Transcript Slide 1

Edinburgh’s Jobs Strategy –
Outreach Approaches
Outreach Approaches in
Edinburgh’s Jobs Strategy
Jim Rafferty
Capital City Partnership
Edinburgh’s Jobs Strategy –
Outreach Approaches
Outreach in Edinburgh
• Key facts
• Need for outreach
• Who?
• How?
• Results
• Lesson(s)
Edinburgh’s Jobs Strategy –
Outreach Approaches
Edinburgh Key Facts - demographics
• Population 468,000 – growing
• Age structure 49% 16-44 (Scotland 41%) –young
• Working age population 316,000
• House prices £200k ( Scotland £140k) – high
• Disposable income £16k (Scotland £12.5k)
• 4 universities, 5 colleges - 90,000 students
• 44% Working age pop qualified to degree level
Edinburgh’s Jobs Strategy –
Outreach Approaches
Edinburgh Key Facts - Economy
• Service sector dominated - 92% of jobs
• High GVA - £30k per head (Scotland £18k)
• Key sectors – Finance, tourism, public service,
business services
• Biggest employers – NHS, City Council (40,000)
• Top 10 employers – 3 public sector, 1 University,
6 financial services
Edinburgh’s Jobs Strategy –
Outreach Approaches
Edinburgh key facts – Unemployment
• In employment 77.1% (Scotland 75.4%)
• 3.1% unemployed (10,000) (Scotland 4%) BUT
• Variable – from 1% to 8% by neighbourhood
• AND – 22,000 on other inactive benefits
• Local economic inactivity rates vary from 13% to
50%
• Youth unemployment higher but similar spread
• Concentrated in the same neighbourhoods
Edinburgh City Jobs Strategy
Strategic approach – and principles
• Jobs strategy (launched in 2002- consistent)
• Consortium (multi agency) delivery
• Demand-led
• Client centred
• Joined-up
• Significant geographical focus
Edinburgh City Jobs Strategy
The Core Partnership - City Strategy Consortium
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City of Edinburgh Council
Capital City Partnership
Skills Development Scotland – inc Careers
Service
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JobCentrePlus (and DWP)
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Chamber of Commerce
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FE Colleges
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NHS Lothian
Independently chaired – Industry perspective
Supported by a wide range of providers and client
group advocates
Edinburgh’s Jobs Strategy –
Outreach Approaches
An (Employment) Strategy to match
the context
• High labour demand, but high competition
• Opportunities segmented – High value to entry
level – need to work to demand
• Need varies by area and by client group
• Workless population mainly with multiple barriers
• Effective outreach is a strategic requirement
• Greater Customer Reach Programme
Edinburgh’s Jobs Strategy –
Outreach Approaches
Greater Customer Reach
The strategy aims to increase the number of
people suffering particular disadvantages
who engage with employability programmes
and then move on to employment.
The primary objective here is to engage with
‘new’ clients i.e those who are working age,
inactive and who have no history of
engagement with employment services.
They will be in contact with other services –
health, social care and education.
Edinburgh’s Jobs Strategy –
Outreach Approaches
Greater Customer Reach
Target groups:
• physically disabled people
• people with learning disabilities
• people with mental health issues
• people who have completed a custodial sentence
• homeless people
• customers affected by drug addiction (including alcoholism)
• people who have been in residential care
• lone parents
• ethnic minorities
• refugees and other people who have been granted leave to remain in
the country
• ‘NEET’ school leavers
Edinburgh’s Jobs Strategy –
Outreach Approaches
GREATER CUSTOMER REACH
DEEP & NARROW
WIDE & SHALLOW
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Never worked
In workless households
Chaotic lifestyles
2nd & 3rd generation workless
No employment aspiration
No expectations
Low self esteem
Counter culture
AREA FOCUS
Health issues
Returners
Under employed
Out of labour market
Care responsibilities
Financial barriers
Partners
Older people
Marginal criminality
Skills deficit
GET ON
Get On
 Get On is a mobile information and
referral service.
 Partners promote and give access
to a range of local and citywide
services.
 It is out on the streets and helps
anyone who would like to improve
different aspects of their lives.
 It helps staff to learn more about
partner organisations and services.
 It provides a focal point for
organisations to work together.
Why?
 To deliver a unified service to signpost and support
people
 To increase the number of people taking up new
opportunities by improving customer reach and
movement between the services.
 To better support / track people’s progress in achieving
their personal goals.
 To support staff in a systematic way.
 To increase staff trust between partner organisations
and ensure successful referrals.
 To improve marketing and develop a trusted brand.
- improving connections:
Local
Outcomes
National
Outcomes
Wealthier & Smarter Healthier Safer &
Fairer
Stronger
Realise Full
Economic
Potential
Live Longer
Healthier Lives
Greener
Improve
Life Chances
Edinburgh’s Jobs Strategy –
Outreach Approaches
GREATER CUSTOMER REACH
“GET ON”
SERVICES
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Libraries
Community Centres
Health Centres
Colleges
Advice Centres
Childcare Centres
Criminal Justice Services
Geographic functioning but
the aim is to engage with the
services used by the target
groups.
EMPLOYMENT
OR, AT LEAST,
IMPROVED
EMPLOYABILITY
Community Renewal Project Overview
2 offices in Edinburgh Muirhouse & Craigmillar
75% of clients on Incapacity Benefit and Income Support
25% on JSA
Work with people between 16-65 of working age
Door knocking approach
Conduct listening surveys
Community engagement, groups, MCMC group
Outcomes, employment, education, volunteering, community
Health Role
Agencies working in our office together (seamless link)
What are we
trying to achieve?
• A dramatic change in wellbeing and culture in areas
considered the most deprived in Scotland – where it will
be the norm to be in work rather than out of work
• To engage inactive people so that everyone who wants a
better future (work, education, inclusion) achieves that
future
• To work with individuals and groups and to stick with
them until they achieve their goals
What’s the listening survey for?
• To open up a conversation
• To allow people to reflect upon what enhances quality of
life and what takes away quality of life
• To understand the social issues that prevent people from
realising their potential
• To begin a thought process about how they would like to
see things change for themselves and their community
Pro-active
Listening
Building Trust
Accessible, Local
The door always open
Getting the
balance right
Not being
too pushy
Not giving
up too
easily
What’s a successful listening survey ?
A reason to go back within a week
Edinburgh’s Jobs Strategy –
Outreach Approaches
GREATER CUSTOMER REACH
CAPACITY BUILDING
SERVICES
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Libraries
Community Centres
Health Centres
Colleges
Advice Centres
Childcare Centres
Criminal Justice Services
Long term aim is to increase
capacity of these services to
provide at least basic
employment support.
EMPLOYMENT
SUPPORT
SERVICE
‘GET ON’ OUTCOMES
Since the launch of the mobile service in June 2009
there’s been:
 around 800 interventions concerning work and other
poverty related issues.
 Over 40 organisations/projects (over 130 staff) have
directly supported the mobile service and more of
these collaborations are in the pipeline.
 Issues addressed include: health, employability,
learning, volunteering, housing, income maximisation.
 450 Caselink registrations.
 The service has been provided at over 50 different
sites covering all 12 Neighbourhood Partnerships.
 The service has attended 20 events.
Community Renewal Outcomes
Muirhouse to April 2010
2 data zones (working age pop 1400)
Contacted = 1200 +
Actively working with = 140
MCMC group= 43
Health interventions= 35
Job + Tr Outcomes = 100
75% are non JSA
Lessons
Sustainability
Mainstreaming
People are not hard to reach
People respond to a flexible welcoming
approach
People need a holistic and seamless service
Changing the culture of agencies?
Changing the funding regimes?
Mainstreaming?
Edinburgh’s Job Strategy –
Outreach Approaches
Questions?
Jim Rafferty
0131 270 6037
[email protected]