1. WAPES, Moscow Russia 17-18 September 2014 ”Models of Public Employment Service: centralized and decentralized” by Mr Yngvar Åsholt Director of Research and Analysis, The Norwegian Labour and Welfare Service

2. NAV, 12.11.2015Side 2 Norway - some basic numbers  Small country – Population: 5,038,300 – Birth rate 1.9  Low unemployment rate – 2.9 % (August 2014)  High labour market participation – Not least due to: – The high participation among women – People live longer. Bergen 263.762 Stavanger 127.506 Trondheim 176.348 Tromsø 69.116 Kristiansand 83.243 Oslo 613.285

3. NAV, 12.11.2015Side 3 The Norwegian challenge

4. NAV, 12.11.2015Side 4 Organisational models discussed Government vs municipality dimension

5. NAV, 12.11.2015Side 5 Disadvantages with the municipality in charge of the responsibility – Lack of control and priorities at national level – Lack of overview in the national labour market – Interest and role conflict across municipal boundaries – Possibility of low priority of labour market focus – Lack of opportunity for “big scale” thinking – Bottlenecks at national level related to specialized tasks – Insufficient flexibility to meet rapid changes – Possibility for less focus on the individual user's needs – Less equal treatment for citizens throughout the country. A municipal model predicts changes in the municipal structure.

6. NAV, 12.11.2015Side 6 Disadvantages with one huge government organisation – Risk of unclear signals from the Ministry level – Often turning to the easiest measurable in the follow up work: administration – Usually focus on areas where it can demonstrate results in short term – Pressure from users to ensure economy – Will have trouble in changing focus and dimension in accordance with changing circumstances: policy, development in labour market – One door in, but into a "centre" where the user meet many new doors? – Difficult to reconcile both breadth and expertise in one organisation – Vulnerable to the development of subcultures or "agencies within the administration" - at all levels. Expenses related to development would be substantial!

7. NAV, 12.11.2015Side 7 This is NAV Social security offices Special units About 9 000 employees PES local offices Special units about 3 500 employees Social part of municipality about 4 000 employees Social Insurance (goverment) Public Employment Services (government) Social service (municipality) 2006 – 2010 build partnership with all municipalities in Norway.

8. NAV, 12.11.2015Side 8 Organisation model NAV – simplified 456 local offices (joint governmental and municipal administration present in all municipalities and urban districts) Ministry NAV Directorate of Labour and Welfare 428 Munici palities Services operations Benefits operations Accounting operations

9. NAV, 12.11.2015Side 9 A) State and municipal partnership at local level; the role and tasks of NAV local office; one door-policy  The NAV-office is based on an equal partnership between state and local authorities. The office will offer one door for NAV’s services  A general agreement between The Ministry of Labour and Social Inclusion and The Norwegian Association of Local and Regional Authorities constitutes the framework for local cooperation for all local authorities  Employees within both central and local authorities will receive training and education, and will work with the same tasks  The local NAV-office offer services on behalf of both central and local authorities, but in a way that makes them seem like one and the same.

10. NAV, 12.11.2015Side 10 Challenges through the transit period  Turbulent times – logistical difficulties, old ICT systems, cultural challenges, negative headlines in the News…  Experienced what is usual during implementations – reforms often don’t turn out according to what they were meant to, are usually shaped and reshaped through the implementation face, and follow a pattern where ‘old’ problems are brought into the new organisation.

11. NAV, 12.11.2015Side 11 Current situation  The users  The organisation  The service – Unsatisfied with the information received – Need for better cooperation between offices responsible for services and for benefits – Customer-satisfaction is slightly better than before the reform – Has become huge – The “one-stop-shop” with only door for the users is still leading to more and other doors behind the first door – More synchronized service for users who previously would receive help from two or three organisations – Poorer to some groups who previously received service from only one organisation eg the unemployed. We see a “Light in the tunnel” -the transition turbulence is about to calm down!

12. NAV, 12.11.2015Side 12 Prospects of further developments We believe: our organisational model is the right for us we are shaped for meeting future challenges ! We believe: our organisational model is the right for us we are shaped for meeting future challenges !