Coordination & Integration of Institutions Pathways to Work – Ireland Barry Kennedy

1. Coordination & Integration of InstitutionsPathways to Work – IrelandBarry Kennedy

2. 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

3. Rise in Long-term unemployment Flows into long-term unemployment

4. 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. State provision for people who became unemployed was fragmented, complex and ineffective… Re-start payment Take-off payment Refer to PES Take details Make appt. Refer to CWS Commence Payment Advise CWS Take details Commence Payment of BASI Apply for rent supplements etc. Cease payment of BASI Refer to Training Community Employment External job. Jobs club Cease payment at scheme end Advise DSP Make Community Employment/ Training payments Advise DSP Take details Make 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

6. 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

7. 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. The 2011 – The new service model – The Vision Case Management Outcomes Access Immediate Needs Multiple Access Channels Integrated View of Customer Job Placement Functional Experts Special Needs Employment Guidance Investigation Referral to Personal Development Staff assess needs. Functional experts brought in as necessary Client is registered for service. Profile data captured Client Accesses Services Client provided with appropriate income, employment and personal development supports Helps client to develop/monitor personal progression plan.

9. 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

10. Proposed to tailor the service proposition based on the client profile/needs. Relationship between Client profile and Intervention Type and Frequency Far Directive Guidance Client Distance from Labour Market Frequency of intervention Reference to development Job Search Self-Serve Near Low Intensity of Support High

11. Pathways To Work 2012 Government Policy Aim Stop drift into Long-term Unemployment

12. Launch of New Service model – “Intreo”

13. 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

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

16. Across seven core areas…. Customer Service Focus Process Modernisation (SDM) Public office processes Back Office Processes Medical Review and case management Mobile Certification Business Process Improvement Projects Customer Communications Facilities/’high street’ Service Development Customer Profiling Case management Employer services Linkages to education sector Single Payment Interim Payment Disability and Lone Parents Payments Branding/Marketing Customer research • Service • Integration • Redundancy & • Insolvency • Community Welfare Service • Back to School • Rent Supplement • Mortgage Supplement • EN/UN Payments • Employment Services • Community Employment Programmes • Services for disabled Strategy Development Organisation Development Transformed Organisation Organisation Capability Focus People Engagement Systems Development Transformed Customer Service

17. …and on building organisation capability…. Customer Service Focus Process Modernisation (SDM) Service Development Service Integration Performance reporting/management Management Process Strategy Development Annual SoS Unit Business Plans Cost Reduction & Control Organisation Development Knowledge Management Project/Programme Mgmt Development Organisation Design Transformed Organisation Organisation Capability Focus Staff Attitudes Survey Culture/Values Audit & Development Skills and Competencies Reviews/Development Mobility and Assignment Communication & Partnership People Engagement Accommodation/ Facilities Review Infrastructure and networks FAS/CWS/DSP systems integration Office Systems BOMi PSC Systems Development Transformed Customer Service

18. …to result in a fundamental organisation transformation FromTo

19. …over the period 2011 - 2015

20. There are a number of service elements that are key to ‘Intreo’… 2011 2012 2013 2014 Service Element Profiles being captured for all new clients 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 To start, developing plan to have all clients profiled by end Qtr 4 Now in place in all offices Qtr 1 In place in Intreo offices being rolled out to all offices by Qtr 4 2013 Qtr 2 Qtr 3 Qtr 3 Now in place in all offices 10 offices 20 offices 30 offices 60 offices ER HQ Team Established Road-shows held New employer incentive implemented Regional Employer Managers appointed

21. 31/12/12 Overall Programme Status at end 2012

22. 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

23. 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.

24. 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.

25. 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

26. 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

27. JobPath – Complements but does not replace existing service provision • 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

28. JobPath: Payment for sustained outcomes.

29. 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”

30. 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

31. 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!

32. Thank You