Newcastle Futures Linking Delivery to Strategy

1. Newcastle Futures Linking Delivery to Strategy

2. Background • Links with Health and strategic thinking • Delivery response • Going forward

5. Newcastle Futures • Strategic Co-ordination Role • Creating a wrap around service to mainstream • Performance management of discretionary funded partners in the City • Lead partner for City Region, Information and improving overall delivery partnership in city • Central Delivery Role • Co-ordination of engagement activity • Customer case management

6. Newcastle Futures Newcastle Strategic Partnership Newcastle Futures Board Strategic Coordination Finance, Outputs, Personnel, Communications, Intervention menu, Monitoring, Performance Management, IT systems, Customer Management Diagnostic Action Plan Continuous Client Support (CBT) ‘Distance traveled’ monitoring Engagement Community and Voluntary Sector Jobcentre Plus Newcastle City Council Health & Social Services Education/Justice Marketing Menuof Support Options Employment Self Employment Social Enterprise Education Volunteering Support in Employment Continued Client support Workforce Development Occupational Health Skills Health Lifestyle

7. Local Delivery Wide local partnership 18 Customer Coordinators (CC) Cognitive Behaviour Interviewing technique CC in partner premises identified 1924 people registered 764 people into work Key links with partners Flexible funds Steps programme Partner Performance Shared IT system

8. Health links • Director of Health on Board • Strong link with DWP Pathways • Evolving link with PCT Psychology Services • Community Mental Health worker partner

9. At one year off work only I in 5 chance of returning to work Worklessness Sickness Length of time on benefit

10. Most people do not have severe conditions • The large majority (75%) of people on Incapacity Benefits have mild to moderate conditions – e.g. mental health

11. Barriers to work • Inappropriate early interventions insufficient help to retain current job – GP cited as key to managing early interventions • Assumptions of un-employability Clinical culture assumes illness/disability prevents employment • Stigma & discrimination by employers Employer’s negative attitudes particularly with mental health conditions • Loss of motivation and confidence Professionals, friends and family attitude very important • Individual perceptions About ability to work, seeing themselves working, managing in the workplace etc • Interagency problems GPs/advisers/patient difficulty in navigating ‘the system’ Secker J, Grove B, Seebohm [2001] Kings College London Arthur S et al [2000] NDDP early implementation DSS Research Report 106

12. Rationale to be different • Complexities of customer group – up skilling of advisers • Research on mental health • Need to change culture (thinking) • Need to gain commitment for sustained outcome for customer • Build on evidence/good practice from other pilots/medical profession • Lord Layard ‘Happiness’ research

13. What’s the difference in delivery? • Cognitive Behaviour technique interviewing • Case Management Strategy • Supervision for advisers (Health good practice) • Better understanding of “we need to know how someone thinks BEFORE we offer help”

14. What are initial findings? • Training can be customised • Need to consolidate and maintain supervision • Some advisers are reluctant • Too soon to say if its making the difference • Better support system for the adviser

15. Going forward • Clinical Psychologist on team • Adviser Standards • Retain links with community health • Brings health supervision to employability agenda • Transfer of knowledge and understanding of both agencies • Action based research • Model • Mental health

16. Thanks for listening Discussion Time!!