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Arbetsfrmedlingen

Decided: 18-01-2013

Arbetsfrmedlingens operational plan2013

1. Conditions

Arbetsfrmedlingen deems that the economic situation will weaken in 2013, which is a

result of continued weak financial activity in Europe. It may get somewhat stronger

towards the end of the year, however, that will not be enough to turn around the negative

development on the labour market. Unemployment will continue to rise, but the pace of

the increase may be reduced at the end of the year. The regional differences will remain

large. Regions with a large industrial sector will be particularly affected by the weak

economic situation in Europe.

The low demand for labour will affect groups in a weak labour market position

particularly. These are mainly people with brief or non-marketable education, people with

a functional impairment, which means reduced working capacity and/or with a history of

illness, senior people and those born outside of Europe. There is always a tendency for

demands on competence to rise during a dampening of the economic situation, and for

some jobs to be lost permanently. Groups in a better labour market position are also

affected by increased unemployment, and their share of total unemployment is deemed to

be on the increase. Despite a relatively weak demand for workforce, the absence of

workforce remains in several professions. Therefore the challenges facing

Arbetsfrmedlingen in 2013 are thus to:

ensure that employers get the service they need to find labour,

ensure that people with the least job opportunities get the support they need in order

to find work and

counteract regional and professional imbalances on the labour market.

Using conditions and current results development as a starting point, the operations

during 2013 are to be characterised by a heightened state of readiness for changes on the

labour market, and consistent implementation of the government authorities assignments

and specified priorities.

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2. Our assignment

2.1. Assignment and special areas of respons ibil ity

Arbetsfrmedlingens assignment departs from off from instruction for

Arbetsfrmedlingen, link:Regulation (2007:1030) with instruction for

Arbetsfrmedlingenwhich states that we shall work to improve how the labour market

works by:

efficiently bringing those seeking work and those seeking labour together,

prioritising those who are far from the labour market and

contributing to a continuous increase in employment in the long term.

Arbetsfrmedlingen has a sectorial responsibility for disability issues in the labour marketpolicy and for new arrivals. Within the framework of this responsibility we shall be

gathering, supportive and driving in relation to other parties.

Furthermore, Arbetsfrmedlingen is to ensure that:

private providers are part of the government agencys service offering,

the unemployment insurance works as an unemployment insurance that enables

jobseekers to receive financial benefits while seeking new employment., and that

the government authority prevents erroneous payments.

2.2. Focus during 2013The focus and the new modus operandi that was established for Arbetsfrmedlingens

operations in preparation for the business year 2012 will also apply during 2013. That

means a continued emphasis on assessment support, action plans, early efforts and

personal meetings.

The work shall lead to increased trust from those using our services, good results

development and increased efficiency. Central starting points for the completion of our

assignment are to:

Prioritise Arbetsfrmedlingens assignment and customer benefit shall be

governing

Simplify Simplify for customers and employment officers and create increased

customer benefit

Standardise The degree of standardisation shall increase. Established methods

and modi operandi shall be used. Established good examples shall be spread and

utilised

Follow up Ensure quality and cost efficiency of efforts and programmes

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Control Ensure correct payment and counteract benefit crime, and ensure that

the unemployment insurance works as aninsurance that enables jobseekers toreceive financial benefits while seeking new employment.

The appropriation warrant for 2013 specifies a continued focus on a stronger labour

policy and clearer demands:

Continued focus on the development of employer contacts

Stronger follow-up and control

Increased demands on quality and activity levels in the Job and Development

Programme and the Youth Job Programme

Increased focus on young people

A widened target group and more efforts within the establishment reform

Improved and evolved assessment of the working capacity of people with a

functional impairment with reduced working capacity

Increased focus on efficiency and trust from those who use our services

3. The government agencys perspective

3.1. Customer

Arbetsfrmedlingen shall match employers who need to recruit and appropriate

jobseekers together, and vice versa. Good employer relationships give us the opportunityto catch the employers labour demand early, and create conditions for us to succeed with

both the basic matching assignment and the work with prioritised groups.

The employer relationships are strengthened by more frequent contacts, which enable the

establishing of mutual knowledge and understanding, and put down the groundwork for

trust to be built.

The trust of the people who use our services is both a condition for and a result of good

contacts with our customers. Good availability, the degree of contact and what happens in

each contact with our customers affects the result.

The goal of all our efforts is for them to lead to work. The prioritised groups are: Employers with difficulties recruiting

People in need of early efforts to avoid long-lasting unemployment, where young

people are a particularly important group

People within the guarantees and programmes

People with functional impairment and/or a history of illness

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New arrivals and people born outside of Europe with little anchoring on the labour

market

3.1.1. Priorities

Good employer relationships encompassing

- Active seeking of vacancies

- Clear messages around, and adaptation of opportunities in our toolbox

- Agreement when receiving vacancies

- Accessibility in accordance with directives

- Offer of contact person

- Offer within the framework of National customers

Ensure the implementation of the new modus operandi where the contact with

jobseekers encompasses

- Job suggestion at every contact

- At least an average of two visits per month for prioritised groups

- Increased use of group activities

- Individual action plan one or five days after registration

- Updated action plan within four months

Long-term work for increased trust

3.2. Operations

We shall always focus on the customer and ensure that the customers receive the best

possible service, both in terms of the employers needs and the jobseekers individual

needs. The starting point is the right measure or service for the right person or employer

at the right time. The managers assignment is to lead and delegate the work in

accordance with the commissioning bodys intentions as described in the appropriation

warrant.

Regulations

Arbetsfrmedlingens role as a control function for the unemployment insurance shall be

strengthened. Changes to the unemployment insurance are expected during 2013. The

implementation of these changes shall be planned and ensured.

We will implement changes to strengthen the customers integrity and to ensure that

Arbetsfrmedlingen lives up to the demands of the Personal Information Act.

Planning

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The right measure or service at the right time demands active planning of our production

resources where every resource is utilised efficiently.

Current labour market conditions demand good preparedness for efficient handling of

redundancy notices.

Production tools shall be used in planning to achieve the turnover measurement

objectives of the score card.

Implementation

Arbetsfrmedlingens new standardised modus operandi has the purpose of preventing

and breaking long-lasting unemployment.

Frequent meetings with our customers shall make up important support for the

individual, but also give the employment officer the opportunity for better follow-up and

control.

Activities in the work place, efforts from additional parties and more frequent visits to

Arbetsfrmedlingen shall be important parts of increasing the activity and quality of the

guarantees and programmes, and thus break long-lasting unemployment.

Follow-up

Follow-up of activities shall be developed to enable increased target achievement. Local

and regional differences in how we work, what is offered to customers and what results

we achieve shall decrease. Modi operandi that lead to good results shall be spread.

3.2.1. Priorities

Unified and correct implementation of the rules by

- ensuring high seeking activity

- ensuring the customers integrity

- ensuring the adoption of changes to the unemployment insurance

Actively plan production resources in line with the new modus operandi

Ensure implementation of the new modus operandi, which in our operative activitiesencompasses

- Standardised registration process

- The use of assessment support as part of the labour market assessment

- Early efforts for those who risk long-lasting unemployment

- Increased guarantee quality where one part is an increased amount of work

place activities

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- Increased use of individually adapted effort and programme chains

Efficient follow-up of activities by

- Standardising and structuring activity follow-up

- Improving register quality

- Continuously developed result dialogues

- Ensuring effects of Structure streamlining 3.0, phase 1

3.3. Employees

Arbetsfrmedlingen shall have the competence and the conditions we need to carry out

our work. A good working environment, employees and managers with the right

competence who are committed and take joint responsibility are prerequisites for

achieving good results development and increased targets achievement.

Competence planning is a part of the government authorities s operational planning and

shall, in a clear way, use Arbetsfrmedlingens assignment, priorities, development and

target achievement as a starting point, and support them.

Arbetsfrmedlingen has a large amount of new employees. It is important to monitor staff

turnover.

A clear management and leadership will lead to good results development and the

achievement of common goals.

Planning of staff resources based on the challenges facing Arbetsfrmedlingen in the

coming years is an important part of operational planning on all levels. Staff resources are

to be directed to the areas that are on the rise, i.e. the establishment assignment and

rehabilitation as well as more frequent employment officer contact with jobseekers and

employers.

Work environment and health promoting work creates better conditions for our

employees to use their competence and perform to the best of their abilities.

Active work with equality and diversity will contribute to efficient matching in the labour

market and lend support to those with the least opportunities of gaining employment. All

managers and employees shall have good knowledge of equal rights and opportunities,and shall use their knowledge in their professional modus operandi.

3.3.1. Priorities

Clear management and leadership

Monitor staff turnover

Steer staff efforts toward more frequent meetings with employers and more personal

meetings with jobseekers, especially prioritised groups

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Follow through on measures to ensure the employees protection in case of threats

and violent situations

3.4. Finances

The government authority resource allocation for 2013 is expected to adhere to the

conditions presented in the Government Bill 2011/12:1. The allocation of assignments and

resources shall from now on be made using a combination of dialogues and model based

allocation. The Director General allocates the resources to the head office and to the

market areas. The Marketing Area Managers then allocate further to the offices in the

respective areas. Allocation to the head office shall take basic administration, compulsory

assignments and development/projects and investments into consideration.

The Director General decides when re-allocation can occur. The point of departure is thatit occurs once per year and that it applies to all levels jointly. In between, re-allocation

only normally occurs as a result of re-organisation or other similar reasons.

3.4.1. Priorities

Actively plan financial resources for efficient allowance usage

Establish on improved financial management enabling more qualitative cost and

result follow-up.

Ensure that processes and routines are quality assured and that risk analyses are

carried out with the purpose of decreasing the risk of erroneous payment and benefit

crime.

During 2013 prepare for the adoption of time measuring as a method for measuring

Arbetsfrmedlingens performance

3.5. Development

Arbetsfrmedlingen is a government authority that is constantly developing and

changing. By adapting and developing our operations, we carry out our assignment in

such a way that the commissioning body has great confidence in us delivering what we

have been assigned to.

To be able to lead, manage and follow up the government agencys development

operations, we need a description of how we want Arbetsfrmedlingen to be and develop

during the coming years. This description is available in the document

Arbetsfrmedlingens development strategy.

3.5.1. Priorities

The watchword when prioritising development initiatives that are to be part of the

Development plan for 2013 is that they shall contribute to an increased level of trust from

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those using our services, make things easier for our customers and streamline our

operations.

In managing and leading the government authoritys development work, the following is

to be prioritised:

Ensure the establishment of briefcase management and its connection to operational

planning and management model

Ensure a systemised result follow-up of development operations

Establish forms and routines for calculation of the benefit and effects of

development operations

Appendices

1. Appropriation warrant for Arbetsfrmedlingen 2013,

link:Appropriation warrant 2013 Arbetsfrmedlingen

2. Allocated grants in accordance with appropriation warrant

3. Arbetsfrmedlingens scorecard 2013

4. Focus development operations 2013

5. Arbetsfrmedlingens risk analysis 2013

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