Session: 6Title: Towards More Integrated Service Solutions

8th Quality Conference

Name: Pathways to Work (Ireland)Mr. John McKeon

Pathwaysto

Work

Supporting Labour Market

Resilience

3

2007 2010/12 2015

Resilience

4Celtic Tiger Years

5A sudden sharp shock

6

Lag

A barren future…?

7…But yet…

Irish labour market resilience derives from a strong core…..

8

Labour intensive sectors (e.g. retail, hospitality, construction, public services, personal services and professional services) are susceptible to market shocks

But they can and will recover if

1.There is a strong ‘shock-proof’ traded sector core

• Process based industry (e.g. pharma)• Processed food• Traded services

2.Industrial , Education, Social Protection and Labour Market polices and processes are aligned to:

• Identify and serve needs of these ‘shock-proof’ industries over the long term

• Ensure labour market flexibility (i.e. efficiency) in the short to medium term

Social Protection Before (and during) the Crisis – Cohesion and Stability

• During Tiger Years - Poverty Measures/League Tables (EU 2020 target) took focus

– At risk of poverty– Basic deprivation– Consistent poverty– GINI

• Led to an expansion in income support schemes and rate increases…

• …and paid a cohesion/ stability dividend when crisis hit:- Social transfers (2013)

– Reduced the at risk of poverty measure by 70%

– Reduced the GINI from highest in EU (46.3) to EU average (30)

Crisis required a shift in emphasis from Cohesion to Inclusion (Active Participation)

10

Income Support

Services

Activation

• Three inter-dependent and overlapping spheres of policy to support social inclusion

• Services .e.g. Education, Housing• Income support e.g. unemployment and

illness benefits• Activation/Activist e.g. Public

employment services

• Income support without activation can support cohesion/stability but increase dependency/exclusion

• Higher income support rates require a proportionately more intensive and “professional” approach to activation.

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CommencePayment

Advise CWS

Refer to FÁS

Cease payment of BASI

Apply for rent supplements etc.

Refer toTraining

CESExternal job.

Jobs club

Make CE/Training payments

Advise 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

In 2011 our service proposition for unemployed people was fragmented, complex and ineffective…

12

…a service model that, given the huge increase in demand on the service, could not be sustained …

…and even in the ‘good‘ years left a lot to be desired

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• Report of the Employment Task Force (Wim Kok) November 2003 – Focus on ALMP

• OECD Report: ‘Activation policies in Ireland’ January 2009 – Focus on activation and service integration.

• ICTU: Job Creation and Protection Plan May 2009 – Training and career counselling for unemployed

• NYCI Report: ‘Creating a future for young jobseekers’ March 2011 – Service Integration and activation.

• Government decision to establish a National Employment and Entitlements Service March 2011

• NESC Report: ‘Unemployment and Active Labour Market Policies:2011- 2015

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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

Intreo staffassess needs.

Helps client to develop/monitor

personal progression plan.

ImmediateNeeds

Referral toPersonal Development

Job Placement

Outcomes

Mul

tiple

Acc

ess

Cha

nnel

s

AccessIn 2011 we set out a new service vision…

16Intensity 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

…one which tailored the service proposition based on the client profile/needs.

Register for service and commit to participate in activation?

Demonstrate Bona-Fides?

Commence Payment

Retain Payment

Y

Y

Y

NMove to reduced payment

N

Recommit and demonstrate Bona-Fides?

Y PaymentRestored

Move to minimum payment rate

N

…and linked payment of benefits to participation in activation programmes…

Illustrative Engagement Process

Low risk of Long Term

UE

Pathways to Work

ImmediateNeeds

Referral toPersonal Development

Employment

Medium risk of Long Term

UE

> 12 mths/High risk of

Long Term UE

1-2-1 + self help

Group sessions

Intensive 1-2-1 support

Job search guidance

Job preparation and training

Work placement/ experience

Access/ 1st contact

Registration: Employment and income services.

Diagnose/profile

Stage/ Profile

Activity

Focus

Outcomes

…with a return to employment being the ultimate goal…

It is an approach that was already reflected in how other states were reforming their services

Established by the Department of Work and Pensions in 2005

Establishedin 2008 through merger of state welfare and employment agencies

Establishedin 2006 through merger of state welfare and employment agencies

Established through merger of state welfare and employment services - 1997

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In 2012 our Government endorsed this approach….

“Put simply, no-one who loses his/her job should be allowed to drift, with

no support, into long term unemployment. “

Pathways to Work Paragraph 4, page 7.

Pathways to Work: Key Elements/Actions…

• The development and roll-out of new service processes for jobseekers – INTREO:– 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/Record of Mutual Commitment– Implementation of a penalty rate regime

• The development/implementation of new jobseeker and employer offers (JobBridge, TÚS, JobsPlus)

• Intensified employer engagement activity. • External contracting of service delivery to supplement our own capacity• Significant organisation mergers and integration (2,000 + staff)

# PTW Key Projects

1 Programme Management Office (PMO) and Governance

2 Case Management /Activation Support

3 Client Interaction/Access (Websites etc.)

4 Employer Engagement and Job Matching

5 Service Model: One-Stop-Shop/Integrated Reception and Decisions

6 Outsourcing/partnerships

7 Interaction with Training/Education Sector

8 DSP Culture Change/Change Management/Communications

9 IT/Consolidated Payments Engine /BOMi

10 Service Development (Jobbridge/JobsPlus etc.)

11 Service and Staff Integration (FÁS/CWS)

12 People and Talent Development

13 Intreo/Physical Infrastructure

14 DJEI/IDA/EI/LEO interactions 22

14 Key “Projects” were identified within DSP to deliver PTW 2012 by end 2015…

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These projects operated over three separate but overlapping phases

• Transfer of functions (2011 - 2012)– The gathering together of all of the relevant functions within one

organisation (2,000 + staff redeployed/transferred)

• 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. BSCF)

• Service Development (2012 to end 2015)– The development and implementation of the new service model– New IT systems and operational/resource models– New activities for the organisation, new roles for people.

ProcessModernisation (SDM)

Customer office processes

Back Office Processes

On-Line services

BPI Projects

Customer Communications

Facilities/’high street’

ServiceDevelopment

Customer Profiling

Case management

Employer services

Linkages to education sector

New Services (JB/JP)

Targeted rate changes

Branding/Marketing

Customer research

ServiceIntegration

Redundancy &

Insolvency

CWS•BSCF•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

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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

…to build organisation capability and transform customer service….

Organisation DesignCost Reduction

& Control

Project/ProgrammeMgmt Development

Annual SoS Unit Business PlansManagementProcess

Perf reporting/mgmt(BBSC)

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

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FAS/CWS/DSP systems integration

And we are now well advanced in changing the way we do business…

Has it had an impact (1)?• C 500,000 people participated in c 20,000 Group Information Sessions• Over 1,000,000 1-2-1 interviews conducted • 42,000 people on JobBridge (c 18,000 employers) over 60% moving into paid

jobs• 6,000 people on JobsPlus (over 60% over 2 years unemployed)• 11,000 people on Momentum• 10,000 people on extra places on CE, Tús etc.• Over 5,000 employers at c 200 ‘recruitment/information’ events

• C 70,000 long term unemployed from 2012 now back at work • Decision time on claims down from over 3 weeks on average to c 3 days on

average• Persistence rate (from short term to long term unemployment) reduced from

35% to 28%• Exit rate of those unemployed over two years increased from 25% to 42%

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A lo

t of a

ctivi

ty

Figu

res

can

be u

sed

to s

ugge

st Im

pact

Observation 1: Use the voice of the customer - the Customer must be the “why”…

Underneath the Hood(ie)

Observation 2: Changing Behaviour… There is no “vision” unless the organisation owns it.

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US Studies: Driver feedback signs cost 10% of running costs of speed cameras and save twice as many lives.

Persuasion vs Compulsion…. Engagement vs Inspection

Observation 3: Communicate, Communicate, Communicate

Observation 4: It’s not just what is measured but who sees the measures that counts.

Has it had an impact (2)?

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“Ireland has come a long way in the past five years. Determined efforts ..have paid off. Ireland has emerged from the crisis with a

strengthened and more efficient public administration and a much improved labour

market regime”

OECD Economic Survey IrelandSeptember 2015

Has it had an impact (3)?

33

Thank You