Over the years, national and regional programmes, forerunners to Changing Futures, have produced a wealth of compelling data, stories and recommendations that have helped shape thinking around why our communities with complex lives see little or no benefit from current public services.

We know that good people do good work in public services. We know that there is a real appetite for change. What we are curious about at Changing Futures is how to create the best environment for good people to do the best work, so that they thrive and the people we support thrive.

What does the work actually look like, and what would you have to change to create an world where everyone has the relationships they need to thrive? 

What does relational working look like, in practice…

What is Relational Working?

Our aspiration at Changing Futures Northumbria is that everyone has the relationships that they need to thrive. When we say “everyone”, we mean “everyone”, not just the people we support, but our colleagues, our partners and our communities.

When we talk about relational working we mean ways of being, behaviours, values and thinking that reflect what any successful human relationship needs to thrive, not just the relationship between the people we work with and our colleagues. 

So, what are those features of successful relationships that are key to doing good work and if this is not just the working relationship with the people we support, who else are we talking about?

So, what are those features of successful relationships that are key to doing good work and if this is not just the working relationship with the people we support, who else are we talking about?

The values and behaviours in successful relational working

Honesty and Openness

When we see radical change in someone’s life, it frequently, if not always comes at a point at which they are open to not just high support but also high challenge. In our own lives and experiences we have seen how honesty and openness might not always be easy, but if the trust is there in the relationship, then there is a tolerance and an acceptance of challenge as well as that support.

Integrity and Consistency

We show up when we say we will and we endeavour to be true to ourselves and the programme, whatever our roles are.

Collaboration

At CFN, when we talk about co-production and co-design, we start with the person and work outwards.

The relationship between the person and the worker is truly collaborative. Rather than designing a service, they are designing together what that person needs: bespoke by design.

This is enshrined in our liberated methodology principle The Relationship Sets the Scope.

What relationships do we mean?

• The relationship between our high intensity workers and the people we seek to support, via our Liberated Method.

• How we relate to our colleagues, our leadership roles and how we support and encourage honest and open communication in our daily lives. See the section on Our Colleagues to find out more about the fantastic work we are doing with Helen Sanderson Associates.

• Our partners: Those people who have opened doors, provided staff to help CFN continue, the government and local authorities. These relationships are crucial to develop the governance and learning that enables this work to thrive in the wild.