331. CPA14: PPDG Ltd - Tender

8/3/2019 331. CPA14: PPDG Ltd - Tender

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RESTRICTED COMMERCIAL IN CONFIDENCE

EMPLOYMENT RELATED SUPPORT SERVICESFRAMEWORK AGREEMENT

MINI COMPETITIONS FOR THE PROVISION OFTHE WORK PROGRAMME

Invitation to Tender Form

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Tender Round title: The Work Programme

Organisation Name: Pertemps People Development Group

Lot: 6 (West Midlands)

Contract Package Area (CPA): 14 (Birmingham & Solihull & the Black Country)

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PART 1: ORGANISATION DETAILS

[1.1] Your response to Part 1 is for information purposes only. If any of this informationhas changed since the Framework Agreement application stage, please state this withinthe table below including a short explanation as to why. If you cannot provide any of theinformation below please explain this within the table.

DWP will not be responsible for contacting anyone other than the persons named in thispart of your form. If any of this information changes during the bidding period you mustinform DWP of the changes by email to:[email protected]

Name of the Legal Entity in whose name thistender is submitted and with whom DWP willcontract:

Pertemps People Development Group

Trading Name (if different from above): As above

Company Registration Number: 04881405

Company Registered address: Milton Gate,60 Chiswell Street,London.EC1Y 4AG

Head Office Address, if different: 17 Westbourne RoadEdgbastonBirminghamB15 3TR

VAT Registration Number: 844278702

Website Address (if any): www.ppdg.co.uk

Name, address and company registration numberof parent company, where applicable:

Employment Services Holding PtyLtd,Level 20,IBM Building,60 City Road,Southbank,Victoria,3006, Australia.

Registration Number: ABN 31 124159 502

Name and Job Title of main contact: Redacted

Address: Redacted

Telephone no: Redacted

Mobile telephone no: Redacted

Fax no: Redacted

E-mail address: Redacted

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mailto:[email protected]://www.ppdg.co.uk/mailto:[email protected]://www.ppdg.co.uk/


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Alternative contact Name and Job Title: Redacted

Address (if different from above): n/a

Telephone no: Redacted

Mobile telephone no: Redacted

Contact e-mail: Redacted

PART 2: TENDERER DECLARATION

[2.1] You must complete this Declaration by Tenderer. Failure to include this declarationmay 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 andundertake as follows:

1. We have examined, read, understand and accept in full the proposed Contractdocuments and all other documents and Annexes provided with this declaration andthe clarifications issued during the Invitation to Tender period.

2. We have completed and submitted all information required in the Invitation toTender Form in the format and order required.

3. We confirm the information set out in our response is complete and accurate to thebest of our knowledge and belief.

4. We hereby acknowledge and agree that we have read, understand and accept theWork Programme Call-Off Terms and Conditions, the Work Programme Specificationand the draft Order Form.

Scanned Signature:Redacted

Date:Redacted

Name:Redacted

Job Title:Redacted

Duly authorised to sign Tenders on behalf of:

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Name of Organisation: Pertemps People Development Group

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PART 3: THE WORK PROGRAMME CALL-OFF CONTRACT TERMS ANDCONDITIONS - 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), asmodified by The Work Programme service requirements (The Work ProgrammeAdditional Requirements).

3.2 The Work Programme Additional Requirements are set out in the Call-Off Termsand Conditions for The Work Programme which is supplied with your Invitation toTender. A document highlighting the modifications made to the Standard Call-OffTerms and Conditions to reflect The Work Programme Additional Requirements isalso supplied with your Invitation to Tender; for ease of identification, the changesmade since the draft version issued on 8 December 2010 are shown in boxeswithin the document.

3.3 Any proposed amendments to The Work Programme Additional Requirement mustbe detailed by completing the section below, giving full details of the clause(s) youwish to amend and your proposed amendments. DWP will consider proposedamendments strictly on their merits. Please note that you may only proposeamendments to The Work Programme Additional Requirements; proposedamendments to the Standard Call-Off Contract Terms and Conditions will not beconsidered.

Comments on The Work Programme Additional Requirements: -

MINI COMPETITION ADDITIONAL REQUIREMENTS (For Framework SupplierComments only)

No. of the clause(s) youwish to amend

Proposed amendment with proposed wording

n/a n/a

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

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Name:Redacted

Scanned Signature:Redacted

Position: Redacted

Telephone No:Redacted

Date:Redacted

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

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PART 4: SERVICE REQUIREMENT

NOTE: MINIMUM SCORE APPLIES TO ALL QUESTIONS THAT ATTRACT A SCORE WITHINTHIS SECTION. BIDS SCORING 2 OR LESS ON ANY QUESTION WITHIN THIS SECTIONWILL BE REMOVED FROM THE COMPETITION. PLEASE NOTE SCORES ATTAINED INTHIS 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) andattach the process map as Annex 1.

This should include a detailed supporting description of the customer journey(s) specific tothis CPA. Your response must describe how you will ensure the customer journey istailored to meet the specific needs and barriers of individual customers, and include thecustomer requirements defined in the Specification.

Please note your response to this question will not be scored but will act as areference 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 responseMUST be limited to five sides of A4.

Note: Format requirement and page limit does not apply to the process map which youmust insert as Annex 1.

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4.1 Annex 1 Narrative:Each customer journey is unique; there is no single solutionto support all customers as not all individuals within each group require an identicalservice. People will get what they really need to have lasting progression; a service thatremoves prescription, combines innovation, integration and personal care a totalsolution. It is the level, sequence, intensity & duration of activity that is tailored for eachindividual 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, ITTSpecification). Common features across all customer journeys include: a) a tailoredservice specific to individual need; b) identification & elimination of individual barriers toemployment; c) inclusion of all customer requirements defined in the specificationincluding JCP referral; Initial Provider Contact; Action Planning; ConditionalityEndorsement & JCP communication/Exit Plan. It is an agreed & consistent end-to-endCustomer 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 entryservice & initial diagnosis leading to the coordination of activities personal to individualneed:

Community Outreach (see Annex 1 (A1) PG1): the WP service will be marketed withinthe local community building upon strong and established working relationships. Themarketing strategy will ensure that the WP is a familiar & recognised source of localemployment & welfare support with a strong community presence/relevance via localdelivery sites; success story publications (54,000 column inches secured in 2010);community championing/peer mentoring service; award ceremonies and recognitionschemes for customers & their families/support networks. Key to previous success hasbeen a commitment to become an integral part of the communities served with a strongpresence and links to the local provider network including: Jobcentre Plus (JCP); SureStart; Gingerbread; Primary Care Trusts; Refugees Councils/Centres & support groupsi.e. Ashiana; Freshwinds; Extended School Partnerships & Adult Education Centres; localGP 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 robustexisting multi-agency referral routeways, supporting voluntary recruitment for programmessuch as Aston Pride, Working Neighbourhood Funds, New Deal for Communities & Skillsfor Jobs, outreach workers will specifically target IB/IS customers (payment group 8) toensure that the hardest to help customers including carers, lone parents & refugees,currently out of reach, are supported. Existing partnership presence will be maximisedand 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 sessionsat community venues; pre-start/warm up services; taster sessions & Learnivals (learningfestivals); family days i.e. mums and sons football tournaments in partnership with localclubs including Birmingham City FC; family learning play days/intergenerational activities;day care events; activities funded by our staff Give As you Earn schemes and organisedin conjunction with local charities including: Big Lunch events; local allotment campaignsas part of a Grow it, Eat it healthy lifestyle; Asian Fashion Shows. Voluntary activities areorganised and carried out by customers to gain skills credits; interpersonal skills; teambuilding skills & reinforces confidence building training. It provides embedded peermentoring 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 agreeddistribution profiles, monitored performance & capacity & geographical fit. The CCUprovides a central contact point for all JCP staff and will provide a warm referral

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4.1 (continued) process whereby JCP advisers, with the customer present, can book anattachment appointment directly consulting the customer regarding delivery location,communication protocol & induction time & medium. The JCP adviser will be made awareof 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 supportfrom a Driver Pick-up Service (customer collection from specific JCP sites) specific forareas 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 availablefor isolated housing estates. Within the diverse groups there will be a need for individualaccess support which will be provided by local transport/taxi companies. The CRS recordsthe attachment date & automatically produces customer correspondence confirmingappointment 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 availableincluding:JCP/Community Meet & Greet; Home/Community Visits (Sure Start etc); cue

calls, email reminders & information drops, Facebook messages & SMS reminders; multi-lingual support; Open door surgeries; WP website testimonials & virtual tours. JCP referraladvisers 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 onprogramme, to discuss their customer journey plan & to initiate their personalised actionplan. 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 includingreinforcement of requirements to continue Fortnightly Jobseekers Review (FJR) & Work

Capability Assessment (WCA) activities; health & safety; data protection; expensesreimbursement systems & eligibility. The minimum standard of service will becommunicated in this session supported by welcome materials & resources.

Initial Employability Skills Review (mandatory) a series of diagnostic activities to gaugeeach individuals point in their return to work journey, regardless of payment group status.Options include self completion of an appropriate assessment tool (i.e. ClassificationIndex); voting pads; embedded discreet observation (soft skills); paper basedemployability screeners. The results of this initial screening will enable the EmploymentCoach to gain a personal priority matrix from which to base their action plan & furtherdiagnostic & 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 ofthe customer journey providing the security, stability and sequenced support to help themeliminate their barriers to work & gain employment.These can be delivered within community locations for specific customer groups i.e. LoneParents; ESA & IB groups. Induction is followed by a 1:1 intervention with their EC toreview the initial employability diagnostic, identifying any immediate actions/next steps,initiating the action plan & agreeing the next appointment. This will include a preliminarydiscussion regarding their personal requirements i.e. any incurred travel, childcare & carecosts & reimbursement. All ECs will update the individual customer record on Maytas 5reporting 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 thecustomer, update the system & the CRS will automatically rebook the next availableinduction & produce further correspondence ensuring the attachment is secured as early

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4.1 (continued) as possible. The system will allow automated rebooking for up to 28 daysfrom referral, after which sanction paperwork is automatically produced, validated &issued to JCP.Enhanced Diagnostic (A1 pg3): the initial Employability Diagnostic will create a PriorityMatrix (Red, Amber & Green) identifying further diagnostic assessment required to build agreater 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); WorkplaceAssessments (access & adjustment); Functional Skills Assessment (including ESOL);Financial Inclusion Assessment (In Work Benefit Calculations & Debt analysis); CapabilityAssessments; Customer Communications; Personal Confidence & Motivational Review;Emotional Resilience Assessment; Transport Assessments; Self Employment &Enterprise Assessment. Enhanced assessments are available from specialist partnersincluding Substance Use Screening; Psychometric Testing (UK NARIC); Mental HealthAssessments; Occupational Health & Access to Work assessments/audits.Action Plan: the Employability Skills Review will be the continuous core assessment thatunderpins the action plan and will develop & mature as each identified priority is assessed

& barriers removed. These development activities will be recorded & reviewed via an MIsystem available from PPDG to all subcontractors, generating an Action Plan. It willprovide a coherent & cumulative view of the individuals journey at any point on theprogramme. The action plan will be started at attachment and will trigger customer startregistration 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; JobReady 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. Thiswill 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/specialistmentor. 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 ofsupport & development activities, the Matrix of Opportunity, with over 115 organisations(54% VSO) offering interventions that can be selected to overcome barriers toemployment & help individuals develop the knowledge, skills & attitudes required to takeup & successfully sustain gainful & meaningful employment. The menu & range of supportavailable builds upon a collective robust delivery experience, high performanceachievement, customer feedback, local stakeholder consultation & a cohesivecommitment 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 andproviders within the CPA available locally to customers. This is a responsive offer to bebuilt upon, responding to local needs and emerging customer barriers. From the collectiveexperience & expertise to meet customer group need, the partnership has identified the

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4.1 (continued) following key development solutions:

Training Solutions(A1 pg4): Pick and Mix database of training options including softskills; vocational skills (aligned to local labour market and growth sector data); functionalskills; employability skills (including emotional resilience; interview skills etc) offeringcombinations of modular, unit accreditation &/or whole course packages to meetindividual learning profiles. Offering accredited/non accredited, embedded, activity based

& e-learning options via a virtual learning campus all options will have taster optionsspecifically for long term JSA; IB stock & IB/IS & ESOL customers. Learnivals will bemade available offering informal/intergenerational learning platforms that break downbarriers to learning by providing fun, culturally sensitive activities for all customer groupsincluding Lone Parents; NEET groups; 50+ customers; those with negative learningexperiences. Digital literacy will be introduced via internet shopping sessions (Self-Elf);numeracy is embedded in healthy eating/cookery sessions (recipe reading & ingredientmeasurements). Training will be aligned to & integrated with the local Skills FundingAgency 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/calloff required interventions/activities to suppliers of the service from an approved Work

Programme Community. ECs across the provider community will access the directory ofservices via the client tracking system, which will allow them to efficiently manage andrecord all interventions for both internal and external suppliers. The directory of serviceswill be dynamic with the addition/deletion of suppliers and services to maximiseprogramme responsiveness, flexibility of services & customer choice, whilst ensuringmarket innovation is harnessed. It will be refreshed daily with each supplier able to updatetheir 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 healthincluding In Work Benefit Calculations; budget management; debt support; bank accountmanagement; 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. Thisdirectory will integrate government sites/resources including: Next Steps; DirectGov;Skillswise; Webwise; All Age Careers Service. This directory also includes self-help/directed resources including: debt advice, Health Exchange & housing support.Enhanced Job Search (A1 pg4): PPDG is issuing all subcontractors with its uniquesoftware that coordinates Employer Account & Vacancy Management via its CRM andClient Match software. Client Match pools, into one single software point, a collation of thelatest specifically brokered & exclusive employer opportunities; vacancies from localpublications and available on key job websites. The system runs a scoring macroidentifying suitable vacancies that best match the customers needs, providing a speedy,

streamlined and simplified job search tool. It will post alerts to Employer LiaisonCoordinators (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 supportreverse marketing activities. Enhanced Job Search will be provided by allocated ELCs(and/or subcontractor job role equivalent) that are constantly networking and engagingwith local employers and businesses to capture vacancies and employment opportunities.The service includes: Employer events/road shows; PPDG/Subcontractor hostedrecruitment events; guaranteed interview schemes; supervised job search sessions(sector based); self-direct job search facilities including Internet; publications; employerevents; 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 specialistorganisations, this may include peer mentoring, Critical Friend etc.

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4.1 (continued) Work Placements & Work Related Training (A1 pg4): options forcustomers to develop vocational/soft skills within the workplace and/or in a worksimulation environment; to include Work Tasters for Lone Parents, Carers & ex IBcustomers. Practical application of newly developed skills and re-training tool for sectortransition/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 BusinessEnterprise Service & the Princes Trust for full business planning and set up support. If itis 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 ofapplicants to local employers, including mock interviews; assessment day preparation;interview clothing support; travel to interview planning. Ongoing contact conducted withemployers to gain constructive feedback on which to build customer development. Ifsuccessful ECs support customers with transitional processes required to close theirbenefit 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 eachindividual & verifies customer consent to contact the employer for tracking purposes(embedded within the action plan and signed). No customer is left isolated on their returnto work there will be an inbuilt personal support mechanism that includes access to out ofhours support/mentoring, a 24 hour contact line & an extranet website. All job outcomedetails 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 & AftercareAssessment a defined level of aftercare will be identified for each customer. There are 3levels of support: 1) Enhanced; 2) Light Touch & 3) Needs Only. This level of supportconsiders all on programme history including communication and compliance history andthe identified vulnerability indicators (i.e. caring responsibilities; child care dependence;severe debt; fluctuating conditions etc). The aftercare service is the responsibility of theEC for the first 13 wks in employment & followed by a phased hand over to the ELC whichwill continue tracking via the employer account management service, maximisingemployer support and repeat business opportunities. Tracking is supported by a centralAftercare Team providing out of hours contact system; ongoing tracking; a centrallymanaged customer extranet system.Job Survival Kit offer includes: Ongoing Information,Advice & Career Guidance/Development; Job Mentoring; monitoring visits; Outreachsurgeries 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 FlexAccount 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 withoutfinding sustainable employment) returning to the JCP Offer the EC will produce an ExitReport which collates the individual action plan, intervention history and achievement,providing a progression plan recommendation. This will be sent to JCP within 10 workingdays 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 surveysat 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.

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[4.1a] Customer Journey - Rationale

Please describe in detail:

your rationale for your proposed Customer Journey(s) detailed abovein 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 responseMUST be limited to four sides of A4.

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4.1a The proposed Work Programme customer journey rationale: combination of apartnership organisation, interlinked with local community delivery structure of specialistprovision will create a level of integrated service never previously experienced byunemployed people. The rationale is to maximise delivery outputs from all customergroups, including:

Maximising the number of jobs secured from the referrals that we receive.

Maximising the effectiveness of the programme and minimising the time customersspend 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

individualso Removes barriers to employment and personal development

o Builds confidence and motivation

o Reinforces required skillso 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 journeyhas been designed in full consultation with both subcontractors and delivery partners andis designed to work with customers based on their individual need. The selection ofsubcontractors who can deliver an end to end service reduces the movement ofcustomers and risk of drop out and builds a skills & service exchange between thepartnership. It has been built following consultation with employees via a series of ThemeTeams, who have extensive experience of dealing with all the customer groups and isbuilt around proven best practice & heritage which historically produces outstandingresults. In addition to employee views the partnership has worked with external agenciesin the CPA that have experience of working with marginalised groups considered thehardest to help to identify customer needs at a local and regional level, for exampleBirmingham City Council, Access to Employment Groups, Birmingham & Black CountryLEP and NOMS. These consultations, combined with local and regional intelligence haveidentified a number of characteristics of customers in CPA 14, which the model isdesigned 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/noqualifications: 20.6% in Birmingham; 19.4% in Sandwell & 28.2% in Wolverhampton ofthe Working Age population have no qualifications; with a disproportionate lack ofqualifications in Pakistani & Bengali groups at over 32% not having qualifications. 32% ofthe claimant count is usually employed in elementary occupations. Ethnic Diversity: theCPA has an ethnically diverse population characterised by low employment andqualifications. To achieve parity in the employment rate between BME groups and thewhite population, some 74,900 BME people need to be supported into employment, adisproportionate 59% from Pakistani & Bangladeshi groups. Multiple deprivations:Birmingham, Wolverhampton, Sandwell & Dudley are in the top 50 most deprived LocalAuthorities; 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 loneparents: particularly in the urban conurbations of Wolverhampton (8.7% and 2.9%respectively) and Birmingham (8% and 2.9%). High youth unemployment: particularly inSolihull (34.1%); Sandwell (30.3%) and Dudley (29.9%) all above the West Midlands- 15 -71391761.doc


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4.1a (continued) average (29.4%) and a national average of 27.9%. The scale of theproblem in Solihull is one of the highest in the West Midlands and reveals that althoughcharacterised 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 ontechniques & 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 theservice to IB/IS groups including Lone Parents, Carers, stock IB & adults in certaineducational categories . Overall WP awareness & local integration of services to becomean integral part of local communities.

Outreach strategy that builds on established links and staff experience of marketingemployment and welfare support to the same customer groups via programmes such asAston Pride; ESF; Working Neighbourhoods; Deprived Area Funds & EZ for LoneParents; & Action Team for Jobs within the CPA, supporting 93,000 voluntaryengagements 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 establishedworking relationships and a deep rooted presence in the CPA offered by the partnershipincluding mobile/interactive services & programme by prescription.

Provides a referral network that includes all local public service providers and supportproviders. Offers existing providers an exit strategy for their customers that builds upontheir progress, i.e. for partners who focus on rehabilitation, the WP will provide the exitstrategy into employability; a collaborative multi-agency extension of their delivery thatprovides 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 outreachstaff regularly working from community venues providing awareness sessions.

Begins to introduce access to support services by providing light touch tasterappointments; informal interventions that embraces barriers rather than isolatingcustomers because of them.

Introduces the notion of employment/personal development within familiar environmentsReferral: Rationale, Customer Benefit & Regional Relevance: based onachievementof PPDGs current 95% average referral to start conversion rates (within 15 days) onFND. 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 theearliest possible point to immediately eliminate referral/attachment barriers.

The location model incorporates a commitment to social inclusion & maximisesattendance by ensuring that change is introduced into the lives of those marginalised bythe nature of where they live &/or their physical abilities. It:1) Offers carefully chosen geographies including a number of locations selected to meetthe needs of all customer groups, rather than a single location which makes people traveland increase the risk of non-attendance.2) Builds on existing delivery experience within the CPA supporting urban communitiesand major conurbations supporting the full range of customer groups

Embedded local consultation & feedback from subcontractor/stakeholders and customersto localise the offer in terms of access & identified need.Builds in the use of established and familiar locations providing the best geographiccoverage possible & cost effectiveness. Providing access to holistic support services

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4.1a (continued) to people in their own communities.

Flexible CPA specific transport solutions/arrangements using in house, public, privatesolutions which meet individual/geographic requirements.

Diverse correspondence chains & services for all customer groups including ESOLneeds, 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 withineach customer group that comes from interpersonal delivery and interaction

To provide a standard programme entry structure that ensures high delivery qualitystandards 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 theservice offered and development environments, creating a focused, motivated individual.

Incorporates delivery of best practice as identified in Provider Assurance Testing in2010 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 subcontractorsDedicated Employment Coach & Initial/Enhanced Diagnostic: Rationale, CustomerBenefit & Regional Relevance:

provision of a consistent, stable and secure personalised case management service thatsupports customers as individuals, not as a collective

Building relationships of trust & disclosure with customers to identify and remove theirreal barriers to employment & provide the blended package of support to make a lastingand 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 willhave the direct delivery experience of supporting customers and will have at their disposala 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 towork journey & their proximity to achieving sustainable employment.

Incorporates the customer hierarchy of needs (Maslow) & principles of humanmotivation & emotional resilience, providing holistic assessments that addresses personalneed (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 & regionalrelevance:

The benefit is they will experience holistic support in a single location and have the bestchance ever of finding and keeping employment.

Provides a holistic service with fluidity between personal, skills & employment supportthat offers a total solution to those who access the WP.

Enables subcontractors to offer their lines of expertise to all customer groups across theCPA, in addition to their end to end allocations, in a true partnership approach thatbenefits the customer.Selection of organisations, predominantly VSO, that offers an extensive range of call offservices which ensures each customer has a bespoke action plan tailored to individualneed, 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 -

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4.1a (continued) within the communities customers belong to resulting in harmonisationand regional fit.

Harnesses the imaginative & innovative delivery of talented, experienced and localstaff/workforces, from the vast industry experience of PPDG, Remploy, DudleyMetropolitan Borough Council, The Salvation Army & Inspire 2 Independence to thepassion 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 deliveryexpertise 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/marketresearch. Newly developed interventions include: a) Emotional Tool Kit to build customercapacity to cope with change, increasingly significant for harder to help customers.Building upon research by Business in the Community; b) Increased integration of digitalservices including Learn Direct Courses; UK Online My Guide, Go On, Race Online2012 and First Click (for 50+ customers); c) The Age & Employment Network - 50+ WorksOnline Good Practice Guide for staff; sharing best practice ensuring customer groupsoutcome/performance parity.Enhanced Job Search & Outcome Activity: Rationale, Customer Benefit & RegionalRelevance:

The approach ensures the service is not simply about brokering jobs; it is aboutmatching the right people with the right opportunity in which they can progress.

Provides a dedicated Employer Service that recognises and supports the localeconomic strategies via established and developing strategic links

Identifies local opportunity & puts in place the range of support for customers tomaximise 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 toprepared 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 deliveringexcellence measured by job outcome sustainability. The model offers all customers aproven in-work support package that meets individual need & builds on this successfulexisting delivery. This model has secured average 82% retention rates in DWPprogrammes (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 toemployment ensuring everyone who moves into work is better off.

Reinforces what they have learnt and gives customers the confidence to turn theory intopractice, utilising the new skills sets they have acquired, whether this is conditionmanagement, 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 whichincludes continued support for the employer.

Maximises the opportunity for repeat vacancy brokerage and the further integration ofthe Work Programme into cohesive & locally responsive economic strategies.

Embeds a Work Bridging service that supports internal promotion, personal progressionand becomes the recruitment solution of choice to backfill vacancies.

Live Surveys enable any service adjustments to be made during the customer journey.- 18 -

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[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 responseMUST be limited to two sides of A4.

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4.1b The minimum service delivery offer is built upon the best practice from PPDG and itssubcontractors (Remploy; The Salvation Army; Dudley Metropolitan Borough Council &Inspire 2 Independence) delivery experience. Collectively the partnership has extensiveexpertise in delivering to all the identified customer groups through a series ofmandatory/mainstream provision and voluntary/ESF programmes. The black box natureof Work Programme allows the flexibility and freedom for providers to create a service

offer that harnesses innovation and industry progression with proven & successfuldelivery features. PPDG and the subcontractors have full expertise of delivering withinCPA 14 at both CPA wide level and local/neighbourhood levels ensuring these minimumstandards capture local need. Embedded throughout the minimum service offer is acommitment to equality of opportunity & the delivery of true individualised packagesof support. The minimum service offer is designed to support individuals, irrespectiveof their payment group status, with a basic level of intervention that delivers the rightadvice and guidance. Identifying what individual barriers to sustained employment are andensuring customers are involved in the decision making process as to the type, range andsequence of activity that will help them remove barriers. Assures full and equal accessto the solutions that will best meet individual need. Minimum service delivery levels &

rationale for include:Min Offer Rationale: Customer Need:

AttachmentActivity:Face to faceinterventionwithin 15 daysof referral for95% of customers

Time bound commitment to seecustomers as early as possible.

Maximise allotted 104 weeks

To get individuals into theprocess as quickly as possible in away that encourages them tocommit to a programme of change

Proven model with existing 95%

referral to start conversion rate(leading FND provider)

Personally introduces changewhich leads to enhanced levelsof trust, providing the foundationsto achieve the best outcome withthat customer.

Begins to break old habits andbuild confidence (significant forthose previously marginalised by

their benefit status (ex IB) andwhere they live

Induction:Offered on a1:1 or groupbasis

Ensures full understanding in aconsistent approach

Confirms expected behavioursand associated conditionality

Provides equality of opportunityto all customer groups

Communicates standardinformation including Health &Safety; Equality of Opportunity;Data Protection

Assures customers they are notalone and helps them rekindleteam approach

Standard programme entrystructure for all groups

Significant for ex-IB caseloadwho have participated on anyJCP Offer scheme.

Accommodates individualneed by offering customer choice(group and 1:1 delivery)

Offers both a formal/informalintroduction to the service

EmploymentCoach(providingminimumfortnightlyintervention

with eachcustomer)

Consistent, stable and securepersonalised service

Builds confidence andrelationships of trust & disclosurethat enables ECs to remove thereal barriers to employment

Opportunity to regularlyreview/revise progress

Assures all customers have aconsistent support networkthroughout their journey

All staff will be trained to Matix;IAG standards, equipped toprovide a range of support

Introduces stability, frequency& structure into customers life

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4.1b (continued)

Initialdiagnostic

A standard initial diagnosis forall customers which will trigger thecorrect and responsive series ofassessments and support thatidentifies personal requirements.

Gauges individual needs at theprogramme entry point which willinitiate the action plan/next steps.

Regularly review with actionplan identifying emerging needs.

Action Plan(produced viathe Maytasrecord reviewed onfortnightlyminimumbasis)

Initiated at attachment &documented on Maytas

Single & shared documentationof a customers journey;

Tracks and verifies learnerprogrammes and the suitability ofthe blend interventions provided

Reviews & revises progress

Eliminates individual barriers,builds confidence and skills

Personalised to focus on short& long-term goals, achievement& progress

Consultative process thatenables them to own theirjourney & recognise progression

Email for Lifeand Google

DocsAccount

Embeds digital inclusion skills-skills for independent job search,

modern labour market interaction,employer contact etc

Platform to facilitate futurecareer progression. Promotes self-sufficiency

Supports access to reformedpublic services

Enables self service and digitalinteraction for all groups

Provides facilities andemployability/functional skills toenable independent job search.

Job SearchSystems andVacancyBrokerage

Single/shared employeraccount/vacancy management

Shared vacancy databaseacross the supply chain, offeringemployers a joined-up service.

Ensures equality of access tovacancies for all customers

Streamlined and speedyaccess to a bespoke vacancybrokerage system.

Areas in each delivery site tofacilitate job search.

Client Match holds vacanciesfrom a range of sources.

Accesses totrainingfacilities andMatrix of Opportunity

All delivery locations will haveassigned training & ICT suites.

Integrates skills developmentinto the service offer and assures adiverse range of local solutions.

Centralised pick and mixmenu of interventions andlearning methods that can becalled on to address individualneed for all groups.

Access toPersonalRequirementled support

Assures any financial, situational& personal inhibitors toparticipation/development aresupported/ removed.

Maximises the service impactby providing a range of interventions that facilitateparticipation and engagement.

In WorkAftercare

Continues personal service viaan in-work diagnosis and tracking

Provides ongoing support tomanage the transitional phase,identify/eliminate emerging barriersand maximise sustainability

Puts the customer at the heartof every decision that is takenduring their customer journey

CompleterExit Plan( to JCP withinin 10 days)

Transfer customer to JCP staff

Seamless transition/progressionrecommendations

Continues JCP interaction

Continue their progress joining up their service provision

Enables agencies to sharedata & reduces inefficiencies

CustomerSurveys (startwk26;36-52;75& exit)

To monitor customer satisfaction& inform development of offer/services

Enables customers toinfluence their own services &capture best practice

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PART 5: SUPPLY CHAIN MANAGEMENT

[5.1] Delivery Strategy

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Please describe in detail your delivery structure for all elements of the Work Programmeprovision across this CPA and explain why you consider your delivery strategy to be thebest approach for customers in this CPA. You should clearly state how you intend to workwith 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 includingvoluntary sector organisations where appropriate.Please also complete:

Annex 2 to show the structure to be put in place within the supply chain todeliver the Work Programme provision in terms of overall percentage ofdelivery, specialism and geographical coverage; and

Annex 3 (Sub-contractor Declaration) for your proposed sub-contractors asappropriate.

Insert your response in the pre-set, shaded space of the following pages. Your responseMUST be limited to three sides of A4.


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5.1 The delivery strategy for CPA 14 has been developed from initial design through tofinal submission, in full collaboration between PPDG, its subcontractors, specialist servicepartners, local/regional stakeholders and current customers. It is designed to capture andintegrate existing excellence to offer customers the best possible range and co-ordinationof 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 baseand design discussions with providers, the proposed Work Programme partnership offersthe best approach for CPA customers, bringing together an incredible depth of knowledgeand delivery experience in the CPA to all customer groups. The selection ofsubcontractors is based on their expertise (sector, customer group, local knowledge) & itsrelevance to the needs of the CPA; effectiveness of provision and fit with the known localcustomer need identified via a robust & collaborative delivery strategy design process. Alldelivery partners have undergone fair, open & transparent assessment via our Expressionof Interest (EOI) process identifying their strengths, where and what they can provide tothe range of customer groups. EOIs were followed by a series of meetings anddiscussions 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 anumber of factors: current contract performance; service offer; geographicalcoverage/knowledge; company values and delivery philosophy. This approach assures aflexible, coordinated and locally responsive supply chain that builds on existingcapacity/infrastructure and harnesses the expertise of each organisation, to ensurecustomers receive the right service from the right agency at the right time. The deliverystructure 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 ofcharacteristics 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 arefrom non-white ethnic group, it is 12% for Great Britain. BAME communities in theCPA have employment rates averaging 54% compared to 74% for the whitepopulation. There are higher proportions of worklessness in different ethnic groups;highest levels are prevalent in Pakistani/Bangladeshi Women who have anemployment rate of 20%.

18-24: High youth unemployment persists particularly in Solihull (34.1%, with wards ashigh 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 andenhanced support required for hard-to-help groups. On this basis, the best and mosteffective/responsive approach is for 5 expert organisations to provide end-to-endcustomer journeys. These organisations demonstrate effective intervention with thewhole 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 tocompletion, including in-work support. The model provides a single point of contact from

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5.1 (continued) responsible for each customers journey. End-to-end management of thecustomer journey by a single provider will ensure consistent/continued support from asingle Employment Coach to develop levels of trust and develop confidence. Thestructure captures current/past experience of working with all customer groups in the CPAi.e. Pathways, New Deal and FND integrating the specialist skills of each core providerinto 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 partnershipapproach. End-to-end providers will include a blend of Private and Third Sector/charityorganisations:

PPDG : Lead/Prime provider coordinating delivery of the Work Programme across theCPA; responsible for overall performance. PPDG has supported over 50,000 into workin the CPA, with 58% from BAME communities; in some contracts this has been ashigh as 85% with Job outcome performance as high as 52%. Also has deliveredprogrammes for BAMEs, 18-24 yr olds, offenders, IB/ESA claimants and loneparents. Brings expertise in Job Brokerage and Employee Development. Willdeliver 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 ofexpertise of working with people with disabilities, learning difficulties and mentalhealth issues. Will deliver 8% of outcomes.

The Salvation Army (TSA): Will provide a Marginalised Individuals Advisory Serviceproviding expert support for ex-forces personnel and customers at risk ofhomelessness. Will deliver 8% of outcomes. Specifically TSA has a ConditionManagement Programme and cognitive behavioural therapies to support the hardestto help customers i.e. those with addiction, mental health and health issues. Theysupport nationally over 3,500 homeless people a day and have embedded in theirservices a range of support mechanism to help those experiencing housing problems.

Dudley Metropolitan Borough Council (DMBC): as an incumbent FND Prime in theBlack Country in addition to an expansive and extensive delivery portfolio including:New Deal; Future Jobs Fund, Programme Centres, ESF & ERDF, SFA contracts. Theybring expertise to supporting all customer groups with long standing heritage inDudley. Will deliver 4% of outcomes.

I2i: delivery of 40+ welfare to work programmes including FND in the Black Country as asubcontractor to DMBC, New Deal, Working Neighbourhood Funds and various SkillsFunding Agency contracts to a broad range of customer groups including BAMEgroups, homeless people, ex-offenders and the JSA group. Will deliver 11% ofoutcomes.

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 joboutcomes from the local employer network. The strategy embeds a collective belief in theprovision of an end-to-end service that minimises fall out and builds consistency andstability into the customer journey. Moving customers around increases anxiety and senseof a revolving door and ultimately attrition, specifically to those in the ESA/ex-IB customergroup. 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 customerswill aspire to be self-employed. To ensure a full and comprehensive service for allcustomers, 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 beresponsible for co-ordinating and integrating this service into the customer journey. Bothorganisations are recognised market leaders in supporting customers with enterprise andself-employment solutions, an aspiration which offers flexible work is attractive to many- 24 -71391761.doc


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5.1 (continued) offenders with disclosure barriers.From the consultation process described above subcontractors/partners abilities andcapabilities are assured to deliver all the minimum service elements and an end-to-endcustomer journey. The consultation has included a review of customer group expertise inline with CPA requirements to ensure they can support the broad range of customergroups 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 exchangeskills, services & expertise. Distribution ratios have been agreed with subcontractors todeliver end-to-end provision within specific geographical areas to ensure full CPAcoverage, building upon what is established and offering the best approach to maximisinginvestment, property, staff, expertise and local provider partnerships existing in the CPA.Geographical distributions include: Remploy: Birmingham based delivery includingYardley & 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 theCPA including Walsall & Wolverhampton; DMBC: will support referrals from Dudley JCP.Remaining areas will be covered by PPDG. This offers the best CPA coverage andservice 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 offerscoverage from fully operational and community based venues, supported by mobileservices and driver pick-up operation. This is designed to maximise attendance andparticipation & 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 customerjourneys, arrangements have been developed to broker/harness their specialist provisionwithin the Work Programme Community as a member of the CPA wide/specific Matrix ofOpportunity. This offers the right support from the best possible providers working at alevel that allows them to focus delivery on what they are excellent at, responding tocustomer demand. The Matrix of Opportunity assures a mix of service delivery and sectorinclusion (54% third; 4% public & 42% private sector) within the WP community. Thisincorporates established working strategies and local provider links that exist withincurrent CPA delivery i.e. PPDGs WNF partners & DMBCs Voluntary Services. Thedirectory includes VSOs ensuring specialism/grass root expertise is harnessed within theservice and enables them to operate at a delivery/funding/risk level that supports theirinclusion i.e.: DORCAS, Freshwinds & the Evolution Centre. The Matrix of Opportunity willbe accessible to all staff delivering end-to-end customer journeys to ensure customershave equal access to call-on/-off specialist provision. The delivery structure maximisesestablished 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 centrallymanaged and distributed by a Central Contact Unit providing: a central service to JCP thatclearly communicates which member of the partnership will be supporting the customer;centralised/controlled PRaP administration and transparent customer distribution via ashared Customer MI system. Our supply chain management strategy is deployed bySupply Chain Managers and includes an integrated contract communication process,performance monitoring and joint continuous improvement; shared systems (MI; EmployerCRM; Vacancy Management etc). Matrix of Opportunity Providers: will be managed byour 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 seamlesscustomer journeys. Onsite partners/co-location arrangements with BES, Princes Trust,learndirect, Credit Union & CETA will continue and be built upon.

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[5.2] Management Structure

Please provide:

a description of the proposed management structure and how the requiredmanagement skills and expertise, including working with local stakeholders, have

been identified and will be delivered. You should also include a description ofassociated responsibilities and reporting lines ;

a description of how you will work with the management teams of any supply chainorganisations and key delivery partners; and

explain why your management structure is appropriate for the Work Programmewithin this CPA;

Please include an organisation chart (attach as Annex 4) showing the proposed managementstructure for the Work Programme for this CPA.

Insert your response in the pre-set, shaded space of the following pages. Your response

MUST be limited to three sides of A4.

Note: Format requirement and page limit does not apply to the organisation chart(s)which you must insert as Annex 4.

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5.2 Annex 4 page 2 illustrates the proposed partnership (PPDG, Remploy, DudleyMetropolitan Borough Council (DMBC), Inspire 2 Independence (i2i) & The SalvationArmy (TSA)) management structure and page 1 depicts the organisation and strategicpartnership model. Combined these show how the management structures will worktogether for the delivery of Work Programme within CPA 14. It provides dedicatedmanagement/monitoring support at individual site, regional, CPA and national level, and

clearly demonstrates the reporting lines from corporate to operational level across theWork Programme Community. Key features of the management structure include:

Senior Executives with over a 100 years worth of combined experience and expertise inthe Welfare to Work and skills development industry delivering integrated solutions inpartnership with public, private and voluntary sectors & bringing knowledge from othermarkets i.e. Australia to local operational delivery.

An executive team experienced in interpreting, implementing and delivering governmentcontracts through an infrastructure that maximises quality and performance.

An Operations Management Structure designed to deliver local solutions to nationalpriorities

A dedicated employer engagement team fully integrated with the operational deliveryteam which works at strategic (LEP; Local Authority; Chamber of Commerce & CBI) levelas 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 powerfulassets; they bring not only local relationships & delivery experience, but passion. Passionto make a difference to individuals, their families and their communities. The proposedmanagement structure is designed to channel this passion, skill and experience to providethe best possible solution to CPA 14 stakeholders & customer groups. The structurebuilds 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 provencontract management structure which has been adapted to respond to the challenges ofthe Work Programme. Ongoing reviews of contract management activities assess theskills and expertise within the management team and identify best practice. In addition theExecutive Director responsible for HR and staff training is a member of CESIsProfessionalisation of Welfare Expert Reference (POWER) Group, and uses this externalconsultation to benchmark industry/sector best practice and standards. This knowledge isused to provide management development training and informs recruitment criteria andsuccession planning. From a full review of all management assessment activities

including DWPs Provider Assessment Testing (Strong Assurance); OFSTED (OFSTEDGrade 1 Leadership & Management) & IIP/self-assessment reports and a competencyaudit, the full range of skills & expertise required to effectively manage the WP in CPA 14have been identified. The requirements include:

Leading delivery and managing change through; data analysis; the application ofindustry knowledge (i.e. understanding customer needs); strong decision making,planning and implementation skills; highly effective communication; and with a desire tocontinuously improve.

Building and maintaining strong relationships with all internal and local & nationalexternal 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 todeliver excellent results through internal teams and the supply chain.

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5.2 (continued) Supply Chain Management Skills & Expertise: from a robust andconsultative supply chain selection process we have identified organisations withextensive delivery experience with a successful track record of managing delivery at asubcontractor level in key contracts such as FND & New Deal. They have robustsubcontract 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 BlackCountry since 2006. i2i currently manages FND delivery within the CPA as asubcontractor to DMBC & in two other CPAs with Serco. DMBC act as a subcontractor toPPDG, Dudley & Stourbridge Colleges and Coventry City Council. The Salvation Armyhas experience of managing FND subcontracts and have a local delivery platform ofoperational units & local management structure within the CPA, from which to expandtheir Employment Plus management team as part of the Work Programme (WP)subcontract. The partnership management structures enrich the offer with a range of localknowledge 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 parentorganisation & all subsidiary companies. Responsible for the strategic growth andbusiness management of ESH and its group of companies portfolio of services ensuringbest practice is shared across the globe. Reports to the ESH Board.PPDG Chief Executive Officer (CEO): To implement the strategic goals & objectives ofPPDG & to give direction & leadership toward the achievement of the organisation'svision, mission & values, its annual goals & objectives. Responsible for all contractperformance. Reports to the Group Chief Executive.PPDG Managing Director (MD): Responsible for the strategic growth of the contractportfolio, partnerships & business development. Overall responsibility forrelationship/contract management with Subcontractor Executives. Reports to CEO:Executive Director (HR/Staff Development & Quality): Responsible for aninfrastructure that delivers excellence through its staff and meets all legal requirement andappropriate quality standards. Offers Subcontractors support/guidance. Reports to CEOExecutive Director (ICT/Security; Occupational Health & Safety & Quality):Responsible for the physical & technological infrastructure that delivers outstandingperformance through knowledge, analysis & secure communications in healthy & safeenvironments. 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 theirfinancial security, stability & compliance. Reports to CEO.Subcontractor Executive: Responsible for overall subcontractor contract/performancemanagement & 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 ManagementTeams (DWP) & represent the company at strategic meetings. Reports to CEO.Regional Operations Director (ROD): To ensure maximum performance & achievementof 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 inCPA 14, reports to Operations Director.

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5.2 (continued)

Employer Engagement Director (EED): To strategically lead the partnerships employerengagement strategies and relationships with community groups. To co-ordinatenational/local employer links and engagement activities to provide a coordinated singleaccess 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 levelensuring effective business systems, processes & customer services are monitored,evaluated & continuously improved in line with the wider business & social regenerationcontext. Reports to ROD/SCM.Employer Engagement Manager: To engage & liaise with employers & local communitygroups 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 agenciesan 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 allsubcontractors; specifically providing an overall management for subcontractorsdelivering in multiple CPAs. MD will chair Strategic Management Committee & quarterlyJoint 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 inCPA 14, assisted by an SCM who has day to day & localised contact with subcontractordelivery 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 relationshipswith Matrix Providers assuring service/delivery quality. Managing the flow of customersinto their services from the partnership.

Annex 4 Page 2 details the services being offered to subcontractors. The SCM willensure these services are known, accessible and of value to all organisations.

Quarterly joint reviews of the Matrix of Opportunity providers by the partnershipRationale and Appropriateness for CPA 14: the proposal builds upon a robust model ofcontract management that integrates experience, innovation, collaboration andlocalisation. It ensures that all delivery is managed locally at an operational level to deliverthe highest quality of service to customers supported by centralised structures includingEPM Live, shared MI systems & SCM framework. It assures that appropriate site level

management is available to support staff, stakeholder engagement & performanceachievement reporting into structures that review the contract management/performanceas a whole. The scale of management is designed to support the delivery locationstrategy giving the most cost efficient & effective coverage possible across CPA 14,ensuring that local delivery is centrally coordinated & best practice is shared. Thestructure builds upon existing protocols within CPA 14 specifically working in partnershipwith 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 arealigned and integrated, fostering mutual levels of trust & understanding by enabling clearchannels of communication. It promotes stronger joint working and interaction and

provides the right structure to drive up performance. The full integration of strategicpartners ensures a locally focused response that maximises local efficiencies and valuefor money investment.

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[5.3] Management of Delivery

Please clearly describe:

How you and your supply chain will manage and monitor the quality ofdelivery 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 supplychain as a whole, outlining how you and your supply chain will act on thefindings of any monitoring activity including the resolution of issues from withinyour own supply chain, partners or other bodies.

Insert your response in the pre-set, shaded space of the following pages. Your responseMUST be limited to three sides of A4.

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5.3 The Partnership (PPDG; Remploy; Dudley Metropolitan Borough Council, Inspire toIndependence & The Salvation Army) will build upon existing effective processes andsystems to monitor and manage delivery of the Work Programme (WP) to ensure aconsistently high standard of performance across the entire supply chain and CPA. Theseprocesses are designed and developed to not only monitor and manage delivery but tocontinually improve the whole supply chains collective performance. The scale of the

partnership enables efficient and effective management and monitoring of the quality ofdelivery, using a shared integrated solution, maximising consistency via the following:

Management Information (MI) Systems: utilising Microsoft Reporting Services realtime and historical MI data reporting functions developed and tailored to the WP deliveryby experienced and qualified data analysts. The partnership will have shared access toWP Reporting Services reports with access permissions allocated on a group/jobrole/provider basis for data security. PPDG will issue the partnership with web basedaccess to its proven MI database, utilised for over 12 years, which has supported therecent achievement of a 99.98% accuracy rate of 11,755 FND PRaP file updates. Itenables all information relating to the whole provision and customer journey to becaptured, analysed and monitored in real-time. A central MI development team will adapt

the database to capture the WPs requirements. Maytas will capture all customerinformation and the information recorded will be linked to each staff member/provider toproduce and validate individual performance. Data recorded on Maytas will be used tomonitor actual performance, configured to show performance levels by geographical area,PPDG/subcontractor site, customer group, time period & staff member. Maytas issupported by a web based Customer Referral System (CRS) which centrally tracks allreferrals received via PRaP and attendance across the whole supply chain networkcentralising the front end of the process. The partnership will share the same end to endMI systems accessed via a Supply Chain Extranet; each providers MI system will bemodified to their specific MI reporting and monitoring needs, with secure access based ongroup/job role permission levels. The use of shared systems which will be fully secure andISO27001 compliant will reduce the risk of data reporting and security issues occurring,ensuring DWP receive accurate and timely data and MI. PPDGs nominated SecurityOfficer will ensure all subcontractors maintain compliance within their security systems.

Key Performance Indicators (KPIs): will measure minimum service levels targets andperformance, 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-Worktracking/aftercare; Job sustainment; exit report (10 day). Available by provider, customergroup and geography. The KPIs will be produced via a centralised Reporting Servicesfunction, a self-servicing facility enabling the user to produce timely KPIs, with a

structured review timetable built into the Supply Chain Management framework to ensureperformance 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 levelreviewing 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, highattendance/attrition rates, high/low levels of referrals/starts & high/low job outcome &sustained job outcome performance. Control charts will be used to provide performance

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5.3 (continued) context and informs the best level of response. Contract managers andSCMs can address performance issues quickly by completing corrective action i.e.resource redistribution, staff development, time bound performance improvement plans. Acentralised Quality System means learning can be disseminated across the whole supplychain, regardless of where in the partnership it occurs.

Monthly Narrative: Provides background information to programme performance

fig

331. CPA14: PPDG Ltd - Tender

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