Presentation on theme: "RAISING YOUNG PEOPLES’ ASPIRATIONS DENISE McLELLAN CHIEF EXECUTIVE NHS WALSALL WALSALL PARTNERSHIP CONSULTATION EVENT 8 FEBRUARY 2010."— Presentation transcript:
RAISING YOUNG PEOPLES’ ASPIRATIONS DENISE McLELLAN CHIEF EXECUTIVE NHS WALSALL WALSALL PARTNERSHIP CONSULTATION EVENT 8 FEBRUARY 2010
Background One in five children in Walsall live in households dependent on out-of-work benefits (19.2% at May 2008) – 6.8 percentage points above the average for England, and worsening The proportion of people of working age educated to Level 2 in Walsall is 60.2% (2007/08) – 8.4 percentage points below the average for England. The proportion with Level 4 qualifications is 10 percentage points below the national average Teenage conception rates in Walsall fell faster than anywhere else in the West Midlands between 2006 and 2007. However Walsall’s rate is still 25% higher than the average for England Walsall has seen an above average increase in the proportion of pupils achieving five or more A*-C at GCSE but the overall rate is still 5 percentage points below that for England. At A-level achievement by Walsall candidates fell between 2006 and 2009 by contrast to regional and national results Of pupils in years 8 and 10 in Walsall, relatively more want to get a job at either 16 or 18 than for England. The proportion that want to study to go on to university is 6 percentage points lower than for England (Tellus3)
Why Raise Aspirations? 9% of Walsall’s 16-18 year olds are currently not in education, employment ot training – over 900 young people 3700 young people aged 16-24 year olds claim Job Seekers Allowance – an increase of 1000 over the last year. Nationally a third of 17 and 18 year olds who are NEET have no qualifications and 38% live in a household where no one is working JSA payments alone are worth £35 million each week Nationally 118 councils have made a commitment to reducing the number of 16 to 18 year olds in this group in their local area agreement - more than any other target. Is this tackling the effect rather than the cause?
Sustainable Community Strategy The Vision Walsall will be a great place to live, work and invest, where..........growing up is as good as it can be and young people fulfil their potential Priority outcomes for PEOPLE include ‘creating opportunity and helping people to achieve their potential’ Priority outcomes for PLACES include ‘improving access to employment and services’ Priority outcomes for PROSPERITY include ‘better education, improved knowledge and skills’
Walsall’s Local Area Agreement NI 116 Proportion of children in poverty NI 152 Working-age people on out-of-work benefits NI 117 16- to 18-year olds who are NEET NI 163 Working-age population qualified to at least level 2 or higher
Existing measures to tackle NEETs Local area agreements – to obtain high level strategic and political support Multi-agency working – Connexions linking with education, youth services as a minimum; health, probation and the voluntary sector Working across area boundaries – Black Country and City Region partners Early intervention strategies – sharing intelligence to identify young people at risk A flexible and appropriate curriculum – tailored models to meet the learning needs of disengaged young people An inclusive model for apprenticeships - competency based models rather than based on qualifications alone. Voluntary sector involvement – providing help with health, housing, finances, substance misuse, etc.
Towards new models? (From Hidden Talents: Re-engaging Young People) Forming a positive personal vision or ambition from a young age; Individual’s attitude towards education, work and the future, again from an early age; Experience of barriers to education or work as a result of gender, race, disability, poverty, caring for a child etc.; Achievement of qualifications, gaining (and maintaining) employment or gaining new skills and understanding as part of a programme, projects or through informal learning. Raising aspirations therefore is a key component in tackling NEETS
Principles of a ‘Total Place’ approach Counting (Map resources and activity) Culture (how we do things and outcomes) Customer Insight (needs and wants of local residents leading to deciding where we want to be - ie defining a desired outcome) What needs to change (evaluation, options appraisals, LEAN systems analysis, shared services, etc.)
Workshop Questions What is your organisation commissioning now to deliver activity against this issue and how is the impact measured? Are there any gaps in service delivery which need to be addressed? What resources are being used to deliver the activity (funding, staff, buildings)? How are the public informed of progress? Do you involve service users? Do you ask for feedback/ surveys? What is the succession strategy to ensure continuous service delivery?