RESTRICTED COMMERCIAL IN CONFIDENCE

EMPLOYMENT RELATED SUPPORT SERVICES FRAMEWORK AGREEMENT MINI COMPETITIONS FOR THE PROVISION OF THE WORK PROGRAMME

Invitation to Tender Form

-171391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE Tender Round title: Organisation Name: Lot: Contract Package Area (CPA): The Work Programme Pertemps People Development Group 6 (West Midlands) 14 (Birmingham & Solihull & the Black Country)

-271391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

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: Pertemps People Development Group As above 04881405 Milton Gate, 60 Chiswell Street, London. EC1Y 4AG 17 Westbourne Road Edgbaston Birmingham B15 3TR 844278702 www.ppdg.co.uk

Head Office Address, if different:

VAT Registration Number: Website Address (if any):

Name, address and company registration number Employment Services Holding Pty of parent company, where applicable: Ltd, Level 20,IBM Building, 60 City Road, Southbank, Victoria, 3006, Australia. Registration Number: ABN 31 124 159 502 Name and Job Title of main contact: Redacted Address: Telephone no: Mobile telephone no: Fax no: E-mail address:
-371391761.doc

Redacted Redacted Redacted Redacted Redacted

RESTRICTED COMMERCIAL IN CONFIDENCE Alternative contact Name and Job Title: Address (if different from above): Telephone no: Mobile telephone no: Contact e-mail: Redacted n/a Redacted Redacted Redacted

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 Scanned Signature: Redacted Date: Redacted Name: Redacted Job Title: Duly authorised to sign Tenders on behalf of:
-471391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE Name of Organisation: Pertemps People Development Group

-571391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

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.

3.2

3.3

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 n/a n/a

Other than those provisions identified above, [Tenderer to insert name] confirms that it has reviewed the Call-Off Terms and Conditions for The Work Programme and agrees in principle to each of their provisions.

-671391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

Redacted Name: Scanned Signature: Position: Telephone No: Date: Redacted Redacted Redacted Redacted

DWP reserves the right to amend any provisions of The Work Programme Additional Requirements at any time during the mini-competition procurement exercise.

-771391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE PART 4: SERVICE REQUIREMENT

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 five sides of A4. Note: Format requirement and page limit does not apply to the process map which you must insert as Annex 1.

-871391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 Annex 1 Narrative: Each customer journey is unique; there is no single solution to support all customers as not all individuals within each group require an identical service. People will get what they really need to have lasting progression; a service that removes prescription, combines innovation, integration and personal care a total solution. It is the level, sequence, intensity & duration of activity that is tailored for each individual rather than the range of activity on offer. This will ensure the Work Programme (WP) partnership works with customers based on individual need (Annex 2, ITT Specification). Common features across all customer journeys include: a) a tailored service specific to individual need; b) identification & elimination of individual barriers to employment; c) inclusion of all customer requirements defined in the specification including JCP referral; Initial Provider Contact; Action Planning; Conditionality Endorsement & JCP communication/Exit Plan. It is an agreed & consistent end-to-end Customer Journey framework designed & delivered by the PPDG partnership (PPDG & subcontractors Inspire 2 Independence (i2i); Dudley Metropolitan Borough Council (DMBC), The Salvation Army (TSA) & Remploy). Key features include standard entry service & initial diagnosis leading to the coordination of activities personal to individual need: Community Outreach (see Annex 1 (A1) PG1): the WP service will be marketed within the local community building upon strong and established working relationships. The marketing strategy will ensure that the WP is a familiar & recognised source of local employment & welfare support with a strong community presence/relevance via local delivery sites; success story publications (54,000 column inches secured in 2010); community championing/peer mentoring service; award ceremonies and recognition schemes for customers & their families/support networks. Key to previous success has been a commitment to become an integral part of the communities served with a strong presence and links to the local provider network including: Jobcentre Plus (JCP); Sure Start; Gingerbread; Primary Care Trusts; Refugees Councils/Centres & support groups i.e. Ashiana; Freshwinds; Extended School Partnerships & Adult Education Centres; local GP surgeries (programme by prescription); housing association & neighbourhood offices; i.e. Family Housing; Credit Union; Community Education Training Academy (CETA); MIND; local carer support groups; Beyond Midnight Blue Bus. Building upon these robust existing multi-agency referral routeways, supporting voluntary recruitment for programmes such as Aston Pride, Working Neighbourhood Funds, New Deal for Communities & Skills for Jobs, outreach workers will specifically target IB/IS customers (payment group 8) to ensure that the hardest to help customers including carers, lone parents & refugees, currently out of reach, are supported. Existing partnership presence will be maximised and built upon including advancement centres; church/community & outreach centres i.e. Kidhmat Centre Small Heath; social services centres; youth clubs & summer schools; day centres and nurseries. Engagement activities will include: schedules of drop-in sessions at community venues; pre-start/warm up services; taster sessions & Learnivals (learning festivals); family days i.e. mums and sons football tournaments in partnership with local clubs including Birmingham City FC; family learning play days/intergenerational activities; day care events; activities funded by our staff Give As you Earn schemes and organised in conjunction with local charities including: Big Lunch events; local allotment campaigns as part of a Grow it, Eat it healthy lifestyle; Asian Fashion Shows. Voluntary activities are organised and carried out by customers to gain skills credits; interpersonal skills; team building skills & reinforces confidence building training. It provides embedded peer mentoring with customers becoming community learning heralds/champions. Referral (see A1 pg1): an established Central Contact Unit (CCU) will receive and distribute all referrals to the partnership providers. Allocations will be made against agreed distribution profiles, monitored performance & capacity & geographical fit. The CCU provides a central contact point for all JCP staff and will provide a warm referral
-971391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) process whereby JCP advisers, with the customer present, can book an attachment appointment directly consulting the customer regarding delivery location, communication protocol & induction time & medium. The JCP adviser will be made aware of which organisation the customer will be referred to for delivery of their customer journey. The Customer Referral System (CRS) will contain all partnership locations, mapping customer postcode to the nearest suitable site, location transport options & next available induction. All sites are on main public transport routes, with additional support from a Driver Pick-up Service (customer collection from specific JCP sites) specific for areas that suffer from a lack of inter-urban connectivity (inc Bartley Green, Stourbridge & St Andrews) to transport them to hub sites & mobile provision (skills bus) will be available for isolated housing estates. Within the diverse groups there will be a need for individual access support which will be provided by local transport/taxi companies. The CRS records the attachment date & automatically produces customer correspondence confirming appointment time; location & map; driver pick-up/transport information & contact details. Correspondence options include: appointment cards/e-appointment cards; letters; e-mails; SMS text messaging. A series of local WP Pre-Attachment options will be available including: JCP/Community Meet & Greet; Home/Community Visits (Sure Start etc); cue calls, email reminders & information drops, Facebook messages & SMS reminders; multilingual support; Open door surgeries; WP website testimonials & virtual tours. JCP referral advisers will be notified of the provider/location for each customer. Attachment & Induction (A1 pg2): all customers will undertake face to face attachment & induction activity within 15 days of referral to confirm/document engagement on programme, to discuss their customer journey plan & to initiate their personalised action plan. The attachment induction will be (30-45 mins) on a group or 1:1 basis & includes: Meet and Greet by the location manager/senior coach. Managing Expectations (mandatory): Standard Service Information including reinforcement of requirements to continue Fortnightly Jobseekers Review (FJR) & Work Capability Assessment (WCA) activities; health & safety; data protection; expenses reimbursement systems & eligibility. The minimum standard of service will be communicated in this session supported by welcome materials & resources. Initial Employability Skills Review (mandatory) a series of diagnostic activities to gauge each individuals point in their return to work journey, regardless of payment group status. Options include self completion of an appropriate assessment tool (i.e. Classification Index); voting pads; embedded discreet observation (soft skills); paper based employability screeners. The results of this initial screening will enable the Employment Coach to gain a personal priority matrix from which to base their action plan & further diagnostic & development activity. ESOL supported assessments are available. Systems Induction IT systems overview i.e.: customer informational gateway/intranet job search systems/suites, e-learning & drop in facilities & ICT skills training packages. Employment Coach (EC) allocation responsible for coordinating the interventions of the customer journey providing the security, stability and sequenced support to help them eliminate their barriers to work & gain employment. These can be delivered within community locations for specific customer groups i.e. Lone Parents; ESA & IB groups. Induction is followed by a 1:1 intervention with their EC to review the initial employability diagnostic, identifying any immediate actions/next steps, initiating the action plan & agreeing the next appointment. This will include a preliminary discussion regarding their personal requirements i.e. any incurred travel, childcare & care costs & reimbursement. All ECs will update the individual customer record on Maytas 5 reporting the attachment date to the Central Claims team for PRaP update. Where a customer fails to attend their attachment/induction, the local team will telephone the customer, update the system & the CRS will automatically rebook the next available induction & produce further correspondence ensuring the attachment is secured as early
- 10 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) as possible. The system will allow automated rebooking for up to 28 days from referral, after which sanction paperwork is automatically produced, validated & issued to JCP. Enhanced Diagnostic (A1 pg3): the initial Employability Diagnostic will create a Priority Matrix (Red, Amber & Green) identifying further diagnostic assessment required to build a greater understanding of need & identify the unique blend of support required to eliminate barriers. These further assessment options include: Skills Based Vocational Diagnosis (including digital skills); Support Needs Assessment (holistic review); Workplace Assessments (access & adjustment); Functional Skills Assessment (including ESOL); Financial Inclusion Assessment (In Work Benefit Calculations & Debt analysis); Capability Assessments; Customer Communications; Personal Confidence & Motivational Review; Emotional Resilience Assessment; Transport Assessments; Self Employment & Enterprise Assessment. Enhanced assessments are available from specialist partners including Substance Use Screening; Psychometric Testing (UK NARIC); Mental Health Assessments; Occupational Health & Access to Work assessments/audits. Action Plan: the Employability Skills Review will be the continuous core assessment that underpins the action plan and will develop & mature as each identified priority is assessed & barriers removed. These development activities will be recorded & reviewed via an MI system available from PPDG to all subcontractors, generating an Action Plan. It will provide a coherent & cumulative view of the individuals journey at any point on the programme. The action plan will be started at attachment and will trigger customer start registration on PRaP. The action plan will document & record: Core Customer information & aspirations (3 sectors) Diagnostic Assessment/Review Results: priority barriers & solutions Job Ready Status defined by number of barriers (Job Ready No barriers; Job Ready Some barriers/training; Job Development Significant barriers to employment. On Programme Interventions & Delivery Partners Customer Flex Account: Electronic record of client spend or in-work support, which updates the action plan with any costs, i.e. childcare, replacement care & travel costs. Mandated WP Activity: any mandated activity will be documented on the action plan & all associated compliance/non compliance Customer Declaration: approved statement to reaffirm the customers rights & responsibilities including the requirement to continue attendance at their FJR/WCA. This will include an embedded conditionality clause. A copy of the Action Plan will be published & signed at significant stages for mutual consent/confirmation of progression activity. Vulnerability Indicators: triggers that may compromise progress, attendance & retention. The EC will identify issues & put in place contingencies to remove them. Where a customer fails to comply with their agreed/mandatory interventions an Action Plan Review will take place to discuss non compliance supported by a manager/specialist mentor. Sustained non compliance is managed via a defined JCP doubt referral process. Interventions (A1 pg 4): the partnership providers will have access to a directory of support & development activities, the Matrix of Opportunity, with over 115 organisations (54% VSO) offering interventions that can be selected to overcome barriers to employment & help individuals develop the knowledge, skills & attitudes required to take up & successfully sustain gainful & meaningful employment. The menu & range of support available builds upon a collective robust delivery experience, high performance achievement, customer feedback, local stakeholder consultation & a cohesive commitment from all subcontractors/partners to offer a diverse & tailored service to each & every individual. In Annex 1 there is a Matrix of Opportunity that details the services and providers within the CPA available locally to customers. This is a responsive offer to be built upon, responding to local needs and emerging customer barriers. From the collective experience & expertise to meet customer group need, the partnership has identified the
- 11 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) following key development solutions: Training Solutions(A1 pg4): Pick and Mix database of training options including soft skills; vocational skills (aligned to local labour market and growth sector data); functional skills; employability skills (including emotional resilience; interview skills etc) offering combinations of modular, unit accreditation &/or whole course packages to meet individual learning profiles. Offering accredited/non accredited, embedded, activity based & e-learning options via a virtual learning campus all options will have taster options specifically for long term JSA; IB stock & IB/IS & ESOL customers. Learnivals will be made available offering informal/intergenerational learning platforms that break down barriers to learning by providing fun, culturally sensitive activities for all customer groups including Lone Parents; NEET groups; 50+ customers; those with negative learning experiences. Digital literacy will be introduced via internet shopping sessions (Self-Elf); numeracy is embedded in healthy eating/cookery sessions (recipe reading & ingredient measurements). Training will be aligned to & integrated with the local Skills Funding Agency offer including: in work training, apprenticeships, Next Steps and Skills Accounts. Matrix of Opportunity (A1 4.1-2): a directory of services that enables ECs to match/call off required interventions/activities to suppliers of the service from an approved Work Programme Community. ECs across the provider community will access the directory of services via the client tracking system, which will allow them to efficiently manage and record all interventions for both internal and external suppliers. The directory of services will be dynamic with the addition/deletion of suppliers and services to maximise programme responsiveness, flexibility of services & customer choice, whilst ensuring market innovation is harnessed. It will be refreshed daily with each supplier able to update their schedule of support. It will offer a combination of regular on-site specialist surgeries; thematic workshops & 1:1 support; and external service signposting i.e.: wealth health including In Work Benefit Calculations; budget management; debt support; bank account management; Condition Management; addictive behaviours (drugs/alcohol multi-agency care plans); confidence and motivational training/GOALS; mental health support (anxiety/ stress management); child care services; ESOL/refugee support; carers support etc. This directory will integrate government sites/resources including: Next Steps; DirectGov; Skillswise; Webwise; All Age Careers Service. This directory also includes selfhelp/directed resources including: debt advice, Health Exchange & housing support. Enhanced Job Search (A1 pg4): PPDG is issuing all subcontractors with its unique software that coordinates Employer Account & Vacancy Management via its CRM and Client Match software. Client Match pools, into one single software point, a collation of the latest specifically brokered & exclusive employer opportunities; vacancies from local publications and available on key job websites. The system runs a scoring macro identifying suitable vacancies that best match the customers needs, providing a speedy, streamlined and simplified job search tool. It will post alerts to Employer Liaison Coordinators (ELCs) of newly brokered vacancies matched to customers on the caseload. It enables coaches to identify the last vacancy filled in a given sector/location to support reverse marketing activities. Enhanced Job Search will be provided by allocated ELCs (and/or subcontractor job role equivalent) that are constantly networking and engaging with local employers and businesses to capture vacancies and employment opportunities. The service includes: Employer events/road shows; PPDG/Subcontractor hosted recruitment events; guaranteed interview schemes; supervised job search sessions (sector based); self-direct job search facilities including Internet; publications; employer events; JCP Job Points. All customers will have a CV (video CVs for relevant sectors); email account & Google Docs account by which they can manage their own applications, supported by the ELC. Accounts will be for life supporting ongoing career progression. Enhanced Mentoring Options (A1 pg4): enhanced mentoring provided by specialist organisations, this may include peer mentoring, Critical Friend etc.
- 12 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) Work Placements & Work Related Training (A1 pg4): options for customers to develop vocational/soft skills within the workplace and/or in a work simulation environment; to include Work Tasters for Lone Parents, Carers & ex IB customers. Practical application of newly developed skills and re-training tool for sector transition/awareness. The EC will manage the Training Allowance communication to JCP. Self Employment & Enterprise Support (A1 pg4): all self-employment aspirations will be assessed for viability, approved & referred to enterprise agencies including Business Enterprise Service & the Princes Trust for full business planning and set up support. If it is not a successful/viable business opportunity they will be referred back to their EC. Outcome Activity (A1 pg5): All customers will receive focused motivation to enhance, refresh and constantly progress application techniques, ensuring the highest standard of applicants to local employers, including mock interviews; assessment day preparation; interview clothing support; travel to interview planning. Ongoing contact conducted with employers to gain constructive feedback on which to build customer development. If successful ECs support customers with transitional processes required to close their benefit claim and apply for passport benefits and in work support i.e. Tax Credits; Mortgage Run On; housing benefit etc. A final Better Off in-work calculation will be conducted. A final In Work Diagnostic identifies a customer led aftercare plan for each individual & verifies customer consent to contact the employer for tracking purposes (embedded within the action plan and signed). No customer is left isolated on their return to work there will be an inbuilt personal support mechanism that includes access to out of hours support/mentoring, a 24 hour contact line & an extranet website. All job outcome details will be recorded on the Action Plan & an employer contact consent form signed. The CRM will be updated to register/record employer/vacancy for full tracking. Aftercare Activity (A1 pg6): following the result of the In Work Diagnostic & Aftercare Assessment a defined level of aftercare will be identified for each customer. There are 3 levels of support: 1) Enhanced; 2) Light Touch & 3) Needs Only. This level of support considers all on programme history including communication and compliance history and the identified vulnerability indicators (i.e. caring responsibilities; child care dependence; severe debt; fluctuating conditions etc). The aftercare service is the responsibility of the EC for the first 13 wks in employment & followed by a phased hand over to the ELC which will continue tracking via the employer account management service, maximising employer support and repeat business opportunities. Tracking is supported by a central Aftercare Team providing out of hours contact system; ongoing tracking; a centrally managed customer extranet system. Job Survival Kit offer includes: Ongoing Information, Advice & Career Guidance/Development; Job Mentoring; monitoring visits; Outreach surgeries in rural locations; Employer Contact Schedule; out of hours surgeries/services (as not to disrupt working patterns); Keeping the Job Training; Emotional Resilience Refreshers; budgeting workshops; financial and legal support; work bridging activities & job advocacy including ongoing recruitment agency registration; Post Employment Flex Account transitional income support; In Work Personal/Career Development signposting; crisis intervention; ongoing vacancy support and mailing lists; specialist support i.e. drug/alcohol recovery care plans & care plan management (for carers returning to work). Work Programme Exit (A1 pg6): for all WP Completers (completed allotted 104 without finding sustainable employment) returning to the JCP Offer the EC will produce an Exit Report which collates the individual action plan, intervention history and achievement, providing a progression plan recommendation. This will be sent to JCP within 10 working days and issued to the customer, with the PRaP record closure communicated to JCP. Ad-hoc exit/recommendation report will be available for all customers at JCP request. Customer Surveys: the EC will support each customer to complete satisfaction surveys at 5 points (minimum) in the customer journey: Induction; On-programme x 2 (wk 26 & between wks 36-52 & at wk 75) & an Exit Survey on completion and/or finding work.
- 13 71391761.doc

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 four sides of A4.

- 14 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a The proposed Work Programme customer journey rationale: combination of a partnership organisation, interlinked with local community delivery structure of specialist provision will create a level of integrated service never previously experienced by unemployed people. The rationale is to maximise delivery outputs from all customer groups, including: Maximising the number of jobs secured from the referrals that we receive. Maximising the effectiveness of the programme and minimising the time customers spend on programme. Ensuring customers have the skills to secure, sustain and progress in employment. Improving social inclusion and performance parity between all groups across the CPA. Driving down unemployment & worklessness in the CPAs urban conurbations. The rationale is to offer a programme of accessible and achievable intervention which: o Provides customers with a unique experience that respects them as individuals o Removes barriers to employment and personal development o Builds confidence and motivation o Reinforces required skills o Breaks negative habits and introduces work discipline o Provides the necessary links to local employers and opportunity o Provides a bespoke in work support & progression solution o Builds bridges between disadvantaged people and local opportunity Rationale of the Customer Journey: The proposed Work Programme customer journey has been designed in full consultation with both subcontractors and delivery partners and is designed to work with customers based on their individual need. The selection of subcontractors who can deliver an end to end service reduces the movement of customers and risk of drop out and builds a skills & service exchange between the partnership. It has been built following consultation with employees via a series of Theme Teams, who have extensive experience of dealing with all the customer groups and is built around proven best practice & heritage which historically produces outstanding results. In addition to employee views the partnership has worked with external agencies in the CPA that have experience of working with marginalised groups considered the hardest to help to identify customer needs at a local and regional level, for example Birmingham City Council, Access to Employment Groups, Birmingham & Black Country LEP and NOMS. These consultations, combined with local and regional intelligence have identified a number of characteristics of customers in CPA 14, which the model is designed to address. These include (non exhaustive): Repeat/Cycler Claimants: 69% of JSA claimants in CPA 14 have had prior claim history; 22% have made five or more claims & 23% had a previous claim with 4 weeks of the new claim. Low/no qualifications: 20.6% in Birmingham; 19.4% in Sandwell & 28.2% in Wolverhampton of the Working Age population have no qualifications; with a disproportionate lack of qualifications in Pakistani & Bengali groups at over 32% not having qualifications. 32% of the claimant count is usually employed in elementary occupations. Ethnic Diversity: the CPA has an ethnically diverse population characterised by low employment and qualifications. To achieve parity in the employment rate between BME groups and the white population, some 74,900 BME people need to be supported into employment, a disproportionate 59% from Pakistani & Bangladeshi groups. Multiple deprivations: Birmingham, Wolverhampton, Sandwell & Dudley are in the top 50 most deprived Local Authorities; with 59% of people in Sandwell living in 20% of the most deprived wards in England (national average is 19.9%). Concentrations of ESA/IB claimants and lone parents: particularly in the urban conurbations of Wolverhampton (8.7% and 2.9% respectively) and Birmingham (8% and 2.9%). High youth unemployment: particularly in Solihull (34.1%); Sandwell (30.3%) and Dudley (29.9%) all above the West Midlands - 15 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a (continued) average (29.4%) and a national average of 27.9%. The scale of the problem in Solihull is one of the highest in the West Midlands and reveals that although characterised by social advantage there are concentrations of youth worklessness & disadvantage that need to be addressed i.e. Castle Bromwich (40.1%) & Lyndon (38%) compared to Knowle (21.5%). The proposed customer journey model builds on techniques & delivery features that have been developed & refined over the delivery of successful contracts in CPA 14 including the following key delivery features: Outreach: Rationale, Customer Benefit & Regional Relevance: actively marketing the service to IB/IS groups including Lone Parents, Carers, stock IB & adults in certain educational categories . Overall WP awareness & local integration of services to become an integral part of local communities. Outreach strategy that builds on established links and staff experience of marketing employment and welfare support to the same customer groups via programmes such as Aston Pride; ESF; Working Neighbourhoods; Deprived Area Funds & EZ for Lone Parents; & Action Team for Jobs within the CPA, supporting 93,000 voluntary engagements since 1998 (7,000 per annum). Targeted Marketing Outreach strategy that will focus engagement activity in the identified areas of highest need including Sandwell & Wolverhampton Maximised access to the service via a multi-agency referral network through established working relationships and a deep rooted presence in the CPA offered by the partnership including mobile/interactive services & programme by prescription. Provides a referral network that includes all local public service providers and support providers. Offers existing providers an exit strategy for their customers that builds upon their progress, i.e. for partners who focus on rehabilitation, the WP will provide the exit strategy into employability; a collaborative multi-agency extension of their delivery that provides a total solution and joins up support in a seamless approach. Tailored & proven engagement techniques and activities that supports the hardest to reach/help customer groups. Will provide a community presence and service familiarisation with dedicated outreach staff regularly working from community venues providing awareness sessions. Begins to introduce access to support services by providing light touch taster appointments; informal interventions that embraces barriers rather than isolating customers because of them. Introduces the notion of employment/personal development within familiar environments Referral: Rationale, Customer Benefit & Regional Relevance: based on achievement of PPDGs current 95% average referral to start conversion rates (within 15 days) on FND. The referral model supports delivery outputs by providing: Central Contact Unit building on existing relationships with JCP referral teams. Warm referral process that ensures maximised understanding of customer need at the earliest possible point to immediately eliminate referral/attachment barriers. The location model incorporates a commitment to social inclusion & maximises attendance by ensuring that change is introduced into the lives of those marginalised by the nature of where they live &/or their physical abilities. It: 1) Offers carefully chosen geographies including a number of locations selected to meet the needs of all customer groups, rather than a single location which makes people travel and increase the risk of non-attendance. 2) Builds on existing delivery experience within the CPA supporting urban communities and major conurbations supporting the full range of customer groups Embedded local consultation & feedback from subcontractor/stakeholders and customers to localise the offer in terms of access & identified need. Builds in the use of established and familiar locations providing the best geographic coverage possible & cost effectiveness. Providing access to holistic support services
- 16 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a (continued) to people in their own communities. Flexible CPA specific transport solutions/arrangements using in house, public, private solutions which meet individual/geographic requirements. Diverse correspondence chains & services for all customer groups including ESOL needs, reduced literacy or vision & young people. Attachment & Induction: Rationale, Customer Benefit & Regional Relevance: To provide immediate face to face support to build relationships of confidence within each customer group that comes from interpersonal delivery and interaction To provide a standard programme entry structure that ensures high delivery quality standards are consistently delivered to all customers & embeds equality of opportunity Begins to break habits and introduce change from the outset of the programme To provide all customers with the earliest opportunity to familiarise themselves with the service offered and development environments, creating a focused, motivated individual. Incorporates delivery of best practice as identified in Provider Assurance Testing in 2010 where Strong Assurance was achieved. FND induction programme feedback shows that 85% of respondents felt the presentation improved their understanding & the expectations of the programme Offered on a 1:1/group basis to meet individual comfort zones and learning styles Available at all sites in the CPA, delivered by PPDG and all subcontractors Dedicated Employment Coach & Initial/Enhanced Diagnostic: Rationale, Customer Benefit & Regional Relevance: provision of a consistent, stable and secure personalised case management service that supports customers as individuals, not as a collective Building relationships of trust & disclosure with customers to identify and remove their real barriers to employment & provide the blended package of support to make a lasting and sustainable impact on that individuals employability and life chances. Co-ordinates the range of interventions and provides embedded mentoring Integration, not segregation of customer groups. It is the Employment Coach who will have the direct delivery experience of supporting customers and will have at their disposal a full range of interventions & local links (in house; subcontracted; delivered in partnership & called off) removing barriers as quickly and effectively as possible To facilitate a holistic & in-depth understanding of where a customer is in their return to work journey & their proximity to achieving sustainable employment. Incorporates the customer hierarchy of needs (Maslow) & principles of human motivation & emotional resilience, providing holistic assessments that addresses personal need (health, wealth, wellbeing, responsibilities, attitude etc). Available diagnostic activities have been developed to identify the complex needs of individuals for all customer groups and incorporate subcontractor/provider best practice. Interventions & Matrix of Opportunity: Rationale, Customer Benefit & regional relevance: The benefit is they will experience holistic support in a single location and have the best chance ever of finding and keeping employment. Provides a holistic service with fluidity between personal, skills & employment support that offers a total solution to those who access the WP. Enables subcontractors to offer their lines of expertise to all customer groups across the CPA, in addition to their end to end allocations, in a true partnership approach that benefits the customer. Selection of organisations, predominantly VSO, that offers an extensive range of call off services which ensures each customer has a bespoke action plan tailored to individual need, harnessing the wealth of local experience & expertise that exists in the CPA The inclusion of local provider delivery helps build the infrastructure and partnership
- 17 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a (continued) within the communities customers belong to resulting in harmonisation and regional fit. Harnesses the imaginative & innovative delivery of talented, experienced and local staff/workforces, from the vast industry experience of PPDG, Remploy, Dudley Metropolitan Borough Council, The Salvation Army & Inspire 2 Independence to the passion and enthusiasm of front line employees of our delivery partners. Pick and mix training solutions will cater for & respond to regional economic needs/ sector growth/decline by linking into the local Skills Framework (SFA) The range of solutions offered by the partnership builds on the collective delivery expertise and understanding of what individual/customer group barriers exist in the CPA. Offers a flexible, dynamic and refreshed menu of activity responding to local need, market innovation, advancing policy, best practice & is supported by ongoing local/market research. Newly developed interventions include: a) Emotional Tool Kit to build customer capacity to cope with change, increasingly significant for harder to help customers. Building upon research by Business in the Community; b) Increased integration of digital services including Learn Direct Courses; UK Online My Guide, Go On, Race Online 2012 and First Click (for 50+ customers); c) The Age & Employment Network - 50+ Works Online Good Practice Guide for staff; sharing best practice ensuring customer groups outcome/performance parity. Enhanced Job Search & Outcome Activity: Rationale, Customer Benefit & Regional Relevance: The approach ensures the service is not simply about brokering jobs; it is about matching the right people with the right opportunity in which they can progress. Provides a dedicated Employer Service that recognises and supports the local economic strategies via established and developing strategic links Identifies local opportunity & puts in place the range of support for customers to maximise their success by gaining the required skills. Including links to local vocational training providers; awarding bodies etc Provide a joined up recruitment service of choice for local employers, linking them to prepared and skilled local candidates. Aftercare/Survey Activity: Rationale, Customer Benefit & Regional Relevance: Offers a safety net for those with the courage to step off benefit into employment The partnership members have achieved a reputation within the CPA for delivering excellence measured by job outcome sustainability. The model offers all customers a proven in-work support package that meets individual need & builds on this successful existing delivery. This model has secured average 82% retention rates in DWP programmes (Employment Zone 18-24, 25+ and Lone Parents). Provides personalised support to help people get into and on in work. Introduces systems that help customers better cope with the transition from benefit to employment ensuring everyone who moves into work is better off. Reinforces what they have learnt and gives customers the confidence to turn theory into practice, utilising the new skills sets they have acquired, whether this is condition management, budget control, vocational activities and coping strategies. Provides embedded mentoring that underpins the Job Survival Kit activities Provides a range of communication options to meet individual customer need which includes continued support for the employer. Maximises the opportunity for repeat vacancy brokerage and the further integration of the Work Programme into cohesive & locally responsive economic strategies. Embeds a Work Bridging service that supports internal promotion, personal progression and becomes the recruitment solution of choice to backfill vacancies. Live Surveys enable any service adjustments to be made during the customer journey.
- 18 71391761.doc

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.

- 19 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1b The minimum service delivery offer is built upon the best practice from PPDG and its subcontractors (Remploy; The Salvation Army; Dudley Metropolitan Borough Council & Inspire 2 Independence) delivery experience. Collectively the partnership has extensive expertise in delivering to all the identified customer groups through a series of mandatory/mainstream provision and voluntary/ESF programmes. The black box nature of Work Programme allows the flexibility and freedom for providers to create a service offer that harnesses innovation and industry progression with proven & successful delivery features. PPDG and the subcontractors have full expertise of delivering within CPA 14 at both CPA wide level and local/neighbourhood levels ensuring these minimum standards capture local need. Embedded throughout the minimum service offer is a commitment to equality of opportunity & the delivery of true individualised packages of support. The minimum service offer is designed to support individuals, irrespective of their payment group status, with a basic level of intervention that delivers the right advice and guidance. Identifying what individual barriers to sustained employment are and ensuring customers are involved in the decision making process as to the type, range and sequence of activity that will help them remove barriers. Assures full and equal access to the solutions that will best meet individual need. Minimum service delivery levels & rationale for include: Min Offer Rationale: Customer Need: Attachment Time bound commitment to see Personally introduces change Activity: customers as early as possible. which leads to enhanced levels Face to face Maximise allotted 104 weeks of trust, providing the foundations intervention To get individuals into the to achieve the best outcome with within 15 days process as quickly as possible in a that customer. of referral for way that encourages them to Begins to break old habits and 95% of commit to a programme of change build confidence (significant for customers Proven model with existing 95% those previously marginalised by referral to start conversion rate their benefit status (ex IB) and where they live (leading FND provider) Induction: Ensures full understanding in a Standard programme entry Offered on a consistent approach structure for all groups 1:1 or group Confirms expected behaviours Significant for ex-IB caseload basis and associated conditionality who have participated on any Provides equality of opportunity JCP Offer scheme. to all customer groups Accommodates individual Communicates standard need by offering customer choice information including Health & (group and 1:1 delivery) Safety; Equality of Opportunity; Offers both a formal/informal Data Protection introduction to the service Assures customers they are not alone and helps them rekindle team approach Employment Consistent, stable and secure Assures all customers have a Coach personalised service consistent support network (providing Builds confidence and throughout their journey minimum relationships of trust & disclosure All staff will be trained to Matix; fortnightly that enables ECs to remove the IAG standards, equipped to intervention real barriers to employment provide a range of support with each Opportunity to regularly Introduces stability, frequency customer) review/revise progress & structure into customers life
- 20 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1b (continued) Initial A standard initial diagnosis for diagnostic all customers which will trigger the correct and responsive series of assessments and support that identifies personal requirements. Action Plan Initiated at attachment & (produced via documented on Maytas the Maytas Single & shared documentation record of a customers journey; reviewed on Tracks and verifies learner fortnightly programmes and the suitability of minimum the blend interventions provided basis) Reviews & revises progress Email for Life Embeds digital inclusion skillsand Google skills for independent job search, Docs modern labour market interaction, Account employer contact etc Platform to facilitate future career progression. Promotes selfsufficiency Job Search Single/shared employer Systems and account/vacancy management Vacancy Shared vacancy database Brokerage across the supply chain, offering employers a joined-up service. Ensures equality of access to vacancies for all customers Accesses to All delivery locations will have training assigned training & ICT suites. facilities and Integrates skills development Matrix of into the service offer and assures a Opportunity diverse range of local solutions. Access to Assures any financial, situational Personal & personal inhibitors to Requirement participation/development are led support supported/ removed. In Work Continues personal service via Aftercare an in-work diagnosis and tracking Provides ongoing support to manage the transitional phase, identify/eliminate emerging barriers and maximise sustainability Completer Transfer customer to JCP staff Exit Plan Seamless transition/progression ( to JCP within recommendations in 10 days) Continues JCP interaction Customer To monitor customer satisfaction Surveys (start & inform development of wk26;36-52;75 offer/services & exit) - 21 71391761.doc

Gauges individual needs at the programme entry point which will initiate the action plan/next steps. Regularly review with action plan identifying emerging needs. Eliminates individual barriers, builds confidence and skills Personalised to focus on short & long-term goals, achievement & progress Consultative process that enables them to own their journey & recognise progression Supports access to reformed public services Enables self service and digital interaction for all groups Provides facilities and employability/functional skills to enable independent job search. Streamlined and speedy access to a bespoke vacancy brokerage system. Areas in each delivery site to facilitate job search. Client Match holds vacancies from a range of sources. Centralised pick and mix menu of interventions and learning methods that can be called on to address individual need for all groups. Maximises the service impact by providing a range of interventions that facilitate participation and engagement. Puts the customer at the heart of every decision that is taken during their customer journey

Continue their progress joining up their service provision Enables agencies to share data & reduces inefficiencies Enables customers to influence their own services & capture best practice

RESTRICTED COMMERCIAL IN CONFIDENCE

PART 5:

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.

- 22 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.1 The delivery strategy for CPA 14 has been developed from initial design through to final submission, in full collaboration between PPDG, its subcontractors, specialist service partners, local/regional stakeholders and current customers. It is designed to capture and integrate existing excellence to offer customers the best possible range and co-ordination of support, driving up high quality provision, performance & economic vitality in the CPA. Supply Chain Selection: Although approached by a number of providers offering to deliver different and specific elements of the customer journey, from the evidence base and design discussions with providers, the proposed Work Programme partnership offers the best approach for CPA customers, bringing together an incredible depth of knowledge and delivery experience in the CPA to all customer groups. The selection of subcontractors is based on their expertise (sector, customer group, local knowledge) & its relevance to the needs of the CPA; effectiveness of provision and fit with the known local customer need identified via a robust & collaborative delivery strategy design process. All delivery partners have undergone fair, open & transparent assessment via our Expression of Interest (EOI) process identifying their strengths, where and what they can provide to the range of customer groups. EOIs were followed by a series of meetings and discussions to assess each organisations expertise and provider experience in relation to customer group need in CPA 14. We assessed the value of each organisation against a number of factors: current contract performance; service offer; geographical coverage/knowledge; company values and delivery philosophy. This approach assures a flexible, coordinated and locally responsive supply chain that builds on existing capacity/infrastructure and harnesses the expertise of each organisation, to ensure customers receive the right service from the right agency at the right time. The delivery structure has been developed to provide the best approach to supporting the needs/ barriers of all customer groups in the CPA: Customer need: Work Programme customers in CPA 14 will exhibit a range of characteristics and barriers to employment; analysis has identified the following: Skills: 18.6% of the working age population (WAP) in the CPA have no qualifications (with concentrations in Wolverhampton 23.6%). Black and Minority Ethnic Groups (BAME): 16% of WAP in the West Midlands are from non-white ethnic group, it is 12% for Great Britain. BAME communities in the CPA have employment rates averaging 54% compared to 74% for the white population. There are higher proportions of worklessness in different ethnic groups; highest levels are prevalent in Pakistani/Bangladeshi Women who have an employment rate of 20%. 18-24: High youth unemployment persists particularly in Solihull (34.1%, with wards as high as 40%); Sandwell (30.3%) and Dudley (29.9%); West Midlands average is (29.4%). 50+: High numbers of older jobseekers with concentrations in the Black Country: Halesowen (23.7% claimant rate); Norton (22%); Spring Vale (20%). Lone parents: Concentrated in Birmingham & Wolverhampton (2.9% of the WAP) Disabilities/health issues: Concentrated claims in: Walsall (1.3%) & Sandwell (1.4%) Ex-forces: mental health issues, family breakdown, offending & alcohol abuse. Offenders: 26,400 offenders are serving probation orders in the West Midlands. Experience shows that interventions required are largely similar, with specialist and enhanced support required for hard-to-help groups. On this basis, the best and most effective/responsive approach is for 5 expert organisations to provide end-to-end customer journeys. These organisations demonstrate effective intervention with the whole range of customer groups, yet bring specific expertise for the hardest to help. These will be supported by an integrated network of specialist partners. End-to-end Subcontractors: will manage the customer journey from referral to completion, including in-work support. The model provides a single point of contact from
- 23 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.1 (continued) responsible for each customers journey. End-to-end management of the customer journey by a single provider will ensure consistent/continued support from a single Employment Coach to develop levels of trust and develop confidence. The structure captures current/past experience of working with all customer groups in the CPA i.e. Pathways, New Deal and FND integrating the specialist skills of each core provider into a combined service offer. Subcontractors offer their expertise to all customer groups across the CPA, in addition to their end-to-end allocations, in a true/best partnership approach. End-to-end providers will include a blend of Private and Third Sector/charity organisations: PPDG: Lead/Prime provider coordinating delivery of the Work Programme across the CPA; responsible for overall performance. PPDG has supported over 50,000 into work in the CPA, with 58% from BAME communities; in some contracts this has been as high as 85% with Job outcome performance as high as 52%. Also has delivered programmes for BAMEs, 18-24 yr olds, offenders, IB/ESA claimants and lone parents. Brings expertise in Job Brokerage and Employee Development. Will deliver 69% of outcomes. Remploy: Has over 4 years experience of working with ESA/IB customers via WorkStep & Pathways to Work, a large number of whom are 50+. Brings a range of expertise of working with people with disabilities, learning difficulties and mental health issues. Will deliver 8% of outcomes. The Salvation Army (TSA): Will provide a Marginalised Individuals Advisory Service providing expert support for ex-forces personnel and customers at risk of homelessness. Will deliver 8% of outcomes. Specifically TSA has a Condition Management Programme and cognitive behavioural therapies to support the hardest to help customers i.e. those with addiction, mental health and health issues. They support nationally over 3,500 homeless people a day and have embedded in their services a range of support mechanism to help those experiencing housing problems. Dudley Metropolitan Borough Council (DMBC): as an incumbent FND Prime in the Black Country in addition to an expansive and extensive delivery portfolio including: New Deal; Future Jobs Fund, Programme Centres, ESF & ERDF, SFA contracts. They bring expertise to supporting all customer groups with long standing heritage in Dudley. Will deliver 4% of outcomes. I2i: delivery of 40+ welfare to work programmes including FND in the Black Country as a subcontractor to DMBC, New Deal, Working Neighbourhood Funds and various Skills Funding Agency contracts to a broad range of customer groups including BAME groups, homeless people, ex-offenders and the JSA group. Will deliver 11% of outcomes. The partnership brings unrivalled expertise in identifying and addressing the diverse range of barriers faced by customer groups in CPA 14 and sourcing and securing job outcomes from the local employer network. The strategy embeds a collective belief in the provision of an end-to-end service that minimises fall out and builds consistency and stability into the customer journey. Moving customers around increases anxiety and sense of a revolving door and ultimately attrition, specifically to those in the ESA/ex-IB customer group. Experience from best performing delivery shows customers value consistent, joined up support offered by end-to-end provision and dedicated Employment Coaches. Specialist Partners: Based on current delivery, we anticipate around 10% of customers will aspire to be self-employed. To ensure a full and comprehensive service for all customers, we have identified two organisations to provide focused enterprise support: Princes Trust will work with customers aged 18-30 & Business Enterprise Services (BES) will support customers aged 30+. The customers Employment Coach will be responsible for co-ordinating and integrating this service into the customer journey. Both organisations are recognised market leaders in supporting customers with enterprise and - 24 self-employment solutions, an aspiration which offers flexible work is attractive to many
71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.1 (continued) offenders with disclosure barriers. From the consultation process described above subcontractors/partners abilities and capabilities are assured to deliver all the minimum service elements and an end-to-end customer journey. The consultation has included a review of customer group expertise in line with CPA requirements to ensure they can support the broad range of customer groups and to harness any expertise. All members of the partnership will support the full range of customer groups, providing a platform from which all members can exchange skills, services & expertise. Distribution ratios have been agreed with subcontractors to deliver end-to-end provision within specific geographical areas to ensure full CPA coverage, building upon what is established and offering the best approach to maximising investment, property, staff, expertise and local provider partnerships existing in the CPA. Geographical distributions include: Remploy: Birmingham based delivery including Yardley & Small Heath. TSA: supporting the South West of the CPA including Halesowen & Stourbridge (where there is higher 50+ unemployment). i2i: in the North West of the CPA including Walsall & Wolverhampton; DMBC: will support referrals from Dudley JCP. Remaining areas will be covered by PPDG. This offers the best CPA coverage and service access possible via existing/recognised sites including 12 PPDG sites; 3 TSA sites; 1 central Birmingham Remploy site; 2 i2i sites & 3 DMBC sites. This approach offers coverage from fully operational and community based venues, supported by mobile services and driver pick-up operation. This is designed to maximise attendance and participation & reduce social isolation, enhancing customer access across the CPA, maximising existing cost efficiencies & value for money investment. Matrix of Opportunity Providers: For partners unable to offer/provide whole customer journeys, arrangements have been developed to broker/harness their specialist provision within the Work Programme Community as a member of the CPA wide/specific Matrix of Opportunity. This offers the right support from the best possible providers working at a level that allows them to focus delivery on what they are excellent at, responding to customer demand. The Matrix of Opportunity assures a mix of service delivery and sector inclusion (54% third; 4% public & 42% private sector) within the WP community. This incorporates established working strategies and local provider links that exist within current CPA delivery i.e. PPDGs WNF partners & DMBCs Voluntary Services. The directory includes VSOs ensuring specialism/grass root expertise is harnessed within the service and enables them to operate at a delivery/funding/risk level that supports their inclusion i.e.: DORCAS, Freshwinds & the Evolution Centre. The Matrix of Opportunity will be accessible to all staff delivering end-to-end customer journeys to ensure customers have equal access to call-on/-off specialist provision. The delivery structure maximises established local links & utilises relationships with local providers providing total solutions to workless individuals in the CPA linked to the local economic strategy structures. Relationship management: Subcontractor: JCP referrals to the WP will be centrally managed and distributed by a Central Contact Unit providing: a central service to JCP that clearly communicates which member of the partnership will be supporting the customer; centralised/controlled PRaP administration and transparent customer distribution via a shared Customer MI system. Our supply chain management strategy is deployed by Supply Chain Managers and includes an integrated contract communication process, performance monitoring and joint continuous improvement; shared systems (MI; Employer CRM; Vacancy Management etc). Matrix of Opportunity Providers: will be managed by our procurement officers, with defined Service Level Agreements. Existing/new onsite delivery arrangements will support the one stop shop ethos integrating a range of services for diverse customer groups & providing seamless customer journeys. Onsite partners/co-location arrangements with BES, Princes Trust, learndirect, Credit Union & CETA will continue and be built upon.
- 25 71391761.doc

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.

- 26 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.2 Annex 4 page 2 illustrates the proposed partnership (PPDG, Remploy, Dudley Metropolitan Borough Council (DMBC), Inspire 2 Independence (i2i) & The Salvation Army (TSA)) management structure and page 1 depicts the organisation and strategic partnership model. Combined these show how the management structures will work together for the delivery of Work Programme within CPA 14. It provides dedicated management/monitoring support at individual site, regional, CPA and national level, and clearly demonstrates the reporting lines from corporate to operational level across the Work Programme Community. Key features of the management structure include: Senior Executives with over a 100 years worth of combined experience and expertise in the Welfare to Work and skills development industry delivering integrated solutions in partnership with public, private and voluntary sectors & bringing knowledge from other markets i.e. Australia to local operational delivery. An executive team experienced in interpreting, implementing and delivering government contracts through an infrastructure that maximises quality and performance. An Operations Management Structure designed to deliver local solutions to national priorities A dedicated employer engagement team fully integrated with the operational delivery team which works at strategic (LEP; Local Authority; Chamber of Commerce & CBI) level as well as with National and local/SME businesses Executive commitment to supply chain management (Managing/Finance Directors) A Senior Manager responsible for the whole Supply Chain across CPA 14. Identified Management Skills & Expertise: PPDGs people are one of its most powerful assets; they bring not only local relationships & delivery experience, but passion. Passion to make a difference to individuals, their families and their communities. The proposed management structure is designed to channel this passion, skill and experience to provide the best possible solution to CPA 14 stakeholders & customer groups. The structure builds upon a robust contract management approach that has supported extensive and successful delivery of key government welfare to work contracts over the past 12 years, specifically Flexible New Deal (FND), New Deal and Employment Zone within CPA 14. The current performance in these contracts confirms the effectiveness of this proven contract management structure which has been adapted to respond to the challenges of the Work Programme. Ongoing reviews of contract management activities assess the skills and expertise within the management team and identify best practice. In addition the Executive Director responsible for HR and staff training is a member of CESIs Professionalisation of Welfare Expert Reference (POWER) Group, and uses this external consultation to benchmark industry/sector best practice and standards. This knowledge is used to provide management development training and informs recruitment criteria and succession planning. From a full review of all management assessment activities including DWPs Provider Assessment Testing (Strong Assurance); OFSTED (OFSTED Grade 1 Leadership & Management) & IIP/self-assessment reports and a competency audit, the full range of skills & expertise required to effectively manage the WP in CPA 14 have been identified. The requirements include: Leading delivery and managing change through; data analysis; the application of industry knowledge (i.e. understanding customer needs); strong decision making, planning and implementation skills; highly effective communication; and with a desire to continuously improve. Building and maintaining strong relationships with all internal and local & national external stakeholders i.e. JCP; Local Authorities & LEPs (meetings; support networks; designing unique solutions to local issues) Balancing resolve and results orientation with creativity, empathy and compassion to deliver excellent results through internal teams and the supply chain.
- 27 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.2 (continued) Supply Chain Management Skills & Expertise: from a robust and consultative supply chain selection process we have identified organisations with extensive delivery experience with a successful track record of managing delivery at a subcontractor level in key contracts such as FND & New Deal. They have robust subcontract management arrangements embedded within their management structures. PPDG, i2i & DMBC have long standing established working relationships and joint contract delivery/management process from joint delivery of New Deal/FND in the Black Country since 2006. i2i currently manages FND delivery within the CPA as a subcontractor to DMBC & in two other CPAs with Serco. DMBC act as a subcontractor to PPDG, Dudley & Stourbridge Colleges and Coventry City Council. The Salvation Army has experience of managing FND subcontracts and have a local delivery platform of operational units & local management structure within the CPA, from which to expand their Employment Plus management team as part of the Work Programme (WP) subcontract. The partnership management structures enrich the offer with a range of local knowledge and stakeholder relationships. Collaboration has enabled us to identify & integrate the best joint management solutions detailed below. The proposed WP Management Structure for CPA 14 includes the following key roles and their associated responsibilities and reporting lines (see Annex 4 page 2): Corporate: ESH Group Chief Executive: To implement the strategic goals & objectives of the parent organisation & all subsidiary companies. Responsible for the strategic growth and business management of ESH and its group of companies portfolio of services ensuring best practice is shared across the globe. Reports to the ESH Board. PPDG Chief Executive Officer (CEO): To implement the strategic goals & objectives of PPDG & to give direction & leadership toward the achievement of the organisation's vision, mission & values, its annual goals & objectives. Responsible for all contract performance. Reports to the Group Chief Executive. PPDG Managing Director (MD): Responsible for the strategic growth of the contract portfolio, partnerships & business development. Overall responsibility for relationship/contract management with Subcontractor Executives. Reports to CEO: Executive Director (HR/Staff Development & Quality): Responsible for an infrastructure that delivers excellence through its staff and meets all legal requirement and appropriate quality standards. Offers Subcontractors support/guidance. Reports to CEO Executive Director (ICT/Security; Occupational Health & Safety & Quality): Responsible for the physical & technological infrastructure that delivers outstanding performance through knowledge, analysis & secure communications in healthy & safe environments. Offers Subcontractors support/guidance. Reports to the CEO. Finance Director: Responsible for the financial modelling, monitoring and management of all activity including financial support & guidance for subcontractors ensuring their financial security, stability & compliance. Reports to CEO. Subcontractor Executive: Responsible for overall subcontractor contract/performance management & Senior management reviews. Reports to PPDG MD. Operational Level: Operations Director: To manage & oversee the operational activity of the WP CPA & strategic management of all partner relationships. Liaise with DWP Contract Manager & Subcontractor Senior Management. Liaise with Supplier Relationship Management Teams (DWP) & represent the company at strategic meetings. Reports to CEO. Regional Operations Director (ROD): To ensure maximum performance & achievement of all delivery requirements at each site within CPA 14 through effective management of Site Managers & their delivery teams. Liaise with all support services to achieve Quality & Performance Targets within agreed contractual budget & profiles. Based peripatetically in CPA 14, reports to Operations Director.
- 28 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

5.2 (continued)

Employer Engagement Director (EED): To strategically lead the partnerships employer engagement strategies and relationships with community groups. To co-ordinate national/local employer links and engagement activities to provide a coordinated single access service for local employers and businesses. Reports to the Operations Director. Supply Chain Manager (SCM): Responsible for all interfaces between PPDG and subcontractors in all matters relating to service delivery, performance, communication & relationship managements. Reports to the Operations Director. Site Manager/Subcontractor Site Manager: To manage WP delivery at a site level ensuring effective business systems, processes & customer services are monitored, evaluated & continuously improved in line with the wider business & social regeneration context. Reports to ROD/SCM. Employer Engagement Manager: To engage & liaise with employers & local community groups within CPA 14 to enhance the customer journey with employment opportunities. Reporting to the EED. Integrated Supply Chain Management Protocols: as a partnership network of agencies an open, transparent and cohesive approach to integrated contract management is required. The proposed management structure will facilitate this by providing: Support from the MD, who will conduct individual high level quarterly reviews with all subcontractors; specifically providing an overall management for subcontractors delivering in multiple CPAs. MD will chair Strategic Management Committee & quarterly Joint Contract Review Board with partnership members. Financial Director assistance to ensure subcontractor financial stability & compliance Support from the Operations Director holding overall responsibility for performance in CPA 14, assisted by an SCM who has day to day & localised contact with subcontractor delivery units & Matrix of Opportunity providers An SCM will provide single access point for all subcontractors & will hold monthly performance reviews with each subcontractor. They will maintain ongoing relationships with Matrix Providers assuring service/delivery quality. Managing the flow of customers into their services from the partnership. Annex 4 Page 2 details the services being offered to subcontractors. The SCM will ensure these services are known, accessible and of value to all organisations. Quarterly joint reviews of the Matrix of Opportunity providers by the partnership Rationale and Appropriateness for CPA 14: the proposal builds upon a robust model of contract management that integrates experience, innovation, collaboration and localisation. It ensures that all delivery is managed locally at an operational level to deliver the highest quality of service to customers supported by centralised structures including EPM Live, shared MI systems & SCM framework. It assures that appropriate site level management is available to support staff, stakeholder engagement & performance achievement reporting into structures that review the contract management/performance as a whole. The scale of management is designed to support the delivery location strategy giving the most cost efficient & effective coverage possible across CPA 14, ensuring that local delivery is centrally coordinated & best practice is shared. The structure builds upon existing protocols within CPA 14 specifically working in partnership with Remploy delivering Pathways. It integrates best practice from the whole supply chain, incorporating full experience of operating at Prime/Subcontractor levels within CPA 14. The SCM structure ensures that all partnership management structures/systems are aligned and integrated, fostering mutual levels of trust & understanding by enabling clear channels of communication. It promotes stronger joint working and interaction and provides the right structure to drive up performance. The full integration of strategic partners ensures a locally focused response that maximises local efficiencies and value for money investment.
- 29 71391761.doc

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.

- 30 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.3 The Partnership (PPDG; Remploy; Dudley Metropolitan Borough Council, Inspire to Independence & The Salvation Army) will build upon existing effective processes and systems to monitor and manage delivery of the Work Programme (WP) to ensure a consistently high standard of performance across the entire supply chain and CPA. These processes are designed and developed to not only monitor and manage delivery but to continually improve the whole supply chains collective performance. The scale of the partnership enables efficient and effective management and monitoring of the quality of delivery, using a shared integrated solution, maximising consistency via the following: Management Information (MI) Systems: utilising Microsoft Reporting Services real time and historical MI data reporting functions developed and tailored to the WP delivery by experienced and qualified data analysts. The partnership will have shared access to WP Reporting Services reports with access permissions allocated on a group/job role/provider basis for data security. PPDG will issue the partnership with web based access to its proven MI database, utilised for over 12 years, which has supported the recent achievement of a 99.98% accuracy rate of 11,755 FND PRaP file updates. It enables all information relating to the whole provision and customer journey to be captured, analysed and monitored in real-time. A central MI development team will adapt the database to capture the WPs requirements. Maytas will capture all customer information and the information recorded will be linked to each staff member/provider to produce and validate individual performance. Data recorded on Maytas will be used to monitor actual performance, configured to show performance levels by geographical area, PPDG/subcontractor site, customer group, time period & staff member. Maytas is supported by a web based Customer Referral System (CRS) which centrally tracks all referrals received via PRaP and attendance across the whole supply chain network centralising the front end of the process. The partnership will share the same end to end MI systems accessed via a Supply Chain Extranet; each providers MI system will be modified to their specific MI reporting and monitoring needs, with secure access based on group/job role permission levels. The use of shared systems which will be fully secure and ISO27001 compliant will reduce the risk of data reporting and security issues occurring, ensuring DWP receive accurate and timely data and MI. PPDGs nominated Security Officer will ensure all subcontractors maintain compliance within their security systems. Key Performance Indicators (KPIs): will measure minimum service levels targets and performance, to include (non-exhaustive): Referrals; Attachments/speed of attachment (15 day); Referral to Attachment ratio; Attendance and attrition rate; Action Plans created; Qualifications achieved; Diagnostic Assessments; Job starts & outcomes; In-Work tracking/aftercare; Job sustainment; exit report (10 day). Available by provider, customer group and geography. The KPIs will be produced via a centralised Reporting Services function, a self-servicing facility enabling the user to produce timely KPIs, with a structured review timetable built into the Supply Chain Management framework to ensure performance evaluation. Tiered KPI review at different management levels: o Site Manager (SM) receives KPIs split by site/staff member to monitor team/individual performance, reviewed monthly with the Regional Operations Director (ROD). o RODs will have the KPIs at geographical level to monitor regional and site performance, including subcontractor sites, at monthly performance meetings. Subcontractors will mirror these reporting systems at least to individual location level reviewing them with their allocated PPDGs Supply Chain Manager (SCM). o Operations Directors (OD) will receive KPIs at overall CPA and contract level again including both PPDG and subcontractor performance. Real time reporting enable data analysis at an individual, team, provider and contract level as required. Regular reviews identify trends such as high/low achievements, high attendance/attrition rates, high/low levels of referrals/starts & high/low job outcome & sustained job outcome performance. Control charts will be used to provide performance
- 31 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.3 (continued) context and informs the best level of response. Contract managers and SCMs can address performance issues quickly by completing corrective action i.e. resource redistribution, staff development, time bound performance improvement plans. A centralised Quality System means learning can be disseminated across the whole supply chain, regardless of where in the partnership it occurs. Monthly Narrative: Provides background information to programme performance figures. Completed monthly by the ROD with input from SMs, Community Engagement Managers, SCMs and subcontractor management teams and published to the OD, subcontractors, delivery partners, DWP and stakeholders. The narrative reports past/future events, employer engagement, performance and highlights best practice. Internal Audits & Self-Assessment: Conducted by the Business Support & Claims Team (BSCT) & Continuous Improvement Team (CIT) to assure contract requirements are met & exceeded. Audits are carried out against ISO 9001:2008 standards, Provider Assurance Team (PAT), the DWP Performance Improvement Framework (PIF) and Self Assessment Reports (SARs). These activities assess/measure contract compliance & highlight areas for improvement & ensure PPDG/sub-contractors are operating to DWP standards. Audit results enable SMs, SCMs & RODs to manage & monitor delivery performance in each team & at a regional level to ensure that areas for improvement are addressed in a timely manner & consistent high standards of performance are sustained. PPDG received Strong assurance by DWPs PAT for our FND provision. Caseload Reviews: structured reviews with staff to review caseloads against profiles to monitor performance & achievement, providing the opportunity for managerial support & guidance. Reviews take place bi-monthly as a minimum but varies depending on the experience/achievement of the team member, & are recorded & stored electronically. Performance Reviews: fortnightly reviews of site performance against profiles. Performance includes monitoring referrals/attachment ratio, attachment speed, vacancy brokerage, job outcomes/sustainment & all minimum service requirements. The SM undertakes monthly Performance Reviews with the ROD which includes provision performance, staffing issues/requirements, customer feedback, caseload review results & future events. The subcontractor SM equivalent will undertake the same monthly reviews with their SCM. The discussions and outcome of the review are recorded & stored electronically. The review timetable is defined by risk/circumstance. Staff Observations: All partnership training staff will be monitored as part of an OFSTED commended Joint Observation of Teaching & Supported Learning Strategy. Conducted by the Curriculum Development Manager and assessors/subcontractor trained assessors. Staffs are assessed according to qualifications and/or experience and are graded in line with OfSTED grades. The observations highlight areas for improvement, ensuring high quality training is delivered and staff are trained appropriately. Performance Capability process to address staff related poor performance. Initially the frequency of Caseload Reviews is increased to ensure performance monitoring and managerial support/guidance. Any continued performance shortfalls are addressed by a Performance Improvement Plan (time bound/SMART) and supported by HR. Quality Management System (QMS): PPDG ensures that delivery of provision is of consistent high quality by maintaining & continuously improving a QMS in line with ISO 9001:2008 standards. Job role Processes & Work Instructions are documented devised by the CIT in consultation with operational staff & displayed on the QMS. Every member of PPDG staff has access to the QMS via the company intranet & their relevant work instructions; ensuring all staff follow the same processes & procedures resulting in a consistent & quality service. A Change Request process exists where staff can suggest best practice/lessons learnt. Subcontractors will have access to version controlled processes and work instructions which are developed in consultation with the SCM and subcontractor representatives; accessed through the Subcontractor Extranet.
- 32 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.3 (continued) Customer Feedback: the partnership will monitor WP customer opinion to ensure we are meeting their needs & providing fit for purpose activities/equipment/environments across the supply chain and CPA; conducting surveys, focus groups & informal reviews. We will replicate this through our supply chain supporting them to canvas customer opinion. Quarterly supplier assessment visits will be conducted, utilising the Merlin Standard including training observations to monitor supplier codes of conduct. All feedback will be reviewed with the SM, ROD, SCM & subcontractor. Enterprise Project Management (EPM) System monitoring: enabling SCMs to report supply chain progress; identify which supply chain partners are committed to which contracts; analyse current/future resource capacity; risk & issue management. In addition to the arrangements outlined above subcontractors will undertake further monitoring activities with their SCM including: a) site visits to meet & encourage staff to achieve, build relationships of trust; b) ongoing SLAs reviews/evaluations & Due Diligence checks, monitoring terms & conditions & adherence to agreed policies. PPDG fully support sub-contractors with preparation/planning for their quality inspections/registration. Further supply chain performance improvement activities will include: Supply Chain Forum included online excellence gateways to capture & share best practice/efficiencies & case study provider excellence; facilitating online surveys to capture feedback & focus groups/round table discussions, facilitated by PPDGs CIT. Supply Chain Extranet: issuing access to the MI systems, work instructions, narratives, success stories, contract changes etc. A mechanism to communicate/facilitate ongoing supply chain feedback to improve inter-agency practices & those operated by us as a Prime, as well as the establishment of cross-sector theme teams. Quarterly Joint Contract Review Board Membership is agreed prior to the start of the provision. Performance, best practice & lessons learned are discussed. Capacity Building Activities: offered across the supply chain following as part of a collaborative change control/continuous improvement commitment. Activities include secondments; efficiency management support; outsourcing of central services; team building days & workshops (i.e. TUPE management; customer attrition; ICT/Data security) Where any underperformance or unsatisfactory service provision is identified the SCM will undertake a formal Provider Performance Capability Review, involving verbal & written communication including letters of concern & formal warnings; identification & investigation of the shortfalls/slippage/non-conformity; review & consultation. This review will be documented in a time-bound 3 month Partner Improvement Plan (SMART), establishing activities, support interventions & interim improvement measures &/or a formal escalation procedures including suspension of payment & contract termination measures. A variety of improvement support options will be available via the Supply Chain Management services including: corrective/preventative action guidance; staff secondments; outsourced central contract management services; staff training/development; business/staff mentoring; sharing efficiencies; re-evaluation of their SLA agreement etc. Where no further improvements are possible, mutual agreement would be sought to terminate the contract, it is important to note that this is considered a last resort. In the eventuality that a provider fails to meet their service agreements to a satisfactory level, PPDG will invoke contingencies that will refresh the supply chain in full consultation with DWP. The partnership will aim to sustain the integrity of our original supply chain design however contingencies may include: Redistribution amongst the remaining core partnership (internal absorption/reallocation to performing subcontractors); Re-assessment of the supply chain/reserve list to identify any suitable replacements. If issues arise outside of the supply chain e.g. third party complaints regarding any supply chain member, PPDG lead the response on behalf of the partnership, following a collaborative corrective action process. Findings will be utilised disseminated across the supply chain via the centralised Quality Management system.
- 33 71391761.doc

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.

- 34 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 PPDG and the partnership (JHP, Remploy, The Salvation Army (TSA), Inspire 2 Independence & Dudley Metropolitan (DMBC) will constantly review the effectiveness, capacity and availability of our infrastructure to ensure we meet the needs of the communities and customers we serve. Proactive environmental scanning enables us to offer a premises solution which is market-responsive and fit for purpose. Our Facilities Team has reviewed the incoming Work Programme (WP) contract and customer needs against the current joint delivery portfolio, identifying and planning future requirements or adjustments i.e. new specialist equipment, to ensure these can be initiated at contract award. As part of our supply chain selection process PPDG has reviewed subcontractors and delivery partners infrastructure, this has facilitated a delivery partnership offering 21 sites with a wide range of facilities to meet the individual needs of the WP customers ensuring maximum coverage of CPA 14. CPA 14 covers a concentrated geography with several conurbations (West Bromwich, Walsall, Solihull etc) & 2 cities, Birmingham and Wolverhampton. There are pockets of community isolation, characteristic of urban areas that have undertaken extensive inner city regeneration, where local authorities have created new social housing options in the suburbs and in local green belts. There is also a lack of inter-urban transport which further narrows the access and travel to work norms of the CPA residents. In response, we will deploy a proven hub and spoke premise model. The hub and spoke premise model builds on an existing/established delivery platform from existing contracts to benefit WP customers. It adds value to our customer service in three ways: i) it enables us to build a relationship of trust and confidence within a familiar & localised environment at spoke level, supporting the customer to move on to interventions in a larger hub site and expand their travel patterns; ii) it ensures equality of access and continuity of facilities/services regardless of which end-to-end provider a customer is referred to; iii) it provides a responsive property solution of call on/off premises which can support customer inflow fluctuations and can be increased/reduced as required with the added value of cost efficiencies. Hubs: are based in key locations determined by claimant and deprivation hot spots. Spoke: are sites located in the local community. This model offers maximum geographical coverage across the whole CPA, providing a range of service access points and localised delivery enabling a consistent level of support to all customer groups across the CPA. From current provision in this region the partnership already has an extensive existing infrastructure with sites located in the heart of the most deprived communities including Chelmsley Wood & Newtown. The delivery partnership has conducted further regional research to identify deprivation, inactive population/ claimant hot spots to ensure the existing/planned premises solution continues to meet need. Hub sites are located in identified hotspots including: Northfield, Wolverhampton, Handsworth, Dudley & Sparkhill. These conurbations have high levels of benefit claimants i.e. Wolverhampton Crown House & Wolverhampton Chapel Court JCP have the highest claimant counts, a combined JSA count of 9,585 in Dec 2010 (NOMIS). A hub site is centrally based here with a wide range of facilities and staff who have vast experience & expertise of working with the customers from this local neighbourhood. A hub site is also located in Chelmsley Wood to support the high levels of youth unemployment; the relative wealth of nearby Solihull has meant that areas such as Castle Bromwich & Chelmsley have suffered from a lack of local programmes and have subsequently developed high concentrations of youth unemployment levels, as high as 38%. PPDGs and Remploys mobile skills units will continue to mobilise the service in identified harder to reach communities. The premise solution will be available from day 1 as the majority of the sites are used for contracts that the WP will replace i.e. Flexible New Deal (FND) and the Working Neighbourhood Funds and Future Jobs Fund delivery will have been completed freeing up full and total access to the partnerships advancement centres across Birmingham & the Black Country. The provision of 11 fully-resourced PPDG
- 35 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 (continued) Advancement Centres demonstrates a strong ability to interpret & support the service needs of a wide range of customers from a single location; e.g. learndirect centres; Debt Advisory service. These centres are a legacy of high-performing outcomes related contracts i.e. Employment Zone, the success of which has allowed funds to be reinvested into the centres to improve the customer experience & services available. Our subcontractors & partners bring an additional 9 sites to the regional premises portfolio creating a robust & localised premise framework. The partnership will root delivery in the heart of the communities experiencing the highest levels of deprivation. All WP sites (hub and spoke) will be equipped as a minimum with: job search areas; PCs; Internet access; telephone & fax; photocopier; disabled access; customer toilets; & refreshments. Our hub sites will be a one stop shop offering services from a variety of delivery partners including links to community support i.e. CETA & Credit Union, under one roof, in a non-threatening community environment. They will provide (as a minimum): waiting/reception area; online learning suites; interview rooms; group training rooms & job boards. In addition to our core offer, we will offer the following flexible delivery solutions/adjustments to ensure we meet collective & individual need: Flexible service hours: All centres accessible from 9.00a.m - 5.30p.m Monday to Friday. Additional flexibility will be provided for services outside these hours and to ensure equality of access e.g. curry clubs (6-9pm); after school clubs; family fun days; community carnivals (Mega Mela); shift-pattern access for in-work support and weekend recruitment. Accessible, community based delivery sites: Strategically placed within areas of high customer concentration and close to JCP offices, i.e. Washwood Heath JCP office had 4,925 JSA claimants in Dec 2010 (NOMIS) the partnerships hub site at Nechells is located in the adjacent ward to this JCP office with excellent transport links. Centres will be supported by PPDG & Remploys mobile delivery unit & bus service scheme; DMBCs community space in local libraries; neighbourhood offices & corps centres from the TSA. Access Support: Specialist support services i.e. Interpreters; bi-lingual staff can deliver workshops in a range of languages; marketing available in over 20 languages (inc. Bengali; Urdu; Somali); interview rooms for confidential 121 sessions. For customers with visual or auditory difficulties, Remploy offers a range of interventions including enlarging documents, Braille, and maintaining eye contact to facilitate lip reading: making reasonable adjustments needed for clients to benefit from the service offered. Partnership Proficiency: all supply chain partners provide DDA audited centres which are audited regularly in line with changing legislation to support customer access i.e. wheelchair ramps; conduct access audits to assess the physical environment and ensure compliance with Part M of the Building Regulations, British Standards and DDA best practice; deliver Disability Equality and Diversity Training to all employees; and provide support/guidance on Disability Equality Schemes & Disability Equality Duty to employers. Diverse delivery site amenities including designated prayer areas; culturally sensitive delivery (i.e. women only/faith-based sessions); baby change facilities (where possible), disabled access/facilities; on-site access to wrap-around services provided by community partners e.g. Debt Counselling, addiction support & mentoring. These solutions are designed to offer easy access for all customers referred to WP in CPA 14. To provide the best possible service to all customer groups, the delivery partnership has undertaken research including customer focus groups & partner service evaluation, to ensure the services/facilities remain locally responsive. This research, combined with vast delivery experience has identified adaptations for the following: People with health/mental health issues, disabilities and/or learning difficulties: 8.8% of the Working Age Population (WAP) in Sandwell and 8.7% in Wolverhampton claim Incapacity Benefit (IB) against a West Midlands average of 6.8% [NOMIS]. WP delivery must therefore remain responsive to the needs of this significant customer group if they are to fully benefit from the services available. All supply chain centres are audited
- 36 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 (continued) in compliance with the Disability Discrimination Act. We improve and enhance the life and career chances of disabled people throughout their customer journey, using a number of cost effective solutions, e.g.: Learning materials: access to large text/Braille versions; hearing loops; text phones; e-learning/digital and interactive solutions; British Sign Language (and other languages) interpreting service supported by Pertemps Disability Consultancy and delivery partners; dyslexia/dyspraxia software and assessments; interpreting group-based and individual learning. Accessibility: flexible opening hours/appointments to fit around treatment; lift/stair lift access; disabled parking; pick-up service; proximity to local health services. Young People: high levels of youth unemployment persist across the West Midlands, particularly in Solihull, Sandwell & Walsall which have an 18-24 claimant rate above the national average. As the recent recession disproportionately affected young people we expect high levels of young people participating on the WP, and have ensured our sites have a range of facilities to support this customer group for the WP delivery e.g.; modular training activity; bite size taster sessions; informal learning/interviewing environments; community-based activity; enterprise projects i.e. The Apprentice style enterprise challenges to raise money for local causes boosting soft skills, i.e. communication, functional & employability skills; sports/recreation based learning i.e. Cricket without Boundaries, a motivational course; digital/interactive learning tools e.g. Nintendo DS. These are based on best practice from the partnerships delivery experience within CPA 14 including New Deal PSL (where PPDG supported 55% of 18-24s back into employment), Future Jobs Fund, Employment Zone 18-24 & Work Focused Training. Customers with childcare responsibilities: there are higher than average levels of Lone Parents in Birmingham (3%); Wolverhampton (2.9%) and Sandwell (2.8%) (West Midlands average is 2% and National average is 1.7%. To support lone parents all of our centres are fitted with full baby changing facilities, childrens toy boxes, and drawing & colouring materials to keep children accompanying their parents to our centres happy and entertained. Where available, older children may use the in-house PCs/Nintendo DS. PCs are filtered to restrict access to inappropriate websites or content. Employment Coaches (ECs) will arrange appointments with parents during school hours, reducing the need/costs for childcare and supporting attendance. Some of our centres provide on-site crche facilities and all are located close to Sure Start Childrens Centres (with whom we have excellent links) or other free/low-cost childcare facilities. Our Employer Liaison Coaches engage with local/national employers who offer flexible working options; organise onsite employer events to support the WP service. Black & Minority Ethnic groups: to ensure equality of opportunity for BME customers we will work with agencies which already have strong links with the local communities e.g. the Bangladeshi Youth Forum with whom PPDG has built an effective working relationship & CETA. Co-location arrangements in Birmingham sites enable partnership working to support local community members to find employment & access education. Utilising their feedback to inform our provision & facilities to meet the needs of local customers. The partnership will support the needs of the pockets of BME communities within the CPA i.e. Sparkbrook, Handsworth & Sandwell by continuing with our standard practice of offering prayer space at all sites; women only sessions; appointments scheduled to accommodate prayers & learning materials in range of languages. To ensure the partnerships facilities/services meet the needs of this customer group we consult with community groups such as the Bangladeshi Womens Association to gain feedback and continuously improve the facilities/services we offer from each of our sites. The partnership has utilised best practice from contracts i.e. Partners Outreach of Ethnic Minorities including the recruitment of a workforce that reflects community diversity
- 37 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 (continued) The delivery partnership has in place 18 sites ready for day one delivery. Below is a table of site locations and an outline of the local public transport links to each (non exhaustive): Birmingham & Solihull Sites include: Harborne PPDG: B37 5TS, Bus: Handsworth B21 9LZ, B17 9PU, 7,14,19,22,23,24,29,33,39,46,51,55,56, Newtown B7 5PD, B19 2SS, 63,65,66,67,71,72,74,79,90,94,97,115,123, Nechells B11 4AR, B31 2RE 424,448,636,663,907,952,966,997,11A,11 Sparkhill C,29A,39A,66A,71A,97A,X62 Chelmsley Wood Remploy: B3 1PB Train: Marston Green, Winson Green Northfield Outer Circle Metro, University, Aston, City Centre Salvation Army: Jewellery Quarter Rail & Metro, Small B4 6HA, B4 6HH Heath, Northfield Black Country Hub Sites include: Dudley DMBC: Bus: 74,87,120,124,126,140,205,208,222, DY2 8PR 223,224,226,241,243,244,245,246,257,276 DY1 3JY ,282,297,313,527,558,581,582,583,610,68 DY5 1TA 8,X96 Salvation Army: Train: Tipton DY2 7DT Walsall PPDG: Bus: WS1 1PL 6,7,8,9,10,19,22,29,29,32,33,35,51,61, I2I: 74,76,77,81,301,302,311,313,333,333,333, WS1 4SA 334,335,336,339,340,341,346,369,379,399 ,404,529,637,908,935,991,997,10A,370A,4 01E,404A,404E,7A,X51 Train: Walsall Smethwick PPDG: Bus: 80,87,447,448,449,708 B66 1JE Train: Smethwick Galton Bridge West Bromwich PPDG: B70 8EN Bus: 74,74,79,79,79,80,238,401,402,404,404, 405,410,414,414,417,428,429,429,430,431 ,439,444,447,448,449,450,451,640,644,64 4,646,688,708,404A,404A,406H Train: Town Hall Metro Bus: 79,79,522,522,527,527,530,530,558, 558,574,574,581,581,783 Train: The Royal Metro Bus: 222,244,417 Train: Old Hill

W-hampton

PPDG: WV2 1EL I2I: WV1 4QR Halesowen Salvation Army: B63 3NF Stourbridge Salvation Army: Bus: 9,142,240,276,298 Train: Lye DY9 8YA Spoke Sites Include: Erdington Salvation Army: B23 6UG; PPDG: B23 6LR

- 38 71391761.doc

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.

- 39 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.5 PPDG, Remploy, The Salvation Army (TSA), Dudley Metropolitan Borough Council, Inspire 2 Independence (the partnership) have extensive experience of managing contract variations including through flow fluctuations and customer group changes. PPDG alone operates 60 different contracts at any one time with varying start/end dates, customer group eligibility & all exhibit variations in through flow managed from the same estate/resource. Proven contract management techniques & knowledge will be utilised to manage this single access programme ensuring minimum performance levels are maintained throughout. All contracts share flexible resource & are managed by a central Project Management Office which manages over/underutilisation and the subsequent redistribution of contract resource responding to short/long-term fluctuations. These effective systems have managed large fluctuations in referrals to FND which averaged 125 starts per month in months 1-3; 347 in months 4-8 and 228 in months 9-12. Change Control management techniques will be shared to ensure the service & minimum performance levels are sustained, including: LMI Monitoring: Working closely with JCP/DWP staff; monthly NOMIS analysis to identify inflow surges; claimant count profiles & key changes/trends in customer groups i.e. intergenerational unemployment, enabling us to plan for variations in volume & customer groups, Staffing: PPDGs central HR team will review caseload profiles and contract volumes to plan the right level of resource across the supply chain. Customer inflows will be analysed using control charts to pinpoint shifts & highlight recruitment need. Flexible & responsive staffing structures will support fluctuations & ensure existing advisercustomer relationships are unaffected. Central coordination of supply chain resource will assure quick deployment of trained & experienced staff, with scaleable plans to resource changes whilst maintaining service/performance levels for existing customers. Sustained changes will lead to a full, thorough review of the WP resource plan. We will react to increasing demand by: Redeployment: secondment of staff between partners peripatetic employment contracts will allow qualified staff to quickly move to geographies/contracts with greater demand TSAs Sessional Tutors & PPDGs Taskforce Team are fully trained to address short-term staffing issues multi-functional staff will adapt to changing need. Recruitment: TSA volunteers temporary/agency will support admin & referral teams short/fixed-term contracts applicant reserve list reduces recruitment/vetting timescales. Increasing group activity & e-learning: increasing the availability of group training and self-service access for certain customer groups. We will react to falling demand by: Increasing support time to existing customers by maintaining staff levels, reducing the time taken to prepare them for work by increased frequency/1:1 support. Redeployment: of staff to areas of higher demand, i.e. SFA/ESF/NOMS provision. Retraining of existing staff to support areas of higher need i.e. outreach. Premises: The partnership has designed & developed a collaborative & flexible premises solution that allows the estate to contract/expand easily in line with fluctuating referrals. This will assure responsiveness to short and sustained increases in demand and assure full accessibility and minimal disruption to customers, and includes: Downsizing: redistribute space to another contract/partner partner co-location. Expansion: multi-storey premises with low levels of occupancy hub/spoke model provides additional, fully-equipped sites with further capacity during service peaks serviced accommodation short term leases/ break clauses mobile delivery units driver pick up scheme to transport customers to alternative sites. Where larger/additional premises are required a review of the partnerships estate will be conducted by the Premises & Facilities Team, JCP & landlords to identify nearby suitable premises.
- 40 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.5 (continued) Customer groups: the partnership has identified possible changes to the caseload profile that may occur from policy change & shifting market share. A number of activities are planned to manage such changes, i.e.: regular reviews of the delivery model will ensure it remains suitable and relevant Curriculum Development Manager (CDM) will review the Matrix of Opportunity to ensure the availability of the right services, opportunities & training offers to support all customer groups adjustment of the frequency of training activities for specific barrier reorganisation of group activity timetables merged activities with other contracts to maximise group sessions review of safeguarding policies, staff training & risk assessments to ensure the right environment/staff in place to support emerging customer needs. Potential changes, impact & planned responses are below: 1: Ongoing from 2010 - Integrated offender services: Improving access to mainstream services to reduce re-offending. Impact: Increase in customers with multiple complex barriers. Response: Greater integration of our existing offender services i.e. PPDGs/Princes Trust NOMS provision i.e. staff secondment, train the trainer (disclosure IAG), sentence plan management, and interagency case conferencing with Probation. Increase JCP activity to facilitate early entry & NOMS outreach/through the gate support. 2: 2011 Removal of default retirement age: extending working lives will allow employees in most industries to retire when they choose to. Impact: Increase in the number of customers aged 60+ who due to employer prejudice and company policies may be difficult to place. Response: CDM to adapt the training offer based on up-skilling, reskilling and transferable skills requirements. Refocus employer engagement. Increase referrals to Business Enterprise Support for self employment workshops. 3: 2012 - Income support reforms: Limiting eligibility for IS to those with children under five (to 2013). Impact: increased number of lone parents transferred to JSA. Response: increases employer engagement in key sectors to ensure a steady flow of opportunities particularly flexible and part-time jobs. Increase links to local childcare providers. 4: 2013 to 2017 - Universal credit: will combine different forms of incomerelated support to provide a simple, integrated benefit bringing sanction reforms and reducing workless households (DWP). Impact: Similar customer groups with differing levels of conditionality; Customers no longer streamed by benefit type; rise in volunteers i.e. carers. Response: Staff training managed around caseload priorities (elearning); multi-functional advisers; enhanced diagnostic process to ensure full understanding of need. 5: 2018 - Raising pension age: to 65 for both men and women. Impact: Increased number of 50+ female customers. Response: As in point 2. 6: 2014 Withdrawal of troops: from combat. Impact: Influx of customers with mental health problems (PTSD), isolation & homelessness (6% of homeless people are ex-armed services personnel (homelessness.org.uk)). Response: increased inclusion of partners such as SSAF & RBLI & housing agencies into the Matrix of Opportunity. In addition, at intermittent intervals surges/falls are expected due to: Large scale redundancies: Influx of customers with similar skills/experience (e.g. Car Assembly) with long service histories. Impact: Skills mismatched to local opportunities; customers do not wish to retrain Response: Increase resource to Transferable Skills services and Executive Job Club; confidence & motivation; Industry awareness/tasters. Economic development/job creation: Economic stimulation & regeneration activities reduce local unemployment. Impact: Fall in referrals makes it difficult to reach targets. New opportunities for customers. Response: target employer engagement to areas of growth and opportunity. Staff secondment to JCP to support identification/referral. Shifts in market share: rise/fall in number of referrals from a particular customer group. Impact: More intensive/lengthy intervention (for IB/ESA groups). Increased/decreased caseloads. Response: Multi-functional staff use specialist skills to ensure correct level of support. Additional administrative/referral resource from staffing pool. Staff redeployment. - 41 71391761.doc

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.

- 42 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.6 Customer feedback forms an essential part of PPDGs quality strategy in addition to formal compliance auditing & performance management. To ensure all customers have a positive/rewarding experience, the quality/effectiveness of provision will be monitored via: Action Plan Reviews/Caseload Reviews/EC observation: Customer background information will be gathered via a diagnostic process including measures of basic skills and employability levels; confidence levels and attitude to finding employment. This information will create the basis for their individual action plan. The individuality/quality of each customer action plan is reviewed and monitored as part of the Employment Coach Caseload review process and core contract validation activities undertaken by the Site Manager & internal independent Audit teams. They assess the identification of barriers; the solutions and interventions delivered, their effectiveness and customer progress. As part of the caseload review system site managers undertake regular observations of customer/EC interventions. Corrective action may include: staff training; review of the Matrix of Opportunity; case conferencing with specialist partners; review and development of customer assessment tools. Customer/Stakeholder Surveys: each customer will complete a satisfaction/feedback survey at 5 points (minimum) in the customer journey; Induction; On-programme x 3 (week 26, between weeks 36-52 & week 75) & an Exit Survey. These surveys are designed/structured to ensure feedback is obtained at staggered intervals to monitor customers progress & satisfaction with the interventions, from this the partnership can identify if the provision is meeting the needs of the customer groups & make any adjustments responding to feedback i.e. procurement of new services etc. Customers will be asked to provide feedback on all aspects of the customer experience i.e. delivery staff, premises, facilities available, expectations, activity menus & services on offer. Feedback will be obtained from stakeholders/supply chain partners including employee opinion surveys; partner surveys i.e. Jobcentre Plus (JCP) Customer Experience Monitoring visits on FND which resulted in excellent feedback with 85% of customers stating they felt the provision is helping to achieve their goals & move them forward. PPDG obtains information regarding customer perceptions from its subcontractors & employers via 1:1 visits & focus groups as part of our supply chain management & shared self-assessment processes. The information is used to improve the quality & range of services provided, ensuring feedback is received regarding every area of WP provision. The surveys will be designed and developed by PPDGs Continuous Improvement Team (CIT), Supply Chain Managers (SCMs) and subcontractors. The surveys will be facilitated through Select Surveys software and are designed to be completed electronically, but are available in paper-based versions if the customer is not comfortable with completing them on-line. The completion of online surveys enables instant real-time analysis of the results via Reporting Services software. The results will be available by PPDG/subcontractor site, geographical region, whole CPA or individual provider for analysis. The PPDG Site Managers (SMs); Regional Operations Director (ROD); subcontractors and SCMs will review results as part of the Performance Reviews against a defined set of KPIs, with an overarching quarterly report issued to the Joint Contract Review Board. The results inform service improvements & amendments and identify trends/anomalies to be further investigated via focus groups with customer/staff. Round Table & Focus Groups surveys will be supplemented by customers participation in focus groups targeting areas where it is felt additional feedback is required or if there is a regular occurrence of the same issues. Ideas for future improvements will be encouraged as a method of continually improving the quality/appropriateness of activities, important when delivering longer contracts to ensure the provision does not stagnate and remains fit for purpose. Customer led Improvement activities will be displayed in sites via a You Said, We Did communication to publicise the improvements Training Activity Feedback and Observation of Teaching and Learning Strategy - 43 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.6 (continued) customers undertaking training will be asked to provide feedback in informal group sessions or via questionnaires. The results will be analysed and areas for improvement highlighted. The PPDG Curriculum Development Manager will brief PPDGs & subcontractor Training Teams to facilitate discussions & sharing of ideas. The results of these sessions will be utilised to inform/shape future training activity & expand our Matrix of Opportunity. Feedback regarding the FND induction programme highlighted that 85% of respondents felt the presentation given improved their understanding of FND and expectations. PPDG/Subcontractor training sessions will be monitored via observations conducted through an Observation of Teaching and Learning Strategy. Feedback taken from the customers and the observation is given to the deliverer to identify how services/delivery can be improved and developed and any training need identified is managed via a Personal Development Review process. Strategic Committee & Joint Contract Review Board inviting strategic partners & supply chain representatives to participate in themed events. This will enable service providers from a variety of locations and sectors to share best practice and ideas to improve the customer experience. All feedback/best practice obtained will be publicly shared with subcontractors/partners through the Supply Chain Forum online excellence gateway. Where best practice is identified that will improve the quality of customer journeys PPDG will lead improvement activities including: updated work instructions on the subcontractor Extranet; facilitating joint staff training; refreshing the Matrix of Opportunity & updating assessment methods. This will ensure that the WP provision is continually improving and meeting the needs of the diverse range of customer groups. PPDG has a BSI ISO audited and approved complaints and grievance procedure which will be issued to all subcontractors (in SLA) /customers at induction. Sites display posters outlining the complaints procedure (marketing assurance of equality of information). Verbal complaints received by the Employment Coach (EC). The EC will: 1) Identify the root cause of the issue through discussion with the customer. 2) Address the root cause to resolve the complaint/grievance. 3) If they cannot resolve the matter it will be escalated to the SM. 4) These complaints will be addressed immediately. Written complaints received in centres are the responsibility of the SM/subcontractor equivalent. They will: 1) Issue an acknowledgement of receipt of the complaint on the same day. 2) Take immediate action to address the complaint with the customer. 3) Arrange an appointment with the customer within 5 working days. 4) Implement additional controls/changes to ensure the complaint is resolved, the problem eradicated and continuous improvement. If the complaint cannot be resolved satisfactorily by the SM, responsibility for resolution will rest with a ROD who will issue a further appointment within 10 working days to allow a full investigation of the complaint/response. If the complaint remains unresolved, it will be escalated to the Operations Director (OD). If the resolution cannot be resolved by PPDG we will escalate the complaint to the Independent Case Examiner. This builds on a robust process currently used for WNF contracts in CPA 14 where in 2010 out of 7,000 starts, 2 complaints were received & successfully resolved. Subcontractors: as part of legally binding SLAs subcontractors/partners will be required to notify PPDG about all written complaints received immediately. PPDG will support subcontractors/partners through the application of the same time bound process. Any customer complaints/resolutions will be discussed as part of Subcontractor Performance Reviews. The outcomes of all complaints will be documented, stored electronically and reviewed ensuring that corrective/preventative action is taken. CIT will liaise with the relevant SM, ROD, SCM to discuss outcomes and to allocate responsibilities for actions and timescales. Any changes will be documented in version controlled work processes and instructions. If training is required PPDG will support joint PPDG/subcontractor changes. If the outcome is a termination of partnership, contingencies will be called off from the partnership network to facilitate a replacement/absorption/redistribution.
- 44 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

PART 6:

RESOURCES

[6.1] Staff Resources Staffing Numbers, Job Titles and Roles Redacted [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.

- 45 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 6.2a In all circumstances where employees are transferring to PPDG, Inspire 2 Independence (i2i), The Salvation Army (TSA), Dudley Metropolitan Council (DMBC) & Remploy (the delivery partnership) all transfer activities will be aligned to current legislation surrounding transfer undertakings & protection of employment. All employees who fall outside legislative requirements will be considered ensuring the most appropriate actions are taken to ensure the employee is treated in a fair & appropriate manner. The partnership will endeavour not to make redundancies, aiming to transfer all identified TUPE staff into Work Programme (WP) delivery or, if required, into different contracts across our service provision where there are sufficient vacancies or individuals skills would be best utilised. In the event the partnership finds itself in a position where, for economic, technological or organisational reasons it has too many delivery staff a full & fair redundancy consultation process would be undertaken in line with relevant legislation. Once finalised TUPE details are known/received the Executive Director will discuss redeployment opportunities with Operations Directors ensuring delivery is considered; facilitating a smooth transition of staff without affecting service provision. In all transfer situations the partnership will ensure the terms & conditions of transferring employees are the same, equivalent or better than those they received prior to the transfer. The same benefits & initiatives will be offered transferring staff as those offered to existing staff including: Discretionary Bonus & Share Scheme; Holiday Entitlement; Death in Service cover; Health & Wellbeing benefits (in FND TUPE activity PPDG were noted as the only provider to offer healthcare options; Childcare Voucher Schemes; Cycle to Work Schemes; Payroll Giving Schemes. The transferring staff will be given the option to enrol in the company Pension Scheme & to attend a presentation by the groups long standing independent Financial/Pensions adviser which will cover the basic details of the PPDG/subcontractor pension scheme i.e. how it works & Question & Answer session. The partnership will also consult with ASJ Financial Services to assess each individual situation to ensure all legal implications are met & the transferred employees receive a fair deal dependant on the details of the transfer. Should any transferring employee require a defined benefit pension scheme then the partnership will engage with Pan Trustees who provide a wide range of GAD certificated schemes. The partnership has a standardised Employee Transfer Methodology aligned to the most recent legislation including The Transfer of Undertakings (Protection of Employment) Regulations 2006, Principles of Good Employment Practice (Dec 2010), the Equality Act 2010 & Pensions Act 2004. Xpert HR subscription ensures we are up to date with any minor/major changes to relevant legislation. This methodology ensures any employee is treated in a fair & appropriate manner. The partnership strives to undertake a consultative transfer process, as outlined in Regulation 13 of the TUPE regulations. This ensures we understand the wishes & requirements of the transferring organisation & the transferring employee. PPDG has worked with our subcontractors to ensure each provider has a TUPE process which meets all relevant legislative requirements. PPDG will lead on TUPE activity ensuring subcontractors are involved throughout fulfilling their requirements. The partnerships HR representatives will: Identify/meet with other providers to agree & document the approach & next steps (within 1 week of Contract Award (CA)) Meet with HR/Operations/Trade Union (TU)/elected representative, from transferring providers to discuss transfer approaches/requirements (within 3 weeks of CA). Request/receive employee liability data requested at the meeting above & received within a week. Ensure employee liability is suitably shared between providers through consultation with subcontractors prior to the announcement to incoming employees. (within 6 weeks of CA) Conduct a presentation to potential employees in conjunction with the transferring
- 46 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 6.2a (continued) employer (no less than 1 month prior to employee transfer) Involving the Chief Executive, Managing Director & Executive Director & will occur at the earliest possible point. Ensuring all transferring staff are welcomed into the organisation, given insight to the vision for WP delivery & informed of possible legal, economic & social implications. Conduct 1 to 1 meetings with the transferring employees to discuss any issues/concerns they may have regarding the transfer. Set up a TUPE group or meet with individuals to discuss terms & conditions;(within 1 week of the initial group presentation) Agree/finalise terms & conditions & paperwork; (no less than 1 week prior to transfer) Communicate with employees by further 1 to 1 meetings, Facilitate/publish a TUPE Q&A log recording frequently asked questions written communications i.e. welcome letter & appointing a single point of contact enabling employees to contact the partnership with any further concerns/issues; (ongoing from group presentation minimum weekly contact) Transfer employees & organise/conduct a corporate induction (within 3 months of CA) Organise/conduct required training for all transferring employees The partnership will communicate with the remaining team to raise awareness of incoming TUPE staff to open channels of communication with transferred employees. The partnership will seek to ring-fence any of their existing staff who are liable for TUPE in CPA14 for delivery of the WP when distributing employees. To ensure smooth transition & integration of the transferring staff into the existing staffing structures we will implement various activities such as mentoring schemes, corporate induction, & training. Specifically for WP we would look to replicate the partnership approach to TUPE taken in FND Phase 1. Involving working alongside all providers affected by TUPE in the CPA, arranging/holding TUPE consultations with representatives ensuring a transparent & open transfer. PPDG will lead on all TUPE activities supporting subcontractors to fulfil TUPE requirements. Our selection & Due Diligence process has identified the level of support our subcontractors need. Working together sharing best practice, ensuring our processes are aligned, encapsulating the partnerships values. 1 to 1 meetings & TUPE implications have been held/discussed, enabling sharing of possible TUPE volumes, & offering access to our HR team & pension advice from an independent financial adviser. An initial analysis of TUPE information provided has determined potential requirements by location identifying whether possible transferring staff are operational, head office or customer facing staff & public sector staff. PPDG has provided subcontractors with initial employee liability volumes based on the subcontractors percentage contract allocations, location & size as a guide to ensure the subcontractor has the capacity & enabling them to plan resource allocations. Once finalised transferring employee details are received PPDG will meet with the subcontractors within a week of contract award to communicate the information & reinforce the offer of support/guidance. Subcontractors will be involved in the employer liability share decision through a series of 1 to 1 & group meetings where appropriate. All the TUPE requirements will be reviewed with the subcontractors creating a time bound implementation plan. The plan will take into account the capacity, location & type of service the subcontractor offers & their WP customer allocation. This will be reviewed in line with the TUPE details provided i.e. staff roles/skills; ensuring employees are placed in an organisation which is appropriate for them & the subcontractor. The implementation planning process will ensure the following: effective planning/capture & collation of employee liability data; transparent & clear communication with all parties; assist with the allocation of employee liability data; commitment to attend meetings to ensure a successful integration of transferees; subcontractor adherence to required policy, processes & legislation. The partnership would seek to identify, at the earliest point, existence of a recognised TU & any collective agreements which are in consultation/place. Appropriate Union/Employee representation would be sought to manage the smooth transition of these arrangements across to the partnership.
- 47 71391761.doc

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.

- 48 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 6.2b In all circumstances where employees are transferring to PPDG, The Salvation Army, Inspire 2 Independence, Dudley Metropolitan Council & Remploy (the partnership) has a collective experience of inwards & outwards TUPE arrangements the most recent example is Flexible New Deal (FND). Other examples include New Deal for Disabled, Ministry of Justice Employment, Education & Training, Employment Zone & New Deal. The partnership has managed over 900 TUPE arrangements both as Prime & subcontractor, the largest singular example is FND Phase 1 where 70 staff transferred in whilst 170 staff transferred out. From a consultation with the partnership there are many similarities in the collective experience of TUPE management which we have shared & has influenced the development of a joint Employee Transfer Methodology. The key lessons learnt & corrective actions to be embedded in any transfer arrangements include: Issue/Risk Solution/Best Practice Employee liability is not well The initial data is segmented into 4 categories; Client represented by data supplied to facing; Administrative; Management; & Support DWP & shared with bidders services. To give a more realistic view of the during the procurement round. employee liability levels. Potential for confusion & Deployment of a co-ordinated approach to project fragmentation due to multiple management with clearly defined, roles, timescales & stakeholder involvement communications protocols in partnership with all (Co/Outgoing providers, Sub- providers affected by TUPE within the CPA. contractors & employees) Untimely & inaccurate As part of our Implementation planning fast track employee liability data (final contingency timescales are built in including the version) can impede the quality design of a template which ensures time-bound & & timeliness of implementation. standardised approach to gathering Employee liability data in line with all legal requirements. Informal agreements regarding In all instances of employee liability apportionment the share of employees between providers will be supported by a fully binding between primes/subcontractors legal document clearly detailing the liability that has can lead to exposure to future been accepted. legal action against providers. Poor communication can lead The implementation plan provides for clear, to confusion & uncertainty for transparent & timely communication with employees employees regarding their & allowing for 30 days consultation required in line transfer of employment. with legislation. Methods include presentations, written communications, 1 to 1s, workshops, Q&A logs, company/local site inductions & team building. Poorly executed TUPE The importance of engaging & motivating incoming implementation can lead to employees is paramount in every interaction from our disengaged & demotivated initial point of contact in the process (including our employees leading to poor approach with the management team of outgoing contract delivery performance. providers prior to meeting their employees) Oversubscription of transfer Transferring staff preferred locations will be identified requests to specific locations. & ranked. Preference will be matched to the resource profile for each site to ensure where possible staff choice is accommodated. Poor/lack of communication Aim to capture any reasonable adjustments, any regarding specific requirements specialist equipment requirements through the i.e. reasonable adjustments employee liability data. Staff transferring without the When consulting with providers the security checks & relevant vetting & barring pre- processes undertaken with baseline security employment checks. standards will be determined.
- 49 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

PART 7:

STAKEHOLDER ENGAGEMENT]

[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.

- 50 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 7.1 Through extensive delivery of DWP/SFA/ESF-funded provision, most recently Flexible New Deal (FND) in CPA 14 PPDG, The Salvation Army (TSA), Inspire 2 Independence (i2i), Dudley Metropolitan Borough Council (DMBC) & Remploy (the partnership) have an established stakeholder model that builds on excellent links to local, regional and national stakeholders & decision makers. Collaborative delivery of the Work Programme (WP) will harness expertise of local, voluntary & third sector providers to deliver a holistic approach to local priorities, enhancing our customer journey and improving outcomes. To develop local stakeholder partnerships, a central Employer Engagement Team (EET), co-ordinated by an Employer Engagement Manager formed of Outreach Workers and Employment Coaches from across the supply chain will: i) meet with strategic leaders to link and add value to local services; ii) identify new stakeholders who can enhance/improve our service offer; iii) meet regularly to review/realign the strategy to changing priorities, iv) identify inward investment and job creation v) target engagement activities to ensure a locally responsive service. The EET will engage stakeholders via open days/events; participation/membership of local strategic partnerships and steering groups; employer events; promotional marketing and centre visits, and will seek feedback from stakeholders to ensure continuous service improvement. The partnership will support the stakeholder model by attending briefing and networking events, Welfare to Work conventions, local authority strategy groups & Access to Employment Groups to ensure provision remains aligned to the wider political agenda. Where stakeholders span several CPAs, leads will be passed between regions to facilitate introductions to new areas. A central CRM system will bring together all stakeholder and partner information from across the supply chain to provide effective data sharing, avoid duplication & assure an integrated stakeholder management approach. Integral to our stakeholder model are the partnerships excellent relationships with local Jobcentre Plus (JCP) offices and Account Managers across CPA 14. E.g. Sending monthly success story updates to Black Country JCP District to demonstrate/promote the support & services we provide for local customers & in Smethwick PPDG works with JCP to promote the UK Online project. We link to City Strategy learning networks, and JCP Employer Strategy, meeting other local providers to share best practice for tackling worklessness and support the integrated employment and skills agenda. Partners will build on links to integrate WP into the existing employment and skills offer against Local Area Agreement (LAA) targets. E.g. we will attend local worklessness groups i.e. Black Country Employment & Skills Group; support Back to Work sessions; invite JCP to coffee mornings at our centres; hold reciprocal site visits to observe the customer experience, access local vacancies and where possible second staff to JCP to engage with potential customers and align our priorities to those of JCP. In Septembers Skills Funding Agency Work Focused Trainings Report it was highlighted that referrals were low but JCP were confident these would pickup. The EET worked with JCP to improve programme understanding & ways of increasing referrals. The partnerships strong ability to share best practice with local and national stakeholders for the benefit of both customers and the wider community is further demonstrated by TSAs membership of ERSA, through which it currently advises DWP on the client classification system. In addition, PPDG is involved in DWP Task and Finish Groups, sharing best practice on data sharing and implementation. Joint working with local authorities in CPA 14, has enabled the partnership to examine strategic issues around worklessness, in Birmingham this has lead to a signed and mutually agreed Birmingham Principles for Work Programme delivery with Birmingham City Council (BCC). PPDG are in advanced discussions around subsuming the BCC Employment Action Team (EAT) within our operating structure. EAT are closely aligned to the citys regeneration & planning teams & directly handle all their recruitment needs. We have supported recruitment drives offering our premises, engaging both employers and customers, sharing best practice and linking to existing programmes such as our
- 51 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 7.1 (continued). Learndirect courses We will continue these close relationships to ensure WP delivery meets local priorities and impacts local communities. For example supporting/complementing the gaps left by public service closures (Financial Inclusion centres; Citizens Advice Bureaux). Local authority strategic groups are integral to the partnerships delivery agenda & enable us to align delivery to local priorities. The partnership currently has membership of/attends: Regeneration Groups (Black Country Consortium); Local Strategic Partnerships (e.g. DMBC is an active member of the Local Strategic Partnership, contributing directly to the Community Strategy & City Strategy Multi Area Agreement); Thematic Groups (Solihull Access to Employment Group; Cockhill Steering Group; Birminghams Older NEETs Sub-group; Birmingham & Solihull Work Based Learning/Foundation Learning Forums; Black Country Provider Steering Groups (with Future Skills Dudley) to find shared solutions to local issues and facilitate joint working); neighbourhood forum meetings (Druids Heath, Quinton, Northfield, North Woodgate); Constituency Commissioning Groups & Strategic Partnership Meetings (Ladywood, Perry Barr, South, Hodge Hill, Hall Green); business support groups (Social Enterprise West Midlands); West Midlands City Strategy Employer Board. Track PPDG is a member of the Solihull Provider Skills for Jobs forum run by the recor Colebridge Trust with membership comprising of JCP, local providers & third d sector organisations. The forum ensures integration and non-duplication of services, meaning each customer receives the right support from the right agency at the right time. Our enterprise partner, Business Enterprise Services (BES) is a partner of the Black Country Consortium, to identify business start up, growth & regeneration opportunities; Princes Trust is a member of the regional Ethnic Minority Business Forum which covers issues around Learning, Training, Employment and Business Support; PPDGs Employer Engagement Director & Regional Operations Directors recently attended events for the Black Country Local Enterprise Partnership (LEP) & Greater Birmingham & Solihull LEP to show our commitment to supporting LEP ambitions offering time to support working groups or other activity relating to local employment and skills. i2i also reported back to DWP on Employer Engagement during a period of chairing the national Task and Finish Group dedicated to this area of best practice. Continuing these activities will allow us to link to key decision makers and ensure services are complementary, coherent and integrated to local needs. The partnership will support the Local Integrated Services initiatives, drawing on our vast network of delivery organisations including the new All Age Careers Service, to provide expert support to target groups. E.g. we will continue to work with PCTs to offer workshops on healthy eating and sexual health, and link into local childrens centres e.g. via Remploys links to Gingerbread, to deliver motivational sessions to parents, ensuring wider community impact and promoting the benefits of work on health and wellbeing. Track PPDG works with Sandwell PCT supporting their Health Improvement recor Programme delivering 3 hour workshops to customers on, stress and relaxation, d happiness and well being, food and mood, self defence and empowerment, yoga and thai chi. For WP we will develop this relationship to engage with ESA/IB customers. Via PPDGs NOMS contract partner links are maintained to Probation Trusts/Youth Offending Teams, i.e. Staffordshire & West Midlands Probation Trust and we provide a weekly Job club in Selly Oak/Kitts Green/Saltley/Chelmsley Wood Probation centres, to inform on sentencing restrictions and disclosure and build on work undertaken in custody. Through these links we have developed robust relationships with Forces services such as RBLI and SSAFA, which enable us to expand our offer to a wider client group and respond to changing national priorities; e.g. future co-commissioning & alignment offender provision. Through established and consistent presence across CPA 14, the partnership has extensive existing relationships with key national and local stakeholders, for example:
- 52 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 7.1 (continued) Access to Employment steering groups; Institute for Learning; Chambers of Commerce; The Age & Employment Network; Institute of Directors; CBI; Connexions; Groundwork; Ethnic Minority Business Forum; Dudleys Economic Development Regeneration Partnership. We will continue to pursue/develop a joint agenda to help people in CPA 14 into work, education or training, and offer recruitment support to employers, whilst supporting/shaping local and regional priorities. We will also maintain existing links to the voluntary sector to facilitate community integration and help build the capacity of local service providers. E.g. The Princes Trust sits on Birminghams VSC Third Sector Assembly sourcing work placements with local voluntary organisations. Membership of these organisations will allow the partnership to identify key issues & priorities (e.g. changing public sector remit) and work with others to promote a joined-up approach which coordinates & improves access to employment in CPA14. Delivery of Skills Funding Agency (SFA) provision within the supply chain will add value to the WP customer journey and support local objectives for the ESF agenda and SFA learning opportunities. Mapping local SFA/ESF provision into the WP customer journey and building on existing relationships with local learning providers such as colleges, Apprenticeship providers (JHP & Solihull College currently utilise desk space within our Chelmsley Wood office). The partnership will build on existing links and outreach activity developed during PPDGs delivery of Working Neighbourhood Projects, Skills for Jobs and Aston Pride to maximise customer choice and support seamless transition between different stages/types of provision, including in-work training. We will continue to work with Contract Managers to plan and diversify our future service offer. Our training offer is further enhanced by links to the Association of Learning Providers, Sector Skills Councils directors & the Alliance of Sector Skills Councils established via UfI and Train to Gain activity. We will enhance and develop further relationships at strategic and operational levels via meetings, local events, minutes and e-bulletin services. Track TSA gives free training (Food Hygiene; Health & Safety) to PPDG customers. recor PPDG staff in turn donated 65 gifts to a TSA appeal. d Aligned to the Big Society agenda, the stakeholder engagement model is underpinned by strong community involvement aimed at finding solutions that best support local residents. We will capitalise on existing links to housing associations (Midland Heart, St Basils Birmingham, Family Housing Association, Shelter), neighbourhood boards, church groups, mosques, community groups e.g. Northfield Town Partnership; Citizens Advice Bureaux; Business Action On Homelessness and PCTs to engage with potential customers, to tackle intergenerational worklessness and poverty through community engagement, including social enterprise as a route to employment. Upon contract award PPDG will provide a coherent set of community-based launch activities for partners, stakeholders and local residents to introduce WP and promote joint working. Track PPDG staged free events across the CPA focusing on the Equality Act 2010 recor and implications for business owners, managers and staff. Experts shared views d on the Act, offering advice & information on its implementation in the workplace. Further community links will be established by PPDGs sister organisation, Pertemps Coachright, which delivers sporting activities to schools throughout the West Midlands, enabling us to work together with the Extended Schools initiatives and support the Every Child Matters agenda. Our activities for local families support the Governments drive to eradicate Child Poverty by 2020, whilst publicising the range of WP services to various stakeholders and local residents and ensuring wider community impact. In addition, PPDG will continue its Give As You Earn scheme, which supported 57 local causes in 2010 and raised over 25,000 for people and organisations located close to PPDG centres, adding to the strength and depth of stakeholder engagement. Our collaborative stakeholder model will assure full coverage of CPA 14, share best practice and provide an integrated service.
- 53 71391761.doc

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.

- 54 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 7.2 PPDGs delivery partnership (Dudley Metropolitan Borough Council (DMBC), Inspire 2 Independence (i2i), The Salvation Army (TSA), & Remploy) is designed to build upon excellence to become exceptional. The partnership has unrivalled experience of meeting employer needs across CPA 14, bringing together over 16,000 established links to local & national employers to assure a diverse range of opportunities for customers from day 1. Our Employer Engagement Model (EEM) results from best practice analysis exercises undertaken to ensure lessons learnt & best practice are shared across the supply chain. The Model provides a one-stop shop for employers; integrating employment & workforce development services that are responsive to local labour market need. The partnerships personalised, end-to-end service offers a blend of needs analysis, tailored recruitment solutions & aftercare, supported by seamless account management & access to an extensive partner network. Working with employers to streamline & simplify the recruitment process will ensure partners can provide quality applicants that meet their unique needs as a choice provider of their recruitment solutions. Central to this model is a dedicated Employer Engagement Team (EET) who will identify & access vacancies across a range of sectors, locations & job types in line with local need. The EET & Site Managers will meet weekly to review the employer engagement strategy in line with current caseload aspirations; & diversity/coverage of jobs to ensure customers are equipped to succeed in a competitive labour market. Employer Engagement Coordinators (EEC) will develop/build on links to new/existing employers across the CPA through a variety of market research, targeted & community-based activity to secure ongoing exclusive vacancies for WP customers. Activities will include: Market research/Horizon-scanning: we will analyse our Top 10 regional employers (currently in retail, transport & communications, security, ICT & financial services, hospitality, service & voluntary sectors); identify vacancies generated from local recruitment drives; business start-up/expansion & Jobcentre Plus (JCP) to identify unfilled vacancies & record local trends. We will respond to the impact of labour market changes & emerging skills gaps in the CPA i.e. growing business tourism & creative & digital sectors, declining manufacturing & construction industries, public sector cuts & low levels of enterprise, to identify key growth/decline sectors. PPDG are in advanced discussions to subsume Birmingham City Councils (BCC) Employment Action Team (EAT) within our operating structure. EAT are closely aligned to the citys regeneration team & directly handle all their recruitment needs. These activities will inform our skills & training offer. Reverse marketing: targeted business development activity will promote individuals skills to local employers in line with their job preferences & pick up jobs before they are advertised. This has proven successful in the Black Country boroughs which display relatively tight travel to work patterns i.e. 2 out of 5 employees in Walsall live less than 5 miles from their workplace (Walsall Regeneration Sustainable Travel Statement Jan 09). Networking: Attending local employer events (e.g. Black Country Chamber of Commerce; Birmingham Chamber of Commerce; Business Link) will allow us to share information with local employers. PPDG works with the West Midlands Employer Coalition to identify new business/vacancies & link into the wider West Midlands agenda. We in turn provide data on our customers to inform strategic priorities of the Greater Birmingham & Solihull Local Enterprise Partnership (LEP) & the Black Country LEP. DMBC are also key partners on the Black Country LEP board. Job fairs/diversity days: The partnership attends & hosts local job fairs/diversity days, bringing customers & employers together to discuss opportunities, promote our services & support employers to promote diversity in the workplace. Previous fairs have received positive feedback from employers i.e. a joint Jobs Fair held at the Newtown site with Ladywood Neighbourhood Managers, BCC, JCP & Aston Pride. Providing a careers advice facility & CV workshop, with the attendance of 25 employers with vacancies & training, including Creative Business Solutions, Army, Gaming Commission & City United.
- 55 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 7.2 (continued) Direct Marketing: i.e. advertising/mail merge. EECs will refer customers CVs direct to employers, a personalised service to promote individuals merits. These activities will be enhanced by a targeted marketing campaign which will inform employers of WP services. Including mailing lists, posting flyers & postcards to local JCP offices/businesses, & good news stories in local press e.g. Birmingham Post & Mail, Solihull Observer & Express & Star. Employer engagement activity will be underpinned by active collaboration with local businesses. Our integrated, two-way recruitment process will ensure we gain a full understanding of employers needs & equip customers with the skills & knowledge needed to secure/retain local vacancies. It will include: Business Needs Analysis: EECs will work with employers to assess their specific requirements including skills gaps/shortages & review their recruitment processes. We will then adapt our in-house pre-employment training to provide suitably motivated and skilled applicants, e.g. via tailored sector routeways linked to local apprenticeship opportunities. Seamless account management: each employer will have a single point of contact to ensure full understanding & management of their needs. Their details will be recorded on a bespoke CRM system which will be used by EECs to identify customers with the right skills/experience & vet/screen them in line with employer requirements. Regular & honest communication will provide employers with peace of mind & develop trust that WP customers are prepared, motivated & committed, & provides repeat placements. Effective account management has led to Remploy gaining preferred partner status. Track Remploy have worked with BT to develop a partnership model in which a Record dedicated account manager works alongside the business champion in removing barriers. Through this work BT policies & procedures, detrimental to the employment prospects of the customers, have been amended e.g. their call centre assessment, candidate vetting & interview process. Remploy has delivered training on understanding disability & ill health in the workplace. As a result of this over 300 customers have been placed with BT. Supported recruitment: Our EEM ensures ongoing support to employers at every stage of the recruitment process to minimise time/cost spent. The partnership offers use of our premises/resources for interviews & awareness sessions; develop/manage interview schedules & support large-scale recruitment drives, (Remploy placed 70+ customers with Asda; DMBC placed 35+ customers at an Iceland store), & administrative requirements. Track Birmingham Central Library (BCL) was recruiting for library assistants. PPDG Record sifted potential candidates; with literacy/numeracy testing undertaken at PPDG sites. PPDG designed/delivered a 2 day pre-employment training course in partnership with BCL managers. All 14 candidates completed the course & received an employment offer. Due to the successful support, BCL has since worked with PPDG & offered a further 10 customers employment. Work placements: activity will also focus on sourcing local, short-term recruitment solutions to allow customers to acquire skills & experience on the job: on current programmes, this approach often leads to permanent positions. Work placements prepare customers for upcoming positions (e.g. resulting from local economic regeneration) & allow employers to try before they buy, e.g. where concerns exist around a customers suitability for a position (criminal record; disability). EECs will facilitate work trials through phased introductions, working interviews; provision of interpreters; mentoring. Track After working with PPDG to fill their temporary vacancies, Link Lockers was Record so impressed with the calibre of applicants provided; 15 have been taken on as permanent employees. Link Lockers now trusts PPDG to deliver quality candidates & recruits our customers directly into permanent positions, saving on production & training costs & providing security to customers. Open days/workshops: The partnership will invite employers to give presentations/ workshops on working in a particular company/sector, to fulfil their recruitment needs &
- 56 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 7.2 (continued) ensure customers fully understand what the job entails & are motivated to apply. Created & delivered in partnership with our employers, workshops will contain a mixture of group & web-based activity & will develop & assess candidates specific skills & suitability for job roles. This will include alternative career routes: i.e. Army Careers regularly attend our centres as part of our youth offer; to inform groups about routes into the armed forces & the different careers available. We will also invite former customers to our Executive Job Clubs to present their success stories, promote opportunities with their own company/employer & support our community/business champion schemes. Dedicated aftercare: The partnership will ensure ongoing collaboration with employers via our dedicated business support & aftercare service; supporting employers for up to 104 weeks following a placement to maximise employer & customer benefit. Remploy currently works with customers & employers to create a tailored development plan which reduces potential barriers to the customer sustaining. This can include pre-employment meetings to address any perceived barriers, job coaching & regular monitoring visits to the workplace. This will be part of a diverse package of support available to all employers to aid customer retention & encourage business growth. We will help employers to access training & funding for workforce development/customer progression by linking into the wider skills framework e.g. National Apprenticeship Service; Next Steps; CICT Training (literacy, numeracy, Customer Service, Business Administration); Hit Training (Hospitality & Catering), Business Action On Homelessness Emotional Resilience Toolkit. i2i also delivers workforce development programmes i.e. Health, Public Services & Care, Retail & Commercial Enterprise, Preparation for Life & Work & Business. EECs will signpost employers to Business Enterprise Support for business improvement/growth support & arrange training sessions from delivery partners. E.g. TSA advises employers how to improve their Corporate Social Responsibility; Remploy helps employers link to support organisations & encourage them to eliminate prejudice in the workplace & PPDG offers Diversity in the Workplace training in line with changing legislation. These activities will support ongoing capacity building, job creation & whole integration of local services. A whole team approach to supporting employers & customers is encouraged to ensure consistency of service across the partnership. EECs, Employment Coaches & Trainers from all delivery partners will work together to ensure customers needs, aspirations & abilities are accurately matched to employers requirements. Each subcontractor will be responsible for sourcing jobs within a geographical area, maintaining existing links with employers, sharing leads & building local relationships into regional/national accounts (existing accounts with Carillion, Tesco, Westfield, West Midlands Ambulance Service). Generation of job outcomes will be supported by a central CRM system that brokers jobs across the supply chain (both end-to-end & specialist providers) & with other programmes e.g. NOMS, providing a single point of access to all customers & ensuring employers can access the most suitable applicants. A number of employers have already expressed an interest in supporting WP customers & we are in discussions regarding their registration on the CRM. Our unique vacancy management database, Client Match, will also be made available to employers across the CPA at nil cost, providing a speedy & streamlined solution to customer-vacancy matching. Client Match extrapolates vacancies from over 100 job websites, brokered vacancies, recruitment agencies & local publications & matches the most suitable jobs to a clients skills & requirements. These tools will also ensure that customers completing a work placement can quickly find a new role that builds on their experience, ensuring they remain engaged. PPDG, Remploy & Business Enterprise Services have in place agreed business protocols to include customers in all internal recruitment drives. As a result, Remploy has over 3,000 disabled employees & 40% of PPDG staff were once customers. The partnership has strong foundations on which to develop a locally responsive Employer Engagement strategy, building on existing links & capabilities to maximise outcomes for employers & customers.
- 57 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

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 two sides of A4.

- 58 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 8.1 PPDG has brought together a partnership of sub-contractors and delivery partners that have a reputation and track record of delivering outstanding sustained job outcomes with all customer groups. The numbers and percentages used in the data below is based on: 1) PPDG, based on current achievement, has used a 98% attachment to referral percentage and not 90% as in the original DWP data. 2) PPDG has due to TUPE legal requirements used a 1st of July 2011 start date. Customer Group 1 JSA 25+ The percentage of referrals who will achieve a job outcome is: Year 1 Year 2 Year 3 Year 4 Year 5-7 50% 56% 56% 59% 63% The percentage of referrals who will achieve a 26 week job outcome sustainment is: Year 1 Year 2 Year 3 Year 4 Year 5-7 80% 80% 80% 80% 80% This performance over the life of the programme will produce a jobs outcome of 13,171 which is 45% of all projected referrals (at 98% attachment) and is someway above the national benchmark of 33.5% identified within the specification. This forecasted achievement is based on current performance of the partnership in a number of different DWP initiatives i.e. Flexible New Deal; Flexible Routeways & Employment Zone, coupled with the longer duration of the Work Programme and improved economic conditions in the years to come. Customer Group 2 JSA 18-12 Job Year 1 Year 2 Year 3 Year 4 Year 5-7 Outcome 55% 60% 65% 65% 65% 26 wk Year 1 Year 2 Year 3 Year 4 Year 5-7 Sustained 80% 80% 80% 85% 85% Job This performance over the life of the programme will produce a jobs outcome of 5,203 which is 51% of all the projected referrals (98% attachment) and well above the national benchmark of 44% identified within the specification. The partnership has calculated its forecast, based on current performance in existing programme and its experience of working with the group in specialist initiatives such as New Deal 18-24 & Work Focused Training. Customer Group 3 JSA Early Access Job Year 1 Year 2 Year 3 Year 4 Year 5-7 Outcome 30% 30% 30% 32% 35% 26 wk Year 1 Year 2 Year 3 Year 4 Year 5-7 Sustained 85% 85% 85% 85% 85% Job This performance over the life of the programme will produce a jobs outcome of 1,026 which is 26.6% of all the projected referrals (98% attachment) which is above the national benchmark of 20.5% identified within the specification. The partnership has a vast experience of working with this group through National Offender Management Service contracts; Pathways to Work; Flexible Routeways; New Deal for Disabled People and others. The projected performance is based on the knowledge of the partnership group and the additional time that Work Programme allows providers to work with customers. Customer Group 4 JSA Ex-Incapacity Benefit Job Year 1 Year 2 Year 3 Year 4 Year 5-7 Outcome 30% 30% 31% 32% 33% 26 wk Year 1 Year 2 Year 3 Year 4 Year 5-7 Sustained 85% 85% 85% 85% 85% Job
- 59 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 8.1 (continued) This performance over the life of the programme will produce a jobs outcome of 377 which is 26% of all the projected referrals (98% attachment) which is above the national benchmark level of 14.5% identified within the specification. This forecasted achievement is based on current performance of the partnership coupled with enhanced achievement due to the duration on programme and the projected economic improvements. Customer Group 5 ESA Flow Job Year 1 Year 2 Year 3 Year 4 Year 5-7 Outcome 28% 29% 30% 32% 35% 26 wk Year 1 Year 2 Year 3 Year 4 Year 5-7 Sustained 85% 85% 85% 85% 85% Job This performance over the life of the programme will produce a jobs outcome of 835 which is 26% of all the projected referrals (98% attachment) which is above the national benchmark of 20% identified within the specification. These projections are based on the extensive knowledge & current performance of the partners that have been brought together combined with expected economic growth in the area. Customer Group 6 ESA Ex-IB Job Year 1 Year 2 Year 3 Year 4 Year 5-7 Outcome 15% 17% 20% 22% 25% 26 wk Year 1 Year 2 Year 3 Year 4 Year 5-7 Sustained 85% 85% 85% 85% 85% Job This performance over the life of the programme will produce a jobs outcome of 516 which is 15.6% of all the projected referrals (98% attachment) which is above the national benchmark of 8.7% identified within the specification. These projections are based on year on year improvement based on the partnerships knowledge of the group and economic uplift in the CPA. Customer Group 7 ESA Volunteers Job Year 1 Year 2 Year 3 Year 4 Year 5-7 Outcome 30% 45% 58% 63% 65% 26 wk Year 1 Year 2 Year 3 Year 4 Year 5-7 Sustained 80% 82% 85% 95% 95% Job This performance over the life of the programme will produce a jobs outcome of 1,357 which is 42.8% of all the projected referrals (98% attachment) which is above the national benchmark of 42.1% identified within the specification. These projections are progressive year on year and reflect the partnerships informed belief that the voluntary nature of the referral coupled with improved economic conditions makes this achievable. Customer Group 8 IB/IS Job Year 1 Year 2 Year 3 Year 4 Year 5-7 Outcome 52% 53% 53% 53% 53% 26 wk Year 1 Year 2 Year 3 Year 4 Year 5-7 Sustained 85% 85% 85% 85% 85% Job This performance over the life of the programme will produce a jobs outcome of 509 which is 43.7% of all the projected referrals (98% attachment) which is above the national benchmark of 40% identified within the specification. Through the Birmingham Employment Zone and a range of specialist JP provision the partnership has gained considerable knowledge of how to work with this group which is reflected in a consistently high performance offer.
- 60 71391761.doc

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 four sides of A4.

- 61 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a The delivery partnership (PPDG; Dudley Metropolitan Borough Council; Inspire 2 Independence; The Salvation Army (TSA) & Remploy) has proven ability to address complex barriers to employment for a diverse range of customer groups. Our Work Programme (WP) delivery model offers an employment-centred customer journey that harnesses the expertise of each partner to identify & capitalise on local opportunities & to ensure positive & lasting outcomes for WP customers. Our proposed Job Outcome Performance (JOP) is based on formal & informal Labour Market Analysis & local research combined with a proven Employer Engagement strategy & customer support/development expertise from across the partnership. Our JOP offer is based on the following activities: Local Labour Market Analysis (LMA): Using key economic indicators (Jobcentre Plus (JCP) vacancies, inward investment plans & NOMIS data), the partnership will maintain up-to-date knowledge of CPA activity to ensure we are prepared for & can react to changes in the labour market, economic outlook and skills needs. The partnership has identified where the labour market in CPA 14 demonstrates buoyancy, e.g. regeneration schemes and development opportunities generated by the New Street Station Gateway; the new Birmingham Library; Longbridge development; Incknield Port Loop; Bilston Urban Village etc., & surges in local opportunities e.g. Interserves multimillion pound facilities management contracts with Sandwell Council & the rise in business tourism. These projects are substantial drivers for economic growth & will reinvigorate areas with high economic inactivity i.e. Wolverhampton (30.3%), Birmingham (30.3%), Walsall (29.4%), by offering a range of entry-level & management positions to support our JOP offer. By monitoring such trends we will ensure Employment Coaches & Trainers have the right skills & knowledge to support changing caseload priorities & align our training & development offer to emerging opportunities. Such activity will help us to equip customers with the skills to compete for jobs in challenging economic conditions, e.g. the flood of public sector redundancies, particularly in Birmingham (which has the highest proportion of working age population with no formal qualifications), and Wolverhampton, where 32% of employment is in the public sector & workers returning from part- to full-time work. Assessment of business confidence and skills requirements: The partnerships ongoing LMA will gauge current local business confidence & future requirements against the national outlook to ensure we have in place the correct activities & support to assure JOP. We have reviewed local business surveys/economic profiles, namely DLA Pipers West Midlands: State of the Region Survey, 2011, Advantage West Midlands Economic Strategy and WMROs State of the West Midlands 2010, and consulted local strategic groups in order to assess the local labour market, key regeneration priorities & emerging opportunities. From such activity we have identified that identified that although local business confidence fell rapidly over the last quarter of 2010, currently showing an 11.6 confidence index, a decline of 11.4 from the 3 rd quarter, against a UK score of 11.9; overall 43.5% of businesses felt more confident (ICAE/Grant Thornton UK Business Confidence Monitor) and 43% expect to recruit in 2011 (DLA Piper). We will plan the skills investment in individuals that improves businesses ability to recruit the skilled workforce they need to support local recovery and growth, focused on growth sectors including health & social care, social enterprise, tourism and cultural & creative, particularly in Birmingham, which is among a group of 11 centres which provides (37%) of Britain's private sector jobs and replacement demand in sectors providing entry-level opportunities such as retailing or hotels & catering (WMRO). Areas of lower economic resilience, particularly Sandwell & Walsall (in the bottom 10 local authorities for resilience) will need greater stimulation activity, particularly in response to large scale redundancies i.e. 8,600 public sector jobs losses have already been announced, causing an increase in the number of experienced job seekers in the JSA group. Ongoing LMA will ensure we remain flexible to such changes & can re-motive/re-engage those affected by redundancy,
- 62 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a (continued) building on best practice from supporting large scale redundancy at Rover & Corus, to achieve sustained job outcomes. The partnership will deliver established & proven activities to support these customers, equipping them with modern labour market tools & providing transferable skills development that will equip them for employment in emerging growth sectors. Remaining abreast of local labour market peaks & troughs will ensure we can drive up activity & adapt our service offer to changing needs to ensure we maintain achievement of our JOP. For example, The West Midlands Regional Observatory Skills Priorities (2011-12) identifies a shortage of advanced vocational skills at levels 3 and 4 to create a new technician class for priority growth sectors which are critical to economic recovery and future prosperity. The partnership will develop a demand-led skills system that supports social mobility & progression, targeting areas of high unemployment with employability skills & an IAG service that articulates local need and improve local skills to promote job creation. The WP Matrix of Opportunity will ensure the right training and delivery medium are available, including digital services. Our service offer includes key sector-led pre-employment, employability & personal skills development and is flexible to respond to fluctuating demand. Where growth opportunities exist, we will deliver skills development & job match services for local residents to access opportunities; increasing individual; progression & assuring achievement of JOP. Employer Engagement: The partnership will structure a coordinated and centralised Employer Engagement Strategy, refined through delivery of Employment Zone (EZ), New Deal & Jobcentre Support Contract across CPA 14. The strategy builds on over 16,000 employer links from across the partnership and sound understanding of local and regional factors that may influence JOP. Central to ensuring job outcomes for WP is a dedicated Employer Engagement Team (EET). Building on local intelligence the EET will deliver a blend of national, regional & local engagement activities to secure progressive & repeat vacancies suited to a range of customer groups. Vacancies will be shared across the supply chain via a central CMS, which will ensure equality of access for all WP customers, regardless of provider/location and assure a streamlined & integrated service for employers. The EET will promote the benefits of our service (sifting & shortlisting; fee-free recruitment; use of our interview facilities; DDA compliance advice) v a range of activities including: advertising; reverse marketing; sharing vacancies with local agencies; networking at employer/Chamber of Commerce events; accessing unfilled jobs from JCP; direct marketing of individuals to employers & supporting local recruitment drives. The partnership will provide employers with coordinated case management ensuring we source sustainable local opportunities for customers & supporting employers to recruit staff who meet their needs. The partnership brings vast account management experience, supporting large scale recruitment for employers such as Royal Mail, The Range & Asda, & becoming the sole source of recruitment for small businesses. Following placement, our employer aftercare offer is designed to continue recruitment support to repeat vacancies & for partners to become provider of choice for recruitment solutions. This may include workforce training & development or business improvement support, Maintaining flexible & supportive relationships with employers will support the partnership to become provider of choice for local recruitment and achieve our JOP offer. Customer Group Rationale Having collectively delivered over 300 DWP/SFA/ESF/NOMS-funded programmes, the partnership will harness expertise & best practice to prepare individuals from the 8 customer groups for sustainable & rewarding employment. The shared Matrix of Opportunity will maximise the activities & support available to WP customers, allowing them to access the right intervention from the right provider & ensuring achievement of our proposed JOP. Activity to support groups (but not exclusive to) includes: Customer Group 1: PPDGs Birmingham EZ supported 41% of the case load into work against a 38% target, with 80% retaining for 13 weeks. This success is based on profound
- 63 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a (continued) understanding of customer needs: the majority of customers seek jobs which are close to home, match their aspirations & make them better off. Customers who have been made redundant will require jobs that use their transferable skills. Our dedicated job brokerage service and Client Match software will ensure customers are placed in jobs which are right for them based on personal need. Our experience shows JSA customers are mostly likely to drop out of work in the first 6 weeks & the Job Survival Kit training will prepare customers for change & help them manage the transition. From this experience, the partnership can assure the job outcomes and sustainment offered. Customer Group 2: 18-24 years olds comprise over 30% of all JSA claimant groups in areas such as Solihull, Walsall & Sandwell. Many young people lack the experience and personal/social skills to compete on the labour market. Some of the younger customers have deep rooted intergenerational unemployment with no positive role model at home. ELCs will identify work experience placements/temporary positions via employers and agencies such as Jobs@Pertemps & Best Connections, building on existing working arrangements supporting 18-24s in EZ, NEET & Future Jobs Fund contracts. This will support access to entry-level jobs arising through replacement demand, regional development/stimulation activities & the Apprenticeship agenda. Our training offer will be adapted in line with emerging opportunities/skills needs to ensure young people have the skills, attitude and underpinning knowledge to access vacancies via fun and interactive digital learning media removing class room barriers to learning. This approach has proven effective in PPDGs New Deal PSL where 54.4% of the 18-24 caseload moved into employment Work Focused Training provision in Birmingham & Working Neighbourhoods in wards with high level of intergenerational unemployment, where a 52% JOP was achieved with 18-24s. Customer Group 3: Due to more complex and deep-rooted barriers the JSA early access group will require more intensive interventions & greater packages of support to prepare them for employment. These may include lack of stable accommodation; disclosure issues; no ID/bank account & lack of a positive support network. Through CPA 5 delivery of EZ, NOMS, Working Neighbourhood Funds & Rural Employability Skills, we bring significant expertise in supporting ex-offenders, homeless & young people in/leaving care. ELCs will work with employers to remove prejudice that may exist towards these groups and provide a try before you buy" service, allowing customers to demonstrate their skills in a real work environment. In the first year delivering NOMS JOR achieved at 20% exceeding the contract target of 15% 12 months early; providing 12% of the national NOMS job outcomes. The success of such interventions has led to PPDG securing 23% of all contracts awarded in round 2 of commissioning. Customer Groups 4-7: Although these groups typically present greater & more enduring barriers to work (particularly those with learning difficulties and mental health issues), the expertise present in the supply chain, e.g. from delivering of WorkStep, New Deal for Disabled People & Pathways, provides access to a wide range of local employers who are open to employing people with health problems/disabilities, including ring-fenced vacancies/work tasters. This is supported by proven & enhanced programmes of support, i.e. Remploys Equality & Diversity training & TSAs Condition Management Programme; flexible employment to accommodate treatment etc.; job coaching; workplace adjustments and the creation of multi-agency care plans, linking to local providers to deliver integrated pre/post-employment support. The partnerships success in supporting these groups in CPA 14 is demonstrated through Remploys WorkStep programme, which in 2009-10 supported 14,764 disabled customers and achieved a JOR of 54%. All customers will benefit from a personalised range of work-focused activities designed to address personal & vocational barriers that prevent
- 64 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a (continued) progression into and within employment, and to improve access to local opportunities, including: Individual Needs Analysis; sector-specific training; employability; personal development; self-employment; emotional resilience; in-work support. Customer group 8: The above provisions will also be available to the voluntary ESFfunded Income Support (IS) and Incapacity Benefit (IB) customers. The partnership will use our experience of ESF & Working Neighbourhoods Funding (WNF) delivery which supports voluntary customers into work. Previous JOP includes 47% JOP in WNF in the most deprived wards of Birmingham. We will assure JOP by undertaking the following activities: IS customers: There are over 93,770 claimants of IS across CPA 14, particularly concentrated in Birmingham (50.4% of all claimants), 47% of whom have been claiming IS for over 5 years (NOMIS). The partnership has vast combined experience of supporting IS groups and will target activity to engage customers in WP. Experience shows that voluntary groups have low self-esteem & lack confidence when seeking work. We have in place a number of activities/facilities to support IS customers, including: Lone parents: affordable childcare; women only sessions; confidence building; parenting workshops; provision to fit around childcare; better-off calculations; benefits advice. Carers: flexible provision fit around caring responsibilities; confidence building; better-off-in-work calculations; benefits advice; links to specialist support services & care agencies. Learning difficulties: learndirect suite; dyslexia/dyspraxia intervention; job coaching, literacy/numeracy; e-learning; interpreters and job re-design. 25% of Remploy customers have learning difficulties & face a range of issues, from inability to read to problems communicating & understanding social norms. Refugees: majority will be from Iraq, Iran, Somalia, Pakistan & Zimbabwe & will require translation services; ESOL; women only sessions; prayer areas. Remploy has placed 42% of BME customers into work by addressing complex cultural and language barriers. IB customers: There are 93,680 claimants of IB/SDA across CPA 14 with 69% claiming for over 5 years. Concentrated in Birmingham (45.5% of all claimants%), Sandwell (14.2% & Walsall (11.5%), this group will exhibit physical barriers to accessing employment & will require support to address their illness/disability which can be supported by TSAs Condition Management Programme & Remploys specialist provision, accessible across the supply chain. Through delivery of Pathways to Work in the West Midlands we already have in place a diverse range of employers who can support customers complex needs. Engagement & Outreach activity: Outreach Workers will market WP services in the local community building upon strong and established working relationships with the local provider network. The partnerships overall marketing strategy will ensure that the WP is a familiar & recognised source of local employment & welfare support with a strong community presence. We will target IS & IB groups via open days; leaflets & posters; drop-in sessions; presence at JCP etc, supported by existing links to specialist providers, i.e. Sure Start; Gingerbread; Refugee Councils; Probation Services; housing associations; Age UK & local carer support groups. Building upon robust multi-agency referral routeways, site managers will specifically target IS/IB customers to ensure that the hardest to help, who are currently out of reach, secure positive & sustained job outcomes. ELCs will secure vacancies across a range of levels and sectors to support all customer groups, jobs which are: Local: on main transport routes/within customers travel to work areas to improve access; Progressive: with clear careers pathways to help customers meet longer-term goals/further develop their skills, enhanced by our Aftercare service; Flexible: including part-time and shift work to address other commitments such as childcare and sentencing restrictions; Culturally-sensitive: in terms of dress code; diet; worship requirements; male/female roles. Through robust economic intelligence, sound delivery experience and a diverse network of employers, the partnership assures achievement of our JOP offer.
- 65 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

PART 9:

IMPLEMENTATION

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.

- 66 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 9.1 The partnership offers a guaranteed commitment to commence delivery from the 1st July 2011 in CPA 14. This date ensures legal compliance with time bound issues such as TUPE & the correct period of consultation. The dedicated Project Management Office (PMO) have produced a realistic & time-bound WP Project Initiation Document (PID) owned/managed by the PMO Manager to be used as a control mechanism to assure implementation arrangements meet offered timescales. It has built a WP Project Brief and Scope, Risk Log and Project Implementation Plan (Annex 6): identifying the partnerships: premises; customer distribution ratios; recruitment/ redeployment/training & TUPE requirements; ICT/management information systems etc. Subcontractors have fully participated in ongoing workshops contributing to the PID and pre-implementation plans. The PMO Manager reports to the Project Board (Executive Board & department directors, chaired by the CEO) to ensure a full overview of all contracts in pre-implementation/ implementation stages on a weekly basis, utilising EPMlive software & critical path analysis techniques. The qualified PRINCE2 PMO manager has several years experience of pre-implementation/implementation of multiple large scale projects across multiple geographies including Working Neighbourhood Fund, Employment Zone & Work Focused Training in CPA 14. The PID records potential risk/dependencies, impact assessment, contingencies and departmental ownership to enable the PMO Manager to oversee the entire implementation process (across any number/combination of awards); enforcing timescales, identifying milestones and if at risk, deploying contingencies that nullify risks to current/new commitments. Key Risks identified include: Task Risk Contract Award Notification Delay Impact Reduced implementation timescale Impact on planned Estates Delays on recruitment/TUPE Affect Redeployment of Staff Mitigation Minimal risk: as the partnership can facilitate call off delivery requirement immediately via existing resource/infrastructure as incumbent providers. Plans incorporates ideal planning timeframe & fast tracked contingency plan to ensure critical path milestones are adhered to in reduced planning/implementation cycle that guarantees a reduced scope of day 1 delivery. Task Risk DWP WP Security Plan is not approved Impact All planned systems are not assured Delivery cannot commence No PRaP interface possible Mitigation Minimal risk currently operate a DWP approved Security Plan, reassessed as part of the ERSS Framework. PRaP contingency see below. Task Risk Subcontractor Data DWP Security Assurance Impact The overall WP DWP Security will not be approved Overall Delivery can not commence Delay in licensing & issue of internal business & MI systems to subcontractors Subcontractor delivery can not commence Mitigation Minimal risk: subcontractors issued with PPDGs DWP security approved systems. Sharing security and data transfer/storage best practice to ensure the partnership benefits from our assured expertise. Minimal risk of licensing/issuing delays due to the in-depth consultation that has been undertaken as part of our pre-implementation process. Task Risk PRaP is unavailable Impact Affects customer referral process & data transfer between JCP & PPDG Unable to allocate subcontractor referrals Delivery can not commence Mitigation Minimal risk: As the lead FND provider DWP has asked to use our systems to benchmark the provider network. Proven paper based contingencies in place. PPDG will centrally manage all PRaP referrals. Task Risk TUPE Delays & Information67 - Changes
71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE Delays PPDG/sub TUPE staff training plans Affects the PPDG/sub HR resource & recruitment plans Affect the allocation of TUPE staff between PPDG & subcontractors Delays to staff training Delay to CRB/vetting checks Affects scale of day 1 team & availability of staff at each site Mitigation Minimal risk as contingency is built into the Implementation Plan, to enable flex. PPDG has a robust/effective TUPE management plan which it has shared with the subcontractors. This has led to a collective agreement that PPDG will lead all TUPE activity. A reduced TUPE requirement can be supported by our inbuilt staffing flexibilities including internal taskforce; secondments between subcontractors; temporary redeployment; recruitment reserve lists and agency staff. Task Risk TUPE/recruitment & Training delays Impact Delay to pre-employment & CRB/vetting checks Affect staff training plans Affects scale of day 1 team & availability of staff at each site. Mitigation Minimal risk as current/incumbent SFA/DWP/ESF providers will seek to ring fence existing TUPE staff. Backfill recruitment/redeployment system to enable quick contract start up with qualified staff multi-functional staff; peripatetic employment contracts; central staffing pool/response team pre-assessed Applicant Reserve Lists agency/short term employment Task Risk Delays/Unable to secure planned premises Impact Delays to internal refurbishments/site moves Affects resource planned allocations Delays health & safety risk assessments and DDA compliance checks Delivery cannot commence affecting day 1 delivery Mitigation Minimal risks as no new premises are required in CPA 14. All sites are available and fit for purpose. All checks have been completed as part preimplementation activity. Robust Business Continuity Planning includes: Flexible Premises solution i.e. multi floored buildings; mobile delivery units; serviced accommodation; community venues etc Task Risk Subcontractors & Supply Chain withdrawal & delays Impact Affects planned customer allocations Affects planned TUPE allocations Affects planned delivery locations/CPA coverage Reduces scale of service/Matrix of Opportunity Reduces scale of day 1 delivery Mitigation Minimal risk: robust & in depth pre-implementation planning is built in the Subcontractor Selection & Consultation Programme; assuring capacity, capability & stability as current/incumbent providers operating in CPA 14. Fallback capacity planned into the subcontract & Matrix provider award. Multiple contract awards: From the outset PPDG tendered for delivery in 4 CPAs & began planning as soon as the framework areas were announced. In CPA 14 the partnership can fully honour implementation timescales regardless of the award of any additional/ combination of contracts. Established & proven systems are in place to support multiple-implementation and are centralised/scalable for any award scenario. A centralised management structure ensures all functions involved in implementation have existing allocated geographical responsibilities in the CPAs tendered for as Prime. The PMO has produced a scalable PID to manage any combination/all CPAs awarded, with allocated tasks for centralised services dependant on geographical responsibilities & critical paths, identifying risk/contingencies across all CPAs. From the PID impact analysis & pre-implementation planning multiple award plans include scalable responses i.e. award of 1 & 2 CPAs: existing staff trainers will deploy staff induction/training; 3 & 4 enhanced need called off through a blend of train the trainer and e-learning, already in use and
- 68 71391761.doc

Impact

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 organisations 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.

- 69 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 9.2 PPDG has over 12 years of experience of successfully implementing multiple large scale contracts, including subcontractor/partnership structures, without adversely affecting existing delivery. PPDG was the only FND 1 prime provider to have all premises staffed, resourced and fully operational by day 1 of contract, without any disruption to existing delivery commitments & partnerships. The Executive Board has conducted a high level business scoping assessing: contract requirements; current commitments (estate; geography; staff); financial/commercial viability; scope for partnership. Supplier Workshops disclosure assessment: current contracts/commitments; contract closure & available resource/infrastructure; future business requirements (tendering opportunities and those in adjudication) and how these impact on agreed WP commitments. This is analysed against the collective partnerships capacity i.e. current estate & geographical spread; staffing & finance. These assessments have identified & eliminated possible risk, assuring us of the partnerships ability to fully implement the WP whilst delivering existing commitments & managing transitional arrangements successfully. Implementation of the WP in CPA 14 will be overseen and led by PPDGs centralised Project Management Office (PMO) with a qualified PRINCE2 Project Manager and Business Analysts. The PMO will utilise integrated project management systems including Microsoft Project and EPMlive which enable management of inter-dependant tasks for the whole partnership across multiple business functions at both single and multiple CPA contract level. The PMO will coordinate cross-partnership and departmental activities including: subcontractor reviews; staff redeployment, recruitment and TUPE; evaluation of our flexible infrastructure to expand/contract estate and ICT hardware; ICT systems architecture; and Health & Safety whilst reporting weekly to the Project Board (Chief Executive Officer, Executive Board representing the major business functions i.e. finance, HR, Operations, ICT, National Operations Directors, & external stakeholders). If awarded multiple contracts the PID will integrate all CPAs and PMO will oversee the resource allocation across the delivery partnership via the EPMlive system. Contingency Identification: From the activities above a clear picture is known of the WP contract requirements aligned to current/oncoming business. In CPA 14 much of the existing partnership delivery will be replaced by the single access Work Programme including FND & ESF Flexible Routeways; some SFA contracts, part of the Youth Guarantee Offer, including Work Focused Training; Future Jobs Fund etc are closing with no repeat contracts as the youth offer will be integrated WP and future framework activity. New Business includes the roll out of the National Offender Management Service across the West Midlands with a minimal requirement in 2011 as Phase 1 delivery is completed and TUPE arrangements support the 2012 staff requirement. The PMO has produced a Project Initiation Document (PID) highlighting possible risks with an impact assessment, mitigation & ownership, work/product breakdown structure and clear lines of responsibility to enable the PMO Manager to project manage the process; enforcing timescales; identifying any milestones at risk of being breached; deploying contingencies and minimising the risk to current/new commitments. The PID will be reviewed on a weekly basis by the PMO Manager consulting with members of the Project Board, ensuring they have full insight into implementation of the WP in the context of business-wide operations. This will provide constant monitoring of all business functions and critical paths, ensuring that current delivery commitments are met and exceeded. Contingency arrangements: The majority of the existing delivery will be replaced by WP and therefore resource is available for day 1 delivery. Key contingencies/transitional arrangements include: Staff: supported by multifunctional staff as caseloads ebb/flow in each contract enabling effective redeployment; peripatetic employment contracts to move staff around responding to business need; temporary contracts can plug any gaps; central response team with identified support from the partnership; fast tracked recruitment from our client base with reduced notice periods. Additional TUPE arrangements further reduce any
- 70 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 9.2 impact on current resources. Training: Our Train the Trainer scheme will train staff from a number of sites who will then replicate the training onsite. This will ensure a phased staff training process that reduces the need for large training sessions that remove high volumes of staff from the business. Premises: flexible premises solutions i.e. multi-floored buildings; serviced accommodation; mobile delivery unit; community venues and partner sites. Subcontractor Withdrawal: To minimise risk contract share has been allocated to build on existing delivery focal points, resource & local/customer group expertise. The partnerships established infrastructure, teams and existing strategic links/partnerships assures maximum geographical spread across the CPA with an extensive range of services, partnerships, premises & experienced staff who can deliver the WP effectively from day 1. Full risk assessment & contingency planning for supply chain withdrawal has been undertaken in the PID pre-implementation planning process. Due diligence & capacity assessment has been undertaken with set Key Performance Indicators agreed in consultation with the subcontractors to ensure full mutual understanding of & commitment to deliver expectations, in line with DWP Merlin standards. In addition the selection process maximises subcontractors existing infrastructure & experience; minimising the risk of supply chain failure by harnessing company strengths to have the most positive impact on our customers & provider performance. As part of the SLA and contracting processes business contingencies are reviewed and integrated into an overall shared Contract Business Continuity Plan detailing prime/subcontractor responsibilities and incident reporting processes. This enables all organisations to collaboratively support any break in provision regardless of delivery site and agent. Contingency plans include an inventory of staff/secondment & accommodation/co-location to be utilised for any incident occurrences. Further to key risk/contingency planning a number of contingencies are in place to minimise the impact of supply chain failure. On notification of withdrawal, the Supply Chain Manager, with input from other supply chain partners as necessary, will consult the organisation in question to identify the reasons why, and to offer support/guidance/flexibility that may help them to reintegrate into the supply chain (these services are detailed in Annex 4 page 2). This may include allowing the organisation to reenter the supply chain at a later date; to reduce/increase service delivery or providing additional resource from within the supply chain. If such efforts are unsuccessful, we will maintain the scope of our provision utilising the following contingencies: Short-term solutions: review of existing capacity & capability to absorb caseload/referrals in the interim, with the central admin team taking responsibility for inwork tracking. The supply chain includes access to over 1,200 call-on/off local/national agencies & a commissioning reserve list to support service continuity. Staffing and property contingencies will be deployed to ramp up delivery to manage newly absorbed caseloads, drawing on multifunctional staff to provide additional capacity/resource. Long term solutions: renegotiation of remaining partnership volumes and review of the network capacity to absorb referrals and maintain the scope of delivery. Where necessary, the commissioning process will be re-opened. A robust, Merlin-assessed supply chain is refreshed and evaluated to prepare for emerging needs and service adjustment as part of the ongoing Supply Chain Management framework and Future Service Schedule review. The reviews keep suppliers informed of additional need; identify capacity within the supply chain that can be called off, allowing for quick mobilisation of services. These robust arrangements assure that should any subcontractor/partner withdraw from the supply chain, the partnership will still be able to implement and deliver the full scope of services to all target groups, maintaining minimal performance levels & across the CPA from the agreed start date.
- 71 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

ANNEX 1 PART 4.1a SERVICE PROPOSAL CUSTOMER JOURNEY PROCESS MAP

- 72 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

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 subcontractor/partner organisations) Begin by including your own organisation Prime Contractor/Legal Entity Organisation A Organisation B Organisation C Organisation D Organisation E Type of Organisation (e.g. public, private, voluntary sector) ELEMENT(S) OF PROVISION TO BE DELIVERED PERCENTAGE 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.

- 73 71391761.doc

Protect - Commercial

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.

Page 74 of 78 71391761.doc 10/11/2011

RESTRICTED COMMERCIAL IN CONFIDENCE

ANNEX 4 PART 5.2 CHART MANAGEMENT STRUCTURE ORGANISATION

- 75 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

ANNEX 5 PART 6.1a STAFF RESOURCES RESOURCE PLAN WP Resource

- 76 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

ANNEX 5 PART 6.1a STAFF RESOURCES RESOURCE PLAN IB/IS Resource

- 77 71391761.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

ANNEX 6 PART 9.1 IMPLEMENTATION PLAN

- 78 71391761.doc