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Session 3. Case Studies of Effective Approaches (1)
Engaging and involving residents - Anthony McCool, Trident Housing Association
Engaging and Involving Vulnerable People in Tackling Worklessness
• 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
Who We Are
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 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 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
SERVICES TO THOSE WITH A VULNERABILITY
First Tier Service• Initial contact• Specialist assessment• Support planning in partnership• Trust building• Allocation to the most beneficial serviceThird Tier Service
Specialist services• Psychology and counselling service• Debt counselling• Credit Unions• Educational Learning• Employability Service Training - volunteering - work - based employment• Business Enterprise Services
Second Tier Service• Emotional support• Life skill training• Welfare service• Care & Support Service • Sustaining tenancy services
Governance Tier• Board• Care & Support Committee• Strategic Team• Service Team• Project Advisory Groups• Keyworking Groups
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 ProjectsObjectives /Funding/Results
• Jericho Joint Venture Company – Social Enterprise- Training and employment
- Tenant participation and satisfaction - Value for money - Quality - EnvironmentFunding - Grants - Winning work Tenders with Authorities etc Results - Growing workload - Increased groundwork apprenticeships
Our Worklessness ProjectsObjectives/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 investmentResults – 35 Volunteers on the 12 month
programme
Our Worklessness ProjectsObjectives/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 ProjectsObjectives/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 ProjectsObjectives/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 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 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 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• 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 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