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Webinar: Work and Health Programme - How you can stand out


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Deven Ghelani, Policy in Practice, is joined by Tony Wilson from the Learning and Work Institute and Anne Gregory from PublicCo in this webinar looking at how bidders for the new Work and Health programme contracts can stand out.

The new Work and Health programme has the ambition to halve the disability employment gap, but at a much reduced budget. Successful organisations will need a clear and persuasive offer demonstrating how they will support more unemployed people into work.

View these slides to learn:

1. What DWP are looking for
2. How to make your business case stack up
3. How to target support to help you help more people

Critical to the success of the Work and Health programme will be the role of the frontline adviser. As well as needing an understanding of the changing welfare system and the different levels of in-work benefits, the adviser will also need to coach customers who may have barriers to work.

Providers who can offer support that goes beyond what is routinely available to jobseekers will be more successful at winning and delivering the new contracts. Our webinar will show you how you can do this.

In addition, Learning and Work Institute will launch their new financial model for the Work and Health Programme. The model will provide insight and enable providers to forecast income, expenditure and performance in different scenarios.

Published in: Government & Nonprofit
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Webinar: Work and Health Programme - How you can stand out

  1. 1. Policy in Practice Webinar Work and Health Programme: How you can stand out Thursday 9 February 2017
  2. 2. Housekeeping • Audio check • Please ask questions throughout • Poll and a survey • Finish by 12:30
  3. 3. Agenda • Introductions • About Work and Health • How to handle your performance offer • Top tips for the supply chain • Building a service around the frontline advisor • Finish by 12:30
  4. 4. Speakers Tony Wilson Learning and Work Institute Deven Ghelani Policy in Practice Anne Gregory PublicCo
  5. 5. 555 Over to Tony How to handle your performance offer
  6. 6. Work and Health Programme: Learning & Work view Tony Wilson, Director of Policy and Research @LWtonywilson 9 February 2017
  7. 7. What is it? • ‘National’ programme – England and Wales – Excluding Greater Manchester and London – With seven ‘Devolution Deal Areas’ with input on design and bidder selection (covers around one quarter of the country) • To support out-of-work disabled people (voluntary), long-term unemployed (mandatory) and non-disabled people referred for early support (voluntary) • £428 million budget – around one fifth of the programmes that it replaces • Likely to be 186,000 participants over five years – Funding per participant up to £2,300 per person – Nearly double Work Programme (we estimate £1,281) • DWP anticipate 75% ESA and disabled participants; 25% LTU and early entry – so 27,000 plus 9,000
  8. 8. What DWP wants • Tailored support • High performance • Local integration • Added value
  9. 9. Which means? • Tailored support – Specialist advisers/ coaches, smaller caseloads, personalised support – Supported Employment principles – Focus on engagement and retention in-programme • High performance – Focus on results – meaning employment entry – Measures of progress towards work, progression in work? • Local integration – Health and employment • But services misaligned in objectives, delivery models and culture • Where it works, co-ordination at management and operational levels – underpinned by public service leadership, governance, systems, ways of working – With skills support, devo deals, housing, welfare… • Added value – Ability to align other funding, achieve better outcomes through different ways of working
  10. 10. This will feel different to previous DWP programmes Housing Local/ social services Health Other outreach Eligibility check DWP Gatekeeper Yes/ No Triage and assessment Programme delivery Personalised and intensive Employment focused Integrated with local services Additional support Health Skills Welfare, housing, debt, drug/ alcohol etc In work support Retention Training Welfare, housing, debt, drug/ alcohol etc Employer support Recruitment practices Workplace adaptations Accessing funding/ support Partnership working – leadership, governance, management, delivery DWP referrals ESA WRAG/ UC LCW (v) Early access disadvantaged (v) JSA two years plus (m)
  11. 11. Effective management – at all levels – will be key • With DWP – for referrals, partnerships and contract management • Local partners • Outreach • Caseload management • Referral systems, processes and monitoring • Employer – engagement, brokerage, support • Financial – within and without supply chains • Performance • And many different models for how this can work: Source: L&W evaluation of DWP USDL trials
  12. 12. As will evidence of effective, evidenced, adviser support… • One-to-one, regular and timely support • Smaller caseloads and more frequent intervention associated with better results • Range of skills and capabilities matter – Engagement, motivation, partnership working, job matching and brokerage, caseload management • Action planning, building self-belief, overcoming setbacks • A focus on maintaining momentum and achieving outcomes • Supporting out of work and in transition into work • Linking with additional support, and focused on outcomes No one adviser can do all of this! Implications for organisation, supply chains, contract and customer journey management
  13. 13. And doing what works for disabled people and those with health conditions • Many of the key themes will be familiar: • Effective adviser support – right level of (specialist) support, tailored to needs, with smaller caseloads and enough time • Whole person support – raising expectations, of participants and their families, healthcare professionals, others • Effective profiling – of aspirations, capabilities, needs • Intervening at the right time – and often earlier • Job matching – including job (re)design – and in-work support • Effective employer engagement – ‘individual-based’ and ‘employment agency’ approaches • Financial planning and incentives – RtWC, Permitted Work But trade-offs: narrow and intensive versus broad and shallow
  14. 14. The funding model – still very (job) outcome based • Delivery fee – 30% of contract value – Good news – this is not an attachment fee – Equivalent to £690 per participant • 70% on outcomes – Cf. Work Programme, which will end up more than 80% – We think outcome payments in WP limited innovation and contributed to selection/ parking risks • Innovative ‘accelerator’ model – Standard outcome payment for first 75% of performance offer that achieve outcomes – Higher outcome payment for everything above this – Provides an antidote to parking risks? – But sharpens performance risk – the losses from missing targets are proportionately greater, will this inhibit innovation?
  15. 15. The shortlisted providers Economic Solutions G4S Ingeus PeoplePlus Reed PeoplePlus Pluss Remploy Shaw Trust Working Links G4S PeoplePlus Pluss Prospects Shaw Trust Working Links APM G4S Ingeus PeoplePlus Shaw Trust G4S Ingeus PeoplePlus Reed Shaw Trust G4S PeoplePlus Reed Shaw Trust Working Links
  16. 16. Timetable – incredibly tight! Activity Dates WHP Bidders submit Initial Stage Responses 24th Feb 2017 Initial Stage Presentations 6th March – 24th March 2017 DWP announces Shortlisted Bidders 3rd April 2017 Commercial Dialogue Stage sessions 8th May 2017 – 14th July 2017 Shortlisted Bidders submit Final Offer 28th July 2017 Final Offers evaluated August 2017 DWP announces successful Bidders September 2017 WHP Contract Signature September 2017 Go-Live From November 2017
  17. 17. Work and Health Programme modelling: the L&W financial model 9 February 2017 Tony Wilson, Director of Policy and Research e: t: 020 7840 8346 | m: 07504 054407 Lovedeep Vaid, Senior Statistician e: t. 020 7840 8335 | m. 07944 303893
  18. 18. Overview • L&W are the leading independent experts on modelling employment programmes – including a long track record of modelling Work Programme CPAs for primes; and developing programme models for government (including in Northern Ireland, the Republic of Ireland and Scotland) • Our new Work and Health Programme model is a fully adjustable, excel- based tool that enables users to model the finances of the WHP • It incorporates all aspects of the WHP specification set out by DWP – including the service period, outcome measure, payment model, accelerator, unit costs, and CPA baseline performance and volumes • The model enables providers to input their own assumptions on performance, prices and costs – and from this generate forecasts of income, cashflow and profit/ loss • The model can be used either to build your performance offer, or to QA your own internal modelling
  19. 19. Programme inputs • The next three slides set out how the model treats programme inputs • In each case, the model uses the ITT assumptions as starting points • Providers can then fully customise these inputs, including to incorporate their own assumptions on performance, attachment rates, drop-outs and costs
  20. 20. The model sets out, and lets you customise: • Volumes – DWP’s estimates are included for each CPA and Devo Area, and can be selected from drop-down menus • Performance – DWP’s baseline performance assumptions are also set out, CPA by CPA • Users can then incorporate their own performance offer, and assumptions on take-up and drop-out (a key point of difference to Work Programme modelling) • This generates model estimates of starters and outcomes • Finally users can incorporate a performance scenario – what happens when volumes are above or below their ‘offer’ • All inputs are generated for each of the three client groups Volumes, participation and performance
  21. 21. programme costs • The model includes an embedded ‘cost calculator’ • This enables users to vary their start-up, fixed and variable costs over time and for different groups. • This includes a ‘ready reckoner’ for estimating caseload sizes and adviser volumes at different frequencies/ intensities of support • Programme costs then pull through to the model summary, to enable estimates of margin and cashflow
  22. 22. • The model fully incorporates the DWP payment structure • So based on the performance offer and CPA, it automatically calculates the standard and outcome payments (i.e. the accelerator); the delivery fee per starter and outcome payment per starter • An illustration of this is set out below The payment model
  23. 23. Programme outputs • The next three slides set out the outputs that the model can generate • These are illustrative examples for the Central England CPA, based on ITT inputs plus a set of assumptions (broadly, a performance offer 5 percentage points above counterfactual and with a profit margin of around 8%)
  24. 24. • The model uses payment and performance inputs to generate forecasts of income over time • These show sources of income – e.g. delivery fees, outcome and sustainment payments Programme income
  25. 25. Cashflow forecasts • By incorporating the costs data, the model can then forecast cashflow • This is done both on a monthly basis and cumulatively
  26. 26. • The model can also generate income and expenditure forecasts at different levels of performance • This assumes the same delivery model so in effect capture exogenous risks/ benefits (e.g. a stronger or weaker economy and no change in service) • Costs increase at low performance and decrease at higher, due to a different balance between working and non-working participants Income, expenditure and profit margin scenarios 0% 5% 10% 15% 20% 25% 30% 35% 40% £M £20M £40M £60M £80M £100M £120M £140M Providermargin% Providerpaymentsandcosts Percentage point difference to performance Provider payments Costs Provider margin
  27. 27. Next steps • The model is available to framework providers for £7,500 plus VAT • For potential supply chain providers, the model is available for £4,000 plus VAT • This includes guidance and ongoing user support • We would be delighted to demonstrate the model or to provide any further information on its design and specification • For more information, please contact: Lovedeep Vaid, Senior Statistician e: t. 020 7840 8335 | m. 07944 303893
  28. 28. Work and Health Programme: Learning & Work view Tony Wilson, Director of Policy and Research @LWtonywilson 9 February 2017
  29. 29. 292929 Over to Anne Top tips for the supply chain
  30. 30. PublicCo is a leading consultancy practice dedicated to driving the very highest standards in public service design and delivery, globally. We are a joint venture with the Learning and Work Institute (L&W). Some consulting firms treat business sectors as interchangeable, but at PublicCo, we know that this ‘one size fits all’ philosophy is flawed. Our real-world understanding of ‘what works’ enables us to provide a highly specialist, performance-focused approach to strategic and operational challenges. 30 © 2017 PublicCo Limited. All rights reserved. This document is CONFIDENTIAL About PublicCo and the team Joel Featherman CEO 07739 119783 Anne Gregory Director 07975 502969
  31. 31. 31 © 2017 PublicCo Limited. All rights reserved. This document is CONFIDENTIAL Key drivers of change LOCALISM COHORT FUNDING
  32. 32. 32 © 2017 PublicCo Limited. All rights reserved. This document is CONFIDENTIAL What do these drivers mean in terms of risk and things to get right? WHP OPERATING MODEL ORGANISATIONAL STRATEGY WHP COMMERCIAL MODEL ⁻ Vision/objectives and values – at any cost? ⁻ Ongoing bid qualification ⁻ Your WHP USPs, strengths and weaknesses ⁻ Service design linked to cohort and the delivery of the best outcome ⁻ Confidence on delivery of performance measures ⁻ Co-design with Primes and link with wider partners ⁻ Inputs ie. Pay / non pay / performance assumptions) ⁻ Understand impact of likely scenarios (risk and reward) ⁻ Balanced scorecard of offers and compare with your ideal
  33. 33. 33 © 2017 PublicCo Limited. All rights reserved. This document is CONFIDENTIAL Some practical tips for WHP Test your ideas Evidence your performance Assure your offerEmbrace co-design Move at pace
  34. 34. ⁻ Establishing strategy and offer ⁻ Local design (what’s right in your geographical areas) ⁻ Regional tailored commercials (P&L, risk, scenarios etc) ⁻ Local assessment of Primes offer against balanced scorecard 34 © 2017 PublicCo Limited. All rights reserved. This document is CONFIDENTIAL How PublicCo can help you New to WHP? Our enhanced offer provides development of your operating model, commercial assumptions and EOI responses as well as all assurance and critical review to ensure best in class responses Tailored offer support components ⁻ On hand support to respond to queries ⁻ EOI completion support & clarification management ⁻ Reporting and briefing on key movements (DWP and Prime) ⁻ Project co-ordination and reporting ⁻ Attendance at events and briefings Further down the track in thinking for WHP? Our offer focuses on providing assurance and critical review of the design, commercial assumptions and offers received by Prime providers.
  35. 35. Over to Deven The role of the adviser
  36. 36. Policy national impact CONSULTANC local impact Software individual impact We were founded to make the welfare system simple to understand, so that people can make the decisions that are right for them.
  37. 37. Things you are great at! • Energy, enthusiasm, passion • A commitment to transform the lives of programme participants • Bringing together a wide range of expertise New national priorities • Universal Credit • Universal Support • Digital inclusion • Financial Inclusion • Progression in work New local priorities • Discretionary housing payments • Council tax support • Hardship schemes and advice • Health related interventions What do the DWP expect? “Any bid that doesn’t talk about UC is missing a trick” Patrick Hughes, Salient Works
  38. 38. “Advisors with more time, working with customers who are engaged and motivated to look for work, will achieve better outcomes.” • People skills and empathy • Action planning, overcoming setbacks and build momentum • Support the transition into work and link to additional external support Advisers also expected to: • Understand and explain a complex and changing welfare system • Link in with local support • Give the most effective support No one advisor can do all of this! What makes an adviser great? WHP - like its predecessors - will be built around the adviser
  39. 39. 404040 “I started my career in welfare to work and saw how powerful a better off in work calculator can be. Policy in Practice has built the best calculator on the market and that’s why I invested in them.” Sean Williams
  40. 40. Accurate and comprehensive • Minimum requirement! • See how a calculation was reached • National and local policies • Updated automatically Fast, Simple • 2 – 6 minutes – best in class! • Dynamic question generation • Save and retrieve cases Engaging and outcome oriented • Generates relevant actions • Links into local support and jobmatch • Beautiful UX and built in guidance Tailored support – action oriented
  41. 41. We are more than a software company. We provide household level analytical services to over forty local authorities, helping them to identify, target and engage household eligible for work and health. Security is built in, with UK based servers, encrypted databases and advanced user management. Clear management information, comparing your usage to your peers. Self-service saves your advisors time and upskilling your customers. Built-in budgeting, customisation guidance, integration all within one tool. Other benefits There are six households eligible for Work and Health around Hanworth Park
  42. 42. “Any software is only as good as its implementation. The support we’ve had from the team to bed in the new service has been a massive benefit to us.” Jemma Johnstone, Serco
  43. 43. 444444 Poll: What do you wish your current Better Off Calculator could do?
  44. 44. 45 Questions
  45. 45. Next steps Please complete the short feedback survey immediately after the webinar
  46. 46. Thank you Tony Wilson, Learning and Work Institute Anne Gregory, PublicCo Deven Ghelani, Policy in Practice