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EMPLOYMENT RELATED SUPPORT SERVICES FRAMEWORK AGREEMENT MINI COMPETITION FOR THE PROVISION OF MANDATORY WORK ACTIVITY

Invitation to Tender Form

CONTRACT PACKAGE AREA TENDER FORM CPA 10 SCOTLAND

Tender Round title: Organisation Name: CPA:

Mandatory Work Activity JHP Group Limited CPA10 SCOTLAND

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PART 1: ORGANISATION DETAILS


[1.1] Your response to Part 1 is for information purposes only. If any of this information has changed since the Framework Agreement application stage, please state this within the table below including a short explanation as to why. If you cannot provide any of the information below please explain this within the table. DWP will not be responsible for contacting anyone other than the persons named in this part of your form. If any of this information changes during the bidding period you must inform DWP of the changes by email to: CDSOURCING.LONDONHQ@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: JHP Group Limited

Not Applicable 01729661 Unit 3 Riverstone Court, Siskin Drive, Middlemarch Business Park, Coventry, United Kingdom, CV3 4FJ. Not Applicable 753570718 www.jhp-group.com Hamsard 3191 Ltd Unit 3 Riverstone Court, Siskin Drive, Middlemarch Business Park, Coventry, United Kingdom, CV3 4FJ. 07038442 Redacted Redacted Redacted Redacted Redacted Redacted Redacted Redacted Redacted Redacted

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:
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Contact e-mail:

Redacted

PART 2: TENDERER DECLARATION


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

For the benefit of the Department for Work and Pensions, we hereby warrant and undertake as follows: 1. We have examined, read, understand and accept in full the proposed Contract documents and all other documents and Annexes provided with this declaration and the clarifications issued during the Invitation to Tender period. 2. We have completed and submitted all information required in the Invitation to Tender Form in the format and order required. 3. We confirm the information set out in our response is complete and accurate to the best of our knowledge and belief. 4. We hereby acknowledge and agree that we have read, understand and accept Mandatory Work Activity Call-Off Terms and Conditions, Mandatory Work Activity Specification and the draft Order Form.

Scanned Signature:

Date:

25th February 2011

Name: Job Title:

Redacted Redacted

Duly authorised to sign Tenders on behalf of:

Name of Organisation:

JHP Group Limited

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PART 3: MANDATORY WORK ACTIVITY CALL-OFF CONTRACT TERMS AND CONDITIONS - ALTERNATIVE AND/OR ADDITIONAL CLAUSES
[3.1] 3.1 The terms and conditions of Mandatory Work Activity will be the Standard Call-Off Terms and Conditions (set out in Schedule 4 of your Framework Agreement), as modified by Mandatory Work Activity service requirements (Mandatory Work Activity Additional Requirements). Mandatory Work Activity Additional Requirements are set out in the Call-Off Terms and Conditions for Mandatory Work Activity which is supplied with your Invitation to Tender. A document highlighting the modifications made to the Standard Call-Off Terms and Conditions to reflect Mandatory Work Activity Additional Requirements will be issued by Friday 18 February; 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 Mandatory Work Activity Additional Requirement must be detailed by completing the section below, giving full details of the clause(s)/Appendix 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 Mandatory Work Activity Additional Requirements; proposed amendments to the Standard Call-Off Contract Terms and Conditions will not be considered.

3.2

3.3

Comments on Mandatory Work Activity Additional Requirements: Redacted Other than those provisions identified above, JHP Group Ltd confirms that it has reviewed the Call-Off Terms and Conditions for Mandatory Work Activity and agrees in principle to each of their provisions.

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

Redacted Redacted Redacted Redacted 25th February 2011

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

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RESTRICTED COMMERCIAL IN CONFIDENCE PART 4: SERVICE REQUIREMENT

[4.1] Customer Journey - Process

Please describe the end-to-end customer journey through your MWA proposal for this CPA. Your response should include: your process to ensure that the customer will commence placement within 10 working days of the referral by Jobcentre Plus.

an explanation of how you will ensure that a customer completes the four week placement; Confirmation that you will issue a completer certificate when a customer successfully completes placement, and when you will issue this certificate

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4

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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 JHPs Mandatory Work Activity (MWA) customer journey is underpinned by three guiding principles: 1) to reinforce to each customer their job seeking responsibilities associated with claiming JSA 2) to provide job seekers with the disciplines associated with employment and an opportunity to make a contribution to their community 3) to equip customers to maximise their jobsearch and back to work activity Referral and Engagement We will make it a priority that each customer can start MWA as soon as possible through a choice of contact mechanisms: a free phone 0800 number, online or at one of our delivery locations across Scotland. PRaP Administrators will acknowledge each PRaP referral within 24 hours of receipt and our centralised team of Customer Service Advisors (CSA) will contact all customers within 2 working days of the referral being received. The CSA will verify the details of the referral and arrange an Initial Interview for each customer with a Community Placement Officer (CPO). Initial Interview: The customer will meet their CPO at a location convenient to the customer (either via our centres, outreach sites or peripatetically) or by telephone to engage them onto the programme. This initial engagement interview will: provide the customer with an overview of JHPs MWA service identify any work easement agreed as part of their Jobseekers Agreement agree and assign the customer to the most appropriate placement establish clear lines of communication between the CPO and customer for the duration of their MWA ensure the customer has a clear understanding of their responsibilities whilst participating on the provision fully explain the consequence of failure to start, attend, or complete MWA. The initial interview will be followed up by a formal notification letter sent to each customer to attend MWA, using the DWP notification template. Where customers fail to respond to engagement activity we will inform JCP promptly via PRaP, completing the Decision Making and Appeals stencil as required. Health & Safety Induction and Start Induction will form Day 1 of all MWA placements. CPOs will ensure all required Health and Safety arrangements are put in place prior to placement start e.g. PPE, tools, risk assessments, and assist the placement provider to perform an induction. Induction arrangements will be detailed in a checklist and includes: Attendance and behaviour standards Monitoring reviews Introduction to Supervisor/Mentor and Arrangements for childcare and travel colleagues expenses Premises tour and introduction to their Placement Administration e.g. placement role (including equipment) Timesheets, Procedures, Handbooks Health and Safety e.g. Policy, Fire How to Contact Community Placement alarms and exits, First Aiders Officers MWA Placements CPOs and CSOs will source and provide a broad range of work experience placements to improve customers employability, provide work related skills and offer benefit to the local and/or wider community. Placements available across Scotland will include: Environmental - Community Wellbeing - Regeneration - Economic Development - Enterprise - Community Cohesion Short term capacity building for third sector - Arts, Culture & Heritage Evidence: Organisations who will supply placements in Scotland include: The Salvation Army, Sense Scotland, Oxfam, Killie Can Cycle, Cumbernauld Outdoor Activity Centre, BTCV, Kilbride Hospice, Clan Kennels, Capability Scotland, Durie's Boxing Gym.
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 continued During the customers time on placement, CPOs will be available to the customer for ongoing support. Each customer will be allocated an initial 1 hour of 1:1 support time with their named CPO per week. This will ensure that any issues are raised, resolved and the placement is sustained. Customers will be required to complete daily timesheets which will be countersigned by the placement provider and collected by JHP. Where customers fail to start or complete MWA, we will inform JCP promptly via PRaP, completing the DMA stencil as required. Feedback Form / Completers Certificate and Reference At the end of the placement, or when the customer leaves the placement (e.g. to enter employment), the CPO will conduct a 1:1 exit review, producing an exit report and completers certificate. The exit review will include: assessing distance travelled on placement (e.g. new skills) identifying and planning next steps, work and career plans, next stages of back to work activity customer feedback on the services received and placement information, advice and guidance We will complete a JCP Feedback Form, including comments and feedback from the placement provider. The Feedback Form will evidence customer performance and attendance on their placement. We will complete a Feedback Form each time a customer leaves MWA. All Feedback Forms will be sent to JCP within 10 working days of the customer leaving MWA. Customers completing their placement will be issued with a Completers Certificate and a Placement Reference for use in future job applications. Ensuring customers start within 10 days of referral Our commitment to deliver this level of service is underpinned by: 1) An enhanced engagement process: via our Customer Engagement Centre, which operates an automated centralised diary system for initial interview appointments across Scotland. We will accommodate 70% of all initial interviews within 5 working days of referral and 100% within 7 days, allowing a minimum of 3 days in which to take corrective engagement action should the customer not respond. 2) Access to placements from day 1: We already have well established links with placement providers in each sub-region and have access to over 200 placements. This means we can immediately match customers to our bank of placements ensuring they start within 10 days of referral. Evidence: Across Scotland over the last 12 months we have provided over 800 placements with a 75% retention rate. Reasons for customers leaving early include finding a job or moving into Further Education. Ensuring Customers complete four weeks MWA We will provide each customer with appropriate placements which include the following factors to ensure full MWA completion: Providing robust compliance mechanisms: We will monitor attendance via timesheets, daily emails to/from placement providers and make calls direct to customers to follow up initial engagement activity, initial interviews, induction, placement activity and exit. Caseload Management: Our staffing structure provides caseloads of 1:20, which will allow all customers to receive 1:1 support from CPOs throughout their placement. This will also allow CPOs to develop strong relationships with placement providers to ensure any issues are raised promptly and provides a platform for their resolution to enable customers to complete their placement. Ease of Access: placements will be within easy reach using public or provider transport e.g. Groundwork mini buses. Where required placement attendance will be based around personal circumstances eg caring commitments.
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PART 5:

SUPPLY CHAIN MANAGEMENT

[5.1] Delivery Strategy

Please describe in detail your delivery structure for all elements of Mandatory Work Activity provision across this CPA, in terms of overall percentage of delivery and geographical coverage, and explain why you consider your delivery strategy to be the best approach for customers in this CPA. If delivering of the Service includes by sub-contracting complete the following information: State clearly how you intend to work with your sub-contractors and describe how you will ensure the needs of the customers in this CPA are fully addressed from within your supply chain. Please also complete Annex 1 (Sub-contractor Declaration) for your proposed subcontractors as appropriate. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4.

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5.1 JHP Delivery Strategy in Scotland: JHP has developed a delivery strategy to meet the needs and challenges of Scotland by playing to the strengths of both JHP and subcontractors. Underpinning our delivery strategy are 3 partner selection principles: 1) High performing, high quality and financially stable welfare to work providers: Track record of delivering placements which benefit customers and communities 2) Locally embedded partners: With existing infrastructure and access to large volume placements via strong stakeholder networks and employers links 3) Third sector partners: Delivering specialist services to communities and who will provide placement opportunities to support Mandatory Work Activity JSA customers Our approach will ensure that JHP is leading a strong network of financially robust organisations with the required access to community benefiting placements for the full 4 year cycle. The flexibility of our delivery approach will enable our strategy to evolve over the lifetime of the contract to meet the needs of Scotland in 2015 and beyond. Direct and subcontracted delivery: JHP will directly deliver 60% of volumes in Scotland, with 8 supply chain end to end partners delivering the remaining 40%. JHP - Forth Valley, Edinburgh, Lothian, Borders, Glasgow, Lanarkshire, Ayrshire. Renfrewshire. Rationale: 27 years of delivering employability & skills in Scotland. We deliver CTF in Ayrshire where have provided over 600 placements in the last year. Carnegie College -Fife. Experience: premises across Fife, where they deliver a range of contracts including JCP Support Contract (JCPSC) as a subcontractor to JHP. Lennox Partnership - East & West Dunbartonshire. Experience: delivers SDS & ESF contracts in Dunbartonshire. On DAF contract they have exceeded targets by 12.5%. Argyll & Bute (A&B) Council - Clyde Coast & Highlands. Experience: A&B Council bring their extensive supply chain that has experience of delivering in remote areas. They have been delivering New Deal since 1996 and currently deliver JCPSC for JHP. The Tell Organisation - Inverclyde. Experience: deliver Pre-Recruitment contracts for SDS in Inverclyde. 80% of customers on the pre-employment contract have entered employment against a target of 60% Microcom - Dumfries & Galloway and Ayrshire. Experience: over 25 years experience delivering across Scotland. Currently deliver FND in Irvine, Ayr and Motherwell. The Claverhouse Group - Dundee. Experience: have delivered DWP and SDS contracts in Dundee including New Deal. They currently deliver JCPSC for JHP. Lifeskills Highlands & Islands Experience: have established infrastructure across the Highlands & Islands. They delivered Workprep in the Highlands & Islands where they are achieved a 31% job entry rate against a target of 30%. Angus College - Angus. Experience: They currently deliver JCPSC as a subcontractor to JHP and are achieving 48% job outcomes against a target of 35%. JHP and our supply chain have long-standing links with over 3,500 private, public and community based employers based throughout Scotland. We are able to access placement opportunities across a range of sectors in a variety of roles that benefit the wider community, e.g. placements at the Furniture Re-Use Network which recycles and sells subsidised furniture to underprivileged families across Scotland The best strategy for customers in Scotland: Our strategy is based upon analysis of geography, target group demographics, delivery activity risk, quality and variety. Weve also consulted existing partners (e.g. Angus College) and stakeholders (e.g. 3rd Sector Employability Forum) to develop placements from contract go live to meet the needs of customers across the region. Examples of our targeted support include: Full Geographical Coverage: Scotland contains isolated areas as well as densely populated cities Solution: We selected subcontractors due to their ability to deliver a locally integrated & quality service e.g. Argyll & Bute Council and Lifeskills have
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.1 continued premises across remote areas e.g. Isle of Skye, Orkney & Shetland. Deprivation and disadvantage 742,300 people reside in deprived areas in Scotland resulting in lack of access to the labour market. Solution: links with regeneration agencies e.g. Regenerate Glasgow who will provide links to placements at regeneration projects that benefit the local community e.g. Braehead, St Enoch and Silverburn. Sourcing accessible placements: Rural areas characterised with low employment opportunities and long commute times, e.g. in the Highlands the cities of Aberdeen and Inverness are employment hubs. Due to long travel distances between the towns and poor transport links, employment is centralised to small local towns; limiting opportunities to locate suitable placements Solution: Work with local employers and communities to develop a range of flexible work placements in the locality across different sectors. Reduce barriers to access through peripatetic delivery, remote engagement and innovative solutions such as Wheels to Work. Responding to economic growth challenges: a decline in traditional industries e.g. Manufacturing in the Scottish Borders has been offset by growth in the Retail and Care sectors and there are now skills gaps Solution: We will maintain communication with Community Planning Partnerships, Chambers of Commerce and Work & Skills Partnerships to ensure that placements meet the changing needs of employers and assist in developing a skilled workforce that can responds to emerging growth sectors. Addressing specialist needs: The broad geographic spread in the Scotland poses varying demographic issues e.g. BME concentrations in Edinburgh and lone parents in deprived Glasgow wards Garlanark and Barthamlock. Solution: Integrate into local communities and build on existing relationships with over 100 community organisations and childcare providers to enable the completion of placements. We will operate flexible opening times to benefit those with care responsibilities. Working with JCP and placement providers JHP believe that the key elements to maintaining a successful supply chain are 1) Information 2) Consultation 3) Deciding together 4) Acting together and 5) Supporting each other. To facilitate this open and collaborative approach we will integrate a MWA into our existing strategic steering groups in CPA. This includes representatives from across our supply chain plus key stakeholders including JCP and meets every month to review overall performance, promote collaborative working, continuous improvement, best practice sharing and joint development opportunities. Evidence: JHP currently holds a bi-monthly stakeholders steering group for all current relationship, where feedback is communicated and best practice is shared. Managing a flexible and resilient supply chain Scotland Partnership Managers will be responsible for operational management of all supply chain partners with a remit including: Performance management (meetings every week if necessary) to review progress against agreed KPIs and address underperformance through targeted support and interventions e.g. training on IT based tools Monthly Performance Digests circulated to the supply chain detailing performance against targets, key challenges, best practice and success Facilitation of shared resources to drive efficiencies and trouble shoot problems e.g. office facilities, marketing materials Continuous improvement and consistency of delivery across the supply chain via JHPs Academy e.g. bespoke workshops and training sessions, completion of job shadowing or exchange visits with subcontractors Added Value: In December 2010 JHP commissioned Redacted and Redacted, (30+ years supply chain management experience) to review our Supplier Relationship Manual and Purchasing and Supply Policy against CIPS and Merlin Standard best practice, resulting in full approval.
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RESTRICTED COMMERCIAL IN CONFIDENCE [5.2] Management Structure Please provide: A description of the proposed management structure for this CPA 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 An explanation why your management structure is appropriate for Mandatory Work Activity within this CPA.

Please include an organisation chart (attach as Annex 2) showing the proposed management structure for Mandatory Work Activity for this CPA. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4. Note: Format requirement and page limit does not apply to the organisation chart(s) which you must insert as Annex 4.

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5.2 JHP has designed a management structure combining the best of our existing management structures, with the introduction of new Mandatory Work Activity Programme (MWA) specific roles and reporting lines required to deliver our MWA solution. Our senior management structure has been developed with the following aims: To take advantage of our integrated employment and skills offer (our Chief Operating Officer will have management responsibility for both Divisions) To provide value for money and integration with other JHP Employability programmes in Scotland To provide clear leadership for each MWA contract that JHP are awarded JHPs existing middle management tier is regionally based and is already very strong and is capable of subsuming significant MWA contract growth. The team are all experienced employability practitioners with several years experience each of implementing and running prime DWP contracts. Our independent audit function will monitor internal and external delivery, reporting directly to our Group Executive Board. Management roles and responsibilities in delivering MWA contracts have been identified using the following methodologies: Analysing MWA solution requirements: Aligning management expertise with frontline roles and outcomes e.g. Performance Managers leading a team of Community Placement Officers, focussed on community benefit placements Benchmarking best practice within JHP: We have scrutinised our top performing managers to identify the skills, qualities and experience which drive success Utilising our position as HR Chair of ERSA: Consulting with the best in the industry to understand industry standard skills and expertise This process has created the following job roles (and responsibilities) COO: Redacted sits on JHPs Executive team and is accountable for business wide operations including MWA. Divisional Director (DD): Reporting to Redacted, the DD will be accountable for MWA performance and delivery across the UK. Lead JHP representation in the industry and with DWP. Skills required: Managing multi-million public service contracts; multi tiered networking; relationship management; welfare to work experience essential. Operations Director (OD): The OD will be responsible for the MWA in Scotland, line managing a Performance Manager. Lead on strategic stakeholder relations e.g. Local Authorities. Skills required: Large, complex contract management; strategic stakeholder engagement; supply chain management experience; welfare to work experience desirable. Delivery: Our OD structure is already in place with staff with the appropriate skills and expertise. Performance Manager (PfM): Responsible for direct and subcontracted delivery for a specific geography e.g. Edinburgh, Lothian and Borders including supply chain management, customer service, contract compliance and dispute resolution. Line management of Team Leaders and Partnership Managers. Local interface with JCP teams e.g. maximising referrals and collaborative employer engagement. Skills required: Multi-site management; performance management; stakeholder engagement; welfare to work experience essential. Team Leaders (TL): Responsible for managing delivery, performance and frontline teams across single or multiple delivery sites e.g. our Forth Valley sites, plus outreach. Accountable for customer experience, performance KPIs and stakeholder engagement in the locality. Skills required: Operational management skills; quality driven; trouble shooter; motivational leadership; stakeholder engagement; welfare to work essential Partnership Manager (PM): Responsible for managing performance and delivery of all supply chain partners within a defined geography including management against agreed KPIs, continuous improvement and best practice sharing, capacity building activity. Skills required: Supply chain management; multi-tiered networking skills; quality
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.2 continued driven. MI/Data Manager (DM): Responsible for managing internal (JHP and supply chain) and external (e.g. NOMIS) MI, producing accurate and timely reports for local operational teams to shape and improve service delivery. Skills required: statistical analysis; report production; advanced IT skills. Customer Services Manager (CSM): Report directly to the OD, CSMs will manage 2 staff, responsible for administration. Skills required: Team leadership; organisational and interpersonal skills. Working with Supply Chain Management Teams: JHP offers DWP a track record in developing strong relationships with supply chain management teams via our Jobcentre Plus Support Contract and Response to Redundancy delivery. We make clear our expectations from the start in terms of how well manage our supply chain including roles and responsibilities. Our Supplier Relationship Management Manual provides a management and governance framework (including scheduling formal communications, data reporting plans and risk assessments) which will be subject to audit. PMs will be the single point of contact for supply chain partners, responsible for contractual and performance management. We will set a range of standard expectations which we expect management teams to work with us on including: 1) best practice sharing; 2) employer engagement; 3) stakeholder networks; 4) continuous improvement and 5) local labour market intelligence. We will also outline how supply chain partners can hold our management team accountable for the responsibilities we have as a prime such as ensure an effective IT infrastructure. PMs will manage this through regular contact with local management teams and a monthly performance digest. Where appropriate we will work with supply chain management teams in different ways to improve capacity including audit and review of operational processes and procedures via our business improvement team; parachuting in experts e.g. HR or Admin champions from JHP. Why our Management Structure is Appropriate in Scotland JHPs management structure has been designed to best manage large geographical areas like Scotland via: Clarity between management of direct delivery and that of our Supply Chain Clear identification and demarcation of the predominantly client facing roles and predominantly employer engagement roles Ensuring sufficient management responsibility of geographic regions Assigning specific management and roles in central support services to ensure excellent support service delivery Discrete geographies: Scotland covers 32 different local authority areas across 30,414 sq miles. To effectively manage services at this scale, we have identified 4 discrete geographies that will be led by separate TLs and partners reporting into the CPA wide PfM. This will ensure we balance an overarching approach and leadership whilst providing sufficient management resource to lead reasonable sized geographies e.g. Glasgow, Lanarkshire and East Dunbartonshire. Local managers, local knowledge, local service: We will have in place a Performance Manager to lead delivery, supported by a Team Leader. This next line of management has been part of our internal succession process in Scotland - developing strong management teams, with in-depth knowledge of the locality and its customer groups. Giving them the autonomy to flex delivery on the ground will ensure deliver services meet local need. Economies of scale: Due to the scale of delivery across Scotland we have put in place robust and scalable solutions including a Scotland wide Administration Team and cross cutting roles across multiple contracts. Our approach will ensure we drive efficiencies and value for money whilst maintaining consistently high quality provision across Scotland.
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RESTRICTED COMMERCIAL IN CONFIDENCE [5.3] Management of Delivery Please clearly describe: How you and your supply chain will manage and monitor the quality of delivery of Mandatory Work Activity to ensure that the whole provision within this CPA is of a consistently high standard and meets the Service requirements; 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 2 sides of A4.

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5.3 Our continuous improvement cycle ensures that all quality and business planning activity informs our quality assurance which in-turn informs quality improvement and further quality and business planning in an ongoing cyclical process. Quality Assurance We will manage and monitor the quality of MWA provision through a MWA Business Improvement Strategy to ensure that all activity and placement offers across Scotland are of a consistently high standard and meet service requirements. Our strategy includes a 3 pronged approached to quality assurance as follows: 1. Quantitative Monitoring: measuring quality through data and information KPIs including Referrals to Starts, Engagement Activity duration, Induction, Placements, Completers and Leavers will be carefully scrutinised. These targets will be further broken down by placement source and placement type to allow a rigorous analysis of where placements are coming from, what Engagement Activity works and types of placements we are being successful with. Through KPI measures we will ensure the transfer of information between JHP, JCP and placement sources is accurate and timely. KPI targets will be shared with delivery staff, so that all staff will be able to recognise and own targets that contribute to overall KPIs. KPIs will be available across our supply chain real-time via our Digital Dashboard and all delivery staff will be able to access the information and review performance against target. Wherever possible any data will be benchmarked against any nationally published MWA performance levels. 2. Qualitative Monitoring: assessing how services are being delivered Delivery Standards will be developed for all Engagement and Induction Activity e.g. level of support needed, delivery materials, and most importantly how a customer should benefit from a session to match the most suitable placement opportunities. JHP will assess all customer facing staff and materials as a minimum 3 times per year) against these standards and will formally grade staff on a scale of 1 to 4 (1=Excellent, 2=Good, 3=Satisfactory, 4=Unsatisfactory). Observations will be unannounced and be conducted by trained staff. This process will also apply to all our sub-contractors and their staff and materials. Outcomes from our extensive feedback mechanisms will also be collated and assessed as part of our qualitative monitoring. All external communication with JCP, placement sources and customers will be carefully monitored to ensure we communicate and store quality information (e.g. feedback forms). 3. Audit: ensuring compliance with procedures and processes All processes and systems developed by JHP for use in MWA will be built with a clear compliance and review mechanism. Our Business Improvement team (BIT) will perform quality audits of internal and sub-contractor services. We will audit all procedures and processes to ensure that there is compliance against documented procedures and processes, with shared feedback for both JHP and sub-contractor delivery. Wherever possible, we will build self validation and consistency checks into software systems to ensure that errors are not allowed. A rolling Audit Schedule will be devised with the perceived risk of each procedure and process in mind; prioritising parts of the delivery chain where we have heightened concerns. MWA audits will be led by quality professionals from the BIT. Our software systems will also provide Exception Reports that will provide an analysis of discrepancies and data patterns that indicate areas of concern. All key and sub-contractor procedures and processes will be audited annually as a minimum for all sites and more frequently where required. Managing Quality All staff will have real-time access to the Digital Dashboard to actively monitor quality. The same KPIs will also be available to our partners via our Supply Chain Portal. Performance Managers will take management responsibility for the quality of provision on a daily basis and act upon trends and patterns as they emerge. Partnership Managers will perform the same task with our partners, and we will insist that there is a
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.3 continued named individual responsible for quality for each partner. Performance and Partnership Managers will hold monthly Quality Review Meetings to appraise the Qualitative, Quantitative and Audit outcomes in the previous period. There will also be a continuous Self Assessment Process that culminates in an annual Self Assessment and Development Plan. Where quality assurance identifies areas of performance below required standards this is dealt with under our Quality Improvement processes. Performance Improvement Performance and quality is a feature of all management activity, both internally and across our supply chain, and include the following formal processes:Traffic Light system identifying and grading levels of performance All performance is monitored via a Traffic Light system (Red-below target, Amberon target, Greenabove target). To ensure there is no slip to Red, continued Amber performance, results in an immediate remedial action plan to rectify the issue. Actual delivery is reconciled to the agreed contract profile monthly, ensuring effective management of placement targets and objectives, i.e. achievement of starts on placement within 10 days of referral. Continual Red performance (e.g. below target completers to referrals) results in an enhanced action plan with monitoring and support, with weekly discussions of the plan. Evidence: Introducing measures such as retraining staff to improve record keeping and process compliance moved our Red banded performing JCPSC sub-contractor to Green performance within three months Target setting managing SMART targets to provide better placements All KPIs will be cascaded down to individuals who will have SMART targets, set annually and reviewed monthly in 1-2-1 sessions and appraisals with their line manager (as part of JHPs Performance Management framework). Targets will exceed the contractual requirement, building in performance improvement at individual staff level. Staff failing to meet individual performance targets will be taken through JHPs Performance Management process. Staff Development improving performance through our people JHP recognise the importance our staff play in delivering high quality service to source appropriate placement opportunities. We will develop our staff to remedy poor performance and improve the overall level of skills and knowledge of our staff. Staff Development will take place via 1-2-1 Manager and Staff sessions, Self Assessment, Staff Observations and Traffic Light grading review and action. Staff Observations 3 grades of 4 will result in staff dismissal Any member of staff who has been observed delivering to customers 3 times and has received 3 grades of unsatisfactory after targeted support and development will be dismissed. Any non-staff resource / input that is graded as unsatisfactory will be immediately withdrawn and only re-introduced when approved by the BIT. Self Assessment - Development Plan The Self Assessment process will create a Development Plan. This is a key document to deliver performance improvement across all MWA delivery. We expect all of our subcontractors to participate in the Self Assessment process. Additional Performance Improvement Measures adding value Ensuring any best practice is captured and shared across our staff and partners. This will be driven by ODs and via MWA specific steering groups We will explore the use of peer mentoring to review the quality of our MWA activity and vice versa including DWP Prime Providers Ongoing, open dialogue and collaboration with JCP will be critical to the success of any MWA and to achieve continuous quality improvement An agreed performance management framework with partners setting out performance/quality expectations and actions to address underperformance
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RESTRICTED COMMERCIAL IN CONFIDENCE [5.4] Delivery Locations Please provide details of where and how you and your supply chain will undertake the initial customer interview to ensure full geographical coverage of provision for the delivery of Mandatory Work Activity within this CPA.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 1 side of A4.

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5.4 Initial Customer Interview: JHP will utilise a multi - faceted approach to engaging with customers and completing initial customer interviews, to ensure that customers start their activity within 10 days of referral. On referral we will contact each customer by telephone and in writing to provide formal notification that they will be participating on the Mandatory Work Activity programme. This notification will ask the customer to contact us through either our freephone number, online portal or to visit us at one of our 68 fixed delivery sites across Scotland. Once engaged we will arrange a mutually convenient date, time and location for the initial interview, which will be completed on a one to one basis with a Community Placement Officers (CPO) either face to face or by telephone. Full Geographical Coverage: Full geographical coverage will be achieved through the use of a mix of permanent Hub and Outreach delivery centres which will ensure our customers are able to access this provision near their homes (e.g. a customer from Alloa will engage with a CPO in Alloa and will not have to travel to Stirling or Falkirk). Staff based at these sites will have a diverse range of placement opportunities which customers can complete. These initial interview sites are as follows: Hub centres are situated in densely populated areas with high volumes, good transport links & close to JCPs. Our Hubs are located across Scotland in the following locations: Fife, Forth Valley, Edinburgh, Lothian and Borders Edinburgh: 44 York Place, Edinburgh, EH1 3HU Forth Valley: 45 King St, Stirling, FK8 1DN; 8 Lint Riggs, Falkirk, FK1 1DG Fife: Halbeath, Dunfermline, KY11 8DY; 441 High Street, Kirkcaldy, KY1 2SN; Pentland House, Saltire Centre, Glenrothes, KY6 2AH Glasgow, Lanarkshire and East Dunbartonshire Glasgow: Adelphi Centre, Gorbals, G5 OPQ Lanarkshire: Edinburgh Hse, Righead Gate, East Kilbride, G74 1LJ; 7 Scott St, Motherwell, ML1 1PN; Hamilton Academical Stadium, ML3 0LU Clyde Coast, Inverclyde, Ayrshire, Dumfries and Galloway Clyde Coast: 6, Kinloch Rd, Campbeltown, Argyll PA28 6EG; Tell Hse, Dumbarton, G82 2RT; Unit 16, Andrew Ct, Clydebank G81 1PD; 201 Dumbarton, Rd, Clydebank, G81 4XJ Inverclyde: 7 John Wood St, Port Glasgow, PA14 5HU; James Watt College, Greenock, PA15 1ET Dumfries & Galloway: 160 High St, Dumfries Ayrshire: 8 Miller Rd, Ayr, KA7 2AY; 3 Killoch Pl, Ayr, KA7 2EA; 11 Grange Pl, Kilmarnock, KA1 2AB Highlands, Islands, Tayside, Angus Angus: Keptie Rd, Arbroath, DD11 3EA Highlands: 2 Seafield Rd, Inverness, IV1 1SG; Custom Hse, 28 Guild St, Aberdeen, AB11 6JY Tayside: Dewar Hse, Dundee, DD2 3SX; 6 Scott St, Perth, PH1 5XE Outreach centres provide doorstep delivery for customers in areas where local community based delivery is more appropriate. Outreach centres will handle small volumes and provide flexibility to respond to the needs of specific customer groups e.g. flexible hours for lone parents. Outlined below is a selection of illustrative examples where outreach will be critical in servicing customers in local communities: Lothian: Pentland Hse, Livingston, EH54 6NG; Old Stables, Musselburgh, EH21 7PQ Forth Valley: Old Brewery, Alloa, FK10 1ED Borders: Tower Mill, Hawick, TD9 OAE Fife: Cowdenbeath Campus, KY4 8HW; 7 New Row, Dunfermline, KY12 7EA Lanarkshire: 36 Main St, Coatbridge, ML5 3BA; 1-15 Main St, Cambuslang, G72 7EX; Carron Hse, Cumbernauld, G67 1ER Clyde Coast: 7 Mill La, Oban, PA34 4HA; 1 Kirn Brae, Dunoon, PA23 8HQ; 45 Argyll St, Rothesay, PA20 OAU; 67 James St, Helensburgh G84 8XG Ayrshire: Rivergate Hse, Irvine Dumfries and Galloway: 97 Whitesands, Dumfries, DG1 2RXAngus: Duke St, Brechin, DD9 6LV; Fairlie Hse, Kirriemuir, DD8 4HU; Northesk Rd, Montrose, DD10 8TG; West High St, Forfar, DD8 1BA Highlands & Islands: Morrich Hse, 20 Davidson Dr, Invergordon, IV18 0SA;126 High St, Elgin, IV30 1BU; 26 Robertson Rd, Fraserburgh, AB43 9BF; 11 Market St, Shetland ZE1 0JP; 2 Tankerness La, Orkney, KW15 1AR; Old Gamrie Road, Macduff, AB44 1GD; 30 Francis St, Isle of Lewis, HS1 2YE; 2 Grant St, Wick, KW9 6LR ; West Highland College, Fort William, PH33 6FF; Portree High School, Portree, Isle of Skye IV51 9ET
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[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 customer volumes and changes to the customer group referred including potential alterations resulting from changes to the welfare regime referred to in Annex 6 of the MWA Specification. Your response should include the following: How you will maintain minimum performance levels;

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 1 side of A4.

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5.5 JHP understands that over the lifetime of the contract for Mandatory Activity Work (MWA), there will be fluctuations in customer numbers. We have significant experience of handling peaks and troughs in customer volumes, as well as managing more sustained shifts in volumes. Evidence: As a subcontractor for STUK on FND, JHP were able to provide a rapid response to peak referrals of 400% of those anticipated at contract start. JHP and our supply chain will proactively discuss with JCP the forecast of flows, allowing us to make plans and ensure resource and infrastructure requirements are appropriate to deliver our expected levels of performance. We have considered, within the fours years of MWA, there maybe short term fluctuations (up to 10% increase/decrease for less than three months) and long term fluctuations (more than a 10% increase/decrease, sustained smaller increases/decreases for more than three months or a significant market shift or policy change). Minimum Performance Levels will be maintained by 1) addressing any short term dips through our quality management processes (all dips below minimum level for a short period will be redressed within a 2-3month period) 2) build in natural tolerance levels by creating targets significantly higher than minimum performance levels 3) decrease in volumes will increase customer to staff ratio, providing a positive impact on performance levels 4) peripatetic working arrangements via mobile ICT capabilities to mobilise delivery staff; our national compact with the Salvation Army which allows us access to any one of their premises to accommodate overflow volumes 5) accelerated recruitment processes, maintenance of Talent Pool of pre-approved candidates, established relationships with employment agencies 6) database of suppliers and partner network (end to end, ad hoc and reserve suppliers) providing scalability, flexibility and responsiveness 7) full evaluation of existing capacity thresholds at start date (personnel, resources, premises) 8) use of robust procedures for staff leave and notice requirements to proactively avoid inadvertent staff shortages at peak times, leave to be taken in quiet periods 9) flexible workforce ethos with, dual roles, secondment to other contracts, retraining, self employed resource pool, fixed term/annualised hour/time off in lieu contract options. Policy Change/New Customer Groups: JHP delivery: We can expand MWA delivery, in most centres by up to 20% above normal levels. Our properties have flexibility to expand e.g. vacant floor space which can be altered to accommodate customers. We will be able to call on our reserve list of preferred providers to absorb additional volumes. We have kept Community Placement Officer to customer ratios at 1:20 to allow for increases in volumes. Supply Chain: All partners across Scotland have growth capacity. We will be able to understand their ability and capacity to absorb fluctuations through a Development Plan created at the outset, which includes a section on growth and capacity. E.g .Lennox Partnership has the capacity to deliver over 200 placements which is over 200% more than we have allocated. Contracting Volumes: We will respond by a) Reducing Staff: Approximately 20% of staff will be on flexible contracts and we will have the capacity to redeploy a proportion of staff numbers to existing contracts within Scotland, such as Modern Apprenticeship delivery. In order to effectively redeploy these staff, we will use our Virtual Academy to up-skill displaced staff with A1 Assessors qualifications. b) Downscaling premises: Via flexible arrangements with landlords (e.g. break clauses), and sharing of premises with partners/work based learning staff. c) Subcontractor Agreements: We will invoke agreed minimum volume thresholds within supplier agreements and also take a very stringent approach to providers who are operating at or below minimum performance levels. This approach ensures that our best performing partners are rewarded for good performance.
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RESTRICTED COMMERCIAL IN CONFIDENCE [5.6] Managing the Customer Experience Please describe: How you will evaluate and monitor the quality of the Mandatory Work Activity placement in this CPA; 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 2 sides of A4.

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5.6 Ensuring high quality provision in Scotland JHP sets ambitious standards based on industry recognised best practice, vigorously monitoring and regularly auditing these standards. JHPs approach to Mandatory Work Activity (MWA) delivery is that every customer should have an individualised customer journey to meet their needs. Our monitoring and evaluation processes focus on achieving this goal. Evaluating and monitoring quality of MWA provision We will assess key features and stages of the MWA provision to ensure it meets the needs of our customers. We will do this through direct feedback and assessing outcome indicators which evidence that customer needs are being met. Direct Feedback Methods engaging customers to monitor and evaluate Observation: Community Placement Officers (CPOs) will be regularly observed to evaluate delivery against performance and quality standards. Observations will focus on the impact of staff delivery to customers e.g. did they feel that they developed new skills and knowledge as a result of the session; were my choices and opinions taken into consideration; was the session motivational? and the key question do they feel more likely to complete their placement as a result of the input? Customer views will be gained on these issues during each staff observation, both from group feedback and individual customer feedback Focus Groups: We will host focus groups of customers, chaired by a non-delivery staff from within Scotland and outside the region. The focus groups will be an opportunity for customers to raise issues about the customer experience in a safe and non-identifiable setting, allowing for further development of our customer offer Other Feedback: As detailed later on, we have extensive feedback and complaints mechanisms for customers to inform JHP of the quality of their experience Outcome measures indicating whether outcomes meet customer needs Performance: We will evaluate Key Performance Indicators (KPIs) through weekly MI reports, most notably referrals to starts and completed job placements, to evaluate our impact in meeting customer needs Effectiveness: We will review the impact of engagement activity, induction and placement support in meeting customer needs by evaluating placement completion and how they are rated by the customer Customer Audits: We will complete audits to ensure the customer journey is being effectively delivered, customers are attending, completing placement activities and that this activity is having a positive effect on their aspirations of progressing Capturing customer feedback JHP believes that our customers views are of key importance in the design of our services and we will pro-actively secure customer feedback, the methods used include: JHPs customer care line enabling anonymous feedback and discussion Verbal feedback to CPOs at regular 1 to 1 reviews Suggestion boxes to share views in confidence, plus on-line feedback mechanism Customer surveys available on line from day 1, including in-work questionnaires (2weekly intervals) when customers move into placements CPOs will maintain dialogue with customers once they are engaged in MWA and employer/placement feedback is obtained on a bi-monthly basis. All feedback is recorded and analysed to provide trend reports for our delivery centres and Executive Board on a monthly basis. Our Managers actively respond to and share outcomes with customers through our You said we did feedback posters, located in communal spaces and through our weekly MI reports. All information about how customers can feedback to us is displayed in our centres and explained to every customer when they first start in programme at their induction.
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.6 continued Reviewing and acting on the findings to improve service delivery We will review the outcomes from evaluation and monitoring activity, together with customer feedback, through the following mechanisms: Self Assessment Reports (SAR): This will be completed to allow us to monitor, evaluate and benchmark levels of customer experience, satisfaction and outcomes. The SAR includes an Improvement Plan which details all identified actions. Quality reports: Monthly reports will be shared across the supply chain. These are based on internal audit and summary customer feedback, which will allow managers to take real-time actions and drive the improvement of the customer journey. MWA Steering Group (MWASG): Quality will be a standard agenda item at MWASG meetings, which will include supply chain partners, this ensures that quality is continually discussed and acted upon. Best practice is shared across the supply chain, ensuring continuous improvement across Scotland. We will act upon findings directly by: Staff meetings: Performance Managers will hold fortnightly staff meetings to discuss performance against KPIs, customer feedback and audit results, plus self assessment actions and improvement plans Performance Management: Our performance management process ensures that all KPIs and action plans are reviewed on a 1-2-1 basis with individual members of staff to ensure that actions and improvements are implemented Continuous improvement: Customer feedback which leads to service delivery improvements on scale across multiple CPAs, will be approved by the JHP Change Board and implemented across contracts by Operations Directors and our Business Improvement Team. Due to the nature and complexity of MWA we will make continual improvements to delivery over the lifetime of the contract in response to areas of improvement and best practice. Our ethos is that the customer experience is everybodys responsibility. In order to steer the overarching process JHP has invested in a Learner and Client Services team (LCS) who sit independently from our delivery teams and represent our customers. The LCS will drive quality improvement from the customers prospective ensuring that our customers have a voice and that they feel, they can positively influence their journey back into employment. At the end of a customers stay on the MWA, will seek additional feedback, which will allow us to further improve the customer journey. Complaints: JHP takes all customer complaints seriously and views each as an opportunity to improve our service. All complaints are stored on our database and assigned either as a Quick Resolution, or to follow the Formal Complaints Process. A Quick Resolution is sufficient where the initial solution offered meets the satisfaction of the complainant and is verbally accepted. The Performance Manager confirms the resolution in writing and updates the file on the database; or; if the complaint cannot be resolved quickly, the Formal Complaints Process applies: this is a time bound process with specific roles accountable for investigation, review and feedback (including actions). Where both parties cannot agree a resolution the complaint will be referred to an Independent Case Examiner. In the event of a serious customer complaint, a Red Alert Procedure will be followed whereby the issue can be escalated directly to the CEO by a senior company director. The CEO in consultation, with our operational team will assign a Manager to lead an investigation and take action to resolve the complaint. We also have Safeguarding and Whistle blowing procedures which are designed to ensure that the customer journey is positive and displayed prominently in centres and on the customer portal. As part of our commitment to consistency across the supply chain all process and procedures are will be embedded within our supply chain operations as part of our Service Level Agreement with each partner.
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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, including job title and key roles you and your supply chain propose to employ to manage and deliver Mandatory Work Activity for this CPA. 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. a detailed description of the number of staff to be drawn from o current resources, o those to be recruited by both your organisation and any supply chain organisations involved.

Details of how you have identified the skills required by staff in your organisation, and your sub-contractors, to deliver the service you have proposed at Section 4. Details of how you will acquire staff with these skills. A resource plan should be provided (attach as Annex 3) 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 . Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4. Note: Format requirement and page limit does not apply to the resource plan which you must insert as Annex 3.

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6.1 Redacted

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PART 7:

STAKEHOLDER ENGAGEMENT

[7.1] Local Stakeholders Please describe in detail, in relation to this CPA how you and your supply chain will engage with local Partners, voluntary sector organisations and employers 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 2 sides of A4.

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7.1 JHP and its supply chain currently engage and work with over 200 key stakeholders and 3,500 employers including public and voluntary agencies across Scotland. Strong local examples of key stakeholders we work with to create work placements that are of benefit to the community and the customer are local authorities e.g. West Dunbartonshire Council, umbrella bodies such as the Third Sector Employability Forum, public agencies such as Forestry Commission Scotland, social housing landlords such as Argyll Community Housing Association, local social enterprises such as Killie Can Cycle in Kilmarnock, the NHS e.g. NHS Lanarkshire, and employers offering placements that benefit the local community such as Eden Fit Leisure Centre. We embed ourselves within the heart of local towns and communities to create placements that are valued by the community by working with a range of stakeholders including Community Safety Partnerships e.g. Angus CSP; Housing Landlords and tenant groups such as Forth Housing Association; and, local initiatives such as Community Links South Lanarkshire. Co-ordinating Stakeholder Engagement As a prime contractor we will establish a Stakeholder Steering Group (SSG) that will meet quarterly and include representatives (e.g. Local Authorities, JCP, 3rdSector). The Operations Director will chair the SSG setting out the strategy for stakeholder engagement in Scotland. We will also establish specialist and sectoral sub-groups to lead on developing relevant and focused activities that respond to local labour market opportunities and contribute to the community. Specialist Task Groups will combine to create sector specific opportunities e.g. environmental, horticultural, care, construction, retail and hospitality. JHP staff and supply chain partners (will be performance managed against KPIs detailed in our Stakeholder Engagement Plan e.g. engagement of Volunteer Centres, Community Partnerships; and Housing Associations. All engagement activity will be recorded and measured against MWA opportunities to test effectiveness and value of investment to customer and community. Evidence: Working with Furniture Re-use Network, who re-cycle and sell furniture at affordable prices to help thousands of people in Scotland create a safe and decent home. They will create diverse placement opportunities that include office work, sales work, collecting recyclables, driving, warehouse work, marketing, and fundraising. Stakeholder Engagement Strategy for Scotland We will ensure effective ongoing relationships with stakeholders and partners based upon 3 core objectives: 1. Developing relationships with Strategic Stakeholders in order to tailor our provision in meeting shared objectives eg linking with Dundee Community Family Intervention Project which focuses on mental wellbeing, anti poverty and employability work alongside family support, share knowledge of employment opportunities/LMI enhance access to employers and maximise placement pool by linking with CPPs and City Strategies 2. Collaboration with existing services and partners to drive efficiencies, improve service outputs, and avoid duplication 3. Creating a diverse range of partnerships with a variety of stakeholders in order to drive placement opportunities eg The Glasgow Homelessness Partnership, Aberdeen Early Years and Childcare Partnership Weve already begun to map and engage key stakeholders across Scotland using local intelligence from our operational teams, consultation with existing partners and supply chain, plus localised research. Generating Innovative, New and Sustainable Opportunities Relationships will be developed and sustained through our engagement at Director
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RESTRICTED COMMERCIAL IN CONFIDENCE 7.1 continued (led by our OD) and local operational levels (led by our Partnership Manager). To deliver against our strategy we will coordinate a programme of activity generation across Scotland which will include co-hosting workshops with local stakeholders to develop innovative provision. Were also introducing staff incentives with commission based packages for Partnership Managers to ensure we meet and exceed MWA targets. Working with key local stakeholders We will work with different stakeholders in a variety of ways in order to achieve MWA objectives; create meaningful activity that supports the development of good employment behaviours and attitudes, promotes community cohesion and responsibility, aligns with customers work preferences, and matches local labour market intelligence. Outlined below are some illustrative examples of sustained engagement: Local Authorities: Working with the local authoritys Housing, Childrens centres, Libraries, Parks, Adult and Social Care Services teams we will create opportunities throughout the lifetime of the contract that support the Big Society agenda whilst developing work skills in the customers local community. Third Sector: Our relationship with the third sector will be sustained by providing supported volunteers and sectoral progression opportunities. For example housing and employability sector activity with the Salvation Army, youth work through the Princes Trust, information and advice with Age Concern. Social Enterprises: We will work with social enterprises such as the Scottish Social Enterprise Coalition to create placement opportunities whilst supporting social enterprise sustainability. Social Housing Landlords: We will develop relationships with Social Housing Landlords e.g. Forth Housing Association in Stirling to support their Worklessness and Tenant Empowerment Strategies. With their Community Development teams and Resident Groups we will create opportunities across the lifetime of the contract that benefit the communities our customers live in as well as providing them with an opportunity to contribute to their own community environments, local groups and initiatives. Employers: Since 1983 we have helped over 250,000 employers address employment and skill needs and supported over 300,000 people to achieve employment aspirations including work placement opportunities. We will capitalise on our existing extensive employer accounts and our contact centre of 30 staff sourcing new business leads. In the Scotland we work with the Third Sector Employability Forum and the Scottish Council for Voluntary Organisations to create MWA opportunities such as a large selection of charity shops including Sense Scotland, Debra, British Red Cross, Scottish Cancer Support, Strathcarron Hospice Shop, RSPCA. Health services and NHS: We will sustain engagement with the local commissioning GP consortium and the providers by working with them to identify local work activity such as Gardening Clubs and Renovation Clubs in Care Homes and Hospices. Skills, Careers and other: Our relationship with the skills sector will be maintained by creating support activities in the workplace such as reading time initiatives in schools that could lead to teaching assistant progression opportunities
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PART 8: CONTRACT PERFORMANCE


[8.1] Performance Please explain in detail; The types of work placements you will provide; How you will source placement opportunities, often at short notice, for customers on the programme; How these placements are of Community Benefit; How you will tell JCP if a customer signs off benefit; How you will raise a sanction doubt with JCP.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4.

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8.1 Work Placements that Benefit the Local Community Placements will be provided to enhance customers prospects of securing sustained employment; they will: improve employability; provide work related skills such as time management, punctuality, working under supervision; and offer benefit to the local and wider community. JHP and our supply chain will source 6,600 placements over the life of the contract, which is 2,920 over the Minimum Performance Level threshold, equivalent to a performance uplift of 79% Placements will benefit the community by falling within the following broad categories: Capacity Building Improving charitable and third sector organisations capability to deliver their services e.g. Placements in local charity shops (Sense Scotland, Salvation Army), offices and fundraising initiatives Community Wellbeing Caring for people, improving health and wellbeing awareness, safety initiatives e.g. Placements with a local sports club (e.g. Hurlford United FC) to help increase local participation in sport Economic Development Supporting the local economy and increasing the productivity of local businesses e.g. Placements of an administrative nature at a local SME or public sector body e.g. BBs Caf in Perth or West Dunbartonshire Council Environmental Increasing awareness and directly addressing local sustainability and climate change e.g. Placements with organisations such as the Scottish Environment Protection Agency creating green spaces or sustainable food sources; energy; waste Community Cohesion Bringing together and supporting members of the community; improving relations e.g. Placements with Killie Can Cycle in Kilmarnock, which utilises the funds generated from recycling aluminium cans to repair broken bicycles which are then sold for a nominal fee to underprivileged members of the community Arts, Culture and Heritage Maintaining and promoting local arts, culture and heritage including tourism e.g. Placements as a volunteer with the National Trust; local libraries, galleries and museums (e.g. Dundee Museum of Transport) Enterprise Supporting and directly contributing to local ventures; entrepreneurs; social enterprises e.g. Placements with Furniture Re-use Network who operate 47 social enterprises across Scotland (e.g. Cumnock and Doon Valley Gift Furniture Scheme in Ayr) that recycle and sell old furniture to underprivileged people at affordable prices. Regeneration Restoring deprived and local physical environments to improve the liveability of the area e.g. Modernising low income housing in partnership with Cloch Housing Association in the West of Scotland. JHP commit to establishing new projects of community benefit, establishing sports, regeneration, cleaning, arts and cultural projects as per local consultation and demand. Our initial consultation and canvassing confirms that we will offer placements that directly and indirectly utilise and enhance skills including: - Building renovation /maintenance - Marketing - Textile skills - Food preparation - Basic Food Hygiene - Hospitality - Warehousing - Construction - Heritage preservation - ICT skills - Motor trades - Horticultural skills - Planning and site preparation - Budgeting - Administration - Customer Service - Environmental management - Retail - Landscaping - Conservation Transferable skills including: - Teamwork - Responsibility - Problem Solving - Organisation - Leadership - Conflict Resolution - Communication - Networking - Preparation - Commitment to the job - Initiative - Managing time - Research - Project Management Sourcing placement opportunities JHP and our subcontractors have significant experience of delivering welfare to work provision. We have well established links with placement providers across Scotland and have canvassed our local networks to
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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1 continued determine availability and type of placements. We received Expressions of Interests from organisations wishing to provide ad-hoc, multiple and project placements for JHP MWA customers. Placement providers include: -Kilbride Hospice -Housing Associations -Lanark Juniors FC - Barnardos -Primary Care Trusts -Salvation Army Short Notice: We have in place and will maintain a bank of over 200 placements which will ensure that we can start immediately and place customers at short notice. This bank of placements is supported by a range of mechanisms that will lead to high quality work placements for MWA customers for the duration of the programme. These include: a) Dedicated Community Placement Officers (CPOs) will utilise their existing links and source new placement opportunities. They will have a KPI of 20 placements a month b) Our existing Employer Engagement strategy. In Scotland we currently deliver a range of contracts including FND and CTF and have worked with over 100 organisations and have sourced over 800 placements. CPOs will link with employer facing staff to provide placements for MWA customers c) Our existing Stakeholder Engagement Strategy. We have existing links with over 200 key stakeholders in Scotland e.g. JCP; Third Sector Employability Forum; Scottish Council for Voluntary Organisations; LAs; Community Planning Partnerships; National Delivery Group. CPOs will build on these links and in particular strike agreements with VCS organisations to provide work placements within their organisations and establish networking opportunities which will lead to ongoing / further placements. d) JHP Framework. We have a database of 100+ providers who will provide placement routes for: capacity building; economic development; enterprise; environment; regeneration; community cohesion; community wellbeing within local communities. Our delivery strategy utilises key sub-contractors assessed as having the capacity and existing networks to both host and access placements e.g. West Dunbartonshire Council e) Cross-referencing placements with our vacancies database and JCP vacancies to ensure employers do not displace the existing workforce Informing JCP if a Customer Signs Off Benefit JHP and its subcontractors will use our MI workflow database to ensure the timely and accurate collection, storage and transfer of customer information to JCP e.g. if a customer signs off benefits. Subcontractors will be provided with access logins to the system for their part of the MWA delivery. This will enable JHP and subcontractors to store all customer details in a single secure location and all data required can be transferred as needed via a secure interface with the PRaP system. Sanction Doubts Once a customer is referred to MWA their attendance is compulsory. The placement will commence within 10 days of referral. If a customer fails to comply at any point in their programme (e.g. fail to attend, leaving a placement due to misconduct) JHP will raise a sanction doubt to JCP through PRaP within 24 hours, so that JCP can review the evidence sent and decide if a sanction is appropriate. We will implement a process to manage customer non-compliance under JCPs Decision Making and Appeals (DMA) process. Customers will receive a letter explaining: mandatory attendance; consequences of non attendance; a text, phone and email contact for the Customer Engagement Centre, including the steps customers must take to inform JHP if they are unable to attend and the sanctions that may apply if unjustified. If a customer fails to attend their placement the provider will contact JHPs Customer Engagement Centre, who will contact the customer within 1 hour of FTA to determine the reasons. If the reason is justified, statutory benefit regulations arrangements will be agreed for their return to the placement activity. If contact cannot be made or reasons are not acceptable a sanction doubt will be raised. JHPs call centre will input a FTA flag onto the customer record. A flow chart aide memoir detailing JHP and DWP processes for FTA and DMA will be available to all staff via the intranet.
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PART 9:

IMPLEMENTATION

[9.1] Implementation Plan Please provide: An Implementation Plan for Mandatory Work Activity 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 4), 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 should 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 Mandatory Work Activity contracts and how these risks will be mitigated.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 1 side of A4. Note: Format requirement and page limit does not apply to the Gantt chart which you must insert as Annex 4.

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9.1 As an experienced provider setting up complex, large scale public service programmes, we recognise the key risks for Mandatory Work Activity (MWA) broadly relate to people, property, processes (IT and Security) and placements. Our implementation strategy for MWA is designed on the three fundamental elements of the programme; People, Placement, Premises (JHP and its Supply Chain already have over 200 staff and over 100 premises in place). Programme Management: JHP has established a MWA Board (MWAB) with executive accountability for MWA implementation. Chaired by our Chief Operating Officer (Project Sponsor - PS) the MWAB will provide governance and strategic decision making. Reporting directly to the MWAB, JHPs Implementation Manager (IM) will be responsible for managing all programme activity within a controlled environment as a Managing Successful Programmes and PRINCE 2 qualified Practitioner. Our IM will oversee three work streams each led by Project Managers (PM): Managing and mitigating key MWA risks: JHPs MWAB will be responsible for managing all implementation risks through a contract wide and Scotland specific Implementation Plan and Risk Register. The register is used to ensure appropriate contingencies are in place to mitigate against both the probability and impact of all potential set up-risks. The MWAB is responsible for three key stages: Identification of risk, Contingency Plans and Continuity of Service. The RR is updated and reviewed monthly, identifying all contracts risks: i) significance of impact and ii) probability of occurrence via red, amber, green process. It will act as a management tool to move all risk factors to a low impact/low probability status. Where a Red Status appears along the critical path for two concurrent weeks the management team will take ownership and is able to deviate from budget, re-prioritise activity and make temporary variations to the overall solution to return the project to green status and restore the critical path. Contingency Plans: For the MWA contract our contingencies will cover: People displacement from closing programmes, pre contract recruitment, bank of pre-approved candidates identified. Placements Ongoing relationships with local organisations to ensure a continued variety of community based placements are available, delivery premises identified temporary centres; outreach; co-location with strategic partners, divert customers to supply chain Critical Path: Our implementation team utilise a network diagram (Gantt Chart) to determine schedule possibilities (including critical and noncritical paths, slack times, earliest and latest start and finish dates etc) and likely consequences, including (immediate) predecessors and procedural, discretionary considerations. This will form the basis on our continued project monitoring to ensure MWA is ready to commence on 9th May 2011 in Scotland. Multiple contract wins: Where multiple contracts are to be implemented each contract will have its own Project Plan, Gantt Chart, Budget Plans and Cash Flow and Profit & Loss accounts. However there will also be a Master Project Plan led by the IM that captures the overall progress of multiple simultaneous contract implementations. Wherever possible project activity required to be undertaken by the implementation team (HR, Marketing, Finance and Estates) takes place within the delivery region; thus enabling regular direct dialogue with stakeholders, subcontractors and customers. Preemptive recruitment is undertaken to provide extra support during implementation.
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RESTRICTED COMMERCIAL IN CONFIDENCE 9.2 Contingency Arrangements

Please describe: How your proposals for delivery of services within this CPA will be put in place without adversely affecting your organisations or your Sub-contractors ability to deliver existing and recently won contracts as well as other contracts you are bidding for. Describe your contingency plan for maintaining the entire scope of your proposal within your bid should members of your supply chain withdraw at any point during the delivery of this contract.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4.

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9.2 Over the past 3 years JHP has achieved revenue growth of 100%; without adversely affecting the quality and performance of existing services. Robust and assured contingency arrangements built within our business JHP is structured to allow expansion and change. Its Employability Division is separate from its Skills Division, with independent management and financial structures. JHPs current employability division includes delivery of FND, JCP Support Contracts (all of Scotland except Glasgow), Work Choice (Forth Valley, Fife and Tayside), SDS provision (Training for Work and Get Ready for Work) plus a range of local authority funded services. As contracts close, we will maximise use of this extra capacity (e.g. displaced staff) to support Mandatory Work Activity (MWA). To protect existing business and assure continued performance levels, we have ring-fenced staff to continue delivery of these services led by our existing team of 10 contract managers. The implementation of MWA will be carried out by our dedicated Programme Manager (PM) along with each department lead from head office shared services; supporting the PM with specific skills sets such as: managing of subcontractor implementation, staff recruitment, property sourcing, implementation of security plans and systems and marketing. Our implementation team for MWA will have several years experience of successfully implementing Government contracts. Any operational or support staff posts formally seconded to support implementation will be backfilled to eliminate adverse impact on other contracts. MWA will be implemented and managed as a discrete programme with dedicated staff to minimise any impact on existing contracts. Staff will be assigned/appointed at the earliest opportunity to achieve a smooth transition from implementation to fully operational delivery. It is our understanding from DWP there will be no TUPE transferees. JHPs Operations Director will monitor existing programme Key Performance Indicators to safeguard against/identify any fluctuations in performance; setting remedial action where necessary to ensure overall performance remains on track during this implementation.

The implementation team will provide overarching governance of implementation activity with a watching remit to identify potential adverse effects between MWA and existing business. This will be sponsored and chaired by JHPs COO who has overall accountability for all JHP services. Resource and staff contingency if awarded more than one CPA If JHP are awarded 1 or more contracts we will manage resource & staff by: Prioritise Prime Contract award over sub-contract agreements Use our existing staff to deliver MWA, if specific skills sets are required we can maximise JHPs talent pool to recruit. Our IT shared service team will have a dedicated IT coordinator on hand to set up and organise any necessary IT systems for MWA delivery. We are also expanding our in house team to meet future demands. Our in house marketing team will lead on brand development and development of marketing materials. Plus, were re-structuring our marketing team to bring in new skills and experience e.g. digital marketing to enhance future delivery. Our estates team will ensure ideal premises are used for delivering MWA; those in practical locations with access to main public transport links.
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RESTRICTED COMMERCIAL IN CONFIDENCE 9.2 - continued We have re-designed all our supply chain processes, with a team of supply chain consultants with over 30 years expertise, to more effectively manage our supply chain partners. Managing implementation alongside bidding We have also established a Change Board to analyse (at procurement stage) how all new potential contracts impact on delivery. This analysis informs the Business Growth and Bidding Strategies, providing early warning of the potential requirement to redistribute resource/prioritise operational activity. Contingency plan to maintain the entire scope of our proposal JHP mitigates the risks of supply chain withdrawal during any point of delivery, via preventative action and comprehensive supply chain management, including: To mitigate over-reliance on subcontractors: Cap of 60% of contract is subcontracted, a cap of 10% to a single provider To mitigate late notification, subcontractor agreements stipulate that JHP should be notified at the earliest opportunity of any withdrawal risk / intention so we can provide trouble-shooting support or swift recourse to remedial action Integrate subcontractor withdrawal into our risk management framework by including each CPA partner on our risk register and monitor accordingly The Partnership Manager will undertake ongoing dialogue with partners to ensure continued capacity, capability and willingness to deliver At preferred bidder stage well undertake early consultation with and review of all subcontractors to determine: their position in terms of wider MWA commitments and/or other business won in intervening period, current capacity and coverage potential, current quality and financial health check. Well update risk registers by review of risk assessment banding, and critical review meetings to discuss issues, offer appropriate support, implementing remedial action as a final step Over-supply database of ad hoc subcontractors pooled to ensure that equipment, resource or service requirements can be fulfilled in direct response to demand Identification of contingency partners, prior to tender submissions. Ensuring that substitute partners are available at all stages of the tendering process Remedial action where supply chain withdrawals occur Extensive subcontractor network (end to end, ad hoc and reserve subcontractors) provides scope for flexibility and responsiveness i.e. 20% capacity within existing subcontractors allows for contingency volume to be dispersed as appropriate Engage suitable providers from unsuccessful bid submissions We factor in a buffer of 25% JHP under capacity to allow for direct absorption Explore scope for service provision within JHP and subcontractors wider partner networks, e.g. our national compact with Salvation Army gives us and our subcontractors access to their 100+ centres across Scotland, providing the necessary infrastructure to support changes within the delivery partnership Research and development activity to identify further partnership opportunities Contingency subcontractors vetted from previous tender rounds but not included in final selections. Our reserve list includes existing partners from other CPAs who could support this CPA or who offered national agreement terms. Our reserve list includes Shaw Trust, TBG, ESG and Nevis Training.

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PART 10: OFFSHORING PROPOSAL (including Landed Resources and Nearshoring)

Are you and/or your subcontractors proposing to use Offshoring, Landed Resources or Nearshoring in delivery of this Contract

YES

NO

(indicate where applicable) (indicate where applicable)

If you have answered YES to this question, you must complete a DWP Offshore Proposal Template and include with your tender. Please refer to paragraph 1.42 of the MWA Instructions to Bidders if you need the template.

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ANNEX 1 SUB-CONTRACTOR DECLARATION


A declaration should be signed and submitted on letter headed notepaper by each proposed sub-contractor (with the exception of ad-hoc suppliers) and attached to this Tender Form. Please note by attaching these declarations, tenderers will be deemed to agree to their contents. To: Date: I confirm that we have agreed in principle with [name of bidding organisation], to deliver the following elements of the service described in their tender:Please list below elements of service to be delivered. Department for Work and Pensions

I have read and understood the specification for the elements of provision, which my organisation will deliver. I have agreed in principle terms of delivery for this provision and am content that reasonable and appropriate price and payment terms have been negotiated and agreed for delivery of these services. I confirm I have seen the full tender document (excluding any Commercial in Confidence information relating to other Providers) and am content with my role as described and with the terms I have agreed with the Prime Contractor. I confirm that the agreement in principle allows for my organisation to implement the appropriate level of planning and investment to deliver the service. In addition to the above I confirm that the agreement made is consistent with the general principles set out in the DWP Code of Conduct and the Merlin Standards.

Signed: Name: Name of Sub-contractor: Note: the person signing the letter should be authorised to sign contractual agreements on behalf of their organisation.

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Please submit the following as separate documents:

ANNEX 2 PART 5.2 MANAGEMENT STRUCTURE ORGANISATION CHART

ANNEX 3 PART 6.1a STAFF RESOURCES RESOURCE PLAN Redacted

ANNEX 4 PART 9.1 IMPLEMENTATION PLAN

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