302. CPA13: Working Links - Annex 7

8/3/2019 302. CPA13: Working Links - Annex 7

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ANNEX 7

COMMERCIALLY SENSITIVE INFORMATION

This table should be used to record the sections of the bid which containcommercially sensitive information.

CPA Number : CPA13

CPA Name (Please state in full) : Wales

Question

number

Commercially Sensitive Information

4.1 The whole (all parts) of Annex 1 (process map showing theproposed end to end customer journey(s)).

The following parts of the answer:

“Customer needs - Our planning assumptions (avg life of contract) for referrals across the customer groups are: JSA25+, 39% of caseload; JSA 18-24, 16%; JSA EA, 7%; JSA ex-IB, 4%; ESA Flow, 11%; ESA ex-IB, 11%; and ESA VOL,11%.”

“Our assumptions by customer group are as follows:

Customer Group

JSA25+

JSA18-24

JSAEarly

JSAEx-IB

ESAVol

ESAFlow

ESAEx-IB

Job Ready 40% 40% 20% 30% 35% 20% 8%

ModerateBarriers

40% 40% 54% 47% 44% 54% 62%

SignificantBarriers

20% 20% 26% 23% 21% 26% 30%

4.1(a) The following parts of the answer:

“These principles have been thoroughly tested in our ModelOffice during 2010 where we have realised a productivityincrease of 16% and a performance uplift of 40% from thestarting baseline.”

5.1 The whole of Annex 2 (supply chain structure) and all Annex 3s(sub-contractor declarations).


“Our End to End supply chain will operate as follows:• WL Tier 2 delivering 78.6% of customer flows within North



Wales (Conwy, Denbighshire, Wrexham, Flintshire); SouthWest Wales (Ceredigion, Swansea, Carmarthenshire,Bridgend, Rhondda Cynon Taff); South East Wales (Vale of Glamorgan, Cardiff, Newport).

• Five Tier 2 partners: Neath Port Talbot CBC (delivering

5.2% across NPT); Pembrokeshire College (delivering 3.2%across Pembs); Torfaen Training (delivering 5.2% acrossTorfaen and Monmouthshire); Powys Training (delivering 2.5% across Powys); Agoriad (delivering 5.3% acrossGwynedd and Anglesey).”

“ Each is currently delivering an employability programme intheir area and deeply understand local needs, eg, Agoriad is awell established third sector organisation with ambition toexpand. We will provide the opportunity and support for themto do so.”

“At Tier 3 level, we have developed an extensive Support Catalogue of call-off provision including UK wide third sector providers eg, Gingerbread and CAB.”

“Capacity Build- organisations that bring employability expertise and deep local insight, but will require a full range of delivery and infrastructure support and cash flow investment:Torfaen Training, Powys Training, Pembrokeshire College, Agoriad, Neath Port Talbot CBC.”

“To help our 3 new suppliers mature, we will provide them andour more established delivery partners, (Neath Port TalbotCBC and voluntary organisation Agoriad), with support throughaccess to technology, products, services, training and directmanagement support through our Partnership Managementcapability.”

5.2 The whole of Annex 4 (organisation chart).


“NPT Ops Manager , Gavin Hughes has over 10 yearsexperience of contract management and delivery of employability programmes; Pembrokeshire College OpsManager Janet Davies has 17 years experience in community based adult learning;”



5.4 The following parts of the answer:

“K EY DELIVERY LOCATIONS FOR W ALES

Region Delivery Locations

NORTH WALES

Anglesey

Gwynedd

Agoriad Cyf [Existing Premises]

Town Hall, Holyhead LL65 1HN

Ground Floor, Swyddfeydd NFU,Dolgellau LL40 1DH

42 High Street, Pwllheli, LL53 5RT

Porth Penrhyn, Bangor , LL57 4HN

NORTH WALES

Conwy

Denbighshire

Flintshire

Wrexham

Working Links [Target locations; premises being sourced]

Conwy – Colwyn Bay, LL29 7AU

Denbighshire – Rhyl, LL18 1UU

Flintshire – Mold, CH7 1LH

Wrexham – Wrexham, LL11 4HN

MIDWALES

Powys

Powys Training [Existing Premises]

The Library, Ship Street, Brecon, LD39AE

Tudor Lane, Llandrindod Wells, LD15UL

St Davids House, New Road, Newtown,SY161RB

Canolfan Hyddgen, Bank Street,

Machynlleth, SY20 8DR Ty Derwen Road, Ystradgynlais, SA91HL

Union Street, Welshpool , SY21 7PG

Torfaen Training [Existing Premises]



S WALES VALLEYS

Torfaen

Monmouthshire

Springvale Ind Est, Cwmbran, NP445BA

Trosnant Street, Pontypool , NP4 8AT

Ivor Street, Blaenavon, NP4 9NA

Blenheim Road, St Dials, Cwmbran,NP44 4SY

The Highway , Croesyceiliog, NP442HF

The Life Station, Folly Road , Trevethin,NP4 8JD

Shire Hall Agincourt Square,Monmouth NP25 3DY

One Stop Shop, Market Hall, Priory Street, Monmouth NP25 3XA

Caldicot One stop shop Woodstock

Way, Caldicot NP26 4XBOne Stop Shop, Cross Street, Abergavenny NP7 5HD

One Stop Shop Manor Way Chepstow NP16 5HZ

S EAST WALES

Cardiff

Newport


Cardiff – Cardiff, CF10 2GS

Newport – Newport, NP20 1JR

Day Centre, 43 The Precinct,Bettws,NP20 7TN(Flex outreach)

Vale of Glamorgan

Working Links [OutreachCommunity Centres]

Barry – CF63 4HA

S WALES VALLEYS

BlaenauGwent

Caerphilly

Merthyr Tydfil

Working Links [Existing Premises]

Crown Buildings, Civic Centre, Ebbw Vale, NP23 6XG

Crown Building, Portland Street, Abertillery , NP13 1YF

1-2 Commercial Street, Tredegar ,NP22 3DH

Ty Cennydd, Castle Street,Caerphilly , CF83 1 NZ Grays Gardens, Graig-y-Rhacca,Caerphilly CF83 8TQ (flexibleoutreach)

Park Villas, Park Road, Bargoed ,CF81 8SP

Glebeland Street, Merthyr Tydfil ,CE47 8AT

S WEST WALES




RCT

Bridgend

Carmarthenshire

Ceredigion

Swansea

Pennant House, St Catherine’s Corner Pontypridd CF37 2TB

Treorchy CF42 6TE

Maesteg CF34 9DF

Bridgend CF33 6BH

Aberdare CF44 7HU

Working Links [Existing Premises]

54 Stepney Street, Llanelli , SA15 3TG

10 Penuel Street, Carmarthen, SA311NH

7 Hall Street, Ammanford , SA18 3BW

16 Eastgate, Aberystwyth, SY23 2AR

36, The Pendre, Cardigan, SA43 1JS

Alexandra House, Alexandra Road,Swansea, SA1 5ED

S WEST WALES

Neath Port Talbot

Neath Port Talbot CBC [Existing Premises]

Unit A, Milland Road Ind Est NeathSA11 1NJ

Margam Road, Taibach, SA13 2BN

1 High Street, Pontardawe, SA8 4HU

Pembrokeshire

Pembrokeshire College [Existing Premises]

Main Campus, Merlin’s Bridge,

Haverfordwest , SA61 1SZ MITEC Centre, The Docks, Milford Haven, SA73 3AASt John’s, Church Street, PembrokeDock , SA72 6AR Letterston Memorial Hall, LetterstonSA62 5RZ Bloomfield Community Centre,Narberth SA66 7NP


“As part of our Supplier Development Programme we haveidentified Tier 3 voluntary sector partners who have theambition and the potential to become Tier 2, eg RathboneCymru who have aspirations to be a Tier 2 in West Wales. Wewill provide investment, test their ability to perform and support them to begin delivering Tier 2 services as volumes increase.”

6.1 The whole of Annex 5 (resource plan).

8.1 The whole of the Pricing Proposal Document (also named the

Work Programme Pricing Proposal).




“ The table below summarises our performance proposals in Wales for

each client group and clearly illustrates Job Outcomes (given as a %

of Referrals). The National Benchmark for Job Outcomes is also

provided (as a % of Referrals).Yr 1 Yr 2 Yr 3 Yr 4 Yr 5-

7 Total

JSA 25+

JobOutcomesOffer 5% 39% 46% 49% 92% 43%

National Benchmark * 2% 25% 33% 33% 71% 30%

JSA 18-24

JobOutcomesOffer 6% 41% 54% 54%

101% 48%


JSA Early Access

JobOutcomes

Offer 6% 19% 24% 25% 47% 24%National Benchmark * 3% 15% 19% 19% 37% 18%

JSA Ex-IB

JobOutcomesOffer 5% 19% 25% 76% 0% 25%


ESA Flow JobOutcomesOffer 7% 21% 28% 30% 60% 30%


ESA Ex-IB

JobOutcomes

Offer 1% 6% 13% 35%

362

% 15%National 1% 5% 7% 18% 119 8%



Benchmark * %

ESAVolunteers

Job

OutcomesOffer 9% 33% 50% 86%

100 % 43%


We will exceed the national benchmark levels for sustainability across all customer groups as follows:

JSA25+

JSA 18- 24

JSAEarly

Access

JSAEx- IB

ESAVolun

ESAFlow

ESAEx- IB

Sustainability 34wks 34 wks 38 wks

53wks

60 wks 68 wks

76 wks

Benchmark 28 wks 22 wks 26 wks

44wks

60 wks 68 wks

76 wks

Our proposal shows that overall we will exceed the national benchmark performance levels by 10 percentage points over the life of the contract. We will exceed the benchmark levels of performance in every year for every customer group, and exceed the Minimum Performance Levels for JSA 25+, JSA18-24 and ESA Flow. We will reach the incentive payment threshold in years 4, 5 & 6. The performance proposal builds inservice improvements that allow us, year on year, to exceed the benchmarks by more as the contract proceeds, assummarised below:

Yr 1 Yr 2 Yr 3 Yr 4 Yr 5-7

Performanceabovebenchmark 2% 9% 10%

15 % 18%

8.1(a) The following parts of the answer:

“O UR PERFORMANCE R ATIONALE – BUILDING ON H IGH P ERFORMANCE

The following outlines our underpinning rationale across all customer groups: An analysis of the highest consistent contract performance benchmarked from 150+ WL and supply chaincontracts, offering the service to equivalent customer groups,and covering urban/rural locations, across a range of economies. This allowed us to establish a benchmark for eachcustomer group based on actual levels of performance; An uplift in job entries for the second year on programme,

based on contracts we have delivered to very long termclaimants we are confident we can find work for 30% of JSA



and 20% of ESA/IB customers entering year 2. For JobOutcome Rate (JOR) we have applied our existing jobsustainability run rate, added 10% based on 2 factors: 1) anenhanced in work support offer; and 2) a focus on flexibleworking for some customers, allowing us to achieve the JOR

over the allotted time on programme.Enhanced sustainability for all customer groups – wesurveyed 500 customers across all groups who entered work through our programmes two years ago, 66% were still inemployment at the two year marker, with no meaningful InWork Support – of whom 50% had had multiple jobs. We haveused this real time data to calculate accurate dropout rates for all customer groups.This has informed our rationale by customer group as follows. All WP JORs shown are average life of contract rates. Section8.1 shows how we will build up performance over the life of the

contract, based on experience of how programmes developand improve over time, evidenced efficiency improvements,and the OBR economic forecast. In year 1 we have based our performance on a baseline of what we have proven can bedelivered using current knowledge and approaches. For eachcustomer group we know:

• JSA 25: We achieved performance levels of 47% acrossour PSL, FND and EZ contracts, and job sustainability of 70%, giving a JOR of 33%. Two years on programme, withthe support we outline below, including enhanced In Work

Support, will enable us to achieve average life of programme performance of 43% JOR.

• JSA 18-24: Similarly for 18 to 24 year olds, we delivered aJob Entry Rate (JER) of 52%, and sustainability rate of 70%, across our PSL contracts. We are very confident that though opportunities presented from our Flex Desk, offering flexible work opportunities, and investment in pre- and post-employment training, we can achieve an average life of contract JOR of 48%.

• JSA Ex-IB: An estimated 39% of ESA claims (sourceDWP) in 2009 were assessed as fit for work and moved

onto JSA, so we have worked with this comparablecustomer group through our New Deal and Employment Zone contracts. Our JER rates for this group are 29%, and sustained outcomes at 78%. With enhancements due toimproved engagement, on-site specialist support and dedicated In Work Support we believe our life of contract JOR of 25% is realistic.JSA Early Access: We have a wealth of relevant experience to draw upon for this group and have used comparable data from Progress2Work/LinkUP and 15 ESF contracts working with the most disadvantaged. The group

is highly varied but we achieved between 28% and 36%JER and 82-87% sustainability at 13 or 26 weeks. With the



flexibility to work with customers for an additional year,targeted specialist support, the increase in performance toachieve a JOR of 24% is realistic.

• ESA Volunteers: Our Pathways and NDDP customersachieved on average 44% JER with approximately 80%

sustainability at 26 weeks – giving a JOR of 35%. We haveimproved our understanding of this customer group and our Pathways performance is very strong, so we are confident that we can achieve a JOR of 43% through our enhanced employer offer to identify jobs with sympathetic employers.

• ESA Flow: Our recent best performance with a comparablegroup (Pathways “mandatory” customers) has steadily increased from 22% JER to over 30% JER. Sustainability for this group is 82%, giving a JOR of 25%. We believe wecan increase performance to 30% JOR by enhanced diagnostic tools, ensuring we accurately diagnose acustomer’s real barrier to work, which is often not healthrelated, and offer rapid interventions.

• ESA Ex-IB: We consulted with practitioners, experienced Operations Managers and stakeholders (incl. our Work Choice supply chain) to establish a baseline of 14% JER, of whom 85% will sustain in work for 13 weeks, giving acurrent JOR of 12%. We have significantly enhanced our CMP provision, ensuring it is work focussed and accessibleacross the CPA, and are confident we can achieve performance of 15% JOR.”

“We have agreements in place with Randstad and Manpower that will deliver circa 14,000 vacancies in year 1 across theUK.”

9.1 The whole of Annex 6 (implementation plan).


“Below, we set out the top risks identified to date by our Risk Committee. Clearly, due to the dynamic nature of our risk

management process, these risks will change and progress asthe Work Programme rolls out and events develop; some riskswill not transpire while others may evolve into live issues withactive contingencies.

• Winning multiple Work Programme contracts. Our Implementation strategy, resources and plans assume wewill be successful in winning 9 WP contracts and our implementation team is resourced accordingly with 84 people from across our WL professional disciplines – 11Project Managers, 32 IT, 15 HR, 15 Finance and 11 Supply

Chain resources. There is no overlap of people across CPAteams, and each CPA team mirrors the disciplines of the



National Team.

• Withdrawal of key suppliers- addressed in full in question9.2

• Security Plan not being signed off . We are already working in partnership with the DWP security team to ensure

we refresh our Security Plan in parallel with systemupgrades to ensure sign-off is achieved well in advance of 21 days before go-live.

• Key suppliers not being ready for go live. We haveundertaken full verification assessments against eachsupplier mirroring the DWP process, assessing their implementation plans, offices, resource plans, IT Security Plans. Partners will be supported through theimplementation process by our Wales CIPS trained Commissioning team and relevant strand leads. Operationsmanagers from all key delivery partners will be members of our Welsh Implementation Team.

• Delay in announcement of preferred bidder or contract signing – Our target full go live date of 1st July 2011 is 4weeks earlier that the DWP published target of 31st July 2011. Therefore, delays in contract signing of up to 3 weekscan be absorbed.

• Shortage of the right people with the right skills- Jobdesigns have been signed off, Assessment Centre datesbooked and training courses, which will be offered to teamsacross our supply chain, are planned for the three weeks

prior to go-live.• Insufficient time to carry out reasonable consultation

risking legal challenge by individuals- TUPE consultationcommenced on 7 th February with all Working Links staff that may be impacted by transfer. We are working with themarket (via ERSA) to encourage all providers to put measures in place for collective consultation by 15 th April.Our HR team has trained TUPE ‘super-user’ leads in every CPA.

• IT Upgrade Delays – Our systems are based on provenFND PRaP interface processes. Upgrades are underway to

complete, fully tested, by 25 th April 2011.• Premises Delays- existing sites will all be quality assessed

during March and plans are in place across our supply chainto commence lease negotiations for identified sitesimmediately preferred bidder status is announced.”


“Specific contingency options identified for each of the deliverypartners are:

•

Agoriad - WL will deliver in both Gwynedd and Anglesey,where we have successfully delivered numerous contracts



for DWP in the past.

• Powys Training - [REDACTED] are an alternative option,delivering extensive IAG provision across Wales, with theinfrastructure to cover this area.

• Pembrokeshire College - We will sub-contract with

[REDACTED], who currently deliver skills and employabilityprovision and have an extensive infrastructure

• Neath Port Talbot CBC - WL will deliver, as we alreadyhave a NOMS contract in the area, and will initially utiliselocal authority premises.

• Torfaen Training [REDACTED] Training have successfullydelivered DWP programmes in the area before and wouldtherefore step in and deliver utilising existing premises.”

General The whole of the Security Plan.

Throughout Any names of individuals.

Documents

302. CPA13: Working Links - Annex 7