Developing Working Neighbourhood Teams in Salford Kick off session Ordsall and Langworthy 5 th May 2009

Purpose of this presentation To provide an overview of Working Neighbourhoods Teams –Why and where we need them –What they will look like and how they will work –How they will be supported –Why your skills & knowledge are needed To stimulate discussion, exploration, understanding…

Why Working Neighbourhood Teams? Skills and Work as the ‘point’ of neighbourhood renewal “There should be a stronger emphasis on interventions aimed at developing the ability of people to get into and to stay in work. Key delivery agents will need to work together at the local and neighbourhood level to tackle worklessness…. The Government would expect local authorities to build on existing neighbourhood management structures………….” 2007 Sub National Review of Economic Development and Regeneration

Political & Executive Agreement Secured

Why and where? We have 41 super output areas with over 25% of working age adults claiming out of work benefits. Local Area Agreement Target Super Output Areas

Roll out: go beyond the spikes to other LAA target areas Ordsall and Langworthy Eccles NDC Area Higher & Lower Broughton Little Hulton and Walkden Swinton Claremont and Weaste Irlam and Cadishead Apr 2009 Sep 2009 Apr 2010

Why? All public services in Salford face their greatest challenges in these areas: Child Poverty Proportion of children in families dependent on out-of-work benefits Legend Salford VLI Sep to to to to to to 60

Why? All public services in Salford face their greatest challenges in these areas: Teenage Pregnancy 2 year average teenage conceptions by LSOA

Why? All public services in Salford face their greatest challenges in these areas: Crime and Disorder Salford City Vulnerable Localities Index September 2008 Legend Salford VLI Sep to 300 (55) 100 to 200 (330) 0 to 100 (371)

Why? All public services in Salford face their greatest challenges in these areas: Health Standard Mortality Rate

Why? All public services in Salford face their greatest challenges in these areas: School Attendance Unauthorised absence 2007/8

JOB In Work Support Train to Gain JCP Education FE HE 13 Weeks No Wrong Door - Small army of people with personal relationships & contact opportunities Local Management Team Joint Commissioning at centre Coordinate joined up delivery; Inform commissioning Campaigns; Ways of working; Joint activities; Information sharing Police i i Confidence building Skills for life Skills & Work IAG Crime Benefit advice Customer Information System Financial advice Enterprise activity Parenting Manage a caseload & guide shoppers through the store Health Trainers Community Champions TeachersYouth Workers CDWs Working Neighbourhoods Teams A ‘Department Store’ of joined - up support Family support i Child- care Drug & alcohol Health support/ activity Housing support ‘Personal Shoppers’ Common Assess -ment Skills and Work; AACS; Connexions; Next Step.. Crime/ GPsHousing Officers i ‘Front Liners’ offending

Engagement & Outreach Central Support Service Offer Project Structure – Creating the Department Store Leadership & Co-ordination

- Excellent community intelligence and insight, and a clear view of local needs and opportunities. This is informed by personal relationships as well as data and customer and community profiles. - Strong collective capacity to identify and engage constructively with the people we aim to support. We pool our knowledge and capacity to enable this. - Strong demand and desire for the services we offer, supported by clear incentives and a focus on raising aspirations. - Excellent community and inter agency communications. Local communities and community and voluntary organisations are at the heart of our engagement and outreach work. Getting Customers to the Store

Delivering the Department Store - Improving outcomes in skills, work, enterprise and child and family poverty is a major shared priority for services and communities - Services are integrated where they need to be, and designed around a single view of the needs of the individual, with clear ownership and coordination of customer journeys - Services are flexible and able to respond to local needs to remove barriers. There is scope and support to enable local innovation. - Local communities and community and voluntary organisations play a central role in delivery.

Managing the Store Salford Council Cabinet & LSP Neighbourhood Partnership Board Community Committee Area Co-ordinators Neighbourhood Management Skills & Work Co-ordinators WN Management Team (you!) Central Support Data, Research & Intelligence Joint Commissioning Performance Management Pump Priming Finance Human Resources Technology