A week has passed following the 2024 Budget and whilst historic in the scale of the tax raising, as well as the delivery of the budget by a female; there is little clarity on the announcement of the Get Britain Working plan.
The white paper is still expected in “Autumn” with no confirmation of it’s launch date. But as the nights draw in and days get chillier, Autumn is officially over at the end of November.
As a result, the employment sector lies in wait. Anticipating the announcement that will shape the central role we will play in delivering the Government’s ambitious 80% employment rate. Whatever the form, this plan must tackle economic inactivity and enhance employment opportunities across the UK. To achieve this, it appears that 8 “Trailblazers” will be launched for adults and 8 for the youth.
But what age range will the youth cover? How will the Trailblazer pilots bring together the various government departments to commission these? How will the merger of the National Careers Service and Job Centres feature? Will it be motivational to work if the National Insurance payment band is lowered? Does current commissioning allow for the innovation required to deliver higher value support, better outcomes and increased efficiency? Will devolution to local areas support these overall aims?
Or is there a more radical approach that is needed?
A holistic approach
The government’s £240 million Get Britain Working package aims to integrate work, health, and skills support, particularly for disabled individuals and those with long-term illnesses. With 2.8 million people out of work due to long-term sickness, and a dearth of people with skills in the marketplace, this approach is a positive step. But the effectiveness of these measures will depend heavily on their execution and the resources allocated to local services.
One of the key components of the initiative is the introduction of “Trailblazers” in local areas. These Trailblazers are designed to streamline work, health, and skills support, ensuring that individuals receive comprehensive assistance tailored to their specific needs.
However, we are yet to understand the practicalities of this programme. As services are further devolved, could this add complexity to those delivering support and the individuals receiving it? As a sector, many of us already face challenges in the current commissioning processes. To ensure success, these initiatives will require robust coordination between various agencies and sufficient funding to support their implementation. It is vital that this is addressed by Commissioners.
The digital context
In this context, digital solutions can play a pivotal role. With the potential to transform the way employment support is implemented; technology can join up services, making delivery more accessible and efficient.
For instance, with AI, it is now possible to provide 24/7 support and guidance, allowing individuals to access high quality help whenever they need it. This can be particularly beneficial for those with irregular schedules or who may face barriers attending in-person. In addition, many platforms are now built to straddle multiple initiatives and bifurcate based on an individual’s responses. This allows digital technology to provide individuals with tailored guidance that addresses their unique circumstances, but also recommend personalised pathways or suitable programmes based on the information gathered. All this without relying on administrative effort from advisors who can better deliver expertise and motivational support to their audience.
As we navigate the next steps of Labour’s inaugural plan, alongside the leftovers of Restart, Access to Work and many more legacy initiatives, clarity and consistency is key. Get Britain Working is the goal, but doing so means providing clear structure and implementation to ensure that, we can deliver “Employment Support for Every Citizen”.
The key to success
Cohesive, effective integration must involve an element of innovation. Not every delivery model is built to operate alongside digital, but as demand grows for a diverse offering, services must be agile. This must involve an element of aligning digital tools with the workflows of existing programmes, as well as planning and embedding such tools into the core of contemporary contracts.
Research has shown that 74% of individuals prefer a digital solution when exploring personal or sensitive topics, rather than face to face in the first instance. We as a sector must respond and provide services that meet individuals where they feel most comfortable. If we can, our provision will be much more impactful; maximising engagement and outcomes for all those we serve.
However, equally important is the buy-in from delivery staff. For digital solutions to be effective, our advisors must be freed up to do what they do best – handhold the participants on their journey. Digital tools can take away the administrative burden they face and leverage the data insights in order to deliver more personalised and impactful support.
Proven impact and future potential
Saffron’s Create Your Own Future has already demonstrated significant impact for both participants and providers. The unique transparency and streamlined administration can reduce burden on work coaches by 70% and boost user confidence by 92%, whilst also achieving 100% user satisfaction. As the government accelerates benefit reforms and rolls out local services to help people back into work, it is crucial to leverage innovative digital solutions like Create Your Own Future to build a more inclusive, supportive, and productive employment landscape.
While the government’s initiatives are a step in the right direction to Get Britain Working, their success will depend on careful implementation and the effective use of digital tools to not only support individuals on their employment journey but provide effective data on their initiatives’ impact and value for the public purse. Otherwise, the high tax take will only push the country into further decline.
