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

Invitation to Tender Form

Tender Round title: Organisation Name: Lot: Contract Package Area (CPA):

The Work Programme Seetec London CPA 4 East London

PART 1: ORGANISATION DETAILS

[1.1] Your response to Part 1 is for information purposes only. If any of this information has changed since the Framework Agreement application stage, please state this within the table below including a short explanation as to why. If you cannot provide any of the information below please explain this within the table. DWP will not be responsible for contacting anyone other than the persons named in this part of your form. If any of this information changes during the bidding period you must inform DWP of the changes by email to: WORK.PROGITTCLARIFICATION@DWP.GSI.GOV.UK Name of the Legal Entity in whose name this tender is submitted and with whom DWP will contract: Trading Name (if different from above): Company Registration Number: Company Registered address: Head Office Address, if different: VAT Registration Number: Website Address (if any): Name, address and company registration number of parent company, where applicable: Name and Job Title of main contact: Address: Telephone no: Mobile telephone no: Fax no: E-mail address: Alternative contact Name and Job Title: Address (if different from above): Telephone no: Mobile telephone no: Contact e-mail: Seetec Business Technology Centre Limited Seetec 2291188 Main Road, Hockley, Essex, SS5 4RG N/A 507510475 www.seetec.co.uk N/A
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PART 2: TENDERER DECLARATION

[2.1] You must complete this Declaration by Tenderer. Failure to include this declaration may result in your bid being disqualified. To: The Secretary of State for Work and Pensions

For the benefit of the Department for Work and Pensions, we hereby warrant and undertake as follows: 1. We have examined, read, understand and accept in full the proposed Contract documents and all other documents and Annexes provided with this declaration and the clarifications issued during the Invitation to Tender period. 2. We have completed and submitted all information required in the Invitation to Tender Form in the format and order required. 3. We confirm the information set out in our response is complete and accurate to the best of our knowledge and belief. 4. We hereby acknowledge and agree that we have read, understand and accept the Work Programme Call-Off Terms and Conditions, the Work Programme Specification and the draft Order Form. a) Scanned Signature:
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Date:
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Name: Managing Director Job Title: Seetec Duly authorised to sign Tenders on behalf of: Seetec Name of Organisation:

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 None None

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

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Name:
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Scanned Signature: Position: Telephone No: Date: Managing Director 01702 201070 12.02.2011

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

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.

4.1 4.1.1 Customer Journey Overview The customer journey process maps attached within Annex 1.1-1.6 illustrates the Work Programme (WP) customer journey in CPA 4 East London (EL) in diagrammatic form. Annex 1.1 provides an overview. 4.1.2 What: Seetec has devised a simple, effective three step, five track model: Three Steps: (refer to Annex 1.1 to 1.5) create a natural pathway from unemployment through welfare into sustained work and beyond into career advancement and Continuing Professional Development (CPD). Annex 1.6 shows the fundamental building blocks underpinning this customer journey. These include: -Customer responsive featuring world class customer service, call centre/helpline, Seetecs Virtual Training Centre (VTC) and a Flexible Learning Account (FLA). -Information, Advice and Guidance (IAG) drawing on expertise from across the supply chain to address key barriers including debt / making work pay. -Work experience from permitted work and 1 day tasters for those further from the labour market to work placements and Work Trials for more work ready customers. -Employability skills soft skills that employers want, progressing from self management in Step 1 to improving effectiveness in the workplace in Step 3. -Core skills from literacy, numeracy, language and digital life skills in Steps 1 & 2 through to digital competencies and knowledge working skills in Step 3. -Changing behaviours using Behavioural Economics, enhancing changes in attitude and behaviours using the psychological and sociological insights of nudge theory; -Big Society harnessing civic initiatives including volunteer mentors, developing workplace mentors and coaches (funded by a proportion of Seetecs 1m enabling fund). -Localism engaging complementary and statutory support from key stakeholders like NHS Expert Patients, Sure Start Centres, Community Support Organisations, the 17 London Boroughs and linking sector skills progression to regional strategies. Five tracks: (refer to Annex 1.1) All eight customer payment groups progress through the same three step model, however the actual content (action planned content) and speed of their individual journey is determined by their own needs and proximity to the labour market (as identified during assessment). Following Initial Assessment customers are categorised into 5 groups/tracks. These 5 tracks have been incorporated into the model to ensure that customers have the ability to progress quicker into sustained work based on their personalised needs, barriers, attitude / behaviour, proximity to the labour market, retention risk rating and wellbeing. Based on analysis of our existing provision inc. FND, New Deal / PSL, Pathways to Work (PtW), ESF and NDDP we have profiled the proportions of customers (for each of the 8 customer groups) that fall into each of the five tracks. Overall this equates to track 1 - 5% with severe barriers; track 2 9% with significant barriers; track 3 22% with moderate barriers; track 4 26% who are work ready but require some help; and track 5 37% who are work ready / capable. 4.1.3 How: The customer journey model is roll-on, roll-off (for re-engagement of customers who do not sustain work or who disengage). Our blended learning approach comprises 1-2-1 and group activity with a strong focus on online/e-learning activity using Seetecs VTC for those who can manage their own learning, transforming delivery flexibility. Each customer has a comprehensive package of support comprising a dedicated Adviser, benefits advice, IAG and access to specialist provision through our flexible and diverse supply chain comprising intervention partners, ad hoc purchased provision and complementary free of charge (FOC) providers across WL (e.g. organisations such as NACRO will support and provide Information, Advice and Guidance interventions for ex-offenders or those at risk of offending, the Consumer Financial Education Body (CFEB) runs free seminars on simple financial planning. All suppliers use Seetecs proprietary customer management system, Provider Enterprise

4.1 (continued) 4.1.4 Who: Seetec, End to end and customer group / job brokers (Tier 1) deliver the same customer journey across allocated geographical areas supplemented by their own local innovation e.g. Kennedy Scott, deliver their own brand of motivational Courses called Moving on, Moving up. There is a network of Intervention providers (Tier 2) who are contracted to deliver specific interventions to meet specific customer group needs across the 8 customer groups (including cross cutting customer groups (e.g. Ranstad Support help customers with health conditions, NACRO provide support for ex-offenders and TWIST, a consortia of providers, will support BAME customers, Hackney CEN are being used to tackle Londons gang culture). Skills providers (SFA funded) and colleges such as JACE and John Laing Training are contracted to deliver Level 1, 2 and 3 qualifications in Step 3 in key growth sectors. This approach joins up skills and employment (as part of the Integrated Employment and Skills agenda), builds on joint DWP / BIS policy and ensures that WP funding maximises value for money to focus on sustainable employment. Tier 4 ad-hoc purchased provision organisations and Tier 5 complementary provision organisations are used to address specialist customer needs on a case by case basis. This dynamic and scalable supply chain structure is continually reviewed, flexed and refreshed to ensure the needs of all customer groups are being met across the CPA and that contractual performance targets met over the 5 year contract. 4.1.5 Where: An extensive network of 39 Seetec, supply chain partner and complementary provider delivery centres across East London positioned to coincide with JCP outlets, unemployment hotspots (high claimant counts) and concentrations of employment opportunities. Seetec is building on our existing infrastructure of 8 permanent delivery locations, currently delivering New Deal 18-24, ESF, JCPSC and running the Westfield/Olympic Parks skills shop in EL. A significant element of our WP delivery is about changing customer attitudes, managing expectations and generating work related behaviours e.g. in EL some customers demonstrate a reluctance to travel outside of their Borough to seek work despite excellent transport links e.g. customers living in Woolwich are reluctant to travel to Lewisham. We combine provision of Steps 1 and 2 in a network of permanent delivery centres with delivery of Interventions in community locations to provide full coverage and encourage work related behaviours whilst recognising the effectiveness of community interventions involvement in tackling worklessness. 4.1.6 REFERRAL AND ASSESSMENT (refer to Annex 1.1/1.3) Referrals are picked up by Seetecs PRaP centre, based in Hockley, (ISO27001 compliant), input into PE and allocated to the appropriate Tier 1 provider (i.e. end to end, Step 1 & 2 job broker or specialist customer job broker) based on a postcode allocation basis. The customer is contacted by the PRaP team (or Tier 1 supply chain partner) within 3 days of referral. Confirmation of the first appointment, logon instructions for self assessment and induction (enforcing rights and responsibilities and setting out WP services and expectations) on Seetecs VTC are sent out by email or post. The customer is required to acknowledge receipt of the email / mail (preferably online). Reminder texts / emails are sent 48 and 24 hours before appointments. Should a customer fail to attend, the admin team reschedules the appointment up to 3 times before invoking sanction doubt. If the customer does not attend within 15 days of referral without reasonable justification, JCP is notified, sanction doubt initiated and did not start actioned via PRaP. 4.1.7 Initial 1-2-1 contact: Customers undergo Initial Assessment (IA) and Induction either face to face or telephone/online where appropriate and an Action Plan (AP) is produced (see Annex 1.3). To identify the varied and complex needs of customers, Seetec / supply chain partners use standardised IA tools via PE. Using key mandatory fields Advisers build on the online self assessment questionnaires (where completed) with solution focused interviewing to identify attitudes, personal drivers e.g. social mobility, peer / family pressures, employability and motivational levels. Fields from

4.1 (continued) Plan is built on and that due consideration is given to interventions already undertaken. The IA serves several purposes: a) to stream/triage customers effectively from their allocated customer payment group (the 8 customer groups) into one of the five tracks and to identify which Step they access in the WP model e.g. Step 1 or Step 2 and b) to identify key needs which form the basis of the action plan. Tier 1 supply chain partners use the same referral processes, IAs, induction materials and APs (all held on PE) to ensure levels of customer service are consistently high across the CPA. 4.1.8 Action Plan (AP): The AP and all activity / interventions are linked to the achievement of sustainable job goals and address attitudinal, functional and employability needs. The AP is based on the job goals identified in the IA and enables Advisers to map out individual customer journeys setting both long and short term SSMART objectives against skills / experience needs; support needs and jobsearch needs. Mandatory Activities: (see Annex 1.3) At least 6 proactive steps to employment are set; these become mandatory activity (where benefit group allows) for the customer. These are individualised steps that the customer needs to take to achieve their individual job goal and are split into four critical areas of successful job hunting; skills to do the job, barriers / support needed to do the job, work experience and methods of jobsearch. Some examples of these proactive steps to employment are: Skills: Bring evidence of existing qualifications to next review; or complete 2 modules on the VTC. Support: Complete a better off calculation or find a childcare provider. Work Experience: Attend a 3 week work placement; undertake voluntary work for one day per week. Jobsearch: Apply for 8 jobs over the next two weeks; register with 2 jobsearch websites; prepare for an interview. 4.1.9 Review: Progress against action planned activity is measured at the reviews/1:1 contact sessions (at least fortnightly either face to face or by phone) and through ongoing online self assessment by the customer. The customer and Adviser timetable modules and support measures needed to address customers needs, and progress them towards their target job activity, signposting to complementary or purchased provision via supply chain customer group interventionists as required. Activity is timetabled to allow customers to honour commitments e.g. Fortnightly Jobsearch Reviews with JCP or Work Capability Assessments as required. The IA constitutes the record for attachment activity and this is registered via PRaP; the PRaP admin team audit IA to ensure appropriate activity has taken place prior to raising a claim. 4.1.10 STEP ONE PERSONALISATION AND CUSTOMER NEEDS ASPIRE (refer to Annex 1.3). This step has been designed to meet individual customer needs and barriers which include: the need for customers to identify what they can do, not what they cant; a change of attitude and behaviour moving from a culture of worklessness to work; and a strategy for returning to work that manages both the real and perceived barriers (likely to be health conditions for ESA customer groups, childcare considerations and caring support networks for the IB / IS customer group and debt across all customer groups) that are stopping them from working. These needs / barriers are addressed by: IAG: underpins the customer journey. Free of charge local/national advice organisations and Seetec provide Matrix accredited IAG which includes Adviser and online support. There is also referral to contracted Intervention specialist providers such as New Highway to address Drug/Alcohol misuse to meet the needs of customers in East London. AIMS: delivered online, 1:1 or group delivery, AIMS is a 1 day motivational goal setting Course. Content has been developed by Seetec using the principles and philosophies derived from Neuro-Linguistic Programming, Emotional Intelligence, Behavioural Economics and Self-Suggestion designed to challenge perceptions, and enhance confidence and motivation by development of a can do attitude.

4.1 (continued) with existing NHS services e.g. through our links with Havering PCT, also enable customers with health conditions / disabilities to learn to manage their condition in a work environment. Motivation / Confidence: modules on self esteem, positive thinking, assertiveness, self control and coping with setbacks all critical for long term unemployed customers. Employability Skills: Modules including reliability and punctuality, people skills, customer service, team work, time management and problem solving all identified by employers (UKCES NESS 2010) as attributes sought in new recruits. Core skills: Literacy, numeracy, language and digital life skills are developed through online learning and signposting to complementary (e.g. college / SFA) provision. Work Experience: stepping stones, tasters, Permitted Work and volunteering embedding a work first approach promoting labour market attachment from day one. Job Broking: forms an integral part of the customer journey reinforcing the ethos that sustained employment is the purpose of participation. In Step 1 where customers are deemed unable to move directly into employment the focus of job broking is on CV preparation, gaining work experience and learning new job search methods e.g. speculative letters, online applications and setting up accounts on job boards. 4.1.11 STEP TWO - WORK ACHIEVE (refer to Annex 1.4) Customers may either move from Step 1 to Step 2 or straight into Step 2 following assessment and action planning depending on their proximity to the labour market. Step 2 has been designed to meet individual customers needs and barriers which include: Up to date work experience; jobsearch and digital life skills; sector specific employability skills to access available jobs; clear sector focused in-work skills development; support and mentoring to overcome the risks of falling out of work. These needs / barriers are addressed by: Sector focused job related skills: Training provision accesses a wide range of occupational areas matched to East London sectoral and local employer needs prioritising on care, hospitality, security, retail, customer services, construction; Sector Skills Council pre-employment routeways (e.g. Retail Works, Employment 1st (hospitality) etc.) are delivered alongside short certificated courses e.g. manual handling, CSCS, food hygiene etc. linked into specific employers with job interview/ work trial incorporated. Work Experience: Access to a wide range of work tasters, placements, projects and community/voluntary work within private, public and third sector organisations (inc. social enterprises) and guaranteed work trials. Intensive Job search / job broking: Advisers work proactively with customers matching them to available vacancies sourced independently and by the Business Development Team. System driven, daily email/text message alerts of new vacancies and access to in-centre job points and job clubs. In Step 2 customers are given application and interview targets per week as part of action planning, increasing job search activity. Self-employment: We have and will build on our links with organisations such as Business Link and signpost customers to these organisations as well as engaging specialist providers e.g. InBiz in the supply chain to move people off benefits through the development of sustainable businesses. Back to Work Plan: For customers entering employment a Back to Work Plan is produced outlining progression and next recommended steps. In-Work Support (IWS): Once customers enter employment a tailored individualised package of IWS provides support to customers and employers in

4.1 (continued) This responsive and flexible IWS model includes measures to address key sustainability barriers: automated emails, text messages and newsletters at critical risk dates e.g. first week, first month, start of school holidays etc; Incentives include flexible learning credit of between 300-2000 enabling customers to access Seetecs wider online content e.g. supervisory training, technical IT training (Seetec and UFI Learn Direct content). Credit is built up in a Flexible Learning Account (FLA) over each 4 week sustainment period and can be accessed for ongoing career development learning; ongoing mentor/peer support, regular tracking/keeping in touch; trouble shooting personal or work related problems; helpline, drop in and brokering service, that helps employed customers who are at risk of losing their job, or those converting from part-time to full-time; trained staff provide retention advocacy to the employer/employee; and there is employer advice on workplace adaptations, job coaching, family friendly/flexible working options and signposting to in work skills development which forms part of Step 3. 4.1.12 STEP THREE - SUSTAINMENT AND ADVANCEMENT SUSTAIN (refer to Annex 1.5) Step 3 starts at the point when a 13/26 week job outcome is achieved. At this point the customer is in work and either continues provision with Seetec, their end to end job broker e.g. Ixion or transfers to another Step 3 provider e.g. College or training provider. These organisations have access to SFA / skills funding (if the customer / employer chooses this route) or provide non-SFA funded in-work-skills training (e.g. HIT for Hospitality and Cleaning or First call for Retail). Our approach to joining up WP funding with BIS / SFA funding in Step 3 is an innovative approach to meet individual customer needs and barriers which include: breaking the culture of low skills and low pay as the main cause of cycling in and out of work; managing debt and in-work benefits regime changes; earning enough to be independent of benefits on a long term basis and building a career rather than simply being in work. This approach adds considerable value to our WP customer journey. Customer needs and barriers whilst in work are addressed by: Ongoing customer tracking / support: through regular timetabled contact with our contact centre or Advisers responsible for IWS activity. This is further supported by the IWS measures as outlined in 4.1.11 above. This ensures that appropriate support and IAG is available for both customers and employers for up to 104 weeks after the paid job outcome, minimising the risk of customers falling out of work. Recruitment onto skills provision: i.e. (Apprenticeship, Level 1, 2, 3, QCF units etc.) in line with sector/employer needs. Co-investment/co-funding i.e. using an element of the sustainability payment to fund in work training, meets the needs of the individual, training provider and employer; integrates WP and SFA funding streams to maximise opportunities for the customer and employer and creates careers ladders and ongoing CPD for customers to negate low payno pay cycles and provide progression pathways to higher earnings. Development of customers / other staff as workplace mentors and coaches: adds value to both the individual and employer, increasing staff capacity and capability thereby increasing productivity and hence retention / sustainability. Ongoing job broking service: ensuring that where a customer changes jobs within the sustained period that it is executed seamlessly, without a return to benefits and wherever possible represents career advancement / CPD. It also helps customers join up packages of temporary and/or agency work (casualisation). 4.1.13 Exit Strategy Moving on Plan: For customers exiting WP after 104 weeks without employment an exit report comprising a copy of the action plan, summary of activity and interventions undertaken during the 104 week period and recommendations on next steps will be provided to JCP. For customers completing their sustained period, a Moving on Plan will also be provided summarising ongoing support available and

[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.

4.1a 4.1a.1 Seetecs Work Programme (WP) and customer journey in East London (EL) CPA has been developed through a combination of: a) best practice derived from our significant existing infrastructure and track record in the CPA; Seetec has been operating in the CPA since 1998 as the Prime Contractor for New Deal, ESF Phase 1 and the lead partner for the Westfield Stratford City/Olympic Park skills shop The Skills Place. We have an established infrastructure of 8 delivery centres and 69 staff as well as considerable intangible infrastructure i.e. established delivery networks and employer links; b) identifying what works in moving individuals into sustainable employment through our extensive experience of FND, New Deals, Pathways to Work, NDDP and ESF across the WP customer groups within the UK through our network of 56 contracts, 19 supply chains, 850 staff and 75 delivery centres; c) by embracing and incorporating Behavioural Economics / nudge theory into our model, to influence both customers and staff attitudes; d) by harnessing IT innovation to meet the challenges of the new Work Programme e) by identifying the potential of and joining up Big Society contributors and ensuring a Localised approach to delivery and a holistic total person approach to tackling worklessness and f) by innovatively joining up the DWP and BIS agendas, integrating skills funding within the sustained period to meet the needs of customers and employers. 4.1a.2 Rationale for our proposed Customer Journey Our personalised employer led customer journey described in 4.1 is based on a three step, five track approach. The rationale for the design and content of the model is outlined below. 4.1a.3 Five tracks - (see 4.1.2) Rationale / Evidence The 5 tracks determine the individual intensity of support with faster progression into work, increased prospects of job retention and longer sustainment. Approx.15-25% with severe/significant barriers require longer support through Step 1 (tracks 1&2) and up to 85% of customers (tracks 3, 4 & 5) move quickly into Step 2 (see Annex 1.4). By focusing on what people can do and encouraging them to self direct their own journey more resources and support can be focused on those with severe / significant barriers; our black box closes gaps in skills and work experience and moves people more quickly into Step 2 work experience and work (average uplift of 10 percentage points compared to analysis of current FND / Pathways to Work delivery). 4.1a.4 Step 1 Personalisation and Customer Needs (see 4.1.10)Rationale/Evidence Moving away from addressing every barrier to work and focusing on what customers can do is vital to instil a positive attitude and behavioural change in both delivery staff and customers about participation on a W2W programme bringing about a culture change that is needed in the industry to effect a step change in performance. Our Action planning (AP) process is built up of steps back to work recognising that people can be short-term oriented and discount benefits that may be further away, like higher future earnings. By action planning steps back to work and making them mandatory (where appropriate for the customer group i.e. we would action plan activity for all customer groups but it would not be mandatory for IS / ESA WRAG customers who are lone parents) we ensure that all activity undertaken whilst on WP is job goal orientated. Mandatory activity is mapped against four key areas: support (addressing what is preventing the customer from getting a job), skills (identifying the training needed to get the job) work experience (moving them closer to the job) and job search (applying for the job). Our delivery experience demonstrates that this job goal orientated AP increases the effectiveness of activity for example since using this AP approach on our FND contract 78% of customers going into work, entered work in the job role identified on their AP.

4.1a (continued) delivered by professionals, not Employment Advisers. 4.1a.5 Step 2 Work (see 4.1.11) Rationale / Evidence Our model has a strong emphasis on work experience. A work / work experience first approach develops transferable employability and soft skills, effective behaviours and produces a CV with recent work experience that matches what employers are looking for. It also enhances motivation and has consistently produced the highest job entries on historic provision (e.g. Seetecs NDYP Voluntary Option which achieved 75% JER in 05). We meet the vocational / employability skills needs of employers to match the key selection criteria used for new recruits as identified by various reports e.g. Leitch 2006; UKCES 2009. A survey (Dec 10) of over 175 employers currently using Seetecs services supports previous studies demonstrating that employers place more emphasis on employability skills than technical skills. Positive attitude, customer handling and team working ranked as the top 3 attributes employers look for. Our model has been developed to be employer responsive particularly in Step 2 and Step 3, with the optimum combination of employability and job skills interventions in Step 2. We have built in clear sector routeways in growth sectors in the CPA where skills needs exist e.g. retail, hospitality, construction, care (source: UKCES Skills for Jobs Today and Tomorrow 2010). This is supported by Seetecs own historic job destination data. Across 2010 Seetecs customers on mainstream and ESF employment programmes (across all customer groups) have entered work in these key sectors in the following proportions (20% into retail, 17% into hospitality, 11% into construction, 10% into customer services and 5% into care) (source: Seetec PE data 10). Whilst overall growth in jobs is mainly in high skilled groups, lower skilled / elementary jobs will not disappear and still represent 20% of the workforce by 2020. As a National Skills Academy member Seetec is already delivering sectoral pre-employment programmes in retail & hospitality. They are currently being used by some of the countrys largest employers in Stratford City/Olympic Park e.g. John Lewis and Westfield where we will be placing over 1,650 unemployed customers into vacancies by Sept 2011. With a current 60% job entry rate after training, the approach will be replicated in EL for retail and the other key sectors named above. Retention risk screening and timely support at the critical fall-out dates through the in work support period mitigates the risks of early drop-out thereby increasing sustainment. This is supported by our contact centre support and IT management and evidenced by the success of our skills provision (SFA) retention rates in excess of 90%. 4.1a.6 Step 3 Sustainment and Advancement (see 4.1.12) Rationale / Evidence Step 3 takes customers beyond the traditional in-work support mechanisms of previous programmes by focusing on advancement and CPD. We are engaging skills providers and colleges to join up DWP employment and SFA skills funding, by co-funding (levering in an extra 1K) in work training. A PWC study found that when employees received training as part of their jobs, just 12% left their company; however, when they did not receive training, 41% left. By joining up funding in this innovative way the customer/provider relationship is transformed into a lasting career partnership, managing training/career progression and contributing to long term job sustainability. This is evidenced by Seetecs successful pathway for W2W customers from programme, into job and onto Train to Gain which is currently achieving 70% sustainment over 1-2 years. Pay, career advancement and/or moving-on to better paid jobs is achieved by developing on-the-job technical skills and key sector specific employability/transferable skills e.g. customer service and digital skills that can be applied across a range of sectors / jobs e.g. retail, hospitality, admin, contact

4.1a (continued) creation tends to be in part time and temporary roles due to increased casualisation of the workforce; for the last quarter 22% of all notified JCP vacancies in East London were part-time. This is further exacerbated by the higher proportions of part time / temporary roles in the key occupations (retail, hospitality, care etc.) into which WP customers are likely to move e.g. in retail 50% of the UK workforce work part time (source Skillsmart Retail); 45% of the hospitality, leisure, travel and tourism workforce is employed on a part-time basis and 8% on a temporary basis (source: Sector Skills Assessment for the UK Hospitality, Leisure, Travel and Tourism Sector 2010). Our world class e-Learning facilities, and innovative Virtual Training Centre (VTC) (learning materials for customers) is open 24/7 to all customers, employers and supply chain partners thus ensuring they can access to online training and skills, across IAG, basic skills, jobsearch, employability and a wide range of vocational skills when they need it. Training and development can happen at a place, pace and time that suits employers and learners, overcoming access barriers to further learning and ongoing CPD. 4.1a.7 Our three step, five track model takes a total person/total place approach to worklessness; supported by a Big Society/localisation ethos whereby local communities and the voluntary sector across East London play a value adding role in the customer journey focusing on mentoring and coaching both on provision and in work. What others are doing and thinking is central to how people behave. Social Norms have a considerable impact on an individuals motivation; e.g. if someones peers do not work then that person will consider it socially acceptable not to work it is therefore imperative to take a total community approach levering positive community and peer messages through local based initiatives and peer mentoring. It matters what is being said to engage people and also who is saying it. Using community / peer groups as in our model, to provide IAG appeals to individual motivations and can increase effectiveness e.g. Seetec currently delivers NDDP across 7 Districts. The Districts which have adopted a community based delivery model are the highest performing for example South Wales Valleys is achieving 54% JER against a national contract average of 49% JER. 4.1a.8 Seetec recognises the value that technology can add to the customer journey. Our unique VTC and world class e-learning materials promote self directed / managed learning across the customer journey generating efficiencies and promoting ongoing Continuous Professional Development (CPD) in work. Digital life skills are increasingly important; almost all jobs involve IT /Technology. Over the last twenty years, the proportion of people using IT in their job has nearly doubled to 77% (source: e-skills UK). By embedding technology in delivery we develop these skills for all customers, enhancing their competitive advantage in the job market. Transforming employability delivery through the effective use of Seetecs investment in technology enables an increase in customer volumes, increased support and lower staff costs. Our extensive e-learning available to customers, employers and the supply chain means that more delivery can be increasingly driven through online/self managed learning so that more staff time and resources can be focused on those customers that need personal support / hardest to help (Track 1 and Track 2 customers see Annex 1.1). 4.1a.9 Benefits to individual customer groups Seetecs customer journey model is 100% needs based. Whilst payment is drawn down on the basis of the funding rate allocated, the intensity of the customer journey is determined by proximity to the labour market. The benefit of this for all customers is to ensure that each customer journey is action planned according to their needs rather than the needs associated with the

4.1a (continued) incidence of youth unemployment compared with West London with particularly hotspots of unemployment in the boroughs of Newham and Tower Hamlets. The 25+ customer group comprises approximately 55% of the total volume of starts on Work Programme in East London. We have therefore ensured that the construction of the model meets the prevalent needs of this group e.g. financial considerations are the most important dynamic for this group as they typically have dependents, ensuring that work pays immediately is a key consideration so advice on debt and in work benefits has been embedded throughout the journey. We also embed digital life skills / IT Training to meet the needs of 50+ groups who typically lack these skills as well as specialist IAG to meet the needs of customers with caring responsibilities. 4.1a.11 The delivery model encompasses both customer specialist end to end providers as well as a comprehensive network of delivery partners who address specific disadvantage e.g. The Camden Society who supports customers with disabilities and New Highway who provide drug/substance support. This coupled with the emphasis on IAG (see Annex 1.6) across each Step of the customer journey, ensures that provision is responsive to the needs of JSA Early Access customers facing significant disadvantage. 4.1a.12 For the c.2000 customers across the first 4 years of WP who have moved to JSA from IB Seetecs model ensures that their needs which include lack of recent work experience / CV, financial resistance to moving off benefits, motivation and confidence are all adequately addressed in Step 1 and 2 of the model. 4.1a.13 Benefits to ESA customers: As an existing Pathways to Work (PtW) provider in the Black Country, we have built best practice from PtW and NDDP into our customer journey model to meet the needs of the various ESA customer groups accessing WP. This includes participation in AIMS, a bespoke 1 day confidence and motivational course, highly successful with ESA customers on Pathways to Work (85% of PtW customers report increased motivation after participation on AIMS). As a reflection of the greater distance from the labour market of this customer group, we have built in more group activity into the model (average of 3 hours per week). This is to build confidence, develop routine and work related habits as well as develop employability skills such as team working, communication and problem solving. These interventions are of benefit to all ESA customer groups including both voluntary and ESA Flow customers. 4.1a.14 For those customers some distance from the labour market including ESA ex IB, the structure of our model with two stages within Step 1 ensures that pre job entry development needs are accommodated. Features of the model include stepping stones of work experience incl. Permitted Work, condition management assessments and links with CBT support; as well as links with skills conditionality pilots which ensure customers access relevant skills training whilst on WP. The benefit of our customer journey model to this customer group is that provision is action planned to an appropriate intensity recognising that this customer group will require more intensive support and skills training. 4.1a.15 Benefits to IB / IS customers: From previous experience of delivering NDDP, PtW and 6 ESF contracts that specifically target IB and IS customers as a priority group, we know that these customers are quite some distance from the labour market and require considerable support and skills enhancement, but have a positive attitude to getting back into work. Step 1 of our model meets the needs of this customer group through the emphasis on accessing IAG from specialist organisations in our supply chain such as CAB and Gingerbread. Within Step 2 sector focused pre-employment routeways, coupled with employability skills development provide customers with the skills needed to secure employment. A proactive emphasis on work experience builds labour market attachment and tests customers ability to juggle caring commitments whilst working.

[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.

4.1b 4.1b.1 All customers receive the same minimum service delivery levels (MSDLs) regardless of their customer group/payment tariff. These MSDLs will be available to all participants as part of our customer charter to ensure transparency and a consistent quality and standard of delivery across the East London (EL) CPA. Our customer charter states our customer service commitment which is: Our staff are courteous, friendly and on-hand to help in centre, by phone, text and email; Our premises are clean, well-appointed, well-furnished and easy to access; and customer details are kept secure; personal information is treated confidentially; and Customers are treated fairly and as individuals. 4.1b.2 Seetec is committed to providing an exemplary level of customer service; as a National Skills Academy for Retail delivering world class customer service we are currently developing customer service standards based on the World Host suite of qualifications that will be used for London 2012. This will be rolled out to all Seetec staff over the next six months to enhance, customer service, communication skills, ability to create a positive impression, deal with difficult situations and to exceed customer expectations. We will also encourage our supply chain partners to adopt the World Host standards when delivering as part of our supply chain. Our 3 Step delivery model has been aligned with Seetecs corporate vision of Aspire, Achieve and Sustain reinforcing for staff the purpose of service we deliver for customers. 4.1.b.3 Minimum Service Delivery Levels All customers, regardless of the delivery organisation they are assigned to, can expect to receive the following MSDLs: In Step 1 Personalisation and Customer Needs (Aspire) Initial contact by phone, email or letter within 3 days of referral from a Seetec or supply chain partner member of staff; Initial contact (face to face, telephone, online); an initial assessment and action plan (comprising reasonable action planned mandatory activity). Log in for the Virtual Training Centre (VTC) our web portal with secure, UK hosted on-line storage providing lifetime access with 20 MB of private storage. It provides a single access point for customers to: undertake assessments; review their individual action plan; undertake their learning and access online IAG; securely store their documents, CVs, letters, application forms, certificates etc; enable them to communicate with their adviser and network via our VTC with other customers. It includes an online induction covering information on WP services. The name of a dedicated Adviser who will be on hand to help them work through their action plan and move them into employment In Step 2 Employability and Work (Achieve) All customers will receive a relevant level of IAG, access to work experience and access to a menu of online employability/ job search modules. Help to set up a suitable job seeking email address Weekly e-mail of current vacancies (based on job goals identified in Action Plan) At least fortnightly contact and opportunity to submit formal feedback on the service received via VTC or face to face with an Adviser or Performance and Quality Manager. In Step 3 Sustainment and Advancement (Sustain) A Back to Work Plan - an individually tailored employment sustainability strategy. Opportunity to access in work skills development (where agreed by their employer). A Flexible Learning Account (FLA) built up over the 4 weekly sustainment points that can be redeemed as needed for on-line learning (CPD) and moving on (exit of WP). 4.1b.4 Rationale to support our approach to MSDLs Seetecs customer journey

4.1b (continued) optimum levels of contact, programme intensity and support. 4.1b.5 Step 1 To maximise contractual performance it is essential to maximise the start to referral ratio. To do this, effective customer engagement is required. Our Step 1 MSDLs ensure robust initial engagement and conversion to programme start. The approach outlined in 4.1 is based on best practice on our FND contract in Birmingham & Solihull where we are approaching a 90% start to referral ratio. The name of a dedicated adviser is provided in Step 1, where we expect harder to help customer to spend longer. Experience from Pathways/NDDP demonstrates the importance of a consistent Adviser to build rapport and uncover hidden perceived barriers. 4.1b.6 Step 2 MSDLs are designed to maximise the opportunity for each customer to secure sustainable work. These MSDLs have been derived from a combination of historical data surrounding interventions on current programmes (New Deal, FND, PtW) and best practice suggestions from our highest performing job brokers. For example there is a direct level of correlation on current programmes between the frequency of contact with customers and the likelihood that that customer will move into employment. On our FND contract, customers moving into work had at least 10 interventions on file; hence the inclusion of a MSDL around weekly email job vacancy bulletins and commitments to articulating and agreeing minimum levels of contact. 4.1b.7 Step 3 We communicate to customers that the purpose of the provision is to move them into sustainable employment so we need to maintain communication when they move into work. All customers are offered the same level of service, with the recognition that some customers will require more intensive support. The provision of an FLA is based on the successful use of job bonuses in current programmes which provide incentives for customers to keep in touch allowing us to measure sustainability. We have developed this for WP by creating an innovative FLA whereby customers accrue bonuses for moving into work/sustaining employment. This pot is released as needed and can be used for online training. This is of benefit to customers as from 2012/13 individual/employers face increased contributions and costs on SFA provision. 4.1b.8 Addressing Needs by Customer Group These MSDLs have been designed with the needs of all eight customer groups in mind. Our approach has been to ensure that a consistent level of service is offered to customers regardless of their needs and proximity to the labour market (and associated payment group). We recognise that whilst different funding has been attached to customer groups, levels of service should consistent avoiding the risk of creating inequalities within provision. The incorporation of 5 tracks in our delivery model dictates recommended intensity of contact with average attendance per track outlined in Annex 1.4. The flexibility of differing communication methods e.g. text messages, email etc. meet the needs of 18-24 customers who respond more effectively to electronic communication methods rather than traditional letters e.g. 18-24 year-olds are the fastest-growing age segment of smart phone users with 104% growth since last year (source: New Media Age). The opportunity to undertake work experience particularly meets the needs of 25+ customers who typically lack recent or sector specific work experience. For JSA Early Access customers inclusion of appropriate IAG ensures that they have access to specialist support to address their particular labour market disadvantages. For ESA customers including ESA Flow, Voluntary, Ex IB customers and for IB/IS customers our MSDLs meet customer needs by ensuring that a named Adviser is provided, that there is the opportunity to access mentoring support / relevant IAG (including information and advice on childcare, managing health conditions / disabilities) and dedicated customer group specialist and Intervention providers give additional support. This emphasis on personalised support is of particular importance when addressing the needs of this customer group as the relationship with the Adviser can help to uncover psychological barriers as well as practical barriers to employment.

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.

5.1 5.1.1 Delivery Structure for all elements of the Work Programme Seetec will deliver Work Programme (WP) in the East London (EL) CPA using a Prime Contractor Model incorporating both direct and subcontracted delivery. Our rationale for using a Prime Contractor model is largely based on: Our current performing New Deal 18-24 and DWP ESF Phase 1 prime contracts operating in EL; a prime contractor delivery model builds on our existing capacity and capability including our experience working with all customer groups (JSA, ESA, Early Access), physical infrastructure, staff establishment and intangible infrastructure such as employer links, established strategic relationships and existing delivery networks. Our existing position as a top tier DWP top provider with considerable experience of direct delivery as well as developing, maintaining and growing supply chains across both DWP and SFA delivery (relevant for our approach to Step 3); Grade 2 Ofsted inspections in 2009 cited Good management of subcontractors and strong partnerships as key strengths lending credibility to our Prime contractor proposal. 5.1.2 The customer journey is delivered using a 3 step, 5 track model. Seetec will take a direct delivery role (45%) supported by a flexible and diverse supply chain comprising multiple types of delivery provider who will deliver approximately 55% of provision. Annex 2 outlines the nature of delivery and geographic coverage of each supply chain member while below we outline an overview of their function / fit in the customer journey.

S P ersonalisation /

(T 1 ier
5.1.3 Over 280 organisations expressed interest in working with Seetec in London. To summarise Annex 2, there are 9 Tier 1 providers, 8 Tier 2 providers and 8 Tier 3 providers (plus colleges). We have selected these as formal contracted delivery partners using a robust 2 stage selection process (encompassing Merlin Standard principles and DWPs Code of conduct) based on track record, performance, infrastructure, financial risk and the ability to meet customer needs. Across Tiers 1-3 there are a total of 8 SME and Voluntary & Community Organisations (VCOs). We have engaged consortia in Tier 1 (TWIST), so the actual number of SME/VCOs is approx. 17. We anticipate 35-50% of Tier 4 providers will be VCOs demonstrating Seetecs commitment to integrating localised / Big Society initiatives into WP delivery. The supply chain is constantly reviewed/refreshed ensuring provision meets the needs of customers, delivers outcomes and value for money.

(T 1) E to end j ier nd

5.1 (continued) 5.1.4 Rationale / Evidence for the suitability of this delivery structure to meet customer needs in B&S;BC our rationale for the proposed delivery structure as outlined in Annex 2 is based on the following activity/evidence: 5.1.5 Applying NOMIS statistics demographics (including bespoke commissioned research from CESI) to specification volumes has allowed us to identify and map concentrations of customers across the various local authority (LA) areas e.g. the highest concentration of ESA/IB customers is in Newham and the highest concentration of JSA 18-24 customers in Tower Hamlets. This has informed and shaped: a) The most suitable key delivery locations and dictated the composition of Tier 1 job brokers; There will be an extensive network of 39 Seetec and end-to-end subcontractor delivery centres (refer to Annex 2 for exact locations) to provide comprehensive coverage and ensure accessibility to services for customers across the CPA. This meets the needs of all customer groups by ensuring accessibility to a physical delivery centre within a 30 minute journey via public transport. We have appointed multiple providers across the CPA. We will manage market share based on quarterly performance generating internal competition within the supply chain (Seetec direct delivery is treated the same as subcontracted delivery) with the objective of driving up contractual performance and outcomes for customers. This ensures supply chain flexibility, scalability and contingency cover in the event of underperformance, business disruption or supply chain failure. This approach minimises the risk of delivery failure and provides scope continually to refresh the supply chain to address underperformance or meet changing customer needs. b) Selection/inclusion of customer specialists / interventionists e.g. People with disabilities who claim ESA or IB are the single largest group of benefit claimants in London (source: LSEO.). We have therefore included The Camden Society in our supply chain as they can bring support from over 100 organisations like Health Trusts and LAs which will link in to the experience we have gained from running programmes in London e.g. Work Choice and ESF Phase 1 / 2, highlighting that a persons and an employers ability to manage a disability can significantly impact on their ability to sustain employment. 5.1.6 Demographics mapping is supplemented by further research to identify customer needs and to engage relevant supply chain partners. This process has been included and had the following impact on our supply chain construction/delivery strategy in EL: a) Using intelligence from our own direct delivery operations and existing supply chains. Across EL through our ND 18-24 and ESF contracts we deliver provision to all customer groups covered under WP (i.e. IB, IS, and JSA customers). We therefore interrogate our existing and historic caseload data to identify i) key barriers / needs ii) interventions used and the correlation between intervention and successful job entry e.g. on our London programmes over 50% of customers need IAG around in work benefits and / or debt/housing benefit advice, we have therefore built the CAB in to our supply chain who will provide a comprehensive helpline to support our customers. b) Desk research using tools such as unemployment data and research publications from various regional and sub-regional strategic organisations e.g. London Skills and Employment Observatory (LESO), LDA and London Mayoral office further supports our own empirical data and informs our delivery strategy. For example an August 2010 report Increasing Employment in London: A Plan for Growth, (Mayors Office) states that longer measures of sustainability and career progression are better for the economy, individuals and employers suggesting that unless a benefit claimant can find and sustain work for a year or more the government would make a net loss on that back to work investment. This has therefore informed the inclusion and selection of Step 3 providers who provide in work training and upskilling as we know that higher skills levels impact on retention, supporting the achievement of sustained outcome rates. c) Engaging with key stakeholders during the formulation of our bid e.g. in East London

5.1 (continued) existing delivery providers and potential supply chain partners during the bid process to inform further where we need to engage customer specialist job brokers / interventions in order to meet both the needs of the 8 customer payment groups but also the cross cutting customer groups e.g. lone parents, 50+, ex-offenders etc. e.g. in East London CPA, our own experience coupled with this research and engagement has identified the need to ensure that our supply chain/delivery structure is particularly able to meet the needs of the high proportion and diversity of BAME groups that live in the London Boroughs. For example the ethnic minority employment rate (age 16-64) is 62.1% compared with a 72.2% for white individuals with particularly wide gaps in Tower Hamlets and Lambeth hence the inclusion of the TWIST Partnership a group of 9 BAME specialist organisations who work within the community to engage and move customers into work. 5.1.7 Working with subcontractors to meet customer needs Our delivery structure places the management of the customer journey from referral to 13/26 weeks or in some cases the whole sustained period with the Tier 1 provider (Seetec or delivery partner) across a specific geographical area. Referrals are allocated via our proprietary CRM system Provider Enterprise using postcode mapping technology. Tier 1 providers are allocated annual volumes which are monitored on a quarterly basis and managed by Operations Management (OM) and the Supply Chain Manager (SCM). The SCM is responsible for monitoring and reviewing the supply chain content/structure quarterly in line with market share allocation to add to / refresh the tiers of providers to meet customer needs on the basis of performance, value for money and identified need. 5.1.8 Tier 1 providers have been selected on the basis of their ability and track record of meeting customer needs and moving them into sustainable employment (e.g. Kennedy Scott have achieved 36% JER on their ND GtW contract in Tower Hamlets whilst Ixion are achieving 35% into work on their FND provision in London). They are contracted to deliver paid job outcomes. These providers will also have their own employer, stakeholder and delivery partner links as well as utilising the wider delivery network (see below) e.g. Kennedy Scott has, for a number of years, worked with Lifeline Projects which provide specialist support for customers with drug and alcohol misuse issues. 5.1.9 Our Tier 2 network has been compiled of organisations (predominantly third sector suppliers) such as Ranstad Support and NACRO who can provide additional support specifically linked to cross cutting customer needs in the CPA e.g. health, mental health, homelessness, caring (lone parent), homelessness, substance misuse, being 50+, offending record. (Annex 2 provides a greater level of detail). Tier 2 suppliers deliver against soft outcomes e.g. evidence of signposting, evidence of personal skills development activity etc. and are contracted to Seetec via a contract and SLA. All Tier 1 providers will be able to refer customers from their caseloads to Tier 2 providers. Feedback will be sought on interventions from both customers and Tier 1 providers to quality assure provision and evaluate effectiveness / value for money. Levels of referrals will be monitored and managed by the SCM, who will also evaluate value for money, performance against targeted soft outcomes and impact on customer progression. 5.1.10 Tier 3 providers comprise skills providers (Training providers and colleges) who will deliver across Step 3 adding value by joining up DWP WP funding with BIS SFA funding. 5.1.11 Tier 4 comprises ad hoc purchased provision; for spot purchasing we are unable to determine exact required volumes so arrangements are via a preferred supplier list with agreed prices. This is the most fluid part of the delivery network being grown by the SCM, OMs and Tier 1 and Tier 2 providers. Tier 5 comprises complementary / strategic providers whose services are free of charge. Customers are signposted to these services as part of the wider integration of work programme with other local services e.g. use of NHS Expert Patient or Havering MIND who provide mental health IAG for customers.

[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.

5.2 5.2.1 Management Structure Annex 4.1 - Seetec Organisation Structure. This chart shows our structure for managing WP alongside other employability/ skills provision and where the East London (EL) CPA sits within the overall structure. 5.2.2 Annex 4.2 - Head Office ( HO Corporate Services). This details the corporate and senior operational management support structure. HO - Corporate Services, based in Essex, is responsible for: corporate governance; strategy; finance and MIS, overall supply chain partnerships, business development, marketing, human resources, quality and IT. 5.2.3 Board and Senior Management Team The Board of Directors and Executive Board (EB) are responsible for the corporate governance of the company, (see Annex 4.3) strategy and delivery of the companys business plan. Corporate governance structure is configured to resemble a quality improvement cycle and PRINCE2 project boards with named personnel to lead projects. Executive Board sets project strategy; reviews and evaluates sub-Board progress and initiates actions to achieve corporate and project targets. Business Transformation Board drives continuous improvement ensuring we innovate, manage change and are flexible and agile in three key areas: People, Process and IT; Delivery Board (incl. supply chain board) drives performance of our supply chains and delivery structure, continually improving the learning experience for customers; Finance and Performance Board reviews financial and outcome performance; capacity, value for money; and manages performance improvement actions. 5.2.4 Supply Chain Management and Quality sit within Head Office but have local representatives reporting into Corporate services line management. An East London CPA based Performance and Quality Manager (PQM) reports into the Head of Quality Management and a local Supply Chain Manager (SCM) reports into the Supply Chain Director. This ensures whilst quality monitoring and supply chain management is managed at a local level, governance is executed at a corporate level ensuring coordination and consistency across CPAs. 5.2.5 CPA Organisation Structure Operational management in the CPA is discharged through the Executive Director, ultimately responsible for the WP contract. Annex 4.4 illustrates the management structure in East London across both direct and subcontracted delivery whilst Annex 4.5 illustrates the structure in a typical Seetec / supply chain centre. 5.2.6 Identification of skills and expertise The following management skills/ expertise have been identified as a necessity for WP delivery. These have been identified via Seetecs existing delivery experience, the work of our Business Transformation Board (covering People, Process and IT) and through work with KPMG on supply chain development/management including development of a Seetec Supply Chain Strategy (SSCS) since September 2010. A full audit of staff competencies has been undertaken; all levels of management (160 staff) have been assessed across a range of business competencies. This has established benchmarks, identified gaps enabling us to plan an effective, responsive management structure / training programme to ensure WP service delivery meets and exceeds contractual requirements. Key skills identified include: Performance management setting targets, taking corrective action and driving performance/quality continuous improvement across Seetec and supply chain delivery. Coaching and mentoring of both staff and customers as an integral element of WP delivery across both the customer journey and via the delivery infrastructure. Relationship / account management - (employers, local stakeholders and supply chain partners) building to strategic working relationships and creating / developing capacity within the partnership network to contribute to increased levels of performance. These skill will be delivered through the proposed management structure in East London.

5.2 (continued) Executive Director (ED): Reports to: Chief Operating Director. Responsibilities: CPA strategy, planning / review; key relationship with DWP SRM; strategic partnerships; setting strategic objectives; Operational impact: Achievement of strategic business plan objectives and overall contractual perfromance. Operations Director (OD) Reports to: ED Responsibilities: Overall WP team contract and performance management; setting / monitoring targets for all levels of staff / supply chain; co-ordinating performance and quality improvement; H&S, E&D; complaints across the whole CPA. Operational impact: Works with SCM to achieve joined up delivery management across all levels of Seetec and supply chain to achieve targets; improvement in contract performance / compliance. Supply Chain Manager (SCM): Reports to: Supply Chain Director (HO) Responsibilities: Works with OD to effect contract performance and quality improvement across the supply chain; refresh supply chain in response to changing needs; liaison with JCP, partners and subcontractors across East London; monitoring of direct and sub-contracted delivery (with PQM). Operational impact: Drives performance improvement across supply chain; ensures Merlin Standard principles are incorporated into supply chain management; facilitates sharing of best practice; and the creation of a strong and enthusiastic local network. Performance and Quality Manager (PQM) Reports to: Head of Quality Management (HO) Responsibilities: Works with OD and SCM to effect monitoring and evaluation of direct and sub-contracted delivery inc. observations and stakeholder feedback; undertaking financial, H&S, E&D, and safeguarding monitoring; subcontractor development; effecting corrective actions to improve performance / customer care continuously. Operational impact: monitoring / achievement of minimum service levels, facilitates continuous improvement across direct and subcontracted delivery. Business Development Manager (BDM) Reports to: National Business Development Manager Responsibilities: works with OD and SCM; co-ordinates employer facing staff; engages with employers to generate work placement / vacancies; cascading; co-ordinating and driving WP employer engagement strategy. Operational impact: Continuous reinforcement of job outcome focus across the supply chain; joins up employer engagement initiatives across the CPA, boosts outcomes. Operations Manager(s) (OM): Reports to: OD Responsibilities: Manages and coordinates Seetec direct delivery provision across the customer journey to achieve the job outcome targets for centres; management of respective staff and operations; liaison with JCP Advisers and service outlets. Operational impact: Coherent integrated delivery; all stages of the WP programme work together; removal of customer barriers, increased distance travelled; improved outcomes for all customers. Finance & Office Manager: Reports to: Head of MIS. Responsibilities: Works with OD; manages admin team, claims, MI and PAT compliance. Operational Impact: Standardised and secure processes; accurate and timely referrals, claims and payment of supply chain; robust audit trails; fraud reduction, security compliance and low risk FAM. 5.2.8 Working with Management teams of Supply Chain Partners The functions, scope and range of our supply chain management services are detailed at Annex 4.6 covering: strategy, supply chain management support, human resources, business transformation, IT, E-Learning, delivery, quality, standards, finance & performance, management information and performance improvement. These are tailored to the respective delivery tiers and the size of organisations. For example a SME tier 2 intervention provider is able to call on the full scope of services and management support e.g. ISO27001 / security, safeguarding, staff development etc. Annex 4.7 sets out how supply chain management works between Seetec and the respective tiers of providers based on our SSCS model. This shows the support functions and reporting lines from corporate, to operational through to the supply chain.

5.2 (continued) 5.2.9 Using this SSCS model posts will be mapped to those of our supply chain partners so that there are clear lines of engagement / responsibility; In this way clear interaction lines are created with cover guaranteed at holiday time and during absence. The day to day overall operational relationship between Seetec and supply chain delivery partners will be managed by the dedicated SCM (supported by the OD and OM) who will be the first point of contact for delivery partners in East London. This ensures that communication is with the most appropriate members of staff within supply chain partners to share best practice on each area of delivery (e.g. PAT, IWS, sanctions). 5.2.10 At a strategic level the Supply Chain Director has a nominated contact within each supply chain partner for strategic relationship development. This role will act as the link between CPAs, ensuring that where complementary footprints exist relationships are developed strategically with greater opportunity to generate efficiency, value for money and to build capacity e.g. joint bidding opportunities, sharing of best practice, sharing staff and IT investment, joint ventures etc. 5.2.11 The working relationship / contact with supply chain delivery partners will be driven by the size of the contract / type of delivery partner, however will be performance focused and broadly follow the following schedule; Daily-Seetec distribution of Qlikview Management Statistics to all supply chain partners showing performance against target. Weekly-Seetec distribution of weekly statistics by office / provider across the supply chain; weekly e-mail bulletin / newsletter with weekly statistics, sharing best practice, good news or vacancy / partnership developments. Monthly-Face to face meeting (at subcontractor delivery premises) to discuss monthly performance, performance improvement action planning and quality monitoring results. Quarterly-Market share assessment with resultant move of referrals; partnership forum (meeting of supply chain to share best practice) Bi-annually-formal review (and renewal) of SLA. 5.2.12 This will be supplemented by the quarterly quality monitoring visits (self assessment and action plan based) by the PQM as well as monthly spot check audit visits where quality issues are identified. 5.2.13 Suitability of Management Structure for Work Programme in East London As detailed in Annex 4.6 the scope of supply chain service and management can be tailored to requirements / size of the supply chain partner e.g. SME / VCO. Our operational management, associated responsibilities / operational impact (as outlined in 5.2.7 above) and delivery structure clearly defines: designated responsibilities for delivery, management, quality improvement and supply chain management and development; clear mapping with supply chain partner roles in line with our SSCM approach; clear lines of communication and internal and external accountability; and clearly defined reporting / escalation chains for issues or complaints (for internal stakeholders, customers and supply chain partners). The embedded local approach to delivery and continuous development fully integrates WP with existing local provision. 5.2.14 The scope/size of this management structure is reflective of the size of this CPA and ensures a strong outcome focus. Key posts such as the OD, SCM, PQM and BDMs operate on a peripatetic basis ensuring full CPA coverage/control. As an existing provider in East London this structure is already in place, providing DWP with assurance that Seetec has the skills/ expertise in place to manage this WP contract effectively. 5.2.15 This management structure has been developed based on what currently works with additional posts added to reflect the differing demands of WP provision e.g. increased focus on supply chain management through the inclusion of KPMG as a key supply chain management partner and a dedicated Supply Chain Director. Our management structure allows for the WP contract in East London to benefit from the sharing of best practice and continuous improvement initiatives generated through the centralisation of the SCM and PQM reporting lines, coupled with a strong local focus within the context of a national function.

[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.

5.3 5.3.1 Quality Management: Seetecs holistic approach to both performance and quality management outlined here ensures the consistent achievement of high standards, minimum levels of service delivery and outcome objectives across the supply chain. Our quality monitoring framework is based on a cycle of continuous self assessment, action planning and evaluation broadly based on the principles of Ofsteds Common Inspection Framework across the customer journey; this ensures that customer satisfaction and progression remain at the heart of provision. This is underpinned by a quality policy which comprises: feedback from customers and employers, subcontractors and stakeholders e.g. JCP/DWP; written procedures; internal audit; staff observations; self assessment / development plan; sharing of best practice; monitoring / reviewing our own effectiveness and that of our supply chain delivery partners; and internal verification through standardisation meetings / staff development. Our consistent track record of Ofsted Grade 2s across provision (05, 07 08 & 09) is evidence of the effectiveness of our quality and performance improvement mechanisms. 5.3.2 Quality monitoring and evaluation is undertaken by the Performance and Quality Manager (PQM) which in turn is audited by Head Office Quality Managers (comprising Head of Quality Management, Quality Manager and Head of Quality Improvement). Particular elements of our QI monitoring process has retained the best practice principals that achieved consistent Grade 2s for outcomes for learners / achievement and standards under Ofsted It is carried out using the following mechanisms: Monitoring: The PQM monitors and evaluates Seetec and supply chain delivery partner provision over a quarterly cycle which focuses on contract performance to date, trend performance and quality of provision i.e. achievement of minimum service levels, effectiveness of target setting and review, customer engagement and employer engagement. Quality monitoring mechanisms include: observation visits; monitoring of initial assessments, work focused action plans and reviews; and customer and stakeholder satisfaction feedback. Management information: using Qlikview (dashboard business analysis), daily, weekly and monthly performance statistics are produced at the click of a button from data contained within Provider Enterprise (PE), our bespoke customer management system, to monitor and review contract volumes, outcomes and financial targets. These reviews trigger appropriate corrective actions on shortfalls e.g. increased employer engagement, increased monitoring of initial assessments / reviews and subsequent staff training. Feedback: customer feedback and observations of Initial Assessments, work focused action plans and reviews allow contract management teams to monitor individual / group progress. Employers feedback and subcontractor monitoring also result in Performance Improvement Action Plans (PIAP) informing improvements and facilitating the sharing of best practice across the supply chain. Financial claims; Health & Safety (H&S); data security: are all covered via the PQM / Quality department monitoring processes to maintain low risk status and builds on the key themes of the PAT review (control environment, value for money, financial claims and data security). Equality of Opportunity and Diversity: Equality & Diversity Impact Measures set out a structured strategy, action plans and support measures which target the disadvantaged, overcome barriers to participation and help achieve parity of outcomes. 5.3.3 The results of Quality monitoring evaluation and Management Information are fed back to CPAs/supply chain via a structured action plan. This incorporates: improvement actions identified, steps to achieve improvement, improvement targets, person responsible, deadline and the potential impact of improvement. This is reviewed via a structure of PIAP meetings, led by Executive Directors and attended by

5.3 (continued) outcomes. These PIAs are actioned at a local / contract level but communicated up through the Performance Management Review (PMR) process to the Executive Board. Quality scores are awarded to all locations and supply chain delivery partners. This consistently high standard of provision (e.g. Ofsted Grade 2) 5.3.4 Performance Management and Improvement: Effective target setting is used at all levels to ensure that outcomes are achieved. This is evidenced by the observation in a recent Ofsted inspection, managers and staff are set challenging and appropriate targets which are evaluated regularly (Ofsted 09). Individual staff members have targets set monthly; these are communicated via a target letter, through dialogue with line manager and are visually displayed on their personal caseload management page on PE. This approach is also adopted by our subcontractors through the contract and Service Level Agreement (SLA) described below. Progress against targets is monitored daily and weekly and evaluated monthly by line management staff, OD and the Supply Chain Manager with appropriate action taken when targets are not met. This action includes written notification that the individual / supply chain partner did not meet targets and the identification of any support / training required to enable them to meet these targets. Persistent underperformance / lack of improvement will lead to disciplinary / performance management procedures being invoked. This approach ensures consistency across the company and supply chain and drives up individual, centre and supplier performance. 5.3.5 Acting on findings of monitoring and evaluation activities: In every area of monitoring and evaluation, action plans (detailing actions needed, by whom/when) are produced and reviewed at regular intervals. This creates an iterative process, leading to corrective action, continuous improvement and increased outcomes. Actions may include: Training and development for staff/supply chain delivery partners; following development action, persistently poor performing supply chain partners have referrals suspended whilst support is given and until they can demonstrate improvements in internal systems; if not they are ultimately removed; Increased frequency of internal quality audits of Seetec locations and supply chain resulting in quality scores / risk grading by the PQM; these are maintained where required until the required improvements in quality levels are achieved. Implementation of a quality system or standard including Matrix, ISO 14001, ISO 27001, Investors in People. Seetec identifies where implementation of external systems add value and this is managed across the business by the Head of Quality Improvement. Customer specific actions e.g. disadvantaged groups are positively targeted using specialised recruitment and positive action targets. Effective practice is shared across Seetec / supply chain via forums, meetings and through Quality Improvement guides. 5.3.6 Addressing underperformance: As outlined, performance targets are set at every level including subcontractors and individual staff. Weekly monitoring and reviews trigger improvement plans to correct under performance. Our approach to improving all performance is through the application of our quality improvement and performance management processes as outlined above. Ofsted has recognised our approach to contract performance improvement as a highly effective performance management strength that boosted job outcomes, distance travelled and timely success (Ofsted 09) 5.3.7 Our internal monitoring systems, coupled with regular feedback from stakeholders and customers, identify remedial actions to address poor job outcomes. All actions are formally documented in PIAs in order to measure and evaluate progress and implemented at a local level. Should these processes fail to deliver the desired quality and / or performance improvements a Performance Improvement Team (PIT) is convened. This team comprises Head Office staff and experts drawn from across Seetec to address short-term performance issues providing additional staff support /

5.3 (continued) 5.3.8 Approach to continuous improvement: We identify and manage the changing needs of our stakeholders at all levels e.g. JCP customers, employers and supply chain partners ensuring that we meet these needs whilst delivering a service that offers continuous improvement in both performance and quality. Our Quality team has a Head of Quality Improvement post specifically responsible for the development and implementation of quality and performance improvement strategies. The QI strategy underpins Seetecs quality and performance culture approach whereby we support our managers / staff, subcontractors and work experience providers with expert advice, guidance, quality tools, learning resources, systems and procedures to ensure customer and stakeholder requirements are met on time, every time. It facilitates improvements in the services, products and processes provided; develops a culture of quality; and maintains excellence and continuous improvement at every level of the supply chain. 5.3.9 Our Quality Improvement Strategy comprises four inter-related components: Quality Improvement Action Plans joins up the companys quality improvement priorities. It sets out the key quality objectives, based on input from the corporate governance structure (Executive, Business Transformation, Delivery and Finance and Performance Boards), and is monitored locally through the QI monitoring process. Progress is reviewed at monthly Quality Department meetings and feeds back into the Executive Board or appropriate Board meeting. Current priorities include; Performance Monitoring & Management and supply chain monitoring & management. QI guides / staff guidelines (including standardisation) Published procedures and instructions focusing on priority areas for improvement including attendance, records management, data protection and PE. Also documents implementation of new contracts / systems including procedures and process models, training & development. QI Manual documents quality areas inc. internal verification, monitoring performance framework, observations & customer feedback. QI Development Plans developed as part of our QI monitoring process. 5.3.9 From the go-live date we will implement a Work Programme QI Action Plan which is linked to our Business Transformation strategy, targeting actions for Seetec and our supply chain and aligning with our self-improvement strategy, DWPs Code of Conduct, Merlin Standard and reflecting the PAT assurance processes. The following are some of the key QI priorities for Work Programme: Job outcome and sustainment rates: continuously improving performance through dissemination of best practice & continuous improvement action plans; Retention and FTA: targeting engagement and action planning to enhance retention, increase sustained outcomes and improve customer experience; Partners/ Subcontractors: monitoring, management and support in achieving delivery outcomes & quality targets; Merlin Standard and compliance with Code of Conduct; Management of delivery: planning resources to achieve a seamless service for all stakeholders; high quality operational management, contract compliance and standardisation / consistency; effective employer / stakeholder engagement; process efficiencies e.g. integration of internal IT systems and PRaP. 5.3.10 Issue Resolution The role of the Supply Chain Manager (SCM) is an integral part of our issue resolution systems; as the day-to-day Contract Manager they are the first point of contact for supply chain partners. Both informal and formal issue resolutions processes are put in place at multiple levels. At an informal level supply chain partners can raise issues, concerns and queries with the SCM. Through our supply chain management structure / Seetec Supply Chain Strategy (SSCS), supply chain partner staff can access staff at whatever level they feel appropriate whilst maintaining co-ordination e.g. should the supply chain partner wish to bypass the SCM they have a direct route at a local level into the Operations Director and to the Supply Chain Director at Head Office. Formal Issue dispute resolution processes, timescales and contacts are all outlined in the Service Level Agreements and contracts issued to supply chain partners.

[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.

5.4 5.4.1 Delivery location overview: As an existing provider in the East London (EL) CPA Seetec already has an established network of 8 existing delivery centres (currently delivering New Deal 18-24, ESF Phase 1 (LO8, LO10 and LO11), ESF Phase 2 as a subcontractor and JSPSC as a subcontractor in North, North East and South London and Retail Works and Skills Funding Agency (SFA) contracts in Stratford through our new skills shop The Skills Place serving the Westfield Stratford City and Olympic Park development. Our delivery strategy for Work Programme (WP) in EL therefore builds on this existing physical and intangible infrastructure (employer links, stakeholder links etc.) and ensures that all customers across the 8 customer groups can access provision in their geographical location. Our complete supply solution comprises 39 permanent (Seetec and supply chain partner) delivery premises, supplemented by a network of Tier 2, Tier 3 and complementary provider premises across the EL CPA and extensive online delivery through the Seetec Virtual Training Centre (VTC) 5.4.2 Key delivery sites: Delivery premises are illustrated on the map inserted below illustrating how our supply chain construction provides full CPA coverage. The key illustrates the different delivery premises by provider.

5.4.3 How provision will be delivered: There will be a network of Seetec and Tier 1 subcontractor delivery centres to ensure local access and full geographical CPA coverage of provision (illustrated in the map above). Referrals / volumes are mapped according to postcode allocation; i.e for each Tier 1 provider certain postcodes are allocated to their delivery centre. When a referral comes into the PRaP team with the customer postal address, they are allocated to the centre with that postcode allocation (unless they are a specific customer group e.g. BAME, homelessness, customers seeking self employment, or those with a disability, in which case they are allocated to customer specialist providers like The TWIST Partnership, Single Homeless Project, InBiz and The Camden Society. In locations where there are multiple providers the PRaP team allocates customers in accordance with the set market share. Initially this is determined by the agreed offer at bid / implementation stage. Market share then shifts in line with quarterly performance. Intervention (Tier 2) supply chain partners will deliver provision both from their own premises (listed in the table below) as well as in Seetec and Tier 1 premises and

5.4 (continued) community locations across the CPA according to customer need. All delivery, learning, jobsearch and IAG is also available online 24/7 overcoming geographical access barriers in the CPA. Provider Interventions Delivery locations Ranstad Support and employment related Delivery in Seetec/Tier 1 Support IAG for customers with health delivery premises and outreach. conditions / disabilities Citizens Advice IAG, debt advice, advocacy Dedicated telephone helpline Bureau (CAB) NACRO Support and IAG interventions for Delivery in West Norwood, ex-offenders / at risk of offending. Greenwich, Seetec/Tier 1 delivery premises and outreach. Armstrong Mentoring including signposting, Tailored telephone mentoring Learning debt counselling, specialist IAG, service housing, health, advocacy New Highway IAG / support for those with Delivery in Seetec / Tier 1 substance misuse history delivery premises Employer Age Barriers Delivery in London Bridge, Engagement Seetec/Tier 1 delivery premises and outreach. Gingerbread Support / IAG for lone parents Dedicated telephone helpline UFI Learn Basic Skills interventions 34 delivery locations across Direct London 5.4.4 The following table maps out the customer journey across the three Steps illustrating where and how provision will be delivered. Element of Intervention Location delivery Step 1 - Referral Initial phone contact and Customer completes at home; if no initial contact dispatch of online PC / internet access, is directed to (attachment) assessment Seetec / Tier 1 supplier or local PC access e.g. local library. Step 1 First Face to face meeting with At Seetec or Tier 1 delivery centre or meeting (Action Adviser online/ via phone; where customer is Plan) unable to travel to centre may be delivered via outreach. Step 1 / 2 Work related interventions Can either be delivered online using Action planned (delivered by Tier 1 Seetecs VTC or at Tier 1 delivery activity provider) provider premises Step 1 / 2 / 3 e.g. IAG, training, referral At a Tier 2 delivery location, Seetec/ Any interventions to specialist, mandatory Tier 1 delivery centre or at a the customer is activity (delivered by Tier community location; may be in the referred to 2 provider) workplace if delivered in Step 3 Step 2 Into In Work support / tracking In workplace via phone, text, email Work up to 13/26 and through Seetecs VTC. weeks Step 3 In Work support / tracking In workplace via phone, text, email Sustainment up and through Seetecs VTC. to 104 weeks Step 3 In work Training Customer can upload evidence via Sustainment up Apprenticeship / Level 1, VTC /eNVQ application and Assessors to 104 weeks 2, 3 qualifications etc. visit employee in the workplace.

5.4 (continued)5.4.5 How the delivery locations meet the needs of customers: The rationale behind the choice of our delivery locations and where customers will access provision is based on meeting customers needs whilst on provision supported by online access via the VTC This includes: Ensuring optimum CPA coverage: Our delivery locations are situated in areas where unemployment levels are high. Each of our delivery centres within the East London CPA reflect areas of extremely high worklessness or where the largest proportions of anticipated claimants live whilst providing comprehensive CPA coverage. The London Boroughs of Newham, Croydon and Hackney have some of the highest amounts of JSA, IB/ESA and IS claimants in the CPA. Delivery locations are centrally located and broadly reflect the coverage of JCP offices. They are within walking distance of JCP offices, enabling customers to attend Fortnightly Jobsearch Reviews at JCP or Work Capability Assessments. Maximising accessibility to services: Our proposed network of premises is fully accessible and all are centrally located in key towns within the CPA. They are open between 09.00 17.00 hours, enabling customers to access the full range of services. We ensure full coverage of the CPA by using existing Seetec infrastructure, supply chain infrastructure, outreach, third sector and strategic stakeholder links. We understand that around 25% of individuals do not have access to a computer at home so the close links we have with existing outreach locations (e.g. libraries, JCP, Local Councils, internet cafs and community centres / hubs) enable our customers to have access to our online resources aligning with our proposed customer journey and delivery strategy. Following an extensive survey of Seetecs existing customers (on New Deal for 18-24, ESF Phase 1 and 2 and customers undertaking Retail Works and Employment 1st at The Skills Place), our own delivery experience and taking on board district input / feedback, we recognise that location plays an important part in delivery. Therefore, we know that our network of existing delivery centres are accessible and when combined with supply chain partners delivery centres, will provide comprehensive coverage and ensure accessibility to services for customers. All of our sites are located close to public transport hubs and our customers can expect to reach our centres within 30-45 minutes e.g. customers living in New Cross can access to the Lewisham Centre within 15 / 20minutes by the number 436 / 136 bus. Customers living in Hainault can catch the number 247 / 365 bus to our Romford centre which takes approx. 20 minutes. Stratford will be the 4th busiest transport hub in the country, upon full completion, allowing customers from throughout the EL CPA to access Seetecs state of the art 8000 square foot training facility The Skills Place at Wesfield Stratford City / Olympic Park. Changing customers attitudes: Our customers are encouraged to travel to our centres wherever possible in order to create work related behaviours. As a significant part of our Work Programme delivery is about challenging customer attitudes and managing expectations, we expect them to be able to travel, not only to our centres which are centrally located, but to work. This takes some customers out of their comfort zone as they may have low confidence, anxiety and limited mobility to travel. Our own delivery is therefore supplemented by using a combination of community / outreach provision (specifically delivered by our customer specialist job brokers and intervention providers) for those who are furthest from the labour market e.g. ex-IB, JSA early access and those at risk of being homeless. We run outreach primarily in areas where we do not anticipate having permanent delivery premises and where customers may be reluctant to travel e.g. ESA-ex IB customers who may initially be nervous about travelling to or attending provision in a delivery centre. Delivery of certain modules e.g. soft skills, job search can be delivered online / peripatetically outside of permanent delivery centres to overcome access barriers. Meeting specific customer group needs: A) Disabilities In order to ensure

5.4 (continued) access to provision for customers with disabilities our centres are DDA compliant with appropriate ramps, lifts and disabled toilet facilities. Premises undergo regular access audits with corrective action plans. Reasonable adjustments and specialist equipment are made available to ensure accessibility for all customers including those with special needs e.g. large computer screens for partially sighted customers, computers fitted with a tracker ball for customers with dexterity limitations (e.g. MS sufferers), headphones with adjustable volume (hearing impairment), software like Supernova, an audio-visual package for people with a learning disability. We have arrangements in place to purchase assistance (e.g. sign language interpreters). Our online VTC includes in-built accessibility options e.g. font size, colour and language conversion. These facilities can also be extended to customers / employers during in work support (Stage 3) which they will receive upon entering work, including workplace adaptations through Access to Work. B) BAME Groups In order to meet the needs of customers from the diverse ethnic minority groups that are prevalent across East London, for example in Newham, Tower Hamlets and Lambeth there are higher proportions (and in some cases more than double the number) of Ethnic Minority claimants than those classifying themselves as White, we ensure that quiet rooms are available for those requiring facilities to conduct worship during their time in centre. We also ensure that appropriate attention is paid to cultural / religious needs e.g. we have worked with the Calbash Centre in Lewisham (which has the highest proportions of Black Caribbean residents in inner London) which supports individuals from an Afro-Caribbean culture. C) Lone Parents / carers As stated, our delivery locations are central to transport hubs and where there is high availability and choice of childcare providers. For those with childcare responsibilities our delivery model allows us to action plan activity around availability i.e. during school hours. Seetecs VTC allows customers the flexibility to complete modules outside the centre. Childrens / Sure start centres are a key location used when 1-2-1 contact is held outside the delivery centre. We will also ensure that information from Childcare Information advice services on childcare options is available in centre, either in hard copy or via the VTC, internet or phone and have a national agreement in place with Gingerbread, a national charity who provide a telephone helpline providing advice and practical support for lone parents. Embracing technology: Seetec invests in technology to enhance the learning, personal development and recruitment process, addressing the digital divide and contributing to economic and environmental sustainability. We have developed a transformational, comprehensive delivery model and customer journey which will be rolled out across Seetec and our supply chain to provide a tailored solution to each individuals need. Digital Life skills form a significant element of this delivery, encouraging customers to use new technologies (podcast, online learning, webinars etc.) as part of their back to work journey. Face to face delivery will therefore be supported by use of our innovative e-learning systems to break down accessibility barriers e.g. for customers with childcare / transport barriers while embedding IT skills. Our dedicated Seetec VTC allows access to a range of support modules 24/7 and includes a diverse suite of learning materials developed both in house with partners such as Sector Skills Council and National Skills Academies e.g. the first online version of Retail Works and purchased from UFI Learndirect this includes ICT course material; Jobsearch; soft skills development; employability skills; CPD topics; Basic Skills; motivation and confidence building; links to computerised CBT; IAG; specialist support modules; management skills; and CPD topics. We use iPhone technology, a strong engagement tool, enabling support modules to be accessed on-the-go. This approach also meets the needs of all customers by ensuring a consistently high quality of delivery material to all customers across all geographical locations across the CPA. 5.4.6 These flexible solutions and the combination of in centre and online access across the CPA will be continuously reviewed to respond to the changing needs of JCP, customers and employers across the 5 year contract period.

[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.

5.5 5.5.1 Seetec is highly experienced in adapting to volume fluctuations e.g. increased volumes on New Deal contracts (2008/09) and reductions on FND (2009/10). We incorporate both short and longer term fluctuations into our planning assumptions. These include: changing priorities and potential changes to the customer groups accessing the contract (as per the future service schedule); fluctuating economic circumstances on both a national / local scale; and a shift in market share. 5.5.2 Maintaining Minimum Performance Levels: Being able to increase or contract capacity without impacting on performance is critical. Substantial sensitivity analysis has been completed on the minimum performance levels and our proposed performance offers for WP in East London to ascertain the potential impact of decreases / increases of customers on our cost base, and projected revenue streams (job outcome revenue is a function of volume) and the consequential impact on working capital this forms the basis of our capacity modelling. Our approach to operational and financial agility (further explained below in 5.5.3 ensures that in responding to fluctuations Seetec / the supply chains ability to deliver against contractual targets is not compromised. Staff levels are one of the critical elements that impact on performance; for example we know that where there is a concentration of absence / holiday in one centre this generally has a negative effect on performance. We therefore have robust workforce planning strategy and review processes across Seetec direct delivery and the supply chain that indicate optimum staffing levels to derive required performance from forecast flows. The agile approach to staffing outlined below e.g. use of a flexible bank of zero hours contracted staff; use of short term contracts; redeployment of staff between centres; and even in some cases between suppliers are important factors in mitigating underperformance risk. 5.5.3 Managing expanding/contracting business: To ensure that we can maintain service delivery in the event of market shift / economic factors our delivery model, strategy and overarching approach builds in agility across performance, financial, organisational and operational areas. This approach allows us to use business agility and responsiveness consistently to meet customer needs quicker than competitors. Cost base agility / operational gearing We have made our cost base more variable as the greater the proportion of costs that are truly variable, the more responsive we can be to changes in volumes, the more security we can offer customers and improved value for money to the tax payer. These include leases with shorter break clauses; the increased use of serviced accommodation; and the use of zero hours associates. Staffing / workforce agility We have proposed an agile, multi-skilled workforce for WP, creating pools of associate staff which can be reconfigured in response to change with staff quickly adopting new roles and responsibilities at high levels of performance. Robust, targeted, performance orientated online induction and identification of key skill sets ensures new staff hit the ground running and immediately contributing to performance. Organisational and operational agility The organisational structure/management of delivery and the supply chain is inherently flexible and can respond to the key performance demands and changing functional areas of organisational and operational delivery. This allows flex both up and down in response to market conditions / volumes. Supply chain design/scalability Our prime contractor model has the flexibility to scale up/ down the proportions of direct and subcontracted delivery, to respond to fluctuations in volumes, to allow geographic coverage of remote areas and changing customer demographics without adversely impacting quality and performance. This has been a particularly effective tool within our current B&S FND contract where the proportion of subcontracted delivery has been flexed between 30% and 20% to respond to both short and longer term volume fluctuations across the 15 months of operation.

5.5 (continued) can rapidly transfer skills, standards and expertise to ensure IT systems can adapt to changing contractual requirements and be implemented at short notice. Learning agility The inherent scalability, speed of response and ability to deliver e-learning anywhere, anytime makes delivery to customers / learners extremely agile, cost effective and responsive to employer demands and geography. 5.5.4 The above flexibilities allow us to expand capacity rapidly and manage increasing volumes across multiple contracts. They also allow us to contract operations responding to reductions in volumes without incurring prohibitive costs. It maintains consistency, quality, security and compliance and manages TUPE, recruitment, retention and business transformation. Part of our ongoing Supply Chain management / capacity building process is to support supply chain partners to build in the same type of flexibilities. We share planning assumptions and provide as much visibility of future volumes as possible as part of our risk management strategy, minimising the risk of supply chain failure. 5.5.5 Managing Economic factors / changes in customer Groups: Seetecs 26 year track record, includes two periods of recession and the current economic downturn; this has guided the development of a number of protocols to cope with future economic fluctuations including: ensuring robust recruitment and training processes exist across the supply chain to mobilise staff resources quickly and effectively; adequately monitoring and helping to build capacity in our supply chain; building additional capacity in our IT systems and; working closely with JCP to identify early indicators in labour market fluctuations to react quickly to changes in volumes. Using a wealth of resources including NOMIS, Labour Market Reviews, the British Chambers of Commerce Quarterly Economic Survey, CBI reports and local engagement with JCP, Seetec and the Supply Chain closely monitor labour market conditions, national trends and proposed initiatives as a potential indicator of future volume fluctuations and invoke appropriate risk mitigating actions. 5.5.6 Our three step, five track model is designed around each customers proximity to the labour market rather than benefit type. It is therefore inherently flexible and can accommodate future changes in Welfare Reform, such as the introduction of Universal Credit, under the Future Services Schedule. Likewise, should the composition of one of the 8 customer groups change, e.g. changes to the WCA criteria or an additional payment group be added / taken away (e.g. as in the bidding process where an additional group was added at short notice) our delivery model is able to adapt seamlessly. Tier 1 Supply Chain partners have been selected on the basis of their experience of delivering across an extensive range of customer groups. Our wider delivery network of Tier 2, 3 and 4 providers incorporates a wide range of specialist provision and strategic stakeholders to ensure that further holistic support can be provided. Our Regional Partnership Framework (preselected contingency delivery providers) and approach to proactive supply chain management ensures that we can immediately respond to changes in the composition of customer groups by refreshing, adding or if required contracting supply chain capacity/capability without adversely impacting on delivery. 5.5.7 An example of our agile and responsive approach in practice is recent experience in the West of England where we responded to monthly 12.5% increases of referrals (particularly of 18-24s) across a 12 month period by: leasing additional premises; increasing group sessions; increasing subcontractor referrals; and expanding staff resources with temporary/contract staff. Ofsted (June 09) noted that Seetec plans carefully to meet the needs of increased numbers of participants. During the period of expansion, performance improved; an increase in leavers into jobs of 7% on Voluntary Option and 12% on Gateway to Work demonstrating our ability to respond to fluctuations in volumes whilst maintaining performance levels. Conversely, whilst implementing FND, where volume predictions were revised downwards prior to go live, Seetec undertook comprehensive workforce forecasting to ensure appropriate levels of

[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.

5.6 5.6.1 Evaluating and monitoring quality of provision: Our Quality Monitoring Framework is fit-for-purpose and enables us to monitor, action plan and assess/evaluate to improve the quality of provision continuously, providing the customer with the skills and attributes required to sustain employment. The Supply Chain Manager (SCM), Operations Managers (OM) and the Quality team (including the regionally based Performance and Quality Manager) are accountable for timely and effective delivery of quality improvement processes within the organisation with mirrored functions across key supply chain partners. All staff / supply chain partners are responsible for ensuring compliance with contracted standards and internal procedures; encouraging interdepartmental joined-up working; identifying/sharing best practice and/or areas for improvement; developing action plans and delivering against these actions. The quality of WP provision is evaluated and monitored against a number of customer centred criteria including: 5.6.2 A) Effectiveness of training and assessment in supporting the development of the customer Ensuring that a robust Initial Assessment is carried out and a suitably SSMART Action Plan is developed is a key aspect of delivery. Observation of all activities takes place aligning with elements of the Common Inspection Framework to ensure we aspire to meet customer goals, that the activity is interesting, appropriate, engaging and uses appropriate technology. Customers progress is regularly reviewed against their action plans to ensure that they receive the appropriate support/signposting for Literacy, Numeracy, Language and digital life skills. Staff are fully trained to provide excellent standards of teaching, IAG and provide high quality customer service. We are currently developing our staff training to accommodate world leading levels of customer service, based on the World Host customer service qualification used for the Olympic Games. This will enhance their communication skills, ability to create a positive impression, ability to deal with difficult situations effectively, ability to exceed customer expectations and improve staffs knowledge of local facilities and services. This will be rolled out across the supply chain to ensure consistently high customer service across the CPA. 5.6.3 B) Effectiveness of the provision in meeting the needs of customers We use a range of content flexible enough to cope with customers individual needs (relevant to their medium and long-term, career and employment goals). We make sure that each customer has a planned, coordinated progression route such as an Action Plan at the start of their programme, and a Moving-on-Plan to take into account the customers end-of-programme and career aspirations. Training and assessment, as well as attendance arrangements are made flexible to suit customers / employers individual needs. When sourcing employment opportunities or a work placement we ensure that a close match between the customer and their Action Plans are made to ensure that their personal, spiritual, moral, social and cultural development needs are met. 5.6.4 C) Effectiveness of the provider using partnerships to develop provision to meet customer needs We encourage interdepartmental, joined-up working with a strong influence on developing robust partnerships through our localism approach. We partner with employers and community groups to help address customers needs. We have engaged a supply chain with established delivery networks in East London and a diverse network of intervention/ad hoc suppliers to provide tailored support to each individual customer. Post placement employer feedback informs the customers Action Plan, and subsequent quality improvement Action Plans as part of our cycle of continuous improvement. 5.6.5 D) Effectiveness of the care, guidance and support customers receive in helping them to attain their learning goals Our customers receive individual care and support to promote learning and they have inclusive Equality and Diversity training. Our quality monitoring procedures certify that concise and practical IAG is recorded on customers Action Plans, Back to Work plans and Moving on Plans to promote a system of continuous development.

5.6 (continued) 5.6.6 Handling complaints and feedback: Grievance and complaints procedures are outlined to customers at induction. When a formal complaint is received from a customer, it is recorded and sent to Head Office within 24 hours. All complaints are categorised Category A and are closed out within 15 working days. An acknowledgment letter is sent within 3 working days providing a reference number. The most appropriate person (SCM / OM /Director or Quality Manager) is assigned to resolve the issue in a timely and professional manner. Within 10 days the assigned manager decides whether the complaint has been resolved or needs to be escalated to Category B which means escalation to the Chief Executive. The assigned manager addresses the issue, records short term remedial action(s), produces a written response to the complainant and identifies longer term actions required. All complaints are treated confidentially and mediation occurs where complaints involve another customer or cannot be resolved. Where a complaint cannot be resolved, customers can seek resolution and investigation using the Independent Case Examiner (ICE) who will act as an arbiter to broker resolution. Seetec will co-operate fully with the ICE offering supporting evidence at any of the three stages wishing to avoid stage 3 but complying fully with any findings. 5.6.7 Customer feedback is collected on both an informal and formal basis. Informal input is fed back to OMs at weekly team meetings. Formal customer feedback is collected electronically through bespoke monthly surveys and in writing during performance monitoring sessions with Performance and Quality Managers (PQMs) and for Seetec Self Assessment Reports (SAR). This is recorded and fed back via feedback sessions to Advisers and Managers. We seek feedback on a range of matters from the layout and suitability of training facilities, the quality of customer service and the use of marketing materials. OMs/SCMs are responsible for ensuring that customer feedback is taken on board and necessary changes implemented to ensure a positive customer experience. The progress against these actions is then independently verified by our Quality department. Seetec requires all supply chain partners to keep a complaints log and operate similar complaints and feedback procedures. All complaints are fed into the Quality department to identify recurring issues to facilitate continuous improvement. 5.6.8 Acting on findings of monitoring and evaluation activities: In every area of monitoring and evaluation, action plans are produced and reviewed at regular intervals. This creates an iterative process, leading to corrective action, continuous improvement and increased outcomes. Actions to enhance the customer experience may include: Training and development for staff / supply chain: Where there is an increase in numbers of a particular customer group e.g. recent introduction of specialised mental health training for all new and existing delivery staff had the impact of a higher quality of action planning for this customer group. Performing robust internal quality audits: Carrying out these audits on Seetec and supply chain partners locations results in quality scores and risk ratings which are fed into Performance Improvement Action Plans aimed at addressing underperformance. Customer specific actions e.g. disadvantaged groups are positively targeted using specialised recruitment and positive action targets. Effective practice is shared across Seetec / subcontractors via forums, meetings and through QI guides. 5.6.9 Examples how we have acted on findings include our You Said, We Did board in Romford which displays customer suggestions and feedback. It showed that some customers felt that they were not getting enough time on a computer for job searching. To improve this, Seetec bought 8 laptops and implemented timetable to allocate job search times. This immediately improved the way our customers find and apply for jobs. Feedback from customers in our Lewisham centre suggested that they were unhappy about the level of feedback they were getting from employers despite regular attempts at contact. Our CRM system enables us to track each job application and employer contact names enabling us to engage with employers and provide useful feedback to customers.

PART 6:

RESOURCES

[6.1] Staff Resources Staffing Numbers, Job Titles and Roles Please provide: Details of the number of staff, shown as full time equivalents, you and your supply chain propose to employ to manage and deliver the Work Programme for this CPA. You should include a description of why you consider this staffing level is appropriate for this CPA at contract start date, together with details as to how you will manage the staffing levels as customer volumes rise and fall over the lifetime of the contract. This should include a description in detail of the number of staff to be drawn from current resources, those to be recruited by both your organisation and any supply chain organisations involved. Please provide details of how you have identified the skills required by staff in your organisation, and that of any sub-contractors, to deliver the service you have proposed at Section 4. You should describe how you propose to acquire staff with these skills or provide the appropriate training to ensure that these skills are available to commence delivery of the service on the date you have proposed. A resource plan should be provided (attach as Annex 5) showing how staffing, by full time equivalent and job title/role, will be allocated across this CPA and a description of the job roles of staff shown in Annex 5.

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 resource plan which you must insert as Annex 5.

[REDACT]

[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.

6.2a 6.2a.1 Seetec believes that a well managed transfer is in the interests of all stakeholders. Our professionally qualified HR staff with up-to-date TUPE knowledge, work closely with experienced employment lawyers and industry forums e.g. ERSA HR Forum to ensure we are at the forefront of industry best practice in TUPE matters. 6.2a.2 Compliance with Regulation 13: In order to comply with Regulation 13 (Duty to inform and consult representatives), on notification of preferred bidder (01.04.11) Seetec will: seek appropriate, professional legal advice and contact all organisations currently providing affected Programmes in East London (EL) (i.e. FND, Pathways to Work, New Deal and Employment Zones) notifying them of Seetecs position, and where appropriate, requesting written information about the employees (from their organisation and current supply chain) who may have rights under TUPE and could transfer to Seetec (or to our supply chain partners) with their current T&Cs. This allows transferors time to communicate with affected employees/their representatives (and any other employees) and inform them of the transfer, the reasons for it and anticipated timescales. This information, in conjunction with consultations, enables us to build up a full picture of the affected staff and their delivery roles as early as possible (by 06.05.11). Seetecs tried and tested consultation process allows us to conform to both the legal requirement as well as the spirit of Regulation 13 as both the transferee and transferor. Proposed changes to T&Cs are communicated. These will be very minor changes e.g. pay dates, to align with our payroll and alignment of annual leave years where appropriate (by 01.06.11) 6.2a.3 Based on current TUPE information, there are more staff scoped in as potential TUPE transfers than posts required due in part the phased build-up in projected volumes. Our current assumption is that some redundancies will occur following competitive interviewing as part of the transfer process due to organisational and economic reasons. a) 6.2a.4 Communications plan: Seetec has a TUPE implementation and communications plan, which incorporates legal obligations, recognises best practice, identifies risks (and controls and actions to mitigate) and sets out a communications timetable. The plan, managed by the Head of HR Operations ([REDACT] ), is reviewed weekly by all participating members of the supply chain throughout the transfer process to make sure all milestones are met. Seetec communicates with the transferor, transferees, our own employees and our supply chain partners throughout the process by: a combination of face to face meetings, letters, emails, phone calls, and in some instances where information needs to be delivered consistently across multiple stakeholders by webinar/group presentations. Frequency of contact during the implementation/transfer is weekly (transferor/supply chain partner) and bi-weekly for the affected employees. A dedicated HR Business Partner (HRBP) acts as the point of contact. Utilising the HRBP ensures continuity of contact for each individual prior to, during and after transfer. 6.2a.5 Seetec consults with appropriate employee representatives (inc. Trade Unions) over workforce issues and, irrespective of whether a transfer is likely to take place, provides timely information on any possible changes which may affect staff. We do this in good time to ensure that the consultation process has time to take place. We provide detailed information to all employees who may be affected by potential changes, along with details of the fact that a transfer may take place, the potential for redundancies, why and when this may happen, the social, legal and economic implications, and what actions, either Seetec or the receiving organisation is likely to take in connection with the transfer. 6.2a.6 TUPE approach planned activity: Seetecs Head of HR Operations manages the whole supply chain communications / transfer process enabling: a seamless transfer; rapid and accurate payroll migration; careful management of employee morale; and full integration of the CPA team into the new delivery structure. With excess of TUPE transferees to start-up posts required, we will signal our intention to restructure through 3 phases of redundancy consultation (pre start-up for Seetec staff; after 3

6.2a (continued) to increase HR resources / expertise. Planned activity is detailed below: As a current New Deal 18-24 provider in NE London an internal announcement is made to Seetec employees with consultations established for all affected; Joint approach agreed with the other 2 successful bidders (by 03.05.11); Contact is made with existing providers to establish points of contact/timeframes; ensure that employees are advised of their rights (by the transferor); and to request updated information on affected employees (including supply chain)(by 25.04.11); HR identifies supply chain partners who will be involved in transferring in. Contact is made and work plans /timescales explained and agreed (by 25.04.11); Due diligence is completed to mapping existing / new workforce requirements and TUPE liabilities by individual organisation (by 06.05.11); We arrange to meet existing providers and contact all affected staff, leading to establishment of a timetable for employee consultations (by 25.04.11); Consultations carried out by Seetec and/or partners (complete by 30.05.11); Written confirmation of transfers communicated to transferees with any changes to T&Cs communicated; redundancies are notified, if required (by 01.06.11); TUPE transfers take place on the agreed contract start date (01.06.11). 6.2a.7 Working with existing Employers: We aim to ensure minimum disruption to the employees and the businesses affected by working closely with existing employers to address common issues such as effective and consistent communication to transferees; regular updates of status and contractual commitments and effective integration of management and delivery staff to ensure that the transfer is seamless. It also ensures that any areas of potential difficulty are dealt with promptly and efficiently. We work with existing employers by: making contact as soon as practicably possible following announcement of preferred bidder; establishing key contacts (and secondary and senior contacts for issue resolution/escalations); meeting with the employers to gain an understanding of company culture; regular updates and full inclusion in TUPE process. We also manage the process for the whole supply chain, streamlining contacts and managing the communication burden ourselves. Indeed, in previous transfers (e.g. Pathways to Work 2007) relations between Seetec and the transferor was so good that transferees were able to join Seetec staff on day release for training prior to the transfer date creating better working relationships for contract start. 6.2a.8 Managing TUPE across the supply chain: Seetec takes a strong lead with the entire supply chain in matters relating to TUPE, adherence with legislation (including relevant codes and statements of practice). All delivery partners have been asked about the following as part of the selection / offer process: their experience managing TUPE transfers in and out of their organisations; and their proposals for meeting the requirements of the Cabinet Offices A Fair Deal for Staff Pensions and for a copy of their GAD certificate and the anticipated required staff establishment based on the volumes assigned. This information provides us with an indication of the amount of support the supply chain requires and the size of the required workforce. 6.2a.9 Supply chain partners are incorporated into planned activity (see 6.2a.6 above) at all stages of the transfer. Seetecs HRBP initiates contact with HR counterparts in each of our supply chain delivery partners, as soon as is practical after preferred bidder announcement to agree contact names/allocated resource, provide an overview of our position, ascertain any advice / guidance taken by the supply chain partner, book in meetings and establish timelines. Based on information provided at bid stage we map out required headcount against existing headcount (in some cases e.g. Kennedy Scott, our supply chain delivery partners may be the same organisations as the transferor) to establish transfer out / in potential liability. Weekly contact as per the plan ensures full information flow. We expect supply chain partners to participate in consultations in line with the timetable/plan and any group briefings to ensure a consistent approach.

[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.

6.2b 6.2b.1 TUPE expertise and lessons learned: Seetec has significant TUPE experience, transferring over 160 staff in the last 4 years with no formal tribunals or grievances. Our proactive TUPE consultation process (in accordance with Regulation 13) includes acting immediately upon announcement of contract; ensuring a transparent communication process; establishing points of contact for management of TUPE transfer and understanding the uncertainties of the workforce and offering our support. 6.2b.2 Recent experience comparable with the scope of WP was in 2009 for FND in Birmingham & Solihull where 81 staff were transferred-in. A list of 370 potential TUPE transferees was provided by outgoing organisations. One of the issues was the lack of established protocols around transferring from multiple to multiple providers. Lessons Learned: We identified a need to take a proactive approach initiating contact with the other Prime, arranging joint consultations and agreeing a split of the list. The results were clear communications and minimum disruption to employees. To manage the consultations and workload for 370 potential TUPE transferees put pressure on central HR Resources. Lessons Learned: additional dedicated HRBP and HR staff were engaged for B&S. To manage multiple WP CPA wins and accommodate restructuring / potential excess TUPE transferees, we have appointed external consultants and invested in new e-recruitment software Stepstone. This ensures our HR Department has sufficient resources to manage multiple large scale recruitment, selection and TUPE processes (our bids across 8 CPAs comprise approx. 2390 affected staff). Following induction and live running of the contract we faced further issues with the ability of transferred employees to meet performance targets. We found that a significant number had little experience or were not familiar with a performance management / target driven culture with an associated reluctance to acknowledge individual targets. Of the 81 individuals that were transferred-in, around 25% had to be performance managed due to consistent failure to meet individual targets. Lessons Learned: For subsequent transfers e.g. for Work Choice this has prompted us to map competencies early and gain an understanding of the outgoing organisations performance culture and systems. 6.2b.3 Supply Chain experience: Key delivery organisations such as Prospects, Kennedy Scott, Ixion, SHP and the Camden Society in our EL supply chain have considerable experience managing TUPE managing over 220 transfers between them over the last 3 years. Key lessons learned identified are: the need for responsive communication, thorough due diligence, trust, cooperation and embracing TUPE. 6.2b.4 Seetec has robust planning and evaluation procedures for all aspects of our business including TUPE transfers and managing consequent redundancy selection for all affected employees. Improving the quality / efficiency of our TUPE process is an iterative process, based upon our TUPE implementation plan, ongoing monitoring and end of project evaluation which picks up lessons learnt and best practice leading to continual improvement of TUPE management. We have discovered through previous TUPE transfers / negotiations, that regular and robust consultation at every stage of the process is a key factor in the successful transfer of employees especially in redundancy situations. 6.2b.5 Relevant aspects of TUPE: We anticipate that all of the above lessons learned and aspects of TUPE will be applied to WP transfer as we anticipate multiple provider situations, mismatch of roles as WP is black box, whereas FND has mandatory elements, and WP will be even more performance driven than previous contracts. We anticipate that the discussions with outgoing providers, other successful bidders, the consultation and due diligence processes will need to be especially robust as WP transfer will be more complex than previous transfers, due in part to the large volumes of surplus affected staff and rationalisation of multiple programmes resulting in potential redundancies.

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.

7.1 7.1.1 Purpose of our Stakeholder Engagement Strategy From our extensive experience as a Prime Contractor, we understand the importance of engaging with local stakeholders/JCP. Through robust management mechanisms we ensure this ethos is embraced across the supply chain. The benefits of engagement include: the increased ability to overcome barriers (customer, political and social); increased know-how through the sharing of best practice; and having a greater capacity to resolve local issues. By establishing links with stakeholders we aim to ensure that we are working in a joined up manner. Seetec not only seeks to add value to the delivery of the WP through partnerships but also ensure that WP impacts and contributes to strategic objectives within East London (EL). 7.1.2 We engage with stakeholders to: Inform/guide delivery: using information disseminated by JCP, local partnerships, steering committees and community groups to inform the direction of delivery. Join up provision: customers, employers, providers and stakeholders are introduced to one another so that complementary provision and services (e.g. housing, health, education etc.) can be integrated, customers experience seamless transitions and that best value is derived from the collaboration of funding streams supporting our models total person approach. Engagement of IB/IS customer group: marketing to generate IB/IS customer referrals via JCP. Support wider social objectives: by reducing child poverty through the reduction of workless households, supporting the Every Child Matters agenda; by increasing equality of opportunity to reduce employment gaps; ultimately improving the health profile of the area as well as community cohesion and social mobility/inclusion; and workforce development and up-skilling is promoted supporting regeneration and enterprise. Support Big Society and localism: Seetec fully supports the aims and objectives of the Big Society and will engage through a proportion of our 1m enabling fund by introducing, coordinating and integrating counselling services, project banks, voluntary and community services into our delivery model. In doing so, Seetec will leverage the benefits to WP of bringing communities closer and ultimately supporting the aims of the Localism Bill by harnessing multi-agency, civic and voluntary groups. 7.1.3 How the strategy is delivered An effective communications strategy commencing at bid stage and running throughout the course of implementation and operational delivery ensures the identification, engagement and establishment of effective ongoing relationships with a diverse range of key local stakeholders. The Operations Director (OD) and Supply Chain Manager (SCM) take joint responsibility for driving the stakeholder strategy, with various staff members undertaking engagement across specific levels e.g. national, sub-regional, local etc. Our networked IT systems record and track engagement and facilitate (along with regular partnership meetings and communication from the SCM) sharing of relationships across the supply chain. A marketing and communications plan outlines aims, objectives, activities and assigns timescales and responsibilities for activity based on effective and regular interfacing with all key stakeholders /JCP, actively consulting, engaging and networking with organisations at all levels. Progress against this plan is reviewed and evaluated on a quarterly basis by the Executive Director. Evaluation is in the context of current performance, priorities, any variations to the contract, volume fluctuations and quality/performance improvement objectives to ensure that our stakeholder engagement strategy and actions link to customer needs and our quality and performance management mechanisms; corrective actions / amendments to the plan are put in place where required. 7.1.4 We promote our EL WP delivery and supply chain to key stakeholders/JCP through regular stakeholder meetings, forums, press releases, marketing literature, website updates and via our in-house magazine Insight. We demonstrate that we have considerable credibility as a Prime Contractor and have the capability to bring together organisations to deliver WP, whilst meeting their needs and contributing to

7.1 (continued) their outcomes. All organisations can see how our Prime Contractor lead is based on our reputation of integrity, innovation and delivery of outcomes. 7.1.5 The narrative below identifies some of the key local stakeholders and outlines how Seetec / our supply chain has engaged / will engage with them. 7.1.6 National / CPA strategic stakeholders Who: Chief Operating Director / ED at a national level; OD at a contract and CPA level. Impact: to establish responsive operational links to all employability/skills initiatives ensuring WP is fully integrated with national/regional strategies and to join up/make best use of public funding. DWP: As an existing top tier provider Seetec has strong strategic and operational links with Delivery and SRM teams; these will be further developed by sharing information, objectives and strategies to ensure a fully rounded strategic relationship/partnership. Skills Funding Agency (SFA): Step 3 of our model focuses on integrating employment and skills funding streams to up-skill customers once in work; we have a strong national and regional relationship with SFA and would meet with them at a regional level at least monthly to share information on local employer and learner demand led / funding needs. Association of Colleges (AOC) A national/regional relationship has been established to join up WP with college provision co-funding and co-investment and a Memorandum of Understanding has been provided outlining support for our WP proposals in this CPA. 7.1.7 Regional / Sub-regional strategic stakeholders Who: OD, SCM, Operations Managers (OM) and supply chain partners. Impact: to join up the plethora of services and initiatives (e.g. housing, health, transport, enterprise) that are tackling social, health and regeneration issues at the local/community level, effecting seamless and holistic services for customers, by creating a forum to share resources/linking funding. JCP: As existing suppliers in EL, Seetec and supply chain partners regularly engage with staff at all levels and attend PEMs. In Havering, Barking and Dagenham (B&D) and Redbridge we visit all of the JCPs on a weekly basis and in Lewisham and Bexleyheath we work with JCP Account Managers to assist with large-scale recruitment. Operational links are further strengthened by providing feedback on customer progression / job outcomes to each Adviser that has referred customers to our ESF programmes in EL. Local Enterprise Partnerships (LEPs) Local Government: We already work with the LDA and through them the ODA, LOCOG and the OPLC (on our Westfield/Olympic Park retail skills shop) and have engaged with them during the bidding process. We are keen to engage strategically and to continue working collaboratively with them, the GLA/Mayors Office and local authorities when the London LEP is formed and we recognise the London Employability Performance Rating tool and support the LSEO. Local Authorities (LA): Seetec recognises the increasing emphasis on localisation in joining up local services to tackle worklessness. Seetec/ Supply chain partners have existing relationships with LAs. We have also actively contacted all 17 LAs during the bidding process to initiate discussions about other frontline services incl. Big Society initiatives; whether they can link us with the voluntary sector and how we will work with them should we be successful in the CPA. Of those we spoke to all agreed to formalise the relationship and meet with us as part of our implementation activity. OMs / supply chain partners in EL take responsibility for engaging with each local authority to drive forward these relationships and ensure provision meets customers needs at local level. Strategic groups / partnerships: This is a diverse group of regional and locally focused organisations/committees who come together to guide policy, strategy and share expertise around worklessness, targeting social exclusion and the specific needs of WP customers. We are currently on the committee/attend

7.1 (continued) these links is managed at a local level by OMs/supply chain partners. Health Services: The composition of WP customer groups means that links with health services, PCTs currently, groups of GPs post 2013, are vital to avoid duplication of services and address health issues. We already have highly developed links in place across the CPA (including Havering Mental Health PCT, NHS Expert Patients, Bexley, Croydon, Greenwich and Havering MIND as well as Mencap.) which will be further developed across the contract length for cross referral and signposting purposes. Housing Associations: We work closely with Housing Associations during delivery e.g. Hyde Housing, East Potential & Mosaic Housing and we will look to forge larger links with the South East London Housing Association to ensure WP provision contributes to DWPs return to work agenda and addresses the inequalities for people living in social housing. Local CVSs We have initiated contact with CVSs directly or via LAs to initiate discussions on how best to link up operationally e.g. HAVCO, Community Links VSO (Bromley) & Stepping Stones into Work. Contact has been made with The South London CVS Partnership (covering Bromley, Croydon, Merton and Sutton) and these relationships will be developed within every London Borough by the OM / SCM or supply chain partner. 7.1.8 Local level organisations-including the voluntary sector (VCOs): Who: OMs, SCM and delivery staff; Impact: additional services/expertise to meet the diverse needs of customers at a local level; continual refresh of the supply chain and generation of voluntary IB/IS customer starts onto provision. 7.1.9 We recognise the expertise and specialist support that smaller organisations and VCOs are able to provide at a local level. We work with them in two distinct ways: 1) Complementary Provision (funded by other sources): Our approach to WP delivery is to ensure that complementary provision is identified and customers are signposted efficiently so that WP funding is not paying for services that could be accessed by customers free of charge (FOC). We have identified some of the following provision that is currently used across the supply chain and will be used on WP e.g. basic skills at Learn Direct centres, Consumer Financial Education Body (CFEB), Bexley Adult Learning Centre, Newham college, Law Centres, London Probation, Red Kite and Next Step. 2) Interventions and Ad hoc purchased provision (purchased): IAG, support and employability interventions are purchased from a range of organisations (primarily third sector) to meet specific customer needs. When formulating our supply chain we appreciate that many small/voluntary providers that currently have funding may not be able to provide these services FOC on an ongoing basis. There is capacity to incorporate them into the funded supply chain as an interventionist or ad hoc provider at a later date, therefore maximising value for the taxpayer whilst supporting smaller organisations and evolving the supply chain. We see the value of these types of organisation in supporting key customer barriers / needs e.g. Cultural Groups: We view these links as vital in EL due to the diversity and the large ethnic minority populations within the CPA. We have links with organisations like Lewisham Refugee Network, Somalia Womens Refuge, the Calabash Centre and as part of our supply chain Hackney CEN to tackle Londons gang culture ; Substance Misuse: We have engaged with New Highway as an intervention provider and work with local organisations such as Signpost in Eltham, FRANK, the Salvation Army in Lewisham and we work with the Drug Coordinators in local JCP to support and guide our provision for those with substance misuse barriers; All are able to provide additional support to our customers. Referral protocols (and funding) are agreed at a local level. A full online directory of complementary/ad hoc provision is shared across the supply chain. This IAG resource is reviewed by OD/SCM quarterly ensuring the East London delivery network evolves to meet customer needs.

[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.

7.2 7.2.1 As established existing providers in East London (EL) Seetec and our supply chain are building on our intangible infrastructure, a substantial existing base of over 3000 employers, sectors and clusters. We regard robust employer engagement as a fundamental element in the successful delivery of WP. At a strategic level, employer engagement informs our understanding of local economic conditions and guides performance expectations. At an operational level it informs delivery, ensuring we are supporting our customers to compete for and secure sustainable local employment opportunities. Seetecs delivery model has a strong sector focus, with clear routeways into employment in key sectors (retail, hospitality, construction, logistics and care). These have been identified through research, data from our/supply chain contracts and JCP vacancy data as the sectors in East London in which we anticipate customers will secure sustainable employment. 7.2.2 Through our current delivery and our status as a National Skills Academy (NSA) for Retail member, running the new skills shop (The Skills Place) at the Stratford City/Olympic Park development, Seetec already works closely with a number of Sector Skills Councils (SSCs) employer driven bodies. These include Skillsmart (Retail), People 1st (Hospitality) and we have been building links with Skills for Care and Construction Skills and the various sector specific NSAs which play a key role in driving forward sector specific skills and qualifications in putting together our delivery model and strategy for WP. We have incorporated employer endorsed pre-employment training like Retail Works and Employment 1st into delivery, have invested in the development of online versions and have built modules for other sectors e.g. care, security and construction to provide robust routeways into employment. We will continue to engage with SSCs to transfer this expertise, sector links and resources into East London. 7.2.3 Employer engagement strategy: Seetec will take a lead across the supply chain in driving forward employer engagement to achieve the performance offer and sustainable outcomes for customers. Our East London employer engagement strategy comprises the following elements: a) Labour market research at both a national and local level, used to inform delivery and employer engagement activity; b) Identification of employers leading to a comprehensive local employer database of suitable work experience / employment opportunities for customers; c) Employer engagement and marketing activity timetabled throughout the life of the contract based on: demand led needs of employers, customers and stakeholders; d) Development of strategic employer relationships where employers become trusted recruitment partners and key members of the supply chain with a significant contribution to outcomes. 7.2.4 This strategy is integrated across the supply chain. Seetec and the supply chain work closely with other East London stakeholders (incl. JCP) to ensure a consistent approach ensuring maximum benefits for employers, customers and the supply chain. The supply chain selection process has evaluated partners current links and approach to engaging with employers in order to generate work experience placements and vacancies for customers. Regular review of the effectiveness of employer engagement forms part of supply chain management and our quality monitoring framework. Supply chain partners are expected to have an employer engagement strategy reflecting the elements listed above. National account vacancies are shared to ensure comprehensive geographical service is provided to employers and all WP customers (regardless of delivery organisation) have access to a large pool of vacancies across East London. This comprehensive, integrated approach to employer engagement ensures that WP is customer centred and based on the needs of the local employers and growth sectors. 7.2.5 Mechanisms for delivering the strategy The strategy is owned, reviewed and evaluated by the Operations Director (OD) responsible for the strategic integration of WP. It is locally managed by the Regional Business Development Manager (RBDM) with

7.2 (continued) corporate support from the National Business Development Manager (NBDM). A team of Business Development Consultants (BDCs) carry out engagement activity. Each BDC will be a sector champion targeting companies compatible with customers career aspirations and available sector / vacancy opportunities. 7.2.6 Labour Market Research (national) An emphasis on labour market research is placed both in the formulation of our bid as well as throughout delivery. For example CIPD has highlighted 66% of employers nationally feel that new staff lack communication and interpersonal skills. UKCESs NESS 2009 survey identified skills gaps for customer handling and team working, both of which are considered to be lacking in half of staff who are not fully proficient. In response to this we have ensured that our proposed WP delivery model incorporates key employability skills e.g. people skills, developing positive behaviours/attitudes and specific modules to address communication and problem solving. We have also conducted our own labour market and employer research. In December 2010 a survey of over 175 employers currently working with Seetec identified that of those looking to recruit, over 70% would be for entry level jobs in the coming 12 months across all sectors. 50% identified positive attitude as being the key selection criteria and skills gaps amongst potential applicants. 7.2.7 Labour Market Research (local) We sought input from JCP, SFA, our staff and proposed supply chain partners e.g. we surveyed existing staff/potential supply chain partners as to which sectors they intend to target in order to achieve sustainable outcomes. We analysed our current New Deal, Pathways and NDDP job outcome data to identify these key sectors. (20% of customers entered employment in retail, 17% in hospitality, 11% into construction, 10% into customer services and 5% into care) Seetec already runs sector targeted pre-employment training in these sectors as well as industry specific training e.g. CSCS Card, SIA Licence, etc. to support our customers back into sustainable employment on ND 18-24 and ESF Phase 1/2 in East London and Skillsmart (Retail), Employment 1st (hospitality) pre-employment programmes at The Skills Place Newham. Research is continually carried out by the RBDM and reviewed on a quarterly basis to inform the direction of employer engagement and training activity. 7.2.8 Identification of Employers (including social enterprises). We coordinate our employer contacts through the use of Customer Relationship Management (CRM) software which records and co-ordinates employer engagement actions across and between CPAs. As an existing supplier in East London we already have over 1750 organisations on the CRM system; supply chain partners have been surveyed and have approximately 1250 existing employer contacts. These include John Lewis; Marks & Spencer; Poundland; Travis Perkins; B&Q; FX Corporation; British Heart Foundation; Oxfam; Nestor Healthcare; Care UK; Smyth Toys; Census 2011; CIS Security; Carillion Skyblue; Travelodge; WH Smiths; Royal Mail and FORD Motors Co. These existing links will be built on by the business development teams across the supply chain by continually identifying other local employers through: working with JCP account management teams; stakeholder engagement i.e. working with regeneration bodies or in the future with Local Enterprise Partnerships (LEPs); identifying social enterprises / co-operatives in the area who are often able to provide placements; developing good working relationships with local Councils; and engaging with the membership of local Chambers of Commerce (of which we are members). As outlined above, emphasis is placed on engaging with those sectors able to provide accessible, sustainable employment opportunities. 7.2.9 Seetec also has a portfolio of 30 established national accounts across the key employment sectors that we have identified as likely WP customer destinations; these accounts have produced over 350 outcomes and 1200 placements over the last 12 months and include: Poundland, Care UK; British Gas; Oxfam; HSS Hire; Ocado; Travis Perkins; British Heart Foundation and B&Q. Our NBDM will continue to develop these national accounts cascading opportunities / vacancies to local teams.

7.2 (continued) 7.2.10 Employer engagement and marketing activity We tailor exact employer engagement activities to fit with existing employer engagement mechanisms/ initiatives operating within EL e.g. linking with employer networks that we are members (Chambers of Commerce, Association of Learning Providers, London Workbased Alliance Association and Apprentice Ambassador Network etc.), adhering to the principles of the London Employer Accord and working alongside JCP employer engagement staff. 7.2.11 We focus labour market advice and work focused training on growth sectors as well as major developments where vacancies will be generated in the future, e.g. We are delivering pre-employment training as the Lead Provider for The Skills Place at Westfield Stratford City working closely with LOCOG and LB Newham so that local customers can benefit from the potential 8,000 jobs created by Westfield in 2011 and the further 70,000 opportunities linked to the Olympics in 2012. We are also working closely with the Olympic Park Legacy Company (OPLC) devising a training plan to ensure that local residents will have the skills to work in the key sectors (retail, creative, media, transport, environmental etc.) that will emerge in the area as part of the ongoing regeneration and Olympic Park legacy. 7.2.12 Development of strategic employer relationships to secure outcomes BDCs are targeted on a number of KPIs including vacancies sourced/filled, CVs sent, and placements. They work collaboratively with employers so that they become a key strategic partner using WP customers as a trusted/tailored recruitment service. Over time becoming an integral part of the supply chain in the CPA. This is achieved by: Marketing the benefits of providing Work Trials and work experience for customers e.g. customers update skills and increase confidence and attachment to the labour market. Employers benefit from creating a motivated pool of local labour and trialling of recruits. Encouraging employers to send us their vacancies as they arise so that we can tap into hidden vacancies (those not advertised) for customers. Carrying out regular employer surveys / research on skills shortages, salary levels etc. to ensure that provision is continually adapting to meet the needs of local employers. Regularly attending local business networking and Chamber of Commerce events to raise our profile in the local business community as a recruitment channel. Using success stories to help promote diversity, age and disability agendas within their organisation, demonstrating the benefits that a diverse workforce can bring to their business i.e. in helping reduce local unemployment rates, local businesses will benefit from a more prosperous community and achievement of CSR objectives. Demonstrating the support that employers and customers will receive, dispelling the myth that taking on an unemployed customer will prove costly in terms of time, training and support. We market our support package which includes: Mentoring/support for customers whilst on work experience and once in employment; Linking employers with SFA providers and co-funding Workforce Development Level 1, 2 and 3 qualifications (through Step 3 of our delivery model); and enhancing their existing retention strategies by identifying and helping to train their own workplace mentors. Working with employers to implement Careers Ladders approaches; the jobs that long term unemployed individuals pursue are often low skilled, elementary jobs with high turnover, threatening sustainability. Seetec will prevent benefit cycling, and support the up-skilling of low skilled employees by facilitating in-work training via our innovative online learning resources and Step 3 co-funded skills provision. We facilitate the sharing of best practice between employers where possible at a local level. 7.2.13 Best practice and employer links are shared across the supply chain via the RBDM function. The Supply Chain Manager is responsible for ensuring similar activities are being carried out within supply chain partner organisations; a key element of our

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.

8.1. Total expected performance in this CPA 8.1.1 We have reverse engineered the DWP base data for each step of the performance assumptions to identify performance on an annual cohort basis and contract total for each customer group. Against this, it has enabled us to set meaningful performance targets against the baseline targets in the specification (national benchmark 4.18 & Appendix D) for attachments, job entries, job outcomes and sustainment. 8.1.2 The comparisons by total are set out below. Where available the DWP baselines are taken directly from Worksheet C and the IB & IS Performance worksheet numbers are shown in brackets. Referrals: the total referrals 63,349 (1,278) in line with specification data. No change Attachments: the total attachments, 57,014 (1151) are broadly as per specification data i.e. 90% of the referrals. No change Job Entries: we have estimated the DWP baseline total job entries to be in the region of 24,542 representing a 39% job entry rate (job entries / referrals). Our total job entry performance is forecast as 27,844 equivalent to a 43.95% job entry rate. This is an increase of 4.95 percentage points in job entry performance against assumed DWP baseline data. Job Outcomes: we have assumed a DWP baseline that 70% of Band 1 JSA 18-24 and Band 2 25+ will retain employment to the 26 week job outcome marker. For Bands 3 to 7, an average 75% DWP retention is assumed to the 13 week job outcome marker. For Band 8, IB/ IS Volunteers, based on our historic NDDP data, we have assumed a higher retention rate to 13 weeks. From worksheet C, the DWP baseline total job outcomes is forecast to be 17,512 representing a 27.6% job outcome rate (job outcome / referrals). As a consequence of the higher job entries and using the respective 70% 26 week and 75 %13 week job retention / outcome forecasts, our expected performance of total job outcomes will be 19,842 representing a 31.32% job outcome rate. This is an increase of 3.72 percentage points in job outcome performance against assumed DWP baseline data. (IB / IS results in a 4.51 percentage point increase (510 DWP baseline job outcomes increase to 533 job outcomes)) Sustainment: compared with the number of four weekly sustainment payments as per DWP specification / data our forecast number of 4 week sustainment payments will be higher, as a consequence of the higher job entries and higher average job retention to 13 week and 26 week outcomes. From Worksheet C, the total DWP baseline 4 week sustainment payments is forecast as 148,956. Our expected performance offer will produce 167,827 4 week sustainment payments equivalent to a 12.67% uplift in the number of 4 week sustainment payments. (IB / IS results in a 25.12% uplift (2,054 DWP baseline increase to 2,570 4 week sustainment payments). This increase is a consequence the higher historic sustainment rates we have experienced on NDDP with volunteers from this customer group (88%) and the higher job outcomes outlined above. Customer Groups Job Outcomes and Sustained Outcomes 8.1.2 Overleaf we have set out tables comparing outcomes. Table 1 shows the DWP baseline data and Table 2 the percentage point increase of our performance offer against the baseline. Table 3 sets out the DWP minimum sustainment volumes (volume of 4 week sustainment blocks) and Table 4 shows Seetecs % uplift for each customer group by year. The tables show the increase in performance, by customer group for each year, against the table 4.18 specification reference for JSA 18 to 24, JSA 25+ and ESA Flow and uses the Illustrative Performance data (Appendix D) for JSA Early Access, JSA Ex-IB, ESA Ex-IB , ESA Volunteers. All Band 8 IB / IS Volunteers job outcome and sustainment DWP performance data is derived from the update provided

8.1 (Continued) TABLE 1 Job Outcomes DWP Baseline Data Jobs / Referrals Year 1 Year 2 Year 3 Year 4 Year 5 JSA 25 and over 2.28% 25.46% 33.35% 32.65% 33.05% JSA 18 to 24 2.60% 29.34% 43.64% 43.93% 43.87% ESA Flow 3.85% 15.05% 16.83% 16.53% 16.48% JSA Early Access 3.24% 15.09% 18.84% 18.79% 18.80% JSA Ex-IB 2.05% 8.76% 12.29% 38.98% ESA Ex-IB 1.23% 5.07% 7.39% 17.61% 94.29% ESA Volunteers 6.54% 27.87% 45.33% 73.82% 56.13% IB / IS Volunteers 8.70% 36.72% 72.08% 29.87% 3.58% TABLE 2 Job Outcomes percentage point increase Jobs / Referrals Year 1 Year 2 Year 3 Year 4 Year 5 JSA 25 and over 0.00% 1.28% 3.99% 8.15% 9.08% JSA 18 to 24 0.00% 1.17% 4.25% 6.58% 8.25% ESA Flow 0.00% 0.75% 1.36% 2.42% 3.06% JSA Early Access 0.00% 0.09% 0.46% 0.19% 0.20% JSA Ex-IB 0.00% 0.00% 0.99% 0.48% 0.00% ESA Ex-IB 0.00% 0.00% 0.06% 0.00% 0.00% ESA Volunteers 0.00% 0.56% 2.23% 7.30% 5.56% IB / IS Volunteers 1.04% 0.37% 3.60% 1.49% 1.25% TABLE 3 DWP Volume of 4 week sustainment payments Bands 1 to 8 Year 1 Year 2 Year 3 Year 4

Year 6 Year 7 29.75% 8.28% 36.57% 14.25% 12.78% 6.34% 14.88% 21.43% 33.39% 3.42% 2.14% 9.92%

Year 6 Year 7 6.53% 0.61% 3.65% 0.69% 1.27% 0.32% 0.10% 0.00% 0.00% 0.00% 0.00% 0.00% 3.15% 0.48% 0.00% 0.00%

Years 5 Total to 9 JSA 25 and over 373 8,302 15,990 15,644 33,385 73,694 JSA 18 to 24 74 1,580 3,242 3,228 6,870 14,994 ESA Flow 234 1,682 2,849 3,208 8,408 16,381 JSA Early Access 63 652 1,325 1,436 3,412 6,888 JSA Ex-IB 19 352 907 1,092 929 3,299 ESA Ex-IB 63 881 1,869 2,227 2,098 7,138 ESA Volunteers 361 3,644 6,832 6,796 8,929 26,562 IB / IS Volunteers 35 127 211 295 1,388 2,056 TABLE 4 % Uplift in the volume of 4 week sustainment payments Bands 1 to 8 Year Year 2 Year 3 Year 4 Years 5 to 9 Total 1 JSA 25 and over 0% 5% 12% 25% 21.13% 18.05% JSA 18 to 24 0% 4% 10% 15% 12.58% 11.58% ESA Flow 0% 5% 8% 15% 11.98% 10.99% JSA Early Access 0% 1% 1% 1% 1% 0.99% JSA Ex-IB 0% 1% 2% 2% 2% 1.88% ESA Ex-IB 0% 0% 0% 0% 0% 0% ESA Volunteers 0% 2% 5% 10% 9.08% 7.17% IB / IS Volunteers 12% 1% 5% 5% 35% 25% Across the 7 years of the contract our performance offer for JSA25+, JSA 18-24 and ESA Flow exceeds the minimum performance levels (non-intervention level + 10%). The achievement of the performance incentive, based on a 30% uplift over the nonintervention levels for JSA25+, JSA 18-24 and ESA from year 4, is indicated below:

[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.

8.1a 8.1a.1 In conjunction with CESI we have produced detailed performance forecasts based on all customer flows, vacancies and growth assumptions for the East London (EL) CPA. The following demonstrates how this performance will be supported and achieved. 8.1a.2 Capacity, capability and experience: Existing CPA infrastructure, DWP/SFA contracts, staffing, centres, intangible infrastructure (employer & stakeholder links) and delivery network. Robust supply chain of 25 organisations constructed to meet the diverse needs of the 8 customer groups across the whole CPA further strengthened by our management partner KPMG transforming supply chain performance. Experienced management, corporate and CPA based, that is performance focused company job entry rate increased by an average of 22% across the last two years, despite the recession. Seetecs 25-year track record as an experienced prime contractor provides the evidence and justification to support and achieve our performance and delivery proposals. 8.1a.3 Delivery transformation: Innovative customer journey model with a clear sector routeway focus linking pre-employment and in work training to enhance sustainability. Robust local / national employer engagement mechanisms and key strategic relationships / national agreements with employers to lever increased sustained outcomes. Innovative self-directed learning focusing on what customers can do to get and sustain work, therefore more resources can be focused on those that need additional support / unable to self direct their learning / sustainment / career development. 8.1a.4 Delivery model: Our 3 step / 5 track delivery model, integrating employability & skills, innovative IT and Big Society driven coaching / mentoring support gets people into work quicker, retaining work and sustaining longer e.g. STEP 2 Sector targeted job entries / outcomes in elementary jobs with healthy vacancies and growth; these meet the target job and the better off / earning needs of 80% of the JSA / ESA customer groups (analysis of FND / PtW Seetec 2008 2010); STEP 3 co-funding pathways and SFA co-investment of our Step 3 sector skills providers joins-up employability and skills to increase sustained job outcomes (Seetecs customer care pathways moves R2R and W2W customers into jobs then Apprenticeships or Train to Gain and is currently achieving 80% sustainment outcomes over 6 -24 months). Sustain longer through our Step 2 and 3 In-Work-Support (IWS) package of risk management, IT and IAG online services, contact centre, customer group specialists, mentoring / coaching support, timely job brokerage for those who fall out of work and training (our SFA inwork retention rates exceed 90%). 8.1a.5 Performance management: Daily dashboard/KPI data on outcomes, progression, interventions and customer groups enables effective performance management at all levels across the supply chain down to individuals (Seetecs IT and VTC, recognised as the industry leader, is used by the supply chain). PEs CRM transforms in-work support, building career and business development relationships with employees and businesses. 8.1a.6 Supply Chain Partner capacity / capability: Further supporting our rationale for our performance offer is the robust capacity / capability of our supply chain: Prospects are an established provider with existing infrastructure and staff. Cumulative performance on existing New Deal (ND) contracts is in line with national average (25%) and as a top tier ND Prime Contractor they have both the financial/operational capacity to deliver WP. Kennedy Scott also has existing staff and high quality delivery centres, minimising the implementation and delivery risk. Their current ND GtW contract in Tower Hamlets has performed at 36% JER and 68% Gateway Starts. Their experience as an FND Prime Contractor provides comfort around their ability to deliver this provision. Ixion, SHP, The Camden Society, The Twist Partnership, Hackney CEN and InBiz are all existing providers in the patch selected for their customer group expertise and local links with employers and IAG providers / stakeholders.

8.1a (continued) 8.1a.8 Geographical characteristics: There are the highest concentrations of long-term unemployment (LTU) i.e. in Hackney, Lambeth, Southwark, Lambeth and Tower Hamlets. Within these areas there are wide variations and pockets of real deprivation, surrounded by areas of relative affluence. Our volume planning and supply chain design has accounted for this to provide the best coverage possible and to ensure that our performance offer is achievable. 8.1a.9 Labour Market rationale: Our performance offer is based on OBR and regional / CPA forecasts. In EL CPA whilst the last quarter showed a downward trend in vacancies some sectors e.g. care, construction, hospitality, retail and customer services and sales were more buoyant. Increased performance is based on targeting jobs in these sectors which historically WP customer groups tend to access (63% of our customers enter these sectors source: analysis of Seetecs 2010 job entry data) and the sectors which are believed to hold opportunities for medium/ long term growth. 8.1a.10 Welfare Reform: Recent changes to Welfare Policy (e.g. Housing Benefit cap of 400 per week) and the phased introduction of the 21st Century Welfare Reform and the Universal Credit will increase incentives for most of the customers that they will be better-off in work than on benefits. This will have a bigger impact for those customers over 25 on JSA, ESA, IB and IS and consequently will help drive-up job outcomes and sustainment. 8.1a.11 Rationale for Job Outcome Performance levels by customer group: Across all customer groups our uplift on DWPs job outcome rate is 3.72% above minimum performance levels - current improving performance on existing provision coupled with longer periods to work with customers (104 weeks on WP), more flexible delivery model, an increased emphasis on sector routeways and in work skills training underpins our rationale for these offers. The OBR is forecasting a return to steady growth and the Government is forecasting 1 million new jobs in the private sector forecasts (e.g. BIS UKCES 2010 predict increases in elementary jobs of 20% over the period to 2015). As WP will be rolled out over a 5-year period with an economic cycle based on growth, we can further justify our performance assumptions by analysing our historic data and our best performing delivery for the respective customer groups during cycles of employment growth. JSA 18-24 (Group 1) Seetecs rationale and best practice evidence for the JSA 18-24 group is based upon our successful delivery of New Deal PSL in North Essex where our 18-24 provision has peaked at 76% job entry with 78% 13 week sustainment (2007). Our delivery of New Deal 18-24 in Hertfordshire has achieved 88% on FTET Occupational (2005) and 68% on Voluntary Sector (N.E London 2004). We anticipate 26 week sustainability running at 75% (based on PSL/ ND/FND data). Proposed Activities and Support: 18-24s are more likely to enter the lower paid elementary jobs e.g. retail, hospitality. They respond better to online training opportunities; therefore Seetec will encourage this customer group to access the online podcasts, materials and webinar training sessions provided throughout all 3 steps of the customer journey, allowing these customers to access learning and employability opportunities 24/7, 365 days a year. Our sector focused IWS / CPD / skills progression will also boost sustainment rates. JSA 25+ (Group 2) Our rationale and best practice evidence is supported by Seetecs track record on PSL New Deal North Essex and where provision has peaked at 56% job entry with 75% 13 week sustainment (2005). With our strong focus on pre-employment and skills development in Step 2 and joining up SFA providers / co-funding in Step 3, we anticipate outcomes that we achieved on our Short Job Focused Training and Longer Occupational Training that focused on similar training. Our best performing SJFT / LOT programmes achieved 79% in Derbyshire in 2005 and exceeded 70% in City & East London (2005). On our B&S FND contract 83% starts are 25+. Latest DWP data (Dec 2010) confirms

8.1a (continued) target for Qtr 1 Year 2; sustained has improved from 2.39% to 31% against a 29% target. This supports our proposed 26 week sustainment assumption. Proposed Activities and Support: Historically JSA 25+ is a more challenging customer group than 18-24s. Key reasons are high incidence of cyclers who are entrenched in a cycle of lack of basic skills, high incidence of 50+ and associated challenges faced in moving them back into employment and high numbers of women returners without recent work experience. In Step 1, staff training across the supply chain ensures that TAENs 50plusworks website is used to equip staff with knowledge to help 50+ jobseekers. Engagement with / involvement of specialist organisations in the supply chain such as CAB and Gingerbread further addresses needs. At Step 2, Seetecs model focuses on providing access to good quality work placements not only to develop the customers skills and recent experience, but to impact on their confidence and motivation. Bringing in extra SFA funded provision in Step 3 and in work skills training is specifically incorporated to enhance sustainability. Ongoing support based on critical retention risk dates reduces benefit cycling by job broking into new jobs, thus avoiding falling out from their current job. JSA Early Access (Group 3) Our rationale and best practice evidence is based on Seetecs experience of working with this customer group across our ESF funded provision, New Deal and NOMS. ESF funded provision working with similar customer demographic has produced job outcomes (job entry) of 47% on a contract in Cambridgeshire & Suffolk targeting a similar customer profile. Proposed Activities and Support: Across Steps 1 and 2, Seetec will utilise the expertise and specialist knowledge of customer specialist job brokers like SHP who have achieved 151% employment support and 129% SfL / Basic Skills on the Employment support for Refugees Contract, to enhance performance within this customer group. Across all Steps, a diverse network of delivery partners has been established in East London to ensure that those customers facing significant barriers to work e.g ex-offenders, substance misusers, carers, etc. have access to appropriate IAG and support. Our robust stakeholder engagement strategy (e.g. engagement of housing services, local authorities and health services etc.) joins up wrap round services enabling customers to address multiple/complex barriers which may threaten employment sustainability in Step 3. JSA Ex-IB (Group 4) Our rationale and best practice evidence is based on contracts that have involved working with individuals who have made the switch from IB to JSA including New Deal, ESF and disability services programmes where job entry performance varies between 19% (mandatory pathways and 49% voluntary NDDP) Proposed Activities and Support: Step 1 activity focuses on managing customers expectations and addressing perceived/actual barriers. Whilst Step 2 needs, which include lack of recent work experience/CV, financial resistance to moving off benefits, motivation/confidence are all addressed via robust IAG services and a work/work experience first approach. Step 3 provides mentoring and retention risk support. ESA Volunteer (Group 5) Our rationale and best practice evidence as an existing provider of Pathways to Work (PtW) in the Black Country and regional NDDP and ESF contracts, Seetec has considerable experience successfully moving voluntary customers into employment. Historically our best performing volunteers on NDDP have achieved outcome rates in excess of 70% in Essex (2007), 87% in Dorset & Somerset (2010), 79% in South Wales (2010). Our job outcome rates are currently 49%, whilst 7 of our 10 ESF contracts consistently performs above 44% for this customer group. 13 week sustainment for voluntary customers on our Pathways contract is currently 76% demonstrating that our proposed 13 week job outcome rate is realistically achievable. Proposed Activities and Support: in the main, this customer group is willing to return to

8.1a (continued) customers with the skills set required to compete for and secure sustained employment. ESA Flow (Group 6) our rationale and best practice evidence is based on NDDP performance on contracts in East of England, North West, West Midlands, South West, where an average of 49% job entry and 78% 13 week sustained employment is currently being achieved. Proposed Activities and Support: Participation in AIMS, a bespoke 1 day confidence and motivational course, highly successful with ESA customers on PtW (66% of customers entering work on PtW have participated in AIMS) in Step 1 as well as signposting to skills provision, counselling, mentoring and pastoral support and joint working with NHS/GPs to link up health services. When the customer enters Steps 2 and 3 activity is focused on work related employability skills and skills development. ESA Ex-IB (Group 7) Our rationale and best practice evidence is again based on the hardest to help groups (mandatory) on our ESF contract (47% job entry and 72% 26 week sustained employment). This is expected to be the hardest customer group to move into work and our performance offer therefore is reflective of the level of challenge. Proposed Activities and Support: Our delivery model includes two stages within Stage 1, to ensure that customers pre pre-entry development needs are accommodated. For this group who are likely to be furthest from the labor market, stepping stones of work experience including Permitted Work, Condition Management assessments and links with CBT therapy / counselling as well as in-built links with skills conditionality pilots build confidence, change customer mindsets and improve labour market attachment/proximity. IB/IS Volunteers (Group 8) Our rationale and best practice evidence we have considerable experience of this group through our Provider Led Pathways to Work (PtW) in the Black Country and our regional NDDP and ESF contracts successfully moving voluntary customers including those with health conditions and Lone Parents into employment. Taking IB and IS customers analysis of PE demonstrates our peak achievement was 44% for Lone Parents on our South London Hardest to Help ESF contract (2010). Sustainment for Lone Parents is over 80%. Similarly, IB volunteers joining our NDDP contracts are achieved outcome rates in excess of 70% in Essex (2007). Sustainment for IB customers is amongst our highest retention / sustainment rates at around 88% (2007). Overall 13 week sustainment for voluntary customers on our NDDP contract is currently 78% demonstrating that our proposed 13 week job outcome rate is achievable. Proposed Activities and Support: Throughout Steps 1 to 2, Lone Parents / carers are able to access online learning and accommodate their care arrangements, quickening the speed they can update their skills, confidence and return to work. Intensive IAG support, finding child care / carer solutions, financial advice / better off calculations and confidence building remove the barriers to accessing and sustaining jobs. IB volunteers will invariably be returning from illness and disability - primarily mental health, muscular skeletal and cardiovascular conditions. They will benefit from the intensive Step 1 personalisation and support provided by our customer group specialists, intervention providers e.g. mental health support, condition management and CBT resources. Action Plans develop clear strategies of what they can do and suitable jobs to target, recognising their respective health condition. Similarly, IB volunteers are willing to return to work but most lack the confidence or up to date skills to move back into work. As outlined, our delivery model provides confidence and motivation sessions, 1:1 personalised support and IAG in Step 1. In Step 1 and 2, stepping stones of work experience, Permitted Work and preemployment training in Step 2 will help move IB volunteers into sustained employment. Dedicated mentors drawn from our Big Society initiative will be able

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.

a) 9.1 9.1.1 Implementation Plan (IP) The (East London) Gantt Chart (GC) attached as Annex 6 notionally assumes preferred bidder status by a 1st April 11 contract award on 2nd May 11 and a 1st June 11 start date. It outlines key milestones, start and end date for each activity, named member of staff responsible for each activity. It also illustrates the critical path and interdependencies and key activities post contract start date. Our IP and timetable is based upon our extensive experience of implementing large, contracts across large CPAs. Our tried and tested approach enables us to manage multiple implementations to strict timescales. Robust PRINCE2 project management methodology is used to manage resources / the critical path and to mitigate risk to ensure that contractual and specification concepts become robust operational deliverables within stated timescales. Implementation in East London is managed by a dedicated Contract Implementation Team (CIT) led by an Executive Director (ED) ([REDACT] ). This CPA CIT is supported by the Contract Implementation Board (CIB), led by the Chief Executive, responsible for resource allocation and review of each CPA against milestones. Sub-boards operate cross-contract and provide the capacity for simultaneous multiple contract implementations across every function i.e. HR, Finance, marketing, Supply Chain, Quality, Delivery and Information security. 9.1.2 Regular weekly progress reports monitor completion of tasks, identify deviations or additional resource required. Monitoring is carried out at CPA level and through the CIB to ensure that progress in each CPA is viewed both in isolation but also as part of the wider implementation picture. Progress reports are provided to DWP providing transparency. Continual review of progress and resource allocations mitigates risk of timetable slippage and enables the mobilisation of contracts within tight timescales. 9.1.3 Implementation Strengths in East London As an existing provider in the East London CPA running New Deal 18-24, which finishes prior to our WP implementation date we have staff resource (40 affected staff), premises (8 delivery locations) ,IT infrastructure, information security (CAT 1 cleared) and management processes already in place. Our supply chain partners (Prospects and Kennedy Scott etc.) also have established infrastructure in place as WP also represents replacement business, further minimising risk. Preparation for WP over the last 6 months has included the creation of flexible staffing structures and development of a comprehensive training programme. 9.1.4 Variations according to CPA Our CIT for EL is built around existing, experienced personnel. Therefore on the ground activity in EL will not be affected by winning contracts in other CPAs or the combination of contracts. Our overarching project subboard structure described above can be flexed if required to meet the operational needs of multiple contract awards without any loss of impact to any particular CPA. Should we be successful in CPA 10 where we have no current infrastructure we will need to call on a larger number of external (to the CPA) staff but due to existing contracts ending in EL this will have no impact on implementation activity in EL. 9.1.5 Managing the effect of multiple, simultaneous contract implementation Seetec has staggered start dates for the 8 CPAs we are bidding thereby making the most effective use of resources. We are targeting 6 WP CPAs wins; we recognise that multiple contract success places additional pressure on resources and head office functions increasing risk to DWP. As replacement contracts, we can give DWP the categorical assurance that with the existing and extensive infrastructure of staff, centres and supply chain partners in our priority bid CPAs; this considerably reduces risk. In effect, we are replacing, transferring / folding existing provision and from day one, we can hit the ground running in at least 6 CPAs. The risks of non delivery and impact on existing contract performance, is further mitigated by a flexible management structure with recent experience of managing phases of rapid growth. We have developed highly effective cross-CPA contract set up and management mechanisms supported by robust IT systems. Pinch points in previous multiple contract implementations have included

9.1 (continued) HR/TUPE, IT, estates and supply chain negotiation. In preparation for WP we have therefore identified and retained additional HR consultants to increase capacity to manage what we anticipate may be a complex TUPE, staff restructuring and redundancy process for which we have made considerable resource and financial provision, in region of [REDACT]. We have identified zero hours IT development consultants and our management partner KPMG is working closely with us to further strengthen our supply chain implementation and ongoing management functions. We are building on one of the best implementation track records in the sector of multiple implementations e.g. NDDP and ESF in 2008 - simultaneous multiple implementations in 10 JCP Districts (6 newno existing infrastructure) and ESF P2 and JCPSC in 2009 (5 contracts covering 8 JCP Districts) were all implemented on time to take day one referrals. b) 9.1.6 Risk Management Financial viability and delayed start-up / running are the prime risks managed by our financial strategy and risk management strategy. Financial Risk: start-up costs, capital spend; TUPE/redundancy; potential loss of market share and ability to generate required performance levels; cash flow implications including potential strain on supply chain viability. Control: This is mitigated by our existing infrastructure; considerable financial strength; [REDACT] ; selection of financially risk assessed supply chain partners underpinned with viable funding rates. This provides DWP with evidence of Seetecs existing resources committed to WP, financial robustness, ability to sustain growth & manage financial risk. Implementation Risk management strategy: identifies key risks that prevent delivery on go-live / beyond and puts in place controls / actions and identifies contingencies: Risk: Loss of project manager from the business; Control: Our multi-layer management structure, underpinned by a communications plan and fully auditable and recorded project documentation minimises reliance on any one key individual. Risk: Slippage of Timetable/JCP not able to start customers creating a backlog; Control: Deviations from the critical path is highlighted through daily review by the ED and centrally (weekly) by the CIB; action plans and resource re-allocation are activated to bring the IP back onto schedule. We also request supply chain partners provide us with weekly updates against milestones ensuring our review processes are mirrored. Risk: Security/anti-fraud issues; Control: Seetec are PRaP CAT 1 compliant, conform to ISO27001 standards, assure DWP on confidentiality of data and have effective anti-fraud controls including segregation of duties, independent monitoring with an open culture encouraging whistleblowing; to minimise fraud, incentives are based on quality. Risk: Supply Chain non compliance with security requirements; Control: a dedicated Information Security Manager works with supply chain from announcement of preferred bidder to ensure security plans are developed / audited on time. As a contingency, if we invoke centralised appointment booking / paper systems for day 1 across the CPA . Risk: Poor service delivery / Supply chain failure Control: Continual gap analysis / review of supply chain capacity minimises risk; Contingency suppliers are identified at bid stage. delivery volumes can be reassigned to direct delivery or another partner. Risk: External influences change scope/scale of contract Control: In-built flexibilities in delivery model and supply chain design coupled with effective business transformation strategies allow us to respond to changes e.g. volumes; customer groups. Risk: Failure to appoint resources (staffing / premises) across supply chain Control: Seetec has extensive existing premises and staffing in place; in-built flexibilities within supply chain design allow re-allocation of flows to enable day one delivery; existing infrastructure is key in supply chain selection, minimising

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 Subcontractors 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.

9.2 9.2.1 Managing the impact of implementation on existing business To ensure that our delivery proposals achieve the required impact in the East London (EL) CPA without adversely affecting existing or future contracts across our and our supply chains businesses, our WP implementation builds on our tried and tested implementation model, integrating our management capacity, our established infrastructure and MI systems and operational risk management strategy with a uniquely flexible staffing model and robust timetabling. Replacement contractsfolding/transfer of existing delivery WP represents replacement business (FND, New Deal/PSL, Pathways to Work (PtW) and NDDP) in 7 of the 8 CPAs we are bidding. This means that staff, centres and delivery networks are in place/being refreshed, effectively creating a transfer of existing resources thereby minimising the impact of multiple implementations and adverse impact on existing/recently won contracts. We minimise risk through: Risk Management strategy: Seetec works to PRINCE 2 project management methodology underpinned by a robust risk management strategy during implementation to ensure delivery of project milestones in each CPA and minimise potential impact on existing contracts. We have a comprehensive risk log at individual CPA level for WP to address all potential risks during implementation and delivery for Seetec and our supply chain, which outlines potential risks, risk ratings (based on probability and impact) and outlines controls and actions to mitigate risk. Dedicated experienced Implementation resources: To manage multiple CPA implementations we appoint a CPA specific Implementation Lead. In East London this will be [redact] , Executive Director (ED), who will be supported by a team of local Managers. Across multiple CPAs appropriate EDs will be appointed as Implementation Leads. Where existing contracts are running in that CPA, Operations Managers will take responsibility for ensuring ongoing performance improvement. Our team of 5 EDs has a combined 60 years of DWP contract implementation experience. Corporate Governance: Our Executive Board, has successfully managed Seetec through a period of 182% growth (turnover) in the last 3 years, (including 3 periods where contracts were simultaneously implemented across multiple CPAs). It has clear lines of accountability for strategic development and delivery of operational objectives. It ensures that planning of future contracts takes into account operational capacity, current resources/commitments, that dedicated resources are in place and that activities are co-ordinated across local areas and multiple regions. The recent addition of KPMG as a management partner reviewing, planning and implementing a refreshed supply chain strategy further enhances capacity, expertise and management resource. Management/staffing structure: Our multi-layered regional management structure allows regional growth via the acquisition of new contracts whilst maintaining service levels/performance. We have undertaken a comprehensive staff training programme which has included increasing the skills of managers through our Leadership Academy, increasing management capacity and capability and up-skilling key staff to increase operational agility. This enables us to use multi-skilled staff resource flexibly e.g. redeployment to and from other contracts as and when required. In addition we have adjusted our staffing model to a ratio of 89/11 FT/PT staff and established flexible staff banks in each region ensuring that we have a highly skilled but flexible staff structure which can be flexed to ensure that operational impact remains effective. Supply Chain: As part of our selection process we examine existing contractual commitments across the supply chain identifying potential areas of risk. Supply chain partners are required to detail how they will continue to honour existing contractual commitments whilst implementing/delivering WP. Continual review of operational capacity by the Implementation Lead during implementation of staffing, premises etc. facilitates early identification of operational issues.

9.2 continued 9.2.2 Our track record includes a consistent run of Grade 2 Ofsted inspections (05-09) during a period of rapid growth and clear instances of improving performance during implementation e.g. in 09 during contract start up phase of ESF2, performance on NDDP in Dorset & Somerset improved by 29% (compared with the previous quarter). In 2010 whilst implementing Work Choice in the same District within tight timescales, ESF1 performance in W. London improved 36% on the same quarter, the previous year. This provides DWP with reassurance of Seetecs ability to implement WP in East London and other CPAs simultaneously without loss of performance on existing / new contracts. 9.2.3 Maintaining the scope of the supply chain Throughout implementation of WP Seetec identifies controls and actions to mitigate the risks posed by various supply chain issues including withdrawal of a delivery partner prior to contract start as well as during the life of the contract. These risks are built into planning, financial modelling, supply chain construction / selection, implementation and delivery management. Our contingency plans clearly identify the vulnerable points in respect of the supply chain and issues that create these vulnerabilities e.g. supply chain partner financial stability, staff resources. Our approach is twofold: a) to minimise the risk of supply chain partner withdrawal and b) to have effective contingency arrangements in place to avoid start date failure. The following measures mitigate against the risk of supply chain failure: Rigorous supply chain partner selection: based on the Merlin Standard, EOIs and in depth discussions ensure we can gauge capacity and can make reasoned judgements on the likelihood of withdrawal, leading to the early identification of potential risk. Our extensive financial modelling in the CPA uses Key Performance Indicators (KPIs) around capital expenditure, staffing (payroll costs), working capital, volumes and job outcome rates ensuring that optimal contract sizes are offered i.e. contracts are large enough to be sustainable and profitable for supply chain partners ensuring that they are engaged. Once engaged we complete thorough due diligence to ensure any issues are picked up early and in time to engage replacement supply chain partners if necessary. Robust delivery strategy: we appoint multiple providers across the CPA e.g. The Camden Society also deliver across areas covered by Seetec & SHP. As a direct delivery organisation Seetec can also step in to reduce the risk of supply chain dependency on any one delivery organisation and promoting competition to drive up performance. Identifying contingency supply chain partners: We also identify a minimum of two contingency supply chain partners per tier for each delivery location (e.g. Women like Us covering 13 East London Boroughs and Avanta in City and East London District). This organisation is the contingency should a delivery partner withdraw prior to contract commencement or during the contract (including if removed for underperformance). In this way the supply chain can be refreshed e.g. by introducing new SFA skills providers (in Step 3) to delivery Steps 1 & 2. 9.2.4 Our strategy to ensure on time implementation if a supply chain partner withdraws includes: a) Meet the short term shortfall: In East London Seetec has considerable infrastructure and the established staff resources to be able to cover delivery if required providing either short term delivery provision until a contingency supply chain partner is in place or permanent contingency against supply chain failure prior to contract start. b) Replace the supply chain partner: Engage contingency partners who have already gone through the first stage of selection or c) Re-adjust delivery model: Our delivery model is Prime Contractor with Seetec delivering up to 45% of provision directly with a number of end to end, Step 1 & 2 and customer specialist job brokers. By adjusting the delivery volumes of remaining supply chain partners, the volumes can be absorbed / covered before start of contract. This approach may also be taken to minimise risk of delivery failure across the whole CPA due to