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Evaluation Methodology

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Evaluation Methodology Interviews with participants Interviews with St Mungo s staff Analysis of Management Information – PowerPoint PPT presentation

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Title: Evaluation Methodology


1
Evaluation Methodology
  • Interviews with participants
  • Interviews with St Mungos staff
  • Analysis of Management Information

2
Key outcomes from SHEP
  • Number of clients on SHEP training programmes was
    134 of target (117 compared to 87)
  • Number of clients achieving OCN qualifications
    was 168 of original target (62 compared to 37)
  • Number of clients moving into work was 210 of
    original target (21 compared to 10)
  • Soft outcomes confidence, motivation,
    self-esteem

3
Key findings from SHEP
  • Effective to provide health and employment
    support simultaneously.
  • SHEP may have positively affected local community
    engaged with community centre, church and
    police.
  • Referrals worked well because made quickly,
    roll-on, roll-off provision, good communication
    between staff.
  • Location of training in hostels was key success
    spread through word of mouth.

4
Key findings from SHEP
  • Vocational skills helped participants find
    employment.
  • Holistic and person-centred approach key
    dealing with all the issues.
  • Trainers understood service users could build
    strong relationships.
  • Challenging people worked after initial
    engagement.
  • Providing incentives and rewarding achievement
    e.g. presentations when qualifications gained.

5
ReVive outcomes
  • Eight contracts won when evaluation conducted
  • Job outcome rate three times higher than for
    programme as a whole
  • Other outcomes
  • Confidence and self-esteem
  • Gained skills and work experience together
  • Job interview experience - all clients are
    interviewed before joining
  • Stepping stone to open labour market
  • Revenue from social enterprise should pay for
    running costs and painting and decorating within
    a few years

6
Strengths of ReVive
  • Payments in vouchers worked.
  • Using internal market strengthens social
    enterprise and gives experience for then
    competing in external market.
  • Links with employers have helped participants
    gain jobs.

7
Conclusions
  • Other research has suggested that there may be
    problems using social enterprises to support
    homeless people
  • Less appropriate for those furthest from the
    labour market
  • Tension between economic and social objectives
  • SHEP overcomes this tension because it is a
    hybrid model
  • Training programmes are available to everyone,
    and help those furthest away.
  • Work-ready can be transferred across to social
    enterprise
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