018. cpa3 seetec tender form redacted final

8/3/2019 018. CPA3 SEETEC Tender Form Redacted FINAL

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RESTRICTED COMMERCIAL IN CONFIDENCE

MWA ITT Questionnaire FINAL V0.1 1

EMPLOYMENT RELATED SUPPORT SERVICESFRAMEWORK AGREEMENT

MINI COMPETITION FOR THE PROVISION OFMANDATORY WORK ACTIVITY

Invitation to Tender Form

CONTRACT PACKAGE AREA TENDER FORMCPA 3 LONDON

Tender Round title: Mandatory Work Activity

Organisation Name: Seetec

CPA: CPA3 LONDON


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PART 1: ORGANISATION DETAILS

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

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

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

Seetec Business Technology CentreLimited

Trading Name (if different from above): Seetec

Company Registration Number: 2291188

Company Registered address: Main Road, Hockley, Essex, SS54RG

Head Office Address, if different: N/A

VAT Registration Number: 507510475

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

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

N/A

Name and Job Title of main contact: Redacted

Address: RedactedTelephone 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

Contact e-mail: Redacted

PART 2: TENDERER DECLARATION
mailto:[email protected]:[email protected]:[email protected]


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

To: The Secretary of State for Work and Pensions

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

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

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

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

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 ActivitySpecification and the draft Order Form.

Scanned Signature:Redacted

Date:25.02.2011

Name:Redacted

Job Title:Redacted

Duly authorised to sign Tenders on behalf of:Seetec

Name ofOrganisation:

Seetec


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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-OffTerms 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 -OffTerms and Conditions for Mandatory Work Activity which is supplied with yourInvitation 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 December2010 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: -

MINI COMPETITION ADDITIONAL REQUIREMENTS (For Framework SupplierComments only)No. of theclause(s)/Appendix youwish to amend

Proposed amendment with proposed wording

None None

Other than those provisions identified above, Seetec Business Technology Centre Ltdconfirms that it has reviewed the Call-Off Terms and Conditions for Mandatory WorkActivity and agrees in principle to each of their provisions.


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Name:Redacted

Scanned Signature:Redacted

Position:Redacted

Telephone No:Redacted

Date:25.02.2011

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


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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 customersuccessfully completes placement, and when you will issue this certificate

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


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4.1 4.1.1 Across the London CPA the customer journey for MWA will be delivered bySeetec using a 100% direct delivery model. The following describes the processes andtimescales by which the customer progresses through MWA.4.1.2 Referral Telephone contact (dedicated landline number) from JCP Advisers andsubsequent referrals sent via PRaP are picked up by Seetecs centralised ISO 27001

compliant Customer Service Centre (CSC), based at Head Office, operating between08.30 and 17.00 hrs (and outside office hours). Dedicated MWA customer serviceadvisers act as the first point of contact with JCP, customers and Work PlacementProviders. The rationale/benefit of using a centralised customer service centre is toensure that JCP advisers can get through to an appropriate member of staff at least80% of the time to make a referral; it also ensures a consistent level of excellentcustomer service across the CPA.4.1.3 All PRaP referrals are input into Provider Enterprise (PE), Seetecs proprietarycustomer management system by the customer service team and allocated to theappropriate Work Placement Co-ordinator (WPC) according to the customers postcode.Rationale/Benefit:PE captures all interactions (phone call, text, letters sent etc.) with

the customer providing a fully auditable contact trail providing reassurance of our abilityto administer the contract across large, complex geographies and multiple contracts.4.1.4 Initial Engagement: The customer is contacted by the customer service teamwithin 5 hours of the referral (or the next day where the referral is after 16.00 hrs) andthe following information provided verbally and issued in writing by email or post: Full contact details (postal address, email address, landline and mobile number) arecollected / verified to ensure we can contact the customer at all times.

Customers are provided with an overview of MWA, their rights and responsibilities andthe consequences of failure to attend, start or complete their placement. The customer is informed that they are being sent a formal notification to attend MWA

and this will be emailed or posted to the customer the same day.A questionnaire is completed to gain an insight into the customers skills, experienceand work related attitudes. This information will be used to match the customer to themost appropriate placement available in their geography. The CSC has access to abank of available placements, matches the customer and confirms the details.

The customer is booked an appointment with a Seetec WPC on the start day of theirplacement. The customer is given the time, date and location for this meeting (either atthe placement provider premises or at a nearby location).

The CSC issues a starter pack (by mail or email) outlining: the date the placement willstart (this will be within 10 days of referral); the location of the placement; hours ofattendance; the type of work they will be undertaking; expected conduct; and issue

uniform or special equipment (e.g. PPE) they will be required to use.4.1.5 The customer is required to acknowledge receipt of the email / mail (by email, textor by phoning the CSC). The CSC automatically sends the customer a text message oremail reminder 48 and 24 hours before the start of their work placement. The rationale /benefit of the above processes ensures that timely engagement is achieved, theimplications of non participation can be reinforced immediately and suitable workplacements can be identified and assigned as quickly as possible to ensure a start datewithin 10 days of referral.4.1.6 We attempt to contact the customer a minimum of 3 times by phone on allavailable contact numbers within 48 hours of PRaP referral. Should the customer fail toengage within 24 hours of the final contact, the CSC raises sanction doubt with JCP.

4.1.7 Placement Matching The CSC support the team of WPCs who work across theCPA in geographical clusters - with responsibility for designated locations. Both MWAAdvisers in the CSC and the WPCs engage with voluntary organisations, local


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4.1 continued authorities and community groups to generate work placementopportunities and match customers. WPCs are responsible for conducting H&S checks/ risk assessments on new placement providers / job roles. Key matching criteria will be(in order): a) the customers ability to travel to the work placement and suitabi lity of thework involved b) the availability of a work placement for the required number of hours;c) complementarity of the work placement opportunity with the customers previous

experience and job goals. As added valuewherever possible the customer will be givena choice of work placement opportunities. The rationale/benefitof this is to engenderengagement and customer buy in, maximising the start rate, however it is recognised insome locations choice may be more limited.4.1.8 Placement Start The WPC meets the customer on the first day of theirplacement, issues the first week fares, provides the CSC number to call if the customeris unable to attend due to a genuine reason i.e. illness and reiterates to the customerthe consequences of non attendance. During the meeting we help the customer liaisewith JCP to agree a time to attend their Fortnightly Jobsearch Review. The customer isasked to sign confirmation that they have been made aware of the standards ofbehaviour required; their responsibilities and attendance arrangements. The WPC

introduces the customer to the placement provider and contacts the CSC to confirm thata) the customer has started b) where appropriate that the customer has completed anynecessary induction/health and safety requirements/is aware of emergency proceduresc) to re-confirm that the placement provider can accommodate the customer for therequired duration and that the timesheet system is understood. A start date is input intoPRaP by the CSC within 24 hours. Should the customer fail to start the work placementthe CSC will call the customer a minimum of 3 times within 24 hours. Should thecustomer fail to engage and attend placement on the start date JCP will be notifiedwithin 24 hours by the CSC and a DMA form completed / electronic process used.4.1.9 On Placement Work placement providers are asked to complete a weeklytimesheet confirming their organisation name, contact details of the signatory, weekending date and the hours attended for each day by the customer. This is emailed /faxed to Seetecs CSC where it is checked, recorded and retained for audit purposes.Where a timesheet is not received by 12.00 on Monday for the previous week, the CSCcalls the placement provider to chase outstanding information. The work placementprovider is asked to inform Seetec should the customer not arrive for the placement.The work placement provider will distribute customer fares through the use of a provideraccount which will be topped up on receipt of a timesheet. The rationale / benefitof thisapproach ensures that clear communication channels for customers and placementproviders exist and that robust, auditable processes are in place to monitor attendanceand raise sanction doubt within clearly defined timescales.

4.1.10 Completing MWA / Feedback At the point at which the customer leaves theplacement (regardless of time completed) the CSC contacts the placement provider witha simple questionnaire / feedback form which will be completed verbally or online (usingonline survey tools e.g. Survey Monkey) to gain feedback on attendance, performanceand attitude. This feedback form is sent back to JCP by email / post (as arranged withthe JCP District) along with a completers certificate within 10 days of the end ofparticipation on placement. The rationale / benefit of collecting feedback verbally /online minimises administrative processes for the work placement provider and providesreassurance to DWP that feedback will be collected and passed on in a timely andconsistent manner across the London CPA. As added valuework placement providersare asked, where willing, to provide a standard reference confirming customers

participation which will be sent to the customer and can be used as evidence of theirwork experience for future employers. All customers will also have the opportunity tofeedback on their placement and the quality of service provided by Seetec as part of ourcontinuous improvement and customer service culture.


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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 yoursupply 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. Yourresponse MUST be limited to 2 sides of A4.


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5.1 5.1.1 Delivery Structure for all elements of Mandatory Work Activity (MWA)Seetec will deliver MWA in London CPA using a Prime Contractor model with 100%direct end-to-end delivery across the whole CPA.5.1.2 We believe that a direct delivery approach offering a single point of contact acrossthe entire CPA for both the customer and JCP offers the best way to ensure that

provision is effective from day one. Whilst Seetec appreciates the diversity that inclusionof sub-contractors bring to a contract, as an organisation our existing infrastructure (incl.19 delivery centres, 99 staff, links with placement providers and community projects),management capacity and capability, customer group experience and on timeimplementation track record provide us with the expertise to deliver all components ofthe contract as a sole provider to the timescales required.5.1.3 Seetec will manage the customer journey for all customers referred to MWAacross the London CPA. The contract will be delivered using our centralised CustomerService Centre to manage engagement, attendance and sanction processes and localstaff who will work with a wide range of organisations that will provide placementopportunities for customers that are of benefit to the community.

5.1.4 Anticipated placement opportunities include (but are not limited to):National Charities: including British Heart Foundation, with whom we have existing

national agreements and have indicated they are able to provide placements in theirretail stores across the London CPA.

Local voluntary sector organisations (VCO) and social enterprises: this is adiverse mix of local community based organisations that are able to provide workexperience opportunities for our customers. In London, through our existingprogrammes, we place over 1200 customers on placements every year. A sample ofthe organisations who have indicated their ongoing commitment to working with us toprovide MWA placements in London include: Cancer Research UK, British HeartFoundation, Age UK, Sue Ryder Care, Havering Council and Banardos.

Local Authorities / community projects: Through existing provision we have inplace links with local authorities across London with whom we will engage to generateplacement opportunities for customers.

Groundworks: with whom we work onour FND contract providing 4 week mandatorywork related activity and who are able to provide places on supervised localenvironmental projects.

Salvation Army: a nationally recognised charity with complete geographical coverageacross the CPA offering Seetec contingency access to a maximum of 1000 x 4 weekwork placements annually across London subject to final agreement.5.1.5 Redacted

5.1.6Rationale for why the delivery strategy is the best approach for customers inthe CPA The following rationale outlines the strengths of our delivery strategy and theresultant impact / benefitto the customer.a) Existing infrastructure and target group delivery experience Our decision toundertake a direct delivery model is based upon our extensive infrastructure across the5.1 continued CPA that provides full CPA coverage; over 25 years experience ofdelivering employability and skills programmes nationally and in the region. Thisincludes FND (where there is a 4 week mandatory work related activity requirement),New Deal programmes (where we deliver Environmental Task Force, Voluntary Optionand Work Experience options) and an ILM that involves placing customers intoplacements with local voluntary and community organsiations; comprehensive existing

management structure; enduring relationships with employers and stakeholders and arich mix of varied and engaging existing placements. Impact / benefit: Seetecsproposed customer journey is based on our experience of the challenges of engaging


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mandated customers and has been designed to maximise starts on provision. Existinglinks with work experience placement providers in the CPA provides reassurance thatthe customer will be able to meet with an experienced local adviser and access asuitable placement within 10 days of referral.b) Management capacity and capability Seetecs unique blend of management anddirect delivery experience coupled with proven business systems (Quality, IT, financial

etc.) and capability, brings considerable added value across MWA and providescompelling evidence and justification to support our direct delivery proposals. Our triedand tested bespoke customer management system, used for over 7 years across arange of DWP contracts, enables us to manage complex administrative processeseffectively across large and multiple CPAs effecting economies of scale throughcentralisation of administrative processes. Impact / benefit: Seetec has a consistentrecord of achieving Grade 2 Ofsted inspections, our particularly good strategic planningand implementation and a wide range of good quality work placements noted asstrengths. This is evidence that we are the best placed provider to offer a high qualityservice in the region without duplication of geography and provision, risk of supply chainfailure and leading to a more focused service for customers and better value for money

for DWP across the CPA.c) Track record of on time implementation Our proven history of implementation,often at short notice, provides a further compelling reason for a Seetec sole deliverymodel. The short length of the contract and the very tight window allocated forimplementation means that a seamless and rapid implementation is necessary in orderto guarantee the quality of service for customers and JCP advisers. Seetec has areputation for on time delivery within short timescales e.g. in 2009 we implemented NewDeal Prime Contractor in North Hertfordshire in a 4 week window, recruiting staff, TUPEtransferring staff, transfering customers and taking on additional premises. Impact /benefit: Risk is minimised for DWP and customers as existing infrastructure, staffingand work placements are already in place across the CPA. As a fully security clearedprovider (ISO27001 compliant) Seetec can mobilise delivery of this contract and be in aposition to take referrals and source placements as soon as the contract is awarded on21st April 2011 and hence have proposed a start date of the 9th May 2011 ensuring thatcustomers living in the London CPA will be able to access MWA opportunities as soonas possible.5.1.7 With full CPA coverage, existing staff resources and extensive links with workexperience providers across the entire London CPA, a direct delivery solution isindisputably the most efficient and economically advantageous solution for DWP, thecustomer and Seetec for MWA delivery in London and provides DWP with theassurance that Seetec has the capacity and capability to deliver this provision without

support from subcontractors. DWP can be assured of a provider embedded into theentire CPA with strong links with JCP and key stakeholders such as local authoritiesand Voluntary and Community Organisations (VCOs). In summary we believe that theabove provides powerful reassurance to DWP that our proposed 100% direct deliverymodel is appropriate for this particular contract and enables flexibility and high qualityprovision from an experienced and respected provider.


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[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

response MUST 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.


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5.2 5.2.1Management StructureAnnex 2.1 - Seetec Organisation Structure. Thischart shows our structure for managing Mandatory Work Activity (MWA) alongside otheremployability/skills provision & where the London CPA sits within the overall structure.5.2.2Annex 2.2 - Head Office ( HO Corporate Services) This details the corporateand senior operational management support structure. HO - Corporate Services, based

in Essex, is responsible for: corporate governance, strategy, finance and MIS, supplychain partnerships, business development, marketing, human resources, quality and IT.5.2.3 Board and Senior Management Team The Board of Directors and ExecutiveBoard (EB) are responsible for the corporate governance of the company, (see Annex2.3) strategy and delivery of the companys business plan. Corporate governancestructure is configured to resemble a quality improvement cycle and PRINCE2 projectboards. Executive Board sets project strategy; reviews and evaluates sub-Boardprogress and initiates actions to achieve corporate and project targets. BusinessTransformation Board drives continuous improvement ensuring we innovate, managechange and are flexible and agile in three key areas: People, Process and IT; DeliveryBoard (incl. supply chain board) drives performance of our supply chains and delivery

structure, continually improving the learning experience for customers; Finance andPerformance Board reviews financial and outcome performance; capacity, value formoney; and manages performance improvement actions.5.2.4 Quality sits within Head Office but local representatives report into CorporateServices line management. A London CPA based Performance and Quality Manager(PQM) reports into the Head of Quality Management which ensures that, while qualitymonitoring is managed at a local level, governance is executed at a corporate levelensuring co-ordination and consistency across all CPAs.5.2.5CPA Organisation Structure Operational management in the CPA is dischargedthrough the Executive Director, ultimately responsible for the MWA contract. Annex 2.4illustrates the management structure across the London CPA.5.2.6Identification of skills and expertise The following management skills/ expertisehave been identified as a necessity for MWA delivery. These have been identifiedviaSeetecs existing delivery experience and the work of our Business TransformationBoard (covering People, Process and IT). In addition, our focus and experience inbuilding our local stakeholder links and management capacity enables us to sustain andcontinually improve our ability to identify, facilitate and manage / monitor appropriateand effective work placements. A full audit of staff competencies has been undertaken;all levels of management (160 staff) have been assessed across a range of businesscompetencies. This has established benchmarks, identified gaps enabling us to plan aneffective, responsive management structure to ensure MWA service delivery meets and

exceeds contractual requirements. Key skills identified include:Relationship / account management- (work placement providers, employers, local

stakeholders) building strategic working relationships and creating / developingcapacity within the partnership network to contribute to increased levels of accessible,appropriate and capacity building work placements.

Performance management setting targets, taking corrective action and drivingperformance / quality continuous improvement across Seetec delivery.

Customer management / monitoring of customers is an integral element of MWAdelivery. The skills needed to manage customer expectations align with those neededto match customers existing skills, health conditions, attitudes and preferences tosuitable identified Work Placement opportunities.

These skills will be deliveredthrough the proposed management structure in London.5.2.7Responsibilities and Reporting Lines Outlined below is an overview of each ofthe key management roles in London, identifying line management structure,


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5.2 continuedresponsibilitiesand the operational impact / appropriateness of this rolein managing both direct and subcontracted delivery across the CPA.Executive Director (ED): Reports to: Chief Operating Director. Responsibilities:strategy, planning and review; relationship with DWP SRM; setting strategic objectives;Operational impact: Achievement of overall contractual performance.

Operations Director (OD): Reports to: ED Responsibilities:Overall MWA team

contract and performance management; setting / monitoring targets for all levels ofstaff; co-ordinating performance and quality improvement; H&S, E&D; complaintsacross the whole CPA. Operational impact: Works to achieve joined up deliverymanagement across all levels of Seetec delivery to achieve targets; improvement incontract performance / compliance. Performance and Quality Manager (PQM): Reports to: Head of QualityManagement (HO) Responsibilities: Works with OD to effect monitoring andevaluation of delivery inc. observations and stakeholder feedback; undertaking financial,H&S, E&D, and safeguarding monitoring; effecting corrective actions to improveperformance / customer care continuously. Operational impact: monitoring /achievement of service standards, facilitates continuous improvement across delivery. Operations Manager(s) (OM): Reports to: OD Responsibilities: Manages andcoordinates Seetec delivery to ensure number, scope and suitability of work placementsare continually maintained to achieve the required standards; management ofrespective staff and operations; liason with Cusomer Service Centre to ensure synergybetween operational and administrative processes. Operational impact: Coherentintegrated delivery across all elements of MWA; increased opportunities, greaterdistance travelled; improved outcomes for all customers.

Customer Service Centre Manager (CSCM):Reports to: Supply Chain Director.Responsibilities: Works with OD / OM to ensure timely communication, robustsanction processes and exceptional levels of customer service / responsiveness are in

place; manages admin team, claims, MI and PAT compliance. Operational Impact:Standardised and secure processes; accurate and timely referrals, robust audit trails;fraud reduction, security compliance and low risk FAM.5.2.8 Suitability of Management Structure for MWA in London Our operationalmanagement, associated responsibilities / operational impact (as outlined in 5.2.7above) and delivery structure clearly defines: responsibilities for delivery, management,quality improvement and work placement provider development; clear mapping andidentification of suitable placement opportunities; clear lines of communication andinternal and external accountability; and clearly defined reporting / escalation chains forissues or complaints (for placement providers, stakeholders (i.e. JCP) and customers).5.2.9 The scope / size of this management structure reflects the size of this CPA and

ensures key standards are achieved. Centralised customer service / admin processesensure a consistent approach across this large CPA and facilitate economies of scaleacross multiple contract packages. As an existing provider in London this structure isalready in place, providing DWP with assurance that we have the skills / expertise inplace to implement within short timescales and manage this MWA contract effectively.5.2.10This management structure has been developed based on what currently workswhilst reflecting the differing demands of MWA provision (e.g. increased focus onplacement provider management / customer compliance) with the inclusion of aCustomer Service Centre Manager as a key management post to facilitate the processof sourcing, referral, monitoring and reporting. Our management structure also allowsfor the MWA contract in London to benefit from the sharing of best practice and

continuous improvement initiatives generated through the centralisation of the PQMreporting lines, coupled with a strong local focus within the context of a nationalfunction.


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[5.3] Management of Delivery

Please clearly describe:

How you and your supply chain will manage and monitor the quality of delivery ofMandatory 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.




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5.3 5.3.1 Quality Management: Seetecs holistic approach to both performance andquality management ensures the consistent achievement of high standards, levels ofservice delivery and outcome objectives across the supply chain. Our quality monitoringframework is based on a cycle of continuous self assessment, action planning andevaluation broadly based on the principles of Ofsteds Common Inspection Framework

across the customer journey; ensuring customer satisfaction and progression remain atthe heart of provision. Our quality policy comprises: feedback from customers, supplychain and stakeholders e.g. JCP / DWP; written procedures; internal audit; staffobservations; self assessment / development plan; sharing of best practice; monitoring /reviewing our effectiveness; and internal verification through standardisation meetings /staff development. Our consistent track record of Ofsted Grade 2s across provision(05, 07 08 & 09) demonstrates the effectiveness of our quality and performanceimprovement mechanisms.5.3.2 Quality monitoring and evaluation is undertaken by the Performance andQuality Manager (PQM) and audited by Head Office Quality Managers and has retainedelements of the best practice principles that achieved consistent Grade 2s for outcomes

for learners / achievement and standards under Ofsted. It is carried out using thefollowing mechanisms: Monitoring: ThePQM monitors and evaluates provision via aquarterly cycle focusing on contract performance to date, trend performance and qualityof provision. Quality monitoring mechanisms include: observation visits; monitoring ofengagement meetings; monitoring of placements / health and safety checks andcustomer and stakeholder satisfaction feedback. Management information: UsingQlikview (dashboard business analysis), daily, weekly and monthly performancestatistics are produced at the click of a button from data contained within ProviderEnterprise (PE), our bespoke customer management system, to monitor and reviewcontract volumes, profiles, response times and financial targets. Feedback: Customerand work placement provider feedback allow contract management teams to monitorprogress. Financial claims; Health & Safety (H&S); data security: Covered via thePQM / Quality department monitoring processes to maintain low risk status and buildson the key PAT review themes (control environment, value for money, financial claimsand data security). Equality of Opportunity and Diversity (E&D): E&D ImpactMeasures set out a structured strategy, action plans and support measures to target thedisadvantaged, overcome barriers to participation and help achieve parity of outcomes.5.3.3 The results of Quality monitoring evaluation and MI are fed back to the CPAmanagement team via a structured action plan incorporating: improvement actionsidentified, steps to achieve improvement, improvement targets, person responsible,deadline and the potential impact of improvement. This is reviewed via a structure of

PIAP meetings which identify performance issues and produce PerformanceImprovement Actions (PIAs) to improve strengths, correct weaknesses and achieveoutcomes. PIAs are actioned at a local / contract level but communicated up throughthe Performance Management Review (PMR) process to the Executive Board; in thisway contractual performance is reviewed / evaluated at all levels of the organisation.Quality scores are awarded to all locations.5.3.4 Performance Management and Improvement: Effective target setting is used atall levels to ensure that contractual standards / targets are achieved. Individual staffmembers have targets set monthly, communicated via a target letter and line managerdialogue and are visually displayed on their personal caseload management page onPE. Progress against targets is monitored daily / weekly and evaluated monthly by line

management staff with appropriate action taken when targets are not met. This actionincludes written notification that the individual did not meet targets and the identificationof any support / training required to enable them to meet these targets. Persistentunderperformance / lack of improvement will lead to disciplinary / performance


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5.3 continuedmanagement procedures being invoked ensuring consistency across theCPA / multiple contracts and drives up individual and centre / cluster performance.5.3.5 Acting on findings of monitoring and evaluation activities: In every area ofmonitoring and evaluation, action plans are produced and reviewed at regular intervals.This creates an iterative process, leading to corrective action, continuous improvementand increased outcomes. Actions may include:

Training and development for staff; e.g. sharing of best practice in stakeholderengagement to generate the number of work placements required or process trainingon administrative systems / processes to ensure timely customer engagement,sanctions and tracking.

Increased frequency of internal quality audits resulting in quality scores / risk gradingby the PQM; these are maintained where required until the required improvements inquality levels are achieved.

Implementation of a quality system / standard including Matrix, ISO 14001, ISO27001, Investors in People. Seetec identifies where implementation of externalsystems add value and this is managed across the business by the Head of QualityImprovement.

5.3.6 Addressing underperformance: All performance improvement is through theapplication of our quality improvement and performance management processes asoutlined above. Internal monitoring systems, coupled with regular feedback fromstakeholders and customers, identify remedial actions to address poor starts. All actionsare formally documented in PIAs in order to measure and evaluate progress andimplemented at a local level. Should these processes fail to deliver the desired qualityand / or performance improvements a Performance Improvement Team (PIT) isconvened comprising Head Office staff and experts drawn from across Seetec toaddress short-term performance issues, providing additional staff support / best practiceto effect the necessary corrective actions. This approach boosts performance, quality

and cascades best practice; and contingency support.5.3.7 Quality Improvement We identify and manage the changing needs of ourstakeholders at all levels e.g. JCP, customers and work placement providers ensuringthat we meet these needs whilst delivering a service that offers continuous improvementin both performance and quality. Our Quality team has a Head of Quality Improvementpost specifically responsible for the development and implementation of quality andperformance improvement strategies. Our Quality Improvement Strategy comprises fourinter-related components:Quality Improvement Action Plans joins up the companys quality improvementpriorities. It sets out the key quality objectives, based on input from the corporategovernance structure (Executive, Business Transformation, Delivery and Finance and

Performance Boards), and is monitored locally through the QI monitoring process.Progress is reviewed at monthly Quality Department meetings and feeds back into theExecutive Board or appropriate Board meeting; QI guides / staff guidelines (includingstandardisation)Published procedures and instructions including: attendance, recordsmanagement, data protection, PE and documents implementation of new contracts /systems; QI Manualdocuments quality areas including internal verification, monitoringperformance framework, observations & customer feedback; QI Development Plansdeveloped as part of our QI monitoring process.5.3.8 From the go-live date we will implement a MWA QI Action Plan linked to ourBusiness Transformation strategy, targeting actions for Seetec and our supply chainand aligning with our self-improvement strategy, DWPs Code of Conduct, Merlin

Standard and reflecting the PAT assurance processes. Key QI priorities for MWAinclude: contract compliance and standardisation / consistency; effective placementprovider / stakeholder engagement; and achievement of process efficiencies.


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[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 ofprovision for the delivery of Mandatory Work Activity within this CPA.

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


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5.4 5.4.1 All initial customer contact will be conducted by our ISO 27001 compliantCustomer Service Centre (CSC) from our Head Office based in Hockley, Essex. TheCSC team will contact the customer via phone within 5 hours of referral to provide abrief overview of the MWA, confirm full contact details, complete a questionnaire toidentify previous experience, skills, abilities and limitations (e.g. disabilities, childcare,

transport concerns) and match the customer to an available placement. With access toa wide range of community projects and work placements across all clusters of theCPA, the CSC team will match the customer with a suitable available work placementbased upon a variety of criteria. Most important of these is the customers ability totravel to the work placement for the required hours.5.4.2 As an existing provider of ESF Phase 1 & 2 in London; Work Choice, PrimeContractor New Deal (18-24) in North & North East London; the lead partner for theWestfield Stratford City/Olympic Park The Skills Place and SFA contracts acrossLondon, Seetec already has comprehensive coverage (from our existing 19 key deliverylocations established in 28 of the 32 London Boroughs) in the CPA. Seetec hasidentified 6 key cluster areas, broadly broken down across the London CPA. Cluster 1:

Hackney, Stratford, Tower Hamlets and City of London. Cluster 2:Dagenham, Ilford,Romford, Walthamstow, Enfield, Barnet and Haringey. Cluster 3: Croydon, Bromley,Merton, Sutton, Richmond, Kingston and Wandsworth. Cluster 4: Bexleyheath,Greenwich, Lewisham, Lambeth and Southwark. Cluster 5: Brent, Ealing, Harrow,Hillingdon and Hounslow and Cluster 6will cover Kensington & Chelsea, Hammersmith& Fulham, Camden, Westminster and Islington. Each cluster will have a designateddelivery centre acting as a central delivery hub (e.g. Stratford delivery centre in Cluster1) from which the WPC, although a peripatetic member of staff, will be based.5.4.3 They CSC team book the customer an appointment with a Work PlacementCoordinator (WPC) on the day that the placement is due to start. The CSC team willmanage the diaries of the WPC working within a cluster and stagger start dates ofreferrals to ensure that all customers can be met on the start date of their placement.Customers are sent a letter / email providing an overview of MWA, their rights,responsibilities and obligations on programme as well as written confirmation of thedetails of their placement and where their meeting with the cluster WPC will take place.Should the customer not be contactable upon the first attempt, the CSC team will tryand contact the customer using contact numbers provided to JCP a minimum 2 timesmore within 24 hours of referral. For those customers who do not have an active phoneline, arrangements will be made with their JCP Adviser to organise face-to-face initialengagement with the customer to ensure that they are still placed in a suitable MWAwithin the permitted time period.

5.4.4Details of the conversation will be recorded on Seetecs Provider Enterprise (PE)system, our proprietary customer management system. This also records all recordsrelating to attempts to contact the customer, contact details used and time. The WPCwill be assigned to the individual customer based upon the customers postcode and / orlocation of the work placement.5.4.5 Through the utilisation of peripatetic staff, Seetec is able to arrange and deliverface-to-face meetings on the first day of the customers placement in a wide range oflocations. Where possible the meeting will be held on the provider placement premises;where this is not possible the customer will be met either in our own centrally locatedDDA compliant delivery centres, at the customers local JCP office (subject toavailability at the relevant JCP), libraries, hotel meeting rooms, etc. All locations will

have suitable public transport links ensuring that they are accessible for the customer.This flexible approach ensures that Seetec is able to verify a customer start ontoprovision, provide customers with initial fares for their first week and check thatcustomers/placement providers have completed all relevant H&S / induction checks.


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[5.5] Volume Fluctuationsand Customer Group Changes

Describe how you and your Supply Chain will maintain service delivery in the event offluctuations in customer volumes and changes to the customer group referred including

potential 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;



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5.5 5.5.1 Seetec is highly experienced in adapting to volume fluctuations due to external/ economic factors e.g. increased volumes e.g. on our New Deal contracts throughout2008/09 as a result of the recession and resultant increases in the JSA register. Wehave also managed volume reductions effectively as a result of policy change e.g. onFND in 2009 and early 2010 referrals of 18-24 customers were lower than anticipated /

planned for due to the introduction of the Young Persons Guarantee. We incorporateboth short and longer term fluctuations into our planning assumptions. These include:changing prioritiesand potential changes to the customer groupsaccessing the contractor fundamental changes to the contract relating to the welfare regime e.g. theintroduction of the Universal Credit as referred to in Annex 6.5.5.2 Maintaining Minimum Performance Levels: Being able to increase or contractcapacity without impacting on performance is critical. Sensitivity analysis has beencompleted on the proposed volumes outlined in our pricing proposal coupled with thedelivery model and customer journey outlined in 4.1 and 5.1 to ascertain the potentialimpact of decreases / increases of customers on our cost base, and projected revenuestreams and the consequential impact on staffing levels and on working capital this

forms the basis of our capacity modelling. Our approach to operational and financialagility ensures that in responding to fluctuations Seetecs ability to deliver againstcontractual targets is not compromised. Staff levels are a critical element that impactson performance; e.g. we know that where there is a concentration of absence / holidayin one centre this tends to have a negative effect on performance. We therefore haverobust workforce planning strategies and review processes across Seetec directdelivery that indicate optimum staffing levels to derive required contractual performanceand achievement of standards from forecast flows. The agile approach to staffing e.g.use of a flexible bank of zero hours contracted staff and redeployment of staff betweencentres are important factors in mitigating underperformance risk.5.5.3 Managing expanding/contracting business: To ensure that we can maintainservice delivery in the event of volume fluctuations our model builds in agility acrossorganisational and operational areas: cost base agilityWe have made our cost basemore variable increasing responsiveness to changes in volumes e.g. the increased useof serviced accommodation/meeting customers on provider premises and the use ofzero hours associates; workforce agility We have developed an agile, multi-skilledworkforce for creating pools of associate staff which can be reconfigured in response tochange; organisational and operational agility The organisational structure/management of delivery is inherently flexible and can respond to the key performancedemands and changing functional areas of organisational and operational delivery;agile IT systems Our IT platform is based on data centre, cloud computing/

virtualisation offering rapid growth and contraction at a flick of a switch.5.5.4 Managing Economic changes: Seetecs 26 year track record has guided thedevelopment of a number of protocols to cope with future economic fluctuationsincluding: ensuring robust recruitment and training processes exist to mobilise staffquickly and effectively; monitoring and building capacity in our IT systems and workingclosely with JCP to identify early indicators in future change. Using a wealth ofresources including NOMIS, Labour Market Reviews and local engagement with JCP,we closely monitor national trends and proposed initiatives as a potential indicator offuture volume fluctuations and invoke appropriate risk mitigating actions.5.5.5 Our direct delivery model, with a high degree of central administration through themanagement of administration processes, by our centralised Customer Service Centre

is designed to be inherently flexible, produce economies of scale across multiplecontracts (and ultimately value for money for DWP and the taxpayer) and can easily andseamlessly accommodate future changes in Welfare Reform / changes in volumes,adapting seamlessly without incurring prohibitive costs.


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[5.6] Managing the Customer Experience

Please describe:

How you will evaluate and monitor the quality of the Mandatory Work Activityplacement 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.



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5.6 5.6.1 Evaluating and monitoring quality of the placement: Our QualityMonitoring Framework is fit-for-purpose and enables us to monitor, action plan andassess / evaluate to improve the quality of provision continuously, providing thecustomer with the most suitable work placements available. The Operations Managers(OM), Customer Service Centre Manager (CSCM) and the Quality team (including the

regionally based Performance and Quality Manager (PQM)) are accountable for timelyand effective delivery of quality improvement processes within the organisation. All staffare responsible for ensuring compliance with contracted standards and internalprocedures; encouraging interdepartmental joined-up working; identifying / sharing bestpractice and / or areas for improvement; developing action plans and delivering againstthese actions. The quality of MWA provision is evaluated and monitored against anumber of customer centred criteria including:5.6.2 A) Effectiveness of assessment in supporting the development of thecustomerEnsuring that timely and robust initial engagement activity is carried out bythe MWA customer service advisers and a suitably focused meeting is held with theirallocated WPC is a key aspect of delivery. Observation of all activities takes place

aligning with elements of the Common Inspection Framework to ensure we aspire tomeet customer needs. Staff are fully trained to provide excellent standards of IAG andprovide high quality customer service. We are currently developing our staff training toaccommodate world leading levels of customer service, based on the World Hostcustomer service qualification used for the Olympic Games. This will enhance theircommunication skills, ability to create a positive impression, ability to deal with difficultsituations effectively, ability to exceed customer expectations and improve staffsknowledge of local facilities and services. This will be rolled out across all staff (andcentrally located MWA Customer Service Advisers) to ensure consistently highcustomer service across the CPA.5.6.3

B) Effectiveness of the provision in meeting the needs of customersWe use

a range of placements sourced from Third Sector employers (e.g. charity shops), localVoluntary and Community Organisations (VCOs) and local authority regenerationinitiatives to address local strategic, environmental and community objectives. Suitableplacements are identified from a diverse bank of sourced placement providers;placements are matched on the basis of accessibility for the customer and offer themthe opportunity to refresh their skills and experience and / or learn new skills in a sectorthat they havent worked / volunteered in previously. Placements are identified whichwill boost customers confidence and motivation and encourage them to re-engage withthe job searching process. The PQM will periodically visit work placement providers(particularly ones that are used regularly) to quality check that placements are a) of

community benefit and b) are providing the customer with the opportunity to build workrelated behaviours and attitudes. Health and Safety risk assessments (undertaken byWPCs) are also audited by PQMs to ensure that procedure is being followed andplacements are provided in safe environments.5.6.4 C) Effectiveness of the provider using partnerships to develop provision tomeet customer needs We encourage interdepartmental, joined-up working with astrong influence on developing robust partnerships through our localism approach. Wepartner with employers and community groups to help address customers needs. Postplacement provider feedback informs subsequent Quality Improvement Action Plans aspart of our cycle of continuous improvement.5.6.5Handling complaints and feedback: Grievance and complaints procedures are

outlined to customers as part of their Initial Customer Interviews. When a formalcomplaint is received from a customer, it is recorded and sent to Head Office within 24hours. All complaints are


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5.6 continuedcategorised Category A and are closed out within 15 working days. Anacknowledgment letter is sent within 3 working days providing a reference number. Themost appropriate person (OM / Director or Quality Manager) is assigned to resolve theissue in a timely and professional manner. Within 10 days the assigned managerdecides whether the complaint has been resolved or needs to be escalated to CategoryB which means escalation to the Chief Executive. The assigned manager addresses

the issue, records short term remedial action(s), produces a written response to thecomplainant and identifies longer term actions required. All complaints are treatedconfidentially and mediation occurs where complaints involve another customer orcannot be resolved. Where a complaint cannot be resolved, customers can seekresolution and investigation using the Independent Case Examiner (ICE) who will act asan arbiter to broker resolution. Seetec will co-operate fully with the ICE offeringsupporting evidence at any of the three stages wishing to avoid stage 3 but complyingfully with any findings. All complaints are fed into the Quality department to identifyrecurring issues to facilitate continuous improvement.5.6.6 Customer feedback is collected electronically through bespoke online monthlysurveys and informally where PQMs visit work placement providers. This is recorded

and fed back via feedback sessions to Advisers and Managers. We seek feedback on arange of matters from the suitability of the WPC meeting location, the quality ofcustomer service and the use of marketing materials. OMs are responsible for ensuringthat customer feedback is taken onboard and necessary changes implemented toensure a positive customer experience. The progress against these actions is thenindependently verified by our Quality Department.5.6.7Acting on findings of monitoring and evaluation activities: In every area ofmonitoring and evaluation, action plans are produced and reviewed at regular intervals.This creates an iterative process, leading to corrective action, continuous improvementand increased outcomes. Actions to enhance the customer experience may include:Training and development for staff: Where there is an increase in numbers of a

particular customer group e.g. recent introduction of specialised mental health trainingfor all new and existing delivery staff had the impact of a higher quality of actionplanning for this customer group.

Performing robust internal quality audits: Carrying out these audits on results inquality scores and risk ratings which are fed into Performance Improvement ActionPlans aimed at addressing underperformance.

Customer specific actions: e.g. disadvantaged groups are positively targeted usingspecialised recruitment and positive action targets. Effective practice is shared acrosscontracts and regions via forums, meetings and through QI guides.

5.6.8 Examples of how we have acted on the findings of monitoring activities across all

our contracts include responding to feedback from customers that letters sent by mailare often not received. For this reason we have included standard field in our ProviderEnterprise system that prompt advisers to ask for customers email addresses andmobile phone numbers so that reminders of appointments etc. can be made by email ortext. This is an action that is particularly of benefit in this contract where the need tocommunicate with customer quickly and directly is paramount in order to have a fair yetresponsive sanction doubt process in place.


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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 chain

organisations 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 ofthe 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.


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6.1 Redacted


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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.



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7.1 7.1.1 Purpose of our stakeholder / employer engagement strategy: As anexperienced Prime Contractor, we understand the importance of engaging with localstakeholders/partners and employers. Seetec is building on its intangible infrastructure,comprising a substantial existing base of over 4500 employers, sectors and clusters.Robust employer engagement is a fundamental element in the successful delivery of

Mandatory Work-Related Activity (MWA) and through strong management mechanismswe ensure that this ethos is embraced across the company. The benefits of suchengagement include: the increased ability to overcome barriers (customer, political andsocial); having a greater capacity to resolve local issues; informing our understanding oflocal economic conditions and supporting our customers so that their chances ofsecuring sustainable local employment opportunities are increased. Seetec not onlyseeks to add value to the delivery of MWA through partnerships but also to ensure thatMWA impacts and contributes to strategic objectives throughout the London.7.1.2 Our current substantial employer / stakeholder links demonstrate our ability toform excellent working relationships. Through these we gain vacancies as well as workplacement opportunities for customers on MWA to ensure that our customers have a

varied menu of placements to choose from. For MWA, we will look to forge links with arange of organisations, partners, stakeholders etc. to gain opportunities which willcontribute to, and address, local strategic, environmental and community objectives aswell as looking to support Big Society and localism across the CPA. Placements suchas working with Charity Shops, Local Authority Regeneration schemes, Housing /Property Regeneration, Country Parks, Nature Reserves and Wildlife Trusts, will help tofocus our direct delivery on national and local priority areas for conservation, crimeprevention and community enhancement. Linking in with Local Authority strategies(local plans, housing and building regeneration and social policy initiatives) will helplead to an increased potential for getting customers back into work, increase ourcapacity to deliver services, enhance the scope of our JSA service e.g. by providingcomprehensive CPA coverage, with a wide choice of high quality placements and willsupplement on, and not substitute, existing work posts.7.1.3 How the strategy is managed: An effective communications strategycommencing at bid stage and running throughout the course of implementation andoperational delivery ensures the identification, engagement and establishment ofeffective ongoing relationships with a diverse range of key local stakeholders andemployers. We will also take the lead in driving forward employer engagement togenerate work experience opportunities for our customers. A marketing andcommunications planoutlines aims, objectives, activities and assigns timescales andresponsibilities for activity based on effective and regular interfacing with all key

stakeholders / JCP, actively consulting, engaging and networking with organisations atall levels. A team of Work Placement Co-ordinators (WPCs) operate across the CPAwith responsibility for engaging with voluntary organisations, local authorities andcommunity groups to generate work placement opportunities, conduct health and safetychecks and match customers to available work placement opportunities. Seetec willwork closely with London stakeholders to ensure a consistent approach guaranteeingmaximum benefits to the employers and customers.7.1.4 Mechanisms for delivering the strategy: The strategy is owned, reviewed andevaluated by the Operations Director (OD) at a contract and CPA level, who will beresponsible for the strategic integration of MWA and will ensure that it is fully integratedwith national / regional strategies. The team of WPCs will source appropriate work

placements, targeting employers, local Voluntary and Community Organisations(VCOs), Local Authority regeneration initiatives to ensure that placements are availablein a range of sectors and deliver community benefit. We draw upon a number of keyelements to select appropriate employers / placement opportunities including:


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7.1 continueda) Labour market research at both a national and local level to guideengagement; b) Identification of opportunities leading to a comprehensive localemployer / placement provider database of suitable work experience opportunities forthe customer; c) Engagement and marketing activity timetabled throughout the life ofthe contract based on: demand led needs of customers, stakeholders and local policy /initiatives / environmental and community objectives etc; d) Development of strategic

relationships where trusted employers / placement providers become a key element ofour delivery solutions and can help contribute to successful completion of placements.7.1.5 Identification of Employers/Placement Providers(including social enterprises).For the purposes of MWA we have contacted and gained support from charities (inc.British Heart Foundation Retail, Furniture and Electrical) who form part of our NationalContacts and have agreed to lend their support by providing work placements acrossthe CPA. We have linked in to other existing local work placement relationships andhave gained support from organisations such as Cancer Research UK and HaveringCouncil who have agreed to provide a regular source of work placements for the full 30hour / 4 weeks. Our existing contacts will be coordinated through the use of ourbespoke Customer Relationship Management (CRM) software which records and

coordinates employer / stakeholder engagement activities across and be tween CPAs.As an existing supplier in London we already have over 2000 organisations on the CRMsystem, in addition to our considerable, intangible existing supply of local employercontacts, all of which are available to provide a source of work placement opportunitiesfor our customers on MWA. These existing links will be built on by the WPCs across theCPA by continually identifying other placement opportunities through: working with JCPaccount management teams; stakeholder engagement i.e. working with regenerationbodies or in the future with Local Enterprise Partnerships (LEPs) when they are formed;Identifying social enterprises / co-operatives in the area who are able to provideplacements; developing good working relationships with the Local Councils.7.1.6 Regional / Sub-regional Strategic Stakeholders: Are engaged to join up theplethora of services and initiatives that are tackling social regeneration issues at thelocal / community level, effecting seamless and holistic services for customers, bycreating a forum to share resources and best practice.

JCP: is a critical stakeholder across the CPA; we have existing links with all JCPoffices in London and ODs/OMs and WPC will continue to engage both operationallyand strategically to maintain robust communication channels between organisations.

Local Enterprise Partnerships:Wework with the LDA and through them the ODA,LOCOG& OPLC. We support the GLA/Mayors office and the London LEP when formed.

Local Authorities (LA):We have close relationships across the CPA with LAs andhave initiated discussions with all 33 LAs in London about strategic working

relationships, frontline services in the Borough, whether they can link us with thevoluntary sector and how they would like to work with the Seetec.

Strategic groups / Partnerships:We are currently on the committee/attend regularmeetings with the B&D and Redbridge Local Strategic Partnerships, UxbridgeEmployment and Strategy Group and regularly engage with West London Working.

Local CVSs: We have initiated contact with local CVSs directly or via the 33 LondonLocal Authorities to discuss how best to link up operationally.

Local Level Organisations including VCOs: Additional services / expertise areneeded to meet the diverse needs of customers and we recognise the expertise andspecialist support that smaller organisations and VCOs are able to provide at a locallevel in facilitating work placement opportunities that offer community benefit.

7.1.7 Seetecs approach to building robust partnerships and our existing links in theCPA provides the DWP with the assurance that MWA provision in London will be firmlyintegrated with existing partnerships.


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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.




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8.1 8.1.1 Types of Work Placements Across the London CPA, Seetec will provide adiverse range of work placements across varying sectors and roles including customerservice, administration, horticulture and manual roles at a range of employers /community organisations, all with the intention of embedding discipline, focus and driveinto customers whilst delivering benefit to the community in which they work. The

anticipated type of placements provided includes (but is not limited to):Placements at charity shops / local charities and community groups: We havenational agreements in place with the British Heart Foundation who have committed toproviding placement opportunities in London for MWA customers; we have placed over200 customers on placement with this organisation alone in the last 12 months. This issupplemented by local relationships with other charity shops such as Age Concern, SueRyder and Barnardos across the CPA.

Placements on environmental projects and / or community projects: Either rundirectly by local councils, regeneration partnerships of via organsiations likeGroundworks, customers are able to participate on manual projects like working incountry parks, woods, etc. undertaking maintenance work.Placements with employers (including social enterprises) we will engage with ournetwork of employers across the CPA with whom we place customers (on placement orinto permanent work) to identify placement opportunities that provide communitybenefit. This may be work at a social enterprise, where profit is driven back into thebusiness or within a private sector employer who is undertaking a community project.Placements with Housing Associations: We have strong links with HousingAssociations who are able to provide a range of placements from caretaking, rubbishclearing and graffiti clearing to administration and customer services. With highnumbers of JSA customers living in social housing, our experience is that housingassociations are keen to work with providers like Seetec to help up-skill their residents

and improve their employability prospects.8.1.2 How work placements will be sourced The WPC works with the MWA customerservice advisers in the Customer Service Centre at Head office to generate a bank ofsuitable work placement opportunities across their designated geographical areas. TheMWA customer service adviser will initiate contact by phone with organisations,explains the nature of the programme and the benefits of providing work placementsand where possible make an appointment for a WPC to meet with them locallyundertake health and safety risk assessments and outline administrative procedures i.e.timesheets, fares and notification of non-attendance. The WPC will be responsible forensuring that MWA customers are only placed in placements that can demonstratedirect or indirect benefit to the community. Ongoing engagement activity across the

course of the contract ensures a constantly refreshed bank of opportunities and that allcustomers will have the opportunity to start a placement within 10 days of referral. Weanticipate that a significant proportion of organisations will be able to accommodatemultiple customers at any one time and on a back to back basis.8.1.3 In London we currently have links with over 800 organisations that provide workplacements to customers that can be classified as having community benefit. Initiallywe will contact all of these organisations (during implementation) to generate buy in andascertain the number and frequency of placements they are able to provide for MWAcustomers. We will then build on this bank of work placements by engaging with avariety of organisations a) Social Enterprises to generate further work placementopportunities; b) The 33 Local Authorities in London, explaining projects we currently

operate in South Essex and East London to ascertain the possibility of replicating them;c) The various CVSs across the region, where we already have contacts with themajority to communicate with their memberships d) Housing Associations, as outlined


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8.1 continued above, those we already work with and by proactively buildingrelationships with the others. We are confident that our existing placement links,coupled with the proactive business development activity outlined above, will besufficient to generate the 2862 placements required per annum to deliver this contract.8.1.4 How these placements are of Community Benefit As outlined above our prioritywill be to generate placements at organsiations in the voluntary and community sector

whose work is by their very definition for community benefit. At engagement with thework placement provider we will clarify the exact nature of the organsiation and the workthe customer will be undertaking to ensure that it complies with the definition and policyintent of community benefit in the context of this provision. In the examples above of thetype of placement we anticipate sourcing the community benefit is either derived fromthe customer working directly for a voluntary organsiation which itself deliverscommunity benefit e.g. charity shop or Housing Association. In some cases thecustomer themselves may directly benefit their community by enhancing the physicalinfrastructure of the community e.g. in the case of environmental projects.8.1.5 How we will tell JCP if a customer signs off benefit When we engage with acustomer both initially over the phone and when the WPC issues details of their

placement, rights and responsibilities are reinforced regarding communication andattendance. We inform customers that if they do not attend their placement theconsequence is that we raise sanction doubt with JCP. If they are unable to attendplacement due to legitimate reason e.g. illness they are instructed to call the CustomerService Centre (CSC), if they fail to do so before 9.00 a.m. sanction doubt will be raised.Likewise if they get a job and / or sign off benefit whilst on placement they must contactthe CSC. In this instance, if we are informed that a customer leaves benefit the CSC willmake contact with the Adviser that made the referral (or alternative contact as decidedwith JCP District at post tender discussion / PCAB stage). We will instruct JCP verballyand in writing and seek feedback from the placement provider in line with our standardplacement completion process.8.1.6 How we will raise a sanction doubt with JCP Sanction doubt will be raised withJCP in the following circumstances a) where a customer fails to engage i.e. attend theinterview with the Work Placement Co-ordinator; b) where the customer fails to attendthe first day of the work placement; c) where the customer fails to fulfil their attendancerequirements whilst on placement; d) where the customer behaves in an inappropriatemanner during the work placement prompting Seetec to terminate the placement. Asoutlined in our customer journey in 4.1 Seetecs CSC takes the role of monitoringattendance, compliance and raising sanction doubt. Utilising Seetecs proprietarycustomer management software system Provider Enterprise, with embedded diarymanagement system, the customer service advisers are able to record, monitor and

track all customer interventions. When a customer appointment is scheduled, the WPCwill advise the CSC team if the customer fails to attend, they will then try to contact thecustomer and raise sanction doubt. When the customer is assigned a placement thesystem will flag up when the first day check / customer start claim is due. The CSCteam contact the work placement provider to ensure the customer has started, if theyhave not they raise sanction doubt. When the WPC engages with a work placementprovider they give them the central CSC landline number. There is a clear procedure inplace for work placement providers if the customer fails to attend at any time during theplacement or if they need to terminate the placement due to inappropriate behaviour. Atpost tender / PCAB stage we will negotiate with each individual JCP District with whomwe raise sanction doubt, ensuring that the needs of each JCP District in the CPA are

met and that there is a seamless and transparent system in place. We understand thereis an intention to introduce an electronic sanction doubt process, this would therefore beused as standard if introduced by contract start.


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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.


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


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9.19.1.1Redacted9.1.2 Managing the effect of multiple, simultaneous contract implementation:Seetec is targeting 6 MWA CPAs wins; we recognise that multiple contract successplaces additional pressure on resources and head office functions increasing risk toDWP. We can give DWP the categorical assurance that across all CPAs Seetec has

existing staff resources, infrastructure and links with placement providers. In the LondonCPA, we have a number of contracts including New Deal (18-24) North and North EastLondon and ESF Phase 1 and 2 (across London) which are finishing between Marchand July, freeing up staff resources. This considerably reduces risk. In effect, we arebuilding on existing provision and from day one, we can hit the ground running in atleast 6 CPAs. We are building on one of the best implementation track records in thesector of multiple implementations e.g. NDDP and ESF in 2008 - simultaneous multipleimplementations in 10 JCP Districts (6 newno existing infrastructure) and ESF P2 andJCPSC in 2009 (5 contracts covering 8 JCP Districts) were all implemented on time totake day one referrals. Our delivery model encompasses centralised control via ourcustomer service centre which is also existing infrastructure and is fully manned.9.1.3 Redacted9.1.4 The above risk management approach provides DWP with assurance Seetec hasthe capacity and capability to implement MWA in London (and multiple CPAs) to meetthe proposed go-live date and delivery beyond.


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9.2 Contingency Arrangements

Please describe:

How your proposals for delivery of services within this CPA will be put in placewithout adversely affecting your organisations 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.



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9.2 9.2.1Managing the impact of implementation on existing business To ensurethat our delivery proposals achieve the required impact in the London CPA, withoutadversely affecting existing or future contracts across our business, our MWAimplementation builds on our tried and tested implementation model, integrating ourmanagement capacity, our established infrastructure and MI systems and operational

risk management strategy with a uniquely flexible staffing model and robust timetabling.Complementary contracts transfer of existing delivery MWA representscomplementary business in the London CPA; i.e. we already deliver a range ofprovision including New Deal 18-24 (VSO, ETF and FTET), Work Choice and EuropeanSocial Funded (Phase 1 & 2) provision where we generate work placementopportunities for customers. Specifically in North and North East London on New Deal(18-24) customers go into placements (within the voluntary and community sector) for13 - 26 weeks. All of the above contracts (excluding Work Choice) finish between March2011 and July 2011. This means that staff, centres and delivery networks are in placeand as contracts run down over the next 3 months there is effectively a transfer ofexisting resources thereby minimising the impact of multiple implementations and

adverse impact on existing / recently won contracts.9.2.2 We minimise risk on the delivery of existing contracts through:

Risk Management strategy: Seetec works to PRINCE2 project managementmethodology underpinned by a robust risk management strategy during implementationto ensure delivery of project milestones in each CPA and minimise potential impact onexisting contracts. We have a comprehensive risk log at individual CPA level for MWAto address all potential risks during implementation and delivery for Seetec whichoutlines potential risks, risk ratings (based on probability and impact) and outlinescontrols and actions to mitigate risk.

Dedicated experienced Implementation resources: To manage multiple CPAimplementations we appoint a CPA specific Implementation Lead. In London this will beRedacted, Executive Director (ED), who will be supported by a team of local Managersand Work Placement Coordinators (WPC) who will implement and manage the ongoingdelivery of this contract. Across multiple CPAs appropriate EDs will be appointed asImplementation Leads. Where existing contracts are running in that CPA, OperationsManagers take responsibility for ensuring ongoing performance improvement. Our teamof 5 EDs has a combined 60 years of DWP contract implementation experience.

Corporate Governance: Our Executive Board has successfully managed Seetecthrough a period of 182% growth (turnover) in the last 3 years, (including 3 periodswhere contracts were simultaneously implemented across multiple CPAs). It has clearlines of accountability for strategic development and delivery of operational objectives. It

ensures that planning of future contracts and appointment of implementation resourcestakes into account operational capacity, current resourc

018. cpa3 seetec tender form redacted final

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