1. Pre-diabetic
Does not eat a healthy diet
Has little family contact but would like more
Does not drink a lot as can be argumentative
Stated has never used drugs
No issue with budgets

2. WISDOMS FROM THE STREET
To go back to the review, the wisdoms from the street summarise the main things that people said to us but the 2 critical points that we took from it – the current system and processes is at best humiliating and dehumanising and at worst we are institutionalising people and the second thing is the results and outcomes are not good enough, too many people are either trapped in the system or continually coming back in.

3. It’s not a rainy day, it’s climate change.
We recognised a climate of austerity, cuts, changes in government
ideology .
We took the opportunity to review services for people going through tough times such as
homelessness, coming out of prison or leaving care.
We wanted a way of working that produced greater impact
so how it all begin-
Austerity was the driver but mission was the purpose!

4. Innovation partnerships
September 2011
Review of current work
What works- globally
Research Phase
January 2012-April 2012
Staff re-profile
New model Introduction
Restructure
June
Moving the model forward sessions
Co Production
April 2013
Contract Variation
Northamptonshire
Initial Pilot
July 2014
Oxford Pilot
Proof of Concept
2016
Share with the sector- innovate together
Innovation partnerships
We talked to over 100 people both within and external to Mayday but all who had been involved in homelessness services. We spent considerable time searching for other successful models and interventions that had robust evidence of success. We came upon the Search Institutes developmental asset based model for positive youth work and were interested to explore how this would work with the people coming to Mayday. It fitted the emerging thinking on advantaged thinking, strength based work which focuses on putting the emphasis on what people can do not their needs and deficits. We developed our thinking and produced a new vision and direction for the Trust. In 2012 we presented this to staff and restructured the whole operations team – at that time 50% of the staff either decided it wasn’t for them or were not successful at interviews for the new roles. So there was a human cost to our transformation. This was followed by an intensive induction which very quickly got people motivated and eager to start delivering. Our approach was co production, this wasn’t easy, didn’t suit everybody but was highly effective in taking the initial model and really shaping it with people we work with and front line staff. In April of that year, we had successful discussions with the Northamptonshire commissioner who supported a contract variation to allow us to test and further develop the model. So a year later we were confident enough with the findings to begin a proof of concept in a new area where we hadn’t previously worked. Lankelly Chase became our partner, willing to fund the proof of concept with some match funding from the county and city council. It is as a result of the proof of concept that we are eager to pursue gathering further evidence for the new work and the need to change systems that will enable it to work which is why we are now seeking innovation partners to help us deliver the model to a much greater number of people

5. Outcomes Assets
Second Update complete

6. Outcomes Assets
Second Update complete
More people are coming with higher internal assets than external assets.

7. Outcomes Assets Jane: Starting Total Assets = 18
Jane originally came into contact with Mayday in 2011 after becoming homeless as a result of ‘Relationship breakdown’. The relationship was abusive, mentally, emotionally and physically.
During her initial time at Mayday, Jane sex worked and was addicted to heroin. However, after a short period, Jane found her own accommodation and moved on positively.
This came to an end when her flat was set alight. Although never charged with arson Jane then became homeless and was deemed as too high risk for further housing by housing providers.
Jane was then referred back to Mayday in April last year and has since worked with a coach
Jane shared that she was sexually abused by her brothers but had not sought police support for this. Jane’s family have stopped all communication with Jane.
Jane has made several attempts to take her own life by hanging and overdose. She always contacts someone (Coach) for help.
Jane has found accommodation and has slowly come off class A, however Jane continues to experience mental distress and at times still makes negative choices. Jane has started to build a trusting relationship with her coach.
Second Update complete

8. Outcomes Assets
Jane’s Visualisation card. Lowest asset areas Constructive use of Time and Positive Identity. Highest asset areas Boundaries and Expectations and Positive Values.
Second Update complete

9. Outcomes Assets Tom: Starting Total Assets = 48
Tom moved to Mayday after what he described as a ‘family breakdown’. He had being asked to leave by his mother. Tom’s father had recently passed away and this put strain on his relationship with his mum.
Tom had a clear plan of what he wanted to do and was focused and engaged from the start. Tom wanted to gain his provisional license and start lessons so he could go out to work with his brother in law.
Tom applied for a Personal Budget to match fund his driving lessons.
Tom then found his own accommodation with a local housing association in a brand new flat. This enabled him to start making music with his friends in his flat, something he has really enjoyed. Tom also rebuilt his relationship with his Mum and this has had a massive positive affect on him.
 Tom is now working for his for his brothers recovery business and is about to take his Theory Test.
Second Update complete

10. Outcomes Assets
Tom’s Visualisation card. Lowest asset areas Support and Positive Identity. Highest asset areas Social Competency, Positive Values and Empowerment.
Second Update complete