Talent Match Humber - Executive Summary

Transcription

1 Talent Match Humber - Executive Summary Our vision is that, over 5 years, Talent Match Humber will support 1,500 young people with multiple needs, aged 18-24, who are long-term unemployed, or economically inactive. We aim to get 330 (22%) into sustained jobs or self-employment and 450 (30%) into apprenticeships or further learning / training. We are realistic that some will not achieve these outcomes, but we believe, with our support, 1200 (80%) young people will improve their ability to cope with long-term unemployment, develop greater self-confidence, and increase their sense of optimism about the future. We will particularly target the 'hidden third' of long-term unemployed / economically inactive young people who are not in receipt of support and are living in 22 NEET 'hot-spots' in the Humber (See below). Specifically, we will target 8 thematic NEET groups: homeless or in temporary accommodation ex-offenders BME gypsies and travellers lone parents young carers physical and / or learning disabilities mental health Through open competitive tendering processes we will engage innovative, high quality organizations and partnerships from all sectors to deliver holistic programmes of support that respond effectively to young peoples' needs. Each young person's programme will be personalized, providing flexible entry points and pathways and variety of services and activities, including, specialist wrap-around support, such as debt advice, housing support etc. Through these activities and services, young people will be more able to secure (self) employment, take up apprenticeships, or enter further learning / training. Talent Match Humber will act as a management hub, improving and coordinating pathways/progression routes locally and sub-regionally and importantly, identifying and levering additional funding streams in support of our beneficiaries. Through a strategic partnership approach, we will operate in a complementary way to other agencies, programmes, and networks working with unemployed young people, e.g. Job Centre Plus, Work Programme, Youth Contract, Future Hull, etc. We will consciously balance our programme's focus between the supply and demand-side, working pro-actively with Talent Match and other learning & skills providers to improve access, drive up quality (of training opportunities), and ensure relevance to local labour markets. At the same time, we will engage extensively with cross-sector employers to secure relevant and stimulating work experience, structured volunteering placements, supported and meaningful employment opportunities, and apprenticeship vacancies. We will also strive to improve employer and media perceptions of long-term unemployed young people. 1

2 10 Principles of the Talent Match Humber Prospectus 1) We will Initially target 22 hotspot wards across the Humber where the long-term NEET JSA claimant count is currently more than 40% of the total NEET JSA claimant count, these wards are: Ward Local Authority 1 Myton Hull 2 Town North Lincolnshire 3 Bridlington South East Riding 4 Orchard Park & Greenwood Hull 5 East Marsh NE Lincolnshire 6 West Marsh NE Lincolnshire 7 Marfleet Hull 8 Newington Hull 9 Bridlington Central & Old Town East Riding 10 Southcoates East Hull 11 Longhill Hull 12 Frodingham North Lincolnshire 13 Drypool Hull 14 South NE Lincolnshire 15 Kingsway with Lincoln Garden North Lincolnshire 16 Heneage NE Lincolnshire 17 Freshney NE Lincolnshire 18 Goole South East Riding 19 Park NE Lincolnshire 20 Driffield & Rural East Riding 21 Newland Hull 22 Bransholme East Hull 2) We will regularly review and where necessary, change the hotspot wards. This could include changing some of the initial 22 target wards before Talent Match launches in September ) Within the hotspot wards we will prioritise long-term unemployed and economically inactive NEETs with multiple needs, in particular those young people who are not currently accessing support. This will include an emphasis on thematic NEET groups, for example: Homeless and in temporary accommodation Disability Mental Health Young carers Lone parents Gypsies & Travellers Ex-Offenders BME 2

3 4) We will aim to support at least 1,500 young people over the lifetime of the programme with a minimum 22% into work / into enterprise outcome 5) We have already actively involved Young People in the design of Talent Match Humber so far and we will continue to do so. We will involve them in a research and design team during stage 2 of the application process, ensure young people have 2 representatives on the Core, and create a young peoples partnership, which will operate once the programme begins delivery. 6) We recognise that the young people we are targeting have a wide variety of needs and that the cost of support will vary from one person to the next, therefore a one-size-fits-all programme would be inappropriate. We will adopt flexible, whole person approaches to supporting young people, ensuring that Talent Match activities link with and add value to a range of other support services and programmes available for NEETs in the Humber 7) We will place strong emphasis on a range of high quality and relevant work experience activities within Talent Match Humber, including volunteering - because young people tell us that a lack of experience is their biggest barrier to employment. We will also prioritise learning, training, and enterprise activities. 8) We believe that demand side activities are crucial and we will ensure that Talent Match activities are clearly connected to growth employment sectors, enterprise support, and the skills needs of employers. We will work proactively with local employers to develop young peoples understanding of their recruitment processes and to develop employers understanding of young peoples potential. 9) A Core will manage and steer the Talent Match Humber programme. It will not be a static partnership it will be regularly reviewed to ensure it has the right expertise and experience on board. To ensure objectivity and transparency it will comprise of individuals and organisations that do not seek to deliver activities and services. A separate delivery partnership will be established and the current locality group structure will be maintained to ensure that the wider partnership stays informed and involved. 10) We will select delivery organisations throughout the lifetime of the programme via open and competitive tendering processes and put in place robust procedures to manage their performance 3

4 Structure The Talent Match Humber partnership will comprise of 4 main groupings: 1. Core partnership this group will be responsible for managing and steering the Talent Match programme in the Humber. The Core outlined in the prospectus is: Humber Learning Consortium (Lead Body), Humber LEP, Job Centre Plus, 2 x Young Peoples Representatives, Horncastle PLC (employer), Smith & Nephew PLC (employer), Hull City Council, East Riding of Yorkshire Council, North East Lincolnshire Council, North Lincolnshire Council, Hull & East Yorkshire Community Foundation (North Bank VCO representative), CERT (South Bank VCO representative) 2. Delivery partnership this group will comprise organisations delivering or seeking to deliver activities as part of the Talent Match Humber programme. The delivery partnership will be established early in 2013 to help the Bid Group shape the detailed project plan that is required by Big Lottery Fund by May The delivery partnership will continue to operate throughout the lifetime of the programme. 3. Wider partnership this group will be based on the 4 existing locality groups (North East Lincolnshire, North Lincolnshire, Hull, and East Riding of Yorkshire). It will provide a forum for wider stakeholders to engage with and influence the Talent Match Humber programme. The wider partnership will continue to operate throughout the lifetime of the programme and will meet 3 times per year, including an annual conference. 4. Young peoples partnership this group will comprise young people from the Talent Match target beneficiaries. Between January and May 2013 it will enable young people to engage in the detailed co-design of Talent Match Humber activities. The young peoples partnership will continue to operate throughout the lifetime of the programme, including, nominating and informing the young peoples representatives on the core and delivery partnerships. The current Bid group will continue to operate through until May 2013, when the stage 2 project plan has to be submitted to Big Lottery Fund. The Bid Group activities will be informed by all of the main partnership groupings outlined above. 4

5 Core Young Peoples Delivery NE Lincs Locality North Lincs Locality Hull Locality East Riding Locality 5

6 Key Activities Based on our research, development work, and the 6 th principle that we want to fund flexible and individualised support for young people, we would expect organisations (or partnerships of organisations) to deliver a package that includes some of the following activities / outcomes: Assessment of needs (initial, formative, and summative) Additional support as required e.g. debt, housing, health, disability etc. Regular high quality Information Advice & Guidance (IAG) Job search support Functional skills support Personal development support Employability skills support Structured work / voluntary experience Enterprise support / experience Further learning and training (which could be an outcome for some YP) Outcomes into a job, enterprise, or an apprenticeship To foster innovation, delivery organisations would be encouraged to use these broad categories of activity as a context for their own specific approaches, which reflect the needs of the young people they are working with and the organisation s expertise. Delivery Model We will develop a commissioning framework (based on the 10 principles), which will clearly identify: Our target groups (18-24 NEETs, 12 months+ or economically inactive, multiple needs, prioritised on 8 thematic groups) Our target wards (22 identified, but reviewed) The outcomes we require from delivery organisations Indicative activities (we will maintain a degree of flexibility to encourage innovative approaches) An indicative unit cost of 3000 per young person (to achieve our aim of 1500 YP supported) A payment model based on a split of 70% for delivery (with detailed outputs to be agreed) and 30% on outcome Regular review points to assure quality and performance That packages of support can be carried out by one organisation, or through partnership approaches 6

7 We will expect delivery organisations to: Adopt flexible person-centred approaches Provide high quality, specialist, and long-term Information, Advice, and Guidance (IAG) Strengthen their Talent Match offer by providing added value activities, levering in-kind support, and accessing other funding streams as part of an overall package of support Have a strong track record of working with NEETs Provide and / or have a strong links to appropriate additional support services Demonstrate strong employer links and local labour market awareness Demonstrate a strong focus on quality assurance Provide appropriate progression routes for NEETs Provide learner allowances / incentives where appropriate (or this could be centralised?) Effectively manage transition points where appropriate It is important to emphasise that learner entry points into the system need to be open and adaptable e.g. a learner might want to do volunteering first and then when they have gained confidence, add value by undertaking qualifications, or personal social development etc. It is crucial that we ensure smooth transition points between different services and progression routes to minimise the risk of drop-out. 7

8 YP Initial Assessment & IAG HLC Job Search Tendering processes Additional Functional Skills Offer Personal Devt. Offer Employability Skills Offer On-going IAG Regular Assessment Contract management management Stakeholder management Support: Debt Housing Quality assurance Employer engagement Health Mental Health Job Search Monitoring & evaluation Best practice Drugs & Alcohol Bullying Disability Etc. Structured Volunteer Opps P/T work experience Paid or Unpaid Enterprise Support / experience Further learning & training (this could also be an outcome for some YP) On-going IAG Regular Assessment Talent Match Website: Labour Market Information Careers & vacancies Other funding sources Job Outcome Into Sustained Outcome Min 6 Months Enterprise Outcome Apprentice Outcome Mentoring & In-Work Support Identifying & brokering links to support agencies Etc. 8