Suggested framework for local contingency plans
This framework outlines the key issues that local
response teams should consider in developing a local
contingency plan.
1. Key role of each partner
Please outline the strengths that each agency can bring
to a redundancy situation. The protocol agreements on the
role and responsibilities of each Local Response Team (LRT)
member may contain some of the information requested in
this section. If so please refer to that document. Details
of the following should be provided:
- The roles each agency can play;
- The procedures and timeframe to which each agency
is required to adhere and within which specific actions
will be undertaken;
- The level of delegated authority empowered to
designated representatives;
- Identification of potential co-optees and at what
stage they might be involved.
2. Contingency planning
One of the key conclusions of PACE is that precautionary
planning is all important. In that respect the
establishment and work of the LRT is essential to ensuring
the success of PACE. The LRT should therefore be proactive
in the identification of potential redundancy situations
and should consider the following issues:
2.1 Vulnerable companies/sectors
The PACE document recommends that local agencies
must put greater emphasis on identifying and targeting
companies that may be vulnerable to predicted market
changes. It is therefore important to agree strategies
for working with companies where appropriate, to
prevent or minimise job losses at the earliest possible
date. Such a strategy would outline the remit, role and
parameters within which each LRT member can work in the
context of potential job losses. Please provide details
of actions already taken/to be undertaken in each area
to identify and assist such companies.
2.2 Local labour market
intelligence
It is important that each LRT collates, updates and
shares data on labour market intelligence in order to
effectively identify and intervene in potential
redundancy situations. Please give details of how this
will be achieved.
2.3 Work profiles
It is important that each LRT has up-to-date
workforce profiles on those companies that are most at
risk. If this is not possible then the LRT will need to
have in place a plan for obtaining this information
quickly in the event of a redundancy announcement.
Please give details of the current position in your
area.
2.4 Intervention Tools
Each LRT should identify what intervention tools can
be
readily accessed through mainstream
provision and budgets, for example, job matching
through Jobcentre Plus or training incentives through
LECs.
3. Action plans
The key objective of LRTs is to ensure that in the event
of a significant redundancy announcement, immediate steps
can be taken to provide assistance both to workers and the
company. The production of an action plan at this stage is
essential, and should ensure that implementation is
relatively straightforward. LRTs should produce an outline
action plan that takes account of the following:
- Adheres to the local contingency plan;
- Highlights the scale of the problem and key issues
that have been considered;
- States the key objectives of the strategy;
- Demonstrates clear targets and anticipated
outcomes;
- States what interventions will be made;
- States how and when each intervention will be
delivered and by whom;
- States how the strategy will be monitored and
evaluated.
4. Redundancy situations
The definition of a significant redundancy will differ
from area to area. It would be useful if each LRT could
provide a definition of what they consider to be 'large
scale'. Any plan should contain the key issues to be
considered when job losses become inevitable. For
example:
- The anticipated level of company co-operation or
commitment;
- Any property issues to be considered;
- Impact on local supply chain companies;
- The wider economic impact on the local area of a
significant redundancy;
- The profile of the displaced workforce against
local labour market trends and opportunities;
- The most appropriate types and level of
intervention relevant to the particular redundancy and
local circumstances;
- The identification and effective involvement of
additional partners relevant to particular redundancy
situations;
- Some company closures will impact across more than
one LRT area. In these circumstances it is essential to
ensure effective communications, co-ordination and
consistency of approach across boundaries;
- Establish one or more sub-teams relevant to the
specific types of redundancy and levels of intervention
required.
5. Monitoring
Each plan should be subject to regular review and
amended to reflect any changes to circumstances be they
local or national. Please provide details for monitoring
and updating the plans.
6. Communication
A communication strategy must be agreed, identifying how
members will communicate with each other, with the company
and employee representatives, with the Scottish Executive,
and where appropriate local and national politicians, the
media and the community at large.