developing working neighbourhood teams in salford kick off session ndc 11 th may 2009
TRANSCRIPT
Purpose of this presentation
• To provide an overview of Working Neighbourhoods Teams
– Why and where we need them– What they will look like and how they will work– How they will be supported– Why your skills & knowledge are needed
• To stimulate discussion, exploration, understanding…
Why Working Neighbourhood Teams?Skills and Work as the ‘point’ of neighbourhood renewal
“There should be a stronger emphasis on interventions aimed at developing the ability of people to get into and to stay in work.
Key delivery agents will need to work together at the local and neighbourhood level to tackle worklessness….
The Government would expect local authorities to build on existing neighbourhood management structures………….”
2007 Sub National Review of Economic Development and Regeneration
Political & Executive
AgreementSecured
Distribution of DWP Out of Work Benefit Claimant Data by Lower Level Super Output Area
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
55%Central Salford Salford West
Salford Average 18.52%
NI 153 Break Point 25%
Source: DWP WPLS Longitudinal Study Feb 2008
National Average 11.7%
NW Average 14.7%
Why and where? We have 41 super output areas with over 25% of working age adults claiming out of work benefits
Local Area Agreement Target Super Output Areas
Roll out: go beyond the spikes to other LAA target areas
Ordsall and LangworthyEcclesNDC AreaHigher & Lower BroughtonLittle Hulton and WalkdenSwintonClaremont and WeasteIrlam and Cadishead
Apr 2009
Sep 2009
Apr 2010
16.5% YoungPeople are Notin Education,Employmentor Training
4areas in NDC:More than thirdPeople out of
work & onbenefits
High levels ofsmoking and
binge drinking
Kersal:highest
unauthorisedschool absence
rate inSalford
Over 50%Children in Whit
Lane; Duchy; and; Lower Kersal
live In worklessfamilies
23%households
have someoneWith a limiting,
long termillness
Areas aroundLittleton Rd in
Lower Kersal are Teenage
Pregnancyhotspots
50%Reception & Yr6
children in LittletonRd area of LowerKersal measured
as obese
NDC: Key facts
NDC: Key facts 73%residents
are satisfiedwith the area as
a place tolive
76%residents saythat they feelSafe in theNDC area
80%residents aresatisfied withlocal health
facilities
Educationalattainment has
improved to within2% of the City
average
The burglaryrate in the
NDC area isonly 2%
36%residents feel
part of the localcommunity
Proportionof adults with
no qualificationsreduced from38% to 27%
JOBIn Work Support
Train to GainJCP
EducationFE HE
13 Weeks
No Wrong Door - Small army of people with
personal relationships & contact opportunities
LocalManagement
Team
JointCommissioning
at centre
Coordinate joined up delivery;Inform
commissioning
Campaigns; Ways of working; Joint
activities; Information sharing
Police
i
i
Confidencebuilding
Skills forlife
Skills &Work
IAG
Crime
Benefitadvice
Customer Information
System
Financialadvice
Enterpriseactivity
Parenting
Manage a caseload & guide shoppers through the store
HealthTrainers
CommunityChampions
Teachers
YouthWorkers
CDWs
Working Neighbourhoods TeamsA ‘Department Store’ of joined - up support
Familysupport
iChild-care
Drug &alcohol
Healthsupport/activity
Housingsupport
‘PersonalShoppers’
CommonAssess-ment
Skills and Work; AACS; Connexions; Next Step..
Crime/
GPs
HousingOfficers
i‘FrontLiners’
offending
Engagement
& Outreach
Central
Support
Service
Offer
Project Structure – Creating the Department Store
Leadership &Co-ordination
- Excellent community intelligence and insight, and a clear view of local needs and opportunities. This is informed by personal relationships as well as data and customer and community profiles.
- Strong collective capacity to identify and engage constructively with the people we aim to support. We pool our knowledge and capacity to enable this.
- Strong demand and desire for the services we offer, supported by clear incentives and a focus on raising aspirations.
- Excellent community and inter agency communications. Local communities and community and voluntary organisations are at the heart of our engagement and outreach work.
Getting Customers to the Store
Delivering the Department Store
- Improving outcomes in skills, work, enterprise and child and family poverty is a major shared priority for services and communities
- Services are integrated where they need to be, and designed around a single view of the needs of the individual, with clear ownership and coordination of customer journeys
- Services are flexible and able to respond to local needs to remove barriers. There is scope and support to enable local innovation.
- Local communities and community and voluntary organisations play a central role in delivery.
Managing the Store
• Salford Council Cabinet & LSP
• Neighbourhood Partnership Board
• Community Committee
• Area Co-ordinators
• Neighbourhood Management
• Skills & Work Co-ordinators
• WN Management Team (you!)
Central Support
• Data, Research & Intelligence
• Joint Commissioning
• Performance Management
• Pump Priming Finance
• Human Resources
• Technology
CHARLESTOWN/LOWER KERSAL NDC PARTNERSHIP
The NDC model for Skills and Work:
UNIVERSAL SERVICES
LOCALITY PROVISION
Social PrescriptionSuccessful Transitions
Social Media CentreCompact
CHAPTime Banking
CD Team
WRAP AROUND
Skills & WorkLower Kersal
Centre
JCP Connexions
CHARLESTOWN/LOWER KERSAL NDC PARTNERSHIP
Locality Provision:• Skill and Work
Over 770 residents assisted into work• Lower Kersal Centre
360 residents assisted into education
CHARLESTOWN/LOWER KERSAL NDC PARTNERSHIP
Wrap Around Services:• Social Prescription Over 130 residents on programme• Successful Transitions 60 residents completed programme, 70% go on to
learning, volunteering or job opportunities
• Social Media Centre Over 100 residents trained• Compact 20 young people regularly engaged• CHAP 92 people improved social activities• Time Banking 28 people into voluntary activities
CHARLESTOWN/LOWER KERSAL NDC PARTNERSHIP
Learning from Focus on both direct job and learningoutcomes and softer indicators • Local co-ordination and commissioning
(Management Team)• Provision at the neighbourhood level in local venues
(Department Store)Two for one’ service provision Joined up practice e.g. JC+ in Job Shop, Salford College in Lower Kersal Centre Cross-referrals
• Valuable role of community / voluntary sector in provision(Front Liners & Personal Shoppers)
• ‘Broad menu of services which recognise the client journey
CHARLESTOWN/LOWER KERSAL NDC PARTNERSHIP
Challenges and Gaps: • The role of mainstream providers and services• Continue to address range of barriers for clients • Improving referrals • Data sharing • Time limited provision • Role of the third sector • Impact of provision to date • Demand side provision
CHARLESTOWN/LOWER KERSAL NDC PARTNERSHIP
Looking Forward: Working Neighbourhood Team Pilots - The Approach: • Not starting from scratch but building from experience to date • Evaluating and developing further ‘what works’, particularly regarding
‘wrap around’ provision • Understanding local need and in particular, the barriers faced by local
people • Influencing service delivery and where appropriate, commissioning
new activity and engaging mainstream providers in the ‘system’ • Encouraging further collaboration, referral and data sharing • Engaging employers and maximising links to available opportunities