Clean Slate in B&NES Progressing practical responses to worklessness Jeff Mitchell

Progressing Responses Set the context for discussion Build momentum from October workshop Worklessness in the supply chain (Re-) Introduce Clean Slate’s offer Set scene for further discussion and planning

Introducing... JM: 18 years in social enterprise Creating and supporting paid work for people facing barriers to employment  Employment business with regular (Somer, Bath Abbey) and ad hoc opportunities  Walk-in centres offering job preparation  Supporting employers/ new enterprises, Quids in! Event in October to engage RPs

Welfare & Work Event Workshop held at Hedley Hall on 4 October, RPs and LAs from Bristol/ B&NES Crisis presented on welfare reform and impact on social tenants Quids in! reported on financial inclusion research among social tenants Clean Slate presented practical options Reviewed (perceived) barriers and opportunities

(Perceived) Barriers Costs: Support, returning to work, housing Culture change: addressing tenants/ worklessness ‘One Size Fits All’ approach, not long-term Fewer jobs – and access (geographic/ cultural/ skills/ confidence/ practical, eg, CRBs) Limited info re. opportunities (esp. for employers) Punitive welfare system – Benefits trap

Welfare Reform (Crisis pres) Work Programme on-stream – no NFP delivery Pushing claimants towards JSA, later… Universal Credit – with taper for returners to work LHA revised down, Single Room Rate aged <35 £500 cap on household claims Social rents up to 80% market rate Under-occupancy, non-dependents at home

Financial Exclusion Quids in!: Money management magazine for people on low incomes Merlin research (South Glos) – now national Key findings (see handout):  42% working age and able to work; 31% are ‘unbanked’  Biggest money worry: Paying bills (54%); Debt (24%)  Needed advice on: Debt (33%); Income Max (25%)  88% of non-f/t employed worry about benefits

Further Context Social Firms UK facilitated meeting with RSLs and construction firms on 2 November Supply chain is willing to tackle worklessness RSLs have the opportunity to do so directly National Housing Fed supports this Decision-making: Directors require ‘buy-in’ at ops level; managers need approval ‘up the chain’

Engaging Workless People ‘Job Shops’ with self-referral, drop-in access 350 visitors seeking help with CVs, job search Accessible: community-based and peer support Structured programme to work into the process:  Self-confidence, goal setting, action plans  Training on IT skills, comms, H&S  Orienting people to the workplace

Getting On the Job Not the Work Programme:  CVs: Resumes are not fit for purpose  Building on skills and qualities, often buried  IT a pre-requisite – practical application  Role playing expectations  Setting appropriate, personalised goals  Bespoke action plans  Employment – seeing skills at work

Aspiring to More Worklessness research:  60% looking for work  8% had no plans for work  Money the motivation  Interest in all kinds of work incl. ‘wet trades’, shop, office, animals and support work

Somer Pilot Somer Housing inspired to engage with combating worklessness. Clean Slate entered supply chain:  Packing and delivery  Supplying Clean Slate workers as temps  Employability projects engaging workless people  Handy Help Co (pilot underway) Goodwill Good sense Common sense

Working Together Looking for employers with a clear social remit:  3 managers x 2 Temp Workers x 3.5 hrs pw  CSTE supports Temp Workers and supervisors with job matching, induction work and coaching  Individuals prove and improve their employability  Low hassle, low risk, low cost to employers  Value: Flexible, additional capacity  Structured recruitment of tenants

Testimonials – Employers Jane Jones – Head of HR, Somer Community Housing “It was important that the opportunities were real work – the challenge was to find the right roles. Some staff wanted to ask ‘Why are they unemployed?’, ‘If they’re ex-offenders, what did they do?’ Clearly they couldn’t ask and it wasn’t relevant. Queries actually stopped once the person was in post – they’re just a person like anyone else. Then we only had to focus on what they could do for us. “2 of the 3 supervisors who took on Clean Slate Temp Workers were new to management, it was an opportunity for them to develop. One supervisor is herself much more upbeat and can see opportunities for other roles. They feel we’re able to deliver better services to tenants and the temps are putting forward ideas on ways to do things better. “The workers demonstrated new confidence and self-esteem. One said: “I’m a different person”. Sometimes we need to push people beyond their comfort zone but the social interaction makes a big difference. They proved any negative expectations about unemployed people were unfounded: There have been no incidents of lateness or inappropriate dress/ attitude for work. “We’re now looking at whether other establishment jobs that become vacant could be constructed differently – can full-time roles become part-time ones or opportunities for small-scale, casual staffing? “TWs have a negative perception of regular employment agencies and describe CSTE as positive and making them feel like they ‘can do’.”

Opportunities/ Next Steps Back to Work events, emp’ support for tenants Signposting to existing opportunities Shared resources on best practice ‘Step Path’ for people at different places Introduce Clean Slate to the supply chain – Temp Workers, HandyHelp, distribution/ packing Identify milestones and celebrate successes

Clean Slate in B&NES Progressing practical responses to worklessness Jeff Mitchell