8. Welfare to Work: where we are coming from
• We have evolved a market that is fragmented,
driven by process and short-term objectives
• Silo mentality and dependent; low on
innovation
• Performance is not where we want it to be
• Too much effort on measuring performance –
not enough on improving it
• Performance management is too much “rear
mirror”
9. Welfare to Work: where we are coming from
• £1bn a year spend
• Currently:
• 20+ programmes
• 1300+ contracts
• 600+ providers
• Paid largely for process and inputs
10. Welfare to Work: where we need to be
We have to make the market place fit for the
purpose of Welfare to Work reform:
• Focus on the individual and on tailored solutions
• Focus on rights and responsibilities: “personalised
conditionality”
• Focus on multiple sources of disadvantage
• Focus on employment and skills: jobs and progression
• Focus on place
• Focus on employers
• Step change in what we deliver and step change in
how we deliver – much bigger focus on capability
11. What the market needs to deliver
We are on the brink of a revolution in the provision landscape:
• A single, nationwide programme for new IB customers
• A single, flexible New Deal for all JSA customers
• A single programme for specialist disability customers
• A single, national framework for all local, JCP provision
Plus:
• A major shift towards alignment/co-commissioning of skills and employment
provision
• Real integration with local strategies
• Movement towards multi-client contracts
In effect:
• A “national spine” of mainstream provision, with increasing localisation
• Plus a series of controlled experiments to build the evidence base for the next
generation of programmes
12. What will be different?
• Market Structure – a stronger, more consistent base of
top-tier providers who can work closely with regional and
sub-regional partners to deliver sustainable jobs for
unemployed people.
• Market development and stewardship – an active and
transparent DWP role to ensure that smaller, local
providers, who have the capabilities we need and who
perform well, can flourish and develop.
• Provider capabilities – spelling out the specific capabilities
and requirements that make up a high-performing supply
chain and an effective first-tier provider. We will contract,
inspect, manage and intervene on the basis of these
capabilities and requirements.
13. What will be different?
•Commercial Strategy – a competitive market with larger and longer
contracts, rewarding providers for sustained outcomes and significantly
reducing costs, using competition on a continuing basis as the spur to
greater effectiveness.
•Performance Management – a single, integrated, shared and
transparent approach to the measurement and management of
provider performance that enables ‘like-to-like’ analysis of performance.
•DWP capability – building our own skill base so that we make a
positive contribution to business partnership – doing the best job to
support providers in securing sustained job outcomes for our
customers.
•Customer experience – this will play an important part in the
commissioning of provision, how it is delivered and how it is improved.
14. Responding to the recession
• Critical need to avoid “losing” a generation to
long term unemployment.
• Getting new programmes on the ground
(especially FND) is therefore critical, alongside
additional measures to support the newly
unemployed.
• This in turn requires flexibility in our contracting
strategy, and creative steps to strengthen capacity
at all points in the system.
21. Workshops
Theatre Cinema
W1 : Partnership W2: Grass Roots Grants
Working in Practice
Studio Studio 2
W3: NVQ Training Managing Premises
22. Workshop Feedback
Maximising your Budget
Key Questions
How could groups work together to address the
challenges compounded by a recession?
What are the key issues for delegates?
What should be done strategically on a sub-
regional level?
23. Workshop Feedback
Sustainability
Key Questions
How could groups work together to address the
challenges compounded by a recession?
What are the key issues for delegates?
What should be done strategically on a sub-
regional level?
24. Workshop Feedback
West London Vinvolved
Team
Key Questions
How could groups work together to address the
challenges compounded by a recession?
What are the key issues for delegates?
What should be done strategically on a sub-
regional level?
25. Workshop Feedback
HR Management
Key Questions
How could groups work together to address the
challenges compounded by a recession?
What are the key issues for delegates?
What should be done strategically on a sub-
regional level?
26. Workshop Feedback
Partnership Working in
Practice
Key Questions
How could groups work together to address the
challenges compounded by a recession?
What are the key issues for delegates?
What should be done strategically on a sub-
regional level?
27. Workshop Feedback
Grass Roots Grants
Key Questions
How could groups work together to address the
challenges compounded by a recession?
What are the key issues for delegates?
What should be done strategically on a sub-
regional level?
28. Workshop Feedback
NVQ Training
Key Questions
How could groups work together to address the
challenges compounded by a recession?
What are the key issues for delegates?
What should be done strategically on a sub-
regional level?
29. Workshop Feedback
Managing Premises
Key Questions
How could groups work together to address the
challenges compounded by a recession?
What are the key issues for delegates?
What should be done strategically on a sub-
regional level?
30. Thank You
Have a safe journey home!
Please hand in your Monitoring &
Evaluation forms
