FUTURES ADVICE, SKILLS AND EMPLOYMENT LTD

TMX – Report Template V2 – 02.04.12

FUTURES ADVICE, SKILLS AND EMPLOYMENT LTD

Assessment Dates: 20/04/2016 to 25/04/2016

Contents

1. About the Organisations ........................................................................... 1

2. Assessment Methodology ......................................................................... 2

3. Assessment Outcome ................................................................................ 3

4. Areas of Significant Strength ..................................................................... 4

5. Areas for Improvement .............................................................................. 5

6. Findings Against the Merlin Standard ......................................................... 6

7. Conclusion .............................................................................................. 18

1 TMX – Merlin Report Template V7 – 01.01.2016

1. About the Organisations Futures Advice, Skills and Employment Ltd (hereafter known as Futures) is a trading company owned by Nottingham City Council and Nottinghamshire County Council. It has operated as an independent company for over 18 years. There are currently 282 staff and an annual turnover of £15.8m. At the time of the Merlin assessment, Futures delivers the National Careers Service (NCS) across the East Midlands and Central Eastern England. Across the two regions, Futures also delivers a part of the NCS called Careers Inspiration which is to provide information and guidance to schools to make them aware of the range of services that are available to them to inspire young people in making career decisions and preparing them for the world of work. The contract is delivered through a mixture of sub-contracting arrangements and in-house delivery. The company also delivers a range of other contracts with schools, colleges, employers and local authorities. There are currently 35 active Supply Chain Partners across the two contracts described, these form part of the Futures’ Preferred Provider Framework (PPF). Currently Futures directly delivers: • 22% of its NCS Central Eastern contract with the Supply Chain Network delivering 78% • 85% of its NCS East Midlands contract with the Supply Chain Network delivering 15% Futures’ vision for the next five years is to remain a high quality social enterprise, focused on supporting individuals as well as the education, employment and skills sectors. Futures positions outstanding customer care at the heart of everything that it does. This requires a strong emphasis on the continued development and support for staff and Supply Chain Partners. Since the last Merlin assessment in 2014, Futures has formed new partnerships in order to deliver the NCS contract in Central Eastern England. It has also worked with other organisations to use technology to a greater extent. Futures holds a range of quality marks and standards including the matrix Standard, Ofsted, Investors in People and Positive about Disabled People. A goal is to be judged as an ‘Outstanding’ provider against the Ofsted inspection framework.


2. Assessment Methodology Initial planning conversations took place in September 2015 where the scope of the Merlin Standard was discussed and agreed in accordance with the guidelines. An extension to the original accreditation deadline was granted from January 2016 to April 2016 due to significant internal restructuring. All Supply Chain Partners involved in supporting Futures to deliver their services were informed of the assessment via email by the Business Improvement Manager and all received an invitation to take part in the Assessment Services online Merlin survey. The assessment team (lead Assessor Susan Smith and team Assessor Lorna Bainbridge) interviewed representatives from 24 (69%) Supply Chain Partner organisations, including unsuccessful organisations and potential new subcontract partners. The sample included representatives from organisations who deliver the range of services and projects on behalf of Futures, including end-to-end partners, ‘spot purchase’ and specialist service providers. Supply Chain Partners interviewed were at various stages of their working relationship with Futures. As part of the assessment, Futures staff were interviewed, including those involved in the strategic and day-to-day development and management of the Supply Chain Partners. During the assessment, written documents were made available on request, including those relating to supply chain design, improvement plans, quality, communications and contract, and performance/quality management.


3. Assessment Outcome

Overall 86% Overall Outcome 86 % Excellent Supply Chain Design 100% Excellent Commitment 83% Good Conduct 80% Good Review 80% Good


4. Areas of Significant Strength A number of significant strengths and areas of excellence in practice were identified during this Merlin assessment and summaries of these are given below. The numbers in brackets refer to the criteria of the Standard to which the areas relate.

• Futures continues to demonstrate a robust and detailed knowledge and understanding of both commissioner and customer needs. This has ensured that the supply chain includes a mix of organisations with the experience, expertise and culture necessary to achieve and maintain excellence in performance. New organisations have been brought into the supply chain following a structured review process and a clear identification of need and consultation with existing Supply Chain Partners. (1a.1, 1a.2, 1a.3, 4a.5)

• Communications at all stages of procurement activity were cited by the vast majority of Supply Chain Partners as being highly effective, with open channels and free-flowing information. The ongoing culture of communication is extremely positive and Supply Chain Partners cite this as a strength of Futures. All interactions were seen to be positive and supportive. “Excellent partnership relationship, two-way communications, heading in the same direction with the same aims.” (2a.1, 2a.4, 2a.5, 3a.3)

• A wide variety of learning and development opportunities is offered for both managers and staff in Supply Chain Partners which enables them to deliver more effectively and achieve overall supply chain success. (2b.3)

• The procurement processes are acknowledged by Supply Chain Partners to be exceptionally fair and transparent. The Expression of Interest form and process has been developed to make it easy to complete and to refresh on an annual basis. “Very business-like and all about continuous improvement.” (2c.1)

• Payments are agreed and paid promptly with any differences being reconciled afterwards.

Where there have been questions raised regarding the evidence required for payment, Supply Chain Partners confirmed that relevant staff within Futures have worked with them to ensure a speedy and appropriate resolution. (2c.7)

• Communications during a wide range of performance review activities were cited by Supply Chain Partners as being highly effective, with open channels and excellent understanding of expectations. This has helped to identify and quickly resolve any issues that occur, improve performance and ensure processes are well understood all round. “Open, feel welcome, want us to succeed and feel respected.” (3d.2, 3d.3)


5. Areas for Improvement The following areas for improvement-could be considered for review and improvement. The numbers in brackets cross-reference the findings with the relevant element and criteria of the Merlin Standard.

• The development of the business proposition of Supply Chain Partners could usefully be addressed more fully. As well as perhaps providing communication about bidding opportunities with Futures, there could also be proactive communications about other areas of business such as putting partners in touch with new business opportunities and general business advice, for example sharing the TUPE checklist that the company has developed. Futures might also advise on how small Supply Chain Partners can manage business risk and help partners to balance their contract portfolio. (2b.1, 2b.2)

• To support transparency of Supply Chain management, Futures could communicate better with Supply Chain Partners about their share of the market in addition to their delivery area. (2c.4)

• In order to develop excellent practice, Futures could consider how to develop the mutually agreed core business principles into the contract management and review processes for Supply Chain Partners and rate their performance against the principles. This is already used in staff appraisals where behaviours that demonstrate core principles are reviewed. (3a.1)

• In the event of a DWP contract or other commissioners signing up to the Merlin Mediation Service or other mediation service, Futures should ensure partners are made aware of it. (3c.3)

• Futures is encouraged to develop the work currently in progress to set differentiated Diversity and Equality outcome targets for each Supply Chain Partner which are over and above the Key Performance Indicators (KPIs) for outcomes related to the customer groups that each individual Supply Chain Partner works with. (3e.3)

• Whilst there is evidence of objectives for environmental sustainability for Supply Chain

Partners, action is now needed to translate these into measurable targets in consultation with them. Subsequent monitoring should then take place regularly. (3b.7, 4a.6)

• Whilst the new organisational structure is welcomed by Supply Chain Partners, Futures is

encouraged to ensure an alignment of communication between its operational and quality staff in order that Supply Chain Partners do not receive mixed or contradictory messages. (3d.2, 3d.3)


6. Findings Against the Merlin Standard

1) Supply Chain Design 1a) Supply Chain Design Futures continues to use its long-standing position in, and knowledge of, the local labour market, and partners to design supply chains to meet the needs of the various commissioners and contracts it holds. It also uses information from Local Enterprise Partnerships, Office for National Statistics and Jobcentre Plus. Based on this knowledge, Futures is proactive in encouraging organisations with the required capacity, capability and delivery track record to consider becoming part of their delivery network. The strategies, processes and activities undertaken by Futures to identify the scope of the supply chain necessary to meet the needs of customer groups and the requirements of the National Careers Service contract continue to be robust. At a strategic level, information from organisations is used to influence the longer term planning and development of the supply chain and there is a detailed knowledge and understanding of customer requirements. The mix of Supply Chain Partners and design of the Futures delivery network continues to support the geographic and customer types it is seeking to serve. Communication about opportunities to join supply chains are a mixture of direct approaches to known and trusted partners, through open calls on the Futures website, and through research. By sharing all commissioners’ information, Supply Chain Partners confirm that the tendering process is open, honest and transparent. There is a clear rationale for the selection of Supply Chain Partners, and scoring of Expressions of Interest takes place by an internal team which offers the opportunity for moderation. Supply Chain Partners are notified of their success and scoring and feedback is shared. A comprehensive mix of Supply Chain Partners has been engaged throughout the region from the public, private and voluntary sectors with training providers, community rehabilitation companies, voluntary organisations and specialist Information, Advice and Guidance (IAG) providers making up the network. This mix reflects the needs identified through the strategic and grassroots research activities and ensures that Futures’ supply chain can provide a holistic service to meet customer and commissioner requirements. Over the lifetime of the contract, the make-up of the supply chain has been changed to respond to the changing needs of the customer groups, the changing priorities of the commissioner and the performance of partner organisations. Remaining well connected across the region, Futures makes efforts to ensure it is engaged in both strategic and informal networks within the locality. Many of the Supply Chain Partners have their own networks which ensure that additional services including housing advice, debt advice, training and learning opportunities, English and maths provision, ESOL, interpretation and support for speakers of other languages are easily accessible to customers.


2) Commitment 2a) Collaboration, Cooperation and Communication Information is provided to potential Supply Chain Partner about the procurement process through meetings, telephone calls and emails. Supply Chain Partners who have experienced the procurement process used by Futures confirmed that communications during all stages of the activity were proactive, relevant and proportionate to the service being procured. When looking to procure new services to join the network, partner organisations, stakeholders, current Supply Chain Partners and those who have previously expressed an interest in working with Futures are signposted to the company website by email or approached directly from the PPF. By subcontracting the service to a range of organisations from different sectors, Futures ensures a good geographical spread to meet the needs of a diverse community across the East Midlands and Central Eastern regions. Specialist organisations capable of the highest quality of service, such as those supporting Asian communities of Leicester, are also part of the supply chain in order to meet specific cultural needs. Supply Chain Partners who had experience of the procurement process used by Futures confirmed that communications during all stages of activity were excellent. The process was perceived to be proactive and one which pre-empted potential issues or concerns that organisations might have had about joining the network. “Open to new ideas and consultation takes place.” Following the submission of an expression of interest document, applications achieving the minimum criteria set and fulfilling the business and customer needs identified are invited to face-to-face conversations to discuss performance expectations, including volumes of delivery and quality standards. Volumes and quality are assured through contracting with organisations with a good performance record that can provide services to diverse priority client groups in widespread geographical areas. Targets are set to reflect the achievement of KPIs and other requirements specified as part of the funders’ specification. Futures has consulted with Supply Chain Partners about its systems and processes, for example, consultation took place about how to invoice for a particular element of delivery. Meetings take place to list feedback from Supply Chain Partners and problems are effectively managed in a mutually supportive way. An example was how a specific incident was handled jointly at an event and the result has been the development of written guidance for both Futures and Supply Chain Partner staff. Collaboration across the supply chain is encouraged. Examples include consultation with advisers, managers and senior managers regarding changes in processes, assessment of Adviser Continuing Professional Development (CPD) needs and contribution to Futures’ Self Assessment Report (SAR). Consultation also happens at network meetings and Supply Chain Partner reviews. As a result of Supply Chain Partner feedback, a central email to ensure consistency of messages has been established. Futures also consults with specialist Supply Chain Partners, for example with Safe Use of the Internet, and shares this across the supply chain network. Illustrative comments included:

• “It’s a partnership working across the contract.” • “The partner meetings are great. We’re encouraged to network and work together, but also

do outside of the supply chain.”


• “I’m out there looking for other opportunities that we can work together.” A Working Together Etiquette has been developed since introducing new partners into the network. Futures has an in-depth knowledge of the supply chain organisations in their sub-region so are able to link organisations for CPD purposes or to provide a more timely service. For example, where a supply chain organisation had issues with staffing and recruitment, Futures arranged for another organisation to work with them to ensure continuity of service whilst they recruited new staff. The staffing of events is another area of collaborative work where a number of providers share a stand at a jobs fair or skills show. Also, the linking supply chain managers have been effective in developing and driving performance, resulting in more Job and Learning Outcomes (JLOs). Communication channels between Futures and the supply chain network are clear and the business relationship understood. The newly restructured staff support for Supply Chain Partners will continue to provide regular, transparent and clear communications. Supply Chain Partners can also access a range of materials, policies and processes on the Extranet. One Partner commented “Open for discussion, accessible and responsive.” The culture of communications is open and honest. Staff talk about taking time to build relationships with Supply Chain Partners and sharing information to help all partners to understand their contribution to the success of the contract or project overall. By offering Supply Chain Partners the opportunity to share concerns, Futures can then offer opportunities to help. All those interviewed highlighted the effectiveness of the inter-personnel relationships not only with Futures, but also across the network, with many Supply Chain Partners working together and communicating directly with each other regarding delivery. 2b) Developing Supply Chain Partners The development of organisations within the network has been supported by offering opportunities to re-profile and increase volumes which has enabled a number of partner organisations to grow and expand their business. Futures continues to support Supply Chain Partners to help them achieve the matrix Standard which remains a key requirement of the Skills Funding Agency and is a recognised quality mark for organisations providing IAG. As a result, Supply Chain Partners believe that gaining accreditation has given them credibility within the market place. Others shared some evidence of organisational development activities, for example “They assessed our needs and checked we were prepared and professionally developed to deliver the service.” Futures could offer more support in terms of other organisational development support, such as helping Supply Chain Partners to manage risk or ensure business processes are fit for purpose. There were examples of how Futures has encouraged capacity building across the network, such as re-profiling and increasing volumes, signposting organisations to other programmes and potential contracts of interest to Futures, enabling Supply Chain Partners to access funding so additional advisers could be recruited, and securing funding for open days. Futures might consider how wider opportunities might be shared in the future. There is active support and encouragement for the development of all Supply Chain Partners. Support is discussed at monthly performance reviews and quarterly reviews, evidenced in the Continuous Improvement Plans (CIPs).


All CPD is centred on improving the service to the customer. Futures provides CPD opportunities through a range of methods including Supply Chain Partner meetings, specific training events, webinars and coaching linked to quarterly reviews. This includes providing training and support for Supply Chain Partner staff on the Management Information (MI) system and in meeting NCS standards for Skills Action Plans. The qualifications and on-going CPD requirements of all advisers continues to be monitored and staff are supported to meet the standards set. Other training organised by Futures for the employees of Supply Chain Partners includes action planning, group work planning delivery, equality and diversity training, motivational interviewing and CV workshops. Illustrative comments included: • “Range of opportunities for both supply chain managers and delivery staff, and increased

through the use of webinars.” • “Loads of training opportunities.” 2c) Contracting and Funding Processes and procedures to support procurement effectively in line with the requirements and expectations of the commissioners have been effectively managed. Prospective Supply Chain Partners are encouraged to come forward. Under the new National Careers Service contract in October 2014, a ‘framework’ concept was introduced where Supply Chain Partners apply to join a supplier list. Work is then allocated to this approved supplier list when it becomes available through a competitive tender process. Tenders are scored by a panel and questions weighted appropriately. Full feedback is given to both successful and unsuccessful organisations. An annual refresh is currently taking place, including updated Due Diligence checks. As the NCS contract is subject to the funding rules of the Skills Funding Agency and all terms, including delivery payments, are passed on to the Supply Chain Partner. Whilst this ensures that funding and payment arrangements are fair and proportionate across the network, it does mean that the core financial model cannot be flexed. Futures makes sure that details of the payment profiles are discussed prior to contracting to ensure that the initial request of funding is realistic and will not put the provider organisation or themselves under any undue financial risk. Supply Chain Partners confirmed that funding arrangements and amounts are fair and that there has been dialogue about this. Contract documentation is in place for all Supply Chain Partners and is seen to be clear and understandable. The commissioner requires certain aspects of the header contract with Futures to be cascaded to the supply chain and this is understood and accepted. There are clear roles and responsibilities for both the Supply Chain Partner and Futures that are clearly defined - for example, who is responsible for referring people. Supply Chain Partners commented that documentation is prompt, understandable and easy to follow. Variations to contract are issued when required, for example changes made by the commissioner or following negotiations with the Supply Chain Partner as a result of over or under performance. Futures described how market share is discussed as part of the initial contracting activity and then negotiated with each potential partner organisation based on the contract requirements and their abilities to deliver. Post-contract, there are examples within the supply chain of negotiations taking place to move market share to support successful delivery partners. All Supply Chain Partners believe market share allocations to be fair and are aware of other organisations’ delivery areas - but not necessarily their delivery allocations.


At the point of contracting with Futures, partner organisations agree the payment profile. For spot purchase Supply Chain Partners, a rate for the service is agreed. Supply Chain Partners confirmed that Futures has been sympathetic to contract variations and has adjusted fee and re-profiling to support their delivery. This has been a particular focus for the NCS contract with Supply Chain Partners feeling pleased that Futures has not placed any value judgements on the Supply Chain Partner’s individual re-profiling requests. It has been a supportive process that is about the supply chain as a whole working to best effect. Each of the Supply Chain Partners is checked on the Skills Funding Due Diligence register to ensure that they are eligible for the levels of funding that they have requested. However, Futures also has a minimum contract value for smaller organisations where they deliver to a distinct geographical area but cannot deliver a large contract due to capacity issues within their organisation. Futures makes adjustments to take account of the needs of organisations including differentiated payment schedules where required, such as making a change in the payment schedule. The transfer of funds within the partnership network is managed carefully by Futures. The invoice and payment process is clearly set out and understood by Supply Chain Partners who judge the process fair and accurate. Payments are agreed and paid promptly with any differences being reconciled afterwards. “Very good, they chased us for an invoice” commented one Supply Chain Partner. Where there have been questions raised regarding the evidence required for payment, Supply Chain Partners confirmed that relevant staff within Futures have worked with them to ensure a speedy and appropriate resolution. Discussions with members of Futures staff confirmed that they have a detailed knowledge and understanding of how best they can support individual members in the supply chain to provide the records required for payment. Futures’ contracts with individual Supply Chain Partners do not include a specific management fee. This is an amount top-sliced by Futures based on the costs of supporting the supply chain with 10% added. Supply Chain Partners therefore do not readily understand or recognise the concept of management fee but do confirm that what they get from Futures, such as overall communications and negotiations with the commissioner, provision of and support for the MI system, management of the payments, contract management, support and training for Supply Chain Partners provides value for money.


3) Conduct 3a) Demonstrating Commercial and Business Integrity Futures has a clear and purposeful vision and mission, reflecting the commitment to support people to progress into employment through delivering a high quality, customer-focused service. The senior leaders of Futures have set and communicated a very clear strategic direction for the organisation, supported by ambitions, values and aspirations for all customers. These are shared with the supply chain network and are periodically reinforced at meetings and through other communications. To embed the Futures business ethos, their vision and mission are included in contracts, portrayed via the Extranet and discussed at conferences and training days. Futures might develop their practice by further embedding mutually agreed core principles into supply chain management activities. Supply Chain Partners commented:

• “The customer is at the heart of the delivery.” • “Same wavelength, understand that we want the best for young people.” • “The ethos of both organisations is similar – learner / customer focused.”

Support has been provided for Supply Chain Partners when they have undertaken TUPE activities as a result of changes in contract. Part of this facilitation has been to provide conflict resolution as well as signposting organisations to current legislation. The Contracts Manager has led on this process when TUPE was necessary between supply chain organisations in the past. Support was offered in the form of advice from an external HR / Legal entity. The practice when staff transfer into Futures is robust, whereby the primary aim of safeguarding personnel is followed when they transfer and processes fully engage with current TUPE legislation. A TUPE checklist has been developed that conducts risk assessments at appropriate stages and implements an open and full information and consultation process with transferring personnel and their unions / staff representative. This resource could be usefully shared with Supply Chain Partners. All Supply Chain Partners reported on supportive and positive relationships and interactions with the Futures Supply Chain Management staff. See section 2a and other examples throughout this report. Supply Chain Partners note that whilst no formal response times are agreed, the replies are always prompt. Illustrative comments included “Feel part of the contract, not been done to, set up to succeed, not fail” and “Incredibly supportive”. Supply Chain Partners confirmed they receive updates on various topics relating to legislative policies and procedures relating to contract compliance through email correspondence - for example “Communications of legislation and regulation changes communicated really well”. All legislative and regulatory requirements of the contract are discussed at the procurement stage and checked by Futures through the Expression of Interest process. They are also contained in the Schedules of the contracts exchanged with Supply Chain Partners. All policies and processes are version controlled and are RAG rated to show the importance of keeping them up-to-date. 3b) Quality Assurance and Compliance Futures has a quality system, which includes the measuring and monitoring of Supply Chain Partners against a set of clear criteria including targets and KPIs. The NCS Steering Group meets on a monthly basis to identify priorities and ways to improve the service. Each Supply Chain Partner has a key person they link with within Futures.


These links provide a crucial role in enabling Supply Chain Partners to manage and deliver the service, resolve operational issues and share good practice. Monthly performance monitoring reviews and quarterly review meetings between Futures links and Supply Chain Partners require them to self-assess and identify any improvements to the service required at a local level. Monthly performance monitoring reports illustrate performance against targets and KPIs as well as RAG ratings related to performance against contracts. A detailed CIP is used effectively by Futures links with Supply Chain Partners at quarterly review meetings. This identifies evidence, judgements and agreed SMART actions related to quality, performance issues and quarterly themes. The progress against these key action points is reviewed by Futures links and Operations Managers on a monthly basis to ensure progression. Themes for the CIP and quarterly reviews are identified and reviewed every four months by the NCS Steering Group. Performance and quality are standing items at regional meetings. Comments included that Futures operates “A rigorous approach – audits, visits, telephone conversations … action plan, which is looked at throughout the next review.” Supply Chain Partners have been good at enabling soft outcomes and encouraging customers to take the next step towards their work goal through agreed career management activities. This is evidenced through Futures’ performance against career management outcomes targets (currently East Midlands 108.1% against profile and Central Eastern 90.8% against profile), customer feedback and adviser assessments. Various examples were shared across the network of how the quality assurance activities have informed and improved delivery. Supply Chain Partners commented that the quality of paper work has improved following quality assurance activities and these have been shared via the Extranet and in meetings. Supply Chain Partners are aware of the importance of ensuring any Information, Advice and Guidance (IAG) they provide is accurate, up to date and impartial. All Supply Chain Partners interviewed as part of this assessment confirmed that they are accredited to the matrix Standard. Futures ensure that customers are referred to support networks outside the formal supply chain through supporting and encouraging each adviser and supply chain partner to understand local support networks and make referrals as appropriate to enable customers’ wider needs to be addressed. Based on an internal quality review conducted in September 2015, the large majority of information and advice sessions are good or better and prepare customers highly effectively to focus on specific actions that help them progress towards their chosen option. The IAG provided by Futures to Supply Chain Partners is though newsletters, direct emails, training events, quarterly review meetings, Network meetings and through day to day communication. The content of advice and information and the methods used are agreed at the Steering group meetings and the impact reviewed to ensure consistency and effectiveness. There is a data consent and information sharing policy that it implements across all aspects of its work. Contracts exchanged with Supply Chain Partners included requirements aligned to Future’s own policy and /or those of the commissioner. The contract provides details of the data security requirements of the supply chain partner which requires compliance to Cabinet Office Security standards, internal and external distribution, transferring information over the internet or via email, dealing with paperwork and storage and insurance. Data security is robustly checked at the start of contract delivery and during the life of contract delivery. It was clear from Supply Chain Partners that the security of information relating to customer’s personal data is important. Supply Chain Partners also confirmed that a procedure is in place covering organisations, advisers and non-delivery staff leaving the contract. This step-by-step procedure details who needs to do what and when to ensure the security of information and equipment.


Supply Chain Partners are required to complete a health and safety questionnaire to ensure they have the appropriate insurances in place as well as the correct policies and procedures. Risk assessments continue to be carried out on all delivery locations. This covers accessibility, general health and safety facilities, display of appropriate insurance certificates and statutory information and accident reporting. Safeguarding of all customers includes checking sessions are carried out in a safe environment, ensuring safeguarding procedures are in place at a regional and Supply Chain Partner level and providing training to staff. Recent training has been around responsibilities linked to the Prevent Duty in challenging radicalisation. An on-line safeguarding training package is in the process of being rolled out to Supply Chain Partner non customer facing staff. Baseline security checks continue to be a contractual requirement for all staff working on the National Careers Service contract, and Futures monitors completion of this process centrally. Futures has an Environmental and Sustainability Policy in place; however the focus on this subject with Supply Chain Partners still could evolve to give environmental sustainability a higher profile. Good or excellent practice is highlighted during individual conversations or meetings with Supply Chain Partners. The Monthly Performance Report and quarterly review processes identify good practice that is then shared with the network; for example using the expertise of an adviser regarding internet safety to share via a webinar. In addition, observed assessments and action plan monitoring activities allow good practice to be identified, such as integrating the use of the Touchpoint system into the interview. 3c) Honouring Commitments Pre-contract communication with potential partners continues to take place in a variety of ways, for example with groups of potential partners, in meetings with individual potential partners and via emails and telephone calls. These discussions included negotiation around quality, value for money and delivery. Requirements are made clear to partners at the pre-contracting stage and reiterated or updated throughout the life of the contract. Any re-profiling that has taken place appears to have been in consultation and negotiated in an environment of openness, honesty and trust. Comments included “Very clear from the beginning and all the way through” and “Always honoured promises”. Whilst there is a dispute resolution process outlined in Futures contracts, Supply Chain Partners felt the relationship with Futures would mean that informal methods would be their preferred initial option. The informal route has been used to good effect by Supply Chain Partners. As Futures doesn’t currently hold any contracts where the commissioner requires the use of the Merlin Mediation Service, this has not featured in the assessment; however this may change in the future, and as a result, consideration could be made to how this is communicated to partners. Within the different supply chains led by Futures, there is an understanding of what each party is and should be doing. Delivery plans ensure that both Futures and its Supply Chain Partners are still honouring what was agreed prior to contracting.


3d) Performance From the initial procurement process, organisations joining the supply chain continue to be encouraged to work collaboratively to support performance across the contract as a whole. Futures staff facilitate this at all levels. Supply Chain Partners described how network meetings, conferences, good practice days, learning and development events etc. are the ‘formal’ vehicles for collaboration which are supported by day-to-day sharing and working together. These support the customer journey and achieve the quality and quantity required by the commissioner. Futures ensures that Supply Chain Partners are not in direct competition with each other and geographical areas are not encroached. The central team decides which Supply Chain Partners deliver in key sites – for example Jobcentres - to ensure that Supply Chain Partners are best placed to deliver targets and minimise competition. Supply Chain Partners are very clear about what they need to achieve and have contractual schedules and programme plans in place which detail the outcomes required on a monthly basis. Performance reviews between Supply Chain Partners and Futures have been taking place according to the agreed schedule. Partners gave positive feedback on the openness and content of these performance meetings describing how Futures works closely with them to measure, monitor and manage the work they deliver so that they can achieve high quality outcomes, such as supporting Supply Chain Partners to address specific issues relating to the achievement of targets, which was very positive and supportive. “Throughout this round of contracting there has been greater clarity regarding expectations, which was needed.” The MI system invested in, and provided by, Futures called Touchpoint is viewed by Supply Chain Partners as meeting their needs. Futures uses it effectively to produce accurate and consistent data reports which are used to effectively manage the contract. Supply Chain Partners also commented on the excellent levels of training and support provided to use Touchpoint and its reports in order to interrogate performance. Supply Chain Partners are encouraged to add value to existing services provided to customers to enable the meeting of national and local priorities. Value for money continues to be a key part of the adviser role, and they are judged on their ability to make effective referrals to other services to support the achievement of outcomes. This includes referrals to a wide range of services including debt advice, health support and housing advice where appropriate as well as the National Careers Service website and phone line. Regular meetings are held between Futures and Jobcentre Plus managers at regional, district and local level to review delivery, attendance rates, exchange labour market information and identify priorities and improvements and this is shared with Supply Chain Partners. All Supply Chain Partners described the importance they placed on measuring the progress of clients. This is particularly the case for the NCS Supply Chain Partners as it is a key feature of their own matrix Accreditation. Methods used across all contracts vary depending on the requirements of the commissioner and include data collection, case studies, client feedback, progress towards or sustainment of education, employment or training.


3e) Promoting Diversity and Equality Futures continues to have a strong commitment to diversity and equality. This is highlighted in all bids and documentation for potential partners to capture specific information with regard to diversity and equality and is refreshed annually as part of the PPF. Supply Chain Partners confirmed that the initial Due Diligence process they engaged in with Futures included sharing their policy and a commitment to being positive about equality and diversity. Additionally there is specific training provided for Supply Chain Partners. Client data input into the MI system includes contractual diversity and equality categories such as gender, race and disability. The NCS contract itself has targets to work with the most disadvantaged customers from specific priority groups. Supply Chain Partners comment favourably on the Diversity and Equality training and the focus on the topic at performance reviews. Data about diversity and equality is monitored and shared with partners who respond accordingly to ensure actual participation within the project reflects the requirements of the commissioner. An example is a Supply Chain Partner using data to offer services in venues equally acceptable to men and women from a specific community group. A report about the outcomes (learning, work and progression) achieved by different customer groups against gender, ethnicity, disability, age and contract priority group is in development. Demographic reports are reviewed strategically at the company Board and Steering Group meetings where the data will be compared to comparative demographic data. Futures is encouraged to develop the work currently in progress to set differentiated outcome targets for each Supply Chain Partner over and above the KPIs for outcomes related to the customer groups that each individual Supply Chain Partner works with.


4. Review 4a) Supply Chain Review Stakeholder groups continue to be clearly identified and play an active role in receiving and giving feedback on the impact of the NCS contract. Futures works collaboratively with stakeholders and partners to deliver a service that meets local needs and provides value for money. The process for obtaining feedback from the customers accessing the service is relevant in that the outcomes influence the short-term activities of the network and the longer-term strategy of Futures and their supply chain mix. Futures also seeks feedback from other key stakeholders such as Jobcentre Plus, local authorities and Local Enterprise Partnerships. An annual SAR is carried out based on the revised Ofsted Common Inspection Framework (CIF) and matrix quality standard. The SAR informs the annual Quality Improvement Plan (QIP). Stakeholders and SCPs are actively involved in the self-assessment process and Futures uses their feedback to add value to the service. The importance of continuous improvement is communicated to the supply chain network and promoted through reviews, newsletters and the Extranet. Monthly performance monitoring reviews and quarterly review meetings between Futures and Supply Chain Partners require them to self-assess and identify any improvements to the service at a local level. Supply Chain Partners are kept informed of the wider policy of the commissioner and strategy information through a range of methods including newsletters, information on the Extranet, emails, meetings and training events. Supply Chain Partners described how their knowledge of the Skills Funding Agency and other commissioners has come through a number of sources including emails and updates from Futures, direct information from the commissioners and their own interest in the wider policy and strategy of organisations from whom they might receive funding. Supply Chain Partners interviewed were aware of the wider policy and strategies of commissioners. For example, they were aware of the Skills Funding Agency role in supporting the development of Traineeships, and the development of employer led apprenticeships. Both Futures and Supply Chain Partners were able to share numerous examples of how the work they are delivering is having a measurable impact on the commissioner’s wider social objectives. These included: gaining and sustaining employment; improvements in adult skills and qualifications; unemployment reduction; NEET reduction; and impact on attendance attitude and behaviour of school age young people (pre-NEET). Additionally, Supply Chain Partners have a measurable impact on the wider social objectives around health and wellbeing through the delivery of a holistic service to customers where customers are referred on to relevant services that meet their needs such as debt advice, drug and alcohol support, Citizens Advice Bureau and Jobcentre Plus support. The outcomes of the various processes and mechanisms to review and develop the supply chain have given rise to some changes, including the loss of organisations from the partnership and the introduction of new organisations with different delivery access. Regular reviews of working with key partners are carried out including working with the Jobcentres. Services are developed and enhanced based on the feedback received to ensure the service is meeting the needs of the local community. The recent restructure is designed to enable even more effective supply chain management: “Good to work with, great people, partner meetings great, restructure will make things better.”


Futures’ activities, and the activities of its Supply Chain Partners, are positively impacting on external stakeholders. An example is how customers have been encouraged to develop themselves and their wellbeing such as improved attainment, gaining qualifications, improved mental wellbeing and accessing skills and employment. Improving environmental sustainability is an area for improvement as outlined.


7. Conclusion This assessment provided the opportunity to review Futures’ practices for the current contracts and projects against the Merlin Standard. The senior leaders should be mindful that any significant organisational or senior staff changes or additional contracts – such as a new contract using a significantly different supply chain - may require a strategic review to ensure the organisation continues to operate in line with the Merlin principles. In January 2018 Futures will be required to undertake a further assessment against the Merlin Standard in order to retain the accreditation. However, due to the commitment to continuous improvement consideration could be made for a continuous improvement review being undertaken between January and March 2017. The purpose of the review would be to establish progress made against the areas recommended for further improvement following this assessment.

Assessment Type REVIEW ASSESSMENT

Assessor’s Decision STANDARD MET

Lead Assessor’s Name SUSAN SMITH

Visit Date 20/04/2016, 22/04/2016 and 25/04/2016

Client ID C11760

Assessment Reference PN101709

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