1. Session: 6 Title:Towards More Integrated Service Solutions 8 th Quality Conference Name: Pathways to Work (Ireland) Mr. John McKeon

2. Pathways to Work Supporting Labour Market Resilience

3. 3 2007 2010/122015 Resilience

4. 4 Celtic Tiger Years

5. 5 A sudden sharp shock

6. 6 Lag A barren future…?

7. 7 …But yet…

8. 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

9. 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)

10. 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.

11. 11 Commence Payment Advise CWS Refer to FÁS Cease payment of BASI Apply for rent supplements etc. Refer to Training CES External job. Jobs club Make CE/Training payments Advise DSP Take-off payment Cease payment at scheme end Advise DSP Re-start payment Take details Make appt. Refer to CWS Take details Commence Payment of BASI 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 In 2011 our service proposition for unemployed people was fragmented, complex and ineffective…

12. 12 …a service model that, given the huge increase in demand on the service, could not be sustained …

14. …and even in the ‘good‘ years left a lot to be desired 14 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

15. 15 Functional Experts Investigation Employment Guidance Special Needs Integrated View of Customer Case Management Functional experts brought in as necessary Client provided with appropriate income, employment and personal development supports Client Accesses Services Client is registered for service. Profile data captured Intreo staff assess needs. Helps client to develop/monitor personal progression plan. Immediate Needs Referral to Personal Development Job Placement Outcomes Multiple Access Channels Access In 2011 we set out a new service vision…

16. 16 Intensity of Support Client Distance from Labour Market Far High Low 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.

17. Register for service and commit to participate in activation? Demonstrate Bona-Fides? Commence Payment Retain Payment Y Y Y N Move to reduced payment N Recommit and demonstrate Bona-Fides? Y Payment Restored Move to minimum payment rate N …and linked payment of benefits to participation in activation programmes…

18. Illustrative Engagement Process Low risk of Long Term UE Pathways to Work Immediate Needs Referral to Personal 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/ 1 st contact Registration: Employment and income services. Diagnose/ profile Stage/ Profile Activity Focus Outcomes …with a return to employment being the ultimate goal…

19. 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 Established in 2008 through merger of state welfare and employment agencies Established in 2006 through merger of state welfare and employment agencies Established through merger of state welfare and employment services - 1997 19

20. 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.

21. 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)

22. #PTW Key Projects 1Programme Management Office (PMO) and Governance 2Case Management /Activation Support 3Client Interaction/Access (Websites etc.) 4Employer Engagement and Job Matching 5Service Model: One-Stop-Shop/Integrated Reception and Decisions 6Outsourcing/partnerships 7Interaction with Training/Education Sector 8DSP Culture Change/Change Management/Communications 9IT/Consolidated Payments Engine /BOMi 10Service Development (Jobbridge/JobsPlus etc.) 11Service and Staff Integration (FÁS/CWS) 12People and Talent Development 13Intreo/Physical Infrastructure 14DJEI/IDA/EI/LEO interactions 22 14 Key “Projects” were identified within DSP to deliver PTW 2012 by end 2015…

23. 23 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.

24. Process Modernisation (SDM) Customer office processes Back Office Processes On-Line services BPI Projects Customer Communications Facilities/’high street’ Service Development Customer Profiling Case management Employer services Linkages to education sector New Services (JB/JP) Targeted rate changes Branding/Marketing Customer research Service Integration Redundancy & Insolvency CWS BSCF Rent Supplement Mortgage Supplement EN/UN Payments Employment Services Community Employment Programmes Services for disabled Organisation Development Strategy Development People Engagement Systems Development Transformed Organisation Across seven core areas…. Organisation Capability Focus Customer Service Focus 24

25. Process Modernisation (SDM) Service Development Service Integration Organisation Development Strategy Development People Engagement Systems Development Organisation Capability Focus Customer Service Focus …to build organisation capability and transform customer service…. Organisation Design Cost Reduction & Control Project/Programme Mgmt Development Annual SoSUnit Business Plans Management Process Perf reporting/mgmt (BBSC) Knowledge Management Staff Attitudes Survey Culture/Values Audit & Development Accommodation/ Facilities Review Communication & Partnership Skills and Competencies Reviews/Development Mobility and Assignment BOMi Infrastructure and networks PSC Office Systems 25 FAS/CWS/DSP systems integration

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

27. 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% 27 A lot of activity Figures can be used to suggest Impact

28. Observation 1: Use the voice of the customer - the Customer must be the “why”… Underneath the Hood(ie)

29. Observation 2: Changing Behaviour… There is no “vision” unless the organisation owns it. 29 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

30. Observation 3: Communicate, Communicate, Communicate

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

32. Has it had an impact (2)? 32 “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 Ireland September 2015

33. Has it had an impact (3)? 33

34. Thank You