Sanctuary Trust

At the beginning of the programme, my commitment was to establish objectives aimed at transforming Sanctuary Trust into a truly trauma-informed organisation, with lived experience integrated at every level. A key focus was promoting a trauma-informed organisational culture.

In 2024, we undertook a comprehensive review of all our policies. Throughout this process, we ensured that trauma-informed care principles were embedded in our policy. Following the review, we are now seeking feedback from residents on the operational policies to ensure they align with their needs and experiences.

As a relatively new leader, I initially felt apprehensive about working alongside more experienced colleagues on the leadership programme. However, I viewed this as a valuable opportunity to learn from them. I recognised that incorporating lived experience was something Sanctuary could and should embrace, but I was mindful that this needed to be done with careful planning and safety in mind, which motivated me to apply for this programme.

One of the most impactful things from the programme was the introduction of the ‘Pause Week’ concept by Shamela in Session 6. This is a week set aside for teams to step away from their high-pressure work, reflect on past months, engage in team-building activities, and recharge. We are currently in the planning stages of implementing this at Sanctuary House, which, as a 24/7 registered care home, requires careful coordination to ensure residents’ care is not compromised. Striking a balance between supporting our team’s well-being and meeting the needs of our residents is crucial.

Through the programme, I also gained valuable insights into the unique challenges faced by those working in the charity sector, particularly those drawn to it because of their own lived experiences. While this brings a passion to the work, it also comes with emotional challenges, as many can find the issues faced by our residents hit ‘close to home.’ The work at Sanctuary can be emotionally demanding, and there are days when the team is deeply affected by the stories they hear. This emphasised the importance of downtime and support to prevent burnout. The programme helped me develop greater awareness of how this work impacts the team, and it is essential that I remain mindful of this.

Additionally, the programme has provided me with strategies to amplify the voices of those with lived experience in our decision-making processes. We have involved individuals with lived experience in various capacities, including sitting on all of our interview panels, contributing to policy writing and reviews, and influencing changes within Sanctuary Trust. One significant example of this was a piece of research led by one of our support workers. This research gathered input from residents on their preferences for daily routines and structure. Rather than imposing changes, we sought their feedback and engagement, ensuring buy-in from those affected. The findings were shared with residents, and the trial was successful. Moving forward, we plan to adopt a similar approach for future changes that impact residents.

In summary, the programme has been instrumental in shaping the way Sanctuary Trust operates, allowing us to prioritise trauma-informed care, integrate lived experience, and ensure the well-being of both our team and residents.

Sarah Tumelty, General Manager

Other lived experience case studies

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