Future Impact

Project insights

1. Understanding “barriers” is often more critical than understanding “ambitions”

   If a young person says she/he “doesn’t want to go to college”, perhaps the rationale is not in terms of future ambitions but current challenges and barriers; for instance, a younger sibling needs caring for at home while parents are out working/ill. The person-centred work of coaches is fundamental in understanding that matter.

   Initial assessments need reviewing for change and/or progress at set intervals. Following this, action plans should be revised or reset to focus on the priorities agreed at each review, as prioritised by the young person. These determine areas of work the coaches support them with, in addition to moving into the other measurable and claimable outcomes- i.e. employment, training, and volunteering. “You will never have people having identical journeys with us on Future Impact, as we are always influenced by when the young person reveals needs, which are unique to them”, says Joanna Key, Futures Business Manager at Nottingham.

2. Clear mission, but planning open to adaptations

   Although the project’s mission needs to be clear, one shouldn’t be strict about initial planning as learning often leads to project adaptations. These require two attributes to work correctly. First, SIBs need to be flexible and open to adaptations. An environment that values ideas and allows them to be implemented is vital. This depends on both flexibility in terms of the formal contract and service delivery innovation. Second, monitoring and intermediate process evaluations need to be in place, so opportunities for improvement are perceived.

   One example of that occurring in Future Impact was adapting the project to include outcome metrics for part-time jobs, not originally included. Both part-time work and volunteering were often shown as critical paths for young people to improve self-esteem. These paths were essential for achieving several other young people’s demands, including moving and securing employment afterwards.

3. Commissioners do more than just commissioning

   Local authorities play a crucial role as commissioners – i.e., outcome payers in case of SIB success. For Future Impact, these are Nottingham City Council and Nottinghamshire County Council. However, their role goes way beyond paying for outcomes. Aligned views and engaged approaches make all the difference. Instead of competing, these promote collaboration between partners to reach and act on a broader range of younger people needing support. Particularly when the delivery partner is a national company working in several areas (such as Futures), expertise from local authorities is critical for the success of interventions.

4. Support to sustainment is key

   Futures hold several contracts working on the EET agenda but Future Impact was developed deliberately with the ability to continue supporting individuals after placement. To support the sustainment of employment and help the young people, the provider and employers overcome barriers together that would otherwise have led to an early exit. The relationship the coach and young person develop over time is crucial in that and they in turn can facilitate useful discussion with providers and employers to help ensure needs continue to be addressed and supported. Futures developed the ability to stay involved to sustain for a minimum of 6 months and in some cases several years. They believe it is not good enough simply to place and hope, but better to place then help young people to self equip and grow the skills and resilience they need to navigate life challenges, become and stay successful.