1. FUTURE JOBS FUND WHAT DID WE LEARN IN GREATER MANCHESTER? HOW DO WE APPLY IT?

2. A reminder of what FJF is / was... A £1bn deliberate stimulus to create jobs for young people... Re-attach them to the labour market Experience and skills Confidence and social inclusion benefits Community benefit / green jobs Additional jobs – not displacement An explicit challenge to local government to lead – and through sub-regional bids

3. And what has happened since... The challenge of welfare reform Further cuts to welfare spend of £4bn (on top of £11bn announced in June) Focus on the Work Programme Cuts to public sector Greater emphasis on sustaining jobs through FJF FJF Inquiry

4. GM key principles Be ambitious – we can achieve 8,000 if we work as a city region Councils’ leadership adds value locally – variety, commitment, quality, integrity Economies of scale – what can we do ‘once’ but also what has to be done locally?

5. The GM minimum standard Work Quality 35 hour week 6 months NMW Community benefit Additional Training Employability 7 hours per week In house On the job Vocational Personal development ½ day per week Includes one to one support, job search

6. Ethos and language is key Jobs – not provision Applications – not referral forms Interviews – not matching Choice – not mandatory Employer led – not referral Employees – not clients Transition – not an end in itself Real work – not make work

7. Jobs All aspects of local government Galvanising VCS partners and supply chains through Councils City region partners – transport, health, police, fire, airport Choice - direct employment OR 3 rd party employing agent Real work, real workplaces, real managers! Wrap-around in-work support

8. What have we learned at a GM level? Delivery is very different to strategy! First big worklessness project everyone in GM has worked on Use ‘leaders’ to hold partnership to account Communication and transparency is key The challenge of single procurement on behalf of many Are our fellow councils ‘partners’ or ‘contractors’? What can be done once and what still has to be done locally £52m focused everyone’s attention Prioritising what the money ‘had’ to be used for – and what we could already do locally

9. Continued... Tensions – different perceptions of what sub- regional working is - at a strategic or operational level The public sector can recruit differently and thereby achieve greater social inclusion We now have a better platform for next time......joint working is the future

10. Lessons learnt overall Leadership - put worklessness high on agenda Staff and managers would carry on if asked The AGMA approach galvanised partners to create jobs And add real value – GMPTE brokered 75% travel discount Cross boundary working was good Sharing best practice – working together on a practical level, making it happen Takes time to get started Would include more tracking next time

11. Headlines from Greater Manchester 8,000 jobs – on track 85% very happy with their job 99% feel more employable As many as 40% moving on to another job (MCC stats)

12. Employee feedback Full time (35 hpw) job was the key attraction Better skills and work experience on CV – 6 months looks good Working as part of a team, managers showing them jobs coming up, doing something they would never have considered for a job Getting a reference Employers take this more seriously – getting paid and not being on a scheme THINGS THEY SAY... ‘having a job and feeling like a normal member of society’ (not on a placement) Getting out of the house; it’s depressing; ‘you lose hope’ I’m more confident Being able to do other things (with the money): paying my ‘keep’; spending on children; sorting out debt, driving lessons.

13. Managers feedback Interviews with 229 supervisors/line managers Willingness to learn Ability to get on with other staff Positive attitude to work Ability to follow instructions 60% thought the FJF employees were of the same standard 20% - 30% felt that FJF employees were not as good 15% reported better than the normal recruits. Enthusiasm and motivation was high BUT - rated a little less on reliability, effectiveness, productivity in the job – they become proficient in their job from 3 months onwards

14. Perceptions of Line Managers 40% now have a ‘much better’ or ‘better’ perception of young unemployed people 30% now have a ‘much better’ or ‘better’ perception of older unemployed people 7% how have a worse perception

15. Salford – young, vibrant, dynamic city

16. Does Council’s workforce reflect this?

17. FJF has improved the fabric of the city Grounds Maintenance Project A number of projects have been undertaken by grounds maintenance including painting, general grounds maintenance and tidy ups for community groups and schools. Clean Team Project The Clean Team is an environmental improvement team, cleaning up those derelict private or un-adopted sites which are seen by our roadsides sometimes un tended for decades. Un-adopted Passage / Entryways / Highway Project Street Cleansing FJF have delivered a programme of entry / passageway clean ups for vulnerable people.

18. Afforded opportunity to do new things Un-adopted Footpath

19. Applying FJF learning to Apprenticeships

20. FJF has opened the gateway to jobs Private Sector Jobs

21. How do we apply all this / what is the lasting legacy? We want our Work Programme primes to learn these lessons Unpaid work placements is not enough to change lives - a job is what matters FJF Select committee Inquiry recommendations Apprenticeships – should be ring-fencing for harder to reach young people Public sector and employers generally – “how” you recruit matters Managers have been willing to support FJF – time invested is worth it for 6 months More confidence to work at a GM level next time and more realistic about what it takes Community benefit – work can lead to tangible improvements on the ground Supply chains – leading by example but now making them stick Procurement / Contracting across 10 councils