Work, skills and health

By CCVS CEO, Mark Freeman, February 2024

A short blog to update those organisations that have an interest in skills, learning and employment support. This is based on CCVS attendance at various meetings and the publication of a new Cambridgeshire and Peterborough Work Health and Wellbeing Strategy.

Support Cambs were invited to be a part of the Work Health and Wellbeing Strategy Group and CCVS took up the opportunity as it relates to the work of the GET (Guidance, Employment and Training) network. This invite came at the end of the work to develop the strategy so we had less input than we would have liked. It was also at the same time that a bid was being developed for government funding that would help those with long term health conditions maintain or get into work. Again, we came to this late and it would have been better if we had been involved from the start. The fact that we are engaged is a positive, if the bid is successful then I can see the VCS being able to find some funding. I also believe that there is a real desire from the authors and principal partners to include the VCS moving forward.

Why is a strategy needed?

There is a growing evidence base that more people are not working because of health reasons since the pandemic ended. Unsurprisingly government wants to see these people getting back into work, paying taxes and not being on benefits. That said there are also lots of reasons why it is good for individuals to be able to take on appropriate work, not least the fact it can benefit their overall wellbeing as well as most likely making them better off.

The strategy states:

“The majority of people spend the greatest proportion of their lives as part of the working age population. There is solid evidence that jobs and the workplace environment are key influencers on health and wellbeing outcomes.

There is also a strong economic case for Work and Health action, nationally combined costs from worklessness and sickness absence amount to around £100 billion annually.  In the UK, 131 million working days are lost to sickness absence every year.  34.3 million days are lost to minor illness, 28.2 million days lost to Musculoskeletal problems and 14.2 million days lost to stress, depression, and anxiety.

Enabling people with health issues to obtain or retain work, and be productive within the workplace, is therefore a crucial part of the economic success and wellbeing of every community and industry.”

It is worth looking at the executive summary of the strategy and we have uploaded this onto the GET network website. (this will download a pdf).

 This states that:

“The Work, Health and Wellbeing strategy has a vision that aims to ensure that the system through working together will enable:

“A healthy workforce that supports a local healthy economy, that there is good work for everyone, and that disability or poor health is not a barrier to being in work.”

The Strategy has two core and one cross cutting strategic ambition.

●             To ensure that there is robust support in place for people with a disability or health condition who are not working to help them back into employment. This will include addressing their health, social care and skills needs as part of increasing the overall support for getting them back to work.

●             To ensure that people have “good” work. That there is secure employment, with good wages, fair terms and conditions and working environments that support good health and enable those with a long-term health condition or disability to remain in work.

●             To ensure that the multiple needs of working age people who have a disability or long-term health condition to enter and remain in work are met though increased engagement and integration of services across the system and a commitment to employers and employees being engaged in shaping the Strategy and its delivery.”

In their words

“The Strategy will support delivery of a range of outcomes that will contribute to the overall health of the Cambridgeshire and Peterborough population. The ambition is for more people across Cambridgeshire and Peterborough remain fit and healthy throughout their working lives, a reduction in health inequalities and a vibrant growing economy.”

What about the funding bid?

The Cambridgeshire and Peterborough area had been a pilot to start to look at this and it had been proposed to set up ‘Healthy Work Hubs’ (my name) in three parts of the county, Peterborough, Wisbech and Cambridge City and surrounding area. This work is progressing. On the back of the strategy and this work an application has been made to government for funding to build on this work. This will see significant amounts of funding over a number of years that will support getting people back into work. We are waiting information as to the success, but it is likely the pot will be oversubscribed.

So, what about the VCS?

As I said we have come to the discussions late. We commented on both the strategy and on the bid and whist our comments were noted and did make for minor changes we did not get involvement early enough for this to look anything like a co-produced way forward may have looked.

We have had confirmation that the work that the VCS does around support for those looking to get employed, and the importance that volunteering can play in the journey back to work is understood. I think that there will be a genuine desire to work with and possibly fund the sector moving forward, I also believe that now we have a seat at the table we will be able to influence future plans and possible funding bids.

The strategy authors have already attended a GET network meeting to let people know what was happening and where their thinking was. You can see the slides here (this will download a pdf) and watch the video of the presentation here.

Want to stay informed?

If you wish to stay informed on this topic (or any aspect of work, funding and policy around skills and employment) then you should join the GET network. The current form of the network is evolving following the transfer to CCVS but to find out more then check out the GET network website.

We will invite statutory partners to come back to the GET meetings with updates on funding or the strategy and the GET contact list will be informed of any opportunities that arise. We will also look at how this work fits in with other strategies, funding pots and initiatives coming from all local and national partners.

Community Safety Partnerships Review and Anti-Social Behaviour Powers

Introduction

The Government is consulting on the relationship between Community Safety Partnerships (CSPs) and Police and Crime Commissioners (PCCs) and the role of CSPs and PCCs in tackling anti-social behaviour (ASB). The consultation also considers amendments to existing ASB powers.

The consultation ends on 22 May 2023 and the full consultation document is available at CSP review and antisocial behaviour powers consultation (publishing.service.gov.uk)

CSPs were introduced under the Crime and Disorder Act 1998 and bring together local partners to formulate and deliver strategies within their communities to tackle crime and disorder. As multi-agency partnerships, CSPs are an essential mechanism operating in local areas address the range of underlying causes or drivers of crime and ASB. CCVS is a member of both the Cambridge City and South Cambridgeshire DC CSPs. We play different roles at each but attend to represent the voluntary sector and to look at how communities and the groups working in them can play a bigger role.

In 2022, the Government published the findings from Part Two of its review of the Police and Crime Commissioners (PCCs). The review recommended that the Home Office undertake a full review of CSPs across England and Wales to improve their transparency, accountability, and effectiveness.

This consultation is part of that review called the Community Safety Partnerships and Anti-Social Powers Review May 2023 see here for more info https://www.gov.uk/government/consultations/community-safety-partnerships-review-and-antisocial-behaviour-powers

What is being consulted on?

Summarising the review the Government are consulting on:

Making Community Safety Partnerships more accountable to the Police and Crime Commissioners Officer by:

• Creating a legal duty for CSPs to report their local ASB strategy to PCC,
• PCCs being able to direct local ASB strategies and request ASB data,
• Giving PCCs authority to review activity of CSPs and make recommendations to CSPs
• CSPs having to outline how they are delivering PCCs Police and Crime Plan
• CSPs to send strategic assessments to PCCs (already in place in Cambridge)
• Increasing the role of the PCC in the Community Trigger/ASB review process
• PCCs demonstrating how they have regards to priorities of agencies that make up the CSP
• CSPs publishing their strategic assessment (already in place Cambridge)

Changing ASB Powers by:

• Expanding dispersal powers to local authorities
• Expanding of Drug Testing on Arrest (DToA) to enable police to drug test people in public
• Enabling Police to have the power to initiate Public Spaces Protection Orders (PSPOs)
• Reducing the age at which someone can be issued a Community Protection Notice (CPN) (currently 16, proposal to make it as low as 10 years old)
• Extending window to issue Closure Orders to 72 hrs after Notice has been issued (current time frame is 48 hrs)
• Enabling Registered Housing Providers to issue Closure Orders
• Adding power of arrest to all civil injunctions (currently only in place where violence or significant risk of harm is a factor)
• Expanding of Community Safety Accreditation Scheme to include powers within the ASB, Crime and Policing Act (pg 23 of consultation) and Community safety accreditation scheme powers – GOV.UK (www.gov.uk)

How to respond

Responses can be submitted online through the GOV.UK website at https://www.gov.uk/government/consultations/community-safety-partnerships-review-and-antisocial-behaviour-powers

Respondents who wish to provide a written response rather than complete the online version can email their response by 22/05/23 to: CSPReview@homeoffice.gov.uk.

What are our thoughts?

CCVS have responded to the review through the Cambridge CSP who are collating members responses. To summarise our response we believe that the changes will not have any positive impact and will in fact make things worse. Some of our reasons for this are:

• We have seen in practice and through much of our recent research that relationships, trust and understanding is what matter when addressing complex problems. This was highlighted by the pandemic and is continuing to be highlighted by the ongoing cost of living crisis. Where the VCS and statutory partners have equal and respectful partnerships then impact is magnified. As such we think that rather than mandating that PCCs take some control of the work of the CSP we think that there needs to be guidance to promote positive partnerships and the development of relationships based on trust.
• We think that the changes would put strains on the relationships and that they would blur the lines between the political role of the PCC and the non political role of the CSP.
• The changes to the age at which a Community Protection Notice (CPN) can be issued from 16 to 10 will start to criminalise children. What is needed is positive action to help individuals to change behaviours not simply punishment for behaviours. This is especially true given the experience of many young people during the pandemic.
• The changes to the powers of arrest for non violent civil injunctions will just add to the burden on the court and prison system. What is needed is positive action from communities with the help of CSP partners to address issues and look at how issues can be avoided.
• The changes to the way that closure orders work may well have positive impact but these need to be managed and reported so that the CSP and others can monitor how they are being used and where.
• The changes to allow drug testing outside of a police station leave the system open to abuse and are likely to negatively impact those that are already likely to be discriminated against by the police. The justification for this change is weak and it could lead to significant issues for some communities.
• There is a danger that the changes to allow local authorities to have additional enforcement powers will impact on their ability to work with communities to bring about positive change as relationships will be altered. If there are closer working between CSP partners which include the police and local authorities then the relationships should be there to enable them to find the solutions together, and for the police to continue to be responsible for the issuing of notices.

Conclusions

There are real dangers that the proposed changes will in fact make things worse rather then better when it comes to how a more community focused and partnership approach can address issues of ASB. The necessary powers are there, it is about how they are used and most importantly how everyone works together to solve issues and better still to prevent them from happening.

Zoom in on zoom session – Volunteering for All

By Ellie Lee, Volunteering Development Worker and Amy, CCVS Volunteer. November 2021

Recently, we, (Amy and Ellie) organised the first online session dedicated to supporting people with disabilities to find out about volunteering.

In preparation we produced some stylish slides to help us remember what we wanted to say and to remind us to introduce ourselves. (It would not have been the first time I, Ellie, failed to introduce myself and just started to talk! 😊)

During the session we explained our roles, Ellie’s as the Volunteering Development worker at CCVS and Amy’s as an incredible CCVS volunteer who has been with the project since it was born. Ellie talked about how she supports clients, inviting them to a 1:1 interview, to help them untangle doubts about volunteering and encourage them to explore different opportunities.

Amy did a great job of explaining how important volunteering is to her and talked about all the roles she is currently undertaking. She volunteers in an EACH (East Anglia Children’s Hospice) charity shop in Cambridge, she assists at two Tai Chi classes, she helps organise the Funky Club (a night club for people with disabilities), and of course, she is a valuable CCVS volunteer and helps Ellie organise events such as the volunteer Walk and Talk and online sessions. Amy also produces articles and media content. Keep an eye out for Amy’s future blogs for more details of her volunteer roles.

We met some very enthusiastic people at our first online session, some of whom are already volunteering, and some who want to begin to get involved with local community projects.

There are many different options for volunteering and attendees shared experiences, and inspiring reasons for getting involved. We discussed the many benefits of volunteering, how rewarding it can be, and how it can improve confidence and skills. People often think that very specific and professional skills are required, but we also discussed how everyone has skills to offer, even though they may not be aware of them. Lived experience, empathy and enthusiasm make a good foundation.

We encouraged everyone to think about how to start their volunteer journey and had a conversation about breaking it down into manageable steps. By the end of the session, we were able to point one participant in the direction of one of our lovely local charities, and by the end of the day a meeting had already been arranged.

We’d like to thank everyone who joined us and for their enthusiasm and interaction.

We were both very happy with the first trial session, and we are looking forward to many more!

Do get in touch if you would like to join us in future.

Ellie and Amy

Time to give back, by Nicki Glen. Trustees’ Week 2021.

I have lived in Cambridgeshire for over 30 years and work with local, UK and international companies which have the health and welfare of people and animals as their core principles. Before becoming a charity trustee, I volunteered on an ad hoc basis for like-minded groups. Taking on a trustee role formalised the support I gave to various charities and showed me that I wanted to contribute on a more solid basis, using my career skills to benefit others.

It was time to give back: I wanted to be involved in a local charity. The Cambridge Council for Voluntary Service (CCVS) offered the perfect opportunity to do this, educating and supporting small and evolving charities in the area.

I am also a trustee for StreetVet. The charity’s team take their experience out to people living on the streets,  delivering veterinary care and support to them and to their pets, thus benefiting their combined well-being.

Becoming a trustee is a relevantly straightforward process so long as one realises the responsibilities this entails. It is important to engage fully in the charities’ activities and to understand the importance of decision-making and support for the team running the day-to-day work.

As a trustee for CCVS, I have gained greater insights as to the support needed in my locality and how I could use my skills in strategy, decision making and communications to support the CCVS team. I really enjoy the engagement I have with them. During the pandemic, the role of trustee presented no problems as the meetings are virtual  and we have continued as before. However, it is lovely to meet face to face as this brings a different dimension to our meetings.

CCVS are very successful in delivering education and support to other charities and members. We have made significant changes in the way we deliver this support. This has proved invaluable during the pandemic..

If you are considering becoming a trustee, it is important to think about the time commitment, responsibilities and legal implications involved. Overall, it is a very fulfilling volunteer role.

The importance of having an inclusive and representative board of Trustees, by Ellie Lee. Trustees’ Week 2021.

Something I have learned working with people with additional needs, mental and physical health issues, and those who are facing isolation and hardship, is that they are the real experts of their condition. They are resourceful and use everyday creativity and innovation to manage and overcome their difficulties.

They might not be aware of their potential and finding the right support often means they are finally able to explore possibilities they could not see before. Once they see that, they are capable of really making a change, for themselves and for others too, involving people with similar experiences on their journey.

We charity workers, are people who have dedicated our professional lives in helping others, giving them the support, but also the choice and the trust that they need most. We believe in their abilities to rise above challenges, because otherwise we would not do what we do.

Every day I see the impact of hard work with clients. I see them embracing a journey which improves the quality of their lives, fights isolation and loneliness, improves skills. I feel proud. Having somebody fighting their corner, the battle is not as bad with an ally. I also see that one of the fruits of that work is for clients to want to give back in a way they received help. They want to volunteer, to be an active part of the community they belong to. They want to use the strength that you helped them to build, to help others. And I personally believe that we should encourage them to take that path as far as they can, because they can really make a difference.

Many groups already understand how having people with lived experience of the issues their clients face, on the board of the trustees, is an incredibly positive asset for the organisation. They can deeply understand the needs of the people the charity wants to help, assessing how things are done from their perspective, but also appreciating the work that everyone is doing behind the scenes. Most importantly, they can bring a creative, innovative, problem solving attitude that is a powerful features for a trustee. They will be the advocates, the champions and the example to look at for your service users.

Undertaking such a role can be incredibly rewarding, but also challenging. The board of trustees and staff should value and recognise the unique knowledge that comes with lived experience. This, although different from professional knowhow other board members might have, is just as important. It will be a sustainable and efficient way to make sure the group is achieving the best possible results, with a board of trustees that really can represent the heart and soul of the group.

This week is Trustees week and now more than ever I would like to thank all those who are giving their time and sharing the knowledge and skills of their lived experience in Trustee roles in our groups. I would like to encourage those who have not yet recruited trustees who can really empathise with their clients, to consider the option.

Happy trustees week everyone!