Session 3 Case Studies of Effective Approaches 1

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Session 3. Case Studies of Effective Approaches (1) Engaging and involving residents - Anthony

Session 3. Case Studies of Effective Approaches (1) Engaging and involving residents - Anthony Mc. Cool, Trident Housing Association

Engaging and Involving Vulnerable People in Tackling Worklessness

Engaging and Involving Vulnerable People in Tackling Worklessness

Who We Are • A Housing Association in transition towards becoming a modern Social

Who We Are • A Housing Association in transition towards becoming a modern Social Business • Operate across the Midlands • Over 3, 000 units of accommodation – predominately for single people of whom 2/3’s are unemployed • Specialise in services and housing to vulnerable people from BME communities, those with disabilities and those who are socially and economically disengaged

The Characteristics of Worklessness in the Midlands • • • Localised and Entrenched Long

The Characteristics of Worklessness in the Midlands • • • Localised and Entrenched Long term benefit dependence Low skills correlation Hard to reach communities High unemployment amongst BME and new emerging communities • Labour market changes - harder for low skilled to find sustainable work • Low paid employment v. Welfare benefits

What Our Clients and Staff Told Us • High percentage of vulnerable people want

What Our Clients and Staff Told Us • High percentage of vulnerable people want to work but felt alienated and drifting without a real purpose in life • Lacking a sense of responsibility and involvement • No real understanding of how they could carve out a positive role in life • Struggling to find worthwhile work, if indeed they were looking for work at all • Entrapped on social benefits, developing mental health difficulties and experiencing a cycle of homelessness • Society was leaving vulnerable people behind • For many of them they feel on the margins of society, living hand to mouth on welfare, neglected and drifting from despair to irresponsibility

Our Initial Strategy to Create a Change • Creating a partnership approach building on

Our Initial Strategy to Create a Change • Creating a partnership approach building on a person centred model in care and support services • Creating reference points and instilling hope • Equipping vulnerable people to: - develop the right social skills - creating a sense of purpose and responsibility - promoting self confidence - supporting people to seize an opportunity and make the most of it - creating the environment to become engaged and valued in the wider community • Addressing the personal blocks to work

Service Structure First Tier Service • Initial contact Third Tier Service Specialist services •

Service Structure First Tier Service • Initial contact Third Tier Service Specialist services • Psychology and counselling service • Debt counselling • Credit Unions • Educational Learning • Employability Service Training - volunteering work - based employment • Business Enterprise Services • Specialist assessment • Support planning in partnership • Trust building • Allocation to the most beneficial service SERVICES TO THOSE WITH A VULNERABILITY Governance Tier • Board • Care & Support Committee • Strategic Team • Service Team • Project Advisory Groups • Keyworking Groups Second Tier Service • Emotional support • Life skill training • Welfare service • Care & Support Service • Sustaining tenancy services

Changing the Way We Work • A more personalised and responsive approach to meeting

Changing the Way We Work • A more personalised and responsive approach to meeting the needs and aspirations of those who access our services • Creating a binding Governance structure to ensure customers influenced all services – getting closer to our customers • Recruiting the right staff with the right values and aptitude to create trusting and professional relationships with people • Restructuring the company so that we target our resources where and how our customers need and want us to support them achieving their goals • Creating partnerships, consortiums, joint ventures with all who work with us or provide services to us • Turning rhetoric into action – leading by example

Our Worklessness Projects Objectives /Funding/Results • Jericho Joint Venture Company – Social Enterprise -

Our Worklessness Projects Objectives /Funding/Results • Jericho Joint Venture Company – Social Enterprise - Training and employment - Tenant participation and satisfaction - Value for money - Quality - Environment Funding - Grants - Winning work Tenders with Authorities etc Results - Growing workload - Increased groundwork apprenticeships

Our Worklessness Projects Objectives/Funding/Results • Volunteering into Work - Creating opportunities for people out

Our Worklessness Projects Objectives/Funding/Results • Volunteering into Work - Creating opportunities for people out of the employment market to learn work based skills in Administration/ Care and Support Funding – Placement Grants /Trident investment Results – 35 Volunteers on the 12 month programme

Our Worklessness Projects Objectives/Funding/Results • Media and PR Venture- Social Enterprise - specialised training

Our Worklessness Projects Objectives/Funding/Results • Media and PR Venture- Social Enterprise - specialised training into employment – accredited - business learning on running an enterprise Funding - various grants / Foyer Federation and Virgin Media Results - 38 Young people engaged – 8 moved on to university course - 14 onto further Media or PR course

Our Worklessness Projects Objectives/Funding/Results • Perrott’s Folly Community Interest Company - Promote training and

Our Worklessness Projects Objectives/Funding/Results • Perrott’s Folly Community Interest Company - Promote training and employment for young people and others through leisure and tourism. Accredited courses through local colleges and schools Funding - Grants / revenue streams from running a tourist centre / supporting people funding to enable staff to work with trainees

Our Worklessness Projects Objectives/Funding/Results • Employability programme for vulnerable people into work - Tailored

Our Worklessness Projects Objectives/Funding/Results • Employability programme for vulnerable people into work - Tailored with real employment opportunities within the company. Creating the right environment where individuals who access our services can have a route to employment Funding - Practice placement income - Training budget / Trident investment Results - 14 Service users currently employed – 38 have experienced the programme in two years

Our Worklessness Projects (2) • Working with Contractors - Organisation works with contractors to

Our Worklessness Projects (2) • Working with Contractors - Organisation works with contractors to ensure that they in partnership with us create employment and training opportunities for our clients. Currently 5 service users on apprenticeships • Future ventures in the pipeline - Agency staff company - Shops - Enterprise centre joint venture with a range of small BME organisations

Our Learning Experience • Understand the psychological needs and tackle these • The strategy

Our Learning Experience • Understand the psychological needs and tackle these • The strategy has to be owned by the whole company • The worklessness focus must be embedded as the core business • Engage and commit to real partnership approaches with customers, communities, contractors, staff and funders – it is essential • Target the right people – create the momentum • Dedicate resources to enable initiatives to succeed – do not add on to already busy agendas

Our Learning Experiences (2) • Lead by example – create real opportunities for the

Our Learning Experiences (2) • Lead by example – create real opportunities for the people you serve • Tell people what you are doing – success breeds success • Use your funding creatively to achieve the outcomes funders want • Take risks – create an environment where innovation is normal

Challenges • High rents and high service charges • Attitudes of staff and customers

Challenges • High rents and high service charges • Attitudes of staff and customers • Funding - Lack of long term security in funding for sustainability - Lack of investment - Bureaucratic burdens as well as overt monitoring - Finding a way through the minefield of funding routes - Lack of flexibility • Breaking the dependency cycle • Making the transition to work

Conclusion • Responding to the challenge posed by worklessness involves a range of creative

Conclusion • Responding to the challenge posed by worklessness involves a range of creative solutions which offer a flexible and personalised approach that brings housing, training and employment support together • It should be everyone's agenda and working in partnership with others, real opportunities no matter how small will begin to make a difference in communities and among individuals who have struggled to engage in the work place