Changing Futures Launch 2022

The Launch of Changing Futures in Essex, held on 4th May 2022, was the first learning event hosted?by the Changing Futures team and was attended by over 100 people working across Essex. This included?commissioners, a range of statutory and voluntary sector support services, councilors, Phoenix Futures?staff, and a number of people who use our services across Essex.

This was an opportunity to invite partners across all sectors and roles to gather and take learning from?the day whilst gaining a better understanding of what Changing Futures is aiming to achieve.

The day consisted of several presentations highlighting the ambitions of Changing Futures, before proceeding?with several insightful workshops that allowed the agencies working in Essex to come together to explore?The Client Journey, The Service User Experience, and A Strategic View.

All were given an opportunity to feedback on their experience and learning from the workshops and?below highlights some of the general themes that have been reflected.?

The Client Journey?– An opportunity to follow a client's journey through services and how individuals can reflect on their working practices when supporting clients

? Reflections on how the client may feel;?frustrated, highs and lows, closed doors, transient, too much?red tape, overwhelmed, lost, obstacles, complex system to navigate without support.

? What can you do in your role differently;?have awareness of other services available, working?together, seeing each other’s common purpose, persistent and consistent support, communication?is key, to listen, long term funding.

The Service User Experience?– led by peer mentors and those with Lived Experience. This was a powerful?workshop, putting the professionals in the shoes of a client. Using the Stop, Start, Continue model, below?reflects participants responses and feelings

? FEELINGS;?frustration, empathy, sadness, curious, confused, despair, fear, compassion, overwhelmed,?inadequacy, concern, worry, stress, ashamed, isolated, controlled, hopelessness, anxious and lost

? STOP;?labels, barriers, reassessments, tick boxes, stigmatising, telling the client what they need,?assumptions, coasting – using existing approaches, expecting clients to know what to do in a crisis,?working in silo.

? START;?working together, empower clients, listen without solving, think outside the box, more multiagency?approaches, be more needs led.

? CONTINUE;?listening, caring, asking, trying, sharing knowledge and information, being supportive,?developing innovative approaches, open and friendly, keep the client at the centre.

A Strategic View?– delivered by members of the DLUHC Changing Futures team, this workshop was an?opportunity for participants to discuss current local strategies across organisations and when working?towards these strategies what does their organisation do to support or hinder those experiencing multiple?disadvantage and complex need and how can this be changed

? SUPPORTS;?encourages staff to be flexible in their approaches, multi-agency team working,?commissioning and encouragement of joint working, recognising creating services is not always the solution but rather developing what already exists, offering meaningful activities and life skills, complex needs leads in all services, genuine coproduction, continuity of care and working relationships across all sectors, asset based?thinking, understanding our partners services and structures, innovation and collaborative working, co-location of services, multi-agency hubs, shared information systems, holistic approaches, person centred,?trauma informed approaches, hearing the voice of Lived Experience at all stages

? HINDERS;?policies and processes, red tape, criteria and thresholds, duplication of services, funding criteria, governance – lack of understanding and delivery of strategies, services not always meeting/fitting the need, putting people in boxes, too many strategies with no clear actions, lack of flexibility – “It is not our role!” complacency, missed 3 appointment rule, some commissioning criteria can exclude people, staff retainment,?services not aligned, silo working, different case management systems, lack of information sharing,?performance targets driven by national standards, Lack of understanding and compassion for people?with multiple disadvantage; seeing the crime, not the need

? SOLUTIONS;?Reduced bureaucracy/’red tape’, Reduced paperwork for frontline workers, Open channels of communication between key organisation networks, Information sharing including shared database, Stop using acronyms, Fully open doors and make referral routes easy, Knocking on doors and ‘getting name out there’, Greater collaboration where community providers are the commissioners, Shared /pooled offices?bases/co-located services; commonality of purpose, Increased central government funding, Longer/ more secure contracts, Greater lived experience in employment focusing on their strengths, Change alcohol pathway, Increased funding to manage complex alcohol treatment services, Increased/ improved exit planning, Commissioners need to communicate to ensure funding is not being wasted/used for duplicate /repeat purpose, remove thresholds

The day was a huge success that allowed attendees to understand the plights and emotions of those with?multiple and complex needs that Phoenix Futures and the rest of the organisations support, as well?as providing ample opportunity to reflect on what we currently succeed at, and what else can be done?to support people to help move us closer towards systematic change.