This blog was written by Pippa Knott, Head of Networks at the Centre for Youth Impact
Working with the Talent Match partnerships has given me an amazing opportunity to reflect on the power of relationships in the context of an employability programme. We’re now focusing on what the Centre’s role might be in strengthening and promoting those that sit at the heart of youth work and other provision for young people.
It’s an issue that has woven through much of our previous work: Robin Bannerjee gave a very well-received presentation at our first event of 2017, discussing approaches to measuring personal development in the context of relationships, and the team at Dartington Social Research Unit (now Policy Lab) wrote for us on the place of relationships in social provision.
Through Talent Match, I’m reminded again of how supportive relationships at their best are hugely powerful – sometimes transformative – and often at the heart of programmes that are ‘working well’. They’re also as complicated as the combination of the individuals who make them up. Many people are happy to ‘feel their way’ through relationships, drawing on past experience and what seems right in the moment. This applies as much to relationships within services and other provision as relationships elsewhere. So devising a framework capturing how to ‘do them well’ is difficult: it can quickly feel an academic, even unhelpful exercise, unlikely to be valued and used by practitioners. Watch this space for how I’m working with the partnerships to try and progres some of these issues! Full findings from the project will be launched in March.
The way in which relationships recur in our work at the Centre also suggests it might not make sense to think of them as a ‘topic’. Instead, they could be a crucial piece in the puzzle of how we can support others to flourish, while also reflecting on ourselves and what we’re bringing to any situation.
Thinking only about the relationship between adult professional or volunteer and young person might also be limiting. I’m also thinking about how we can make the best of the relationships upon which the Centre exists: within the central team, between us and our networks, and across the web of organisations, connections and friendships within which we work. Relationships are a key mechanism for development and support in the overwhelmingly complex systems we live within, and something that any individual can learn about and use to affect change in their own lives, and the lives of others.
What might it look like if we invested in relationships for social good, rather than in organisations or programmes? Are our current methods and frameworks for measuring impact in work with youth people sufficient to take account for the nuances, complexities and potential impact of positive relationships? Do they tell us enough about how relationships can be improved? How can we develop them if so? We’ll be learning from youth work principles and practice [for example, Relationship, Learning and Education; Benefits of Youth Work; Grassroots Youth Work] and the work of the Search Institute, the R-Word, and Lankelly Chase as we develop our approach in this area.
This blog was written by Venetia Boon, Children and Young People Grants Manager at Comic Relief
Being a funder of youth organisations is a great position to hold – the width and breadth of the work taking place is astonishing, and the amount of expertise hard to fathom. It would be impossible to get a detailed understanding of the knowledge running through and around those organisations. But to do my job well, I need to strive for three things:
It’s also part of my role to feed into the collective organisational knowledge of Comic Relief. My feedback on the impact of the project should fit into the jigsaw of the charity sector activities and Comic Relief’s approach to funds in the UK and internationally.
The keywords for our approach to learning and evaluation are: appropriate, proportionate, grantee-led, and realistic. Learning should primarily be for and by the people receiving funding, so they can focus on what is relevant in the context they work in. They need to be able to own and feel able to use the learning effectively. While we want to drive good monitoring, evaluation and learning practice, and learn from our grantees - we don’t want to dictate the specifics to them. We also don’t want to make people feel duty-bound to create processes they can’t keep up with or that don’t serve their purpose.
As a grant manager, other things I’m interested in are honest conversations with people receiving our funding. I want to know about the unexpected outcomes, what went wrong and how the life experiences of beneficiaries and staff were integrated into the learning. The things that didn’t work quite as expected, that were adapted and adjusted are just as interesting and valuable as the things that worked perfectly. More so even.
Coming away from the Centre for Youth Impact Gathering, my attention was caught by a couple of things. Firstly, I was really struck by the discussions about whether it might be possible to measure the quality of work and then make links to outcomes of change. This would be in place of desperately trying to measure change, which we all know can be nebulous and take a long time to show up. This felt like a positive story, and something I’d be keen to hear more on. I’m sure there’s no magic answer, so perhaps that approach just shifts the onus on data to a different area? But I definitely want to know more.
I also thought about the speaker who mentioned the changes they had made to a project after discussions with their funder. They realised there was a potentially more effective approach than originally planned, but it needed them to shift targets and outputs. We as funders need to communicate how open we are to hearing those messages and that we understand all the experience in the world doesn’t mean you’ll get it right every single time. If we truly believe in putting people at the centre of our collective work, we have to understand the repercussions of one-size-doesn’t-fit-very-many.
The last point was how exciting it was to have a group of funders discussing what we think about evaluation and monitoring with other people in the sector. In general, we had very similar thinking and have a collective responsibility to promote that thinking. This is in addition to talking with grantees and other funders about such matters. We need to push for monitoring that works for everyone concerned, putting the experience of people right at the heart. Finally - we all need to understand and accept that people have different needs, can be changeable, and won’t all want the same thing.
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