Developing Working Neighbourhood Teams in Salford

Kick off session

NDC

11th May 2009

Purpose of this presentation

• To provide an overview of Working Neighbourhoods Teams

– Why and where we need them– What they will look like and how they will work– How they will be supported– Why your skills & knowledge are needed

• To stimulate discussion, exploration, understanding…

Why Working Neighbourhood Teams?Skills and Work as the ‘point’ of neighbourhood renewal

“There should be a stronger emphasis on interventions aimed at developing the ability of people to get into and to stay in work.

Key delivery agents will need to work together at the local and neighbourhood level to tackle worklessness….

The Government would expect local authorities to build on existing neighbourhood management structures………….”

2007 Sub National Review of Economic Development and Regeneration

Political & Executive

AgreementSecured

Distribution of DWP Out of Work Benefit Claimant Data by Lower Level Super Output Area

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

55%Central Salford Salford West

Salford Average 18.52%

NI 153 Break Point 25%

Source: DWP WPLS Longitudinal Study Feb 2008

National Average 11.7%

NW Average 14.7%

Why and where? We have 41 super output areas with over 25% of working age adults claiming out of work benefits

Local Area Agreement Target Super Output Areas

Roll out: go beyond the spikes to other LAA target areas

Ordsall and LangworthyEcclesNDC AreaHigher & Lower BroughtonLittle Hulton and WalkdenSwintonClaremont and WeasteIrlam and Cadishead

Apr 2009

Sep 2009

Apr 2010

16.5% YoungPeople are Notin Education,Employmentor Training

4areas in NDC:More than thirdPeople out of

work & onbenefits

High levels ofsmoking and

binge drinking

Kersal:highest

unauthorisedschool absence

rate inSalford

Over 50%Children in Whit

Lane; Duchy; and; Lower Kersal

live In worklessfamilies

23%households

have someoneWith a limiting,

long termillness

Areas aroundLittleton Rd in

Lower Kersal are Teenage

Pregnancyhotspots

50%Reception & Yr6

children in LittletonRd area of LowerKersal measured

as obese

NDC: Key facts

NDC: Key facts 73%residents

are satisfiedwith the area as

a place tolive

76%residents saythat they feelSafe in theNDC area

80%residents aresatisfied withlocal health

facilities

Educationalattainment has

improved to within2% of the City

average

The burglaryrate in the

NDC area isonly 2%

36%residents feel

part of the localcommunity

Proportionof adults with

no qualificationsreduced from38% to 27%

JOBIn Work Support

Train to GainJCP

EducationFE HE

13 Weeks

No Wrong Door - Small army of people with

personal relationships & contact opportunities

LocalManagement

Team

JointCommissioning

at centre

Coordinate joined up delivery;Inform

commissioning

Campaigns; Ways of working; Joint

activities; Information sharing

Police

i

i

Confidencebuilding

Skills forlife

Skills &Work

IAG

Crime

Benefitadvice

Customer Information

System

Financialadvice

Enterpriseactivity

Parenting

Manage a caseload & guide shoppers through the store

HealthTrainers

CommunityChampions

Teachers

YouthWorkers

CDWs

Working Neighbourhoods TeamsA ‘Department Store’ of joined - up support

Familysupport

iChild-care

Drug &alcohol

Healthsupport/activity

Housingsupport

‘PersonalShoppers’

CommonAssess-ment

Skills and Work; AACS; Connexions; Next Step..

Crime/

GPs

HousingOfficers

i‘FrontLiners’

offending

Engagement

& Outreach

Central

Support

Service

Offer

Project Structure – Creating the Department Store

Leadership &Co-ordination

- Excellent community intelligence and insight, and a clear view of local needs and opportunities. This is informed by personal relationships as well as data and customer and community profiles.

- Strong collective capacity to identify and engage constructively with the people we aim to support. We pool our knowledge and capacity to enable this.

- Strong demand and desire for the services we offer, supported by clear incentives and a focus on raising aspirations.

- Excellent community and inter agency communications. Local communities and community and voluntary organisations are at the heart of our engagement and outreach work.

Getting Customers to the Store

Delivering the Department Store

- Improving outcomes in skills, work, enterprise and child and family poverty is a major shared priority for services and communities

- Services are integrated where they need to be, and designed around a single view of the needs of the individual, with clear ownership and coordination of customer journeys

- Services are flexible and able to respond to local needs to remove barriers. There is scope and support to enable local innovation.

- Local communities and community and voluntary organisations play a central role in delivery.

Managing the Store

• Salford Council Cabinet & LSP

• Neighbourhood Partnership Board

• Community Committee

• Area Co-ordinators

• Neighbourhood Management

• Skills & Work Co-ordinators

• WN Management Team (you!)

Central Support

• Data, Research & Intelligence

• Joint Commissioning

• Performance Management

• Pump Priming Finance

• Human Resources

• Technology

CHARLESTOWN/LOWER KERSAL NDC PARTNERSHIP

The NDC model for Skills and Work:

UNIVERSAL SERVICES

LOCALITY PROVISION

Social PrescriptionSuccessful Transitions

Social Media CentreCompact

CHAPTime Banking

CD Team

WRAP AROUND

Skills & WorkLower Kersal

Centre

JCP Connexions

CHARLESTOWN/LOWER KERSAL NDC PARTNERSHIP

Locality Provision:• Skill and Work

Over 770 residents assisted into work• Lower Kersal Centre

360 residents assisted into education

CHARLESTOWN/LOWER KERSAL NDC PARTNERSHIP

Wrap Around Services:• Social Prescription Over 130 residents on programme• Successful Transitions 60 residents completed programme, 70% go on to

learning, volunteering or job opportunities

• Social Media Centre Over 100 residents trained• Compact 20 young people regularly engaged• CHAP 92 people improved social activities• Time Banking 28 people into voluntary activities

CHARLESTOWN/LOWER KERSAL NDC PARTNERSHIP

Learning from Focus on both direct job and learningoutcomes and softer indicators • Local co-ordination and commissioning

(Management Team)• Provision at the neighbourhood level in local venues

(Department Store)Two for one’ service provision Joined up practice e.g. JC+ in Job Shop, Salford College in Lower Kersal Centre Cross-referrals

• Valuable role of community / voluntary sector in provision(Front Liners & Personal Shoppers)

• ‘Broad menu of services which recognise the client journey

CHARLESTOWN/LOWER KERSAL NDC PARTNERSHIP

Challenges and Gaps: • The role of mainstream providers and services• Continue to address range of barriers for clients • Improving referrals • Data sharing • Time limited provision • Role of the third sector • Impact of provision to date • Demand side provision

CHARLESTOWN/LOWER KERSAL NDC PARTNERSHIP

Looking Forward: Working Neighbourhood Team Pilots - The Approach: • Not starting from scratch but building from experience to date • Evaluating and developing further ‘what works’, particularly regarding

‘wrap around’ provision • Understanding local need and in particular, the barriers faced by local

people • Influencing service delivery and where appropriate, commissioning

new activity and engaging mainstream providers in the ‘system’ • Encouraging further collaboration, referral and data sharing • Engaging employers and maximising links to available opportunities

Any Questions?