Supporting Social And Economic Inclusion: Finalist

Transcription

1 Supporting Social And Economic Inclusion: Finalist Southampton City Council: Housing Management s Worklessness Action Plan Summary The Worklessless Action Plan has been developed by Southampton City Council to help residents living in the city s most deprived estates access employment, training or education opportunities. It is part of a wider Worklessness Strategy, established by the council and partner RSLs two years ago, to share best practice and develop projects which tackle economic and social exclusion issues of their residents. Two key elements are the U-Turn and Beat the Credit Crunch initiatives. Both use new and innovative approaches to deliver holistic support to residents. These exciting projects have helped tenants overcome multiple barriers to work, and have had a marked impact in the estates where they have been trialled. U-Turn Aimed at year olds not in paid employment or training Delivered in Weston ward which has high levels of unemployment.

2 Beat the Credit Crunch Pilot focused on Millbrook Towers One of eight Lower Super Output Areas in Southampton suffering from high levels of economic inactivity. The projects were designed to fill two identified gaps in the current employment advice for tenants: the lack of outreach services within the neighbourhoods, and the limited resources to tackle wider issues which prevent tenants actively seeking work. What did you set out to achieve? The fundamental aim of both projects was to re-engage with residents in key neighbourhoods, supporting them to overcome problems standing between them and employment. The U-Turn project aimed to engage with year olds who were either unemployed or working under 15 hours and claiming benefits. Support was provided to help clients find a paid job or work experience, whilst raising selfconfidence and employability skills. A three month pilot was undertaken in Weston, one of the most deprived wards in Southampton. Young people were invited to attend drop in sessions or book appointments to see an employment support worker. Although the service was financed by the council s Housing Management division, it was open to anyone who was eligible, in order to benefit and enhance the community as a whole. About 50 percent of the young people engaged with the pilot were from council properties. Due to its success, the service was extended for a further six months. The aim of the Beat the Credit Crunch initiative was to engage with residents and provide useful advice on their doorstep, in a friendly and relaxed setting. Staff were stationed in the lobby at Millbrook Towers for 25 days over a six month period. They were on hand to advise and signpost on a variety of issues (work related or not) including finding a job, getting a qualification, childcare, fuel poverty, debt and benefits. As well being regular faces to welcome residents in and out of the block, staff also organised a temporary debt advice service, ran various courses and staged a health event and a jobs fair. As well as proactively signposting services, they made appointments and accompanied tenants to help them to access services. Staff used fun activities, freebies, and competitions to engage with tenants, whilst building confidence and trust. How were these aims and objectives met? Both projects proved successful in engaging with and positively impacting on

3 tenants and the wider community. They were both featured in Tenants Link, the council magazine for tenants. The U-Turn project engaged with 21 clients over the six month period. This is largely due to the close working relationships of various council departments, City Limits Employment (part of Adult Health & Social Care), the Regeneration Team and Housing Management and the partner RSLs. Clients groups have included NEETs (not in education, employment or training), ex-offenders, young parents, those with learning difficulties, mental health problems and drugs and/or alcohol dependency. Out of the 21 clients, seven young people found paid employment whilst others started accredited training courses, taster courses, voluntary work, pre-employment training courses and one has started an apprenticeship. Everyone who took part in the project left with a USB memory stick containing their CV and covering letter for future use. The Beat the Credit Crunch approach has also proved very successful, with 83% of Millbrook Towers households engaging with staff about issues. During the six month pilot project, five people from Millbrook Towers were helped to find jobs and 33 from the wider Millbrook area were helped to access courses. The pilot also highlighted a range of poverty and financial exclusion issues ranging from in-work poverty, benefit take up, debt, fuel and food poverty. These findings have helped to inform the content of Moneytree Magazine; a joint initiative by the council and partner RSLs which is delivered to all social housing residents and focuses on financial inclusion issues. The residents of Millbrook Towers were pleased that the council was taking time to help them with their problems and in many cases, staff successfully found ways to solve issues and get around the bureaucracy. What challenges did the project face, and what lessons were learned? The main challenges faced by staff at U-Turn was being accepted and trusted in Weston; an estate which had not received this type of support before, and engaging with young people; a typically hard to reach group. However, the enthusiasm and commitment of staff ensured that young people wanted to participate. Although there were training opportunities that interested young people, insufficient budget or funding was available. Another challenge was convincing other agencies to make referrals to a short term project. Many lessons have been learnt, mainly that the issues faced by young people and residents are not quick-fix problems. The holistic approach meant that other issues such as benefits, housing, disabilities and relationship problems were dealt with before tackling employability. The timescale of the project was important to establish relationships with clients and agencies, and to provide enough time to deal with client s issues. Similarly, the Beat the Credit Crunch staff had to gain the trust and confidence of local residents. They had to deliver, to prove the service had influence and could really improve lives. They also learnt that privacy, patience and plain English are important when delivering this type of service. It confirmed that

4 residents who are economically and socially excluded, face barriers including debt, lack of access to childcare and health issues, and that these need to be overcome before they can confidently move on to training or work. Incentives have proved an important method of engagement, eg a free piece of fruit can spark a conversation on many different subjects such as health, sport, children who are faddy eaters etc. Having a regular presence with time to talk also proved crucial. It was important that residents were present when contacting service providers, to get a named contact, explain what was agreed and what would happen next. How was the success of the project measured? U-Turn was evaluated through client evaluation forms, which gave 100% positive feedback. The pilot was really appreciated by young people who participated. Clients also brought along friends and family members, showing they valued the project. Key statistics such as client profiles and positive outcomes as a result of U-Turn, were also measured. The Beat the Credit Crunch evaluation focused on numbers of residents engaged with the pilot and about the types of issues they raised. The most popular issues faced by residents were: Fuel poverty Finding a course Health (finding services, healthy living) Money advice Finding a job. As with U-Turn clients, it was found that residents were living with many poverty-related issues, and the vast majority needed advice to deal with them. A quantitative cost benefit analysis was undertaken for Beat the Credit Crunch. This broke down the cost of intervention per household and per beneficiary, of each activity. The pilot cost 257 per tower block household. This money allowed people to access learning and employment opportunities which will make a real difference to their quality of life. The project also improved the ability and confidence of tenants to access services, and provided useful advice to assist households to resolve issues and reduce fuel bills and increase benefit take up; all of which will have a lasting impact. Residents were not asked for personal information as this pilot took a different approach to engagement, and it was not felt appropriate as the tower block foyer wasn t private. Some of the measurement information is anecdotal. However, five residents are known to have found jobs, and 53 places on courses were set up as a result of the project, which were filled by 33 different individuals. Referrals to other courses were also made.

5 What were the key positive outcomes? U-Turn key positive outcomes: 21 young people engaged who were not accessing any other service 7 people found paid employment. Every young person who engaged received their CV on a USB memory stick for future use. During drop in sessions young people enjoyed constructive social time whilst building on their key skills; something that many hadn t experienced before. Beat the Credit Crunch key positive outcomes: The levels of engagement achieved Fast, practical assistance offered The number of people helped to find courses Several residents felt confident enough to challenge utility companies about bills and cold callers. Both initiatives have developed positive relationships with other agencies which will enhance future service delivery. Although harder to measure, another positive outcome is an enhanced image of the council as a result of such a resident-focused project. The success of both initiatives has meant that U-Turn and Beat the Credit Crunch are being replicated in other parts of the city. This will mean that many more tenants, who otherwise might not have received such direct advice and support, may find work and turn their lives around. As a result of the Worklessness Project as a whole, financial inclusion and worklessness issues are a priority for the whole Housing Management service. For example, work experience and apprenticeships have been established within the department to help unemployed tenants get a foot on the career ladder, weekly Hot Jobs from JobCentre Plus are advertised directly to tenants in Local Housing Offices and on tower block notice boards, the Debt Recovery Team now focus on early intervention for households with arrears, and financial inclusion issues have been written into the Sign Up and Settling In Visit procedures. How did the project demonstrate positive practice in equality and diversity? Both U-Turn and Beat the Credit Crunch worked with people as individuals and had a client centred approach. The projects focused on each tenants needs and ambitions and how these could be supported. Advice and support was tailored uniquely to each individual, in order for that person to overcome their personal barriers to work or training. Details about both projects were featured in Tenants Link, the council magazine for tenants, which is available

6 in a range of formats including large print, on audio tape and on disk and in other languages. U-Turn was focused in an area of high deprivation and was available to all year olds not in full time work regardless of tenure. Despite being funded by the Housing Revenue Account the project was open to any young, unemployed person in the age range so that it could have the maximum impact and positive contribution to the community as a whole. The project had a significant number of clients with learning difficulties, mental health issues and other disabilities. The delivery partner, City Limits, provide a specialist supported employment agency for people facing these barriers and so have experience in meeting the particular needs of these clients. Beat the Credit Crunch aimed to engage with all residents of Millbrook Towers and took a non-judgemental approach. The staff picked up on the need for documents to be clearly understood and written in plain English in order for services to be accessible. They also provided a number of basic literacy and numeracy skills courses locally which were needed by residents. What elements of the project could be replicated by others? The success of U-Turn and Beat the Credit Crunch stemmed from the recognition that supporting someone into work cannot be dealt with in isolation from other issues that prove to be a barrier. A multi-disciplinary approach was also a positive one, as it allowed different council divisions to play on their strengths whilst providing a holistic solution for the residents involved. This approach breaks down silo thinking and could be replicated elsewhere if the commitment to try something new and work together is there. All elements of U-Turn and Beat the Credit Crunch can be replicated by others. Following the huge success of the U-Turn project, the Housing Management Department is aiming to replicate it, (with slight improvements using the benefit of lessons learnt at Weston) on another estate elsewhere in the city later this year. RSL partners have been so impressed with the success and results of the Beat the Credit Crunch project, that it has been replicated in other areas of the city. Hyde Martlett worked with the Council Regeneration team to deliver a similar project in Harefield which is a community with mainly houses rather than a tower block. This project is still ongoing and will be evaluated once completed. Western Challenge Housing Association and Swaythling Housing Society have also replicated the successful model and have employed a project worker to deliver the service for their residents in Millbrook and Lordshill. The main elements needed for a successful project are enthusiastic and committed staff who can provide an holistic client-centred service to address the barriers faced by residents who are looking for work.

7 How does this project fit with your organisational environmental action strategy/action plan? The government has shifted regeneration policy over recent years from physical and socially based regeneration to a more economic and employment-focused model. Both U-Turn and Beat the Credit Crunch meet many of the government s priorities for worklessness by addressing the issues of those residents with multiple barriers to work. By providing direct support to tenants and helping them to overcome the obstacles between them and employment, training or education, the projects have had a lasting impact on individuals quality of life and also the wider community as a whole. The initiatives also focus on areas of deprivation and illustrate Southampton City Council s commitment as a landlord of assisting its tenants into work. U-Turn focused on young people out of work, in particular NEETs and those with disabilities; clients who, without this intervention, may not have chosen to receive such targeted and direct support. Beat the Credit Crunch had a clear theme around financial inclusion and worklessness issues. The project took debt and welfare benefits advice as well as support to access jobs and training, directly to tenants front doors. Beat the Credit Crunch was influenced by the findings from the government s Working Neighbourhoods pilot. The Local Strategic Partnership targets of up-skilling and increasing the number of people into work were also met. Both the U-Turn and Beat the Credit Crunch worklessness projects also address National Indicator 153 Working age people claiming out of work benefits in the worst performing neighbourhoods. They also meet the council s Priority of Getting the City Working The wider Worklessness Project directly supports government priorities. In particular Moneytree magazine focuses on providing advice and guidance on money matters reflecting the Department of Work and Pensions Now Let s Talk Money campaign. Housing Management has worked closely with the Financial Inclusion Champion for the area on this publication. How have you involved residents in developing this project/initiative? The success of both projects is down to effective inter-agency working. U- Turn has been achieved by the council s Housing Management division working with City Limits who are a supported employment agency provided by the council. City Limits have worked with Hampshire Constabulary in Weston, the No Limits service, Weston Church Youth Club and the local school to deliver the service. The next phase of U-Turn in Swaythling will also involve the Neighbourhood Warden service and Sure Start. It is also hoped that we can work with the council s Regeneration team in order to deliver additional benefits to the parents of the young people who access U-Turn. For example, if they need

8 financial inclusion advice and / or employability skills themselves. The Millbrook Towers location was selected for the Beat the Credit Crunch pilot in part because of the relatively close proximity of other agencies which wanted to be involved such as Sure Start, Net-A-Job employment advisory agency and Mansel Park Pavilion (a recently built community facility). The initiative was designed, funded and delivered by the council s Regeneration team with support by Housing Management. The partnership work with RSLs enabled the development of the Moneytree publication, and the joint work by RSLs to support a project worker for their housing stock in the Millbrook/Lordshill areas of the city.