# data[].attributes.body
it can be difficult working on emotive issues and remaining impartial. Guidance on this and training would be helpful

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could there be flexibility on KPIs- starting the role again after working on advice during a pandemic is tough. It would be helpful to understand what is required to pass KPIs in these circumstances

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4- Support for new BPLs and new coordinators

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4- Support for new BPLs and new coordinators

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buddy system/ welcome pack

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Policy research worked really well - seeing a trend - can you go and get on the back of it - working really quickly - be more agile and quick

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Quarterly meetings for BPL's are not enough . Would prefer monthly meetings - easier to do when held remotely

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More involvement with National team - so that we can make each other aware of what we're doing i.e. more involvement with the national improvement team

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More dialogue with account managers

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More connected as one team - HTC - create the BPL role as the link between national and local, strategic and operational - more context for the role to operate in, knowing what other teams are doing, 2 way dialogue, mini projects, discussions, scope for different level of involvement. Potential for us to be really useful - the more we have, the more we can share, the more we can gather more and get more engagement

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Have a "Theme" a month from national i.e vulnerable clients . What is happening with them identifying good practice.

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Third party groups that bring together large amounts of people.  These allow us to touch base with a lot of people at the same time.  Use of Zoom meetings is now new norm and more accessible.

Being more holistic when discussing CitA services to gain different referrals.

Challenges around Non-Political role of CitA with Settled Status

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demonstrate that Ev Forms are being read

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It was very useful having a regional BPL meetings during the start of the pandemic.

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Love to see a stronger link and connection on research and campaigns between local and national - opportunity to help local teams really see how their work plays into policy and how they can help by doing them differently

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Local stakeholders may not be happy that HTC is being dealt with via the national telephone service. (May affect core funding )

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worry about being irrelevant in the remote model with the BPL role at a district level - where does it fit in if we continue more on the phones and the webchat, a more national model = very hard now to identify and address the local needs and clients - harder to prove relevance - what is the strategic way forward? not necessarily local clients and local initiatives. still have a function - link to the local on the ground level

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Working remotely and online was challenging at the beginning of the pandemic

Some BPLs did not have access to the relationships created by their senior LCA managers during the start of the pandemic

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LCA's still want to manage their own stakeholder relationships - this was the case before the pandemic

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can be hard to evidence the impact of networking and stakeholder management - and need to accept that you need time to build it up

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Main issue has been with DWP - staffing and departmental changes

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Really good relationships built with DWP and LCA.  Conduit for information.  Partnership Manager meetings are up.  Meeting with safeguarding lead to build up stakeholder opportunities in Kent.

Good successes with building relationships with third party groups and growing referrals.  Lots of social media activity and signposting to other CitA services

Great success in how HTC team adapted to the pandemic and moving to remote service delivery to reach as many people as possible. Also great adaptation in moving to working from home

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Some feel that they are devaluing the generalist advisors as a result of driving them onto HTC work

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Been able to maintain good relationships with local supermarket during pandemic which has enabled us to provide food parcels for local people

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HTC funding not secure - don't want to go and overpromise - and future worry that UC will become the lynchpin for everything.

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Overlap with other roles in same space and getting them to think about HTC specifically is really challenging. Hard to keep front of peoples minds when not in the office and just chatting and connected

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Working virtually on previous research projects has been beneficial for dealing with so much being done virtually

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Lots of 3rd party meets got stopped - and where starting again remotely, hard to do the networking and the informal side of things

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How to widen access and create connections, we know we have lost clients - building relationships to help understand where they are and how we connect with them

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LA's holding Covid Hub meetings weekly - good platform for sharing info and intelligence with a lot of stakeholders in one meeting

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Offering to support DWP training for work coaches

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More LCA's are attending virtual meetings than had done previously

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Challenging having to go back into the day job, shifts, systems etc - no space to keep that stuff going

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Some LCA's have been very engaged in the Research Project

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Stakeholders got really busy trying to sort out their own situations initially - challenge to feel you can park it but dont want to damage the relationship - starting to come back now, pick up again

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BPL training route.
BPL role is still not properly defined with LCAs - training should be provided for the BPL by National to illustrate what the role entails and the scope of what is expected of the new BPL who have joined post Mobilisation.

Research projects should include induction packs to help the BPLs in carrying out this function. Frequently, BPLs without Research backgrounds are left to fend for themselves without guidance

The proposes Buddy system for BPLs  is a step in the right direction

National CA needs to work closely with the LCAs as there seems to be a disconnect between the LCAs and National CA especially with regards to the timescales research projects are given

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Go to advisors to get the themes and trends - gives a different set of perceptions

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Leveraging the different roles

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LCA's are more focussed on service delivery ... . Still a feeling that LCA's don't know what we do . The view is that the role doesn't have any "teeth"

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Moving from Pandemic support role back to BPL role.  Felt there was a lack of support and then immediately went into research project.

Lack of guidance on how to be a Project coordinator.

Pressure on Narrative report
More support for new starters, welcome pack, KPI breakdown and buddy system

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Feels as if we are very much a tick box exercise for the DWP. They are saying there is no demand for HTC. Seems as if HTC is not as important to them

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Lot of staffing changes at DWP has made it difficult to make DWP understand what we do as VPL's

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4- could there be a KPI for LCAs to engage with research 

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4- could there be a KPI for LCAs to engage with research 

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Looking to develop more relationships with advisors directly - More advisors not just managers

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Remote model for large geography makes sense - more people come now than before - helps having had face to face already but easier to do remote and commit to time.

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Lack of communication with other staff members in local office lead to feelings of isolation for some

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4) - More support with driving  engagement

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4) - More support with driving  engagement

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Standardisation of work and less duplication.  Shared templates that can be customisation for local areas.  Need to consider LCA specific needs.

More sharing of best practice from LCAs. Covered in quarterly meeting to find best ways for each LCAs that works for them. When we find relevancy with LCAs it drives engagement

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Challenges:

Lack of engagement from LCA
Refocused engagement with other stakeholders e.g. other Advice Agencies(Foodbank), DWP,

Lack of certainty about where HTC due to ever changing governmental regulations during the pandemic
Positives:

Regular meetings due to use of online medium - between DWP and HTC Managers

Positive engagement from DWP to HTC Advisers - DWP were able to show Advisers how UC accounts work, what Work Coaches are doing and showed what the WC had as priorities

Other partnerships were created to expand the service e.g. Working with MIND

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Extended COVID updates to all LCAs - create in one place and share

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Regain contact with LCAs - affirmation that do add value - wanted to have the meetings and newsletters