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{Project} participants co‑produced a revised professional boundaries policy for the provider. The revised policy supports relationship‑centred practice, whilst ensuring that safeguarding is not compromised (DEEP project, Wales)
When you think about relationships and building them you do not usually jump policies, procedures, and other documents. But when you understand their role in creating an organisational culture and the wider context in which they exist, it can become clearer how they cannot be neglected when being relational.
For policies to be relational, they need to be informed by empathy and love. But being informed by that is not enough – they need to inspire relationships, empathy, and love. What do you currently feel when you read a policy document?
The DEEP project referenced here involves people who are supported by services and staff in developing policies.
A policy document is an organisational document that lays out practice, procedure, rules, and regulations. As such, they are very important. Of course, they also serve a legal purpose and play a role in making sure that staff’s behaviour is consistent.
Making policies and procedures relational does not mean reinventing them, but rather taking the power they have and using it for relationship-based practice.
It can be daunting to think of a place to start with policies, because there are often so many. As a rule, one should start with the most frequently used policies. These can be explored in a team meeting.Sometimes you will find that certain things that ‘the way things are done’ are not actually in any policy document.
When it comes to evaluating and improving policies, we suggest the following principles, as a starting place to be added to with your team and the young people who use your service.
The Developing Evidence Enriched Practice (DEEP) project in Wales shares information and resources to support inclusive policy and practice.
*Relationship-based practice is an approach that prioritises building trusting, consistent, and empathetic relationships as the foundation for support. *It recognises that meaningful change and positive outcomes are more likely when young people feel valued, understood, and safe in their interactions with adults. *It focuses on the quality of the human connection rather than solely on procedures, emphasising active listening, authenticity, and mutual respect.
*Trauma-informed practice recognises how common trauma is, and how deeply it shapes young people’s development, behaviour, and relationships. *It aims to create safety, avoid re-traumatisation, and promote resilience and healing. *Early experiences leave lasting marks on body and mind. Trauma-informed practice takes this knowledge and applies it so practitioners and organisations can build safe, healing spaces.
Introductions matter — when, how, and where they happen can shape a young person’s entire experience of transition. For young people in care, transitions are often the most difficult times, especially when they involve changes in trusted relationships. This guide looks at how to approach introductions and referrals through the lens of relational practice, focusing on building trust and avoiding unnecessary stress.
What do IT systems and relationships have in common? Both usually run in the background and are easily taken for granted. Yet, IT systems can have a big influence on the quality of relationships and relational practice in general.
One of the first things you learn when you start your job is when you need to arrive and when you need to leave. Have you ever considered that the pattern of your work affects the relationships you are building?
Organisational values influence the working culture. They can inspire workers to follow the organisation's mission. However, for them to have an impact they need to be developed with staff and young people.
It is important to keep learning and growing. Recognise your staff’s value and expertise by developing internal training and discussion sessions. Enable staff to learn and train more. Training should not be a tick-box exercise but a place for growth and reflection.
As is often said, hurt people hurt people – it is even more important to consider the flipside: supported people support people. Working with young people and caring for them can be a demanding role, especially in under-resourced and stressful environments. A truly relational organisation also invests in the relationships between managers and staff, creating a positive environment for everyone.
Relationships are shaped by the culture of organisations. Sometimes one person who ‘doesn’t get it’ can create relational barriers for an entire team. So, it’s easy to see why recruiting the right people is critical to create and maintain a relational organisation.
Strong relationships take time, effort, and trust. For young people with care experience, this can be more complex, requiring patience, consistency, and a clear sense of boundaries. With the right approach, you can build positive, lasting connections that support the young person’s growth and relational skills.
Relationships are essential to all parts of life and encompass both our professional and personal lives. They are a vital part of the support networks for our young people and the stronger the relationship the better we can all do our jobs, perhaps making them feel less like a job and more like a vocation. And perhaps more importantly, the stronger the relationship the more important a young person might feel.
