Annex B Restricted Commercial PTD Questions Pertemps People Development Group CPA 14 – Birmingham and Solihull; Black Country Action: Please ent er your response af ter the rel evant PTD que stion and return to [re dac ted ] on your lett er head ed paper. If you are add ing any addi tional documents (e.g. a revised implementation plan), please ensure that they also have a signed and dated declaration statement attached. PTD Declaration I should like to clarify minor aspects of my offer to deliver the Work Programme in CPA 14 submitted in the tender document of 11 th February 2011. I agree should my clarification be accepted by DWP, I will be bound by all the details contained in the original proposal pack and to the additional points below. Part 4.1b (3): Service Requirement Could you please provide further details as to how your applied minimum service level within the customer journey will fully address the needs of all customer groups within the CPA? Please see Annex 1 attached PPDG Annex 1. Part 5.1: Delivery Strategy Can you please provide ass urance that the quality and availability of speciali st provision will be consistent across the entire CPA? Could you please provide a more detailed rationale to support why this delivery model is particularly appropriate for delivery within this CPA? Specialist Service Provision:Can you please provide assuran ce that the qual ity and availab ility of spec iali stprovision will be consistent across the entire CPA?PPD G pr ovi des ful l assurance tha t the Mat rix of Opp ort uni ty wi ll document the specialist services and providers available to all customers on the Work Programme. The Matrix enables PPDG to ensure that there is a full and consistent availability ofspecialist provision including drug and alcohol services; debt managements; housing services; childcare support; disability and occupational health assessments and self- employment advice. By utilising a Matrix we can ensure full service coverage for all centres; customer groups and geographies. It will be a single source of support
Action:Please enter your response after the relevant PTD question and return to[redacted] on your letter headed paper. If you are adding any additionaldocuments (e.g. a revised implementation plan), please ensure that they alsohave a signed and dated declaration statement attached.
PTD Declaration
I should like to clarify minor aspects of my offer to deliver the Work Programme in
CPA 14 submitted in the tender document of 11th February 2011.I agree should my clarification be accepted by DWP, I will be bound by all the detailscontained in the original proposal pack and to the additional points below.
Part 4.1b (3): Service Requirement
Could you please provide further details as to how your applied minimum servicelevel within the customer journey will fully address the needs of all customer groupswithin the CPA?
Please see Annex 1 attached
PPDG Annex 1.
Part 5.1: Delivery Strategy
Can you please provide assurance that the quality and availability of specialistprovision will be consistent across the entire CPA?
Could you please provide a more detailed rationale to support why this deliverymodel is particularly appropriate for delivery within this CPA?
Specialist Service Provision: Can you please provide assurance that the quality and availability of specialist provision will be consistent across the entire CPA?
PPDG provides full assurance that the Matrix of Opportunity will document thespecialist services and providers available to all customers on the Work Programme.The Matrix enables PPDG to ensure that there is a full and consistent availability of specialist provision including drug and alcohol services; debt managements; housingservices; childcare support; disability and occupational health assessments and self-
employment advice. By utilising a Matrix we can ensure full service coverage for allcentres; customer groups and geographies. It will be a single source of support
provision for all subcontractors with end to end responsibilities, accessible throughboth our client and supply chain management services. For self-employment supportwe have two nominated organisations Prince Trust and BES who offer full CPA
coverage (on their own sites and within PPDG’s/subcontractors’). They offer distinctservices for 18-30’s and 30+.
Inclusion of a provider and their service on the Matrix will only be possible once fullsupplier evaluation has taken place from PPDG’s central procurement team. Fullevaluation includes all due diligence checks; off-site visits; quality checks etc. Oncefull evaluation has been completed and inclusion agreed an individual Service LevelAgreement will be signed and agreed detailing all terms and conditions including:health and safety requirements; audit checks; service delivery details (type of service; frequency; delivery locations including any co-location schedule/terms) andterms of payment. Supplier Evaluation and SLA for each specialist provider will beregularly reviewed (at least annually) for on-going quality checks; reviewed payments
terms and subscription. This will ensure we continue to use effective, high qualityproviders of services required by our customers. At any stage a PPDG deliverymanager and subcontractor manager can raise a request for the provision of newservices in response to the changing requirements of the customer groups, labour market, economic – ensuring this Matrix is flexible and adaptable – supportingemerging requirement and harnessing new market entrants/service innovation.
Rationale: Could you please provide a more detailed rationale to support why thisdelivery model is particularly appropriate for delivery within this CPA?
69% of delivery will be carried out by PPDG. Existing delivery infrastructure,community presence, staff and local expertise makes this a logical and cost-effective
model that builds on what is already in place.
31% will be delivered by subcontractors where additional capacity is required interms of infrastructure, customer group expertise and delivery innovation. This splitwill ensure that that all end-to-end providers are located where they will have thegreatest impact (i.e. The Salvation Army will deliver in Halesowen and Stourbridgewhere there are higher levels of 50+ unemployment).
Many of our supply chain partners are also subcontractors for other prime providers.Discussions with each subcontractor have assured us that allocated customer volumes can be managed to a high standard alongside other commitments and
volume fluctuations for the duration of the Work Programme.
We believe this model is particularly appropriate to this CPA to ensure that thespecialist providers and services reflect local need and embrace the local evolution of services, rather than duplicating them. It will ensure that there is a consistent, qualityassured and shared service resource for all customer groups to be called on and off by all delivery staff (PPDG and the subcontractor) that is interactive, innovative,flexible and most crucially is localised. This builds on our previous experience of supporting a diverse caseload of different customer groups in contracts such asEmployment Zone, FND, New Deal and Flexible Routeways. It is a model that hassupported over 100,000 unemployed people and incorporates long standing effectiveand efficient relationships built over 12 years delivery with the CPA. It offers the
broadest and most flexible range of provision that is responsive to need; ensuring theservice is specific to individual need and offers cost efficiencies.
Could you please provide further details of the management structure within your proposed supply chain? Please include a detailed organisation chart for CPA deliveryto include locations and supply chain partners.
Can you provide details of the skills and management expertise within your proposedsupply chain?
Supply Chain Management Structure: Could you please provide further details of the management structure within your proposed supply chain? Please include adetailed organisation chart for CPA delivery to include locations and supply chain partners.
Supply Chain Skills and Management Experience: Can you provide details of theskills and management expertise within your proposed supply chain?
The Salvation Army:
The senior management team consists of the following:• Director of Employment Plus
• Mission Director • Deputy Director • Contracts Operations Manager • Employer Engagement Manager • Contracts Development Manager • Field Operations Manager • Social Enterprise Development Manager • Business Manager • Skills Development Manager
Each of the senior management team above come with a raft of experience within
their field, which contributes greatly to the success of the contracts.
The Contract Operations Manager (COM) will be responsible for the strategicoverview for the successful delivery of the contracts across all CPAs. This person willreport directly to the Director & Deputy Director of Employment Plus and the wider Executive team, which meet monthly to discuss contracts and performance. Regular meetings between the Contract Operations Manager, Directors and the ContractManagers will ensure that Prime Contractors/DWP/JCP issues are discussed andunderstood within the senior management team. The COM has worked within theWelfare to Work sector for a number of years and has vast operational experienceincluding coordination and management of staff teams to ensure delivery of highquality programmes and the achievement of financial, quality and performance
The COM will ensure that Contract managers (responsible for a geographical patch)concentrate on and place a high emphasis on both Contractual performance and dayto day management of the staff & delivery centres within their remit.
Recruitment is currently taking place for an interim Contracts Manager to oversee theimplementation and roll out of the Work Programme. We are seeking an individualwith excellent communication & organisational skills along with a proven 2 year minimum experience in operational management, preferably within the EmploymentServices and/or Learning & Skills sector. They must also hold an excellent trackrecord & experience of managing staff, working within partnerships, controllingbudgets and ensuring contractual targets are met.
The Contract Manager will be supported in year one (based on indicative numbers)by 2.5 FTE Principle Job/Life Coaches and 2.5 FTE Employment EngagementCoordinators, throughout the geographical delivery area. As a team their role will be
to deal with day to day concerns and issues, manage performance of delivery,ensuring compliance of data capture, Job & Sustainable outcome rates, contractvolumes and agreeing performance improvement actions where necessary. Theteams work will involve meeting with staff, undertaking quality and audit checks toensure compliance, and ensuring that targets are being met for outcomes andcontract volumes. The Contract Manager will interface with Primes/JCP staff local intheir delivery area, to respond to compliance and contract performance issues andagree appropriate actions. They will, in turn interface with the COM about how toaction any required improvements or changes.
The Employer Engagement Manager will have a national remit and be responsiblefor managing the employer facing functions of the Employment Plus Department and
provide leadership and guidance to all employer facing staff and supporting theContract Managers to achieve their targets. This role will be heavily focused ondelivering job outcomes, and will require close working relations with employers toidentify and create opportunities for paid work to enable us to reach our performancetargets and therefore increase income.
The Principle Job/Life Coach will have prior experience within a supervisory role andof working with unemployed people within the Welfare to work agenda. They will alsohave the ability to encourage, motivate and engage staff & learners, have planning,organisational, communication, inter-personnel and listening skills and be focused onquality and achievement of targets and deadlines.
Remploy:
Regional Director – [redacted]: As Regional Director [redacted] takes on theultimate responsibility in Remploy for the successful delivery of the contract.[redacted]has 23 years’ experience with Remploy and has a strong track record of working with jobseekers with complex barriers both into and in employment.
Operations Manager – [redacted]: As Operations Manager [redacted] assumesdirect responsibility for all of Remploy’s own provision within the CPA, and will beRemploy’s day to day contact with regard to the delivery element of the WorkProgramme contract. [redacted] has over 5 years’ experience of working for
Remploy in the contracted area, commencing his employment as a front-line
Employment Advisor and working his way up to Operations Manager - a post he hasnow held for over 18 months.
Regional Accounts Manager – [redacted]: [redacted] will lead on developingRemploy’s employer engagement strategy. She has significant and successfulexperience of working with employers to create the employment opportunities for Remploy candidates to be moved into. Having been with Remploy for over 6 years,[redacted] has line managed staff interfacing with employers across central Englandand will bring a strong employer-led approach to Remploy’s Work Programmeaccount management team. Prior to working for Remploy was a successful operator in the mainstream recruitment industry.
Partnerships Manager – [redacted]: In his role as Partnerships Manager, [redacted]will take on responsibility for ensuring that Remploy has an appropriate supply chainof support organisations in place to provide specialist support and barrier
management expertise to complement Remploy’s own service delivery.
Regional Development Manager – [redacted]: [redacted] has over 17 years’experience in Remploy of working with people with complex disabilities andsubstantial barriers to work. [redacted] will provide support, as required, to the WorkProgramme team advising on, and providing advice on specialist services for, WorkProgramme customers who require more bespoke or specialist support.
Business Development Manager - [redacted]: [redacted] brings unparalleledknowledge and experience of the third sector in Birmingham to Remploy’s team.[redacted] has now been with Remploy for 18 months. Prior to this he worked in asenior role for the for Jericho Foundation, during which time he developed good
working relationships with many of the Pertemps team that will be involved in theWork Programme prime contract. [redacted] role will be to provide support to theRemploy team and continue to develop the relationship between Remploy, Pertempsand other partners for future mutual benefit.
Outside of the CPA but still within the Regional team, there are two further Operations Managers – [redacted] and [redacted]. [redacted] and [redacted] areaccountable for service delivery in other areas of the Remploy Midlands Region andprovide experienced cover for key role should a contingency be needed at any point.
The regional team above will be complemented by support structures from
Remploy’s Head Office in Leicester.
i2i:
[redacted]: Managing Director - With over 15 years of International Managementexperience and a passion for helping individuals to develop, [redacted] has ledInspire 2 Independence (i2i) as Managing Director since its incorporation in 2004.With a clear understanding of the challenges and issues faced by businesses,employees and the unemployed, he has worked with Government Ministers,Stakeholders and partner organisations to develop highly innovative programmesand solutions. [redacted] has a clear vision of i2i’s place within the Employment,Skills, Training, Education and Recruitment sectors; guided by a firm belief in the
[redacted] - Commercial Director: [redacted] has a wide range of experience withinthe public and private sector, operating for 12 years in management roles. He hasworked extensively with mental health, homeless and unemployed clients, creating
innovative programmes, building confidence, motivation and improving self-esteem.[redacted] has dealt with the issues linking pre and post-employment training,addressing the balance of employers’ needs and skills shortage. [redacted] - Operations Director: [redacted] has an extensive background in theEmployment and Skills Arena; creating, setting up and managing a wide range of contracts to engage both employees and the unemployed throughout the UnitedKingdom. He has worked closely with senior managers from Jobcentre Plus, theSkills Funding Agency and Regeneration Partnerships to ensure all training exceedsexpectations. [redacted] has also successfully managed sensitive redundancyprograms with large employers creating a seamless transition for both employer andemployee. He has undertaken research locally and in North America focusing on first
class customer service and value for money. [redacted] - HR Director: [redacted] has 20 years Sales and Marketing experiencegained within the pharmaceutical industry. Over the last decade he has gainedextensive experience working in management roles with major National Accounts inthe Grocery, Pharmaceutical and Manufacturing sectors. He has developed anddelivered courses for both internal employees and external professional bodies,establishing and addressing client and employee needs and creating opportunitiesfor the development of individuals. [redacted] - Finance Director: [redacted] is a Chartered, Certified Accountant and isi2i’s Financial Director. He has a background in the training industry, manufacturing,
retailing, wholesaling, construction, and care industry. [redacted] has worked in boththe public and private sector and started his career working for local government. Hehas worked with the Jobcentre Plus and local colleges throughout England as well asspending time abroad with international subsidiaries, training staff at all levels,including foreign nationals in financial and legislative matters. He has personalexperience of both buying and selling companies. [redacted] - Performance Director: i2i’s Performance Director has over 14 yearsproven experience of working within the education, training and skills sector,operating on a national level. Her experience includes working to a range of fundingbody standards, including TEC, LSC, JCP,DWP,SFA, ESF, OLASS and Local
Education pre and post 16, she has been responsible for an extensive portfolio of provision including Welfare to Work and Work Based Learning. Prior to joining i2i,[redacted] worked as Senior Consultant for a national consultancy companyadvising Private Providers and FE Colleges across all funding streams andprogrammes.
[redacted] - Head of Operations: With a wealth of twenty-five years experience of employer engagement within the public and private sector, [redacted] has workedsuccessfully with many key employer accounts to meet their individual recruitmentand retention needs. [redacted] has previously enjoyed an extensive career withJobcentre Plus where she has a proven track record of managing teams to exceedtargets and developing effective employer engagement and marketing strategies to
achieve results. [redacted] is recognised nationally through DWP for her work with
employers and has led on sharing best practice on employer engagement tomaximise Provider performance.
[redacted] - Head of Business Development: [redacted] has worked withinemployment support for over 20 years. He has had jobs at a senior level in thePublic, Private and Third sectors. [redacted] is a signatory to the North EastRegional Economic Strategy 2006-2016. He has built and sold a commercialcompany and has formed a successful Charity. [redacted] has run a consultancybusiness and has administered two national third sector funding streams. He has aMasters Degree in Welfare Ethics and is working on a PhD in Unemployment. He ispassionate about the benefits that securing meaningful employment brings. [redacted] - Head of Sport and Public Relations: [redacted] played Professionalfootball for 20 years making over 750 appearances with York City, Sunderland,Crystal Palace, Derby County, Panionios (Greece), Darlington, Northampton and
Hartlepool. [redacted] represented England at Under 21 and 'B' Level. After retiringfrom football, [redacted] purchased a city centre hotel in York, which he hasmanaged for five years gaining experience in customer service. He has great mediaexperience, having appeared on many TV and radio productions as commentator and pundit. His role at i2i is primarily in the advancement of the 'i2i CoachingAcademy' initiative, drawing on his first-hand experience of the positive impact sportcan have on individuals, inspiring confidence and helping engage with the hard toreach.
[redacted] - Head of Operations: [redacted] has a background in theEmployment and Skills Arena, creating, setting up and managing a wide range of contracts to engage both employees and the unemployed throughout the United
Kingdom. He has worked closely with senior managers from Jobcentre Plus, theLearning and Skills Council to ensure all training exceeds expectations. [redacted]has worked in the industry for the past decade working his way up from deliveryleader to Operations Director before joining i2i in 2005 as a key member of the team. [redacted] - Head of Employer Engagement: [redacted] has 8 years retailmanagement experience in this time he developed and managed staff and the storeshe worked in. He commenced in the training industry 8 years ago, supporting anddeveloping people back into successful employment then 7 years ago becameinvolved in the employer engagement side of the business - engaging employers andsupporting them to develop training needs analysis. Working with a wide range of
employers including national and small to medium enterprises.
[redacted] – Marketing: [redacted] has been instrumental in developing a range of bespoke training programmes at i2i, drawing on over twenty years’ experience in thefield of education and training in the UK and South Australia. He has written threebooks, which have been published in the United Kingdom and United States and hasled the development of i2is distinctive marketing style. [redacted] - Head of Corporate Governance: Tim has substantial experience inmainstream education, culminating as head teacher of two schools over a ten year period. He has held a variety of teaching posts in North Yorkshire, the City of Bristol,the East Riding of Yorkshire and the City of York, as well as in Germany with the
Service Children's Education Authority. [redacted] also spent a number of yearsearlier in his career with a major UK Insurance Company involved in training and as a
regional sales manager. He holds first and advanced degrees from the University of Leeds.[redacted] - Head of Quality: i2i’s Head of Quality, Funding and Compliance, based
in the West Midlands, has over 15 years experience and expertise in managing allaspects of Quality, Funding and Contract Compliance within the education, trainingand skills sector. Her experience includes 11 years working for the LSC, followed by5 years working at a senior level with a Private Training Provider. Prior to joining i2i,[redacted] worked for a national organisation, advising both FE Colleges and PrivateTraining Providers on all aspects of funding and compliance within the sector.
All i2i Centre, Performance, Compliance, In Work Support and MI Managers will haveat least 2 years’ experience in Managing Training Provision either within a formaltraining environment or in the work place. They will have, or be working towards, atleast NVQ Level 4 in Leadership and Management and be dynamic, organised andbe able to show an understanding for the needs of customers, employers and
funding bodies.
Dudley MBC:
We are currently liaising with Dudley MBC our planned subcontractor regarding their position. It appears there has been a policy decision within the Local Authority not topursue Work Programme delivery. We are assessing the impact on our proposal butdue to the small scale of delivery, we are at this stage not seeking a replacementsubcontractor.
Supplementary Question 20/4/11 - Please confirm the current position relating to
Dudley MBC as a supply chain partner. In your response please include anycontingencies in place to deal with any delivery issues arising and your rationale tosupport the approach to delivery.
As confirmed at our meeting last week, where we issued the DWP team with a copyof the email from Dudley MBC, Dudley MBC have confirmed that it has been a policydecision to withdraw their offer to act as a subcontractor in our Work Programmeoffer. As set out in our contingency plans we have scaleable responses to effectivelymanage any change in our supply chain plans. In this instance due to the scale of delivery that is no longer to be supported by Dudley MBC (4% of attachments) PPDGplan to absorb the additional caseload into our own delivery responsibilities. PPDG
have the flexibility and resource to accommodate the additional through floweffectively.
Part 5.2 (2): Management Structure
Please expand on how Pertemps and your supply chain intend to work with keystakeholders out with the supply chain to provide an assurance that a robust andcoordinated approach will be in place.
Stakeholder Engagement – coordinated and robust approach:
Customer Relationship Management System (CRM) – documents and records allstakeholder relationships including stakeholder business contact; records of meetings and correspondence, and has an assigned primary and secondary ‘owner’.
The ‘owner’ will be agreed as part of the Supply Chain Management Processidentifying where strong links already exist within the provider network and identifyinggeographic appropriateness, i.e. so that the local WP provider manages the localisedlinks and/or where a strong pan-CPA link exists. This will ensure we build onestablished relationships and that we do not duplicate our efforts.
In addition to capturing local/CPA wide relationship management it will also captureattendance/membership of local strategy groups and conferences etc. Ensuring thatattendance is recorded and data/feedback are shared across the network includingrecording minutes; agendas; presentations etc. The CRM is a shared and interactivesystem to be used by all PPDG and Subcontractor staff to ensure we co-ordinate andshare stakeholder activity. This will be reviewed by the senior Strategic Committee
and Joint Contract Review Board.The system enables a full report to be pulled of all business relationships bystakeholder; geography etc., identifying the frequency of contact; duplication of activity and any gaps where business development activity needs to take place.
Joint Contract Review Board and Strategic Committee: both forums/meetings willhave a responsibility to review the overall business development strategy and ensurethat the approach is co-ordinated, robust, inclusive, strategic, localised andpurposeful.
Jobcentre Plus: the overall relationship with district staff and JCP/DWP contractmanagement will be the responsibility of PPDG with our senior executive team and
National Operation Directors attending the required communication meetings. Pleasesee below the various JCP stakeholder activities and the planned interaction fromPPDG and the Supply Chain
Contract Package Area Engagement Meetings: PPDG and Supply ChainManagers.Local relationship Management and Local Contacts: PPDG and Supply ChainManagers (this will be geographically led to ensure each delivery site and JCP havelocal links and relationships).Centralised and Streamlined Referral Process: Managed by PPDG’s centralcontact unit who will facilitate all referrals and supply chain distribution -provide one
single referral access point for all JCP staff across the CPA (this is based inBirmingham).On-going Contract Management: PPDG managers with the involvement andcontribution from Supply Chain managers/teams.
Whilst PPDG seeks to provide coordinated and seamless relationship managementwith JCP staff for the overall monitoring and management of the delivery, it isimportant to ensure that all local JCP have effective localised links with our and our supply chain’s delivery teams, with clear lines of communication.
Restricted CommercialCan you please provide information and evidence to support the rationale for thesuitability of your proposed management structure for this CPA?
Rationale for Management Structure: Can you please provide information and evidence to support the rationale for the suitability of your proposed management structure for this CPA?
The rationale for the proposed management structure within CPA 14 is based on thefollowing:
1) Previous CPA experience of working within Birmingham and Solihull (WorkingNeighbourhood Funds; Employment Zone; New Deal) and in the Black Country (NewDeal and Flexible New Deal). This is a proven management model that is able toeffectively monitor and manage the delivery activity of both PPDG delivery units andthose of our supply chain, ensuring that contract targets and quality standards are
met consistently across a diverse caseload and diverse communities and over arange of delivery teams. Proven structure that maximises staff satisfaction;operational efficiency and that best facilitates the optimum service and time spentwith customers.
2) Geographical relevance – the model offers appropriate localised management viaa Hub and Spoke delivery site model supported by a site level management structurethat manages individual business operating units. The allocated management role ateach delivery site ensures overall compliance to minimum service offerings andconsistent level service accessibility, availability and delivery but enhances this offer with ability to be locally adaptive and innovative. The higher level managementpositions including the Regional/National Operations Director ensure that there is
consistency and cohesion across all the CPA regions regularly reviewing localperformance individually and as a collective contract. The layers and sequence of management levels ensure that the structure and review process is scalable fromgrass root delivery to board level. Optimises ratios of managers/delivery staff.Provides clear delineation of management responsibilities and reporting lines.
3) Skilled and Experienced Senior Management Staff – the planned managementstructure features very experienced and expert business leaders and managers whohave managed the delivery of contracts across the CPA over 12 years. As such theyhave a robust understanding of monitoring, managing and driving up performance of payment by result contracts (including EZ and FND); have experience of ensuring
that all delivery regularly exceeds stakeholder expectations (demonstrated by our quality achievements, including OFSTED Grade 1 results in Leadership andManagement; Investors in People); and they hold local long standing relationshipswith Key Stakeholders including Jobcentre Plus; local Councillors; local authorityregeneration teams.
4) Robust and Proven Systems: the management structure is supported andcomplimented by a range of effective Management Information Systems andProcesses. These systems and their effectiveness can be seen through all our performance achievements. In the current FND DWP contract monitoring activities,PPDG is measured against 6 metrics of performance/data including referral/startconversions and in almost every measure we are one of the highest performing
providers, a testament to the effectiveness of our contract delivery and management.Our systems enable real time reporting of a range of established Key Performance
Indicators, at an individual staff member; delivery site; regional and national level.The ability to review performance and contract compliance on a timely basis ensuresthat our management teams are able to respond effectively, sharing best practise;
offering economies of scale and providing a responsive and flexible programme.
5) Centralised Management Structure in terms of support services (HR; PRaP;Finance; Health and Safety) ensuring those managing locally can focus their effortson delivery, local relationships and performance improvement. Removesadministrative burden from delivery staff, freeing them up to maximise the customer journey and experience.
Part 5.4 (2): Delivery Locations
Can you please explain why you believe the siting of your delivery premises are bestsuited to delivery to all customer groups in the CPA?
Work Programme delivery locations were selected following comprehensiveevaluation of JSA inflows across the CPA, which identified concentrations of customer groups to ensure accessibility/proximity of services to areas of greatestneed. Assessment of customer volumes, coupled with data taken form the Indices of Deprivation have ensured that all deliver sites (PPDG and subcontractors) arelocated in areas of greatest need and can bring wider benefits to local communities.For example, our Advancement Centre in Newtown provides a vibrant and accessiblefocal point which benefits not only PPDG customers but the whole community. Beingpart of local community reduces the stigma associated with back-to-work provisionand recruiting our Employment Coaches from the local community encouragesattendance and builds strong peer support for customers lacking confidence or motivation. Many of PPDG’s and our partners’ sites are already established and fit for purpose and their selected locations have proven to be critical to the success of previous welfare to work provision.
All delivery sites are recognisable and located on major transport routes and as close
as possible to Jobcentre Plus offices to minimise disruption for customers,particularly those with disabilities and limited travel horizons (i.e. sites that are withintheir comfort zone). These factors also assure that services are located close to keystakeholders, jobs and other local services i.e. healthcare, childcare that will enhanceand streamline the customer experience.
Part 5.5 (2): Volume Fluctuations and Customer Group Changes
Could you please expand upon your supply chain’s growth capacity and ability tocope with the financial changes that would occur in this scenario?
Financial Changes of volume fluctuations and customer group changes: Could
you please expand upon your supply chain’s growth capacity and ability to cope withthe financial changes that would occur in this scenario?
PPDG has undertaken full consultation with the proposed subcontractors and haveagreed a level of contracting that optimises their service offer, customer group
experience, established infrastructure and knowledge. The due diligence activity hasassured PPDG of individual contracting parameters for each subcontractor identifyingthe financial headroom and growth capacity for each organisation. This data andinformation have been built into both PPDG plans for managing market shift and inour robust contingency planning. In addition we have completed scenario planning aspart of the pricing proposal document which plans for alterations in throughflow, bothincreases and decreases, tested against the cash flow forecasts.Partners have identified contingencies including redeployment; recruitment; scalableproperty solutions that would be invoked to manage increase/decreases andcustomer group changes. The offer made with our original document represents thecollective approach to managing expanding/contracting business requirements. Thecontracting parameters/contingencies of each individual organisation are
commensurate to their level of subcontract and will be reviewed as part of the SLAon an annual basis.
Part 6.1 (1): Staff Resources – Staffing Numbers, Job Titles and Roles
[redacted]
Part 6.2a (4): TUPE – Managing the Transfer
Can you please clarify how you intend to work with existing employers to facilitate thesmooth transition of staff? In addition please outline the communication methods andchannels you intend to employ?
Existing Employers:Can you please clarify how you intend to work with existing employers to facilitatethe smooth transition of staff?
We have identified the incumbent providers/employers from whom TUPEundertakings may apply including:- Seetec- Four Star (although they are Work Programme Co-providers)- A4E
- Dudley MBC
PPDG has hosted a meeting with the Work Programme Co-providers (12th April2011) to agree the key issues and principles of the TUPE management exerciseagreeing roles; appointed points of contact and communication protocols betweenco-provider and existing employers. This will ensure a seamless and coordinatedapproach to TUPE management for all existing employers and their workforces.
Collectively the co-providers plan to host a meeting with the HR/management staff of the existing employers during the week commencing 18 th April 2011. At this meetingwe plan to agree as a collective the processes and key milestones for managing
TUPE activity which will form the basis of a TUPE plan. This will agree all actions;owners; timescales; communication protocols ensuring consistency and coordination
of activity. The plan will be reviewed regularly via further meetings andcommunications including email; telephone/video conferencing etc.
PPDG will manage all existing employer and co-provider communication on behalf of its supply chain until the TUPE distributions between PPDG and our supply chain arefully known.
At present we are unsure of the TUPE implications on the DWP ESF FlexibleRouteways contracts but as a subcontractor to the incumbent Shaw Trust we havehad preliminary discussions. A question has been logged formally via the TUPEemail process.
Communication Methods/channels:In addition please outline the communication methods and channels you intend toemploy?
The plans will include all communication protocols which will include strategies for the following channels:
Internal Existing Employees – from PPDG’s/subcontractors’ existing staff, includingmanagers and HR coordinators.
Internal Employees – for all PPDG management, delivery and central serviceteams.
Existing Employers – for incumbent providers’ HR teams and their staff
Co-providers – to co-ordinate all communication and TUPE management activity
Supply Chain – to impart information regarding TUPE liability at the supply chainlevel with our Subcontractors
Communication Methods include:- Meetings and focus groups- Conferences- 1:1 and group consultation sessions- Frequently Asked Questions – Q and A log- Email lines of communication- Information cascades on PPDG’s intranet and Supplier Extranet- Supply Chain Management Review Meetings and case conferencing- Internal PPDG FOCA meetings
- Newsletters and individual correspondence- Business Breakfasts- Pension Workshops- PPDG Annual Staff Conference (15th April 2011)- Off/onsite visits (with existing employers)
Part 6.2a (5): TUPE – Managing the Transfer
Can you outline how Pertemps intend to ensure TUPE compliance within your proposed Supply Chain?
Supply Chain TUPE Compliance: Can you outline how Pertemps intend to ensureTUPE compliance within your proposed Supply Chain?
TUPE arrangements for each subcontracting organisation will be assured via our Supply Chain Management Framework which includes adherence to the agreedTUPE protocols/compliance requirements as defined in each individual Service Level
Agreement. The SLA will define the agreed behaviours and activities for TUPEundertaking aligned to those operated by PPDG.
The SLA and TUPE actions will be monitored as part of the implementation plan witheach subcontractor and will be monitored and supported by PPDG’s HR team.
Part 6.2b: TUPE – Managing the Transfer
Please clarify which aspects of TUPE regulation Pertemps understand will beapplicable to this requirement.
PPDG understands that all aspects of TUPE regulation requirements are applicable
in these circumstances. This is as a result of there being a relevant transfer due to aservice provision change from existing contracts to Work Programme.
Part 8.1a: Performance – Rationale
Could you please provide further detail on how you intend to achieve the 98%attachment rate on which your offer hinges and how you have derived your performance offer? In addition to the “Job Survival Kit” can you detail what other support and activitieswill be available to customers to help them sustain employment?
Please give details of processes to be put in place to allow the service delivery modeland supporting supply chain to evolve and develop to meet the performance leveloffered.
Attachment and Performance Offer:Could you please provide further detail on how you intend to achieve the 98%attachment rate on which your offer hinges and how you have derived your performance offer?
The offer of 98% attachment is based on the following:
- Analysis of 12 years delivery experience and performance for mandatory andvoluntary caseloads within the same geography. Specifically referral to startconversion rates, which in or current FND contract is between 96-98% on average, ina predominantly rural delivery area and diverse geographies. Our 12 years’interaction with customers has identified what potential barriers to attendance maybe.
- A proven centralised warm handover process that removes barriers to attendanceincluding the distribution of customers to locally suitable delivery sites. The warmhandover enables PPDG to identify and plan for any issues that may affectattendance (childcare; travel costs and/or limited awareness of travel routes; careresponsibilities; comfort zones and confidence).
- Localised and accessible delivery sites – PPDG and its subcontractors haveestablished reputations within the CPA with recognisable sites. Sites are on mainarterial transport routes with most located in close proximity to Jobcentre Plus offices,
aligning presence with local hotspots of need (reviewed against NOMS Claimantdata). The rationale behind our location strategy is to build upon and maximise theuse of existing recognised local venues within customers’ local communities.
- Provision of travel routes and Day Savers for local bus companies
- Driver pick-up service will ensure access/attendance for customers with mobilityissues or limited access to public transport.
- Provision of children’s play boxes and high quality childcare IAG
- Offer of JCP awareness sessions and hot desking – staff who support JCP
colleagues to prepare customers for their referral. This has been particular effectivein supporting the Job Seekers Support Offer in some JCP Centres whereby PPDGstaff work with JCP conducting ‘handover’ interviews (three-way warm referral) andholding pre-induction activities as customers near their point of referral (hotspot).
- Ability to be flexible and hold attachment activity in other local community venuesi.e. Sure Start centre and Neighbourhood Offices.
Job Sustainment and Career Advancement Model (Hayley to use STD material):In addition to the “Job Survival Kit” can you detail what other support and activitieswill be available to customers to help them sustain employment ?
In addition to the Job Survival Kit, PPDG and our subcontractors will offer thefollowing activities and services to assure job sustainment:
Pre-placement support:- Employment Coaches will identify fundamental barriers to employment and supportcustomers to overcome these before/alongside preparation for employment. Anintegrated and flexible delivery model will allow customers to access a range of specialist support both during and Work Programme and once in employment,including skills development/qualifications, healthcare, childcare, budgeting and debtmanagement. Having these support networks in place will reduce attrition byaddressing issues as they arise.
- A “Keeping Your Job” course will equip customers with key skills and tools tomanage the transition to work and succeed once in work, including effectivecommunication, customer service, emotional resilience, managing expectations andfirst impressions.
- Work trials/tasters will set realistic expectations of work, develop work ethic andimprove customers’ confidence in securing and sustaining in a job.
- Developing job search efficacy to ensure effective job matching between customersand employing organisations will ensure that customers can progress and develop ata pace that is commensurate with the needs and aspirations of both parties. For
example, customers with management aspirations may be placed in a high growthsector with ample training and development opportunities.
- Sector/employer-led routeways developed in partnership with employers will equipcustomers with the underpinning knowledge to enter and progress with their chosen
employer.
Post-placement support:All customers will have a dedicated Employer Liaison Co-ordinator (ELC) who will beresponsible for their retention. The ELC will work with individuals and employers toaddress any arising issues and to develop an in-work development plan that supportsthe aspirations of both the customer and employer.
PPDG has recognised that the skill set required to support customer retention for upto 24 months is different from that required by an Employment Coach, requiring amore in-depth understanding of the labour market and a qualitative rather thanquantitative approach to job brokerage. As a result, we are currently developing an
internal staff training model that will equip ELCs with the skills required to supportcustomers and employers to achieve Job Sustainability and Career Advancement.ELCs will play a multi-faceted role that includes business support and job creation,ensuring opportunities for future customers. The model will allow ELCs to providethe following interventions/services that are designed to ensure customer retentionand advancement (non-exhaustive):
For customers:- Provision of up-to-date labour market information to ensure job goals remainrealistic and can access emerging job opportunities.
- Case management of customer in work, including flexible out-of-hours support.
Recognition of customer needs and providing appropriate support (needs only, light-touch and enhanced).
- Signposting to specialist support including additional training, AACS.
- Careers guidance, including in-work development plan developed in collaborationwith the employer, understanding that “advancement” will mean different things todifferent people (i.e. personal advancement and/or professional advancement).
For employers:- Understanding of job/person/organisational requirements to assure effective
matching (Organisational Needs Analysis).
- Signposting/advising on business support including production of business/growthplans, financing, capacity building.
- “Train the Trainer” for staff within the employing organisation to ensure they areable to effectively mentor and support customers with their career advancement. Thiswill help reduce the stigma for customers by limiting intervention from the WPprovider.
- Facilitate access training and via external or PPDG/subcontractor provision,including sources of funding.
- Advice and support to SMEs including HR consultation, job enlargement/enrichmentand job rotation to make best use of resources in support of growth and supportcustomers’ advancement.
Continuous Improvement Model – Performance level:Please give details of processes to be put in place to allow the service delivery model and supporting supply chain to evolve and develop to meet the performancelevel offered .
PPDG and our supply chain partners have/will put in place a number of activities andcontingencies to evolve and develop our delivery model and supply chainarrangements in order to meet our proposed performance offer.
For example, based on previous delivery experience we can assure an incrementalperformance offer that improves over time as processes are established,
relationships are developed and best practice is applied as standard. Both PPDGand our supply chain have in place existing and proven models of delivery where wehave incrementally raised performance and contract efficiencies during theevolvement of the contract.
In addition, our Business Development and Employer Engagement teams willundertake robust Labour Market Intelligence monitoring and economic recoveryplanning to identify local employment and growth priorities that will provide jobopportunities for customers. This will involve working with employers tosignpost/advise on business growth for example via business planning, jobenlargement and capacity building, linking to Regional Growth Funds; this willfacilitate local business growth, increase job opportunities/sustainment and allow us
to secure future/repeat vacancies.
Key to our performance is providing customers with the right skills, attitudes andexpectations for the labour market. Personal and social development, employabilityand sector-specific training modules/qualifications will support customers to identifyand apply for realistic and achievable opportunities with local growth markets.Managed by a dedicated Curriculum Development Manager, our training offer willevolve in response to emerging needs and sector priorities to ensure customers havethe most relevant and up-to-date skills and knowledge needed to access local jobs ina flooded labour market. Modules will be accessible across the supply chain via theMatrix of Opportunity.
The Matrix of Opportunity will also evolve in response changing requirements of thecustomer groups, labour market or economy, to ensure the right services areavailable at the right time and to harness new market entrants/service innovation.This will be of particular significant following changes in market share i.e. a need for partners specialising in specific health issues.
Expanding/contracting of services in response to market flux will be managed viaestablished contingency protocols, flexible staffing, premises and activity timetabling.Our ability to ramp up/down activity will ensure effective management of resourcesacross the supply chain, ensuring quality of service is maintained and outcomesachieved.
Established processes, partnerships and standards will be accessible to allsubcontractors via the Supplier Extranet and performance reviews/steering groups.This will ensure that best practice and knowledge are shared across the supply,
ensuring the most successful and effective practices/linkages are available to allWork Programme customers.
Part 9.1: Implementation Plan
Can you please supply a revised detailed implementation plan which specificallyrelates to the CPA. You should include critical path and named roles andresponsibilities where appropriate?
Please see attached
Signed: [redacted]
In the capacity of: Global Chief Executive Officer
