Exploring Vocational Psychotherapy and Carer Coaching Practices
Date: September 2025
Prepared by: Dr J. G, Kappia
1. Introduction.
2.1 Data Capture Context
2.2 Session Design.
2.3 Delivery Settings.
2.4 Participant Engagement
2.5 Analytical Framework.
3.1 Overview of Data Collection.
3.2 Session Allocation by Month.
3.3 Gender Distribution.
3.4 Age and Gender (Population Pyramid)
3.5 Complexity of Carer Needs.
3.6 Referral Pathways.
3.7 Demographic Concentration and Community Engagement
3.8 Summary of Data Insights.
4.1 Case Study 1: Building Employability through CV Development
4.2 Case Study 2: Structuring a Long-Term Career Pathway.
4.3 Case Study 3: Job Application and Interview Preparation.
4.4 Case Study 4: Resolving Workplace Conflict
4.5 Case Study 5: Navigating a Grievance Procedure.
4.6 Reflections from Case Studies.
5.1 Flexibility of Delivery.
5.2 Therapeutic and Coaching Structure.
5.3 Breadth of Carer Needs Addressed.
5.4 Community Engagement and Cultural Reach.
5.5 Personal and Professional Growth of Delivery Team..
5.6 Summary of Success Factors.
6.1 Venue Limitations.
6.2 Time as a Limited Resource.
6.3 Demographic Concentration.
6.4 Lessons Learned from Challenges.
6.5 Constructive Framing.
7.1 Expanding Reach Across Derbyshire.
7.2 Reflection: Implications for the Project’s Reach.
7.3 Addressing Time as a Resource.
7.4 Leveraging Technology for Hybrid Delivery.
7.5 Broadening the Demographic Profile of Carers.
7.6 Personal and Professional Development
7.7 Summary of Q2 Plans.
8.1 Exploring Unique Talents and Practices.
8.2 Successes and Challenges in Balance.
8.3 Adopting New Methods of Practice.
8.4 Looking Ahead to Personal and Professional Growth.
8.5 Gratitude to Funders.
9.1 Reflections on Quarter 1.
9.2 Integration of Learning.
9.3 Next Steps for Quarter
9.4 Closing Reflections.
List of Tables
Table 1. Carer Demographic Summary Table.
The Transition Points project was launched to provide vocational psychotherapy and career coaching for Carers across Derbyshire, recognising the unique challenges they face in balancing personal responsibilities with professional aspirations. This first quarter (July–September 2025) has been both productive and formative, yielding significant successes while also presenting challenges that shaped the evolution of our methods.
Funded through the Accelerating Reform Fund (ARF) and Hconnect, there is expected an increase in referrals for Carer support to Derbyshire All Age Carers Support Service and Derby Universal Services for Carers.
A total of 34 Carers engaged with the project to date, with 115.5 hours of therapeutic coaching delivered. Sessions were structured around a four-stage model (Intake, Development, Goal Engagement, and Expansion), with flexibility in duration, typically 1.5 hours, though some double sessions extended to 3 hours. This design allowed the project to respond to the diverse needs of Carers, ranging from simple CV support and employability advice to complex workplace challenges including career restructuring, interview preparation, conflict resolution, and grievance navigation.
What worked well included: flexibility of delivery; community venues and technology; the therapeutic structure; diversity of support (from CVs to complex grievances); strong community engagement; and growth in the project team’s practice. Challenges included lack of access to planned office space, limited time as a resource; and demographic concentration.
Looking forward, Quarter 2 plans include hosting a formal launch event, expanding partnerships, strengthening hybrid delivery, diversifying demographics, and embedding sustainability into team practice.
The first quarter (Q1) has proven the viability of the Transition Points project, showing its ability to provide meaningful, holistic support for Carers. We remain deeply grateful to the funders whose support has enabled both impact and innovation.
This provides an initial depth into the project as it stands in Q1. A final project analysis will be provided on the projects conclusion, and how it progresses developmentally will be discussed and analysed at Q2, Q3 and Q4.
In this report we have chosen to use “Carer” with a capital ‘C’ rather than “Carer,” and this is a deliberate decision. The capitalisation is not merely stylistic but a recognition of the significance of the role and the dignity it carries. Too often, the word “Carer” in lowercase blends invisibly into the background, reflecting the wider societal tendency to overlook or undervalue those who provide unpaid care. By writing “Carer,” we signal that caring is not a marginal or secondary activity, but a central identity and contribution to family, community, and society at large. In effect, the capital ‘C’ elevates the term, ensuring that Carers are acknowledged with the same respect afforded to professional titles or roles. This small but intentional act of language use underscores the project’s ethos: to affirm the value, complexity, and legitimacy of Carers’ experiences.
Key Project Members
The project team consists of three members who identify a Carers:
Dr Joseph Kappia
Project delivery, development, and client engagement will be led by Dr Joseph Kappia, a Vocational Psychologist, Career Coach and Psychotherapist with over two decades of experience in the sector. Dr Kappia holds a PhD from Loughborough University with research focused on career theory, meaning making, and identity construction within complex social environments. As well as extensive reporting and academic review experience, his unique blend of academic insight and therapeutic skill has equipped him to support individuals facing significant career barriers, such as unpaid Carers, those recovering from trauma, or people managing long-term mental health conditions. He has successfully delivered coaching and psychotherapeutic interventions to individuals at various life stages and is particularly skilled in pattern recognition, trauma-informed practice, and facilitating behavioural change through structured coaching frameworks.
Shaun Duncan
CSJA Consulting is an established IT solutions firm, led by Mr Shaun Duncan, which provides digital project and transformation management services for a range of organisations, including KONE international and Hewlett Packard. While CSJA Consulting is the named applicant for this project, the programme will be a multi-disciplinary initiative delivered in partnership with professionals from the fields of operations management, psychotherapy, career coaching, and community development.
Nelda Kappia
Operational management of the project will be overseen by Nelda Kappia, a qualified teacher who brings a wealth of experience from executive roles within Leicestershire City Council. In addition to experience as a safe-guarding lead gained while working as the Head of Operations and Quality Assurance for the homelessness charity Apex Works. She led Ofsted inspections and Board level reporting to elected members on a local and national level. She has led on Leicester City Council multi agency projects working with the DWP, the NHS, local employers, and community groups, and was the local authority’s single point of contact for a commissioned service for a national family learning project funded by the DWP. Her leadership in overseeing small and large-scale service delivery, monitoring and reporting for vulnerable communities makes her an ideal candidate to manage the day-to-day running of the programme, stakeholder engagement, and partnership building.
The Transition Points project was initiated to provide tailored vocational psychotherapy and coaching support for Carers across Derbyshire. This work arises from recognition of the unique challenges Carers face in balancing personal responsibilities with aspirations for education, employment, and personal growth. Carers often struggle with limited time, heightened stress, and reduced access to structured career development pathways, which can in turn reduce both their confidence and their prospects for long-term professional fulfilment (Carers UK, 2021).
The Project is funded by Accelerating Reform Fund (ARF) which provided funding to each Integrated Care Board to support innovative practices in how unpaid Carers are supported. On behalf of Department of Health and Social Care (DHSC), Derbyshire Carers Association are working with Derbyshire County Council, Derby City Council and Derby Universal Services for Carers to fund small projects and initiatives that support Carers within their local community. This is connected to the ARF Carers hospital discharge project called Hconnect.
Through the Hconnect, there is expected an increase in referrals for Carer support to Derbyshire All Age Carers Support Service and Derby Universal Services for Carers. To ensure Carers have prompt access to the support they need, DCA collaborated with a network of community support services across Derbyshire and Derby City to introduce innovative, locally based, and easily accessible support options. Through this the Transition Points project commenced on 1st July 2025 and will continue until 31st August 2026.
The Transition Points central aim is to bridge the gap between therapeutic support and career development. Unlike conventional career guidance, vocational psychotherapy integrates a therapeutic narrative approach, allowing Carers to process their lived experiences while simultaneously developing actionable career strategies. This dual emphasis reflects a holistic understanding of Carers as both individuals and professionals, with needs that span emotional well-being and employability.
Funding from the Accelerating Reform Fund (ARF) has enabled the team, led by Dr. Kappia, to develop a model that blends management practice, IT development, and vocational psychotherapy/career coaching into a coherent service. Sessions have been designed to progress through a structured therapeutic cycle:
1. Intake and Calibration – Familiarisation and challenge identification;
2. Development – Exploration of background, goal-setting;
3. Goal Engagement – Reflection on goal responses and barriers; and
4. *Expansion – Additional sessions to consolidate learning and progress.
The project has been rooted in community engagement, with Carers accessed through personal networks, partnerships (notably with the Hadhari Project), and outreach within culturally relevant settings. This has ensured trust and accessibility but has also highlighted challenges around demographic breadth, as much of the first cohort reflects Derby City itself.
This report presents a comprehensive account of Quarter 1 (Q1), exploring what has worked well, what has not worked as planned, and how challenges have been addressed. It also sets out plans for Quarter 2 (Q2), while embedding reflections on both project delivery and the personal/professional development of the project team.
This report highlights general elements of the project although much of the detailed analysis is withheld. Further reporting on conclusion of the project will detail full narrative, quantitative data, tables, and visual representations to provide a more evidence base for evaluation.
* Note: Throughout this report, the word Carer is capitalised deliberately. This is to acknowledge the significance of the role, emphasising the value and dignity of unpaid care, and resisting the tendency for the term to be overlooked when written in lowercase.
The methodology underpinning this project reflects both its therapeutic orientation and the practical realities of Carer engagement. Unlike traditional service monitoring, which often prioritises form completion and quantitative tracking, this project deliberately placed the Carer’s narrative at the centre of data capture. As a result, while some structured reporting points remain incomplete, the qualitative depth of engagement has been rich and valuable.
2.1 Data Capture Context
Data was collected during vocational psychotherapy sessions, where the primary focus was therapeutic exploration rather than strict form-based assessment. Carers were encouraged to reflect on their life histories, caring responsibilities, and aspirations in ways that felt natural and supportive. Information such as gender, age, and ethnicity was gathered only where relevant to the therapeutic process. This approach ensured that Carers were not overwhelmed by administrative demands at the expense of meaningful dialogue.
Consequently, some fields within the dataset remained blank or under-populated. This does not reflect absence of data in the wider sense but rather the prioritisation of psychological safety, rapport-building, and narrative depth over rigid reporting. Nevertheless, the dataset still provides valuable demographic insights and allows for meaningful quantitative analysis of session numbers, participation rates, and referral sources.
2.2 Session Design
Sessions were structured around a progressive four-stage model:
Although the standard format was 1.5 hours per session, this was adapted where necessary. Several Carers engaged in double sessions lasting 3 hours, reflecting the reality that some therapeutic dialogues could not be curtailed artificially. The flexibility of session length and frequency proved critical in meeting Carers where they were, rather than imposing rigid structures.
2.3 Delivery Settings
Planned delivery was initially linked to dedicated office space in Rykneld Road, Littleover, Derby. However, this venue did not materialise, and neither was it necessary to activate the Burton-on-Trent office option in Q1. Instead, sessions were delivered flexibly in alternative venues:
This blend of physical and digital spaces created a hybrid delivery model that maximised accessibility and reduced barriers for Carers with limited mobility, time, or transport access.
2.4 Participant Engagement
Carers were recruited primarily through personal networks and referrals from the Hadhari Project, leading to strong uptake among Afro-Caribbean Carers. While this concentration demonstrates the strength of community trust, it also underscores the need for broader outreach to reflect Derbyshire’s wider demographic landscape.
Total engagement figures for Q1 were:
This engagement level indicates both a strong demand and the project’s capacity to adapt to varying levels of Carer need.
The total hours of sessions delivered across July, August, and September, broken down by the number of sessions attended saw:
· July: A balanced spread, with most hours generated by Carers attending 2–3 sessions;
· August: The busiest month, with the highest total hours (51), driven largely by Carers attending 3–4 sessions;
· September: Fewer Carers engaged, but those who did often committed to full 4-session cycles, giving a higher proportion of hours from repeat attendance; and
· Remaining period of September: Many Carers expressed the need for longer-term support, and as a result, the latter part of September was/has been dedicated to continuing work with those initially engaged in July, August, and early September who required extended assistance.
2.5 Analytical Framework
Quantitative data (e.g., session numbers, hours delivered, demographic categories) has been analysed using Excel and visualised in charts, pie, bar, pyramid, sunburst and Sankey, not contained in this provisional report. Qualitative data emerged from Carers’ narratives, which were interpreted thematically under headings such as career development, workplace challenges, emotional resilience, and structural barriers. This mixed-methods approach allows the report to reflect brevity, alluding to breadth (numbers) and depth (stories).
The Table 1. Carer Demographic Summary Table (p.10) provides an overview of the 34 Carers engaged during Q1 (July–September).
Table 1. Carer Demographic Summary Table
The dataset collected in Table 1. provides brief insight into who engaged with the project. These insights not only inform our understanding of the current cohort but also shape strategic planning for future quarters.
Table 1. highlights both demographic details although not service delivery outcomes:
· Gender: The cohort is predominantly female, with 23 female Carers compared to 11 male Carers. This reflects national patterns of gendered caregiving, though the male participation is still significant;
· Age range: Most Carers fall within the 26–60 age bracket, with both younger and older Carers underrepresented in this quarter’s engagement;
· Who they care for: The majority provide support for close family members, including children, partners, and parents;
· Years of experience: Carers’ experience varies widely, from those who have recently taken on the role (<1 year) to those who have provided care for over a decade;
· Cared-for conditions: The cared-for individuals have a mix of physical illnesses, disabilities, and mental health challenges, reflecting the diverse and complex nature of caring responsibilities; and
· Service delivery: A total of 115.5 hours of therapeutic and coaching sessions were delivered across July, August, and September, demonstrating strong engagement and a significant level of support provided to the cohort.
Overall, the table captures both the gender diversity of Carers engaged and the substantial commitment of hours provided, offering a clear snapshot into the demographic profile for the quarter.
Sessions were distributed across the first three months of delivery (July–September). Each Carer was placed in the month they first made contact with Transition Points. Sessions were typically 1.5 hours, though some double sessions of 3 hours occurred where necessary.
· July (12 Carers): Engagement ranged from one-off sessions to a maximum of four sessions;
· August (15 Carers): Showed the widest spread of engagement, with strong participation in multi-session cycles; and
· September (7 Carers): Most participants either had a single intake session or committed directly to full four-session cycles.
The true value of coaching lies not only in the initial intervention but in creating time and space for follow-up appointments, where emerging issues in Carers’ lives can be revisited and supported. This approach recognises that caring is rarely static; circumstances evolve, and new challenges arise. Notably, the number of new Carers engaged in September was lower than in previous months. This was an intentional decision: the needs expressed by Carers in July and August were often significant, requiring more than a single cycle of support. As a result, we prioritised additional appointments for existing participants, ensuring they received the depth of attention necessary rather than overextending to reach higher numbers. This strategy highlights the project’s commitment to quality of engagement over quantity, embedding sustainability and trust in Carer support.
Gender analysis revealed that the majority of Carers were female (23 Carers, 68%), with male Carers making up 11 participants (32%). No participants identified as transgender or other gender categories in this quarter.
This reflects wider national trends in which women are more likely to identify themselves in caregiving roles (Carers UK, 2021). However, the presence of 11 male Carers is notable, as men are often underrepresented in Carer support services. The complete absence of transgender or non-binary Carers may indicate either genuine underrepresentation or a lack of disclosure due to the therapeutic context. One of the aims of the project at this stage is to identify whether this is a significant issue that needs to be addressed.
Analysing data as a population pyramid would compare age brackets across genders (not assed here). However, Female Carers were more evenly distributed across age ranges, while male Carers were concentrated in mid-life groups.
· Female Carers: Engagement strongest among those aged 26–60;
· Male Carers: Smaller numbers across most age brackets, but still visible representation; and
· Younger and older Carers: Very limited representation, highlighting a gap in outreach to young adult Carers and older Carers beyond 61.
This analysis reinforces the need to target underrepresented age groups in Q2, particularly young adult Carers (17–25) and transition parent Carers, neither of whom were captured in this quarter’s data.
Carer engagement in Q1 ranged from basic employability support to complex career challenges:
· 26 Carers (76%) engaged primarily with what could be considered basic support, such as CV writing and general career guidance; although
· 8 Carers (24%) required more intensive, complex interventions, including:
o 3 Carers: Long-term career pathway structuring;
o 2 Carers: Job applications and interview preparation;
o 2 Carers: Resolution of current career issues; and
o 1 Carer: Navigating a workplace grievance procedure.
This balance shows that the project successfully addressed both ends of the spectrum: quick, practical employability improvements and in-depth therapeutic interventions. The ability to flex across these needs highlights the strength of the vocational psychotherapy model. Carers’ coaching and vocational psychotherapy within this project is not only about supporting individuals but also about addressing the wider, complex challenges of the modern labour market. Carers often face disrupted career paths, limited opportunities, and the psychological toll of balancing employment with caring responsibilities. At Quarter 1, the project has begun asking an important question: how deep are these challenges, and in what ways can our theoretical approach, integrating therapeutic practice with career development, produce benefits beyond the immediate Carer community? The conjecture is that by enabling Carers to re-engage meaningfully with the labour market, the project not only empowers individuals but also contributes to greater economic participation, social cohesion, and improved well-being in wider society.
All Carers in Q1 came through self-referral or personal networks, with no formal referrals from health, social care, or schools. While this demonstrates strong motivation among Carers themselves, it also underscores a gap in professional referral pathways. Strengthening links with GP practices, social care teams, and voluntary organisations will be a key priority for Q2 and beyond.
The project engaged heavily with Carers of Afro-Caribbean heritage, largely due to referrals through the Hadhari Project. This reflects the strength of culturally trusted intermediaries but also shows the need for a broader demographic spread to ensure inclusivity across Derbyshire. Planned outreach in Q2 will target rural Carers, young Carers, and other underrepresented groups to achieve this balance.
Overall, Quarter 1 data reveals several key insights:
1. Engagement levels are strong, with 34 Carers participating and 115.5 hours delivered;
2. Most Carers were female, though male participation was significant;
3. There were no interactions with transgender or non-binary Carers;
4. Younger and older Carers remain underrepresented, highlighting outreach gaps;
5. Carer needs ranged from basic to complex, with almost a quarter requiring intensive support;
6. Referrals were entirely self-generated, reflecting strong individual motivation but weak professional pathways; and
7. Cultural concentration in Afro-Caribbean communities highlights both strengths (trust) and limitations (reach).
These insights provide a foundation for targeted improvements in Q2, ensuring greater demographic inclusivity, stronger referral pathways, and better resource allocation.
While quantitative data provides insight into patterns and trends, the qualitative, narrative stories of individual Carers reveal the depth of the project’s impact. The following anonymised vignettes illustrate how the programme supported Carers with both straightforward and complex needs.
One Carer, recently out of work due to their caring responsibilities, sought help with re-entering the labour market. Their main concern was a lack of confidence in presenting their skills and the employment gap on their CV. During a single 1.5-hour session, the focus was on reframing caring responsibilities as transferable skills, including time management, problem-solving, and resilience. By the end of the session, the Carer reported increased confidence and left with a practical, updated CV that reflected both professional and personal strengths. This case illustrates how brief, practical support can yield immediate value.
Three Carers presented with a shared challenge: how to build a sustainable career around ongoing caring duties. For one individual, sessions explored opportunities for part-time study and retraining, balanced against their caring responsibilities. Over multiple sessions (totalling 6 hours), a personalised career map was created, showing short-term steps, medium-term goals, and long-term aspirations. This process not only gave structure to the Carer’s ambitions but also provided reassurance that career growth was possible without abandoning their caring role. Such cases highlight the value of multi-session therapeutic engagement, where deeper reflection and planning are required.
Two Carers required targeted support with job applications and interview skills. For one, the main issue was difficulty articulating achievements under pressure. Sessions focused on mock interviews conducted via Microsoft Teams, alongside practical coaching in the STAR (Situation, Task, Action, Result) method. This hybrid approach allowed the Carer to practice in a digital environment similar to many real interviews today. By the final session, the Carer expressed increased confidence and successfully applied for a role. This case demonstrates the effectiveness of combining practical employability training with therapeutic encouragement.
Two Carers presented with difficulties in their current employment situations. For one, workplace tensions were impacting both job satisfaction and mental well-being. Sessions created a reflective space to unpack the conflict, explore assertive communication strategies, and consider potential solutions. While not all issues could be fully resolved within the timeframe, the Carer reported feeling more empowered to navigate workplace dynamics and less overwhelmed by stress. This highlights the therapeutic dimension of the project, where career issues are addressed not only practically but also emotionally.
Perhaps the most complex case involved a Carer who was in the midst of a formal grievance procedure with their employer. This situation required both practical guidance and emotional support. Sessions focused on helping the Carer understand organisational policies, prepare written submissions, and manage the psychological toll of the process. Over multiple sessions, the Carer reported greater clarity, reduced anxiety, and increased ability to advocate for themselves. This case underscores the importance of blending coaching, career development, and psychotherapeutic sensitivity within the same intervention.
Across these vignettes, several themes emerge:
· Carers value practical outputs (e.g., CVs, application strategies);
· For complex cases, multi-session cycles provide the depth needed for meaningful change;
· Hybrid delivery methods (community spaces + digital tools) are particularly effective in supporting confidence and accessibility; and
· The emotional dimension of career challenges is just as important as the practical one, reinforcing the value of vocational psychotherapy.
These stories demonstrate that the project is more than a career service; it is a holistic support system that meets Carers where they are, recognising the interplay between their personal, caring, and professional lives.
One of the most notable successes this quarter has been the project’s ability to adapt delivery in response to real-world challenges. Although our initial plan to use fixed office space in Littleover, Derby did not materialise, we successfully pivoted to a hybrid model that combined community venues with digital platforms. The Hadhari Project on Burton Road, Derby became a key partner, offering a trusted and culturally relevant space for engagement. Meanwhile, use of the community space (private room) at the Insomnia Café in Littleover, Derby allowed for a more informal atmosphere, which was particularly effective in putting Carers at ease.
Equally important has been the role of digital technology (Microsoft Teams), which proved essential for Carers who faced logistical challenges. Remote access ensured that Carers could attend sessions around their caring responsibilities, demonstrating that technology can significantly lower barriers to participation. This adaptability is a central reason why the project has been able to engage and retain participants despite logistical setbacks.
Another key success has been the structured yet flexible therapeutic framework. The four-session design, intake, development, goal engagement, and expansion, provided both a roadmap and flexibility. For Carers requiring brief intervention, the intake session alone offered clarity and initial direction. For others, the development and expansion stages allowed for deeper exploration of complex career challenges.
By setting 1.5 hours as the standard session length, but allowing for extended 3-hour sessions when necessary, the project maintained structure while respecting the natural flow of therapeutic dialogue. This balance between formality and flexibility is one of the core strengths of vocational psychotherapy and has worked particularly well in practice.
The diversity of needs met this quarter illustrates the effectiveness of the model in serving a wide range of Carers. Some participants engaged with straightforward goals, such as CV development or basic career guidance, while others required intensive support. The project supported eight Carers with complex career challenges, which included:
· Three Carers seeking long-term career pathway structuring;
· Two Carers seeking job application and interview preparation;
· Two Carers resolving current workplace challenges; and
· One Carer navigating a grievance procedure within their workplace.
This capacity to flex from practical employability skills to deep therapeutic support demonstrates that the project has successfully bridged a service gap. Many Carers expressed appreciation for being supported as whole people, where their lived experiences were as important as their professional aspirations.
The success of the project to date, has also been linked to community engagement strategies. As we have previously mentioned, much of the current cohort has been reached through personal networks and referrals via the Hadhari Project, resulting in strong engagement with Carers of Afro-Caribbean heritage. This has created an immediate strength in terms of trust, cultural resonance, and uptake. Carers reported that they valued the sense of familiarity and cultural relevance provided by these networks.
While this does mean that the current cohort is demographically concentrated, it has nevertheless demonstrated that trusted community partnerships are an effective gateway to engagement. Moving forward, this model can be expanded to other communities and networks, broadening demographic diversity while maintaining trust-based approaches.
The project has not only benefitted participants but also the delivery team, enabling us to deepen our own practice and knowledge. Bringing together skills in management practice, IT development, and vocational psychotherapy has proven highly complementary. The challenges encountered, particularly around time management and venue access, have required us to innovate and refine our methods.
For example, the greater use of digital platforms has been a direct outcome of these challenges, and this in turn has enhanced our long-term capacity. Likewise, the need to balance personal caring responsibilities with project delivery has reinforced the importance of time as a resource, shaping future planning. These forms of growth, both personal and professional, are successes in themselves and will carry forward into the next quarter.
To summarise, what has worked well this quarter can be understood through the following themes:
· Flexibility in delivery, with community venues and digital tools compensating for the lack of fixed office space;
· Structured but adaptable therapeutic design, ensuring both short-term impact and deep engagement;
· Ability to meet diverse needs, from basic employability support to complex workplace conflict resolution;
· Effective use of community networks, leading to strong engagement among Afro-Caribbean Carers; and
· Growth in team capacity, as challenges prompted new practices and methods.
Taken together, these outcomes demonstrate that the project has successfully established itself in Q1. Despite obstacles, the model has proven effective, resilient, and adaptable, laying a strong foundation for expansion in the next quarter.
A central challenge this quarter has been the lack of access to the physical office space originally planned at Rykneld Road, Littleover. When submitting our application, this was anticipated as the primary base of operations. However, for reasons outside of our control, the space was not made available. This presented logistical difficulties, as the consistency and visibility of a central hub are important for both Carers and staff. Similarly, our contingency plan to use office space in Burton-on-Trent has not yet been activated, as the geographic distribution of participants did not create a pressing need for it in Q1.
While this was initially a setback, the challenge created an opportunity to explore alternative community spaces. By working with partners, we were able to deliver sessions at the Hadhari Project in Derby and the Insomnia Café community space, alongside digital delivery via Microsoft Teams. This adaptive response proved effective, but the lack of a single, dedicated hub meant additional time and energy were required to coordinate venues, which at times strained resources.
Another challenge has been the limited time available to project leaders, many of whom are Carers themselves. Balancing personal caring responsibilities with project delivery has inevitably restricted capacity. While the project was designed with this reality in mind, the demands of managing multiple roles have meant that progress in outreach and expansion has been slower than initially hoped.
However, this challenge also reinforced the importance of sustainable practice and realistic delivery models. By recognising time as a resource, the project team began to adopt new methods of time allocation, digital scheduling, and boundary setting. These refinements will ensure that in the next quarter, time pressures can be better managed, enabling us to reach a wider number of Carers without compromising quality.
While recruitment has been strong, much of it has come through personal networks and referrals from the Hadhari Project. As a result, the current cohort reflects a concentration of Carers from an Afro-Caribbean background. This is both a strength and a limitation. On one hand, it demonstrates the effectiveness of culturally trusted networks in engaging Carers. On the other hand, it indicates that wider sections of the Derbyshire Carer community have not yet been fully engaged.
This demographic concentration highlights the importance of broadening outreach strategies in Q2. Plans for a formal launch event will help address this by inviting Carers from across the county, raising awareness of the programme, and building relationships with other Carer organisations. This will enable us to service a more diverse demographic while retaining the strong trust-based model that has proven effective.
Although these challenges presented real obstacles, they have also proven to be important learning opportunities. From venue limitations, we learned that flexibility and partnership with community organisations are crucial strengths. From time pressures, we learned to treat time as a finite resource that must be strategically managed. From demographic concentration, we learned that personal networks are powerful but must be complemented by broader outreach.
These lessons are already shaping our plans for Q2. By leveraging technology, scheduling smarter, and hosting a county-wide launch event, we aim to address these challenges head-on. Thus, what has not worked well this quarter has, paradoxically, strengthened the project’s resilience and adaptability.
The quarter’s challenges have been significant but manageable. The absence of a dedicated office hub, the constraints of time, and the demographic concentration of participants could have restricted progress. Instead, they became catalysts for innovation: the creation of a hybrid delivery model, the refinement of time management practices, and the development of a strategy to expand demographic reach.
This adaptive capacity is itself a success. It demonstrates that the project is not fragile in the face of obstacles but instead able to pivot, learn, and continue to deliver meaningful outcomes for Carers.
Our principal plan for Q2 is to extend the project’s reach to Carers across the whole of Derbyshire. While Q1 has engaged a committed cohort largely concentrated within Afro-Caribbean communities in Derby, we are aware of the need to diversify participation.
Given this ethnic landscape, several questions and possibilities emerge about how deeply the project might engage with the broader Derbyshire or even national demographic:
· If over 96% of the county’s population is White British, then the high representation of Carers from Afro-Caribbean or similar “non-White” backgrounds in the project so far is significant. It suggests the project is succeeding in reaching ethnic minorities who might otherwise be under-served or less visible in formal support systems;
· However, the small overall non-White British proportion in the county means that unless the project purposefully targets outreach in more diverse urban communities (e.g. Derby city itself, or certain wards with higher ethnic diversity), it may remain relatively “niche” in terms of representing wider ethnic diversity;
· The project’s theory of change could benefit more people if it ensures its approach (flexible, culturally sensitive, informal outreach) is responsive to the needs of minority groups, not only Afro-Caribbean Carers but also people from Asian, Mixed, Black, or “Other” backgrounds, especially in the city or more diverse parts of Derbyshire;
· Also, because national diversity is greater in many other counties or larger cities, if the project succeeds locally, it may serve as a replicable model. But this requires ensuring that the materials, methods, venues and communications are inclusive and adapted (language, culture, trust relationships) so that other ethnic groups feel the project is for them too; and
· Another question is how “self-identification as Carers” intersects with ethnicity? For example, some cultures may have different norms around defining oneself publicly as a “Carer,” which could affect participation and how the project engages.
While Derbyshire is relatively ethnically homogeneous compared to some urban areas, the project’s current engagement among non-White Carers is promising. The next quarter offers a critical opportunity to reflect on this demographic spread and to design outreach strategies that ensure the project’s benefits are accessible not just to those already reached, but to a broader and more diverse Carer population, both within Derbyshire and, potentially, beyond.
To achieve this, initially, we are organising a formal launch event, which will bring together Carers from across the county. This event will not only raise awareness but also position the project as a county-wide initiative, open and relevant to all Carers regardless of background.
The launch event will also provide an opportunity to strengthen partnerships with Carer organisations operating in different districts. By hosting future sessions within their spaces, we will be able to make the project visible and accessible in a variety of local contexts, rather than tied to a single geographic hub. This approach will ensure that Carers in rural, semi-urban, and urban areas alike have the chance to benefit.
One of the recurring challenges in Q1 has been the limited time available to the project team, who are themselves Carers. In Q2, we plan to address this by implementing clearer time allocation systems. This includes the use of digital scheduling tools, clearer division of labour, and planned blocks of time for project administration separate from therapeutic delivery.
We also plan to explore the involvement of associate practitioners and volunteers who can provide additional support. By widening the delivery team, we can relieve pressure on individual practitioners, enabling more consistent outreach and engagement. This approach will also make the project more resilient to the inevitable time pressures of caring responsibilities.
Technology has already proven invaluable in Q1, with Microsoft Teams enabling participation for Carers who could not attend in person. In Q2, we intend to further refine and expand our use of digital tools. This includes:
· Developing structured online resources (templates, guides, career planning materials);
· Expanding use of hybrid sessions, where Carers can choose to attend in person or online; and
· Using digital platforms for administration, scheduling, and data collection, reducing reliance on manual recording.
By investing in technology, we aim not only to save time but also to extend accessibility, ensuring Carers in rural or underserved areas are not excluded. This will also allow us to track participation more effectively and report outcomes with greater accuracy.
We are mindful that Quarter 1 engagement, while strong, has been demographically concentrated. In Q2, we will actively seek out partnerships with organisations supporting Carers from different communities and age groups. For example, outreach will specifically target young adult Carers (17–25) and transition parent Carers, groups underrepresented in Q1 data.
By expanding the demographic base, we will both improve inclusivity and enhance the project’s ability to demonstrate broad impact across Derbyshire’s Carer population. This will ensure the project reflects the diversity of Carers and is responsive to varied cultural, social, and professional needs.
We view Q2 as a time not only for expansion but also for consolidation of personal and professional growth. The challenges of Q1 prompted us to adopt new practices in time management, digital delivery, and community partnerships. In Q2, we plan to systematise these lessons, embedding them into our regular practice.
This includes structured reflection sessions for the project team, continued professional development in digital coaching tools, and ongoing evaluation of therapeutic methods. By investing in ourselves, we strengthen the capacity of the project to deliver effectively in the long term.
In summary, the next quarter will focus on:
· Hosting a formal launch event to broaden reach;
· Expanding partnerships with Carer organisations across Derbyshire;
· Addressing time pressures through structured scheduling and support;
· Enhancing hybrid delivery with new digital tools;
· Broadening demographics to engage underrepresented Carers; and
· Embedding professional growth into project practice.
These steps will ensure that Q2 builds on the successes of Q1 while addressing its limitations, enabling the project to grow in reach, inclusivity, and sustainability.
One of the most rewarding aspects of this project has been the opportunity to explore and integrate our own unique talents and practices in real-world delivery. This has included skills in management practice, IT development, and career coaching/vocational psychotherapy. By bringing these areas together, we have been able to design a service that is not only practical but also therapeutic, blending digital innovation with deep personal engagement. This unique combination is at the heart of the project’s identity and has allowed us to respond effectively to Carers’ needs at multiple levels.
We have encountered many successes in this first quarter: Carers gaining clarity and confidence in their career aspirations, successful adaptation to hybrid delivery models, and the growth of strong community partnerships. However, it would be misleading to say these successes came without challenges. The absence of dedicated office space, time pressures, and demographic concentration have all required us to adapt. Yet, rather than being setbacks, these challenges have been catalysts for innovation, prompting us to adopt new practices in time management, technology use, and outreach.
As alluded to in 8.2, the challenges faced this quarter have reinforced the importance of adaptability and reflection. As a result, we have begun to systematise new practices that will strengthen delivery in Q2. These include clearer scheduling methods, more structured hybrid delivery, and deeper partnerships with community organisations. Importantly, these adaptations are not temporary fixes but long-term improvements that will benefit both the project and the Carers it serves.
Q2 will provide an opportunity not just to grow the project but also to develop personally and professionally. For the project team, the process of balancing successes and challenges has been deeply formative. We enter the next quarter with new insights, a stronger sense of resilience, and an eagerness to continue refining our practice. This reflective learning is not only central to the sustainability of the project but also mirrors the very journey we encourage Carers to undertake, one of growth through reflection, adaptation, and perseverance.
Finally, we wish to express our sincere gratitude to the funders of this project. Your support has not only made possible the delivery of tangible outcomes for Carers but has also given us space to innovate and develop as practitioners. The trust and investment placed in us have allowed the project to flourish even in the face of challenges. We look forward with enthusiasm to building on this foundation in Q2, expanding our reach, and continuing to make a meaningful difference in the lives of Carers across Derbyshire.
Q1 has been both productive and formative for the Hconnect Community Fund project. Despite encountering challenges, such as the non-availability of the Littleover office, time constraints, and a demographically concentrated cohort, the project has achieved significant successes. A total of 34 Carers engaged, with 115.5 hours of therapeutic coaching delivered across July, August, and September. Sessions ranged from brief employability-focused, support to complex, multi-session interventions addressing workplace conflict and grievance procedures.
The project has also demonstrated resilience and adaptability. When faced with venue limitations, the team embraced community spaces and digital platforms, ensuring continuity of delivery. When time constraints arose, new scheduling and hybrid practices were developed. And when recruitment leaned heavily on personal networks, plans were created for a launch event and broader outreach strategy. These adaptive responses are achievements in themselves, reflecting a team that can pivot effectively in the face of obstacles.
The balance of successes and challenges has fostered a culture of continuous learning and growth within the project team. Several lessons have been consolidated:
· Flexibility is strength: The ability to deliver in community spaces and online is not a fallback but a feature that enhances accessibility;
· Time must be managed strategically: As Carers ourselves, recognising time as a finite resource has been a powerful driver for new practices in scheduling and delegation;
· Networks are powerful but must be broadened: Engagement through the Hadhari Project has been highly effective but needs to be complemented by partnerships across Derbyshire to ensure inclusivity; and
· Therapeutic and practical approaches must be balanced: Carers benefit most when coaching addresses both their employability needs and their emotional well-being.
By embedding these lessons into our practice, we are not only strengthening delivery but also creating a model that is sustainable and scalable.
Looking forward, the project is committed to building on Q1 foundations with a more expansive, inclusive, and structured approach. Key next steps include:
1. Hosting a formal launch event – bringing together Carers from across Derbyshire, raising awareness, and strengthening partnerships;
2. Expanding partnerships – working with other Carer organisations, GP practices, and social care teams to establish referral pathways beyond self-referral;
3. Strengthening hybrid delivery – refining digital tools, developing online resources, and balancing them with in-person community sessions;
4. Diversifying the demographic base – targeted outreach to young Carers, transition parent Carers, and Carers in rural areas;
5. Improving time management – adopting structured scheduling, exploring volunteer or associate support, and embedding sustainable work practices; and
6. Continuing personal and professional development – reflecting on practice, adopting innovations, and refining vocational psychotherapy methods.
These steps will ensure that Q2 is not only a continuation but also a significant expansion of the project’s scope and impact.
In conclusion, Q1 has proven the viability and value of the Transition points and the support of ARF and Hconnect. The model has shown that it can meet Carers’ needs in both practical and therapeutic dimensions, offering flexible, meaningful support that improves employability and well-being. The challenges faced have not undermined the project but instead have strengthened its foundations, shaping an approach that is more adaptive, inclusive, and sustainable.
As we move into Q2, we do so with renewed confidence, clearer strategies, and a strong commitment to both Carers and our own professional growth. We remain grateful to the funders whose support has made this journey possible, and we look forward to extending the project’s reach and impact across Derbyshire
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