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An introduction to Rehab JobFit and the Work Programme

Andrew Conlan-Trant, Director

Rehab JobFit, JobFit

The Rehab Group and Interserve are delighted that their partnership, Rehab JobFit, has been awarded two regional contracts to deliver the Work Programme in South West England and Wales. Rehab JobFit is a dynamic and fresh partnership, combining expertise, enthusiasm and a broad range of skills that will ensure the successful delivery of the Work Programme in these areas.

The Rehab Group is an independent, not-for-profit organisation, with a current turnover of £180million, providing service in four EU member states. The Group currently provides training, employment, health and social care and commercial services for some 46,000 people each year. The Rehab Group is one of only two voluntary organisations of the eighteen prime contractors delivering the Work Programme in the UK.

Interserve is one of the world's foremost support services and construction companies, operating in the public and private sectors in the UK and internationally. It offers advice, design, construction and facilities management services for society's infrastructure and provides a range of plant and equipment in specialist fields. Interserve is based in the UK; it has revenue of £1.9billion and a workforce of 625,000 people worldwide.

Rehab Group Labour Market Services:

Operates a skills development and

employment support business ­ UK and Ireland · 40 centres · 600 staff · Draws funding from: Department for Work & Pensions (UK) Department of Business, Innovation & Skills (UK) Department of Education & Skills (Ireland) Local Authorities

Centre TBG Centre Partner TBG partner

What this partnership brings to the work programme:

Proven track record in supporting people back to work

Strong supply chain management skills (deliver £2bn public

services ­ 60% is through sub-contracting) Track record of delivering outsourced government programmes Strong links into local government and employer communities Financial stability and maximum funding to the customer Voluntary/public sector input (58% of end to end providers)

Our Values

EmployerDelivery Quality Ensuring Led JobFitaresearches what jobs are With diverse range of localised available and what employers need providers, JobFit will drive the to fill these jobs. success of the supply chain through excellent performance and quality Inclusion, Not. Segregation management Each customer's journey is tailored to their specific needs rather than End-to-End Delivery being determined by theiradopts an The JobFit delivery model benefit group. end-to-end approach to ensure the customer has a single contact who Focused on Sustainability journey; follows them through their We focus on matching break the the objective being to the right customer to the right having to tell cycle of an individual job and provide effective in work support to their story to multiple providers. ensure that customers stay in employment.

Delivery Partners

Through a targeted procurement process JobFit has engaged a wide range of End to End Providers (EEP) located within the South West of England and Wales. Our objective is to engage high quality service delivery, drawing on existing networks and experience in supporting local communities. We will build on this firm foundation by establishing best practice processes and procedures that are shared between the JobFit EEP community to ensure that they deliver high quality results.

Wales West England South

A4e Pinnacle People BTCV Tomorrows People Capital Engineering Salvation Army Futureworks Prospect Training Services Neath Port Talbot Scout Enterprises Antur Teifi Seetec Ceredigion North Wessex Training North Wales Training TBG Learning Scout Enterprises TBG Learning Tydfil Training Ltd Vale of Glamorgan

Key elements of the work programme

· Providers will be expected to support people for longer periods of time ·Payments will be based on outcomes and sustainability ·Minimum levels of performance in place

with possible contract sanction if

performance is below these ·Providers will support harder to help customers and rewarded for doing so to put an end to previous practice of "Creaming and Parking" ·The Government has allowed a `Black box' approach to encourage genuine innovation ·There is no prescribed method of delivery. ·Prime providers are expected to work with a broad-range of partners, from the public, private and the voluntary sector to deliver personalised, localised service and specialist provision.

Our experience to date

TUPE process ­ protecting smaller providers

Working through IT challenges Referral volumes more than expected at the moment

Early need for specialist providers

Clarity around sanctions Developing strong relationships with suppliers

Delivery Model

Specialist support

Referral from JCP

Contact centre

Core Delivery Partners

Assessment

Job Outcome

Delivery

Sustainability programme

Plans for the future

Embedding core processes Strong emphasis on sustainability Driving performance across the supply chain Providing maximum support to smaller suppliers Staying flexible and responsive

Employer Engagement

Demand driven based on market and employers Grounded in partnership rather than an ad hoc transaction Appropriate level of support for employers Support on absenteeism and additional management Focus on SME support Strong links to skills and training Work within existing groups and forums

In work support

· · · · · Our IWS package is flexible and needs driven to increase sustainability in employment Diagnostic interview with both the customer and the employer to identify risks and goals Identify whether the customer needs any specific training or additional support Ongoing programme of IWS with the customer that will provide an appropriate level of contact and support All customers will have access the RJF Employee Assistance Programme (EAP) a confidential, online personal support service that provides advice and support on personal, work and health related issues

Challenges

Unemployment "hot spots"

Meeting the shifting demands of the market Getting the supply chain working ­ cultural challenge

Driving performance and efficiencies

Ensuring local involvement Getting a joined up approach

Questions

END

Information

Slide 1

18 pages

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