500. Adelphi House DWP: 'Mandatory Work Activity' CPA10 JHP - Tender Form Redacted FINAL

8/3/2019 500. Adelphi House DWP: 'Mandatory Work Activity' CPA10 JHP - Tender Form Redacted FINAL

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RESTRICTED – COMMERCIAL IN CONFIDENCE

EMPLOYMENT RELATED SUPPORT SERVICESFRAMEWORK AGREEMENT

MINI COMPETITION FOR THE PROVISION OFMANDATORY WORK ACTIVITY

Invitation to Tender Form

CONTRACT PACKAGE AREA TENDER FORMCPA 10 – SCOTLAND

Tender Round title: Mandatory Work Activity

Organisation Name: JHP Group Limited

CPA: CPA10 SCOTLAND

MWA ITT Questionnaire FINAL V0.1 1




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:

JHP Group Limited

Trading Name (if different from above): Not Applicable

Company Registration Number: 01729661

Company Registered address: Unit 3 Riverstone Court, Siskin Drive,Middlemarch Business Park,Coventry, United Kingdom, CV3 4FJ.

Head Office Address, if different: Not Applicable

VAT Registration Number: 753570718

Website Address (if any): www.jhp-group.com

Name, address and company registrationnumber of parent company, where applicable:

Hamsard 3191 Ltd

Unit 3 Riverstone Court, Siskin Drive,Middlemarch Business Park,Coventry, United Kingdom, CV3 4FJ.

07038442

Name and Job Title of main contact: Redacted

Address: Redacted

Telephone no: Redacted

Mobile telephone no: Redacted

Fax no: Redacted

E-mail address: Redacted

Alternative contact Name and Job Title: Redacted

Address (if different from above): Redacted

Telephone no: Redacted

Mobile telephone no: Redacted


mailto:[email protected]

http://www.jhp-group.com/

mailto:[email protected]

http://www.jhp-group.com/




Contact e-mail: Redacted

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 toTender Form in the format and order required.

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

4. We hereby acknowledge and agree that we have read, understand and acceptMandatory Work Activity Call-Off Terms and Conditions, Mandatory Work Activity

Specification and the draft Order Form.

Scanned Signature:

Date: 25th February 2011

Name: Redacted

Job Title: Redacted

Duly authorised to sign Tenders on behalf of:

Name of Organisation:

JHP Group Limited





PART 3: MANDATORY WORK ACTIVITY CALL-OFF CONTRACTTERMS AND CONDITIONS - ALTERNATIVE AND/OR ADDITIONALCLAUSES

[3.1]

3.1 The terms and conditions of Mandatory Work Activity will be the Standard Call-Off Terms and Conditions (set out in Schedule 4 of your Framework Agreement), asmodified by Mandatory Work Activity service requirements (“Mandatory WorkActivity Additional Requirements”).

3.2 Mandatory Work Activity Additional Requirements are set out in the ‘Call-Off Terms and Conditions for Mandatory Work Activity’ which is supplied with your Invitation to Tender. A document highlighting the modifications made to theStandard Call-Off Terms and Conditions to reflect Mandatory Work ActivityAdditional Requirements will be issued by Friday 18 February; for ease of

identification, the changes made since the draft version issued on 8 December 2010 are shown in boxes within the document.

3.3 Any proposed amendments to Mandatory Work Activity Additional Requirementmust be detailed by completing the section below, giving full details of theclause(s)/Appendix you wish to amend and your proposed amendments. DWPwill consider proposed amendments strictly on their merits. Please note that youmay only propose amendments to Mandatory Work Activity AdditionalRequirements; proposed amendments to the Standard Call-Off Contract Termsand Conditions will not be considered.

Comments on Mandatory Work Activity Additional Requirements: -

Redacted

Other than those provisions identified above, JHP Group Ltd confirms that it hasreviewed the Call-Off Terms and Conditions for Mandatory Work Activity and agrees inprinciple to each of their provisions.

Name: Redacted

Scanned Signature: Redacted

Position: Redacted

Telephone No: Redacted

Date: 25th February 2011

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





PART 4: SERVICE REQUIREMENT

[4.1] Customer Journey - Process

Please describe the end-to-end customer journey through your MWA proposal for this

CPA.

Your response should include:

• your process to ensure that the customer will commence placement within 10working days of the referral by Jobcentre Plus.

• an explanation of how you will ensure that a customer completes the four weekplacement;

• Confirmation that you will issue a completer certificate when a customer successfully completes placement, and when you will issue this certificate

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4





4.1 JHP’s Mandatory Work Activity (MWA) customer journey is underpinned by threeguiding principles: 1) to reinforce to each customer their job seeking responsibilitiesassociated with claiming JSA 2) to provide job seekers with the disciplines associatedwith employment and an opportunity to make a contribution to their community 3) toequip customers to maximise their jobsearch and back to work activity

Referral and EngagementWe will make it a priority that each customer can start MWA as soon as possiblethrough a choice of contact mechanisms: a free phone 0800 number, online or at one of our delivery locations across Scotland. PRaP Administrators will acknowledge eachPRaP referral within 24 hours of receipt and our centralised team of Customer ServiceAdvisors (CSA) will contact all customers within 2 working days of the referral beingreceived. The CSA will verify the details of the referral and arrange an InitialInterview for each customer with a Community Placement Officer (CPO).Initial Interview: The customer will meet their CPO at a location convenientto the customer (either via our centres, outreach sites or peripatetically) orby telephone to engage them onto the programme. This initial engagement

interview will:• provide the customer with an overview of JHP’s MWA service

• identify any work easement agreed as part of their Jobseekers Agreement

• agree and assign the customer to the most appropriate placement

• establish clear lines of communication between the CPO and customer forthe duration of their MWA

• ensure the customer has a clear understanding of their responsibilitieswhilst participating on the provision

• fully explain the consequence of failure to start, attend, or complete MWA. The initial interview will be followed up by a formal notification letter sent to

each customer to attend MWA, using the DWP notification template. Wherecustomers fail to respond to engagement activity we will inform JCP promptlyvia PRaP, completing the Decision Making and Appeals stencil as required.Health & Safety Induction and StartInduction will form Day 1 of all MWA placements. CPOs will ensure allrequired Health and Safety arrangements are put in place prior to placementstart e.g. PPE, tools, risk assessments, and assist the placement provider toperform an induction. Induction arrangements will be detailed in a checklistand includes:Attendance and behaviour

standards

Monitoring reviews

Introduction to Supervisor/Mentorand colleagues

Arrangements for childcare andtravel expenses

Premises tour and introduction totheir placement role (includingequipment)

Placement Administration e.g. Timesheets, Procedures,Handbooks

Health and Safety e.g. Policy, Firealarms and exits, First Aiders

How to Contact CommunityPlacement Officers

MWA PlacementsCPOs and CSOs will source and provide a broad range of work experience

placements to improve customers’ employability, provide work related skillsand offer benefit to the local and/or wider community. Placements availableacross Scotland will include:





Environmental - Community Wellbeing - Regeneration - EconomicDevelopment- Enterprise - Community Cohesion – Short term capacity building for thirdsector - Arts, Culture & HeritageEvidence: Organisations who will supply placements in Scotland include: The Salvation Army, Sense Scotland, Oxfam, Killie Can Cycle, Cumbernauld

Outdoor Activity Centre, BTCV, Kilbride Hospice, Clan Kennels, CapabilityScotland, Durie's Boxing Gym.4.1 continuedDuring the customer’s time on placement, CPOs will be available to thecustomer for ongoing support. Each customer will be allocated an initial 1hour of 1:1 support time with their named CPO per week. This will ensurethat any issues are raised, resolved and the placement is sustained.Customers will be required to complete daily timesheets which will becountersigned by the placement provider and collected by JHP. Wherecustomers fail to start or complete MWA, we will inform JCP promptly viaPRaP, completing the DMA stencil as required.Feedback Form / Completer’s Certificate and ReferenceAt the end of the placement, or when the customer leaves the placement(e.g. to enter employment), the CPO will conduct a 1:1 exit review, producingan exit report and completer’s certificate. The exit review will include:

• assessing distance travelled on placement (e.g. new skills)

• identifying and planning next steps, work and career plans, next stages of back to work activity

• customer feedback on the services received and placement

• information, advice and guidanceWe will complete a JCP Feedback Form, including comments and feedback

from the placement provider. The Feedback Form will evidence customerperformance and attendance on their placement. We will complete aFeedback Form each time a customer leaves MWA. All Feedback Forms willbe sent to JCP within 10 working days of the customer leaving MWA.Customers completing their placement will be issued with a Completer’sCertificate and a Placement Reference for use in future job applications.Ensuring customers start within 10 days of referralOur commitment to deliver this level of service is underpinned by:1) An enhanced engagement process: via our Customer Engagement Centre,which operates an automated centralised diary system for initial interviewappointments across Scotland. We will accommodate 70% of all initial interviewswithin 5 working days of referral and 100% within 7 days, allowing a minimum of 3 daysin which to take corrective engagement action should the customer not respond.2) Access to placements from day 1: We already have well established linkswith placement providers in each sub-region and have access to over 200placements. This means we can immediately match customers to our bank of placements ensuring they start within 10 days of referral.Evidence: Across Scotland over the last 12 months we have providedover 800 placements with a 75% retention rate. Reasons for customersleaving early include finding a job or moving into Further Education.

Ensuring Customers complete four weeks MWA

We will provide each customer with appropriate placements which includethe following factors to ensure full MWA completion:Providing robust compliance mechanisms: We will monitor attendance via





timesheets, daily emails to/from placement providers and make calls directto customers to follow up initial engagement activity, initial interviews,induction, placement activity and exit.Caseload Management: Our staffing structure provides caseloads of 1:20,which will allow all customers to receive 1:1 support from CPOs throughouttheir placement. This will also allow CPOs to develop strong relationships

with placement providers to ensure any issues are raised promptly andprovides a platform for their resolution to enable customers to complete theirplacement.Ease of Access: placements will be within easy reach using public or providertransport e.g. Groundwork mini buses. Where required placementattendance will be based around personal circumstances eg caringcommitments.





PART 5: SUPPLY CHAIN MANAGEMENT

[5.1] Delivery Strategy


Please describe in detail your delivery structure for all elements of Mandatory WorkActivity provision across this CPA, in terms of overall percentage of delivery andgeographical coverage, and explain why you consider your delivery strategy to be thebest approach for customers in this CPA.

If delivering of the Service includes by sub-contracting complete the followinginformation:

State clearly how you intend to work with your sub-contractors and describe how youwill ensure the needs of the customers in this CPA are fully addressed from within your supply chain.

Please also complete Annex 1 (Sub-contractor Declaration) for your proposed sub-contractors as appropriate.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4.




5.1 JHP Delivery Strategy in Scotland: JHP has developed a delivery strategy tomeet the needs and challenges of Scotland by playing to the strengths of both JHP andsubcontractors. Underpinning our delivery strategy are 3 partner selection principles:1) High performing, high quality and financially stable welfare to work providers: Trackrecord of delivering placements which benefit customers and communities

2) Locally embedded partners: With existing infrastructure and access to large volumeplacements via strong stakeholder networks and employers links3) Third sector partners: Delivering specialist services to communities and who willprovide placement opportunities to support Mandatory Work Activity JSA customersOur approach will ensure that JHP is leading a strong network of financially robustorganisations with the required access to community benefiting placements for the full 4year cycle. The flexibility of our delivery approach will enable our strategy to evolve over the lifetime of the contract to meet the needs of Scotland in 2015 and beyond.Direct and subcontracted delivery: JHP will directly deliver 60% of volumes inScotland, with 8 supply chain end to end partners delivering the remaining 40%.

JHP - Forth Valley, Edinburgh, Lothian, Borders, Glasgow, Lanarkshire, Ayrshire.

Renfrewshire. Rationale: 27 years of delivering employability & skills in Scotland. Wedeliver CTF in Ayrshire where have provided over 600 placements in the last year.

Carnegie College -Fife. Experience: premises across Fife, where they deliver a rangeof contracts including JCP Support Contract (JCPSC) as a subcontractor to JHP.

Lennox Partnership - East & West Dunbartonshire. Experience: delivers SDS & ESFcontracts in Dunbartonshire. On DAF contract they have exceeded targets by 12.5%.

Argyll & Bute (A&B) Council - Clyde Coast & Highlands. Experience: A&B Councilbring their extensive supply chain that has experience of delivering in remote areas.They have been delivering New Deal since 1996 and currently deliver JCPSC for JHP.

The Tell Organisation - Inverclyde. Experience: deliver Pre-Recruitment contracts for

SDS in Inverclyde. 80% of customers on the pre-employment contract have enteredemployment against a target of 60%

Microcom - Dumfries & Galloway and Ayrshire. Experience: over 25 years experiencedelivering across Scotland. Currently deliver FND in Irvine, Ayr and Motherwell.

The Claverhouse Group - Dundee. Experience: have delivered DWP and SDScontracts in Dundee including New Deal. They currently deliver JCPSC for JHP.

Lifeskills – Highlands & Islands Experience: have established infrastructure across theHighlands & Islands. They delivered Workprep in the Highlands & Islands where theyare achieved a 31% job entry rate against a target of 30%.

Angus College - Angus. Experience: They currently deliver JCPSC as a subcontractor

to JHP and are achieving 48% job outcomes against a target of 35%.JHP and our supply chain have long-standing links with over 3,500 private, public andcommunity based employers based throughout Scotland. We are able to accessplacement opportunities across a range of sectors in a variety of roles that benefit thewider community, e.g. placements at the Furniture Re-Use Network which recycles andsells subsidised furniture to underprivileged families across Scotland

The best strategy for customers in Scotland: Our strategy is based upon analysis of geography, target group demographics, delivery activity risk, quality and variety. We’vealso consulted existing partners (e.g. Angus College) and stakeholders (e.g. 3rd Sector Employability Forum) to develop placements from contract go live to meet the needs of customers across the region. Examples of our targeted support include:Full Geographical Coverage: Scotland contains isolated areas as well as denselypopulated cities Solution: We selected subcontractors due to their ability to deliver alocally integrated & quality service e.g. Argyll & Bute Council and Lifeskills have





5.1 continued premises across remote areas e.g. Isle of Skye, Orkney & Shetland.Deprivation and disadvantage – 742,300 people reside in deprived areas in Scotlandresulting in lack of access to the labour market. Solution: links with regenerationagencies e.g. Regenerate Glasgow who will provide links to placements at regenerationprojects that benefit the local community e.g. Braehead, St Enoch and Silverburn.Sourcing accessible placements: Rural areas characterised with low employment

opportunities and long commute times, e.g. in the Highlands the cities of Aberdeen andInverness are employment hubs. Due to long travel distances between the towns andpoor transport links, employment is centralised to small local towns; limitingopportunities to locate suitable placements Solution: Work with local employers andcommunities to develop a range of flexible work placements in the locality acrossdifferent sectors. Reduce barriers to access through peripatetic delivery, remoteengagement and innovative solutions such as Wheels to Work.Responding to economic growth challenges: a decline in traditional industries e.g.Manufacturing in the Scottish Borders has been offset by growth in the Retail and Caresectors and there are now skills gaps Solution: We will maintain communication withCommunity Planning Partnerships, Chambers of Commerce and Work & Skills

Partnerships to ensure that placements meet the changing needs of employers andassist in developing a skilled workforce that can responds to emerging growth sectors.

Addressing specialist needs: The broad geographic spread in the Scotland posesvarying demographic issues e.g. BME concentrations in Edinburgh and lone parents indeprived Glasgow wards Garlanark and Barthamlock. Solution: Integrate into localcommunities and build on existing relationships with over 100 community organisationsand childcare providers to enable the completion of placements. We will operate flexibleopening times to benefit those with care responsibilities.

Working with JCP and placement providersJHP believe that the key elements to maintaining a successful supply chain are 1)

Information 2) Consultation 3) Deciding together 4) Acting together and 5) Supportingeach other. To facilitate this open and collaborative approach we will integrate a MWAinto our existing strategic steering groups in CPA. This includes representatives fromacross our supply chain plus key stakeholders including JCP and meets every month toreview overall performance, promote collaborative working, continuous improvement,best practice sharing and joint development opportunities.Evidence: JHP currently holds a bi-monthly stakeholders steering group for all currentrelationship, where feedback is communicated and best practice is shared.Managing a flexible and resilient supply chainScotland Partnership Managers will be responsible for operational management of allsupply chain partners with a remit including:

• Performance management (meetings every week if necessary) to reviewprogress against agreed KPIs and address underperformance through targetedsupport and interventions e.g. training on IT based tools

• Monthly Performance Digests circulated to the supply chain detailingperformance against targets, key challenges, best practice and success

• Facilitation of shared resources to drive efficiencies and trouble shoot problemse.g. office facilities, marketing materials

• Continuous improvement and consistency of delivery across the supply chain viaJHP’s Academy e.g. bespoke workshops and training sessions, completion of jobshadowing or exchange visits with subcontractors

Added Value: In December 2010 JHP commissioned Redacted and Redacted, (30+years supply chain management experience) to review our Supplier RelationshipManual and Purchasing and Supply Policy against CIPS and Merlin Standard bestpractice, resulting in full approval.





[5.2] Management Structure

Please provide:

• A description of the proposed management structure for this CPA and how therequired management skills and expertise, including working with local

stakeholders, have been identified and will be delivered. You should also includea description of associated responsibilities and reporting lines ;

• A description of how you will work with the management teams of any supplychain organisations and key delivery partners; and

• An explanation why your management structure is appropriate for MandatoryWork Activity within this CPA.

Please include an organisation chart (attach as Annex 2) showing the proposedmanagement structure for Mandatory Work Activity for this CPA.

Insert your response in the pre-set, shaded space of the following pages. Your responseMUST be limited to 2 sides of A4.

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





5.2 JHP has designed a management structure combining the best of our existingmanagement structures, with the introduction of new Mandatory Work ActivityProgramme (MWA) specific roles and reporting lines required to deliver our MWAsolution. Our senior management structure has been developed with the following aims:

To take advantage of our integrated employment and skills offer (our Chief Operating

Officer will have management responsibility for both Divisions) To provide value for money and integration with other JHP Employabilityprogrammes in Scotland

To provide clear leadership for each MWA contract that JHP are awardedJHP’s existing middle management tier is regionally based and is already very strongand is capable of subsuming significant MWA contract growth. The team are allexperienced employability practitioners with several years experience each of implementing and running prime DWP contracts. Our independent audit function willmonitor internal and external delivery, reporting directly to our Group Executive Board.Management roles and responsibilities in delivering MWA contracts have beenidentified using the following methodologies:

Analysing MWA solution requirements: Aligning management expertise with frontlineroles and outcomes e.g. Performance Managers leading a team of CommunityPlacement Officers, focussed on community benefit placements

Benchmarking best practice within JHP: We have scrutinised our top performingmanagers to identify the skills, qualities and experience which drive success

Utilising our position as HR Chair of ERSA: Consulting with the best in the industry tounderstand industry standard skills and expertiseThis process has created the following job roles (and responsibilities)COO: Redacted sits on JHP’s Executive team and is accountable for business wideoperations including MWA.

Divisional Director (DD): Reporting to Redacted, the DD will be accountable for MWAperformance and delivery across the UK. Lead JHP representation in the industry andwith DWP. Skills required: Managing £multi-million public service contracts; multitiered networking; relationship management; welfare to work experience essential.Operations Director (OD): The OD will be responsible for the MWA in Scotland, linemanaging a Performance Manager. Lead on strategic stakeholder relations e.g. LocalAuthorities. Skills required: Large, complex contract management; strategicstakeholder engagement; supply chain management experience; welfare to workexperience desirable. Delivery: Our OD structure is already in place with staff with theappropriate skills and expertise.Performance Manager (PfM): Responsible for direct and subcontracted delivery for a

specific geography e.g. Edinburgh, Lothian and Borders including supply chainmanagement, customer service, contract compliance and dispute resolution. Linemanagement of Team Leaders and Partnership Managers. Local interface with JCPteams e.g. maximising referrals and collaborative employer engagement. Skillsrequired: Multi-site management; performance management; stakeholder engagement;welfare to work experience essential.Team Leaders (TL): Responsible for managing delivery, performance and frontlineteams across single or multiple delivery sites e.g. our Forth Valley sites, plus outreach.Accountable for customer experience, performance KPIs and stakeholder engagementin the locality. Skills required: Operational management skills; quality driven; troubleshooter; motivational leadership; stakeholder engagement; welfare to work essentialPartnership Manager (PM): Responsible for managing performance and delivery of allsupply chain partners within a defined geography including management against agreedKPIs, continuous improvement and best practice sharing, capacity building activity.





Skills required: Supply chain management; multi-tiered networking skills; quality5.2 continued driven.MI/Data Manager (DM): Responsible for managing internal (JHP and supply chain) andexternal (e.g. NOMIS) MI, producing accurate and timely reports for local operationalteams to shape and improve service delivery. Skills required: statistical analysis;report production; advanced IT skills.

Customer Services Manager (CSM): Report directly to the OD, CSMs will manage 2staff, responsible for administration. Skills required: Team leadership; organisationaland interpersonal skills.Working with Supply Chain Management Teams: JHP offers DWP a track record indeveloping strong relationships with supply chain management teams via our JobcentrePlus Support Contract and Response to Redundancy delivery. We make clear our expectations from the start in terms of how we’ll manage our supply chain includingroles and responsibilities. Our Supplier Relationship Management Manual provides amanagement and governance framework (including scheduling formal communications,data reporting plans and risk assessments) which will be subject to audit. PM’s will bethe single point of contact for supply chain partners, responsible for contractual and

performance management. We will set a range of standard expectations which weexpect management teams to work with us on including: 1) best practice sharing; 2)employer engagement; 3) stakeholder networks; 4) continuous improvement and 5)local labour market intelligence. We will also outline how supply chain partners can holdour management team accountable for the responsibilities we have as a prime such asensure an effective IT infrastructure. PMs will manage this through regular contact withlocal management teams and a monthly performance digest. Where appropriate we willwork with supply chain management teams in different ways to improve capacityincluding audit and review of operational processes and procedures via our businessimprovement team; parachuting in experts e.g. HR or Admin champions from JHP.Why our Management Structure is Appropriate in ScotlandJHP’s management structure has been designed to best manage large geographicalareas like Scotland via:

Clarity between management of direct delivery and that of our Supply Chain

Clear identification and demarcation of the predominantly client facing roles andpredominantly employer engagement roles

Ensuring sufficient management responsibility of geographic regions

Assigning specific management and roles in central support services to ensureexcellent support service deliveryDiscrete geographies: Scotland covers 32 different local authority areas across 30,414sq miles. To effectively manage services at this scale, we have identified 4 discrete

geographies that will be led by separate TL’s and partners reporting into the CPA widePfM. This will ensure we balance an overarching approach and leadership whilstproviding sufficient management resource to lead reasonable sized geographies e.g.Glasgow, Lanarkshire and East Dunbartonshire.Local managers, local knowledge, local service: We will have in place aPerformance Manager to lead delivery, supported by a Team Leader. This next line of management has been part of our internal succession process in Scotland - developingstrong management teams, with in-depth knowledge of the locality and its customer groups. Giving them the autonomy to flex delivery on the ground will ensure deliver services meet local need.Economies of scale: Due to the scale of delivery across Scotland we have put in place

robust and scalable solutions including a Scotland wide Administration Team and crosscutting roles across multiple contracts. Our approach will ensure we drive efficienciesand value for money whilst maintaining consistently high quality provision across





Scotland.

[5.3] Management of Delivery

Please clearly describe:

• How you and your supply chain will manage and monitor the quality of delivery of Mandatory Work Activity to ensure that the whole provision within this CPA is of aconsistently high standard and meets the Service requirements;

• Your approach to performance improvement activities for your supply chain as awhole, 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.






5.3 Our continuous improvement cycle ensures that all quality and business planningactivity informs our quality assurance which in-turn informs quality improvement andfurther quality and business planning in an ongoing cyclical process.Quality AssuranceWe will manage and monitor the quality of MWA provision through a MWA Business

Improvement Strategy to ensure that all activity and placement offers across Scotlandare of a consistently high standard and meet service requirements. Our strategyincludes a 3 pronged approached to quality assurance as follows:1. Quantitative Monitoring: measuring quality through data and informationKPIs including Referrals to Starts, Engagement Activity duration, Induction, Placements,Completers and Leavers will be carefully scrutinised. These targets will be further broken down by placement source and placement type to allow a rigorous analysis of where placements are coming from, what Engagement Activity works and types of placements we are being successful with. Through KPI measures we will ensure thetransfer of information between JHP, JCP and placement sources is accurate andtimely. KPI targets will be shared with delivery staff, so that all staff will be able to

recognise and own targets that contribute to overall KPIs. KPIs will be available acrossour supply chain real-time via our Digital Dashboard and all delivery staff will be able toaccess the information and review performance against target. Wherever possible anydata will be benchmarked against any nationally published MWA performance levels.2. Qualitative Monitoring: assessing how services are being deliveredDelivery Standards will be developed for all Engagement and Induction Activity e.g.level of support needed, delivery materials, and most importantly how a customer should benefit from a session to match the most suitable placement opportunities. JHPwill assess all customer facing staff and materials as a minimum 3 times per year)against these standards and will formally grade staff on a scale of 1 to 4 (1=Excellent,2=Good, 3=Satisfactory, 4=Unsatisfactory). Observations will be unannounced and beconducted by trained staff. This process will also apply to all our sub-contractors andtheir staff and materials. Outcomes from our extensive feedback mechanisms will alsobe collated and assessed as part of our qualitative monitoring. All externalcommunication with JCP, placement sources and customers will be carefully monitoredto ensure we communicate and store quality information (e.g. feedback forms).3. Audit: ensuring compliance with procedures and processesAll processes and systems developed by JHP for use in MWA will be built with a clear compliance and review mechanism. Our Business Improvement team (BIT) will performquality audits of internal and sub-contractor services. We will audit all procedures andprocesses to ensure that there is compliance against documented procedures and

processes, with shared feedback for both JHP and sub-contractor delivery. Wherever possible, we will build self validation and consistency checks into software systems toensure that errors are not allowed. A rolling Audit Schedule will be devised with theperceived risk of each procedure and process in mind; prioritising parts of the deliverychain where we have heightened concerns. MWA audits will be led by qualityprofessionals from the BIT. Our software systems will also provide Exception Reportsthat will provide an analysis of discrepancies and data patterns that indicate areas of concern. All key and sub-contractor procedures and processes will be audited annuallyas a minimum for all sites and more frequently where required.Managing QualityAll staff will have real-time access to the Digital Dashboard to actively monitor quality.

The same KPIs will also be available to our partners via our Supply Chain Portal.Performance Managers will take management responsibility for the quality of provisionon a daily basis and act upon trends and patterns as they emerge. PartnershipManagers will perform the same task with our partners, and we will insist that there is aMWA ITT Questionnaire FINAL V0.1 16




5.3 continued named individual responsible for quality for each partner. Performanceand Partnership Managers will hold monthly Quality Review Meetings to appraise theQualitative, Quantitative and Audit outcomes in the previous period. There will also be acontinuous Self Assessment Process that culminates in an annual Self Assessment andDevelopment Plan. Where quality assurance identifies areas of performance belowrequired standards this is dealt with under our Quality Improvement processes.

Performance ImprovementPerformance and quality is a feature of all management activity, both internally andacross our supply chain, and include the following formal processes:-Traffic Light system – identifying and grading levels of performanceAll performance is monitored via a “Traffic Light” system (Red-below target, Amber –ontarget, Green –above target). To ensure there is no slip to Red, continued Amber performance, results in an immediate remedial action plan to rectify the issue. Actualdelivery is reconciled to the agreed contract profile monthly, ensuring effectivemanagement of placement targets and objectives, i.e. achievement of starts onplacement within 10 days of referral. Continual Red performance (e.g. below targetcompleters to referrals) results in an enhanced action plan with monitoring and support,

with weekly discussions of the plan.Evidence: Introducing measures such as retraining staff to improve record keeping andprocess compliance moved our Red banded performing JCPSC sub-contractor toGreen performance within three monthsTarget setting – managing SMART targets to provide better placementsAll KPIs will be cascaded down to individuals who will have SMART targets, setannually and reviewed monthly in 1-2-1 sessions and appraisals with their line manager (as part of JHP’s Performance Management framework). Targets will exceed thecontractual requirement, building in performance improvement at individual staff level.Staff failing to meet individual performance targets will be taken through JHP’sPerformance Management process.Staff Development – improving performance through our peopleJHP recognise the importance our staff play in delivering high quality service to sourceappropriate placement opportunities. We will develop our staff to remedy poor performance and improve the overall level of skills and knowledge of our staff. Staff Development will take place via 1-2-1 Manager and Staff sessions, Self Assessment,Staff Observations and Traffic Light grading review and action.Staff Observations – 3 grades of “4” will result in staff dismissalAny member of staff who has been observed delivering to customers 3 times and hasreceived 3 grades of ‘unsatisfactory’ after targeted support and development will bedismissed. Any non-staff resource / input that is graded as unsatisfactory will be

immediately withdrawn and only re-introduced when approved by the BIT.Self Assessment - Development PlanThe Self Assessment process will create a Development Plan. This is a key documentto deliver performance improvement across all MWA delivery. We expect all of our sub-contractors to participate in the Self Assessment process.Additional Performance Improvement Measures – adding value

• Ensuring any best practice is captured and shared across our staff and partners. Thiswill be driven by ODs and via MWA specific steering groups

• We will explore the use of peer mentoring to review the quality of our MWA activityand vice versa including DWP Prime Providers

• Ongoing, open dialogue and collaboration with JCP will be critical to the success of

any MWA and to achieve continuous quality improvementAn agreed performance management framework with partners setting outperformance/quality expectations and actions to address underperformance





[5.4] Delivery Locations


• Please provide details of where and how you and your supply chain willundertake the initial customer interview to ensure full geographical coverage of provision for the delivery of Mandatory Work Activity within this CPA.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 1 side of A4.




5.4 Initial Customer Interview: JHP will utilise a multi - faceted approach to engagingwith customers and completing initial customer interviews, to ensure that customersstart their activity within 10 days of referral. On referral we will contact each customer bytelephone and in writing to provide formal notification that they will be participating onthe Mandatory Work Activity programme. This notification will ask the customer to

contact us through either our freephone number, online portal or to visit us at one of our 68 fixed delivery sites across Scotland. Once engaged we will arrange a mutuallyconvenient date, time and location for the initial interview, which will be completed on aone to one basis with a Community Placement Officers (CPO) either face to face or bytelephone. Full Geographical Coverage: Full geographical coverage will be achievedthrough the use of a mix of permanent ‘Hub’ and ‘Outreach’ delivery centres which willensure our customers are able to access this provision near their homes (e.g. acustomer from Alloa will engage with a CPO in Alloa and will not have to travel toStirling or Falkirk). Staff based at these sites will have a diverse range of placementopportunities which customers can complete. These initial interview sites are as follows:Hub centres are situated in densely populated areas with high volumes, good transport

links & close to JCPs. Our Hubs are located across Scotland in the following locations:Fife, Forth Valley, Edinburgh, Lothian and Borders Edinburgh: 44 York Place,

Edinburgh, EH1 3HU Forth Valley: 45 King St, Stirling, FK8 1DN; 8 Lint Riggs,

Falkirk, FK1 1DG Fife: Halbeath, Dunfermline, KY11 8DY; 441 High Street, Kirkcaldy,KY1 2SN; Pentland House, Saltire Centre, Glenrothes, KY6 2AH

Glasgow, Lanarkshire and East Dunbartonshire Glasgow: Adelphi Centre, Gorbals,

G5 OPQ Lanarkshire: Edinburgh Hse, Righead Gate, East Kilbride, G74 1LJ; 7 ScottSt, Motherwell, ML1 1PN; Hamilton Academical Stadium, ML3 0LU

Clyde Coast, Inverclyde, Ayrshire, Dumfries and Galloway Clyde Coast: 6, KinlochRd, Campbeltown, Argyll PA28 6EG; Tell Hse, Dumbarton, G82 2RT; Unit 16, Andrew

Ct, Clydebank G81 1PD; 201 Dumbarton, Rd, Clydebank, G81 4XJ Inverclyde: 7½John Wood St, Port Glasgow, PA14 5HU; James Watt College, Greenock, PA15 1ET

Dumfries & Galloway: 160 High St, Dumfries Ayrshire: 8 Miller Rd, Ayr, KA7 2AY; 3Killoch Pl, Ayr, KA7 2EA; 11 Grange Pl, Kilmarnock, KA1 2AB

Highlands, Islands, Tayside, Angus Angus: Keptie Rd, Arbroath, DD11 3EA

Highlands: 2 Seafield Rd, Inverness, IV1 1SG; Custom Hse, 28 Guild St, Aberdeen,

AB11 6JY Tayside: Dewar Hse, Dundee, DD2 3SX; 6 Scott St, Perth, PH1 5XEOutreach centres provide doorstep delivery for customers in areas where localcommunity based delivery is more appropriate. Outreach centres will handle smallvolumes and provide flexibility to respond to the needs of specific customer groups’ e.g.flexible hours for lone parents. Outlined below is a selection of illustrative examples

where outreach will be critical in servicing customers in local communities: Lothian:

Pentland Hse, Livingston, EH54 6NG; Old Stables, Musselburgh, EH21 7PQ Forth

Valley: Old Brewery, Alloa, FK10 1ED Borders: Tower Mill, Hawick, TD9 OAE Fife:

Cowdenbeath Campus, KY4 8HW; 7 New Row, Dunfermline, KY12 7EA Lanarkshire:36 Main St, Coatbridge, ML5 3BA; 1-15 Main St, Cambuslang, G72 7EX; Carron Hse,

Cumbernauld, G67 1ER Clyde Coast: 7 Mill La, Oban, PA34 4HA; 1 Kirn Brae,Dunoon, PA23 8HQ; 45 Argyll St, Rothesay, PA20 OAU; 67 James St, Helensburgh

G84 8XG Ayrshire: Rivergate Hse, Irvine Dumfries and Galloway: 97 Whitesands,

Dumfries, DG1 2RXAngus: Duke St, Brechin, DD9 6LV; Fairlie Hse, Kirriemuir, DD8

4HU; Northesk Rd, Montrose, DD10 8TG; West High St, Forfar, DD8 1BA Highlands &Islands: Morrich Hse, 20 Davidson Dr, Invergordon, IV18 0SA;126 High St, Elgin, IV301BU; 26 Robertson Rd, Fraserburgh, AB43 9BF; 11 Market St, Shetland ZE1 0JP; 2Tankerness La, Orkney, KW15 1AR; Old Gamrie Road, Macduff, AB44 1GD; 30 Francis





St, Isle of Lewis, HS1 2YE; 2 Grant St, Wick, KW9 6LR ; West Highland College, FortWilliam, PH33 6FF; Portree High School, Portree, Isle of Skye IV51 9ET

[5.5] Volume Fluctuations and Customer Group Changes

Describe how you and your Supply Chain will maintain service delivery in the event of

fluctuations in customer volumes and changes to the customer group referred includingpotential alterations resulting from changes to the welfare regime referred to in Annex 6of the MWA Specification. Your response should include the following:

• How you will maintain minimum performance levels;

Insert your response in the pre-set, shaded space of the following pages. Your responseMUST be limited to 1 side of A4.





5.5 JHP understands that over the lifetime of the contract for Mandatory Activity Work(MWA), there will be fluctuations in customer numbers. We have significantexperience of handling peaks and troughs in customer volumes, as well as managingmore sustained shifts in volumes.Evidence: As a subcontractor for STUK on FND, JHP were able to provide a rapid

response to peak referrals of 400% of those anticipated at contract start.JHP and our supply chain will proactively discuss with JCP the forecast of flows,allowing us to make plans and ensure resource and infrastructure requirements areappropriate to deliver our expected levels of performance. We have considered, withinthe fours years of MWA, there maybe short term fluctuations (up to 10%increase/decrease for less than three months) and long term fluctuations (more than a10% increase/decrease, sustained smaller increases/decreases for more than threemonths or a significant market shift or policy change).Minimum Performance Levels will be maintained by 1) addressing any short termdips through our quality management processes (all dips below minimum level for ashort period will be redressed within a 2-3month period) 2) build in natural tolerance

levels by creating targets significantly higher than minimum performance levels 3)decrease in volumes will increase customer to staff ratio, providing a positive impacton performance levels 4) peripatetic working arrangements via mobile ICT capabilitiesto mobilise delivery staff; our national compact with the Salvation Army which allowsus access to any one of their premises to accommodate ‘overflow’ volumes 5)accelerated recruitment processes, maintenance of ‘Talent Pool’ of pre-approvedcandidates, established relationships with employment agencies 6) database of suppliers and partner network (end to end, ad hoc and ‘reserve’ suppliers) providingscalability, flexibility and responsiveness 7) full evaluation of existing capacitythresholds at start date (personnel, resources, premises) 8) use of robust proceduresfor staff leave and notice requirements to proactively avoid inadvertent staff shortagesat peak times, leave to be taken in ‘quiet’ periods 9) flexible workforce ethos with, dualroles, secondment to other contracts, retraining, self employed resource pool, fixedterm/annualised hour/time off in lieu contract options.Policy Change/New Customer Groups:

JHP delivery: We can expand MWA delivery, in most centres by up to 20% abovenormal levels. Our properties have flexibility to expand e.g. vacant floor space whichcan be altered to accommodate customers. We will be able to call on our reserve list of preferred providers to absorb additional volumes. We have kept CommunityPlacement Officer to customer ratios at 1:20 to allow for increases in volumes.

• Supply Chain: All partners across Scotland have growth capacity. We will be able

to understand their ability and capacity to absorb fluctuations through a DevelopmentPlan created at the outset, which includes a section on growth and capacity. E.g.Lennox Partnership has the capacity to deliver over 200 placements which is over 200% more than we have allocated.Contracting Volumes: We will respond by a) Reducing Staff: Approximately 20% of staff will be on flexible contracts and we will have the capacity to redeploy aproportion of staff numbers to existing contracts within Scotland, such as ModernApprenticeship delivery. In order to effectively redeploy these staff, we will use our Virtual Academy to up-skill displaced staff with A1 Assessors qualifications. b)Downscaling premises: Via flexible arrangements with landlords (e.g. break clauses),and sharing of premises with partners/work based learning staff. c) Subcontractor

Agreements: We will invoke agreed minimum volume thresholds within supplier agreements and also take a very stringent approach to providers who are operating ator below minimum performance levels. This approach ensures that our best performing





partners are ‘rewarded’ for good performance.

[5.6] Managing the Customer Experience

Please describe:

• How you will evaluate and monitor the quality of the Mandatory Work Activity

placement in this CPA;

• What procedures will be in place for handling complaints as well as feedbackfrom customers of their experiences on the programme; and

• How you will act on any findings.






5.6 Ensuring high quality provision in ScotlandJHP sets ambitious standards based on industry recognised best practice, vigorouslymonitoring and regularly auditing these standards. JHP’s approach to Mandatory WorkActivity (MWA) delivery is that every customer should have an individualised customer journey to meet their needs. Our monitoring and evaluation processes focus on

achieving this goal.Evaluating and monitoring quality of MWA provisionWe will assess key features and stages of the MWA provision to ensure it meets theneeds of our customers. We will do this through direct feedback and assessing outcomeindicators which evidence that customer needs are being met.Direct Feedback Methods – engaging customers to monitor and evaluate

• Observation: Community Placement Officers (CPOs) will be regularly observed toevaluate delivery against performance and quality standards. Observations will focuson the impact of staff delivery to customers e.g. ‘did they feel that they developed newskills and knowledge as a result of the session; were my choices and opinions takeninto consideration; was the session motivational?’ and the key question ‘do they feelmore likely to complete their placement as a result of the input?’ Customer views willbe gained on these issues during each staff observation, both from group feedbackand individual customer feedback

• Focus Groups: We will host focus groups of customers, chaired by a non-deliverystaff from within Scotland and outside the region. The focus groups will be anopportunity for customers to raise issues about the customer experience in a safe andnon-identifiable setting, allowing for further development of our customer offer

• Other Feedback: As detailed later on, we have extensive feedback and complaintsmechanisms for customers to inform JHP of the quality of their experience

Outcome measures – indicating whether outcomes meet customer needs

• Performance: We will evaluate Key Performance Indicators (KPIs) through weekly MIreports, most notably referrals to starts and completed job placements, to evaluate our impact in meeting customer needs

• Effectiveness: We will review the impact of engagement activity, induction andplacement support in meeting customer needs by evaluating placement completionand how they are rated by the customer

Customer Audits: We will complete audits to ensure the customer journey is beingeffectively delivered, customers are attending, completing placement activities and thatthis activity is having a positive effect on their aspirations of progressingCapturing customer feedbackJHP believes that our customer’s views are of key importance in the design of our

services and we will pro-actively secure customer feedback, the methods used include: JHP’s customer care line enabling anonymous feedback and discussion

Verbal feedback to CPOs at regular 1 to 1 reviews

Suggestion boxes to share views in confidence, plus on-line feedback mechanism

Customer surveys available on line from day 1, including in-work questionnaires (2-weekly intervals) when customers move into placementsCPOs will maintain dialogue with customers once they are engaged in MWA andemployer/placement feedback is obtained on a bi-monthly basis. All feedback isrecorded and analysed to provide trend reports for our delivery centres and ExecutiveBoard on a monthly basis. Our Managers actively respond to and share outcomes with

customers through our ‘You said we did’ feedback posters, located in communal spacesand through our weekly MI reports. All information about how customers can feedbackto us is displayed in our centres and explained to every customer when they first start inprogramme at their induction.





5.6 continued Reviewing and acting on the findings to improve service deliveryWe will review the outcomes from evaluation and monitoring activity, together withcustomer feedback, through the following mechanisms:

• Self Assessment Reports (SAR): This will be completed to allow us to monitor,evaluate and benchmark levels of customer experience, satisfaction and outcomes.The SAR includes an Improvement Plan which details all identified actions.

• Quality reports: Monthly reports will be shared across the supply chain. These arebased on internal audit and summary customer feedback, which will allow managersto take real-time actions and drive the improvement of the customer journey.

• MWA Steering Group (MWASG): Quality will be a standard agenda item at MWASGmeetings, which will include supply chain partners, this ensures that quality iscontinually discussed and acted upon. Best practice is shared across the supplychain, ensuring continuous improvement across Scotland.

We will act upon findings directly by:

• Staff meetings: Performance Managers will hold fortnightly staff meetings to discussperformance against KPIs, customer feedback and audit results, plus self assessmentactions and improvement plans

• Performance Management: Our performance management process ensures that allKPIs and action plans are reviewed on a 1-2-1 basis with individual members of staff to ensure that actions and improvements are implemented

• Continuous improvement: Customer feedback which leads to service deliveryimprovements on scale across multiple CPAs, will be approved by the JHP ChangeBoard and implemented across contracts by Operations Directors and our BusinessImprovement Team.

Due to the nature and complexity of MWA we will make continual improvements todelivery over the lifetime of the contract in response to areas of improvement and bestpractice. Our ethos is that the customer experience is everybody’s responsibility. In

order to steer the overarching process JHP has invested in a Learner and ClientServices team (LCS) who sit independently from our delivery teams and represent our customers. The LCS will drive quality improvement from the customers prospectiveensuring that our customers have a ‘voice’ and that they feel, they can positivelyinfluence their journey back into employment. At the end of a customers stay on theMWA, will seek additional feedback, which will allow us to further improve the customer journey.Complaints: JHP takes all customer complaints seriously and views each as anopportunity to improve our service. All complaints are stored on our database andassigned either as a Quick Resolution, or to follow the Formal Complaints Process.A Quick Resolution is sufficient where the initial solution offered meets the satisfaction

of the complainant and is verbally accepted. The Performance Manager confirms theresolution in writing and updates the file on the database; or; if the complaint cannot beresolved quickly, the Formal Complaints Process applies: this is a time bound processwith specific roles accountable for investigation, review and feedback (includingactions). Where both parties cannot agree a resolution the complaint will be referred toan Independent Case Examiner . In the event of a serious customer complaint, a RedAlert Procedure will be followed whereby the issue can be escalated directly to theCEO by a senior company director. The CEO in consultation, with our operational teamwill assign a Manager to lead an investigation and take action to resolve the complaint.We also have Safeguarding and Whistle blowing procedures which are designed toensure that the customer journey is positive and displayed prominently in centres andon the customer portal. As part of our commitment to consistency across the supplychain all process and procedures are will be embedded within our supply chainoperations as part of our Service Level Agreement with each partner.





PART 6: RESOURCES

[6.1] Staff Resources – Staffing Numbers, Job Titles and Roles

Please provide:

• Details of the number of staff, shown as full time equivalents, including job titleand key roles you and your supply chain propose to employ to manage anddeliver Mandatory Work Activity for this CPA.

• a description of why you consider this staffing level is appropriate for this CPA atcontract start date, together with details as to how you will manage the staffinglevels as customer volumes rise and fall over the lifetime of the contract.

• a detailed description of the number of staff to be drawn fromo current resources,

o

those to be recruited by both your organisation and any supply chainorganisations involved.

Details of how you have identified the skills required by staff in your organisation,and your sub-contractors, to deliver the service you have proposed at Section 4.

Details of how you will acquire staff with these skills.

A resource plan should be provided (attach as Annex 3) showing how staffing, by fulltime equivalent and job title/role, will be allocated across this CPA and a description of the job roles of staff shown in Annex .


Note: Format requirement and page limit does not apply to the resource plan which youmust insert as Annex 3.





6.1 Redacted





PART 7: STAKEHOLDER ENGAGEMENT

[7.1] Local Stakeholders

Please describe in detail, in relation to this CPA how you and your supply chain willengage with local Partners, voluntary sector organisations and employers to ensure

effective on-going relationships with them throughout the life of the contract.






7.1 JHP and its supply chain currently engage and work with over 200 key stakeholdersand 3,500 employers including public and voluntary agencies across Scotland. Stronglocal examples of key stakeholders we work with to create work placements that are of benefit to the community and the customer are local authorities e.g. WestDunbartonshire Council, umbrella bodies such as the Third Sector Employability Forum,

public agencies such as Forestry Commission Scotland, social housing landlords suchas Argyll Community Housing Association, local social enterprises such as Killie CanCycle in Kilmarnock, the NHS e.g. NHS Lanarkshire, and employers offeringplacements that benefit the local community such as Eden Fit Leisure Centre.We embed ourselves within the heart of local towns and communities to createplacements that are valued by the community by working with a range of stakeholdersincluding Community Safety Partnerships e.g. Angus CSP; Housing Landlords andtenant groups such as Forth Housing Association; and, local initiatives such asCommunity Links South Lanarkshire.

Co-ordinating Stakeholder Engagement

As a prime contractor we will establish a Stakeholder Steering Group (SSG) that willmeet quarterly and include representatives (e.g. Local Authorities, JCP, 3rdSector). TheOperations Director will chair the SSG setting out the strategy for stakeholder engagement in Scotland. We will also establish specialist and sectoral sub-groups tolead on developing relevant and focused activities that respond to local labour marketopportunities and contribute to the community. Specialist Task Groups will combine tocreate sector specific opportunities e.g. environmental, horticultural, care, construction,retail and hospitality.JHP staff and supply chain partners (will be performance managed against KPIsdetailed in our Stakeholder Engagement Plan e.g. engagement of Volunteer Centres,Community Partnerships; and Housing Associations. All engagement activity will berecorded and measured against MWA opportunities to test effectiveness and value of investment to customer and community.Evidence: Working with Furniture Re-use Network, who re-cycle and sell furniture ataffordable prices to help thousands of people in Scotland create a safe and decenthome. They will create diverse placement opportunities that include office work, saleswork, collecting recyclables, driving, warehouse work, marketing, and fundraising.

Stakeholder Engagement Strategy for ScotlandWe will ensure effective ongoing relationships with stakeholders and partners basedupon 3 core objectives:

1. Developing relationships with Strategic Stakeholders in order to tailor our provision inmeeting shared objectives eg linking with Dundee Community Family InterventionProject which focuses on mental wellbeing, anti poverty and employability work

alongside family support, share knowledge of employment opportunities/LMI enhanceaccess to employers and maximise ‘placement pool’ by linking with CPPs and CityStrategies2. Collaboration with existing services and partners to drive efficiencies, improve serviceoutputs, and avoid duplication3. Creating a diverse range of partnerships with a variety of stakeholders in order todrive placement opportunities eg The Glasgow Homelessness Partnership, AberdeenEarly Years and Childcare Partnership We’ve already begun to map and engage key

stakeholders across Scotland using local intelligence from our operational teams,consultation with existing partners and supply chain, plus localised research.Generating Innovative, New and Sustainable OpportunitiesRelationships will be developed and sustained through our engagement at Director MWA ITT Questionnaire FINAL V0.1 28




7.1 continued (led by our OD) and local operational levels (led by our PartnershipManager). To deliver against our strategy we will coordinate a programme of activitygeneration across Scotland which will include co-hosting workshops with localstakeholders to develop innovative provision. We’re also introducing staff incentiveswith commission based packages for Partnership Managers to ensure we meet andexceed MWA targets.

Working with key local stakeholdersWe will work with different stakeholders in a variety of ways in order to achieve MWAobjectives; create meaningful activity that supports the development of goodemployment behaviours and attitudes, promotes community cohesion andresponsibility, aligns with customers work preferences, and matches local labour marketintelligence.Outlined below are some illustrative examples of sustained engagement:

Local Authorities: Working with the local authority’s Housing, Children’s centres,Libraries, Parks, Adult and Social Care Services teams we will create opportunities

throughout the lifetime of the contract that support the Big Society agenda whilstdeveloping work skills in the customers local community.

Third Sector: Our relationship with the third sector will be sustained by providingsupported volunteers and sectoral progression opportunities. For example housing andemployability sector activity with the Salvation Army, youth work through the PrincesTrust, information and advice with Age Concern.

Social Enterprises: We will work with social enterprises such as the Scottish SocialEnterprise Coalition to create placement opportunities whilst supporting socialenterprise sustainability.

Social Housing Landlords: We will develop relationships with Social HousingLandlords e.g. Forth Housing Association in Stirling to support their Worklessness andTenant Empowerment Strategies. With their Community Development teams andResident Groups we will create opportunities across the lifetime of the contract thatbenefit the communities our customers live in as well as providing them with anopportunity to contribute to their own community environments, local groups andinitiatives.

Employers: Since 1983 we have helped over 250,000 employers address employment

and skill needs and supported over 300,000 people to achieve employment aspirationsincluding work placement opportunities. We will capitalise on our existing extensiveemployer accounts and our contact centre of 30 staff sourcing new business leads. Inthe Scotland we work with the Third Sector Employability Forum and the ScottishCouncil for Voluntary Organisations to create MWA opportunities such as a largeselection of charity shops including Sense Scotland, Debra, British Red Cross, ScottishCancer Support, Strathcarron Hospice Shop, RSPCA.

Health services and NHS: We will sustain engagement with the local commissioningGP consortium and the providers by working with them to identify local work activitysuch as Gardening Clubs and Renovation Clubs in Care Homes and Hospices.

Skills, Careers and other: Our relationship with the skills sector will be maintained bycreating support activities in the workplace such as reading time initiatives in schoolsthat could lead to teaching assistant progression opportunitiesMWA ITT Questionnaire FINAL V0.1 29




PART 8: CONTRACT PERFORMANCE

[8.1] Performance

Please explain in detail;

• The types of work placements you will provide;

• How you will source placement opportunities, often at short notice, for customerson the programme;

• How these placements are of Community Benefit;

• How you will tell JCP if a customer signs off benefit;

• How you will raise a sanction doubt with JCP.






8.1 Work Placements that Benefit the Local Community Placements will be providedto enhance customers’ prospects of securing sustained employment; they will: improveemployability; provide work related skills such as time management, punctuality,working under supervision; and offer benefit to the local and wider community.JHP and our supply chain will source 6,600 placements over the life of the contract,

which is 2,920 over the Minimum Performance Level threshold, equivalent to aperformance uplift of 79%Placements will benefit the community by falling within the following broad categories:

Capacity Building Improving charitable and third sector organisation’s capability todeliver their services e.g. Placements in local charity shops (Sense Scotland, Salvation Army), offices and fundraising initiatives

Community Wellbeing Caring for people, improving health and wellbeingawareness, safety initiatives e.g. Placements with a local sports club (e.g. Hurlford United FC) to help increase local participation in sport

Economic Development Supporting the local economy and increasing the

productivity of local businesses e.g. Placements of an administrative nature at a local SME or public sector body e.g. BB’s Café in Perth or West Dunbartonshire Council

Environmental Increasing awareness and directly addressing local sustainability andclimate change e.g. Placements with organisations such as the Scottish Environment Protection Agency creating green spaces or sustainable food sources; energy; waste

Community Cohesion Bringing together and supporting members of the community;improving relations e.g. Placements with Killie Can Cycle in Kilmarnock, which utilisesthe funds generated from recycling aluminium cans to repair broken bicycles which arethen sold for a nominal fee to underprivileged members of the community

Arts, Culture and Heritage Maintaining and promoting local arts, culture andheritage including tourism e.g. Placements as a volunteer with the National Trust; local

libraries, galleries and museums (e.g. Dundee Museum of Transport)Enterprise Supporting and directly contributing to local ventures; entrepreneurs;social enterprises e.g. Placements with Furniture Re-use Network who operate 47 social enterprises across Scotland (e.g. Cumnock and Doon Valley Gift FurnitureScheme in Ayr) that recycle and sell old furniture to underprivileged people at affordableprices.

Regeneration Restoring deprived and local physical environments to improve theliveability of the area e.g. Modernising low income housing in partnership with ClochHousing Association in the West of Scotland.

JHP commit to establishing new projects of community benefit, establishing sports,regeneration, cleaning, arts and cultural projects as per local consultation and demand.Our initial consultation and canvassing confirms that we will offer placements thatdirectly and indirectly utilise and enhance skills including:- Building renovation /maintenance - Marketing - Textile skills - Food preparation- Basic Food Hygiene - Hospitality - Warehousing - Construction- Heritage preservation - ICT skills - Motor trades - Horticultural skills- Planning and site preparation - Budgeting - Administration - Customer Service- Environmental management - Retail - Landscaping - ConservationTransferable skills including:- Teamwork - Responsibility - Problem Solving - Organisation- Leadership - Conflict Resolution - Communication - Networking

- Preparation - Commitment to the job - Initiative - Managing time- Research - Project Management

Sourcing placement opportunities JHP and our subcontractors have significantexperience of delivering welfare to work provision. We have well established links with





placement providers across Scotland and have canvassed our local networks to8.1 continued determine availability and type of placements. We received Expressionsof Interests from organisations wishing to provide ad-hoc, multiple and projectplacements for JHP MWA customers. Placement providers include:

-Kilbride Hospice -Housing Associations -Lanark Juniors FC

- Barnardos -Primary Care Trusts -Salvation Army

Short Notice: We have in place and will maintain a bank of over 200 placements whichwill ensure that we can start immediately and place customers at short notice. This bankof placements is supported by a range of mechanisms that will lead to high quality workplacements for MWA customers for the duration of the programme. These include:a) Dedicated Community Placement Officers (CPOs) will utilise their existing links andsource new placement opportunities. They will have a KPI of 20 placements a monthb) Our existing Employer Engagement strategy. In Scotland we currently deliver a rangeof contracts including FND and CTF and have worked with over 100 organisations andhave sourced over 800 placements. CPOs will link with employer facing staff to provideplacements for MWA customersc) Our existing Stakeholder Engagement Strategy. We have existing links with over 200key stakeholders in Scotland e.g. JCP; Third Sector Employability Forum; ScottishCouncil for Voluntary Organisations; LAs; Community Planning Partnerships; NationalDelivery Group. CPOs will build on these links and in particular strike agreements withVCS organisations to provide work placements within their organisations and establishnetworking opportunities which will lead to ongoing / further placements.d) JHP Framework. We have a database of 100+ providers who will provide placementroutes for: capacity building; economic development; enterprise; environment;regeneration; community cohesion; community wellbeing within local communities. Our delivery strategy utilises key sub-contractors assessed as having the capacity andexisting networks to both host and access placements e.g. West Dunbartonshire

Councile) Cross-referencing placements with our vacancies database and JCP vacancies toensure employers do not displace the existing workforceInforming JCP if a Customer Signs Off Benefit JHP and its subcontractors will useour MI workflow database to ensure the timely and accurate collection, storage andtransfer of customer information to JCP e.g. if a customer signs off benefits.Subcontractors will be provided with access logins to the system for their part of theMWA delivery. This will enable JHP and subcontractors to store all customer details in asingle secure location and all data required can be transferred as needed via a secureinterface with the PRaP system.Sanction Doubts Once a customer is referred to MWA their attendance is compulsory.

The placement will commence within 10 days of referral. If a customer fails to complyat any point in their programme (e.g. fail to attend, leaving a placement due tomisconduct) JHP will raise a sanction doubt to JCP through PRaP within 24 hours, sothat JCP can review the evidence sent and decide if a sanction is appropriate.We will implement a process to manage customer non-compliance under JCP’sDecision Making and Appeals (DMA) process. Customers will receive a letter explaining: mandatory attendance; consequences of non attendance; a text, phone andemail contact for the Customer Engagement Centre, including the steps customersmust take to inform JHP if they are unable to attend and the sanctions that may apply if unjustified.If a customer fails to attend their placement the provider will contact JHP’s Customer

Engagement Centre, who will contact the customer within 1 hour of FTA to determinethe reasons. If the reason is justified, statutory benefit regulations arrangements will beagreed for their return to the placement activity. If contact cannot be made or reasons





are not acceptable a sanction doubt will be raised. JHP’s call centre will input a FTA flagonto the customer record. A flow chart aide memoir detailing JHP and DWP processesfor FTA and DMA will be available to all staff via the intranet.





PART 9: IMPLEMENTATION

[9.1] Implementation Plan

Please provide:

• An Implementation Plan for Mandatory Work Activity in this CPA clearly statingthe date on which you are proposing to commence delivery of the service. Theplan, which must be in the form of a Gantt chart (insert as Annex 4), must includethe key activities required to put provision into place by the servicecommencement date. It must include key milestones, timescales for activitiesincluding start and end dates and who is responsible for each activity includingthe expected start date for delivery. It should also show the critical path andinterdependencies.

• A narrative to expand on the implementation plan which must identify andaddress all the key risks, including the impact of winning multiple MandatoryWork Activity contracts and how these risks will be mitigated.

Insert your response in the pre-set, shaded space of the following pages. Your responseMUST be limited to 1 side of A4.

Note: Format requirement and page limit does not apply to the Gantt chart which youmust insert as Annex 4.





9.1As an experienced provider setting up complex, large scale public service programmes,we recognise the key risks for Mandatory Work Activity (MWA) broadly relate to people,property, processes (IT and Security) and placements. Our implementation strategyfor MWA is designed on the three fundamental elements of the programme; People,

Placement, Premises (JHP and its Supply Chain already have over 200 staff and over 100 premises in place).

Programme Management: JHP has established a MWA Board (MWAB) withexecutive accountability for MWA implementation. Chaired by our Chief OperatingOfficer (Project Sponsor - PS) the MWAB will provide governance and strategic decisionmaking. Reporting directly to the MWAB, JHP’s Implementation Manager (IM) will beresponsible for managing all programme activity within a controlled environment as a“Managing Successful Programmes” and PRINCE 2 qualified Practitioner. Our IM willoversee three work streams each led by Project Managers (PM):

Managing and mitigating key MWA risks: JHP’s MWAB will be responsible for managing all implementation risks through a contract wide and Scotland specificImplementation Plan and Risk Register . The register is used to ensure appropriatecontingencies are in place to mitigate against both the probability and impact of allpotential set up-risks. The MWAB is responsible for three key stages: Identification of risk, Contingency Plans and Continuity of Service. The RR is updated and reviewedmonthly, identifying all contracts risks: i) significance of impact and ii) probability of occurrence via red, amber, green process. It will act as a management tool to move allrisk factors to a low impact/low probability status. Where a Red Status appears alongthe critical path for two concurrent weeks the management team will take ownershipand is able to deviate from budget, re-prioritise activity and make temporary variationsto the overall solution to return the project to green status and restore the critical path.

Contingency Plans: For the MWA contract our contingencies will cover: People –displacement from closing programmes, pre contract recruitment, bank of pre-approvedcandidates identified. Placements – Ongoing relationships with local organisations toensure a continued variety of community based placements are available, delivery premises – identified temporary centres; outreach; co-location with strategic partners,divert customers to supply chain

Critical Path: Our implementation team utilise a network diagram (Gantt Chart) to

determine schedule possibilities (including critical and noncritical paths, slack times,earliest and latest start and finish dates etc) and likely consequences, including(immediate) predecessors and procedural, discretionary considerations. This will formthe basis on our continued project monitoring to ensure MWA is ready to commence on9th May 2011 in Scotland.

Multiple contract wins: Where multiple contracts are to be implemented each contractwill have its own Project Plan, Gantt Chart, Budget Plans and Cash Flow and Profit &Loss accounts. However there will also be a Master Project Plan led by the IM thatcaptures the overall progress of multiple simultaneous contract implementations.Wherever possible project activity required to be undertaken by the implementation

team (HR, Marketing, Finance and Estates) takes place within the delivery region; thusenabling regular direct dialogue with stakeholders, subcontractors and customers. Pre-emptive recruitment is undertaken to provide extra support during implementation.





9.2 Contingency Arrangements

Please describe:

• How your proposals for delivery of services within this CPA will be put in placewithout adversely affecting your organisation’s or your Sub-contractors’ ability to

deliver existing and recently won contracts as well as other contracts you arebidding for.

• Describe your contingency plan for maintaining the entire scope of your proposalwithin your bid should members of your supply chain withdraw at any point duringthe delivery of this contract.






9.2 Over the past 3 years JHP has achieved revenue growth of 100%; without adverselyaffecting the quality and performance of existing services.

Robust and assured contingency arrangements built within our business

JHP is structured to allow expansion and change. Its Employability Division is separatefrom its Skills Division, with independent management and financial structures. JHP’scurrent employability division includes delivery of FND, JCP Support Contracts (all of Scotland except Glasgow), Work Choice (Forth Valley, Fife and Tayside), SDS provision(Training for Work and Get Ready for Work) plus a range of local authority fundedservices. As contracts close, we will maximise use of this extra capacity (e.g. displacedstaff) to support Mandatory Work Activity (MWA). To protect existing business andassure continued performance levels, we have ring-fenced staff to continue delivery of these services led by our existing team of 10 contract managers.The implementation of MWA will be carried out by our dedicated Programme Manager (PM) along with each department lead from head office shared services; supporting the

PM with specific skills sets such as: managing of subcontractor implementation, staff recruitment, property sourcing, implementation of security plans and systems andmarketing.

• Our implementation team for MWA will have several years experience of successfully implementing Government contracts. Any operational or support staff posts formally seconded to support implementation will be backfilled to eliminateadverse impact on other contracts.

• MWA will be implemented and managed as a discrete programme with dedicatedstaff to minimise any impact on existing contracts. Staff will be assigned/appointed at

the earliest opportunity to achieve a smooth transition from implementation to fullyoperational delivery. It is our understanding from DWP there will be no TUPEtransferees.

• JHP’s Operations Director will monitor existing programme Key PerformanceIndicators to safeguard against/identify any fluctuations in performance; settingremedial action where necessary to ensure overall performance remains on trackduring this implementation.

The implementation team will provide overarching governance of implementationactivity with a watching remit to identify potential adverse effects between MWA andexisting business. This will be sponsored and chaired by JHP’s COO who has overall

accountability for all JHP services.Resource and staff contingency if awarded more than one CPAIf JHP are awarded 1 or more contracts we will manage resource & staff by:

• Prioritise Prime Contract award over sub-contract agreements

• Use our existing staff to deliver MWA, if specific skills sets are required we canmaximise JHP’s talent pool to recruit.

• Our IT shared service team will have a dedicated IT coordinator on hand to set up andorganise any necessary IT systems for MWA delivery. We are also expanding our inhouse team to meet future demands.

• Our in house marketing team will lead on brand development and development of marketing materials. Plus, we’re re-structuring our marketing team to bring in newskills and experience e.g. digital marketing to enhance future delivery.

• Our estates team will ensure ideal premises are used for delivering MWA; those inpractical locations with access to main public transport links.





9.2 - continued

• We have re-designed all our supply chain processes, with a team of supply chainconsultants with over 30 year’s expertise, to more effectively manage our supply chainpartners.

Managing implementation alongside bidding

We have also established a Change Board to analyse (at procurement stage) how allnew potential contracts impact on delivery. This analysis informs the Business Growthand Bidding Strategies, providing early warning of the potential requirement toredistribute resource/prioritise operational activity.Contingency plan to maintain the entire scope of our proposal

JHP mitigates the risks of supply chain withdrawal during any point of delivery, via preventative action and comprehensive supply chain management , including:

• To mitigate over-reliance on subcontractors: Cap of 60% of contract is subcontracted,a cap of 10% to a single provider

• To mitigate late notification, subcontractor agreements stipulate that JHP should benotified at the earliest opportunity of any withdrawal risk / intention so we can provide‘trouble-shooting’ support or swift recourse to remedial action

• Integrate subcontractor withdrawal into our risk management framework by includingeach CPA partner on our risk register and monitor accordingly

• The Partnership Manager will undertake ongoing dialogue with partners to ensurecontinued capacity, capability and willingness to deliver

• At preferred bidder stage we’ll undertake early consultation with and review of allsubcontractors to determine: their position in terms of wider MWA commitmentsand/or other business won in intervening period, current capacity and coveragepotential, current quality and financial health check. We’ll update risk registers by

review of risk assessment banding, and critical review meetings to discuss issues,offer appropriate support, implementing remedial action as a final step

• Over-supply database of ad hoc subcontractors pooled to ensure that equipment,resource or service requirements can be fulfilled in direct response to demand

• Identification of contingency partners, prior to tender submissions. Ensuring thatsubstitute partners are available at all stages of the tendering process

Remedial action where supply chain withdrawals occur

• Extensive subcontractor network (end to end, ad hoc and ‘reserve’ subcontractors)provides scope for flexibility and responsiveness i.e. 20% capacity within existingsubcontractors allows for contingency volume to be dispersed as appropriate

• Engage suitable providers from unsuccessful bid submissions

• We factor in a buffer of 25% JHP under capacity to allow for direct absorption

• Explore scope for service provision within JHP and subcontractors’ wider partner networks, e.g. our national compact with Salvation Army gives us and our subcontractors access to their 100+ centres across Scotland, providing the necessaryinfrastructure to support changes within the delivery partnership

• Research and development activity to identify further partnership opportunitiesContingency subcontractors vetted from previous tender rounds but not included in finalselections. Our reserve list includes existing partners from other CPAs who couldsupport this CPA or who offered national agreement terms. Our reserve list includes

Shaw Trust, TBG, ESG and Nevis Training.





PART 10: OFFSHORING PROPOSAL (including Landed Resourcesand Nearshoring)

Are you and/or your subcontractors proposingto use Offshoring, LandedResources or Nearshoringin delivery of this Contract

YES

(indicate where applicable)

NO

(indicate where applicable)

If you have answered YES to this question, you must complete a DWP OffshoreProposal Template and include with your tender. Please refer to paragraph 1.42 of theMWA Instructions to Bidders if you need the template.




Protect - Commercial

ANNEX 1

SUB-CONTRACTOR DECLARATION

A declaration should be signed and submitted on letter headed notepaper by eachproposed sub-contractor (with the exception of ad-hoc suppliers) and attached to thisTender Form. Please note by attaching these declarations, tenderers will be deemed toagree to their contents.

To: Department for Work and Pensions

Date:

I confirm that we have agreed in principle with [name of bidding organisation], to deliver the following elements of the service described in their tender:-

Please list below elements of service to be delivered.

I have read and understood the specification for the elements of provision, which myorganisation will deliver.

I have agreed in principle terms of delivery for this provision and am content thatreasonable and appropriate price and payment terms have been negotiated and agreedfor delivery of these services.

I confirm I have seen the full tender document (excluding any Commercial inConfidence information relating to other Providers) and am content with my role asdescribed and with the terms I have agreed with the Prime Contractor.

I confirm that the agreement in principle allows for my organisation to implement theappropriate level of planning and investment to deliver the service.

In addition to the above I confirm that the agreement made is consistent with thegeneral principles set out in the DWP Code of Conduct and the Merlin Standards.

Signed:

Name:

Name of Sub-contractor:

Note: the person signing the letter should be authorised to sign contractual agreementson behalf of their organisation.

40MWA ITT Questionnaire final V0.1




Please submit the following as separate documents:

ANNEX 2

PART 5.2 MANAGEMENT STRUCTURE – ORGANISATION CHART

ANNEX 3

PART 6.1a STAFF RESOURCES – RESOURCE PLANRedacted

ANNEX 4

PART 9.1 IMPLEMENTATION PLAN

Documents

500. Adelphi House DWP: 'Mandatory Work Activity' CPA10 JHP - Tender Form Redacted FINAL