G4S ESF Support for Families with Multiple Problems Greater Manchester, Cheshire & Warrington George Selmer, Contracts Director, North West

 Second largest private employer in the world  Largest new entrant into the welfare to work market in 2011  Deliver a wide range of front-line services to vulnerable people in young offender institutes, prisons, schools, hospitals, etc.  Engage with over 30,000 employers in the UK alone, including 68 of the FTSE 100  Official provider of security and cash solutions to the London 2012 Olympic and Paralympic Games, creating over 10,000 new jobs  Delivering contracts for DWP in three areas of the country: Greater Manchester, Cheshire & Warrington Kent, Surrey & Sussex North East Yorkshire & the Humber G4S Company Overview

 ….we know high quality services for unemployed people already exist, we co- ordinate and enhance these services  ….via an entirely subcontracted supply chain  ….adding value through  Performance management  Capacity building and development  Strategic co-ordination  Quality and compliance control  Extensive Welfare to Work expertise  Commercial “know how”  ….giving us a unique model that builds on what works G4S Welfare to Work…..

In the North West  Work Programme in Greater Manchester, Cheshire & Warrington  £15-20m per year – over 7 years  Will help around 50,000 long-term unemployed people back into work  ESF Family Support Programme  £5-6m per year over 3 years  Will help around 10,000 individuals to make progress and move towards or into employment  We want to do more to support individuals and families  Youth Contract  DWP Innovation Fund

What is the ESF Families Programme?  Funding for 3 years to support families and individuals with multiple problems  Primarily a support programme with an employment element (22%)  OR look at it another way – it’s a pre-pre-employment programme  Programme started on December 1 st 2011  Operates across Greater Manchester, Cheshire and Warrington  £16m DWP ESF co-financed programme  100% Payment by Results – no up front revenue  11 x Suppliers (4 voluntary, 4 public & 3 private sector )  Referrals from 13 Local Authorities ~ 11,329  Individuals attached to the programme~ 7,881  Job Outcomes (13/26 weeks)~ 1,734  Progress Measures ~ 7,093

How do we support people ? The Key Worker  The best way to support families with multiple problems is through a single point of contact and support – the Key Worker

How do we support people? Our minimum standards  Every individual on G4S’s provision benefits from:  The dedicated and on-going support of an individual Key Worker  A coordinated package of support  On-going individual and family-based needs assessment  An individual Action Plan  Regular situational contact based on individual and family need  Access to the Family Support Fund  Supported access to a network of specialist Knowledge Bank providers  Job brokerage support  In-work support

How do we support people? Knowledge Bank provision and the Family Support Fund  A Knowledge Bank of over 70 organisations delivering a range of additional, expert interventions to address the specific barriers faced by families  A £1.6m Family Support Fund to buy in these additional services

Who should be coming onto the ESF Families Programme?  The local authorities are an essential partner  They ‘identify’ or ‘recognise’ families and individuals  Everyone has a different definition of a ‘complex’ family  Every local authority has their own gaps in service  But, by and large, we are talking about:  Prevention – looking to prevent families from falling into crisis  ‘Chaotic but not critical’  Potentially Level 2 or 3 families on the spectrum of need  Families who are ready for a conversation about work  Families who, with some support, will be ready for a conversation about work  Families who have gone through FIP and need further support  Families identified by Housing Associations

How do we get people onto the ESF Families Programme?  The initial assumption from DWP and thus the programme design was that local authorities would source and refer individuals and families  However, in an ‘adapt or die’ environment, we’ve had to come up with plans B, C, D, E, etc.  At the moment 80-90% of our referrals are being generated by our supply chain through outreach work  This was never intended to be an outreach programme  There is a question over the sustainability of this activity  We are working with our local authority partners and our supply chain to get the right balance of activity on all sides that generates a steady flow of referrals across the piece

How have we done so far?  Went live on December 1st 2011  This represents at best a delay, at worst a loss, of around £2m of revenue for our supply chain Progress to date Referrals796 Confirmed Eligibility536 Attachments296 Target to May 30th Attachments1936 % Achievement15%

Why have we struggled? Lack of referrals  Local authorities need to trust the programme and the delivery organisations (in both senses of that phrase)  There are pressures on LA resources – e.g. SPOCs/raising awareness/embedding service/identifying customers  This means lots of work for our supply chain  Literally HUNDREDS of meetings/presentations with councillors, schools, LA staff, local providers  Door-knocking, outreach, marketing  Questions over where the programme fits  We will flex it in every area to fill gaps and avoid duplication  We will deliver what is needed in each area  Issues over data sharing protocols  Security is of critical importance  But we must find solutions – not let things act as a blockage

What have we been doing to tackle this?  Renamed/rebranded our service in some areas e.g. Family Support Brokers have become Family Advocates  Adapted our Key Worker model to be part of LA’s Key Worker models  Integrated our service into the heart of existing infrastructure and practices  Adapted to different referral processes and paper trails  Agreed additional data sharing and data gathering protocols to support ESF but also wider Community Budget initiatives  Co-located providers in Children’s Centres/Registered Providers  Provider staff working alongside LA staff  Aligned our service with Troubled Family service  Alerted Local Authority partners to potential clients and referral partners  Working closely with partners e.g. Citizens Advice/Probation etc.  Regular meetings with senior managers in key local authorities to drive things forwards  Multiple initiatives in partnership with JCP, DWP, LAs and the supply chain to identify further customers

Why do we keep talking about referrals?  Payment by results represents a fantastic opportunity to bring more social investment into areas and to individuals and communities who need it most  BUT the whole system stands or falls on what flows through it  Providers only get paid if they deliver – which is exactly as it should be  BUT if they don’t have enough customers to enable them to hit their targets they can’t afford to maintain the service to the necessary levels  It’s either a downward spiral or a virtuous circle  And it HAS to start at the front-end  You need the referrals to generate to confident to generate the investment to deliver the performance to deliver the revenue to pay for the investment  For example, a small, local, voluntary sector provider such as Rochdale Connections Trust has now been delivering a service for six months without receiving a payment - how much longer do they/can they keep going?  We would MUCH rather be talking about Progress Measures and Job Outcomes !

Next Steps and Sustainability 1000 attachments by the end of June – positive we will succeed Continue to work with the DWP and ERSA to secure greater flexibilities and freedoms around funding and sustainable routes to achieving our referral targets Local Authorities will remain at the heart of the referral process Embed ESF programme successfully within LAs evolving approach to Troubled Families Ensure local partners gain trust in the ESF programme to develop steady stream of referrals via collaborative approach to helping people and families with multiple barriers Promote and market programme more effectively to ensure all partners and individuals understand the great work that is taking place

What are the opportunities?  We know that we are not where we need to be  However, we know that we have collectively done a lot better than most other areas  There is a will in Greater Manchester, Cheshire & Warrington to make this work  If we can crack this and other areas can’t there is potential in the future to draw additional funding for further social investment into our area  We talk a lot about numbers, but we never lose sight of the fact that those numbers represent people’s lives being changed  We’d rather change 10,000 lives than 1,000 lives

Thank you for listening  Any questions?