newcastle futures linking delivery to strategy. background background links with health and...
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• Background Background
• Links with Health and strategic Links with Health and strategic thinkingthinking
• Delivery responseDelivery response
• Going forwardGoing forward
Percentage of Working age Population claiming benefits
32,960, 19%
144,040, 81%
Benefit Claimants (Feb 2007) non claimants
Benefits Claimed
1,400, 4%
4,710, 14%
16,950, 52%
9,900, 30%
Incapacity Benefit Disabled Lone Parents Others
0 5 10 15 20 25 30
Easington
Middlesbrough
Wear Valley
Hartlepool
South Tyneside
Sedgefield
Sunderland
Redcar and Cleveland
Gateshead
Blyth Valley
Wansbeck
Newcastle upon Tyne
Derwentside
North Tyneside
Stockton-on-Tees
Darlington
Chester-le-Street
Great Britain
Durham
Berwick-upon-Tweed
Castle Morpeth
Tynedale
Alnwick
Teesdale
Unemployed
Sick and Disabled
Lone Parents
Other
Newcastle Futures Newcastle Futures • Strategic Co-ordination RoleStrategic Co-ordination Role
– Creating a wrap around service to Creating a wrap around service to mainstreammainstream
– Performance management of discretionary Performance management of discretionary funded partners in the Cityfunded partners in the City
– Lead partner for City Region, Information and Lead partner for City Region, Information and improving overall delivery partnership in cityimproving overall delivery partnership in city
• Central Delivery RoleCentral Delivery Role– Co-ordination of engagement activity Co-ordination of engagement activity – Customer case managementCustomer case management
Strategic CoordinationFinance, Outputs, Personnel, Communications, Intervention menu, Monitoring, Performance Management, IT
systems,
Menu of Support OptionsEmployment
Self Employment
Social Enterprise
Education
Volunteering
EngagementCommunity and Voluntary Sector
Jobcentre Plus
Newcastle City Council
Health & Social Services
Education/Justice
Marketing
Newcastle Futures Board
Newcastle Strategic Partnership
Skills
Health
Lifestyle
Customer Management
Diagnostic
Action Plan
Continuous Client Support (CBT)
‘Distance traveled’ monitoring
Support in Employment
Continued Client support
Workforce Development
Occupational Health
Local DeliveryLocal Delivery
• Wide local partnership Wide local partnership
• 18 Customer 18 Customer Coordinators (CC)Coordinators (CC)
• Cognitive Behaviour Cognitive Behaviour Interviewing techniqueInterviewing technique
• CC in partner CC in partner premises identifiedpremises identified
• 1924 people 1924 people registered 764 people registered 764 people into workinto work
• Key links with partnersKey links with partners
• Flexible funds Flexible funds
• Steps programmeSteps programme
• Partner PerformancePartner Performance
• Shared IT systemShared IT system
Health linksHealth links
• Director of Health on BoardDirector of Health on Board
• Strong link with DWP PathwaysStrong link with DWP Pathways
• Evolving link with PCT Psychology ServicesEvolving link with PCT Psychology Services
• Community Mental Health worker partnerCommunity Mental Health worker partner
99
Length of time on benefitLength of time on benefit
SicknessSickness WorklessnessWorklessness
At one year off work only I in 5 chance of returning to workAt one year off work only I in 5 chance of returning to work
Number of each client group on key benefits with durations
0
500
1,000
1,500
2,000
2,500
3,000
Unemployed Sick and Disabled Lone Parents Others
thousands
2+ years
1-2 years
6-12 months
3-6 months
0-3 months
Source: DWP Client Group Analysis, May 2001.
1010
Most people do not have severe Most people do not have severe conditionsconditions
• The large majority (75%) of people on Incapacity The large majority (75%) of people on Incapacity Benefits have mild to moderate conditions – Benefits have mild to moderate conditions –
e.g. mental healthe.g. mental health Mental/Behavioural Conditions
Alcohol
Drugs
Psychoses
Depression
Anxiety/stress
others
1111
BarriersBarriers to work to work• Inappropriate early interventionsInappropriate early interventions
insufficient help to retain current job – GP cited as key to managing early interventionsinsufficient help to retain current job – GP cited as key to managing early interventions
• Assumptions of un-employabilityAssumptions of un-employabilityClinical culture assumes illness/disability prevents employmentClinical culture assumes illness/disability prevents employment
• Stigma & discrimination by employersStigma & discrimination by employersEmployer’s negative attitudes particularly with mental health conditionsEmployer’s negative attitudes particularly with mental health conditions
• Loss of motivation and confidenceLoss of motivation and confidenceProfessionals, friends and family attitude very importantProfessionals, friends and family attitude very important
• Individual perceptionsIndividual perceptionsAbout ability to work, seeing themselves working, managing in the workplace etcAbout ability to work, seeing themselves working, managing in the workplace etc
• Interagency problemsInteragency problemsGPs/advisers/patient difficulty in navigating ‘the systemGPs/advisers/patient difficulty in navigating ‘the system ’’
Secker J, Grove B, Seebohm [2001] Kings College LondonSecker J, Grove B, Seebohm [2001] Kings College LondonArthur S et al [2000] NDDP early implementation DSS Research Report 106Arthur S et al [2000] NDDP early implementation DSS Research Report 106
Rationale to be differentRationale to be different
• Complexities of customer group – up Complexities of customer group – up skilling of advisersskilling of advisers
• Research on mental healthResearch on mental health
• Need to change culture (thinking)Need to change culture (thinking)
• Need to gain commitment for Need to gain commitment for sustained outcome for customersustained outcome for customer
• Build on evidence/good practice from Build on evidence/good practice from other pilots/medical professionother pilots/medical profession
• Lord Layard ‘Happiness’ researchLord Layard ‘Happiness’ research
What’s the difference in What’s the difference in delivery?delivery?• Cognitive Behaviour technique Cognitive Behaviour technique
interviewinginterviewing
• Case Management StrategyCase Management Strategy
• Supervision for advisers (Health good Supervision for advisers (Health good practice)practice)
• Better understanding of “we need to Better understanding of “we need to know how someone thinks BEFORE we know how someone thinks BEFORE we offer help”offer help”
What are initial findings?What are initial findings?
• Training can be customisedTraining can be customised
• Need to consolidate and maintain Need to consolidate and maintain supervisionsupervision
• Some advisers are reluctantSome advisers are reluctant
• Too soon to say if its making the Too soon to say if its making the differencedifference
• Better support system for the adviserBetter support system for the adviser
Going forwardGoing forward• Clinical Psychologist on teamClinical Psychologist on team
• Adviser StandardsAdviser Standards
• Retain links with community health Retain links with community health
• Brings health supervision to employability Brings health supervision to employability agendaagenda
• Transfer of knowledge and understanding of Transfer of knowledge and understanding of both agencies both agencies
• Action based research Action based research – Model Model – Mental health Mental health