Promise and Challenges in Designing Training Programmes to Address Youth
Unemployment Within a Context of Social Enterprise
Carter VancePresentation at international conference
Universities developing social entrepreneurship through cross-sector collaboration
York St John University, 1-3 Sept 2015
Research Question
“What are the factors determining effectiveness of a job training programme for the long-term unemployed?”
- Specifically, youth unemployment in London's Tower Hamlets Borough
- However, some findings applied across demographic and geographic groups
Key facts
25 communities across the UK.
Supporting 640 formerly homeless people
240 volunteering opportunities
65 shops and social enterprises
Work is important
Anyone living in an Emmaus community works full time in our social enterprise
and makes a contribution to their community. (Housing First Plus)
Having meaningful work restores self esteem that is often lost when someone
becomes homeless.
Our social enterprises include charity shops selling second-hand and upcycled furniture, bric-a-brac and clothing. There
are also cafes, removal services and gardening projects.
“It makes me really proud when I manage to add value to the pieces we sell in the shop. That’s money that will help run our community and I am glad to be able to contribute.”Stephen – Emmaus Glasgow
Our impact
Research carried out in 2012 showed that for every
£1 spent with Emmaus, there was an £11 social,
economic and environmental return on
investment, with savings to the benefits bill, healthcare,
a reduction in crime reoffending and a reduction
in the amount of waste going to landfill.
Key Desired Outcomes
Increase connection to community and build recognition for Emmaus
Expand and stabilize retail operations to make greater charitable contributions to overall Emmaus UK organisation
Increase social awareness of homelessness and other support areas in which Emmaus works
Develop a unique organisational profile apart from being “just another charity shop”
Advance Emmaus UK goals of non-companion engagement/training and organisational transformation
Founded in 2001, working primarily in the Tower Hamlets area
Deals with youth unemployment, NEET and related issues via job training, coaching and personal skills development
Emphasis on borough restoration within a social enterprise context
Has assisted over 1500 young persons and maintains an active roster of around 75
Streets of Growth Quick Facts
Key Desired Outcomes
Increase interest in social enterprise within the Tower Hamlets community as a form of regeneration
Develop a basis for further employment-based partnerships in the future, particularly to share resources and funding
Develop organisational expertise
Continue to develop working relationship with Emmaus
How Research Was Conducted
- Surveys of governmental and other statistical data
- Literature review of previous work on employment programmes
- Case study reviews
- Interviews with organisational staff and clients/companions
- Focus groups with target demographics and local business
Review of Previous Findings
- Employment training is most effective when individualized
- Broad-based programmes have limited effectiveness and large drop-off numbers
- Voluntary training programmes work better than mandatory
- Training should provide clear pathways to sustained employment
Social Context of Tower Hamlets- Disproportionately young population: 49%
aged 20 to 39
- 16 to 24 unemployment rate standing at 24.3% as of latest figures
- 15.6% of the population overall lack any sort of formal qualifications
- Highest child poverty rate in UK (49%)
- Large skill gaps seen by area employers (NESS)
- NEET figures for 16 – 24 have dropped 50% since 2000 (from 6% to 3%)
Existing Training Opportunities
Traineeships: Short term job placements, usually unpaid and through an educational agency, intended to give young persons a “taster” of a particular work field and some practical experience
Apprenticeships: Longer-term, paid experience leading to an NVQ in a particular area of work
Some clients not ready for this type of commitment and lack of personal supports
Key Points from Focus GroupsRealistic work experience and the possibility of a CV
reference and formal qualification moving forward into a new job
Understanding and flexibility on the part of employers for life circumstances
Support in finding a job after the programme completed
Clear instruction from managers and the development of positive relationships with supervisors
Accessibility of workplaces
Language barriers
Barriers created by government programmes
General Programme Theory
A key reason that other job training programmes are often ineffective with those furthest from the labour market is that they lack the additional supports outside of direct training needed to build personal resiliency.
Resilient persons will be more likely to sustain employment in a long-term fashion.
Activities BTEC Work Skills Level 2 Course and involved personal
skills workshops (12 Weeks) – potential for workshops/activities by East London Business Alliance therein
Retail work experience with Emmaus (5 weeks)
Furniture Upcycling Workshops (integrated over course of weeks 3 -17) – incorporates enterprise/sales challenges
Support with advanced employment search (begins within program, continues after) – Streets of Growth's Job Club and Train to Work
Coaching/personal support (ongoing)
– This aspect of positive engagement identified as particularly critical to positive outcomes
Benefits of Collaboration
- Ability to harness each organisation's unique strengths and expertise areas
- Build interest in social enterprise and awareness of social issues in young persons – Emmaus conception of solidarity
- Bring more cohesion to social economy of the area
- Addressing new client demographics
Challenges
- Coordinating training activities with social enterprise operations generally
- Working across organisations who have traditionally had different areas of focus and work styles
- “Exporting” models between demographic groups
- Developing a system of data inputs to track impacts/outcomes
Limitations
- Area covered in terms of interviews and focus groups limited to Tower Hamlets
- Certain demographic groups were over-represented and underrepresented
- Difficulty in tracking long-term outcomes, especially with socially vulnerable persons
- Impossible to review specific programme impacts as hasn't been implemented yet
Personal Reflections
- Difference of approaches to social problem of homelessness between countries
- Giving a name, a face and a story to the issues
- Business planning is becoming key for sector
- Working with youth to develop future
- Stopping problems before they get worse
Key Conclusions1) Act Locally, But Think Wider
2) Adapt to Market Conditions
3) Individualized Programming is Key
4) Use the Talents We Already Have
5) Supports Needed to Address Personal Barriers
6) Formal Qualifications are Increasingly Necessary
7) Give People a Purpose and Make a Connection