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EMPLOYMENT RELATED SUPPORT SERVICES FRAMEWORK AGREEMENT MINI COMPETITIONS FOR THE PROVISION OF THE WORK PROGRAMME
Invitation to Tender Form
RESTRICTED – COMMERCIAL IN CONFIDENCE Tender Round title: Organisation Name: Lot: Contract Package Area (CPA): 8 The Work Programme Working Links (Employment) Ltd 10
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PART 1: ORGANISATION DETAILS
[1.1] Your response to Part 1 is for information purposes only. If any of this information has changed since the Framework Agreement application stage, please state this within the table below including a short explanation as to why. If you cannot provide any of the information below please explain this within the table. DWP will not be responsible for contacting anyone other than the persons named in this part of your form. If any of this information changes during the bidding period you must inform DWP of the changes by email to: WORK.PROGITTCLARIFICATION@DWP.GSI.GOV.UK Name of the Legal Entity in whose name this tender is submitted and with whom DWP will contract: Trading Name (if different from above): Company Registration Number: Company Registered address: Head Office Address, if different: VAT Registration Number: Website Address (if any): 756 4379 93 www.workinglinks.co.uk Working Links (Employment) Ltd
3943678 Garden House, 57-59 Long Acre, London, WC2E 9JL
Name, address and company registration number of parent company, where applicable: Name and Job Title of main contact: Redacted - Commercial Director Address: Telephone no: Mobile telephone no: Fax no: E-mail address: Alternative contact Name and Job Title: Address (if different from above): Telephone no: Mobile telephone no: Contact e-mail:
Garden House, 57-59 Long Acre, London, WC2E 9JL Redacted Redacted Redacted Redacted Redacted – Sales Director
Redacted Redacted Redacted
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PART 2: TENDERER DECLARATION
[2.1] You must complete this Declaration by Tenderer. Failure to include this declaration may result in your bid being disqualified. To: The Secretary of State for Work and Pensions
For the benefit of the Department for Work and Pensions, we hereby warrant and undertake as follows: 1. We have examined, read, understand and accept in full the proposed Contract documents and all other documents and Annexes provided with this declaration and the clarifications issued during the Invitation to Tender period. 2. We have completed and submitted all information required in the Invitation to Tender Form in the format and order required. 3. We confirm the information set out in our response is complete and accurate to the best of our knowledge and belief. 4. We hereby acknowledge and agree that we have read, understand and accept the Work Programme Call-Off Terms and Conditions, the Work Programme Specification and the draft Order Form.
Redacted Redacted Date: 13 February 2011 Name: Redacted Job Title: Commercial Director Duly authorised to sign Tenders on behalf of: Working Links (Employment) Ltd Name of Organisation: Working Links (Employment) Ltd
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PART 3: THE WORK PROGRAMME CALL-OFF CONTRACT TERMS AND CONDITIONS - ALTERNATIVE AND/OR ADDITIONAL CLAUSES
[3.1] 3.1 The terms and conditions of The Work Programme will be the Standard Call-Off Terms and Conditions (set out in Schedule 4 of your Framework Agreement), as modified by The Work Programme service requirements (“The Work Programme Additional Requirements”). The Work Programme Additional Requirements are set out in the ‘Call-Off Terms and Conditions for The Work Programme’ which is supplied with your Invitation to Tender. A document highlighting the modifications made to the Standard Call-Off Terms and Conditions to reflect The Work Programme Additional Requirements is also supplied with your Invitation to Tender; for ease of identification, the changes made since the draft version issued on 8 December 2010 are shown in boxes within the document. Any proposed amendments to The Work Programme Additional Requirement must be detailed by completing the section below, giving full details of the clause(s) you wish to amend and your proposed amendments. DWP will consider proposed amendments strictly on their merits. Please note that you may only propose amendments to The Work Programme Additional Requirements; proposed amendments to the Standard Call-Off Contract Terms and Conditions will not be considered.
Comments on The Work Programme Additional Requirements: MINI COMPETITION – ADDITIONAL REQUIREMENTS (For Framework Supplier Comments only) No. of the clause(s) you Proposed amendment with proposed wording wish to amend Definition of Business There is no definition of “Disaster”. Continuity and Disaster Recovery Plan Definition of Job Entry Rate In this definition, Working Links considers that it needs to be clear that in order to calculate a correct Job Entry Rate, it needs to be by reference to the number of referrals to that CPA Supplier, so “B” needs to state: “B = the number of new referrals to that Contract Package Area Supplier”. There appears to be a typo in this definition and the word “individual” suggests that the employment has to be with one employer. The words “there has been an either continuous or cumulative individual period of employment…” need to be deleted and replaced with “there has been either a continuous or a cumulative period of employment…”. This definition as drafted doesn’t seem to make it clear that
Definition of Job Outcome
Definition of Sustainment
RESTRICTED – COMMERCIAL IN CONFIDENCE Outcome each of the four weeks do not need to be adjacent to each other. In addition, the confirmation that there are a maximum number (not period as stated) of Sustainment Outcome Payments would be better set out in the definition of Sustainment Outcome Payment. Working Links would propose that that this definition is deleted and replaced with: “means an outcome where a Job Outcome Payment has been claimed; and a Customer has been in employment and off benefit each week; and there has been either a continuous or cumulative four full weeks in employment (either since the date of a Job Outcome or since the date of the previous Sustainment Outcome)”. It is clear that the Prime Contractor shall be paid a maximum number of Sustainment Outcome Payments. This definition therefore needs the following additional words to be added at the end of the definition: “Provided that the Prime Contractor shall be paid the maximum number of Sustainment Outcome Payments per Customer (according to the Customer Group) as set out in the Specification”. The reference in the first line should be “Clause 2.13.7 (b) or (c)”. In line 2 of this clause it should read “the” Prime Contractor (rather than “a” Prime Contractor”). On the basis that a market shift is applied to each Customer Group, it should be clear that when deciding whether the Competing Prime Contractor or Prime Contractor meets the relevant conditions (for each of a Negative Market Shift or Positive Market Shift, as applicable) it should be by reference to the particular Customer Group, so the words “(in respect of the relevant Customer Group)” should be added at the end of both of these clauses. Whether or not there is an error/over-claim should not be based on opinion of the Contracting Body. Either, as stated, the Contracting Body finds proof, or they don’t, so the words “in the sole opinion of the Contracting Body” should be deleted on both occasions in this Clause. At the end of clause 3.1.10(a)(i), “and/” should be deleted. Either the Contracting Body can recover all sums over claimed or it can gross up the sample and recover. It should not be permitted to do both otherwise that would result in double recovery. In clause 3.1.10(a)(ii), Working Links would request that the Contracting Body is only permitted to gross up the
Definition of Sustainment Outcome Payment
Clause 2.13.8 Clause 2.14.4 Clause 2.14.6(a) and 2.14.8(a)
RESTRICTED – COMMERCIAL IN CONFIDENCE results in the event that there are errors of more than 15% in any sample that are checked. Working Links would suggest that words “in the event that more than 15% of the results are incorrect,…” are added at the beginning of Clause 3.1.10(a)(ii). This is in accordance with the principle in Clause 1.8.2. Clause 6.3.3 Working Links do not understand the requirement of Cause 6.3.3. Clause 6.3.1 makes it quite clear that change control is the manner in which the Contracting Body would undertake a change to the Performance Parameters. If necessary, this can be made clear with an addition to the list at Cause 6.3.2 i.e. by the insertion of the words “(f) changes to the Performance Parameters”. This clause makes it clear that there is no limit on the Prime Contractor’s liability in the event that it chooses to terminate for no reason. Furthermore, by this addition, the Contracting Body is able to recover indirect and consequential losses. This is a new provision since the terms and conditions attached to the Framework Agreement and should be deleted. Alternatively, it is only fair that this is mutual, and either Party can recover from the other on the same basis (in the event of termination for convenience), so there should be an additional Clause 7.1.1(l): “7.1.1(l) any claim under Clause 8.5.3”. Paragraphs 4.3.1 and 4.3.2 are inconsistent. Paragraph 4.3.1 says that the Prime Contractor will be asked to match a third party proposal (but not obliged to match the prices) but paragraph 4.3.2 permits the Contracting Body to incorporate features of a third party proposal at no greater price than the third party. Working Links consider that paragraph 4.3.2 should be deleted. In paragraph 4.4 there are references to Option Response which Working Links consider should be Option Proposal. With reference to paragraph 4.4, Working Links consider that it is unreasonable for the Prime Contractor to lose the whole Contract when “no third party is capable of implementing the Option”. It also seems unreasonable that the Prime Contractor should lose the Contract if the Option Proposal does not meet the Contracting Body’s evaluation criteria. This is especially since the Contracting Body can use a third party in that case (see paragraph 4.3.4). Working Links would request that the first part of this paragraph should read: “If the Option Proposal does not meet the Contracting Body’s evaluation criteria (even after a request to change it pursuant to paragraph 4.2.1 or request to match a third party’s proposal pursuant to paragraph 4.3.1) and the Contracting Body considers that the Prime Contractor has acted unreasonably in preparing
RESTRICTED – COMMERCIAL IN CONFIDENCE its Option Proposal (even after the opportunities to amend it) then the Contracting Body…” In paragraph 5.2, it seems only fair that in the event that the Prime Contractor should decide not to implement an Option having been through the procedure set out in Appendix 3, then the Prime Contractor’s proven costs should be paid by the Contracting Body (i.e. on the same principle as Clause 6.3.13 – change control). In the Annex to Appendix 3, Working Links consider that an alteration to Minimum Service Levels should be dealt with by change control provisions (pursuant to Clause 2.12.5) so that paragraph 3 should read: “The Contracting Body may at its sole discretion from time to time add to the Minimum Service Levels, and once they have been added (having applied the terms of Appendix 3) any further change shall be made pursuant to Clause 2.12.5.”. Appendix 6 Working Links believes the words “the Contract Periods and” need to be deleted in paragraph 1.6 of this Appendix 6. In paragraph 1.7, neither Provider Development Plan nor Self Assessment need to be defined terms. In paragraph 3.3.6, “Leavers” should be deleted and replaced with “Completers”. In paragraph 5.1 of Appendix 6, material breach is not a defined term, so does not need to be a capitalised. Appendix 7 Working Links understands that there will be a maximum number of Sustainment Outcome Payments according to each Customer Group. Paragraph 5.3.3 refers to a maximum by reference to periods. It is believed that the end of this paragraph should read: “not exceeding the maximum total number of individual payments allowable for the Customer Group in accordance with the numbers set out in Appendix 8”. In paragraph 5.3.4, the first “the” in the second line should be deleted and replaced with “be”. Paragraph 5.3.6 is not quite correct since the Job Outcome Payment does not need to be paid prior to the end of the Allotted Time. All that is required for a Sustainment Outcome Payment to be claimed, is that a Job Outcome Payment must have already been triggered (and it doesn’t have to have been triggered before the end of the Allotted Period). It is considered that Clause 5.3.6 should be deleted.
RESTRICTED – COMMERCIAL IN CONFIDENCE Furthermore, in the NOTE TO BIDDERS: the words “can can be achieved with multiple employers” can be deleted since provided that the employment weeks are without breaks after the end of the Allotted Time, they do not have to be with the same employer. Sustainment Outcome Payments can be claimed after the end of the Allotted Time provided that there is no break in employment i.e. the Customer can change job, or lose a job and immediately find another. Throughout the contract Throughout the document there is reference to “Change Control procedure” and “Sustainable Development” neither of which are defined terms.
Other than those provisions identified above, [Working Links (Employment) Ltd] confirms that it has reviewed the Call-Off Terms and Conditions for The Work Programme and agrees in principle to each of their provisions.
Name: Redacted Scanned Signature: Position: Commercial Director Telephone No: Redacted Date: 13 February 2011 DWP reserves the right to amend any provisions of The Work Programme Additional Requirements at any time during the mini-competition procurement exercise.
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NOTE: MINIMUM SCORE APPLIES TO ALL QUESTIONS THAT ATTRACT A SCORE WITHIN THIS SECTION. BIDS SCORING 2 OR LESS ON ANY QUESTION WITHIN THIS SECTION WILL BE REMOVED FROM THE COMPETITION. PLEASE NOTE SCORES ATTAINED IN THIS SECTION MAY ALSO BE USED IN A TIE-BREAK SITUATION WHERE APPROPRIATE.
[4.1] Customer Journey - Process Please submit a process map showing the proposed end to end customer journey(s) and attach the process map as Annex 1. This should include a detailed supporting description of the customer journey(s) specific to this CPA. Your response must describe how you will ensure the customer journey is tailored to meet the specific needs and barriers of individual customers, and include the customer requirements defined in the Specification. Please note your response to this question will not be scored but will act as a reference point for the scoring of questions 4.1a and 4.1b Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to four sides of A4. Note: Format requirement and page limit does not apply to the process map which you must insert as Annex 1.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 4.1 OUR UNDERSTANDING OF WORK PROGRAMME CUSTOMER NEEDS IN SCOTLAND We have invested over £2m in Research and Development over the last 12 months in preparation for the Work Programme (WP), building a detailed understanding of customer needs through: analysis of “what works” from over 450,000 legacy customer records across all WP customer groups; seeking expert insight from supply chain partners (e.g. SCVO), professional experts (e.g. JCA Occupational Psychologists), our own highest performing staff, and stakeholders (e.g. Skills Development Scotland and Scottish Government); and, testing services in live controlled Model Office environments. We have enriched this corporate knowledge base with our in depth understanding from 11 years of delivering employment services to the most disadvantaged people across Scotland. We are confident that our journey will address customer needs, labour market conditions, and geographical challenges. The customer journey below (and in Annex 1) will be offered to every customer across our supply chain to consistently high standards. Customer needs - Our planning assumptions (avg life of contract) for referrals across the customer groups are: JSA 25+, 45% of caseload; JSA 18-24, 14%; JSA EA, 7%; JSA exIB, 3.5%; ESA Flow, 9%; ESA ex-IB, 9%; and ESA VOL, 12.5%. Based upon our experience of working with all of these customer groups over 11 years we know that a proportion of each group will be job ready (with clear job goals and few barriers, but lack support to find work), a proportion will have job goals but have moderate barriers to achieving those goals, and a proportion will require significant support to address fundamental issues such as complete lack of job focus. Our assumptions by customer group are as follows: Customer Group Job Ready Moderate Barriers Significant Barriers JSA 25+ 40% 40% 20% JSA 18-24 40% 40% 20% JSA Early 20% 54% 26% JSA Ex-IB 30% 47% 23% ESA Vol 35% 44% 21% ESA Flow 20% 54% 26% ESA Ex-IB 8% 61% 30%
Behind the customer group definitions (i.e. benefit type) there is a complex story involving cross-cutting needs and barriers and entrenched social issues. In our Model Office we have tested different approaches and have proactively addressed the following key issues that will impact the success of the Work Programme in Scotland: • Young people – including 13,000 NEETS (which each year feed into the 18-24 JSA group of 37,000 across Scotland); • Skills – over 45% of Scots in entry-level minimum wage jobs have no qualifications. As jobs growth will be in higher skilled occupations we will work with SDS and FE Colleges to make vocational training vital within our two year in-work support services; • Health – Scotland has a higher ESA and IB claimant rate than the UK average, with 20% in Glasgow alone (Fife is also an IB hotspot area). The age profile of Scottish ESA and IB customers is increasing with the highest levels in the over 40 age groups. Most claims are over 5 yrs indicating a significant employment gap and lack of knowledge of the ever-changing labour market (e.g. shift towards service economy needing IT skills); • Whole family poverty - In Scotland 17% of households have no family member working, with rates in some deprived communities running at 65%; • Labour Market conditions- our service has been designed to realise the opportunities for customers in Scotland access multiple employment sectors, labour markets and economic communities. In areas with poor labour market conditions (like Inverclyde) we are working with councils and Scottish Government to access the inward invest opportunities associated with these areas while in Aberdeen or other buoyant labour markets we’ll work with employers to expedite job-offers for open positions;
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RESTRICTED – COMMERCIAL IN CONFIDENCE 4.1 (continued) Geographic Challenges - with 30% of customers living in rural locations, we have been careful to design a customer journey that can be delivered through a combination of channels, maximising phone and virtual services but always with a core offer of face to face engagement for every customer. With 20% of WP customers coming from the relatively small areas in Glasgow the City needs special attention and our City Centre offices draw customers from outlying deprived areas. OUR WORK PROGRAMME JOURNEY TO MEET OUR CUSTOMERS’ NEEDS (SEE ANNEX 1A) Our customer journey has been constructed using evidence from our Model Office which shows that, to achieve the Work Programme’s Critical Success Factors (CSFs) of more people into sustainable work and more quickly, it is vital to have support for customers fundamentally linked to a personal job or career goal. Our journey has four core segments: Engagement, Pre-Work Support, In-Work Support and/or Programme Exit. Positive Engagement - Our key aim in this stage is to ensure a positive initial experience for every customer, introducing them to the opportunities of the WP. • We will actively manage the referral and handover process from JCP, ensuring compliance according to the benefit regime each customer is on and working with JCP to manage FTA rates. We will then initiate a compliant customer record. • We will deliver a focused, friendly induction for every customer to introduce the programme. At this stage we will record details on PRaP and register the Attachment. For some groups of customers we may offer dedicated sessions. Specifically, for 1824s, Lone Parents and ex-IB customers delivery evidence has demonstrated that identification with their peer group can be a critical success factor in engagement, and dedicated inductions can be a useful tool. • Every jobseeker will undergo an individual diagnostic assessment. Our market leading My Way Up tool has been designed in consultation with customer representative groups and occupational psychologists, and tested in our Model Office in 2010, with 500 customers across 6 of the 7 WP customer groups. It assesses the customer as a ‘whole’ in direct relation to a move into sustained employment, focusing on the key barriers, needs and opportunities- employability, attitudes and behaviours, health, lifestyle, skills, goals and aspirations. My Way Up generates clear actions that the individual needs to undertake in their search for work and this assessment forms the basis of an Into Work Plan. Progress made to date, for instance within any JCP skills intervention, will be incorporated into this assessment. • A key output of the diagnostic assessment is the identification of the distance each customer is from the labour market. This information drives a segmentation to identify the most appropriate level of pre-work support for each customero Job ready customers requiring targeted job search support and direct engagement with employers. Our objective- support individuals to move rapidly into work. o Customers with key barriers to overcome to be job-ready in parallel with job search activity. Objective- overcome key barriers and progress to active job-search. o Customers with significant barriers and requiring support to identify employment goals and a route to achieving these goals. Objective- identify a realistic, achievable job goal and build a plan to address any barriers/needs before progressing to active jobsearch. Individualised Pre Work Support- Our key aim in this stage is to work with every customer to deliver an individual package of support that moves them into work. • Every customer will have a nominated consultant- a named individual who will be their key point of contact across their journey into sustained employment. For joint/family claim customers, the same consultant will work with all referred members of the household, integrating plans and activities as appropriate.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 4.1 (continued) We will support every customer to gather the basic documents required when taking a job- a bank account, evidence to work in the UK and CV. • Into Work Plans will be finalised as part of each customer’s initial appointment with their consultant. The views of the customer and the consultant’s judgement will be combined with the recommendations from the diagnostic assessment- along with the appropriate conditions for the individual’s benefit regime- to produce a plan outlining the activities, tools, resources and support available through the pre-work stage. o Job ready customers will have access to a dedicated jobsearch area equipped with the right tools and resources to facilitate their search. There will be a clear focus on intensive jobsearch activity and support will be available with applications and interviews; email and internet facilities; employer and sector based recruitment fairs; however the onus will be on individuals to access these. o Customers with key barriers to overcome will be offered tailored interventions from the broad range of tools, support and provision available through our Support Catalogue. This will be coupled with more directive consultant input to proactively address the barriers and needs that are keeping individuals from engaging in effective labour market activity. Customers may undertake a series of short, online courses from the thousands available in our customer portal or engage in sector specific employment training course - all underpinned by job search activities, regular contact, review and support from their dedicated consultant. Once specific goals are achieved, most customers will progress to provision for job ready customers though some (42%) will move directly into work. For a small percentage, more significant barriers may be identified that require a move to more targeted support. o Customers with significant barriers and requiring support to identify employment goals will be supported to build personal and job goals through sampling a range of social, voluntary and work related activity. Once they have set a clear direction, we would expect most individuals to progress to targeted support specific to their needs and barriers, drawn from our extensive Support Catalogue, equipping them with the skills and personal drivers to begin active job search. Across the pre-work support stage, every individual will remain in contact with their consultant, engaging in contact every fortnight as a minimum, for example, reviewing progress and completion of actions within their Into Work Plan, checking in on how an individual is getting on at college or with a specialist provider, supporting them at employer interviews, or updating CVs to draw out new skills and competencies. • Every customer will benefit from a refresh of their Into Work Plan at least every six months or at key progress milestones (if sooner). We will re-calibrate activity in light of progress made, but also consider any wider changes in the individual’s personal life or within the labour market that may point to a shift in pace or direction. As part of this refresh activity, customers may repeat the diagnostic assessment. • For those customers who move into year two of the programme without moving into work or showing a clear line of progression towards work, we will conduct a more fundamental case review, looking at, for example, an increase in mandated activity or a period of intensive group work designed to refocus and reinvigorate. • All planned activity will fit around the conditions of every customer’s benefit regime. Entry into Work, triggered in various ways; facilitated through the substantial jobs pipeline created by our Employer Services Team and our relationships with 7,000 employers in Scotland; customers’ independent job search; sector-specific/employerspecific training for employment; self-employment support; access to SDS Modern Apprenticeships; and on-site recruitment days, with employers hiring from our premises. Pro-active In-work Support- With the move to two year sustainability (2 ¼ for ex-IB customers) in-work support (IWS) will be a key driver of success across the WP customer
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RESTRICTED – COMMERCIAL IN CONFIDENCE 4.1 (continued) journey- the majority of our customers will spend considerably longer in this segment of the journey than any other. Our key aim across this stage is to support customers to remain in work, continuing to build skills and competencies for sustained employment. • A dedicated in-work support team will take over responsibility for regular contact on behalf of the named pre-work consultant, primarily through phone/virtual channels. • Levels and preferred means of ongoing contact will be agreed with each individual, Customers who are at high risk of falling out of employment will be offered an intensive service. Typically, we will offer weekly contact through the initial high risk nine weeks in work. In weeks ten to twenty six contact will typically be fortnightly. • All customers will be offered an In-Work Support and Progression Plan (IWSPP)- to include a sustainability risk assessment that maps out the ongoing support they will need to remain in work and progress personal life/job goals. • For customers assessed as high risk, we offer In-Work Mentors during initial weeks. • Review and refresh of the IWSPP will be offered 6-monthly, with every customer given the opportunity to benefit from careers and skills advice and information rather than simply an emphasis on ‘holding onto your job’. • Our IWS model includes a dedicated Flex Desk team who will caseload all customers in temporary or flexible work, delivering a pro-active recruitment solution designed to ensure continuity of employment into further temporary or permanent work. • Where customers do drop out of work, our Rapid Return process will help to maintain continuity and momentum towards re-employment, offering jobsearch facilities to the customer immediately, flagging the re-referral to Jobcentre Plus and bringing the customer back to the same consultant to rapidly re-engage in targeted activity. Programme Exit- Our key aim is to support a compliant exit from the Work Programme with a clear transition to any follow on activity and ongoing job search. • Where JCP notifies us a customer will be returning (i.e. after 2 years on programme) we will undertake an exit interview, generating a progression report, within 10 days. • To support each individual to continue their ongoing journey towards work we will offer ongoing access to their online customer profile for three months following exit. INDIVIDUAL JOURNEYS THROUGH OUR MODEL The diagrams at Annex 1 illustrate the flexibility of our customer journey. They are not defined routeways for customer groups- instead, they show sample routes through our core journey for profiled customers from each of the customer groups, demonstrating that our journey is capable of delivering a wholly individualised service to the full range of customers who will be referred to us. • JSA 18-24 (Annex 1.b)- a young person with limited employability skills or experience pursuing a work experience and apprenticeship route, with peer engagement. • JSA 25+ (Annex 1.c)- a 50+ professional benefiting from coaching and support to use e-based job search tools alongside peer group advice and support. • JSA Early Access (Annex 1.d)- an ex-offender with a history of substance misuse accessing counselling in parallel with sector-specific training and disclosure advice. • JSA ex-IB (Annex 1.e)- intensive support around attitudinal and motivational issues with an initial move into non-sustained work- triggering rapid return process • ESA Voluntary (Annex 1.f) – pursuing self-employment that includes business plan validation and ongoing support beyond start-up including legal and financial advice. • ESA Flow (Annex 1.g)– sector-based training routeway and work trial in parallel with • specialist mental health support that continues through in-work stage. • ESA ex-IB (Annex 1.h)- a customer with no work experience, basic skills needs and an ongoing health problem benefiting from condition management, basic skills training, a work trial with a supportive employer leading to a job with In-work Mentor.
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RESTRICTED – COMMERCIAL IN CONFIDENCE [4.1a] Customer Journey - Rationale
Please describe in detail: your rationale for your proposed Customer Journey(s) detailed above in 4.1 within this CPA; and
the benefits to the individual customer groups of this approach.
Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 4.1a THE RATIONALE THAT UNDERPINS OUR CUSTOMER JOURNEY Our customer journey for the Work Programme is grounded in five key principles learned across 11 years of delivery working with all the Work Programme customer groups. These are supported by a weight of evidence gained from: internal best practice and lessons learnt; feedback from 3,000 customer interviews; and consultation with external experts and customer focus groups. These principles have been thoroughly tested in our Model Office during 2010 where we have realised a productivity increase of 16% and a performance uplift of 40% from the starting baseline. We always offer a personalised service to all customers with a named person responsible for support. Offering a personalised service is fundamental across our customer journey, and we set this expectation from the start. We know from the delivery of FND and Pathways that simple steps such as a warm handover at referral can reduce FTA rates by more than 30%. Having a named consultant across the journey is the lynchpin for ensuring a personalised service. As trust in this relationship builds, customers become more confident to access support and to undertake jobsearch activities for themselves. In 2010, 77% of 500 customers still in the same job one year on attributed their sustainability to their dedicated consultant who ensured the job opportunities they were offered were a strong fit for them, demonstrating that this investment delivers value and a measurable return. This principle will be taken further with the opportunity to work with couples in joint claims, building trusted relationship across whole households. Segmentation of customers should be driven by their assessed distance from the labour market and not by any perceived social barrier or benefit tag. Across the range of contracts we have delivered- whether targeted at specific benefit groups or at groups that share a social barrier to employment- we have gathered consistent and overwhelming evidence regarding effective customer segmentation. Information about an individual’s age, family circumstances, skills, employment history or health needs is only relevant in the context of how and whether it distances them from the labour market. We will not waste time on prescribed interventions that do not meet actual individual needs; our My Way Up diagnostic assessment will signpost every customer into one of 3 support strands where they will receive fully tailored support from their dedicated consultant. By immediately segmenting customers to the most appropriate support strand, we will ensure job ready customers move rapidly into work while for the hardest to help we are taking full advantage of the two years on programme to move them closer to and into work. Building a tailored journey with each customer that meets that individual ‘where they are at’ and progresses them towards and into work. An Into Work Plan will be constructed with every customer, drawing together: the outcome of the My Way Up diagnostic; the expert judgment of the customer’s dedicated consultant; and, the customer’s own perspective. This sets a clear, personalised route through the WP journey, increasing individuals’ ownership. The Into Work Plan will specify and prioritise the activities a customer will undertake, either self-led, delivered ‘in-house’ or procured from the Support Catalogue by their consultant to address barriers and needs. Fortnightly plan reviews and regular (minimum 6 monthly) in-depth plan refreshes will ensure no customer drifts and forward momentum is maintained at the fastest pace possible for that individual. We are confident our approach will exceed WP expectations on job entry and sustainability, as customers will benefit from working at the right pace, with the right expert support and no false starts. Offering a fully accessible service through appropriate channels to ensure all customers can be effectively engaged. Our customer journey has been designed to leverage developments in communication technology and use a range of interchangeable
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RESTRICTED – COMMERCIAL IN CONFIDENCE 4.1a (continued) channels- face to face, phone, email, text, social networking, web-enabled- along with some state of the art innovations currently being piloted, including Avatars that will allow consultants to interact with customers in a virtual environment. This blended channel approach helps set pace and purpose, e.g. texting appointment reminders resulted in a decrease in FTA rates. Leveraging a range of channels is also a key enabler from a cost perspective, helping us to maintain commitments, such as a named consultant, to customers in even the most remote areas. However, we know from our customer research that only 50% of current customers regularly use the web, therefore, all customers in every location will have access to face to face contact, and we will be proactive in helping customers gain the confidence and skills to use alternate channels. Sustained jobs happen when the right individual is matched to the right job in the right circumstances. We know from research that employers in Scotland rate personality and attitude as most important priority when recruiting (UKCES Employer Perceptions Survey 2011). Unless we invest in our customers, employers will not put their trust in us. We will help customers to find a job they want within the local labour market, but we will require individuals to focus on realistic and achievable job goals, and to be open-minded to re-training or taking a ‘starter job’ with a clear progression route. We will engage extensively with local and national employers so we can offer our customers access to a broad range of opportunities. Job entry is not the end of the journey, and our parallel InWork Support and Aftercare offers will help to turn promising job matches into long-term employment by proactively addressing customer and employer needs, respectively. We see a key role for flexible and temporary opportunities as a stepping stone to longer-term employment and estimate up to 33% of customers accessing work in this way with the full support of our dedicated FlexDesk team who will proactively manage all temporary opportunities. BENEFITS OF OUR APPROACH TO INDIVIDUAL CUSTOMER GROUPS JSA 18-24: Scotland has 13,000 unemployed ‘core’ NEET young people (source: JCP) who will top up the 37,000 18-24 JSA group, while graduate unemployment is growing with 19% still unemployed 6 months after graduation. Young people frequently lack a clear job goal, whatever their education level. Our My Way UP assessment will help to identify a goal quickly. We will ensure that our service is integrated with the skills system, particularly Skills Development Scotland National Training Programmes. Evidence from our 2009 NEETs Roundtable event found young people discriminated against for lack of experience. Our FlexDesk employment solution will help young people build up their work experience in temporary roles to help obtain permanent positions . Work trials will help break the cycle of ‘no experience, no job’, getting young people in front of employers. JSA 25+: Through delivering EZ in the unemployment blackspot of Glasgow we know that JSA 25+ is likely to have the broadest range of needs including an estimated 25%+ with undisclosed offences, 40% undiagnosed mental health issues, high levels of substance misuse, older workers, low skills and a number of the cross-cutting customer groups e.g. lone parents (2% of expected flows) and carers (2.5%). We will use the scale and flexibility inherent in Work Programme to offer a highly individual journey. Our Support Catalogue gives our supply chain a clear route to spot-purchase provision across a vast range of needs and barriers, leveraging the relationships we have built with over 100 local specialist organisations in Scotland. The range of career aspirations will be as varied as this customer group’s support needs, and we have invested heavily in building a wide range of real employment opportunities in growth and high employment sectors. JSA Ex-IB: In our delivery of Pathways to Work, we found that 40% of mandatory customers disputed their IB reassessment. We will offer a suite of motivational and behavioural focused provision e.g. access to Enable Scotland’s work placement
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RESTRICTED – COMMERCIAL IN CONFIDENCE 4.1a (continued) programmes for ex-IB customers with learning disabilities to increase their recent work experience. We also anticipate higher levels of debt amongst this group due to long-term benefit dependency and income reduction so Better Off In Work calculations and debt counselling support from dedicated Local Authority Money Matters services will help to stabilise their financial position. Having been on inactive benefits for years, customers are likely to have an outdated view of either the labour market or the skills required to work. We will ensure customers clearly understand local opportunities, and have the opportunity to update skills (particularly IT skills) through courses available online or in delivery sites. ESA Voluntary: By volunteering, this group has demonstrated motivation to work. Our journey focuses on an early identification of job goals and suitable support that will set a pace and maintain that motivation. From there we will focus on building a strong rapport with their personal consultant; knowing that they can input heavily into their own Into Work plan will be critical to ongoing positive engagement. Consultants across our supply chain will be trained to identify core health issues and to address more minor problems through socialisation techniques; ensuring health issues are given appropriate prominence within each individual’s Into Work plan. The right In Work Support plan will be critical to help sustain employment, including a dedicated In Work Mentor for the most vulnerable. ESA Flow: Customers have been assessed by JCP as being fit for work within 3 months, and so early activity will prepare them for re-entering the labour market with a focus on demonstrating the benefits of employment as part of rehabilitation. Customers will have access to a full suite of online tools and resources to help them build up their skills and confidence, and we will provide a range of voluntary and work experience placements if that fits with the individual’s job goals. We will offer a great deal of flexibility for this group including meeting customers in outreach locations near to their homes (and conducting home visits if required). As with all ESA customers we will provide access to condition management options, e.g. SALUS CMP offers telephone-based support and advice from qualified nursing staff both pre-work and during the in-work support period. ESA ex-IB: Customers in this group will be wholly unaccustomed to the demands of an employability programme so the flexibility and personalisation of our customer journey will be critical. We have assumed a far longer average pre-work support period for this group (14 months) to allow for a series of interim activities to build confidence, socialisation and employability skills for individuals, making the most of the two year opportunity to work with customers. For example, volunteering opportunities, sourced through Volunteer Development Scotland (for whom we will fund a Manager post), could help the individual to re-engage in their community and establish a regular “work-style” routine. MEETING THE NEEDS OF ALL CUSTOMER GROUPS ACROSS THE LIFE OF THE PROGRAMME Structural economic change and welfare reform will introduce new customers. Our journey has been designed to accommodate fluctuations and be fully scalable. We will• drive ongoing analysis from our management information suite to measure the effectiveness of the tools, resources and support offered by each delivery partner; • closely monitor In-Work Support as the two year sustainability period is untested; • use data to inform continuous improvement of the journey across our supply chain with the opportunity to test and promulgate innovative ideas through our model office; • build in changes in the wider welfare regime, for example, including continuity measures for Jobcentre Plus’s skills conditionality work; and • use ongoing input from key stakeholders and external experts to continue to steer the evolution of our customer journey, in particular for new customer groups.
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RESTRICTED – COMMERCIAL IN CONFIDENCE [4.1b] Service Requirement DWP expect all customers to receive a minimum level of service. Please clearly define:
• • •
Your minimum service delivery levels for all customers within this CPA; Your rationale that supports your approach: How it addresses the needs by customer groups.
Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two sides of A4.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 4.1b The Department needs assurance that Primes have set measurable standards of service against a clear rationale that can be delivered to all customer groups across Scotland, driving Work Programme critical success factors; more people into work, sooner, with greater sustainability and equality of outcomes. RATIONALE UNDERPINNING OUR MINIMUM SERVICE LEVELS Our proposed minimum service delivery levels for the Work Programme (MSL): • tracks our core customer journey, underpinning the key activities at each stage that will drive both a quality customer experience and optimum performance; • Will underpin quality, consistency and transparency across our entire supply chain. They have been fully incorporated into our quality and performance monitoring and management processes; • are measurable, either through quantitative management information or through qualitative review, including direct observation and customer feedback; • have been explicitly designed to promote positive behaviours, i.e. individualisation and progression, and prevent negative behaviours such as ‘parking’ of hardest to help customers or prescribing activity without an individual assessment and plan; • allow scope for individual delivery partners to innovate in the way that they deliver our journey. Effectively, we prescribe the ‘what’ but not the ‘how’; • apply to all customer groups and, we believe, will add value to every individual whether they are a more self-sufficient jobseeker or a harder to help customer; and • are ’future-proofed’ to accommodate new customer groups or changes to benefit definitions arising from Universal Credits without fundamental change. Below we bullet point our MSLs against the four stages of our customer journey, and then go on to explain how they address the needs of customer groups at each stage. ENGAGEMENT • Every customer will receive a warm handover at referral; face to face or by phone. • Within two working days of PRaP referral, every customer will be booked on an induction session to be held within ten working days. • All customers will have an individual needs assessment to identify their barriers to employment. All customer groups will benefit from a personalised handover at referral. Specifically, we know that, for ESA and ex-IB customers less accustomed to engaging in an active regime, softening the ‘process-led’ activity with a warm handover reduces failure to attend (FTA) across Pathways to Work contracts by 70%. Ensuring an efficient process to rapidly book all customers on to an appropriate induction demonstrates our commitment to customer service. Inductions set out opportunities, rights and responsibilities for all customers across the programme, and ensure that mandatory customer groups recognise that this is not optional and their full active participation is required. A targeted diagnostic assessment will ensure we focus on issues that actually impact a return to work: for many ESA and ex-IB customers, for example, key barriers are often not health related and a strong diagnostic will prevent effort being focused in the wrong areas. PRE-WORK SUPPORT • Every customer will have a named consultant across the life of their journey. • All customers will have a personalised Into Work Plan that will map out their journey into sustainable employment. It will be refreshed at least 6-monthly. • All customers will receive support appropriate to their distance from the labour market, including: o access to intensive job search facilities and a Better Off In Work calculation;
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RESTRICTED – COMMERCIAL IN CONFIDENCE 4.1b (continued) o resources, tools and provision from our Support Catalogue to address barriers to work; and o for every customer on programme beyond 1 year, a guaranteed offer of work experience or a volunteering opportunity. • All customers will be supported to achieve basic IT skills and will be given access to the customer portal to enable use of core online jobsearch resources. • Every customer will have evidence of right to work in UK, a CV and a Bank Account. • All customers will receive fortnightly meaningful contact, as a minimum. Minimum standards across this stage are focused on ensuring every customer’s needs are fully understood and addressed through a targeted action plan, with the right tools, resources and support in place to maximise a positive outcome. Customers across every group will benefit from regular 1:1 contact with a named consultant who will track their progress and support their entire journey. Into Work Plans set clear, time bound milestones and are the basis for regular fortnightly contact and review, ensuring that no customer is ‘lost in the system’. For mandatory JSA and ESA customers plans also clearly set out their specific responsibilities within their benefit regime. Customers segmented into every group will benefit from our targeted Support Catalogue that has been monitored against customer needs data to ensure it is comprehensive, timely and fit for purpose. In-depth refreshes at least every six months will re-focus Into Work Plans, ensuring every customer is pursuing relevant activity to progress them towards work. IN WORK SUPPORT • All customers who start work will be offered an In Work Support and Progression Plan • All customers will be offered weekly contact through weeks 1 – 9. • All customers will be offered fortnightly contact through weeks 9 – 26. • All customers will be offered monthly contact from week 26 to programme exit. • In Work Customers will be offered a CV review every 6 months. • All In Work Customers can access support from 8am to 8pm, Monday to Friday. • A Rapid Return service will be available for any customers that drop out of work. In Work Support and Progression Plans will help every customer to sustain work and access ongoing skills, learning and career opportunities, including the opportunity to refresh their CV with new skills and capabilities at the six month in-work milestone- a particular benefit for 18-24 JSA, ex-IB and IS/IB groups who are the most likely to enter work with limited recent work evidence on their CV. We know from research across our existing delivery business that customers across every group are most vulnerable to dropping out of work in the first two months (second payday is the peak) and proactive support will be offered at least weekly through this stage, with regular ongoing contact across the full sustainability period. To accommodate work patterns for in-work customers, support can be accessed by telephone or email outside normal office hours. We will manage a smooth and rapid return to programme for eligible customers across all groups who drop out of work. PROGRAMME EXIT • All customers will have online jobsearch tools for three months following exit. • All customers will be contacted for quality of service feedback at least once Progression is a key theme across our journey for all customer groups, and we will maintain every customer’s online profile for 3 months following programme exit to ensure they can continue jobsearch and online learning activity beyond the Work Programme. Every customer will know their opinion is valued and formal feedback will be pro-actively sought at least once across the life of the programme.
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RESTRICTED – COMMERCIAL IN CONFIDENCE
SUPPLY CHAIN MANAGEMENT
[5.1] Delivery Strategy Please describe in detail your delivery structure for all elements of the Work Programme provision across this CPA and explain why you consider your delivery strategy to be the best approach for customers in this CPA. You should clearly state how you intend to work with your sub-contractors and how you will ensure the needs of all your customers, including the hardest to help, are fully addressed from within your supply chain including voluntary sector organisations where appropriate. Please also complete:
Annex 2 to show the structure to be put in place within the supply chain to deliver the Work Programme provision in terms of overall percentage of delivery, specialism and geographical coverage; and Annex 3 (Sub-contractor Declaration) for your proposed sub-contractors as appropriate.
Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.1 THE WORK PROGRAMME – A UNIQUE OPPORTUNITY FOR SCOTLAND Our vision for the Work Programme (WP) is to raise Scottish families out of the cycle of poverty by helping them to compete in an increasingly skilled and competitive labour market. WP is an opportunity to tackle the entrenched intergenerational worklessness of poverty “hotspots” such as Glasgow and Inverclyde; dependency on inactive benefits (Scotland has the largest population on health benefits in Europe); and, deliver equity of access to the opportunities and 160,000 new jobs in Scotland over the next 5 years. Scotland has a challenging geography with skewed access to services from remote islands and highlands communities to the urbanised M8 corridor. The economy is similarly skewed: 96% of companies have less than 50 employees, and rarely access government support for training (source: UKCES), but 40% of the workforce work for the largest 8 companies. There is a network of committed delivery partners in Scotland, but the challenging environment is reflected in the low number of mature providers outside the cities. The stakeholder infrastructure is there, but addressing the challenges of worklessness in Scotland will require the leadership of an organisation with delivery & commissioning experience, established footprint to leverage the opportunities of WP. OUR DELIVERY STRUCTURE FOR ALL ELEMENTS OF WORK PROGRAMME IN SCOTLAND Our delivery structure is based on a three tier approach: Tier 1 (Prime) – As one of the Primes for Scotland, Working Links will: • Work with key stakeholders to commission services that meet the needs of all of our customers and give all sizes of employers across the region the support to grow their businesses - ensuring coordination across e.g. the 6 Cities Economic Strategies; • Build on the core of excellent provision in the region, investing to develop a robust delivery capacity and capability - leaving a legacy of mature, sustainable supply chain; • Leverage the deep skills, experience and commitment of local and third sector suppliers to deliver flexible, targeted provision able to meet individuals’ needs- creating an agile and responsive Support Catalogue. Tier 2 (End to End) – Our Tier 2 structure is the delivery backbone for the Work Programme. It features a blend of 7 providers across public, private and voluntary (Lennox Partnership, Regenerate Glasgow) sectors each delivering a complete customer journey (from referral to exit) to customers across defined geographies. Key to our delivery strategy is a firm belief that we retain and build our own delivery capability, giving practitioner led insight to reinforce our Tier 1 top-down approach, and therefore Working Links features within our Tier 2 supply chain. Tier 3 (Support Catalogue) - Our catalogue of call-off support and provision will be delivered by a broad range of specialist organisations, including national and local voluntary sector partners (see Annex 2). Providers in Tier 3 will offer specific activities, interventions and support to flexibly respond to customer and employer needs. The Support Catalogue spans everything from on-line career-based learning for more independent jobseekers through to condition management, drug and alcohol rehabilitation or in-work mentors for the very hardest to help. All customers will benefit from a pick and mix approach tailored to personal needs. Provision can be rapidly redirected to meet the changing needs of customer groups and the welfare regime across the life of the contract. ENSURING THE RIGHT DELIVERY STRATEGY FOR SCOTLAND We will translate insight-led, locally targeted strategies into effective community delivery by being an “intelligent” prime contractor drawing upon the expertise of the supply chain: • We have worked alongside providers in Scotland for 11 years and we offer deep insight into, and understanding of, the workings of the local market place. We know what has worked and why and will use this to define future services and targeted support. • We will enable our supply chain to draw from our 11 years of knowledge, experience and infrastructure as the UK’s leading welfare to work provider. - 23 Specifically:
RESTRICTED – COMMERCIAL IN CONFIDENCE 5.1 (continued) o Customer Journey Manager, the only system with direct interface to PRaP; o My Way Up, our industry leading customer needs assessment tool; o Coaching and mentoring from our highly experienced delivery managers; o Financial terms tailored to suppliers’ specific cash flow requirements; o Our Work Programme delivery model, tried and tested in our Model Office; o Our extensive Support Catalogue, including unique support packages from leading National organisations e.g. Gingerbread and Salus (See Annex 2); o Remote In-Work support capability through our Customer Service Centre; and o A structured approach to innovation over the life of the contract to fast-track development of ideas from across our supply chain into live testing and roll-out. • Our subcontracts have been designed round the needs of our local communities: balancing economic zones, distinct geographies and volumes of customers to create viable contracts that allow subcontractors to invest in future delivery and introduce competition wherever it is feasible. Our Tier 2s consist of three mature providers, Working Links (41% of delivery), A4e (17%) and Triage (19%); and 5 Third Sector organisations: Life Skills Centre (7%); Argyll & Bute Council (5%), Lennox Partnership (2%), Regenerate Glasgow (4%), and Routes to Work (5%). Tier 2 organisations have been selected in line with Merlin principles on their ability, current and potential capability, capacity and infrastructure to meet local needs. Each is currently delivering an employability programme in their specific area- they deeply understand local needs. Tier 2 suppliers have been tested for alignment to our customer focused principles outlined in Q4.1a- in particular: the need to offer a personalised, consistent service from referral to exit, and, addressing customers’ needs against their distance from the labour market, not by their benefit type. At Tier 3 level, we have developed an extensive Support Catalogue of call-off provision that covers the broad range of needs we know, from local delivery experience and targeted research, our customers will have: attitude and behaviour; goals and aspirations; employability; skills; health (including drug and alcohol support); and lifestyle (including offender support). More than 100 community, regional and national organisations are represented in our catalogue, spanning public, private and voluntary sector. Our catalogue is available to all Tier 2s and our Tier 2 partners will bring their own solutions and services to further enhance and localise the range of support. The majority of contracts have been negotiated on a unit cost basis, to give flexibility and scalability to respond to changes across the supply chain. HOW WE INTEND TO WORK WITH OUR SUB-CONTRACTORS: A CAPABILITY-MATURITY APPROACH We take a very strong partnership approach across our supply chain. We will work with each supplier to build a tailored plan to support success; in much the same way as we work with our customers. Our initial focus with Tier 2 suppliers is on assessing each organisation’s capability and maturity within the market and, based on this, placing them into one of three support categories: • Mature- organisations that bring a full, proven delivery capability alongside a developed in-house support infrastructure, e.g.: IT, Research and Development, back office. Working Links, A4e, Triage • Supported- organisations that bring a full, proven delivery capability and deep local insight and will draw a range of business support and infrastructure from Working Links. Life Skills Centres, Routes to Work, Argyll & Bute Council • Capacity Build- organisations that bring employability expertise and deep local insight, but will require a full range of delivery and infrastructure support and cash flow investment. Lennox Partnership, Regenerate Glasgow Our strategy is focused on building a strong Scottish market through a blend of public, private and voluntary sector organisations recognising the significant strengths these
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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.1 (continued) organisations bring. We believe the balance of Tier 2 suppliers offers a good mix of maturity through our own delivery experience, established organisations with capacity to develop further, and dynamic new entrants with deep local insight and potential for further growth. We have selected 2 “best in class” providers who will deliver their own black box innovative solutions across nearly 40% of the CPA. Having A4e and Triage in our supply chain will improve sharing of best practice and spreading innovation. Our selection of 3 new suppliers to WL is based on their excellent local links, proven track record of delivering employability programmes and strong understanding of the importance of individually tailored support for the customer groups. To help them mature and realise their vision for growth and expansion, we will provide them with support to enhance internal systems and procedures to improve quality and drive performance. We will facilitate this step change through access to technology, products, services, training and direct management support through our Partnership Management capability. We have discussed growth plans with each Tier 2 partner. Across much of the CPA it is unfeasible to introduce competition because of low customer population density. However we are introducing some elements of competition to drive continuous improvement over the life of the contract. For example, in Inverness we are investing in a regional management “Accelerator Hub” to build local capacity. We will withdraw from this infrastructure, handing it over to a third/public sector Tier 2 (either Life Skills Centre & Argyll & Bute) dependent upon proven capacity to outperform contracted targets. This is part of our strategy to support growth of the third sector. Our model is both low risk and innovative in that it guarantees stable operational delivery from day one, encourages diversity through knowledge transfer across the supply chain, and fosters the ability to deliver outcomes within a cohesive delivery structure. FULLY ADDRESSING ALL OUR CUSTOMERS NEEDS ACROSS THE SUPPLY CHAIN Our delivery strategy is capable of meeting the full range of needs of customers in every group across every local community- including the hardest to help. We have carefully considered alternative approaches and the benefits are: • Performance- All End to End subcontractors are firmly established within Scotland and have a track record delivering a range of contracts. They understand the needs of customers and employers at a local level and have clear plans in place to meet these, delivering robust performance from Day 1 with improvement over the contract life. • Personalisation- Tier 2 delivery partners will be accountable for delivering the full range of Minimum Service Levels to every customer. Customers are not passed from one provider to another but will remain with one organisation and will receive support from the same named consultant for their time on the Work Programme. This is particularly important for those furthest from the labour market to ensure they do not get lost in the system, with no one taking responsibility for meeting their needs. This approach is embedded in our Minimum Service Levels because we know it works. • Equality and Consistency- We have not split delivery contracts by customer groups; all Tier 2 delivery partners will work with every customer group. This will ensure that, regardless of how independent or hard to help an individual is, they will have access to a full range of services across our core customer journey and through our extensive Support Catalogue from Day One of their Into Work Plan. • Accessibility- Allocating End to End contracts based on geography means that each Tier 2 can invest in local infrastructure; increasing accessibility for all customers. • Future-proofed and Flexible- With a robust Tier 2 delivery platform and an extensive catalogue of flexible provision, our delivery structure can adapt to changing customer needs and welfare policies, and changing volumes, across the life of the contract. Our supply chain is scalable and can also be flexed to manage changes in volumes as well as the addition of new organisations.
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RESTRICTED – COMMERCIAL IN CONFIDENCE [5.2] Management Structure Please provide: a description of the proposed management structure and how the required management skills and expertise, including working with local stakeholders, have been identified and will be delivered. You should also include a description of associated responsibilities and reporting lines ; a description of how you will work with the management teams of any supply chain organisations and key delivery partners; and explain why your management structure is appropriate for the Work Programme within this CPA;
Please include an organisation chart (attach as Annex 4) showing the proposed management structure for the Work Programme for this CPA.
Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4. Note: Format requirement and page limit does not apply to the organisation chart(s) which you must insert as Annex 4.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.2 IDENTIFYING THE RIGHT BLEND OF MANAGEMENT SKILLS FOR SCOTLAND Our first step in identifying the management skills required for the Work Programme (WP) was to conduct a detailed skills analysis of our proposed operating model. This analysis identified the areas of management expertise and functions required to successfully deliver a programme of this scale and complexity, and attributed these as either CPAlevel responsibilities or corporate support functions within our overall operating model. Core functions and skills areas identified are: Strategic Leadership and Engagement; Commissioning and Supply Chain Performance; Operational Delivery; Human Resources; Finance Management; Physical Infrastructure and IT Management: and Quality and Risk Management. We then developed an organisation that both incorporated this full range of capabilities and mapped directly to our localised delivery strategy for Scotland. We drew heavily on our 11 years of experience successfully delivering Welfare to Work contracts in Scotland (EZ, Pathways, NDDP) and across the UK where success has been dependent on effective delivery, robust supplier management and strong stakeholder and employer relationships. In parallel we identified the management capabilities that would need to be bolstered to ensure we met the accountabilities and responsibilities associated with Prime Contractor status, and to ensure we were able to effectively respond to expected changes in relation to customer needs and volumes over the life of the contract. Specifically, we brought in expert support from Capgemini to accelerate the development of the commissioning and supply chain management functions. OUR PROPOSED MANAGEMENT STRUCTURE FOR SCOTLAND Below, we set out key roles across our management structure for Scotland. We outline key responsibilities and reporting lines for each role. Corporate support functions related to each role are shown in the Organisation Chart at Annex 4. Contract Director for Scotland - reporting to our Corporate Delivery Director. Key Responsibilities include: overall accountability to deliver the contractual targets; providing strategic leadership of stakeholder engagement to promote WP outcomes; commissioning an appropriate blend of delivery capabilities both internally and from external partners to deliver the contract outcomes and respond to changes; leading performance management to ensure service standards across Scotland; and encouraging a culture of growing innovation and continuous improvement. Commissioning Manager - reporting to Director for Scotland. Key ResponsibilitiesPerformance Management of internal and external Tier 2 delivery units. Develop the market and identify potential delivery partners; select partners for the supply chain through fair and transparent procedures; ensure Tier 2 organisations receive required level of support as outlined in section 5.1, manages a team of Partnership Managers to carry out activities outlined in 5.3 and 5.6, ie manage supplier performance (internal and external) monitoring of critical KPIs, including contractual compliance and customer Minimum Service Levels KPIs; undertakes quality audits against our WL QED quality standards, runs monthly supply chain meetings; benchmarks performance across supply chain; shares best practice; continuous improvement, constantly reviews Tier 3 delivery partners and our Support Catalogue to ensure it remains flexible enough to meet changing customer needs. Operations Manager - WL will have 2 Operations Managers, with 10 spread across other Tier 2 suppliers reporting to the Director for Scotland. Key Responsibilities include: leading, motivating and developing delivery teams to deliver against targets; ensuring consultants are supported to meet customer standards; and working with JCP managers to proactively manage customer flows to meet SLAs; and maintain relationships with local VCS organisations. Employer Services Manager - reporting to our Director for Scotland. Key Responsibilities include: developing a demand-led approach to meet employer and skills
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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.2 (continued) needs; creating a pan-Scotland employer engagement strategy with supply chain partners, including the establishment and running of Highlands and Lowlands Advisory Boards; monitoring and responding to evolving CSR agendas in Scotland; and, coordinating consistent employer engagement activity across Scotland. Volunteer Development Manager - reporting to the Employer Services Manager for Scotland. This post will be seconded from Volunteer Development Scotland (VDS) in response to the Scottish Governments “Volunteering Strategy” that shows’ volunteering strengthens Scotland as a nation. The Key Responsibility for this role will be to use VDS’ existing infrastructure (including access to 15,000 volunteering opportunities) to ensure a rapid increase in the volume and range of volunteering opportunities and community placements available for WP customers Finance, Compliance, Facilities and IT Management, Human Resources, Risk, Quality, Knowledge Management, and critically Skills Support Services functions will be delivered into the CPA through a Corporate Business Partner model, with a named individual accountable for delivering services to agreed SLAs. A dedicated Public Affairs Manager for Scotland, part of our UK-wide Marketing and Public Affairs function, will be based in Scotland and will develop and maintain relationships across Scottish devolved government and with key stakeholders to ensure that we are aware of, and can influence, the policy landscape within Scotland. WORKING WITH THE MANAGEMENT TEAMS ACROSS OUR SUPPLY CHAIN Our vision for the management of the Scotland WP is to foster effective partnership working across our supply chain. We do not want contractually bound, transactional relationships with suppliers; we want to develop together as an extended team, creating a culture of shared success. We will achieve this through: • The Commissioning Manager, Redacted, will draw on his 11 years experience of managing employment support contracts for the hardest to help, and his experience as experience managing subcontractors as the National fND Programme Manager. He will have a pivotal role in fostering a shared culture across the supply chain, leading the team of Partnership Managers and working directly with the supply chain management teams. He will hold monthly best practice meetings for key partners and 6-monthly conferences for all suppliers in Scotland; • Partnership Managers working across the supply chain to monitor performance against contractual targets and our WL Quality Standard. They will provide scrutiny of the services offered to customers and will share best practice across the supply chain; • All Operations Managers, internal and external, being part of the Senior Management Team for Scotland, working with the Director for Scotland, Redacted and her direct team to deliver performance and continuously improve the service to customers; • Leveraging the experience of the Operations Managers within the internal (WL’s) supply chain - e.g. Redacted who have 7 years experience working across large Welfare to Work contracts and customer groups including IB/ESA customers. Our Operations Managers offer support and coaching to their less experienced peers helps to accelerate their development; and • Our category management approach for specialist suppliers (particularly Tier 3 suppliers) across our Scottish supply chain will encourage best practice sharing within specific customer-focused areas (e.g. Health, Debt). This will bring together ideas from existing support services across different regions, but it will also give smaller Third Sector organisations a platform to network with other organisations that share their objectives to drive innovation and insight. Category Management is the responsibility of the Corporate Partnerships Manager’s team. Seven objectives articulate the management culture we will foster across our supply chain to create a senior team able to meet future challenges across the programme:
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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.2 (continued) • Aligned objectives - ensuring partners are united to achieve customer outcomes and the strategic objectives of our stakeholders, employers and the Scottish Government; • Quality of Service - to ensure the quality of service to customers and employers consistently meets the required standards across Scotland; • Innovation - we will actively seek out innovation, helping to integrate continuous improvement and an enhanced customer experience across our network; • Risk Management - to understand the risks to service delivery and providing the means to mitigate these to ensure a consistent, high quality service to customers; • Sustainability - working to create capabilities and capacity in the partner network to build inherent sustainability of services within an outcome based commercial model. For example, we will build operational management capacity in the Highlands through our Inverness Accelerator Hub which will be subcontracted to our supply chain if they demonstrate suitable performance through a competitive process; • Financial security - as part of attracting and retaining a sustainable supply chain we will apply appropriate commercial models to support our partners’ financial health; • Learning - we will create a culture where lessons are learned, knowledge is disseminated and services improved to better achieve WP critical success factors WHY OUR APPROACH IS RIGHT FOR SCOTLAND -There is a heavy emphasis on localisation in our approach outlined above. WL is committed to Scotland - we have built a structure around what we know works in Scotland, and across our supply chain we have supported 125,000 people into work across Scotland. Our National Director, Redacted will be personally accountable for the success of the WP. We offer: highly credible leadership, both strategically and operationally; mature stakeholder and employer relationships; established supply chain partnerships; an existing management infrastructure in Scotland and support from an established corporate team. This will all be in place from Day 1, alongside a clear strategy to ensure continuous learning and performance improvement across the life of the contract. The direct benefits for the WP include: • Our approach exploits existing skills and experience of successful management teams with a track record of delivery across Scotland with WP customer groups. For example, our Operations Managers have experience of direct delivery to all customer groups, delivering contracts such as Employment Zones and Pathways to Work as well as a £50m+ supply chain; and our Employer Services Manager has director-level experience from recruitment firms such as Melville Craig and Hudson; • Our approach is based on structures and relationships already in place, resulting in a strong Day 1 team offering accelerated performance. For example, we have experience in working with the City Strategy bodies, in particular, Glasgow Works where, as part of a consortium, we provided engagement services for Lone Parents. Further, in Dundee we contracted to Dundee Partnership to provide specialist employability services at the end of their customer journey pipeline. • Management teams across the supply chain bring a broad and deep network of relationships with stakeholders at every level across Scotland, which can be readily shared and built-upon to deliver WP objectives; • We offer leadership across the employer agenda, ensuring a coordinated and consistent approach to engaging large and SME employers across Scotland; • Alongside established roles, we will invest in developing fresh capabilities within the team in areas such as supply chain management and Third Sector engagement; • offering perspective and capability to develop the supplier market across the life of the contract, providing VCS investment and enhanced choice for customers and DWP. We are confident our management structure will instil strong leadership and drive continuous improvement across the life of the contract in Scotland, delivering outcomes and realising opportunities for individuals, communities, and employers.
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RESTRICTED – COMMERCIAL IN CONFIDENCE [5.3] Management of Delivery Please clearly describe: How you and your supply chain will manage and monitor the quality of delivery of the Work Programme to ensure that the whole provision within this CPA is of a consistently high standard and meets your minimum service levels;
Your approach to performance improvement activities for your supply chain as a whole, outlining how you and your supply chain will act on the findings of any monitoring activity including the resolution of issues from within your own supply chain, partners or other bodies.
Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.3 The Work Programme (WP) presents a unique opportunity to deliver innovation, equality of access and the integration of services for unemployed customers across Scotland, resulting in positive outcomes for greater numbers of individuals and families. These opportunities can only be realised through high quality delivery and continually raising the performance bar. Working Links (WL) has developed a quality and performance framework that builds on established DWP, HMIE and ISO regimes that will be used consistently across our entire delivery supply chain, both internal and external. MANAGING AND MONITORING DELIVERY QUALITY ACROSS SCOTLAND To ensure high performance, quality, service and compliance, we have put in place a Framework of robust performance and quality standards to set clear expectations across our supply chain. Key aspects have been communicated to and agreed with our partners as part of our Merlin-compliant partner selection process. The Framework is built around: • Performance Management – Appropriate profiled performance targets will be agreed and flowed down to all Tier 2 and Tier 3 delivery partners (internal and external) based directly on our CPA-level performance commitment to the DWP. Data on performance targets will be updated automatically through our Customer Journey Management system (CJM). Progress against KPIs will be shared transparently across our supply chain; • Minimum Service Levels (MSLs) - These have been built into the customer journey that all Tier 2 partners will be required to deliver in Scotland. Some will be managed quantitatively through CJM data, while others that are more qualitative will be incorporated into our Quality Standards and monitoring framework; • Quality Standard (QS) - WL has developed a qualitative measurement framework for delivery across our supply chain, based on quality inspection regimes from HMIE and our own partner management experience with our £50m annual supply chain. It specifies 75 performance indicators, providing a robust basis for measurement across all aspects of delivery and excellent, measurable customer service, underpinning our minimum standards and compliance requirements across the customer journey. We have tested this in our Model Office has seen a 16% increase in the overall average job entry rates since these Standards were introduced. The performance and quality monitoring cycle for WP, based on this framework of standards, is described below: • Pre-Contract – we meet with each supplier to conduct a risk assessment and validation to ensure all partners have the capability to meet our required standards, including their own robust processes to manage their directly contracted partners. • Pre Go-Live - our Commissioning team will ensure activities are underway within all subcontractors to implement appropriate management systems and mechanisms to ensure compliance with agreed performance and quality expectations - in particular that MSLs will be in place on Day 1 for all customer groups. We will explain monitoring criteria in detail, incl. expectations and scoring against each category in our Framework: Company Policies; Procedures; Safeguarding; Security; Staffing; Contract Delivery; Performance Requirements; Financial Risk; and Supply Chain. • Go-Live – from Day 1 of the contract, we will monitor performance data against target weekly, and hold monthly performance meetings with all Tier 2 partners. We will make regular checks against CJM on quantitative MSLs. We will conduct audit/evaluation checks on the quality of customer Into Work Plans and employer evidence, and proactive support will be offered during these early stages to ensure the supply chain delivers to a consistent and compliant high standard.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.3 (continued) • Quarterly Monitoring Visits - we will send a self-assessment questionnaire to each supplier a month in advance of the visit. This will be tailored against the categories to be featured in that visit. Evidence will be gathered to support a risk assessment against which the visit will be structured. Each visit (typically lasting one day) will feature: observations of customer interactions; observations of any group work; interviews with staff across various roles; and interviews with customers. A debrief discussion will be held with the Operations Manager on the day to highlight areas for improvement and begin to agree appropriate actions. • Post-Monitoring Visits – an action plan will be formally agreed and signed, and the quarterly monitoring cycle will repeat with a focus on the specific areas where a need for improvement is identified. Additional interim monitoring activities may be added where we have highlighted any high-risk risk concerns. Developing the monitoring cycle across the life of the contract – as the contract normalises and delivery develops, the focus of monitoring will develop in parallel. For example : • During visits conducted in the early stages of the WP, the focus will be on the early elements of the customer journey while areas such as In Work Support will have little or no evidence; • How a management team incorporates innovation and delivers against vision will be assessed more successfully once caseload levels have built up to forecast volumes. • During year two, once an evidence base has been built, we will introduce a Category Management perspective to our monitoring visits, comparing outcomes across types of provision, e.g. health condition management, on a Scotland- and UK-wide level. OUR APPROACH TO PERFORMANCE IMPROVEMENT We will continuously improve WP delivery across our supply chain through: identifying and sharing effective practice; fostering innovation; capacity building; driving solutions through partner/stakeholder engagement; injecting research, knowledge and insight; and, tackling underperformance (each of these is described below). Identifying and sharing effective practice is actively encouraged across WL and will be promoted through our supply chain. We have established customer Advisory Boards where practitioner experts and third sector advocacy bodies can inform our delivery based on best practice, and 2 equivalent Employer Boards for bringing in recruitment best practice from employer stakeholders. We will encourage all members of our supply chain to participate in the Employability Learning Network, the purpose-built forum for sharing best practice in Scotland. Our role on the National Delivery Group gives us the ability to share best practice with Scottish Government, local government and the third sector – learning from them whilst demonstrating what has worked in our delivery. We will run regular supply chain forums and events bringing together experts and subcontractors to share best practice and contribute ideas and evidence to help resolve any issues in delivery. Best practice briefings will be produced as appropriate and communicated to DWP, key stakeholders and the supply chain. Fostering innovation: As part of our service offering to DWP and delivery partners, we will support innovation projects across our supply chain, enabling trial of ideas, tools and products in our Model Office live operational environment. As new challenges emerge, or new customer groups come into scope of the WP, we will set up focus groups across our supply chain, drawing on the experiences of all sectors. Capacity building strong performers: We have created a Supplier Development Programme to accelerate market development across our supply base, with a focus on
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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.3 (continued) smaller and community organisations. We are using the SDP to support Third Sector organisations with growth aspirations to achieve them through WP. For example, we are supporting the Lennox Partnership (who currently deliver in West Dunbartonshire) to grow by 30% through delivering WP in East Dunbartonshire. This will enable them to bid for additional Scottish Government funding through streams such as Skills Development Scotland and bring their innovative approach to new areas. Delivering solutions through partner/stakeholder engagement: We will work with key stakeholders to design services to complement WP and address local issues throughout delivery. For example, WL is developing delivery solutions in Renfrewshire and North Ayrshire through engagement with Community Planning Partnerships, to support the Local Authorities in planning for and responding to European funding opportunities Injecting research, knowledge and insight: Our corporate Knowledge Management Hub will support all of the above initiatives, providing data and insight about welfare issues, performance analysis, labour market trends and wider Government policy. Tackling Underperformance: Where we identify problems arising through monitoring activity, highlighted from with our supply chain, or by external bodies (e.g. DWP, Jobcentre Plus, customer advocacy bodies such as MIND), we will be proactive in addressing and resolving issues consistently throughout our supply chain: • Contractual KPIs and acceptable tolerances will be agreed with all suppliers prior to contract signing. These then become the subject of the performance management procedures outlined above and we will work with our delivery partners to understand the issues and root causes behind any under performance as part of the review cycle. • Following 3 months of underperformance on the part of any supplier, a formal meeting will be held to establish reasons for underperformance, with the Partnership Manager or Commissioning Manager. Depending on the outcome of the meeting, a 3 month Supplier Improvement Plan (SIP) will be introduced, including minimum targets and outlining the support available from WL and across the supply chain to achieve these. Support actions may include: offering retraining to key staff members; supporting a deep analysis of the range and quality of provision being accessed by the delivery partner; offering peer mentors to the management team from other teams in our supply chain- either within the CPA or across the country; mandating the use of betterperforming customer journey tools from elsewhere in the supply chain. • Formal SIP reviews are held monthly, in the vast majority of cases performance improves, however, if satisfactory improvement has not been achieved at month 3 of the SIP, the decision is referred to the Director for Scotland to: serve notice, and/or source additional partners; extend the SIP; or, enter mediation. In the case of Major Breach, e.g. non co-operation with SIP, we could instigate immediate withdrawal. • A formal Dispute Resolution Procedure will be incorporated into all contracts across our supply chain. This clearly sets out time bound steps that both parties must take across four stages: Information Exchange, Meeting, Independent Mediation through the Centre for Effective Dispute Resolution and, if no resolution is achieved, Litigation. We are confident that our approach to innovation, research and development, and critically sharing best practice across our supply chain, will ensure that our suppliers work together to develop new solutions in response to any changes that emerge over the life of the contract, maintaining ongoing performance improvement. For example, Nevis Training, an NDDP subcontractor in Inverness, had consistent underperformance issues caused by a backlog of admin work and poor planning. We recommended temporary staffing support to assist, and they showed immediate improvements. They are now achieving their targets - our performance management addressed the issues, helped them grow their business and rewarded historical performance.
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RESTRICTED – COMMERCIAL IN CONFIDENCE [5.4] Delivery Locations Provide details of the key delivery locations and explain how you and your supply chain will achieve full geographical coverage of provision for the delivery of the Work Programme within this CPA; and
Detail what you have taken into account in terms of the needs of the customer groups in determining this approach.
Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to four sides of A4.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.4 Working Links will ensure that our supply chain provides a fully accessible service for Work Programme (WP) customers across the entire geography of Scotland, fully meeting needs of different customer groups and communities. A commitment to access is spelled out in our Minimum Service Levels - through the delivery of the WP, we will deliver a highquality service accessible to all priority customers. This will make a positive difference to communities with service access issues, such as the Orkney Islands. ACHIEVING FULL GEOGRAPHIC COVERAGE FOR WORK PROGRAMME IN SCOTLAND Delivering a comprehensive service for Scotland is challenging because of the diverse mix of urban and rural communities and the distances between many communities. We have 11 years experience of delivering contracts that cover the length and breadth of Scotland, such as NDDP, Employment Zones and fND, and we have supply chain partners in place with established infrastructure in their delivery locations. We have worked with all customer groups and cover isolated rural/island communities as well as urban areas e.g. the Central belt. We will ensure full coverage by: • Creating an accessible network of key delivery locations (listed in the table below) are situated in towns/cities across Scotland where the highest volumes of customers live and provide a full range of dedicated consultation, job-search, and training facilities, plus 1:1 meeting rooms and configurable communal areas. Accessibility by public transport is a key consideration in site selection and we will ensure that cost is not a barrier to customers visiting our offices by locating close to JCP offices, and paying reasonable transportation costs. • Community Sites located in priority neighbourhoods, where we will have either a permanently or regularly manned facility according to demand e.g. Life Skills Centres across Orkney and the Shetland Islands. These will supplement main sites by offering a highly localised presence within key neighbourhoods in a familiar environment for customers. Sites are either WL, supply chain partner or stakeholder owned. • Flexible outreach services enable us to take our service to local community venues e.g. Cumnock Community Centre (which we have operated from to outreach to ESA customers on our DAF contracts) on a frequency appropriate to customer demand. This is particularly important across more isolated areas, e.g. Cumnock in Ayrshire. This approach provides maximum flexibility, minimises customer travel time and allows us to give financial support to VCS/community organisations through rental revenue where we and our partners co-locate on their premises, and service revenue through increased footfall. Where appropriate we will also provide home visits. In all outreach services, we use mobile technology to support the service, via a fully functional “office in a box” capability which is particularly effective for IB and ESA customers who may not feel as comfortable venturing far from their communities. • Using technology to offer services online – We are adopting a multi-channel approach to service delivery, exploiting improvements in availability of technology infrastructure and changing customer expectations. We have developed a WP-specific portal, providing 24/7 access to advice, training and job search facilities. To preserve the personal consultant relationship we are developing an “Avatar” approach to support real-time virtual engagement, which we have tested with customers in our Model Office. Customer feedback was from JSA and IB customers s positive, with comments including: “It will be really good for interview practice”; “It will save so much time in unnecessary travel”; “it’s fun so will lead to people wanting to learn”. We have a formal commitment from Orange to develop IT solutions which will support the DWP goal of getting 80% of customers equipped with on-line and digital life skills. We will provide basic IT training to all customers so they can benefit from these services. Customers who do not have web-access will continue to have access to provision through our face-to-face or telephone.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.4 (continued) Region Delivery Locations Dumfries and Working Links Galloway; Ayrshire; Costed Properties: Inverclyde; East Glasgow Road, Dumfries DG2 9AQ; Renfrew and South Strand Street, Stranraer DG9 7JE; Renfrew; Carlyle Road Kirkcaldy KY1 1DB; Glasgow City; South Enterprise Way, Carnegie Campus, Dunfermline KY11 8GR; Lanarkshire; Fife; Renfield Street Glasgow G2 5AH; Inverness; Clyde Square, Greenock PA15 1NB; High Street, Ayr KA7 1LU; Kilmarnock, Paisley, Irvine, Inverness, Rutherglen & Hamilton – Premises being sourced* Argyll & Bute; Argyll and Bute Council Eilean Siar; Costed Properties: Highland Kinloch Road, Campbeltown, Argyll; Mill Lane, Lochavulin Industrial Estate, Oban, Argyll Kirn Road, Dunoon. Argyll Kirk Brae, Dunoon. Argyll Argyll Street, Rothesay, Isle of Bute. Argyll James Street, Helensburgh. Argyll Andrew Court, Rothesay Business Park, Clydebank. The Pier, Campbeltown Zero-cost properties** 20/20 Clearview, Wood Burn, Clynelish, Brora. Ash Road, Broadmeadow Industrial Estate, Dunbartonshire. West Highland College, Carmichael Way, Fort William. Portree Learning Centre, Portree, Isle of Skye Francis Street, Stornoway, Isle of Lewis, Western Isles. Aberdeenshire Lifeskills Highland Costed Properties Market Street, Lerwick Shetland ZE1 0JP Moray, South Tankerness Lane, Kirkwall, Orkney, KW15 1AR Lanarkshire; Seafield Road, Inverness, IV1 1SG Scottish Borders Morrich House, 20 Davidson Drive, Invergordon, IV18 0SA High Street, Elgin IV30 1BU Custom House, 28 Guild Street, Aberdeen, AB11 6JY Arkle Training 26 Robertson Road, Fraserburgh, AB43 9BF Cadzow Street, Hamilton ML3 6HP 54 Ladhope Vale, Galashiels TD1 5LV Eyemouth Community Centre, Eyemouth, TD14 5EY Lennox Partnership East Dunbartonshire; Costed Properties West Carus House, 201DumbartonRd, Clydebank G81 4XJ Dunbartonshire East Dunbartonshire - premises being sourced*
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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.4 (continued) Aberdeen City / Aberdeenshire; Angus; Tayside; Forth Valley; Perth & Kinross; North Lanarkshire
Triage Costed Properties Thistle Industrial Estate, Kerse Road, Stirling, FK7 7QQ High Street, Falkirk, FK1 1EY Carron House, Carron Way, Cumbernauld, Glasgow, G67 Albert Square, Dundee, DD1 1DJ Orchard Mill, John Street West, Arbroath, DD11 1XA Carpenter Street, Perth, PH1 5LZ Aberdeen City Centre, to be sourced* North North Lanarkshire Council / Routes to Work North Lanarkshire Costed Properties Main St, Bellshill ML4 Main St, Coatbridge Airdrie Business Centre , 1 Chapel Lane Airdrie ML6 6GX One Wellwynd, Airdrie ML6 0BN Zero-cost Properties** 63 community locations across North Lanarkshire Glasgow City; A4e Edinburgh, East Costed Properties Lothian, West Enterprise House, 32-34 Earl Grey St, Edinburgh EH3 9BN Lothian and Baltic Chambers, 50 Wellington St, Glasgow G2 6JH Midlothian Building 3, Almondview Office Park, Livingston EH54 6QB West Lothian College, Almond Vale Crescent; EH54 7EP Stuart House, Eskmills Business Park, Musselburgh EH2 Dalkeith City Centre - to be secured* Glasgow City Regenerate Glasgow (all Glasgow City) Costed Properties Conference Centre, Glasgow North Adelphi Centre, Glasgow South East Zero-cost Properties Carbraid Avenue Unit, Glasgow North Westwood Business Centre, Glasgow East Gallowgate Office, Glasgow East Glenwood Business Centre, Glasgow South East Govanhill Office, Glasgow South East Hills Trust, Glasgow South West Museum Business Park, Glasgow South West Open Gate, Glasgow West Partick Office, Glasgow West. * - We are working with property specialists Marchmont to secure any new premises – an arrangement which has proved successful during major implementations e.g. FND. To mitigate against the possibility of late delivery, we have identified temporary solutions within nearby locations e.g. in Hamilton through Lifeskills premises. We also have access to serviced office accommodation through our UK-wide relationship with Regus, which we will utilise if needed. TAKING INTO ACCOUNT CUSTOMER NEEDS IN DETERMINING OUR APPROACH We have arrived at this approach based on our experience of service delivery combined
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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.4 (continued) with our specific development work for the WP. More specifically by: Analysing customer data - We undertook a full assessment of the forecast customer flow data by customer group across Scotland to inform premises selection criteria. We have defined our space requirements according to peak flows and standards for frequency of customer contact, and secured premises with sufficient capacity to meet demand, but can also accommodate an additional 10% to manage increased delivery volumes if required. Our understanding of customer profiles and employment patterns has shaped the commissioning of specialist local services as part of our supply chain. We have engaged with Community Planning Partnerships to understand where the hotspots are for each customer group, and our supply chain has been selected in part due to its delivery experience and infrastructure. We will locate our sites near to JCP offices to minimise Failures to Attend. • Ensuring service availability when needed – to define our customer journeys and Minimum Service Levels for our supply chain we analysed the frequency of customer contact required for effective engagement, and the service offer needed to support it. Our key delivery locations will be open 9am–5:30pm, Monday to Friday, and we will offer flexible weekend and evening working as per customer demand, or, for example, to host employer events to enable e.g. carers or lone parents to fit around their responsibilities. For community and outreach sites, we will publicise details of opening days/hours both locally and via our WP portal. Further, WL can offer its mobile office solution (currently used in Inverness) within deprived areas to directly deliver provision from. Our Customer Service Centre will be available from 8.00am to 8.00pm, (as specified within our Minimum Service Levels), providing both pre and In-Work Support services – extended hours allow flexibility around benefit regimes. • Engaging with the needs of particular customer groups – we will offer a personalised service to each individual, and all of our Tier 2 partners will offer end to end service for all customers. For example, our partner Regenerate operates from 11 locations across Glasgow, working with wide range of disadvantaged groups e.g. IB, ESA and homeless – particularly those with health conditions, through local family orientated approaches. Through best-practice sharing, WL can offer this across all delivery locations through our supply chain; • Asking what our customers think - Customer feedback is an important source of insight for us as we strive to optimise the effectiveness of our services – particularly important for voluntary ESA customers. We combine routine feedback with periodic in-depth research. We commissioned Reputation Inc to undertake research on web usage by our current customers, which showed that 92% access the internet at least once per day and that customers thought that having the ability to jobsearch, undertake distance learning activities, and ask questions through online chat sessions would enhance their experience of WP, and their ability to secure employment. In our Model Office we have also tested different environments to find ways to improve the customer experience. For JSA 18-24 the environment needs to have “buzz”, but we have more private areas for e.g. ESA customers who may be intimidated by crowds. Supported by our new assessment tool, we will build up a detailed picture of customer volumes, needs and behaviour through the WP. This will allow us to keep our service delivery structure under review. We will regularly assess our network of sites to ensure that it remains fully fit for purpose, adding additional community and outreach sites as required. We will commission additional specialist services according to evolving patterns of need and consumption of services, as well as the identification of new local providers. Lastly we will continue to develop innovative models of service delivery, extending our online offer as consumption of web services increases and the broadband infrastructure is improved, under the Scottish Executive’s 2001 Digital Inclusion strategy, Connecting Scotland’s- People. - 38
RESTRICTED – COMMERCIAL IN CONFIDENCE [5.5] Volume Fluctuations and Customer Group Changes Describe how you and your Supply Chain will maintain service delivery in the event of fluctuations in numbers of customers and changes to the customer groups referred including potential alterations resulting from changes to the welfare regime referred to you (see Future Services Schedule). Your response should include the following: • • How you will maintain minimum performance levels; How you will manage expanding/contracting business as a result of Market Shift or economic factors without an adverse effect on service delivery.
Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two side of A4.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.5 We have invested heavily in developing a Working Links (WL) core infrastructure capable of supporting a high performing delivery capability and providing targeted support across our supply chain to ensure it can flex and adapt to accommodate changes in volumes and customer needs across the life of the Work Programme (WP). We can assure the DWP that we understand the levers at our disposal to keep the WP on track and have the experience and insight to apply them, whatever changes the WP brings. MAINTAINING MINIMUM PERFORMANCE LEVELS Managing Volume Fluctuations is part of delivering Welfare to Work programmes and we have vast experience of dealing with upward and downward fluctuations, planned and unplanned. We constantly review referral levels to spot trends and our local managers discuss volumes with their JCP counterparts regularly. For upward fluctuations we have a range of interventions, described in three categories related to their lead times: Immediate Activities – e.g. an unplanned spike of up to 10%: • We will increase referrals to those Tier 2 organisation currently delivering results – supplier capacity is reviewed at monthly monitoring visits and we assess their capability to deliver at higher volumes. • We will offer as much of a service as possible in the short term remotely – e.g. our IT self service facility which will offers on line training, jobsearch, supported by telephony based consultations from our Customer Service Centre. • If there is a sudden spike in a specific location, we can establish temporary premises and reallocate resources from across the supply chain and WL’s wider contract portfolio. We have mobile IT solutions allowing us to set up an office within 48 hours 1- 3 Month Lead Time – where there is a continued upward trend of 10% - 20%: • All Tier 2 organisations (internal and external) have Resource Plans in place that ensure they can recruit and train new staff within a two month lead in time. We will monitor the impact referrals have on customer to staff ratios, if these become too high then we expect suppliers to recruit. • If high volumes persist, and suppliers physical capacity is stretched, we would expect suppliers to open new sites (temp space in the short term) in order to offer a service. 4 Month + Lead Time - where there is a continued upward trend of over 20%: • As part of our Work Programme supply chain procurement exercise we have developed a Framework of suppliers who expressed an interest in working within Scotland. If capacity of existing Tier 2s is stretched we will introduce new Tier 2s. • As part of our Supplier Development Programme we have identified Tier 3 voluntary sector partners who have the ambition and the potential to become Tier 2 e.g. Tell, who support Argyll and Bute’s delivery in West Dunbartonshire. We will offer investment, test their ability to perform and support them to deliver Tier 2 services as volumes increase. Downward fluctuations, in our experience often provide an opportunity for increases in performance in the short term as caseload sizes reduce. However to address performance beyond this, we have reviewed suppliers’ resource planning approach for planned reductions, and contingencies for unplanned. We will negotiate reductions in referrals and, where there is more than one supplier with viable local infrastructure, we will reduce referrals to the lowest performing supplier. Similarly with Tier 3 providers, we will reallocate according to performance, ensuring that we continue to focus and grow our high performing suppliers. We anticipate that customer groups will change through the life of the contract. To ensure we continue to deliver at minimum performance levels we will: - new • Pilot 40 - ideas to work with new customer groups, testing how to optimise
RESTRICTED – COMMERCIAL IN CONFIDENCE 5.5 (continued) performance, e.g. we are already testing a family approach, in readiness for the introduction of Universal Credits, within our model office, assessing the skills needed by consultants, and the Tier 3 provision required. • Continuously review MI, tracking referrals and performance by customer groups. Specifically we can track, by customer group, the barriers that are stopping customers finding jobs as well as average length of each stage of the programme. This sophisticated data analysis will allow us to plan resource at Tier 2 and to continually refresh the range of tools and provision in our Support Catalogue (Tier 3). • Growing existing specialist Tier 3 suppliers as demand for their services increases or bringing in new specialist Tier 3 provision to meet changing needs. MANAGING AN EXPANDING / CONTRACTING BUSINESS Our Knowledge Management Hub will ensure that we understand the economic and political factors that can impact volume fluctuations; rising unemployment can cause referral spikes while welfare reforms can suppress referrals. It is essential therefore to remain flexible, and we will: • Continue to invest in providing high quality, scalable, remote non face to face contacts, e.g. our supply chain can access our remote in work support service. • Ensure the supply chain has information and support to plan ahead – e.g. if we know an increase in volumes is short term, then work with the them to find temporary solutions, e.g. flexible staff contracts through our shareholder partner Manpower. • Ensure we react appropriately to any Market Shift; if our referrals are reduced due to under-performance we will review our entire supply chain, re-assessing the needs of customers, ensuring we have an appropriate mix of Tier 2 and 3 provision. • In the event of Market Shift, up or down, we will review our mix of risk and reward transfer to our supply chain, ensuring we reward high performance, and supporting innovative Voluntary Sector organisations – with cash-flow support if necessary. • Undertake a full and robust Delivery Capacity Clarification Process across our supply chain, mirroring the DWP process to help us to understand the level of ambition of suppliers, the robustness of the supply chain to grow or contract, their capacity to grow, the extent to which we can equitably transfer risk, and the level of any investment required. We will produce action plans from this exercise to mitigate any risks identified and identify opportunities to refresh areas of the supply chain. For changing customer groups we will, • Continue to develop a flexible and cost effective service through our suite of online services and embedded specialist services within our Customer Service Centre (e.g. Salus condition management) to meet changing customer needs, e.g. with our partner Gingerbread we are looking to offer on line support to lone parents. • Continue to listen to our customers across our supply chain – all suppliers will undertake customer listening sessions, and customer satisfaction surveys to ensure that those local organisations that grow with us continue to deliver expected service level to their communities as they expand. • Review the financial impact of any changes on our suppliers. We are able to offer alternative funding mechanisms, such as bringing forward payments for outcomes and financial support for expansion of infrastructure, particularly VCS. Throughout the life of the Work Programme contract we will continue to review economic and political developments, we will continue to review our own MI so that we fully understand the needs of the customers we work with, and we will continue to innovate and try out new ideas, so that we continue to provide the best possible service.
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RESTRICTED – COMMERCIAL IN CONFIDENCE [5.6] Managing the Customer Experience Please describe: How you will evaluate and monitor the quality of the Work Programme provision to ensure that it meets the needs of individual customers;
What procedures will be in place for handling complaints as well as feedback from customers of their experiences on the programme; and
how you will act on any findings.
Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two sides of A4.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.6 EVALUATING AND MONITORING THE CUSTOMER EXPERIENCE We will monitor and evaluate the customer experience in three key ways, looking at the actual service customers receive, the way in which that service is delivered and how responsive the service is to customer feedback. Each of these is described below• The service levels our customers receive will be monitored through KPIs related to our Minimum Service Levels that directly track each stage of the customer journey. These will be managed within our quality framework using qualitative and quantitative evaluation methods, as appropriate. For example, our IT system Customer Journey Manager will highlight whether every customer receiving Pre-Work Support has a signed Into Work Plan while the quality of plans will be evaluated as part of our Partnerships Managers’ regular supplier monitoring activity. • The way in which the service is delivered is defined in our Customer Pledge that will be applied across the supply chain, setting out a clear customer service commitment. Working Links (WL) was a key contributor to the creation of the ERSA Customer Pledge, and one of the first organisations to sign up to it, setting an industry-wide standard that we are fully committed to uphold across our supply chain in Scotland. Partnership Managers will monitor customer service standards related to the Pledge as part of their quarterly monitoring visits, observing interactions with customers, sitting in on caseload reviews and interviewing customers and staff directly. In addition, we operate a quarterly mystery shopping programme. We visit every operational main delivery office across the supply chain to assess key elements of delivery, e.g. initial customer greeting and host interaction, delivery environment etc. • How responsive the service is to customer feedback. All delivery partners are required to offer customers the opportunity to feedback through multiple channels, including: face to face; feedback cards; a freephone telephone number manned 8am -8pm each working day; in writing to a freepost address; and, via our website. As well as inviting customers to feedback, we will reach out to them proactively across our Customer Engagement process which captures our customers’ views and tests the quality of service delivery in a variety of ways, for exampleo We will hold monthly customer listening groups for Work Programme (WP) customers in each delivery office. These typically involve a group of 12-15 customers and are either made up of individuals from across all customer groups or focus on a specific customer group (e.g. Lone Parents, 50+). These informal sessions help us to gain comprehensive feedback by creating an environment where customers feel confident and able to share experiences. o We conduct telephone-based interviews, through a randomised calling programme, where we contact a sample of 1000 customers from across our contract portfolio each quarter. This approach ensures that comparable questions are asked irrespective of delivery partner, allowing us to benchmark effectively and identify any cross-cutting or supplier-specific issues. We will communicate feedback and resulting actions transparently to our customers and stakeholders by producing summaries of customer feedback received and highlighting how it has been incorporated into service improvements. Our ‘You said, We did’ posters, for example, will feature in offices across our supply chain, and feedback and complaints data from specific customer groups and categories will be discussed within the respective Advisory Panels’ agendas (Lone Parents, Health, Skills etc). We will continually look for new ways to access feedback from our customers and stakeholders, ensuring the views of all customer groups are heard and incorporated into our service over the contract life. HOW WE WILL ACT ON ANY FINDINGS TO DRIVE CONTINUOUS IMPROVEMENT Success of the Work Programme will be dependant on continuous improvement - the
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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.6 (continued) commercial design of the programme assumes it, with diminishing payments across some customer groups over the life of the contract. Our Customer Service Strategy will be reviewed annually by our Board, and our corporate Customer Service Director (CSD) will be accountable for ensuring customer standards continuously and consistently improve across our business over the life of the WP, with clear measures and evidence in place. • We will identify areas for Improvement by benchmarking our quality of service at both UK-wide and CPA-level. Analysis of performance data, Minimum Service Levels, quality monitoring reports and customer feedback data will be undertaken in our Corporate Knowledge Hub. A monthly corporate report will be submitted to the Customer Service Director (CSD) and a CPA-level report to Redacted, Director for Scotland, highlighting opportunities and areas for action. WP quality of service data will also be presented to our Board as part of the strategic corporate balanced scorecard. • The Scotland management team are accountable for analysing local reports and putting improvement activities in place. These are monitored on a quarterly basis by the CSD. Minor amendments to delivery affecting an individual CPA which pose a minimal risk to delivery standards will be implemented immediately. • At a corporate level, data is reviewed by the CSD to identify cross-cutting issues and explore root causes, establishing any issues that require changes to underlying processes or delivery content. These are then managed as formal changes via our Change Board, headed by our Delivery Director to assess the potential benefit, scope, feasibility, risk, and the cost benefit of adopting the change and impacting it. Significant changes affecting multiple CPAs may be trialled in our operational Model Office environment–enabling us to prove delivery concepts prior to rolling them out across the Work Programme. • All changes implemented will be monitored within our Plan, Do, Check, Act methodology, ensuring that we can accurately assess the impact of specific actions in improving our service across the life of the WP. FORMAL COMPLAINTS PROCEDURE We will ensure all delivery partners have a published complaints and feedback procedure, details of which will be provided to every customer at induction; either adopting the established WL procedure or demonstrating they have one of an equivalent standard: • Customers are able to log a complaint using a range of feedback channels. • All complaints are reviewed within the CPA by a Performance Manager. We aim to resolve complaints or concerns at this stage wherever possible, and the customer will receive a formal written response within 10 working days. • If the customer is not satisfied with the response, the complaint will be escalated to the Operations Manager, who will escalate further to the Director for Scotland if necessary. The customer will receive a written response within 10 working days. • If the Director for Scotland is unable to resolve the complaint satisfactorily, the customer will be invited to write to our Chief Executive Officer (CEO). Upon receipt of the letter in the CEO’s office, the customer will receive a written response within 15 working days. Customers will be advised that if they wish, they have the option to raise a complaint directly to their local MP or to DWP through the Independent Case Examiner (ICE). • ICE Process: we will fully comply with the DWP ICE process, gathering all cased papers in required timescales, ensuring staff and managers across our supply chain assist the Examiner in compiling a report, including our CEO if required. We will act upon recommendations in the report through our continuous improvement process.
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[6.1] Staff Resources – Staffing Numbers, Job Titles and Roles Redacted in Full [6.2] Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE) Please refer to the Provision Specification and Supporting Information before completing the following TUPE questions. [6.2a] TUPE – Managing the Transfer Please detail your plans and those of any Sub-contractors for managing TUPE transfers which will/may result from this Work Programme contract. Your response should include: • measures you propose to take under Regulation 13 of the TUPE regulations, (including any proposals to seek agreement to change terms and conditions of employment or any redundancies for organisational, technical or economic reasons over the life of the Contract), to enable you to meet their statutory requirements; how you propose to communicate with transferring staff prior and immediately after the transfer date; an outline of your plan of activity to transfer in staff; how you propose to work with existing employers to ensure a smooth transfer of staff; and details of how you plan to ensure that any Sub-contractors will fulfil the requirements of TUPE Regulations and any relevant Codes and Statements of Practice.
• • • •
Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two sides of A4.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 6.2a Working Links (WL) is well versed in managing TUPE and assisting subcontractors through the TUPE process. We have managed over 1000 TUPE transfers since we began trading in 2000. For the Work Programme (WP), WL will follow our proven method for TUPE transfer. WL and our subcontractors will meet all TUPE regulatory requirements including communicating with all transferring staff prior to and immediately after the transfer date. We are fully aware of our obligations and commitments to preserve the working conditions of any transferee under TUPE. MEASURES UNDER REGULATION 13 WL complies fully with Regulation 13 to inform and consult with elected representatives and any employees affected by the transfer. This includes when it will happen, the reasons and implications of such a transfer and any measures that we expect to take. All potential transferees will move under TUPE to WL with their existing terms and conditions preserved. At this stage WL can confirm that the potential measures under Regulation 13 will include changes to salary payment date, realignment of the holiday year and potential changes to place of work. Having received the TUPE lists from DWP which detail 91 potential TUPE transfers, WL does anticipate the need to make potential redundancies based on Economic, Technical or Organisational (ETO) reasons. However, we cannot confirm the extent of any potential measures until we are in full possession of all due diligence information under regulation 11. Where we do envisage taking measures we will inform all affected employees / transferees as early as possible of our intended measures. During these consultations we will consider any representations made by appropriate representatives and reply to those representations and state any reasons for rejection. During consultation WL will: • Elect, inform and consult fully with the appropriate union / employee representatives on the TUPE consultation process and the measures we intend taking. • Communicate with the transferor and their affected employees on our intended measures. • Senior HR and Operational representatives will present an overview of WL to elected representatives and potential transferees. • If redundancies are necessary, we will fully consult in line with existing legislation and case law. • If redundancies are required, we propose to use job role specific assessment centres measuring skills, knowledge and competencies, as our selection criteria, ensuring a fair and transparent process. • If no suitable job can be found within WL and a redundancy situation is unavoidable, individuals will have the full support of our office job search facilities to source vacancies and access our outplacement services. COMMUNICATING PLANS AND OUTLINE PLAN OF ACTIVITY There will be a specific TUPE transfer plan for each CPA. Using PRINCE2 project methodology, the plan will be based on our tested TUPE process. Our plan includes: • An overall timed action and communication plan, enabling the PRINCE2-qualified project manager to measure achievement against milestones, identify slippage and report risks. • Early engagement with the outgoing provider and the potential transferees, to establish a working relationship pre- contract award and help facilitate a smooth transfer. A formal meeting with the outgoing provider and recognised trade union to discuss potential transferees within one week after contract award to agree the process, approach and timings of the transfer, discuss proposed measures and ascertain more detailed information about number of transferees and terms and conditions.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 6.2a (continued) • A group communications meeting between the WL senior management team (including Contract Director, HR representative and Senior Operations representative) and all potential transferees from the outgoing provider (including any appropriate Union representation). This meeting provides clarity for transferees on how TUPE could affect them, including any proposed measures and the next steps. The session will be interactive, allowing time for questions. At the end of the meeting each transferee is provided with a WL’ TUPE pack, consisting of a welcome letter detailing the steps in the process, full contact details of the relevant WL’ HR team member and our TUPE helpline, and general information on WL. • Hold a meeting between each transferee and WL Operations and HR representative no later than 5 working days after the group meeting. Detailed information will be provided on roles available, company structure, premises, HR e.g. inductions/training etc, proposed measures and any additional transfer process information. • The Induction process for each transferee will be detailed, including Work Programme contract delivery training, an orientation programme and the allocation of a dedicated “Peer Mentor” who is an existing member of staff. The peer mentor will “buddy” the transferee to help orientate a better understanding of our culture, ultimately enabling smooth integration into WL. Dedicated ‘buddy’ support for each transferee will continue for a period of 6 months post-transfer. WORKING WITH EXISTING EMPLOYERS WL understands from 11 years experience of managing large scale TUPE that early engagement with employers is integral to smooth transfer of staff. WL will: • Engage outgoing employers immediately after contract award to discuss TUPE, agree processes, lines of communication and timescales. • Offer additional support to smaller less experienced outgoing employers e.g. during the implementation of our FND contract in South Wales, WL worked closely with smaller employers like Tydfil Training and facilitated the transfer of their people to our sub-contractor Manpower. This collaborative working ensured a smooth transition for all involved, with no drop-out of transferees as a result. • WL HR will lead the process alongside the outgoing employers’ management team and respective unions and/or employee representatives. We aim to exchange existing terms and conditions and information on pension schemes for affected staff as soon as possible, allowing us to fully understand actions we need to take before the transfer. ENSURING SUBCONTRACTORS FULFIL THE REQUIREMENTS OF TUPE As the intelligent Tier 1, WL will ensure that all subcontractors fulfil the requirements of TUPE regulations. WL’ contractual documentation with subcontractors will clearly stipulate their responsibility to adhere to TUPE regulations and meet all requirements. Should any potential subcontractor not agree to all aspects of these requirements, we will not contract with them. WL HR resource will be assigned to subcontractors during the implementation phase of the contract and each subcontractor will be provided with the WL “TUPE guidance document” that details a step by step guide to best practice in TUPE transfer. We will encourage our Subcontractors to take professional legal advice. On a practical level we will help the subcontractors coordinate the transition process and work together to ensure delivery from day one by attending the key events, facilitating and mediating to resolve any disputes or conflicts, acting as a mentor for issues relating to TUPE, ensuring compliance with all relevant codes and statements of practice as specified by all funders and conducting monthly reviews for 3 months to ensure compliance of the TUPE processes. Finally we will ensure all TUPE data upon completion is audited by WL HR.
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RESTRICTED – COMMERCIAL IN CONFIDENCE [6.2b] TUPE – Managing the Transfer Please supply details of what lessons you and any of your Sub-contractors have learned from TUPE transfers and/or major organisational change which will influence how you would handle similar issues in the context of this Work Programme contract including details of how it influences how you would manage any transfer/change which may arise as a result of this Work Programme contract. Please describe what aspects of TUPE you consider will be relevant to this procurement. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to one side of A4.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 6.2b As the major delivery organisation within our own supply chain we bring a breadth of experience of managing TUPE transfers within the Welfare to Work industry. We have managed over 1000 TUPE transfers both “in and out” since 2000, including: • 2007: 100 transfers in various skills contracts across the North East • 2008: 41 transfers from NDDP to our 5 Pathways contracts • 2009: 150 TUPE transferees and140 transferors of WL staff to/from incoming providers of Flexible New Deal (FND). During this time we have gained invaluable insight through identifying risks, learning and applying lessons and evaluating our procedures. This has helped us to develop effective systems to plan, implement and manage the complexity and scale of TUPE transfers Work Programme (WP) may require. Our early TUPE experience influenced and enabled us to develop a more educated and effective approach to the management of TUPE for FND. We identified the need to adopt rigid project management principles to the management of TUPE transfers. As a result, a Project Manager was assigned for FND to ensure TUPE transfers were managed through strict Prince 2 methodology. We introduced TUPE specific implementation plans, TUPE risk logs by FND contract area and a ‘TUPE tracker log’ which enabled us to closely monitor progress of transfers to Working Links (WL) and via our subcontractors. As a result of this we were able to quickly identify potential issues and scenario plan appropriate solutions. For example, during FND implementation, a delay in receiving TUPE data was identified and to mitigate this we planned a series of scenarios which meant we were ready to respond rapidly when TUPE numbers were received. Such early identification of risk allows us to manage impact on staff, partners and contract delivery. As part of our project closure plans we produced detailed ‘lessons learned’ logs, allowing us to develop and refine our processes even further for future projects. For example, to prepare for WP we have taken a number of actions from our FND ‘lessons learnt’: • Developed and delivered TUPE training for operational managers and sourced and trained TUPE champions to ensure dedicated resource across the country; • Developed a TUPE toolkit providing consultation guidance for our managers and our subcontractors and a TUPE information pack for affected people; • Developed a new induction programme to support quicker integration of transferees; • Redesigned our consultation meetings to improve the quality, incorporating feedback from impacted staff, and including training for elected representatives; • Utilised an online application process to speed up CRB clearance and flexed our induction timetable to suit CRB clearance timescales. This continuous improvement to exceed minimum requirements has helped us maintain our excellent record of zero disputes and sustain an engaged workforce; 92% of TUPE transfers are still with WL twelve months post-transfer with an 89.2% engagement score. We have consulted with our WP supply chain partners to ensure consideration is given to similar matters and we are confident partners understand the complex requirements of TUPE regulations under WP and have effective systems to guarantee their obligations under TUPE. These obligations will be a contractual requirement and as such we will advise all subcontractors to seek independent legal advice on TUPE and any potential liability they may incur as a consequence of their subcontract with WL. Should any subcontractors need support, we will share our good practices and ‘lessons learnt’. For example, last year all subcontractors across our 5 Work Choice contracts were provided with the WL TUPE guidance document that details a step by step best practice in transferring staff under TUPE. For the WP, all subcontractors will be provided with the same updated document. DWP can be confident that we have proven TUPE experience and processes both internally and across our supply chain which will equip us to effectively manage the complexity of any TUPE transfers under Work Programme. WL considers all aspects of TUPE to be relevant to this procurement.
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[7.1] Local Stakeholders Please describe in detail how, in relation to this CPA you and your supply chain will engage with key local stakeholders including smaller and voluntary sector organisations to ensure effective on-going relationships with them throughout the life of the contract. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 7.1 WORKING IN PARTNERSHIP TO SUPPORT OUR DELIVERY PROPOSALS Working Links (WL) knows through 11 years of delivery in Scotland that inclusive stakeholder engagement will be essential to support our proposals for the Work Programme (WP). We will bring our expertise as a major delivery organisation and Prime to align services and deliver shared objectives. We will seek membership of the Scottish Employability Forum, which informs Scottish Government on employment policy. We will contribute to the advice provided to Scottish Parliament about how to align funding so that it better meets the needs of our customers. We are already members of the National Delivery Group (NDG), the body set up by Scottish Government to establish a delivery infrastructure for employability in Scotland. Our position on the NDG gives us the ability to influence policy and delivery across Scotland and enables formal engagement with key stakeholder groups e.g. the Employability Learning Network (most employability services providers); Third Sector Employability Forum (representatives of small voluntary and community organisations across Scotland). Local engagement through participation in Community Planning Partnerships (CPPs) and local authorities, which have the influence over funding, policy and delivery in their areas. This will enable our supply chain to deliver highly tailored solutions that meet the needs of communities. WORKING IN PARTNERSHIP WITH JOBCENTRE PLUS WL and our supply chain have over a decade of experience of working in partnership with Jobcentre Plus to deliver community-based employability services. We will focus on: • Improved planning: Operations Managers will have regular planning sessions with District Managers to plan delivery/provision and ensure that we are prepared for fluctuating volumes, changing demand for services for particular groups, or new trends (e.g. increasing ESOL needs) so we continuously meet customer needs. • A cohesive service to employers Redacted will take the lead in agreeing employer engagement approaches with the JCP Customer Services Director. This will be cascaded through the supply chain through Operations Manager meetings. We have a proven track record of this: WL was the only organisation to receive 2 awards for employer partnership working Best Practice and Innovation in Recruitment. • Consistent stakeholder engagement: JCP are embedded in the stakeholder fabric of Scotland e.g. Third Party Managers play a key role on CPPs. We will consult with District Managers on our Stakeholder Plans and ask for their support to access stakeholders. We will ask JCP to identify potential providers (including Third Sector) to integrate into our supply chain, keeping it refreshed throughout the contract life. • Improving delivery: Customer experience depends on smooth referrals and communication between our supply chain and JCP. We will lead engagement with local JCP Managers to agree any referral and other operational issues including conflict resolution, and test new innovations together. On our Employment Zone we agreed “warm handover” to co-located WL staff reducing FTA by 10%+. We have focused on 5 overarching themes to demonstrate how we and our supply chain will work effectively with other stakeholders to support our delivery proposals: 1. ENSURING WE MEET THE NEEDS OF CUSTOMERS ACROSS THE CPA We aim to deliver a service that is tailored to meet the needs of individual customers and address their barriers to employment, whatever those barriers may be e.g. unemployment, low skills, ill health, crime, transport and housing. To do this we will: • Use our Prime contractor insight & analysis that we collect from delivery, from across our supply chain, to provide national and local policymakers with the analysis they need to plan better services. We have been asked by the Scottish Government to advise on how to integrate skills and employment.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 7.1 (continued) • Consult & work with specialists from the third and public sector to develop new services to tackle customer barriers. For example, we will consult with the Health & Employability Delivery Group (NHS Trust employability managers) to scope pilots such as joint health & employment outreach workers which enable us to commission programmes giving customers support in their communities. 2. CONTRIBUTING TO ECONOMIC & LABOUR MARKET SUCCESS ACROSS THE CPA We will provide the volume of career opportunities for 112,000 customers over the life of the contract through working with employers and economic development strategies, e.g. the 6 Cities Economic Strategy, by: • Engaging with trade and sector skills bodies representing the growth sectors where the jobs are going to be in Scotland such as Skillsmart Retail, the Scottish Retail Consortium and Scottish Grocers Federation (for large and small retailers), Skills for Care (care), British Hospitality Association (hospitality) and CITB/Construction Skills (construction). Our Employer Services Manager will consult with these organisations to access senior HR and CSR leaders within employer businesses to present and consult on and continuously improve our pre- and post-employment offer. • We are a member of the Employability Panel for the Scottish Council for Development & Industry which provides us with advance notice of inward investment projects, market intelligence, and growing sectors. This will be used to improve forward planning and design/commissioning of services through the supply chain. • Ensure that our supply chain engages with CPPs and local authorities to provide services that are responsive to local employer needs – particularly for SMEs who account for 96% of all firms – and support inward investment activities e.g. by providing tailored large-scale recruitment services. 3. REDUCING WORKLESSNESS IN PRIORITY COMMUNITIES ACROSS THE CPA We will work with partners through our supply chain to address the key issues in Scotland such as: 37,000 young unemployed people of whom 35% have no/low skills; health (e.g. 56% of IB claims are for mental health, 45% have been claiming 5+ years); whole family poverty (65% of households in deprived communities are workless); and Scotland has the highest rate of substance abuse in Europe, particularly in towns like Greenock and Paisley. To tackle these problems we will ensure our supply chain: • Engages with CPPs to agree local priorities and align delivery to meet local needs e.g. Working Links is advising Renfrewshire CPP on their ESF proposals to tackle worklessness effectively and target deprived wards in Ferguslie Park and St James. • Includes a range of local community organisations who can advise us on changing needs in priority communities e.g. Community Enterprises in Scotland have advised us on engagement approaches for specific customer groups, and provided insight into service gaps that our Working Neighbourhoods Pilot should fill. 4. INCREASING CAPACITY & SELF-SUFFICIENCY OF THE VOLUNTARY & COMMUNITY SECTOR Our proposals for the Work Programme will draw heavily on the expertise and dedication of the Third sector who really understand customer and local community needs. We have a clear capacity-building programme through all tiers of our supply chain – approximately 35-40% of funding will be spent via the Third sector, supporting DWP’s ambition. We will: • Consult with the Third Sector Employability Forum, part of the NDG delivery infrastructure, as a sounding board for innovation and to help identify ambitious organisations who wish to subcontract delivery of targeted local solutions. • Encourage Third sector participation in our supply chain, building on the Scottish Government’s investment of £24m in the sector, and in particular social enterprises.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 7.1 (continued) This is evidenced by the presence of 4 excellent Third sector organisations acting as end-to-end subcontractors and 43 who will be delivering on a spot purchase basis. • Second a Volunteer Development Manager from Volunteer Development Scotland, providing our supply chain with links to over 15,000 volunteer placements across the country, supporting the Big Society agenda and supporting local VCS. • Offer a continuing capacity-building programme that gives Third sector organisations access to our £17m IT investment and a wide range of advice and support. 5. FACILITATING JOINED-UP HIGH VALUE SERVICES TO DELIVER SHARED OBJECTIVES We recognise that we cannot achieve social change. Our supply chain will engage with stakeholders to address priority issues for customers: • Substance misuse is a blight that traps many Scottish communities in poverty e.g. Peterhead has one of the highest rates of heroin addiction in the UK. Our substance misuse providers are members of the Scottish Drugs Forum who inform best practice for our delivery of current contracts e.g. Progress2Work/LinkUP. • Health is a high priority in Scotland with over 300,000 people off work through illness. We will engage at a community level via Community Health Planning Partnerships to map local services and needs. We will combine objectives e.g. community health initiatives will be promoted through all offices, and jointly commission services to tackle health-related unemployment at primary care point. • Skills are essential to equip customers to compete. We will engage with Skills Development Scotland and CPPs to integrate skills provision. We will encourage our supply chain to develop links with training providers, establish consistent methods of referral between services, and so give access to skills for customers. • Re-offending rates are cut in half when ex-offenders enter employment. We will use our best practice from Wales & England, where we are the largest provider of rehabilitation services, to engage with Scottish Prison and Probation services to address offenders’ needs e.g. we have built housing, whole family support, substance misuse provision into our supply chain as standard. HOW WE WILL ENSURE WE CONTINUOUSLY DELIVER AGAINST OUR STRATEGY To achieve our stakeholder engagement objectives, we will work in a coordinated way: • Redacted, Director for Scotland, will be accountable for stakeholder activity in the CPA and lead our pan-regional engagement (Scottish Government, JCP Customer Services Director, National Delivery Group); • We will create and continuously refresh a CPA Stakeholder Plan to coordinate activity across our supply chain. The Plan will be monitored through Quality Standards and monthly by Redacted. Our Scotland-based Public Affairs Manager will lead a full communications strategy supported by our corporate Marketing department; • All senior managers will have personal objectives around developing stakeholder relationships e.g. the Operations Manager for each subcontractor will be accountable for delivery of the Plan, including relationships with their JCP District Managers; • We will report performance and progress to key stakeholders including the NDG, broken down to local authority level, on a regular basis to ensure transparency; • At a corporate and CPA level we will continuously horizon scan for changes in the legal, political and economic landscape to monitor threats and opportunities. In style and approach, we will be easy to engage with – clear points of contact; open to collaboration with partners including other Primes; and using existing groups wherever possible to avoid bureaucracy – and, critically, we will deliver tangible mutual benefit through alignment with partners’ priorities.
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RESTRICTED – COMMERCIAL IN CONFIDENCE [7.2] Employers Please describe in detail how you and your supply chain will actively engage with employers to develop proposals that accurately reflect local needs and describe how you will work collaboratively with employers on an ongoing basis to secure job outcomes for customers attending the Work Programme in this CPA. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 7.2 OUR INVESTMENT IN A TAILORED EMPLOYER SERVICES STRUCTURE FOR SCOTLAND Our delivery model will drive the creation of a job-ready workforce with skills and attitudes that are fully relevant to the employer, and aligned with local priorities e.g. 6 Cities Economic Strategies. The labour market and economic conditions across Scotland are hugely diverse: for example, 96% of the 160,000 employers in Scotland have less than 50 staff, whilst the 8 biggest employers account for over 40% of the workforce. We have, therefore, invested as much effort into designing a flexible employer service for the Work Programme (WP) as we have in developing our customer journey. We will continue to shape our employer service delivery over the life of the contract to ensure it remains responsive to the needs of the changing economy, both in Scotland and across the UK. As Prime we will be responsible for maintaining strategic links with employers to generate employment opportunities across the supply chain. We will also ensure a structure is in place to support our supply chain in effectively delivering the demand-led side of WP and realise the employer-facing opportunities. Building on our 11 years’ experience of delivering services to over 7,000 employers in Scotland, we have developed an innovative and flexible offer. It features a range of tools, resources and products that can be deployed to meet specific demand-led needs. At the core of our approach is our Employer Services Team (EST) structured at three levels across our business: • Corporate Team is well positioned to engage large-volume employers to deliver a seamless employer solution. Accountable for: setting strategy; tracking labour market and sector trends; proactively developing innovative employer and skills products; sharing best practice; and managing UK-wide employer accounts. • CPA Team of experienced recruitment specialists led by the Employer Services Manager (ESM) for Scotland will lead and manage cross-cutting activities: strategic engagement with stakeholders; commissioning solutions; ensuring consistency of service across out supply chain and managing CPA-wide employer accounts. For example, Scottish employers where 80% stated that they would welcome EST involvement in their organisation to support manpower planning for permanent, temporary, contract and seasonal needs. • Operational teams provided by each Tier 2 delivery organisation responsible for: generating vacancies and opportunities for customers; meeting local labour market demand; delivering tailored solutions for employers of all sizes and sectors; and feeding back intelligence to the WL Corporate and CPA teams which will be analysed, measured and turned into actionable intelligence for the supply chain by our Knowledge Management Hub. The EST will be responsible for building on our existing employer relationships in Scotland and establishing new ones. They will identify the needs of employers and design appropriate solutions in order to secure opportunities for our customers. METHODOLOGY – WORKING COLLABORATIVELY WITH EMPLOYERS Our overarching methodology for working with employers is as follows: An aligned approach- We will work inclusively with Jobcentre Plus and other delivery partners to develop a co-ordinated approach to employer engagement, feeding into the Scottish Government’s Business Solutions Strategy and 6 City Economic Strategies. Robust Account Management – Employers will have a named Account Manager (usually an Employer Services Consultant) who will use their sector-specific expertise to enhance the service they provide to employers. They will source vacancies and design solutions based on analyses of the employer’s organisational needs, e.g. designing full recruitment campaigns, accessing training provision, running assessment centres.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 7.2 (continued) Volume Recruitment Support - We have developed SLAs with Manpower, Randstad and Staffline to support large volume recruitment initiatives through our Managed ServiceDesk and Recruitment Outsourcing options, an estimated 14,000 pledged in year 1. Our on-site Account Co-ordinators will manage the recruitment process enabling us to respond quickly and effectively to requirements through provision of routeway training and pre-employment support as part of our individualised customer journey process. Small Business Service – Filling SME vacancies has been a major contribution to our success in Scotland (2,658 jobs last year – 78% of all job outcomes). We have developed a tailored approach designed to support SMEs, e.g. ‘The Exchange’, our online resource hub providing information and advice such as labour market intelligence, regulation updates, and networking opportunities via social media. We will promote this service through our relationship with the Federation of Small Businesses, trade bodies such as the Scottish Retailers Association and the Scottish Council for Development and Industry. Our methodology is underpinned by our Quality Standard for working with employers. It prescribes the minimum level of service WL and our supply chain will provide employers; it is professionalising employer services across the Welfare to Work industry. VALUE ADDED SERVICES TO MEET LOCAL EMPLOYER NEEDS As part of our overall methodology for working with employers, we have developed valueadded services that reflect the needs of local employers. We have tested these services through our Model Office and found that we were able to increase the number of job vacancies by 20% and customer applications by 100%. These services are as follows: Assessment and diagnostic tools – designed to ensure that the customer’s skills, competencies, behaviours and work goals are matched to the specific needs and standards of the employer / industry - helping employers to find the right people first time. Vocational Training & Sector Routeways - Providing viable, motivated candidates to meet employer demand by: actively demonstrating opportunities within targeted sectors to customers, breaking down preconceptions about job roles and providing relevant training. This approach builds on highly successful delivery of over 25 bespoke sector routeways covering a range of sectors, e.g. Care, Contact Centre, Security and Retail, all of which have job entry rates of over 80%. Upskilling and Backfilling – WL will build on our approach to help employers upskill existing employees to progress them into hard to fill vacancies within their business by brokering workforce development opportunities and subsequently, backfilling the vacancy created with a WP customer. We have undertaken this to great success in a pilot with TK Maxx. We accessed Level 2 and 3 training for their staff to progress them into team leader roles then backfilled the subsequent vacancies. Corporate Responsibility – we will provide employers with our expertise and support to help them develop and implement their Corporate Responsibility Agenda and consequently deliver against their objectives, e.g. we can adapt our pre-employment training for the employer to include a model on ‘thinking green’ to help new employees deliver against the employer’s environmentally sustainable workplace agenda. Flexible workforce approach – we will undertake retention management through provision of a ‘Flex-Desk’ designed to respond to flexible workforce needs. Currently 30% of our customers enter flexible employment so we recognise the importance of this service. By knowing when the customer’s current role is ending, we can plan in advance & make sure that we have sourced their next opportunity to ensure they stay in employment. We will work with our WL employers, subcontractors and shareholder Manpower to develop flexible workforce solutions over the contract. More and more employers are utilising flexible workforce models, with levels in Scotland at their highest
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RESTRICTED – COMMERCIAL IN CONFIDENCE 7.2 (continued) since 2007, 18% higher than the rest of the UK as published by KPMG/Bank of Scotland Markit report January 2011. This demand and opportunity delivers sustainable employment, enhances skills and offers our customers multiple channels to work, flexible hours and shift patterns, diverse industries and routes to permanent work – thereby delivering positive social inclusion. After-care support – we recognise that staff turnover is highest during the first six months of employment. Our employer aftercare service ensures that the employer has the resources they need to help the customer to sustain during this critical period, e.g. access to funding to make adjustments to their premises if required. After this period the focus changes to workforce development solutions, e.g. access to training. This approach mirrors our customer in work support service, which provides intensive sustainability focused support for six months, then progression and development support thereafter. SUPPORTING WIDER ECONOMIC AND LABOUR MARKET GROWTH IN SCOTLAND We recognise that the current economic recovery requires the private sector to grow and increase its rates of employment. Our Employer Services Team will be key enablers of this. Our Corporate, CPA and Operational Employer Services Teams will engage with pan-UK, national and local level employer groups to support wider economic and labour market priorities across Scotland, e.g. the CBI, Scottish Retailers Association, and local Chambers. Our membership of the National Delivery Group and strategic organisations such as the Scottish Council for Development & Industry (SCDI) will enable us to coordinate and implement joint priorities that impact on worklesssness through our employer offer. We will focus on the value that we can bring in translating strategies into successful delivery approaches. For example: Inward Investment – We are members of the Employability Group for SCDI, and through this remain informed of upcoming inward investment projects. We will tailor our provision to meet the needs of these future employers, e.g. the £2bn Energetica energy infrastructure investment in Aberdeenshire. Supporting Enterprise – we know that supporting enterprise and the growth of 156,000 SMEs in Scotland is a key economic priority. We have developed a comprehensive offer to support SMEs and our commitment to enterprise is further demonstrated by our selfemployment service for our customers. We will provide self-employed customers with a named EST contact and access to the SME provision to support their growth. Supporting Employer Expansion – we will use our UK-wide presence to provide support to employers that wish to expand into another region in the UK, e.g. if an employer based in Glasgow is seeking to expand into Newcastle, we will provide them with an EST contact in the North East who will access local support on their behalf, provide valuable local labour market intelligence and help with their recruitment needs. Job creation through social clauses – Through our active involvement with Community Planning Partnerships, WL and our supply chain will work with the Local Authorities in Scotland to develop a social clause model to enable the creation of local jobs for local people e.g. the Commonwealth Games in Glasgow in 2014, providing 6,500 jobs through community social clauses. LONG TERM INVESTMENT IN EMPLOYER ENGAGEMENT WL and our supply chain will continue to build upon our relationships with employers and representative groups for the life of WP. We will continue to invest in the development and evolution of the services we provide in response to changing employer needs and emerging labour market requirements / priorities. We will conduct regular employer service reviews across our supply chain, demonstrating our commitment to providing a high quality service that helps companies grow in a socially responsible way and increase the economic prosperity of Scotland.
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PART 8: CONTRACT PERFORMANCE
[8.1] Performance – Job Outcomes Using worksheet “C. Outcome Volumes” provided in the Pricing Proposal document, please detail your expected performance in this CPA and provide comment on how this compares to the national benchmark levels detailed at paragraph A4.18 of the Work Programme Specification. Your response must address individual customer groups separately and differentiate between job starts/outcomes and sustained job outcomes. Please note your response to this question shall not be scored but will be used to inform the evaluation of your response to question 8.1a Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to one side of A4.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 8.1 The table below summarises our performance proposals in Scotland for each client group and clearly illustrates Job Outcomes (given as a % of Referrals). The National Benchmark for Job Outcomes is also provided (as a % of Referrals). Yr 1 Yr 2 Yr 3 Yr 4 Yr 5-7 Total JSA 25+ Job Outcomes Offer 5% 41% 48% 49% 92% 43% National Benchmark* 2% 25% 33% 33% 71% 30% JSA 18-24 Job Outcomes Offer 7% 43% 55% 54% 101% 49% National Benchmark* 3% 29% 44% 44% 95% 40% JSA Early Access Job Outcomes Offer 6% 19% 24% 25% 47% 24% National Benchmark* 3% 15% 19% 19% 37% 18% JSA Ex-IB Job Outcomes Offer 5% 19% 25% 76% 0% 25% National Benchmark* 2% 9% 12% 39% 0% 13% ESA Flow Job Outcomes Offer 8% 22% 28% 31% 61% 30% National Benchmark* 4% 15% 17% 17% 36% 18% ESA Ex-IB Job Outcomes Offer 1% 6% 13% 35% 362% 15% National Benchmark* 1% 5% 7% 18% 119% 8% ESA Volunteers Job Outcomes Offer 10% 33% 50% 86% 100% 43% National Benchmark* 7% 28% 45% 74% 99% 38% We will exceed the national benchmark levels for sustainability across all customer groups as follows: JSA 25+ Sustainability Benchmark 34 wks 28 wks JSA 1824 34 wks 22 wks JSA Early Access 38 wks 26 wks JSA Ex-IB 53 wks 44 wks ESA Volun 60 wks 60 wks ESA Flow 68 wks 68 wks ESA Ex-IB 76 wks 76 wks
Our proposal shows that overall we will exceed the national benchmark performance levels by 11 percentage points over the life of the contract. We will exceed the benchmark levels of performance in every year for every customer group, and exceed the Minimum Performance Levels for JSA 25+, JSA 18-24 and ESA Flow. We will reach the incentive payment threshold in years 4,5 &6. The performance proposal builds in service improvements that allow us, year on year, to exceed the benchmarks by more as the contract proceeds, as summarised below: Performance above benchmark Yr 1 3% Yr 2 10% Yr 3 11% Yr 4 15% Yr 5-7 19%
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RESTRICTED – COMMERCIAL IN CONFIDENCE [8.1a] Performance - Rationale Please provide your rationale for your expected Job Outcome Performance levels, by individual customer groups as detailed in 8.1. Explain the activities and support that will be introduced to help secure the achievement of these performance levels together with any other best practice evidence to support your proposed performance. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 8.1a Working Links’ (WL) Job Outcome Performance proposals for Scotland will deliver a step change in performance and delivery across our supply chain through individually tailored support that meets the needs of each customer group and the Scottish employers. We will optimise the opportunities created by 4 key features of the Work Programme (WP): 1. Working with people over a 2 year period, which enables us to invest in long term solutions for customers; 2. The ability to offer flexible working solutions enabling us to deliver Job Outcomes within the 2 years; 3. The length of the contract, which enables significant investment in our In Work Support and Employer capabilities. 4. The ability to use “black-box” techniques that enable us to tailor support to customers. OUR PERFORMANCE RATIONALE – BUILDING ON HIGH PERFORMANCE The following outlines our underpinning rationale across all customer groups: An analysis of the highest consistent contract performance benchmarked from 150+ WL and supply chain contracts, offering the service to equivalent customer groups, and covering urban/rural locations, across a range of economies. This allowed us to establish a benchmark for each customer group based on actual levels of performance; An uplift in job entries for the second year on programme, based on contracts we have delivered to very long term claimants we are confident we can find work for 30% of JSA and 20% of ESA/IB customers entering year 2. For Job Outcome Rate (JOR) we have applied our existing job sustainability run rate, added 10% based on 2 factors: 1) an enhanced in work support offer; and 2) a focus on flexible working for some customers, allowing us to achieve the JOR over the allotted time on programme. Enhanced sustainability for all customer groups – we surveyed 500 customers across all groups who entered work through our programmes two years ago, 66% were still in employment at the two year marker, with no meaningful In Work Support – of whom 50% had had multiple jobs. We have used this real time data to calculate accurate dropout rates for all customer groups. This has informed our rationale by customer group as follows. All WP JORs shown are average life of contract rates. Section 8.1 shows how we will build up performance over the, based on experience of how programmes develop and improve over time, evidenced efficiency improvements, and the OBR economic forecast. In year 1 we have based our performance on a baseline of what we have proven can be delivered using current knowledge and approaches. For each customer group we know: • JSA 25: We achieved performance levels of 47% across our PSL, FND and EZ contracts, and job sustainability of 70%, giving a JOR of 33%. Two years on programme, with the support we outline below, including enhanced In Work Support, will enable us to achieve average life of programme performance of 43% JOR. • JSA 18-24: Similarly for 18 to 24 year olds, we delivered a Job Entry Rate (JER) of 52%, and sustainability rate of 70%, across our PSL contracts. We are very confident that though opportunities presented from our Flex Desk, offering flexible work opportunities, and investment in pre- and post-employment training (including apprenticeships), we can achieve an average life of contract JOR of 49%. • JSA Ex-IB: An estimated 39% of ESA claims (source DWP) in 2009 were assessed as fit for work and moved onto JSA, so we have worked with this comparable customer group through our New Deal and Employment Zone contracts. Our JER rates for this group are 29%, and sustained outcomes at 78%. With enhancements due to improved engagement, on-site specialist support and dedicated In Work Support we believe our life of contract JOR of 25% is realistic. • JSA Early Access: We have a wealth of relevant experience to draw upon for this group and have used comparable data from Progress2Work/LinkUP and 15 ESF
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RESTRICTED – COMMERCIAL IN CONFIDENCE 8.1a (continued) contracts working with the most disadvantaged. The group is highly varied but we achieved between 28% and 36% JER and 82-87% sustainability at 13 or 26 weeks. With the flexibility to work with customers for an additional year, targeted specialist support, the increase in performance to achieve a JOR of 24% is realistic. • ESA Volunteers: Our Pathways and NDDP customers achieved on average 44% JER with approximately 80% sustainability at 26 weeks – giving a JOR of 35%. We have improved our understanding of this customer group and our Pathways performance is very strong, so we are confident that we can achieve a JOR of 43% through our enhanced employer offer to identify jobs with sympathetic employers. • ESA Flow: Our recent best performance with a comparable group (Pathways “mandatory” customers) has steadily increased from 22% JER to over 30% JER. Sustainability for this group is 82%, giving a JOR of 25%. We believe we can increase performance to 30% JOR by enhanced diagnostic tools, ensuring we accurately diagnose a customer’s real barrier to work, which is often not health related, and offer rapid interventions. • ESA Ex-IB: We consulted with practitioners, experienced Operations Managers and stakeholders (incl. our Work Choice supply chain) to establish a baseline of 14% JER, of whom 85% will sustain in work for 13 weeks, giving a current JOR of 12%. We have significantly enhanced our CMP provision, ensuring it is work focussed and accessible across the CPA, and are confident we can achieve performance of 15% JOR. ACTIVITIES AND SUPPORT TO ACHIEVE THESE PERFORMANCE LEVELS In August 2010 we established a Project Team to draw best practice from WL and our supply chain operations. We conducted research with 3,000 customers, spoke to 500 excustomers who entered work 2 years ago, asked top performing consultants, across our supply chain, how we could help them do their jobs better, and compiled the feedback of over 400 employers for their views on our service offer. We engaged external experts, e.g. our occupational psychology partner JCA, to identify best practice in working with hard to help customers. This exercise enabled us to design our Customer Journey by: • setting up a Model Office – a live customer environment, where we have tested our ideas on a comparable caseload of Pathways and FND customers, achieving a 16% performance uplift in 6 months; and • asking our Supply Chain partners with track record of working with the customer groups for their views on the level of support needed to deliver this Customer Journey. This exercise has given us confidence that we have the best ingredients to deliver our performance offer, maximising performance at every stage of a customer journey. • Engagement – Our objective is to reduce the FTA rates for customers to at most 7%. We will do this through warm handovers and SMS reminders to customers; • Meaningful personal contact – Feedback from current and previous customers has highlighted how key the consultant relationship is. All customers will have a dedicated consultant across their journey. We have reduced the administrative burden on consultants to increase time for customer interaction. • Accurate assessment – Our ‘My Way Up’ tool has been designed and tested to deliver an individualised assessment based on key aspects that impact on an individual’s proximity to the labour market. It will focus customers on activities that will directly move then towards and into work, limiting any waste of time or resources. Intensive Job Search – customers assessed as job ready will benefit from an approach, tools and environment that are fully job and employer focused. Once they progress to this group we expect 70% of customers to move into work.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 8.1a (continued) • Support Catalogue – we have commissioned a supply chain of over 43 voluntary, public and private sector providers that can help customers to address a huge range of work and lifestyle challenges that are blocking their successful move into work, through the provision of focused, flexible interventions. • A focus on skills – we will address employability and basic skills needs for all customers requiring this support to move into work. In addition, we will offer a range of sector specific provision and access to thousands of online learning modules, giving every customer the opportunity to build skills employers want. • Embedding Quality into our supply chain – we have designed a Quality Standard that underpins performance across our supply chain. We will monitor suppliers (internal and external) against 75 measurements including, customer experience, approach to employers, partners and continuous improvement. • More employment opportunities - that meet customer’s goals and aspirations. Introduction of new range of Employer Services has been tested in our Model Office and has increased the volume of vacancies by 20%, job applications by 100% and conversion from interview to job by 26%. This means more customers are applying for more jobs and are more successful at getting them. • More flexible employment is a feature of the changing UK economy and we anticipate that 30% of customers will enter flexible employment. We have agreements in place with Randstad and Manpower that will deliver circa 14,000 vacancies in year 1 across the UK. Customers will be supported by our FlexDesk team to either sustain a series of temporary positions or move into permanent work. • In Work Support is strengthened based upon evidence from 500 ex-customers who moved into work 2 years ago. We have put in place improved flexible customer contact procedures, online support services and career progression skills support. SUPPORTING THE SUPPLY CHAIN TO ACHIEVE PERFORMANCE NOW & IN THE FUTURE Our performance offer is supported by our approach to continuous improvement and intelligent Tier 1 commissioning that will support our entire supply chain to achieve the efficiency and productivity improvements detailed in 8.1 throughout the life of the contract. • Research & Analysis – We will improve our understanding of customers through analysis of data, combined with stakeholder input e.g. our Advisory Boards covering Skills, Health, Young people etc. We will plan ahead. Our performance offer is based on OBR projections, but we enlisted the support from a senior economist (ex chief economist of IPPR), to advise on developments across Scotland, which will enable us to review our plans and areas to focus our resources, eg on skills growth areas. We have built into our planning the impact of benefit reforms such as Universal Credit. • Development & Investment – We will test new approaches in our Model Office and share best practice across the supply chain. We will then invest in what works to deliver it at the scale needed for WP. E.g. we are rolling out a £17m technology investment incl. mobile web access and customer self-service portal that provides access to learning and jobsearch from any location. • Intelligent Commissioning – Our commissioning approach has identified subcontractors with the potential to grow and put in place a range of Support and Capacity Building measures (e.g. embedding managers into their business and giving them access to our national expertise & infrastructure) to build capacity and improve their performance as the contract matures. Competition has been introduced to the supply chain to mirror DWPs best practice, driving performance from subcontractors. We have applied this approach to our business over the last 3 years to achieve an average productivity growth of 9% per year across our existing supply chain, and will continue to achieve this level of success in future.
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NOTE: MINIMUM SCORE APPLIES TO ALL QUESTIONS WITHIN THIS SECTION. BIDS SCORING 2 OR LESS ON ANY QUESTION WITHIN THIS SECTION WILL BE REMOVED FROM THE COMPETITION. PLEASE NOTE SCORES ATTAINED IN THIS SECTION MAY ALSO BE USED IN A TIE-BREAK SITUATION WHERE APPROPRIATE.
[9.1] Implementation Plan Please provide: an Implementation Plan for the Work Programme in this CPA clearly stating the date on which you are proposing to commence delivery of the service. The plan, which must be in the form of a Gantt chart (insert as Annex 6), must include the key activities required to put provision into place by the service commencement date. It must include key milestones, timescales for activities including start and end dates and who is responsible for each activity including the expected start date for delivery. It will also show the critical path and interdependencies.
A narrative to expand on the implementation plan which must identify and address all the key risks, including the impact of winning multiple Work Programme contracts and how these shall be mitigated.
Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two sides of A4. Note: Format requirement and page limit does not apply to the Gantt chart which you must insert as Annex 6.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 9.1 We will accept referrals in Scotland from the 1st June 2011 across 70% of the CPA in the locations where Working Links and our supply chain have existing infrastructure, and then building up across 4 weeks, offering a full service from the 1st July 2011. We can offer the Authority assurance that we will deliver against this timetable for WP implementation for the following reasons: • Experience / Track record – we have implemented 150 DWP contracts in the past 11 years, always on time, including implementing 4 FND Prime contracts and one subcontract in 2009; • Infrastructure – we have selected our supply chain on the basis that they have existing infrastructure and capacity to deliver Welfare to Work contracts of this scale; • Planning – our planning has been extensive: supply chain commissioning began in October 2010; property searches in December 2010; and our corporate Implementation Team began meeting in January 2011 – we have appointed a Senior Responsible Owner, accountable for WP implementation across Working Links, supported by Corporate Project Managers, Corporate Strands and Regional Teams for each of the nine CPAs we are bidding. • Rapid Service Mobilisation Strand - a dedicated task force, spanning all strands, designed to fast track implementation where we have existing infrastructure, address blockages and mobilise contingencies. OUR IMPLEMENTATION PLAN FOR SCOTLAND • Shows how we will implement the WP in Scotland, including the activities for managing governance and risk/contingency; • Aligns activities with our over-arching Corporate WP Programme Plan. We have an individual plan for each of the 9 CPAs we are bidding; • Is underpinned by use of PRINCE 2 methodology, delivered by our accredited project management team. • Highlights the critical path for implementation in Scotland, which is heavily driven by key milestone dates for contract awards, contract signing and go-live dates; • Lists how the key strands of the Project will work together; Premises, Supply Chain, IT (including data security), Human Resources, Learning and Development, Finance; and highlights key internal dependencies between strands; • Illustrates the key external dependencies e.g. Security Plans approved prior to DWP signing contracts, DWP guidance issued prior to provider guidance signed off; • Features a parallel dedicated Scotland implementation team, guided by Corporate Project Managers, delivering local activities and providing implementation support to our supply chain partners. The Scotland Team is led by the Director for Scotland, Redacted, who also led the successful implementation of subcontract FND in Scotland well as five Work Choice contracts. This team held its first meeting in Feb ‘11. OUR APPROACH TO RISK MANAGEMENT FOR IMPLEMENTATION We manage risks using Government Commerce Management of Risk (MoR) principles. Corporate Strand leads work with local counterparts to collate and analyse risks against likelihood and impact (MoR method) in their specific area of responsibility. Material risks (risks from each strand that would stop the objective of on time WP implementation being achieved) are escalated to the corporate, over-arching Risk Register (RR), owned by our independent Risk Committee, led by our corporate Head of Risk, Gemma Wilson. This group meets weekly to score and review all risks, deploying mitigating actions as appropriate, with non-material, Scotland-specific risks managed in a local RR by Redacted, Director for Scotland, including any risks from across our supply chain.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 9.1 (continued) Below, we set out the key risks identified to date by our Risk Committee. Clearly, due to the dynamic nature of our risk management process, these risks will change and progress as the WP rolls out and events develop; some risks will not transpire while others may evolve into live issues with active contingencies. • Winning multiple Work Programme contracts – our Implementation strategy, resources and plans assume we will be successful in winning 9 WP contracts and our implementation team is resourced accordingly with 84 people from across our WL professional disciplines – 11 Project Managers, 32 IT, 15 HR, 15 Finance and 11 Supply Chain resources. There is no overlap of people across CPA teams, and each CPA team mirrors the disciplines of the National Team. • Withdrawal of key suppliers - addressed in full in question 9.2 • Security Plan not being signed off - we are already working in partnership with the DWP security team to ensure we refresh our Security Plan in parallel with system upgrades to ensure sign-off is achieved well in advance of 21 days before go-live. • Key suppliers not being ready for go live - we have undertaken full verification assessments against each supplier mirroring the DWP process, assessing their implementation plans, offices, resource plans and IT Security Plans. Partners will be supported through the implementation process by our experienced and qualified Scottish Commissioning Team and relevant strand leads. Operations Managers from all key delivery partners will be members of our Implementation Team for Scotland. • Delay in announcement of preferred bidder or contract signing – Our target full go live date of 1st July 2011 is 4 weeks earlier that the DWP published target of 31st July 2011. Therefore, delays in contract signing of up to 3 weeks can be absorbed. • Shortage of the right people with the right skills – job designs have been signed off, Assessment Centre dates booked and training courses are planned for the three weeks prior to go-live, which will be offered to teams across our supply chain,. • Insufficient time to carry out reasonable consultation risking legal challenge by individuals – TUPE consultation commenced on 7th February with all Working Links staff that may be impacted by transfer. We are working with the market (via ERSA) to encourage all providers to put measures in place for collective consultation by 15th April. Our HR team has trained TUPE ‘super-user’ leads in every CPA. • IT Upgrade Delays – Our systems are based on proven FND PRaP interface processes. Upgrades are underway to complete, fully tested, by 25th April 2011. • Contract goes live 4-6 weeks after a Scottish Government election which could result in changes in leadership. The contract will go live about 4-6 weeks after a Scottish Government election. We have begun to meet with key senior civil servants and are meeting each political party on the run-up to the election to understand any significant potential changes to policy, ensuring alignment with the WP. • Premises Delays- existing sites will be quality assessed in March and plans are in place across our supply chain to commence lease negotiations for identified sites immediately preferred bidder is announced. Redacted has budgeted for outreach sites if needed. We will meet timescales and effectively implement the Work Programme by: • Reviewing all plan milestones and critical path progress on a weekly basis; • Reviewing risks weekly – identifying emerging risks and planning mitigating actions; • Maintaining the project team structure, resources and approach during the first 6 months following Service Commencement to ensure stabilisation is achieved. This is a tried and tested approach - we have an experienced Implementation Project Team who will replicate this methodology for any new contracts over the life of WP.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 9.2 Contingency Arrangements
Please describe: how your proposals for delivery of services within this CPA will be put in place without adversely affecting your organisation’s or your Sub-contractors’ ability to deliver existing and recently won contracts as well as other contracts you are bidding for.
in detail your contingency plan for maintaining the entire scope of your proposal within your bid should members of your supply chain withdraw prior to commencement of delivery of this contract.
Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two sides of A4.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 9.2 ENSURING WORK PROGRAMME SERVICE DELIVERY DOES NOT IMPACT OTHER CONTRACTS Working Links has developed a clear growth strategy over the past 18 months. As part of this strategy we have built a robust change governance infrastructure around our National Change Director, Redacted. We have a PRINCE 2 trained Project Management team, sufficiently qualified to achieve our growth targets and which is scalable if required. This structure enables us to simultaneously implement multiple major contracts including the step-change in contract size/complexity anticipated with any new Framework call-off contracts over the life of the WP. This team enabled us to implement 4 FND1 Prime contracts (plus one sub-contract) over 3 months, on time, recruiting 500 people and creating a supply chain of Tier 2 and Tier 3 partners, opening 50 new offices; all without any loss to business performance. For the Work Programme (WP) we will leverage and build on our successful FND approach: • Setting up a Corporate Implementation Project Team under Redacted to oversee WP Implementation projects within each CPA. We have allocated sufficient resource to the team to oversee the set up of 9 WP contracts. The team will be dedicated to WP and will not draw resource from existing delivery. • Each CPA will have its own Implementation Team, ring-fenced from business as usual. Scotland will be led by Director for Scotland, Redacted, who led on FND. • In Scotland all existing contracts will be replaced by the Work Programme so there is 100% focus on its implementation. The same team have delivered for the business during FND implementation, so we have proven expertise and capacity. • In Scotland, Redacted will lead on the transition from legacy programmes. During our subcontracted FND implementation we set up 5 offices and introduced 22 staff with no impact on NDDP or DAF contracts delivered across the same geography. • We will essentially be splitting our business into WP and non-WP contracts - the model we successfully used for FND. WP reporting lines will be via Redacted, Change Director and non-WP will be via Redacted, Commercial Director. Redacted, Delivery Director, will be accountable across our entire delivery business. Supporting nine WP contracts through to stabilisation will require two full time experienced Corporate Project Managers. This leaves 4 FTE staff to support implementation of any additional new business through 2011.To assess the impact of WP across our supply chain we have followed the same process DWP uses with potential Prime providers. We have: evaluated their Implementation Plans; reviewed contingencies; specifically in this context, we have reviewed the level of change for each organisation; assessed their residual business and their Management and Resource Plans to ensure they have sufficient capacity to set up the WP, deliver existing business and establish any new contracts. All seven of our suppliers rated satisfactory or above in this assessment, and tailored plans are currently being developed with each supplier - led by our Commissioning Manager, Redacted - to strengthen any areas highlighted as vulnerable in the assessment. These plans will be monitored as part of our overall supplier management framework, and support will be offered in line with our capacity building approach. The integration onto our Implementation Team of dedicated Project Managers from each external delivery partner will ensure that any organisation-specific risks arising during implementation can be addressed and the impact understood and mitigated. We have assessed the capacity of our subcontractors to handle flows from 2 Prime contractors, recognising the limited market in Scotland, acknowledging that many subcontractors may be providing services to 2 primes.
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RESTRICTED – COMMERCIAL IN CONFIDENCE 9.2 WITHDRAWAL OF SUPPLY CHAIN MEMBERS DURING IMPLEMENTATION In identifying our seven key end to end delivery partners in Scotland, we conducted a thorough risk assessment on each organisation, confirming their level of commitment to WL and to other ERSS Framework companies in Scotland. This assessment found that it is highly unlikely that any will withdraw during the implementation process and we fully anticipate being able to conclude contract negotiations within the required timetable to ensure full service commencement by 1st July 2011. However, we are not complacent, and we have put definitive measures in place to ensure our supply chain is robust. As Working Links is only delivering 41% of flows, we have the capacity to scale-up our delivery within the CPA where necessary e.g. if a partner drops out. We have discussed the following scenarios and assessed subcontractors against their ability to act as contingencies as follows: • A4e (17% of total flows) – If A4e withdraw, Redacted will deliver in West Lothian as this sits geographically well with Forth Valley. Edinburgh, East and Mid Lothian will be delivered by WL, who have experience of covering this geography having delivered DWP contracts historically in those areas. • Triage (19% of total flows) - If Triage withdraw, Redacted will deliver all of North Lanarkshire. Redacted will deliver Forth Valley which adjoins their West Lothian contract area. Redacted will deliver in rural areas of Aberdeenshire and WL will deliver Tayside, Perth& Kinross, and Aberdeen City as we have historically delivered in those areas. • Argyll and Bute Council (5% of flows) are delivering in Argyll and Bute, parts of the Highlands and 50% of West Dunbartonshire and Eilean Siar. Should they withdraw, Redacted will deliver Dunbartonshire. WL will partner with Redacted to deliver through a network of 3rd sector community organisations, leveraging existing premises and infrastructure for comprehensive geographical coverage of the Highlands. • Life Skills Centres (7% of total flows) are delivering in Aberdeenshire, Highland & Islands, Scottish Borders and South Lanarkshire. Should they withdraw, Redacted will deliver in Aberdeenshire, Redacted in South Lanarkshire and Argyll & Bute in Moray. • Lennox Partnership (2% of total flows) is delivering 100% in East Dunbartonshire, 50% of West Dunbartonshire. Should they withdraw, Redacted will deliver 100% in West Dunbartonshire and WL will deliver in East Dunbartonshire. • Routes to Work (5% of total flows) is delivering 60% of North Lanarkshire. If they withdraw then Redacted has the capacity and proximate infrastructure to cover the flows. • Regenerate (4% of total flow) is delivering 20% of flows in Glasgow City. Should they withdraw Redacted will deliver the additional flows across this subcontract area. The ultimate contingency for complete subcontractor withdrawal will be Working Links. We have the financial and management capacity to grow the business rapidly and provide comprehensive coverage of Scotland if need be, in partnership with the voluntary sector through key partners such as SCVO. We also have the experience of delivering high-performing employment contracts that cover the complete geography of Scotland. Of course any contingency is only of value if it is viable and can be implemented fully and on time. Our implementation plan shows we will meet the DWP go live date on time by building viable contingencies around critical dates on the following assumptions: • For contingent supply chain partners, based on an assessment of their current infrastructure and requirement to use WL IT (where they do not have information security clearance), we are assuming 5 weeks as the minimum lead time required to on-board an organisation and work together to achieve go-live in accelerated timescales. This includes intensive support from our Rapid Service Mobilisation Strand. • For WL contingency delivery we are assuming a shorter 4 weeks as a realistic lead time. 69 - assumption is based on proven track record e.g. stepping in for a supplier in - This
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ANNEX 1 PART 4.1a SERVICE PROPOSAL – CUSTOMER JOURNEY PROCESS MAP
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ANNEX 2 ORGANISATIONS PROPOSED TO DELIVER SPECIFIC ELEMENTS OF THE SERVICE
DETAILS OF ORGANISATION (including name and email address of your main contact from your sub-contractor/partner organisations) Begin by including your own organisation Prime Contractor/Legal Entity Organisation A Organisation B Organisation C Organisation D Organisation E Organisation F Organisation G Organisation H Organisation I Organisation J Organisation K Organisation L Type of Organisation (e.g. public, private, voluntary sector) ELEMENT(S) OF PROVISION TO BE DELIVERED PERCENTA GE OF OVERALL DELIVERY DELIVERY LOCATION(S) WITHIN THIS CPA
NB If there is insufficient space in the above table to include all the organisations proposed to deliver specific elements of the service involved, please attach a supplementary sheet using the same table format.
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ANNEX 3 SUB-CONTRACTOR DECLARATION
A declaration should be signed and submitted on letter headed notepaper by each proposed sub-contractor (with the exception of ad-hoc suppliers) and attached to this Tender Form. Please note by attaching these declarations, tenderers will be deemed to agree to their contents. To: Date: I confirm that we have agreed in principle with [name of bidding organisation], to deliver the following elements of the service described in their tender:Please list below elements of service to be delivered. Department for Work and Pensions
I have read and understood the specification for the elements of provision, which my organisation will deliver. I have agreed in principle terms of delivery for this provision and am content that reasonable and appropriate price and payment terms have been negotiated and agreed for delivery of these services. I confirm I have seen the full tender document (excluding any Commercial in Confidence information relating to other Providers) and am content with my role as described and with the terms I have agreed with the Prime Contractor. I confirm that the agreement in principle allows for my organisation to implement the appropriate level of planning and investment to deliver the service. In addition to the above I confirm that the agreement made is consistent with the general principles set out in the DWP Code of Conduct and the Merlin Standards. Signed: Name: Name of Sub-contractor: Note: the person signing the letter should be authorised to sign contractual agreements on behalf of their organisation.
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ANNEX 4 PART 5.2 CHART MANAGEMENT STRUCTURE – ORGANISATION
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ANNEX 5 PART 6.1a STAFF RESOURCES – RESOURCE PLAN Redacted in Full
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ANNEX 6 PART 9.1 IMPLEMENTATION PLAN
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