Dr. Wolfgang Müller - Managing Director European Cooperation 07 July 2015 Cooperation between the Public Employment Service and other actors: A route to employment for the furthest from the labour market? BildrahmenBild einfügen: Menüreiter: Bild/Logo einfügen > Bild für Titelfolie auswählen Logo für die Besonderen Dienststellen und RDn: Menüreiter: Bild/Logo einfügen > Logoauswahl
Vast Network for service delivery Employer s Organisations Governance Board Trade Unions unemployment insurance Public Authorities Federal Ministry of Labour and Social Affairs means tested benefits (minimum income) National level Federal Republic Employee Committee Chief Operations Officer Management Board Chair and Chief Executive Officer associated: Chief Information Officer Chief Development Officer Regional level 16 Federal States 1 Head Office Product Development, Finance and Controlling, Human Resource, IT, Management Support 10 Regional Directorates Management Board COO CEO CFO IT-System- House BA-Service- House International Placement Services with regional offices University of BA for Applied Sciences Staff College Family Benefits Office with regional offices Institute for Employment Research (IAB) with regional offices Local level approx. 400 administrative districts 156 604 303 Local Agencies Management Board Branch Offices Jobcenters Shared Management Local Agency and Municipality unemployme nt insurance means tested benefits Shared Services 40 40 52 Benefits Administrative Services Call Centres overall staff: 100.000 local offices: 1.000 Seite 1
Situation and challenges for long-term unemployed and young people Nearly one out of five long-term unemployed have no educational qualification. More than a quarter are 55 years and older. More than half of the long-term unemployed have not completed vocational education and training. 60% of young people between 20 and 25, who are unemployed for at least four months, have not completed vocational education and training even 85% of young people between 15 and 20. Young migrants are more likely to have no school leaving qualifications than non-migrant people of the same age. There are regional differences in youth unemployment: almost twice as high in the east as is in the west. Data: 2013 Seite 2
Principles for labour market integration: Individualised instead of target groups A successful integration depends on: Tailored profiling and integration strategy setting Early intervention: Tackling unemployment before it begins Minimize unemployment duration by increasing the reaction time Mutual obligations approach Steps towards integration: stabilisation-employability-activationplacement and after placement services Complementary to the latter basic principles, special support measures for the furthest from the labour market are: Special financial support Special active labour market policy measures Financial support for employers for hiring unemployed Seite 3
Principles of cooperation with partners: systematic approaches to improve outcome Most important Partners of the BA Municipalities Social Partners NGOs (esp. welfare/social institutions) Schools and Universities Training Providers Cooperation agreements are carried out at every level Necessary additions to the legal framework Allow to accelerate processes and to simplify communication and procedures The intention is to optimize the outcome through mutual cooperation Seite 4
Case study 1, a structural approach: Youth Employment Agencies Nobody gets lost Youth employment agencies are voluntary cooperations of local partners Youth employment agencies usually consist of employees of employment agencies and municipalities like youth welfare service, school administration services The goal is to improve the outcome and accelerate processes by: Simplifying and accelerating communication and processes Coordination of joint ALMP measures One-stop-shop government approach Coordination of the networking with NGOs Facilitate possible data exchange Seite 5
Case study 1, outcomes: Youth Employment Agency in Hamburg First experiences and successes Locality by short distances for young people in all districts in Hamburg Clear interfaces between the participating institutions Holistic treatment of young people in case conferences Mutual exchange opens up new perspectives for young people Fast and qualified assistance in special situations: debts, drug abuse, apartment, childcare... Great commitment of employees in day-to-day-business Positive external response, also from young people 2010: 30% of school leavers with unknown subsequent activity motivation for the institutions to intensify cooperation in Hamburg Two years later, in 2012 only 1% of unknown school leavers Seite 6
Case study 2, a processual approach: Case Management Case Management aims to integrate jobseekers with multiple problems. For those, the local Labour Market provides no integration possibilities. Case Managers are specially trained, certified employees. The number of jobseekers per Case Manager is limited (ratio: 1:65). Additionally, the possible duration per counselling is 1,5 hours or more. A large number of tools is provided to analyse skills and qualifications, e.g: Psycological/ medical testing Professional mentoring, one-face to the customer The Case Management unit contacts the jobseeker Counselling group of clients, one Case Manager or group of Case Mangers, one client Concrete agreements on the next steps e.g.: application for financial support contact to debt-advisors measures (vocational education etc.) written and signed individual action plan Seite 7
Case study 2, outcomes: Case Management, a more intensive support Experiences and successes: Fast and individual solutions for costumers by intensive support and needs-based inclusion of employers and network partners Continuing support for customers after entry into employment leads to more sustainable employment Positive feedback on follow up support by customers and employers Evaluated projects on more intensive costumer support show increased chances of integration, e.g.: increased chances of integration in unsubsidised jobs (+18%) - 150 to 180 long-term unemployed per counsellor increased chances of integration (+25%) with a positive effect on sustainability of employment - 110 costumers per counsellor Seite 8
Cooperation between the Public Employment Service and other actors: A route to employment for the furthest from the labour market Seite 9