Performance Management in PES: Employment Efforts and Monitoring of the Local Labour Market

Størrelse: px

Starte visningen fra side:

Download "Performance Management in PES: Employment Efforts and Monitoring of the Local Labour Market"

Lucas Lauridsen
5 år siden
Visninger:

1 Performance Management in PES: Employment Efforts and Monitoring of the Local Labour Market 21 March 2013 Orla Skrubbeltrang, Municipality of Vordingborg

2 Challenges to be addressed by the local employment efforts: The demographic challenge still unemployment but in the years to come risk of lack of highly educated employees More than 25 % of the population in the working age groups are dependent on public transfer income unemployment benefit, social benefit, sickness benefit, disability pension etc. Too many of the youths leaving public schools do not get any vocational education The structure of trade, industries and working life change in both private and public business the manual, manpower intensive functions move out or are rationalized in both industries and services

3 Labour market policy a responsibility of the local authorities, but still a nationwide programme: The priorities of the employment efforts are decided by the town council which also has co-responsibility for the budget But the local priorities are limited by the nationwide aims set by the government The employment aims set by the Minister with a possibility to set up own local supplementary targets The regional level in our case The Employment Region of Great Copenhagen and Zealand monitor the municipalities and how successful we are with the national aims

4 Management of the local labour market policy involving of the social partners: Management of local labour market policy is set by the law The Town Council has to consult an advisory board The Local Employment Council (LEC) before deciding on labour market issues. LEC takes an active part in planning and follow up on the employment efforts of the Job Centre LEC consist of representatives of the social partners employers, employees/trade unions, organisations of disabled, council of integration and local doctors. The Mayor is chairman of LEC. There are 5-6 meetings a year LEC ensures the commitment of and cooperation/partnership with social partners

5 The local quantitative targets on the aims set by the Minister for 2013: 1. Young people without a professional education spend at least 22 % of the time in vocational education - a little less than in Less than 150 persons starts on early retirement pension in 2013 a reduction of 24 % from The number of long term unemployed is reduced by 13 % from December 2011 to December Cooperation with enterprises and businesses on the employment efforts a) Job Rotation for at least 170 persons/60 full time persons in 2013 b) The share of enterprises offering work placement and work experience places rises to 33 % in %-points more than in No additional local targets in 2013

6 The Wheel of the Year the process of planning and follow up: Planning and follow up are ongoing processes all year Planning starts in early spring with The aims of the Minister for the year to come and a review of the results of last year made by the Job Centre and approved by the Town Council Based on a dialogue with both the committee under the Town Council and The Local Employment Council, the Job Centre presents its proposal for the Employment Plan in late June including quantitative targets toward achievements of both national and local aims Both the regional employment authorities and the LEC have the right to comment on this proposal during July and August the comments are together with the proposal of the Job Center the basis of the final decision of the Town Council Based on this process, the Town Council can approve the Employment Plan at the latest on 15 October.

7 The Wheel of the Year 4. kvt.:rbr drøfter analyserapport, implementeringsplan og puljefinansierede udviklingsaktiviteter Senest 31. oktober sendes beskæftigelsesplan med LBR s bemærkninger til RBR Senest 15. oktober godkender kommunen på møde beskæftigelsesplanen incl. LBR s og BRHS bemærkninger samt budgettet for det kommende år Endelig beskæftigelsesplan inkl. endeligt budget og mål offentliggøres inden udgangen af januar året efter November Oktober September December Januar Ultimo januar: BRHS/ RBR s analyserapport foreligger Februar Marts Maj April Ultimo februar : Ministeren udmelder beskæftigelsespolitiske mål 1. kvt.: RBR drøfter kontrakt for næste år Data til resultatrevision trækkes på jobindsats.dk 1.kvt.: Fælles jobcenterchefmøde om implementeringsplan Ultimo marts: RBR/BRHS s kontrakt med ministeren foreligger April: Resultatrevisionen sendes til BRHS svar fra BRHS ultimo april April: Beskæftigelsespolitisk konference 3. og 4. kvt.: RBR holder møde med LBR erne August Juli Juni Senest 1. maj sendes resultatrevisionen til høring i LBR Senest 31. august: Kommunen modtager LBR s og BRHS bemærkninger til beskæftigelsesplanen Senest 1. juli sendes beskæftigelsesplan til høring i LBR 3. kvt.: Fælles jobcenterchefmøde om puljefinansierede udviklingsaktiviteter samt input til implementeringsplan for det kommende år Senest 1. juli offentliggøres den godkendte resultatrevision (incl. LBR s bemærkninger) og sendes til RBR Senest 21. maj: Kommunerne modtager LBR s bemærkninger til resultatrevisionen Senest 30. juni godkender kommunen resultatrevisionenen (incl. LBR s og BRHS bemærkninger) Ult. marts juli: Kommunerne arbejder på udformning af beskæftigelsesplanen med inddragelse af LBR. Ultimo juni: Jobcentret indsender udkast til beskæftigelsesplan til BRHS. 2. kvt.: Strategimøder med jobcentrene om strategier for det kommende års indsats. BrHS sender kommuneprognoser samt øvrigt understøttende materiale til jobcentrene.

8 The use of Labour Market Information Systems (LMIS) in local planning and follow up: The official labour market statistics from The National Danish Statistical Bureau (Danmarks Statistik) are most used in the planning process The WEB-based statistical data base with all kinds of statistical information of the labour market efforts at national, regional and local level is used for both planning and follow up The regional level delivers quarterly benchmarking between Job Centres in the region based on jobindsats.dk much used in follow up Statistics based on own data Management Information System (LIS) used for specific analysis and follow up

9 Local use of LMIS: Performance on quantitative targets Note: The first aim of the minister in 2012 a measure of long time unemplyment Red: The number in each month Yellow: The quantitative target for december 2012

10 Local use of LMIS: Review of the results of the cluster Note: Savings potential in improving results for the municipality of Vordingborg Column: Number of full time persons on benefit in % of population in (1) the job centre and (2) the cluster, the potential in improving in (3) number of persons and (4) savings (Mio. DKr.) Row: (1) Unemployment benefit, (2) social benefit, (3) rehabilitation benefit, (4) sickness benefit, (5) (a kind of) unemployment benefit, (6) flex job, (7) disability pension and (8) total

Local use of the LMIS: Benchmarking with other Job Centre Note: The overall results of the 44 job centres in the employment region on the aims of the minister in the 4th quarter

11 Local use of the LMIS: Benchmarking with other Job Centre Note: The overall results of the 44 job centres in the employment region on the aims of the minister in the 4th quarter of 2012 Column: The best quarter (Premier Leauge), the second best quarter etc. Row: The names of the jobcentre The arrows indicates improvements/worsening since the last quarter

12 Target groups for the LMIS in a Job Centre: The local political level The Committee of Education and Labour Market under the Town Council (every month) The Local Employment Council (LES) for each meeting (5-6 times a year) The management of the Job Centre a fixed follow up on the results and the production of the Job Centre every month The management of the Job Centre fulfilment of the need of ad hoc information and analysis Middle management of the Job Centre the individual follow up on members of the staff every month The individual colleague follow up on own production and benchmarking with other colleagues primarily as a help to underline aims and targets and to motivate to improve

13 Performance Management from a local perspective What works? National aims and priorities are underlined also to the bottom of the organisation Benchmarking in results makes us try to improve our efforts Benchmarking in use of tools makes us question our praxis and the need of a new approach Local political ownership and responsibility is improved from both local politicians (Town Council) and representatives of the social partners What doesn t work? Still the interrelation between local results and the local responsibility of the budget is unclear or vague Still the follow up is only based on quantitative, and not qualitative measures

14 Thank you Hope to see you in Vordingborg

Relaterede dokumenter

Sport for the elderly

Sport for the elderly - Teenagers of the future Play the Game 2013 Aarhus, 29 October 2013 Ditte Toft Danish Institute for Sports Studies +45 3266 1037 ditte.toft@idan.dk A growing group in the population