Coordination & Integration of Institutions

Pathways to Work – IrelandBarry 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

Rise in Long-term unemployment

Flows into long-term unemployment

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.

Pathways To Work 2012

Government Policy

Aim

Stop drift into Long-term Unemployment

Launch of New Service model – “Intreo”

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

…to result in a fundamental organisation transformation

From To

…over the period 2011 - 2015

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!

Thank You