Item 05b
SOCIAL INCLUSION STRATEGY
2015-18
Prepared by:
Tanya King
EIA Required?
☒
Date effective from:
01/04/2015
EIA Completed?
☒
Policy approved by:
SESG
Revision number:
3
Review Date:
01/04/2016
Lead officer:
Tanya King
Item 05b appendix two
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1.0 INTRODUCTION
1.1
Stockport is the third most polarised borough in the country, with the highest
incidence of socially excluded households being within Stockport Homes’
housing stock. This puts Stockport Homes in a unique position to work with
customers and partners to achieve its vision of ‘Providing the best services to
customers’ and its mission of ‘Transforming lives’.
1.2
Stockport Homes’ Social Inclusion Strategy provides a single framework to
tailor service delivery to the specific needs of each neighbourhood, rather than
adopting a blanket approach. This focus will make the most efficient use of
resources in times of austerity and capitalise on Stockport Homes’ expanding
role in the community.
1.3
The Strategy makes a significant contribution to delivering Stockport Homes’
aims, in particular ‘support customers in all aspects of their lives through
effective partnership working’, and ‘develop thriving and safe
neighbourhoods, maximising our contribution to meeting housing need’.
The range of work being delivered will ensure the maximum positive outcomes
are achieved for customers, to improve their life chances and to contribute to
the wider sustainability of neighbourhoods.
2.0 CONTEXT
2.1
Social inclusion is about ensuring that everyone, regardless of their
circumstances, can achieve their potential in life. To acknowledge the wide
range of issues that can impact on quality of life beyond household income, the
term social inclusion is often used rather than ‘poverty’. The following
contextual information has influenced the approach, actions and outcomes
identified in this strategy.
2.2
The recession of 2008-13 and resultant austerity measures have impacted on
Stockport Homes’ business, customers and communities. Estimates by the
Joseph Rowntree Foundation indicate that 29 per cent of social housing
tenants live in poverty, rising to 43 per cent if housing costs are included.
Stockport is often considered to be relatively prosperous but its residents face
significant economic pressures and social exclusion. For example, 27% of
Stockport’s pensioners live in poverty 1 and government research 2 shows that
social isolation is a significant issue for the health and wellbeing of this group 3.
1
Compared to a national average of 25 per cent
‘Loneliness measure to boost care for older people. Department of Health and The Rt Hon
Jeremy Hunt MP’ 2012, https://www.gov.uk/government/news/loneliness-measure-to-boostcare-for-older-people
2
3
more than half of those over the age of 75 live alone, with about one in ten suffering ‘intense’
loneliness;17 per cent of older people are in contact with family, friends and neighbours less
than once a week and 11 per cent are in contact less than once a month
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2.3
Child poverty is a high 27 per cent in the Stockport Parliamentary Constituency,
where the majority of Stockport Homes’ customers live 4. Over 20 per cent of
Stockport Homes’ customers fall into the Experian ‘Families Basic’ group,
which means they have limited resources and must budget to make ends meet.
They are more than twice as likely to feel that anti-social behaviour is a
problem in their neighbourhoods, their fear of being victims of crime is higher
than the norm and they have limited confidence in the Police and criminal
justice system, despite crime rates being only slightly higher than average
where they live.
2.4
Almost 13 per cent of Stockport Homes’ customers5 are classified as ‘Families
with Needs’. These are households containing several children who live in the
most deprived areas, typically suffering from high unemployment and low
wages and having support needs. With education often completed at GCSE
level, competition in the jobs market can be a challenge and these households
often contain no adult in employment.
2.5
Projected rises in poverty over the next few years will place pressure on
household budgets and increase the likelihood of people living on low incomes
developing problematic debt. Research shows that being a tenant, rather than
a home-owner, is associated with an increased risk of having problematic debt,
with the risk being higher for social tenants than for private tenants6. Coping
strategies increasingly include cutting back on non-essentials like social
activities and using food banks in emergency.
2.6
The gradual introduction of Universal Credit in Stockport between 2014 and
2016, alongside monthly direct payment and ‘on-line only’ application, will make
claiming benefits easier for some Stockport Homes customers. For many
others, however, it will significantly increase the need for support with
budgeting skills and digital inclusion.
2.7
The National Housing Federation (NHF) estimates that 4.1 million of the 8.7
million adults who have never been online live in social housing 7 and 43.5 per
cent of Stockport Homes’ tenants have no internet access8. Not being online
reduces opportunities for people to search and apply for jobs9. The NHF also
4
UK Poverty Map of UK, October 2014, End Child Poverty,
http://www.endchildpoverty.org.uk/images/ecp/Report_on_child_poverty_map_2014.pdf
5
Data provided by Experian
Poverty, debt and credit: An expert-led review. March 2014. http://www.bristol.ac.uk/medialibrary/sites/geography/migrated/documents/pfrc1404.pdf
6
7
National Housing Federation, Digital Inclusion http://www.housing.org.uk/policy/investing-incommunities/federation-support-for-community-investment/digital-inclusion/
8
Survey of Tenants and Residents (STAR) December 2014
National Housing Federation, Digital Inclusion http://www.housing.org.uk/policy/investing-incommunities/federation-support-for-community-investment/digital-inclusion/
9
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estimates that off-line households miss out on savings of £560 per year
because they cannot shop or pay bills online.
2.8
Stockport Homes recognises that there are complex dependencies between
the many factors which contribute to social inclusion, such as poverty,
unemployment, crime, health and housing need. These are illustrated in more
detail at Appendix 1. As the organisation goes beyond core housing services
to deliver its mission of ‘transforming lives’, Stockport Homes has already
achieved a great deal to improve social inclusion, contributing in particular to its
corporate aims of ‘supporting customers in all areas of their lives through
effective partnerships’, and ‘developing thriving, safe neighbourhoods’.
For example:
•
•
•
•
•
Crime: Supporting ex-offenders through provision of intensive support
to challenge and change their behaviour, access to stable
accommodation, tailored training and sustainable employment
opportunities; delivering crime awareness sessions in schools.
Health: Engaging customers in greenspace activities to improve health,
wellbeing and their neighbourhood; completing winter welfare visits to
vulnerable older customers; providing Wellpoint kiosks for customers to
do health checks.
Employment: supporting customers into employment through Job
Clubs, mentoring, mock interviews, apprenticeships and funding for
travel/childcare expenses.
Education and skills: Delivering Skills for Life programme of free
customer training; training customers to deliver free internet competency
training to other customers; working with education providers to raise
awareness of homelessness, ASB and crime.
Money advice: supporting customers to reduce their bills, access debt
advice, improve budgeting skills and deal with welfare reforms; reducing
food bills through provision of local pantries, cooking on a budget
classes and ‘green and edible’ sessions.
2.2
However, Stockport Homes recognises that unemployment and benefit
dependency are the most significant long-term threats to the sustainability of
the neighbourhoods it manages. The public sector austerity measures being
implemented nationwide continue to generate increasing demand for services,
while Welfare Reform and digital exclusion will continue to make it difficult to
meet needs. The Council’s Executive has published its views on the
establishment of a single, coherent programme of reform and growth under the
heading of ‘Investing in Stockport’. The expectations of Stockport Homes in
these plans are significant and it is clear its role will continue to adapt in
supporting sustainable neighbourhoods.
2.3
Stockport Homes is embracing new ways of working to ensure services are
flexible and responsive to changing needs and demands arising from
reductions in service provision by other organisations, as well as new
technology. Stockport Homes can make best use of its resources by having a
clear social inclusion framework which sets out key principles for how all
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related strategies should be delivered. The needs of each area will be identified
from a range of sources, including Experian profiling 10 and GIS 11 data,
enabling more services to proactively address local needs. This framework will
make more effective use of resources by giving greater clarity to all
stakeholders about what will be achieved in Stockport Homes’ neighbourhoods
and the wider Borough/Greater Manchester conurbation.
4 STRATEGIC OBJECTIVES & OUTCOMES
4.1
The overarching objectives of this strategy are that Stockport Homes will
deliver projects in each locality which:
•
Support customers to be better able to meet their basic household
needs;
This objective aims to reduce customers’ outgoings through provision of
advice and support with energy and water bills, affordable food through a
network of local Pantries, provision of affordable credit and goods via the
Stockport Credit Union and Furniture Station, and provision of free or
affordable access to the internet/computer equipment. This is therefore
helping to reduce food and fuel poverty, mitigating against increasing prices
and improving well being of customers It therefore links to Stockport
Homes’ Financial Inclusion, Energy Efficiency, Health & Wellbeing and
Older Persons’ Strategies, and makes a valuable contribution to Stockport
Homes’ aim of supporting customers with all aspects of their lives through
effective partnerships.
•
allow customers to achieve and sustain independent living;
By supporting existing and prospective customers to gain the necessary
skills to manage their household income effectively, maintain their tenancy
and access advice and appropriate services when required, Stockport
Homes will maximise the chances of tenancies being sustained. Stockport
Homes’ Financial Inclusion, Health & Wellbeing and Older Persons’
Strategies will support delivery of this objective, which will again help the
organisation met its aim of supporting customers with all aspects of their
lives through effective partnerships.
•
offer realistic opportunities for customers to reach their potential in
life,
Education and employment are the key contributors to this objective. Closer
relationships with schools and training providers, provision of a range of
free skills training, support with preparing for employment and with
accessing sustainable employment opportunities will all contribute. Digital
inclusion underpins all this work, essential as it now is for everyday
10
Experian data allowing Stockport Homes to identify the likely preferences and needs of
groups in different areas of the borough by mapping a wide range of data about the lifestyles
and choices of those groups from sources such as Credit Referencing agencies etc.
11
Geographical Information Systems allow mapping of resources such as housing stock,
community centres and schools to a high degree of accuracy, to allow clearer identification of
need on a localities basis.
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interactions and personal development. Stockport Homes Strategies for
Schools, Employment, Customer & Community Engagement, Financial
Inclusion and Health & Wellbeing will all impact on this objective, and
contribute to the corporate aim of supporting customers in all aspects of
their lives through effective partnerships.
•
create sustainable neighbourhoods across the Borough by increasing
community capacity and resilience.
Stockport Homes Neighbourhood Action Plans (NAPs) are a holistic
approach to ensuring the long term sustainability of Stockport Homes’
neighbourhoods. From 2015/16, they will include social inclusion projects
and activities. A wide range of initiatives will contribute to this, including
Housing Support Officers working in partnership with a wide range of other
agencies in the multi-storey blocks; a network of community and voluntary
groups who shape and support community projects and the development of
family groups in areas like Lancashire Hill and Brinnington which have
improved community spirit and developed the skills and confidence of the
individuals running the groups. In addition to the NAPs, the Anti Social
Behaviour, Allocations, Community & Customer Engagement, Greenspace,
Financial and Digital Inclusion Strategies will all contribute to this objective.
This work contributes towards Stockport Homes’ aims of developing
thriving, safe neighbourhoods; supporting customers in all aspects of their
lives through effective partnership working and involving customers in
decision making.
4.2 The intended outcomes/outputs relating to these objectives are:
Support customers to be better able to meet their basic household needs;
• Increased confidence and knowledge amongst customers with financial
concerns about where to access appropriate, timely support.
o 90% of customers surveyed know at least one way to get financial
advice/support from Stockport Homes
o All Stockport Homes pantries are 100% subscribed.
o 100 more customers take out Credit Union loans than in 2014/15
Allow customers to achieve and sustain independent living;
• Increased confidence and knowledge amongst customers engaging with digital
inclusion projects to independently use computers/the internet to improve their
quality of life 12.
o At least 150 new customers complete Digital Heroes course
o At least 200 new customers gain City & Guilds Level 3 IT qualification
through classroom based course
o 90% of tenants surveyed six months after installation in free wi-fi pilot
blocks report they have gained additional digital skills
12
Skills based on Digital Heroes package include communication and keeping in touch- emails,
social media, Skype etc. search and apply for jobs, managing money and shopping online,
staying safe online, and basic familiarity with computer hardware
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•
•
o 90% of dongle recipients report at least one transactional use of the
internet in the last week.
Increased sense of wellbeing amongst customers supported by trained staff, as
compared to those supported by staff without training
o At least 5% more Stockport Homes tenants over 65 have the flu jab
compared to over 65s in the borough as a whole, amongst those who
are surveyed.
o An increase of 10% in customers using Stockport Homes’ Wellpoint
kiosk
95% of tenants engaging with block support sustain their tenancy or move on
in a planned manner
o Housing Support Officers working in multi-storey blocks attempt 350
contacts per month
o 90% of tenants surveyed agree that the block support scheme has a
positive impact on their block.
o Reduction in arrears amongst those engaging with Housing Support
Officers
Offer realistic opportunities for customers to reach their potential in life
• Maximise the positive Social Value outcomes of each employment opportunity
by positively and proactively supporting those that are furthest from the
employment market place
• At least 150 Stockport residents supported into work or volunteering by
Stockport Homes
• Increase in attainment amongst young people receiving additional resources
from Stockport Homes, leading to better life chances.
• An increase in the numbers of participants on Stockport Homes’ skills training
Create sustainable neighbourhoods across the Borough by increasing
community capacity and resilience.
• Increase in satisfaction with neighbourhood as a place to live in areas where
projects are based (compared to satisfaction in STAR survey 2014)
o 90% of ASB perpetrators engaging with PEO Team do not reoffend
within 12 months of starting support
o Reduction in ‘unsuccessful’ tenancy turnover
o Gain £250k external and £250k match funding during the financial year.
o Increase in number of new community groups supported to develop and
grow
4.3
These intended outcomes complement those of Stockport Council and other
key partners, in particular the Council’s ‘Better Life Chances Strategy’. This
focuses on priority areas, which tend to have heavier densities of social
housing. They are also closely aligned to the new Borough Plan, ‘Investing in
Stockport 2015-2020’, which aims to ensure the following outcomes are
delivered:
•
•
•
People are able to make informed choices and look after themselves;
People who need support get it;
Communities in Stockport are safe and resilient;
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•
•
Stockport benefits from a thriving economy; and
Stockport is a place where people want to live.
5
EQUALITY IMPACT ASSESSMENT (EIA)
5.1
The objectives in this strategy are being delivered by specific actions in other
strategies. A matrix has therefore been completed to identify which groups are
least likely to engage with the various projects and therefore least likely to
improve their life chances as a result (see Appendix 2). These groups will then
be given special consideration when the individual projects are delivered.
6
LINKS TO STRATEGIES
6.1
This framework will impact on the development of a wide range of work within
Stockport Homes, including but not limited to:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Financial Inclusion Strategy (n 13)
Employment Strategy (n)
Digital Inclusion Strategy (n)
Older Persons’ Strategy (n)
Neighbourhood Action Plans (n)
Schools Strategy (n)
Customer Engagement Strategy (n)
Health Strategy
Greenspace Strategy
Funding Strategy (n)
Equality & Diversity Strategy
Asset and Sustainability Strategy
Climate change strategy
HR strategy
Corporate Social Responsibility
Delivery – Business Plan
As mentioned in 2.2, it will also complement many of the priorities of key
stakeholders.
7
ACTION PLAN
As this Strategy provides a framework, the objectives within it are to be
delivered through the other strategies listed at 6.1. An action plan for this
Strategy would therefore be of no added value and represent duplication of
effort. Progress will be reported through an annual review of outcomes and
outputs as detailed at 4.2.
13
‘n’ denotes that the strategy is either new or due for an update and will therefore be
developed using the new framework.
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8
OWNERSHIP, MONITORING & REVIEW
`
The Social Inclusion Manager is responsible for delivery of the strategy.. The
Strategic Social Inclusion Group will monitor progress, with six monthly
updates to Stockport Homes Management Team. An annual review of progress
will be provided to the Service Excellence Subgroup, including reviewing
whether the outcomes and outputs have been achieved.
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