286. cpa12: rehab jobfit - tender

8/3/2019 286. CPA12: Rehab JobFit - Tender

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RESTRICTED – COMMERCIAL IN CONFIDENCE

EMPLOYMENT RELATED SUPPORT SERVICESFRAMEWORK AGREEMENT

MINI COMPETITIONS FOR THE PROVISION OFTHE WORK PROGRAMME




Tender Round title: The Work Programme

Organisation Name: Rehab JobFit

Lot: 2

Contract Package Area (CPA): 11




PART 1: ORGANISATION DETAILS

[1.1] Your response to Part 1 is for information purposes only. If any of this information

has 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:

Rehab JobFit LLP

Trading Name (if different from above): N/A

Company Registration Number: OC361645

Company Registered address: 45 Great Charles StBirminghamB3 3LP

Head Office Address, if different: N/A

VAT Registration Number: 880999749

mailto:[email protected]

mailto:[email protected]




PART 2: TENDERER DECLARATION

[2.1] You must complete this Declaration by Tenderer. Failure to include this declaration

may 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 to thebest of our knowledge and belief.

4. We hereby acknowledge and agree that we have read, understand and accept theWork Programme Call-Off Terms and Conditions, the Work Programme Specificationand the draft Order Form.




PART 3: THE WORK PROGRAMME CALL-OFF CONTRACT TERMS ANDCONDITIONS - ALTERNATIVE AND/OR ADDITIONAL CLAUSES

[3.1]

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

3.2 The Work Programme Additional Requirements are set out in the ‘Call-Off Termsand Conditions for The Work Programme’ which is supplied with your Invitation toTender. A document highlighting the modifications made to the Standard Call-Off Terms and Conditions to reflect The Work Programme Additional Requirements isalso supplied with your Invitation to Tender; for ease of identification, the changesmade since the draft version issued on 8 December 2010 are shown in boxeswithin the document.

3.3 Any proposed amendments to The Work Programme Additional Requirement mustbe detailed by completing the section below, giving full details of the clause(s) youwish to amend and your proposed amendments. DWP will consider proposedamendments strictly on their merits. Please note that you may only proposeamendments to The Work Programme Additional Requirements; proposedamendments to the Standard Call-Off Contract Terms and Conditions will not beconsidered.




Other than those provisions identified above, [Tenderer to insert name] confirms that ithas reviewed the Call-Off Terms and Conditions for The Work Programme and agrees inprinciple to each of their provisions.




Name:

[REDACTED]

Scanned Signature:[REDACTED]

Position: Director of Labour Market Services

Telephone No:[REDACTED]

Date: 11/02/2011

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




PART 4: SERVICE REQUIREMENT

NOTE: MINIMUM SCORE APPLIES TO ALL QUESTIONS THAT ATTRACT A SCORE WITHIN

THIS SECTION. BIDS SCORING 2 OR LESS ON ANY QUESTION WITHIN THIS SECTIONWILL BE REMOVED FROM THE COMPETITION. PLEASE NOTE SCORES ATTAINED INTHIS SECTION MAY ALSO BE USED IN A TIE-BREAK SITUATION WHERE APPROPRIATE.

[4.1] Customer Journey - Process

Please submit a process map showing the proposed end to end customer journey(s) andattach the process map as Annex 1.

This should include a detailed supporting description of the customer journey(s) specific tothis CPA. Your response must describe how you will ensure the customer journey istailored to meet the specific needs and barriers of individual customers, and include thecustomer requirements defined in the Specification.

Please note your response to this question will not be scored but will act as areference point for the scoring of questions 4.1a and 4.1b

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

Note: Format requirement and page limit does not apply to the process map which youmust insert as Annex 1.




4.1 The Customer Journey – Overview: The Rehab JobFit delivery model draws on Rehaband Interserve’s shared values of customer commitment, our open culture and commercial

soundness and experience of delivering outcome focused solutions. Each customer’s journey will be:

• Employer Led – We find out what jobs are available and what employers need to fillthese jobs. All delivery is then focused on helping customers to meet these needs andmove into these jobs.

• Based on Inclusion, not Segregation – Each customer’s journey is tailored to their

specific needs rather than determined by their benefit group, age, race or perceivedbarrier, e.g. the needs of one ESA customer are not necessarily the same as the next.

• Designed to Address Barriers to Employment – Our assessment process isdesigned to identify what a customer specifically needs to move into employment - wedon’t assume that all barriers need to be addressed before a customer can start work.

• Personalised – We ensure that customers access support when they need it, rather than having to wait until a certain time in the process. We decide on an individual basiswhat will give each customer the best chance of sustained work and the speed at which

this can be achieved.• Focused on Sustainability – We focus on matching the right customer to the right job

and we provide effective In Work Support to ensure that customers stay inemployment.

IB/IS Customers: Our research into the specific needs of IB/IS customers shows us thatthe distance from the labour market is not necessarily the same for people with the same

b k d i d b i b fit fil F l “N D l f Di bl d




4.1 (continued)Customer Journey – The Process (see also Annex 1 – Process Maps):

Stage 1 - Referral and Induction

Referral: Jobcentre Plus (JCP) Advisors will telephone our Referral Team (RT) to informus of the customer referral. The RT, which will be managed directly by RJF, will be basedin Swindon. The RT will have access to electronic diaries for all End to End Providers(EEP) and will book a Welcome Interview for the customer. To ensure that the programmemeets the needs of all customers, the RT will ask the JCP Advisor if the customer has anyspecific needs in order to attend the programme (e.g. access issues due to disability,visual or hearing impairment, language/ESOL barriers, transport or childcare/caring

responsibilities). The EEP will be notified of these specific needs and, to ensure they arecatered for, will make arrangements for each customer based on their individualcircumstances (e.g. appointment times within school hours, childcare support provided,travel arrangements addressed, communication in Braille, signer or interpreter provided if required). The RT will then provide the JCP Advisor with the date for the WelcomeInterview along with details of the delivery provider’s address and contact details. AllWelcome Interviews will take place within 15 working days of referral.

Welcome Call: Each customer will receive a Welcome Call from the RT within 48 workinghours of referral. This will confirm details of the date, time and venue for their WelcomeInterview. This will be followed up by a Welcome Pack (containing information about theprogramme, contact details and directions to the delivery centre), which will be posted tothe customer. The EEP will also call the customer 1 – 2 working days before the WelcomeInterview to ensure that they are fully informed about the provision being offered to themand they know how to reach the centre on the required start date. It also gives the

t th t it t k ti b f th t t th d i




4.1 (continued) sessions. These are designed to determine the specific needs of thecustomers and to assess how they respond to teamwork, any attitudinal issues they haveand their behaviour and competencies. Based on the specialist assessments developed

by Rehab in its other services, trainers use a range of techniques to identify any barriersto employment , taking into account each customer’s physical, mental, emotional,behavioural, learning and social needs as well as their skills, experience, attitude,competencies and qualifications. We will provide full training to all EEPs on our assessment process. Outputs from the assessment will feed into ALMA, see below.

Action Plan: All delivery will start by identifying the job roles or sectors that the customer wants to and is able to work in. To ensure that we have a comprehensive understanding of local employer needs, RJF has developed a bespoke, IT based Active Labour Market Assessment Job Profiling tool (ALMA). ALMA uses live data from employers that areusing our services, subscription based internet job feeds and data collated from analysing job descriptions and person specifications to create profiles for specific job roles or sectors. For each individual customer, ALMA will analyse live vacancies within agreedcriteria, then produce a profile of live labour market and localised skills needs. ALMA willanalyse information across the entire labour market in a given area or allow for more

granular interrogation within a sector or job role. Analysis results include skills, experience,attitude, competencies and qualifications required for a role and will be mapped againstthe outputs from each customer’s Assessment. This determines what interventions arerequired to move the customer into sustained employment within a specific role or sector.For example (see diagram and Annex 1).

Case Study:• Female, 41 years old.• N lifi ti

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4.1 (SMART) that are agreed with the customer, ensuring they are happy it meets their needs. It is updated at each review meeting to highlight progress and achievements andensure that all activities and interventions continue to meet individual needs. All action

plans are designed to meet the customer requirements defined in the specificationincluding: Allowing time for attendance at fortnightly Jobsearch Reviews (FJRs) or WorkCapability Assessments (WCAs); Ensuring customers have the support, including thefinancial support, they need to move towards employment; Ensuring that the customer fully understands the implications (particularly in terms of sanctions) of any mandatoryactivity, particularly where the customer has a learning difficulty or a health condition thataffects cognition; Ensuring that activities and jobs are appropriate to the customers’circumstances; Ensuring that work-related activities complement the requirements of theCriminal Justice System when a customer is also serving a community sentence.

Stage 3 – Pre-Employment Support and Finding a Job:

Core Delivery: EEPs will have the flexibility to take a “black box” approach to delivery aslong as they include RJF’s minimum service levels (see 4.1b). Our modular approach toprogramme delivery is designed to provide each customer with the necessaryinterventions and support to meet their specific needs. Activities will include:

• Soft Skills Training/Coaching• Employability Support

• Vocational Training

• Employer led training

• Work Experience

• Motivation and Confidence Building• Signposting to unfunded external support (e.g. for

debt advice, homelessness or health problems).

• Better Off In Work Calculations

• Targeted Jobsearch and Job Brokerage

All customers will have access to RJF’s “Search and Employ” web portal to support

J b h ( 4 1b) O f ff f WP d li i CPA 12 i b ilt th




4.1 (continued)

Stage 4 - Stage 4 - Employment Sustainability and Work Placements

Sustainability and In Work Support (IWS): RJF’s IWS package is flexible and needs

driven and is designed to increase sustainability in employment. Before the customer starts work, the PA will conduct a diagnostic interview with both the customer and theemployer to identify any risks that may prevent the customer from staying in work. Theywill also identify whether the customer needs any specific training or additional support(e.g. support with childcare). They will then update the customer’s Action Plan to agree theactions and the level of support. This could include; PAs providing informal mediationservices to resolve any initial employment issues; DDA checks to identify adaptations

needed; Identifying ongoing training needs and helping the employer access funding tosupport this (e.g. Apprenticeships or Train to Gain); Free awareness raising workshops for employers on managing different conditions in the workplace and how to access additionalsupport (e.g. through Access to Work).

The PA will agree an ongoing programme of IWS with the customer that will provide alevel of contact and support that is appropriate for them. This may include phone calls, e-mail/text updates or regular face to face meetings. (See 4.1a). If the customer loses their

job or is on a short-term/seasonal contract that is about to end, the PA will meet with thecustomer to look at action planning and next steps. These could include accessingadditional training or support, for example helping a plasterer access HighwaysMaintenance Training so they can work in Winter when there is little construction workavailable. All customers will have access the RJF Employee Assistance Programme(EAP) a confidential, online personal support service that provides advice and support onpersonal, work and health related issues.




[4.1a] Customer Journey - Rationale

Please describe in detail:

• your rationale for your proposed Customer Journey(s) detailed abovein 4.1 within this CPA; and

• the benefits to the individual customer groups of this approach.

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




4.1a Rationale: Rehab JobFit (RJF) is a joint venture between Rehab Group andInterserve who between them have over £2bn turnover. We engage with, developrelationships with and deliver services to thousands of employers, both nationally and

internationally.

Since it was founded in 1949, Rehab Group has developed considerable skills andresources in meeting the needs of people who need specific support to live the lives thatthey want to live. Currently, over 3,600 Rehab staff provide health & social care, training &education, rehabilitation, employment and commercial services in Ireland, England,Scotland, the Netherlands and Poland. The customers who use these services include thelong-term unemployed, young people, people with physical, sensory and intellectualdisabilities, people with mental health difficulties, people with autism and people with anacquired brain injury. A range of essential services is also provided to older people, carersand others who are marginalised. We have used this extensive experience to shape our JobFit delivery model for the Work Programme in CPA 12 so that it meets all customers’needs, regardless of their barriers or benefit history.

RJF’s proposed customer journey is based on:

• Direct conversations we have had with people who are unemployed and have beencustomers of our FND, CTF and Work Choice programmes.

• Our previous experience in the delivery of employment related support programmesand the delivery of specialist services to people with specific disadvantages. Theseinclude the long-term unemployed, young people and adults with physical, sensory andintellectual disabilities, people with mental health difficulties, people with autism, peoplewith an acquired brain injury and young people leaving care.

• Joint brainstorming with Rehab and Interserve on how to improve the customer




4.1a (continued)

• “Now It’s Personal? The new landscape of welfare-to-work ” (IPPR, October 2010);

• “New Deal for Disabled People: An in-depth study of Job Broker service delivery (June

2005)”• “Support to incapacity benefits claimants through Pathways to Work” (National Audit

Office 2010)

• 21st Century Welfare consultation (DWP Cm 7913, 2010)

• Local Economic research such as The Economy of Gloucestershire (GloucestershireCouncil, 2008), to understand demographic and economic trends across this CPA

This research informs a set of criteria that we have adopted in order to enhance theexperience of the customer in their journey through the RJF delivery model. These are:

• Employer led provision and responsiveness to changes in the local labour market

• Accurate and realistic assessment of barriers to employment

• A menu based approach that gives a stronger emphasis on the flexibility of what canbe offered and for how long

• Strong, active links between End to End and specialist providers

•

Increased and more active adviser support throughout the whole customer journey

• Work tasters to develop or rekindle the culture and positive social experience of workand help customers develop networks to access the hidden job market.

We have used this research to inform our approach to delivery and to develop aprogramme that meets the customer’s needs whilst helping them to move into/towardssustainable employment.




4.1a (continued)

Strong, active linksbetween end-to-end

and specialist providers (Stage 3 –Pre-employmentSupport)

End to end delivery model with access to specialist support fromthe RJF preferred supplier network. Ringfenced funding linked to

IT based assessment tools prevent “creaming and parking”. Thisalso creates a joined up approach to the customer journey andpromotes inclusion. For example, a number of our end to end andspecialist providers, including Tomorrow’s People, Seetec and1625 Independent People are already working closely together inBristol via the Ways to Work Steering Group.

Increased advisor

support (Whole customer journey)

Each customer will have a dedicated PA as single point of

contact to co-ordinate provision and conduct actionplanning/review sessions. Having a single point of contact buildsup the customer’s trust in provision and is proven to help with theidentification of hidden barriers. Reviews will take place at leastonce a fortnight but we expect some customers, particularlythose furthest from the labour market, to have more frequentcontact with their PAs.

“Tasters” of thework environment ”(Stage 3 – Pre-employment Supportand Stage 4 – WorkPlacement)

Work experience is designed to give customers an insight into jobroles and to build up their confidence in the work place. WorkPlacements will give customers who do not move intoemployment after completing all activities on their action plansthe chance to participate in meaningful, work related activities –.thereby keeping them closer to the labour market whilst theycontinue looking for a job

B fit t I di id l C t G Th t bl b l ill t t f th k




4.1a (continued)

Young People: The percentage of young people Not in Education, Employment or Training in Bristol is 10.8% (South West Average 7.4%). There is a significant NEET

problem within the rural communities of Gloucestershire and Wilshire exacerbated by thelack of accessible training and employment. 18-24 JSA claimants have been identified asan in need of higher levels of support in Swindon where initiatives such as Backing YoungSwindon is delivering Plan 500 to generate new work opportunities for young people. RJF Benefits: Delivery is innovative and customer-needs led, rather than a “back-to-school”approach. Our modular approach provides disciplined activities that recognise thepreferred learning styles of the customers. It also gives ‘quick wins’ in terms of short-term,achievable targets that will maintain the customer’s motivation levels and spur them on togreater success.

Low Skills: The numbers of adults lacking Basic Skills is lower than the UK averageacross the region however three areas have a basic skills need identified as greater than25% - Bedminster(25.3%), Bristol City(25.3%) and Westbury on Trym (25.3%) all areaswithin Bristol City Council boundaries. There are pockets of deprivation within each of theurban areas where customers’ skills base tends to be lower than the regional average, e.gPenhill and Pinehurst in Swindon and St Pauls in Bristol. RJF Benefits: Vocational and

contextualised Basic Skills are embedded in employability and vocational training modulesat an appropriate level for the individual’s skills. This keeps things interesting and isrelevant to daily life/work.

Inaccessibility Of Suitable Work (All Customer Groups): Travel time and costs aresignificant issues for many customers, particularly in rural areas where public transportlinks are poor. Rural parts of Wiltshire and Gloucestershire, such as the Forest of Dean,have limited public transport accessibility. Public transport links into Bristol are generallygood but travelling across the city is difficult. The M4 and M5 motorways are the key

t li ki th l t b ti i th i (B i t l Gl t Ch lt h




[4.1b] Service Requirement

DWP expect all customers to receive a minimum level of service. Please clearly define:

• Your minimum service delivery levels for all customers within this CPA;

• Your rationale that supports your approach:

• How it addresses the needs by customer groups.

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




4.1bMinimum Service Delivery Levels: Rehab JobFit (RJF) commit to the followingminimum service levels for each stage of our delivery model (see 4.1) and will replicatethese throughout our supply chain to ensure that all customer groups receive the same

levels of service. Some or all activities will be mandatory for eligible customers (e.g. JSA).Stage 1 – Referral and Induction

1) Referral Team (RT) to ask JCP Advisors if a customer has any special requirements inorder to attend the programme. Any special requirements to be notified to the End to Endprovider (EEP) along with the referral details. RT will engage with Clarion Interpretingwhen need to support customers from the deaf community. 2) Welcome call from RT tothe customer within 48 working hours of referral to confirm the date, time and venue for

the Welcome Interview. 3) Welcome Pack containing information about the programme,contact details and directions to the delivery centre will be posted to all customers after the Welcome Call. 4) Call from EEP no later than 48 hours prior to the WelcomeInterview. 5) Minimum 85% of Welcome Interviews to take place within 10 working days of referral. 6 ) Each customer will be allocated to an EEP Personal Advisor (PA). 7) Allcustomers will receive an induction to RJF and an induction booklet to include the followareas:

• Contact information

• Customer Charter • Equality and Diversity statement

• Rules and Conduct statement

• Health and Safety information

• Grievance (complaint) procedure

• Information on sanction procedures• “Tell us what you think” form (feedback)

• Use of computer and internet statement

Rationale: Our referral process will improve attendance rates at Welcome Interviews byensuring that customers know what to expect on day one of their attendance. The PA willprovide a single point of contact throughout the customer’s journey in order to build the

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4.1b (continued)

Stage 3 Pre-employment Support and Finding a Job

1) Each customer participating in Core Delivery will have access to a menu of

interventions and support but mandated customers will, as a minimum, access thefollowing key modules:

• CV creation workshop, or CV refresher session

• Writing application forms

• Interview techniques

• Accessing the hidden jobmarket

Rationale: We expect all customers will have an employability barrier that is a factor tothem not being in employment. The modules above are the key things to get right whenlooking for work. We know that that some customers will be more “job ready” than others

and we have therefore taken this into account within our minimum key modules. Meeting Needs of All Customer Groups: Each customer’s journey will be tailored to their individual needs, rather than them participating in a “one size fits all” programme. This willengage and motivate customers who are mandated to the programme and will encourageparticipation from voluntary customers.2) Each customer will have a unique profile on RJF’s “Search and Employ” portal (see 4.1and 4.1a) with full access to interactive Jobsearch support and online resources.Rationale: Traditional Jobsearch activity can prove inefficient with much time spent

searching for relevant opportunities. Our web-based “Search and Employ” portal enablescustomers to access all resources available for the duration of their journey. It uploads live job streams from leading recruitment and Jobsearch portals and presents customers withrelevant vacancies based on their location and profile. The employer interface of theportal provides an area for employers to browse potential candidates and post vacancies – thereby maximising each customer’s exposure to live vacancies. Meeting Needs of All Customer Groups: All customers on the WP will have finding work as a key goal, either

b i ’ i f h i b fi (JSA) b h ( l )




PART 5: SUPPLY CHAIN MANAGEMENT

[5.1] Delivery Strategy

Please describe in detail your delivery structure for all elements of the WP provisionacross this CPA and explain why you consider your delivery strategy to be the bestapproach for customers in this CPA. You should clearly state how you intend to work withyour sub-contractors and how you will ensure the needs of all your customers, includingthe hardest to help, are fully addressed from within your supply chain including voluntary

sector organisations where appropriate.Please also complete:

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

• Annex 3 (Sub-contractor Declaration) for your proposed sub-contractors as

appropriate.

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




5.1 Delivery Structure: Rehab JobFit (RJF) is a joint venture between Rehab, a not-for-profit organisation that delivers training, employment, health & social care and commercialservices for over 50,000 people each year, and Interserve, a major UK support services

and construction sector employer, that brings a wealth of experience in managingcomplex supply chains. RJF will operate as a managing agent for the Work Programme(WP) in CPA 12 and will sub-contract 100% of delivery. Our sub-contractor strategy is touse End to End providers (EEPs) who are responsible for the whole customer journey butcan refer customers to specialist support providers from the RJF preferred supplier list, if a need is identified. RJF has ring fenced £1.2m in a Specialist Intervention Fund todeliver specialist support in CPA 12. This will incentivise EEPs to use these services tosupport the hardest to help customers (e.g. referring deaf customers to ClarionInterpreting). In short, we have the management expertise, we have our supply chain inplace and we will be ready for Contract start on the 6th June.

The RJF delivery structure is designed to provide cost effective delivery of services –ensuring that the maximum amount of funding follows the customer rather than beingused for tiers of contract management throughout the supply chain. Each EEP will beaccountable for 100% of the customers within their geographical area (determined by

referring Jobcentres). This means they will work with customers from all the benefitgroups that are referred, in line with the RJF ethos of inclusion, not segregation. EEPs willdeliver all RJF elements of the customer journey (Stage 1 - Welcome Interview, Stage 2 -assessment, action planning, Stage 3 - review, core employability modules, Stage 4 – InWork Support) in line with the minimum standards in 4.1b. They will, however, have theflexibility to provide, or access, additional interventions that are designed to innovativelyrespond to local need, as long as minimum standards are not compromised. RJF willoperate a market shift mechanism, to incentivise good performance in line with its Prime




5.1 (continued)

• Glos College

• SPARC Teams

• Swindon College• Think 3E Group

• Developing H&I

• New College Swindon

• Prince’s Trust

• St Loye’s• Triangle Fusion

• Lifetime H&F

• N-ergy Group

• Omega Resource

• Prime• Weston College

Delivery Strategy: Best Approach for Customers in the CPA 12 – RJF members,Rehab and Interserve, annually deliver over £2 billion of publicly funded, outcome focusedservices, 60% of which is through sub-contracting. Our expertise in complex supply chainmanagement will drive the step-change improvement in outcome delivery that is essential

for the success of the WP in CPA 12. The starting point for RJF’s WP delivery strategy isto ensure that any customer, from any location within CPA 12 is able to access all theservices and support they need to get, and keep, a job.

Our strategy for selecting sub-contractors for the WP is based on ensuring that we havescope and variety within the design of our supply chain to meet contractual requirementsas well as respond to specific local customer needs (e.g. specialist drug and alcoholsupport services located in areas of need via Developing Health and Independence). We

calculated resources needed, taking into account, indicative profile of starts, geographicalfactors and travel patterns, programme content and targets, and used this to construct amatrix showing what resources, premises, equipment and staff will be needed and where.Sub-contractors were then selected from our ERSS supplier framework and were invitedto submit more detailed proposals for delivery of this specific contract.

In Swindon, TBG Learning, a subsidiary of Rehab will be the EEP. TBG completed a




5.1 (continued) The key to the success of our model is working in partnership withorganisations that share the same drive for high quality delivery as well as ability to drive job outcomes (as evidenced through our robust sub-contractor selection process. Our

strategy is based on using a blend of established public, private and 3rd

sector organisations, which ensures the management infrastructure, reputation, expertise andpedigree to deliver a quality service from day one. This approach maximises potential for those customers who move into sustainable employment, provides a tailored progressionfor those who don’t and, most importantly, ensures that all customers have continuity of support throughout their time on programme.

Working with Sub-contractors: RJF has a particularly strong record of working in

partnership with sub-contractors to ensure that contracts are delivered in full compliancewith the core values of the Code of Conduct and the Merlin Standard. Both Rehab andInterserve have been recognised for their supply chain management, in particular Rehab’ssubsidiary, TBG Learning, in its New Deal Ofsted audit and Interserve in public sector partnerships. Our successful formula includes the following:

• Contract Management: On contract award, we will agree sub-contracts that detail:Agreed services; Key Performance Indicators (KPIs) including quality, health & safety,

equality & diversity; funding model, pricing and profiles reflecting the contractualarrangements between DWP & RJF and the requirements of the Code of Conduct.The contract will further reflect compliance with JCP Provider Guidance & Ofsted/FAMcriteria. Key to ongoing contract management will be monthly performance reviewmeetings with the supply chain where performance is assessed against KPIs such asEquality and Diversity, Health and Safety in addition to successful customer outcomes.

• Performance Improvement: The key objective of the Performance ImprovementManagers (PIM) is to roll out the RJF enhanced delivery model, spread best practice




[5.2] Management Structure

Please provide:

a description of the proposed management structure and how the requiredmanagement skills and expertise, including working with local stakeholders, havebeen identified and will be delivered. You should also include a description of associated responsibilities and reporting lines ;

a description of how you will work with the management teams of any supply chainorganisations and key delivery partners; and

explain why your management structure is appropriate for the Work Programmewithin this CPA;

Please include an organisation chart (attach as Annex 4) showing the proposed managementstructure for the Work Programme for this CPA.


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




5.2 Rehab JobFit’s (RJF) delivery model for the Work Programme (WP) in CPA 12requires only a single layer of sub-contracting, and so we have developed a simple buteffective managing agent organisational structure that is both cost effective, ensures that

the minimum standards of performance are met and maximises the value added througha focus on driving performance improvement. See Annex 4 for an organisation chart thatshows how the structure will cover the 4 Jobcentre Plus Districts of West of England,Gloucestershire, Swindon and Wiltshire. The structure reflects Rehab’s successfulcontract management approach for its CTF Prime Contract in Scotland, which is also100% sub-contracted delivery over a large geographical area.

RJF will appoint a Contract Manager (reporting to the General Manager) who will have

accountability for WP contract performance and compliance at CPA level. He/she will beresponsible for a Sub-contractor Manager who will, in turn, be responsible for threePerformance Improvement Managers. RJF will also appoint a Commercial Manager and aReferral Team, who will be based in Swindon. Our operations in CPA 12 will also benefitfrom substantial Rehab and Interserve head office support functions, including HR,Quality and IT, all as shown in Annex 4.

Identifying skills and experience required: RJF has analysed successful delivery over a wide range of contracts that are similar to the WP, i.e. outcome focussed contracts thatrequire extensive supply chain management. From this analysis, we have produced clear job descriptions for each role that will enable effective implementation of our deliverymodel. This has informed the roles, responsibilities, skills and experience required by our WP contract management team, which include:

Role specific skill and competency levels • Previous experience

Local knowledge of networks & partnerships • Personal attributes




5.2 (continued)

sub-contractors, drawing on Management Services audit function where required; ActionPlan Implementation; Management of Preferred supplier list; Using sub-contractor

feedback to refine delivery model. Experience: Working at a senior level in aprocurement or supply chain management capacity; Managing multiple partners;capacity building and sharing good practice. Skills: Excellent communication,influencing and negotiating skills, knowledge of performance management. Quals:Level 4 management qualification / CIPS Qualified.

Performance Improvement Manager (PIM): Reports to the Sub-contractor Manager

Responsibilities: Disseminating the required elements of the RJF Delivery Model tosub-contractor staff; Active Labour Market Assessment; Employer Engagement; Bestpractice sharing and continuous improvement in service delivery; Delivery of training anddevelopment activities for staff within the supply chain Experience: Extensive qualityand performance management skills; Knowledge of the customer group; Strongleadership; Communication and staff training and development skills. Skills: Excellentcommunication, organisational & interpersonal skills. Quals: Level 3 managementqualification, including training & development.

Annex 4 shows how we will manage the transition of our management team from tender phase and full operations through the appointment of a Transition Team, all of whom arein place and working to deliver the Implementation plan throughout February, March andApril, in anticipation of the Preferred Bidder Announcement. Our implementation plancontained in Annex 6 gives the timeline for the recruitment process.




5.2 (continued)RJF will not duplicate the management activities of its sub-contractors and will tailor thelevel of management and support provided in proportion to performance. In addition, we

will not overburden our supply chain with requests for performance information. We willonly collect data that we will use.

Working with stakeholders: In addition to the End to End Providers, other key deliverypartners include:

• Specialist Support organisations – Each Sub-contractor manager has an allocatedbudget for specialist services based on the number and profile of referrals their sub-contractors are expected to receive. We are aware of the previous practice within theindustry where specialists provided support to a Prime Contractor’s bid and were notsubsequently used. We believe this is unfair and whilst we are unable to guaranteevolumes to specialist support organisations we have ringfenced monies to be used for this purpose. These monies are held at RJF rather than sub-contract level.

• Social Enterprises - will be able to access an Innovation Fund – Setting up of SocialEnterprises will be responsibility of Sub-contractor Managers but authorising fundswill be the responsibility of RJF member board based on business cases developed

at the local level. RJF will provide social enterprise or entrepreneurial expertise tohelp the customer prepare this business case.

The RJF management structure is appropriate for CPA 12 because:

• It is simple and cost effective, enabling maximum DWP funding to passed to front linedelivery, and not be consumed in management overheads;

• It is focussed on the 4, current, Jobcentre Plus districts within CPA 12 and isdesigned to minimise journey time for PIMS – thereby maximising the time they can




[5.3] Management of Delivery

Please clearly describe:

• How you and your supply chain will manage and monitor the quality of delivery of the Work Programme to ensure that the whole provision within thisCPA is of a consistently high standard and meets your minimum service levels;

• Your approach to performance improvement activities for your supplychain as a whole, outlining how you and your supply chain will act on thefindings of any monitoring activity including the resolution of issues from within

your own supply chain, partners or other bodies.





5.3Managing and monitoring quality of delivery: Both Rehab and Interserve have awealth of experience and expertise in managing the performance of diverse and complexsupply chains to deliver public services across the UK and parts of Europe, including

supply chains covering wide geographical areas. Our experience tells us that settingexpectations, forming mutually beneficial partnerships and capturing relevant and timelydata are critical for effective quality management.

On setting expectations it is critical for the delivery of high quality services that all partiesinvolved understand what is required and expected of them. In this regard, Rehab JobFit(RJF) will clearly set out for each sub-contractor the minimum levels of performancerequired across the full customer journey. As well as targets on outcomes, RJF will also

specify quality parameters on activities and other elements of the customer journey.

Another critical factor in managing quality is to form effective partnerships with sub-contractors. Ofsted Inspections of Rehab’s Prime Contracts in 2009 commented on“effective, professional, proactive and supportive management of the sub-contractors tocreate positive working relationships within a mutually supportive partnership”. Interserveis also acclaimed in supply chain management and has won national awards for its

partnerships with supply chains.

The third key element is data capture. RJF will provide the IT system (PICS – ProvidersIntegrated Customer System) onto which all service delivery and customer journey datawill be inputted. Sub-contractors are responsible for their quality of delivery and willproduce performance and quality information in line with contractual requirements. RJFwill agree simple and effective (not burdensome) monitoring and reporting procedureswith each sub contractor, which will include Key Performance Indicators and Minimum




5.3 (continued) Sub -contractor and Performance Improvement Managers and will beformally discussed at management and board meetings.

The RJF Members Board will provide oversight for the quality of delivery of the WorkProgramme services. The Board consists of experienced Directors from both Interserveand Rehab who will meet monthly and review quality and performance information fromacross the supply chain as a whole, to decide on appropriate courses of action asnecessary, and to subsequently confirm that that action has been effective in driving upquality and performance.

The RJF General Manager will report to the Board and will be responsible for providing

the Board with information and for implementing the Board’s decisions through the RJFSub-contractor Managers and Performance Improvement Managers. This RJFmanagement team will also meet monthly to collectively review and action plan across theCPA. Annex 4 sets out the distinct geographical areas of responsibility and specific sub-contractors to be managed, which will ensure that consistency of provision will bemaintained throughout the CPA.

Delivering high standards and meeting minimum service levels: Regular, supportivecontact with all of our sub-contractors is key to creating cohesive partnerships which leadto better consistency and positive customer experiences, as well as continually improvingperformance.

Sub-contractors will be expected to achieve minimum performance levels for JobOutcomes and Sustainment across the customer groups in each year of the contract. RJFPerformance Improvement Managers will visit each of their sub-contractors monthly as a




5.3 (continued) through utilising management services provided by Interserve and Rehabthat cover business operations, such as quality, human resources, business development,health & safety management, cash flow forecasting, payroll, audit and IT support. RJF

also has a £0.9m Innovation fund available to help our sub-contractors create additionalwork placements or job outcomes through their activities, which will serve to improveoverall performance.

Further RJF sub-contractor performance improvement activities include:

• Continuous refinement of the RJF delivery model through capturing what workslocally and through sharing best practice across the CPA and nationally,

• Strong Performance Improvement Team available throughout the CPA to provide helpand support

• Weekly and monthly reporting, review and action cycles as set out above

• Continuous improvement cycle based around KPIs; Plan: Do: Check: Act

• Partnership Forum disseminating best practice and driving transformation

• Business IT systems providing early warning management information

Acting on the findings of monitoring activity:

As outlined, RJF reporting procedures provide timely information to inform managementdecisions, giving ample time for corrective actions against projected output shortfalls.

Should analysis of the reported data demonstrate underperformance against minimumservice delivery levels, the Sub-contractor Manager will develop an action plan with theSub-contractor to rectify their under performance. The action plan will require sign-off bythe Contract Manager before being implemented. RJF has access to sector specialists to




[5.4] Delivery Locations

•

Provide details of the key delivery locations and explain how you andyour supply chain will achieve full geographical coverage of provision for thedelivery of the Work Programme within this CPA; and

• Detail what you have taken into account in terms of the needs of thecustomer groups in determining this approach.

Insert your response in the pre-set, shaded space of the following pages. Your response

MUST be limited to four sides of A4.




5.4Key delivery locations: The mapand table set out key delivery

locations for our End to EndProviders (EEPs) in CPA 12.

Our delivery infrastructure for theWork Programme (WP) within CPA12 fully utilises our sub-contractors’links within the local area. Our delivery network is already well

established with existing premisesthat are centrally placed to servicelocal Jobcentre Plus offices acrossthe district. All of the currentpremises are already utilised todeliver training to the unemployedthrough Jobcentre Plus or similar

contracts.

A secondary benefit is that all our sub-contractors are currentlydelivering publicly funded contractsand are familiar with legislative,health and safety and contractualrequirements of Jobcentre Plus




5.4 (continued) In addition to the end to end providers listed above, we also have an initialpreferred supplier list of over 23 Specialist Providers. These will provide customers withaccess to a wide range of specialist support and short courses across the whole CPA.

Short Course and Specialist Providers

Provider CPA Coverage

1625 Independent People Services available in Bristol and South Glos

Access Training SW Services available across CPA

Action for Blind People Services available across CPA from Bristol base

Aspire Services available across CPA from Bristol base

Avon Probation North Somerset and Bristol

City of Bristol College Bristol is main catchment area

Clarion Interpreting Service provided throughout CPA

Developing Health andIndependence

Provides service across CPA from bases in Kingswood, Bathand Swindon

Dyslexia Action Bristol base and service provided across CPA throughoutreach

Gloucester College Gloucestershire is main catchment area

Goblin Combe Residential accommodation at Cleeve HIll, main catchment NSomerset and Bristol but open to customers throughout CPA

Lifetime Health andFitness

Serves CPA from Bristol Base

N-ergy Group Services provided throughout CPA

New College Borough of Swindon, North Wilts is main catchment area

Omega Resource Serves CPA from Stroud base




5.4 (continued) from other delivery providers across the district, many of whom haveagreed, in principle, to sub-let space within their centres if RJF is awarded the contract.

Meeting Customer Needs:

Transport Links/Accessibility: This tender is built around the assumption that alldelivery will need to be as close as possible to where customers live, to ease engagementand to meet the needs of the diverse communities across the CPA. For example whilstwe have based major provision in Bristol, Bath, Clevedon, Weston super Mare, Swindon,Gloucester, Cheltenham, Salisbury, Chippenham, Trowbridge and Devizes we havediscussed with sub-contractors delivering end to end services how they will provide

services for customers in geographically remote areas by a mix of outreach service andtransport to bring customers in to fixed sites for training and other services.

We have achieved this by engaging sub-contractors who have premises geographicallyspread across the CPA and who are accessible to all customers within the CPA. We havetherefore carefully selected our sub-contractors, both for their suitability for the provisionand to ensure we provide full coverage in easily accessible locations (e.g. with good

public transport links close to local amenities). Examples of public transport links include:Centre Bus/Train routes

Bristol Mainline Train services, all directions. Good city-wide bus service

Bath Mainline train services Bristol/London Line and to West Country.Good city-wide bus service

Clevedon Mainline train services on Bristol/West country line. Bus routes toBristol and local towns




5.4 (continued) Safety Officer prior contract start. This will include a report on DDAcompliance, accessibility and location. Recommendations will be presented to theTransition Team for action prior to sub-contractor Service Level Agreements being signed

and customers accessing delivery sites.

Our sub-contractors will provide additional support for customers with disabilities throughthe use of large screen monitors, large print, coloured pockets, sign language, disabilityaccess and other learning aids, as well as identifying and supporting individual learningstyles and preferences. All resources will be quality assured to ensure access for peoplewith literacy, language or numeracy problems.

Resources: All RJF sub-contractors will have the following facilities, equipment andresources available as a minimum:

• Jobsearch room(s) with access to newspapers and relevant trade magazines,telephones, writing materials. Notice boards for job opportunities and success stories;

• Access for customers to photocopier, fax and paid postage;

• Access for customers to a personal computer for development of IT skills, email, CVpreparation and use of the RJF “Search and Employ” customer portal ;

• DDA Compliant with access for disabled customers including those with visual or hearing impairments;

• Domestic Facilities including separate male/female/disabled toilets and a communalkitchen area for customers. Tea, coffee and water will be provided for all customers.

• A quiet area(s)/room(s) for private study/private interviews and a prayer area;

• Learning materials and reference books;

• Specialist subject teaching rooms equipped with whiteboard(s), storage for customer




[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 numbers of customers and changes to the customer groups referredincluding potential alterations resulting from changes to the welfare regime referred to you(see Future Services Schedule). Your response should include the following:

• How you will maintain minimum performance levels;

• How you will manage expanding/contracting business as a result of Market Shift or economic factors without an adverse effect on service delivery.

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




5.5 Through Rehab’s and Interserve’s collective experience of delivering public sector funded contracts across a range of sectors, including welfare to work, RJF has developedcomprehensive systems and processes to ensure all delivery is flexible to accommodate

emerging needs. These systems and processes include responsiveness to volumefluctuations and adapting delivery to accommodate new customer cohorts or respondingto new legislative requirements. These processes are underpinned by two key activities:

• Monitoring Labour market Conditions: We undertake a range of activities to monitor labour market conditions and, consequently, any associated effects on customer volumes and outcomes. We also analyse internal Management Information (MI) dataon a monthly basis and produce reports indicating changes and trends in volumes,customer characteristics, etc. This information is used continuously to inform strategic

planning, resource planning (financial, physical and human resource needs) and theongoing development of provision to reflect any change in demographics.

• Effective communication with the funding body (DWP) at all levels so that forwardplanning can take place for any anticipated formal changes – thereby speeding up anychanges that may be required: For example, we have regular discussions with JCP tomonitor district claimant rates so that we can plan ahead to meet anticipated demand.

Maintaining Minimum Performance Levels: All sub-contractors have confirmed their ability to accommodate the volumes stated in the ITT with a tolerance of plus or minus15%, whilst at the same time maintaining minimum performance standards against thefollowing key deliverables:

• Customer referrals to starts;

• Job outcomes and sustainability;

• Compliance and quality measures; and;

• Customer/employer satisfaction levels. Benchmark of 90% overall satisfaction on




5.5 (continued)

• Staffing: If additional staff are required to cope with increased demand or providespecialist support for additional customer groups, we have established links with

specialist recruitment agencies with an understanding of the sector (e.g. Future PathRecruitment, Morgan Hunt, Parkhouse Bell) who can supply short-term, temporarystaff with the necessary skills and experience. The RJF Referral Team will have thecapacity to flex in response to increased customer numbers. If there is a decrease indemand, we will help our sub-contractors to identify potential secondments within our supply chain.

• Premises: If additional premises are required, either to cope with increased capacityor to cover new geographic areas, RJF will help sub-contractors to identify newpremises. We work with a wide range of commercial estate agencies that operate onboth local and national levels, providing us with access to available premises on short-term/serviced office leases as a temporary solution as well as helping us to sourcelonger-term solutions when we need to move into new delivery areas or permanentlyincrease our infrastructure. We would also look at transporting customers, on atemporary, basis to centres close by that have spare capacity.

• Additional Sub-contractors Needed: If additional sub-contractors are needed, either

to meet the needs of new customer groups, provide additional capacity or replace sub-contractors who are unable to cope with increases or decreases in throughflows, wehave a preferred supplier list of an additional 12 end to end, 10 specialist and 10 shortcourse providers in CPA 12.

• Employer Engagement: DWP have advised that job outcome definitions mightchange as a result of the introduction of Universal Credit. We will work closely withDWP and JCP in the run up to its introduction in order to assess any impact this mayhave on our supply chain, performance offer or employer engagement strategy. This,




[5.6] Managing the Customer Experience

Please describe:

• How you will evaluate and monitor the quality of the Work Programmeprovision to ensure that it meets the needs of individual customers;

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

• how you will act on any findings.





5.6 Evaluating and Monitoring: On contract award, the Rehab JobFit (RJF) TransitionTeam (Annex 4) will have an induction meeting with each sub-contractor to set outexpectations, performance indicators and parameters that will underpin the targets

against which performance and quality will be measured.

RJF has a comprehensive Continuous Improvement Cycle that drives all aspects of quality assurance from observation of all key learning processes to internal audit,participant feedback and staff performance reviews. This cycle is based on the Investors

in People’s P l a n D o R e v i e w approach. As part of this process we will producean annual Self-Assessment Report (SAR) and Quality Improvement Plan (QIP). Theanalysis will be carried out on a ‘bottom-up’ basis, and all staff will be involved from each

delivery centre – this will produce ‘local’ SARs and quality improvement plans: aggregatedto form the Partnership SAR and Quality Improvement Plan. Implementation of the qualityimprovement plans is a critical part of our continuous improvement process.

All sub-contractors’ staff will receive training on carrying out self assessment. The Sub-contractor Managers and Performance Improvement Managers will use the individuallocal SARs and quality improvement plans to improve quality, address any issues and

drive performance. When Rehab’s subsidiary, TBG, had an Ofsted Inspection of the NewDeal Prime Contract in Derbyshire inspectors stated that “the self-assessment process isgood. All TBG staff and sub-contractors participate well in the process.”

Each sub-contractor will be monitored by the Sub-Contractor Manager and PerformanceImprovement Manager to ensure that performance targets are met or exceeded and thatquality of delivery, and thus the customers’ experience, is maintained and continuouslyimproved. Each centre will be visited at least monthly and the customer experience, at all




5.6 (continued) contribute to, and be monitored and moderated to, our quality standards.For example, we will expect sub-contractors to carry out observations on all aspects of thecustomer journey and to share these with our Quality Team.

Meeting Customer Needs: Our key tools for ensuring that customers receive a positiveexperience are:

• The careful, thorough Assessment, which produces an agreed action plan exactlytailored to customers’ realistic aspirations and needs;

• The use of a Personal Advisor to support customers throughout their journey;

• Close, continual dialogue with the Jobcentre Plus Advisers;

• Regular meaningful reviews;

• An on-line customer feedback system, which gives access to real-time reportsanalysing feedback and highlighting any negative comments, however ‘trivial’. Theseare reviewed monthly by the RJF Board and the Contract Manager is required to reporton actions taken in response and the result of those actions.

• Our online “Search and Employ” service, which incorporates a built-in web-basedcustomer satisfaction module. This will be available to all stake holders to measure theeffectiveness of the provision.

Handling Customer Complaints: Our formal complaints process is fully explained tocustomers at induction. They may speak to any staff member or write to the ContractManager to raise a complaint. If this cannot be immediately resolved, a holding responseis sent within 3 days. The Contract Manager will investigate and respond to the complaintwithin 28 days, whilst putting measures in place to prevent similar future situations wherecomplaints are upheld. If customers remain dissatisfied they can refer their complaint toRJF’s General Manager, and ultimately to the funder (DWP). These procedures are




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, you and your supplychain propose to employ to manage and deliver the Work Programme for this CPA.You should include a description of why you consider this staffing level is appropriatefor this CPA at contract start date, together with details as to how you will manage thestaffing levels as customer volumes rise and fall over the lifetime of the contract. Thisshould include a description in detail of the number of staff to be drawn from currentresources, those to be recruited by both your organisation and any supply chainorganisations involved.

Please provide details of how you have identified the skills required by staff in your organisation, and that of any sub-contractors, to deliver the service you have proposedat Section 4. You should describe how you propose to acquire staff with these skills or

provide the appropriate training to ensure that these skills are available to commencedelivery of the service on the date you have proposed. A resource plan should beprovided (attach as Annex 5) showing how staffing, by full time equivalent and jobtitle/role, will be allocated across this CPA and a description of the job roles of staff shown in Annex 5.

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




[REDACTED]




[6.2] Transfer of Undertakings (Protection of Employment) Regulations 2006(TUPE)

Please refer to the Provision Specification and Supporting Information before completingthe following TUPE questions.

[6.2a] TUPE – Managing the Transfer

Please detail your plans and those of any Sub-contractors for managing TUPE transferswhich will/may result from this Work Programme contract. Your response should include:

• measures you propose to take under Regulation 13 of the TUPE regulations,(including any proposals to seek agreement to change terms and conditions of employment or any redundancies for organisational, technical or economic reasonsover the life of the Contract), to enable you to meet their statutory requirements;

• how you propose to communicate with transferring staff prior and immediately after thetransfer date;

• an outline of your plan of activity to transfer in staff;

•how you propose to work with existing employers to ensure a smooth transfer of staff;and

• details of how you plan to ensure that any Sub-contractors will fulfil the requirementsof TUPE Regulations and any relevant Codes and Statements of Practice.





6.2a Regulation 13: Duty to Inform and Consult: We have looked at the TUPEinformation provided by DWP and mapped this across to anticipated staffing levels for delivery of the Work Programme. At this stage however, the information provided on

staffing within the current programmes is insufficient for Rehab JobFit (RJF) to make aninformed decision as to whether redundancies need to be factored in for Economic,Technical or Organisational, (ETO) reasons. On contract award RJF will requestinformation from outgoing providers to ascertain exact staffing levels and potential TUPEtransfers. We will then examine the number and type of staff required to deliver our model. If the number of staff eligible for TUPE exceeds the number we require for contractdelivery we would consult with affected employees and nominated representatives.Redundancy would only occur if we were unable to redeploy staff elsewhere. All

employees will transfer on their existing terms and conditions. We will consider whether tooffer staff the opportunity to harmonise onto our terms and conditions and if so willprepare a comparison sheet which explains the differences in terms and conditions, butreminding staff they are under no obligation to change. If we wish to propose any‘measures’ - changes to conditions of employment (e.g. change of location) we willconsult with the staff involved and confirm any proposed measures to them in writing. Our sub-contractors would also be required to do this.

Communication with transferring staff: RJF is committed to ensuring a smooth andefficient transfer of staff, minimising disruption and anxiety. A clear dialogue with allaffected staff, nominated representatives and trade unions is essential to give staff relevant knowledge to prepare for the transfer and time spent engaging with staff beforetransfer is time well invested, with benefits evident at contract start. The table belowsummarises the engagement activities planned to supplement our statutory requirements:

Activity Frequency




6.2a (continued)

Plan of Activity, Post Contract Award Phase 4th April – 6th June (continued)

•High Level briefing to confirm proposal and planned activities with employers, unionsand staff representatives

• Letters direct to staff – letter 1 to inform of consultation process. Letter 2 to confirmany proposed ‘measures’ - proposed changes to employment. Letter 3 (at least 2weeks before transfer) to confirm TUPE transfer and associated ‘measures’. Inaddition we will provide company literature and a FAQ sheet.

• Continue to review recruitment/training needs. Identify further vacancies in connectionwith the transferring employees and advertise and recruit if necessary

• Consultation on any operational policy/procedure amendments

• Finalise payroll/TUPE information, loading full details onto HR system.

• Continuous Service Improvement Planning Meetings (with supply chain)

• TUPE’d staff to meet their new colleagues and familiarise themselves with new office.

• Engagement actions outlined in bullet above

Post Transfer – 6th June onwards

• Welcome social event

• Objective and learning and development plans finalised.

• Training Sessions – induction, orientation, RJF delivery model,

• Ongoing consultation and supply chain meetings with RJF Contract Manager

Working with Existing Employers: RJF will work with existing employers to gain their “buy-in” to the process and establish a mobilisation programme for countdown to thetransfer. We will encourage employers to allow staff to attend training in the RJF delivery




[6.2b] TUPE – Managing the Transfer

Please supply details of what lessons you and any of your Sub-contractors have learned

from TUPE transfers and/or major organisational change which will influence how youwould handle similar issues in the context of this Work Programme contract includingdetails of how it influences how you would manage any transfer/change which may ariseas a result of this Work Programme contract.

Please describe what aspects of TUPE you consider will be relevant to this procurement.

Insert your response in the pre-set, shaded space of the following pages. Your response

MUST be limited to one side of A4.




6.2b Lessons learned from previous TUPE transfers include:Communicate regularly and clearly: Our experience is that much of the anxietysurrounding TUPE can be alleviated by providing clear regular information as outlined in

our response to 6.2a. The distribution of a simple FAQ sheet for example is invaluable toalleviate staff fears. The plan for engaging with staff should be set out at the beginning of the process and strictly adhered to. Missing or incorrect information: Our TUPEprocess allows for the building of records for all our employee’s terms and conditionsbefore their date of transfer. With accurate, up to date records at contract start we canavoid errors which can potentially damage the new employer/ employee relationship at anearly stage (e.g. late payment). Sell the benefits of the Transfer: Transferring to a newcompany brings a wealth of new career and personal development opportunities.

Avoiding a Two Tier Workforce: New staff being employed on different terms to existingcan cause motivational issues amongst staff. Where we recruit new staff to workalongside TUPE’d staff, we will offer employment on fair and reasonable terms andconditions which are, overall, no less favourable that those of transferred employees.Pensions: Often a key concern to transferring employees. We have learnt that holdingpensions focussed seminars prior to transfer is a simple way to alleviate fears.

Interserve TUPE Expertise. The majority of Interserve’s 28,000 UK staff joined throughTUPE. The examples below demonstrate our track record in transferring staff frommultiple sites and employers to tight timescales. Boots Stores: 1200 staff transferredacross 1000 sites within 60 days. HSBC Bank: over 2000 staff transferred from a largenumber and variety of incumbents to provide services to 1600 retail units and 120 officesin a £200 million contract. Prudential Property Investment: Managing 11 major shopping centres (including Cwmbran Shopping Centre) across UK included TUPE of 670employees from 70 contractors. 400 hours of on-site training delivered and 29




PART 7: STAKEHOLDER ENGAGEMENT]

[7.1] Local Stakeholders

Please describe in detail how, in relation to this CPA you and your supply chain willengage with key local stakeholders including smaller and voluntary sector organisations toensure effective on-going relationships with them throughout the life of the contract.





7.1 Rehab JobFit’s (RJF) Local Stakeholder Engagement Strategic Objectives are:

• To ensure our delivery is responsive to the needs of the local economy, through linkingwith, for example, the West of England Partnership and Forward Swindon

•

To achieve synergy with other local employment and regeneration initiatives, throughclose contact with Jobcentre Plus and Local Authorities

• To enable our customers to access the widest range of support so that they canprogress into sustained employment, through linking with, for example, LearningPartnership West, Citizens Advice Bureaux and Community Service Volunteers.

• To ensure local employers benefit from a service that is informed, coherent andresponsive to their needs, by co-ordinating stakeholder knowledge through our localstakeholder engagement process.

Stakeholder Segmentation: to assist appropriate coverage and management of localstakeholder relationships we have segmented local stakeholders by geographicalcoverage, by sector; e.g. private, public and not for profit and into the following groups;key customers, e.g. Jobcentre Plus, strategic, e.g, Forward Swindon, WAG, customer group specific e.g. Shaw Trust and service specific e.g. Swindon and Wiltshire Alcoholand Drugs Service (SWADS). In a number of the larger local stakeholder organisations,

e.g. Jobcentre Plus, we recognise that it will be both appropriate and necessary to engageat a number of levels and our Local Stakeholder Engagement Process (see below)recognises this.

Identifying Local Stakeholders with Strategic Influence: as part of our preparation for this tender we conducted initial research to identify key local stakeholders in the West of England, Gloucestershire, Swindon and Wiltshire (CPA 12). These include:

• The West of England Partnership (WEP), launched in October 2010 and one of only




7.1 (continued) in providing a range of services to our customers and information andadvice to us, including enabling some of our hardest to help customers progress intowork. Our local Stakeholder Engagement Process is designed to ensure we engage just

as effectively with these organisations as with the smaller number of local stakeholderswith strategic influence.

Supply Chain Selection: We ensured, where possible, that when selecting supply chainpartners we included organisations that were already operating at a local strategic level.e.g. 1625 Independent People is a Steering Group member of Bristol Supported HousingForum and Sparc Teams CIC is a member of Bristol City Council’s Ways to WorkNetwork, which is, in turn, chaired by Seetec’s Regional Operations Manager.

Local Stakeholder Mapping: As part of our bid preparation work with supply chainpartners we have undertaken a comprehensive mapping exercise with them to capturetheir existing contacts with local stakeholders. From this we have been able to identify asignificant existing network amongst our supply chain partners across a range of localstakeholders including:

Sector Organisation Supply ChainContact

Function of Contact

PublicJobcentre PlusSwindon

New College,Swindon

Tailoring vocational training tomeet the JCP identified needs of local employers

Public Bristol District Council BTCV Debt Counselling service

Public Connexions Lifetime Healthand Fitness

Customer referral




7.1 (continued). the CPA ensuring that the supply chain’s interaction with localstakeholders is joined-up, that information is shared through the RJF supply chain andthat local stakeholders have clear communication routes to this supply chain.

The RJF Contract Manager for the South West has overall responsibility for the LocalStakeholder Engagement Process in CPA012 and owns the master stakeholder engagement map, including ensuring that there is a sufficient range of stakeholdersincluded, as defined by the stakeholder segmentation criteria and geographical coveragerequirements.

Each local stakeholder will have a nominated relationship manager within the RJF supply

chain. Where possible, we will use existing supply chain relationships as the basis for this.Relationship managers may have a range of different formal job titles and may come fromany organisation within the supply chain.

Any member of the supply chain may propose new local stakeholders to the RJF ContractManager, for inclusion in the local stakeholder engagement process.

All supply chain members will use a shared Customer Relationship Management (CRM)system, the Providers’ Integrated Tracking System (PICS), which will hold details of alllocal stakeholders, their allocated relationship manager within the supply chain and whichother organisations within the supply chain they have contact with. Relationship managerswithin the supply chain will keep in regular contact with their nominated supply chainaccounts and will keep PICS updated with key information, such as future details fromWEP, barriers to work identified within particular customer groups by organisation such asWiltshire MIND or within local communities from organisations such as Clivey Credit




[7.2] Employers

Please describe in detail how you and your supply chain will actively engage with

employers to develop proposals that accurately reflect local needs and describe how youwill work collaboratively with employers on an ongoing basis to secure job outcomes for customers attending the Work Programme in this CPA.


S C CO C CO C




7.2 Rehab JobFit (RJF) is a joint venture between Rehab Group and Interserve whobetween them have over £2bn turnover and employ over 28,000 people in the UK. Weengage with, develop relationships with and deliver services to thousands of employers,

both nationally and internationally. We will combine this experience with that of our supply chain to actively engage employers in the design, development and delivery of theWork Programme (WP) so that it remains responsive to their needs and deliverssustainable job outcomes for our customers. Our supply chain partners already havetrack record in delivering job outcomes, e.g. Scout Enterprises are achieving 30%, BTCV29% and Prospect Services 40% employment outcomes across all customer groups withdemonstrable ability to reach the hardest to help groups, (e.g. Prospect’s support of LoneParents, BTCV in rural communities).

In order to deliver sustainable job outcomes we: Understand local labour market trends through initial detailed labour market analysis; Engage with local employers,using our seven-step process (see process map below), to understand their needs andensure these are responded to throughout our delivery of the WP. And we will: Effectivelyprepare our customers for opportunities within the local labour market, using our IT-based Active Labour Market Assessment (ALMA) job profiling tool; Engage employerswith our Search and Employ IT system, so that customers have access to the maximumrange of job vacancies, including unadvertised roles; Ensure that employers are properlysupported so that sustainable job outcomes are obtained for customers.

Supply Chain Selection: Our service in CPA 12 will primarily be delivered by supplychain partners who know and understand local employers’ needs because they arealready working with them. Seetec already has a database of more than 10,000 employer relationships in CPA012 and Tomorrow’s People regularly hosts recruitment days for local

RESTRICTED COMMERCIAL IN CONFIDENCE




7.2 (continued) Understanding Employers Needs: Employer Consultation – RJF hasalready engaged with more than 2,600 employers in CPA 12, including:

• Wincanton

•

Halcrow Group• Dalkia

• EDF Energy•

Kohler Mira• Cow & Gate

• Mitie Catering•

British Nuclear Group• Aggregate Industries

• Rentokil Initial • Knorr-Bremse • Paragon Laundry

• Latona Hotels • Moog Controls • Sapa Building Systems

• Gardiner Haskins • Duraflex • Takao Europe ManufacturingFirstly to promote the WP to them and begin the process of overcoming anypreconceptions they may have about employing WP customers. Secondly, to ask them for information about support they need in order to provide employment for WP customers.One of the findings was that 75% of those who responded confirmed that the option of trialling a customer in a role is an effective means of addressing their reservations aboutrecruiting industry new starters. This need is reflected in the delivery model we havecreated. In addition, we have begun what will be regular focus groups, running from nowand for the duration of the contract, with different groups of employers, introducing our organisation and obtaining feedback from them about how we can best support them todeliver outcomes for WP customers.

ALMA: ALMA uses live data from employers that are using our services, subscriptionbased internet job feeds and data collated from analysing job descriptions and personspecifications to create profiles for specific job roles or sectors. For each individualcustomer, ALMA will analyse live vacancies within agreed criteria then produce a real-time representation of live active labour markets and localised skills requirements.Analysis results include skills, experience, attitude, competencies and qualifications thatare required for a role and will be mapped against the outputs from each individual





7.2 (continued) Employer Engagement: EAMs will bein regular, at least monthly,contact with key localemployers. In addition, RJFwill host regular, at least six-monthly, local focus groupmeetings, such asbreakfast/lunch meetings,with small groups of employers so that issues

relevant to each particular locality within CPA 12 can beraised and views sharedbetween all employers andmembers of the RJF supplychain. A quarterly e-bulletin, providing key points of interest to employers (e.g. lessonslearnt from employer feedback) will be issued to all.

Search and Employ : This is a secure web-based portal that will provide an area for employers to browse potential candidates and post vacancies. The employer has theability to post vacancies with specific skills and criteria and follow up any applications.Once a vacancy has been posted the system will match criteria with customers who are job ready and score them for suitability. The employer then has the ability to browse thepotential candidates and drill down into a secure online version of their CV. Alternativelyemployers will simply have the ability to search for potential candidates using a set of

Step 4ongoing





PART 8: CONTRACT PERFORMANCE

[8.1] Performance – Job Outcomes

Using worksheet “C. Outcome Volumes” provided in the Pricing Proposal document,please detail your expected performance in this CPA and provide comment on how thiscompares to the national benchmark levels detailed at paragraph A4.18 of the WorkProgramme Specification. Your response must address individual customer groupsseparately and differentiate between job starts/outcomes and sustained job outcomes.

Please note your response to this question shall not be scored but will be used to

inform the evaluation of your response to question 8.1a Insert your response in the pre-set, shaded space of the following pages. Your responseMUST be limited to two sides of A4.





8.1 The table below shows Rehab JobFit’s (RJF) expected performance for delivery of theWork Programme in CPA 12 and how it compares to DWP’s minimum performancelevels.

All Customers Except IB/IS

DWP Contract Minimum andIllustrative Performance Levels

RJF Performance Levels

S t a r t s

O u t c o m e s %

S u s t a i n a b l e

p a y m e n t s

S u s t a i n a b l e p a y m e n t s p e r

o u t c

o m e

S t a r t s

O u t c o m e s %

S u s t a i n a b l e

p a y m e n t s

S u s t a i n a b l e p a y m e n t s p e r

o u t c

o m e

JSA18-24

4,266 1,882 44.1 10,250 6 4,266 1,920 45 18,116 9

JSA 25+ 16,739 5,611 33.5 39,158 7 16,739 5,691 34 53,714 9

JSAEA

2,695 553 20.5 3,885 7 2,695 646 24 6,826 11





8.1 (Continued) NB: We understand the DWP sustainable payments figure for ESA Flowcustomers in the upper table to be incorrect, which leads to negative figures in the lower table. In all other instances, RJF’s expected performance is either in line with, or above,DWP minimums.





[8.1a] Performance - Rationale

Please provide your rationale for your expected Job Outcome Performance levels, byindividual customer groups as detailed in 8.1.

Explain the activities and support that will be introduced to help secure the achievement of these performance levels together with any other best practice evidence to support your proposed performance.

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





8.1a Targeted performance has been set by researching the current performance levels of our supply chain partners, separating out the performance by the Work Programmecustomer groups, and then stretching them to show the transformational approach of theRehab JobFit (RJF) solution to the Work Programme. The table below details theexpected performance levels at the day 1, 13 week and 26 week stages compared to thecurrent best performance in our supply chain;

Customer Group

R J F J o b O u

t c o m e T a r g e t

R J F D a y O

n e J o b E n t r y

C u r r e n t B e s t i n S u p p l y

C h a i n J o

b E n t r y R a t e

R J F T a r g e t

S u s t a i n m e n t

a t 1 3

w e e k s

C u

r r e n t B e s t

S u s t a i n m e n t a t 1 3

w e e k s

R J F T a r g e t

S u s t a i n m e n t

a t 2 6

w e e k s

C u

r r e n t B e s t

S u s t a i n m e n t a t 2 6

w e e k s

JSA 18-24 45% 68% 50% 84% 80% 66% 66%

JSA 25+ 34% 52% 44% 84% 80% 66% 66%

JSA EarlyAccess 24% 32% 28% 75% 70% 63% 54%

JSA Ex-IB 24% 31% 22% 78% 72% 63% 57%

ESAVolunteers

48% 62% 52% 78% 72% 63% 57%

ESA Flow 21% 27% 22% 78% 72% 63% 57%

ESA Ex-IB 18% 23% 16% 78% 72% 63% 57%

IB/IS 44.5% 57% 52% 78% 72% 63% 57%





8.1a (continued)easy as the customer’s CV will be stored electronically on their customer profile, whichcan then be emailed to apply for a job. By making searching and applying for a jobeasier the RJF IT system will remove barriers to applying for jobs increase joboutcomes, as well as cost savings for our supply chain. Delivery staff can monitor andtarget customers to apply for any suitable jobs to ensure focus on getting into work.

• Every customer will receive a personalised action plan which is driven by an in-depthassessment, by identifying employment barriers early more time will be available toaddress issues and gain sustainable work.

• All customers will be allocated to a highly trained Personal Advisor for the full durationof their customer journey, allowing a trusting relationship to be built which will enable

barriers to be broken and performance to increase.• To ensure that customers gain and keep skills and work habits, which are vital to

performance levels, the delivery model will include a focus on work placements.

• The RJF IT system will provide the backbone of our delivery model. Each customer willhave a personalised learner profile containing their action plan, reviews, CV and skillresources, all of which can be accessed via the internet. This will provided a costeffective solution in up-skilling customers and providing employability support which

will increase performance.• Potential employers will have access to a database of our customers CVs allowing

them to search for potential employees.

• Customers will also be able to request contact via their customer profile or by sendinga SMS message to RJF, with the aim of their Personal Advisor contacting them within1 day, we see this ease of access to delivery staff vital in supporting worksustainability.

• RJF has allocated a £1.2m ringfenced fund for specialist provision to help the





8.1a (continued) .levels across the supply chain will drive up performance

• General Manager – will act as a voice for the RJF partnership, trying to secure largevolume job opportunities with major employers

•

Monthly partnership forums across all of the CPA disseminating best practice anddriving transformation.

Our proposal is underpinned by stringent performance management processes, asoutlined throughout our proposal. Key performance measures include:

• Monitoring performance against target through:

− Regular reviews – setting Timeline Action Plans for continuous improvementmilestones throughout the lifetime of the project.

− Setting improvement action plans in the case of underperformance.

− Collecting, evaluating and acting on MI to inform improvements in delivery.

• Continuous Improvement embedded in delivery and measured through:

− Internal Quality Assessment Visits (QAVs) that are mapped against Ofstedstandards and focus on all elements of delivery.

− Measuring customer and employer satisfaction.

− Inviting key stakeholders and partners to feedback into delivery and share best

practice through a Work Programme Partnership Forum.

Innovation fund: RJF will set aside an Innovation Fund over the lifetime of the contract tobe able to provide assistance to customers in setting up a business, and to help our sub-contractor to create other work placements – ideally through social enterprises.

Interserve Plc: Interserve Plc has a signed commitment from its Chief Executive,





8.1a (continued)Our performance offer for IB/IS customers is based on;

• Rehab’s extensive experience of delivering employment focused services to

people with physical, sensory and intellectual disabilities, people with mental healthdifficulties, people with autism and people with an acquired brain injury.

• Our partners’ track records in working with the IB customer group and peoplewith disabilities at both a local level and nationally – Seetec is a national NDDP andPathways to Work provider.

• An evaluation of the local labour market and incumbent provider performance(locally and nationally), including consultation with Seetec and Scout (and partners inother districts, e.g. A4e) to ensure that the targets set are appropriately demanding

whilst also realistically achievable.• Additional services such as the Salvation Army’s Condition Management

programme based on the Bio/Psycho/Social Cognitive Behaviour therapies theyprovide in theirAddiction and centres for Homeless people. Clinical Governance isprovided by University of Kent.





PART 9: IMPLEMENTATION

NOTE: MINIMUM SCORE APPLIES TO ALL QUESTIONS WITHIN THIS SECTION. BIDSSCORING 2 OR LESS ON ANY QUESTION WITHIN THIS SECTION WILL BE REMOVEDFROM THE COMPETITION. PLEASE NOTE SCORES ATTAINED IN THIS SECTION MAYALSO BE USED IN A TIE-BREAK SITUATION WHERE APPROPRIATE.

[9.1] Implementation Plan

Please provide:

•

an Implementation Plan for the Work Programme in this CPA clearlystating the date on which you are proposing to commence delivery of theservice. The plan, which must be in the form of a Gantt chart (insert as Annex6), must include the key activities required to put provision into place by theservice commencement date. It must include key milestones, timescales for activities including start and end dates and who is responsible for each activityincluding the expected start date for delivery. It will also show the critical pathand interdependencies.

• A narrative to expand on the implementation plan which must identifyand address all the key risks, including the impact of winning multiple WorkProgramme contracts and how these shall be mitigated.






9.1 Please see Implementation Plan at Annex 6.Effective implementation will ensure that all the necessary arrangements are in place sothat both Rehab JobFit (RJF) as prime contractor and our sub-contractor delivery partnershave commissioned systems and processes that ensure high quality customer journeysright from the very first referrals. DWP indicative timescale suggests successful providersannounced in April, with contract award between April and June. Early preferred provider announcement and contract award is vital in order to achieve contract start by 6 th June.We will not be stopping after the 14 th Feb tender submission, and we will be continuingwith our implementation programme at our risk so that service delivery can commence asplanned.

Key Milestones: Our plan assumes that provider announcement is Monday 4th

April, withCall Off and sub contracts signed on Friday 6th May, and Service DeliveryCommencement across the whole of CPA 12 on Monday 6 th June. Key Activities: Withthe exception of TBG Learning, all of sub-contractors already have established deliveryoperations in CPA 12 and so the key activities for them will be to align with the RJFdelivery model, IT systems and adjust for volumes. Some our sub-contractors e.g.Pinnacle in Chippenham and TBG in Swindon will be expanding their operations andestablishing new premises and so will have additional tasks to be ready for service

commencement. Part of the selection criteria for our sub-contractors has been that theyhave an excellent record of establishing new operations.

Transition Team: We have established a Transition Team, consisting of high quality,experienced people from Interserve and Rehab, to take this project forward from bidphase though implementation and on into service delivery. The organisation chart for thisteam, identifying the individuals involved and their key responsibilities can also be found





9.1 (continued) 3) Sub-contractor Mobilisation: We aim to sign sub-contracts as soonas possible after provider announcement, or by Friday 6 th May at the latest, which is 4weeks ahead of Service Commencement. Scope, coverage, pricing and outline Heads of Terms have been agreed for this ItT. Detailed follow up with draft sub-contracts willcontinue through [REDACTED] post 14th February, so that sub-contractor signature ispossible in line with Head contract signature with the DWP. Further sub-contractor keyactivities and risk mitigation is set out below.

• We have attractive terms for and firm commitments from our sub-contractors, whichwill ensure that those currently in our bid are unlikely to withdraw. We have developedcomprehensive contingency plans in the event of supply chain withdrawal in CPA 12,including over 30 replacement end to end and specialist sub-contractors and the

option of expanding delivery through Rehab’s subsidiary TBG Learning.• We will be developing the quality and performance metrics for the performance

management system. We are skilled in sub-contractor negotiations of this kind.

• Sub-contractor staff training, ready to receive first customers on 6th June. RJF HRteam will be able to support sub-contractor HR processes to avoid delay

• We have a database of sub-contractor delivery premises, as we are exploring further potential delivery sites, so that we have a number of options to pursue where it is

necessary to establish new premises e.g. e.g. Tomorrow’s People in Bath. This willalso inform our Business Continuity Strategy.

• We have extensive experience of the TUPE process and understand the potentialdelays it can cause. We will be confirming our understanding of any TUPE obligationswith sub-contractors during February.

4) Employer Engagement: We have completed a mailout to 2,600 employers in CPA 12and already have an active employer database of 2,500. We will be contacting employersto help populate the Active Labour Market Assessment IT tool (ALMA) and to confirm





9.2 Contingency Arrangements

Please describe:

• how your proposals for delivery of services within this CPA will be putin place without adversely affecting your organisation’s or your Sub-contractors’ability to deliver existing and recently won contracts as well as other contractsyou are bidding for.

• in detail your contingency plan for maintaining the entire scope of your proposal within your bid should members of your supply chain withdraw prior to

commencement of delivery of this contract.






9.2 Delivering the Work Programme (WP) WP without Impacting on other Contracts:To ensure the WP could be incorporated into RJF’s delivery portfolio our preparationfor this tender round included:

• Full overview of the tender specification and delivery model;

• Planned volumes;

• Funding models and cash flow implications;

• Geographical locations and impact on a local, regional and national scale;

• Impact on Rehab and Interserve’s Head Office and Senior Management Teamresources for multiple contract wins in 2011

Each member of the RJF Management Team (Finance, HR, IT, Operations and BusinessDevelopment) then undertook a project impact analysis to identify risk and resourcerequirements for each department and have presented plans and associated risks, costsand contingencies should the tender be successful. This project impact analysis will berevisited at key stages throughout the tender process and, if we are successful,throughout the implementation period and onward delivery. This will enable us to pre-empt any potential issues or risks and put in place effective measures to ensure that they

have no adverse effect on any contracted delivery (governmental or otherwise).

We have resourced on the assumption that we will become a Prime in CPAs 11, 12 & 13,but can confirm that each tender stands alone and is deliverable as a sole contract or anycombination of the three. We have invested in a Transition Team to ensure effectivehandover from the business development stage to operational go live. Members of thisteam have been selected on the basis of having the necessary skills; their existingresponsibilities will be backfilled on a temporary basis to ensure a negligible impact on





9.2 potential withdrawal of one or more of our planned sub-contractors for our End to Endprovision. Our contingency plan has been built so that we can effectively manage this riskthrough the following mitigating actions:

Supply Chain Selection Process: The process we employed for selecting sub-contractors was designed to take pre-emptive steps to mitigate the risk of a sub-contractor withdrawing. We have had detailed conversations with sub-contractors which haveinformed both volumes and planned geographical coverage of each sub-contractor. Wehave made a number of checks on the overall robustness of each sub-contractor,including financial sustainability, to ensure their ability to deliver the proposed level of provision. These checks include profitability and liquidity, overall backing and investment,

with information primarily obtained from Companies House. We are therefore confidentthat the only reason a sub-contractor is likely to withdraw or be withdrawn between nowand contract commencement is either DWP veto, due to reasons which are not currentlyavailable to us, or due to concerns raised by DWP, RJF or the sub-contractor should theyfeature in two winning bids.

Following Contract Award: DWP veto: where there is DWP veto, we will inform theprovider of this decision and identify and engage the most appropriate replacement from

our contingency list, which includes both providers currently within our supply chain andthose on a long list of potential sub-contractors. We will work closely with DWP throughthis process.

Providers in more than one winning bid: Upon notification of preferred bidder status(and the removal of any commercial confidentiality agreement with DWP), RJF will askDWP if there are any concerns about providers that are in more than one winning bid. If




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