Rapid Response Service

Transcription

1 Rapid Response Service Aim 1. RRS is all about working in partnership to address the effects of job losses on individuals and on the local community. Our aim is to: Work with employers to deliver flexible, timely, and appropriate support for them and their employees; Help people secure a job or move into self employment quickly and ideally, without the need to claim welfare benefits. Key principles 2. Partnership working is key to the successful delivery of RRS. Districts need to continually review, revise and renew existing relationships and seek new ones, such as Local Enterprise Partnerships. 3. Knowledge of the local labour market and early planning are essential. Districts need to consider current and future skills needs as well as the existing customer base to ensure that support is appropriately targeted. 4. RRS is available to public, private and third sector employees who are affected by job losses that impact on the local community. 5. There is an increasing likelihood that the arrangements under which employees are released will not be termed as redundancy. Districts therefore need to be flexible when considering whether RRS support is appropriate. 6. Districts should optimise the flexibilities built into RRS, and increasingly the flexibilities built into Earned Autonomy, to offer support that is appropriate to the local community. 7. RRS funding is there to plug gaps where support or provision is not available from partners or other sources within DWP. What types of support can we offer? 8. RRS support is deemed to be any assistance provided to employers or individuals affected by workforce management measures. This can range from issuing information products, such as the Employer and Employee Fact sheets, through to providing funding and practical support to find a job. Developing the District RRS Offer 9. The District RRS Offer should be based on an understanding of the local labour market and customer base, and what support can be delivered and/or financed locally by partners or DWP, for example information products, jobsearch support and training. 10. It is important that everyone dealing with employers and customers understands the local labour market and when it is appropriate to consider an offer of RRS support, particularly Advisers and Employer Advisers. Further labour market information can be found on the Adviser Hub - Labour Market Knowledge. 1

2 11. The RRS Offer needs to be flexible. It should include a range of options that can be pulled together into an appropriate support package that meets the needs of the employer, the people affected and the local community. Working with Partners 12. RRS is delivered in partnership with a range of organisations. Partners will vary according to location and the specific requirements of each redundancy situation, but may include: Skills Funding Agency (formerly the LSC) in England Skills Development Scotland - Partnership Action for Continuing Employment (PACE) Welsh Assembly Government - Redundancy Action Scheme (React) Business Innovation Skills BIS Local Acas HMRC Money Advice Service Local authorities Local colleges or education establishments Local Enterprise Partnerships Other Government agencies. 13. Jobcentre Plus is responsible for co-ordinating RRS. Districts will need to agree roles and responsibilities with partners; ensure that support is agreed in advance with the employer, and communicate arrangements to all Jobcentre Plus staff that need to know. 14. Where it is agreed that partners will make the initial contact with the employer and/or deliver the support, Districts must ensure that the Rapid Response Service is communicated and delivered appropriately. 15. Districts are also responsible for liaising directly with local partners to resolve any issues that may arise. If problems with national partners cannot be resolved locally then they should be escalated to the Service Integration Division (SID) RRS Team through the JCP RRS Pol Q address. 16. Should Districts have any doubts about sharing information with Partners, advice can be sought from the Data Sharing and Access Management Team. Eligibility for RRS 17. Districts have the flexibility to deliver support where they deem it justified by the impact of the job losses on the local community. The job losses may have resulted from a range of workforce management measures, for example an early release scheme. It is important to engage with employers at an early stage to ensure that all those entitled to support are offered the opportunity to access it. Skills Conditionality 18. RRS customers who make a claim for JSA are not exempt from Skills Conditionality rules. If a skills need is identified by the adviser as the main barrier to moving into work, the process detailed in The Skills Guide should be followed. 2

3 19. However, if arrangements have already been put in place to address the skills need through RRS support, for example a National Careers Service (NCS) interview was arranged prior to the claim for JSA, then the skills need is already being addressed and Skills Conditionality action is not necessary. If the claimant subsequently fails to attend or to complete organised RRS training and a skills need is still considered to be the main barrier to work, the adviser may decide to mandate through the Skills Conditionality route. 20. In line with the DWP procurement hierarchy, Skills Funding Agency (SFA) funded provision should always be used first, as RRS funding is there to fill the gaps where no other funding is available. Referral to SFA provision for JSA claimants is mandatory under Skills Conditionality rules. 21. However, if either of the following two scenarios applies, then provision may be sourced either through the JCP Support Contract or LVP: It is clear that the skills need identified at the NCS interview cannot be met by the SFA provider, and it is therefore not appropriate to make a mandatory referral to the provider; A mandatory referral is made to a provider interview at which the provider confirms they cannot meet the need. 22. Referrals to provision delivered through the JCP Support Contract or LVP is not mandatory. If training is to be sourced through these routes, RRS funding may be used to fill the funding gap, as RRS customers remain eligible for RRS support for up to 13 weeks following the date of redundancy. Employers 23. RRS will be offered to: every employer proposing 20 or more redundancies (for example those covered by the statutory requirement to notify the Insolvency Service by way of the HR1 form); employers making fewer redundancies where the District Manager judges that the cumulative impact on the local community justifies RRS support; any employer who contacts Jobcentre Plus or our partners to ask for help; 24. If the employer is in administration, RRS support can still be delivered. 25. RRS is available to private and public employers. Third sector employers are also eligible where the job losses affect paid workers. Voluntary workers are not eligible for RRS support, but may be signposted to other sources of local support. 26. For large scale redundancies it is good practice to the HR Manager a copy of the Line Manager Toolkit and Employer and Employee Fact sheets to help line managers to support their staff through redundancy. This would be classed as RRS support for reporting purposes. Individuals 27. RRS is available to any paid employee, at the discretion of the District, who is deemed to have lost their job or had their contract terminated as a result of workforce management measures. RRS is not applicable to voluntary workers. 28. RRS support can start when people are under threat of redundancy or during the period of notice. 3

4 29. Where people have not found alternative work before they lose their job, RRS support can continue for a further 13 weeks whether they make a claim for benefits or not. However, District Managers have the flexibility to extend this period where appropriate. 30. RRS-funded support is only available to people who have recourse to public funds. This means people must be: UK resident; Living and working in the UK; Returning to the UK to look for work following redundancy abroad; Have permission to work in the UK (with recourse to public funds) and are looking to continue working in the UK. 31. In cases where Districts become aware of potential eligibility for RRS i.e. when a person makes a claim for benefit, RRS support should only be used when JSA mainstream provision does not provide what is deemed to be the most appropriate support for that individual. 32. The heading What support should be offered and when? within this document explains the support available at each stage of the redundancy process. Making contact with employers 33. Each day the National Employer Services Team (NEST) will to District RRS In-Boxes a list of potential redundancies of 20 or more in their area. These redundancies have been notified to the Insolvency Service by way of the HR Districts will also use local knowledge and sources of information, such as the media, to identify other redundancy situations that may be eligible for RRS support. 35. Where RRS is to be deployed, Jobcentre Plus is responsible for making contact with the employer, or ensuring that a partner makes contact where this is the locally agreed arrangement. 36. Specific contact arrangements are in place for (Nationally Account Managed Employers) 37. Every effort must be made to contact the employer within a minimum of two working days of becoming aware of a redundancy situation. 38. When in discussion with the employer it is important to ensure that: the scope of the redundancy situation is established in order to assess the impact on the local community, which will inform the level of support to be offered; the employer is made aware of the offer of RRS support and has the opportunity to accept or decline it; if the employer accepts RRS support, an agreement is reached on an appropriate support package for their employees. 39. Consideration must always be given to the confidential nature of the information shared by the employer (Commercially Sensitive Information). 40. When partners make this initial contact, Jobcentre Plus is still responsible for ensuring the offer has been made (Working with Partners). 41. Once the offer has been made, the New Notifications Template or Weekly Updates Template (as appropriate), should be completed to reflect the outcome. 4

5 42. If it is not possible to speak to the employer, every effort should be made to follow up daily, where possible, until contact has been made and support offered. If all reasonable attempts to contact the employer have proved unsuccessful, the case should be closed and recorded as such on the New Notifications Template or Weekly Updates Template as appropriate. National Employers 43. The National Employer Services Team (NEST) will engage directly with national employers who may be making redundancies when: The employer is on the NEST portfolio The employer is not on the NEST portfolio, but the number of redundancies is likely to exceed 500 and there is a wide geographical spread across a number of Groups/Districts 44. Any HR1 redundancy notifications not meeting these criteria will be forwarded to Districts on the daily HR1 list for local engagement. See Making contact with employers. 45. Where a national employer meets the above criteria, the Senior Employer Relationship Manager (SERM) will make contact within a minimum of two working days of the notification. This will reduce the burden of multiple contacts from Jobcentre Plus and maintain the relationship whilst the extent and location of job losses are identified. The SERM will: describe RRS support in broad terms, although the specific offer and delivery arrangements will be made by the District obtain an initial indication from the employer about the likelihood of RRS support being required confirm arrangements for local engagement by Jobcentre Plus 46. NEST will alert Districts to significant national employer redundancies, through a heads up to the District RRS Inbox, to provide an assurance that action is being taken to engage the employer at national level. As more information about the redundancy becomes available, NEST will keep Districts updated using the Redundancy Overview on the RRS Homepage. Equally, Districts should contact the NEST Redundancy Co-ordinator if they are aware of any redundancy situation which could have a national impact. 47. If the SERM is unable to make contact with the employer within seven working days they will notify Districts to make local contact. 48. The process for the handoff of redundancy cases by NEST to Districts can be found on the RRS homepage. 49. NEST will record on the New Notifications Template all redundancy cases that are closed without handing off to Districts. Completion of the Redundancy Overview 50. The NEST Delivery Co-ordination Team will manage the completion and distribution of the Redundancy Overview, including the completion of all sections highlighted in yellow. 51. All new and updated notifications will be listed at the top of the front page so that Districts can quickly identify information relevant to their District 52. Each new redundancy notification will be given a code (HR01, HR02 for HR1 notifications, OT01,OT02 for other notifications). These will also be listed on the front page of the Redundancy Overview so that Districts can easily identify the section(s) of the Overview relating to their District. 5

6 53. The SERM will complete all the sections highlighted in pink, following the guidance embedded in the Redundancy Overview as comments boxes. 54. Once completed, the NEST Delivery Co-ordination Team will distribute the Redundancy Overview to Districts by way of the District RRS Inbox. Administrator Cases 55. In May 2011 a Memorandum of Understanding was agreed with the Insolvency Service and R3, the trade body for Insolvency Practitioners (known as Administrators). The MOU encourages Administrators to share advance information about forthcoming redundancies with Jobcentre Plus. This will help Jobcentre Plus to provide the best possible service to the affected workforce, often at short notice. 56. For national redundancies, NEST will engage with the Administrator to establish details of the redundancy and will follow the process for National Employers to communicate information to Districts. 57. Where there is insufficient time to deliver RRS before the redundancies occur, NEST will ask the Administrator to issue a letter to employees with the redundancy notification signposting to Jobcentre Plus services. 58. For local redundancies, the MOU encourages Administrators to work more closely with local Jobcentre Plus contacts to share information. This relationship already exists in many areas, where the relationship has yet to be established, NEST will provide the Administrator with contact information for the appropriate District SPOC. 59. To measure the success of the MOU and to feedback to ministers and stakeholders, Jobcentre Plus needs to capture information on all Administrator cases. Columns are included in the weekly RRS Activity Reporting Templates for this purpose. Commercially sensitive information 60. Jobcentre Plus staff working with employers to deliver RRS may have access to company information that is Commercial in Confidence. This may be information that company employees are not yet aware of. It may also have a direct impact on the company s financial position as well as, for example, on its supply chain. 61. Jobcentre Plus must not be placed in a position where staff may inadvertently disclose commercially sensitive information. Care must therefore be taken to: only approach the named contact on the HR1, as other company employees may not be aware of the redundancy situation; ensure all media issues are discussed with the employer; exercise discretion when discussing RRS matters with others, both internally and externally. In particular, Jobcentre Plus must seek the employer s authority to share information with partners. 62. Staff must ensure that there is controlled access to all RRS documents stored on IT systems and that any written records are securely stored. 63. Staff must apply the DWP Electronic Mail Security Policy when ing confidential information to partners. 64. Staff must adhere to the DWP Standards of Behaviour Policy. 6

7 65. Staff will need to be aware that the Commercial in Confidence situation will change over time as the redundancy situation changes. Employer declines support 66. It is perfectly reasonable for an employer to decline the offer of RRS support. If at all possible, the reason for declining should be established to enable the identification of trends or service improvements. 67. If the offer is declined due to timing, for example, it is too early in the process for them to consider our offer, consider explaining that the earlier RRS support is deployed, the more likely it is that people will find alternative work before they lose their job. If this is not appropriate, offer to contact the employer again at a time that suits them. Ensure this is followed up with the employer at the agreed time and update the Weekly Updates Template accordingly. 68. As a minimum, the employer should be offered a pack of information and signposted to alternative sources of support such as Acas (for help with alternatives to redundancies, such as flexible working patterns) and the Business Link website (for more information about government support for employers). The information pack should include the Employer and Employee Fact sheets and Line Manager Toolkit and any partner information products. 69. If the employer accepts the information pack, this is deemed as having provided support and should be recorded on the New Notifications Template or Weekly Updates Template as appropriate as accepted and closed with an explanatory note in the Summary of Activity column. 70. In some cases Trade Union representatives may request support on behalf of their members. Such requests should be handled sensitively and support provided to meet the needs of the workers. If the TU request support on site the employer or administrator must give their consent. Where consent is not given, support can be delivered off-site. In either case, record on the New Notifications Template or Weekly Updates Template as appropriate as accepted with an explanatory note in the Summary of Activity column. 71. If it is clear that there is no further action to be taken, the case should be closed and the reason for declining support recorded on the New Notifications Template or Weekly Updates Template as appropriate. 72. If the employer declines the offer, help may still be available to individual employees if they request it. This activity is not recorded for RRS purposes. Employer accepts support 73. If the employer accepts RRS support, it may be necessary to meet several times to: fully establish the scope, geography, timing and job roles affected; assess the impact on the local community; and design a mutually agreed support package with the employer and partners. 74. Ideally support should be delivered before people lose their jobs to help them move directly into alternative work or self employment. Support can 7

8 continue until people find work. Typically support is offered for 13 weeks after they have lost their job, but this can be extended at the discretion of the District Manager. 75. Record that the employer has accepted support on the New Notifications Template or Weekly Updates Template as appropriate. Update the Weekly Updates Template as progress is made and record as closed when all support has been delivered. What support should be offered and when? 76. The support offered to an employer and their employees should be based on: The size, location, job roles affected and timing of the redundancy. The impact of these factors on the local community. 77. It is the responsibility of Jobcentre Plus and partners to agree an appropriate package of support with the employer. People under threat of compulsory redundancy 78. Consideration needs to be given to how likely it is that the redundancies will occur. Generally at this stage the offer should focus on information advice and guidance. 79. Some of the JCP Support Contract modules, such as Doing Effective Jobsearch, may also be offered to people under threat of redundancy where the District Manager deems it appropriate. This would normally be in exceptional circumstances, for example where it is deemed highly likely that redundancies will be made and it will not be possible to deliver the required support during the notice period. During the period of notice 80. People serving their notice period, whether from compulsory redundancy or other workforce measures such as an early release scheme, can access: Information, advice and guidance JCP Support Contract jobsearch modules Help to assess transferable skills in relation to the local labour market (Skills Transfer Analysis) Vocational Training to address skills needs Flexible Support Fund to help overcome barriers to getting a job or starting self employment People who have lost their job as a result of Workforce Management Measures 81. Those who do not find alternative employment before losing their job are able to access the same support as those under notice of redundancy for a period of 13 weeks, whether or not they make a claim for benefit. This period can be extended at the discretion of the District Manager. Note: Those that make a claim for JSA should always be referred to mainstream provision where appropriate. RRS funding should only be used to plug the gaps where no other provision or funding is available. 8

9 Hierarchy for Sourcing Provision 82. The following DWP hierarchy model must always be used when sourcing provision: SFA/Devolved Administration/Partners JCP Support Contract DWP Prime contracts for example Work Programme Others for example DWP ESF, WNF RRS funded LVP or competitive tender. 83. RRS funding should only be used to plug gaps where no other provision or funding is available. Information Advice and Guidance (IAG) 84. The aim is to offer IAG support at the earliest opportunity to give people the best possible chance of moving into alternative work quickly. The support can be delivered through: information and signposting products such as the Employer and Employee Fact sheets (or local equivalents) and partner information products the Line Manager Toolkit for large organisations where line managers can provide support for their staff presentations at the employer s premises, in Jobcentre Plus offices or at other venues. Preparing for a presentation 85. Consider inviting other organisations such as Acas, Pensions Service, HMRC, and CFEB. Requests for HMRC attendance are made on the HMRC template. 86. Consider inviting local employers who are recruiting staff with the same skills sets (be sure to obtain the agreement of the employer if delivering the presentation at their premises). 87. Consider inviting Jobcentre Plus EURES advisers, as they can advise on the employment situation in other European labour markets and how to find information on working abroad. In exceptional circumstances it can be arranged for a EURES adviser from a EURES partner country (for example, Poland) to attend a talk organised by Jobcentre Plus if a large number of nationals from that country are under threat of redundancy. The foreign adviser could provide guidance and support on how to register for work in their home country and the prospects of finding employment. To arrange for a EURES adviser, EURES.UK@JOBCENTREPLUS.GSI.GOV.UK 88. For large scale redundancies it may be appropriate to offer on site services to promote available jobs or to take benefit claims. Content of a presentation 89. The presentation will need to be adapted to reflect the needs of the particular redundancy situation, but may include: 9

10 information about the local labour market, which sectors are recruiting and how to find out more information; where to find jobs, for example local recruitment agencies, newspapers, trade magazines and websites such as Directgov; practical help on searching for jobs, advice on writing CVs and interview techniques; advice on business plan preparation for people considering selfemployment and signposting to the Business Link website and HMRC; information about how and when to make a claim for benefits (people should be encouraged to claim JSA online where possible to reduce the burden on benefit delivery centres - Apply for Jobseeker's Allowance online: Directgov - Do it online); Note: It is not advisable to discuss benefit entitlement as this may falsely raise expectations. advice on managing debt and help to resolve legal, money and other problems, with signposting to appropriate organisations such as Citizens Advice Bureau. Help with Jobsearch 90. Help with jobsearch activity, interview techniques, writing a CV and other jobsearch support should be sourced initially from partners such as NCS in England, Careers Wales, or Skills Development Scotland s PACE. 91. If suitable support is not available from partners, RRS customers can be referred to appropriate JCP Support Contract modules, such as Doing Effective Jobsearch (JCPSC Adviser Guidance). 92. If the customer needs help to identify transferable skills and is unclear what jobs they may be suitable for in the local labour market, it may be appropriate to refer them for a Skills Transfer Analysis. Skills Transfer Analysis (STA) 93. The purpose of the STA is to fully assess the person s transferable work skills and experience in relation to jobs in the local labour market with a view to: recommending suitable jobs and the help needed to find a job; or identifying skills gaps, training or work related certification needs linked to enabling the person to move quickly into employment in the local labour market. 94. The STA or equivalent will normally be used as evidence for the approval of Vocational Training. Exceptionally, when training requirements are clear but there are time constraints (for example a job offer is in place), a formal STA may not be necessary. In such cases a brief business case supporting the request for vocational training will suffice. The business case should include the reason why an STA was not required and any supporting evidence, for example confirmation of the job start. 10

11 Approving the STA 95. The decision on the need for an STA should be made locally. Districts will need to agree roles and responsibilities for referring and approving STA requests. 96. When deciding whether to fund any training recommended by the STA, the availability of RRS funding should not be a consideration. Districts should always look to alternative sources of provision, but if that is not available then RRS funding should be used to fill the gap. As the RRS budget is held nationally, there is no variation in the availability of RRS funding across Districts. 97. The decision to fund training recommended by the STA should, in every case, be based on whether it will significantly improve the individual s prospects of finding work in their local labour market. Hence, the decision should be made by the individual s home location, not their current work location. Districts should always work together in these situations to ensure that the best possible service is provided to both the individuals and the employers. 98. STAs can be accessed under notice of redundancy and typically for up to 13 weeks following the date of redundancy. Exceptionally, the STA may be delivered whilst the person is under threat of redundancy, where it is deemed highly likely redundancies will be made and it will not be possible to deliver the required support during the notice period. 99. It is important that people who have been affected by redundancy can access suitable provision regardless of whether RRS support was originally offered to the employer. Delivering the STA 100. In most cases the STA, or an equivalent, will be delivered by partners, for example NCS in England, ReAct in Wales, and Reed in Partnership or JHP in Scotland. Where partner provision is not available, the STA can be delivered through the JCP Support Contract The STA is normally delivered as an addition to the JCPSC Doing Effective Jobsearch module, but can be delivered separately if required. Referral arrangements can be found in the JCPSC Adviser Guidance. Vocational Training Approving Vocational Training 102. It is for the District to decide whether vocational training is appropriate on a case by case basis, taking into account the following criteria: Has the training has been identified through a Skills Transfer Analysis (STA) or equivalent, or supported by a business case where a formal STA is not required? Is the training appropriate to jobs in the immediate labour market? The training should enable the customer to move directly into permanent work or self employment, but a move into temporary employment may be considered if this is relevant to the labour market. How quickly will it improve a customer s chance of gaining employment? 11

12 Is the training vocational? RRS should not be used to fund an academic course (for example GCSEs or A Levels) Consideration must be given to the duration of the course if the customer is claiming JSA. The customer must be informed of the effect on their eligibility to claim JSA if they attend a full time course of over two weeks duration It is important that individuals affected by redundancy can access suitable provision regardless of whether RRS support was originally offered to the employer. Delivery of Vocational Training 105. The DWP hierarchy model must be used to source appropriate vocational training. The first option should always be provision delivered or funded by partner organisations (for example the Skills Funding Agency England, PACE Scotland and ReAct Wales) Where partner provision is not available, then the Jobcentre Plus Support Contract (JCPSC) should be used. Providers have agreed a list of available courses for RRS customers in each JCPSC package area that can be accessed immediately (JCPSC Adviser Guidance). The list is different in each area, so Districts should check what provision is available in their location. Note: In some cases the cost of training through the JCPSC may appear more expensive than can be purchased by way of the Low Value Provision (LVP). However, any savings would be offset by the resource required to purchase by way of LVP. The JCPSC should therefore always be used in preference to LVP, provided that training can be delivered in the location and at the time required Wherever possible, training should be delivered locally to reduce travel and accommodation costs, and within a reasonable period of time to enable the customer to move quickly into employment. If training is of a specialist nature, it may be necessary for the customer to travel or to wait for a suitable course. The District should consider whether the cost and delay are reasonable before approving the provision There will be occasions where training cannot be sourced through existing channels. In these cases Districts should seek to purchase provision locally through LVP If it becomes apparent that the need represents a trend (for example more than four of the same course in a quarter, although some flexibility may be possible through discussion with the Performance Manager), the provision may be incorporated in the JCPSC by arrangement with the Performance Manager. Trend variations will be added to the JCPSC on a quarterly basis RRS provision delivered through the JCPSC or LVP will be funded from the RRS budget Where a customer is facing a barrier that prevents them from attending training, for example childcare or travel costs where this is not included in the training fee, then the Flexible Support Fund can be considered The Flexible Support Fund is available regardless of whether the individual is claiming JSA or not. A customer is also eligible for the Flexible Support Fund even if support was not originally offered through the employer. 12

13 113. Where service delivery takes place via the JCPSC, invoices/claims will be sent by the Provider to the nominated person in the District. All invoices/claims must be validated by confirming the start on provision on LMS and confirming the agreed cost against the invoice/claim 114. Jobcentre Plus will add the relevant cost centre and account code details and forward the cleared invoice/claim form to Cardiff for payment where will be input on to RM. The Invoice Approver for the District cost centre will receive a request for approval via workflow. Payment is generated via BACs and will be received within 3-5 working days following approval in RM. Note: The RRS account codes must be used to ensure that costs are allocated to the national RRS budget Work Clubs and Enterprise Clubs 115. Work Clubs and Enterprise Clubs are community based initiatives that aim to support unemployed people back into work, self employment or to set up their own business Local authorities, employers, voluntary sector organisations and community groups, amongst others, will be encouraged to set up Enterprise Clubs and Work Clubs across the country to help customers before they become eligible for referral to mandatory provision People under notice of redundancy may also benefit from these clubs. If the local club is amenable and places are available, then RRS customers may be signposted by following the process outlined in the Work Clubs Guidance or Enterprise Clubs Guidance. Flexible Support Fund 118. The Flexible Support Fund is used to bridge gaps in the provision of support for individuals to help them overcome barriers to finding work, starting self-employment or attending training Funding for RRS customers sits within the Flexible Support Fund. The RRS element is a national budget and does not come out of the District FSF budget. Eligibility for Flexible Support Fund 120. The Flexible Support Fund is available to anyone deemed eligible for RRS Support The Flexible Support Fund is available during the notice period and typically for up to 13 weeks following redundancy. This can be extended at the discretion of the District Manager if, for example, the individual could lose a job offer or is unable to start training approved by Jobcentre Plus or partners When considering and making an award for RRS support from the Flexible Support Fund follow the Flexible Support Fund Guidance Note: When completing the FSF2, annotate to say that it is for RRS spend 13

14 Approving RRS provision 123. District Managers will agree the design of RRS delivery in their District. This may include when RRS support can be delivered on-site In most cases existing Jobcentre Plus or partner support will be enough. Where it is not, access to RRS funded provision such as training through the JCPSC or LVP, or Flexible Support Fund can be made available 125. District Managers will decide who can approve vocational training and Flexible Support Fund requests. In some cases this may be done at local office level where in others it may be decided to manage this at District level For RRS funded vocational training procured through LVP, the approval will be made through the RM1 process For Flexible Support Fund expenditure the approval will generally be made at Adviser level with a delegated approver such as the Business Manager signing off the cost Districts can decide how to communicate the agreed levels of support to their operational staff The RRS budget is held centrally, but Districts/Groups have the authority to commit expenditure as RRS is a mandatory policy (i.e. Districts must provide RRS support when required, in accordance with RRS policy intent). Letters of delegated financial authority to commit expenditure are not required Finance RRS Account Codes 130. Local and District Cost Centres are to be used (as appropriate) with the following RRS account codes: for Bespoke Jobsearch Modules, STAs and Vocational Training provision through the JCP Support Contract or LVP for Flexible Support Fund. Note: Account Code should no longer be used Districts can request a transaction listing for these account codes from the Finance Business Partner. Reporting RRS spend 132. The RRS Budget is held nationally by the WSD for Wales and Employers Each month the Budget Holder will be provided with: Actual spend by District. Forecast year end spend based on volume data provided by Districts as part of the weekly Activity Reporting process. Trend analysis to support the year end forecast data. This information will be shared with CSDs Districts may be asked to contribute anecdotal information to the trend analysis on an ad hoc basis. 14

15 Activity Reporting 135. The information provided in the weekly templates is collated on the RRS database. This information is used to brief Ministers and Senior Leaders on the RRS support that Jobcentre Plus Districts are providing to employers notifying redundancies. Because of the level of briefings for which the information will be used, it is vital that Districts update records promptly and accurately The weekly templates are used to record redundancies notified to Districts (through the HR1, by NEST or identified from the media or other sources); progress on cases where the employer accepts support and the reasons for closing each case Information recorded on the weekly templates may enter the public domain. Districts must therefore ensure that any sensitive information is tagged as Commercial in Confidence The information collated from the database will reflect RRS activity only and will be annotated as such. It does not provide statistically valid data on redundancies. Completion 139. The weekly New Notifications Template and Weekly Updates Template will be stored on a shared drive. Nominated District staff can update the appropriate template during the week. Note: Districts should provide the SID RRS Team with contact details for nominated staff so that access to the shared drive can be arranged. Groups should also provide contact details for people requiring access to information on the shared drive The templates will be downloaded from the shared drive by the SID RRS Team each Monday. A new New Notifications Template will be available for completion immediately. The Weekly Update Template will be available for completion, as early as possible, and at the latest by Wednesday once the information has been captured on the database. For further information on the completion of these Templates, please see the RRS Activity Reporting Guidance, available on the RRS Templates shared folder All queries regarding RRS activity reporting should be directed to: Paul Gudgeon: ; or Jo Dale: Case Studies 142. Case studies are normally requested on an ad hoc basis to support briefing for ministers or senior leaders. Districts may be asked to identify a potential case study to match briefing criteria or to report on a specific significant redundancy in their area In most cases Districts will be asked to complete the Case Study Template If the case study is to be in the public domain, permission must be sought from the employer and any commercial in confidence information clearly marked as such. 15

16 Annex 1 Forms and Letters Word and PDF documents Application for Flexible Support Fund payment Request for HMRC to visit employer FSF2 or FSF2W (welsh language version) HMRC Template Annex 2 RRS Group & District contacts Group & District contacts 145. RRS Group & District Contacts List 16