“Even though I haven’t been in a while, it felt like I had never been away and I could just pick up where we left off” A Thematic Analysis of Field Notes: 3 month report Oct - Dec 2025

A Thematic Analysis of Field Notes 3 month report Oct - Dec 2025  Prepared by: Dr Michaela James Swansea University blog written by Nicole Burchett Single Parents Wellbeing

We are pleased to share the last of the 3 month reports that Swansea University have been compiling from our field notes. 

Funded by The National Lottery Community Fund and in Partnership with Mental Health Foundation, Swansea University and Public Health Wales, the Mental Health Manifesto is led by Single Parents Wellbeing (SPW) Community Interest Company, based in Cardiff.

The project engages with children and young people (CYP) (10-24 years) from single parent households (SPH) to co-design and deliver what they need to create positive pathways to a mentally healthy future. During the project the young people are given the opportunity to make new connections, have their voices heard and build positive foundations for their future.  As the project enters its final year, the focus of the most recent report heads back to the start to see how well the project has achieved its three main aims: Learn and Grow; Building Leadership and Ownership; Inform and Influence.  

Using a deductive thematic analysis our partners at Swansea University have studied the field notes from October to December 2025.  What follows is a summary of the conclusions under each of the three aims followed by other highlighted areas that were present and the recommendations for the final months of the project.

Learn and Grow

The sessions are structured to offer a range of activities for the young people to choose from.  This allows them to engage in a way that works for them using self-regulation, which helps develop emotional literacy.  It also helps build confidence and self-awareness. However, there are instances where the dynamics of the group can disrupt the smooth flow of the session.  In these cases the staff maintain an alertness to keep the space safe for everyone. There was an element of intergenerational engagement in the 3 months fieldnotes, with relationship building opportunities with an older generation (not SPW staff) as well as their peers.

The joint session with parents seemed enjoyable for the young people and the parents and well and everyone seemed happy at the session.

Building Leadership and Ownership

Similar to the approach noted above, the offer of numerous activities, as well as different roles to engage with, helps create a low pressure, safe space for the young people to make choices based on their levels of confidence.  Within this they are also encouraged by staff to step forward and test out things they are not so familiar with, the staff well aware of helping to manage their nerves.  This can lead to some showing they can go over and above what is expected;

J, a member of C4C, [who] performed two solo songs for the audience.

Some of the young people helped run the session and actively contributed as volunteers throughout the session and set up games, helped tidy up and organise things as a team.

Ownership of the project extends to the parents of the young people also, evidenced by the peer support they have developed and suggestions of fundraisers to keep the project going for both their benefit and that of the young people.

Inform and Influence

This aim relates to young people being able to effect change in areas that impact them.  This can be seen in small informal ways such as the young people suggesting content of sessions, and in more formal, structured sessions such as when Public Health Wales (PHW) joined the group to discuss their research on sleep quality in young people;

openness and suggestions were very helpful and insightful for the PHW facilitator to hear

The young people have been supported in giving feedback in a more detailed and thoughtful way, through staff explaining why feedback is so important and how it can impact their lives for the better.  The Operational Leadership sessions with the older young people also indicate a high level of influence through providing suggestions for SPW regarding its future.  Other examples are the ‘lunch and learn’ session delivered to the team by an older young person and the autonomous input to the co-production of the Summit by this group.  

Another area the field notes highlighted is that of ‘Logistics’, which relates to the accessibility of events, how early and comprehensive communication can be used to increase attendance.  This is helped by a simple and effective structure starting with a wellbeing check-in and sharing the content of the session.  Ways of keeping the young people engaged is at the forefront of planned sessions using games, competitions and by:

Always keep them moving and the energy levels up. Use novel things (like a chicken and egg) to help keep them engaged.  

Learning from previous events is captured and taken forward to create better and smoother experiences for all those involved.  Although not all situations can be foreseen, contingency planning (especially when considering outdoor activities and the weather) is now second nature to the team.

Another theme that came out from the field notes during the 3 months was ‘Feedback’. This reflected the positive experiences of the young people, their parents and the staff and supported the focus of the health and wellbeing of the young people.   As with previous reporting, the feedback often highlighted the fun nature of the events;

It was really fun. Even though I haven’t been in a while, it felt like I had never been away and I could just pick up where we left off. Everyone is so welcoming and friendly as always, and that hasn’t changed

The peer support that the parents benefit from is also a strong thread through the feedback: ‘always love a cuppa and a chat with the parents too’.   

Concluding comments

The Learn & Grow aim is clearly realised through structured yet flexible sessions that prioritise safety, autonomy, and relationships. Young people are not only attending but actively engaging, developing confidence, mental health literacy, and an increasing ability to advocate for themselves and others. 

The Building Leadership & Ownership objective is particularly evident in the gradual transfer of responsibility to young people, parents, and volunteers. Leadership is nurtured through low-pressure opportunities that allow participants to step forward in ways that feel authentic to them.

The Inform & Influence objective shows promising and powerful examples, particularly where young people’s lived experience has shaped practice. Opportunities remain to further structure and strengthen this strand so that influence becomes more consistent and embedded across all groups.

Feedback from young people and parents confirms the project’s impact. As the project approaches its final phase, the foundations are strong, with clear opportunities to consolidate impact and extend young people’s influence beyond the project itself.The next and final report will focus on the last 6 months of the project, alongside giving a round up of the entire project, and is due in the Summer 2026.