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Transcript of Webinar: Work and Health Programme - How you can stand out
Policy in PracticeWebinarWork and Health Programme: How you can stand out Thursday 9 February 2017
Housekeeping• Audio check• Please ask questions throughout • Poll and a survey• Finish by 12:30
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
Speakers
Tony WilsonLearning and Work Institute
Deven GhelaniPolicy in Practice
Anne GregoryPublicCo
555
Over to Tony
How to handle your performance offer
Work and Health Programme:Learning & Work view
Tony Wilson, Director of Policy and [email protected]
@LWtonywilson
9 February 2017
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
What DWP wants
• Tailored support• High performance• Local integration• Added value
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
This will feel different toprevious DWP programmes
Housing
Local/ social services
Health
Other outreach
Eligibility check
DWP Gatekeeper
Yes/ NoTriage and
assessment
Programme deliveryPersonalised and intensive
Employment focusedIntegrated with local
services
Additional supportHealthSkills
Welfare, housing, debt, drug/ alcohol etc
In work supportRetentionTraining
Welfare, housing, debt, drug/ alcohol etc
Employer supportRecruitment practices
Workplace adaptationsAccessing funding/ support
Partnership working – leadership, governance, management, delivery
DWP referralsESA WRAG/ UC LCW (v)
Early access disadvantaged (v)JSA two years plus (m)
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
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
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
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?
The shortlisted providers
Economic SolutionsG4SIngeusPeoplePlusReed
PeoplePlusPlussRemployShaw TrustWorking Links
G4SPeoplePlusPlussProspectsShaw TrustWorking Links
APMG4SIngeusPeoplePlusShaw Trust
G4SIngeusPeoplePlusReedShaw Trust
G4SPeoplePlusReedShaw TrustWorking Links
Timetable – incredibly tight!Activity DatesWHP Bidders submit Initial Stage Responses 24th Feb 2017
Initial Stage Presentations 6th March – 24th March 2017
DWP announces Shortlisted Bidders 3rd April 2017Commercial Dialogue Stage sessions 8th May 2017 – 14th
July 2017Shortlisted Bidders submit Final Offer 28th July 2017Final Offers evaluated August 2017DWP announces successful Bidders September 2017
WHP Contract Signature September 2017Go-Live From November 2017
Work and Health Programme modelling:the L&W financial model9 February 2017
Tony Wilson, Director of Policy and Researche: [email protected]: 020 7840 8346 | m: 07504 054407
Lovedeep Vaid, Senior Statisticiane: [email protected]. 020 7840 8335 | m. 07944 303893
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
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
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
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
• 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
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%)
• 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
Cashflow forecasts• By incorporating the costs data, the model can then
forecast cashflow• This is done both on a monthly basis and cumulatively
• 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% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10%
11%
12%
13%
14%
15%
16%
17%
18%
19%
20%
£M
£20M
£40M
£60M
£80M
£100M
£120M
£140M
0%
5%
10%
15%
20%
25%
30%
35%
40%Provider payments Costs Provider margin
Percentage point difference to performance
Prov
ider
pay
men
ts a
nd c
osts
Provider margin %
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 Statisticiane: [email protected] t. 020 7840 8335 | m. 07944 303893
Work and Health Programme:Learning & Work view
Tony Wilson, Director of Policy and [email protected]
@LWtonywilson
9 February 2017
292929
Over to Anne
Top tips for the supply chain
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 FeathermanCEO07739 [email protected]
Anne GregoryDirector07975 [email protected]
31© 2017 PublicCo Limited. All rights reserved. This document is CONFIDENTIAL
Key drivers of change
LOCALISM
COHORT
FUNDING
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© 2017 PublicCo Limited. All rights reserved. This document is CONFIDENTIAL
Some practical tips for WHP
Test your ideas
Evidence your performance
Assure your offer
Embrace co-design
Move at pace
⁻ 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.
Over to DevenThe role of the adviser
www.policyinpractice.co.uk
Policynational impact
CONSULTANCYlocal impact
Softwareindividual
impact
We were founded to make the welfare system simple to understand, so that people can make the decisions that are right for them.
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
“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
supportNo one advisor can do all of this!
What makes an adviser great?WHP - like its predecessors - will
be built around the adviser
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
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
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
“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, Sercowww.policyinpractice.co.uk
444444
Poll: What do you wish your current Better Off Calculator could do?
45
Questions
Next steps
Please complete the short feedback survey immediately after the webinar
www.policyinpractice.co.uk
Thank you
Tony Wilson, Learning and Work [email protected]
Anne Gregory, [email protected]
Deven Ghelani, Policy in [email protected]