Adulthood and Work Nick Page, Chief Executive Solihull Metropolitan - - PowerPoint PPT Presentation

Adulthood and Work

Nick Page, Chief Executive Solihull Metropolitan Borough Council Charlotte Bailey, Executive Director Strategic Partnerships Birmingham and Solihull Mental Health Foundation Trust

A population approach

Public Health Economic Regeneration

Facts and figures

Population

Total 1.349m

• 1.137m

Birmingham

• 212k Solihull
• 64% working age

(60% in Solihull)

Total increase of

• c117k since 2006
• c10k since 2015

Children in care Birmingham: 1,840 Solihull: 419 Unemployment Birmingham: 6.4% Solihull: 1.8% Average: 4.1% National average: 4.1%

Birmingham:

• 56.3% live in 20% of most

deprived areas in England

• Higher poverty level than

nearly every other UK city

• Second highest child

poverty level Solihull :

• Less deprived but polarised
• At least 10 LSOAs in most

deprived 5% of neighbourhoods in crime, employment and income domains Based on figures from 2017/18

East Birmingham/North Solihull

Reported instances of anti-social behaviour are lower than England, but violent/sexual offences, burglary, criminal damage and vehicle crime are higher. Reported drug crime is at the English average rate

Dec 2015 to Nov 2016, Source: Police UK (Police reported crime figures)

Youth unemployment is more than double the national average across the EBNS

Date: Dec 2016 Source: Department for Work and Pensions

Mental and behavioural disorder is by far the biggest reason why people are claiming ESA/IB in ENBS. That category is three times larger than the next largest category, which is musculo-skeletal disorders

Date: May 2016 Source: Department for Work and Pensions/NOMIS/BCC

Musculo-skeletal disorders are the second largest reason why working age people fall

• ut of the labour market. These disorders can themselves be the result of wider issues

around obesity and sedentary lifestyles. Cross-disciplinary working with walking and cycling strategies could help both physical and mental wellbeing

Source: Health and Social Information Centre Prevalence of Year 0 Overweight and Obese Children by Ward Prevalence of Year 6 Overweight and Obese Children by Ward

25.4% - 29.3% 24.3% - 25.4% 22.1% - 24.3% 20.8% - 22.1% 17.1% - 20.8% 42.3% - 44.8% 29.8% - 42.3% 37% - 39.8% 34.7% - 37% 26.7% - 34.7%

Purpose and aims of the portfolio

• Promoting health and wellbeing, and

managing chronic disease.

• Staff health and wellbeing.
• Promoting skills and prosperity.
• Breaking the cycle of deprivation.

Case studies

• Mental Health First Aid Training
• Apprenticeship levy
• Social Value

Mental Health First Aid

• £12.6b lost to local economy

through mental health

• 6.9 average sick days estimated

40% is related to mental health

• 4.15m working days lost through

mental health each year

• 70,000 people can not work due

to mental health

65,000 trained in MH First Aid per annum for next 10 years

Wilmott Dixon

“MHFA training is an integral part of a broader strategy for wellbeing at Willmott Dixon Construction (Midlands), with a particular focus on prevention through giving people the tools to improve personal resilience. The construction industry has a stereotypically macho reputation and, perhaps as a result, mental health has not been something that people have been prepared to discuss openly, but that doesn‟t mean it‟s not an issue. In 2016 the MHFA two-day course was offered to our people on a voluntary basis. The uptake for MHFA training has surpassed our expectations and we now have 50 people trained across our region with further courses planned for 2019. As one of the UK‟s largest contractors, Willmott Dixon takes its social responsibility very seriously. Back in 2010, the „All Safe‟ culture-change initiative was introduced with the sole purpose of empowering the workforce with the right to speak up if they feel that safety conditions on site are not up to standard. To further strengthen the All Safe programme, and to encourage not only physical wellbeing, but also mental fitness across the industry, in 2018 Willmott Dixon launched their “All Safe Minds” campaign to ensure that everyone working on its many project sites across the UK is fully aware of the support network available, should they feel unable to cope with their own personal situation. All Safe Minds is delivered by our MHFAs across all of our sites and offices as a Toolbox Talk to all of our people and members of our supply chain, and has been extremely well received. Without doubt, training our own MHFAs has been instrumental in raising awareness of mental health issues across our wider business. The two day training course gave our MHFAs the self-confidence to go out and deliver the All Safe Minds initiative. More importantly, we know that people within our business are more comfortable talking about mental health issues and are more willing to make positive interventions to help their colleagues when they recognise that they may be struggling with their mental health.”

Apprenticeship levy

• Cost to society of someone

being in a job (cost avoidance

• f most vulnerable groups)
• Cost to the individual of being

in a job – healthier and happier

New Job Context and Cultural Background £2,000 £58,611

Putting a financial value on

• utcomes

BSMHFT Apprentice

• 10% of the apprenticeship levy ‘gifted’ to
• ther organisations (primary care) to

support the increase in apprenticeships for 19-24 year olds leaving care, those with an Education and Health plan and those supported through ‘think family’

Meet Joe

Joe is a former service user who began his NHS journey as a volunteer working part time at a local NHS trust. As Joe's confidence grew, so did his working hours then his progression into joining the catering team as an apprentice. Joe has developed new skills both interpersonal and catering over the last six months. Joe says he's 'smashing his practical learning at college' and his tutor is thrilled with his progress in his NVQ. Joe's literacy and numeracy skills have seen much improvement too. Joe's manager describes him as a valued member of the team. He was recently recognised with an award from the Trust and he has ambitions to open his own restaurant one day.

Social Value

• Joint Social Value policy
• Could leverage £150m + pa

Social Value

• Joint TOMs and one priority

area per portfolio board

• Sustainable third sector;

vulnerable groups, community capacity building, employment

• f vulnerable groups

Engie: Social Value through BCC

• 50 work placements
• 140 days of voluntary

work

• 16 community projects
• 12k raised and donated

to local charities

• 64 days supporting

schools

• 120 young people CV

writing

Nine priorities for action

• To move towards an agreed 18/19 approach

for system utilisation/sharing of apprentice levy.

• Working with MCA portfolio board re

developing an STP apprentice programme to provide all BSOL children leaving care with an apprentice opportunity in 19/20.

• LWAB single workforce strategy developed
• To develop a BSOL STP wide behaviour

change programme- potentially in increasing physical activity.

• Implement social prescribing in

neighbourhood / locality, ie successful bid pilot and then develop roll out plan.

• System roll out of Mental Health First Aid

programme.

• WMCA productivity and skills commission

findings and supporting resultant action plans and test sites.

• System initiatives for improved staff health

and wellbeing in prevention and coping with stress and musculo-skeletal conditions.

• Ensuring the people and place agenda is

embedded within the Inclusive growth corridor governance and development plan.

Debate

• What’s your initial reaction – does it sound

like we are on the right course?

• What would be your contribution?
• What would you want to see as success

measures – what's changed in 3, 5 and 10 years’ time?

What next?