The case for developing a practice framework
Earlier this month, we spent a couple of days in the office of one of our clients meeting with staff to understand and capture the principles that guide the work that they do. It was quite an inspiring and insightful experience to hear from practitioners talking passionately about their work in helping people in vulnerable situations.
The aim of this consultation was to inform a practice framework for the organisation that we had been brought in to develop on their behalf.
So what is a practice framework?
The purpose of any practice framework is an attempt to capture and articulate the evidence-informed approach to service delivery and program implementation that an organisation takes. While a practice framework can vary widely in terms of scope, level of detail and audience, it is widely recognised as a valuable tool for a social services or community sector organisation to engage with staff and volunteers, provide a level of assurance to funders, and demonstrate value to the community.
But we already have a strategic / business plan? Surely we don’t need more?
A practice framework generally sits below the mission and strategy of an organisation, and above more ‘operational’ documents such as business plans, service models, or project management templates. While these other documents aim to explain ‘what’ an organisation does, a practice framework explains ‘how’.
An effective practice framework should explain how some of the lofty and ambitious goals and values of the organisation will be brought to life. Program logics and evaluation frameworks should be able to simply ‘plug in’ as the next step, so that outcomes can be measured and impact can be reported on at an organisational level in a clear and consistent way.
As an example, some of the key themes raised by staff in this organisation were how they ensure their practice is trauma-informed, person-centered and recovery-oriented. We heard several examples of how this particular organisation applies these principles to their practice, but also identified a number of areas where practice could be strengthened. These three statements are used often by organisations across the sector, but it would be reasonable to raise questions about whether these organisations genuinely practice in a way consistent with the evidence available for each area.
Should my organisation create a practice framework?
A practice framework is by no means necessary for every organisation. There is a risk that, like any document, it is consigned to the shelf and never referred to again. Even worse would be making claims that an organisation is not committed to, which is likely to lead to disengaged staff and unimpressed funders.
However, for organisations that are committed to evidence-informed practice and continuous improvement, it can be a resource that adds value through:
unlocking funding opportunities
supporting formal accreditation processes
supporting staff development
mobilising community support.
The process of developing a practice framework is also a valuable learning experience. It provides an opportunity to step back from the everyday and reflect on what the organisation does well, what underpins this success, and areas that the organisation can strengthen.
Below is a sample of practice frameworks from leading organisations that we feel are clear and meaningful. As mentioned before, these examples vary widely in terms of the level of detail, but each serves a different purpose based on the needs of the organisation at the time.
Where to from here?
Stay tuned to see the finished product we deliver for this client due in early-October. In the meantime, if you’re interested in discussing how a practice framework might benefit your organisation, we’d be keen to have a chat. Drop us a line at info@beaconstrategies.net.