How we support clients has changed over the past few years, this is mainly due to the changing demographic of those we are supporting. The needs of our clients are becoming very complicated and the support we offer has to be dynamic and varies from individual to individual.

Clients are presenting with a range of needs, and many have some form of mental ill health, ranging from General Anxiety Disorder to PTSD. Many are frustrated and angry, not with us but with the situation they find themselves in. We must also remember they don’t find it easy admitting they have a problem and even when they do, it’s even harder asking for help.

With this in mind, we need to consider our approach, increasingly we are receiving requests for help with difficult clients, some of whom are taking their frustrations out on you, the volunteers. This can present itself as anger, using foul and/or abusive language and aggression, none of which is acceptable when personally directed towards volunteers. This guidance document is to help you manage these situations, and to assure you that the team at central office will support you when dealing with difficult clients and complicated cases.

If clients show behaviours such as:

• Being verbally abusive or aggressive towards SSAFA volunteers/personnel.
• A lack of co-operation in following through with requests and the casework process.
• Being over-demanding and not able to distinguish needs from wants.
• Unwillingness to accept clear decisions from an assistance provider on their case or accept reasonable direction from the case worker.

The first step is to remind the client of the expected behaviour highlighted within “Notes for Clients” and remind them that any breach of this is considered unreasonable behaviour.

Report your concerns to your Branch/Divisional Secretary and if necessary, seek support from your Regional Office or from the Casework Support Manager in Central Office [email protected].  

Experience shows that these situations can escalate quickly, so this is a time to pause, breathe and think about how we approach the challenge.

It is important to carefully explain to the client what has gone wrong, and that to enable us to continue to support them the unacceptable behaviours should cease. Managing expectations is vital, as is communication and updating the client regularly. In most cases this action will resolve the situation.

If this does not address the unacceptable behaviour and if resources allow it may be worth considering a change in caseworker, branch or division. If the behaviour doesn’t change the case should be escalated as detailed below.

If the behaviour continues then the branch should refer to the relevant Head of Casework:

North – [email protected] 

South – [email protected] 

They will speak with the client, clearly outlining what is acceptable behaviour and the steps needed to enable them to get support. If this does not resolve the situation the client will receive a formal written warning. Central office involvement at this stage removes the issue from the branch and highlights the seriousness of the situation to the client.

Cases should only be put on hold or closed as a last resort and after a consultation with the relevant Head of Casework (North or South). 

Withdrawal of client support is a very serious matter and should be a last resort, as it may mean the needs of the client not being met.

Further advice about how best to proceed in such circumstances are available from the Casework Support Manager [email protected]