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SOCIAL INCLUSION NOTE
Introduction
The ultimate aim is the integration of various disadvantaged groups. In addition to information and awareness Measures and vocational training tailored to their specific needs, provision is made for the process of social re-habilitation.
Past Activity/ Current State of Affairs
In developing these measures and accompanying text the Plan Team examined the results of the previous programme with regard to tackling the problems of social exclusion. From there it looked at ways of how the reform of the Structural Funds could build on previous successes.
One particular course of action is to create locally based approaches especially in remote rural areas, that are combined with job creation initiatives. Throughout the life of the plan there must be sincere efforts to promote mainstreaming. If not targeted groups will find themselves moving from one initiative to the next without ever being offered a route back to work.
The New Plan, 2000- 2006
The new Plan aims to develop individual particiaption by encouraging the breakdown of barriers such as poor public transport and the lack of affordable childcare. There is also a strong emphasis on enhancing community infrasstructure by means of developing community organisations and improved community ownership and control. All actions must demonstrate the encouragement of inclusion and the mainstreaming of equality programmes.
In addition, the Plan seeks to involve local businesses in playing their part in combatting social exclusion.
4. Two project examples in the LEDIS format.
Origin and Development
The Ormlie Housing Estate was built in the 1970s on the periphery of Thurso. Consisting of mainly family-sized houses, the Estate suffers from poor design, an absence of community facilities, poor transport connections, dangerous play areas and a bleak and neglected environment. It is characterised by high unemployment, a large percentage of low income and single parent families and is associated with the worst 10% of enumeration districts for deprivation, as defined by the Scottish Executive.
In December 1997 residents of the Estate formed the Ormlie Community Association in response to growing concern about the historic neglect of the estate and increasing trends of social exclusion. A partnership was formed with key agencies to address the specific needs of Ormlie. Community Survey and Planning for Real exercises led to the commissioning of a Community Plan, in 1998.
Aims and Objectives
The Community Plan identified the need for a full-time community-based project team to deliver a programme of social, economic and environmental improvements. It was agreed to employ a full-time regeneration co-ordinator and a part-time assistant to work on a 5-point regeneration plan.
Activities
The regeneration plan will focus on the following:
Structure
Underpinning the regeneration plan will be a bottom-up approach to community development, stimulating greater awareness among residents of opportunities for self-improvement and raising confidence in their own abilities.
Working with the Social Inclusion Partnership, the team will seek to develop integrated and more responsive-led estate management.
Finance
In October 1999, Caithness and Sutherland Enterprise, on behalf of the Ormlie Community Association, received a European Regional Development Fund award of £31,251 towards the Ormlie community regeneration project. This was approximately 37% of the total costs which were matched by the local enterprise company, CASE, The Highland Council and the Community Association. A further £25,000 was received from the Highland Wellbeing Alliance towards the Social Inclusion Partnership.
Performance / Future
It is too early to say how successful the project is but with the close involvement of several key agencies it is anticipated that the project will be well implemented and will achieve the set targets.
This project was developed by the Training, Advice and Guidance Unit (TAG) of the Mental Health Division, Highland Communities NHS Trust.
The aims of the project are to support long-term unemployed who have been excluded from the workforce due to mental health problems, and who as a result, face additional difficulties in attempting to re-enter the workforce.
The project has been successful in supporting this disadvantaged group by addressing practical issues related to returning to work. These include barriers created by lack of guidance, remote communities, a dispersed population, long travelling distances and lack of accessible training facilities. Attitudinal barriers to those recovering from mental illness must also be overcome.
TAG works by customising its service to suite both individual beneficiaries, and local labour market needs. By identifying local vocational training requirements, it can provide real opportunities for trainees to acquire competence-based skills leading to nationally recognised qualifications.
As well as creating valuable contribution to the Highland Workforce, the TAG approach is instrumental in rebuilding the confidence, self-esteem and capabilities of people who have previously experience difficulties.
In seeking work following mental illness, an essential feature of this approach is the focus on each individual, and the development of a realistic training plan allied to both the capabilities of the individual and the needs of the local labour market.
By using both experienced guidance staff for personal development, and tutors offering work-based training, TAG clients stand a much greater chance of gaining employment through acquired skills and enhanced personal development.
This is a partnership project involving 9 funding bodies covering the whole of the Highland Region.
The project provides vocational training, guidance and support into employment for 180 trainees throughout the Highland Region. The total project costs are £480,000 with an ESF contribution of £240,000. Results to date have been very impressive with a high percentage of trainees progressing either to employment/further education/training, self employment and supported employment.
The future aim of the project within the new Objective One Programme is building on the successes to date.
GRAHAM YOUNG
Programme Manager (ESF)
Highlands & Islands Partnership Programme
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