The Work Programme has the potential to work well for relatively mainstream jobseekers but is unlikely to reach the most disadvantaged long-term unemployed people. The Government spent some £248 million less on the Work Programme than anticipated in 2012/13, due to providers' under-performance in a "payment-by-results" programme. In the short term, the Committee urges the Government to use the unspent Work Programme budget to: extend proven, alternative provision for disadvantaged jobseekers, such as the Work Choice programme for disabled people; extend and continue to promote Access to Work to help disabled people overcome the practical difficulties of starting a job; and provide further support for individuals who complete their two-year attachment to the Work Programme without finding sustained employment. The Committee also highlights that people with the severest barriers to work, such as homelessness and serious drug and alcohol problems are often not ready for the Work Programme and need support first to prepare for it. It recommends that DWP pilots ways of providing this additional support to prepare these groups for effective engagement with the Work Programme before they are referred. In the longer-term, the Committee calls on DWP to consider moving away from the current differential pricing model, which is based on the type of benefit a participant is claiming, to a much more individualised, needs-based model. The Report recommends that DWP should assess how a needs-based pricing structure could determine the appropriate level of up-front funding and the types of services required to support individual jobseekers.

The present study examines the extent to which the objective of the FFWP has been achieved with particular reference to the following: The extent of additional gainful employment generated in the rural areas. The changes income level of the beneficiaries. The contribution of the programme in creating durable community assets and providing infrastructure for rural development. The impact on farm prices and agricultural wages and Impact of the programme on the consumption level and nutritional intake of beneficiaries.

SHORTLISTED FOR THE BUSINESS BOOK AWARDS 2021 In The 4 Day Week, entrepreneur and business innovator Andrew Barnes makes the case for the four-day work week as the answer to many of the ills of the 21st-century global economy. Barnes conducted an experiment in his own business, the New Zealand trust company Perpetual Guardian, and asked his staff to design a four-day week that would permit them to meet their existing productivity requirements on the same salary but with a 20% cut in work hours. The outcomes of this trial, which no business leader had previously attempted on these terms, were stunning. People were happier and healthier, more engaged in their personal lives, and more focused and productive in the office. The world of work has seen a dramatic shift in recent times: the former security and benefits associated with permanent employment are being displaced by the less stable gig economy. Barnes explains the dangers of a focus on flexibility at the expense of hard-won worker protections, and argues that with the four-day week, we can have the best of all worlds: optimal productivity, work-life balance, worker benefits and, at long last, a solution to pervasive economic inequities such as the gender pay gap and lack of diversity in business and governance. The 4 Day Week is a practical, how-to guide for business leaders and employees alike that is applicable to nearly every industry. Using qualitative and quantitative data from research gathered through the Perpetual Guardian trial and other sources by the University of Auckland and Auckland University of Technology, the book presents a step-by-step approach to preparing businesses for productivity-focused flexibility, from the necessary cultural conditions to the often complex legislative considerations. The story of Perpetual Guardian's unprecedented work experiment has made headlines around the world and stormed social media, reaching a global audience in more than seventy countries. A mix of trenchant analysis, personal observation and actionable advice, The 4 Day Week is an essential guide for leaders and workers seeking to make a change for the better in their work world.

Discusses key principles relative to specific steps in health communications program development, and includes examples of their use. Covers: planning and strategy selection, selecting channels and materials, developing materials and pretesting (pretesting -- what it can and cannot do, pretesting methods, plan and conduct pretests), implementing your program, assessing effectiveness, feedback to refine program and more. Each chapter includes a 3selected readings2 section. Includes: information sources, sample forms, glossary, bibliography, etc. Photos and drawings.

The International Monetary Fund’s engagement on social safety net (SSN) issues is likely to expand as member countries respond to growing challenges in the economic and fiscal landscape. SSNs play a crucial role in protecting households from poverty, promoting inclusive growth, and maintaining social stability. This technical note discusses (1) the different channels through which SSN spending may become macro-critical, (2) how to assess the importance of these channels, and (3) the types of policy responses that are appropriate and the trade-offs involved in choosing among them. To facilitate a more comprehensive assessment of SSN spending, the paper also examines the complementary role of labor market programs (for example, unemployment benefits and active labor market programs). The paper emphasizes the importance of early engagement and coordination with development partners with expertise on social safety nets and with different stakeholders when formulating policy advice.