Speakouts are becoming increasingly popular, especially with homelessness charities, because they give some of society's most marginalised people a voice. But to chair a successful speakout, a little advance preparation is needed.
The first thing is to find a topic. You need an issue that your clients are concerned about – which won't necessarily be the same subject that worries the organisation – and to decide whether a speakout is the best way to air this subject.
Broadway's service users had been saying they were really frustrated about the lack of homes for homeless people who were ready to leave hostels, known as move-on accommodation. In London, where Broadway is based, the Greater London Authority estimated that 30% of people living in hostels were ready for move-on accommodation but none was available.
Next you need to get an idea of what questions your clients want to ask. In the weeks leading up to its event, Broadway's support workers helped clients to rehearse what they wanted to say. Broadway's chief executive Howard Sinclair chaired the speakout. He says: "If people clammed up on the day, we would be able to answer the points people had made at these meetings. Also, if they didn't want to speak in front of 150 people, they could get their voice heard through these smaller meetings or write their views on a wall of comments."
On the day of the speakout it's important to set clear ground rules so everyone gets their chance to speak and things stay under control. Delegates and panel members had one minute to ask or answer each question, each delegate could ask one question and the microphone would be turned off if speakers ran over their allotted minute or started to make speeches.
"The rules are the same as for any other conference, but just made more explicit because people are not used to that environment," says Sinclair. The framework seemed to work – he found he only had to intervene a few times and didn't have to turn the microphone off.
"Set high expectations for people and they will meet them," he says.
You need an issue your clients are worried about - it might not be a topic that concerns you
Support workers who knew the delegates well came along to the session to "interject with a quiet word" if there were problems. "That's when people's skills as workers come to the fore," says Sinclair. "After all, you can't hold an open session for 150 people, answer questions and work out people's problems all at once."
The event lasted from 1pm to 7pm. It was broken down into a range of workshops, talks and entertainment, including a performance from poet-comedian John Hegley. Just as it's important to structure the day to keep delegates interested, it's crucial to pick the right people for the panel.
"You need participants who know how to speak to what is not a run-of-the-mill audience," says Sinclair. "There's no point talking about select sub-committees and three-year funding streams. You need people who can be clear."
And the hardest part of the day? Answering the questions, according to Sinclair. "The more challenging end of things is when people ask you a question and you don't have an answer. 'I have been here for three years, when will I get a flat?'
'I was in the house and someone moved in six months after me and they have a flat now and I don't. Why?' 'You talk about wanting to make a difference in people's lives, so why haven't you fixed my landing light?' Basic stuff."
The questions and answers went into a report called All Packed up with Nowhere to Go, which was sent to government departments, MPs, housing associations and councils. It pinpointed what delegates perceived were the problems, but also listed their practical solutions.
Source
Housing Today
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