Martin Stevens Social Care Workforce Research Unit Kings College London Introduction Background Aims and methods Emerging findings Context Culture change Implementation issues Kinds of supported employment ID: 306843
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Slide1
Jobs First – What works and doesn’t work
Martin Stevens
Social Care Workforce Research Unit
King’s College LondonSlide2
Introduction
Background
Aims and methods
Emerging findings
Context
Culture change
Implementation issues
Kinds of supported employment
Workforce issues
Pathways
ConclusionsSlide3
Background
Personalisation and employment
Valuing Employment Now
Multiple funding streams
Refocusing support on employment
Seven authorities selected, five took partComparison group studyProcess evaluationSlide4
Context
Financial climate
“Adult social care - we have 35 percent savings to make over the next three years.”
Jobs First Lead 04
Changing personnel and services
“The decisions that the elected members will be willing to take in the face of what may upset their constituents. Say, for example, closing more day centres and getting people into employment, when you’ve got carers who may oppose that.”
Jobs First Lead 04
High unemployment
“I think that’s a barrier, that people’s perception that this is a bad time to get jobs and therefore, there is almost like, therefore they don’t have a right to a job, to get a job, do you know what I mean?” Jobs First Lead 07Slide5
More context
Progress with personalisation
“...we already had well established expectations around personal budgets...and when we put the application together for Jobs First I felt we were in a strong position, because we already had quite a lot of personal budget users.”
Jobs First Lead 01
Impact of Getting a Life
and
Right to Control
“We became aware of the first programme through the Getting a Life project. We just felt it fitted naturally to thinking about work pathways...And also we already had an existing project team for Getting a Life. We felt we had enough local knowledge and expertise to bring to the programme.”
Jobs First Lead 01Slide6
Promoting the employability of people with learning disabilities
Attitudes of people with learning disabilities and their families/carers, care managers and care workers, members of the public, employers
Approaches to changing attitudes
“We’ve seen a dad come along to Getting a Life event, huffing and puffing that he didn’t know why he’d come and it would all be a complete and utter waste of time and we showed the Value Now In Employment film and we had two people say their stories. He went away just with a very changed view on what his daughter’s life might be like in the future. That’s key.”
Jobs First Lead 08Slide7
Prioritising employment as a goal
Organisations
Woven into wider policies
Formally identified in the Resource Allocation System
Addressing barriers such as charging policies
Jobs First acts as a spur
People with learning disabilities and their families
Jobs First made employment seem a real possibility
Fear of change was a big issue: esp benefitsPractical implications – eg time outside of homeSlide8
Jobs focussed resource allocation, review and support planning
RAS to include resources for employment directly or indirectly
Employment to be considered when major life changes, such as housing, are being discussed.
Support planning and brokerage to identify general employment and other goals and supported employment and other services
Signing off support plans
Levels of management involvement
Sustainability
Faith in provision availabilitySlide9
Practice issues
Preparing people for the experience of work
Being able to maintain current friendships
Promoting understanding of work
How much to prioritise employment
“You couldn’t expect someone to go without certain basic hygiene and support needs in favour of getting a job.” Jobs First Lead 02
Support to employers
To identify jobs
Ongoing supportDeveloping natural support from colleaguesSlide10
Personalised approaches
Personal budgets enhancing the value of person-centred planning
“Again, it’s going back to that other thing about person centred plans sitting almost as a satellite thing and not really impacting. Well if [personalisation] is going to be the catalyst that makes those things happen then, yes.” Jobs First Lead 04
Help to include people with more severe learning disabilities Slide11
Risks and protective factors of personalisation
Potential
dangers/harms
Protective factors
Poor quality services?
Market forces driving up quality?
Unregulated services?
Individuals in
a more empowered position to manage risk
?
Loss of collective voice in
increasing quality
???Slide12
Supported employment provision
A key aspect affecting success
Availability of supported employment provision affects care managers’ willingness to ‘sign off’ plans
Building on existing models of supported employment provision, including in house services
Some commissioning of new providers – framework agreements
Difficulty in developing a business model in the absence of block contracts
Costing supported employment accurately is a key factor Slide13
Workforce issues
Who should be a job coach
Specialists only?
More difficult for longstanding care staff
“I'm not sure we can recycle people and skills in existing services to quickly meet the need for employment supports or whether we need a new set of skills and people in this role”
Jobs First Lead 01
Training – especially Training in Systematic InstructionSlide14
Social Care Funding
Incorporating employment into Resource Allocation Systems – what priority?
Role of social care funding?
Size of budget
“
What you could end up with is the RAS doesn’t come out adequate enough to meet the needs and they then have to go back through reassessment which is where we are at now with people coming through, that allocation is not high enough and send them back through review and that is what we’ve got today, today I had a conversation again about people that have come through. The allocation clearly isn’t enough back through.”
Jobs First Lead 02Slide15
Accessing non social care funding
Work Choice – tied into services
College funding tied into courses
Access to work – tied into working 16 hours?
Right to Control?
How to integrate plans using multiple funding streamsCo-funding or double funding in times of austerity?Slide16
Emerging employment Pathway – local authorities
Secure high level leadership and practitioner commitment
Include employment as a domain in the RAS
Ensure everyone is in receipt of personal budgets
Identify national &local drivers for collaboration of Jobs Centre Plus (JCP) - Service dependency = benefit trap?
Ensure JCP Disability Employment Advisors are engaged
Secure agreement with JCP that all people with LD receive a ‘Better off in work’ calculation
Ensure staff have up to date awareness of benefit changes – eg ‘Universal Credit’ and implications of move to ‘Employment Support Allowance’
Market scopingSlide17
Emerging Jobs First pathway - individuals
Ensure all elements person-centred
Provide timely and up to date information
Identify and document skills and experience
Establish or review eligibility
Support planning: better via independent sector?Identify appropriate kinds of support to reach outcomes
Negotiate costs and finalise support plan – get sign off
Start job searching
GET JOBMaintain access to flexible supportAccess to Work funding application when working >16 hoursRe-Access job coaching and DEA referral if lose jobSlide18
Conclusions
Value of other projects
Complexity of change required
Interagency working
Early work on changing attitudes at a senior and practitioner level
Exclusion of people with more severe and profound learning disabilitiesPathways to changeSlide19
Thank You
Martin Stevens – 020 7848 1860 –
martin.stevens@kcl.ac.uk
Jess Harris – 020 7848 1503 –
jess.harris@kcl.ac.uk