coordination & integration of institutions pathways to work – ireland barry kennedy

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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 - PowerPoint PPT Presentation


  • Coordination & Integration of InstitutionsPathways to Work IrelandBarry Kennedy

  • Context:

    Worst economic crisis in the history of the StateHighest ever level of UnemploymentIncreasing Long-term Unemployment Extremely tight Budgetary conditionsSevere cuts in salaries in public serviceSharp rise in work levels

  • Rise in Long-term unemployment

  • 2012Total 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 Carers Allowance Child Benefit payment, Family Income Supplement Working Age Income SupportsWorking Age Employment Supports

  • *State provision for people who became unemployed was fragmented, complex and ineffective

  • Benefits Agency and PESNational Employment Action Plan - NEAPSelection for intervention based on unemployment duration 3 months.Separate IT systemsWeekly data transferNeed for enhanced control measures - Benefits Agency (Disallowances leading to SWA)Little or no Control agenda in PESResearch into NEAP effect 17% less likely to exit

  • Government Decisions2006 Community Welfare (CWS) to mergeDecember 2009 FS to split and merge

    DSP 5,000 staff approximately CWS 1,000 + to transfer - 1 October 2011 FS (2,000) 700 + to transfer 1 January 2012

    New organisation - 6,400 staff approximately

  • *The 2011 The new service model The Vision

  • Key PrioritiesIntegrated servicesLink Benefits Payment to participation in activationEarly, targeted intervention based on profilePrevention of Long-Term UnemploymentReturn to work first and ultimate goalDevelopment of a new organisationNew capacity and competenciesNew cultureNew valuesNew goals

  • *Proposed to tailor the service proposition based on the client profile/needs.

  • Pathways To Work 2012

    Government Policy


    Stop drift into Long-term Unemployment

  • Launch of New Service model Intreo

  • PTW 2012 Key Elements/ActionsThe development and roll-out of new service processes for jobseekers Integrated employment and income support services one-stop-shopIntegrated welfare decisions to speed up the decision processProfiling to inform and prioritise the activation processGroup Engagement to initiate activationImplementation of personal progression planning as part of a 1-2-1 case management processContract of rights and responsibilitiesImplementation of a penalty rate regimeThe development/implementation of new jobseeker and employer offers JobBridge Internship, TS Employment Programme, JobsPlus for EmployersIntensified employer engagement activity. Development and specification of contracted service delivery options

  • *14 Key Projects were identified within DSP to deliver PTW 2012 by 2015

    #NEES Key Projects1NEES Programme Management Office (PMO)2Case Management 3Client Interaction/Access (Websites etc.)4Administration Centres (JA/JB/OFP/SWA)5Employer Engagement and Job Matching6One-Stop-Shop7Outsourcing/partnerships8SOLAS Interaction9NEES Culture Change/Change Management/Communications10IT/Consolidated Payments Engine /BOMi11Service Development (SWAAP)12Service and Staff Integration (FS/CWS)13People and Talent Development14NEES Physical Infrastructure

  • *These projects operated over three separate but overlapping phasesTransfer of functions (2011 - 2012)Gathering together all the relevant functions within one organisationIntegration 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 modelNew IT systems to Replace:Client Services System, Activation/Case Management SystemJobs Ireland, New Business Objects ModelNew activities for the organisation, new roles for peopleNew 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


    Customer Profiling

    Case management

    Employer services

    Linkages to education sector

    Single Payment

    Interim Payment

    Disability and Lone Parents Payments


    Customer research


    Redundancy &Insolvency

    Community Welfare ServiceBack to SchoolRent SupplementMortgage SupplementEN/UN Payments

    Employment Services

    Community Employment Programmes

    Services for disabled


    Transformed OrganisationAcross seven core areas.Organisation Capability Focus*

  • ProcessModernisation (SDM)ServiceDevelopmentServiceIntegrationOrganisationDevelopmentStrategyDevelopmentPeopleEngagementSystemsDevelopment

    Organisation Capability Focusand on building organisation capability.Organisation DesignCost Reduction & ControlProject/ProgrammeMgmt DevelopmentAnnual SoSUnit Business PlansManagementProcessPerformance reporting/management KnowledgeManagementStaff Attitudes SurveyCulture/Values Audit & DevelopmentAccommodation/ Facilities ReviewCommunication&PartnershipSkills and Competencies Reviews/DevelopmentMobility and AssignmentBOMiInfrastructure and networksPSCOffice Systems*FAS/CWS/DSP systems integration

  • to result in a fundamental organisation transformation

  • over the period 2011 - 2015

  • 2011201220132014Profile capture (New Clients)

    Profile Capture(Long-Term Unemployed)

    Group Engagement

    Social Contract

    Integrated Decision

    Use of profiling

    Progression Plan

    Penalty Rates


    Employer EngagementProfiles being captured for all new clientsNow in place in all officesTo start, developing plan to have all clients profiled by end Qtr 4In place in Intreo offices being rolled out to all offices by Qtr 4 2013Now in place in all offices10 offices20 offices30 offices60 officesThere are a number of service elements that are key to IntreoQtr 3Qtr 3Qtr 1Qtr 2Service ElementER HQ Team EstablishedRoad-shows heldRegional Employer Managers appointedNew employer incentive implemented

  • Overall Programme Status at end 2012

    Major Milestones (2012)Due DateRAG StatusTransfer FAS/CWS(PES and Community Welfare)1/1/12CompleteIntegrate organisational structures30/4/12CompleteExtend Group Engagement to 95% of offices30/4/12CompleteCommence One-Stop-Shop rollout15/10/12*CompleteSolas/Education & Training Boards relationshipOn-goingOn TargetFinalise/Tender external partnership model28/2/13*On TargetDevelop/commence implementation of employer engagementOngoingIn progressCommence design of administration centres1/10/12To startExtend profiling to 95% of offices30/12/12Complete

  • PTW 2013A response to experience and developments during 2012/13Persistence of long-term unemployment now over 50%Emergence of jobless households as an issue to be addressedYouth Guarantee: EU wide commitment to respond to youth unemploymentRecognition that some of targets/measures needed to be reviewed

  • PTW 2013 seeks to augment PTW 2012 More intensive activation of long-term unemployed peopleDevelop a policy plan to address issue of jobless householdsAddress disincentives - welfare/salaries/taxCurrent focus on development and rollout of Intreo process to be maintained.

  • 50 key actions to deliverGreater engagement with/More attractive incentives for employersGreater engagement of third parties in delivery of activation services - JobPathRollout of the Youth Guarantee European Union Initiative for under 25 year oldsMore activation and training scheme places for long-term unemployed peopleFaster roll-out of the Intreo serviceMore effective interplay of tax, welfare and in-work paymentsHousing Assistance Payment.

  • Activation and Sanctions at centreLegislation 2011 Approximately 24% cut in personal rate of paymentNon-engagement, refusal, failure.Non-attendance rates Up to 30% initially Less in IntreoApproximately 5% after warning

    Legislation 2013Up to 9 weeks disqualification after 3 weeks Employment programmes included

  • Activation Resources

    Approximately 6,400 staff470 case officers at 1 January 2013Approximately 770 end 2013Efficiencies within IntreoMajor re-alignment of the Community Welfare ServiceJobPathContracted services Equivalent to approximately 1,000 Case Officers

  • Existing DSP/Intreo service will target short-term unemployed jobseekersLocal Employment Service will Support Intreo in delivering services to short-term unemployed jobseekersProvide services to those jobseekers returning from JobPathContinue 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 unemployedJobPath Complements but does not replace existing service provision

  • JobPath: Payment for sustained outcomes.

  • Lessons learnedPeopleClear IR issues before mergersHigh level early engagement with all staff not just new staffKeep people informedHuge unsettlement for allPeople want to know what is happeningSometimes we do not know exactly the route just the destination Assumption that


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