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RESTRICTED COMMERCIAL IN CONFIDENCE

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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: A4e Ltd

Lot: Lot 1: South East

Contract Package Area (CPA): CPA 9. Hampshire and Isle of Wight, Thames Valley(Berkshire, Buckinghamshire, Oxfordshire)

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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:

A4e Ltd

Trading Name (if different from above): As above

Company Registration Number: 02631340

Company Registered address: Bessemer Road, Sheffield, S9 3XN

Head Office Address, if different: Queens House, 105 Queen Street,Sheffield, S1 1GN

VAT Registration Number: 598 6496 55

Website Address (if any): www.mya4e.co.uk

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

Not applicable

Name and Job Title of main contact: [REDACTED]Development Director

Address: Queens House, 105 Queen Street,Sheffield, S1 1GN

Telephone no: [REDACTED]

Mobile telephone no: [REDACTED]

Fax no: [REDACTED]

E-mail address: [REDACTED]

Alternative contact Name and Job Title: [REDACTED] - Senior BusinessDevelopment Manager

Address (if different from above): As above

Telephone no: [REDACTED]

Mobile telephone no: [REDACTED]

Contact e-mail: [REDACTED]
mailto:[email protected]:[email protected]://www.mya4e.co.uk/http://www.mya4e.co.uk/http://www.mya4e.co.uk/mailto:[email protected]

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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 TenderForm 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: 11 February 2011

Name: [REDACTED]

Job Title: Development Director

Duly authorised to sign Tenders on behalf of:

Name of Organisation: A4e Ltd

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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

Other than those provisions identified above, A4e Limited, confirms that it has reviewedthe Call-Off Terms and Conditions for The Work Programme and agrees in principle toeach of their provisions.

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Name:[REDACTED]

Scanned Signature:[REDACTED]

Position: Commercial Director

Telephone No:[REDACTED]

Date: 11 February 2011

DWP reserves the right to amend any provisions of The Work Programme Additional

Requirements 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) specificto this 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 A4es Work Programme (WP) customer journey: key principlesA4es customer journey is designed around four core principles, built from our 20 years ofexperience as a leading provider of large scale, outcome funded employability services: We will get every customer back into the work habit as soon as possible and support

them to succeed, in partnership with their employerA4es Job First principle. Customers need to feel their support is designed for them. We will personalise and

commit with the customer in a psychological contractif you will, I will. Through intensive assessment we will better understand each customers needs

ensuring their journey is relevant to their barriers and preferences, first time. We will work closely with local partners to source complementary funding to wrap

around customersA4es Total Person approach.A4e Five Building Blocks of SustainabilityCustomers, irrespective of benefit type, have a consistent set of requirements tosuccessfully move away from a life on benefits. Every customer needs:1. Accessto be engaged respectfully, with rapid access to support and opportunities2. Outlookto develop a strong work ethic and feel they can change their life3. Skills to build the skills that allow them to compete in the local jobs market

4. Resilience to overcome barriers, including ill-health, family and relationshipdifficulties or housing, through specialist support

5. Capacityto take advantage of opportunities (mentally, financially, physically) andtake personal responsibility for their future.

The need to address the barriers associated with each of these blocks underpins eachaspect of A4es WP customer journey and has informed the development of:

An assessment model directly linked to driving outcomes that allows the customer andtheir advisor to recognise what is needed to secure sustained employment

Development Programmes that provide a core but flexible structure to ensure the mainbarriers are focused on immediately moving the customer closer to work faster

A menu of Specialist Support Services which allows us quickly to tailor theDevelopment Programmes to each customers unique needs

A continuous measure of progress which allows both advisors and customers tounderstand where they are in their journey

Specialist Advisors that are experts in one of the Development Programmes and aretrained to help people in every customer group to achieve a sustainable job.

1. Pre-referral Community Connect: promoting awareness and engagementWe will promote WP services in local communities throughout Thames Valley, Hampshireand Isle of Wight (TVHIOW) to voluntary customers (ESA and IB/IS Volunteer customergroups) and to increase awareness and understanding of the benefits of engaging withWP to mandatory groups. A4es 4 Community Managers will be embedded in localcommunities, facilitating information sessions and hosting volunteer Work Clubs in thecommunity and at A4e premises. To engage customers they will work with localstakeholders across TVHIOW (e.g. italk, Smart Innovation and Drugs Service, and Unity101, (BAMER radio station)). Prospective customers, including the anticipated 1,600 IS/IBand 5,000 ESA Volunteers, can make online enquiries through MyA4eCommunity, ouronline information portal or can contact A4es National Support Centre open 8am-8pm.

2. Engagement: achieving fast, high-quality engagement in servicesA4e knows from experience that better outcomes come from engaging customers as earlyas possible. To achieve buy-in and full participation, customers will be contacted by A4es

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Diagram 2

4.1 (continued) multi-lingual National Support Centre as soon as possible after referral(ideally within 24 hours, max. 15 days) to discuss their goals, needs and explain thecustomers rights/obligations. To give the customer a sense of immediate progress theywill together commence the action plan and customers will be encouraged to complete aninformal online assessment. This provides a starting-point for assessment and recognisesthat some customers prefer to disclose barriers through writing. A Focus Appointment will

be arranged with the best matched Advisor or with a specialist end-to-end subcontractorservice e.g. Turning Point, Princes Trust or NACRO where a clear benefit is identified.3. Focus: welcome and assessment laying the foundations for successCustomers will receive a flexible service that engages them in their preferred way. Theycan access our services from 50+ outreach locations and will be offered an informal groupwelcome session prior to their 1:1 Focus Appointment with their Advisor where they will:Engage with WP through a psychological contract: we will if you will proven to beeffective in current A4e programmes. They will be introduced to the people who will helpthem and be informed about what they can expect, and what is expected from them.Assesscircumstances, needs and barriers. The Advisor will work with the customer toidentify all barriers (real or perceived) to achieving self-sufficiency. Every customer will

receive a Better-Off Calculation to demonstrate that work pays and provides purpose totheir journey. This also produces a sustainability risk profile that allows an accurate andthorough assessment and enables us to design the right journey from the start.Plana unique, tailored journey based on their identified individual needs.Family Focus:Where a family member is referred and we engage other family membersvoluntarily. Our Family Welcome and Service will meet collective needs from the start.4. Foundations Activities: over 1,000 different customer journeysCustomers will receive a bespoke service that combines a range of services concurrentlyto ensure the best chance of success: a) Universal Services a core of activitiesessential for all customers; b) tailored, flexible Development Programmes; c) focusedSpecialist Support Services.a) Universal Services automatically offered to all TVHIOW customers, based on whatwe know are the key services that move customers swiftly off benefit and into work:

A tailored journey with a dedicated 1:1 Advisor who markets their skills and capabilitiesto our 20,000 strong network of both national and local employers

A Skills Audit to facilitate job matching to the local labour market and skills needs

Information about the transition from benefits to work including in-work benefits

Tailored support to achieve their fortnightly job search and WCA requirement

Tailored support to build financial capability and a high-quality CV

An induction to local services and facilities and access to web-based services

Access to targeted relevant support including self-employment and/or work-focused

health support and barriers associated with childcare/other caring responsibilitiesStructured work experience or voluntary placements early in the journey to promote Job

First, the development of essential work habits and exposure to the benefits of workingTimebanking: A4e is working with Spice to develop the first national timebank topromote community work in line with our People Helping People ethos. A credits schemeincentivises customers to gain experience through volunteering. Incentives includemobile credit, travel passes, gym membership and media downloads.

Development Programmes: There are 3 Development Programmes that comprise coreactivities to address barriers related to the 5 Building Blocks. Customers will undertakethe most appropriate programme and will move between programmes according to needsand progress, resulting in increased, faster outcomes. Each programme will have

dedicated staff with appropriate skills, ensuring specialist support for each group: The Access & Outlook Programmefocuses

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4.1 (continued)on increasing access to jobs, career planning,confidence, mock job interviews, and at least afull day per week of structured job search.

The Skills Programme focuses on tacklingskills barriers through specialist assessments,

vocational & soft skills development. The Capacity & Resilience Programme

includes joint case reviews with existing supportnetworks and increasing contact andparticipation on a weekly basis to build capacity.

Supply chain:All journey providers will adhere to A4es 4 core principles and ensureminimum services standards are delivered to all customers. Our supply chainmanagement approach will harness best practice and allows us to share our partnersexperience of what they know achieves high performance, e.g.:

Learning Links has trained over 600 Learning Champions in TVHIOW to help peers

identify aspirations and opportunities. This has empowered local people to tackle localissues, is acclaimed by local councillors, and the concept has been rolled out nationally.

Portsmouth City Council (PCMI) Adult and Family Learning Centre is fully equippedfor customers with health conditions, where a continuous job first culture is ensuredthrough the delivery of work preparation and personal development courses onsite.

The Wheatsheaf Trusts NEET support address the customers environment bysupporting them to build strong relationships with family and peers. Evidence: For aclient group that has not readily engaged with or responded to services in the pastWheatsheafs achievements are especially impressive. 2010 Matrix Assessment.

b) Specialist Support Services: A4e and 48 local partners will deliver a wide range ofSpecialist Support Services to create a unique customer journey. Advisors selection of

each service will be aided by a local service map that includes success rates andcustomer feedback. The menu ensures that we tackle issues within each of the fiveBuilding Blocks. A sample of services that will be included on the menu is included below.Please note this list is not exhaustive:Specialist Support Services: Accessimproving access to jobs inTVHIOW

Rural Communities: SERCCs specialist rural training and occupational routewaysSparsholt Colleges land based industries vocational training,

A4e Transporting Lives scheme to help rural customers without access to reliable,regular public transport gain licenses and access finance for a vehicle. In our pilot 65%of participants successfully gaining their licenses entered work.

With 10% of the SEs workforce commuting to London, a London Links recruitmentservice will provide access to our existing network of 2,000 London employers.

Our partnership with community organisations e.g. Community Impact Bucks to accessand create Social Enterprises that help customer develop work experience and skills.

Job Flex workshops to help customers in seasonal labour markets (e.g. IOW andcoastal areas) explore opportunities to achieve sustained work in alternative sectors.

Employers priority and advance access to vacancies through our national and localemployer network recruitment including our partners Adecco and Solent EBP.

Specialist Support Services: Outlook to improve motivation and confidenceWorkshops:Goal Setting, Motivation for Work and Creating Confidence8 courses from Wing Production House, who have achieved 65% entry into employment

or further education predominantly with NEET customer groups, by using actors and reallife simulations to improve self esteem, personal presentation and interview skills. TheFootball League Trust will help engage young people and provide football routeways.A4es Launch Pad a motivational and work preparation course for Lone Parents

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4.1 (continued) weeks training & 4 weeks job placement) currently used by 3subcontractors.Specialist Support Services: Skills to overcome immediate skills barriersWork experience and volunteer placements to give customers valuable workexperience early in their journey though our network of over 15,000 local employers,specialist partners e.g. Training & Advice Services and the 26 TVHIOW volunteer centres.

Adeccos 1,000 Interskill online training modules & skills matching assessmentA4es 14 vocational training modules e.g. Introduction to Building & ConstructionA4es Go Forward programmes: 2-4 week sector-specific pathways combiningtraining and work experience (e.g. Contact Centre, Customer Service and Care)Skills Clubsat every branch to support customers with basic skills needs as well as over20 local skill partners providing ESOL, basic skills, NVQs and work placements.Local innovation: 25 Colleges have stated their intention to establish an SLA with A4e tointegrate the WP with the forthcoming Adult Skills Budgets employability objectives. Thiswill improve customer skills access and inform course design based on employer need.Specialist Support Services: Resilienceto increase customers resilienceLife skills traininge.g. Powerchanges relationship repairing and Groundworks father

and son family intervention programme.Womens Wisdoms family Empower programme builds a life action plan incorporatingbarriers to change, life mapping, social style and challenging habitual behaviour.A4es Life Management modules e.g. Emotional Wellbeing, Lifestyle ProfilingCommunity based organisations like the Uni Network, Reading Refocused, and theOutreach Alliance providing tailored support to build resilience in BAMER communitiesLocal innovation:A4es new Family Armour programme will support workless familiesbuild resilience through family case management, mentoring and group activities.Specialist Support Services: Capacityto increase customers capacity for workSpecialist health support including a specialist health assessment from AdvancedPersonnel Management (APM) that identifies capacity to work with realistic job goals andan achievable action plan. APM will also provide condition management to enablecustomers to manage their health in work. Turning Points Rightsteps will supportcustomers with substance misuse and mental health conditions and customers will besupported to effectively access relevant health services e.g. we have mapped over 250health services such as NHSs Expert Patients and Talk Therapy programmes.Specialist mentoring, information advice and guidance: e.g. Gingerbread (loneparents); Sonja Jones, Reading Refocus, Outreach Alliance and Slough BC (BAMER),Emplacement Solutions (mature customers).Leveraging A4es wider services: all WP customers will have access to A4escomplementary services including Community Legal Advice using dedicated phone

booths in each branch and Money Guidance regularly available at each branch.Enterprise: Customers will receive high quality enterprise support and join A4esBusiness Network. A4e has established a microfinance Social Investment Fund of120,000 per year to support customers to establish their new businesses a key featureof A4es WP solution in response to the business creation and agenda in this economicclimate. Specialist expertise will be provided by Disability Works and Enham (health),Emplacement Solutions (50+), Ixion (Graduates, BAMER), the Princes Trust (NEETS).Social Enterprises will be supported and we are currently exploring setting up a 30minvestment fund with JP Morgan to support this.Local innovation:We will partner Solent LEPs Apprenticeship Training Agency to createmulti-employer apprenticeships and develop this capacity with TVHIOWs other 3 LEPS.

4. Review and Recharge: ensuring continuous progress for all customersWe will constantly review the customers progression on their journey to sustained work.This will include ongoing communication (1:1s, phone, email, text) and formal monthlyreviews. Journey activities will be refreshed where sufficient progress is not being made

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4.1 (continued) i.e. a new Development Programme or additional Specialist Supportwhere needed. Team Leaders or Advisor peer groups will conduct case reviews quarterly.They will arrange specialist assessment if they detect an undiagnosed barrier or refer to aRecharge Activity:work experience, community work or intensive job search.5. Support for Life: achieving long-term sustainabilityA4e has developed a comprehensive sustainability support service for customers to

become fully independent in long-term employment.Increased access to supportavailable 8am-8pm to reflect the need to offer servicesaround customers working hours and ensure that we capture and address issues beforethey affect sustainability. This includes support with any issues that are affecting thecustomer including workplace, travel and finances. We will coach customers to negotiatewith employers to secure alternative duties, hours and pay and will signpost to servicesincluding housing, financial advice and childcare. A4es new Work Plus Programmewillprovide support services specifically to assist part-time workers to increase their hours.In-work health support: We will support customers to manage fluctuating healthconditions through access to specialist advisors, supported by the Occupational HealthCoaches, and Lifeskills 24/7 helpline for advice from healthcare professionals. In-work

condition management services will also be available from APM to address health issues.Understanding the threats to sustainability:Based on experience of delivering in-worksupport in the UK and internationally A4e has devised a sustainability risk profile tounderstand how likely a customer is to drop out of work and return to benefits when theyget a job. Starting at the Focus Appointment, we will design bespoke sustainabilitysupport for the customer based on 30 risk factors including personal circumstances, workhistory and job goals.Celebrating & incentivising: A4e will send customers a congratulations package thatincludes self-help tips and career planning materials both when they leave benefits intowork and sustain their employment. A4e is working with Big Issue to create a bespokeengagement incentive schemeoffering incentives and rewards for customers achievingkey milestones both pre-employment and in work. The scheme is supported byorganisations such as NPower, Kwik Fit, Haven Caravans, Nationwide and Nisa Today who will offer discounts to our customers. We want to help customers be smartconsumers, build assets and give them access to rewards.Supporting employers to retain and progress customers: We will work withemployers to jointly support the customer through issues they may face in work. We willoffer a range of services including addressing skills gaps, raising difficult issues withstaff, training (e.g. managing mental health) and adjustments for customers with healthneeds. A key part of A4es role is to manage employer expectations especially forcustomers with health issues, who have never worked or have been unemployed for a

long period to make sure the transition to work and off benefits is smooth.A career, not just a job Many customers will want promotion, more responsibility, payrises and more skills. We will support customers to build a career development plan andlinking with a career mentor. Our pre-employment training (see above) is tailored to meetlocal labour market needs and we will continue to support customers with this training tomigrate into valuable and relevant work-based qualifications as well as access to theNational Apprenticeship Framework through A4e Skills.7. Re-commence maintaining momentum for customers who have left workA4esRe-commence Programme is designed to build confidence and motivation to try again byenabling customers to take the positives from their experiences in work. It includes animmediate 1-2-1 appointment to discuss the reasons for not sustaining work and to

update their CV, followed by daily supported job search including accessing our employernetwork to secure further sustainable work.

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[4.1a] Customer Journey - Rationale

Please describe in detail:

your rationale for your proposed Customer Journey(s) detailed above in 4.1within 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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4.1a1. The rationale for our customer journey approach in TVHIOWA4es Work Programme customer journey has been designed to meet the broad range ofcustomer needs in every locality in TVHIOW. At the centre of A4es customer journey isthe Total Person concept holistic services, customer-centred support, early action anddelivery that is joined-up with local services. This will enable A4e and its 61 local

subcontractors to deliver a step change in performance through: Supporting more customers into work through totally individualised journeys, an

engaging employer offer; a successful enterprise model; and the expertise andinnovation of our diverse local partners.

Moving customers into work sooner through a Job First approach, providingappropriate, targeted support at the earliest opportunity.

More and longer sustained jobs by supporting customers into appropriate jobs andproviding robust sustainability support from the start of the customer journey.

To ensure our TVHIOW Work Programme model responds accurately to the needs oflocal customers, A4e has used knowledge and best practice from:

Delivery of employability, health, mentoring, care, money guidance, and workforcedevelopment contracts to 10,000 customers in TVHIOW per annum.

18 months of local stakeholder consultation including over 500 service providers, 33TVHIOW local authorities, 4 Local Enterprise Partnerships, JCP and 40 Colleges.

Customer feedback and focus groups with existing and previous A4e customers andunengaged benefit claimants combined with detailed MI interrogation.

Pilots to test new approaches including assessments, in-work support in Oxford andReading, a purposeful project in Slough, and a self-employment assessment in Reading.

Ward-level customer and labour market trends from our Experian partnership.Tailored support for every customer, in every location1. Community Connect: engagement at the pre-referral stage will address the three key

barriers to customer engagement identified by focus groups with our Pathways, loneparent customers and long-term IB claimants - i) not knowing where to get support, ii) aperception that no-one can help, iii) that support is aimed at others. This will increaseparticipation, especially for customers on Income Support and health-related benefitsincluding TVHIOWs anticipated 5,800 IB/IS/ESA volunteers. E.g. Oxfordshire CC hasagreed to promote our services to Lone Parents at its Early Learning Centres. Evidence:we have exceeded start targets in all three of TVHIOW ESF employability contracts.2. Engagement: we will encourage greater participation by offering all customers choicesabout their initial contact (see 4.1 for details). Existing customers and our focus groupstold us that IB customers want informal, group welcomes, young people prefer access toself-help facilities and older customers want immediate 1:1 support. The option to engage

customers with their families will have significant impact on the 140,000 workless familiesthroughout TVHIOW, particularly in Bletchingly, Wolverton, Woughton, Fratton, LeighPark, Thornhill, Weston, Blackbird Leys and Campbell Park. Our bespoke incentivesscheme (see 4.1 for details) will encourage customers to participate in WP services.3. Focus:A4es dialogue-driven assessment (see 4.1), designed by A4es OccupationalPsychologists will enable an accurate insight into the full range of customers needs andbarriers, allowing us to tailor a highly individualised journey that is right first time. A pilot ofthis model in eight A4e delivery sites resulted in increased disclosure (e.g. 60x morecustomers disclosing significant health or social care needs) enabling A4e to addressthese needs and at an earlier stage. APMs specialist health assessment will identify thebarriers of customers with unmanaged health conditions. This will meet their need to

understand and be reassured of their capacity for work in suitable occupations, and helpdevelop an action plan to achieve their goals.4. Foundations: customers will access a combination of services that are tailored to meet

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4.1a (continued) their needs in a flexible way that promotes the Job First principle:a) Universal Services: underpinning each customers tailored journey, are services (see4.1) that benefit all customers and will be available at the appropriate points in theirjourney. We have based our Universal Services on the most common needs identified inour MI and customer feedback e.g. 70% told us that advice on financial in-work benefits(a Universal Service) alleviated their concerns about making the step into a job.

b) Development Programmes: our national FND experience and local NDPC, LSC/ESFBBO Mentoring and LSC/ESF Recruiting Older Workers experience tells us that a flexible,tailored, black box service should be supported by some structure. Our threeDevelopment Programmes (see 4.1) are designed to support each customer to overcometheir barriers in the most suitable way. They will ensure that all customers, including thosewith the most severe or complex barriers, access an appropriate range and type ofservices at the right time. This will allow customers who are immediately ready to work toaccess intensive job search support and early engagement with our employers; those withskills needs access to locally relevant skill development opportunities; and customers withcomplex needs a range of activities to build their capacity and resilience. OurDevelopment Programmes are based on A4e Australias success delivering Job Services

Australia to comparable customer groups. Our services for the hardest to help customersusing this structured approach have achieved 4/5 star ratings, indicating performance20%+ above the national average.c) Specialist Support Services: Our menu of services (see 4.1) will give customersaccess to appropriate, expert and timely local support, both pre and post-placement, on aflexible basis to meet each of their needs and barriers including:

Parenting:more than 35,000 lone parents claiming JSA and IS in TVHIOW face barrierse.g. accessing affordable child care and balancing work and caring responsibilities.

Housingisa significant challenge in TVHIOW with the second highest house prices inthe UK and a 5.5% increase in housing benefit claimants to 183,680 since 2009.

Financial barriers: personal insolvencies have increased by 530% in TVHIOW since2000, with debt relief orders highest in Oxfordshire and South Hampshire.Evidence: surveys of A4e customers receiving similar support found that 94% felt thisremoved barriers that would have prevented them from starting employment.The rationale for the key features of A4es customer journey model TVHIOW include:

Specialist customer journeys: some customers will access specialist customerjourneys delivered by an expert partner that is best placed to address a specific primarybarrier and assist the customer into sustained employment. E.g. The Princes Trust willprovide Get Into and Enterprise journeys for young people to overcome a lack ofqualifications, low self esteem and motivation, criminal records, and lack of vocationalskills. The Trust has delivered 170 Get Into programmes with a 50% employment rate and

has successfully supported over 3,000 young people through its Enterprise Programme.A robust health programme: A4e has developed a robust, integrated model to supportthe JSA (8.5% of our TV New Deal customers have a disability) and anticipated 15,800ESA/ex-IB customers with health-related barriers. Our partnership with APM, providingspecialist health assessments and condition management, will allow A4e to accuratelyidentify each customers work capacity, suitable job options and provide appropriatesupport. Specialist journeys through Turning Point and Disability Works will provide expertsupport their existing performance (see 5.1) evidences that we will drive WPperformance by supporting harder to help groups e.g. TVHIOWs 28,000 drug misusers.Customers can also access A4es specialist advisors supported by Occupational SupportCoaches. Evidence:A4es Fit for Work pilot demonstrates the effectiveness of supporting

people with health conditions, it has a 100% success rate in supporting customers at riskof absenteeism or leaving work due to health to stay in work.A4e Enterprises track record means that our WP customers will be given the bestopportunity of successfully setting up a sustainable business. This is a particularly

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4.1a (continued) attractive and viable option for customers with health conditions andprovides a realistic employment alternative in a TVHIOW labour market that features:oJob competition:TVHIOW currently has a ratio of 6+ unemployed people (140,000) to

each vacancy (23,431). This has increased youth unemployment and long termunemployed (253% Dec-08 to Dec-10) with Bucks and Berkshire most affected.

oUnderemployment:with 461,000 part-time employees in the SE, many customers have

difficulty finding work sufficient to break their benefit dependency.oSeasonal employment: customers have difficulty accessing sustainable work due to

reliance on the tourism and leisure industries, particularly in the IOW and coastal fringesEvidence: A4e has supported over 20,000 self-employed customers throughprogrammes including Business Link. We have used this expertise to support over 400FND customers to date to start their own businesses with very high sustainability 92%were still successfully trading at the critical 26 weeks sustainability stage.Skills: A4e is committed to up-skilling our WP customers as we recognise the high levelsof job competition. Our partnership with Experian together with our employer links, localdelivery experience and working with the 4 LEPs will allow us to continually predict labourmarket demand and prepare customers with appropriate skills training and job

preparation, supported by our employer links. In TVHIOW this will help respond to thechallenge of the 10,000 SE vacancies that have a skills gap, the 1.6m replacement jobsduring 2007-17, as well as helping us target the distribution, hospitality, construction, andfinance and business services sectors, which will account for 90% of the SE employmentgrowth up to 2012 (SEEDAs SE Skills Priorities Statement 2011/12)5. Reviews and Recharge Activities: our model includes a range of Reviews andRecharge activities to ensure that customers maintain a sense of real momentum andprogression throughout their journey. These will be complemented by the ability to movebetween Development Programmes when their needs and circumstances change. Ourflexible WP journey can be refined and altered quickly and easily in response to ourexperience that shows that some barriers (e.g. substance misuse, domestic violence) areonly disclosed, identified or observed further into the journey.6. Support for Life:A4e recognises the importance of providing intensive sustainabilitysupport together with a new offer that supports and incentivises employers to achieve astep change in performance. To reflect this, we will address sustainability from the start ofthe customers journey and support customers further through our employer offer (see7.2). Our survey of 600 employed A4e customers found that 68% had remained in workfor one year or longer as a result of tailored in-work support. To build on this, we haverefined our model to include Sustainability and Progression measures including access tospecialist health support (including a 24/7 health helpline), support for parents (fromGingerbread) and access to all Specialist Support Services detailed in 4.1. These

recognise the extended sustainability period and the importance of progression andcareer planning that 57% of customers told us they wanted help with. Our extended hoursservice responds to customer feedback that identify 64% of in-work customers wouldaccess services at these times.2. Benefits to the eight individual customer groups in TVHIOWA4es customer journey offers cross-cutting benefits to all customer groups that will beaccessible in all localities across TVHIOW at 29 delivery locations. Direct delivery and oursupply chain of 5 journey providers, 8 specialist journey providers and 48 SpecialistSupport Services providers and will ensure that core benefits include:

A menu of Specialist Support Services delivered by experts, ensuring that eachcustomers journey is tailored to their needs and not their benefit/customer group

The Development Programmes framework structure ensures that customers receive theappropriate type of support at every stage of their journey with no delay

Seamless support that connects A4e services with other local provision

The expertise and innovation of 61 local partners and the breadth of A4e services

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4.1a (continued)

Continuous progress throughout their journey both pre and post placement

Improved job prospects through strategic local initiatives to improve skills, addressemployer demand, create local jobs and improve self-employment rates.

Each customer group will also receive specific benefits relevant to their needs:JSA 18-24: lack of soft and vocational skills, lack of work experience

improved soft skills to meet the needs of local TVHIOW employers e.g. mentoring from50+ customers for working life guidance and generational barriers

skills relevant to TVHIOW labour market demand e.g. hospitality, care and distribution

opportunities through A4e Youth Sponsorship scheme and work experience

increased engagement through multi-channel delivery including online servicesJSA 25+:including long-term unemployed and benefit cyclists, obsolete skills

improved job search skills through targeted support and interview preparation

increased motivation/confidence through YPTC, RBLI, and SAFE.

improved skills relevant to TVHIOW labour market such as hi-tech manufacturing

increased opportunities in-work through tailored in-work support initiatives

JSA Early Access: multiple and complex barriers long-term expert support through specialist customer journeys such as NACRO,

Khulisa, Blue Sky and Turning Points service for ex-offenders

improved capacity and resilience through tailored local services

access to Advisors with specialist skills in supporting those with complex needsA4es health model: benefiting all customer groups with health-related needsThese customers will benefit from improved understanding of their work capabilities byAPMs expert health assessment and guidance on support needs (which they deliver to80,000+ customers each year through Job Services Australia). Where required andappropriate, they will benefit from an intensive a specialist journey from DisabilityWorks/Turning Point. APMs embedded condition management will both preparecustomers for work and improve their ability to sustain work, together with Lifeskills 24/7helpline staffed by healthcare professionals. A4es Community Managers will ensurethese customers benefit from early and local engagement.IB to JSA:low motivation and engagement, fear of change

increased motivation and confidence through early targeted engagement, A4espsychological contract and confidence/motivation building workshops

reduced impact of long-term workforce exclusion through A4es skills developmentESA Volunteers:severe health condition/disability, employer discrimination

reduced time out of the workforce through targeted work preparation activities relevantto their capacity including vocational and soft-skills training

improved opportunities from initiatives to make local workplaces disability friendlyESA Flow:possible new unmanaged health condition, lack of motivation

improved opportunities from initiatives to make local workplaces disability friendly

increased access to vacancies through A4es employer engagement strategyIB to ESA:length of unemployment, low motivation and confidence

improved opportunities from initiatives to make local workplaces disability friendly

reduced impact of long-term workforce exclusion through A4es skills developmentIB/IS: economic and social exclusion, health needs, caring responsibilities

increased ability to find work through support with childcare/care arrangementsimproved capacity through identifying capacity and suitable types of work.

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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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4.1b1) A4es Minimum Service Levels (MSL) for the Work Programme in TVHIOWA4e and our supply chain are committed to improving the lives of our customers, theirfamilies and communities. In addition to our commitment to DWPs Customer Charter, ourMSLs will ensure a step change in performance, a high-quality service and the bestchance of success for each customer.

1. A fully accessible service: that is accessible to all on public transport within 30minstravelling time, DDA compliant and in a safe and respectful environment.

2. Individual assessment and plan:every customer will receive a tailored assessmentand action plan that will be reviewed at least monthly.

3. Health support: we will assess health as a barrier to working. Those identified asneeding additional assessment/support will be referred to a specialised healthassessment and support to develop a health-focused back to work plan.

4. A fully personalised service: including (minimum) monthly 1:1 contact with a namedadvisor and a tailored journey that address their broader needs.

5. Customer empowerment and work ethic: customers will be given a choice abouthow they first engage with their service provider (see 4.1 Engagement) and a choice of

work-focused activity early in the journey to promote Job First, the development ofessential work habits and exposure to the benefits of working.

6. Improved relevant skills:all customers will receivea Skills Audit and have access tosoft and locally-tailored vocational skills development opportunities.

7. Recharge activities:all customers will access Recharge activities (see 4.1 Reviewand Recharge) if they are not making progress in their journey.

8. Incentive to engage:all customers will have access to A4es Incentive Scheme thatrecognises and rewards achieving journey milestones.

9. Total Person:we will work with all other agencies that support customers to ensurethat we meet all of their wider needsA4es Total Person service.

10. Family service:we will support our customers within the context of their family.11. Feedback: customers can provide feedback at any point and will be requested at

specific points in the journey. We will respond where requested within 7 days.12. In-work progression and sustainability:tailored support Mon-Fri, 8am-8pm andlife

access to A4es on-line job search facilities (see 4.1 Support for Life). We will contactin-work customers according to their Risk Profile (see 4.1), at least:

Low Risk Medium Risk High RiskWeek 1 First day and week First day and week Every dayWeek 2 Month 6 Fortnightly Weekly Bi-weeklyMonth 6-12 / 12-sustain Monthly/monthly Fortnightly/monthly Weekly/fortnightly

2) Rationale for our approach in TVHIOW

A4es MSLs are informed by organisational knowledge and consultation to identify theaspects of our service that are crucial to an effective and positive experience.Delivery experience: We have interrogated MI and organisational knowledge from 20years experience delivering employment services in 11 countries. This includes 10 yearsexperience delivering services in TVHIOW including New Deal Prime Contract (NDPC),JCP Support Contract, ReGROW, Recruiting Older Workers, Basic skills and ESOL, Trainto Gain and BBO Mentoring. We work with more than 10,000 customers per annum,including people with disabilities, lone parents, ex-offenders, the long-term unemployedand recently redundant workers, supporting more than 2,500 into work. We have pilotedkey elements of our proposed delivery including assessment, in-work and health-relatedsupport in a live operational environment to test its efficacy and customer satisfaction.

Customer consultation: A4e has invested over 50,000 in giving local customers avoice in the design of MSLs as part of our ongoing commitment to co-production ofservices. We commissioned independent research consultancy CI Research to survey1,000 A4e customers (including 600 in work) and 400 unemployed people to identify the

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PART 5: SUPPLY CHAIN MANAGEMENT

[5.1] Delivery Strategy

Please describe in detail your delivery structure for all elements of the Work Programmeprovision across this CPA and explain why you consider your delivery strategy to be thebest approach for customers in this CPA. You should clearly state how you intend to workwith your sub-contractors and how you will ensure the needs of all your customers,including the hardest to help, are fully addressed from within your supply chain includingvoluntary sector organisations where appropriate.Please also complete:

Annex 2 to show the structure to be put in place within the supply chain todeliver the Work Programme provision in terms of overall percentage ofdelivery, specialism and geographical coverage; and

Annex 3 (Sub-contractor Declaration) for your proposed sub-contractors asappropriate.

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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5.1 A4es delivery strategy for all elements of provision across TVHIOWA4es delivery strategy for TVHIOW combines its 10 years experience, infrastructure, andstakeholder relationships, with innovation and a 61 strong supply chain of the bestproviders in TVHIOW. This includes 29 from the voluntary sector and will give everycustomer access to quality services, in line with A4es Total Person philosophy. A4e willsupport 64 percent of TVHIOW customers, our subcontractors 36 percent. Our strategy

will meet the needs of all TVHIOW customers, including the hardest to help, through:1. The best providers, in the right locations, through a combination of A4e direct

delivery and five journey providers delivering in defined geographical areas. Combinedwe have 98 years experience and support 18,000 TVHIOW customers per annum.

2. Specialist journey support for customers with specific or complex needs througheight specialist journey providers

3. Holistic, joined-up services through 48 partners providing specialist support serviceson a flexible, as-needed basis.

4. Employer led solutions, strategic partnerships with Colleges to wrap the WP aroundskills provision and use employer and enterprise need to set the skill agenda.

Our strategy is based on the needs of local customers and communities; informed by our

13-strong TVHIOW design team of local experts, 50,000 investment in engagingcustomers in WP service design, and 18 months stakeholder engagement. The keyfactors influencing our strategy include:

Competitive labour market: The SE has the UKs highest employment and inwardmigration rates. In TVHIOW 91.5% hold a qualification, and there are 6 unemployedpeople to every vacancy.

Customer barriers:widespread health needs; localised skills deficits; aging population,high youth and BAME unemployment; 140,000 workless families; 35,000 lone parents;28,058 drug misusers; and approx. 35% of our TV NDPC customers are ex-offenders.

Geographic challenges: TVHIOW is diverse with unique urban centres, hidden

deprivation, and large rural areas. This has bred communities with specific social,accessibility and skills needs e.g. 26% of the IOW population have below NVQ Level 2qualifications, and it has the most expensive ferry crossing per mile in the world.

1. The best providers in the right locations across TVHIOWCustomers in TVHIOW will benefit from access to high quality end to end servicesprovided by A4e and our eight local journey providers. Journey providers will deliver in adefined geographical area and have been selected based on their ability to best supportcustomers from each of the eight groups, as follows:

Selection criteria Benefit to customersLocal delivery history Services that are responsive to the needs of local

people and their community

Strong performance workingwith similar customers

A provider that is able to support them to sustainwork in the shortest possible amount of time

Existing infrastructure suitableto the needs of WP customers

Services close to home, in high quality facilitiesand from suitably experienced staff

High quality relationships withlocal stakeholders

A seamless journey that connects WP with othersupport to reduce confusion and bureaucracy

High quality relationships withlocal employers

Access to suitable, sustainable employmentopportunities in the local area

Journey providers will work with all customers within the defined area (see map below),unless the customer is better supported through a specialist journey provider (see section2 below). A list of office addresses and volumes is available at Annex 2.

Providing high quality services across all of Thames Valley (TV)A4e has 13 offices in TV and strong community links, including 5,000 employers andLocal Authorities (e.g Oxford, Slough, and Reading). In 2010 we placed 2,500+ customers

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5.1 (continued) from all customer cohorts through NDPC (101% of job target); JCPSC(105% delivery); Employability Skills Programme (103% of qualification target); RecruitingOlder Workers (101% of job target); BBO Mentoring (130% of job target); Train to Gain;Young People and Money; Emergency Carers Support Service; and Direct PaymentService contracts. Amersham & Wycombe College will support in Chesham, their WorkFocused Training has achieved 125% of job target. Paragon will provide Occupational

Routeways, using the expertise from their apprenticeships delivery that exceeds targets.Providing high quality services across Hampshire and the Isle of Wight (HIOW)Wheatsheaf Trust (Gosport, Havant, Southampton)has delivered 15 programmes inSouth Hampshire including Reach Out for disadvantaged groups in Southampton andHavant (179% of job entry target), Future Job Fund (100% job entry, 117 customersplaced), Next Step (140% of target) and JCPSC (100% delivery). Learning Links(Portsmouth, IOW) delivers Reach Out; Future You and Next Step, and JCPSC locally.They have strong networks e.g. IOW College, Wessex Youth Offending Team and JCP,who asked them to provide IOW Council with redundancy support.PCMI (Portsmouth) has delivered programmes including NDPC (exceeded targets),NDDP (100% of target), Reach Out (191% of target), Work 4U (107% of target), Workstep

(100% of target), Work Preparation (141% of target) and PtW (31.5%). They will integratethe WP with Council services and in 2010 worked with 300 employers.Training Associates (Eastleigh and Fareham) has successfully combined skills andemployability services through the successful delivery of JCPSC, Learndirect, WorkFocused Training, PtW, and Response to Redundancy.A4e (rest of Hampshire): We will open 5 new offices predominantly in areas withminimal existing service infrastructure. We will service Southampton in partnership withthe Wheatsheaf Trust to ensure local intelligence and relationships are retained. TheSolent Education Business Partnership will provide access to over 8,000 employers.Specialist support when and where it is neededSupport for customers with health needs in TVHIOWThere are widespread health needs across TVHIOW with 117,520 IB/ESA claimants, and50% (45,662) of the IB claimants have mental health conditions. Disability Worksconsortium (9 specialist organisations) will support customers with serious learning,mental illness and sensory disabilities throughout TVHIOW, supported in Hampshire byEnham. Disability Works in TVHIOW has delivered PtW (100% of profile YTD), WorkPreparation (24% JER), Ready to Start (1,360 customers, 577 business set-ups) and 9vocational advice centres in TVHIOW. Enham supports 2,000 disabled people per annumand delivers Workstep (99% of job target) and Reach Out (125% of job target).Support for ex-offenders, approx 35% of our TV NDPC customers are ex-offendersTo tackle recidivism and achieve sustainable employment A4e and NACRO will provide

pre and post release support for offenders, with RAPT, Khulisa, and Bluesky providingspecialist support, reintegration, work experience, and employability services. A4eoperates in 28 prisons and provides pre-release gateway and cognitive behaviouraltherapy services in HMP Bullingdon (Oxon), with agreement to fast track customers on toour LSC/ESF Mentoring contract. NACRO specialises in resettlement, education andemployment, supporting 90,000 people per annum across 340 programmes.Support for customers with severe or complex barriers in TVHIOWThe majority of TVHIOWs 10,000 JSA Early Access customers will need specialist helpe.g. TVHIOW has 28,058 drug misusers, 2,135 homeless people, and 140,000 worklesshouseholds. A4e will combine best practice from its ESF hardest-to-help contracts withDisability Works, Turning Point, and Platform 51, who will provide specialist journeys

and support for hardest to help customers. E.g. As a provider of p2w Turning Point has ahistory of successfully supporting the hardest to help (30% JER, 70% sustainment rate).Support for Enterprise set-up, 12.3% of TVHIOWs population are self-employedA4e has created a 5 strong specialist enterprise partnership to drive self-employment e.g.

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5.1 (continued) Milton Keynes and Southampton have low self-employment levels.Holistic, joined-up services on a flexible, as-needs basisA4e staff will access a range of services to support customers to overcome barriers.Journey providers will also access their own supply chains of specialist support. E.g.customers referred to Training Associates will have access to specialist health servicesfrom Hampshire CC Integrated Learning Disability Team, Rathbone and RBLI. Below

highlights just some of our 48 specialist support services, outlined fully in Annex 2.SE Health needs, 18% have a limiting illness, and 11% are at risk of mental illnessAdvanced Personnel Management will provide health assessments and conditionmanagement in all A4e direct delivery locations. Turning Point will provide Rightstepstherapy for those with poor mental health and substance misuse. The services will beconnected and signpost wider support available through the NHS and Social Services.Over representation of BAMER groups - 15.9% of TV NDPC customers are BAMETVHIOW has distinct BAMER communities e.g. Asians in Slough, Somali in Portsmouth.Since 2009, our BBO Mentoring programme has achieved 76 hardest-to-help BAME joboutcomes (48.4% JER). Trusted community partners e.g. the Uni Network and OutreachAlliance will provide specialist support services for BAMER groups.

More than 35,000 lone parents (LP) are claiming workless benefits across TVHIOWThe number of LP claiming JSA has increased 10 fold since Oct 08. A4e and its supplychain will use our 8 week Launch Pad LP work preparation training course, which alonehas achieved a 31% JER in TVHIOW. Gingerbread will provide a specialist parentaladvice, a support helpline and work placement service. Community organisations such asMilton Keynes Women in Work will provide trusted local support and engagement.124,000 more older (45-65) workers in the SE by 2015A4e TVHIOWs REGRoW and Recruiting Older Workers (ROW) contracts have exceededall qualification & job targets, including the ROW sustained job target by 14%. Along withEmplacement Solutions we will provide specialist 50+ job search advice and support, andfocus on employer education, transferable skills, enterprise and closing the digital divide.124% increase in South East (SE) youth unemployment since Sep-08Wing Production House (WPH) will deliver innovative motivational courses to engage andeducate. 65% of WPHs NEET customers enter work/education. The Princes Trust willprovide Get Into and Enterprise courses, and with rising graduate unemploymentspecialist graduate support from Ixions employer mentoring scheme and award-winningEmployment Bureau, which includes internships and professional networking.Pockets of poor skills: 8.5% have no qualifications in TVHIIOW but 40% in HavantTo access the forthcoming Adult Skills Budget services and align skills provision with localemployer need, A4e has formed strategic delivery partnerships with the major TVHIOWColleges and 21 vocational partners to design occupational routeways.

Rural Isolation there are 1,400 rural communities across the South EastSERCC will provide specialist support for rural communities, they have delivered servicesin 802 rural communities e.g. SEEDAs Everybody Matters programme: they achieved220 L2 qualifications (122% of target) and 52 job outcomes (260% of target).Ex-service personnel 40% do not qualify for transitional supportRBLI will provide ex-service personnel specialist support from our offices, and LETS anex-military owned and operated organisation, will provide specialist CBT and vocationaltraining. We will also work with MoD Transitions and Regular Forces EmploymentAssociation to highlight early entry eligibility and seamlessly join-up service provision.14.2% of SE households are worklessIn line with the Community Budgets agenda for families with multiple problems, A4e and

its supply chain (e.g. Relate) will work to deliver family and household servicesaddressing family breakdown and generational unemployment.

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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 A4e is introducing a new organisational structure to effectively respond to changes inits key business areas. The structure is designed to create a single team approach whilstempowering local teams to shape local services around customer needs. It is highlylocalised and diverse to create a rich customer journey in collaboration with stakeholders.The structure has two distinct elements:i. Local Service Delivery: Local teams comprisingA4e and local partners.

ii. Operational Support: Independent performance management and commissioning,including intelligence, practitioner support and innovation; and contract management,single account management for DWP and major employers.

The rationale for our model is as follows: It directly supportsA4es Total Person model, where local teams deliver a full range

of social inclusion services with local stakeholders, producing better outcomes anddelivered in the most effective way for individual customers.

Separation of service delivery and commissioning will ensure that there is acreative tension between local delivery teams and those holding the teams to account.There will be clear focus on identifying what works, best practice and improvementplans, utilising external and internal knowledge to inform service development and

including the experience of our partners and local stakeholders to full effect. Consistently high performancewill be driven by the management and development

of both partners and A4es direct delivery on an equal basis. All delivery units will beaccountable for their delivery of outcomes and performance on an equal basis.

The structure has been designed to be highly cost effectiveand efficientthrough acombination of empowering local managers to make decisions rapidly and the sharingof support functions with other complementary A4e services.

1) A4es Proposed Management Structure: Structure chart enclosed in Annex 4A4es management structure is fully scalable and is described based on A4e operating aminimum of 8 CPAs. Please note, the pricing proposal only costs for the managementresources required for this CPA. All management functions will be put in place regardlessof the number of CPAs A4e may be awarded, although the precise number of people willrelate directly to the scale of business that will need to be managed.Key Roles & Responsibilities:Within TVHIOW the management and leadership teambelow will ensure that we have the capacity and capability to deliver the WP. NB. Full roledescriptions are in the Staff Role Descriptions in Annex 5. A number of roles are sharedacross CPAs therefore only a proportion has been costed in the Pricing Submission. Executive Director:Reports to the A4e CEO and Group Board, overall accountability

for delivery of the DWP Work Programme. Line manages the 7 positions below. Customer Services Director: Manages A4es National Support Centres, the WPs

central administrative support functions in Sheffield and London.

Business Finance Director: Responsible for commercial management and financialperformance, supported by Financial Controller and Finance Business Partners. Senior HR Business Partner: Oversees all WP people strategy and related issues

including resourcing, recruitment, training and professional development. Regional Delivery Director: Reports to Executive Director, responsible for A4e

operations in the SE region, including direct and subcontracted service delivery. Linemanages Area Managers, Partnership Manager and Head of Regional Sales. Thisperson will be required to have excellent regional and local knowledge and links withkey stakeholders in the SE to enable them to promote WP and ensure effective join upwith other relevant initiatives and services.

Business Solutions & Commissioning (BSC) Director: Ensures all services are

delivered effectively, generates intelligence, identifies best practice and overseesbusiness improvement, including performance and quality monitoring. Independent ofthe delivery function, the BSC Director will ensure that both directly and subcontractedservices meet local needs and support the delivery teams in managing continuous

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5.2 (continued) change and improvement. Manages Partnerships and PerformanceDirectors.

Director of National Accounts: Manages external interface with funders andemployers. Manages DWP Account Director and Employer Account Director.

Employer Account Director: Responsible for all employer-focused services and theengagement of employers at regional, national and local levels. Manages employer

facing staff including Regional Employer Support staff and Central Vacancy Managers.Local Management Roles: The following roles will be dedicated to delivery in TVHIOW Area Manager:Responsible for our operational delivery in a TVHIOW. Line manages

resources shared by local teams and drives the development of complementaryservices that will be of benefit to WP customers and support the Total Person principle.This person will create rich and effective partnerships and have an in-depth localunderstanding, as to ensure that WP is delivered in a way that is most effective in thelocal area. Major subcontractor partners will be required to nominate an equivalentmanager for their areas of delivery with excellent local knowledge and understanding.

Partnership Manager: Manages delivery and performance of subcontractor partnersand will be focused on building relationships founded on continual development and

improvement. Is the key A4e interface with supply chain partners. Head of Regional Sales: Responsible for creating new complementary services,

focused on tacking poverty, in line with A4es Total Person approach. Local Business Manager:Leads local business units centred around natural places

as defined by local councils or JCP district to ensure a natural fit with other initiatives:

o Milton Keynes o Oxford o Reading o SouthamptonLocal Business Managers will have detailed local knowledge in order to ensure local WPdelivery is fully tailored to meet the needs of local customers and employers and beempowered to create the shape of business most effective for local customers.

Community Manager: Responsible for ensuring A4es WP serves local communitieseffectively, e.g. ensuring we deliver from areas with the greatest need, creating newalliances with other local organisations and with key local stakeholders like localauthorities and GP consortia on behalf of the whole delivery team.

Occupational Health Coaches (OHC): An example of best practice transferred fromA4es Australian operations, OHCs will support frontline staff working with customersfacing significant barriers, including serious health barriers.

Identification of required skills & expertise: All managers will be required to haveproven management experience, able to make the quality of judgement needed to deliveroutput-based services, and technical expertise appropriate to their role (see role profiles).A4e has identified and understands these skills and expertise requirements based on ourexperience of delivering large scale welfare services. As the largest UK welfare to work

provider, A4e has invested in new skills to meet the demands of WP and other areas ofpublic service reform. Recent appointments who will transfer to WP include:[REDACTED], National Partnership Director:[REDACTED]spent the last 20 yearsworking with large multi nationals including Nike, MTV, C4 EA and Ford and socialenterprises to create new partnerships and innovation in the UK and India.[REDACTED], Executive Director Welfare: Most recent role Managing Director of adivision of Rok Plc. Previously held roles at Centrica, British American Tobacco and theReliance Group. Background of international leadership and business improvement.[REDACTED], Business Finance Director, [REDACTED]joined A4e from Capita where[REDACTED] was the lead commercial manager on strategic PPP/PFI bids (ranging from5m to 450m), operating complex pricing models and negotiating key commercial terms.

Management Skills & Expertise from the Supply Chain: In addition to themanagement capacity offered directly by A4e, each of our main partners will contributeadditional management skills, expertise and capacity. This includes but is not limited to:Learning Links: Clare Ashley, Skills & Learning Director, 10yrs experience; Wheatsheaf

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5.2 (continued) Trust: Jackie Powers, Deputy Chief Executive, 10yrs experience2) Working with management teams of supply chain partnersA4es Partnership Manager will be responsible for developing a strong relationship with allsupply chain partners, interfacing with partner management teams and drivingperformance on an ongoing basis. Our objective is for partners and local stakeholders tobe an integral part of the A4e Work Programme operation in TVHIOW whilst retaining

their identity and using their specialism and expertise to full effect.Performance Management of the Supply Chain: Every partner will receive regularperformance reports, demand data and a monthly meeting with their PartnershipManager. In-depth performance and delivery reviews will be conducted every quarter toreview standards, targets and identify best practice. A TVHIOW Strategic Partner Board,with representatives from all major end to end partners will meet every quarter to reviewjoint performance and devise solutions to common delivery and performance challenges.Continuous Development Measures: A4e strives for supply chain relationships to bebased around continual development and improvement. A4e will create a highly informedexpert practitioner network across our delivery team to share what works and enableperformance. The A4e Partnership Directorwill have responsibility for ensuring that our

partners are supported to succeed. They will have responsibility for building capability(e.g. staff training through A4es Practitioner Development Programme, access to the A4eInnovation Fund, performance improvement advice, Data Management and Securitycompliance, the support of our charity FSI for smaller partners) and sharing best practiceincluding holding regular events to disseminate information on what works.3) Why this structure is appropriate for Work Programme delivery in TVHIOW It combines A4es experience with the expertise of our partners, putting investment in a

new type of skills and capacity required to deliver more complex and groundbreakingservices like WP. It builds on skills and structures that have proved effective in otherlarge scale, outcome-focused contracts, including FND and A4es Job Service Australiaservice - currently achieving 38% sustained job outcomes across all customer groups.We have added new capability around partner and stakeholder engagement and betterknowledge management to reflect the new challenges of WP.

It reflects the unique and competing nature of TVHIOWs urban centres, and the resultantdistinct social and economic challenges. Specifically, our Local Business Managers (LBM)clear geographical focus ensures localised community, employer and stakeholderintegration. E.g. [REDACTED], LBM Aylesbury, has strategic partnerships withCommunity Impact Bucks, Bucks Strategic Partnership, Connexions, Next Step, JCP,Learn direct, Rural Mobility Scheme, Aylesbury College, CAB and is engaging with theCouncil regarding the opening of Aylesburys Enterprise Academy. It builds on A4es established TVHIOW management expertise from delivery of NDPC,

JCPSC and numerous skills and employability programmes. Our strategy is to transition11 existing managers to the new structure with over 100 years of local experience andrelationships, ensuring that the WP is effective from Day 1.Evidence of Effectiveness:A4e effectively transitioned 37 local managers from NDPC to FND in Dec 2009.

We have taken account of regional and local variations - no one WP CPA will look thesame as another. We have local geography, local stakeholder structures, localperformance drivers and have considered the best structure for our delivery strategy.

It delivers cost efficiencies and more money to the front line by using shared supportservices (HR, IT, Audit). This enables local operations teams to focus on performanceand draws on national specialists where needed.

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[5.3] Management of Delivery

Please clearly describe:

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

a consistently high standard and meets your minimum service levels;

Your approach to performance improvement activities for your supply chain asa whole, outlining how you and your supply chain will act on the findings of anymonitoring activity including the resolution of issues from within your own supplychain, 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 1) Quality Strategy - Managing and monitoring the quality of WP deliveryA4es approach to management of delivery is based on ensuring a high performing, highquality service environment which delivers significant sustained outcome performancethrough direct and subcontracted delivery. A4e has adopted the European Foundation forQuality Management (EFQM) Excellence model to ensure the high quality delivery of allof our services, including the WP. As an overarching quality management framework, the

EFQM coordinates the industry standards we have adopted, including Investors inPeople, the Matrix IAG standard, as well as A4es own quality management tool theBalanced Scorecard. A4es use of the EFQM is overseen by Group Assurance Director,Sarah Aston. It provides a comprehensive diagnostic tool for self-assessment that gradesour service against detailed criteria under nine headings. The overall score acts as aEuropean benchmark and helps us identify areas for improvement. For WP, improvementactivities will be owned by the Business Solutions and Commissioning Director.The application of EFQM will ensure that every WP customer, regardless of theorganisation delivering their support, receives a high quality service that meets orexceeds our WP Minimum Service Levels. The key EFQM principles that underpin ourapproach are described below, along with a description of how they will support A4es

management and monitoring of the quality of our WP service:i) Achieving balanced results WP Performance Management Framework:We arecommitted to planning and achieving a balanced set of results that meet the needs of ourcustomers and the minimum service levels of the WP. A4es WP PerformanceManagement Framework will be operated via abalanced scorecard approach used byall operational managers. This will ensure main KPIs linked to minimum service standardsare being met e.g. referral times, minimum contact levels. It will assist us to manage ourWP service by giving consideration to the following critical areas:

1. Customer Perspective -Are we meeting our customers needs and expectations?2. Financial Perspective - Are we achieving outcomes required?3. Internal Perspective - Which processes must we improve to maintain excellence?4. Development Perspective - How well are we developing our service for the future,

continually improving our offer?ii) Ensuring we meet Customer needs on an ongoing basis: A4e has engagedcustomers in the design of its WP service, through focus groups, individual interviews andonline feedback mechanisms. During delivery, we will continue to monitor and managethe quality of our service from customers perspectives through A4es Service ExcellenceProgramme (fully detailed in 5.6) which includes comprehensive customer Complaints,Compliments and Feedback mechanisms and co-production groups.iii) Leading with Vision, Inspiration and Integrity:The quality of our WP service will bedriven by our leaders and managers. A4es mission, vision and culture of Improving

Peoples Lives created by the senior leadership permeates throughout A4e and oursupply chain. There is constant two way communication between staff and seniormanagers through weekly management bulletins and online staff feedback forums. Forpartners, quarterly partner forums are used to share information and an annual awardsevent for the entire supply chain. A4e staff that deliver outstanding services arerecognised through a Superstars reward scheme and whole company events enablethe sharing of our Mission and Vision.iv) Ensuring Quality through Process: A4e is managed through structured andstrategically aligned processes using fact-based decision making to create balanced andsustained results. We are developing a series of Standard Operating Procedures forour WP model designed to ensure that every customer receives a high quality service and

that all delivery meets minimum service levels. These will consist of Red Rules & GreenGuidelines. All Red Rules will be mandatory and must be followed by all delivery staff,including subcontractors. Green Guidelines will be optional and will support quality withindelivery through the ability to be flexible and responsive to local needs.

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5.3 (continued) A4e is also currently embedding a new Business Process ManagementFramework in preparation for the WP and to support future growth in general. Thisframework consists of a series of standard business processes that will be rolled outacross our entire delivery and that reflect contractual, legislative and industry standardrequirements. As with the SOPs above, the Red Rules & Green Guidance principle isreflected within the Business Process Management Framework, giving local teams and

our partners the freedom to innovate and localise services whilst ensuring that minimumservice levels and requirements are met. The Framework enables the oversight to assurethe Board and DWP of our delivery against contractual, legislative and industry standardcompliance.v) Quality through People:A4es organisational structure is geared to ensuring thedelivery of a service that is consistently high in quality for every customer, across largegeographical areas. The separation of delivery and commissioning functions will ensurethat frontline staff are focused solely on current customers needs and there is creativetension between performance and delivery teams. Investment in expertise in the BusinessSolutions & Commissioning (BSC) function will drive quality through ongoing monitoringand iteration of our WP service to improve our delivery. A number of staff-focused

processes directly support quality monitoring and quality assurance. These are: Performance management and professional development (led by HR):Including a

practitioner development programme, staff appraisal systems, management againstKPIs, core training. All staff will have access to Continuous Professional Development.

Internal Communications and Dialogue: Including the communication of revisedprocesses and innovative best practice sharing mechanisms (e.g. online forums).

Monitoring by delivery managers:Part of managers roles (in WP, Area Managersand Local Business Managers) is to monitor and check that key systems are beingfollowed on an ongoing basis. A sample is then checked by BSC staff.

vi) Building effective Partnerships: We are committed to seeking, developing andmaintaining trusted relationships with partners to ensure mutual success. A4esapproaches to supply chain design, selection and performance management arebenchmarked against the Merlin Standard. Our Partnerships Director will have overallresponsibility for management and monitoring of partner delivery working in conjunctionwith regionally-based Partnership Managers who monitor the quality of subcontractordelivery on an ongoing basis and will help partners to develop and improve by sharinginformation openly and supporting organisations to build new capacity and skill.Evidenceof our supply chain meeting recognised quality standards is detailed below:A4e Matrix Standard, Investors in People, Merlin assessedLearning Links Investors in People, Matrix, grade 2 'good' for learning deliveryPCMI Matrix Standard, Momenta and Customer First

Training Associates Matrix StandardWheatsheaf Trust Matrix Standard2) Performance Management Strategy - Monitoring and Improvement ActivitiesOur WP service and organisational design will drive the continuous improvement ofperformance. The rationale for this is twofold: to support the achievement of WPperformance targets as they increase inline with economic recovery; and for commercialreasons, to drive the operation towards achieving DWP performance incentive payments.Our Performance Management Strategyconsists of the following elements:i) Ongoing support: We will drive delivery to the highest performance standards throughsupportive management of both direct and subcontracted delivery. All A4e partners will beadvised by their Partnership Manager on an ongoing basis. They will identify performance

issues as early as possible rapidly responding with remedial action. A4e Area Managerswill work with Local Business Managers, tracking performance and enacting earlyremedial action as required. The A4e Regional Delivery Director will hold formal monthlyperformance reviews with A4e Area Managers and Partnership Managers.

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5.3 (continued) ii) Performance Monitoring & Insight: A4es Performance Director willlead a team of analysts responsible for central monitoring of contractual performance.They will provide every internal and external delivery unit with regular performancereports irrespective of performance. Performance data will be shared openly across thewhole supply chain, to encourage a proactive and competitive response to improvement.Demand data will also be provided to every deliverer to inform future performance.

iii) Performance Management and Monitoring via technology: A4es new enhancedweb-enabled MI platform will allow real-time monitoring and reporting of WP performanceacross the supply chain. All end-to-end WP deliverers will be able to access a full range ofreporting facilities and analysis tools on line so that performance trends can be monitoredconstantly. This tool will allow data to be analysed with optimum flexibility, by office,adviser or customer type. The impact of one-off specialist services on performance willalso be trackable and will drive further investment in the most effective services.iv) Continuous improvement and service iteration: A4es BSC Director will beresponsible for devising and rolling-out measures to improve WP performance. They willwork with A4e and subcontractor delivery staff to put in place new approaches tocontinuously improve performance or measures to directly address underperformance. A

key part of this will be the constant analysis of what works and what services are mosteffective on moving people into sustained work. They will work directly with customers,listening to views on what works and designing new solutions as local delivery evolves.The team has change specialists to support the implementation of improvement plans.v) Acting onfindings of performance monitoring:A4es BSC Team will be responsiblefor working with operational managers (either A4e or partner) to act on issues identifiedthrough internal and external monitoring. This enables Delivery Tea

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