359. CPA16: Best (Business Employment Services Training Ltd) - Tender 13.6.11 KB

8/3/2019 359. CPA16: Best (Business Employment Services Training Ltd) - Tender 13.6.11 KB

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RESTRICTED COMMERCIAL IN CONFIDENCE

EMPLOYMENT RELATED SUPPORT SERVICESFRAMEWORK AGREEMENT

MINI COMPETITIONS FOR THE PROVISION OFTHE WORK PROGRAMME

Invitation to Tender Form

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Tender Round title: The Work Programme

Organisation Name: Business Employment Services Training Ltd (BEST)

Lot: Lot 8 Yorkshire & the Humber

Contract Package Area (CPA): CPA 16 West Yorkshire

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PART 1: ORGANISATION DETAILS

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

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

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

Business Employment ServicesTraining Ltd (BEST)

Trading Name (if different from above):

Company Registration Number: 2268665

Company Registered address: Warwick House, Wade Lane, Leeds,LS2 8NL

Head Office Address, if different:

VAT Registration Number: 804 853233

Website Address (if any): www.best-train.com

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

Name and Job Title of main contact: [REDACTED]

Address: [REDACTED]

Telephone no: [REDACTED]

Mobile telephone no: [REDACTED]

Fax no: [REDACTED]

E-mail address: [REDACTED]

Alternative contact Name and Job Title: [REDACTED]

Address (if different from above):

Telephone no: [REDACTED]

Mobile telephone no: [REDACTED]

Contact e-mail: [REDACTED]

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mailto:[email protected]://www.best-train.com/mailto:[email protected]://www.best-train.com/


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PART 2: TENDERER DECLARATION

[2.1] You must complete this Declaration by Tenderer. Failure to include this declarationmay result in your bid being disqualified.

To: The Secretary of State for Work and Pensions

For the benefit of the Department for Work and Pensions, we hereby warrant andundertake as follows:

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

2. We have completed and submitted all information required in the Invitation to

Tender Form in the format and order required.

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

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

Scanned Signature: [REDACTED]

Date: 12/02/2011

Name:[REDACTED]

Job Title:Managing Director

Duly authorised to sign Tenders on behalf of:

Name of Organisation: Business Employment Services Training Ltd (BEST)

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PART 3: THE WORK PROGRAMME CALL-OFF CONTRACT TERMS ANDCONDITIONS - ALTERNATIVE AND/OR ADDITIONAL CLAUSES

[3.1]

3.1 The terms and conditions of The Work Programme will be the Standard Call-Off

Terms and Conditions (set out in Schedule 4 of your Framework Agreement), asmodified by The Work Programme service requirements (The Work ProgrammeAdditional Requirements).

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

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

Comments on The Work Programme Additional Requirements: -

MINI COMPETITION ADDITIONAL REQUIREMENTS (For Framework SupplierComments only)

No. of the clause(s) youwish to amend

Proposed amendment with proposed wording

N/A

Other than those provisions identified above, Business Employment Services Training Ltd(BEST) confirms that it has reviewed the Call-Off Terms and Conditions for The WorkProgramme and agrees in principle to each of their provisions.

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Name:[REDACTED]

Scanned Signature: [REDACTED]

Position:Managing Director

Telephone No:[REDACTED]

Date:

12/02/2011

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

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PART 4: SERVICE REQUIREMENT

NOTE: MINIMUM SCORE APPLIES TO ALL QUESTIONS THAT ATTRACT A SCORE WITHINTHIS SECTION. BIDS SCORING 2 OR LESS ON ANY QUESTION WITHIN THIS SECTIONWILL BE REMOVED FROM THE COMPETITION. PLEASE NOTE SCORES ATTAINED INTHIS SECTION MAY ALSO BE USED IN A TIE-BREAK SITUATION WHERE APPROPRIATE.

[4.1] Customer Journey - Process

Please submit a process map showing the proposed end to end customer journey(s) andattach the process map as Annex 1.

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

Please note your response to this question will not be scored but will act as areference point for the scoring of questions 4.1a and 4.1b

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

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

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4.1 Meeting the needs of different customer groups:- Our transformational thinkinghas created a model which we believe is the best solution for the West Yorkshire (WY)CPA. Personalisation is the key to our model and our journey will provide an individuallytailored set of activities and interventions for each individual accessing the WorkProgramme (WP). Our journey includes a range of core functions and activities that will bedelivered consistently across our end to end supply chain. We have further identified a

range of solutions to address the specific barriers that are demonstrated across some ofthe specific customer groups. We have engaged with a range of specialist providers todevelop a package of flexible solutions which can be accessed throughout the customersjourney both pre & post employment through our Prospectus of Vocational Development& Support. This innovative & comprehensive package of opportunities integrates barrierremoval activities and additional sector specific training opportunities with the core stepsof our WP customer journey.The Prospectus of Vocational Development and Support ProspectusAs demonstrated in our process map, our Prospectus provides a range of pre and postemployment training and support that can either be accessed at specific points in ourmodel or throughout the entire journey. Divided into two services, our Prospectus

provides a targeted support through specialist interventions and sector specific trainingand development that will enhance our core offer. Radically expanding previous welfaredelivery we have commissioned specialist providers to support the specific needs of thecustomer groups accessing the WP. We have ring fenced a budget for the Prospectuswhich will be accessed by all Works Works end to end subcontractors ensuring that theProspectus activities are available consistently across the supply chain. Throughout ourdescription of the customer journey we have included examples of how Prospectusactivities will integrate to our core services. We have further strengthened our offer byaligning our WP service to existing provision delivered across the CPA. Comprehensivedetails including referral mechanisms will be held in our BEST Friend Directory andavailable across our supply chain.Process Map Step 1 Customer Service Centre - Programme EntryOur Engagement Coordinators will specifically market our service across the CPA to theIB and IS customer group. By applying our stakeholder engagement policy we willengage with referral agencies including third sector organisations and Jobcentre Plus(JCP) to ensure participation from customer group 8. All referrals will be managed by ourdedicated Customer Service Centre. Staffed with a team of dedicated Customer ServiceConsultants (CSCs), this service will be responsible for initial contact to all customergroups. Within 48 hours of PRaP referral a CSC will call the customer and complete aninitial discussion which informs the allocation of customer to the appropriate end to endpartner & starts to build ourSector Focused Action Plan (SFAP). This discussion will

identify previous & current employment capabilities, physical or mental health conditionsand/or disabilities and identify potential barriers that are stopping the individuals progressinto work. Work history, sector and job role ambitions will be identified in preparation forfurther exploration when the customer meets with their personal Work Coach (WC). Fulldetails of the initial discussion will be input into the SFAP. This will be available uponrequest and used to register the attachment fee. The enhanced software of our WebyetiMI system will provide the CSC with details of availability & caseloads for each WorkCoach for allocation purposes. Customers will be allocated to sector specific workcoaches including self Employment dependant on their preferred sector. Providing peersupport and allowing us to tackle wider family barriers the CSC will explain the serviceoffered and will encourage customers in groups 3,4,6,7 and 8 to consider bringing a family

member to their first meeting. We anticipate increased joint and family referrals during thelifetime of the contract.Process Map Step 2 Work Works Zone Induction & Registration

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4.1 (continued) The WC will contact the customer the day before their visit to introducethemselves & confirm the initial meeting details. The registration/Induction meeting will bescheduled for one hour and will build further detail to the SFAP providing the WC with theopportunity to explore the customers personal & work history. At their induction andregistration meeting all customers will undertake a range of diagnostic tests to inform ourinitial assessment. Our model features a range of diagnostic tools that will be applied

differently depending on each customer group. The Rickter Scale will be the ongoingassessment tool for our hardest to help customer groups. Recognising that not all of ourcustomers face such significant barriers, JSA 18-24, JSA 25+ IS, IB & ESA volunteers willundertake a comprehensive range of diagnostics that will focus on what the individual cando. It will identify customers that can fast track straight into our BEST Match Agency.Initial assessment will also include diagnostics on the customers IT skills. All WCs acrossthe end to end supply chain will have a sector specialism and will be IAG qualified to aminimum of level 3. As a result of our comprehensive initial assessment and actionplanning the WC will identify the type of opportunities appropriate for each customer intheir preferred sector and agree appropriate steps. We will identify any concurrentactivity, either barrier removal or sector focussed, that can be delivered through our

Prospectus alongside our Work Works Core Employability Training. All activities will beagreed and recorded in the customers SFAP. Where we deem any activity mandatory foran individual customer, this will be clearly explained and recorded in the SFAP.Activities to Support our Customer Journey:- Wrap Around Support for Life:-Some Prospectus interventions will be tailored to the needs of individual customer groups& delivered throughout their WP journey. Examples of funded interventions we havecommissioned as part of our Prospectus include: Condition Management:- We willprovide an integral service across the Work Works providers for ESA & IB customers.Utilising our qualified subcontractor, Condition Management Partners, we will provide aMental Health Nurse & Physiotherapist to tailor solutions for this customer group.Cognitive Behavioural Therapy, Brief Solution Focused Therapy and MotivationalInterviewing techniques will be delivered to support the outcomes of Occupational Healthassessments & will be provided both pre & in employment. Drug & alcohol issues, exoffenders & homeless specialist IAG support will facilitate the removal of these barriers,delivered through a specialist Key worker from Forster Community College. FinancialInclusion & Debt Advice:- We have subcontracted with Citizens Advice Bureau (CAB) toprovide a dedicated Caseworker who will work across our end to end supply chain.He/She will run specific preventative surgeries covering the most frequent issuescustomers face, as well as providing direct advice to customers in severe financial crisis.Additionally, the BEST CAB Caseworker will deliver training sessions across our supplychain to our frontline staff, ensuring that Work Coaches are aware of how to avoid debt

issues as well as how to address them, both pre and post (during) employment.Enhanced IT WEBYETI software to support the customer journey:- Each customerwill be given an individual IT portal licensed account where they will be able to managetheir CV and job search activities. The portal will facilitate a range of innovative addedvalue interventions including: Access to information on a range of personal developmentskills; sector specific interactive learning modules; on line training courses &qualifications; employment advice & guidance, as well as access to the range ofplacement & job vacancy opportunities available. Customers can access additionalsupport tools as they demonstrate increased confidence & abilities across a range of life &employment skills including, access to the full range of BEST ring fenced vacancyopportunities available as they move into our BEST Match Recruitment Agency.

Process Map Step 3 - Work Works Preparation Zone - Core Employability TrainingThe Work Preparation Zone Employability Training Offer will provide a prospectus of shorttraining interventions which will build extensive development opportunities delivered in

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4.1 (continued) step with each customers development path. It will also provide anInduction module for all customers covering our H&S practices, complaints procedures;facilities & menu of interventions both pre & post work; & a review of our minimum servicedelivery level commitments.Training modules will be delivered in 0.5 2 day sessionsfrom a rolling menu of delivery across the centres. Customers may attend the sessions inthe order that is most appropriate to their development path. Subcontractors will be

supported with delivery materials, session plans & training delivery techniques to providea consistent training offer across the partnership. Customers assessed as having limitedIT skills will complete a half day module, training them on the features of our IT Portal.The complete curriculum of Work Preparation Zone Opportunities will include: ThePromote Yourself Syllabus modules in this course include Take Stock of YourSkills & Experience; Lone Parents Discover Yourself; Prepare your CV; Develop yourCV; Improve your CV; How to Use The Telephone To Apply for Jobs; Writing Letters toEmployers-How Do I Do It?; How To Complete an Application Form? (inc. On line);Interview skills?; IT for beginners; Word; E-mail & the Internet; Literacy, Numeracy &English basic skills for work. The Get and keep that job Syllabus - modules in thiscourse include How Do I Find A Job?; Communicating With Employers; How To Present

Yourself; What An Employer Needs From You includes presentations & mock interviewfrom participating local employers (currently including Tesco, B&Q, & Netto). Better off inWork Calculations, what are you entitled to?; Money Management incl. transition frombenefits to salary; CAB delivered preventing debt in work programme. SelfEmployment Syllabus:- Our Self Employment WCs will deliver Starter modules on a 6weekly cycle to include: Concepts & a Unique Selling Point; Structuring a Business Plan;Banking & Finance; Tax & NI; Sales & Marketing; Planning for Growth.Work Preparation Zone Work Experience: - To enhance our training offer we will offer arange of work placements with particular emphasis on the priority sectors in WY and thecustomers preferred sector. Opportunities will be generated via two targeted channels: viaour Best Match Recruitment Agency and the direct employment links our WCs have fromtheir active in work support. Each centre will have a Work Preparation Co-ordinator inpost who will co-ordinate these opportunities for the customer. Sector SpecificVolunteering:- We will continue to offer added value by offering volunteering opportunitiesacross the CPA. Specific conservation and regeneration projects will be sourced and willbe available to all customer groups. This service will specifically support the hardest tohelp e.g. those with drug and alcohol dependencies, ex offenders, NEET, homeless &those with mental health issues. These placements are bespoke and will include outdoorconservation at Nostel Priory, British Waterways, Featherstone Rovers. We will widenopportunities by aligning our services via our Best Friend Directory with organisationsoffering volunteering opportunities in WY such as BTCV, Wakefield District Housing and

Groundwork UK.Integration of our Prospectus of Vocational Development & SupportIn addition to the existing support services offered, as customers refer into step 3 of ourcustomer journey they will be able to access the range of additional sector focusedtraining and development activities available through our Prospectus: Prospectus SectorRouteway Training:- Together with two partner organisations, Hargreaves Training &Real Time Training, BEST will fund and deliver sector specific vocational learning in thefollowing Yorkshire & the Humber priority sectors: Retail; Hospitality; Logistics; Care;Energy & Utility; Food & Drink Manufacturing; Security & Construction. Courses will bedelivered on a 1-3 week duration & will provide a sector related focus to the transferableskills employers are looking for in these sectors. To further enhance our Sector Routeway

Training our Sales Director and his team of Business Development Executives will beworking to secure large scale vacancy opportunities across the CPA. For large scalevacancies we will involve the employer in shaping the sector routeway course to their

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4.1 (continued) specific values and will deliver Pre-Employment Training (PET). WhereWP customers engage in PET programmes they complete comprehensive training andwill be guaranteed an interview with the recruiting employer.Aligning to wider networks with our BEST Friend DirectoryWe will strengthen our core work placement and volunteering opportunities withorganisations offering a range of activities across the CPA. Personal Support &

Development:-Engaging and aligning with educational & community specialists we willoffer a range of training & qualification interventions that will further equip customers totransform their lives. This will include the delivery of basic skills, ESOL; short courses &vocational learning through FE provision & Apprenticeships. We will encourage allcustomers to access SFA funded skills provision including basic literacy, full first level twoqualifications and for customers 18-24 a full first three qualification. Self Employment(SE) Training:- In addition to our core SE training we will align & refer customers to thereplacement Business Link services (on line & telephone contact centre & BusinessCoaching for Growth Service), Chambers of Commerce & WY Enterprise Agency. Wealready have an established relationship with the Princes Trust in WY who we will engagewith to tailor solutions for eligible young people, particularly NEET customers in the JSA

early access customer group. Ongoing Review:- Providing a critical minimum servicedelivery commitment, customers will be reviewed via face to face intervention with theirWC throughout their journey every two weeks. The critical theme throughout the reviewwill centre on the customers job search progress. As customers move through the stepsof the journey they will be increasingly encouraged to undertake supported job searchactivity. The sector focus of our WCs will deliver constructive advice on job searchactivity at review and agree proactive steps for each individual. Reviews will includeongoing evaluation of the customers skill levels and identify further development activityfrom the Core Work Preparation Training offer and Prospectus. The review process willexplore and agree the progress made to date and will identify the necessary further stepseach customer needs to undertake. In recognition of the additional support customers ingroups 3,4,6,7 & 8 will need, they will have an additional weekly contact meeting. Forthese customer groups the bi weekly review will use the Rickter Scale assessment andaction planning tool to assess progress and measure distance travelled. Actions for allcustomers will be agreed and recorded in the SFAP. Our WCs will determine someactivities to be mandatory for JSA and ESA WRAG (with exceptions) and this will berecorded in the SFAP and agreed with the customer. During review we will consider anyconditionality issues and advise JCP where we identify any concerns regardingcompliance.Process Map Step 4 - The Work Works Zone Best Match AgencyOperating as the face of the BEST WP offer, ourBest Match Agency will provide highly

responsive recruitment activity for the CPA. Customers can be fast tracked (See ProcessMap) into the Agency element of our provision at any point in their journey when they areassessed as ready to start work. Led by our Sales Director, our Business DevelopmentExecutives (BDEs) will work with local regional & national employers to deliverrecruitment and retention solutions to employers across the CPA. Working with ourRecruitment Consultants (RCs) our BDEs will translate these high level commitmentsinto large scale placement and vacancy opportunities. Developed from High StreetRecruitment expertise our RCs will man their own sector led Recruitment Desks whichcustomers will access dependant on their sector preference. Ensuring continuity of oursector specific approach, both WCs & RCs will be sector led & linked to each other interms of work flow from their corresponding sector. Prior to referral into BEST Match

WCs and RCs will discuss the most appropriate roles and employers for each customer.RCs will meet with all referred customers within 10 days of referral into BEST Match. TheRCs will match job ready customers to vacancies from the following dedicated sectors:

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4.1 (continued) Care; Hospitality/Leisure; Admin; Retail; Logistics; Manufacturing (inclFood & Drink) Construction, Call Centre & generic/emerging sectors. As customers moveinto BEST Match their IT portal access will be extended. The sophistication of the systemwill automatically create a basket of all the current suitable vacancies that match thecustomers profile. All vacancies will be managed by a RC and customers will be able toview the full details of the position and register their interest in the vacancy. This

automated job match service will enhance the RCs ability to match customers to our ringfenced vacancies and arrange interviews or working interviews for customers. Allcustomers will have a pre-selection interview with their RC before interview. This willallow us to discuss the post in detail and prepare the customer for interview.Process Map Step 5 - In Work SupportFollowing the individualised nature of our model, in work support will be delivered atdiffering levels based on the customers training and skills development needs, healthconditions & personal barriers. Integrating the Prospectus of Development & Supportin work:-The critical feature of our in work support package is the ongoing availability ofthe wrap around interventions of the Prospectus that we have demonstrated throughoutour customer journey. Our model plans for the delivery of increased access to some

services as customers enter work and during their early weeks of employment (ConditionManagement & Debt Advice as examples). The integration of this increased activity isvisibly demonstrated within the process map in Annex 1. Entry to Work:-All customerswill be seen or called by their WC the day before they start a new job to make sure theyare fully informed of all the details and know where to go, who to report to and what towear. This will provide a last minute reassurance and confidence boost. The WC will callat the end of the customers first day at work and chat through the day and any issues orconcerns the customer may have. Where a customer has completed an OccupationalHealth assessment we will meet the customer & employer on their first day to ensure allagreed reasonable adjustments have been made. For some ESA/IB customers we willhave identified a work plan with the employer involving a graduated work start, with a viewto work-hardening, & symptom management during this period. Customers with mentalhealth issues will have received full support from our condition management specialistsCondition Management Partners (CMP), available through the Prospectus. Their entry toemployment will be tailored to their individual needs. For all customers we anticipateincreased access to our debt advice service as customers with debts need to re-negotiateloan repayments. This will be managed by our WC and CAB dedicated case worker.Specific relevant Scenario Planning will feature throughout the WC and customerdiscussions, in order to avoid job losses e.g. how customers can avoid not having enoughbus fare to get to work. Ongoing In Work Support:- We will provide high levels ofsupport by offering bi-weekly contact time for all customers. ESA/IB customers with long

term health conditions will have a formal progress review every 6 weeks in the first 6months of employment. All in work reviews will be tri-partate with the WC, customer &supervisor. The bi weekly contact time (and where applicable 6 weekly progress reviews)will ensure we can increase or decrease the range of activities available through ourProspectus and Best Friend Directory as the customers needs change. Activities andinterventions can be delivered in work or in centre dependant on the individual. Our CSCwill manage a dedicated Customer Advice Line. Access to all services delivered by ourCSC will be available 7 days a week between the hours of 8 am 9.00pm ensuring wecan offer further in work support through accessible advice and guidance on a range ofemployment/personal issues and further support services. Extended opening times willfurther facilitate our comprehensive in work support offer (BEST will open Mon-Sat 9-5 in

every district). Managing Long Term Employment Ambitions:- While customers are inwork, our WC will continually support career development with referral back to our BESTMatch Agency to facilitate job matches internally or externally to new positions.

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[4.1a] Customer Journey - Rationale

Please describe in detail:

your rationale for your proposed Customer Journey(s) detailed abovein 4.1 within this CPA; and

the benefits to the individual customer groups of this approach.

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

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4.1a Our rationale is based on three fundamental principles: the conviction that WorkWorks and that work is good for you; the commitment that a Sector Specificapproach is the best solution across the CPA; and the commitment that consistencyof support for the individual is a critical factor.Consistency is key. We have created a resourcing model that enables customers toretain the expertise of their dedicated sector specific Work Coach (WC) throughout their

long term journey both pre and post work. Our rationale is based on our conviction thatcontinuity is a key benefit to each of the eight customer groups but is particularlyimportant for customers with significant multiple barriers (i.e. Ex IB, ESA Flow and JSAseriously disadvantaged). WCs supporting these customers will have lower (50-1)caseloads in order to facilitate the high level investments in time and resource that arerequired to provide long term solutions for these individuals. Our case managementsoftware includes the sophistication to support this commitment by planning andmanaging WC caseload capacity according to customer group and locality.Our Sector Specific Delivery Model:- What differentiates our model is the sectorspecific focus, which will be delivered pre and in employment by sector led Work Coachsand our dedicated BEST Match Agency.Rationale:-Our motivation for a sector specific

focus has been drawn from our expertise in supporting employers across the CPA forover 23 years. We plan to create a service which continuously aligns itself againstregional and local economic priorities and mitigates against the risk of over dependencyon declining sectors. Embedding this model across the supply chain is the right solutionbecause it will deliver targeted employer engagement activity, maximising the range andvolumes of vacancies available to customers in every locality. We know this type ofprovision works from our supply chain experience of delivering DWP & SFA sectorspecific programmes. Performance across previous programmes has been consistentlystrong with BESTs current SFA Skills for Jobs Pre Employment Training delivering 86%in to work for specific Call Centre courses and delivering an overall of 12% above thecontract specification target in 2010.The Prospectus of Vocational Development & Support (Prospectus):- Rationale:-The rationale behind our Prospectus is to provide a range of interventions and activitiesthat will support our Work Works end to end delivery by targeting specialist activities thatmeet the individual needs of the eight customer groups. Our motivation is to ensure thatend to end sub contractors, including BEST, can readily access additional services toaddress long term barriers, whilst enhancing our generic and sector focussed trainingactivities. Prospectus services will be delivered both pre and post employment becausewe recognise that barriers i.e. debt issues, dependency issues and mental/physical healthconditions change as people move into work, needing to be addressed and managed overthe long term. Benefits to individual customer groups:- In 2010 the Citizens Advice

Bureau (CAB) reported a 24% increased in debt and benefit issue queries. Whilst thisissue is not specific to individual groups we know that some customer groups, such as ISLone Parents demonstrate comparatively higher levels of debt. CAB statistical analysissuggests debt levels are up to 12% higher in this customer group. Our Prospectus DebtAdvice service will be managed by CAB in response to higher than average issues ofdebt faced by benefit claimants. It will provide direct support through our funded CABDebt caseworker, along with Money Management Training, delivering a more preventativeadvice service. The CAB will also support improved advice and referrals from our WCswho will undertake regular training from our CAB Caseworker. Based on indicativevolumes & national debt levels for customers on benefits we anticipate between 2-3000customers per year will access debt advice through our surgeries, dedicated CAB

caseworker and via their WC. Drug & alcohol issues, ex offenders and homelessspecialist support will be provided by Forster Community College through a Keyworkerwho will have a caseload of customers as referred by the

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4.1a (continued) selected this diagnostic tool because it provides a complete assessmentand action planning process which is designed specifically to measure soft indicators anddistance travelled for customers with multiple barriers. E.g. a customer with multiplebarriers which may include, motivation/family problems/dependency issues etc..Step 3 Process Map & Customer Journey Work Works Preparation Zone CoreEmployability Training:- Rationale:-Our rationale for this element of our model is to

create a range of training and development opportunities that can be tailored to the needsof individuals in each of the customer groups. As detailed in step 2, we will concentrateour targeted development activity to support customers into employment that they can do.Critical to our model is our conviction that the most significant solution to the barriers thatmany of our customers face, is in itself, employment and that work is good for you.There is now strong evidence to support our rationale, demonstrating that work is good forour mental health/physical well being. Independent research commissioned by the DWP(Gordon Waddell and A Kim Burton - Is Work Good for your Health & Wellbeing (2006)shows that work does provide a range of benefits including improved physical and mentalhealth, improved self esteem, reductions in poverty and increased social inclusion. As thecurrent prime contractor for New Deal, SFA Skills for Jobs and Sector Routeways we

have identified considerable examples of Best Practice in terms of training to empower atransition to work. As an example, BEST deliver the Discover Yourself lone parentprogramme across WY, for which we have recruited over 500 customers and moved over40% into work in the last 2 years. We have analysed the success of these existingprogrammes to ensure our core employability training meets the needs of all customergroups in every locality. In the example of the volunteer IS customer group whichincludes Lone Parents this type of engagement and training will be particularly targeted atareas with higher than average lone parent claimants. At district level Bradford reportsthe highest percentage of lone parents (2.3% against a regional & national average of1.7% NOMIS Jan 2011), with ward level figures reporting 3 of the highest 4 lone parentpercentages across the CPA. We have included elements from this type of successfuldelivery when developing our Work Works Preparation Zone Core Employabilitycurriculum. Integrating our Prospectus:-We believe the best solution for the CPA is tofurther supplement our Core Employability Training offer through sector specific routewaytraining. We have engaged with Real Time Training and Hargreaves to supplement BESTexpertise and ensure our offer meets the needs of WYs priority industry sectors forgrowth and job creation. This sector specific training will be particularly important forcustomers with limited experience of securing work. It will also help customers who haveworked in the declining industries of WY including mining, textiles and traditionalmanufacturing and need support in re-training for the CPAs growth sectors such as Care,Hospitality, Retail and Logistics. We will further enhance our sector specific training by

targeting our employer engagement activity at large scale recruitment opportunities andproviding employer led Pre-Employment Training (PET) courses. In 2010 we delivered 49sector specific pre-employment courses to 39 West Yorkshire employers filling over 300vacancies with job outcome rates from 48% to 86% per course. Benefits to individualcustomer groups:- We believe our Work Works and Prospectus training offer isoutstanding. It will provide the best solution to meeting the needs of the eight differentcustomer groups because it will effectively prepare customers for the jobs that areavailable across the CPA. It includes a comprehensive and flexible range of trainingactivities to progress individuals into work and support them to stay there.Step 4 Process Map & Customer Journey Work works Best Match Agency:-Rationale:-We have based our BEST Match Agency approach on the highly successful

recruitment industry. Currently turning over 19.7 billion in 2009-2010 across the UK, thissector supported 436,822 individuals into sustained employment over this period(Recruitment & Employment Confederation Annual Recruitment Trends Report 09-10).

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[4.1b] Service Requirement

DWP expect all customers to receive a minimum level of service. Please clearly define:

Your minimum service delivery levels for all customers within this CPA;

Your rationale that supports your approach:

How it addresses the needs by customer groups.

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

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4.1b Minimum Service Delivery Levels For Steps please refer to Process Map

1 Step 1 Maximum time for Customer Service Centre (CSC) first discussionand to begin to develop the Sector Focused Action Plan - 2days

2 Step 2 Maximum time between CSC contact and Induction & Registrationmeeting - 10 days

3 Step 2 Initiation of a comprehensive initial assessment for all customers at

Induction & Registration meeting4 Step 2-5 Same dedicated sector specific Work Coach (WC) for each customer

pre and employment and in work

5 Step 2 Sector Focussed Action Plan (SFAP) to be developed within 10 daysof Induction and Registration meeting

6 Step 2-5 Fortnightly reviews for all customers

7 Step 5 Fortnightly contact time for all customers in work with dedicated WC

8 Step 1-5 Access to Advice and Guidance 7 days a week from our CSC

9 Step 2-4 Payment of Travel, Childcare and Caring Costs to attend WP

10 Step 4-5 Work Programme (WP) Additional Support Fund available to pay foraids and Services to secure and sustain employment

Rationale

1 Providing a quick and efficient first contact will deliver on our objective of deliveringoutstanding customer service and will maximise referral to start ratios. It will alsoprovide a seamless link from the JCP referral, starting to generate positivecustomer perception of the WP at an early stage.

2 Providing first face to face meeting as quick as possible will ensure momentumand motivation of the customers is maintained and a warm handover from JCP toBEST can be achieved.

3 Our rationale is that work is part of the solution for many customers. The initialassessment process underpins this and will identify the types of work and sectors

the customer is suited to, informing the training activities to support them intothese chosen fields. It will comprehensively identify the range of personal barrierremoval and support activities required to meet the needs of each individual.

4 We are committed to fostering a relationship at customer level that is built on trust.By creating a model that facilitates long term relationships we will be able todevelop shared goals between customer and WC and develop meaningfulrelationships that support and empower individuals to find work and stay in work.

5 The SFAP will form the basis of the planning tool for customers ongoing supportactivities both pre and post work defining realistic expectations for the individual inthe context of the local labour market. It will document agreed, appropriatesupport and training available through the Prospectus and the Work Works Core

Employability Training that will support customers journeys into sustainedemployment. The SFAP process will empower the customer to have full ownershipof their journey into fulfilling, sustained employment.

6 Enabling a joint review of progress this process will assess and re-energisecustomers and maintain a job related focus. It will facilitate increased referralactivities for the hardest to help customer groups into Prospectus and CoreEmployability Training activities, addressing the higher level of support andinterventions these customers are likely to need.

7 Regular in work contact will guarantee customers continue to receive appropriatelevels of pastoral support and specialist interventions, ensuring they remain inwork and do not return to benefits. Our comprehensive package of in worksupport, includes continued interventions (e.g. condition management) availablethrough our Prospectus & Best Friend Directory, Customer Service Advice Line

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4.1b (continued)

and pastoral support from their WC. All functions can be delivered flexibly, eitherat work or in centre. Bi weekly contact will enable us to identify work relatedissues or personal challenges and provide the opportunity to resolve these issuesbefore they affect a customers ability to sustain employment.

8 Our Customer and Employer Advice line will operate between the hours of 8 and 9

pm, 7 days a week. Our Customer Advice Line will provide an additionalcommunication channel for personal and employment related advice outside thetimes of Monday to Sat 9-5, (BEST centres will open Sat) to ensure customersstay in work. It will provide financial advice including impacts on benefits and taxcredits. It will also provide information and referral details on a range of issuesincluding Health Advice; Debt advice; Human Resources and employment rightsand responsibilities; and Tax & NI requirements for self employed customers.

9 We will administer travel, childcare and caring costs to all eligible customers in linewith service requirements. Additionally, we will market this feature of our deliverymodel to the voluntary IB and IS customers in group 8.

10 Additional financial support will be provided to ensure customers can start and

stay in work. This could fund aids for those with disabilities, new clothes to startwork or travel expenses when starting work (our ring fenced budget is548,890.00).

Addressing the needs of by customer groups:- Personalisation is at the heart of ourmodel and the key to addressing the different needs of the customer groups. Werecognise however that there remain some core service standards that will meet theneeds of all customers. The initial contact time, commitment to a comprehensive initialassessment, development of a SFAP, payment of additional support andcommitment to a dedicated WC are service standards that all customer groups canexpect when they access our WP. Whilst the format and activity within the initial

assessment and SFAP will be differentiated by customer group to meet individual need(e.g. our Rickter Scale initial assessment tool will specifically assess the barriers causedby health conditions of ESA ex IB), the delivery of these core standards will be of benefitto all customer groups. Nevertheless, whilst some of our minimum service delivery levelsmeet the needs of all individuals, others will specifically address the needs of specificcustomer groups. By increasing our regular reviews with the hardest to help customergroups we will address their needs by recognising the additional time and investment thatwill be needed to tackle barriers including health conditions, disabilities, caringresponsibilities, alcohol or drug dependency ex offending & homelessness. Theadministration of travel, childcare and caring costs will be applied to all eligiblecustomers but childcare and caring costs will be particularly relevant to the IB and IS

customer group (8). Fortnightly contact time for customers in work is a critical featureof our model. It is significant that BEST have not increased the caseload of our WCs forcustomers in work. We strongly believe that this is the time that we will need to providesome customers with increased support and therefore our WCs will not be required tomanage higher caseloads when customers are in work. The caseload of pre and in workcustomers will remain a total of 50-70 depending on the customer group (e.g. 50 for JSAex IB and ESA flow as these groups will receive more 1 to1 time with their WC in order toprovide additional barrier removal activities). Our commitment to fortnightly contact timewhen customers are in work will ensure that we address issues holistically for customerstackling wider barriers and delivering sustainability. This function will be further supportedby access to advice 7 days a week via our Customer Service Advice Line which will

provide advice on a range of generic issues that may potentially impact on all customergroups (eg tax credits) as well as more specific issues such as health conditions whichare linked to IB and ESA specific customer groups.

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5.1 Based on the Merlin Standard principles of supply chain design, the BEST deliverystrategy has been developed to specifically meet the individual needs of each of thecustomer groups that will be serviced by the Work Programme (WP) and providing a coreend to end service which is supported by expert interventions. The end to end service,Work Works consists of three main zones and will be consistently delivered across theCPA by our end to end supply chain. The Work Works delivery partners have been

selected via our Engage, Select and Negotiate (ESN) process, which has identified thatA4E, Skills for Work, Remploy and Workwise are the organisations best equiped to deliverthe specified elements of our end to end delivery model. We assessed each partnersability to meet the needs of the customers across the CPA against the following criteria: 1)Knowledge/experience of supporting JSA25+, JSA18-24, JSA Ex IB, JSA seriouslydisadvantaged, ESA volunteers, flow, ex IB, Income Support (IS) & IB into sustainableemployment (we understand that some of these benefit groups are new, however theneeds of the customers remain unchanged); 2) track record and Job outcomeperformance in WY; 3) local employer and stakeholder relationships; 4) local knowledgeand existing infrastructure. These elements are key factors in ensuring that the needs ofthe WP customer groups, including those hardest to help, will be met. BEST will deliver

70% of the volumes within the Work Works end to end service building on our extensiveinfrastructure of welfare delivery across the CPA and our strong track record ofperformance delivery. Our current New Deal provision supports over 21,000 customersper annum across WY. Ours is the highest performing of the 5 largest New Deal PrimeContracts in the UK and the largest contributor to the national New Deal job outcomes.DWPs June 2010 National League Table showed BEST contributed 8.86% of the totalNew Deal Prime Contractor outcomes, proving our scalable track record of supportingcustomers within this CPA. 30% of the Work Works end to end volumes will bedelivered by a high quality diverse supply chain. Meeting our commitment to diversity asset out in the Merlin Standard, three out of the five Work Works providers arevoluntary/public sector organisations, bringing considerable additional resource to ourdelivery strategy across the CPA. We have selected the Work Works end to endsubcontractors as the best organisations to address the needs of the customer groups,including the hardest to help within each district of WY because of their performance ledtrack record and demonstrable experience of supporting the WP customer groups.BEST Ltd BEST has delivered employability services to the local people of WY for 23years. BEST supported 23,000 customers across WY in 2010 through our DWP and SkillsFunding Agency (SFA) contracts, which include; New Deal Prime, Skills for Jobs Prime,New Start ESF Prime, Work Prep, Work Choice and E2E. The customers groups haveincluded the following hardest to help groups; 1,020 lone parents (IS), 3,222 ex offenders(JSA), 205 NEET, 2,225 with a disability, 3,750 drug and alcohol issues, with 3,420 JSA

25+, 4,400 18-24, 298 IB, moving into sustained employment through our direct work(including repeat business) with 1,888 WY employers. 100% of the customer groups wehave worked with on current DWP contracts will now be referred through the WP,demonstrating current and historical evidence of the expertise we have developed intackling barriers and moving these customers into sustained employment. The WP will bedelivered from 5 existing delivery sites, one in each district, and outreach delivery at ourexisting Pontefract and Batley (to be replaced by Dewsbury) centres.Skills for Work (SfW) established for 25 years. SfW will deliver 8% of the Work Worksprovision from 2 existing centres across Bradford and Keighley. Last year SfW moved 735local residents into employment, through provision including New Deal, Workstep,Workprep and E2E. These programmes have traditionally supported JSA 18-24 and 25+,

NEET, ESA, IS and IB customers into sustainable employment. SfW have establishedrelationships with 709 employers across Bradford and Keighley and have considerablelocal links with stakeholder and community organisations who work with the local authority

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5.1 (continued) to address the needs of workless families in Bradford.A4E - A4e currently deliver FND, New Deal for Disabled People (NDDP), JCP SupportContracts, are Prime contractor for Pathways to Work in WY and have further experiencewith the IB/ESA group from their Wakefield Fit for Work programme. A4E has deliveredservices across the WY CPA for 18 years, delivering programmes that are targeted at allof the eight customer groups. A4E also deliver Progress to Work, which delivers targeted

interventions to people with substance issues and Link Up which supports people withalcohol dependency problems, alongside those with criminal records and/or housingissues. A4E have 1459 established accounts with WY employers and have moved 673JSA and 1858 IB customers into work in WY during 2010. They will deliver 15% of theWork Works end to end service from established centres in Leeds and Huddersfield.Workwise - have delivered services for 8 years to local people of Calderdale (Halifax).They have particular expertise in supporting the hardest to help IB and ESA customergroups, including; people with secondary mental health issues, severe & enduring mentalill-health and people with learning disabilities. They also have specialist experience ofmeeting the needs of young people with a disability/learning difficulty and NEET youngpeople. Workwise specialise in working across the spectrum of disabilities with staff that

have extensive experience and professional qualifications to work with individual clientgroups e.g. people with Autistic spectrum disorders, deaf clients. Workwise have 112employer accounts across the Calderdale district and have moved 156 IB customers intowork during 2010. They will deliver 3% of the Work Works service, specifically for IB andESA customers, from 1 existing branch in Halifax, with outreach from premises inOvenden and Mixenden.Remploy Remploy is the countrys leading provider of specialist employment servicesfor people with disabilities and long term health conditions. For over 65 years they havetransformed the lives of disabled people and those facing complex barriers by supportingthem into sustainable employment. Remploy will deliver services to the hardest to help IBand ESA customers who present complex disability needs. Remploy have moved over10,000 customers into sustained work during 2009/10, all of which were on ESA and IB.Remploy have existing employer relationships with over 3,000 national accounts, of whichover 500 have branches in WY. Remploy will colocate with BEST at our Wakefeild centreand will deliver 4% of the Work Works service to IB and ESA customers. They will alsooffer support across the supply chain via their specialist In Work Benefits Calculations forcustomers with disabilities.How we will work with Work Works Subcontractors: The Merlin Standard principlesof commitment, conduct and review will govern the way we work with our supply chain forboth end to end and specialist Prospectus providers. We will provide subcontractors witha comprehensive management support infrastructure both prior to and throughout

contract award. Sub contracts - the sub contract agreement will reflect the servicerequirments per customer group and the overall terms and conditions of the main DWPcontract with BEST. We have committed to the principles of the Merlin standard and willcomply with its principles and contributing elements across every aspect of our supplychain management throughout the lifetime of the contract. We have planned to ensurelong term viability and capacity building across our supply chain and are offering fair andequitable risk transfer in terms of our financial payment model in order to facilitate this.Each Work Works provider will deliver volumes as specified in their contract with BEST.Monitoring requirements and management information will be consistent, proportionateand specific.We will utilise our MI Dashboard on a weekly basis, which will provide thekey performance data i.e. referrals, job outcomes, sustainment weeks.

Delivery strategy for our Prospectus of Development & Support:- To supplement ourWork Works end to end provision we have further identified a range of specialistproviders who will deliver a range of interventions and activities that will provide a barrier

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5.1 (continued) removal service. The inclusion of our Prospectus activities will provide theadditional qualitative delivery to make the step change in performance needed to meetWP targets and includes; Sector Routeways will be funded by BEST through theProspectus and delivered by Realtime Training (Health, Hospitality, Retail), Hargreaves(Logistics and Warehouse) and BEST (Call Centre, Care, Retail). The following Supportfor Life services will be funded by BEST through the Prospectus; Debt advice our

overarching debt service will be delivered via Citizens Advice Bureau by an integral BESTcaseworker, who will provide services across the whole Work Works supply chain. Drug& alcohol issues, ex offenders and homeless:- specialist support will be provided byForster Community College (FCC). FCC have been selected because of their extensiveexperience with these customer groups including a track record in delivering Progress toWork and Link Up DWP provision, which specifically supports the removal of thesebarriers. Condition Management will be delivered by Condition Management Partners(CMP) who will provide an integral service across the Work Works providers for IB andESA customers with a diagnosed health condition. We will utilise the expertise of adedicated Mental Health Nurse and a Physiotherapist to address an individuals healthbarriers to employment which will be delivered via outreach work across our Work

Works end to end supply chain and at employer premises across the CPA. CMP havebeen selected because of their ability to utilise Cognitive Behavioural Therapy (CBT)/Brief Solution Focused Therapy (BSFT) /Motivational Interviewing (MI) techniques tocustomers which will provide direct benefits to these customers in managing theirconditions over the long term. Working with the Prospectus providers:- 80% of ourProspectus providers are diverse voluntary/third sector organisations with proven trackrecord and expertise in meeting the needs of the eight customer groups. BEST hasagreed sub contracting and/or service arrangements with each Prospectus provider. Theservices will be funded centrally by BEST ring fenced funds (1,723,200 over the contractlifetime) and will be available to the end to end providers. Service delivery will take placeon Work Works provider premises or at the Prospectus partners premises.Why this is the best delivery model for Customers within WY Our delivery strategyis the best solution for the CPA because it combines demonstrative infrastructure andexperience provided by an experienced end to end supply chain with innovation andflexibility delivered by diverse specialist organisations (through our Prospectus ofDevelopment and Support). We have engaged with specialist Prospectus providers todeliver vocational training opportunities and specialist support services that are targetedat the specific customer groups accessing the WP across WY e.g. only 52% of theresidents with a disability (IB customers) are in employment in Bradford. Skills for Work(Bradford) have expertise of working with this group and have moved 265 IB customersinto work in 2010. Only 37.4% of WY residents aged over 50 are in employment and all of

our end to end partners have proven expertise of working with this group. BEST and oursupply chains established infrastructures and performance track records enable us toconcentrate funding investment on front line delivery rather than substantial set up costs.We have engaged with end to end subcontractors who have a strong growth sector focusand can deliver performance in a post Recession economy. Our strategy ensures thatthere are 2 Work Works end to end delivery partners in each district which target thespecific groups and have extensive relationships with over 8,000 employers and otherlocal stakeholders. Additionally, we will align funding streams that are already available ineach locality and offer customers a rich menu of support through our Best FriendDirectory. Our delivery strategy reflects the needs of the customers within WY. Forexample, Remploy have been specifically engaged in Wakefield to tackle the sub regional

high numbers of disabled, IB and ESA customers in this district. Wakefield reports 1.3%disabled customers against a 1 % regional and national average) and 9.1% IB/ESAcustomers against a 6.8% regional and 6.7% national average.

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[5.2] Management Structure

Please provide:

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

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

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

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

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

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

MUST be limited to three sides of A4.

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

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5.2 The BEST Work Programme (WP) model benefits from an established localmanagement team, combining over 160 years of management experience with 130 yearsof welfare to work delivery. Our existing delivery of New Deal Prime Contractor in WestYorkshire (WY) means that the WP will benefit from a 100% existing and highlyexperienced management team all of whom are based in WY. A working group led by ourHuman Resources Manager (HRM) have identified the skills and experience required to

deliver the WP by conducting evaluation falling into three main categories:Comprehensive analysis of the WP specification; evaluation of the BEST delivery model &performance offer and amapping exercise of local stakeholders and the skills associatedto work effectively with them. This exercise has concluded that the core managementcompetences required are: Knowledge; local, district and CPA knowledge of thechallenges of addressing worklessness, local economic position, welfare to work policy,detailed understanding of the different needs of IB, IS, ESA and JSA claimants and sectorspecific knowledge based on make-up of local employers. Experience; existingrelationships with stakeholders (Inc. JCP advisor managers, LEP representatives andemployers), performance monitoring and management of welfare to work programmes,supply chain management (Ops Director and Regional Performance Manager level) and a

track record of delivering welfare to work solutions across each district of WY. Skills;excellent communication skills at all levels, including IT skills, performance reporting,good problem solving skills and proven leadership skills. Our Area Performance Manager(APM) for Leeds & Wakefield demonstrates effective mapping against the criteria above.She has worked in Leeds all her life, with 21 years employment history within welfare towork. She has significant knowledge of the local economic landscape and detailedunderstanding of the customer groups, having managed Work Preparation (IB, ESA), NewDeal (JSA 18-24 & 25+ & IS) and e2e (NEET). Our supply chain will bring significantmanagement expertise and skills drawn from existing and effective local infrastructure e.g.the Skills for Work Manager has managed welfare to work services in Bradford and districtfor 27 years. He and his team have delivered successful contracts for DWP and the LocalAuthority and he is an active member of the DWP Merlin Advisory Group. Remploy andA4E have significant local and strategic experience of managing the Pathways toWork/Work Choice Prime contracts. These contracts are specifically for customers whoclaim ESA or IB. The management team at A4E and Remploy can bring district levelknowledge of managing the requirements of these customer groups. Across every districtBEST and our supply chain can demonstrate extensive experience of working with localstakeholders and employers. At subcontractor level this includes membership ofEmployment Related Service Association (ERSA), as well a wide range of sub regionaland local organisations including the 5 LAs, Business Link, the Skills Funding Agencyand a wide range of local community organisations operating across the CPA. We will

harness this expertise through our Strategic Management Steering Group (SMSG) todeliver a performance driven delivery model, agreeing delivery strategies and senior levelreporting lines for stakeholder & employer engagement across the provision.Proposed prime contractor management structure including responsibilities andreporting lines:- Managing Director (MD) reports to Chairman, responsible for overallbusiness strategy setting, high level stakeholder engagement, contractual accountability,managing and directing strategic management team, budget accountability to the board.Operations Director (OD) reports to the MD, responsible for the overall management ofthe WP including the supply chain, liaising with DWP and JCP to ensure that provisionconstantly meets KPIs and quality standards. The OD will be responsible for the strategicdirection of the service, ensuring that the WP is constantly aligned with local economic

and skills priorities. This will include ongoing engagement and partnership working withexisting and new stakeholders identified through the application of our StakeholderEngagement Strategy. Finance Director - overall responsibility for financial assurance

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5.2 (continued) activity across our welfare to work services. Reports to the MD and willmanage financial monitoring and compliance activity across the WP including the financialviability of supply chain partners. Business Development Manager- Reports directly to theMD and is responsible for all commissioning activity and for implementing our supplychain engagement model, renewing and refreshing our supply chain, as part of the ERSSFramework strategy to 2016. Compiling bid submissions and partnership development.

Human Resources Manager Reports to the MD and is responsible for managing allHuman Resources and personnel processes, including TUPE aspects, pensions, staffingtraining and development planning. CIPD qualified and a member of the CIPD network.Sales Director Responsible for the implementation of our Employer EngagementStrategy and delivery of large scale vacancy opportunities. Regional PerformanceManager - will report directly to the OD, responsible for the monitoring and managementof performance across the supply chain, monitoring delivery against local labour marketneeds, working with employer forums and other stakeholders and conducting 1 to 1performance reviews in line with BEST strategy across the supply chain. AreaPerformance Managers (APM) will report to the OD, responsible for the management ofBEST centres within each district, will manage delivery staff, monitor performance

outcomes, quality systems and customer satisfaction. Senior Performance Coordinators report to the APM and mange operations at centre level. Regional Compliance Managerreports to OD, responsible for managing implementation of new contracts and complianceaspects of the WP. Further responsibility for our supply chain includes the managementof: BESTs Provision Assurance Management system, MI systems, Security and PRaPs,Merlin Standard and other quality kitemarks. A team of Development & ComplianceOfficers report to the RCM. Data Information Manager:- Reporting to the FD, responsiblefor compiling and validating all financial claims across the supply chain.How we will work with the management teams of our supply chain and key deliverypartners Our approach to working with the management teams of our supply chain andwider stakeholder partners will be based on the principles of the Merlin Standard. Wehave a strong track record of supporting our supply chain partners and buildingrelationships based on trust and transparency and we welcome the introduction of theMerlin Standard to further strengthen our existing structures. This long standing approachto our supply chain and wider partners has been recognised externally by Ofsted at bothor 2007 and 2010 inspections. In 2007 Ofsted reported strong leadership of the supplychain and this was further validated in 2010 when Ofsted inspected our ESF provisionBest makes good use of partnerships to deliver the contract. Partnership working isparticularly effective. Best has been very effective in developing a subcontractor networkwhich has the skills and locations to attract the most hard to reach learners. We haveconsistently worked with the management teams of our supply chain to meet the Code of

Conduct and since the introduction of the Merlin Standard we have re-evaluated ourstructures to ensure we meet the supply chain management principles of Commitment,Conduct and Review. We have a range of structures that support these commitmentsand provide effective mechanisms for us to harness the expertise of our supply chainmanagement teams. Our primary commitment upon contract award is to ensure ourimplementation procedures and ongoing management of the supply chain continue todemonstrate the business and commercial integrity we have applied during our supplychain selection and design process. This includes our approach to working withmanagement teams throughout assurance and implementation process. Once we haveimplemented our programme our management structures provide a robust approach toworking with partner management teams. Our SMSG is the strategic forum that provides

the opportunity for our supply chain to design and influence programme delivery. Chairedby our MD and meeting monthly, it provides an effective channel for our supply chain andwider partners to influence the programme delivery. In addition to senior representation

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[5.3] Management of Delivery

Please clearly describe:

How you and your supply chain will manage and monitor the quality ofdelivery of the Work Programme to ensure that the whole provision within this

CPA is of a consistently high standard and meets your minimum service levels;

Your approach to performance improvement activities for your supplychain as a whole, outlining how you and your supply chain will act on thefindings of any monitoring activity including the resolution of issues from withinyour own supply chain, partners or other bodies.

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

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5.3 (continued) feedback from customers and employers through questionnaires andforums. Our new Customer Service Centre will deliver a comprehensive solution tocollating regular feedback by undertaking questionnaires with all customer groups on arolling cycle. Feedback evaluations and forums (which will take place bi monthly) willevaluate customers perceptions on how we have met our minimum service level KPIs.Managing the Quality of Delivery Implementing improvements across the supply

chain:- We have a robust series of mechanisms in place to implement improvementactivity across our supply chain, managed through our established structure of meetings.We will continue to build on this current platform for the Work Programme. GoverningBody:-The Work Programme will have a Strategic Management Steering Group (SMSG),attended by senior representatives of our supply chain and key stakeholders (eg JCP,DWP). Chaired by our MD and meeting monthly this meeting will undertake critical reviewof quality and performance by both BEST as prime contractor and its supply chain. Acritical feature of our supply chain approach is the joint planning that takes place throughthe SMSG. This body will provide strategic input on when and how to make furtherimprovements across our delivery model including the opportunity for the supply chain toprovide feedback and review in line with the Merlin Standard. Monthly Performance

Reviews (PRs):-Delivered on a monthly basis the PRs provide the opportunity for openand honest dialogue between BEST and the subcontractor on any issues of programmeunderperformance &/or failure to meet minimum service delivery levels. PRs will alsoprovide the opportunity to build on best practice. Quality of delivery is managed bydetailed review of our Provision Assurance Management Action Plan. In addition to themonthly PRs we will operate Quarterly Provider Performance Review Meetings(PPRMs). These will be more formal than the monthly PRs and will chaired by our OpsDirector (OD), with findings reported to our MD. These will be attended by the most seniorsupplier representative, BEST Regional Compliance Manager & RPM. Alongsidecontractual performance, their extensive agenda includes formal review of each elementof our PAM process. PRs and PPRMs will provide the mechanism for BEST as primecontractor to act on the findings of monitoring activity and agree the necessaryperformance improvement activities. Our internal management structure mirrors thisformat with our RPM conducting identical monthly performance reviews with all APMs.Senior Management Group & Regional Performance Group:- Providing theopportunity for BEST to implement any recommendations made by the SMSG our internalBEST Senior Management Group (SMG) meet monthly. This Group is chaired by our MDand is responsible for directing the internal activity required to deliver our programmes toa consistently high standard at all levels. Our Operations Director (who sits on our SMG)then chairs our Regional Performance Group which is responsible for implementing thedecisions made by the SMG. This group is attended by our Regional Compliance

Manager, Regional Performance Manager (RPM), Data Information Manager and AreaPerformance Managers. Additional meeting mechanisms:- At operational level ourmonthly Operational Group includes representation from all branch managers across oursupply chain and provides a formal channel to disseminate information upwards anddownwards between the SMSG and the frontline teams working across our supply chain.Locally APMs manage 6 weekly branch meetings, and on a daily basis we have amorning meeting in each centre. We also run a Quality Steering Group, chaired by ourRCM and attended by Quality/Compliance Managers from throughout the supply chain.Meeting every 4 months they address issues of quality and development acrossprovision.Our approach to performance improvement:- We will operate a host ofquality improvement mechanisms to support performance improvements of our supply

chain. Training and Development:-We will run quarterlyBEST Practice Workshops andjoint partner events, all attended by BEST staff, suppliers and their teams. These prove ahighly effective way to disseminate good practice, capacity build and improve

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5.3 (continued)performance of all contracts including any that may be underperforming.Improvement activities and interventions will be delivered both by BEST and oursubcontractors in order that we harness the expertise of our supply chain and facilitate ashared commitment to delivering an outstanding service. Our development activities areplanned and mapped through our training plan and delivered across the supply chain. Anydevelopment does not replace our partners core training functions but is an additional

offer, specifically designed to encourage performance improvements. Targeted at bothmanagement and frontline staff level our training and development offer will include as aminimum: MI use and benchmarking; Driving Improvements through effective HRpractices; Effective Employer Engagement & Key Account Management; Cold Calling andSales Training. We have recently developed a Virtual Training Room, which will enableour subcontractors and BEST staff to access on line specific training programmes andresources. Process Improvements:-Our Regional Compliance Manager is responsiblefor driving forward process improvements across a range of critical functions including:-MI; our IT Portal; Security and Policies & Procedures. Our extensive monitoring andevaluation processes outlined above direct our ongoing objective of continuouslyimproving the way we deliver our programmes. All process change is managed on the

principles of Prince2 methodologies. Improvements may require long or short termproject planning with full details of progress being reported to our internal SeniorManagement Group (SMG) and our WP SMSG. Our comprehensive training cycle, asdetailed above will include any training requirements to embed process change acrossBEST & the supply chain. Action Planning:-As part of our PAM process each supplierpartner/BEST centre has an ongoing PAM action plan as detailed above. This documentmonitored and updated as part of our monthly supplier Performance Review. Where weidentify under-performance either through our PAM process or from our quantitative MIanalysis we will agree a specific three month improvement action plan. Progress towardsachieving the agreed targets will be formally reviewed at the monthly review meetings.Actions arising to resolve issues identified within/outside the supply chain:-Harnessing the application of Prince2 project management principles we have developeda robust range of processes to resolve any issues identified within or outside our supplychain. Our delivery management structures provide a range of effective communicationchannels for the supply chain and stakeholders to raise any issues. Where suchproblems are process driven, we have a project management approach through thedelivery of Task and Finish Groups. Led by the BEST Senior Manager with relevantdepartmental responsibilities these can be called within 48 hours and provide aresponsive opportunity to examine the issue and direct resolution activity. Chaired by asenior manager, any further investment needed to resolve the issue can be sanctionedimmediately. We recently utilised this facility to review and re-structure our customer

feedback process. The Task & Finish group produced a new sustainable feedbackprocess which was signed off by our SMG and implemented across the supply chainwithin four weeks. Where more formal issues arise, these will be dealt with fairly,comprehensively and quickly. Our Dispute Resolution and Complaints Procedures aremade available to suppliers in the BEST Supplier Guidance Pack, on our Virtual TrainingRoom, our Website and in the case of Disputes as part of our subcontracts. Minor issueswill be handled by our RPM with a report issued to our OD. All issues raised by oursupply chain, partners or other bodies and deemed to be of a serious nature will behandled at executive level by our OD in an open, honest and transparent manner. OurOD will acknowledge receipt and then liaise with the necessary staff to investigate theissue. Fair, balanced review will take place and findings promptly reported to the

supplier/partner within 14 days of them lodging the issue. Our response will document anyactions to be taken by either BEST and/or the supplier, and will include associatedtimelines for implementation of improvement or resolution activity.

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[5.4] Delivery Locations

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Provide details of the key delivery locations and explain how you andyour supply chain will achieve full geographical coverage of provision for thedelivery of the Work Programme within this CPA; and

Detail what you have taken into account in terms of the needs of thecustomer groups in determining this approach.

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


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5.4 Our selected premises will provide full geographical coverage across West Yorkshire(WY). We will achieve this by using current premises already proven to deliver effectivewelfare services in Leeds, Bradford, Wakefield, Calderdale and Kirklees. The premisesinfrastructure for the Work Programme (WP) provides comprehensive access tocustomers across all areas of the CPA, with outreach centres in Bradford, Wakefield,Calderdale and Kirklees districts. The longest travelling time by public transport is 45

minutes with average public transport commuting times of 22 minutes. As a currentprovider of employability programmes in WY inc. New Deal Prime, BEST has anestablished premises infrastructure that already covers each of the 5 Districts. We havefurther strengthened our premises offering to include subcontractor delivery centres, alsoin each district and based on the needs of the customer groups that will access the WPacross WY e.g. Workwise will deliver WP services to ESA/IB customers in Mixenden.Whilst all of our current centres already provide a high quality learning environment, wewill deploy a redesign and refurbishment strategy to address the specific needs of the WPservice. Our BEST Match Recruitment Agency has been modelled on a high streetagency approach and therefore the area of our premises that will deliver this service willhave an agency image, including sector specific recruitment desks for Care;

Hospitality/Leisure; Admin; Retail; Logistics; Manufacturing (incl Food & DrinkManufacturing) Construction, Call Centre & generic/emerging sectors. When thecustomers access this service they will gain confidence in the breadth and depth of ourvacancy matching service. The following table illustrates our premises infrastructure foreach of the local authority districts across WY and provides details of how we will achievefull geographical coverage of provision for the delivery of the BEST WP offer within thisCPA:

Leeds

Centreaddresses

BEST Warwick House, Wade Lane, Leeds LS2 8NLA4E Zicon House, Wade Lane LS2 8DD

Access viapublic transport

All city centre locations, 2-7 minutes walk from all bus routes intocity centre. Max. Bus journey is 45 minute by bus fromWetherby

Full coverageand access tothe centre fromall wards inc:

Seacroft, Armley, Pudsey, Harehills, Gipton, Chappletown,Roundhay, Horsforth, Bramley, Guiseley, Otley, Meanwood,Chapel Allerton, Burley, Wetherby, Halton, Beeston, Holbeck,Richmond Hill, Rothwell, Whinmoor, University, Cookeridge,Garforth & Swillington, Kirkstall, Hunslet, Middelton, Moortown,Morley, Wortly, Weetwood, Garforth, Ilkley.

JCP officescovered:

Eastgate, Park Place, Southern House, Seacroft, Guiseley,Pudsey, Morley,

BradfordCentreaddresses

BEST West Riding House, Cheapside, Bradford BD1 4HRSkills for Work, Appleton House, 130 Barkerend Road, BradfordBD3 9BDSkills for Work, Marlborough House, Marlborough Street,Keighley, BD21 3HU


Bradford - city centre locations, 2-5 minutes walk from all mainbus and train routes into city centreMax. Bus journey is 30 minutes from OxenhopeKeighley town centre location few minutes walk from busstation

Coverage andaccess to the

Bradford central, Bradford Moor, Baildon, Bingley, Bolton,Clayton, Bowling, Great Horton, Tong, Queensbury, Shipley,

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5.4 (continued)

centre from allwards inc:

Toller, Shipley, Undercliffle, Wyke, Worth Valley, Little Horton,Idle, Heaton, Craven, Eccleshill, Keighley, Odsel, Thornton,Wibsey, University,

JCP offices: Eastbrook Court, Westfield House, Keighley and Shipley

Wakefield

Centreaddresses

BEST Marygate House, WF1 1UYRemploy will collocate with BEST at Marygate HouseBEST 28 Market Place, Pontefract, WF8 1AT


City centre location, 2-5 minutes walk from all main bus and trainroutes into city centreMax. Bus journey is 35 minutes from South KirbyPontefract location is town centre few minutes walk from busstation

Coverage andaccess to thecentre from allwards inc:

Castleford, Ferry Fryston, Featherstone, Hemsworth, Knottingley,Ossett, Ponetfract, South Elmsall, South Kirby, Stanley,Wrenthorpe, Crofton, Ackworth, Glasshoughton, Normanton andSharlston.

JCP offices: Wakefield, Castleford, Hemsworth and Pontefract

Calderdale

Centreaddresses

BEST Croft Myl, West Parade, Halifax, HX1 2EQWorkwise - Elsie Whitely Innovation Centre, Hopwood Lane,Halifax HX1 5ERWorkwise - Unit 11 Calderdale Business Park, Club Lane,Ovenden, Halifax HX2 8DB (outreach), Workwise - MixendenParents Resource Centre, Mixenden (outreach)

Access via

public transport

Town centre locations in Halifax, few minutes walk from all main

bus and train routesMax. Bus journey is 45 minutes from Todmorden

Coverage to thecentre from allwards inc:

Brighouse, Calder Valley, Elland, Greetland, S

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