New Types of Worker - The Lifecraft User Employment Project: Changing the culture
The Lifecraft User Employment Project: Changing the Culture
Context/Background
Lifecraft is a user led organisation for adults with mental health needs, which operates a social club 4 days a week.
For a number of years Lifecraft has run the role of "Key-holder" - a member employed on a permitted earnings basis for up to 3 hours a week, to help support the running of the social club.
By the end of 2007 some Key-holders were feeling undervalued, that they lacked the training and support they needed to work independently, and that there were no obvious progression routes.
We wanted to tackle these issues.
The Aims and Objectives of the Activity
Our overall aim was to investigate the workforce development implications for people with experience of using mental health services being employed within those services in a meaningful and well supported way.
Our objectives were - to raise the profile of the Key-holders, to help them to recognise and use their skills and knowledge when working with members in the Social Club, and to free up other staff to work elsewhere within the organisation.
The Plan
We planned to make a series of training workshops for the existing Key-holder team, focusing in particular on the skills and knowledge they brought to the sessions.
We intended to draw up policies, procedures and guidelines to define and give substance to the role of the Key-holder. This document would then form the basis of future training and was something which could be 'owned' by the Key-holder team. We planned to hold regular Key-holder meetings and produced feedback/evaluation sheets for their completion.
We would also inform the other members, verbally and through posters, of the changes to the role of the Key-holders, and we asked for their support.
What Happened
All went to plan. Beginning in January 2008, the Key-holders took part in the drawing up of comprehensive policies, procedures and guidelines.
We used role play to practice skills needed for the safe running of the Social Club, and team building exercises to help the team to 'bond'.
We particularly stressed the need for 'people' skills.
The Key-holders brought their own life experience learning to the sessions.
Two of the original team members dropped out. We were able to recruit two additional Key-holders; and members of the original team were part of this process. One of the Key-holders was not well enough to commit to regular working; instead he agreed to be on 'stand-by', covering when a colleague is absent; this has worked very well.
What was Achieved
The Key-holders gained self-esteem and the respect of the members using the Social Club.
Their improved people skills helped them to deal with situations themselves, instead of handing over to other staff; for example ensuring banned members did not gain access to the building.
Other staff felt able to rely on the Key-holders to uphold the policies of the organisation and for support in difficult situations.
The Policy document is very much the work of the Key-holder team.
Team members who had difficulty with time keeping are making a real effort to arrive on time for their shift.
Key-holders take pride in their work, and this has inspired other members to also 'help out' with tidying the club, clearing crockery etc
What Helped and What Hindered
The willingness of the Key-holders to take part in the project was extremely helpful. The work of the whole team and the recognition, affirmation and valuing of the individual team members made everyone feel good!
Key-holding is not seen by some members as having the same kudos as working in the Reception Office; this was an attitude we found difficult to challenge.
What We Found Out
We found that as our expectations of the Key-holders increased so did their willingness to take responsibility and to work without the support of other staff.
We realise we have a previously untapped resource which now takes the pressure off other staff.
At the start, the Key-holders were concerned that there might be negative repercussions if they had to reprimand other members. However, as they have put polices into practice they have discovered that this does not usually occur.
Evaluation
We produced feedback/evaluation sheets for the Key-holders to complete on a monthly basis and at the end of the training programme.
Since the completion of training most believed they were treated with more respect by both staff and members.
The positive aspects of Key-holding included 'feeling responsible' and 'being trusted'. Some recognised that they now had transferable skills.
The situations that they are able to cope with have shown what an asset they have become to the organisation.
What New or Changed Skills do People Need to Work in This Way?
Key-holders 'people skills' were built on.
Most importantly, rather than develop new skills, the Key-holders were helped to recognise the skills they already had. With their sense of self worth raised they were more confident and able to do the job.
Team work was invaluable.
Not everyone has the same skills but different skills are of equal value.
The Future
The work of the Key-holder team has become an integral part of the organisation.
We want to build on and further increase this skill base.
We hope to recruit a further four Key-holders.
Any Other Information
More information about Lifecraft and the services we offer can be found at www.lifecraft.org.uk
Contact details
Kathleen Reeves01223 477586
kathleen@lifecraft.org.uk
