Newcastle Futures Linking Delivery to Strategy

• • • • Background Links with Health and strategic thinking Delivery response Going forward

Pe rce ntage of Work ing age Population claim ing be ne fits

32,960, 19% Benef it Claimant s ( Feb 2007) non claimant s

Benefits Claim ed

9,900, 30% 16,950, 52% 4,710, 14% 1,400, 4% Incapacit y Benef it Disabled Lone Parent s Ot hers 144,040, 81%

Teesdale A lnwick Tynedale Castle M o rpeth B erwick-upo n-Tweed Durham Great B ritain Chester-le-Street Darlingto n Sto ckto n-o n-Tees No rth Tyneside Derwentside Newcastle upo n Tyne Wansbeck B lyth Valley Gateshead Redcar and Cleveland Sunderland Sedgefield So uth Tyneside Hartlepo o l Wear Valley M iddlesbro ugh Easingto n 0 5 10 15 20 25 30 Unemployed Sick and Disabled Lone Parents Other

Newcastle Futures

• Strategic Co-ordination Role – Creating a wrap around service to mainstream – Performance management of discretionary funded partners in the City – Lead partner for City Region, Information and improving overall delivery partnership in city • Central Delivery Role – Co-ordination of engagement activity – Customer case management

Newcastle Strategic Partnership Newcastle Futures Board Strategic Coordination Finance, Outputs, Personnel, Communications, Intervention menu, Monitoring, Performance Management, IT systems, Engagement Community and Voluntary Sector Jobcentre Plus Newcastle City Council Health & Social Services Education/Justice Marketing Customer Management Diagnostic Action Plan Continuous Client Support (CBT) ‘Distance traveled’ monitoring Menu of Support Skills Health Lifestyle Options Employment Self Employment Social Enterprise Education Volunteering Support in Employment Continued Client support Workforce Development Occupational Health

Local Delivery

• • • • • Wide local partnership 18 Customer Coordinators (CC) Cognitive Behaviour Interviewing technique CC in partner premises identified 1924 people registered 764 people into work • • • • • Key links with partners Flexible funds Steps programme Partner Performance Shared IT system

Health links

• • • • Director of Health on Board Strong link with DWP Pathways Evolving link with PCT Psychology Services Community Mental Health worker partner

Length of time on benefit

Number of each client group on key benefits with durations

thousands 3,000 2,500 2,000

2+ years 1-2 years 6-12 months 3-6 months 0-3 months

1,500 1,000 500 0

Unemployed Sick and Disabled

Source: DWP Client Group Analysis, May 2001.

Lone Parents Others

At one year off work only I in 5 chance of returning to work

Sickness Worklessness

9

Most people do not have severe conditions

• The large majority (75%) of people on Incapacity Benefits have mild to moderate conditions – e.g. mental health

Mental/Behavioural Conditions

Alcohol Drugs Psychoses Depression Anxiety/stress others 10

Barriers to work

• • • • • • Inappropriate early interventions insufficient help to retain current job – GP cited as key to managing early interventions Assumptions of un-employability Clinical culture assumes illness/disability prevents employment Stigma & discrimination by employers Employer’s negative attitudes particularly with mental health conditions Loss of motivation and confidence Professionals, friends and family attitude very important Individual perceptions About ability to work, seeing themselves working, managing in the workplace etc Interagency problems GPs/advisers/patient difficulty in navigating ‘the system ’ Secker J, Grove B, Seebohm [2001] Kings College London Arthur S et al [2000] NDDP early implementation DSS Research Report 106 11

Rationale to be different

• • • • • • Complexities of customer group – up skilling of advisers Research on mental health Need to change culture (thinking) Need to gain commitment for sustained outcome for customer Build on evidence/good practice from other pilots/medical profession Lord Layard ‘Happiness’ research

What’s the difference in delivery?

• • • • Cognitive Behaviour technique interviewing Case Management Strategy Supervision for advisers (Health good practice) Better understanding of “we need to know how someone thinks BEFORE we offer help”

What are initial findings?

• • • • • Training can be customised Need to consolidate and maintain supervision Some advisers are reluctant Too soon to say if its making the difference Better support system for the adviser

Going forward

• • • • Clinical Psychologist on team Adviser Standards Retain links with community health Brings health supervision to employability agenda • Transfer of knowledge and understanding of both agencies • Action based research – Model – Mental health

Thanks for listening

Discussion Time!!