Coordination & Integration of Institutions Pathways to Work – Ireland Barry Kennedy.
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Transcript of Coordination & Integration of Institutions Pathways to Work – Ireland Barry Kennedy.
Context:
• Worst economic crisis in the history of the State• Highest ever level of Unemployment• Increasing Long-term Unemployment • Extremely tight Budgetary conditions• Severe cuts in salaries in public service• Sharp rise in work levels
2012
• Total expenditure was €20,774 million
– 40.6% of gross current government expenditure
– or 12.7% of Gross Domestic Product
• Over 1.4 million people in receipt of a weekly payment, - 2.2 million beneficiaries;
• Pensions
• Illness payments
• Carer’s Allowance
• Child Benefit payment,
• Family Income Supplement
• Working Age Income Supports
• Working Age Employment Supports
5
CommencePayment
Advise CWS
Refer to PES
Cease payment of BASI
Apply for rent supplements etc.
Refer toTraining
Community EmploymentExternal job.
Jobs club
Make Community
Employment/Training
paymentsAdvise DSP
Take-off payment
Cease payment at scheme end
Advise DSP
Re-start paymentTake details Make appt.
Refer to CWS
Take details
CommencePayment of
BASI
Take detailsMake
appointment
3 sets of interfaces X 3 sets of records X 3 sets of payments X 50+ options =complexity, duplication, frustration and sub-optimal outcomes for customers
State provision for people who became unemployed was fragmented, complex and ineffective…
Benefits Agency and PES
• National Employment Action Plan - NEAP– Selection for intervention based on unemployment
duration – 3 months.– Separate IT systems– Weekly data transfer
• Need for enhanced control measures - Benefits Agency (Disallowances leading to SWA)
• Little or no “Control” agenda in PES• Research into NEAP effect – 17% less likely to exit
Government Decisions
• 2006 Community Welfare (CWS) to merge• December 2009 FÁS to split and merge
– DSP 5,000 staff approximately– CWS – 1,000 + to transfer - 1 October 2011– FÁS (2,000) – 700 + to transfer – 1 January 2012
• New organisation - 6,400 staff approximately
8
Functional Experts
InvestigationEmployment
GuidanceSpecial Needs
Integ
rated V
iew o
f Cu
stom
er
Case Management
Functional experts brought in as
necessaryClient provided with appropriate income,
employment and personal development
supports
ClientAccesses Services
Client is registered for
service. Profile data captured
Staffassess needs.
Helps client to develop/monitor
personal progression plan.
ImmediateNeeds
Referral toPersonal Development
Job Placement
Outcomes
Mul
tiple
Acc
ess
Cha
nnel
s
Access
The 2011 – The new service model – The Vision
Key Priorities
• Integrated services• Link Benefits Payment to participation in activation• Early, targeted intervention based on profile• Prevention of Long-Term Unemployment• Return to work first and ultimate goal• Development of a new organisation
– New capacity and competencies– New culture– New values– New goals
10Intensity of Support
Clie
nt D
ista
nce
from
Lab
our
Mar
ket
Far
HighLow
Near Self-Serve
Job Search
Reference to development
Directive Guidance
Frequency of intervention
Relationship between Client profile and Intervention Type and Frequency
Proposed to tailor the service proposition based on the client profile/needs.
PTW 2012 Key Elements/Actions…
• The development and roll-out of new service processes for jobseekers – Integrated employment and income support services – ‘one-stop-shop’– Integrated welfare decisions – to speed up the decision process– Profiling to inform and prioritise the activation process– Group Engagement to initiate activation– Implementation of personal progression planning as part of a 1-2-1 case
management process– ‘Contract’ of rights and responsibilities– Implementation of a penalty rate regime
• The development/implementation of new jobseeker and employer offers JobBridge Internship, TÚS Employment Programme, JobsPlus for Employers
• Intensified employer engagement activity. • Development and specification of contracted service delivery options
# NEES Key Projects
1 NEES Programme Management Office (PMO)
2 Case Management
3 Client Interaction/Access (Websites etc.)
4 Administration Centres (JA/JB/OFP/SWA)
5 Employer Engagement and Job Matching
6 One-Stop-Shop
7 Outsourcing/partnerships
8 SOLAS Interaction
9 NEES Culture Change/Change Management/Communications
10 IT/Consolidated Payments Engine /BOMi
11 Service Development (SWAAP)
12 Service and Staff Integration (FÁS/CWS)
13 People and Talent Development
14 NEES Physical Infrastructure 14
14 Key “Projects” were identified within DSP to deliver PTW 2012 by 2015…
15
These projects operated over three separate but overlapping phases
• Transfer of functions (2011 - 2012)– Gathering together all the relevant functions within one organisation
• Integration of services (2012 – 2013)– The merger of services into one ‘united’ organisation – The reorganisation of work and people to improve efficiency and
effectiveness of delivery of current services. (e.g. Back to School Clothing and Footwear)
• Service Development (2012 and on-going)– The development and implementation of the new service model– New IT systems to Replace:
• Client Services System, Activation/Case Management System• Jobs Ireland, New Business Objects Model
– New activities for the organisation, new roles for people
• New People & New culture
ProcessModernisation (SDM)
Public office processes
Back Office Processes
Medical Review and case management
Mobile Certification
Business Process Improvement Projects
Customer Communications
Facilities/’high street’
ServiceDevelopment
Customer Profiling
Case management
Employer services
Linkages to education sector
Single Payment
Interim Payment
Disability and Lone Parents Payments
Branding/Marketing
Customer research
ServiceIntegration
Redundancy &
Insolvency
Community Welfare Service•Back to School•Rent Supplement•Mortgage Supplement•EN/UN Payments
Employment Services
Community Employment Programmes
Services for disabled
OrganisationDevelopment
StrategyDevelopment
PeopleEngagement
SystemsDevelopment
Transform
ed Organisation
Across seven core areas….O
rgan
isati
on C
apab
ility
Foc
usO
rgan
isati
on C
apab
ility
Foc
us
Customer Service Focus
16
ProcessModernisation (SDM)
ServiceDevelopment
ServiceIntegration
OrganisationDevelopment
StrategyDevelopment
PeopleEngagement
SystemsDevelopmentO
rgan
isati
on C
apab
ility
Foc
usO
rgan
isati
on C
apab
ility
Foc
us
Customer Service Focus
…and on building organisation capability….
Organisation DesignCost Reduction
& Control
Project/ProgrammeMgmt Development
Annual SoS Unit Business PlansManagementProcess
Performance reporting/management
KnowledgeManagement
Staff Attitudes SurveyCulture/Values Audit & Development
Accommodation/ Facilities Review
Communication&
Partnership
Skills and Competencies Reviews/DevelopmentMobility and Assignment
BOMi Infrastructure and networks
PSC Office Systems
17
FAS/CWS/DSP systems integration
2011 2012 2013 2014
Profile capture (New Clients)
Profile Capture(Long-Term Unemployed)
Group Engagement
Social Contract
Integrated Decision
Use of profiling
Progression Plan
Penalty Rates
One-stop-shop
Employer Engagement
Profiles being captured for all new clients
Now in place in all offices
To start, developing plan to have all clients profiled by end Qtr 4
In place in Intreo offices being rolled out to all offices by Qtr 4 2013
Now in place in all offices
10 offices 20 offices 30 offices 60 offices
There are a number of service elements that are key to ‘Intreo’…
Qtr 3
Qtr 3
Qtr 1
Qtr 2
Service Element
ER HQ Team EstablishedRoad-shows held
Regional Employer Managers appointed
New employer incentive implemented
Overall Programme Status at end 2012Major Milestones (2012) Due Date RAG Status
Transfer FAS/CWS(PES and Community Welfare)
1/1/12 Complete
Integrate organisational structures 30/4/12 Complete
Extend Group Engagement to 95% of offices 30/4/12 Complete
Commence One-Stop-Shop rollout 15/10/12* Complete
Solas/Education & Training Boards relationship On-going On Target
Finalise/Tender external partnership model 28/2/13* On Target
Develop/commence implementation of employer engagement Ongoing In progress
Commence design of administration centres 1/10/12 To start
Extend profiling to 95% of offices 30/12/12 Complete
PTW 2013
• A response to experience and developments during 2012/13
• Persistence of long-term unemployment – now over 50%• Emergence of jobless households as an issue to be
addressed• Youth Guarantee: EU wide commitment to respond to
youth unemployment• Recognition that some of targets/measures needed to be
reviewed
PTW 2013 seeks to “augment” PTW 2012
• More intensive activation of long-term unemployed people
• Develop a policy plan to address issue of jobless households
• Address disincentives - welfare/salaries/tax• Current focus on development and rollout of Intreo
process to be maintained.
50 key actions to deliver
• Greater engagement with/More attractive incentives for employers
• Greater engagement of third parties in delivery of activation services - JobPath
• Rollout of the Youth Guarantee – European Union Initiative for under 25 year olds
• More activation and training scheme places for long-term unemployed people
• Faster roll-out of the Intreo service• More effective interplay of tax, welfare and in-work payments• Housing Assistance Payment.
Activation and Sanctions at centre
• Legislation 2011 • Approximately 24% cut in personal rate of payment
– Non-engagement, refusal, failure.– Non-attendance rates –
• Up to 30% initially – Less in Intreo• Approximately 5% after warning
• Legislation 2013– Up to 9 weeks disqualification after 3 weeks – Employment programmes included
Activation Resources
• Approximately 6,400 staff• 470 case officers at 1 January 2013• Approximately 770 end 2013
– Efficiencies within Intreo– Major re-alignment of the Community Welfare Service
• JobPath– Contracted services – Equivalent to approximately 1,000 Case Officers
• Existing DSP/Intreo service will target short-term unemployed jobseekers
• Local Employment Service will – Support Intreo in delivering services to short-term unemployed
jobseekers– Provide services to those jobseekers returning from JobPath– Continue to engage with long-term unemployed jobseekers as roll-out
takes place
• JobPath will focus on – Those jobseekers who are currently long-term unemployed;– Those who become long-term unemployed and, potentially,– Those jobseekers profiled as most at risk of becoming long term
unemployed
JobPath – Complements but does not replace existing service provision
Intreo refers eligible clients
ClientAssessment
Service payment paid
Starts in a job
Personal Action Plan signed
Remains in job or builds up 12 weeks of
employment
12 weeks trigger for outcome
payments
3 month job outcome payment
6 month job outcome payment
9 month job outcome payment
12 month job
outcome
JobPath: Payment for sustained outcomes.
Lessons learned• People
– Clear IR issues before mergers– High level early engagement with all staff – not just new
staff– Keep people informed
• Huge unsettlement – for all• People want to know what is happening
• Sometimes we do not know exactly the route – just the destination
• Assumption that “there is a master-plan” – • “Management” must know!• Get everyone involved • Partnership – Engagement and Innovation”
Lessons learned
• Break down silos:-– Establish new structure quickly– Staff movement – new jobs, new approach– Co-locate as soon as possible – rationalise service and outlets– New combined roles for staff– New processes – eg integrated decisions
• Merger – not a takeover!• Develop Strong management structures and teams (13 Divisions) • Empower managers!• Develop “One” organisation – with set of values and culture
Lessons learned• Training & Development
– At all levels – including middle management
• Research – – Talk to others – adopt best elements
• Manage expectations – If you can• Expect some things will not work• Review and adapt –
– Intreo Short-term and Long-term unemployed
• It will take time!