk, as an independent organisation our strength is starting with a level playing field. There’s no backstory, no history of rent arrears or the big dog.  These are the kinds of things that it’s all too easy to get hung up on, blame people for and use as an excuse to label tenants ‘hard to reach’.

Our approach is to work in small groups. Mostly our facilitation doesn’t even need tables, as there’s almost no writing. In a group of tenants ages 20-60 and when your starting position is equality, the chances are they’ve collectively got the answers. We ‘simply’ facilitate the emergence and recognition of their own skills, knowledge and solutions. So whilst we measure the outcomes related to knowledge around financial skills as crucial to achieving our outcomes, the ones that matter are the ones that relate to their own confidence and faith in their own ability to solve the next problem.  

In our groups the age range may equate to 100 years of shared tenancy experience. 100 years! It would be criminal for everyone else in the room not to benefit from this. What’s more it would be sheer arrogance for us to pretend we know more. Our framework of modules and thematic areas (money, housing and relationships) to work through guides the room to their own eureka moments. One person may benefit from another’s previous eviction experience or a tenant’s knowledge of a nearby debt agency that helped their mum out. This is peer learning at its absolute best. 

Over 87% of our trainees report increased tenancy skills and 82% improved understanding of their bills. Perhaps most importantly we have 94% retention on our workshops – building the relationships and human contact that has been lost over the last year. The case for group work is strong.  Stronger against a backdrop of a Housing White Paper advocating for an empowering approach to working with tenants. The case for values and independently-led tenancy sustainment group work is the strongest it’s ever been.  

To find out more contact rebecca@yourownplace.org.uk mob 07530 028446

You’ll be unsurprised to learn that Your Own Place hasn’t always gone to plan. As far as there has ever been a plan, a good deal has been jettisoned and I’ve not always even admitted it or had time to reflect. 

Thanks to the extraordinary (and mostly hugely positive) experience of leading a team in London where almost everyone had ‘lived experience’, this was the early ambition at Your Own Place. On arrival in Norfolk eleven years ago this was not common – or maybe people just weren’t talking about then. They are now and rightly so. 

Whether you call it ‘participation’, (my favourite), user-voice (yuck!), client engagement (double yuck) or any other euphemism, listening, including, inviting and responding appropriately to those with mixed and lived experience, as equals, is fundamental. Lived experience is a euphemism too, of course, and covers a vast spectrum rather than a binary ‘them’ and ‘us’. Be in no doubt that many of us have trauma and support needs that remain unaddressed and unhealthily play out in the workplace.  

What participation of those with lived experience of homelessness can’t and shouldn’t be is the only voice – any more than than those without lived experience or any other exclusive experience. 

Faced with the dilemma of wanting real participation and inclusion in the business and some pretty tough moments from south London still resonating hard, it was with this ambition that I started Your Own Place. in 2013 it wasn’t about including people in strategy, finance, the Board and marketing, rather in direct delivery. The very first funded course at Your Own Place saw five young people trained (brilliantly by The Participation People) to be TILS+ trainers. This was to be a fabulous virtuous circle of people gaining job skills whilst being the most authentic and credible in delivering our workshops. 

Sadly, the lessons of London remained pertinent in their readiness to work (and the business’s readiness to give them work too!). Making the judgement about when people are ready to work with you versus just how much resource your HR department (me!) has to support people facing many of life’s challenges, remains as much of an enigma now as it was then. Still committed to employing and involving people from all backgrounds, we also have to be honest that some people (as with any member of any team) simply won’t make it in our particular line of business. 

The sector, our customers and commissioners need to start being honest about this or we set people up and let people down. We are not in the business of, and neither do we have the resource to, ‘fix’ people. How then do we decide who is ready, well enough and happy to join our team? If they self determine this, is that enough? Can people ever know enough about a role and full-time work to know they are ready for it? These questions are no different to any of the mysteries of HR and recruitment. It’s a very imperfect science with potentially damaging consequences. 

When you’re ‘keyman/woman dependent, as a small business is, these are huge decisions. The risk isn’t only to the business, but another potential ‘failure’ for the individual involved as well as ending up with a bunch of colleagues who look and sound like me! No thanks – there’s way too much of that already! 

Working in this way remains the ambition. However, at the moment it is mostly a stretch too far. Having said that, we have some superb peer volunteer mentors acting as people who have walked in tough shoes. As a route into employment, this is a brilliant one. Mostly though, people deserve better than employers doing it badly. We all deserve the right help and support to get to where we need to be – to be well and happy. It therefore requires the right resource, universal and Board commitment and skill. 

Instead, our Your Own Place Advisory Board (YOPAB) contributes in other impactful and important ways, gain the benefits of doing so and we’re resourced, for now, to making it work. Thanks to Covid19 delays, we are seeking ongoing temporary funding with a view, long term, to investing our profit in doing it our way and better. Whether commissioners will pay for this, that they apparently hold in such high regard, remains a moot point. 

So my top tips for meaningful participation after all this time (still) are:

• Value your people by rewarding them

• Make it a win-win – the organisation gains as much as the individuals

• Be patient – members come and go

• Make it inclusive for people to get involved in a way that suits them

• Have a variety of projects people can get involved in so that there is something for everyone

• Reflect in 1-2-1s between meetings and learn from member’s feedback

• Have progression and exit routes – paid work, if desired, should be the next available step

• Believe they can do anything – our aspirations should never be the limitation

In the midst of a complicated schools project, recruiting 100 new volunteers and multiple commissions in new areas with new customers, 2021 hit us at full speed.  When Jess, our Operational Manager, kept speaking of things we’d get done in ‘quieter times’ I didn’t have the heart to say that there probably wouldn’t be any.

As a start-up there are no rules – just vast uncertainty, ranges of emotions and assumptions that if you’d only done something different then wouldn’t things be better. Self-doubt is part and parcel. I honestly don’t think ceasing and furloughing crossed my mind last year and quick decisions were undoubtedly made. That they appear in hindsight to have been the right ones doesn’t necessarily mean they were – rather our skill for making the best of the situation we find ourselves in. I’ve always thought this a brilliant self-preservation characteristic. 

Your Own Place is in its eighth year. As a Community Interest Company that is still here after eight years,  survived Covid19 and is in fact growing its paid team with increased traded income, makes it something of an outlier. 

Many businesses have talked about years worth of transformation during Covid. We are no different. Faced with temporary closure, a return to a charitable model and ploughing on to do the work we do, there was simply no choice. Being mission driven to deliver complicated and sophisticated interventions meant that it would have been hard to simply start selling something else. This combined with the very early warning signs that the need for our service and the difference we make was only likely to go in one direction. That need equates to demand is not an assumption we make – it is my job to ensure our offer meets the evolving need sufficiently to receive the elusive investment required. 

2020 was always going to be a pivotal year for Your Own Place, with social investment resulting in our first Operational Manager. I for one am thankful for the light that the horrors of the last year have shone on the need for our service. Pairing back, distilling the core parts of our service, taking it online and starting new conversations have all led to our current growth and new contracts. 

Our need to grow, to recover, to deliver quality has meant a relentless focus for 2021. Finally, I know what it is we do best, what it is that is needed, what difference we make, what we need, what is commercially viable and how to talk about it. These moments are years (and pandemics) in the making. Sometimes conversations go on for years before a penny drops, demand is unlocked and trust created. We have no right to exist and no charitable donations that we get regardless of whether we’re any good. 

So when people say to price yourself properly because you’re a life-time in the making, it is the same with a social business and the contracts we’re starting with new customers. One such contract we’re thrilled to have got off the ground is with Saffron Housing. During the pandemic, their charitable foundation very kindly donated money to Your Own Place and they’ve been lovely, supportive and encouraging ever since.  I recall being genuinely touched as I’d had little contact with Saffron and didn’t know we were on their radar. And so the conversations, alignment of values and need for our service emerged too. We can’t wait to train their tenants, learn from their experiences and provide the catalyst for people who just want to call a house their safe and secure home. 

Even before Covid19, if you were remotely interested in your team, your income or the world around you, then employment was probably on your radar.  If you’re lucky, unemployment may have been less so.  We all started somewhere and when earlier this year we ran a social media campaign to ask people to describe their first job in emojis only, we got a brilliant response.  Either it’s the echo-chamber in which I exist online, or a lot of us started out in jobs that bear no resemblance to the one we have currently.

This is a really important part of our career journey that whilst powerfully communicated when the Careers and Enterprise Company take volunteers into schools to share their journey, tells only one part of the story.  

You may have climbed the greasy pole of the career, spun off in new directions or even followed a loved one to a new corner of the globe, but what we almost always fail to talk about is the truth about how we really did it (and no, the answer wasn’t hard graft).  We also didn’t do it in a vacuum.  Each decision we took had an impact on another area of our life, our income, our relationship, our health and who it brought us into contact with.

As an organisation that exists to prevent homelessness, hopefully working in the arena of employability doesn’t seem like an outlandish leap.  Having a home and job are inextricably linked, especially in an economy where work for many doesn’t pay, provides little prospect of saving for a mortgage and career progression is hard won.

CV and application letter writing workshops alongside employers coming to visit a school are an important part of preparing people for work.  There is no doubt that some will struggle with those technical aspects.  But that’s all they are and they are overdone in a crowded employability marketplace.  They say nothing of the ‘soft skills’ that employers want.  This isn’t necessarily because employers are recruiting people from prison, off the streets or other minoritised groups, but because the ability to build positive relationships, navigate difficult conversations, assert yourself appropriately and be heard are missing from this curriculum. And because they are much harder than running a CV workshop.

At Your Own Place we have the benefit of not only being money and budgeting experts and so able to support people to find (and keep) the right job for their lifestyle, but we deliver all the extras too.  People and relationships are at the core of our model and the starting point of any transaction – from getting a job, to getting a home and getting married (we don’t teach that!). Our workshops develop the recognition of the value of soft skills, the confidence and knowledge of how and when to effectively use them and why they matter.  Armed with these skills our aim is of not only supporting people to progress to a job, but to a home and the life they want to lead too.  That’s the PLUS bit!

Our mission is to prevent homelessness and we’re acutely aware of the fact it can affect anyone at any time. By helping trainees unlock their potential they can stay safe and secure in their tenancy with a greater understanding of the skills they need to thrive. We facilitate so much but there are still lots of myths about who we help and what we do.

We work with people of all ages

This is a big one and something people often don’t realise. We work with people of all ages, from different backgrounds, facing different challenges, with different skills. Homelessness can affect anyone and our mission is to prevent homelessness no matter your age or background. We work with people before they become tenants; during their first, second or third tenancy who may be having a ‘wobble’; and those facing difficulties affording the rent or on the cusp of eviction; as well as young people! By making sure everyone has access to the skills they need to be excellent tenants and maintain secure tenancies we take another step in the right direction. 

A benefit of this is that our workshops provide a shared learning experience where people of all ages, backgrounds, and different life stories and experiences can come together to achieve their outcomes. Not only does this approach help build confidence and shared peer learning, it also shows you that you’re not alone in the challenges you may be facing. 

We travel 

Being based in Norwich doesn’t mean we only work there. We know there’s a world outside our fine city so we’re more than happy to travel to wherever we’re needed. We make sure we break down as many barriers as possible to make our training as accessible as we can. If that means some travel and working evenings or weekends, we’re happy to do it! The most important thing to us is facilitating workshops that make trainees feel confident.

Our workshops help trainees thrive

We’re incredibly proud of the diverse learning experience our workshops offer. Covering everything from banking to housing options to debt and employability; we design courses that unlock the skills tenants need to thrive. We’re aware of the empowering soft and hard skills trainees need to get and KEEP a job and work them into the training we deliver to prevent homelessness. After all, happy and confident people are much more likely to sustain secure tenancies!

Not your average training!

We work hard to make our training, or workshops, unique! Instead of lecturing trainees with PowerPoint after PowerPoint, we use all the tools at our disposal to keep workshops interesting and interactive (no PowerPoint at all!). We know that if people are engaged they’re much more likely to understand and remember what we talk about, which in turn helps them sustain a tenancy.

There is almost no writing in a Your Own Place workshop

Speaking of engaging, we know that doing pages of writing doesn’t fill most people with excitement. Which is why our workshops contain no powerpoints, no handouts, and (almost) no writing! We also recognise that everyone learns differently so adapt our training to cater to different learning styles and mild to moderate learning difficulties. 

The best part about our workshops is that trainees can’t fail! We want to build confidence, which is why there are no assessments and no failing. Just lots of confidence-building and skills for life.

We can help with connectivity issues

We know that connectivity can be an issue and not everyone has access to the internet or owns a suitable device to take our training on. As part of our commitment to minimise barriers, we can work with you to deliver and set up digital devices for use during the workshop. We can also provide data and internet access to make sure trainees are confident and have the know-how to get online before a workshop. 

There you have it. Your Own Place is more than just a young persons’ organisation. Our mission is to prevent homelessness, which is why we work hard to create workshops that give trainees the skills needed to thrive in life. Whatever their age, background situation and experience.

If you’d like more information about how Your Own Place can help you, get in touch via our contact us page or email rebecca@yourownplace.org.uk

As well as delivering our own in-house training we work with partners across the country to facilitate workshops that work for tenants and housing teams. Here are just some of the reasons housing associations and authorities love working with us.

We’re all about building confidence AND skills

Our training not only covers everything trainees need to thrive and sustain their tenancies; it also builds their confidence. By concentrating on facilitating learning that covers a range of topics we ensure trainees come away with skills for life, not just life skills. By addressing the connection between changes in circumstances and tenancy sustainment we enable trainees to see and understand the link. People who understand what makes a great tenant are much more likely to maintain tenancies in a positive way and find their own solutions – building resilience. We empower trainees by bringing out their confidence through a strengths-based and restorative approach. 

Our Tenancy & Independent Living Skills Plus (TILS+) and DigiTILS+ (its digital cousin) workshops are made up of twenty-four modules that can be combined with an additional eight TILS++ ones. TILS+ and DigiTILS+ cover a range of issues tenants may be facing such as paying the rent, setting up their bills, tenants rights as well as responsibilities, debt and APR, bills and can even include soft employment skills and communication. In this way TILS++ (the extra + is for employability too) is more focused on the soft and hard skills trainees need to get and, most importantly, keep a job. 65% of people who’ve gone through TILS++ support have moved into employment, so we know it works and it works well! Together we choose the modules that are most suited to your goals and the goals of your tenants to build bespoke workshops. 

We work with people of all ages and backgrounds

We know the sad reality is that homelessness can affect anyone, which is why we work with people of all ages and backgrounds. We work with people pre-tenancy to ensure they know how to be an amazing tenant, during their tenancy to help regain confidence, or with those facing difficulties with rent or on the cusp of eviction to prevent the worst. The important thing to us is that everyone has access to our workshops to unlock their potential and enable them to maintain safe and secure tenancies. 

We work anywhere and in any venue

Although our HQ is in Norwich, we recognise the importance of travelling to where we’re most needed. Maximising engagement is key to success and one of the easiest ways to do this is by delivering training in the best way for trainees. We recognise that travelling can be a major barrier for many trainees, so as a social enterprise we’re happy to go anywhere we’ve been commissioned to make an impact. We’ll travel to any venue necessary to help us achieve our mission of preventing homelessness. 

We take a blended approach to training

The best way for us to achieve our mission of preventing homelessness is by delivering accessible training. We strongly believe that blended delivery is the future and that’s why our DigiTILS+ interactive Zoom training is here to stay. Forming part of our future delivery plan, it’s another avenue for us to reach as many people as possible in the way that works best for them. If trainees are facing issues with connectivity or a lack of suitable digital device we can deliver and set up devices and provide data and internet access to overcome this. We genuinely believe the best way to get people engaged is by building up their confidence so if trainees have confidence issues with digital delivery we work with them to help them get the know-how they need. 

By working in the way that trainees feel most comfortable we keep engagement high. If we need to deliver training during evenings and weekends, we’re happy to! We’re also happy to facilitate training to small groups or on a 1-2-1 basis digitally or in person. 

We provide a comprehensive Engagement Strategy

One of our core beliefs is that engagement is the key to successful workshops. Engaged trainees are far more likely to feel comfortable participating and therefore more likely to walk away with the knowledge and skills they need to maintain tenancies. As part of our work with you, we provide a comprehensive engagement strategy that ensures successful delivery. Trainees needs are at the centre of everything we do so we’ll happily deliver workshops in whatever format at whatever time works best for them.

If you’d like more information about how Your Own Place can help you, get in touch via our contact us page or email rebecca@yourownplace.org.uk

People often tell us that they didn’t realise we work with every age group, or we can travel anywhere, or we work with other organisations. There’s so much you might not know about Your Own Place and the work we do to prevent homelessness. We’re so much more than a young persons’ organisation, although we do love working with them too! Below we’ve busted some of the most common myths we hear. 

“You only work with young people”

Whilst we love working with young people and we do have a Your Own Place Advisory Board made up of fantastic young people who help us stay relevant and accessible, they’re not the only age group we work with. We work with people of all ages to prevent homelessness whatever their background or life experience. Our workshops ensure people have the skills they need to maintain secure tenancies AND thrive in life. Homelessness can affect anyone so it’s important that we make sure as many people as possible have access to our workshops. 

“You only work in Norwich”

This is something we hear a lot and it’s simply not true! We travel wherever we’re needed to make an impact. Although we are based in Norwich we travel throughout the east and beyond facilitating workshops in a way that’s accessible for trainees. It’s important for us to break down as many barriers as possible and a big one can be challenges around travelling, whether physical or emotional. By travelling to where our trainees are we maximise engagement, ensuring they walk away with skills for life. We’re happy to work from any venue necessary to help us achieve our mission of preventing homelessness. 

“Your workshops are only about skills, not people”

We work incredibly hard to make our workshops about building confidence AND skills. Skills without confidence are no good to anyone so it’s absolutely vital that trainees come away from our workshops with both. This builds resilience to find their own solutions at any stage in life or their tenancy.

We go beyond the usual money talk by facilitating workshops on everything from debt to direct debits to how to get and keep a job. Our unique approach is centred around two things, strength and restoration. Very often trainees already have the knowledge needed to thrive, they simply lack confidence. We help them unlock their potential in a way that they enjoy. Which is why we call ourselves facilitators as opposed to trainers, because we’re not teaching trainees anything new, just facilitating their shared learning. There is nothing more empowering than knowing how to find your own solutions in life.

“You only deliver training one way”

Created to cope with the challenges of 2020, our digital workshops are here to stay. Blended delivery is the future – it’s brilliant for enabling us to reach even more people in the way that best suits them. No one size ever fits all. Which is why our DigiTILS+ interactive Zoom workshops form part of our future delivery plan. Working in the most suitable way for a particular trainee or group of trainees helps us maximise engagement so that they get the most out of each workshop. We’re happy to run them in small groups or 1-2-1, face to face or digital – the most important thing is accessibility and enjoyment!

“Your training is the same as all the others”

The training we deliver has to work for people with different backgrounds and abilities so we’ve created tenancy sustainment workshops that are nothing like anything else available. With no PowerPoint in sight and as little writing as possible, we think we do pretty well at keeping things interesting and interactive, and our trainees agree! Workshops can also be adapted to different learning styles and mild to moderate learning difficulties. 

The key thing to know about our workshops is that they’re targeted. They’re designed specifically for those most at risk of losing their tenancy, whether it’s through having a ‘wobble’ because they’re facing difficulties affording the rent, or they’re on the cusp of eviction. The reason why a trainee is joining us doesn’t matter, we concentrate on making a positive impact. This approach helps us achieve our mission of preventing homelessness. 

“You only work certain types of people”

Anyone can find themselves at risk of homelessness, all it takes is for circumstances to align in a certain way. We therefore facilitate training for people at various stages of their tenancy, whether it’s before they move in or during the term. Our work with other organisations ensures their tenants have the skills they need to be amazing and maintain secure tenancies for years to come. We also work with those leaving care or prison to ensure they can move straight into a secure tenancy and thrive. 

Your Own Place is not just a young persons’ organisation! We work hard to achieve our mission of preventing homelessness regardless of age, background, and experience. 

If you’d like more information about how Your Own Place can help you, get in touch via our contact us page or email rebecca@yourownplace.org.uk

We’re pleased to share with you are own road map over the coming months. All being well, with a vaccinated team passionate about the difference we make face to face, we will be returning to face to face delivery, whilst remaining flexible with our blended offer.

With cautious optimism and the team having their vaccines, like many businesses we are eager to return to time spent face to face. We are in the business of building relationships and with all due caution and safety measures in place, will be returning we hope in the following phased way:

12th April – maximum 50% occupancy in our offices (this is four of us across three large rooms) so we can plot, plan and have those all important off the cuff conversations and laughter once more

3rd May – starting to meet external colleagues face to face for outside (and our balcony!) meetings

17th May – phased and socially distanced face to face delivery resumes

All these plans remain under review, are subject to Government guidance and in constant consultation with our team, our partners and those we support.

But we can’t wait to see you again and for it to be normal to think nothing of chatting over a pot of coffee! Take care and stay safe.

How you’ll find you fit into Your Own Place and YOPAB no matter who you are!

My name is Chanel and I am going to take you down my journey through Your Own Place (YOP) and their Advisory Board (YOPAB).

It all started when I was sitting down with my leaving care advisor and I mentioned that I wanted to leave my mark on the planet and be remembered as someone that made a difference in to someone’s life like she had mine. 

P.S. my leaving care advisor was incredible. 

She had mentioned to me that Rebecca the CEO and founder of YOP had been into the office they worked in and had spoken about offering any leaving care individuals a ‘mentor’ to help them move through their transition of young adulthood with their mentoring skills.

My social worker contacted Rebecca and explained that I didn’t necessarily need a mentor, but that she felt I would be an incredible mentor. My foot was officially in the door as people would say. After that I went through the mentor training with Simone, another incredible member of the team. Shortly after this Rebecca approached me and explained that YOP was planning of putting together an Advisory Board with a large percentage of these members being young adults that had first-hand experiences of the company. I of course said yes, I mean how could I not. I already knew what incredible work YOP had done in our community through the mentors let alone all the other services we provide.

I just want to stop here to say how incredibly welcome I felt through it all. I was under age for the age bracket of mentors (they like you to ideally be 21 minimum age, but that doesn’t mean you can’t, it more of an ideal because some young people might think a mentor the same age as them won’t take you seriously) and then with Rebecca coming to me personally, offering me the opportunity of a lifetime to join their team and help them make a different in the community and help others in a much bigger way. 

That’s what is amazing about the team at Your Own Place they never stop seeing the potential in everyone and they really push you to be the best you can be.

They bring something out in you that you may have not even seen until you get to know the team and they tease it out of you.

So as a way of us new YOPAB members getting to know each other we went on a residential trip to Cromer for a weekend in August 2018. We did so many fun activities it was a crazy weekend. If you ever get to witness one of our fun filled YOPAB meetings and you meet one of our original members, then ask any questions about that weekend and you will soon see the joy on our faces looking back on that time we spent together. Joining forces to make a bigger better difference for our local communities. We did activities like laser tag in the woods, wall climbing, nature walks. We also got on with some work, we didn’t just do fun stuff all weekend, although the workshops we did were also so much fun. That’s the thing about YOP they make learning and work fun. 

Throughout my time at YOP and on the YOPAB team it’s never really felt like work, it’s always been fun.

If you were to ask me about an achievement that I have made while at YOP the list would be endless. One thing that always comes to mind is when Rebecca approached me and asked if I would sit on the interview panel when we wanted to appoint someone to solely look over YOPAB. 

The sense of respect that came with this was immense and the fact that I felt truly part of the bigger team. Through the entire process every word that I had to say about each candidate was taken fully on board and I am happy to say we all came together and agreed on the best man for the job. When you’re reading this, you might even find he is still on our team today. 

We appointed Tom to be in charge of our crazy group of inspirational members. He is what we like to call ‘a diamond in the rough’ as well quote from the Disney movie Aladdin.

There was also the time throughout the initial lockdown of 2020 where the YOPAB team were asked to sit and evaluate each taster session of DigiTILS+. To be part of something so big within the company was a huge honour and sense of responsibility because we were looking at each session to see what needed changing to allow the team to truly deliver the best possible sessions they could over Zoom. I am happy to say that we all worked together as a team and it worked brilliantly. 

I guess I would like to round this off really by saying that throughout my time at YOP and on the YOPAB team I have grow to find talents in myself I didn’t know I had, a stronger appreciation for the little things in life that keep our communities standing of their legs and that no matter how little of a suggestion you might have towards an idea, there is always someone at Your Own Place that will listen and try to make your idea a reality. They truly are a team with hearts bigger than they believe. 

If you ever get to meet part of the YOP or YOPAB team in person or online you may never know how much hard work and behind the scenes work goes into everything we do, but we do it knowing we do it for our community to ensure we leave behind something better than what there once was. 

Better yet if you find that you get the opportunity to join any one of the incredible teams then you’ll find qualities of yourself you never knew you had and how you’ll fit right in with the rest of the team.

They will see something special in you are make sure you use it to the best of your abilities and they won’t hold you back.

We’ve spoken before, haven’t we about my lack of a plan, my fear of failure and that if I go public, well, people will know about the failure? You’ll be pleased to know that this particular ailment is getting better – oddly thanks to the nightmare that was 2020. There’s somehow an equality of failure now – when it’s so s^&* for so many, maybe being found out to be s^&* is the true great leveller.

In a year when you can only get it wrong, be on the back foot as well gaining some perspective on your own ego, you may as well put yourself out there. And that’s what I’m doing. Part and parcel of putting oneself out there is just caring a teeny bit less about what other people think. And with everyone so preoccupied on other stuff, I can be fairly certain they’re not thinking about me nearly as much as I am. (I know Your Own Place isn’t about me and that there’s there six incredible people, but trust me, if you’re a founder CEO it IS part of you!).

Happier than ever that my time is best spent on those that can be won over or are already our champions, (and not the 20% who for whatever reason will never be) it’s possible to be liberated. Once liberated, you can share and shout with abandon. And then listen – because that’s where the learning magic happens.

With our digital offer, whether our digital tenancy training, supporting our sector in taking their own training online, or our over-subscribed eMentoring Training, all last year I kept telling myself it was good. Damn good! If you follow us you’ll know the team are amazing, positive and that we push above our weight on social media. Social media risks being an echo chamber though, so how can we really find out how we compare, now that we’re being big and brave? We have to put it out there and then dare to ask!

So, I was thrilled with the turnout at a recent Homes for Cathy event. With over twenty housing associations in the room on a Friday afternoon we were already onto a good thing. There were challenges, niggles, questions and overwhelming positivity about our offer, our online skills, the approach of the team and most importantly, its relevance in the marketplace we’re aiming for – homelessness prevention.

And the best bit? Is that I have a plan. I’ve now spoken to almost everyone that attended and set up follow-up meetings, so I can really get their feedback, be sure what we’re getting right and alter what we’re not (or politely disagree). And most important of all this grownupness, is that it means we can reach more people with an offer I’ve known for seven years in my heart of hearts makes a difference – in the knowledge that by going public it will keep getting better!

• Your Own Place CIC and Hopestead have joined up with a goal of preventing homelessness and helping people to keep their home

• Through their partnership, bespoke, fun, and engaging training will be offered to Flagship Group tenants from April

• The training has been designed collaboratively and will allow delegates to gain skills and feel empowered to overcome barriers.

A new partnership between charity Hopestead and ourselves will seek to prevent homelessness and support people to keep their homes.

We have teamed up to create bespoke training courses that will allow trainees to gain a tenancy, learn independent living skills, and develop financial resilience. 

The sessions, which will begin in April, will be open to Flagship Group customers: Hopestead is a part of the group.

The interactive, engaging, and – above all – fun, workshops have been developed over six months through close collaboration between the Hopestead and Your Own Place teams. Themes covered by the training will include tenancy responsibilities, money management, and self-care.

The training has been tailored specifically for Flagship tenants and will combine both face to face and digital learning, in line with any government restrictions at the time due to the pandemic.

Hopestead’s vision is to end homelessness in the East of England and central to that is taking steps to mitigate homelessness, long before it becomes a threat. Marie-Claire Delbrouque, MD of Hopestead explained:

“We believe that we need to do more to prevent homelessness, taking action before it becomes a risk. By tackling  the root causes of homelessness and empowering people to take control and overcome the barriers that are in their way, we can stop homelessness becoming a reality for so many.  

“And, a fundamental aspect of prevention is working to ensure homes are not lost due to rent arrears and poor money management. 

“Which is why our new partnership with Your Own Place, a fantastic organisation with which we share common goals, is so crucial.  Together, we can offer targeted support to help people to get and keep a home. Because we believe everyone deserves a place to call home.”

Our goal is to seek new solutions to old homelessness problems, and prevent homelessness. Rebecca White, Chief Executive, said: 

“Sometimes an organisation comes along that just chimes with your approach.  This was the case with Hopestead.  Together we aim to end homelessness. We couldn’t be more delighted to be working with Hopestead for the benefit of Flagship tenants.  

“Now more than ever, ending homelessness matters.  Now more than ever, people are finding themselves in incredibly precarious situations not of their own making.  Through our uniquely innovative and engaging digital and face to face Tenancy & Independent Living Skills Training, we will see tenants feeling more confident with their money, better able to get help, make new connections, feel empowered to solve their own challenges and take steps forward. 

“They will know that they are not alone, be able to get things like finances on track, keep their home and avoid future evictions and homelessness.”

Whether you’re organising the family holiday (I wish), running the local choir, or in my case, a social enterprise, there’s simply no alternative. 

Doing so isn’t easy or quick. By definition, more people means more time. Additionally, many people in my situation are lone-wolves and it might not come naturally to us. We have an idea and before we know it, we’re a busy ‘social entrepreneur’ running a business. This is exactly what happened in 2013 and for two and half years it remained just me and my echo. 

Recalling the tough winters without an office, the tougher ones without personal support or the solace of a plurality of views, I spent my time ‘doing’ instead of thinking. In hindsight and without knowing it was not the wrong thing to be doing, I was finessing and iterating an idea that seven years on we’re still finessing, but is bloody good. But I was doing it without input from others. At The School for Social Entrepreneurs I’d learned of those setting up their business with a partner or friend who shared a passion. All too often things had gone a little awry and my envy dissipated and the self-reliance felt vindicated. 

With no particular ambitions to be a consultant or sole trader, I knew we’d have to grow the team to grow our impact. Lucky as I am to have a quiet confidence in my ability to make fairly sensible decisions, it seems unlikely that I get it right all the time. Sense checking my decisions and getting new ideas are reason enough for involving more views.  This in turn requires us to be comfortable with dissenting opinions and to have the empathy to appreciate someone else’s truth.

Everyone remembers their first ‘hire’. Alex came bouncing in with passion, commitment and phenomenal spreadsheet skills. Of course I’d managed people before, but not in a business of two that I’d created. This time it felt like I was giving away 50% of my power. That I’m a control freak probably in large part comes with the lone-wolf entrepreneur territory. This isn’t always a bad trait either – it results in an eye for quality and standards. 

The desire for a flat organisational structure meant that Alex wasn’t my junior in an obvious sense. That first hire wasn’t just a second voice, they had to be an equal voice. Nonetheless her very presence meant two big things. It meant that decisions I made didn’t just impact on me and that I’d have to figure out how to meaningfully involve her. 

In our sector this comes up a lot with regards people with ‘lived experience’, in our case of homelessness, having an influence on what we do and ultimately making us a better business.  There is some brilliant practice around, not least among housing associations, that often feels overlooked. In the private sector it comes up a lot too – packaged as employee engagement. 

Employee engagement and ‘user voice’ (a term I loathe) are two sides of the same coin.  It is because we are founded on equity, that this feels right. Much as our sector likes to parcel people up and label them, whether employees, tenants or those that benefit from our service, they are people deserving of equal voice, influence and respect. 

My challenge as other team members arrived in 2017 was how to make this more than simple bonhomie, going for a coffee and intermittent listening. It needs to become something formalised, but not so formalised that we wrap ourselves up in ‘employee engagement’ policies. 

Policies did of course start to appear (we now have 34).  As a business grows its infrastructure this is necessary to keep people safe and working life fair. They are written with all our people and values in mind. I can’t remember who said it to me first in my career, but the guiding principle for our communications is that we’d never say or write anything that I wouldn’t be totally happy sharing externally without edit or redaction. 

As we recruit out eighth team member we will also turn eight this year. Gaining people’s voice and influence when small is relatively easy. As we grow, greater clarity and total honesty is needed on what is a consultation and co-production with opportunity to influence and what isn’t.

The principle of equality of voice is passionately true with our own Your Own Place Advisory Board (YOPAB), a group of people with lived experience that have flourished under Tom’s compassionate, gentle and honest approach to their involvement. 

It is too easy to ask simply for opinions because in reality you’ve already made a decision in your head. It’s so much harder to leave the sheet of paper blank and give free reign to ideas. Harder still to implement them and let people know that it was THEIR idea and not yours.

Acutely aware of just how narrow my life experience has been, as I age I have never been more aware of how little I have lived and how much we have to gain by involving others in every aspect of influence and decision-making. Another argument for a broad diversity of voices.  Whenever I am making a decision I ask myself ‘what is the likelihood that this only impacts on me and that someone else doesn’t have a good idea?’  Generally it’s pretty low and a phone-call to the team ALWAYS confirms this and is worth the time.

The podcast below is what happens when you ask your people to come up with content for a business Handbook.

I wouldn’t have thought of that. 

Following our commission in 2020 by The Carnegie UK Trust to complete five blogs and vlogs providing a learning insight into going digital during Covid19, we have now pulled it all together into a final report.

This final report provides quick links to all the blogs and vlogs, an overview of each one, and most usefully, the questions we wished we’d had more time to ask (if we’d not been reacting in a pandemic!) as well as our top tips.

Kicking off with three of our top tips:

• be honest and identify the digital skills you don’t have
• consider bringing in digital skills across the board – including your Board
• thinking about digital risk and resilience is an opportunity to consider your organisational resilience beyond just digital

Like many businesses, following the horrific events of 2020, we want to do more to recruit from a diverse pool of talent. Unlike many businesses, we work with people who have experienced homelessness. In short, black people are three times more likely to become homeless. However, in our own data, not only are they under-represented, but their outcomes are poorer.

This leads to some pretty major soul-searching. This isn’t just about ethnic diversity, but all diversity and being a welcoming, unprejudiced, positive, anti-racist, open organisation that is a respecter of all beliefs.

One place to start with our actions in 2021 is our recruitment. Whilst people can put our lack of diversity down to the ‘Norfolk factor’, that no longer flies with me. Norfolk is not the county I grew up in. Whilst remaining overwhelmingly white, we see diverse populations of Asians, Africans, Black British and many more. I welcome and celebrate this and at the same time find myself rocking up to a workplace that is overwhelmingly white.

So, with recruitment kicking off this week for a new Your Own Place Facilitator, here’s a few things we’ll be doing to reach a more diverse population and the talent, ideas, experiences and cultural backgrounds they will bring to a richer Your Own Place.

1. Our recruitment pack includes an explicit inclusion and diversity statement.
2. All references to he and she have been removed.
3. There are no references to ‘desirable’ or ‘essential’ criteria – proven to put some people off if they don’t meet them all.
4. Changing the way we reference what they will achieve and contribute, rather than what we are looking for.
5. Removing jargon and more ‘masculine’ terms such as assertive or fearless.
6. Emphasising our approach as a flexible employer in both ways of working as well as removing essential educational requirements.
7. Making new pro-active connections on social media to reach a more diverse talent pool.

This isn’t really a blog, rather a proud, emotional and humbling moment. Anyone who works anywhere near our sector, knows that measuring the difference we make is incredibly hard.

Wanting passionately to prove it statistically, it doesn’t mean that feedback from individuals isn’t worthy and of value. And when it’s this good it deserves to be shared. So here it is verbatim.

When we asked a recent DigiTILS+ trainee ‘What Have you enjoyed?’ this was his response

A sense of empowerment that has come from gaining all this new knowledge. I never learnt this stuff from schools and I got minimal knowledge and information from my parents, so just knowing this course exists and I was able to take part is probably the thing I enjoyed the most. I just really appreciate that this course exists and that it’s free!

Then this is what he had to say when we asked ‘What have you learnt?’

I woke up today to a surprise fine that I got when I was living in Peterborough, If it weren’t for you dude I wouldn’t be able to deal with this fine, I instantly started thinking about how I can overcome this using all the information we talked about in regards to what help is out there with stuff like this – hopefully, I’ll be able to set up a payment plan!

I took lots of notes on the debt and APR% session and I put all my notes in a book that I keep all the information I think I will need when I get my own place. Surprisingly everything around bills was really familiar. The real thing I will take away will be about the debt and APR% side of things. It has been the biggest lesson – mostly because any debt I’ve gotten into previously I would just work and suffer through it, with the hopes I could pay it off at some point and I would be alright.

But the lesson I have learnt is that I don’t have to make as many compromises and there are solutions available to me. I realise now that I’ve been trying to keep up with my friends and now I know I haven’t got to. Yourself and Vicky have broken the horrible stigma that everyone in the council is a robot and don’t give a shit. My friends and the people who have been around me are very much anti-Government and this has created distrust for councils even for getting a credit card and now I am doing everything solo, it’s on my terms and It’s ok to accept the additional support out there. I feel ok to make silly mistakes!

We absolutely will.  Because it matters and it’s what we do.  I’ve honestly little truck with those selling up their office space and saving money by shifting the costs to people working from home. The benefits to the planet are huge of course and flexible working done well can make a difference to people’s lives and work-life balance.  Whilst greenhouse gases and air pollutants saw a dramatic drop during the first lockdown (global daily emissions of CO2 fell by 17% at the peak of the crisis), the long term impact on global warming is miniscule unless we alter what we do from now on.  This isn’t a binary argument (are they ever?), but in our business I’ve never been more off the fence. 

As many organisations, we are pondering this, whilst still faced with huge uncertainty.  For all the gains, successful ‘pivoting’, learning and impact we have had, this remains the biggest question as we enter 2021, revisit strategy and the business model and conclude what kind of organisation we are for the purposes of forecasting, planning and mission.

Before lockdown

Before this all happened, let’s not pretend everything was easy and normal.  Climate change was still an existential threat, huge inequality persisted, including digital exclusion. And at Your Own Place we were still a tiny organisation living largely hand to mouth trying to solve the intractable problems of our times.  So just before we get romantic about BC (before Covid19) and AC (after Covid19), we work in a really tough industry in tough times and always have.

99.9% of our delivery was face to face.  It’s entirely possible that this much didn’t need to be and that alternatives did and do exist that have now been forced upon us.  However, we must remain unequivocal about what we do and the impact we aim to have before commissioners slash spending further and tell us we can do everything remotely.

In my last blog I talked about how we achieve our outcomes if we’re doing it all differently. We looked at all the things we do to build trust, create effective relationships and good learning environments.  These are much harder (but not impossible) via Zoom.  In addition, in order to achieve our impact we must work with the right people.  This means, and we are committed to this, however hard it is, those facing the greatest disadvantage and barriers.  Digital exclusion, is just one of many barriers we must now consider and be innovative and values-led in overcoming.  There are many others of course. I would invite you to list them all because I would hazard a guess that face to face support is generally part of the answer to every single one. 

Prior to these blogs you may or may not know that we attended an accelerator programme with Carnegie UK Trust (report out last week).  It was part of a project that led to a piece of work at Your Own Place to overcome digital exclusion barriers with young people.  As such, the challenges we faced in March this year were neither unexpected nor new to many of us in the sector. The reality however, is that we were not remotely in a position to tackle them at the operational and systemic level at which they needed tackling. If this was easy….

Going into lockdown

As lockdown struck, my genuinely wonderful little team set about not just supporting people with wellbeing calls and support, but designing guides to get people online, an upbeat reassuring social media campaign as well as creating accessible digital versions of every last bit of our delivery. All whilst I secured the cash.

As a cloud based and fairly digitally savvy organisation, we started from a good base.  However, aware of the digital exclusion barriers many people face, we were very nearly paralysed into inactivity.  Such is the mountain to climb in getting people online, it was very difficult to see the top and easier not to bother at all.  At one level, no matter how fantastically engaging our online offer was, we knew in our heart of hearts that it would simply exclude some people by virtue of the digital barriers they faced.

Of course, this remains the case with our face to face delivery too. But somehow, when you’ve only one option available, this reality becomes a lot more stark. 

Because the truth is, that online delivery is just another tool.  As those that suffer anxiety have chosen to keep their cameras off, but still engaged, so people come to our training with their hoods up that slowly recede over the days. For many people it is exactly the virtual nature that works and for others, less so.  This is not a static situation and in reality, people may benefit from the best of both worlds. 

Indeed, some people engaged during the last few months who we had previously struggled to get in a room, precisely because they could have their camera off, didn’t need to spend £5 on a bus fare and/or travel for two and a half hours on public transport.

Equally, we can find ourselves working with people face to face so desperate to get out of the house, our offer acts as some kind of respite and is duly embraced.

Like any tool, no one size fits all and we will all do well to remember this in our race back to face to face.

Going online

Before Covid19 (BC) I had always aspired to an online offer.  Knowing that this would give the business more geographical reach and increase our impact, it was something of an aspiration.  I’d briefly explored webinars and we had even delivered the occasional course via Skype for someone too far away for the costs to be justifiable for a 1-2-1 intervention. But I didn’t want to do it badly.

So without the resource, skillset or time, we didn’t pursue this, wanting it to be right when we did.  Then Covid19 happened and our hand was forced.  Through research and partnerships it has now happened – whether it’s our tenancy training, youth voice or mentoring training, it’s all currently moved online.

Early indicators are hugely promising (notwithstanding measuring outcomes – as discussed in last week’s blog).  Trainees and volunteers are engaged, completing the interventions and feedback along the lines of how much better ours is than most online learning, is encouraging.

For our volunteer mentors, trained recently over a weekend, fitting a mixture of self-directed and tutor-led delivery into their busy lives all without having to leave the house, is likely to increase our volunteer base and reach, including leading to a more diverse cohort.  With all this positivity about our online offers, shouldn’t we sound a note of caution about face to face always being best?  

That some trainees as well as volunteers will prefer digital delivery is impossible to ignore.  

And then there’s the cost to consider.  For now we are capturing the cost of not just devices, data and dongles, but staff time in delivering tech, the staff time on a total redesign of content (and systems and processes) as well as travel and support for people lacking confidence or the skills to use the tech when they have it. It looks unlikely that this new virtual delivery will in reality work out any cheaper. This insight will lend itself to a more nuanced conversation with funders and commissioners to avoid anticipated costs-savings and slashed budgets.

Why face to face

Hugging, physical contact, warmth and connection – what do they all have in common?  They form Maslow’s hierarchy of needs and build connection.  Whilst we’re not big huggers at Your Own Place, our ethos is of care, warmth and connection. 

For now, despite in my last blog outlining all the great ways we can connect on Zoom, I believe that our basic human needs are best served face to face with the vast majority of people much of the time.  How much eye contact, body language and warmth is lost on Zoom?

We know that oxytocin is released through physical contact and we know the smiles and relationships that are created on our face to face courses. There are many soft outcomes that come about that are lost in Zoom – building social capital, meeting people that are going to be your neighbours and sharing a spontaneous joke over the making of a cup of tea. We have no intention of losing these things that we know are core to achieving our mission.

What next?

Early conversations with partners, commissioners and funders suggest a hybrid of delivery going forward.  It would be great not to have lost all this work and its many successes.  Ultimately any decisions will be made based on the impact, cost-effectiveness, reach and the appropriateness (including safety) to the lives of those we work with.

We will stay on mission and mostly, because we can, will return to face to face delivery.  We will return next summer for the buzz, the impact and the laughs.

Wrapping up this blog series 

I hope you’ve enjoyed these blogs as much as I have.  We’ve covered a lot of ground and we don’t have all the answers. If we pause to reflect what we’ve all achieved I think we have such solid foundations to build and recover from.  Without denying the hardship many of us have experienced, there is huge opportunity for good in this imposed digital revolution.

All five blogs will be pulled together into a final report shortly.  Thank you for joining me and for all your feedback.

Isn’t prevention a bit of luxury during a crisis?  Even in the ‘good’ times prevention seems to be the poor relative, underinvested due to more immediate emergencies taking all the attention.  During a pandemic, we have all become even more reactive and necessarily so.  Every one of us changed our behaviour and so did our employers.  This wasn’t solely in terms of going to the office, but operating our entire lives in a way that took many of us online more than we’d planned. 

Whether you find yourself consuming your fitness, sourdough recipes or Saturday night drinks via the Internet, we have something in common, we are all doing things differently.  Usually, we do all this face to face, currently, it’s virtual.

This has to mean the results change. In third sector speak, if you’re changing the inputs and outputs then you must be changing the outcomes and impact too – or the difference we set out to make.  Just as during lockdown, some of us put on weight, lost weight, gained new Instagram followers or launched new services. Personally, I developed what I’m pretty sure was a caffeine rash!  

All of this change to our inputs and outputs will continue to have a broader legacy that we’re yet to see.  From more children going into care, to an impact on climate change, our use of office space, homelessness, unemployment, poverty, the high street and closer to home, the difference we make to people’s lives.  

It is this issue of shifting outcomes that causes me almost greatest concern, second only to the subject of last week’s blog about keeping people safe. We can’t possibly still be achieving our previous outcomes if we’re doing it all so differently?  Moreover, we are using different tools to measure the outcomes. How viable and attractive is this to our commissioners (and worth doing), if we’re not making the same difference?

The perfect is almost certainly the enemy of the good here and in a crisis it arguably matters less if we don’t achieve our outcomes.  What commissioner in their right mind is going to haul us over the coals for falling short in 2020? This isn’t a long-term strategy for sustainability as a homelessness prevention organisation, however. As we look towards 2021, let alone reporting on impact for 2020, what will we have actually achieved that has anything to do with our mission?

If you measure it you treasure it! 

As the founder of a social enterprise that is still evolving, I am utterly committed to measuring outcomes, (without beating myself up about the imperfection of the art). We have measured relentlessly since we incorporated in 2013 and will continue to do so. I remain stunned by the propensity in the sector to still ignore the importance of measuring the difference they make and yet make huge claims of the lives ‘transformed’.  For me it’s the reason I get out of bed in the morning and not to do so pours fuel on the fire of those that wish to devalue the sector and seek to underfund us. 

How we achieve our outcomes has evolved over the years and is in truth part art and part science.  The art element has revealed itself to Your Own Place in greater colour in recent years, as we acknowledge the importance of our values (and therefore approaches) in achieving our outcomes.   The true impact of our values are all but impossible to measure, but I never cease telling the story of those values and how they impact on our outcomes. 

When inducting new staff, a key mantra is that you have no outcomes at all if someone doesn’t come back for the second day of training or a second mentor meeting. As such, the only real outcome required on day one is that of a good relationship – so that they come back on day two. Brene Brown has some really interesting things to say about day 2s and how hard they can be to achieve.

So, how has going online changed the inputs, outputs and outcomes? Do we know what the specific changes are that might impact on our ability to achieve our outcomes and how can we replicate them online? 

What do we normally do?

In normal times we do manage and measure our impact quite well.  Just as lockdown hit, we were completing an external review of our Managing Impact strategy, resulting in new Theories of Change, tools, reporting and review cycles. 

Like many organisations, we use a range of imperfect tools and then endeavour not to over-report.  Indeed, we probably underreport. I always fear the standard falling back on feel-good quotes and case-studies, when hard data is what’s needed to make strategic decisions. Sadly all too often the press, trustees behind trust funds and even some commissioners and funders still just want stories and exclude the stats (or the other way around).  The reality is of course you need both. Having studied ‘What Works’ as part of my Professional Certificate in Effective Practice (PCEP – Youth Justice Board), I am passionate about doing better and using the evidence to move forward.

Measuring a counterfactual is all but impossible, because it’s hard to prove you prevented something from happening that hasn’t happened. That doesn’t stop us trying. Measuring the prevention of homelessness in the purest sense would involve tracking people over a lifetime (something I’d love to be able to do).  By definition, people in transition can be hard to track down and as a team of seven we simply don’t have the resource. Like most in the sector we use a range of (semi-evidence-based) proxies that are determined in our Theories of Change.

Tools to collect qualitative as well as quantitative data and information include start and end questionnaires as well as longer-term follow-up impact questionnaires, reviews (for mentors and mentees), photos, case-studies, films, quotes, testimonials as well as a project log that we all update monthly to capture the learning and ascertain the ‘what worked’.  We’re conscious of the ‘happy sheets’ that get circulated at the end of so much training, so prefer questionnaires that follow later and don’t ask if people enjoyed the lunch!  All of this is collated for reporting, reviewing, marketing and referencing.

An important, often undervalued part of managing impact is of course the review cycle. It’s no good collecting all this great data if it just sits there.  Thanks to some pro bono work via a funder this year, we have now contracted with Renaisi to analyse the data from our two main projects once a year.  Already the learning has been huge and shows us the variance in outcomes between different demographic groups.  This allows us to test changes by altering one variable at a time.  The first we’re going to test is a change in our approach to start and end questionnaires. 

Managing impact is a bit like unknown unknowns.  I quite enjoyed knowing nothing, now I know a bit, I realise not just how much more there is we can do, but now have to confront doing it all virtually. 

A lot happens on our courses and interventions, so it’s only natural as well as helpful that we collect as much data as we do and in different ways for different people as well as audiences.  This is part of managing impact after all – understanding its different functions – from marketing to reporting to improving.   As we collect quantitative and qualitative data, keep logs and take footage as we go, this poses significant challenges in how we do this online and stay true to our values and approaches. 

With changes so fundamental, how can we possibly replicate the outcomes? And do we have enough handle on the changing needs and if not, should our outcomes be changing too?  Moreover, how much priority should digital outcomes now have? More fundamentally, is our service still the right one to prevent homelessness?

A couple of years ago, I sat down with Jarrod, our first TILS+ trainer, and we analysed all the things we defined as ‘core’ and ‘not core’ to our delivery. Like many founders who design in their own image, Jarrod’s fresh perspective enabled us to codify what we thought was core and not core. When we talk about core, it relates to building that all-important relationship with the people who we support. This means maximising engagement, retention and attendance whilst adhering to our values. This can literally be anything from shaking hands when people arrive, smiling, having their name on a entry board so they feel expected, providing cups of tea and decent refreshments that take their food requirements into account.  At the start of a course we turn music on when people arrive, provide a unique and visually appealing learning space, make eye contact, show respect by finishing on time and putting our phones down, never put someone on the spot and always find the positive in the less than perfect answers. Never underestimate the impact of treating people decently and to do it consistently, it has to be codified.  How achievable is all this now via Zoom?

When we return to face to face, and we will, all of this can be resumed.  For now though we have a significant challenge.

With everything we do, the perfect is the enemy of the good enough or even the done.  I think it’s fair to say that I sometimes take this too far.  I’ve a team of perfectionists (they do say surround yourself with people better than you), but sometimes, and I would argue that now is that time, you just have to wing it a bit.

My colleague Simone, who runs our Mentoring Training and did an astonishing job of converting it into eMentoring Training, had just this anxiety as we went virtual.  She finally articulated it in a way I understood, and unsurprisingly it came from her extraordinarily high levels of empathy.  She said that she didn’t want mentors training online to become ‘second class citizens’.  When Simone emerged from the first online course with tears of relief and joy (at least I think they were), we knew we were onto something in replicating not just what we do online, but how we make people feel.

We never abandoned our values of fun, interaction, innovation, high quality, equality, professionalism or being restorative.  Finding ways of doing this over Zoom brings out the creative in everyone.

I’ve said before it’s not been all plain sailing – this has been hard on staff and they have felt the pressure.  But it’s written all over everyone’s faces when it works.

Our solution was to maintain and adapt as many of the core features of our face to face delivery as possible and take them online as was feasible.  Although you can’t make someone a cup of tea on Zoom you can welcome them with a smile, invite them to make their own cuppa and ensure they feel expected and welcome.  Arguably, with life so tough right now, this matters more than ever.  Just last week at the end of a tenancy training course via Zoom, a trainee told Jess ‘you’ve managed to make it feel like a big family and I felt brilliantly comfortable’. 

In terms of measuring outcomes, again we stuck to the core principles when searching for the right online tools to make them work.  There are unforeseen benefits to some of this and needless to say, some will stay with us way beyond lockdown.  For example sending out questionnaires electronically in advance of a course is efficient and even acts as an engagement tool for conversation.

How do we measure?

We now use Google forms for evaluation, collect data from mentors on their meetings using Wufoo forms and send out start and end questionnaires electronically too.  I’ve enjoyed using Menti for polls and our use of Canva as our presentation tool allows us to emulate pretty much any visual trick we like, for example using it for scaling statements with the annotate function. 

Whilst we may all be a bit bored of the Zoom montage pictures on Instagram, as records of engagement, enjoyment and participation, they remain a valuable record. All of this has an impact on the time to design courses as well as support people to use the functionality, including purchasing and then installing hardware for people living in a large rural county. On the flip slide there are some savings on sending out virtual forms in place of paper ones (including environmentally). 

We also chose delivery platforms that would most emulate our offer, style and values whilst creating essential new resources (Zoom and email guides)) where needed.  We now offer ‘run through’ sessions for Zoom usage and functionality before workshops and training.  We’ve even created a separate Google Drive so that when our mentors are undertaking their eMentoring Training in self-led sessions, they have a learning log that they can bring to the tutor-led sessions, which also then happens on Zoom.

In order to measure like for like, we have kept the same outcome measures across face to face and digital delivery.  The inputs (staff time, digital platforms) and outputs (configuration of the delivery) have inevitably changed. For now the outcomes are largely sacrosanct and give us a fixed point to plan from (and there aren’t many of those right now!). Commissioners are still commissioning us to prevent homelessness and not only to increase digital resilience after all.

There are so many variables in the picture described above, from the delivery itself, the evaluation tools and the digital resilience of the trainees and mentees themselves, that it’s hard to imagine our outcomes not being affected. In not letting the perfect be the enemy of the good enough, our priority right now is that people are still receiving a service and we’re confident we’re still having a positive impact. With bigger datasets we can start to compare outcomes.  There’s certainly a lot less paper and much more order in how we store things. 

I haven’t yet determined whether the fact that we were in the midst of overhauling our Impact Strategy when lockdown hit was a help or a hindrance.  That it got behind schedule is in no doubt, but it also meant that our heads were in the game. 

Values and principles

Having a set of values and approaches that a team is on board with (if you measure it you treasure it) undoubtedly makes all the difference.  Trusting them to get on with the ideas and then reigning in for detailed scrutiny and sense-checking is working increasingly well.  

Our values are our principles that we go back to again and again.  When I am muddled and struggling to find a solution, my go-to question is always ‘what is the desired outcome?’.  It’s the same with every member of the team.  It doesn’t matter if I’m preparing for a meeting, designing a Theory of Change or struggling with a social media post – the question is always the same.  It’s important  too to be honest with commissioners. We’ve asked them to trust us and let us try new things. 

The big questions

Some big questions lie ahead. At Your Own Place we take an organic and embedded approach to digital skills – delivering them as part of the bigger programme, not a programme in of itself.  They are delivered by a kind of osmosis. What will it take for commissioners who wish to prevent homelessness to pay for this and how can we do it if they don’t?

This raises some pretty fundamental questions for the sector in terms of regarding ‘digital’ as another overhead if it is to become business as usual and then having to deliver it and measure it. The likelihood is that it will change the impact we have and our organisations forever.

I hope you’ll join me for blog five when I’ll be exploring when, how or even if we return to full face to face delivery.

Charities and the third-sector are undoubtedly key to ensuring the country emerges from this pandemic as unscathed as possible. Now is the perfect time to recruit volunteers – both due to increased demand for services and the general public’s very real willingness to support local initiatives. 

As demonstrated in Danny Kruger MP’s Levelling Up Our Communities report, there has been an almost unprecedented willingness from ordinary people to step up and collaborate with local service providers. Against a backdrop of huge economic uncertainty, the public has shown they are prepared to support those in need. Community power is being shown. People who ordinarily would not consider volunteering are thinking of new ways to get involved with their communities to support those who are struggling. This is fantastic news for organisations who rely heavily on volunteers to deliver much-needed resources and interventions. Where previously you may have struggled to communicate the importance of supporting people who are struggling, campaigns that have captured the public imagination, such as those led by Marcus Rashford and Captain Tom, have meant there are now thousands of people willing to play their part. 

Training this new mobilised group of volunteers can be tricky, especially with social distancing making traditional approaches unfeasible. Online training is a great way to keep your staff and volunteers safe – but setting it up can be difficult and time-consuming, time which could be better spent serving those most needing support. There’s also the added difficulty of ensuring your training is both engaging and informative, volunteers are expected to take on large amounts of information so avoiding Zoom fatigue is key. This is where Your Own Place’s online Volunteer training comes in. 

Working with The Learning Tank we design and deliver bespoke training for your volunteers, providing the most comprehensive online training available to a budget-conscious sector. Having trained over 250 volunteers in just over seven years, we have an excellent track record and understand what’s important to both organisations and volunteers. Utilising a blend of trainer-led Zoom sessions and self-led modules, all our training packages guarantee volunteers get the information they need in an easy-to-access format. 

As part of the trainer-led sessions, volunteers have the opportunity to get to know one another – providing the same support and insights they would have if it were taking place face to face. These modules cover motivations and what volunteers gain from mentoring, the role, the importance of boundaries, prejudice and why it matters, building empathy, listening and good communication practices, the asset-based and restorative approaches, and look at beneficiary case-studies including safeguarding issues. We can design modules based on any information specific to your organisation and the role volunteers will have with you. During these sessions, we utilise the full functionality of Zoom to ensure volunteers stay engaged and present throughout. 

The self-directed learning modules cover more of the theory behind the role including an introduction to the organisation, what the role is and the support offered, key skills and values they need, and the legal aspects and specific policies and procedures relating to safeguarding. Our use of interactive activities sets us apart from other self-led trainers and helps keep learners focused and on-track. 

There are several ways you can integrate Your Own Place’s online Volunteer training into your onboarding process; whether you need us to create a fully bespoke package, transform your current offering to suit the needs of online training in an engaging and fun format which you then deliver, transform your current training and then delivering it ourselves, or provide off-the-shelf solutions that cover the main areas required. 

If you think your organisation could benefit from using online training to onboard your volunteers, get in touch with Rebecca for more information – rebecca@yourownplace.org.uk or on 07530 028446.

What keeps YOU awake at night? I’m very lucky. Not much keeps me awake at night.  Thanks to regular exercise, a cold house, early rising and no kids, I’m blessed with eight hours a night.  This may seem a pretty odd thing to say, running a small social enterprise in the midst of a pandemic and now a second lockdown.  When I don’t sleep however, it’s usually because of something I haven’t done that may put someone else at risk.  And this usually relates to safeguarding and child protection. 

Understanding the real risks

It’s the bit that separates us all from a normal business.  We do all the business stuff too, but we work with people as our mission determines.  Of paramount importance is our responsibility for the safety and wellbeing of people who are more likely to come to harm than the general population.  Why then would anyone choose to put more risk of harm in their way?  And yet that is exactly what we’ve all done by moving everything online.

As we all use multiple platforms and encourage people to engage with us in this way, what risks are we encouraging people to take and can we mitigate them when we don’t know what they all are ourselves? From WhatsApp to Zoom, the security settings, the GDPR implications and our own use of public wifi, they all pose digital challenges and risk way beyond our competence.

As the Online Harms Bill passes its way through parliament, you don’t have to have children to be alarmed by some of the issues it’s trying to curb.  99% of 12-15 year olds are now online to some extent.  Parents have significant concerns about what their children are accessing online and not without good reason. From spreading terrorism, to scams, online porn, shopping and fake news, the Internet is a place of huge unknown risk.  The Internet is also a place of community, support, resources, cost-savings, fun and diversion. Most importantly, denying it isn’t an option. So what is our responsibility as a sector, as employees or employers, as parents, members of the community and custodians of children’s safety and how do we ensure our little bit of the world is safe?

I admit to some frustration when public sector colleagues adopt clunky systems when more attractive user-friendly online newsletter applications exist or when social workers don’t use WhatsApp to engage with young people.  As we rushed to embrace these technologies at Your Own Place during the good times, following brief analysis of their functionality, I paused briefly to wonder whether a more risk averse approach might in fact be the right one.  Led by wanting to overcome the barriers to building great relationships and being efficient, we forged ahead with using tech whilst knowing little about it and what sits behind it.  As I seriously make plans to bring digital capacity into the team, I realise that I really don’t know enough even to write the job description. How is it that at the other end of the spectrum we have driverless cars!

As outlined in Blog 2, at Your Own Place we have embraced the Cloud, multiple digital platforms for the back office as well as ways to communicate with the people we support, our own employees, volunteers and partners.  Not to do so would feel perverse, stubborn and even immoral in a world ‘digital by default’.  But if our organisational desire to embrace tech doesn’t align with our capability and capacity to keep people safe, does this mean the sector shouldn’t and can’t forge ahead?

Recognising knowledge gaps

Having attended in 2019 a fascinating seminar on the use of Artificial Intelligence (AI) in the sector by Liam Cahill, I suddenly felt like the Luddite that many people expressed themselves to be following my last blog.  Whether as advice chatbots, analysing data-sets or making donations, it would be naive to think that because of the human interaction involved in our work, there is no threat to us as well as opportunity.

The ethical arguments about AI have to be had as well as those about the implications of AI for humans doing human facing work and for our role as job creators. Our sector has scarcely begun to make use of technology and I honestly don’t think we know enough to simply dismiss AI as unethical.  Rather we are not using it well because we don’t have the expertise or skillset to make strategic decisions about whether to invest in it or not. From workers in the field, management and leadership as well as governance, I have witnessed anything from outright refusal to adopt technology to alarmingly low levels of understanding.  Catch22 in their Online Harms Consultation cite 38% of practitioners feeling insufficiently trained to deal with online harm. This lack of expertise across the piece has huge ramifications for keeping people safe.

Some of those ideas outlined above are the big tech issues and not the ones that keep me awake.  What specifically keeps me awake is not AI, but relates to an increase in Child Sexual Exploitation (CSE) online and financial scamming of people with already limited funds.  The online abuse and bullying that so many young people experience on social media as well as their deteriorating mental health should be of huge concern to us all – especially now. Balancing mission, risk and accessibility, choosing which platforms we should use and what this means for the team and online safety, are daily concerns. Maybe AI should be keeping me awake as one of the biggest threats and opportunities to our sector and that fact it isn’t is indicative of my lack of understanding.

Being brutally honest, the sector just isn’t getting the support it needs with this.  As a result we’re doing it ourselves – and doing it badly, often unsafely or just not at all – which is unsafe too.  Into the sieve at one end from the local authority programmes goes Child Protection training, County Lines awareness raising and GDPR workshops, whilst no attention is paid to the risk our online systems and tools pose and the practical support that we need.  From social media and its private messaging, to using our own computers on public wifi and during lockdown, providing devices – if we were truly aware of all the risks we probably would end up doing nothing at all. As we enter another lockdown, it’s just possible that this would be worse than the risks themselves.  That seems like a bit of a Hobson’s Choice to me.

Building on the foundations

So one option for many is to choose not to deliver interventions until face to face resumes.  As we headed into the first lockdown, this was a real possibility.  It is seemingly impossible to overcome digital exclusion in all its complexity with our capacity and as a third sector organisation AND keep people safe. We are not an essential service and therefore pausing, whilst likely putting us out of business, would have simply been more collateral damage to the sector. Of course, as founder, this wasn’t an option.  At a time of great uncertainty we had a role to fulfil.  Even during a pandemic, people are still moving to independence, needing new skills and needing our support.  Arguably, our people needed us more than ever. The good news then is that on some technological solutions, we weren’t starting from a base-line of using no tech at all and not having a clue.  And this is the case across the sector – we all have something to build on.

Our delivery and 1-2-1 conversations have for some time been ubiquitous via WhatsApp and whilst Zoom was new to the people we support, the concept of video calls was not. We invited people to engage more with us via social media, YouTube, via our newsletters, website, calls, emails and other messaging.

Our values always sit behind our approaches and for online delivery and as we move towards group delivery, our aim is to retain the fun and interactivity as routes to engagement and trust. From trust you can have safety conversations too and that takes time. But we all had to move fast. We know in the real world where Mutual Aid groups flourished during the first lockdown that some risks were probably taken. In a crisis, you take a few risks.

In our group online delivery, in addition to our Zoom ice-breakers, introductory sessions, polls and interactive screen drawing we developed Zoom guides as well as visual guides on how to create safe email addresses and passwords.  These were developed for a nearby dementia music charity who, like many others, discovered the irony that most of the help with getting online, is online!  Those questions about people’s digital skills, knowledge, connectivity, resilience and confidence have to become the norm if we are to build a picture of the digital exclusion barriers alongside the risks and then the solutions.

Setting boundaries

#GetOnlineWeek in October provided a helpful reminder of both our role in supporting people to stay safe online and all the small things we can all do as an organisation too.  The development of us and the support we provide go hand in hand. 

One example of a potential risk is Instagram.  With Instagram being the social media platform most aimed at those we support, we’re aware that we will likely receive contact from people via private messaging who may be in distress. Just last week a young man messaged via Facebook at 11.30pm on a Friday.  There was no suggestion of a crisis, but he wouldn’t have messaged if he hadn’t needed help either.

For this reason real-world congruence and boundaries are everything.  From day one, with a team encouraged to be active on social media, our workplace boundaries have been in place.  Whether digital or not, our people know that we are not a crisis service and that we don’t run an out of hours provision.  This conversation forms part of staff induction and relationship building, but equally has to evolve as we grow, platforms get used differently, taken over by other members of the team and new challenges occur.  We responded to the man in question after 9am on Monday.  It wasn’t an emergency, but was something we can help with.  Contact in this way isn’t going away so it’s simply no good putting our sector head in the sand or throwing up our arms with the excuse ‘I don’t like Facebook’ or ‘I don’t use it in my private life, so I don’t understand it’. The people we support do.

With a new safeguarding lead in our Operational Manager, Digital Safeguarding forms part of that role.  We have a huge amount to learn and like many, are learning as we go.  With an open and blame-free culture, we can ask about whether we understand if phone numbers are visible in a WhatsApp group message or challenge weekend Twitter posting.  Trusting people with common sense is important and balanced with not making assumptions that just because people DO use Facebook in their private lives that they understand its settings and risks.

Forging ahead

We have so far to go on this part of our digital journey and honestly have just begun.  It will continue to keep me awake at night because it is moving at such pace and I can’t possibly keep up.  It seems this answers the question about how we move forward – by bringing this expertise into the team to keep people safe because we all have a responsibility. Ultimately, we have to care about our people and to want to keep them safe rather than being paralysed by what we don’t know and using it as an excuse.

I hope you’ll join me for blog four when I’ll be exploring whether we can still be said to be achieving our mission if it’s all digital.

You can watch the vlog version of this blog below.

Even before Covid19, a lot of our lives, passions and pastimes were online. In an increasingly virtual existence, many of our workplaces are now almost entirely online too.   In teams of people with differing skills and motivations, moving business online can pose a significant person-shaped challenge.  Small enterprises like ours, existing on a limited budget, have a huge amount to gain by automation, creating systems, using cloud technologies and systematising routine tasks. That the whole team are on the same page is not a given. There is a potential for huge risks and harms to a team when things move too quickly.  There’s no such thing as a digital native and as such any new system poses a threat to our short-term efficacy as well as a person’s motivation, satisfaction, self-esteem and ability to do their job.  This will probably always be the case.  Because it’s likely that new technology will stay ahead of even the most switched-on user.

Having incorporated Your Own Place in 2013 and being a fan of Apple as well as efficiency in things, I sought from the outset to ensure that technology in the workplace was an enabler rather than a barrier.  If my team is reading this, they won’t all agree that this is always entirely successful. However, even when it’s a bit clunky, usually due to a constrained budget, our technology is purposeful and ultimately supports us in the most important aspect of our work – to achieve (and to prove we achieve) our mission sustainably.

Tools, platforms and systems

At Your Own Place, we’re entirely cloud-based.  Thanks to so many accelerator programmes and the inspirational people I’ve been lucky enough to happen across over the years, we have adopted platforms and ideas that I hadn’t even heard of. Below are some examples, the first being Wufoo. Loathing as I am of Word forms (the team will hear my exasperation when I’m sent one to complete) we use Wufoo for all our referral and application forms, including job applications and some questionnaires.  With the magic of Zapier, referral forms are zapped to Trello, where, as a team, we can all have oversight in real time and shared accountability.  One of the most significant benefits of cloud technology is of course business continuity – especially in a small team.  

We’re a creative bunch and make good use of Canva for our social media and now for our interactive and appealing Zoom workshops too.  Further to that, our use of Infogram makes our reports extra special.  They even download to PNG for social media, to PDF for sending as well as become interactive via a URL. Behind the scenes I have a love of E-days for HR purposes. On top of this and via BrightPay the syncing of payroll with payslip software as well as banking with Auto Entry and Quickbooks is a joy when you’re a bit of a Jane of all trades and not a finance one.   There are no spreadsheets in sight!

Trello, a brilliant collaboration tool or virtual whiteboard if you will, remains my greatest love. Not a single team member, even after the induction grumbles, doesn’t grow to depend on this incredible tool. It’s the only place I can imagine being able to manage and oversee such a fluid and complicated set of interventions, people and workflow. We’re grateful for some partner portals too that do things like generate volunteer applicants via Voluntary Norfolk as well as mentee referrals via the Norfolk Community Advice Network (NCAN) referral system. Lamplight is our simple and not always user-friendly cloud-based platform (with no app yet sadly). It’s where we capture all the demographics, outputs and outcome data to measure impact. For now it serves our purpose and moving across to new databases is both a large piece of work and would have to have a cost-benefit.

Additional week-to-week evaluation narrative observations are captured on Trello and photos and media carefully and safely filed for future use in marketing and managing impact folders accordingly.  Naturally all these platforms sync to our work iPhones.  In normal times and even now, we’re on the move a lot.  It seems nonsensical to have to wait until you’re back in the office when you quickly have an idea you want to tag a colleague in or an important safeguarding update that needs capturing whilst fresh. When report-writing season is upon us, everyone is grateful for all these systems and approaches.

On top of the systems there’s our five social media channels, the team’s individual Twitter accounts (and scheduling tools) and newsletters via Mailchimp too. To say that I had planned this approach at the start would be overstating my competence. More likely I had a vision of the outcome I wanted. This vision was shared accountability, collaboration and creating an organisation in which we could all tell the story of the high quality impact we had. As a helpful baseline, what I had was an awareness from working in the public sector, of the consistent underuse of the technology that is not only available, but often free and at times, beautiful. As a tiny social enterprise, we can avoid hefty procurement processes and simply try new ideas. Don’t tell the team, but I think HubSpot might be our next investment…

Staff adaptability

So far so great.  But of course in reality it’s messier than this.  Some platforms and apps are free and some, given our current team size of seven, we now have to pay for.  And we all know that ‘free’ platforms are rarely free when considering staff time, so user experience is vital.  Conversely, using the cloud and Macs mean that admin time for maintenance is miniscule – a must in a micro enterprise without tech support.  

There are other staff costs too.  Some people struggle  – and that’s understandable and OK. Patience, appropriate challenge, accountability and a lack of blame are vital. Where there is struggle, there’s time devoted to communicating its purpose and a shared understanding of the value of the systems.  This is undertaken proactively and starts in recruitment and induction with transparency about the expectations of working at Your Own Place.  

Lots of systems means lots of changes. Changes to interfaces, upgrades, safety implications, changes to payment plans and functionality, changes to policies and regularly changing passwords. None of this is cost neutral and it’s important that the benefits outweigh the deficits.

This brings us to recruitment and the skills we now need in the team.  Whilst we are explicit about the skills we require during recruitment (and have a values-based approach, rather than qualifications-based), digital skills don’t take precedence over our core skills currently – those of working with people. They do feature in all job descriptions though. As a social enterprise and someone who is perhaps a little disenchanted with some of the historic aspects of the wider third sector, I’ve made an active move to recruit from a variety of sectoral backgrounds.  I will argue strongly that the sector, at our end of the size spectrum anyway (and perhaps not just our size) is not strong on technology and most of us are not even beginning to use its full capability. Recruiting from outside our sector then, from the private sector, has proven invaluable in the digital skills mix brought to the team.

Going into lockdown was an entirely different story.  The skills needed by the team both increased and changed overnight. Not only were there the relationships with our own community to maintain, there was our own wellbeing, staying a team and figuring out a sustainable way forward. Zoom became a way of life. We upgraded immediately and from then on it was in use all day and every day from our spare rooms (if we were lucky enough to have one). The strain and stress of introducing new cloud-based systems, just when you think you know what they are and how they work, is not to be underestimated in a small team without a designated tech lead. A pandemic is not the time for big decisions (who do you collaborate with, what new services and systems do you invest in etc), except of course it was the only time for big decisions.

Using the Strategy Triage Tool I cited in the last blog, and as a team, we worked through it together.  The mission, our end goal and our people always determine the approaches and in this case the new tools we needed.  Ultimately they are just highly sophisticated tools. The biggest challenge I would argue was not the tools, but the pace we had to move at. Not everyone can move that quickly – even outside a global pandemic. We had to have time out and to allow people to vent and cry.  These were not so much growing pains or even technological pains as changing quickly pains. 

Embedding digital & resilience culture

We’ve a ‘high support’ and ‘high challenge’ culture.  Thanks in part to the ‘high support’, we’ve created a safe enough environment to do the really important ‘high challenge’ bit too.  The pain of challenge is hugely mitigated by the asset-based approach we take across the board.  We seek to make visible the positives in people’s behaviours and approaches in specific ways.  This instils in them the self-confidence to repeat the positive behaviour and the resilience to know they can take the risks. No-one gets thrown under a bus if it doesn’t work out.

Thanks to this workplace culture and the driving force of the mission, team resilience has held up.  For me personally, having purpose made a big difference to my personal resilience. I don’t think I’m alone in that. If culture is that important to team resilience, it’s worth investing in from the start. You can neither implement a values-led culture overnight in a pandemic, nor overnight outside a pandemic. Both a digital and values-led culture have to have their roots outside the crisis, making you better equipped to navigate it when it comes.  That doesn’t mean you shouldn’t start now – this is a marathon and not a sprint.

What about that skills mix in the team?  A godsend.  Their different approaches, different skills, different mates they could call on and even differing degrees of flexibility and working styles meant that the internal collaboration was all the stronger.  At times, team members gave up whole days just to sit with fragile colleagues and show them the ropes of a new system.  In turn, team delivery became the norm, allowing one person to operate the tech of Zoom interactive presentations and another to do the ‘people’ bit.  This has financial and resource implications in the long run, but in the short run was vital to getting through together and building confidence.

I write this as we enter possibly even more uncertainty and a second retreat from face to face delivery.  What we do know is that there’s little doubt that our current shape and approach has huge HR ramifications, whilst maintaining the balance of what’s most important – people and values. Our new Board of Non-Executive Directors contains people with phenomenal digital skills and connections.  This probably wouldn’t have been the case only a year ago.

We’re now digital for good. Whilst we will always be committed to face to face delivery for the purposes of relationship building, digital forms part of our present and our future.  For people purposes, going digital means it has to be built into our staff wellbeing, staff development, recruitment and induction strategies.  Maybe it will even become one of our core values?

I hope you’ll join me for blog three when I’ll be exploring the challenges of keeping people safe as we all jump online.

In a week when our new Board of six Non-Executive Directors are being fully inducted, it feels like a pertinent moment for some myth busting.

When people misconceive what we do my first reaction is to take offence.  My second is to assume I’ve done something wrong.  Granted, we’re complex, accomplish a lot and not everyone is living and breathing it.  So the lovely Jordan Domin had the great idea of doing some myth busting about who we are.

Here goes:

1. We work with people of all ages.  In fairness we started out working with young people and the majority are still under 35.  However, we have delivered tenancy training to people with ages ranging from 17 – 62.
2. We’re a for profit limited company.  As a Community Interest Company we are asset-locked and 100% of our profit goes back into the mission to prevent homelessness.  We have paid Corporation Tax every year since we started.
3. We have no core funding.  Passionate about being a social business, rightly or wrongly I set us up with something worth selling to meet a social need.  This started out with commissions worth a few hundred pounds during which I worked two jobs.  Slowly these have grown until Covid19 struck.   
4. We don’t encourage donations.  As we’re not a charity we prefer to sell our services as business to equal business.  This is congruent with our values of equality and developing independence.  We think people deserve a ‘hand up’ and not a ‘hand out’ and as a business I take the same approach. Naturally this gets hard when people want to donate, something we reneged on during lockdown to get through the tough times – and we are incredibly grateful for those that saw us through whilst we build the next phase.
5. We work anywhere!  The beauty (and risk) of being a social business is that we’re not reliant on core funding and funders telling us what we can and can’t do.  As such, if we receive a commission from the other side of the country, and it stacks up on mission and finances, we’re in!

I’d love to know what, if any of these were a surprise to you.

As I ventured into the unknown nearly seven years ago, marketing was something that fashionably dressed and overpaid young professionals did in cool offices with slides. 

I now understand some of that (perhaps not the slides!). Not only is marketing done by trendy types, it also commands vast sums of money, huge tracts of time, and when done well, great talent. 

Marketing is a nightmare. And a joyous revelation. After seven years I might have expected to know a higher percentage than when I started. I don’t. Thanks to my unconscious incompetence evolving slowly into conscious incompetence, I am at least now aware that I know much much less than when I started. After year one I probably thought I knew about 10%. I reckon I’m about 1% now and it’s still receding. Here’s hoping I plateau soon. 

What I’ve learnt is relevant across sectors, albeit we’re marketing different things to different audiences with different values and intentions. Like any specialist area that takes itself seriously, there’s jargon. I’m fairly anti-jargon on the grounds of elitism and exclusion, whilst (as a linguist) accepting the importance of nomenclature for the purposes of specificity. 

That terms like ‘key messages’, ‘value proposition’, ‘personality’ and ‘target audience’ now get bandied about in our team is a source of great pride and self-loathing (and team-loathing of me!).

Below is what I wish I’d known, but probably couldn’t have grasped without discovering it for myself:

1. Less is more. The best marketing quote I have heard is ‘great marketing is saying most with least’. This is my sense check. 
2. Know your audience. Understand who you’re communicating to, what they care about, what your offer does for them and be lovely to them and about them. 
3. Target one thing to one audience. Our messages have been mixed and confused because our offers and customers are multiple. Focus on one at a time on the right platform. 
4. Keeping doing it. I’m a quitter. So if it’s not yielding results after five minutes I’m probably bored and want to move on. Don’t. Hammer it in for weeks and months with great images, stories, values, brand and key messages. Again and again. And again.
5. Measure it. This doesn’t have to be complex. Every platform let’s you get under the bonnet and check the analytics. The clicks, the unsubscribes, the likes and the right time of day. This isn’t rocket science and you can do it yourself. And then apply a return on investment. 

What these have in common is focus, simplicity and probably doing a bit less. 

Over the last few weeks I’ve found myself clicking on articles, posts and blogs.  I’m searching for the answer, an answer, the silver bullet, the good advice and hope.  What I find is a mixture of soul-searching, clickbait and unhelpful advice.

It was only after an eye opening conversation with a someone I respect, that I started to put my finger on a number of possible reasons why we’re making so little progress here in Norfolk.   The white privilege I possess, our utterly inept efforts as a society, my own sense of inadequacy at even discussing this and the need for change are not up for debate.  

Following the horrific murder of 46 year old George Floyd in March this year, outside a shop in Minneapolis, at the hands of an officer of the law, I did what many people probably did. I asked for help in my role and responsibility as CEO of Your Own Place.  That we are not representative of the community we serve is a source of deep shame. It’s simply no longer acceptable to sit back and wring our hands or attribute our lack of progress to our geography.  

The first reason I quickly realised, was inexperience among our business community.  Having enquired after the practical steps we could take, I was presented with a template of an Equality and Diversity Policy.  Seriously, that was it.  To think that this is what’s needed is highly indicative of why we are where we are. In short, if this all we’ve got to offer businesses here in Norfolk, is it any wonder at our lack of progress?

My reticence in writing this piece comes from fear of using the wrong words, my white privilege and my right (or not) to speak on such things. Some, but certainly not all, of this trepidation, comes from the bile that social media is at times party to.  It happened last week too. I wanted to share a pretty innocuous tweet about male mentors. Then I stopped to consider if I was allowed to refer to ‘male’ mentors.  And no, I don’t think that it’s ‘political correctness gone mad’.   I think it’s an appropriate pendulum swing that provides us with a moment to be thoughtful about the language we use when in so many arenas prejudice still pervades.  However, that pendulum has another side and that’s to stifle exploration and conversation when we don’t feel equipped to have it. 

We have recently recruited an entirely new Board of Non-Executive Directors.  Despite ‘considerable efforts’, not one person from a minority background applied.  This is a failure and one I now plan to put right.  It seems clear that it’s never been about quotas or positive discrimination at particular times (although these may have a place), but about an ongoing approach, value-system and effort.  It’s simply no good during your recruitment campaign to think you’ve done the right thing by advertising in certain publications.  Doing the right thing is doing the right thing and something proactive for 365 days a year.  That means giving people from a range of backgrounds the opportunity to get involved in your business.  This won’t happen by accident and there’s no point waiting for others to make to happen.  There’s only us and there’s only now.

So when my friend, whom I respect, says, ‘but that’s just Norfolk’ I no longer accept that. It’ll only be different when we make it so. Who’s with me?

Following our Unconscious Bias training in November with the team, I will be exploring, with our incredibly limited resource, what we can do to build relationships across communities and provide people from all backgrounds with belief that they can be a part of anything, including a respected and equal member of our team at Your Own Place.  

Like so much during this pandemic, we can’t be absolutely certain, as we’ve not been here before.

The ban on evictions in the private rented sector was announced by government on 18th March.  What seems like a lifetime ago, was a moment of reassurance for many that eviction by their private landlord was on hold (this included social landlords, although it was broadly felt that the risk of eviction was lower).

It is estimated by Shelter that some 230,000 private renters face the risk of eviction having fallen into arrears during the pandemic.  Rent arrears of eight weeks or more can legally trigger automatic eviction. 

That private landlords get a bad press is not new and often unfair.  More likely it is the result of their being ‘accidental’ landlords rather than bad ones.  Most landlords don’t own 100s of properties or make millions of pounds.  They have mortgages to pay too. And like those of us running a small business, they frequently lack the skill, knowledge and capacity to do everything well.  However, this combined with undoubtedly a ‘landlords’ market’ has led to some unethical and downright illegal behaviour too.

On 20th September, the temporary extension on the eviction ban ends.  As the lid lifts, evictions will flow. Concerns now abound that this temporary halt is simply a time for people to pack their bags as courtrooms fill with landlords seeking possession.

Proper safeguards are being called for to avoid a significant rise in homelessness.  Whilst street homelessness is always most visible on our streets, more likely are homes and families being put under increased pressure.  Families and households already experiencing worklessness, children living in poverty and sometimes violence, are about to find themselves under further pressure.  For those seeking help from the local authority for housing, if they are lucky enough to be housed they will be putting more pressure on a squeezed system that already lacks sufficient housing capacity.

The cycle of unemployment and homelessness is an all too familiar one.  Try holding down a job without a home.  The situation post pandemic however, is that it is the loss of the job that it more likely to result in the loss of a home.  For those that are lucky enough to get another stab at a home, finding an income to sustain it has never been harder and for some the revolving door of homelessness beckons.

It is for this reason we have this week launched our #privaterenters social media campaign.   With our limited resource, but great friends and champions, we will provide online, flexible and accessible information to help private renters during the looming eviction crisis. This will include anything from coaching to crisis help and signposting.

Follow us, share, comment and like on our social media – it’s a small thing to do to reach people who may need our help right now.

www.twitter.com/yourownplace

www.facebook.com/yourownplacecic

www.instagram.com/yourownplace_

The first thing I realised this week following a call with my learning programme and helping a friend with their new business, is that our sector doesn’t network. What’s that about? We’re told endlessly to work in partnership and collaborate, but this fundament of business simply hasn’t made it over to the third/social enterprise sector. Which means when it is contrived onto the end of meetings, we’re a bit rubbish at it.

Which brings me to collaboration and why I don’t think we do this well either. Because of competition? Admittedly resource in our sector has always been tight, but do we really think the high street, restaurants, phone shops or solicitors don’t have competition? Personally, I’m really excited when I find a competitor. I can learn so much, reflect on what we do and this is so much more effective than bouncing of a blank piece of paper. Trust me, what we do is do darn hard, I really don’t think someone is going to steal it!

So if you’re bridging sectors as social enterprise does, have high standards, values matter and those in your sector really aren’t interested in going for a no-strings coffee, trust me, it makes collaboration hard. It’s hard for other reasons too. Because it’s hard to do something else/more unless you’re resourced to do so without seeing immediate gain. Is that what collaboration means? And that’s the other reason it’s hard.

Do we agree on what it actually is? Are we collaborating for the immediate aim of linking the people we support up with other services (this seems to be the general definition of the sector)? That’s great, but believe me, we could literally spend all our time doing this and wouldn’t actually achieve what we set out to do. Are we collaborating to enhance our service? This requires thinking. It can be hard to see the opportunity to do this, how to do this, who to do this with and to find the time.

So, following a FANTASTIC collaboration that we’re about to announce, my reflections are actually pretty prosaic. That like everything else, it takes planning. It takes:

• knowing your mission
• knowing how you’re going to achieve it
• knowing your negotiables
• knowing what added skills, resource, time and friends you need to achieve it
• going out there and making it happen – step by tiny step

What can we do, with limited resources, limited budget, massive business challenges and right here in Norfolk?

What is utterly clear to me that doing nothing isn’t an option. ‘It’s just Norfolk’, updating our Equality & Diversity Policy and gnashing my teeth really isn’t going to cut it. I’m pretty certain that there’s no evidence base that these things have made much difference to date.

Another turning point during the Black Lives Matter movement for me was our recruitment for Non-Executive Directors. I thought we’d made an effort by pro-actively trying to reach a more diverse audience. Not one non-white applicant. It matters because it matters. The fact that we work to prevent homelessness – and arena where minority groups are over-represented is only one reason this matters. Our place as an employer and as role-models matters too. Oh, and the deep systemic and structural injustice many right here in Norfolk continue to experience.

Thanks to a chance meeting our next steps include:

• Unconscious Bias training for the team. This is about equipping us all with the language and confidence to have the hard conversations.
• Equipping us all with the skills and confidence to appropriately challenge others who come on our training.
• Using my role to reach diverse groups of people. Recruitment is not a one-off event. Putting together a schedule that includes messaging, speaking at events, pro-actively contacting a diverse range of under-represented groups to raise awareness of us as a welcoming business.
• Adding this work in to our strategic plan.
• Inviting a diverse range of people to work for us, volunteer with us and share their experiences.
• Working with our own #youthvoice group to influence other businesses by sharing our learning.
• Challenging others appropriately and holding each other to account.
• Recording incidents of racism, hate, micro-aggressions and prejudice to understand better the issues we face as individuals and a business.

So in the interests of this not being a rant, I thought I’d include a list of ways we show, in the professional sphere, how we value others. For clarity, people have intrinsic worth, whether we plan to do business with them, know them or like them and now more than ever, I believe it’s time to behave in a way that displays that worth.

We are lucky to have many champions, but in truth, there are not nearly as many customers and investors as there are armchair champions. Virtue signalling is a thing, even allying yourself publicly to a tiny organisation like ours. Like others across the business spectrum, we don’t survive on ‘likes’ and good vibes alone. We require customers, most importantly, to make an impact in people’s lives.

If I sound frustrated, then I am. The calls, emails, proposals, impact reports and phenomenal work that my tiny team compiles apparently disappear into the ether never to be seen again when we contact so many people. So I’m asking – if you’re in our customer-base (everyone – especially housing, public sector, local authorities and private sector!), or know people that are, introduce me, tag me, contribute to the conversation – and let’s make this happen. Oh, and reply to my emails please. Actions speak louder than likes.

This is how I value my team – and how I ask to be valued in return.

• I give them meaningful work
• I pay them
• I pay them on time
• If I can’t do something I tell them why
• I am responsive and available
• I listen to them
• I have difficult conversations
• I provide reasons for the ‘no’, provide feedback and acknowledge their efforts
• I involve them
• I treat them as equals

It’s not rocket science. In fact I’d argue that this is the bare minimum for people we claim to value and respect.

As if major changes and challenges in your job weren’t enough during normal times. Sometime around late April Simone and I chatted about how we could develop our own highly regarded mentoring training online. It already seemed pretty clear that that we weren’t the only third sector organisation that didn’t want the safety and competence of its volunteers undermined at this vital time.  This was a pretty big change for her and us.

Last Saturday we soft-launched online Volunteer training in collaboration with The Learning Tank. All thanks to some starter cash from George Vestey. 

Now I know I’m quite excitable and use lots of superlatives, but objectively, this blended self-directed and trainer-led online and interactive training is one of the best things we’ve ever done. 

It was hard. I’ve a team of four operational staff who have experienced the extraordinary mix of lockdown intensity and furlough uncertainty. 

I think this is our most professional brand yet and thanks to a team with a keen eye, a lot of opinions and deep sense of ownership – it shows. 

Our online Volunteer training provides the most comprehensive online training programme for a sector now on a budget.  In a world where we still need volunteers, organisations still wants to give them the best as well as a flexible, online (or blended) and engaging training programme. 

We want to ensure all volunteers feel confident and safe in their role. This is what matters most and I couldn’t be prouder to be a part of that solution. 

Take a look – we’d love your feedback: https://www.yourownplace.org.uk/onlinevolunteertraining/

What I love about this real quote is that although it’s from a lifer that we have mentored, it could be any of us in any situation in our lives.

We’re well known for being champions, ok, evangelical, about taking a coaching approach to moving people forward. So I’ll tell you a little story about how I arrived at this as a manager.

I’ve always worked with people who are a bit ‘stuck’. Again, this could be any of us at a time in our lives. In this case, it was Daniel. Daniel was 17 and being trafficked by a Soho sex ring from Leicester to London. It was also my first job in this sector. Although I’d been at uni in Leeds and lived in Moscow, nothing prepared me for the extraordinary lives people lead. It was 2004. I was 29 and didn’t have much of a clue.

I was about to move on to a promotion in a prison and I was desperate to see Daniel more forward before I left. To cut a long story short, I got Daniel enrolled at the local college in the belief that a focus and education would help. Two years later I ran into a former colleague who basically told me, it hadn’t worked out well for Daniel. In her view this was because Daniel hadn’t been involved in the decisions or the execution and all I had done was what I thought would have worked for me! Daniel has haunted me ever since.

What I now know is that not only were Daniel’s challenges way beyond my skillset and the support he had access to, but that yes, I was guilty of that which I was accused. I did everything FOR him, with little consultation because I thought creating a mini-me was probably the answer. Well, it works for me, so why not him?

What would have helped Daniel? Some good open and strengths-based questions for a start. Like what? Like:

‘Daniel, where do you want to be in a year’s time?’

‘Daniel, what are your next steps?’

‘Daniel, what are you good at?’

‘Daniel, how will you feel when you’re out of this situation?’

‘Daniel, when you’ve been in difficult situations before, what’s worked and who did you turn to?’

You get the idea. This would have taken months if not years, but he wasn’t short of brainpower or time and we’d have got to the right solutions for him, I’m certain. I’m guessing that what we’ve all just been through counts as a pretty tough situation too. Not the same as Daniel, for sure. But those same questions can help with colleagues, friends and family who may be scared, feeling stuck and want to move on too.

As a social enterprise that claims to be innovative and looking for solutions to homelessness, the last few months have been exhausting.

We are that organisation and I aspire, at this time of all times, to be more so. In this sector nothing stands still for long. Needless rounds of short-term funding, short-term thinking, changing goalposts and a bombardment, thanks to being plugged into a world of opportunity online, of ways to be more effective, more digital and more connected, mean we never stand still for long. Should we?

Pre Covid19 the longest period of funding, and therefore financial security, was 18 months. Looking back on those heady days we had to move at pace, had huge funder pressures and all whilst planning for what would happen when the funding ended. Planning for a sustainable future is a project in itself and yet it’s often something that takes a back seat. Funders always ask for how the project is going to be sustainable when the funding ends. How you plan this when you’re just keeping your head above water, I don’t know. 

As someone who loves new ideas, I’m prone to liking finding the new solutions. What we need however is security that allows us to test them to destruction against a backdrop that isn’t fraught with under-resource. We usually have to move on before we’ve built the evidence base we all need because the money moves on first. 

A colleague reflected to me recently that we never stand still. Not good at pause, reflection or self-congratulation, I accept this challenge. Balancing it with the need for speed at a time when our sector is being decimated will be more of a challenge. 

I’ve learn’t a lot and you’ll be thrilled to know that like any parent, I’m about to make a whole new raft of mistakes as we recruit new Non-Executive Directors! But as the Cycle of Change goes, you have to know you have a problem before making change.

It seems that there isn’t a company or charity or social enterprise out there that doesn’t at some stage have issues with its Board. And let’s face it, it’s not like we’re accused of tax evasion, paying shareholders too much or poor governance. It’s just that we’ve not been as effective as we might have been.

So what would I have done differently or will do better this time?

1. Shoot for the stars from the start. It’s natural to surround yourself with the people you like, like you and are broadly behind the venture at the start. After all, when no-one has heard of you, you need all the support you can get. So I’m grateful, honestly I am, but I should have been more ambitious in the attention we could have garnered.
2. Create a buzz and clear expectations. Getting the Governance paperwork right takes time. I contest that some of this can’t be done at the outset, because you don’t know enough about what the enterprise is. This doesn’t stop you defining the role, its parameters, modus operandi and being really clear up front about this – and how it will likely change.
3. Include them, play to their strengths and induct them properly. This is a balance of course. In order not to have just retired people on your Board, they’re likely to be busy too with their own careers and lives. Open and honest conversations about how they want to communicate, how involved they want to be and where they can add value will be vital to getting them most out of them and for them.
4. Know the skills you need. Discuss this with others, as it likely involves spotting your weaknesses, gaps and being audacious in where you want the business to go. It contributes to getting them best from them too.
5. Love them. Show you value them. Not just bottles of bubbly at Christmas, but by the impact that have had and what you can do for them in return.
6. Short terms of office. Actually I got this right. We can set the term and as I like freshness and we don’t stand still, it makes sense for everyone to avoid getting stale or complacent that people move on to the next thing.

I can’t wait to introduce our new team to you. With the right skills, commitment, passion and reasons for being involved, their impact will be huge.

Fifteen weeks and fifteen blogs in lockdown is finally over. Last week was ‘back to school’ for us at Your Own Place. For many, back to school has so many other resonances right now, and I can only imagine how this uncertainty feels for many.

So what do you do when you’re welcoming a team back from furlough to massive uncertainty, changes in your direction and all on top of their own personal challenges?

As someone who is pretty focussed, resilient and driven it can be easy to assume that others are too. The truth is that we are experiencing this next phase differently, just as we did the lockdown phase. Whilst HR departments are better in recent years at taking a holistic approach to employees, this has never been more important.

My principle aims are to be clear and honest. When so much uncertainty abounds, I meet chaos with calm. Without a shadow of doubt there is a great urgency to what happens next. This can still be delivered with a compassionate approach. If compassion, empathy and tolerance aren’t your values, I’d say now is a good time.

Second for me is honesty. There is almost nothing that you can’t share with your team. It might not be a great message, it might even be too late because it’s out of your control. What’s more it may be a message that is difficult because of something you got wrong. Honesty about this will be appreciated – not making mistakes right now seems pretty implausible, to not to admit them would be weirder still.

Creating a safe space may seem to take time. One where employees can ask the silly questions, voice their anxieties and be open about their struggles. It can be achieved quickly. By treating people decently, avoiding blame, praising specifics and taking ideas on board you can quickly create a safe space. A safe space is one where the team get to make the business a better one. I reckon this is a pretty virtuous circle.

Authenticity is talked about a lot and I’m still figuring this one out. The best anecdote I’ve found on this is one I came across recently in The Culture Code. A jet plane, almost certainly destined for almost total wipe out, is saved by the captain’s three words to his crew. ‘I need you’.

It’s been a funny old month…

at Your Own Place. The team has been furloughed, I’ve had some time off and things have gone quiet. So of course that sounds like an easier month than usual – fewer interruptions, time to strategise, no personal crises and time to focus. Whether it’s the perversity of the ‘grass always being greener’ or the seemingly endless array of challenges, it’s been far from an easy month.

Among my leadership network, the same feelings are echoed loudly. I think I’m ok in a crisis. I think I’m rational and fairly calm. Routine bores me and new ideas excite me. As such, as we entered the extraordinary time of lockdown, my brain went into overdrive with ideas and opportunities. Naturally I felt guilty and opportunist about this. But it wasn’t about me – rather about meeting a heartbreaking and overwhelming need in new ways for the new world.

We did well in the first few weeks and months We secured income, friends old and new, ideas and opportunities appeared varied. Potential partners, supporting the same people we strive to support, needed our ideas, our capacity and our positivity. Filled with optimism for things moving quickly, so did we.

Some of those opportunities rumble on, some have stalled and some are simply no longer relevant. As things return to a very odd normal, I feel vindicated in moving quickly and securing a modest amount of income. That income (not including proportionate reserves) runs out at the start of August. I feel vindicated because, as we enter what I regard as phase two of this crisis, the urgency may be less, but the challenges greater. Money is drying up and businesses, local authorities, housing associations and others appear to be turning inward. Turning inward to save their own skins, find their own new normal – and survive.

I can’t possibly know if we will survive. Our prolific social media sometimes gives people the false impression that we’re bigger and more resilient than we are. The fact is we’re a team of fewer than six full-time staff pushed to the limit with our own bills and mortgages to pay and personal challenges.

We are still looking for those new opportunities and for us to be here in twelve months time, they have to be realised.

So I can’t wait for the team to return tomorrow, to resume our work and be reminded of the incredible impact we have, even when it feels like not everyone else values it quite as much as me.

And we’re seeking new skills

We haven’t even finished our recruitment for an Operational Manager and we’re seeking yet more people with the skills we need. 

Against a backdrop of ongoing turmoil for many, it remains the case that we must strive to be decisive. This is not the same as being certain. Whilst decisions must be clear and have a plan, we may also accept that it was the wrong decision and/or executed poorly. Curious then that we champion the iterative and lean approach in business and yet damn the government for doing this with Track and Trace. Agreed, a great deal of money has been spent and the stakes couldn’t be higher. I just can’t help think we would laud a business for honestly changing tack. Government isn’t a business however, is democratically elected and is tasked with saving lives. 

I digress. Our decision is that we need new people with new skills. To that end next Monday will see a recruitment campaign for more than one Non-Executive Director, including a Chair. In truth these were people we needed before this crisis. Now is however the right time to press forward. This was something that sat with me for a while, not wishing to exploit the current crisis in any way. 

The greater good wins however and this is about the end justifying the means (this never justifies anything incidentally). 

We will be seeking Non-Executive Directors who:

– share our values and approaches – you too will wish to be a part of change that is bigger than you or us. 

– want to give back to their community in an active, equal, participatory and accountable way. No nodding dogs or sleeping ones either!

– bring skills and expertise in (social) entrepreneurship, finance, business, education, digital delivery, scaling, HR, legal, chairing, policy, social equality, local authority, housing & homelessness. 

– are well connected, prepared to utilise those connections actively and pro-actively champion Your Own Place. 

– are prepared to be accountable, step up, challenge and forge great relationships. 

I am so excited by this and can’t wait to join you on this next step.

So I’m back at work. I’ve had two weeks leave and skilfully managed to choose the two worst weeks of weather this summer! Seriously, I needed a break whilst the team break on furlough. Following twelve weeks of very full-on work, I’m not sure I had quite the holiday I needed. More time alone and in my home made switching off difficult. As did the incessant news and analysis that I kid myself I can’t afford to miss.

I have of course found some time to reflect between indoor DIY jobs. Wouldn’t it be brilliant to jump ahead ten years and look back at our individual, collective, sector and political decision-making at this time?

One of the things, with just a little perspective, that has surprised me, has been the speed with which words like ‘pivot’ and ‘Re-start’ started to abound. The glass half half full among us cling to the opportunity for life returning to our businesses and communities. The glass half empty contingent see too many reasons and anxieties and hold back.

Back then at the end of April I felt I knew too little to make big decisions, whilst recognising the psychological and financial reasons for doing so. Making some decisions was probably going to be better than making none at all.

What still surprises me among all the conversations of Re-starting and pivoting is how little talk there is of the health of our people. Not only has the case for employee engagement in the broadest sense never been higher, but doing so with compassion, empathy and honesty is surely non-negotiable. Our lives literally depend on it.

This feels like a missed opportunity and disappointment, kind of blog this week. Did anyone else experience a curious moment of this? A moment of inspiration – an almost euphoric moment of possibility in amongst all the horror of the last three months?

In the last few weeks I’ve used the word ‘mandate’ a lot. It feels like the moment is now. It also feels like that moment is slipping away.

In the early days I grasped the nettle. I went out with a focus to secure income. With some success. The mix of responses from traditional sources was telling. Some that I had low expectations of simply excelled themselves and were generous, empathic and frankly amazing. I’ve never known anything like it.

Others, disappointing. People I thought we had good relationships with didn’t get back to me, obfuscated, tied themselves up in knots and seemed unable to grasp the magnitude of the situation. I suppose the good news is that there is still time – the sector is going to be in crisis for a while yet!

As a social enterprise I found myself having thrilling conversations with potential partners and customers, creating an offer that met their needs even when they couldn’t define them. Considerable time was taken to develop, cost and discuss new offers of help at a time when we had people to support who were in crisis.

Was I wrong to follow those leads? No. Dead ends and kissing frogs are part of the business. But was I naive? Yes. I now feel so. I thought key agencies had changed – would move quickly, would respond, would empathise with our knife-edge existence and would make an effort not to waste our precious time. Not so sadly.

The briefest of windows when there were new opportunities to work together has now almost passed. With many partners we are back to not just a new normal, but some of the bad old normal too. Back to ill defined ideas, months of communication only to change the goalposts and an inability to move with the speed that’s needed if this sector is going to survive and people are to be supported.

The time is still now, just. It’s not too late and we do all have a ‘mandate’ to be brave, be a bit different and do the right thing.

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This one should be called furlough, but it’s not. Because after ten weeks of hard graft we enter this period of pause with huge expertise and knowledge under our belts. Now of course, everyone is a digital expert. We’re not. We’re experts at us, so that means finding the digital solutions that chime with our values, approaches and desired outcomes.

Here’s what we’ve learnt in turning TILS+ into DigiTILS+ and Mentoring Training into eMentoring Training.

• It’s worth spending some time asking around. Ten weeks ago not everyone was a digital expert. We were all finding our feet and many had not heard of Zoom. We spent time asking people across sectors about different platforms and how they integrate.
• Decide your negotiables. our values are always our non-negotiables. This makes it so much easier to make decisions about what the best platforms are for your needs.
• Don’t be precious. You’re going to make some mistakes, get some things wrong and have to start again – it will be better for it.
• Don’t let the perfect be the enemy of the good. There’s time to make it perfect (don’t worry, that’s always the final aim), but imperfection at the design phase is fine.
• You’re innovating at amazing speed. Literally no-one else on the planet is more of an expert at this moment than you. Don’t be hard on yourself.
• Enjoy it!

Thanks to a kind share of a Volunteers’ Week post on LinkedIn, I got to thinking about volunteering in the current crisis.

There seems little doubt that there have been truly magnificent (don’t like the term ‘hero’) efforts by so many to support those in their time of need. Of course we work with people whose time of need is always, but for now, that’s a separate issue.

Many now understand the power of community, kindness and compassion in ways they perhaps didn’t before and I welcome this. As unkindness drips back into our lives and our sector (as others) fights for its survival, I can imagine there being a surge in new volunteering opportunities as well as willing volunteers.

Whilst I too welcome this, as running an organisation that is not only going to see increased demand for our Volunteer Mentors, but will be seeking not one, but two Non-Executive Directors later this month, I am cautious too about some of the messaging around volunteering.

We can be in little doubt of its benefits for CV building, self-confidence and skills development. For many however, giving up time for free is a privilege (just look at the profile of your average volunteer).

We must not build our volunteer army as some cheap substitute for jobs that pay. People, especially young people living independently without parental support, need decent jobs in order that they might have the privilege of volunteering one day too.

It’s a much overused analogy, but boy, what a rollercoaster. Is this why it’s so exhausting? As a CEO founder entirely responsible for the continuity and wellbeing of a small enterprise, the lows have been very low indeed and the highs, well, not really high at all. They can’t be when there’s so much suffering.

This week is no different in being a rollercoaster, or to use another metaphor, a mixed bag.

The big news is that the team is going into furlough for the month of June. Whilst this is contra to much of the world emerging from lockdown, as a social business, we’re not much of the world.

We were needed as the crisis occurred. We stuck around to support people finding their support networks whisked away overnight. This was the right thing to do.

As a result of sticking around we were able to both secure new income and devise new digital projects to sustain us. We’re going to be needed more than ever so adapting fast was the the only possible response.

We’re still a tiny organisation with so much passion, commitment, innovation and drive. As such we can’t wait to come back refreshed and rejuvenated to an emerging world where we will be able to resume face to face work. It is financially prudent to save some money to ensure we stick around.

Further to this tough decision, our job advert for a new Operational Manager goes live today. Nothing says ‘we’re here to stay’ like recruitment. What an incredible new chapter for someone as they join a social enterprise that has undergone digital transformation in two months.

And finally, at the end of June we will be recruiting not one, but two Non Executive Directors. An enterprise with new vigour and direction needs new people, passion and skills too!

And FYI, I shall not be furloughing – there’s too much to do! But I shall be having two weeks leave at the start of June.

This is not goodbye – this is see you in July!

We’re thrilled to announce that Norwich Consolidated Charities have provided Your Own Place with funding to continue our community mentoring service.

New funding means we can:

1. Continue to support all those existing mentors and mentees who are still meeting virtually at this vital time.

2. Continue with new referrals and make new face to face (socially distanced) and virtual matches.

3. Complete the transformation of our mentoring training into eMentoring Training – to be launched fully and available to third sector partners by 1st August.

4. Recruit and train new community mentors from September to meet the sadly growing need that people face.

5. Continue our flexible approach to taking referrals of mentees from all agencies and backgrounds – up to the age of 35 and in any kind of move to independence.

We can continue to make a difference to people’s lives, provide an impartial, confidential, non-judgemental and empowering force for good in our community.

Thanks to Norwich Consolidated Charities.

Floating in the sea with nothing to cling to. That’s very much how it feels. I know I have to do something, but there’s nothing to grab, no-one to ask let alone knowing what the right questions are. At night in my dreams I am metaphorically calling in the middle of the ocean with little chance of anyone answering.

When I awake, like all of us, I am bombarded anew by many of the horrors of this current situation – we are all exposed to it in different measures. My anchor is found in action. It always has been. What’s most different is the need to ‘do’ in such a vacuum of uncertainty. However, I’ve concluded that waiting isn’t going to deliver a great deal more certainty. In fact waiting is quite likely to result in our demise. So ‘doing’ is the way forward. Below are some insights into our version of re-starting and ‘doing’ during and post-Covid19.

1. If there was any certainty early on it was that a) there was no place for pride and b) we were to be physically distanced for some time.

2) To act on the first certainty meant asking for help, asking for donations and being honest about our vulnerability as a tiny social enterprise. This monumentally paid off with being one of the first out of the blocks with a crowdfunding campaign. The money it raised was modest, the attention it grabbed, less so.

3) Acting on the second certainty, meant virtual delivery was a non-negotiable and this was what we could seek income for. Within a week we forged ahead with this. Thanks to work with The Carnegie Trust on digital exclusion, we were able to do this whilst holding close the awareness of the barriers people face to getting online.

4) Not losing sight of our mission and values. This has been vital as we appraise the relationship between our mission and the route to achieving it. We have been clear in getting off the fence and remain utterly committed to face to face delivery – no one size ever fits all.

5) Listening, engaging and embracing the opportunities to be part of national networks of expertise and conversation. This enables us to consider the economic landscape, government priorities and opportunities to keep delivering on our mission – albeit in new ways.

6) Keeping a log of learning. On everything we have developed, delivered or done different in the last nine weeks, we have kept a log. This way we are able in the coming weeks to conclude strategically what we keep (and modify), what we pause, what we prioritise anew, what we ditch and what we don’t know.

7) All of this is now in a three-phase timeline. We have a Plan A through to end of August. Plan B will take us to the end of the financial year. It is my hope that in January 2021 we will have enough information to deliver a coherent Plan C for April 21-22.

All the usual caveats apply to this ‘plan’, but in truth it’s little different to any forecasting in a small business – it’s subject to change.

We talk so much now of mental health awareness it can almost feel like ‘job done’. Everyone’s an expert and yet there is so much more to be done.

In the last two months at Your Own Place we have supported people right on the edge. One extraordinary volunteer mentor was an absolute life-line to a young man desperate to be free of pain. This takes its toll on everyone. As a social business the team are managing this on top of the additional anxieties resulting from this pandemic in our personal and professional lives.

At this time I don’t know where people find the emotional energy for twitter spats, dogma, cruelty or criticism on social media.

This shortest of posts is to plead kindness. No-one know what anyone else is going through, feeling, thinking or experiencing. Their truth is unique. Sure, their actions may not always make sense to us, but we can’t control them. We can only control us, so let’s moderate our responses and put them on the ‘kindness’ setting.

Why do people suddenly care about inequality?

Maybe it’s that I exist in my fairly leftie echo chamber, maybe it’s that we’ve never had more time for virtue signalling or maybe we’ve actually woken up.

Having always worked with people experiencing more barriers than me, I’ve had many a holiday overshadowed by unanswered questions. Never happier than when ‘accidentally’ straying into the parts of town that The Rough Guide cites as ‘best avoided’, I always return from a holiday wondering about the socio-economic profile of my destination.

This curiosity is in my DNA. Latterly I’ve sought to articulate the inequalities I see without shouting, accusing and alienating. Dialogue is best.

However, over the years I’ve found myself sitting next to people at smart dinners in denial. They deny that there is true poverty locally, or that children in Norfolk are digitally excluded and can’t get online, or that people are regularly missing meals to pay the rent. If not denied, people are blamed for making ‘poor choices’.

So where has this outpouring of sympathy and even empathy, emerged from? You don’t have to travel to another continent or even another city to witness true poverty – the data of life expectancy, unemployment, homelessness and other life outcomes have always been there.

Suddenly we’re all noticing what been happening all along. And we’re responding. Whether it’s clapping for an NHS that most of our county voted to underfund, outrage at people having to rely on foodbanks or surprise that children don’t have digital devices to access their education.

Literally none of this is new or news. Knowing all of this can anyone be surprised that BAME people are twice as likely to die of Covid19?

I understand however that people are now aware, and I am grateful. This is an opportunity.

As surely as we have passed the peak of Covid19 and a slow return to the office beckons, we are faced with more decisions than ever.

I for one would not wish to be part of the government team developing the Recovery Plan. This feels like the new unknown, much as this whole situation was the new unknown just seven weeks ago.

Whilst we are presented with complex logistical challenges, interplaying with human psychology, medical advice and a tanking economy, we have the most extraordinary opportunities too. Not least to prevent rough sleeping and homelessness. These are quite clearly now choices.

Over the past six weeks we have seen an unprecedented effort to get rough sleepers off the streets and into temporary accommodation. With huge success in that simplest of measures. This notion of so-called ‘chaotic’, ‘hard to reach’ people making ‘life choices’ to sleep rough has been proven to be the ideological smokescreen it always was. This is choice and we’ve been given a choice too. To keep them safe and provide what’s needed to continue a trajectory away from rough sleeping.

I’m delighted at the number of conversations I’ve had with local housing authorities and associations genuinely committed to this way forward. We must act now not to lose this momentum and once in a generation opportunity to end the scourge that wrecks lives.

Something positive for you this week. We are thrilled to have accepted a £10,000 donation from Saffron Housing.

The vagaries of the contacts we make and the people we touch on our journey through life perplex me more by the day. At this time more than ever we find out who our friends are, who has watched us from afar without contact and who needs us.

Staying open means more to me than you can know. It means myself and the team can continue to support the people that matter most.

What we’re doing to achieve this.

1. TILS+ is going digital – still interactive and fun

2. Still taking referrals of mentees and matching them to mentors

3. Supporting existing mentors as well as mentees to get digital and on the phone and keep talking

4. Working with YOPAB (Your Own Place Advisory Board) to test new ideas – making us better!

5. Turning our mentoring training into an online (but still interactive) course

6. Re-start. Training for the business community in re-building teams, involving teams in strategy – with compassion

So we’re still here. I’m feeling terribly lucky. Whilst a furlough ‘holiday’ is quite appealing right now, most of us define ourselves, at least partially, via our professional lives. Founders probably do this more.

As we evolve (I can’t bring myself to use the word pivot until I understand what it means), I’m coming to recognise that in this crisis, certain things are advantageous about being a micro enterprise. Of course there are disadvantages too, but here are the five things it probably makes easier.

1. Communication. Whether it’s weekly briefings, zoom meetings or 1-2-1s, it’s easier to convey the messages. It remains hard to balance what people need to know, support them and avoid overload. Broadly I’m I believe in honesty and transparency for team trust and this guides most communication decisions. People are grown ups!

2. Pivoting. Yay – there it is! Seriously, new idea generation and execution is easier with fewer moving parts. In the space of six weeks we’ve gone from an idea to the launch date of a new service, with the principle of a an MVP (Minimum Viable Product) being followed.

3. Supporting your team. No one gets lost when you’re a small team. Just as I always say, no one size fits all. Some may feel connected via the WhatsApp group and others need a call or 1-2-1. It’s important to recognise it’s different for different folk. This is easier to implement when you’re mini.

4. The cash! Whilst we’re a team of six and five years ago the thought that I needed the best part of £15k a month just to pay staff would have terrified me, I’m grateful today that we’re still tiny. I feel for the medium size enterprises who need 100s of 1000s of pounds a month to pay salaries, don’t have assets and rely heavily on fundraising. Modest pots of funding will make a massive difference to us and our sustainability.

5. Working virtually. At Your Own Place we’ve always operated via the cloud. From Trello to the Google Drive, Zapier, payroll and finance software – we are 100% on the cloud. This made the transition to home working seamless, as it has always been. Many of our systems remain free and we’re costing the new ones (premium Zoom for example).

As we move into the next phase out of lockdown, I still don’t know what the future holds and whether our size will remain an advantage. For now it feels like it is.

The great leveller fallacy.

This is not an equal opportunity pandemic. If you didn’t see Emily Maitlis on Newsnight last week, it’s worth a listen.

Whilst the disease comes for everyone, our ability to survive it, self-isolate and avoid exposure to it is very unequal. Let’s look at those briefly in turn. Next week I’ll be sharing some of the experiences of people not directly impacted on, but also suffering unequal impact.

Survival: the correlation between poverty, health, obesity, other diseases and life-expectancy is well documented. These are people whose immunity is likely to be compromised and less likely to survive. In Chicago their BAME population is already massively overrepresented in the number of deaths. It will take time for us to unpick this here.

Self-isolation: if you’re in a smaller space, quite frankly things are going to be a lot worse. This includes our prisons as well as supported accommodation and the units our rough sleepers now find themselves in. We’re hearing horrifying case-studies of people in their prison cells for days, those cells without a toilet (you figure that out) and then a small unclean space when they can have time out of their cells. Enough is known about life expectancy and the health of our prison population to know that their immunity will not be robust.

Avoiding exposure: this is really hard as we can’t go out. I visited my dad (with essential shopping) last week and he was sitting in the garden. Life felt little different in his comfortable house. Those in flats, with children, in overcrowded housing and without outside space will be suffering inordinately. This isn’t about the miserableness of inadequate housing, however. It means people are more likely to go out and be exposed to the virus.

It’s not fair and chances of survival are not equal. We can only begin to speculate about the long-term impact on people with least. And that’s going to include a lot more of us now.

Aren’t humans just brilliant? How quickly we adapt to a new way of living and working. I consider myself amongst the most inflexible of the race and nearly wobbled with my daily routine.

However, I’ve maintained my 5am start. My early morning getting on top of emails, meditating, exercise and a good breakfast seem more important now than ever. Most days this is the only me-time I get. I even enjoy the small shifts in when and where I have breakfast. Where I have failed is my evening walk. Unexpected work calls mean this is most likely to be shelved.

So many of us have settled uncomplainingly into moving between a small number of rooms. Over the working day we share endless WhatsApp pictures of our cats/dogs being cute for our work colleagues, morale-boosting memes and pictures of lunch. All of this new normality amongst the most incredible upheaval around us whilst juggling totally new workstreams. We are brilliant and must remember this.

I’m not one of those on social media that’s going to pretend there haven’t been wobbles. Of course there have. And there will again. That adaptability and of course good old empathy, really help here. With no rules, there’s no solution that can’t be found.

My focus remains on generating revenue. Like others in the sector, be that private, third or fourth, we’re not making any money. Furloughing remains on the table in tandem with radical new ideas and making applications for restricted income.

On the one hand if feels like the clock is about to be turned back about four years. Everything I have done to move away from restricted income has turned 180 degrees. There is a risk again of reliance on restricted income to survive. As we enter week four these larger strategic decisions must be made. Is this viable, right for a CIC, right for our offer and right for our impact?

A huge number of unknowns remain, especially about the state of the economy when we re-emerge. It seems likely that there will be a colossal need for what we do. Will anyone have the money to turn that need into a demand for our services? Should we then turn to restricted income because it’s the right thing to do – to meet a need?

The vast goodwill of donations, generosity of time and flexibility will surely cease this summer. What then for a trading social enterprise and a CEO that had set her heart on this model?

This blog isn’t inspirational and won’t give you any answers. Many out there are showing how resilient they are, writing blogs on ‘command and control’ and how they are adapting. We are being told how to behave in a crisis by army chiefs and are all experts at managing remote teams.

How can we possibly know if we’re doing it right? This is the start of a whole new world. It’s the toughest moment in many of our lives – as humans. Not as leaders, parents, loved ones of people suffering – as the human race. We’re winging it. Those of us that fake it ‘til we make it will continue doing so. Those of us with imposter syndrome will continue having it.

No-one knows what the future holds. My brain can cope with a day, a week and maybe a month right now, but when we’ve been thrown into such unknown turmoil for an indeterminate amount of time, that’s when I start to struggle. Not emotionally as such, but cognitively. I’m good in a crisis. I’m calm, know what to do and give fairly clear instructions. I can make decisions and am lucky enough to have a team who have faith in me.

As to what next, I’ve no idea. And don’t believe anyone that says they have. The truth is a vast number of enterprises like ours won’t survive. It’s impossible not to see a future without extraordinary levels of austerity. A future blog will write of a better world where we value people more. I hope.

Right now we haven’t even peaked in Coronavirus cases. There is more unknown hardship to come. I am no different to you. I am trying to look after myself and others, to read voraciously about the support on offer, keep busy with new ideas development and make as informed decisions as I can for the best.

You might see less blogging from me. Then again, you may see more. Because I don’t have a crystal ball I don’t know. Good luck to you all. I hope very much to see you on the other side.

No this isn’t a blog about Coronavirus or taking a rest. It’s about finding solutions for impact and whether this is inherent in who we are – a social business.

Last year we picked up the last year of a schools mentoring project. This forms one tiny part of a three-year Department for Education funded social mobility project under the banner of the Norwich Opportunity Area. We’ve spoken before about short-term funding and it’s deep inefficient and wasteful flaws. This has never seemed so stark than in the arena of tackling Norwich’s entrenched low social mobility.

Every event over the last few years, whilst citing some amazing early years work, committed headteachers and signs of joined up working, has also referenced the need for interventions that become business as usual. We need interventions that are resourced not for three years, but ten or twenty. Turning the tide on poor social mobility will take generations and for today’s ten year old – we get only one chance.

Having launched Mentoring Training2 last year, we’re thrilled now to put this business to this purpose. And that’s why we exist. As a social business with social impact at our core, we have found a way of continuing the project, continuing the impact, continuing to tackle social mobility – that doesn’t rely on short-term funding and benefits everyone.

We have four mentoring training dates with Norwich and Norfolk’s small and medium size businesses in mind – you’ll be able to purchase just one or two spaces on our mentoring training, utilise the skills in your workplace and in a Norwich school too.

This is where purpose, social impact, workplace culture, values and community collide. It’s a new way of doing business and the future for a fairer place to live and work for us all.

Find out more at www.mentoringtraining2.co.uk

I’ve been lucky enough to watch this biographical film twice. It charts the transition of six people incarcerated, along with roughly the other 83,000 we lock up in this country (fewer in Europe only than Russia and Turkey), to freedom.

Working with the Timpson Group, who have to date provided jobs for over 600 people on release, they are given an opportunity to train in prison and then work for the company on release. The impact of having a job and a home (and love) on release cannot be underestimated, with reoffending costing the tax payer over £18bn a year.

So a little about the six who starred in the film, including Anthony, a murderer who talked eloquently last week at the showing I attended. People who’s lives have been blessed enough not to grace the criminal justice system, often ask me why people offend. If there was a succinct and simple one-line answer, I almost certainly would not have spent the last six years working my ***e off to make a small difference.

There are as many reasons as there are people, including all those who skirt the law, get away with it, hold power fraudulently and haven’t been caught yet. This is not a binary question relating only to the 83,000 on the ‘inside’. Every one of us that has offended (broken the speed limit for example) must ask ourself how it occurred. Even this minor infringement presents us with relevant learning into how easily offending happens.

Every single one of the six in the film had experienced trauma. From a childhood of beatings, sexual violence, to drug use (to escape the violence), their children being abused by others, multiple unaddressed childhood bereavements, absent parents (dead, divorced, prison), parents forcing them into crime or abusing them and so on and so on. The question as to why people who have experienced the same don’t go on to commit crime remains hotly contested and still something of a mystery.

What these six tell us is that unaddressed trauma, pain and neglect goes on to have catastrophic affects on people, their victims, the community and us as tax payers. How many of us are walking around with our own pain, causing pain to others, even if it doesn’t result in breaking the law?

I for one cannot be certain how I would behave if I had experienced their lives. They are culpable, take responsibility for their actions and have done their time. But they cannot be blamed for being victims of harm, crime, abuse, neglect and wider societal failings. And for all those reasons they deserve second, third, fourth and fifth chances.

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With so much written in the wellbeing space I’m a natural sceptic about lots of non-expert people doing very well out of ill-informed recycling of advice. Of course it’s big business amongst the busy, stressed and self-loathing. Generally I’m of the belief that I know what’s best for me and will listen, reflect, test and review my decisions – my way!

So when people talk of keeping gratitude journals and finding three good things on a tough day, I am equally sceptical. So much of this is ‘money for old rope’ – this is something resilient and self-aware people do a lot unconsciously.

If you looked at my diary, the last few weeks have been average. I’ve not worked much harder than usual and there haven’t been too many curve balls. However, I think I’ve become accustomed to how draining every week is.

Running your own business is exhausting. Even when things are ticking along, people de-rail you all the time. You’re constantly managing other people’s emotions whilst trying desperately to maintain an even keel. In addition, you’re making dozens of decisions a day. Whether it’s a safeguarding query, whether to commission some help, run a new project, try something new, spend some money, change a system, try a new approach, speak at an event, weigh up whether to meet someone – it flies at you – and this is just the ‘big’ stuff. All the time you’re actually trying to keep to a schedule, stay healthy, get your own work done and if you’re really lucky, bring in some business and create a positive workplace.

And so I turned to gratitude after a few utterly draining days. And as was usual when I was a teacher, it was the people where I found it.

I now try to write three things down every week on my private Trello board. I don’t dwell on them – things moves too quickly for that, but there is always something to be grateful for.

When’s you’re not in a position to make one. This blog is a series of thoughts that have distilled over the years. Rarely am I in the company of suffiently ‘lefty types’ to find much agreement and too frequently come across indifference or a lack of compassion. I’m still unsure which is worse. I use the term lefty for affect. Along with ‘bleeding heart liberal’ and less polite terms, I’ve heard them all. The beauty of age is confidence. Rather than veering right as many do with age, I’m pleased that my career choices have clarified my thinking on this.

In areas such as appointing Powers of Attorney and The Mental Capacity Act we have tools to conclude whether someone can and should make certain life-influencing decisions. And yet all too often we hear the word ‘choice’ referring to people sleeping rough, begging and refusing services of support.

Let’s just be really clear on the choices available to many fellow humans in tough times. Choices may be between a twenty-bed hostel where a known predator or violent criminal are resident and sleeping on the streets. Choice may be to stay with a violent husband or fear worse (severe harm to yourself or your children). Choice may be between begging to have enough to stave off hunger and prostitution.

Furthermore, when it comes to homelessness, the choice of services really are minimal. Many people will have been through them before, met the same workers, heard the same doors clanging shut and been through the same broken systems that led them back to where they are.

This blog isn’t about the paucity of human-designed services or huge cuts to public services however. It’s concerned with how we make decisions. The best case scenario for making a decision is being warm (the brain works much better when warm apparently). Ideally, if I’m buying a car for example, I’ll get in possession of the facts. Do some research. Weigh up the pros and cons. Get onto google. Speak to some friends. Work out what I can negotiate and compromise on. Knowledge is power and networks remain the greatest source of support.

We know from research that enduring poverty, money worries, abuse, hunger, physical pain and poor mental health cognitively impair the brain. We know that children and adults who have been abused suffer from PTSD. In light of this, faced with the trauma of poverty, hunger, abuse and sleeping on the streets, who of us would make the best ‘choices’. I argue very strongly that not only are they not true choices, but that we’re asking people to make them who will struggle due a complex cocktail of factors.

So let’s hear more empathy the next time someone says that a homelessness person turned down the offer to go into a hostel – as though this absolves us of compassion.

Your Own Place is seeking simply the best Operational Manager. We don’t get hung up on qualifications, perfect CVs or the finished article. Here’s our top five for this post.

1. We recruit for values. They are: equality, being innovative, fun and engaging, asset-based, restorative and high quality.
2. Whilst we remunerate competitively, we’re also offering an independent mentor and the satisfaction that money cannot buy – making a difference to lives.
3. You don’t have to have a degree – we want to hear what you’re passionate about and driven by.
4. Show us that passion through self-improvement, professional curiosity and an active interest in the outside world.
5. And more than anything, show us how you care about our people.

Full details on how to apply can be found here.

If you haven’t been over to The Independence Hub yet then you may not have met Stacy.

What will you be doing to support the community around you this year?

Many of us will volunteer, buy from charity shops, fundraise with your business or something else. How do you decide? And how do you know it has an impact?

These can be difficult questions to answer, especially when there is a wealth of volunteering opportunities and we are bombarded by good causes to jump out of aeroplanes on behalf of.

I lack time and already have two voluntary roles. So I tend to think strategically – that there’s more than one way to have an impact. You don’t always have to get directly involved.

This has turned my attention to our fine city of Norwich, the small voice and influence I have and what I can do to leverage more community impact. So this year my thoughts turned to how we can make it easier for businesses to make a difference.

Wouldn’t it be fantastic if the goods and services that businesses buy anyway were bought from other businesses that employ homelessness people or guys out of prison? (Did you know that every time you get your keys cut at Timpson’s you’re doing just this, as they employ ex-offenders?).

That means that this year I’m running a Buy Social Steering Group working with key partners from Norwich City Council, UEA, Chambers of Commerce, Norwich BID and local social enterprises. We will be looking at how we can register Norwich a Social Enterprise Place and make it easier for businesses as well as individuals to spend their money with businesses that have real added social impact.

Taking on a loan is never a decision to be taken lightly. Ironically (or not), just as we promote due diligence amongst our trainees around borrowing, so we at YOP have considered this very carefully, starting the conversation over a year ago.

Why have we done it? Being a social enterprise is tough. In that way we’re no different to a charity. What we do is complex, and therefore time-consuming, and therefore expensive. We are genuinely striving to find solutions to one of society’s most intractable problems – homelessness

What is different to being a charity? Our ambition to a) not be dependent on short-term restricted income, the shortcomings of which I have written about before b) to be on a level playing field with business in our language, professionalism and ambition and c) to reinvest 100% of our (unrestricted) profit into achieving our aim.

Why Sumerian? We’ve been approached and have approached social investors over the past few years. There is little experience to draw on locally and most investors’ terms simply don’t suit the small, high-risk, stand-alone business. I met Chris from Sumerian giving a talk to us on The Young Foundation accelerator programme. A chance encounter that I followed up on and started a conversion. Chris, Amy and Sumerian Partners get us and they get the sector.

They understand that social enterprise is tough. That progress is slow and that at our age it’s common to hit a brick wall, through which many enterprises fail to push and therefore stagnate or close. As such the terms of a long-term loan that has been negotiated as equals on a journey of learning, feels akin to our values, ambitions and the work we do.

What are we going to do with the cash? We’re recruiting an Operational Manager. This post will be overseeing YOP, all projects and our incredible team. This will in turn free me up to develop the business and make it sustainable.

To say it’s exciting is an understatement. To say it’s squeaky bum time is also an understatement. It’s the most fantastic opportunity for a new member of the team, for me, for YOP and we can’t wait to work alongside Sumerian.

It’s my last blog of 2020 and I’m delighted to tell you about a new partnership. We can share what we will be aiming to achieve as well as a few reflections about what makes a good partnership.

The sector is constantly told to collaborate. This isn’t as easy as it sounds. After all, you don’t generally hear of Superdrug and Boots collaborating do you? And yet we’re all meant to against a backdrop of increasingly finite resource and growing demand as well as need.

In January we will be working with Prince’s Trust, a small group of volunteer mentors, a number of local employers and HMP Norwich to support a small cohort of men pre-release. With the overall aim of preventing reoffending, we will be tailoring and delivering a fantastic package of life skills training and soft employment skills training to prepare the men for release.

In addition we will be delivering our uniquely restorative and strength-based workshops to both employers and mentors to equip them with the skills and confidence to support the men on their journey to release.

The employers will be offering interviews, work placements and even jobs as well as accommodation.

We are very excited to be offering this unique package as a pilot project in an area where it can have a massive impact on people’s lives, offending, homelessness and life outcomes.

Partnership is never easy though. What has made it easier is a shared mission and ambition. Prince’s Trust bring this passion to achieve the mission as well as connections and capacity. We bring the expertise, experience and skillset to make this happen and in our uniquely engaging and impactful delivery style.

What has been vital to the partnership is ongoing communication, complementary capabilities as well as patience and forgiveness. We all work differently and sometimes think we’re the best. Chances are we’re not and that each party brings something to the table. Without each other this wouldn’t be happening at all.

A good message this Christmas perhaps.

We can’t wait to share the learning with you and hope you have a fantastic break.

Thanks personally for taking the time to read my blogs too!

At last it’s December and that means we can talk about Christmas. Are you looking forward to it? What makes Christmas difficult for you?

It’s an odd time of year for many of us. Professionally it seems that many people try to squeeze everything in before the holiday starts. It’s as if time stands still after 24th December, when we all know that the same challenges, albeit without baubles, will be with us again before we know it. Who sets a funding deadline for 20th December? 😉

It’s possible my diary has never been busier as we all plan 2020. It’s important to remind myself of how lucky I am having time to plan the year ahead (and as a business that there is a year ahead!).

Inevitably, in our line of work we’re acutely aware of how personally tough this time of year can be for many people too. Not just other people, but many of us and in your workplace too. True, it’ll be tougher for some than others. Some are losing jobs this month due to the pressures on the high street. Others might not know where they’re going to be living during those weeks or how they’re going to feed their family and keep their home warm over the break.

So whether it’s clearing our desks and trying to squeeze everything in or putting unnecessary pressure on ourselves to spend money we haven’t got, eating and drinking to the point of discomfort, do let’s all be kind to each other above all else. For so many this can be a really tough time of year. For those alone, struggling to make ends meets, feeling family pressures, remembering people they’ve lost, difficult anniversaries and not knowing what 2020 holds – your smiles, words, time and kindness makes a difference.

It’s the amount in pounds that people get released from prison with.

It hasn’t gone up for over a decade and they are still fairly unlikely to have a bank account to put it in. Had I been writing a blog at the outset of my career working with the secure estate twenty years ago, it would have likely been not dissimilar to this.

That we lock up more people than any other country in Europe, that 60% reoffend within a year and that this costs us all around £15bn is a sorry indictment of a country, political system and us all as the electorate.

People are doing extraordinary, albeit piecemeal things to intervene, ameliorate fairly locally and develop the evidence base. There is no shortage of evidence for what works however. What is lacking is long-term investment and commitment for true change and this will only come about with the depoliticisation of the justice system.

Save your £46 and resolve issues of housing, work and community resettlement. People leaving prison with nothing have few options open to them. To have a live worth living, such as we all aspire to, takes time and relationships whilst having other specialists for those more complex cases too.

Seeing the difference our mentors make is just one small part of this. Seeing that someone cares, can reflect your own thoughts back at you in a meaningful way to make sense of them and having someone in your life with no agenda is a powerful tool at all our disposals.

With greater access to local, national and international research, we hear the Gallup statistics a lot these days.

That leaders and managers can make a massive difference to staff wellbeing and that 87% of employees worldwide are disengaged at work is a real ‘dur’ moment for any of us that have been poorly managed (which is clearly most of us at some point).

Should someone running a tiny enterprise be worrying about this?

How many HR departments are putting meaningful actions into place to address the challenges of the workplace?

Assuming we have our ears and eyes open to what’s going on around us, there is a wealth of advice, data and ‘good practice’ to draw on. And in the social media age we’re all shouting about the great stuff we do with our teams. With this bombardment critical faculties have never been more important.

Having worked for the local authority, I’m conscious that trying to shift culture, invest in people and bring about change can pretty much only be achieved by superheroes.

So when you give up on being a superhero (or waiting for one) you start your own business. This means working for a micro enterprise you have it really easy ;). You can build culture and employee engagement from the bottom up and tweak it quickly and transparently when it falters. We can choose our people with care. At scale it becomes about systems that don’t forget people.

In this knowledge my focus for staff engagement in 2020 will be the following three things:

⁃ Finalising and communicating our Staff Engagement Strategy embedded in our values. This will include wellbeing, staff remuneration, volunteering at work, flexible working and living our values through who we partner with and buy from.

⁃ Developing metrics across the organisation, the team, the Board and myself to ensure real progress as well as a sense of shared common purpose.

⁃ Being financially sound. Healthy finances mean better job security, prospects to develop, exciting projects and more resource to relieve pressure.

Do you have a safety net? Is it a rainy day fund, parents, a partner or perhaps a friend you trust with your life?

Last week I was lucky enough to attend a Spark Debate as part of Hot Source Norwich, on homelessness. With plenty of compassion and commitment in the room, it was Alex that really stood out. At 18 Alex found himself homeless after been chucked out by his parents.

Alex came from a really normal family and no one had told him about places to go for help, housing benefit or any of the other institutional or systemic safety nets we are lucky to have in our society. If Alex hadn’t spoken last Wednesday evening, you wouldn’t have known he’d been homeless and slept rough. He didn’t have the cliched shaggy beard, missing teeth or sleeping bag of the rough sleeper.

What struck me most of all though was his answer to what might have prevented his rough sleeping and what helped him. His responses are the hardest for a society or organisation to replicate. He cited luck and humanity! He met his girlfriend and others at the right time who helped him.

It reminded me of how easily people become homeless – and the luck or chance of having a safety net. I know that I could do literally anything and my dad would still take me in and bail me out. What must it feel like not to have that? How many of us never consciously realise that we take this for granted and the incredible sense of self, security, resilience and belonging it gives us? Without it, when things go wrong, they can go very wrong and very fast. And that’s down to luck.

Most of us have mentors in our lives, both formal and informal. We have gained different things at different times from different people.

Who have been your mentors and when?

‘Mentoring’ is one of those words that everyone broadly understands. I always contest that if there’s ten people in a room there’s probably ten differing definitions. With mentoring having become a more common and professionalised world, you can throw in coaching too if you want.

When might you turn to a mentor? In leadership circles we’re hearing more and more of this being a routine offer of professional development for the CEO. As a fifteen year old your first conversation with an impartial adult when seeking a different perspective, might also be your first mentoring experience. A chat with a mate after a tough day may help to unlock your next steps too.

We didn’t realise at the time, but we’ve benefited from differing views from the moment we’re born. What happens next determines whether we’re prepared to listen, truly hear, reflect and make any changes to our lives and actions as a result of them. It’s why we travel – to see another world from another angle. Like travel, a mentor broadens the mind.

You don’t have to be broken or sad to have a mentor. It’s not advice, as this is more likely to be something you pay for professionally to fix something specific. I know we’re encouraged to focus on our failures these days, but sometimes the best mentoring conversations occur when things are going well. In this situation we can focus on what’s next or why it’s going well. A mentor at this time can help with growth as another might equally help when things are difficult.

I’ve experienced all these types of mentoring. In adult professional mentoring there is a place for high level conversations, but I’m currently finding most benefit from tackling specifics. This is quite likely due to the isolation one experiences as CEO founder too. By putting real trust in the mentor’s skills, recognising that they don’t have to know anything about your world, you can work through tricky situations and come out feeling confident and empowered.

Like much in life, you get out what you put in. A small amount of preparation, a lack of cynicism, trust in the process and a bit of listening goes a long way.

There are valid and even evidence-based reasons for using positive imagery about people. Most importantly though, it’s about respect and breaking the stigma.

It’s understood that charities are facing tough times and need to raise money. I’m a member of the public and tax-payer too and will choose carefully how I make donations.

Here are some ways our sector fundraises and I’d love to know how you feel about them.

Chugging: To be lured in the high street by a rattling tin and a smile in a fluorescent bib has to be my least favourite means of making donations. Partly because I’ll decide who and when I want to talk to someone and as an introvert would rather stay in control of that (same with door knocking). I’ve said before and I’ll say it again, I hope when I’m on my uppers, I’m worth more to society than that. Ironically they stand alongside beggars, metaphorically rattling their tin too.

Soup kitchens: Then there’s initiatives like the soup kitchen. Established and run relentlessly by incredibly well-meaning people wanting to ameliorate the suffering of people. Perhaps a bit Victorian for my personal taste.

Sleep Outs: Marketed incredibly effectively by corporate teams, amazing leverage of the business sector and astonishingly successful in raising unrestricted funds. Almost always they are accompanied by those ubiquitous pictures of people in hoodies and sleeping bags. Sleeping for one night in a sleeping bag is neither a true experience of homelessness (and they go to great pains to say this, to be fair), or a fair representation of what homelessness really is or often the scope of their work.

You’ll know by now that homelessness comes in myriad forms, with rough sleeping being the tip of a very large and complex iceberg. Imagery should therefore be myriad too. Pictures of people who no longer look like the rest of society (often ragged beards, missing teeth and this mermaid effect of a permanent sleeping bag) desensitise us and rid us of the opportunity for a real debate about homelessness.

By seeing the homeless in this limited way they become ‘other’, not like us and defined by this one (possibly fleeting) moment in their lives. This negative imagery promotes stigma, prejudice and takes us back to Victorian initiatives that make lots of us feel better for helping. There’s no doubt that money gets raised, some of it gets well spent and some lives are improved.

However, this should never be at the expense of someone’s dignity, right to respect and equal treatment.

Telling nuanced stories is difficult and doesn’t grab headlines. The fact is the route to homelessness is nuanced and could happen to any of us. With that in mind how would you want to be represented? We don’t even post the occasional picture on our social media of us looking anything less than perfect, so why would we do that to someone else?

So if/when (heaven forbid) something happens to you, would your rather be represented as someone with some positive past, hope for the future and smiling or looking your absolute worst?

Donation points: This week in Norwich I was pleased see the BID launch their donation point, #NorwichStreetAid to enable shoppers and others to donate real money to go into training and skills development as well as useful household items and even people giving their time, though I’m not sure how this works.

You’ll know by now what I’m going to say. It’s still not prevention and it’s still ‘them and us’. Most people never ever have to get into those situations. It’s incredibly important we hang onto that belief as we see homelessness skyrocket and assume that it’s a normal part of life. It’s not. It’s preventable and a governmental and policy choice.

So whatever way you choose to help, and you are, please find a way that doesn’t just ease your conscience or fill a belly for tonight, but one that you feel confident has treated someone with respect and dignity.

In a week that sees the launch of our Mentoring Training2 with a talk on leadership and workplace cultures, I find myself reflecting on my role.

Much is written and spoken about leadership and there’s no doubt that to be a CEO you have to lead.

But I have two further questions. What kind of CEO does YOP need and and how do I become it?

Imposter syndrome is real and after all, as a founder, I am a self-appointed CEO. This means I can be doubly hard on myself for not really being a CEO.

This week is also the summation of a lot of hard work by a lot of people that most won’t see. The nature of starting a small business, of any kind, is that you wear lots of different hats. This provides both a wonderful diversity of roles, an opportunity to get under the skin of all aspects of the business and fantastic learning (and failing).

Much of my time is operational. In fact most of my time. I’m a really good project manager, a safe pair of hands and diligent. But am I a CEO, do I want to be one, what kind does YOP need and what kind do I want to be? There are precious few role model CEOs I really aspire to be. Maybe because social enterprises are in fairly short supply.

Ultimately though, it’s probably not sustainable or healthy. And it’s not being a CEO. Making the leap from a one-woman band is one thing, to really becoming CEO and handing over some of the reigns, quite another. And not just financially.

So by handing over large amounts of the operational day to day management, not just a peril in itself, I will be freed up to lead the business. It’s going to be another learning curve and one I want to prove to myself I can do, but I’m also aware that just maybe I can’t!

Our sector is rightly concerned about cash at the moment. Unprecedented cuts combined with unprecedented demands are undeniably having an impact on services. This can be the availability of services, the accessibility and thresholds of those services or the ability to innovate and partner and develop better ones.

Last week I wrote of my itch for work in schools and the education system. A similar itch exists around the criminal justice sector. Unlike schools, fewer people have had direct contact with them, and yet like, education, even the non-political take a view.

Following an intense baptism into the youth criminal justice estate in my twenties, I have skirted around criminal justice my entire career. From the sharp end in south-east London anti-knife crime work to our recent Serious & Organised Crime (SOC) Home Office Project and most recently, mentoring. There’s no denying the numbers and the cuts that the prison service has suffered.

And yet it feels curiously static, albeit I’m not entirely comparing like with like. Prisons in my experience were always stretched, always focussed on the priorities of security (not resettlement) and always full of well-intentioned people working in an almost impossible environment.

Now volunteer mentoring isn’t free! We go to great pains to explain that our prison and other mentors bring a great deal to the table, their ‘freeness’, in many ways being the least important. Good and safe mentoring costs money to run and our men and women being resettled from prison are worth every penny.

But despite their absolute commitment and passion for mentoring a person due for release, can mentors really make an impact against this tide of dysfunction? Because prisons haven’t changed in twenty odd years. They’re stills stretched to the limit, it’s still hard to work with agencies on the outside and their primary objective is still the day-to-day safety and security of the prison. Only now, they are releasing people to a worse prospect of getting housed, finding a job, having effective probation support and experiencing less tolerance from employers and the public at large.

Volunteer mentors can’t and absolutely shouldn’t try or think they can fix this. Their strength is in being another voice. Someone with no agenda. Someone to talk to when it gets tough (and it will!). And someone to talk through the options and opportunities calmly, impartially and with the wisdom that any living empathic human can bring.

Short of the massive amounts of cash needed to fix failed policy making, this is an impactful and cost-effective way of affecting positive change in someone’s life – because you can’t change the world, but you can change the world for that person.

For anyone that’s made a fairly momentous career leap, looking backwards can be a fleeting discomfort. Most of us justify our own current decisions as the best ones so it’s natural to turn our backs on the past and assume we’re making progress. Just as society does.

When people ask if I would go back to working for the local authority we go through the rye laughter and knowing looks. The reality however is more nuanced and I’m a firm believe in ‘never say never’.

And of course what many of my former and current colleagues in Norfolk don’t always know is that most of my career has been outside Norfolk. Starting working life as a teacher in south London, it’s to these memories I now return.

With our Schools Mentoring I am finding myself back in two schools I knew as a child growing up in Norfolk. That education had changed is undeniable. Academisation, continued and growing demands of Ofsted, as well as parents and children, the birth of the digital age and an utterly different range of post 16+ prospects, pressures and types of employment make this arena formidable. My respect for the those tackling it is off the graph.

Looking back at my own teaching career, I’ve always said with certainty that I wouldn’t be doing what I’m doing today without starting out as a teacher. If you can stand in from of 30 fifteen year olds and teach them German and Russian as a 22 year old in south-east London, you become fairly fearless pretty quickly.

So what’s the itch I feel in schools? Is it just that I’ve always felt I ‘failed’ by leaving the teaching profession? Or is it that there’s still that idealistic passion for the classroom and everything it can and should achieve for children?

Either way, it’s unsettling to be reminded of my early career and I’m embracing that for what it is. With this in mind it can be positive to look backwards to look ahead at the opportunities this affords in a new setting. Never say never!

Turning need into demand. I’ve talked about it before. Just because of all the reports we read about homelessness and its causes, it doesn’t mean that what we do is running off the shelf. Money is tight out there!

Like any business we have no right to exist and should exist only because we achieve our mission – and not for people’s jobs, egos or vanity projects.

This can sound ruthless, but in a tight sector it’s important to keep on mission. Only with this focus can we be the best we can possibly be. And all our people deserve no less.

Progress is slow. Repeat customers a must. This is Norfolk, not London. Reputation is everything.

So we’re thrilled to be working with North Norfolk District Council over the next year to deliver nine Tenancy & Independent Living Skills Plus (TILS+) courses.

Like most local authorities they have seen a rise in homelessness and it is exactly this population we will be supporting and preventing too! To develop the necessary knowledge, skills and resilience to live independently sometimes has to be taught.

Over the year we can evaluate our impact on those that have moved into their tenancies and created that safe and secure home that everyone deserves.

For all the marketing, impact reporting, pilot courses and more that we do, this piece of work came down to trust and relationships. These take time in our sectors and we cannot wait to take this partnership to the next level.

Following a holiday I experience that familiar energising feeling – it’s akin to a new year and inevitable resolutions fall out of it too.

I read recently about how the warming and slowing of the brain (like during a holiday or even a long hot shower) really does make it respond differently and generate new ideas. And so when when I returned from my holiday without the new ideas I was disappointed. Until I acknowledged that this August instead of the lightbulb moment there had been smaller and apparently less impactful realisations instead.

As a non-goals setting, non-long-term-planning commitment-phobe, I set about making a series of small action focussed plans for the coming weeks, months and years. These are partly personal, but all impact on the year ahead.

Struggling, like many, to fit everything in I realised I simply have to make a change to the email tyrant in my life. The popping up of new emails thwarts progress throughout the day. What I didn’t realise were the huge added benefits of restricting email checking to before work, after work and once during normal working hours.

They are:

• The freeing up of my time to focus. If I put an hour aside to write a report, I actually have a whole hour and the report gets done.
• Picking up the phone – I expect there will be some mishaps when people email me that day about a cancelled meeting and I won’t find out. But we’ll all just have to learn the hard way. Picking up the phone is a dying art and one I want everyone at YOP to do more of – so it should probably start with me.
• Being more present. This is almost one of the greatest benefits. When the team arrive in the morning I’m not in the middle of an email and when I am rushing to meetings, the meetings are more productive because I’m not distracted by that tricky email I shouldn’t have opened half way down London Street.
• Less email traffic for the team. In a tiny office we shouldn’t be emailing each other. Knowing that I won’t reply means they are more likely to find the answers themselves or come and talk to me. Great all round.
• Better quality of communication. Because I now focus time just on emails and probably on a desktop, the responses I make are better. It’s dedicated time to respond and with any luck by the time I’m responding the matter will have been dealt with already anyway.

I’m three weeks in, with the first week of September being the most challenging as the volume of email traffic climbs. But right now it feels it’s a very necessary ‘new year’ goal.

With the start of the new academic year, it feels like the right time to talk about things getting busy. When things were busy a colleague once likened me to a duck. Serene above the surface but wiggling wildly underneath. (Naturally I would have preferred to be likened to a swan!).

However, I had never seen myself that way and felt pretty frazzled at the time. As time has gone on, the pressure has mounted and will continue to do so. Oddly however, I feel calmer today than I did then.

And this is my observation of people who are very busy and under pressure – whether they are self employed, running their own businesses, CEOs, leaders, politicians – that they have an inner calm.

It’s as if there’s an inverse proportionality. The more pressure people are under the calmer they appear.

I’ve said before that I’ve got to meet fantastic people in this role that I would never have managed to otherwise. And the people that impress me (other than the kind ones) are not on their phones replying to emails, they are fully present, they are giving you their whole attention, they are quietly and calmly getting on with it.

Where does this inner calm comes from? Could it come from their humility – that they trust their team and believe it doesn’t all depend on them. Or perhaps arrogance or nonchalance – that they’ve got it all in hand.

The more pressure we experience the more important this ability to manage calmly becomes. If things feel messy and chaotic around you, it’s really important not to mirror that. Not just for your own health, but for the team and business too.

The risk of being calm is perhaps appearing not to care, being blasé or taking risks. The reality is that making decisions constantly, changing plans, finding solutions all whilst juggling the endless demands of people and business requires a resilience and approach that ensures survival. Staying calm has to be part of that approach.

So when people give meaningless lists about the behaviours of leaders, ‘being calm’ should be in there too.

More on the ‘how’ to be calm next week.

This is a blog, not just about mental health, but about how our interaction with it plays out in a world of social media and self-publicising.

As someone who has set up a social enterprise and truly believes in what we do, I find myself more public than I would like, because to some extent, the end justifies the means. Social media allows this and has been my friend.

Social media and our Instagram obsession however has made us not just more comfortable talking about our emotions, but what we look like too. Is it just me or do people feel more able to make comments about appearance? Having had a gap in this from about the age of 20 I assumed it would simply wain with age.

However scarcely a week goes by without someone making a comment about the way I look and most sadly of all, if it’s a woman, they are usually making self-deprecating comparisons. As an adult I cope with most comments and increasingly make a conscious decision to ‘big up’ the other woman whilst making no reference to appearance. With my nieces playing out their lives (and holiday bikinis) on social media, how equipped are they to protect themselves and support their peers?

In an age of memes, leadership speak, authenticity and workplace cultures I understand why CEOs, footballers and other would talk openly about their mental health.

As someone building a values-lead organisation I desperately want staff to feel they can be appropriately open about it. We have an additional role in modelling these behaviours for the people we support too.

It’s undoubtedly becoming normal on LinkedIn for people to talk about their mental health and be a bit personal. As the pendulum on mental health swings I feel this can only be a good thing that is the silver lining to much of the status envy, downward comparing and trolling that occurs when people lay themselves bare (sometimes literally!) online.

Everything has a flip side however and it’s important to see it and prepare people for it. But this isn’t about the importance of digital resilience, it’s about my right to a private life. As a deeply private and introverted person, this remains my right.

We’ve all got s*** we could share and some of us do. Not always relevantly or appropriately in my view. But because I don’t talk about it publicly doesn’t mean I don’t commend the pendulum swing and more open conversations about our mental health.

There are so many challenges of my role that I have embraced (more on this next week) and some even with some degree of success. Others I’m blissfully unaware of at this present time.

I pride myself on being a rational, empirical human being that is able to reason with my chimp (see the brilliant Steve Peters) on a daily basis. And yet, despite all the evidence to the contrary, including my own experience, I still struggle to take a holiday.

Perhaps I shouldn’t be too harsh on myself. This is the second year in a row that I have taken a two-week break in August. Despite August been more expensive and not having children, the quieter time eases the pile of emails and requests I have to return to. I love Southern Europe at this time of year too.

We pay for it of course. Not only have the past two months been incredibly busy, but knowing these weeks were coming has made it especially hard. I have become better at saying no and have been quite ruthless about the two weeks leading up to my leave. This time is about the team and operational matters. With this focus however is an inevitable compromise in developing new business. This is not a compromise unique to the holiday period!

The real challenge I haven’t conquered though is the guilt. It’s pretty much the only time of year I take a proper break and I’ve never felt like I needed it so much. I know full well that I’m grumpy, making bad (if any) decisions and haven’t had a new or exciting idea in weeks (sorry team). And yet I know that lightness I feel after a few days away as my brain can finally see the wood for the trees.

At this vantage point (two days before I go away) I see the two weeks as time I could be spending on strategic work and business development. Imagine what I could achieve with two whole weeks! And don’t even get me started on ‘abandoning’ the team! But I’ll get over it and by Sunday evening will be sunning myself in a bar in Seville, putting things in perspective and feeling very grateful.

So expect a rejuvenation, some strategy and some ideas in September. And enjoy yours. See you in three weeks!

And if you love European train travel half as much as me, hop over to my Instagram account and keep an eye @rebkawhite.

Like many social enterprises we got started with funded, or restricted, income. This blog isn’t going to be about the rights and wrongs of this or whether it makes us a true social enterprise, rather some observations of funding relationships and the changes ahead.

I hope I’ll never forget our first grant of £3774 from the Norfolk Community Foundation. Many more have been generously awarded along the way. The commitment had always been to move away from this and whilst an evolving picture, this remains the ambition.

What do funders want from an organisation in return and what can they expect for their £3774?

It’s totally understandable that they must be accountable to their donors, trustees and for some, the public more broadly. And with an eye on raising more cash, they want good stories of impact too. So do we and the people we work with incidentally.

But if society’s most intractable and enduring problems could be fixed for £3774 then I guess we’d have done it by now. This means we have to have an honest relationship of equals and trust about the impact this money might really make. I would argue that this takes time and is another reason scrapping most short-term grant giving.

Most funders don’t understand social enterprise and whilst asking us how we will ‘sustain’ their project after the funding ends have no insights to offer.

Usually a one-size-fits-all reporting template is used – no matter the size of the grant. Some funders want it completed every three months with phone calls or meetings asking the same questions. They want photos, film, quotes and good news. The more enlightened want honesty about what’s gone wrong, recognising that there is learning in this for all of us.

What is most infrequent is helpful feedback on what you’ve shared and insights from other organisations that have almost certainly hit the same difficulties.

The larger funders are moving towards a Funder Plus model where they get grantees together, offer added extras (office space, online learning portals and events) with still little talk of true sustainability plans. Again, if this was easy…

Most important for us is a relationship of equals. This takes time and can be started long before a grant is awarded by a good grant manager. It means meaningful, constructive and open dialogue. Believe it or not we don’t just want the cheque. We want to reflect with someone invested so we can develop and learn and be better.

Tom started with Your Own Place nearly a month ago. Any new employee in a small and tight team makes an impact. Their personality, style of communication and approach to the job alters a small team – not for better or worse, just alters it.

Something Tom brings to his role his curiosity. It’s quite disarming when someone asks lots of questions and forces you to think about your answers and why you are doing things the way you are.

It’s made me reflect on my own curiosity too – or historic lack of it. Over the years I’ve come to the conclusion that almost everything can be learnt. At school we are lead to believe we are arty or science types and this feels increasingly limiting. As a linguist and musician I’ve lost count of the number of times I’ve been told ‘I can’t do languages’ or ‘I’m tone deaf’. I’m not a social entrepreneur either, but hey! So we can learn to be curious too.

Tom has helped me realise how important being curious is. It’s easy to be scared of asking the ‘wrong’ questions and it’s occurred to me that my upbringing did just this. I wanted to be invisible and asking the wrong question (or any question) would have undermined this. I wish I’d asked more.

So this is something I’m learning to do. Sitting in a meeting or planning a project I’ve become much more assertive about what information it is that I need to progress. I believe a lack of curiosity is why some people/organisations waste so much time with endless meetings – because no-one asks any questions – let alone the right ones. Maybe they don’t dare or aren’t professionally curious.

Alternatively, we are so quick to rush on with ‘doing’ we haven’t established the basics through asking (and of course listening). This is vital in services that meet a human need.

And of course people love being asked questions.

Every week a well-meaning person forwards me an email about a restricted funding opportunity. Usually they are for around £20,000 over a year and broadly in our arena of work.

Five years ago I can remember winning our first £20,000 bid and it felt incredible. There’s no doubt that all the incremental steps along the way have lead us to today.

But below are my six reasons why it’s thanks, but no thanks.

1) I set up a social enterprise and not a charity (they are not mutually exclusive). I naively wanted to be majority trading within two years. This wasn’t and isn’t the case, but in my stubborn way, absolutely remains the ambition.

2) Restricted income simply doesn’t excite me. I have to accept that to put in the hours I do and take the personal risks I do, that there has to be something in this for me. Restricted funding is was it says on the tin and is the opposite (mostly) of innovative and exciting.

3) It’s usually very short-term. We are working in one of the most complex sectors there is. The idea that you can deliver quality and complex change to lives in the space of a year is a deceit we are all complicit in.

4) It’s often set by someone who doesn’t know the local scene, the local needs or even care that much beyond reporting back to trustees or investors. External cash will often not meet the needs of people locally. If it did we wouldn’t be having the same conversations about social mobility for decades.

5) It’s not outcome focussed. Too much funding is generic, output focussed and many funders just aren’t great at demanding great outcomes – because it’s hard.

6) It feels counter to our value of Equality. We believed in ‘hands up’ and not ‘hand outs’ and much funding feels like a sop to the poor and needy and just a bit Victorian.

The people we are and work with deserve better than spare change in a bucket and cake sales.

As a business, if the customer buys from us (including the public sector) through partnership, dialogue and track record, the customer gets what’s the customer wants.

And this means we have the impact we want to have.

Nothing is binary and funding has and will probably always have its place as long as we make a strategic decision on fit.

Many organisations do amazing things with it. Just not us.

Following a question at an alumni event at my old school last week about my typical day, I got to reflect on just how untypical my job is and how much its variety suits me. So I thought I’d give you a snapshot of a day last week.

5am alarm. I’m an early bird and sit with a a cup of tea, catch up on emails, schedule daily social media/marketing and arrange my Trello to-do list for the day.

I look at where I will be as well as where the team will be to see if there are any pressure points throughout the day. We’re all looking out for each other and I need to be contactable.

6.15am I head out the door for a run or the gym. Always with music or a podcast, this might be my only me-time today and is essential to my health, both physical and emotional, managing my workload as well as feeling energised for the day.

I love breakfast and eat a lot while I can. Learning a language is also something I love! I normally spend a few minutes on my language app over breakfast. Using a totally different bit of my brain feels fantastic and I’m currently learning Portuguese.

7.45am. If I’m working in Norwich, I’m in the office for around this time. Managing an operational team that may need to speak to me on and off all day, rushing around a number of counties to meetings, keeping on top of admin and even doing some direct delivery means that this first 75 minutes of the day is precious.

It usually enables me to reconcile the bank account, undertake some marketing and strategy work as well as report writing, update systems, do some reading/research, prepare and plan for a meeting and quite often grab a coffee at NR2 in the process. There’s often cleaning, DIY or other office-running things too as I want to ensure our heavily utilised space is a nice place to come to work for the team and the people they support.

On this particular day I dash across town to meet Cara, our Chair of Directors at her local gym at 7.45am. We have a productive hour finalising the agenda for our next Board meeting (with new members) and their Induction.

9.30am Back in the office I have a good meeting with Jessica, our Employment Project Coordinator. Her service is being launch at the start of 2020 as a traded offer. We reflect on what we’ve achieved so far in terms of her Theory of Change and the modules of delivery that she is going to design. We then finalise her key marketing messages and timeline for the launch process.

10.30am. Meeting with accountant. I’m having some difficulties getting everything signed off for the last financial year and just need to get the accounts out the door. Sigh!

12pm. Catch up with Simone and our newest colleague, Tom. Methodically, using Trello (of course!) we go through all our mentees – from referral through to closure to assess progress and agree any actions for the team. This includes me as I’m excited to be conducting a mentor match on Friday!

1pm. Meet Tom to talk through some mentee processes and make calls to referrers so he can shadow me.

2pm. Some admin time. Catch up on emails, annual leave requests, file some invoices, check payroll has worked correctly, update pension with new employee and schedule our monthly newsletters. Probably some silly tweeting and team WhatsApp messaging too!

2.30pm. Get a call from a customer wanting to commission a one-day TILS+ course – yay. Drop everything to work up a quote, draft an SLA and schedule actions in team Trello. Manage to get one of five reports due this week off my desk too. Phew!

3.45pm. Call another customer wanting an update on a commission. No reply. Grrrr. Been chasing for weeks now…

4pm. Off to the Norfolk Show with Simone and Jessica. Heavy traffic, but lovely to show our faces and meet some very friendly ones. And so much more fun to do this with the team too.

8pm. Back home and must make something for the YOP team lunch tomorrow and prepare for my alumni talk at my old school!!

9pm. Zzzzzzz

This, our sixth year running as a social enterprise, is a year in which I wanted to pause. If you asked the team whether it feels like that, I’d be slightly fearful of the answer!

It doesn’t mean taking our feet off the gas or endless naval gazing. It means consolidating our thinking, reflecting on learning and just being a tiny bit more considerate of our next steps.

Just this week I was asked as Expert Witness to talk to an enthusiastic bunch of people setting up their social enterprises. They were me six years ago and in many ways I feel no less green today. Having to consolidate six years of thinking about social impact measurement into a thirty minute talk made me realise it’s more coherent than I thought. Of course the horizons are endlessly receding in our world, but the doesn’t mean we haven’t travelled far too.

So whether it’s impact measurement, understanding the finances, putting in place systems and processes or focusing on creating a great team, not only have we achieved a lot, but hitting the pause button to recognise that is vital – for my sanity if nothing else.

Honestly I’m really enjoying focusing on the Vision, Mission and Values as well as the infrastructure right now. It’s what I say to any start-up – get things in place so that you don’t have to retrofit them later on when you’re really busy.

I could have followed my own advice more, but thanks to a great team and reaching the point of a really clear Vision and Mission, we are better able today to focus than we would have been at the start.

I was lucky enough to attend #AltitudeConference last week hosted by EY in the photo above. Not many conferences are for the social enterprise sector and quite likely it will spawn more blogs and quite possibly an existential crisis!

Breakfast started with a discussion about the three sectors that many in our sector work across – business, third sector and local authorities. We broadly agreed that there is more in common than divides us. It’s a shifting continuum now more than ever.

And I don’t just mean Serco delivering prison contracts, but those businesses with meaningful foundations (not just Corporate Social Responsibility tick boxes), social value lead supply chains and investing in mission-lead enterprises.

Is big business then a threat rather than a partner, investor or customer? Big business has the cash not just to spend on marketing and therefore shouting about their good causes in a way no third sector organisation ever could, but in so doing will start to hoover up the young talent seeking values-lead organisations to work for.

For now we lead in values-lead cultures and big business is looking to us to learn. After that learning the difference is that they will have the budget to implement these cultures. With the shifting sands of politics, these businesses will continue to move into the spheres that many big social enterprises operate in – health and social care among others.

Patrick Butler of the Guardian spoke at the event of a slowing in awareness and development of our sector. We need to keep all those great values, but perhaps be more transparent.

Is the sector a bit messy? We are certainly very diverse. From tiny charities through to large spinout companies limited by shareholders – this is complicated for customers, commissioners, the public and beneficiaries to understand.

Patrick suggests we need to be more open to Freedom of Information (FOI) requests as local authorities are as well as unionised.

We must hold our ground on purpose and not be complacent about this (given recent news about Oxfam). But I never feel so at home and humbled than when I’m a room of social entrepreneurs. Being purpose lead is what marks us out, for now.

To survive and thrive we need to have the transparency of a local authority, the business acumen of a FTSE 100 company and the purpose and values of who we are proud to be – a social enterprise.

When I was 17 I worked in a bakery in central Norwich (from which I got the sack – another story). I hated every second of it. From the getting up early and dragging myself into Norwich (spending my first hour’s wages on bus fare alone), to the grease, the indifferent customers, my patronising boss and the harsh reality that if I wanted driving lessons, this was probably the only way.

I tell a lie. I didn’t hate every second of it. There’s something incredibly special about the feeling of owning a place before anyone else has. It’s why one of the first things I do when I arrive in a foreign town or city is go for a run – to explore it anew. As I would trudge up Gentleman’s Walk, the early market traders would be rattling their stalls, whistling and chatting. The days was ours and full of promise.

I didn’t plan to return to Norwich. So it is with some surprise that after five years away at university and another ten living in London and then more living outside Norwich, that I experience this again.

Because of the kind of work I’ve always done I have an anthropological thirst. It means that wherever I am I’m seeking out the underbelly of a place. This is neither good nor bad, but it can be emotionally draining and mean every holiday is a busman’s holiday.

And so, I again find myself walking up Gentleman’s Walk in the early hours. The pleasure of the new day is the same. With perspective and hopefully increased empathy, I look at those around me. The same rattling, chatting and whistling on the market to be sure.

But who else do you see on our streets at this time? And this isn’t just another piece about the homeless in doorways, despite each person filling me with the sadness of their individual story. I meet street cleaners, people (usually women) cleaning shops, people waiting alone for buses to work, joggers and the successful high-flyers too.

I project my obsessions and see many striving to get by, often in low paid work, away from their families because of distances to be travelled, a lack of choice and opportunity and life on the edge. I ponder how far any of us is from not being able to enjoy the new day as much.

You tell me! Having spent time this week considering the role of the church in our sector as well as faced with cuts to the public sector, this feels pertinent.

Do I think we can do better by and with our volunteers? Absolutely. We don’t always get it right and neither do our volunteers. Who hasn’t signed up to something in haste and then changed their mind?

If volunteers are not valued then they won’t value us. But someone somewhere has to pay for all that support we want to give volunteers. It’s a waste of money to recruit and lose volunteers at the rate it happens. It couldn’t be financially tolerated with paid staff.

Much of the impact of volunteering is in its very voluntary nature. Not being paid to care sends a powerful message to a person who has only known paid professionals. Our volunteer mentors are wonderful for the specific contribution they choose to make. And if that comes from a place of wanting to ‘do good’ then we’re very grateful, but they will be asked to share our values and follow a robust process that keeps people safe and supported.

Where things get more complex are the skills gaps that this sector should be able to afford. Should these be filled by volunteers? Doesn’t it send the wrong message to our beneficiaries about their worth if we have no choice but to fill skilled roles with unpaid staff? I’m not saying many volunteers aren’t skilled – they are.

But you wouldn’t expect your bank to be staffed by well-meaning volunteers with a few hours a week to spare, so why would we? It would be a business risk.

So let’s value all our people and what we do by valuing our volunteers as volunteers. That way we can give the right support, have the right impact and keep people safe as well as achieve our mission.

So a big thank you today to our (past and present) Volunteer Mentors, our Board of Non-Executive Directors and our Your Own Place Advisory Board (YOPAB) – all of whom are different types of volunteers playing to their strengths, not our sector’s weaknesses.

This week from Simone.

I drove in to work this morning, rather than walking in the sunshine, as I had a meeting booked with a young woman in Yarmouth who is interested in having one of our mentors.

I love this part of my job. It is a pleasure to explain that there are people out there who happily give up their time for another human being. 

On the way I got a message to say that she was no longer able to see me today as she had been offered work.

There is lots of talk of how the ‘gig economy’ and zero hours contracts effect peoples finances, but what about the knock on effect on other aspects of their lives?

Luckily, I am happy to find another time to see her, but she is not the only one of the young people we work with who has to drop other plans when work is offered. Countless appointments must have to be rearranged, including those for physical or mental health, plans to see family and friends, boring jobs like the washing and life admin constantly having to be fitted in elsewhere.

This constant rearranging must be exhausting and in turn have knock on effects. Not all organisations are as open to giving third, fourth, fifth chances as we are. And this has a financial cost for our business too.

Whilst I have been writing this she has responded to my offer of meeting her tomorrow. She lets me know that she is also working tomorrow as “I have two jobs”. I have asked her to let me know when she might be free next.

Fingers crossed I will be able to move my plans to accommodate her ever changing work schedule.

I have just finished signing the beautiful cards our lovely new, and very artistic, administrator has created for our volunteers to say ‘Thank you’ this Volunteers Week.

Some of those I am sending cards to have not even met a mentee yet,but have patiently tried to organise various meetings with me to do so – often our young people’s diaries change unexpectedly due to work or even anxiety. 

Some have had a match meeting with their mentee but then not been able to organise a meet-up after that – I wonder whether some young people engage at the first meeting as they are used to having to attend appointments with organisations but are not actually 100% sure they want a mentor.

Our volunteers who are facing this issue and gently trying to maintain contact and offer an opportunity for a meet-up are also due our gratitude.

The majority have been meeting with their mentee for some time and providing invaluable support which ultimately will prevent homelessness. I am sure that these fun meetings over coffee and cake with our vibrant and awe-inspiring young people is enough of a reward, but I also hope they know how grateful we are.

They underwent two days of training, jumped through the inevitable hurdles of getting a DBS and references we need for safeguarding purposes and now give up their busy time freely to mentor a young person who needs a non-judgemental cheerleader to tell them ‘you got this!’

So here is a big THANK YOU to you all and I look forward to training lots more volunteer mentors in the future.

The first blog of two this #VolunteersWeek is unedited from one of our mentees:

‘Mentoring is, if not the most effective way to have a great impact into a person’s life then it’s definitely in the top 5. I had no family no friends and moved into an area I never lived or wanted to live! Yet with my mentor I was able to keep it together and push forward step by step in order to build my life.

It would be easy to say I can be a mentor and it maybe is easy to say yes but it takes a special kind of person to put that into action.

Are you that kind of person ???? If so please at least give it a try. Help others like me have the best chance of feeling excepted in this unforgiving world we all live.

The throwing around of jargon such as values, employee engagement and authenticity generally brings me out in hives! Usually I have to find what it all means to me and Your Own Place until I’m prepared to adopt it. Even then it feels stolen and fraudulent.

I’m so impressed by the CEO/Founders who know their values from the start. To have that courage of conviction when you’re 25 is just astonishing to me. I certainly couldn’t articulate them at the start and if I had, it would have only been to myself.

So it is after six years that they have been distilled into these. And they’re not finished. With the team we will be turning this jargon into something that means something. Something that means ‘us’.

Because I believe there’s not necessarily a right or a wrong way of doing these things, I’m glad we’ve been living the values before defining them. This way they’re not just words on a corporate wall somewhere.

Most of all, it’s only because of the team that we’ve arrived at any words at all. With a new team member starting next month, I always return to who we are and what our values are. With the best team ever, living the values daily, our new employee will be in little doubt about what these really mean.