Background and Methodology | Overview | Birmingham | Bradford | Bristol | Gateshead | Greenwich | Hackney | Leicester | Liverpool | Manchester | Norwich | Sheffield | Slough B: The Bradford Project Project context B1 Three different geographical areas were identified in which defined strands of the project were to be based. These are:- the Newlands area, where the particular focus was on mobile outreach services, working through community centres; Keighley, where the particular focus was enhanced information, guidance and job search services for the unemployed, based in the Job Club/SRB Workshop; the Bradford District as a whole, where the particular focus was a Project Work Pilot (similar approach to New Deal). B2 Potentially, the target group is large and diverse. Those categories identified by the project for particular support included:- black and ethnic minority groups. There are several Asian communities in the District for example; offenders and ex-offenders; people with learning difficulties and disabilities; the long-term unemployed. B3 Research undertaken as part of the project suggested that within the target group:- of those unemployed for more than six months, the mean is around 7 years with the longest being currently 22 years; only 1.6% of adults in the District have received any form of guidance. Project objectives B4 The project was essentially about "capacity building", providing enhancements for existing services rather than introducing new ones. This strategy was adopted since recent investment in the area (especially from SRB) had resulted in new initiatives and some additional posts but a lack of coherence, dearth of locally specific information and guidance materials, and unmet training needs. The three specific strands of activity identified by the project were:- provision of training for those community workers and volunteers who provide informal information, advice and guidance services and who act as advocates for learning within communities; provision of access to learning opportunities and supporting information, through the provision of electronic information points within communities; provision of a learning opportunities "route map", showing clearly the pathways through the available learning provision, related entitlements and how these link together; also the tracking of client destinations and their routes through current learning provision. Management arrangements B5 The strategy adopted (capacity building) has meant that no outreach staff were recruited by the project direct. The project manager is based in Bradford and District TEC and he has co-ordinated the various inputs in order to ensure coherence across the project. The Steering Group comprises the three partners (ie. the TEC, Bradford Council and the Careers Service), the DfEE project manager and the Lifelong Learning Co-ordinator for TECs in the Yorkshire and Humber region. Each partner led on specific components as appropriate (eg. Careers Bradford on guidance training and delivery). Progress against objectives B6 Progress to date and future plans are summarised under three headings, namely:- training; information and advice; route map and tracking. Training B7 The target group for the training was workers who were already based in, and/or delivering services to, residents in the relevant areas, such as community workers, and social workers, who were in contact with unemployed adults. These included recent appointments to local initiatives, such as the Newlands SRB Programme as well as more established providers, such as the Bradford and Ilkley Community College. Invitations were also extended to community groups. The first group comprised 13 workers. B8 The course was designed specifically for the project and was entitled 'Introduction to First Level Careers Guidance'. Accreditation was secured from the Open College Network. It was led by a tutor from Careers Bradford. Sessions covered:- theories of guidance and occupational choice; models of delivery; career management skills; interviewing skills and techniques; equal opportunities; accessing and utilising information; networking and accessing services; knowledge of local education and training provision. B9 Feedback from the course has been very positive. The point made by several participants was that they had been giving advice informally in any case but now felt better equipped to provide effective help. One feedback sheet noted "we thought we understood it before but now realise we hadn't". Another aspect which was well received was the handouts and practical briefings. These included contacts lists for all relevant agencies and training in the use of the TAP database. Information and advice B10 Enhancement of information services was another strand of the capacity building strategy. The main enhancements achieved by the project were around accessibility and scope of the enhanced TAP databases. Units were provided at the Keighley Job Club, the Bradford Project Work Pilot (funded by Bradford MBC) and the mobile outreach project in Newlands, using a lap top and modem link. B11 Enhancements in terms of scope were intended to be of two main types, namely around labour market information (LMI) and child care. On LMI, a quarterly bulletin has been produced (accessible also through the Internet) with updates on sectors which are expanding or contracting. The base data is from the TEC and Council's annual economic assessment. B12 The childcare database was to be transferred from the Council's Internet (compiled by Social Services). In practice difficulties were experienced with data protection. All those named on the database had to be contacted individually with a view to securing their approval to be included on the TAP system. As many as 90% agreed, but the delay and administrative hassle was significant. This has now happened and can be found at www.bradford.gov in the Social Services Section. B13 The project also underpinned the expansion of community outreach and guidance surgeries. For example, guidance sessions were supported at the Keighley Job Club and Bradford Project Work Pilot. In terms of throughput, the numbers were modest but the pilot did throw up some fundamental questions about the planning and delivery of guidance services. For example, there was a real management dilemma in making guidance workers available on an outreach basis in locations where local people consistently failed to make use of the service and did not keep appointments. It became increasingly difficult to justify the investment in staff time. The resolution was to train local workers as front line providers of information and advice, but only to deploy specialist guidance staff on a referral basis. Route map and tracking B14 The work on the "route map" and tracking was initially conceived in parallel, although in retrospect, they can be seen as distinct exercises. The "route map" was designed to show the various routes to linkages, showing levels, linkages and entitlements. It was produced by the TEC's TAP manager and is a tangible product from the project. It has already been used by providers in the guidance network. B15 Whilst it was a useful exercise, the current view is that it will not be a permanent feature. The principle problem has been that it becomes out of date so quickly, as changes are introduced to courses, qualifications and equivalences. It has also been difficult to design a version that is sufficiently simple for end users (ie. as opposed to intermediaries) to understand. B16 Turning to tracking, a data base of contacts has been compiled (principally users of the SRB funded employment projects). The intention was to track the next steps for participants (eg. New Deal) but in practice, difficulties have been experienced with data protection and systems compatibility between the various providers. The pilot has helped to define the issues which will need addressing before a larger exercise is triggered. Next steps B17 The project will continue until December '98 and a second group of ten community workers (including a community policeman) has just started the training course. This element of capacity building is likely to continue, with future courses funded by the Community Training Initiative (jointly funded by Bradford Council and TEC). The quarterly LMI bulletins on the enhanced TAP data base will also continue, with ongoing financial support from the TEC. B18 The TEC is actively considering an incentive mechanism to ensure community information and advice services are promoted and extended following the capacity building course. One model would be to fund a finite number (say, 200) of front end information and advice sessions to be given by community workers. They would be able to claim back a fee (say, £20) for the sessions up to the agreed limit. This further supports the model through which local workers are used as the front line and guidance staff deployed on a referral basis. Principal learning points B19 The Bradford project exemplifies an approach which supports, enhances and extends other initiatives rather than establishing new ones from scratch. This seems an effective strategy in areas where several other projects are already in place. Its particular successes included the capacity building training courses, which received positive feedback and which are already being repeated, and the enhancements to the information database which are to be retained. B20 Another positive impact from the project was the articulation of some leading questions which will need to be considered in planning advice and learning services for the future. This refreshing willingness to confront difficult issues may well lead to further innovation well beyond the period of DfEE funding.