CMS Walkthrough for Local Authorities by yurtgc548


									Incapacity Benefit
    Steve Farrow
   Jobcentre Plus
          South London Profile
                Numbers on IB   % of Working
                                Age on IB
•   Bexley      6600            4.98%
•   Bromley     8490            4.72%
•   Croydon     12005           5.76%
•   Greenwich   11265           8.31%
•   Kingston    3590            3.70%
•   Lewisham    11995           7.30%
•   Merton      5060            4.10%
•   Richmond    3855            3.42%
•   Sutton      5110            4.56%
               The Health Risk
    Long-term worklessness is one of the greatest known risks
    to public health
•   Health Risk = Smoking 10 packs of cigarettes per day (Ross,
•   Suicide in young men > 6 months out of work is increased x40
    (Wessely, 2004)
•   Suicide rate in general increases x6 in longer-term
    worklessness (Bartley et al, 2005)
•   Greater risk than most dangerous jobs (Construction & North
•   Children of unemployed parents suffer with more chronic ill
Figure 2.1: Incapacity benefits
   caseload 1979 to 2005
          JCP Focus: IB Customers
•   2.7m people on IB in 2004 (0.87m on Income Support by reason of

•   Average time on IB now is 9 years (3 years in 1985)

•   1 in 13 (6.6%) of working age population

•   703,000 new claims in 2003 – lowest since IB introduced in 1995, but
    clients on caseload longer

•   after 1 year on IB chance of returning to work in next 5 years = 20%

•   41% receiving IB, have been on it for 5 years or longer
Partnership Working
• Working in partnership with key stakeholders,
  Jobcentre Plus can play a pivotal role in helping
  refugees overcome barriers to employment,
  promoting work as the best form of welfare and
  reducing labour market inequalities, thus contributing
  to addressing the Government’s wider social and
  economic goals.

• To develop effective ways of working with external
  organisations to maximise JCP performance and
  achievements of partner organisations.
         The role of the IBPA
• IBPAs perceive their primary function to be
  supporting and enabling IB customers to progress
  towards employment
• See themselves as ‘enablers’ rather than ‘enforcers’
• Offering support and encouragement
• Sign-posting to other sources of support
• Challenging but rewarding & high job satisfaction
• Welcomed flexible, customer-led approach
• Challenging & interesting caseload
 Challenges of the SIBPA role
• Training for IBPA role
   – Generally seen as good preparation for role but
     some gaps
• Challenges
   – Working with severe and complex illness,
     especially mental illness
   – Working with ‘can’t do’ customers
   – Job centre admin processes
   – Emotional pressures & “compassion fatigue”
   – Increasing size of caseloads
   – Influence of job entry targets
     Closeness to work and
• IB customers at different starting points when first
  see IBPA

         Not ready or
           willing to                         Considering
           consider                          work, prepared
        receiving help                       to receive help
        and support to    Not yet ready to   and support to    Ready to work,
          overcome       consider work but     bring them       not in need of
          initial key       prepared to           closer       significant help
          barriers to    receive some help                      or support to
             work          and support to                      move into work
                          overcome initial
                            key barrier/s
         Who are our partners?
  –   Learning and Skills Council (LSC)
  –   IAG (Prospects)
  –   South London Learning Partnership
  –   Local Authorities x 9
  –   Voluntary Sector
  –   Stakeholders –PCTs, MHTs
  –   Providers (contracted/non-contracted)
  –   Jobcentre Plus
Future Challenges
 Improved Engagement of IB customers

 GP Relations

 Co-ordinated delivery of employment support and training services

 Supporting employers to recruit IB customers and retain people in

 Training v Employment.
     Improved Engagement of IB customers

•   Variety of traditional media vehicles
•   Posters – in targeted areas
•   Mailshots
•   Local Newspaper/Radio
•   Outreach
•   GPs, Libraries,
•   Events
•   Partners
             GP Relations
•   Buy in of local GPs
•   Employment v alternative targets
•   Sharing of good news
•   Opportunity for Outreach Surgeries
•   Opportunity for targeted leafleting
      Co-ordinated delivery of employment
         support and training services

•   Linkages to mainstream provision
•   Linkages to local labour market
•   Where is the skills need?
•   We know the sectors;
•   Sector Skills Needs
                  Financial and Business Services:
                  Health and Social Care:
  Supporting employers to recruit IB
 customers and retain people in work.
Equal (Workforce Futures Partnership)

• Support Strategies for Improving Retention and
  Reintegration of Disabled Employees in SMEs

• The Partnership is piloting innovative models of support,
  using an employer-focused approach, providing new
  strategies to enable effective reintegration and retention of
  employees who are suffering from physical or mental health
  problems as well as those who are at risk of drop-out from
  the workforce due to physical or mental stress
    Training v Employment
Manchester Local Labour Scheme
• Formation of Procurement company
• 2 Trainees for every £1m spend (£360m
  Investment = 720 Jobs)
Job Coach / Volunteering Mentor
Support clients through their first 12 months of employment, that can range
from support with travel, equipment, work problems/ issues.

Working and liasing with client’s employers to help client’s progress and
retain their employment, helping them overcome any possible barriers.

Provide advice, information and support to employers.

Assisting clients in preparing for employment, developing interview
skills, application forms and confidence building.

Working with external agencies/ providers to ensure all our clients
support and financial needs are met whilst in work.

To take an active role in the development of the customer through
identifying training and development activities.
  Professional Health Advisers
  To provide leadership/mentorship for Advisory Staff, and contribute to their ongoing
development and understanding of health related issues and how they impact upon work.

  To participate in and contribute to case conferences and review meetings for Want2Work

   To actively develop and maintain close working relationships with colleagues across
disciplines and agencies, voluntary, statutory and private, which facilitate the coordinated
provision of service to best meet the needs of IB customers and their families.

  To develop partnerships across primary and secondary care with voluntary organisations,
the local authority, other appropriate health and social care sectors and employers, to facilitate
developmental, condition management and employment opportunities.

  To actively promote employment and training to colleagues working in Health (GPs’ and
Practice Nurses etc.). Ensuring the project is viewed positively raising the customer group
profile – selling abilities, challenging perceptions, and advocating referrals.

To top