1. Et glimt av NAV i Norge Steinar Hansen NAV-leder i Drammen, Buskerud Executive Master of Management – Handelshøyskolen BI, Oslo Cand.mag. – Universitetet i Oslo Jelgava City, May 13, 2015

2. Drammen City

5. Overview Background and organization of NAV Main challenges in Norway
The social policies and experiences
- Advantages and disadvantages of the reform
- Expertise and cooperation
The tasks and corporate strategy of NAV to address the challenges of Norway

6. Some basic facts of Norway
Bergen
Stavanger
Trondheim
Tromsø
69.116
Kristiansand
83.243
Oslo
Innbyggere:
Antall kommuner: 428
Arbeidsledighet: 3,0 %

7. SAMFUNNSKONTRAKTEN
Samfunnskontrakten - det er ditt liv, men NAV kan bidra
De sentrale prinsippene i empowermenttenkningen er; maktomfordeling, medvirkning og anerkjennelse av brukerens kompetanse som ekspert på seg selv.

8. ARBEIDSLINJEN Den styrende ideologi for NAV-reformen
Resonnementet i arbeidslinjen: Gjennom arbeid og lønnsinntekt skal den enkelte innbygger klare seg selv. Alle innbyggere i arbeid utgjør den samlede arbeidskraften.
Arbeidskraften er samtidig samfunnets viktigste ressurs. Den fremtidige verdiskapning og våre muligheter for å utvikle velferdstilbudet er avhengig av arbeidsgivernes tilgang på arbeidskraft.
Hvordan kan vi i NAV bidra til å realisere arbeidslinjen?
Kan innebære innsats mot prioriterte arbeidssøkere
Kan innebære innsats mot prioriterte arbeidsgivere
Bør innebære balansert innsats mot både arbeidssøkere og arbeidsgivere

9. Den nordiske velferdsmodellen ...i kortversjon
Den nordiske velferdsmodellen kjennetegnes av:
Generösa velferdsordninger
Idealet er: like muligheter, sosial solidaritet og trygghet for alle.
Lik tilgang til helsetjenester og sosiale ytelser, utdanning og kultur.
Omsorg for sosialt utsatte og sårbare grupper i samfunnet.
Førtroende mellom individ og samfunn/forvaltning
Alle skal kunne delta i samfunnslivet og i samfunnets beslutningsprosesser.
Velferden finansieres hovedsakelig gjennom et relativt høyt skattetrykk.

10. Background and organization of the NAV reform
The Employment and Welfare Administration (NAV) consists of the governmental Employment and Welfare Service and partnership with local authorities
Local partnership in local offices between NAV and the municipal social services in all municipalities – offices in all 428 municipalities. 456 in all.
Administers a third of the state budget through approximate 50 benefits such as unemployment benefits, sick leave allocations, pensions, family allocations, social benefits (municipalities) etc. and labor market measures
Through our efforts, we shall give more people the opportunity to work, participate in society and safeguard income

11. Public Employment Services
Background and organization - The NAV reform
Social Insurance
(state government)
Public Employment Services
(state government)
Social service
(municipality)
Social security offices
Special units
About employees
PES local offices
Special units
about employees
Social part of
municipality
about employees

12. Tasks and responsibilities in the NAV-office
To assist and follow-up users is the office’s most important task
More users shall get more and better adapted follow-up
Increased focus on labour marked and working life
Separate activity from benefit plan
Work out plan
Carry out work capability assessment if needed
Establish a close cooperation with local employers
Tasks in the NAV-office:
Receive user, clarify needs and decide on further action
Inform
Assist and follow-up user for work and activity
Administrative tasks shall mainly be resolved outside the NAV-office. More employees may work with follow-up.

15. Samarbeid med næringsliv

16. Krav om aktivitet for sosialhjelp

17. Krav om aktivitet for dagpenger

19. Work- Needs clarification ability- assessment Activity plan
Levels and outcomes of mapping users in NAV
Needs clarification
Work-
ability-
assessment
Standard
support
Situational
support
Specially
adopted
support
Permanently
adopted
support
Activity plan 15

20. Social services in NAV (the minimal arrangement)
Financial support (welfare)
Information, advice and guidance
also financial guidance
The Qualification Programme
with corresponding benefit
Temporary housing
Individual plan
More services in the NAV office may be agreed between the state and the local authorities in the municipality

21. Internal organization
The entry ways to NAV
User channels
Internal organization
Internet
35 mill. visits
Contact centre
Special unit Administration
Users
3,0 mill.
NAV-office
Telephone
10 mill. calls
Reception, information and distribution
Procedure
In person
7 mill. visits
Reception, information and follow-up
Special unit
Disbursement
(payment)
Unit for mail
reception and
registration
Mail
22 mill. documents
Mail reception and distribution
Disbursement of
benefits
pr. year

22. Tasks and responsibilities in the administrative units
The administrative units shall
Save time for the NAV-offices
Ensure swift and correct disbursement of benefits
Ensure good quality, equal and efficient managing of cases
Main tasks
Manage user claims
Evaluate terms, make decisions and disburse benefits
Cooperate with NAV locally
Manage case and disburse
(payment)
Manage Case is a more narrow term than ”case handling” which is otherwise used in the public sector. Based on facts from the NAV-office, the unit shall try the legal terms and reach a decision.

23. Main challenges The main objectives of the reform has been:
- More people at work and in activity, fewer on benefit programmes
- Good service tailored to individual conditions and needs
- A comprehensive and efficient labour and welfare administration
Although Norway has a sound financial situation and a good labor marked, we are facing major challenges in the years to come
The unemployment rate seems to be rising
The highest sick leave among OECD-countries
Disability benefits also very high compared to other OECD-countries
Quite high relative poverty
An ageing of the older part of the present workforce: Fewer working people behind each pensioner

24. Work-rate and employment OECD

25. ..but also too many not working because of health problems (or lack of qualifications)
People on health benefits in % of the population between
disability pension
work assessment allowance
sickness benefits

26. Education is the key to employment
Proportion of unskilled in the work force
- 1972: 63 %
- 2007: 27 %
- 2030: 18 % (SSB, 2010)
Greater importance of education
Proportion of unemployd that have not completed secondary education is rising (40%)
Utdanning
Rate of employment (%)
Higher education 90
Secondary education 82
Primary education 64

27. Receivers of social economic benefits by percentage of the population, and by age

28. Partnership: Status in the NAV offices
The model with two owners and two control lines of the NAV office is the fundemental principle of the local partnership
The partnertships in the NAV offices are mainly working good
It is a good dialogue between the state and the municipal most places
But there are of course challenges….

29. Some challenges when implementing the reform
Equal partnership between unequal actors (a large homogeneous state and many, often small, municipalities )
Strong state control may undermine the opportunity and need of local flexibility
Different forms of governance in the state and the municipalities
Too weak anchoring of the reform to political and administrativ leadership in some municipalities
Different regulations relating to personnel administration such as wages
Different processing systems (IKT)
Different traditions - professional and cultural (profession based social services vs management oriented state government))

30. Benefits of the reform (from the perspective of the social service)
Access to new measures and instruments (for clients with complex issues)
One door – assistances in one place for clients who need more services
New legislation, professional responsibility and supervision of social services
Qualification programme – shall provide new opportunities to those who are dependent on the social welfare system for financial aid
Integrated services where social work plays an important role is producing results. We are getting better follow-up services when we work togheter.

31. What is the Qualification Programme?
Qualification Programme shall consist of an individually adjusted sett of activities and work methods that a person requires to be socially included in the Norwegian society.
A spectre or a variety of activities based on an individuals unique and special needs:
Work related activities and job seeking methods
Other activities that can be included:
Training in professional skills.
Coaching in social skills and building up of motivation.
Physical activity and nutrition.
Treatment and health issues.
The client has a right to have an Individual plan (IP).
The content of the Programme may vary, given that it has a specific framework.
The programme is meant for persons with significantly impaired working capacity and earning ability. In particular persons who are dependent on social security benefits over a prolonged period

32. Expertise and Collaboration
The NAV office has to cooperate well with other municipal services such as healthcare if we are to ensure that clients with complex needs are receiving comprehensive services
Many Norwegian municipalities have less than 5000 inhabitants. It is a challenge to ensure adequate competence in the smallest municipalities
It is a big challenge to ensure quality and equality of services in all 428 municipalitys. We also need to run the organization in an efficient manner (municipality reform is coming up)

33. The future outlook of the social worker in NAV
NAV-challenges and the role of the social worker
Norway has many dropout high school students and many people receiving disability benefits due to mental problems
Must find resources to more intense follow-up services of vulnerable groups. Integrate more people into the labor market.
In need of more expertise in guidance, follow up of clients and cooperation. The social worker plays an important role in NAV
Work inclusion is probably a new field for the social worker
Increasing proportion of clients who have never been in the labor market
Get more out of labor market measures
We are working to integrate this into education
Intersectoral collaboration skills
Essential to clients with complex problems
Collaboration competency becomes increasingly important

34. NAV’s corporate strategy 2011- 2020
Vision: We give people opportunities
5 areas of action:
Work is priority #1
Reliable case management
Active users/clients
Competent societal partner
Operative and instrumental organisation
Through our efforts, we will give more people the opportunity to work, participate in society and safeguard income.

35. Competent societal partner Operative and instrumental organisation
B) Corporate Strategy of The Norwegian Labour and Welfare Administration
Work is pri #1
Reliable mangagement
Active users/clients
Competent societal partner
Operative and instrumental organisation
Strenghten labour market competence
Ensure common and and concise quality requirements and similar work processes
Strenghten abilities in guiding and interacting with users
Enhance competence on workable practices
Practice transperent management and comprehensive implementation
Strenghen the labour market focus of users’ follow-up
Target competence development
Facilitate co-determination and accentuate users’ own responsibilities
Refine and disseminate our expertise on the state of labour market and welfare system
Elaborate the state-municipal partnership
Clarify roles and strengthen interaction with working life, doctors and the school system
Solve managerial tasks by means of competent units
Strenghten the system approach of users’ co-determination
Contributing actively in the field of policy develoopment and simplifying standard rule requirements
Induce joint efforts in strenghtening NAV as a learning organisation
Maintain a flexible set of active measures and a well targeted application thereof
Offer more telephonic and website services
Continue efforts in inducing efficiency and enhance abilities of change
Develop new ICT solutions and ensure successful implementation

36. Summary: Is it working?
Mainly good results in Norway when it comes to labor and welfare: High income and relatively even distribution
At the same time: Too many not working because of health problems, or lack of qualifications. The most vulnerable groups are young people without completed education, immigrants with poor language skills and long-term sick
The NAV reform has made it easier to work across sectors and professions
The social worker holds a key competence in NAV
There have been and still remains a lot of challenges in NAV

37. Partnerskapsmodellen fremover…
«Partnerskapet er kommet for å bli»
Statliggjøring av kommunal sosialhjelp ?
Kommunen som vertskap for både kommunale og statlige arbeids- og velferdstjenester ?
Parallellstyring eller reell samstyring ?

38. Takk for oppmerksomheten !