Ambition and Aspiration

Breakthrough Project Evaluation

Sarah James

Breakthrough Evaluation

“Despite the barriers they may face, most people who have experienced homelessness or housing issues want to work. We believe that with the right support, many more can.” 1

Outline of report:Executive summary1. Introduction2. Methodology3. Key Findings4. Output and Outcome Data5. Case Studies

Breakthrough Project EvaluationExecutive summary• Everyyear,ThamesReachisabletohelpsignificantlymorepeopletofindandmaintainemployment

thanitcouldbeforetheBreakthroughProjectwasintroduced.• Theprojecthasbeenhighlysuccessfulinfosteringculturalchangeintheorganisation,withstaff

recognisingtheimportanceofemploymentinhelpingserviceuserstoliveindependently.• Theprojecthasprovidedawiderangeofcreativetrainingandvolunteeringopportunitiesfor

itsserviceusersthathavehelpedpeopledeveloptheskillsandexperiencenecessarytofindwork.

• Theservicehasbeenverysuccessfulatdevelopingsolidpartnershipswithexternalemployers,andemployersareconfidentintakingreferralsfortemporaryandpermanentjobpostsfromThamesReach.

• Therecruitmentofajobbrokerwithexperienceintheprivatesectorallowedtheteamtodevelopstrongpartnershipswithexternalprivatesectoremployers,andgainaninsightintowhattheseemployersarelookingforinprospectiveemployees.

• TheparticularmixofformalandinformalsupportprovidedbytheThamesReachEmploymentandResettlementTeamwithafocusonhighexpectationsandhonestfeedbackwasimpressive.

Section 1 - Introduction

1.1 ContextThisevaluationwascommissionedbyThamesReachaspartofthereviewofitsBreakthrough

Project.TheprojectwasfundedbyTheOakFoundationbetweenSeptember2012andOctober2015.Itsmainstatedobjectivewasto‘breakdownthebarriersthatpreventhomelesspeoplefromgetting,andkeeping,jobs.’TheprojectsubmittedtwoprogressreportstoTheOakFoundationinOctober2013andOctober2014.Thereportingsummarisedtheaccomplishmentsofthatprojectinthreekeyareas:• Influencingorganisationalandhomelessnesssectorculturechange• Chartingemploymentprogression• EmployerengagementAdditionally,therewasreportingonanyshortfallswithineachoftheobjectives,aswellasonlessons

learned,andhowlearningandinsightsfromtheprojectwouldinformanddevelopworkwithintheorganisation.Italsolookedathowtheprojectwasabletoinfluenceandmainstreamlearningwithinthewidersector.

1.2 BackgroundThamesReachisaLondon-basedcharityhelpinghomelessandvulnerablepeopletofinddecent

homes,buildsupportiverelationshipsandleadfulfillinglives.Itsvisionistoendstreethomelessness.Akeyfeatureofthisvisionistherolethatemploymentplaysinsustainingindependence,maintainingtenanciesandleadingfulfilledlives.ThamesReachhasbeeninvolvedindevelopingandcontrib-utingtowardsvariousinitiativessupportingthedevelopmentofemploymentopportunitiesforitsownserviceusers.ItconceivedanddevelopedtheGivingRealOpportunitiesforWork(GROW)project,whichpromotedandmodelledprogressionfromserviceusetoemploymentwithinhomelessnessorganisations,andthishashadwide-ranginginfluenceonthehomelessnesssectorgenerally,aswellasinfluencingothersectors.Thegrowthofpeersupportwithinthementalhealthservices‘recoveryapproach’modelofinterventionhasmanysimilaritieswiththisdevelopment.ThamesReachalsonotesthatits‘service users have consistently informed us that they want to

work, with 72% stating this as an ambition’.2Theopportunitythentogainfurtherinsightsintohowtofurtherremovetheobstaclesandbarriersthatitsserviceusersfaceisatimelyandvaluableone.ThisreportandindeedmostofthelifeofthefundingfromtheBreakthroughProjectisalsoset

againstachangingbackgroundwithausterity,short-termandzerohourscontracts,majorcutbacksinpublicfunding,andchangesinwelfarebenefitsaffectingtheenvironmentinwhichthecharityoperates.

“The second decade of the 21st century is exerting brutal pressures on the homeless, vulnerable and socially excluded people .... welfare benefit cuts, reduced access to settled, secure accommo-dation, less funding for supported housing and a desperate dearth of employment opportunities make these difficult days indeed.” 3ItisalsoworthnotingthatThamesReachserviceusersfacemultipledisadvantages;itshostelscould

beregardedasthe‘sharpend’ofservicedeliverywiththemajorityofresidentsfacingmultipleandseriousissuesaroundalcoholandsubstanceuse,physicalandmentalhealthdifficultiesaswellasissueswithliteracyandnumeracy.However,itisworthnotingthattheEmploymentandResettlementTeamhavehadconsiderablesuccessesevenwithinthismoreentrenchedgroup.

1.3 Breakthrough Project

TheprojectaimedtoincreaseemploymentwithintheThamesReachserviceusergroup,andchangeperceptionstoreflecttheimportanceofworkamongststaff,bothwithinThamesReachandthebroaderhomelessnesssector.Thespecificaimswere:• ForemployerstorecogniseandunderstandthebenefitsoftakingonThamesReachserviceusers

andbepreparedtotaketheriskofemployingthem.• TomakesurethatThamesReachhaspeoplewiththeskillsandcommitmenttofillvacancieswhen

employersapproachthem.• Tomakesuresupportismaintainedoncepeopleareinemployment,andtohelppeopleprogress

further,intobetterjobswithhighersalaries.• Understandingthatitwillbeincreasinglydifficultforpeopletoremainonbenefitsasthevalueof

benefitsreduces.Sustainedemploymentmeansthatpeoplehavemoremoney,arebetterabletoavoidgettingintodebtandhavemorecontrolovertheirlives.

Section 2 - Methodology

Thisevaluationsoughttofocusontangiblefactorscontainedwithinservicedata(outputandoutcomedata,generalprofileofserviceusers),policiesandworkingpracticesandlesstangiblefactorsincludinghowserviceusers,staffandmanagersfeelabouttheservice.Itattemptedtogaininsightintotheprojectbycapturingtheopinionsandviewsofotherprofessionalsandkeystakeholdersinvolved.Aprincipleofthisevaluationwasthattheapproachadoptedvaluedtheimportanceofconsulting

withserviceusers,providers,stakeholdersandotherpartners.Itwasthestakeholdersandpartnerswhounderstoodthelimitationsandchallengesofthecurrent‘model’,whosupportedtheneedforanewapproachandwereintegraltothesuccessfulimplementationanddeliveryofanynewmodel.Theevaluationprovidedanopportunityforallofthestakeholderstohaveaninputintothisexercise.Itsbroadthemeswere:

• Whatworkswell?• Whatdoesn’tworkwell?• Whatarethegapsincurrentpractice?• Isthereanyevidencethattherearegroupsofpeoplewhoarenotaccessingtheservice–BME

groups,peoplewithmentalhealthproblems,peoplewithsubstancemisuseproblems,youngoffenders,youngpeoplewithdisabilitiesorthosewhomayfindthemselvesexcludedfromservicesduetolife-stylechoices?

• GoodpracticeexampleseitherlocallyornationallyItalsosoughtto:

* DemonstrateimpactbyhelpingThamesReachcapturethelearningfromtheproject.* HelpThamesReachlearnfromtheBreakthroughProject’sworkasitprogressed,andto feedthelearningintoimprovingitsservicesduringthelifeoftheproject.* EnablethelearningfromtheBreakthroughProjecttobedisseminatedwithinthesector.

Specifically,theevaluationsoughttoanswerarangeofevaluationquestions,includingbutnotlimitedtothefollowing:• TowhatextentdidtheBreakthroughProjectmeetitsintendedaimsandobjectives?Whatwerethe

reasonsforanychangestoprojectplans?• Towhatextentdidthenationalcontext(forexample,theintroductionofUniversalCreditandcondi-

tionsinthelabourmarket)affecttheprojectanditsachievements?• TowhatextentdidThamesReachdelivertheplannedoutputs?Whatwerethereasonsforany

changesfromtheinitialprojectplan?

• WhowereThamesReach’sserviceusers?Werethereanydifficultiesworkingwithcertain groupsofpeople?

• Howwereservicesdelivered:* Didsomemodelsofdeliveryworkbetterthanothers,andwhy?• Howdidpartnershipssupporttheproject?• HowsuccessfulwasThamesReachinrecruitingemployersandaccessingjobopportunities?* DidThamesReachsucceedinitsaimofdevelopinglong-term,responsiveandmutually beneficialrelationshipswithemployers?* Didsomemethodsofemployerengagementproducemoresuccessfuloutcomesthanothers?• HoweffectivewastheBreakthroughProject’s‘internalconsultancy’role?• WhatwasitabouttheBreakthroughProject’sactivitiesthataffectedchange?• Whatevidenceistherethattheprojectinfluencedthepracticeofotheragencies?

ThebulkoftheevaluationtookplacebetweenSeptemberandNovember2015andwasmadeupofin-depthinterviewswithkeystaffbothinternalandexternaltoThamesReach.Thereweretwofocusgroupsofservicesusers(15participantsintotal).Thesefocusgroupswereselectedonthebasisoftwoseparatecharacteristics(i):thoseactuallyengagedandsupportedintoemploymentbytheBreakthroughProject,and(ii)thoseactivelyinvolvedinpursuingworkwiththeBreakthroughProject’ssupport.Therewasalsoafurtherreviewofthedataoutputsproducedbytheproject.Additionally,feedbackwassoughtfromstaffmembersontrainingcoursesduringthereviewperiod.

Section 3 – Key Findings

3.1 Feedback from service usersThefeedbackfromtheserviceusersviathefocusgroupswaspositiveintermsoftheirexperi-

encesoftheservice.Usersfeltthattheservicewasabletoprovidethemwithaccesstoappropriateresources,support,skillsandknowledgeandrelevantvoluntaryexperience.

3.1.1 Access to resourcesThiswascitedasamajorbarrierorobstacletoprogressiontowardsemployment,bothfromthepoint

ofviewofserviceusersnotfeelingconfidentinusingIT,andalsonothavingup-to-dateequipment.Thishasbeenhighlightedbymanyotherresearchprojects.“Where digital exclusion does exist, it is not due to itinerant and chaotic lifestyles but to problems of access, confidence and digital literacy.”4Nothavingthisequipmentornotknowinghowtouseitexacerbatesexclusionandleadstopeople

feelingasiftheyhavelosttouchwiththejobmarket.BeingabletodedicatetimeforitsserviceuserstousetheITequipment,coupledwiththeabilitytosupportpeoplewhentheyneedit,isagreatstrengthoftheprojectandofgreatvaluetotheserviceusers.“The ability to have use of the computers in the IT room has been fantastic, I don’t have an up-to-date system at home, and I can also tell prospective employers that my IT skills are up-to-date. It is so easy to lose touch with all the changes.”“Provided access to job search… now I am getting interviews.”“I found being able to use the computers in the IT room to be invaluable. Staff were always on hand to help you if you got stuck. It has made me more confident with IT. ... showed me how to use Job Search which has meant I have up-to-date access to jobs that I may want to apply for.... I did not know this existed.”“Able to access updates regarding work.”

3.1.2 Access to supportTimeandagaintheserviceuserscommentedonhowwellsupportedtheyhadbeenbythestaffof

theBreakthroughProject,usingdescriptionssuchas‘kind, approachable, and knowledgeable’.ThosewhohadbeensuccessfulinobtainingpaidemploymentalmostuniversallycitethesupporttheygotfromtheBreakthroughProjectasplayinganessentialroleinsupportingthemtodothis.TheyfeltthatstaffcaredaboutthemandwereproactiveinmakingsuretheywereOK.Whentheyhadtriedtoaccessthissupportelsewheretheyweremadetofeelasthoughthiswasaproblemorthattheywerebeinganuisance.Theyfeltthejobstheywereencouragedtosearchforwereonestheycouldenjoy,orwereinterestedin.Theyalsosawtheimportanceofskillstheyobtainedinformally(eginthereadinggroupsetuptohelpimprovepeople’sliteracy),whichwerehelpfulinsupportingthemintheirprogressiontowardsemployment.Serviceusersalsotoldusthattimelyinterventionswerehelpful,forexamplewhenstaffnoticedthatsomeonewasstrugglingandthenofferedfeedbackoradvicetostopminorissuesfrombecomingmajor.Theopportunitytogetsupportandguidancewithpaperwork,par-ticularlyaroundbenefits,washighlightedasamajorsourceofsupport.Anumberofparticipantsnotedthattheirconcernsaboutmakingamistakeledthemtofeelingstressed,ornotwantingtocompletetheform.Beingabletodiscussthiswithsomeone‘whoknewwhattheyweredoing’wasinvaluable.“As a volunteer you get support from staff; I took part in an appraisal, so I got feedback on my per-formance, which helped me see where I needed to improve but also where I was getting it right, with some really helpful suggestions about how I could improve, all of which contributed massively to my personal development.”“They helped me correct my CV… I am getting interviews now.”“I was supported to develop my CV; I got feedback on how to make it have a greater impact… also I

was provided with supportive letters.”“Someone is always here to listen to you, whether this is to support you with a small problem or just someone to talk to.”“They really listen to you, ask you about your general interests and are then able to make these connect to future work.”“Access to IT services and help with filling in forms; I just don’t understand some of the forms and then I get scared that I might make a mistake. Someone helping me with this made me feel so much less stressed and worried.”“Staff are very kind, always an encouraging word.”“They notice when you are struggling and always have time to chat, and sometimes that’s all you need, a quick chat.”“They seem to understand what you are going through and are always available… find the time for you.”“I don’t know how I would have managed without the service.”“Here they are friendly; at the job centre they see you as a problem that they want to make go away – here you get the right help at the right time and you don’t feel as though you are a problem or burden to anyone.”“Always have time and help for you; helping me update my skills on my CV.”“Staff are very approachable and friendly; nothing seems like too much trouble - at the job centre no-one has any time for you… you feel rushed and pressurised.”

3.1.3 Access to skills and/or knowledge, improving confidence and self esteemManyoftheparticipantsdiscussedtheirfrustrationatwantingtoapplyforjobsbutnothavingthe

confidenceortherequiredskillsandknowledgetodoso.Theyfeltthatparticipatinginsomeofthetrainingcourseshadhelpedthemdevelopconfidenceandskillsorobtaintheknowledgetheyneeded.Anumberfeltthatbeingtrainedtoofferpeersupporthadhelpedthemincreasetheirconfidenceandskillssotheyfeltabletocompeteinthejobmarket.“Able to gain experience of project management…”“Suggested the right approach to take, looked at options; I have also had mock interviews which has been really helpful.”“Not just developing CV but also skills to add to CV.” “Being here uplifted my spirits.”“Clear about opportunities; always felt I would enjoy it but lacking confidence I could do it.”“Always had a good understanding of IT but not sure how I could help others understand it; now I feel able to do this… it’s a good feeling.”“I have got myself back into a position where I can return into the job market. I now have the confi-dence to deal with people and I have started to apply for jobs again thanks to the support I have got from Thames Reach. I am now getting interviews where I wasn’t before. I come here at weekends, and gained a great deal from the reading group… I’m getting a full array of transferable skills.”“Developed my skills to include job/life coach.”“Got a great deal out of Adult Learners Week, on a taster session for many different courses. I got to feel what is like to sign up for further learning. A little bit of everything.”“Doing the courses has meant that I have contact with other people; often those people who are unemployed have no contact with other people for days – it is very isolating, can increase the sense of loneliness.”“Being part of the reading group has helped build my confidence; people care what you think, your opinion matters. You can participate in any way you want – not forced to do anything and I learned about storytelling there. Also did some creative writing; didn’t think I would ever do anything like that. It was challenging but hugely enjoyable.”

3.1.4 Provide work experience through volunteering that they were able to use in their quest for future employmentTherewasfeedbackfromoneofthefocusgroupsthattheopportunitytodostructuredvolunteer

placementshadbeenacrucialfactorinobtainingpaidemployment.Theyobtainedskillsandconfi-dencethattheyhadforgottentheyhad,ordiscoverednewtalents,allofwhichlookedgoodontheirgrowingCVs.Theseplacementsactedasabridgeorsteppingstonebetweenunemploymentandpaidwork.“In my volunteer placement in reception I was able to gain an internal and external perspective of cus-tomer focus.”“Have practical work history to add to my CV now; most jobs want to have some knowledge or expe-rience, so I can say what I do now, puts me back into contention for jobs now as opposed to being knocked back before you even get to the start stage. It gets me an interview.”“Volunteering here helped build my self-confidence, deal with customers, and resolve problems with them.”“We are also able to feedback to Thames Reach via our volunteer representative; this is really good as I feel part of what goes on here. I feel included in it. I feel like my opinion matters and makes a dif-ference to the way the organisation works.”“I feel there is a clear pathway from volunteering into employment.”

3.2 Feedback from the wider organisationBill Tidnam, Thames Reach director of operations: “I believe we have reached a tipping point after spending much time identifying blocks to employment... We hope to spread this learning throughout the sector.”TheconsensusofopinionfromwithinThamesReachwasthattherehadbeenasignificantchangein

thewayinwhichworkandwork-typeactivitieswereseen.Thereappearstobeanincreasingrecog-nitionofitsimportanceinsustainingindependenceandleadingfulfilledlives.ThefocusoftheBreak-throughProjectduringitsfirsttwoyearsoffundinghadbeenonchangingculture.Ithadalsosoughttoprovideclearprogressionpathwaysbyofferingvariedandcreativeoptionsthatcouldbepersonalisedforparticipants.Thefirsttwoyearshasalsobeencharacterisedbythedevelopmentofsystemsandprocessesandensuringthattheseareunderstoodandadheredto.Thethirdyearoffundinghadbeenmuchmoreaboutreapingthebenefitsofculturechangeby

focusingongettingserviceusersintoemployment.Thechallengesaheadandlegacyoftheprojectwillbetoensurethatthisfocusisnotlost,particularlyformoreentrenchedserviceusers.Thismessageisconsistentlyreinforcedfromseniorandmiddlemanagersandbyraisingtheprofileofeventsandtrainingcoursesatteammeetingsandorganisationalcommunications.Thisensuresthattheapproachisembeddedinpracticeinalloftheservicesandthatthesemessagesarecommunicatedconsistentlyacrosstheentireorganisation.Thishasbeensupportedbyafocusonensuringrobustsystemsareinplacetorecordpathways,ensuringthatallstaffunderstandhowtocompletethemandtheimportanceofdoingso.Thethirdyearoffundinghasfocusedondevelopinggoodrelationshipswithemployers(notefig3in

Section4).Thekeyskillsforrelationshipmanagementhavebeendevelopedintheteam,ledandrein-forcedbythejobbrokerrole,aspecialistpostfocusingondevelopingdirect,productiverelationshipswithlocalemployers.Theoutcomeofthesegoodrelationshipswasthatemployersweremorelikelytotakerisks.Theabilitytorespondimmediatelywhereproblemshaddevelopedandprovidethesupportorguidanceneededtorectifyanyissueswascriticalforemployers.ThismeansthatemployersaremorelikelytoreturntoThamesReachtoseekfurthercandidates.Thejobbrokerrolehasplayedapivotalpartinthisandwasregardedasbeingverysuccessfulinachievingthis.IthashelpedThamesReachunderstandthejobmarket,howemployersthink,andanticipatewhattheirneedsmaybe.Alongsidethisemployerfocus,theprojectprovidedaccesstoITresourcesandsupport.Lackof

accesshasbeenidentifiedasamajorbarriertobeingabletoaccessemployment.ManyhomelessandvulnerablepeoplehavelittleornoconfidenceinIT.Theverysuccessfulopenaccesssessionshavegivenpeoplethechancetouseonlinejobsearches,theopportunitytoexplorethemarketandreceivesupportandguidancewithequipmentgenerally.Accesstoonlineresourcesalsogavetheopportunityforstafftodebunksomeofthemythsaround

benefitsandemployment.Utilising‘betteroff’calculationscoulddemonstratequicklythatpeoplewerenotbetteroffonbenefitsandthemeritsofemployment,evenonlowerwages.Throughouttheprocessofevaluationmuchemphasishadbeenplacedonthemanagementof

expectations.Concernwasexpressed(bothfromexternalsourcesandinternalBreakthroughstaff)thatstaffinhomelessnessorganisationscouldbeoverprotectiveofserviceusers.TheBreakthroughProjecthassoughttoreframethis,byhavingexpectationsofserviceusers,transformingthewaytheyseethemselves.Evidentlythistransformationcantakeplacequickly,alteringtheirvisionandnarrativeaccordingly.TwosuccessfuljobfairshelpedembedthenameandreputationofThamesReachintothelocal

community.ThesealsostartedtocementthereputationoftheEmploymentAcademyasahubforlocalpeople,theteamnotedabiggerpercentageof‘walkins’inthefinalyearoffundingaspeopletendedto‘dropin’toseekhelp.Itwasalsonotedthattheincreasingcontactwithlocalemployersraised

thelikelihoodofjobtake-up.Peopleappearedmorelikelytotakelower-payingorpart-timepositionslocallywheretheydidnotincurprohibitivetravelcostsorverystressfuljourneys.Externalcommentatorsnotedthattherewasincreasingrecognitionoftheimportanceofactivities

thatfocusedonemploymentasakeygoal.Theycitesomeresistanceamongstserviceusersandstaffbutthesewerefewerandbecomingincreasinglydifficulttosustain.Althoughitishardtopre-ciselyattributeThamesReach’sroleincontributingandinfluencingthischange,itisclearlyprovidingleadershipintermsofbeingabletodocumentandprovideaccuratedataregardingthesepathways.(Appendix1-recentdatafromHomelessEmployabilityNetwork(HEN)benchmarkinggroupdemon-stratesThamesReach’sabilitytoprovideaccurateup-to-datedataenablingacompletepicture.)

Section 4 - Output and Outcome Data

ThetypesofservicesprovidedbyThamesReachhavebeenevolvingovertheBreakthroughProjectperiod.Historically,ThamesReachwasworkingwithacohortofover2,000serviceuserswithmanylivingintheirownaccommodationreceivingtenancysupportservices.Currently,ThamesReachhasaround1,110casemanagedserviceusersandhighnumbersofthesearepeoplewithenduringneedsaroundmentalandphysicalhealth.IntandemwiththistherehasbeenagrowthinthenumberofbriefinterventionservicesthatarebeingprovidedtoindividualswhoarenotlivinginThamesReachaccom-modationorreceivinglong-termsupportfromThamesReach.

Thames Reach ETE Status Report of Case Managed Service Users (fig 1)ThamesReachmeasuresprogressofserviceusersontheirjourneytowardsemployment.

Year 1 Target Nos.

Target % Outcome % Outcome Nos.

Total Number in Work for the Year 289 15% 12% 231PercentageonandabovetheLondonLiv-ingWage(basedontotalnumberinworkforatleast12months)

188 65% 5% 12

Work Ready Cohort (service users from case managed and brief intervention groups)NumbersinCohortovertheYear 80 100% 62.5% 50NumbersinEmployment 64 80% 42% 21Sustainmentfor3months 64 80% 30% 15Sustainmentfor6months 56 70% 22% 11Sustainmentfor12months 44 55% 0 (notyet12

months)0TR Casework Managed Service UsersTarget2012-13 224 12% 8% 155Sustainmentfor3months 134 60% 90% 140Sustainmentfor6months 112 50% 71% 110Sustainmentfor12months 94 40% 54% 84Brief Intervention/Non-Case Managed Service UsersNumbersinEmployment 65 variabletotal variabletotal 76Sustainmentfor3months 39 60% 91% 69

Sustainmentfor6months 32 50% 78% 59Sustainmentfor12months 26 40% 59% 45

Year 2 Target Nos.

Target % Outcome % Outcome Nos.

Total Number in Work for the Year 224 21% 21% 229

PercentageonandabovetheLondonLiv-ingWage(basedontotalnumberinworkforatleast12months)

145 65% 30% 31

TR Casework Managed Service UsersTarget2013-14 189 17% 12.25% 138Sustainmentfor3months 123 65% 85.5% 118Sustainmentfor6months 103 55% 78% 108Sustainmentfor12months 85 45% 61.5% 85Brief Intervention/Non-Case Managed Service Users (includes Employment Academy)NumbersinEmployment 75 variabletotal variabletotal 91Sustainmentfor3months 49 65% 68% 62Sustainmentfor6months 41 55% 55% 50Sustainmentfor12months 34 45% 27.5% 25

Year 3 Target Nos.

Target % Outcome % Outcome Nos.

Total Number in Work for the Year 319 29% 27% 296PercentageonandabovetheLondonLiv-ingWage(basedontotalnumberinworkforatleast12months)

336 65% 29% 32

TR Casework Managed Service UsersTarget2014-15 275 25% 8% 85Sustainmentfor3months 304 65% 95% 81Sustainmentfor6months 257 55% 89% 76Sustainmentfor12months 210 45% 38% 33Brief Intervention/Non-Case Managed Service Users (includes Employment Academy)NumbersinEmployment 90 variabletotal variabletotal 211Sustainmentfor3months 58 65% 95% 201Sustainmentfor6months 49 55% 67% 141Sustainmentfor12months 40 45% 38% 83

Itcanbenotedfromtheabovetablethatthetotalnumberofserviceusersinemploymentisincreasingonayearonyearbasis.TheviewoftheEmploymentandResettlementteamisthatithasreachedatippingpointwithamajority,ifnotallstaff,prioritisingemploymentasavitalsteptowardssustainingindependentliving.Thefigureishigherthanthetargetforbriefinterventionservicesand

lowerthanthetargetforcaseworkmanagedserviceusers.Giventhefarhighernumbersofthoseincaseworkmanagedprojects,whowillpresentwithenduringneedsaroundmentalandphysicalhealth,aswellasothercomplexmultipleneeds,thisistobeexpected.ThecombinedfiguresshowThamesReachfallsbelowtargetinYear1,slightlyabovetargetforYear2andslightlybelowtargetinYear3.Theseareambitiousandaspirationaltargets,particularlygiventhechallengingnatureoftheemploymentmarketduringthelifetimeoftheproject.

Thames Reach Employment, Training and Education (ETE) Status Report of Case Managed Service Users (fig 2)ThetablebelowillustrateshowThamesReachmeasuresprogressofcaseworkmanagedservice

usersontheirjourneytowardsemployment.ThisisasnapshotbasedonsupportplansattheendofSeptember2015.

ThedataprovidesevidencefortheassertionfromBreakthroughProjectstaffoftheincreasingrecog-nitionoftheimportanceofinvolvementinETEactivity.ThereisasignificantincreaseinengagementofserviceusersaroundETEactivities.

ETE Status Sep 2012 Sep 2013 Sep 2014 Sep 2015CaseManagedServiceUsers

2135 % 1062 % 1126 % 780 %

Non-Engagement 1402 66% 759 71% 694 61.5% 187 48.6Outreach&Engagement 169 8% 46 4% 169 15% 38 24%SupportedLearning 98 5% 50 5% 49 4% 55 4.9%ExternalProject 115 5% 54 5% 54 5% 43 5.5%Volunteering 94 4% 39 4% 53 5% 39 5%ETE1-1/GroupWork 98 4% 48 5% 53 5% 55 7.1%WorkPlacement/Trial 10 1% 7 0.5% 2 0.3%Work-casemanagedserviceusers

149 7% 66 6% 47 4% 39 5%

Employer Engagement Outcomes (fig 3)Thisfigureprovidesevidenceofincreasingrelationshipswithemployersandthecorresponding

increaseinjobopportunitiesforserviceusers.Inbothnewemployercontactandnumbersofjobsthereisasignificantexceedingoftargets.

Sep 13 Sep 14 Sep 15Target Outcome Target Outcome Target Outcome

New Employer Contracts

10 3 15 10 15 49

Number of Work Placements

10 0 10 2 15 6

Number of Jobs 5 4 10 13 25 36

London Benchmarking and Good Practice Group (LBGP): Employment ThamesReachisaparticipatingmemberoftheLBGPgroup.Thepurposeofthegroupisto

benchmarkanddevelopgoodpracticeforhomelessnessorganisations,supportingserviceuserswithemploymentactivities.Appendix1illustratesfiguresforthelatestperiodcoveredbythisevaluation(thatis1April–30September2015).Severalsignificantthemesemergefromthisdata.Thefirstandmostobviousoneistheinvestment

ThamesReachhasmadeinitsdatacollectingsystemswhichhasenabledtheorganisationtoaccu-ratelycharttheemploymentprogressionofserviceusers.Itisabletosupplyaccurateandup-to-dateevidenceofitswork.ItisworthnotingthatonlytwooftheparticipatingorganisationswereabletopopulateallofthedatafieldsandThamesReachisoneofthose.Italsofurtherdemonstratesthatstaffareconfidentisusingthesedatarecordingsystemsandrecognisetheimportanceofdoingso.Thissupportstheopinionscitedabovein3.2ofa“significant change in the way in which work and work-type activities were seen” 5 andevidenceofthehopedfor‘tippingpoint’beingreached.ItalsodemonstratestheachievementThamesReachhasmadeinbeingabletoinfluenceandinformgoodpracticewithinthesector,andindeedbeyondsectorboundaries.AlloftheseachievementswerepartoftheoriginalobjectivesoftheOakFoundationfundinganddemonstrateamajorachievementinrespecttotheseobjectives.Thesebenchmarkedfigures(appendix1)reflectonlyhostelresidentsratherthanthelargeruser

groupofhomelessnessorganisations,butdoshowthatThamesReachserviceusersinthisgrouparemorelikelytoberecordedas‘long-termsick/disabled’(62%).ThisislikelytoreflecthighersupportneedsintheThamesReachclientgroup.

Section 5 - Case Studies

Case Study 1: VKa, Security OfficerFirstpresentedinAugust2014,hewasattemptingtoobtainworkinthesecurityindustry.Hedidnot

havetheappropriatebadge(SIA),whichheneededtoprogress.HecouldnotbereferredontothefreeSIAcourseashewasnotinreceiptofbenefits.TopurchaseSIAtrainingandabadgewasnotpossible,asitcostintheregionof£500,whichhecouldnotafford.Anassessmentofhisskillsidentifiedotheropportunitiessohecouldworkwhilesavingforhis

training.Hewashelpedtofindworkasaporter.Thiswasverysuccessfulandhewentontoworkforthreemonths.Hethenhadthemoneytopayforhistraining.Hislong-termambitionwastoworkincorporatesecurity;however,toachievethishefirsthadhavesixmonthsexperienceinthesector.TheBreakthroughProjectwasabletosupporthimtofindsecurityworkandthenoncompletionofsixmonthsthere,hewasreferredintohischosenfield.

Case Study 2: SAs, CookThisserviceuserpresentedwithmildtomoderatementalhealthissues.Shehadnotworkedforsix

yearswhich,hadasignificantnegativeimpactonhermentalhealth.Shehadtrainedasacookandtookgreatpleasureinmakingmealsforpeople.Shehadbeenapplyingforjobsbutdidnotgetinter-viewsorfeedbacktohelpherimprove.ShewasreferredtoanemployercontacttheBreakthroughProjecthadforatrialperiod.The

employerwasveryimpressedwithher,particularlywithhercommitmentandinitiative.Whentheemployerstartedtocuthoursandpay,shecamebacktotheBreakthroughProjectand

wassuccessfulinobtaininganotherpermanentpositiontocomplementtheexistingoneshealreadyhad.Sheisalsointerestedinsettingupherownbusinessatsomepoint,sotheprojectcontinuestosupportherwithinformationtoconsiderhowshemayapproachthis.

Case Study 3: ARh, Customer Service Hewasaninternalreferral,whohadbeenlong-termunemployed.Hewasreferredtoalocal

employerwhowaskeentosupportaninitiativeliketheBreakthroughProject.Theemployerwasimpressedbytheabilityoftheteamtoofferongoingsupportaswellastheirabilitytoidentifyandvetemployeestoensureanappropriatematch.ARhwassupportedbyathoroughbriefingofthejobdescriptionandbypreparinghimwithinterview

techniquesdevelopedinmocksessions.HebecameconfidentinhisapproachandwassuccessfulalongsidefourotherBreakthroughProjectcandidates.Hehassincebeenpromotedandisbeingcon-sideredforatraineemanager’spost.

References

1. Thames Reach user survey 20142. Ibid3. The Potential For Empowering Homeless People Through Digital Technology – Lemos & Crane” 20134 Ibid5 Quote from Employment and Resettlement team manager

*The following Thames Reach staff members were interviewed either face to face or via the telephone• Michael Hegarty – senior practitioner, Employment and Resettlement team • Bill Tidnam – director • Zoe Pye – lead manager, Employment and Resettlement team• Catherine Parsons – operational support manager • Wonde Mosie – assistant support worker, Employment and Resettlement team• Muhit Rahman – job broker, Employment and Resettlement team• Peter Krakowiak – lead manager Lewisham services Two external organisations were identified as being involved in similar fields of work:• Kyla Kirkpatrick, St Mungo’s• Jaana Watt, CrisisAdditionally, feedback was sought from an external private sector employer Be Onsite. This is a construction employer that has already employed seven service users to date, based in Southwark. • Duane Ramsay, Be Onsite

Organisation1 Organisation2 Organisation3 Organisation4 Organisation5 Organisation6 ThamesReach No. % No. % No. % No. % No. % No. % No. %

1 Economic status on arrival – CORE Fulltimework>24hrs/wk 42 5% 6 1% 13 2% 7 2% 40 1% 25 1% 5 1%

Parttimework<24hrs/wk 53 6% 11 2% 45 5% 9 2% 46 1% 44 2% 4 1%

Jobseeker 346 38% 166 33% 188 23% 99 26% 1,321 36% 574 22% 58 14%

Notseekingwork 92 10% 79 16% 205 25% 113 29% 587 16% 282 11% 53 13%

Fulltimestudent 279 31% 27 5% 13 2% 1 0% 138 1% 46 2% 1 0%

Govttraining/NewDeal 13 1% 2 0% 4 0% 0 0% 30 1% 3 0% 1 0%

Long–termsick/disabled 38 4% 187 37% 252 31% 79 21% 1148 32% 1,296 51% 256 62%

Otheradult 27 3% 11 2% 50 6% 3 1% 82 2% 208 8% 9 2%

Childunder16 1 0% 0 0% 0 0% 0 0% 0 0% 2 0% 1 0%

Retired 0 0% 14 3% 3 0% 7 2% 37 1% 73 3% 23 6%

Refused 13 1% 3 1% 47 6% 67 17% 191 5% 0 0% 0 0%

TOTAL 904 100% 506 100% 820 100% 385 100% 3,618 100% 2,553 100% 411 100%

2 Snapshot of people in paid work on 19 Oct 2015

Fulltime 22 4% Nodata – 7 1% 7 2% 18 1% 5 0% 3 1%

Parttime 60 10% Nodata – 15 3% 16 5% 22 1% 4 0% 11 3%

Notinwork 508 86% Nodata – 475 96% 277 93% 1,675 98% 1,871 100% 397 97%

TOTAL 590 100% Nodata – 497 100% 300 100% 1,715 100% 1,880 100% 411 100%

3 Gained employment in period

Peoplestartedwork 71 8% Nodata – Nodata – 8 2% Nodata – 12 0% 6 1%

Peoplenotstartingwork 833 92% Nodata – Nodata – 377 98% Nodata – 2,541 100% 551 99%

TOTAL 904 100% Nodata – Nodata – 385 100% Nodata – 2,553 100% 557 100%

4 Obtained paid work during stay – Outcomes Form

Peopleneedingsupportwithobtainingwork 108 28% Nodata – 61 22% 26 31% 339 34% Nodata – 21 24%

Nowinpaidwork(%ofpeoplewithneed) 48 44% Nodata – 25 41% 14 54% 213 63% Nodata – 3 14%

Participatedinworkduringstay(%withneed) 63 58% Nodata – 28 46% 18 69% 227 67% Nodata – 3 14%

5 In work on departure

Peopleinworkondeparture 44 11% Nodata – 25 9% 14 17% 213 59% 7 1% 3 4%

Peoplenotinworkondeparture 374 89% Nodata – 258 91% 69 83% 126 35% 854 99% 81 96%

TOTAL 418 100% Nodata – 283 100% 83 100% 359 94% 861 100% 84 100%

NB:Theexerciseinvolvedtenorganisationsbutonlythesevenshownabovehadsuffcientdatatosupportcomparison.

Generalnotes

*toincludepeopleinhostelsandsupportedhousingonly(notfloatingsupport)

*periodisfor1April-30Sept2015unlessotherwisestated

*figuresshouldexcludevoluntary/unpaidworkandworkexperience

*%stonearestwholenumber(ienodecimalpoint)

AppendixLondon Benchmarking and Good Practice Group: Employment