Implementing Work Programme

Focussing on 3S’s

Overview

• Seetec• Implementation Experience• Work Programme – Our Ethos• S1• S2• S3• Discussion

Seetec - Profile• DWP ERSS Framework in 7 Regions

• Work Programme Prime Contractor in 3 CPA’s

• Mandatory Work Activity in 2 CPA’s

• 27 years of W2W and Skills experience; £57m turnover; 800 staff; 70 delivery centres

• Managing supply chains of over 60 subcontractors and engaging with in excess of 100 strategic stakeholders

• FND, New Deal, Pathways to Work, NDDP, Work Choice, JCPSC, ESF

• Skills Funding Agency (skills) Apprenticeship’s; Level 2’s, PfU, Single Budget

• Lead Partner – The Skills Place – Newham Westfield Stratford City

Implementation Experience

Pathways to Work – flagship

programme, 4 new offices

NDDP and DWP ESF Phase 1 – 11

Districts simultaneously

FND P1, JCPSC and ESF Phase 2 –

larger contracts

Work Programme and Mandatory Work Activity

Work Choice – 8 Offices across

London

2006 2007 2008 2009 2010 2011

New Deal Prime Contractor – 6

weeks, new District

Work Programme

Work Programme is not the same as New Deal or any other programme that we have delivered in the past.

It requires different thinking, different approaches but above all it will

require superior performance in all respects

S1 – Staffing Challenges

• Highly complex situation• Existing staff running legacy

contracts• Different views and

approaches to TUPE• Speculation / uncertainty /

demotivation

S1 – Responses

• Adaptable Action Plan / Timetable

• Get the facts

• Communicate (All Players)

• Fair and equitable

• Assessment Centres

S2 – Stakeholder Challenges

• More involvement• All offering own advice, help,

support• All with own agendas• Resource constraints• Own timetables• Small politics and localism

S2 – Responses

• Need to engage• Transparent communication• Streamlined engagement• Mutual value adding• Long term relationships• Decentralised relationships

S3- Supply Chain Challenges

• Larger Supply Chains• Traditional thinking / behaviours• Significance of Due Diligence• Data Security• Implementing to

Merlin Standards

S3 – Responses

• Constructive pressure

• Open / honest communication

• Proactive supply chain management

• Initial training, support, capacity building

Observations

Key themes:

Engagement

Communication

Adaptable Plans

Discussion

• TUPE – friend or foe?

• Strategic stakeholders – roles and responsibilities?• Supply chain - a real culture change?

• What have others (providers, sub-contractors, strategic stakeholders) learnt during the implementation?