Background and Methodology | Overview | Birmingham | Bradford | Bristol | Gateshead | Greenwich | Hackney | Leicester | Liverpool | Manchester | Norwich | Sheffield | Slough J: The Manchester Project Project context J1 The project was based on the council estate of Wythenshawe, which is approximately seven miles from Manchester city centre. Residents face multiple disadvantages; for example, large numbers are without access to a private phone and will therefore find it difficult to utilise the new Learning Direct service. The area also has high levels of adult and youth unemployment, with low attainment and staying-on rates within education. There is a high proportion of lone parent households on the estate, which is predominantly white. Wythenshawe was selected for this project as, until recently, it has not had access to the funding streams allocated to other areas (eg. from the ESF and SRB). J2 A large industrial estate only walking distance from the estate itself offers local employment; however, in practice companies tend to employ people from further afield. Reasons for this include the low skill base amongst local residents but there is also a certain amount of discrimination against residents, owing to the reputation of the area. Project objectives J3 Originally the project aimed to provide better access to learning information for adults through the amalgamation of two computer-based, touch screen information systems. The two systems are as outlined below: the TEC funded SuperTAP system which provides information about job, career and training opportunities on a local and national basis; the SRB funded Magic Touch system, which contains information on a variety of community activities and learning opportunities. The amalgamated system was to use the framework of Magic Touch, with additional information on training opportunities from the SuperTAP system, marketed as 'Magic Touch Plus'. J4 The strategy for the project consisted of four stages as follows:- first, to build up a dossier of the initiatives already in place; second, to contact the relevant agencies and community groups; third, to work closely with these groups and their clients, to build up trust; fourth, to encourage them to use the system. Management arrangements J5 The principal contract holders were Careers Partnership, who also supplied resources for project management, with the following organisations as partners:- Manchester TEC Manchester City Council Manchester Community Information Network. J6 Outreach work was not commonly used by Careers Partnership and they were not sure of the results they could expect from this approach, so it was extremely important to recruit the right project staff. A project co-ordinator was seconded to the Careers Partnership from the TEC who had prior knowledge of the SuperTAP system and a track record of work with the voluntary sector. J7 The TEC has been particularly supportive, giving advice and practical assistance with IT matters. The Council gradually reduced their involvement, and MCIN (who were responsible for taking over the IT from the Council) eventually had to drop out of the project when they were unable to take the IT system any further. Despite this, steering group meetings have been helpful with consistent support from the DfEE representative. Meetings were held quarterly and acted as a focal point for those involved in the project as well as providing support for the largely independent project co-ordinator. Progress made against objectives J8 The project has been working amid a host of difficulties, The main progress to date is discussed under the following headings:- overcoming IT problems; networking; marketing; outcomes. Overcoming IT problems J9 With the project's focus on IT, it became increasingly difficult for the project co-ordinator when problems emerged very early in the life of the project in amalgamating the two systems. The Magic Touch system could be unreliable and when the council's funding for the system came to an end the entire system was 'gifted' to a local group. The Manchester Community Information Network (MCIN) took over the system in order to preserve it. Its reliability had been so poor that staff in the library where it had been housed for a year were largely unaware of its existence: it was normally switched off due to its frequent 'crashing'. Other technical difficulties emerged due to incompatibilities between the two systems. J10 The result of these complications was major slippage on the original project deadlines, leaving the project worker in a very difficult situation. The decision was finally made, six months into the project, to run with the SuperTAP system alone, with assistance from the TEC, who provided a laptop for the project co-ordinator to take out into the community. Subsequently, another laptop from Careers Partnership was equipped with Adult Directions and CASCAID software. Having successfully promoted the proposed system however, the project co-ordinator had to explain delays and redraft marketing materials when the decision was taken to abandon the original two-system approach. Networking J11 The first step in familiarising the project co-ordinator with the locality involved building up an extensive dossier, with details of projects already at work on the estate. The project worker then went on to establish contact with groups that were identified as having the potential to provide greatest access to residents. This task was made more difficult by the sheer number and diversity of groups already working on the estate; however, groups tended to have only a small membership and/or staff working on them. J12 The first activity in the marketing campaign involved taking out questionnaires to community groups and employers, which assessed individuals' prior experiences with computers and, more specifically, their experiences with touch screen technology. It also asked people about the kinds of information they would most like to receive through such a system. This was useful not only in gaining the actual information, but also in offering the project co-ordinator a valid reason for contacting people and gaining access to employer networks. J13 By maintaining contact with a number of voluntary groups the project co-ordinator was able to establish herself, with both those running and attending the groups. Initially this activity involved promoting the combined system, which was to run from the library; eventually however, the project co-ordinator was able to take the software out to groups. The latter approach was actually extremely successful and allowed the project co-ordinator a greater degree of freedom than would have been possible using the original terminal. Having the laptop available when meeting new clients also helped to explain the project and allowed them to become more involved. In each case individuals would be given a quick introduction to the software and then encouraged to use it themselves or make a visit to the Options centre to use the main stand-alone system. J14 By the end of the project the project co-ordinator had held sessions at a variety of venues including:- a children's centre with a community room. Staff advertised the session in advance and thirty women attended; a drugs clinic. The project co-ordinator would approach them whilst they were waiting; a project working with young women with a history of sexual abuse or eating disorders; a housing scheme for those with mental health problems. The success of sessions here caused another group to contact the project co-ordinator (she had previously canvassed the same group without success). J15 Sessions were also held in Alpha House which houses the representatives of a number of organisations (including the TEC and Careers Partnership) in the Options Centre; it is a new building with good facilities. The project co-ordinator was available for consultation during regular time-slots, but people often came into the centre looking for her whilst she was out, networking. The centre has a SuperTAP system in a public access area; other staff members were able, from time to time, to provide initial assistance in using the system (although casual callers would then have to find their own way around the system in more depth). Generally, users experienced little difficulty in doing so, unless they had literacy problems. The laptops were not equipped with printing facilities so individuals were encouraged to come into the centre to receive hard copies of information. Marketing J16 In addition to the networking activities by the project co-ordinator, a number of promotional materials were prepared by the project. Working with partners, a leaflet was designed which could be taken out and distributed. However, despite six weeks of work into the design of the leaflet, including agreeing the format with all partners, the final copy was prepared at the same time as the decision was taken to abandon the two-system approach. This was very disappointing for all the staff involved. Another leaflet was produced, but at very short notice - just under a week. People have found the leaflet useful, however, using it as a 'passport' to enter the Options centre and giving accurate information about who they need to contact once in. J17 The project was also advertised in the 'Wythenshawe World', a local free press, and local shops displayed posters. However, it has been the networking activities and subsequent word of mouth that have been the most successful in attracting users. Outcomes J18 On average there have been eight users a day on the Options Centre SuperTAP system since the project co-ordinator began publicising it. She has also worked closely with a further 48 people and introduced many others to the system through her networking activities. Many of those seen have gone on to take up a training option as a result. J19 On a broader level the project co-ordinator has been responsible, indirectly, for promoting the centre which is a new facility, and raising awareness about the facilities available for residents of the estate. As a result of the success of the project in building up networks amongst the community, Careers Partnership is exploring ways to incorporate these approaches into its work with clients. Staff of the Options Centre are now being encouraged to use outreach work to access SRB clients and get them to use the centre. Next steps J20 The project co-ordinator has already been booked to set up a site at International Women's Day in Manchester next year, in addition to a local 'Men's Health Day'. The project co-ordinator has chosen to continue working in the geographical area, taking up a post as Careers Adviser within the Options Centre. This will result in a degree of continuity to the project as previous contacts can be maintained and used in future work. The project co-ordinator has also made her list of contacts available to staff at the Options Centre for anyone attempting to start out in outreach work. J21 Lessons learned from this project may form the basis of future bids to the Adult and Community Learning Fund. Principal learning points J22 Throughout the project, the co-ordinator has worked almost independently, as there has been a shortage of management time. Some of the learning points are therefore centred around this issue. However, there are other, more general learning points which relate to outreach work. A selection of these are presented below:- it is essential for project workers to receive support from the partnership as a whole, especially when problems arise; ensure that everyone on the team is aware of the importance of deadlines and, if necessary, apply pressure on individuals or organisations at an early stage; working closely with community organisations pays dividends. It may be helpful to work as a volunteer with them in order to be able to get your message across to their clients; when introducing yourself and the project to new clients, keep it short, simple and general, but be up-front about why you're there as people can feel deceived if this is not clear from the start; outreach workers can feel isolated. Involving them in regular meetings with other local professionals, even if they have little to contribute initially, can help reduce this; if you are prepared to work with non-traditional client groups, you may be surprised at the results.