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VCS Assist Payment By Results Workshop - slides


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  • 1. Payment by Results Survival Guide Nicky Robertson-Peek, 3SC Steve White, VCS Assist
  • 2. Introduction  Payments By Results  Work Programme  The future e.g. Transforming Rehabilitation/WorkChoice/WP2  Market share shift  End loaded contracts
  • 3. The Third Sector is traditionally better at providing bespoke services and individual support that promotes sustainability with so called “disadvantaged groups” With the right platforms, processes and planning the Third Sector will ALWAYS be better than the private sector at delivering sustainability because they PUT THE CUSTOMER FIRST!
  • 4. Payment by Results Five Main Problem Areas Areas we will cover:  Finance and Forecasting  Caseloading and RAG rating/Staff Resource  Employer Engagement  Sustainability  Quality and Compliance
  • 5. Financing and Forecasting Troubleshooting Issues:  Contract Profiles v performance  Delivery to meet Contract Compliance (not getting thrown out of supply chain)  Level of Deficit against profiles  Delivery to meet organisational financial needs (more than contract minimums)  What is realistic to achieve?
  • 6. PBR Cash flow 0 Time Cash
  • 7. Financing and Forecasting Issues:  Current Conversion Rates  Case loads too high? Too many staff?  Throwing money at problems and poor performance  Lack of accurate output forecasting for cash flow  Unable to return contract due to punitive penalties  Overgenerous resourcing  Been put on performance improvement by Prime (Breach)
  • 8. Solutions: Finance and Forecasting  Cost/benefit analysis of overall contract value for next 6 months  Design Flight Path forecasting for each year.  Regular checks of unclaimed output opportunities  Cut out resource waste and duplication i.e. premises, staffing, resources  Exploit double funding opportunities i.e. with other partner courses with REDs  Viability of Contracts through overall improved performance in all areas.
  • 9. Solutions: Finance and Forecasting Flight Path Diagram  Flightpath 2.xlsx
  • 10. Caseloading and RAG rating  Most people can‟t RAG rate properly  Which effects everything from forecasting to assignment to wrong staff  Ineffective employer engagement
  • 11. Distance from Labour Market Costs Revenues X X X X X X X X X
  • 12. RED Amber Green Profile of RAG Rated Clients RED – extensive barriers to overcome to enter employment, lots of support needed, low self confidence, no employability skills Areas: CV‟s Employability Training Basic Skills Training AMBER - Need motivating, some employability skills, previous employment skills, some interview skills, recently gained skills qualifications Areas: Interview Training CV‟s GREEN – Motivated, keen to work, self- confident, employability skills, ready for interview Areas: Arranged Interviews Mock Interviews Maximise Confidence
  • 13. Exercise 1 : RAG Rate example Clients
  • 14. RED Amber Green Operational RAG Rating Highly unlikely to find employment in the life of the contract Core caseload Sliding scale Likely to find employment quickly with minimal support
  • 15. Employment Advisor Profile: Team qualities/skills; • Empathy, compassion personal experience of related barriers (disability/addiction/homelessness/criminal record/debt) • Sales/target driven/bonuses • Graduate – no experience in W2W (articulate/good communication skills/creative) –some organisations have made this their model for staffing • Commercial recruitment background • Trainer/tutor • Older – diverse employment history • Volunteers (how do we use them?/could be any of the above) • Mentors - (how do we use them?/could be any of the above) • Who does In-work support calls? • Administrators (how are they used/ what are their skills? • Any of the above?)
  • 16. Staff Resource Issues:  Division of case loads does not reflect staff skills  Lack of output targeting set for staff  Unrealistic panic targeting against staff skills  Culture shift and team dynamics  Problems with TUPE staff  Lack of Accountability of poor performers.  Lack of effective supervision
  • 17. Solutions: Staff Personal Action Planning  100% Buy-in by staff to the contract (collaborative Flight Path)  Effective Targeting. Do you have team targets or/and individual targets?  How are those targets communicated (competitions, team boards etc)  What sanctions are you prepared to impose on poor performance?
  • 18. Solutions: Staff Resource  Perform team skills analysis and individual staff review  Examine Case Load and link to identified skills set  Set clear challenging realistic targets for all team members  Develop individual staff work plan and support through effective supervision.  Effect staff buy-in through accountability (wake up call)  Instigate regular staff performance meetings. (channelling what works)  Channelling whatever works with team dynamic  Put in place effective supervision structure with both rewards (incentives) and consequences for non performance within the team dynamic  Break up cliques, of poor performers and effect proper inductions of TUPE staff.
  • 19. Employer Engagement Issues:  Lack of dedicated member of staff  Lack of skills in sales and employer engagement  Wasting resource on unrealistic jobs opportunities  Lack of communication between advisors and employer engagement staff  Lack of understanding of case load potential or limitations  Organisation working in isolation within local labour market.
  • 20. Solutions: Employer Engagement  Identify or recruit most suitable member of staff to dedicated post.  Examine the caseload‟s skills and aspirations for unrealistic expectations within local labour market  Partner with other organisations to maximise replicable vacancies  Working with other organisations fulfil employer vacancies  Regular team meetings to discuss employer engagement and interventions re caseload  Essential investment in Employer Engagement Post or Training.
  • 21. Sustainability Issues:  Lack of resource for contract  Pressure of short term performance targets affecting long term contractual compliance resulting in job dropout etc through lack of proper job matching.  Excessive pressure on staff to perform to meet short term gains.  Organisation at high financial risk due to poor performance  Performance slippage after short term bursts of crisis management of contracts.
  • 22. Solutions: Sustainability  Embed monitoring systems and tracking to ensure monthly targets are met.  Higher success will generate more income to meet resource demands.  Ongoing analysis of good practice and what works to evolve, up skill and develop competencies to meet contract targets.  Effective forecasting to ensure long term goals and targets are met.  Proper support to staff to ensure development of skills and aid delivery.  Building up a network of suppliers, employers, complementary agencies to ensure delivery of outputs.
  • 23. Quality and Compliance Issues:  Contracts in breach due failing audits/quality/compliance  Over or under resourcing of quality systems to meet compliance  Lack of staff buy-in and commitment to contract quality issues  Huge risk in terms of illegality through fraud due to lack of internal audits, and checks.
  • 24. Solutions: Quality and Compliance  Designate a quality compliance champion within the organisation to monitor and ensure contract quality and compliance standards are met.  Ensure that minimum quality standards are met and reduce administrative burden on organisation.  Encourage staff peer auditing to reduce quality admin and encourage good practice and time effectiveness.  Set minimum file reviews per month to ensure that files are all reviewed ready for any contract audits.  Ensure staff buy-in by integrating into staff roles rather than it being seen as something „extra‟.
  • 25. Exercise 2 : Turning around a failing PBR contract
  • 26. Exercise 2 : Jobs-R-Us is a London-based charity with 22 staff members and a turn over of £1.5m. They have a number of W2W contracts and have a successful track record of delivering employability contracts for GLA, ESF, London Councils etc to long term unemployed. They also deliver literacy, numeracy and ESOL classes. They are tier 2 end-to-end delivery provider on Work Programme and have approx 800 customers. They initially started well and met all their targets for job entries but for the last 6 months they have had erratic performance (sometimes meeting in-month contract targets and then the next month being 60% below profile). This has resulted in them becoming significantly behind profile and having a deficit that is accumulating every month. The Prime has put them on a 3 month Performance Improvement Plan (PIP) and the Board have raised concerns about cashflow. The staff have been made away that they may have to make redundancies if this continues and this has seriously impacted on staff morale.