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FUTURE JOBS FUND
WHAT DID WE LEARN IN GREATER MANCHESTER?
HOW DO WE APPLY IT?
A reminder of what FJF is / was...
• A £1bn deliberate stimulus to create jobs for young people...• Re-attach them to the labour market• Experience and skills• Confidence and social inclusion benefits
• Community benefit / green jobs • Additional jobs – not displacement • An explicit challenge to local government to lead
– and through sub-regional bids
And what has happened since...
• The challenge of welfare reform• Further cuts to welfare spend of £4bn (on top of £11bn
announced in June)• Focus on the Work Programme• Cuts to public sector • Greater emphasis on sustaining jobs through FJF• FJF Inquiry
GM key principles
• Be ambitious – we can achieve 8,000 if we work as a city region
• Councils’ leadership adds value locally – variety, commitment, quality, integrity
• Economies of scale – what can we do ‘once’ but also what has to be done locally?
The GM minimum standard
Ethos and language is keyJobs – not provisionApplications – not referral formsInterviews – not matching Choice – not mandatory Employer led – not referral Employees – not clientsTransition – not an end in itselfReal work – not make work
Jobs • All aspects of local government• Galvanising VCS partners and supply chains
through Councils • City region partners – transport, health,
police, fire, airport• Choice - direct employment OR 3rd party
employing agent• Real work, real workplaces, real managers!• Wrap-around in-work support
What have we learned at a GM level?• Delivery is very different to strategy! First big worklessness
project everyone in GM has worked on • Use ‘leaders’ to hold partnership to account • Communication and transparency is key • The challenge of single procurement on behalf of many• Are our fellow councils ‘partners’ or ‘contractors’?• What can be done once and what still has to be done locally• £52m focused everyone’s attention• Prioritising what the money ‘had’ to be used for – and what
we could already do locally
Continued...
• Tensions – different perceptions of what sub-regional working is - at a strategic or operational level
• The public sector can recruit differently and thereby achieve greater social inclusion
• We now have a better platform for next time......joint working is the future
Lessons learnt overall• Leadership - put worklessness high on agenda• Staff and managers would carry on if asked • The AGMA approach galvanised partners to create jobs• And add real value – GMPTE brokered 75% travel discount• Cross boundary working was good • Sharing best practice – working together on a practical level,
making it happen• Takes time to get started • Would include more tracking next time
Headlines from Greater Manchester
• 8,000 jobs – on track• 85% very happy with their job• 99% feel more employable• As many as 40% moving on to another job
(MCC stats)
Employee feedback Full time (35 hpw) job was the key attraction Better skills and work experience on CV – 6 months looks good Working as part of a team, managers showing them jobs coming up, doing
something they would never have considered for a job Getting a reference Employers take this more seriously – getting paid and not being on a schemeTHINGS THEY SAY... ‘having a job and feeling like a normal member of society’ (not on a
placement) Getting out of the house; it’s depressing; ‘you lose hope’ I’m more confident Being able to do other things (with the money): paying my ‘keep’; spending
on children; sorting out debt, driving lessons.
Managers feedbackInterviews with 229 supervisors/line managers Willingness to learn Ability to get on with other staff Positive attitude to work Ability to follow instructions 60% thought the FJF employees were of the same standard• 20% - 30% felt that FJF employees were not as good 15% reported better than the normal recruits. Enthusiasm and motivation was high• BUT - rated a little less on reliability, effectiveness, productivity
in the job – they become proficient in their job from 3 months onwards
Perceptions of Line Managers
40% now have a ‘much better’ or ‘better’ perception of young unemployed people
30% now have a ‘much better’ or ‘better’ perception of older unemployed people
• 7% how have a worse perception
Salford – young, vibrant, dynamic citySalford Working Age Profile
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
Pop
ulat
ion
0%
5%
10%
15%
20%
25%
As a proportion of w
orking age population
Salford Popn 36,100 35,000 30,900 27,900 23,500
% 23.5% 22.8% 20.1% 18.2% 15.3%
16 to 24 25 to 34 35 to 44 45 to 54 55 to 64
Does Council’s workforce reflect this?Salford City Council Age Profile
0
500
1000
1500
2000
2500
3000
3500
4000
Nu
mb
ers
of
staf
f
0%
5%
10%
15%
20%
25%
30%
35%
As a p
rop
ortio
n o
f total w
orkfo
rce
Council Staff 562 2182 3102 3563 1920
% 5.0% 19.3% 27.4% 31.5% 16.9%
16 to 24 25 to 34 35 to 44 45 to 54 55 to 64
FJF has improved the fabric of the city
Grounds Maintenance ProjectA number of projects have been undertaken by grounds maintenance including painting, general grounds maintenance and tidy ups for community groups and schools.
Clean Team ProjectThe Clean Team is an environmental improvement team, cleaning up those derelict private or un-adopted sites which are seen by our roadsides sometimes un tended for decades.
Un-adopted Passage / Entryways / Highway ProjectStreet Cleansing FJF have delivered a programme of entry / passageway clean ups for vulnerable people.
Afforded opportunity to do new things
Un-adopted Footpath
Applying FJF learning to Apprenticeships
How do we apply all this / what is the lasting legacy?
• We want our Work Programme primes to learn these lessons • Unpaid work placements is not enough to change lives - a job is what matters • FJF Select committee Inquiry recommendations
• Apprenticeships – should be ring-fencing for harder to reach young people • Public sector and employers generally – “how” you recruit matters• Managers have been willing to support FJF – time invested is worth it for 6
months• More confidence to work at a GM level next time and more realistic about
what it takes• Community benefit – work can lead to tangible improvements on the ground• Supply chains – leading by example but now making them stick• Procurement / Contracting across 10 councils
