Employment and Social Affairs Platform (ESAP)

Employment and Social Affairs Platform (ESAP)

Employment and Social Affairs Platform This project is funded by the EU Employment and Social Affairs Platform (ESAP) Implementation period: March 2016- March 2019 Implementing institutions: RCC and ILO Overall objective: strengthen regional cooperation and institutional capacities of national administrations, employers and workers organizations, enabling them to develop and effectively implement labour market and social policy reforms in their EU enlargement process. Benchlearning among Western Balkan PES 3. Strengthen the capacities of Public Employment Services (PES) to facilitate the SEE 2020 labour mobility objective and prepare for future participation in the European Employment Services Benchlearning initiative conduct comprehensive benchmarking and follow up with mutual learning activities

Idea of Benchlearning and underlying rationale Benchlearning: The process of creating a systematic and integrated link between benchmarking and mutual learning activities that consists of identifying good/best performances through indicator based benchmarking systems Ultimate aim of Benchlearning: Support each PES to improve its own performance through a structured and systematic reflection on its own performance and how this has been achieved Performance: Measurable achievements which can be attributed to the efforts/activities of a PES (and not to external factors)

Implication: Benchlearning offers a structured methodology which can be applied to support the complete process of organisational development/change in PES recurring process PES benchlearning cycle Quantitative and Qualitative Assessment PES-Report Improved Outcome National Implementation Areas for improvement

Mutual Learning National Action Plan Good Practices Assessment process Quantitative Assessment Data collection and analysis Database with comparable data from each PES Overall PES benchmarking comparative statistics Valid performance outcomes

Qualitative Assessment Identify unquantifiable strengths and good practices PES self-assessment PES external assessment True performance enablers Evidence based good practices Quantitative benchmarking 1. Transition from unemployment into employment 2. Number of people leaving the PES unemployment records, as a share of the stock of registered unemployed individuals 3. Transition into employment within 6 and 12 months of unemployment C1) Composition of the unemployment register (by individual characteristics and geographical distribution) C2) Inflow and outflow C3) Participants to active labour market programmes

Transition from unemployment into employment 60.0 Albania 50.0 BiH 40.0 Kosovo* 30.0 The Former Yugoslav Republic of Macedonia 20.0

Montenegro 10.0 Serbia 0.0 2013 2014 2015 2016 Number of people leaving unemployment records Western Balkan 6 160 144 140 136

124 121 120 100 96 88 87 94 102 80 60 2015

2016 57 40 35 40 20 0 Serbia Monten... The Form... Kosovo* BiH

Albania Transition into employment within 12 months of unemployment, 2013-2016 90 80 70 60 2013 2014 2015 2016 50 40 30 20 10 0 Albania

Kosovo* The Former Yugoslav Republic of Macedonia Serbia Share of participants to active labour market programs 25.0 20.0 2013 2014 2015 2016 15.0 10.0 5.0 0.0 Albania The Former Yugoslav Republic of Macedonia

Monenegro Serbia ASSESSMENT FRAMEWORK ON BENCHLEARNING Performance drivers/ enablers Labour market conditions A Strategic PES manageme nt Institutional conditions

Context Variables/ Background Results B E Design of operational processes and use of information Evidence-based design and implementation of PES services C F

Sustainable activation and management of transition Effective management of partnerships and stakeholders D G Relations to employers Allocation of PES resources Qualitative Assessment of Performance Enablers/ Self-Assessment

Output and outcom e of PES Benchmarking indicators Learning Mutual Learning Activities Integrated Benchlearning Concept based on EFQM-Excellence Model Budapest Institute for Policy Analysis bpinst.eu ASSESSMENT TEMPLATE

Budapest Institute for Policy Analysis bpinst.eu Self-assessment and external assessment process Self-assessment (September November 2017): Host PES scores itself on a 6-level scale for each enabler; Scoring is done on the basis of available evidence that a PES has implemented organizational solutions according to the definition of excellence (ideally); The more evidence is available and the more convincing it is, the higher is the score. External assessment (November December 2017): Discussion on results of self-assessment with representatives of host PES; Assessment of evidence presented by host PES; Identification of room for improvement together with host PES; Scoring of presented evidence. Benchlearning external assessments Peer PES and expert perspectives on:

Strengths Areas for further development Potential good practices Recommendations Preliminary benchlearning findings Albania BiH Kosovo* Montenegro Serbia The Former Yugoslav Republic of Macedonia Strengths Strategic management and target-setting, use of new service model, integration of PES register with other databases, autonomy of regional offices for partnerships Human resources, standardized counselling process, mobile offices, local partnerships for employment

EMIS, holistic profiling, early intervention, automatic matching Human resources, well defined operational processes, welldeveloped ICT system Standardized business processes, ICT system Human resources, division of responsibilities, rich databases, good cooperation with local level actors Preliminary benchlearning findings Albania BiH Kosovo* Montenegro Serbia The Former Yugoslav Republic of Macedonia Areas for further development Human resource strategy, monitoring and evaluation, employer strategy Fragmented operational processes, quality management system Distribution and evaluation of measures, a strategy for employers

Evaluation of activities and measures, blended services, budget constraints Strengthen analytical function, better targeting, multi-channel services Administrative cost of active measures is high, unit for employers, staff motivation Benchlearning follow-up activities National action plans Promotion of good practices/Mutual learning events/study visits Technical assistance Support the inclusion of BL as an integral part of PES activities Ongoing: collection of data on performance outcomes and data analysis Qualitative benchmarking every 2 years Thank you for your attention!

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