Supported by: Housing and employment services: Collaboration in a time of change

Transcription

1 Supported by: Housing and employment services: Collaboration in a time of change

2 Contents Foreword 02 Foreword 03 Introduction 04 Coast & Country working with Jobcentre Plus 05 bpha (Bedfordshire Pilgrims Housing Association) with partners 06 Twin Valley Homes 07 Bolton at Home and Bolton College 08 Your Housing Group and Reed in Partnership 09 Peabody and partner organisations 10 Yorkshire Housing and a number of training providers 11 The GUAC Consortium 13 Castle Vale Community Housing Association (CVCHA) and EOS 14 The Guinness Partnership and Avanta 15 Amicus Horizon and G4S 16 A4e and Radian 17 Collaboration in action: taking it forward The case for collaboration between social housing providers and the employment related services sector has never been greater. Social housing providers are scaling up support for residents facing financial pressures and working to mitigate the impact of welfare reforms on residents and on core revenue streams. The employment related services sector, faced with the challenge of meeting stretching targets in a tough economy, is working ever harder to help the long term unemployed into sustainable jobs. Building more effective collaborations between the sectors and joining up our services will reap benefits for both sectors and bring a better, more effective service to the individuals and communities we serve. At the first joint National Housing Federation/Employment Related Services Association conference we were challenged to spotlight more examples of effective collaborations between housing associations and employment support providers be that Jobcentre Plus or the outsourced employment related services industry. Delegates wanted to know what worked and why, what the challenges had been and what had been learnt. This guide is intended to help to answer some of those questions. We hope that that you will use it to develop your own models of collaboration to support more residents into employment. Spirit is a recruitment consultancy that has specialised within the Housing sector for 10 years. In 2011 we established an Employability and Skills division for organisations UKwide. With these two sectors combined, we are recruiters for RSLs, Local Authorities, Prime and Sub Contractors, Specialist Charities and Training Providers across major and niche contracts. David Orr Chief Executive National Housing Federation Kirsty McHugh Chief Executive Employment Related Services Association 02

3 Introduction Coast & Country working with Jobcentre Plus This guide was produced following the success of the first joint conference between the Employment Related Services Association (ERSA) and the National Housing Federation in Coast & Country in partnership with Jobcentre Plus, supported by savings from a joint procurement project After the conference, the two organisations issued a call for evidence of best practice collaborations to members of both organisations. The case studies selected highlight existing models of housing and employment services collaboration with the aim of supporting and informing the creation and development of new partnerships between the sectors. We know that residents of social housing are disproportionately likely to be unemployed and may be in receipt of support from many agencies and organisations in their day to day lives. However, we also know that too often a lack of collaboration between those providing services means that in many areas, resources be they financial or otherwise are not best deployed and do not provide the best possible service for individuals and communities accessing them. ERSA and the National Housing Federation are committed to working in partnership to strengthen relationships between housing providers and employment related services providers to improve the experience and outcomes for our residents and communities. Coast & Country is a housing company operating in the north east of England. Established in 2002 after the large scale voluntary transfer of housing from the local authority, it has just over 10,000 properties, a turnover of around 40m and a staff team of around 540. Coast & Country has a regeneration and development arm, which has expanded its activities into other areas of the north east. Working closely with Job Centre Plus Eight advisors from Jobcentre Plus work within Coast & Country local offices and communities, alongside its housing staff, on Journey into Work, the journey reflecting the fact that some residents are not ready to simply start a job, but need help to move closer to the job market. The advisors provide one to one support and advice to individuals to help them into work or training. Procurement and partnership Additional funding for jobseekers is available through Coast & Country s membership of North East Procurement, a procurement organisation for north east housing providers, which through the bulk buying of goods and services creates savings that are allocated to the Future Sparks fund, used to support member activities relating to employment and training. The funding provides jobseekers with money for training or for items that will support people into work. This can range from interview clothes or a bike to more unusual items such as paying for motor cycle insurance. All partners work closely together and utilise existing partnerships and opportunities. In nine months the team has seen 3,859 clients and supported 845 of those into work so far. Referrals are largely made by Coast & Country frontline staff but can be made by anyone, including self referrals generated from local marketing. Coast & Country provides office space and equipment, marketing materials and support, plus funding. In addition, it offers unemployed residents participating in the scheme opportunities to gain experience and training within its own operations, including its development arm

4 bpha (Bedfordshire Pilgrims Housing Association) with partners Twin Valley Homes bpha is now delivering its second ESF funded project in Bedfordshire focused on careers and employment support to 250 people in affordable housing. Twin Valley Homes has two innovative projects to support residents towards employment. Twin Valley Homes is a not for profit housing association managing 8,000 homes in Blackburn and Darwen in Lancashire. Since 2012 it has been part of the Together Housing Group which has over 35,000 homes. The Together Group has recently launched its own Community Foundation Grants fund to deliver on its social aims. Themed grants deliver against corporate community development aims and are available to organisations working with its tenants, on a matched basis. The fund supports the two projects below. ESF funding In 2011, bpha was awarded a second ESF (European Social Fund) contract for its Community Employment Support programme, a co-financing initiative in partnership with Bedford Borough Council and Central Bedfordshire Council. The contract commenced on the 1st October 2011 and runs until September 2014 and has a maximum value of 210,000. The project aims to deliver IAG, employment support and employability skills to 250 people living in affordable housing within Bedfordshire and to support 44 of those into employment. There are also targets for participants who secure a job interview or take up volunteering opportunities. bpha is leading a consortium of social landlords, supported by a number of delivery partners, to offer unemployed or economically inactive residents living in deprived communities across Bedfordshire assistance into employment. The employment service is based in a converted bpha house in a deprived area of mainly social housing in Bedford. In particular, the consortium targets and engages older people, plus parents with young children as a mechanism to reduce child poverty. The Learning Partnership bpha found its partners for its first ESF funded project through The Learning Partnership, a network of 150 learning providers in Bedfordshire and Luton. The Learning Partnership sought expressions of interests on bpha s behalf, from which bpha selected two delivery partners based on their location and the range of training and advice services they offered. Bedfordshire Adult Skills and Community Learning (BASCL) is the adult learning arm of the local authority and provided good coverage in the Central Bedfordshire area. The Polish British Integration Centre (PBIC) provided services aimed at Bedfordshire s extensive migrant community and, in particular, offered language courses, which could overcome a major barrier to employment. Following the success of the first project, bpha once again secured the services of BASCL and PBIC for the second ESF project. Wanting to expand, bpha used The Learning Partnership to find additional partners willing to sign up to delivering the project. One of those organisations was the Learning Partnership itself, which had been developing a track record of delivering quality advice and training for government funded projects across Bedfordshire. The other partner chosen to complete the complement of delivery organisations, was Develop Education Business Partnership, a company originally providing support to young people now delivering programmes for adult learners. Grow Project The Grow Project was conceived by Twin Valley Homes, which recognised that a number of young people moving into work placements had not been ready to take this step. The Grow Project targets three of the most deprived local wards in Blackburn and Darwen. The project supports the most vulnerable and disadvantaged people in these areas and provides them with the necessary basic skills and confidence to break down perceived barriers and open up a pathway to formal and informal learning and employment opportunities. The project is delivered by Twin Valley Homes on behalf of a range of partners including the local council, schools, a college, Jobcentre Plus and a number of private and voluntary organisations. The project is primarily funded by the Together Foundation and Groundwork Pennine Lancashire. New Boundaries Twin Valley wanted to reduce anti-social behaviour on estates by engaging young people in useful work experience. There was also a need to improve the appearance of some estates by renewing and repairing fencing. The New Boundaries programme killed these two birds with one stone, by delivering a worthwhile work experience intervention for young residents which also enhances the local environment. People are referred to the programme by local welfare to work providers, learndirect and Bootstrap. Clients who show an interest are offered a four week work experience vacancy working on the New Boundaries fencing programme. Clients do two induction activities, an initial meeting with the partners and then two days later, a full induction covering health and safety and behaviour in work. They see the programme in action via video and receive an explanation of how the housing sector works and where the programme fits with both community and individual development aims. Following successful completion of the programme each trainee receives a work reference. New Boundaries funding comes from the Twin Valley Homes planned maintenance budget, which would otherwise be paid to contractors for fencing work. Part of the funding is utilised for supervision, but the remainder ensures that at least an equal amount of fencing is completed to that which would have been completed without the programme. The project is therefore self-financing. In addition, Jobcentre Plus uses its Flexible Support Fund to ensure the participation of individual clients, while learndirect provides funding for equipment for each trainee, along with covering travel to work expenses

5 Bolton at Home and Bolton College Your Housing Group and Reed in Partnership Bolton at Home s pre apprenticeship support, delivered in partnership with Bolton College, ensures that candidates can access apprenticeships. Your Housing Group is Reed in Partnership s lead sub contractor on the ESF Families Programme. Set up in 2002 as an arms-length management organisation, Bolton at Home took over management of Bolton Council s 18,000 homes in In partnership with Bolton Council and numerous agencies, it is working to improve the social and economic conditions of its housing estates as well as other disadvantaged areas in Bolton. Working with a college Bolton at Home s construction programme is promoted by college tutors to all students at Bolton College. Each student expressing interest is interviewed by Bolton at Home managers, with 24 chosen each year. Offering a high quality apprenticeship During the programme candidates are provided with tools, uniforms, PPE, an induction covering key topics such as health and safety, first aid training, and on-going toolbox talks in addition to the training that is routinely delivered to all staff. Each person receives 10 per day allowance to cover out of pocket expenses. The initial funding stream is via colleges, with apprenticeship funding accessible once the candidates are successfully employed as apprenticeships. Reed in Partnership and Your Housing Group have been working alongside each other since the commencement of the ESF Families Programme in December 2011 which is aimed at helping families with multiple problems through support to work. The aim is to break the welfare dependency cycle while reducing the impacts of intergenerational worklessness. The provision lasts for a maximum of 52 weeks for each participant and delivers a series of interventions to progress participants closer to employment. At the start of provision at least one member of the family must be in receipt of a DWP working age benefit. Your Housing Group has worked tirelessly with all stakeholders to ensure that the programme is a success. It has tried innovative approaches and shared best practice to ensure Cumbria Council has the knowledge to advocate the service for Cumbria residents. The Families Programme and the relationship between Your Housing Group and Reed in Partnership has grown enormously and matured to a level which provides an exemplar for future supply chain relationships. The successful candidates are offered two days per week work experience for two years and the opportunity to complete an NVQ Level 2 in their chosen occupation. After two years Bolton at Home is committed to employing the best 12 candidates as apprentices for either a further one or two years depending on trade. Your Housing Group provide personalised support to help those on the programme overcome their individual barriers to securing employment. This can be the more standard support such as confidence building and pre-employment support. However, Your Housing Group recognises that if lives are chaotic jobseekers may need assistance over and above employment support and therefore also provides support to resolve housing related problems, manage debt and sign-post people to organisations who can help those suffering from domestic violence or overcome family related problems such as children playing truant

6 Peabody and partner organisations Yorkshire Housing and a number of training providers Peabody uses a variety of partnerships to support residents into employment. Yorkshire Housing works with training providers to get the best support possible for its apprenticeships. Peabody is one of the oldest housing associations in London, with a portfolio of around 19,000 homes across the capital. As well as providing housing services and maintenance, community programmes are a key part of the Peabody offer to residents. Peabody invests over 2 million of resources in the service and plans to help more people benefit from its community programmes through implementing new fundraising strategies. Working with contractors Peabody s Employment & Training team works to support contractors who are committed to recruiting local labour and employing apprenticeships. It understands contractors requirements, obtains vacancy details, such as person specifications and labour or trade requirements, agrees the recruitment process and then signposts to Peabody s employment service for pre employment support and screening. The team is currently working with Ardmore, Bellway and Mace, all of which have secured development contracts with Peabody. Apprenticeship referrals Peabody also works with Camden Council, Islington Council, Wandsworth Wise and Kensington and Chelsea Works. These bodies look to Peabody to refer young people to them for apprenticeships, plus provide pre employment support for those who need it. Joint recruitment service Peabody is involved in a joint recruitment service with the Crown Estate to give people access to West End retail jobs at stores such as House of Fraser, Debenhams, Molton Brown, Liberty, Gap and Primark. During 2012, 24 clients attended initial screening, of which 18 went through to the next stage. Potentially suitable candidates were presented to employers for interview, which has resulted in approximately 12 people being placed in retail jobs. Routes into Work pilot Peabody also worked with the London Transport Museum (LTM) on the Routes into Work pilot, which is an accredited pre apprenticeship programme for year olds. Peabody recruited and referred 10 jobseekers. The jobseekers then completed three days of the Routes into Work programme to gain accreditation, to gain accreditation, on the Developing Skills & Gaining Employment programme (delivered by London Transport Museum). Following the pilot, 40 per cent of people went on to secure work or apprenticeships with LTM s employer supply chain within a 12 week period of completing the Routes into Work pilot. Yorkshire Housing is a registered social landlord providing more than 16,000 affordable homes throughout Yorkshire. It is a charitable business employing over 750 people and with a turnover of 70m. Yorkshire housing started an apprenticeship programme over 2012/2011, although the Homeworks team (repairs and maintenance) had employed apprentices previously. The programme works on a case by case basis. Yorkshire Housing decide they want to fill a certain vacancy with an apprentice and then look for a suitable training provider to support them. Currently they are working with the following training providers: Leeds City College, City Training (Bradford), Harrogate College, JTL Training, Dutton Fisher Associates and Craven College but they are keen to work with more. All the vacancies are advertised through the National Apprenticeship Service but they are also promoted locally to tenants. Yorkshire Housing also work with various Jobcentre Plus offices to promote its work placements and other opportunities. Yorkshire Housing fund most of the apprenticeships themselves, although they also get funding via their contractors who, following a retender process a few years ago, all signed up to give 1 per cent of their contract fee as a Social Inclusion Tariff. The Tariff goes towards the delivery of employability projects across Yorkshire Housing neighbourhoods, including apprenticeships and work placement opportunities. Apprentices work in the following teams: Environmental Services, Caretaking, Housing, Customer Services, IT, Health & Safety, Care & Support, Investment, Repairs and the Home Improvement Agency. A key element of the apprenticeship programme is the development of an Apprentice Learning Path, this incorporates training in people skills, managing myself, budgeting and benefits advice, as well as a three day residential course that develops thinking and listening skills, teamwork and communication. In 2012 there were 11 new apprenticeships created in Yorkshire Housing and six new apprenticeships with Yorkshire Housing contractors. In 2013 Yorkshire Housing intend to recruit another 12 apprentices

7 The GUAC Consortium The Give Us a Chance (GUAC) Consortium is a national group of 25 social housing providers working in many different economic environments across the country. The consortium was set up in 2011 with a view to engaging in the radically changed welfare to work environment. The first priority of the group has been to tackle youth unemployment in the age range. Working with the Centre for Economic and Social Inclusion (Inclusion), the consortium has developed a model called Proving Talent. This provides a way for consortium members to work in partnership with welfare to work providers to provide resources for paid work placements within their organisations. The first five pilots have just been evaluated by Inclusion and are indicating strong success. Proving Talent is now being rolled out further with the consortium looking to develop a new model to help over 25s who are long term unemployed. GUAC membership provides organisations with: access to the Proving Talent model opportunities to attend and contribute to Give Us a Chance meetings input into the development of new models opportunities to forge partnerships with other consortium members working locally to spread the risk of developing a scheme assistance in developing new partnerships with prime contractors and other welfare to work providers in the area where the organisation works promotion of the organisation as one of the leaders in assisting unemployed residents into work access to research and shared learning of work undertaken by consortium members evaluation of projects by Inclusion The following four case studies are all from organisations who are members of the GUAC partnership. GUAC is all about action and partnership. It is about developing new ideas to help those people who find it hardest to get a job, and trying those new ideas out. The risks involved in being at the forefront of innovation are mitigated through this collaboration

8 Castle Vale Community Housing Association (CVCHA) and EOS The Guinness Partnership and Avanta Castle Vale Community Housing Association (CVCHA) utilises its strengths in partnership with EOS to support jobseekers into traineeships and employment. The Guinness Partnership worked with Avanta to provide information and support on self-employment. Following its experience of the Future Jobs Fund, CVCHA wanted to explore how it could utilise this experience within the Work Programme. CVCHA was very keen to engage with Work Programme prime contractor EOS to consider what a joint venture might look like and EOS responded positively. Early negotiations with the prime contractor were straightforward and open. The model adopted by CVCHA involves providing and filling traineeships within the housing association and with organisations it works with. EOS sources possible candidates for the roles, with all potential candidates interviewed by CVCHA and the host organisation before being offered a position. The traineeships last for six months. Participants get paid the minimum wage for three months, increasing to the living wage for the final three months of the placement. A range of roles have been created and filled, including support worker, youth worker and administration roles. All vacancies have been linked to real business needs. The programme is run through Castle Vale Community Regeneration Services (CVCSR), which is the charitable subsidiary of the housing association. This arrangement has enabled the use of existing partnerships with third sector organisations, who had an established relationship of trust with CVCSR. Additionally, the opportunity came at a particularly appropriate moment for some supply chain organisations who were thinking about expanding but did not have the resource to recruit new staff. Key to the success of the model has been the productive relationship with EOS. EOS s work advisers see young people on a daily basis and are adept to matching them to the roles on offer through CVCHA. A named advisor sends through appropriate CVs on a regular basis and the young people are supported and prepared for interview. This has meant that eight young people have so far been successful in gaining a traineeship within CVCRS and three different host organisations. The timescales involved were initially longer than anticipated, however, feedback from host organisations has been positive, with further placements now requested. The wage incentive element of the Youth Contract is the external funding used in the programme. The Guinness Partnership was keen to engage with local Work Programme prime contractors and entered into talks with Avanta which proved receptive to early discussions. Avanta previously had had little experience of working with housing associations, so felt it was a good opportunity to trial a new kind of partnership. Guinness decided to focus on self employment support after realising that this was Avanta s specialist area. The programme that developed was an eight week self employment course run by Avanta staff in the community for local residents. Learners receive a certificate after completing the course. Sixteen people started the course and nine finished across two pilot areas in the north of the UK. Promoting the opportunities available Guinness invited residents to attend an open day to explore the opportunity. To generate interest in the events Guinness handdelivered leaflets to households in the local area. Guinness approached partner organisations, shops, city learning centres, Sure Start, doctors, Jobcentre Plus, local community projects, amongst others to promote the project. The courses were held each week in community centres with the help of two social enterprise partners, Upturn Enterprise and the Big Life Company. The sessions were run at times that suited the participants and Guinness offered to help with childcare. Anyone that was unsure of anything could talk to the Avanta Business Advisors or staff from Guiness. Overall both organisations feel that working together on the self employment programme has been a very positive experience, with new courses planned in future. It has helped Guinness think more strategically about how it supports its customers and Avanta to consider how it can deliver with local partners, diversify its business model and build a brand. Both organisations felt that the course helped participants tackle some of their work related barriers. Outcomes for those who completed the course include further study and self employment. In total the course costs 500 per person, with funding accessed through the Work Programme and Skills Funding Agency, with Guinness committing an additional 5,000 to 6,000 to cover costs for those who were not eligible for either funding streams

9 Amicus Horizon and G4S A4e and Radian Amicus Horizon and G4S work together to deliver paid traineeships using the Youth Contract wage incentive. A4e and Radian work together and share the funding received through the Youth Contract. With welfare reforms imminent, Amicus had been thinking more strategically about how to support workless residents and actively sought opportunities to be involved in Work Programme delivery. These efforts did not result in any formal subcontracting arrangements, however, this meant that Amicus were already in close contact with G4S when introduced to the GUAC model. Amicus liked the model and was keen to put something in place with G4S relatively quickly. G4S was also keen to work with Amicus as it knew it had been successful when working on Future Jobs Fund. It was especially enthusiastic because the model utilised the Youth Contract Wage Incentive a scheme G4S were looking to promote with employers. The model is based on Amicus delivering paid trainee roles within the business using the wage incentive payment. The roles have been selected and designed to suit the needs of the business and include administrative, maintenance and project work roles. Amicus claim the wage incentive, which provides around 43% of each young person s salary. When the fieldwork was conducted, Amicus had planned for a cohort of 15 jobs, 12 of which they had filled. It was also lined up to take another 15 in All participants have been fairly young and all have had very little real work experience. In addition, many have been particularly lacking in confidence. G4S s contractors provide shortlisted candidates for Amicus to interview. Amicus has maintained high levels of contact with G4S to ensure the flow of candidates and have emphasised the importance of getting the right candidates to fill the positions. As part of the programme, Amicus has made a wealth of training and support available to the young people. It is committed to supporting their development and wants the young people to gain as much from the opportunity as possible. A key benefit of this programme is that the young people are being exposed to new and interesting roles that they may not have previously considered and it has significantly improved their confidence. A4e and Radian have developed a project targeting particularly disadvantaged young people who have the potential to succeed in a formal working environment. Placements have been created in a variety of roles, including ground maintenance, public relations, income generation and customer services. Shared funding The project is joint funded, with Radian contributing 59% and A4e 41% of the costs. Any Youth Contract funding received is also split according to the same proportions. In this way both the prime contractor and the housing association share both costs and risks. The placements last for six months and require the participants to work for 30 hours per week. Trainees receive the minimum wage and get the same entitlements to leave and Christmas pay as all other employees. The people on the programme All of the young people are aged 18 to 24 and the majority have not worked in a formal office-based environment before. There are lots of resources and support available to young people through line management and mentors at Radian and through contact with the Work Programme advisor. When the trainees reach their fourth month, support is stepped up by both organisations. CVs are updated and participants supported to look for new jobs. Radian expects this process to be intensive, personalised and targeted. Both organisations feel that the programme has been successful. They have been able to offer young people living in the local area valuable opportunities in an important sector. They are being encouraged to take on high-skilled positions and develop a wealth of work-related skills. Although it is early days in terms of outcomes, the model bodes well. Three participants have already been interviewed for casual pool jobs and will move off the pilot onto temporary contracts with the housing association in early For the housing association, this initial work has given them a good feel for how the pilots can work. For A4e it has given them a usable model they can take to other employers and organisations. Radian have provided placements for 18 Work Programme trainees, with A4e and also one of its subcontractors, Wheatsheaf Trust. It is now looking to undertake another 20 placements in the coming year

10 Collaboration in action: taking it forward This guide illustrates the diversity of collaborations between housing providers and employment providers currently taking place across the country. It is hoped that this will be used to help inform the creation and development of new collaborations between the social housing and employment related services sectors. While the case studies are all different, certain elements stand out and could be kept in mind when looking to develop your own collaboration: Single Point of Contact Having a single point of contact from both partners is essential. This helps to minimise any confusion and aid the sharing of information. Employment Related Services Association The Employment Related Services Association (ERSA) is the trade body for organisations delivering or with an interest in employment related services sometimes called welfare to work. Established in 2005, it exists to help its members achieve their shared goal: to help people gain sustainable employment. National Housing Federation The National Housing Federation is the voice of affordable housing in England. We believe that everyone should have the home they need at a price they can afford. That s why we represent the work of housing associations and campaign for better housing. Funding The case studies outline a number of funding revenues and models. Enter negotiations with an open mind and find something that both of you are happy with. Consortia and trade bodies Consider how you can be supported by consortia, membership bodies and trade groups. This can help provide you with new partners and additional funding. Diversify employment support Many of the case studies in this guide suggest that housing associations are using a number of models and funding streams with a range of partners to help their residents find work. This diverse range of partners ensures that projects can reach different selected target groups of people. ERSA s membership spans the private, voluntary and public sectors and it is this diversity that gives ERSA the authority to speak on behalf of the entire employment related services sector. ERSA s members range from multi-nationals through to small specialist charities, local authorities and housing associations. The scope of its reach includes skills provision, self-employment support, offender related services, welfare reform and disability-related issues, as well as the design, delivery and management of employment programmes. Our members provide two and a half million homes for more than five million people. And each year they invest in a diverse range of neighbourhood projects that help create strong, vibrant communities. Our members create jobs, invest in the economy and provide good quality landlord services. For every 1 spent on housing, a further 2.84 is generated in the wider economy. Adapt the model There is no one effective model for collaboration between housing providers and employment related services providers so work with potential partners to develop the model that suits you. Use what you have Think about what each of your organisations can provide, and utilise your existing strengths and experiences. For more information please contact: Anna Robin anna.robin@ersa.org.uk For more information please contact: Lynsey Boother lynsey.boother@housing.org.uk

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