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Implementing Work Programme Focussing on 3S’s

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

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Implementing Work Programme Focussing on 3S’s

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  1. Implementing Work Programme Focussing on 3S’s

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

  3. 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

  4. Implementation Experience

  5. 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

  6. S1 – Staffing Challenges • Highly complex situation • Existing staff running legacy contracts • Different views and approaches to TUPE • Speculation / uncertainty / demotivation

  7. S1 – Responses • Adaptable Action Plan / Timetable • Get the facts • Communicate (All Players) • Fair and equitable • Assessment Centres

  8. S2 – Stakeholder Challenges • More involvement • All offering own advice, help, support • All with own agendas • Resource constraints • Own timetables • Small politics and localism

  9. S2 – Responses • Need to engage • Transparent communication • Streamlined engagement • Mutual value adding • Long term relationships • Decentralised relationships

  10. S3- Supply Chain Challenges • Larger Supply Chains • Traditional thinking / behaviours • Significance of Due Diligence • Data Security • Implementing to Merlin Standards

  11. S3 – Responses • Constructive pressure • Open / honest communication • Proactive supply chain management • Initial training, support, capacity building

  12. Observations Key themes: Engagement Communication Adaptable Plans

  13. 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?

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