DWP Inactivity Trailblazer

Partner Delivery Plan

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Guidance:

 

We recognise the importance of developing a strong business case for all programme developments within the York and North Yorkshire Combined Authority (YNYCA). DWP has approved the YNYCA Delivery Plan for the £10M Inactivity Trailblazer Programme from April 2025-March 2026. As a named delivery partner we require you to complete this template in full.

 

This outline delivery plan form is designed to allow you to provide the YNYCA Executive and Senior Leaders with an overview of the programme to ensure we can adhere to our internal assurance framework and governance processes. The delivery plan needs to demonstrate how the investment will meet the priorities, outputs and outcomes of the YNYCA Trailblazer Delivery Plan (attached).

 

The YNY Trailblazer programme has to be delivered between 1st April 2025 – 31st March 2026. This is a challenging timeframe and in order for YNYCA, as the accountable body, to ensure delivery within this timeframe, details of your proposed delivery models/routes to market, including realistic timescales must also be included in this delivery plan.

 

Please answer all the questions in this form as thoroughly as you can.

 

 Delivery Plan Template

 

Programme Title:

North Yorkshire Inactivity Trailblazer Programme

Programme Owner:

Richard Webb

 

 

 

Version

Date

Author

Comments/Change Description

1

23/06/2025

Will Boardman

First Draft

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

How does this programme strategically align with the delivery priorities in the YNY Trailblazer delivery plan.

 

 

The North Yorkshire projects were identified in response to the priorities outlined within the delivery plan. We have projects across the priority areas of Engaging and supporting inactive people, Good Work (Engaging and Supporting employers), and Joining up systems and services (outlined below.)

 

Given the time constraints for delivery, we have also taken a pragmatic approach to identification of projects that can be mobilised quickly. Whilst this builds on existing activity in some areas, the Trailblazer projects create a new approach and level of service to test whether interventions of these type will have benefits, individually or in combination.

 

 

Provide an overview of the programme to be delivered - Describe how the actual programme to be delivered will operate and what it will specifically do to address the priorities outlined in the delivery plan.

 

Please include:

·         How will the programme be delivered to ensure the outputs and outcomes in YNY Delivery Plan can be delivered against the proposed expenditure

·         What delivery model options have you considered (procurement, grants, in house?) Set out your proposed delivery model/routes to market and the rationale behind selecting your preferred options

List any proposed delivery partners (details can be included on individual project plans)

 

The programme consists of 18 individual projects that fit within the overall priorities as follows:

 

Engaging & supporting individuals

·         Supported Pathways

·         Overcoming Challenges to Youth Participation

·         Place Based Engagement

·         Place Based Navigators

·         Inspiring Potential in 50+

·         Youth Mentoring/Support through sport

·         Carers Programme

·         Community Grants

·         Veterans Programme

·         MSK Hubs

·         Mental Health Hubs/talking therapies

·         CA Advice in GP Surgeries

 

Good Work

 

·         Workplace health check/clinics

·         Employer engagement (levels 1-3)

·         Wage Subsidy Scheme

 

Joining Up Services and Support

 

·         Interchange

·         Health Data Analysis

·         Management and Admin

 

Each project has identified the outputs and outcomes in relation to the wider Trailblazer programme that can be delivered by March 2026, with delivery focussed on achieving those outcomes. Projects will report on a monthly basis following the management information requirements outlined by YNYCA.

 

There is a range of delivery models/routes to market within the programme, although for efficiency and speed, most build on existing relationships, within the parameters of finance and procurement procedures.

 

North Yorkshire Council will work with Humber and North Yorkshire ICB, Better Connect, Hambleton Community Action, Primary Care, North Yorkshire Youth, and North Yorkshire Sport. They have been chosen based on the following criteria:

·         Ability to deliver against the required outcomes

·         Track record and knowledge of the area

·         Existing relationships which allow for rapid mobilisation

·         Where applicable, the ability to build upon existing arrangements.

 

 

 

 

What are the benefits/impacts of undertaking the programme? How does this link to delivery plan outputs and outcomes?

 

Engaging & supporting individuals

Good Work Supporting Employers

Joining up systems & services

Output

No

Output

No

Output

No

Economically inactive people engaging with the programme

 

People in work with health conditions engaging with the programme

 

Interchange model established

 

Number of people supported to access additional mainstream services

 

Employers engaged

 

Number of navigators trained

 

People at risk of becoming inactive engaging with the programme (those at risk of leaving work and pre NEET young people

 

Number of employers receiving support (advice, information)

 

Number of people engaged with interchange/referred

 

People achieving positive progressions (as table below)

 

Subsidised jobs created

 

Number of employers engaged with interchange/referred

 

 

 

People at risk of leaving work receiving support

 

Number of employers supported

 

 

 

People receiving in work support remaining in work

 

Number of services/organisations engaged in the Interchange programme

 

 

 

Number of employers adapting processes/practices

 

Number of co-located services

 

 

 

Businesses signing up to a pledge (good work charter)

 

 

 

 

 

Employers accessing consultancy/mentoring support

 

 

 

 

 

 

 

Positive Progression/Outcomes

Number

People sustaining engagement with support (keyworker and additional services)

 

 

People engaged in job-searching

 

 

People with increased employability through development of interpersonal skills

 

 

People engaging in education/learning

 

 

People into work experience

 

 

People into volunteering

 

 

People in employment

Not expecting to see this progression until years 2-3 of the programme

 

 

People sustaining employment

Not expecting to see this progression until years 2-3 of the programme

 

 

Businesses retaining workers with health conditions

 

 

Businesses recruiting workers with previous inactive/health conditions

 

 

Subsidised job placements completed/continued/progressing into permanent jobs

 

 

 

[OUTCOMES AND PROGRESSIONS ARE BEING REVIEWED WITH YNYCA]

 

What are the key programme milestones with which to assess performance?

What needs to happen and when a) to develop the programme and b) to deliver the programme

For Example;

 

o   When are key approvals required? – business case approval, procurement, planning, other permissions?

o   Who are the key partners involved (internal and external) and when do they need to be consulted with?

o   What are the anticipated programme/project start and end dates?

o   What are the key dependencies to enable the programme to be delivered – linkages with other projects, policies etc. – where timescales must be met?

 

Approval is needed from North Yorkshire Council’s Executive to allow acceptance of the grant which would allow full mobilisation to commence. The date of initial engagement with economically inactive people will vary between projects, but preparations have been underway for some time. Conversations with partners have been ongoing and will continue throughout the projects.

 

Projects will start as soon as possible after the grant acceptance and will end in March 2026.

 

All the projects are inter-related and keeping track of individuals and outcomes will be key to the measurement of success. This will be done though alignment to the MI requirements of the overall programme.

 

What is the estimated budget of the programme? (revenue only)

·         Break down the estimated cost of the programme including cost per project, programme management and coordination costs. Please provide a monthly profile of eligible expenditure (as detailed in delivery plan appendix 4)

 

The total budget, across the 18 projects is £4,391,906.

 

The profiles of expenditure are included within the project forms for each project.

 

 

How will you ensure the programme is delivered successfully including outlining your programme governance structure and internal controls

 

The project leads for each project meet regularly to discuss progress and overlaps. Within NYC, a Trailblazer working group meeting at least monthly, chaired by Richard Webb as SRO, will review progress and consider risks and issues, alongside the output metrics. The group will liaise with YNYCA colleagues on progress, reporting any variance from the agreed approaches or outputs.

 

A YNY programme wide evaluation will be undertaken but how will success of this programme/projects be measured?

What project evaluation arrangements will be put in place?

·         How will lessons learnt be fed back?

·         How will value for money be measured against benefits gained?

 

The programme will use the Management Information requirements outlined by YNYCA. Lessons learnt will be captured during and after the projects via the working group and fed back to YNYCA.

 

As a trailblazer, the value for money of the outcomes will be considered as part of the programme, using the standard output measures.

 

What are the identified risks and mitigations?

·         Attach project risk register with inherent and mitigated risks identified

·         Use RAG ratings / Risk Trend Indicators.

 

The key identified risks identified so far are as follows:

 

1.    Short timeframe for delivery reduces the time available to engage with economically inactive people. Mitigation: Projects have been making preparations to commence work as soon as approval given.

 

2.    The reporting requirements do not align with the customer approach of the individual projects. Mitigation: Projects will review the MI requirements to ensure capture of the correct information.

 

             

Which Public Subsidy Control mechanism will you use for the programme?

Within your answer:

·         set out which mechanism you will rely on to adhere to public subsidy control

·         set out why you think that approach is compliant - Please note we ask you to verify the public subsidy position with a qualified solicitor to confirm whether subsidy control is relevant or not.

o   (At this stage we recommend that you seek initial advice from a legal expert on your preferred option in case Public Subsidy requirements lead you to reconsider on how the project is structured).

 

[Legal Services are reviewing the draft Grant Funding Agreement and Projects]

 

Programme Lead

Richard Webb

Contact Details

Richard.webb@northyorks.gov.uk

Date

24/06/2025