The UK and Scottish Governments have produced numerous programmes and spent many billions of pounds aimed at local regeneration, encouraging people into work and improving health. There is a recognition that, to be sustainable, neighbourhood regeneration cannot just be about bricks and mortar but must address employment and social issues in tandem. Otherwise the cycle of decline is not broken.
Despite this, in 2015 we still have in the UK 8 million people of working age workless. In Scotland alone there are around 20,000 young people aged 16-19 not in work, education or training. In some housing estates and inner city areas only 1 in every 2 adults is economically active. Residents are not easily accessing whatever jobs are available. Health inequalities continue to increase with a gap of almost 20 years in life expectancy between areas (e.g. East Glasgow and parts of SE England)
Maybe something is missing?
Engagement and motivation
People who are long term economically inactive or who have a range of health or family difficulties do not always find it easy to motivate themselves to make positive changes in their lives.
A more personal and pro-active approach is needed. We need to understand what is really holding people back and what the real motivators for personal change are.
This requires a more holistic approach. That is why we have developed our engagement and holistic assessment methodolgy
Better Inter-Agency Working
‘Partnership’ is today’s buzz word in service delivery. But the trick is to make this work at the grass roots level. Often it means no more than referring people on from one agency to another. This can result in people being lost along the way and demoralised. Why should you have to tell your story over and over again and complete endless forms?
What is needed is a simple and seamless process with one point of contact who supports the person through the various services they may need – by bringing the service to them if necessary. And the range of services working together needs to be wider – from housing departments to schools and GPs.
That is why we have developed our case management approach.
Outcome targets are too narrowly defined. We need to think more creatively – e.g. measuring family income maximisation and overall personal and community wellbeing
If policy makers and funders commissioned services with those type of objectives then delivery agencies would be more likely to work together meaningfully to achieve them.