“Job Destination Airport” is a project that offers young unemployed people from Berlin help to prepare them for international careers. Starting with a 2-month intensive  language course the youngsters are prepared for their stay in the Netherlands. Then they practice during a 3-month internship in the Netherlands their intercultural competences, language skills an gain experiences in an international career. Locally the Werkcenter supervises the young adults. Even after returning from the Netherlands they are supported one month long  in job placement by the supervisors in Berlin. “Job Destination Airport” is supported by the national European Social Fund program “IDA – Integration durch Austausch” (Integration through Exchange) under the aegis of the German Federal Ministry of Labour and Social Affairs.

Job destination Airport workplacements at Rotterdam-The Hague Airport

The project started on the 3th January 2012. A Group of 8 young adults came to Rotterdam and completed successfully their internships in different fields such as; the Novotel, the air acrobatics agency “Flying Artwork”, on an event ship called “ De Majesteit”, “Menzies Cargo Aviation” or in an international private school “ De Blijberg”. The youngsters  lived in apartments in two separate groups ( each 4 people). The two apartments were a few houses apart and they were located close to the centre of Rotterdam in the area called “Delfshaven”. Therefore they had good traffic connections directly to the centre and their internships. Some of them could reach their Internships  even on foot. During their  free time they enjoyed  trips for example to Scheveningen,Delft and Amsterdam. With many new impressions and new professional goals  as well as international experiences these motivated young adults returned on 25th March to Berlin, where they got support of the supervisors in Berlin in the integration into working life.

Projekt Job Destination Airport

Job destination Airport workplacements at Novotel

Das Projekt ist am 3. Januar 2012 gestartet. Insgesamt sind 8 junge Erwachsene nach Rotterdam gekommen, die in unterschiedlichen Bereichen, wie z. B im Novotel,  in der Luftakrobatik Agentur “Flying Artwork”, auf einem Veranstaltungs Schiff “De Majesteit”, bei  der Luftverfrachtung “Menzies Cargo” , oder in einer internationalen Privatschule “de Blijberg” ihre Praktikas erfolgreich absolviert haben. Die zwei Wohnungen in denen jeweils 4 Leute untergebracht waren, waren  wenige Häuser voneinander getrennt und befanden sich nah am Zentrum in dem Viertel “Delfshaven” , wodurch alle eine sehr gute Verkehrsanbindung  direkt ins Zentrum und zu ihren Praktikumsplätzen hatten. Einige Praktikumsplätze waren sogar fussläufig zu erreichen. In ihrer Freizeit konnten sie Ausflüge nach  z.B  Scheveningen, Delft und Amsterdam geniessen.   Mit vielen neuen Eindrücken und neuen beruflichen Zielen, sowie internationaler Berufserfahrung, sind diese motivierten jungen Erwachsenen am 25. März nach Berlin zurückgekehrt, wo sie  weiterhin bei der Integration in das Berufsleben unterstützt werden.

drs. P. (Pieter) van Schie, CEO Werkcenter

The Netherlands has gained admiration from the European Commission (EC) for her good practises and very good results over the last decade. The more so if you state the Dutch results against the small economic growth of the Netherlands in comparison with other Member States in the European Union (EU) and for example Australia. It’s clear that the Dutch are leading the pack in the EU regarding results in terms of percentage lowest people dependent on benefits. And that’s even now while the economic depression is punching the EU and The Netherlands right in the face. The unemployment rate in The Netherlands is currently 4,9%. For example, this was 4,4% in April 2009, but is still very low. In Australia the unemployment rate is 5,2%. This was up to 5,7% in 2009. In comparison: in the United Kingdom (UK), Italy and USA the rates are already up to 8,5%, 8,6% and 8,5%. To put it more precisely, the problems of economic growth are viewed from the perspective of what these nations can or cannot do to develop the productive capacities of their peoples.

Because the economic decline and recession is a worldwide problem, this article would like to share the Dutch Work First example ‘Werkcenter, center of the works’ with you. An approach which states that the most valuable of all capital is that invested in (young) people. Of course, culture and systems differ. However, this information may give you some new ideas for labour market politics and instruments!  

Some results

The EC believes that areas and places with (long-term) unemployment must solve this problem from a local point of view. That’s why the EC introduced IDELE.[1] Already in 2006 IDELE-chairman Peter Lloyd stated that in any case the EC in Brussels must take notice of the ‘good practice’ of the Werkcenter model in the municipality of Papendrecht and is a proponent of introducing this ‘good practice’ of Work First in the EU.[2] In 2007 independent research of Divosa ranked the results of the Werkcenter concept as the best in The Netherlands.[3] Now it’s several years later and the concept has been implemented in huge areas in The Netherlands with astonishing results. In each municipality where a Werkcenter starts on location this will have immediate results on the caseload of benefit recipients in that municipality and drops down up to 50%.[4] This is a direct result of pushing all the people who are on benefit of the Work and Social Assistance Act (WWB) and are eligible to work into a subsidised job at the  employer Werkcenter. Indeed, this is a natural and logic result. But more important is the fact that the subsidised employees of Werkcenter are getting regular jobs all over the labour market. The annual outflow of benefit claimants to paid work has been structural and long term up to 73% in municipality of Papendrecht and reduced the annual inflow into WWB benefits to nil. That means that 73% gets employed (without a subsidy) after their job at Werkcenter and retain that job for at least 6 months!

Dutch benefit architecture and institutional framework

To get a grasp of what the Werkcenter approach is all about hereby a general summary of the institutional framework and benefit architecture of the Netherlands. While In Australia and Scotland only one organisation is responsible for the benefit administration (Centre link in Australia, Jobcenter Plus in UK), in The Netherlands there are 2 organisations. The UWV (Workers’ Insurance Organization, more or less equal to Jobcentre Plus) are responsible for the unemployment insurance benefits (that will be the Jobseekers Allowance (JSA) in the UK) and the disability insurance benefits (both non means tested) and the social services departments of the municipalities administer the Social Assistance Act benefit (means tested on household level). The Social Assistance Act benefit is equal to Income Support Allowance. As both the UWV and municipalities maintain contacts with jobseekers and employers they have been cooperating more closely. There are now hundred Work plazas all over The Netherlands where they work together in the same building, sharing knowledge and expertise and jointly offering their services.

This article focuses on how the municipalities work since the introduction of the Work and Social Assistance Act (WWB) in 2004 and how the Werkcenter model is born and has adapted to this law. The WWB makes the municipalities responsible for reintegration and is about preventing the dependence on benefits, or at least reducing it to a minimum and getting people as soon as possible (back) to work. The national government is stimulating this by giving separate capped budgets for benefits and reintegration services. This means that legislation and regulations only provide exemption from the obligation to work for those who are unable to work due to physical or emotional problems. And it’s important to state that the budgets are labelled. So, if municipalities have more benefit recipients than they received on benefit budget they have to finance this on their own. On the other hand; if they do ‘a job well done’ and lower their benefits then they may keep the money that’s not been spent on benefits. This money can be spent on a random policy field in their municipality. The reintegration budget is labelled differently. If the money is not spent on reintegration services, the municipality eventually must return it to the national government! Important note: In a situation the municipality comes short on benefit budget and still has money in the reintegration budget it’s not allowed to use the reintegration money for paying out benefits! As a result 80% of the municipalities have adopted the Work First approach.      

The Werkcenter model is a very successful Work First approach. The concept of Werkcenter is first created by the head of the department of Social Affairs and Employment of the municipality of Papendrecht (drs. P.G.J.C. van Schie M.A.) and the Dutch Foundation of Innovation Welfare 2 Work. The concept is loosely based on the best elements of the social systems of the U.S.A. (Wisconsin), Italy (the district model), The Netherlands (Work and Social assistance Act) and last but not least Australia (5 Star rating) with a range of different employment strategies. The point of view of the social services and UWV (= Jobcentre plus) is the cornerstone of the Werkcenter model. The approach is an integrated model of work, job coaching, life coaching, income, job hunting, sports and care. This is essentially done in a positive and stimulating manner. Childcare is taken care of and other preconditions are given full attention.

Work Plaza and Werkcenter as gate keepers

For municipalities that wish to make use of the Werkcenter approach, then they first have to consider whether the approach will be aimed at the new inflow of jobseekers who may become WWB benefit claimants, or at jobseekers who have already been unemployed for some time and are in the WWB benefit (or both). In the first case the accent is more on gate keeping and throughflow to regular employment. In the second case, the emphasis is more on getting benefit recipients out of the caseload and let them gain work experience in a subsidised job of Werkcenter. Usually when a municipality sets up a Werkcenter model it first focuses on the young adults.

If there is a new inflow of jobseekers this always takes place at a Work Plaza. At the Work Plaza there’s always a ‘search for employment’ -phase first, during which the jobseeker looks for regular employment. At the Work Plaza the job developer (case manager) of the UWV directly does a ‘search for employment’ intake with the jobseeker. During this intake the UWV gathers information and also provides support in finding employment. This is mandatory in the case of phase A jobseekers. Phase A can be defined as ‘jobready’[5]. The ‘search for employment’ phase usually lasts up to 6 months. In the Werkcenter Model this phase lasts not more than 5 days during which jobseekers receive intensive support, job opportunities, get ‘work task’ assignments and are sent to several employment agencies and, and if necessary have an appointment with Child Care. At the end of this phase (after 5 days) the job developer of the UWV has a second conversation and does a review. If the jobseeker has done all his duties, still has no job to show for, he or she can claim a WWB benefit and is eligible to work the jobseeker will be sent to the case manager of the municipality which resides in the same building. At this counter the client manager of the municipality stipulates this claim for a benefit. If the answer is: ‘yes’, then the jobseeker will be offered a regular (subsidized) job in the Werkcenter. At the same time the application for the benefit will be withdrawn. The jobseeker signs for approval.

If the jobseeker has failed the ‘search for employment’ phase then he or she starts from scratch and has to do a new application at the UWV. Jobseekers  become potential benefit claimants for the WWB benefit if they do not succeed in finding a job. Because the WWB states you have to accept a job above a benefit the client manager of the municipality does a job offer (the subsidised job at the social enterprise Werkcenter) to the jobseeker. If the jobseeker rejects this job offer he also looses his rights on WWB benefit! Of course the job offer at Werkcenter is preceded by a diagnosis (immediately within 2 days), in which the case manager makes sure there are no hindrances that need to be solved or handled first, or which can lead to a reduction in the number of hours to be worked.

If the jobseeker is unemployed for a long period of time, receives WWB benefit, is eligible for work and then rejects the job offer of Werkcenter, then he gets a 100% sanction for 1 month on his  WWB benefit! At the end of the 1 month sanction he will get another job offer of Werkcenter. If he refuses the job offer again then he will be excluded for 2 months. Second and third chances will be accompanied by care of the ‘care broker’

A regular job at Werkcenter (elements of Wisconsin)

The Werkcenter model has it’s origins from Wisconsin Works (W-2). This American model was introduced in 1997 and has become widely known thanks to the consistently implemented philosophy that work must always come first and the clients’ own responsibility is key, and last but not least thanks to the positive results that have been achieved.[6] The most notable element of W-2 is that participants carry out work for at least 20 hours a week in a so called community service Job. Often the work is combined with training and education. In addition, clients have to spend at least 10 hours a week trying to find regular employment. Werkcenter has put down a modern variant. Jobseekers who are able to work but are not yet immediately available for regular jobs or can’t find a regular job on their own are eligible for a subsidised job for 28-40 hours a week. The former recipient gets a contract for a period of 6 or 12 months on the basis of a regular job contract. In this model the provider and employer Werkcenter is setting up a safety net that leaves the rhythm of work and self esteem intact and does not allow the actual connection to work to be lost.

Important to note is that the employee always earns more money if he’s working his working hours than he would have earned by staying on benefits of the Social Assistance Act. By using a regular employee contract the employee is getting rewarded by making more than 32 hours. If the employee is capable to work but doesn’t appear on his job without a good reason this automatically results in less salary. Using this approach you avoid the use of sanctions from a governmental point of view for ‘his/her sake’! It’s very natural system: you don’t get paid if you don’t work and the employee is always stimulated to attend on his job. Further: if the employee doesn’t get sick for a period of 6 months he will get a bonus on top of his salary.[7] On top of that he also gets rewarded by the national government for retaining his job (tax incentive/ tax credit). Of course the incentives you apply have to adapt to the social system of the country where the Werkcenter model is implemented.

Also important in the philosophy of Werkcenter is that there is no greater possible connection to the regular labour market by being a social commercial employer on an industrial or business location within the setting of a regular company. It’s essential to have an employer – employee relationship in order to make the former jobseeker ‘job ready’ for the regular labour market! The approach proceeds from the employees’ opportunities and possibilities helping them into another regular non-subsidised job. When you have a regular job this means you can get fired. This is also the case at Werkcenter. When you behave badly on the job this has a consequence. That means in The Netherlands that if you get fired you also get sanctioned. You loose your right on your ‘unemployment insurance benefit’ at UWV and if you apply for a ‘Social assistance Act benefit’ at your municipality you will be sanctioned for 100% on your benefit for the period of 1 month, because of your irresponsibility. Because the Werkcenter system believes in a second chance Werkcenter offers always a ‘new job’ to the jobseeker after the sanction.

Loving and slapping

The Werkcenter concept stresses the point that the importance of education, training and the creation of skills on a work floor cannot be overemphasized. On the work floor the employee is being coached by a life coach/mentor and a job coach. The life coach/mentor gathers all information about the life of the employee in order to at least retain the job at Werkcenter. This regards matters of finance, debts, health, addiction, child support, child care, integration and psychological, social, medical and logistic problems. Important task for the life coach/mentor is to make sure the employee ‘feels comfortable’ with his personal work situation. In other words: if the problems can not be solved immediately the employee can at least cope with his problems. Heart of the matter is that a person only can hold on to his job when he feels good about his job and life. Important note: the life coach/mentor is operating on a academic level and has several psychological degrees. He’s the personal coach of the employee and works on a confidential basis. Therefore there will be no feedback or survey on private matters to the staff of Werkcenter or the municipality. Werkcenter also stresses that filling your free time in a certain way is the finishing touch in getting back on track in society. For example: Sports helps you to stay fit and gives you also a certain social meaning in life. That’s why Werkcenter has started a football club where employees can sport and have fun together.

The job coach is the supervisor on the work floor and filters and determines the qualities and possibilities of the employee. He is the guide on the job and helps the employee focus and fine tune on his tasks in the production process and products on hand! During the contract the job coach determines together with the employee which type of work would be most suitable. He will also offer training in the area of social skills, general education (high school) and occupational education. When the employee is jobready he will be sent to the job hunter who will first provide support in finding work, and secondly will hunt for the best suitable regular job in the region! The job hunter gets all information which is needed (from the life coach and job coach) to match the employee of Werkcenter with his industrial and business network. The job hunter has also got some instruments to persuade potential employers taking in a jobseeking employee of Werkcenter, e.g.: education grants, subsidy, etc. Sometimes he will go to job interviews with the jobseeker. Finally the job hunter must make sure the employee will retain his job by his new employer and doesn’t fall back into his old habits.

Elements of the ‘distretti Italia’ 

The local labour policy of Werkcenter in a municipality or region is to provide employers with the best possible support in finding suitable personnel. The investment in human capital starts by putting a jobseeker into a job at Werkcenter. This is also an investment in a future employee for the local and regional business community. It’s important that the education, training and the creation of skills of the employee are matching with the skills that are needed in the local industrial c.q. business environment. The ‘distretti Italia’ (Italian districts) are a good example of how to do just that. Italy is in certain branches the fifth economy in the World and that’s for a big part because of the good functioning of the ´distretti Italia´. The Italian districts are responsible for more than 60% of the export and are further responsible for more than 40% of the jobs in Italy. The districts are employing more than 2 million people! Interesting is that there’s no unemployment in the Italian districts at all (sic). A district is a heterogeneous local society consisting a lot of small and middle business companies which by informal networking within a line of unwritten rules produce specialised quality brand products. That can be anything: textile, shoes, jewels, furniture, fashion, special hams, etc

The strategy of the Italian districts is implemented in the Werkcenter approach. It’s a fact that when a product stands as a brand and is well known as a quality product people love to be associated with that product, the production process and it’s company. Suitable forms of work have a positive effect on people’s sense of well-being and can therefore help speed their recovery on the labour market. In this context: if the product is good, the society of the district profits from the product. Because the companies and inhabitants of that district earn money from the product this results in social control within the company and (the inhabitants of the) district to deliver (the quality of) the product. This has two advantages. Employees know the brand product and will also recognize the job they have to do as a regular job. Therefore the employee knows the job makes sense and will take the job more seriously. Further will other colleagues and other people of the district involved with the product stimulate the employee to perform well because that’s in their own interest. The Werkcenter approach believes that working with diverse strong high specialised brand products is preferred above having a wide range of primitive work forms. The wider the range of specialised products, the greater the chance that employees can be prepared effectively for regular employment, and the smaller the chance of motivation problems. In fact it is reasonable to expect employees to participate when the specialised product fits well with the employees’ wishes, possibilities and capabilities (including the potential application of sanctions) and when the services of Werkcenter are explicitly focused on a long term placement in employment. This makes it even a harder job while employees must be able to flow in and out easily and their working hours must be adjustable to the demand of the regular employers. Werkcenter must therefore always make sure enough jobseekers flow in a subsidised job otherwise the outflow of employees to the regular labour market gets in the way of the production process. Another solution is simply starting a new business with the profitable product on hand. This way employees can flow out of Werkcenter into the new company.

Australian 5 star rating

Quality is the success factor in reintegration! Australia is in general statistically better organized than The Netherlands. Further there is also a greater degree of quality thinking and customer orientation. The 5 star rating of Australia is a good example of that. The company policy of Werkcenter has implemented a variant of the ’star rating’ system. This policy has contributed significantly to the good results in efficiency and structural outflow to the regular labour market! Werkcenter has put down 8 criteria on which they grade their performance. This is the monthly inflow of jobseekers, monthly outflow, rate of illness of jobseekers, rate of illness of employees of Werkcenter, amount of contracts on werkcenter location, amount of tailored programmes, back office costs and amount of production lines c.q. profitable products. The red line of the use of star rating is that the quality of werkcenter has improved significant since the implementation. This policy also has as a result that Werkcenter can operate independent of the municipalities. In other words: because the policy is not only focused on the reintegration of people but also on products you are a stronger player and therefore you can make better decisions.

In conclusion

The Werkcenter concept combines the best elements of America, Italy and Australia in the benefit structure of the Dutch Work and Social Assistance Act (WWB). The point of view of the social services is the cornerstone of the Werkcenter model. Werkcenter is a social commercial employer which is always located in an industrial or business environment and her approach is an integrated model of work, job coaching, life coaching, income, job hunting, sports and care. This is essentially done in a positive and stimulating manner. Childcare is taken care of and other preconditions are given full attention. This positive approach develops social capital and a social economy which leads to a return on the labour market and to prevention of social exclusion. The Werkcenter philosophy emphasises that society gives people, who are not able to find work (again) on their own, the facilities to obtain a full and suitable regular place to work in Werkcenter, in which they can further develop themselves. This tailored reintegration programme (the employer – employee approach) states the employees’ own responsibility, and the responsibility of Werkcenter and the social department of the municipalities. The municipalities invest in improvement of the employment market position of the jobseekers (the potential and former recipients)! The Werkcenter concept stresses the point that the importance of education, training and the creation of skills on a work floor cannot be overemphasized. On the work floor the employee is being coached by a life coach and a job coach.

Another important ingredient: The wider the range of specialised products, the greater the chance that employees can be prepared effectively for regular employment, and the smaller the chance of motivation problems. In fact it is reasonable to expect employees to participate when the specialised product fits well with the employees’ wishes, possibilities and capabilities (including the potential application of sanctions) and when the services of Werkcenter are explicitly focused on a long term placement on the labour market.

Further Werkcenter also stresses that filling your free time in a certain way is the finishing touch in getting back on track in society. The job hunter gets all information which is needed (from the life coach/mentor and job coach) to match the employee of Werkcenter with his industrial and business network. Werkcenter has put down 8 criteria on which they grade their performance (e.g. monthly inflow and outflow of jobseekers, rate of illness of jobseekers, amount of tailored programmes, amount of profitable products, etc.). The best result you can get is a ‘5 star rating’! Werkcenter Papendrecht is such a location and pronounced as ‘good practice’ of the EU. Independent research of Divosa ranked the results of the Werkcenter concept as the best in The Netherlands. In each municipality where a Werkcenter starts on location this will have immediate results on the caseload of benefit recipients in that municipality and drops down up to 50%. But more important is the fact that the subsidised employees of Werkcenter are getting regular jobs all over the labour market. The annual outflow of benefit claimants to paid work has been structural and long term up to 73% and reduced the annual inflow into WWB benefits to nil! The results of the European exchange programme IDA with the German cities of Leipzig and Halle has achieved a 70% result during the period 2009-2012.  Other EU-programmes followed (e.g Berlin, Meldorf, Lubeck, etc.).  sinceSince 2011 Werkcventer is also doing European Leonardo programmes with Scotland (Future Move, Way 2 Work). The Way 2 Work programme has started in colloboration with partner orgnisation Quarriers, which includes Scottish young adults working in the Netherlands for a period of 9 weeks in the Werkcenter. At this moment the second group is visiting and working The Netherlands.

 drs. P.G.J.C. van Schie MA

[2] IDELE conference at Bologna, 27-28 april 2006

[3] Divosa/Orbis, E. Sol, et al; 2007

[4] See graphics: statistics municipality Papendrecht(18-65 years old) and municipalityPurmerend (16-27 years old)

[5] Jobready means that the person should get a job within a period of 6 months. Phase B is categorised as ‘not jobready’. B stands for persons who are eligible for work but not within a period of 6 months, but also for persons who are not eligible for work, period!

[6] Work First! (2) From model to practice, Stichting StimulanSZ, The Hague, © April 2003

 [7] Werkcenter illness rate was 2% in  the period April 2007- April 2009. In 2010 the illness rate was 2,9%.

Ida conferentie Leipzig

Werkcenter Model achieves a 70% result in the IDA programm Schnelle Logistik grenzenlos!

Op 7 maart 2012 werd te Leipzig de conferentie Schnelle logistik grenzenlos gehouden. Pieter van Schie, algemeen directeur van Werkcenter Nederland kon met goede resultaten pronken. Het Internationale samenwerkingsverband met de duitse steden Halle en Leipzig, dat prominent is opgehangen aan het Werkcenter Model inclusief 1-2-3 methodiek (een Work First programma van 8 weken) heeft tot op heden een uitstroom percentage van 70% gerealiseerd. Daarmee schaart dit Ida-project zich tot één van de succesvolste in Duitsland.

Gerrit Jan Schep, directeur van Stimulansz en Yvonne Bieshaar, directeur Sociale Dienst Drechtsteden werden gevraagd om hun expertise en innovatieve baanbrekend werk aan gaande Work First in  Nederland te delen met de Duitse gastheren. Hun presentatie werd met veel bewondering aangehoord en leidde tot een welgemeend applaus. Duitsland zien de werkgelegenheidsontwikkelingen in Nederland als opmaat voor de autobahn in de sociale zekerheid.  Werkcenter en Stimulansz zijn reeds sinds 2009 betrokken bij de disseminatie van het Nederlandse activeringsmodel in Oost-Duitsland en zien nu, in 2012, de veranderingen ook daadwerkelijk plaatsvinden. Leipzig en Halle lieten op hun beurt zien al vele initiatieven te hebben ontplooid, met het initiatief Joblinge van Dieter Schliek (BMW) als hoogtepunt. 

On the 7th of March the Ida conference Schenlle Logistik Grenzenlos was held. On this conference Pieter van Schie, CEO of Werkcenter Nederland was proud to claim a succes rate of 70% in terms of getting unemployed young adults back to the regular labour market. This International project with the cities of Leipzig and Halle, prominent backed up by the Dutch Werkcenter Model and her 1-2-3- Method (a Work first programm of 8 weeks)  is with these results one of the most succesfull Ida programms in Germany.  Gerrit Jan Schep, director of Stimulansz and Yvonne bieshaar, director of  SDD were asked to disseminate their breaktrough approaches regarding Work first in The Netherlands at the German conference. Their presentation was well received. The Dutch Employability approaches are seen as an big influence on future movements on the autobahn of social security in Germany. Werkcenter and Stimulansz have been involved in a German- Dutch collaboration, promoting the activity model,  since 2009 and are now, in 2012,  sensing the impact of their work. Leipzig and Halle showed they already implemented some initiatives, with the joblinge approach of Dieter Schliek as one of the highlights of the evening. 

Am 7. März 2012 fand die IDA Konferenz “Schnelle Logistik grenzenlos” statt. Der Direktor Pieter van Schie vom „Werkcenter Nederland“ war stolz darauf auf dieser Konferenz, einen Erfolg von 70% in Bezug auf die Integration in den regulären Arbeitsmarkt von arbeitslosen jungen Erwachsenen zu verkünden. Dieses internationale Projekt, das mit den Städten Leipzig und Halle durchgeführt wird und von dem bekannten niederländischen Werkcenter Modell und der 1-2-3 Methode („a Work first“ Programm von 8 Wochen) unterstützt wird, ist eines der erfolgreichsten IDA Programme in Deutschland. Gerrit Jan Schep, Direktor des Stimulansz und Yvonne Bieshaar, Direktorin des SDD wurden gebeten, ihre Ansätze über den Durchbruch der Arbeit in den Niederlanden auf der IDA Konferenz zu berichten. Ihre Präsentation fand großen Anklang. Die Ansätze der niederländischen Arbeitsfähigkeit werden als großer Einfluss auf die zukünftigen Bewegungen auf der Autobahn der sozialen Sicherheit in Deutschland gesehen. Das Werkcenter und Stimulansz wurden durch eine deutsch-niederländische Zusammenarbeit an der Förderung des Tätigkeitmodells seit 2009 beteiligt und erfassen nun im Jahr 2012 die Wirkung der Arbeit. Der Höhepunkt des Abends war die Darstellung der Ansätze des JOBLINGE-Projekts mit den bereits umgesetzten Initiativen der Stadt Leipzig und Halle von Dieter Schliek.

Vandaag is mij het trieste nieuws ter ore gekomen dat professor Peter Mair is overleden.  Professor Mair hield o.a. de zetel ‘Comparative Politics and Government’ op de Universiteit Leiden toen ik daar studeerde in de jaren negentig. Als student Politicologie heb ik het genoegen gehad deze warme innemende Ierse persoonlijkheid en zijn advies en expertise op het gebied van Europese Politiek in workshops van nabij mee te maken.   

Hieronder een hommage,  opgemaakt door David Farrell, vriend en collega d.d. August 16 2011:

,,Today I received the awful news that my mentor, colleague and friend, Professor Peter Mair had passed away while on one of his regular family holidays in Ireland. He will be known to many readers of this blog for his writings and speeches on Irish politics. A good example was his pin-dropping speech at this year’s MacGill Summer School – a perfectly pitched overview of what’s wrong with our political culture and what should change. Peter Mair has been significant as an academic figure internationally. This is a case where the cliché really fits: he was one of the true greats of European political science. The professorship he held at the European University Institute (EUI) – the Chair of Comparative Politics and Government – is viewed as the most prestigious in political science in Europe, at one of the top institutes of political science in the world. The job he left to take that was head of one of the other leading political science departments in Europe – at Leiden University, in the Netherlands.

Peter’s international reputation was well deserved. He was, without doubt, the leading scholar on the study of political parties and representation, and one of the leading lights in the field of comparative politics (for a list of some of his work, see here). It would be impossible to publish work in this area without citing his name. He was, quite simply, one of the leading political scientists in Europe. Period. He was also one of the nicest people in the profession: you only had to experience the buzz in a room when he walked in to see that. Everyone wanted a bit of his time, from the most junior to the most senior: Peter was always surrounded – a senior figure in reputation even before he was actually such a senior figure in age.

This was the most human of people, the most brilliant of minds and the most prolific of scholars. He will be sorely missed.”

Bovenstaande woorden zeggen genoeg…, Oprechte deelneming aan zijn familie en vrienden

drs. P.G.J.C. (Pieter) van Schie

Last van budgetkortingen op de WWB? Genoopt tot bezuinigingen op de re-integratie? Het is dan zaak om innovatief te zijn, nieuwe geldstromen te vinden en een eficiente en effectieve uitvoering te bewerkstelligen. Geld kun je maar 1 x uitgeven en dan dient het te worden uitgegeven aan de mensen die het (tijdelijk) nodig hebben! Verwijder niet-willers uit uw bestanden en zorg dat niet-kunners geen zorgmijders worden!

Van Schie Advies kan Gemeenten helpen om efficient en effectief met haar budget om te gaan. De introductie van de ”niet-wil’ -aanpak  heeft vele Gemeenten tonnen aan besparing opgeleverd (zie ook www.niet-willers.nl). Tevens heeft gericht onderzoek een scala aan nieuwe geldstromen opgeleverd die in de sociale zekerheid slechts door weingen zijn ontdekt. Van Schie Advies is een pionier gebleken in het ontdekken en verzilveren van nieuwe financiele mogelijkheden! Heeft u geen geld meer voor een nieuw project voor speciale doelgroepen of moet u uw succesvolle project door gebrek aan geld afblazen, neem dan snel contact op. Resultaat gegarandeerd!  

Neem contact op en mail naar pieter@vanschieadvies.com .

Gemeenten zoeken allerlei mogelijkheden om uit te komen met het gekrompen particpatiebudget. Deze bezuinigingen gaan niet zachtzinnig en menig contract met privaat re-integratiebedrijf wordt ontbonden. Vaak terecht, omdat het re-integratie instrument niet effectief en efficient is, maar vaak ook onterecht, zo stelt Van Schie Advies. Ideologisch stelt Van Schie zich op het punt dat juist private re-integratiebedrijven bij uitstek geschikt zijn om werkloze werkzoekende te bemiddelen naar werk, daar zij meer voeling hebben met de reguliere arbeidsmarkt en ook innovatiever, sneller en meer op maatwerk gericht moeten zijn om resultaten neer te zetten. Dit wordt o.a. onderbouwd door Boaborea, die in een persbericht ‘betreurt dat het beeld is ontstaan dat hulp aan werklozen door private re-integratiebedrijven niet helpt’. Het gebeurt zelfs dat gemeenten zelfs een eigen re-integratiederijf gaan opzetten!

Van Schie stelt dat er natuurlijk (W)SW-bedrijven en gemeentelijke stichtingen zijn die goed werk doen en resultaten neerzetten. Maar juist private re-integratiebedrijven hebben veel meer affiniteit met het matchen van de werkloze werkzoekende op de reguliere arbeidsmarkt. De private Rib’s moeten namelijk veel innovatiever, sneller en meer ‘op maat’ gericht zijn en te allen tijde resultaten neerzetten tegen een acceptabele prijs.Verliezen worden immers niet opgevangen, zoals dat wel vaak gebeurt bij gemeentelijke stichtingen en (W)SW-bedrijven. Boaborea onderstreept het verhaal van Van Schie Advies. Zij stellen dat slechts 15% van het publieke budget daadwerkelijk wordt besteed aan re-integratie gericht op werk. En juist dit beperkte deel heeft zich het afgelopen jaar driedubbel uitbetaald. Met 104.000 mensen die naar een baan zijn begeleid (zie Arbeidsmarktmonitor Ministerie Sociale Zaken en Werkgelegenheid, augustus 2010) is een belangrijke stap gezet naar economische zelfstandigheid en verminderde uitgaven op uitkeringen. Ook eerder onderzoek heeft al uitgewezen dat iedere resultaatgerichte geïnvesteerde euro dubbel (en dwars) werd terugverdiend (zie Kosten en baten van re-integratie, SEO Economisch Onderzoek, november 2006).

Boaborea geeft verder in een persbericht aan dat investeringen in re-integratie vaak helaas als kostenpost gezien, waarbij de vermindering op uitkeringen juist tot grootse bezuinigingen kunnen leiden. Slechts 17% (zo’n € 360 mln en zeker geen € 2 miljard!) van het totale budget dat omgaat in het publieke domein, wordt besteed bij private re-integratiebedrijven. De rest van het budget blijft bij UWV en gemeenten. Het overgrote deel van het geld wordt door gemeenten besteed aan gesubsidieerde banen, loonkostensubsidies en trajecten die niet leiden naar werk (bijv. vrijwilligerswerk, fietscursus en meedoen in de wijk). Ook de gemeentelijke rekenkamers maken vaak de fout om bij het meten van de effectiviteit van de re-integratie instrumenten alle trajecten over 1 kam te scheren. Na het vergelijken van de appels en peren komen ze meestentijds op een rendement van nihil uit! Enpassant worden de private re-integratiebedrijven afgerekend op hun resultaat en moeten daar transparant verantwoording over afleggen. Het afgelopen jaar hadden zij 300 miljoen euro nodig om meer dan 60% van de mensen – die vaak al langdurig werkloos zijn – succesvol naar werk te begeleiden (zie Factsheet 2009 Raad Werk en Inkomen).

Boaborea is van mening dat re-integratiegelden selectief moet worden ingezet, alleen voor diegene die het op eigen kracht niet redden. Uit onderzoek blijkt dat investeringen in deze groep wel degelijk tot resultaat leiden. Gezien de bezuinigingen die noodzakelijk zijn, is focus op werk en transparante verantwoording essentieel.

De nieuwste ontwikkeling in sociale zekerheid land is dat WSW-bedrijven private takken oprichten. Mijn inziens een ontwikkeling die alleen te billijken is als het desbetreffende WSW-bedrijf zijn eigen broek kan ophouden (en dus geen verlies draait) en ook in de toekomst geen geld nodig heeft van de gemeente om de tekorten te dichten.

Pentasz Mergelland, regionale sociale dienst van o.a. Vaals

Blijkbaar is het bericht van Boa Borea nog niet doorgedrongen in Limburg, want daar hebben ze nog een nieuwe innovatieve variant gevonden en dé oplossing is namelijk de regionale sociale dienst Pentasz Mergelland zelf. Deze regionale sociale dienst voor Eijsden, Gulpen-Wittem, Margraten, Meerssen en Vaals stelt dat ze een garantie voor effectieve besteding van re-integratiegeld kunnen afgeven.  Nu heeft deze RSD in 2009 best een aardig resultaat neergezet wat betreft de daling van klantenaantallen in de WWB, maar werden ook zij door de crisis getroffen. Oplossing volgens Pentasz: een eigen re-integratiebureau, ontstaan uit een vergaande samenwerking met de gemeente Valkenburg aan de Geul, de gemeente Maastricht als initiatiefnemer en de MTB op het gebied van re-integratie. In dit nieuwe bedrijf, Annex B.V. zijn de genoemde partijen zelf aandeelhouder en hebben de gemeenten zelf invloed op de kwaliteit en de prijs van de dienstverlening. 

In het persbericht wordt gesteld dat in de afgelopen jaren re-integratiemiddelen gericht op scholing en activering vooral via commerciële bureaus zijn ingezet: ,,Soms met goede resultaten en soms met minder goede. Omdat de kwaliteit van deze bureaus niet altijd gegarandeerd kon worden, er beperkt invloed kon worden uitgeoefend op de werkwijze van deze organisaties en de kosten vaak hoog waren, is besloten om dit samenwerkingsverband op te zetten.”  Opvallend is dat niet helemaal duidelijk wordt uit dit persbericht wat er wordt gedaan met de RIB’s die wel degelijk goede resultaten hebben neergezet (misschien gaan ze daar wel mee door), maar dat kwaliteit monitoring door de gemeente op een BV waar ze zelf en via de sociale dienst aandeelhouder van zijn een aantal vragen oproept. Hoe worden bijvoorbeeld de aanbestedingen geregeld vanuit de gemeenten die tevens aandeelhouder zijn van de BV die deze trajecten wil gaan uitvoeren? En wat is de sanctie als de kwaliteit onverhoopt toch ietwat tegenvalt, ondanks de regie? Beknopt samengevat: Een zeer innovatief idee, en waarschijnlijk heeft de RSD allang nagedacht over bovenstaande vragen. Van Schie Advies in ieder geval wel:

Van Schie Advies is gespecialiseerd in het vergroten van effectiviteit en efficientie in de sociale zekerheid. Dit is op gebied van:

* Effectieve en efficiente re-integartieinstruimenten

* Besparingen op het Inkomensdeel

* Benutting Werkdeel

* Bezuinigingen Particpatiebudget

* Modernisering WSW en inzet (W)SW-bedrijven

* Schrijven van bestekken en offertes op Aanbestedingen

* Hoogwaardig handhaven

* Allerhande subsidies op het gebied van de sociale zekerheid

- Nederlandse subsidies: op o.a. gebied van loonkosten, loonafdrachten, innovatie, investeringen, etc.

- Europese subsidies: op o.a. gebied ESF, Leonardo, IDA, etc.

Op maandag 18 en dinsdag 19 oktober zal Van Schie een Duitse delegatie uit de steden Leipzig en Halle, waaronder dhr. Albrecht (wethouder Economische Zaken en Werkgelegenheid Leipzig) and dhr. Neumann (wethouder Economische Zaken en Werkgelegenheid Halle) ontvangen. Op beide dagen zullen zij o.a. worden rondgeleid op innovatieve projecten in de regio Rotterdam, Papendrecht en Velsen. Op maandag zal eerst een bezoek worden gebracht aan Werkcenter Velsen, waar een presentatie over de intermediaire methodiek van het Werkcenter wordt gegeven. Op dinsdag zullen projecten in Rotterdam en Papendrecht worden aangedaan

In februari van dit jaar ontving Van Schie nog de Duitse minister van Sociale Zaken dr. Ursula von der Leyen. Zij wilde zich toen persoonlijk op de hoogte stellen van de ontwikkelingen in Nederland, met name op het gebied van Work First. Duitsland staat aan het voorportaal van een flinke herstructurering van de sociale zekerheid.

Drs. Pieter Van Schie welcomes German delegation Leipzig and Halle

On monday the 18th and tuesday the 19th of october Van Schie will welcome delegations of the cities of Leipzig and Halle. Special guests are Mr. Albrecht (City of Leipzig, Deputy Mayor for Economic Affairs and Employment and Mr Neumann (City of Halle, Deputy for Economic Affairs and Employment). On both days they will be guided to innovative projects in the Rotterdam region, Papendrecht and Velsen. On Monday they will be first visit Werkcenter Velsen, where a presentation on the methodology of the intermediate Werkcenter labour market is given. On Tuesday they will attand projects in Rotterdam and Papendrecht.

In February this year Van Schie received the German Minister of Social Affairs Dr. Ursula von der Leyen. She wanted to be personally informed about the developments in the Netherlands, especially regarding Work First policy. Germany stands at the gateway to a substantial restructuring of social security.

Van Schie erhält deutschen Delegation in Leipzig und Halle

Am Montag und Dienstag 18-19 Oktober Van Schie willkommen eine Delegation des deutschen Städten Leipzig und Halle, einschließlich mr. Albrecht (Beigeordneter für Wirtschaft und Arbeit Leipzig) und mr. Neumann (Halle Stadtrat für Wirtschaft und Arbeit) eingegangen. An beiden Tagen werden sie angeleitet, wie innovative Projekte in der Region Rotterdam, Papendrecht und Velsen. Am Montag wird erster Besuch in Werkcenter Velsen, wo eine Präsentation über die Methodik Werkcenter gegeben werden. Am Dienstag sind Projekte in Rotterdam und Papendrecht am programm.  

Im Februar dieses Jahres erhielt Van Schie auch die deutsche Ministerin für soziale Angelegenheiten, Dr. Ursula von der. Als sie sich persönlich über die Entwicklungen in den Niederlanden informieren, vor allem im “Work First” wollte. Deutschland steht am Tor zu einer grundlegenden Umstrukturierung der sozialen Sicherheit.

In het kader van de ‘Welfare to Work Scotland Convention’,  is Pieter van Schie uitgenodigd door de Schotse regering om te spreken op het Centre for economic & social conclusion in Edinburgh. Op 22 september heeft Van Schie een presentatie verzorgen met de titel ’Creating local employment in times of crisis’. De creatie van een intermediaire arbeidsmarkt, en het inspelen op niches in de lokale arbeidsmarkt (die niet worden opgelost door de reguliere arbeidsmarkt) zijn o.a. de onderwerpen door hem zijn aangesneden in zijn werkgelegenheidsmodel:

Pieter van Schie has attended the Welfare to Work Scotland Convention 22 September 2010, EICC

‘Werkcenter model: Creating local employment in times of crisis‘
As newspaper headlines show every day, the economic crisis is an ongoing process that is far
from complete. Factory closures are prominent and unemployment (rates) are still rising. The
Werkcenter model is a local employment development initiative that confronts this harsh new
reality. The Werkcenter model creates jobs by meeting gaps in local services (currently unmet
by the market) and integrates excluded people who benefit from actions that support the
development of local social capital and/or the social economy.

Van Schie Advies begeleid i.s.m. Stimulansz een internationaal samenwerkingsverband met de Duitse steden Leipzig en Halle. Dit project behelst het overdragen van know how m.b.t. de uitvoering van Work First projecten. Dit project is gestart in 2009 en loopt ot en met 2012.  Gedurende deze jaren worden over en weer bezoeken gebracht in Duitsland en Nederland om kennis te vergaren en de mogelijkheden te onderzoeken voor implementatie van Work First in de Duitse steden Leipzig en Halle. Dit is een duaal project naast het ESF-project Integration durch Austausch.

Werkcenter Nederland levert expertise en trajecten bij de uitvoering van Ida, een 1e Duitse variant op Work First. In samenwerking met PUUL GmbH (Personelle Unterstützung von Unternehmen Leipzig) stoomt Werkcenter Duitse jongeren klaar voor de Duitse arbeidsmarkt. Een uitwisselingsprogramma in Nederland maakt onderdeel uit van het re-integratie programma. De eerste groep Duitse jongeren is in oktober aangekomen in Nederland en wordt nu klaar gestoomd in Werkcenter Papendrecht. Een Duitse delegatie met vertegenwoordigers van de Duitse steden Halle en Leipzig en organisaties PUUL en ARGE zal op 30 november en 1 december zich persoonlijk op de hoogte stellen van de vorderingen van het Work First project in Nederland.

Work First is geen dwangarbeid of verplichte arbeid

Met de uitspraak van de Centrale Raad van Beroep 8 februari 2010 wordt gesteld dat een door de gemeente Amsterdam verplicht gesteld re-integratietraject niet in strijd is met het verbod op dwangarbeid of het verbod op verplichte arbeid. Daarmee wordt de Work First als methodiek in Nederland door de rechter verdedigd!

De Centrale Raad van Beroep is de hoogste rechter op het gebied van het sociale bestuursrecht, het burgerlijke en militaire ambtenarenrecht en delen van het pensioenrecht. Volgens de Centrale Raad is in deze zaak van dwangarbeid geen sprake omdat geen fysieke of psychische dwang is uitgeoefend. Van verplichte arbeid is volgens de Centrale Raad evenmin sprake. Anders dan in de welbekende zaak van de “schoffelweigeraar” komt de Raad in dit geschil dus wel tot een inhoudelijke beoordeling.

Het College van burgemeester en wethouders verplichtte betrokkene deel te nemen aan een traject, waarin de mogelijkheden van betrokkene voor inschakeling in de arbeidsmarkt worden onderzocht. Dit traject is bekend als het Hoyatraject.
De verplichting om deel te nemen aan het Hoyatraject is in de situatie van betrokkene niet in strijd met het verbod op verplichte arbeid. De Centrale Raad vindt bij deze beoordeling van belang dat de betrokkene al erg lang bijstand ontvangt. Daarnaast vindt de Raad van belang het oogmerk van het traject (met name het aanleren van werknemersvaardigheden), de beperkte duur van de startfase van het traject en het feit dat de sanctie in hoogte en duur beperkt is. Van de betrokkene mocht in ieder geval worden verlangd dat hij met het verplicht gestelde Hoyatraject een begin zou maken.

Het Hoyatraject start met een testfase en is gericht op de ontwikkeling van algemene werknemersvaardigheden. Op basis van de resultaten van de test wordt besloten of het traject (strak begeleid werk in broeikassen) wordt voortgezet dan wel dat gezocht wordt naar een ander traject of andere werkplek. Een beroep op schending van het verbod op verplichte arbeid zou pas kunnen slagen als nakoming van de opgedragen activiteiten/werkzaamheden, voor de betrokkene duidelijk te belastend is of voor hem geen enkel perspectief oplevert voor deelname aan de arbeidsmarkt.
De Centrale Raad is van oordeel dat betrokkene verwijtbaar niet deelnam aan het Hoyatraject. De gemeente moest daarom een kortingsmaatregel opleggen.
Werkcenter maakt in zijn concept ook gebruik van de Work First methodiek. Algemeen directeur Pieter van Schie in een reactie op de uitspraak: ,,Deze uitspraak is in lijn met mijn verwachting. De beste weg naar werk is werk en daarbij dien je rekening te houden met de mogelijkheden en beperkingen van je klant die verwordt tot medewerker. Ik denk dat werken zo veel meer biedt dan alleen geld: collega’s, plezier, je voelt je gewaardeerd door je werkgever, de werkgever waardeert zijn medewerker, het (samen) neerzetten van resultaten, etc.”

Bron: Uitspraak Centrale Raad van Beroep, 8 februari 2010, 08/5996 WWB t/m 08/5998 WWB, 09/2408 WWB, 09/5858 WWB, 09/5859 WWB, 09/5861 WWB