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EMPLOYMENT RELATED SUPPORT SERVICES FRAMEWORK AGREEMENT MINI COMPETITIONS FOR THE PROVISION OF THE WORK PROGRAMME

Invitation to Tender Form

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Tender Round title: Organisation Name: Lot: Contract Package Area (CPA):

The Work Programme G4S Lot 8 CPA18 North East Yorkshire and The Humber

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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 within the table below including a short explanation as to why. If you cannot provide any of the information below please explain this within the table. DWP will not be responsible for contacting anyone other than the persons named in this part of your form. If any of this information changes during the bidding period you must inform DWP of the changes by email to: WORK.PROGITTCLARIFICATION@DWP.GSI.GOV.UK Name of the Legal Entity in whose name this tender is submitted and with whom DWP will contract: Trading Name (if different from above): Company Registration Number: Company Registered address: G4S Regional Management (UK&I) Limited G4S 03189802 Sutton Park House 15 Carshalton Road Sutton Surrey SM1 4LD 274 1901 62 www.g4s.com/uk and www.g4swelfaretowork.com

Head Office Address, if different: VAT Registration Number: Website Address (if any):

Name, address and company registration number G4S plc of parent company, where applicable: The Manor Manor Royal Crawley West Sussex RH10 9UN 4992207 Name and Job Title of main contact: Address: [Redacted]Managing Director, Welfare to Work G4S Welfare to Work 7 Carlos Place, Mayfair, London, W1K 3AR [Redacted] [Redacted] [Redacted] [Redacted] [Redacted]- Business Development Director
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Telephone no: Mobile telephone no: Fax no: E-mail address: Alternative contact Name and Job Title:

RESTRICTED COMMERCIAL IN CONFIDENCE Address (if different from above): Sutton Park House 15 Carshalton Road Sutton Surrey SM1 4LD [Redacted] [Redacted] [Redacted]

Telephone no: Mobile telephone no: Contact e-mail:

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RESTRICTED COMMERCIAL IN CONFIDENCE

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 and undertake as follows: 1. We have examined, read, understand and accept in full the proposed Contract documents and all other documents and Annexes provided with this declaration and the clarifications issued during the Invitation to Tender period. 2. We have completed and submitted all information required in the Invitation to Tender Form in the format and order required. 3. We confirm the information set out in our response is complete and accurate to the best of our knowledge and belief. 4. We hereby acknowledge and agree that we have read, understand and accept the Work Programme Call-Off Terms and Conditions, the Work Programme Specification and the draft Order Form.

Scanned Signature: Date: Name: Job Title:

[Redacted] 10th February 2011 [Redacted] Managing Director, Welfare to Work

Duly authorised to sign Tenders on behalf of: G4S Regional Management (UK&I) Limited Name of Organisation: G4S

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PART 3: THE WORK PROGRAMME CALL-OFF CONTRACT TERMS AND CONDITIONS - 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), as modified by The Work Programme service requirements (The Work Programme Additional Requirements). The Work Programme Additional Requirements are set out in the Call-Off Terms and Conditions for The Work Programme which is supplied with your Invitation to Tender. A document highlighting the modifications made to the Standard Call-Off Terms and Conditions to reflect The Work Programme Additional Requirements is also supplied with your Invitation to Tender; for ease of identification, the changes made since the draft version issued on 8 December 2010 are shown in boxes within the document. Any proposed amendments to The Work Programme Additional Requirement must be detailed by completing the section below, giving full details of the clause(s) you wish to amend and your proposed amendments. DWP will consider proposed amendments strictly on their merits. Please note that you may only propose amendments to The Work Programme Additional Requirements; proposed amendments to the Standard Call-Off Contract Terms and Conditions will not be considered.

3.2

3.3

Comments on The Work Programme Additional Requirements: G4S have reviewed the terms and conditions proposed by the Authority in the Invitation to Tender. There are a small number of issues which we believe will need further discussion as they could impact on ensuring value-for-money pricing for the Work Programme. MINI COMPETITION ADDITIONAL REQUIREMENTS (For Framework Supplier Comments only) Proposed amendment with proposed wording G4S notes the Authoritys requirement for the Contractor to provide a parent company guarantee. G4S are willing to provide a parent company guarantee, subject to the terms of the guarantee being agreed between the parties. The proposed form of guarantee was provided previously by the Authority and G4S has reviewed the wording and submitted its proposed amendments to the Authority. Clause 2.2 (Volumes) Clause 2.2 of the Contract states that the Contracting Body gives the Authority no form of volume guarantee in relation to the volumes of the Services which the Contracting Body will procure from the Contracting Body during the Contract Period. G4S understands the inherent uncertainty around the volume of the Services that will be required in future years and accepts that the Contracting Body can not accept any
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Clause No. Clause 1.11 (Guarantee)

RESTRICTED COMMERCIAL IN CONFIDENCE risk exposure on the basis of the changing economic climate. Nevertheless, G4S believes that the Contracting Body should amend the wording of the Contract to clarify the rights and position of Prime Contractors within the market in relation to the provision of the Services: 2.2.3 The Contracting Body hereby covenants and undertakes to the Prime Contractor that during the Contract Period the Contracting Body shall not: (a) itself provide similar services to the Services in respect of any Customer Group in any Contract Package Area for which the Prime Contractor is obliged to provide the Services under the Contract; and/or (b) enter into any agreement with any person to provide similar services to the Services in respect of any Customer Group in any Contract Package Area for which the Prime Contractor is obliged to provide the Services under the Contract, other than the Competing Prime Contractors appointed by the Contracting Body on or about the date on which the Parties entered into the Contract. Clause 2.14 All bidders would benefit from greater clarity regarding the operation of (Shifting Market the mechanism for shifting market share which is set out in Clause Share) 2.14. At present, this Clause of the Contract does not specify the details of the operation of the Positive or Negative Market Shift Mechanism that will be applied if the trigger conditions are met in the case where there is one Competing Prime Contractor. Clause 2.14.5 of the Contract simply states that where the conditions in Clause 2.15.6 have been met then the Negative Market Shift Mechanism may be operated by the Contracting Body (at the sole discretion of the Contracting Body) in respect of that Customer Group and similar wording is included in Clause 2.14.7 in relation to the Positive Market Shift Mechanism. Negative Market Shift Mechanism is defined in Clause 1.1 as meaning the mechanism by which the number of new Customers referred to a Competing Prime Contractor is increased by five (5) percentage points and similar wording is included in Clause 1.1 in relation the definition of the Positive Market Shift Mechanism. G4S believes that the definitions of the Positive and Negative Market Shift Mechanism need to be amended slightly to more accurately reflect the requirements of the Contracting Body. As the Contracting Body will not give any volume guarantees under the Contract, the definitions should refer to the adjustment of the proportion (and not the number) of new Customers that are referred to Contract Package Area Suppliers by the Contracting Body and which are referred to the Prime Contractor. G4S also believes that, whilst it may seem self-evident that an
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RESTRICTED COMMERCIAL IN CONFIDENCE decrease in the proportion of new Customers referred to the only Competing Prime Contractor will result in a corresponding increase in the proportion of new Customers referred to the Prime Contractor, the application of the Market Shift Mechanism is best expressed, for the avoidance of doubt, in the Contract in terms of the impact on the Prime Contractor and not on Competing Prime Contractor. We would therefore suggest that the Contract is amended as follows:
1.1 Negative Market Shift Mechanism means the mechanism by which

the proportion of new Customers that are referred to Contract Package Area Suppliers by the Contracting Body and which are referred to the Prime Contractor is decreased by five (5) percentage points, as set out in Clause 2.14;
1.1 Positive Change Mechanism means the mechanism by which the

proportion of the new Customers that are referred to Contract Package Area Suppliers by the Contracting Body which are referred to the Prime Contractor is increased by five (5) percentage points, as set out in Clause 2.14; 2.14.5 On each Market Shift Review Date, the Contracting Body shall assess whether: 2.14.5.1 the conditions in Clause 2.14.6 have been met; and 2.14.5.2 in respect of each Customer Group whether the Job Entry Rate (calculated in respect of the preceding twelve (12) month period) achieved by the Prime Contractor for that Customer Group is three (3) or more percentage points lower than the Job Entry Rate (calculated in respect of the preceding twelve (12) month period) achieved by the Competing Prime Contractor for that Customer Group, and, if so, the Contracting Body shall decrease by five (5) percentage points the proportion of new Customers in each relevant Customer Group that are referred to Contract Package Area Suppliers by the Contracting Body and which are referred to the Prime Contractor. For the avoidance of doubt, this process shall be repeated for each Customer Group. We would suggest that similar drafting is included in Clause 2.14.7 to detail the operation of the Positive Market Shift Mechanism and also in Clause 2.14.9 to deal with the operation of the Negative and Positive Market Shift Mechanism where there are more than two Contract Package Area Suppliers. Clause 4.3 (TUPE Compliance (General) and Employment Matters G4S stated in its Part 3 Response to the Framework Agreement that: G4S requests further clarification in respect of the TUPE clauses in the Call-Off Terms and would wish to agree revised wording of this Clause at a later stage. All bidders will, of necessity, have to base their proposed contract price on the TUPE Data provided by the Contracting Body, As it is not possible for bidders to verify the TUPE Data all Prime Contractors need
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RESTRICTED COMMERCIAL IN CONFIDENCE appropriate legal protection in the contract to cover the possibility that the TUPE Data is either incomplete and/or inaccurate and/or will not be subject to change between the date of issue of the TUPE Data and the date of transfer of the staff under TUPE to G4S and its sub-contractors. Without this legal protection, bidders will have to risk-price for the cost impact. This would not represent value-for-money for the public purse since the Contracting Body will have to pay for the cost impact whether or not the risk actually materialises. This situation is not uncommon in the procurement of other Government contracts, such as the contract for the management and operation of managed prisons currently being undertaken by the Ministry of Justice. In this instance, the issues with the TUPE Data outlined above were addressed to the satisfaction of both the Contracting Body and Service Providers by the Contracting Body agreeing to increase the contract price by a fair and reasonable sum to account for any reasonable additional costs incurred by the Prime Contractor arising as a result of any inaccuracy or omission or change in the TUPE Data relating to persons engaged in the provision of the Services whose employment transfers under TUPE from any other person to the Prime Contractor (or the relevant sub-contractor). The proposed consideration:
TUPE Annex.doc

drafting

is

attached

here

for

the

Authoritys

Clause 8.5.2 G4S acknowledges that Clause 8.3 of the Contract entitles the Prime (Consequences Contractor to terminate the Contract for its convenience by the of Termination) provision of 12 months written notice. However, the consequences of giving such notice, as set out in Clause 8.5.2 of the Contract, are just as significant as defaulting under the Contract: the Prime Contractor is liable for the costs of the Contracting Body procuring a replacement Prime Contractor and the increased costs of procuring the Services throughout the remainder of the Contract Period. G4S believes that the Authority might acknowledge that entering into the Contract is inherently risky for the Prime Contractor because the Contracting Body will not provide any volume guarantee and the payment mechanism is not tried and tested. There is no certainty that the Prime Contractor will be able to break even in supplying the Services under the Contract. Whilst we are willing to accept some risk exposure in this regard, bidders are not able to accept this risk over the life of the Contract as the delivery of Services may become unmanageable due to factors beyond our control. For example substantial future macroeconomic shifts. G4S believes that, given that the Contracting Body will not pay the Prime Contractor any termination for loss of profit in the event of the Contracting Body terminating the Contract for the convenience of the
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RESTRICTED COMMERCIAL IN CONFIDENCE Contracting Body, it is not reasonable to expect the Prime Contractor to pay for the additional costs of the replacement for the Prime Contractor for the balance of the Contract Period. We believe that, in the interests of creating a fair and constructive relationship between the Contracting Body and Prime Contractors, Clause 8.5.2 of the Contract should be amended so as to entitle the Prime Contractor to terminate the contract, through the provision of 12 months written notice, without needing to compensate the Contracting Body as a consequence: 8.5.2 Where the Prime Contractor terminates the Contract under Clause 8.3 (Break), the Prime Contractor shall not be liable to the Contracting Body as a consequence, whether in respect of any costs incurred in making other arrangements for the supply of the Services and/or for any additional expenditure incurred by the Contracting Body throughout the remainder of the Contract Period. Clause 8.5.3 (Break Clause) Clause 8.5.3 of the Contract stipulates that if the Contracting Body terminates the Contract under clause 8.3 for its convenience, the Contracting Body shall indemnify the Prime Contractor against any commitments etc which would otherwise represent an unavoidable loss by the Prime Contractor by reason of the termination. For the avoidance of doubt, G4S requests that the wording of this clause is clarified to make it explicit that the definition of unavoidable loss in clause 8.5.3 includes the balance of any amortised setup costs and any unavoidable redundancy costs: 8.5.3 Subject to Clause 7, where the Contracting Body terminates the Contract under Clause 8.3 (Break), the Contracting Body shall indemnify the Prime Contractor against any commitments, liabilities or expenditure (including, for the avoidance of doubt, the contractual redundancy costs and the balance of any amortised setup costs) which would otherwise represent an unavoidable loss by the Prime Contractor by reason of the termination of the Contract

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

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Name: Scanned Signature: Position: Telephone No: Date:

[Redacted] [Redacted] UK & Ireland Counsel [Redacted] 10th February 2011

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

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RESTRICTED COMMERCIAL IN CONFIDENCE 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 SECTION WILL BE REMOVED FROM THE COMPETITION. PLEASE NOTE SCORES ATTAINED IN THIS 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) and attach the process map as Annex 1. This should include a detailed supporting description of the customer journey(s) specific to this CPA. Your response must describe how you will ensure the customer journey is tailored to meet the specific needs and barriers of individual customers, and include the customer requirements defined in the Specification. Please note your response to this question will not be scored but will act as a reference 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 response MUST be limited to five sides of A4. Note: Format requirement and page limit does not apply to the process map which you must insert as Annex 1.

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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 G4S has created a unique delivery model delivered by a supply chain of 92 specialist organisations in North East Yorkshire and The Humber (NE Yorks &H) that will transform the delivery of welfare-to-work services here, supporting more people than ever before into sustained employment. G4S applies a situational approach to each Customers journey on the Work Programme in NE Yorks & H. This approach is based on 3 key principles. First, the journey is pragmatic; all actions taken on the journey are practical and essential for supporting that individual into sustained work. Second, the journey is personal; each Customer completes actions to address their individual needs and barriers. Third, the journey is proven; it is informed by rigorous informatics analysis and the experience and expertise of our supply chain. For example, G4S evolves its Knowledge Bank of specialists as we generate better data on what works to support Customers into sustained employment. This situational approach is the basis for all aspects of the Customer Journey. G4S builds each persons Work Programme journey based on their individual circumstances, not by what benefit they are on. The G4S Customer Journey is delivered entirely through our subcontracted network of Job Brokers, In Work Partners and specialists from our Knowledge Bank. We have selected top-performing Job Brokers and In Work Partners from the public, private and voluntary sectors to deliver the G4S journey to all Customers in NE Yorks & H. These are: Pertemps Inspire to Independence City Works East Riding Council and SOVA .Personal Advisors from these Job Brokers co-design every Customers individual journey from worklessness into sustained employment. The G4S Customer journey does not end once in employment. G4S subcontracts Job Brokers Pertemps, Inspire to Independence, SOVA and specialist In Work Partners Renovo to deliver additional in-work services such as career advice, life coaching, occupational health, mentoring, skills development and crisis intervention to all Customers in the NE Yorks & H for up to 2 years. Renovos offer an innovative online/telephone 24/7 Workfriend mentor. Many Customers in NE Yorks & H require additional services to address specific needs and barriers to progress their journey towards sustained employment. Appropriate additional specialist services are delivered by the G4S-funded Knowledge Bank in NE Yorks & H of 92 organisations to meet these specific needs and barriers, including those under consortia. Knowledge Bank organisations delivering services across NE Yorks & H include: The Mind Consortium providing mental health support including initial assessments and counselling Citizens Advice Bureau and the 9 colleges under the Yorkshire Colleges Consortium, such as Craven College, providing debt advice to and The Minerva Project and Langley House Trust providing employment and health advice to ex-offenders. Our Employer Liaison Manager for NE Yorks & H works with Job Brokers, employers and key stakeholders such as JCP and York and North Yorkshire Economy and Skills Board to ensure that all local vacancies are shared throughout the supply chain. G4S also employs a National Employer Manager to ensure that the 1,100 vacancies offered by G4S and our corporate partners (such as BT, Tesco and Centrica) are made available to all Work Programme Customers in NE Yorks & H. All regional, national and G4S vacancies are placed on the G4S Global Online Career Centre, accessible to all Customers. Every Customers journey is monitored through our industry-leading case management system, ISIS (Informatics System for Individual Support). ISIS is used by all subcontractors and G4S staff to record and drive each Customers unique journey.
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) Referral & Initial Engagement: For the majority of Customers, the G4S journey begins at their Jobcentre Plus (JCP) referral interview. Wherever possible, Personal Advisors from our 5 Job Brokers delivering across NE Yorks &H are present at local jobcentres to conduct a 3-way warm handover. Where a face-to-face meeting is not possible, JCP video-conference or telephone the appropriate Job Broker to conduct the referral. G4S provides all JCP staff with relevant software, training and a clear written guide as to which Job Brokers to refer to. Either face-to-face, via video-conference or over the telephone, the Job Brokers Personal Advisor introduces themselves, puts the Customer at ease and explains what the Work Programme is, what it offers and what is expected. During this first two-way discussion, the Customer and Advisor agree an initial Action Plan that includes as a minimum: a job goal first step actions to be completed by the next meeting and a confirmed date for the next meeting. All agreed activity is appropriate to that individuals circumstances, and meets the specification requirements for that Customer Group. For example for IB/IS Customers all activity is voluntary. The Advisor registers all information captured during this initial engagement, and information sent by JCP, on ISIS. This acts as the Attachment Activity required to register the start on PRaP. Job Brokers market their services to IB/IS Customers, JSA Early Access Volunteers and ESA Volunteers prior to referral from JCP. Job Brokers produce promotional material to place in locations accessed by potential Customers such as: nurseries GPs surgeries supermarkets JCP offices housing association offices and community centres. All Customers are automatically sent reminders by ISIS to attend their follow up 72, 48 and 24 hours in advance by their preferred method (email, text, telephone, etc.). If a Customer is unable to complete this two-way discussion at the referral interview, G4S ensures that all Job Brokers successfully attach the Customer within 15 days of referral. Follow Up Engagement: Each Customer has a second engagement with their Job Broker within 2 weeks of initial referral. This follow up engagement takes place at the Job Brokers offices or at another suitable venue, such as those provided by Knowledge Bank organisations including members under the North Yorkshire Learning Consortium, who between them have 72 premises across NE Yorks & H. All Customer travel costs are reimbursed. Where appropriate, for example for some Lone Parents on IS, approved childcare is funded. Each Customer receives an induction appropriate for their circumstances which includes: a group or 1-1 Q&A with a Personal Advisor Health & Safety information a clear explanation of their rights and responsibilities (including with respect to Fortnightly Job Search Reviews or Work Capability Assessments where applicable) a tour of the premises and details of the Job Brokers and G4Ss complaints procedures. This is followed by a 1-1 discussion with their named Personal Advisor to identify and agree a Realistic Job Goal (RJG). The RJG builds on the job goal identified by the Customer at initial engagement. The RJG is based on 3 key principles. First, the job is one the Customer wants; sustained employment is only achievable when Customers own the end goal. Second, it is a job that the Customer can realistically get; that builds on their skills and experiences and takes into account personal circumstances. Third, it is a job that exists in the labour market; the RJG is evaluated against current, local vacancies. The Customer is supported to achieve their identified RJG by a named Personal Advisor. Customers identifying self-employment as their RJG are referred to a self-employment specialist advisor in the Job Broker Team, whilst remaining with their dedicated personal advisor for their overall customer journey. Additional support can be accessed through Knowledge Bank organisations, such as Enterprise Growth Solutions. The Personal Advisor: Each Customers named Personal Advisor is co-responsible for mapping their bespoke journey into sustained employment. In NE Yorks & H, G4S has selected Job Brokers employing 104 Personal Advisors to deliver a personalised
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) Customer Journey for every individual on the Programme. Each Advisor has a caseload of no more than 80 individuals. Through their Advisor, each Customer receives support for: creating an Action and Contact Plan identifying RJGs building motivation & confidence referrals to specialist services CV writing application form-filling Better Off In Work Benefit Calculations interview skills practice sourcing vacancies by reverse marketing & cold-calling employers financial support for travel, childcare or caring costs tax credit applications pre-work preparation and in-work actions. Job Brokers are required to contact JCP to facilitate eligible Customers to move onto a Training Allowance, or undertake work trials, voluntary work or work activity under the Exempt Work scheme. The Action Plan: Each Customer is supported to agree a situational Action Plan of activity built around their identified RJG. This specifies the activities needed to address each Customers needs/barriers to drive their journey towards sustained employment and contains SMART objectives. The Action Plan is stored live on ISIS to ensure continuity and is regularly updated by Customer and Advisor. All Customers can: tick off completed actions add new ones store their CV request a Knowledge Bank referral and apply for vacancies. G4S knows that each Customer requires a different level and type of contact. Each Customer also agrees a situational Contact Plan with their Advisor, detailing methods/frequencies of contact. For some individuals this will be a fortnightly phone call. For others this will be weekly face-to-face appointments. A range of contact methods is essential to meet Customers specific needs. For example, lone parent Customers on IS require contact more frequently during school term times and less frequently during holidays. Customers from mandatory JSA Customer groups may need very frequent contact to build motivation. Some ESA/IB Customers require flexible Contact Plans to fit around health needs. For example, ATL deliver peripatetically, including delivering one to one support, coaching, mentoring, self-employment advice, support and workshops, barrier removal, motivational & confidence building workshops Action Plan activity and contact is reviewed at least fortnightly by the Advisor, every 2 months by the Job Brokers Operations Manager and every 6 months by G4Ss Supply Chain Manager. This review process ensures that each Customer receives the appropriate support and contact time on their journey towards sustained work. Ongoing Needs Assessment: G4S encourages a work-first approach to ongoing needs assessment. Diagnostics are used to identify and address those needs which are preventing an individual from securing sustained employment. This process starts at the follow up, where the Advisor begins to identify any specific work-related barriers faced by the Customer, including: travel or accessibility constraints communication or language problems significant skills gaps mental or physical health issues and childcare or caring responsibilities. Job Brokers use diagnostic agencies from the Knowledge Bank, such as Mind and Future Prospects to continuously identify the specific needs and barriers of individuals in NE Yorks & H. Identified needs are addressed either through inhouse actions with their Advisor, or through referral to specific Knowledge Bank agencies. Each Customers needs assessment continues throughout their journey on the programme, pre-work and into sustained work. ISIS records all needs assessment and activity and provides continuity. Mandatory Activity: G4S gives Job Brokers the freedom to determine appropriate mandatory activities for each Customer, subject to DWP restrictions for particular Customer groups. In accordance with benefit legislation, ESA WRAG Customers are never mandated to undertake medical treatment or apply for work. IB/IS Customers and ESA Support Group Customers are not mandated to any activity. Where a Customer is
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) mandated to undertake activity, the Personal Advisor is required to: update the Customers Action Plan, notifying the Customer of the requirement take into account personal circumstances, such as childcare or caring responsibilities or health needs take into account any restrictions outlined in the referral from JCP and ensure that it is reasonable in the Customers individual circumstances. Each Customer undertakes mandatory activity identified by the Advisor as beneficial for supporting that individual into sustained employment. For example, City Works requires all Customers who have not found work after 3 months to complete an associated work taster or placement. All instances of non-compliance are logged on ISIS and reported to JCP. Referral to the Knowledge Bank: Every Customer works with their Personal Advisor to identify services that will improve their chances of finding sustained employment. Customers are able to benefit from the full range of Knowledge Bank services whatever Customer Group they are from. For example some: JSA 18-24 Customers benefit from career guidance from Urbanbiz, and motivational support provided by ImpAct Universal Ltd JSA 25+ and ESA Voluntary Customers benefit from vocational training from Groundwork and debt advice from Debt Advice Network JSA Early Access Customers benefit from mental health support from Mind, support for care leavers from Catch 22s and housing advice from Sanctuary Housing JSA ex-IB and IB Customers benefit from condition management support delivered by Yes2Ventures and reskilling from Meridian Business Support ESA Flow Customers benefit from screening and dyslexia support services from Wise Ability, bespoke training from Learning Light and guidance for employers on employing an individual with disabilities or a health condition from Right to Write ESA ex-IB Customers benefit from the mental health support services delivered by Remploy, mentoring delivered by E-mentoring and vocational training delivered by STAR Ltd and IS Customers benefit from our national parenting advice hotline run by Gingerbread and the flexible working expertise of Pay & Employment Rights. Customers are made aware of these additional services by their Personal Advisor at their follow up engagement, and throughout the programme. A menu of Knowledge Bank provision is maintained in ISIS and prominently displayed in subcontractors premises. When a Customer is referred to the Knowledge Bank they agree a Referral Plan with their Advisor, which is stored on ISIS, detailing the aims and expected outcomes. G4Ss Regional Contract Management Team monitors Knowledge Bank performance monthly to evaluate and evolve our services, based on what demonstrably increases outcomes. Pre-Work Preparation: When a Customer is offered a job, they are immediately booked into a pre-work engagement session with their Personal Advisor. Their Personal Advisor supports them with applying for in-work benefits such as tax credits and housing benefit run-on. Advisor and Customer create an In-Work Action/Contact Plan outlining the activities that each will undertake in order to ensure that the Customer can successfully start work, and remain and progress in employment. The Personal Advisor sets out inwork expectations providing financial support for the Customers first few weeks in work. All eligible Customers are informed of the assistance they could receive from schemes such as: Access to Work Individual Placement Support and Wise Ability Dyslexia Work Preparation Programme. Pre-work activity is tracked through ISIS to evaluate progress and trigger support where needed. In Work Support: For the first 13 or 26 weeks of employment, every Customer is supported by their Advisor. Customers In-Work Plans are reviewed with their Advisor after the first week to identify support required. After 13 or 26 weeks, each Customer is tracked by a dedicated In-Work Advisor in their Job Broker or by specialist In Work Partner Renovos Workfriend service providing 24/7 telephone/online mentoring to maximise their chances of sustaining and progressing in employment. Tracking is
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) managed and driven through ISIS. Customers can self-access a range of in-work support services in NE Yorks & H, including: mentoring delivered by The Carers Resource under the North Yorkshire Learning Consortium and crisis intervention delivered by Addaction. Did Not Engage: Where a Customer fails to engage, the Job Broker phones the Customer within 30 minutes to ascertain, and record on ISIS, the reason for nonengagement. Where the Customer shows reasonable justification, they rebook their engagement with their Advisor. Where no justification is provided, this begins an escalating, time-bound series of interventions to engage the Customer, including daily telephone calls, texts or emails and attending the Customers next signing-on day. G4S has a unique partnership with our Utility Services Division to reach Customers with whom we are finding it difficult to engage. G4S Utility Services 2,000 field staff can conduct a home visit to any property in the UK within 2 hours of being notified. All field staff are vetted to CRB standards, and in accordance with BS7858. At reengagement with field staff, Customers are: reassured that the programme is designed to meet their needs and to support them into sustainable work reminded of their obligations and the possible consequences of non-engagement asked about their reasons for non-attendance and booked into a new appointment with their Advisor. A secure electronic report is produced, automatically sent to the Advisor and recorded on ISIS. Job Brokers also work closely with partner agencies to increase attendance including: DAATs the Probation service and community engagement agencies, such as The Salvation Army. Did not engage activity is appropriately applied across different Customer Groups. If any JSA Customer, or ESA WRAG Customer (with the exception of lone parents with a youngest child under five and full time carers), fails to attend a mandated interview or activity without a reasonable justification, Job Brokers are contractually obliged to inform JCP immediately. ESA Volunteers and IB/IS Customers are not mandated to attend any activity or appointments. When a Customer is reengaged, the Advisor assesses the reason for non-engagement, and makes adjustments accordingly. This might include conducting home visits for Customers with a learning difficulty or health condition reviewing the Customers Contact Plan and facilitating interaction for Customers with specific needs or barriers impacting their ability to engage. Drop out of work process: Where a Customer is identified as being at risk of losing their job, specialist tracking In Work Partners alert the Job Broker responsible. The Advisor facilitates a 3-way mediation process to see if the Customer can remain in employment. Where a Customer is able to keep their job, they work with their Advisor and employer to identify and address in-work needs to reduce the risk of future job loss. Where a Customer is unable to keep or return to their job, the Customer returns to their Job Broker to complete a work review. This includes: analysing the job loss, including by obtaining the employers perspective reviewing and updating the RJG, Action and Contact Plan and notifying JCP. All activity is recorded on ISIS. The Customer learns from the experience gained, and returns to job search activity with their Advisor. Completing the Work Programme: All Customers completing the 2 year Work Programme in NE Yorks & H without finding sustained employment are supported to return to JCP for further support. The Advisor produces an exit report and sends this to JCP within 10 days of the Customer finishing the programme. This exit report is produced by ISIS and contains: each Customers Action Plan, detailing a history of activity whilst with the Job Broker including job applications, events, and referrals to the Knowledge Bank information from employers about work undertaken Customer feedback and the Advisors recommendations on next steps.
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RESTRICTED COMMERCIAL IN CONFIDENCE [4.1a] Customer Journey - Rationale Please describe in detail: your rationale for your proposed Customer Journey(s) detailed above in 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 response MUST be limited to four sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a The G4S Work Programme Customer Journey is delivered by the top performing Job Brokers, Knowledge Bank Providers and In Work Partners in North East Yorkshire and The Humber (NE YORKS & H). G4S subcontracts all service delivery in NE YORKS & H to those organisations that are best placed to deliver those services. Rationale: By operating a fully subcontracted delivery model, G4S ensures that there are no incentives to directly deliver a Customer Journey where that journey could better be delivered by someone else. The past decade of welfare-to-work delivery in the UK has demonstrated that where prime providers directly deliver, they only subcontract for the hardest-to-help Customers or in areas with low volumes at a payment rate well below what is needed for adequate support. A pure prime contractor model separates selfinterest from selecting the best organisations to meet the Customer need and creates a managed marketplace. Benefits to individual Customer groups of this approach: The G4S model ensures that individual Customer Groups are able to benefit from the most appropriate services to meet their individual needs. By subcontracting all front-line delivery, G4S manages and supports a large, diverse network with the skills and experience to meet the needs of Customers in the in NE Yorks & H. The G4S Work Programme Customer Journey provides access to over 92 Knowledge Bank services to support each Customer into sustained employment. Rationale: No one organisation can meet the complex and inter-related needs of many of the Customers who will access the G4S Work Programme in NE Yorks & H. The IPPR highlighted that a lack of integration between prime providers and specialist subcontractors was a main reason for disappointing outcomes on Pathways to Work. G4S directly funds the Knowledge Bank to ensure that there is no disincentive for Job Brokers to access services on behalf of Customers. Benefits to individual Customer groups of this approach: Individual Customer groups are continuously able to benefit from services delivered by the best placed organisations to meet their specific needs and barriers. This access can particularly benefit specific Customer Groups. For example some: JSA 18-24 Customers will benefit from Peach Orators apprenticeship schemes JSA 25+ and IB/IS Customers will benefit from re-skilling through the vocational training provided by Groundwork JSA Early Access Customers will benefit from debt and housing advice through The Minerva Project JSA ex-IB Customers will benefit from mental health support provided by Mind and RBLI ESA Flow and ESA ex-IB Customers will benefit from disability support provided by Remploy and Leonard Cheshire Disability and ESA Voluntary Customers will benefit from condition management therapy provided by Yes2Ventures. The G4S Work Programme Customer Journey is an end-to-end service. All Customers on G4Ss Work Programme are supported by a dedicated Personal Advisor until they find sustained employment or until they complete the programme. The National Audit Office quotes OECD research to show the use of Personal Advisors achieves higher outcomes. Rationale: Joined up service delivery decreases the risk of individuals disengaging from the programme or getting lost between service providers. Breaking the Customer Journey into arbitrary time periods delivered by different subcontractors encourages parking of clients who require more intensive and longer support, Benefits to individual Customer groups: An end-to-end Customer Journey ensures ownership, accountability and gives subcontractors sufficient time and incentive to meet the full range of needs and barriers of all Customer groups. Every individual, irrespective of Customer group, has access to a highly trained, experienced and effective Advisor to co-create their personal journey to sustained employment. G4S know that, on average, some Customer Groups for example long-term JSA Customers, ex-IB Customers and IB Customers will require a much longer period of support before they are able to access employment Only
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a (continued) an end- to-end Customer Journey can help those requiring longer periods of support into employment. The G4S Work Programme Customer Journey is situational. The Customer Journey is not prescribed according to a set of rules. It is co-designed by the Customer and their Personal Advisor in response to individual need to achieve the individuals Realistic Job Goal. Rationale: A one-size-fits-all approach has been proven to be ineffective in welfareto-work delivery. The best performing employment programmes in the UK to date have been those with the most flexibility for example Employment Zones. The Social Market Foundation and the Gregg Review show that the personalised support found in Employment Zones generates 11% higher outcomes. Benefits to individual Customer groups: Saving money on bureaucracy generates the resource to pay for interventions that actually meet individual Customers needs and barriers to employment. For example, by not insisting that every client attends a 4-week mandatory work placement (which may be completely inappropriate for some individuals), we are able to pay for bespoke interventions such as: dyslexia work preparation from Dyslexia Action disclosure advice for offenders from SOVA and in-work health support delivered by Renovo. The G4S Work Programme Customer Journey begins with a warm handover wherever possible. Rationale: Warm handovers have been demonstrated to improve attendance and engagement rates by up to 15%. They: build immediate rapport between the Customer and the Personal Advisor generate a better understanding of rights and responsibilities while on the programme reduce anxiety and increase motivation. The report: Jobseekers Regime and Flexible New Deal Evaluation, highlighted that advisors asked about the referral process at JCP agreed that a warm handover created a more seamless transition for the customer moving on to FND. Benefits to individual Customer groups: All Customers receive a personal welcome onto the G4S Work programme. An immediate momentum and expectation is built up around securing employment. Customers needs and barriers begin to be identified, and first step actions to address those barriers are identified and recorded. Some younger JSA Customers can feel suspicious and sceptical towards employment programmes leading to low levels of engagement and, ultimately, success. Similarly some older JSA Customers can feel jaded by previous employment initiatives that have not worked for them. Some JSA ex-IB Customers and non-voluntary Early Entrants might be nervous about the possible effect on their benefits of participation. A warm handover starts to immediately allay these concerns. For voluntary Customer groups such as IS Customers, IB Customers and ESA Volunteers a warm handover increases participation rates. The G4S Work Programme Customer Journey is built on a Realistic Job Goal (RJG). Securing the RJG, and sustaining and progressing within that role, is the destination of the Customer Journey. Rationale: Without a clear employment objective, welfare-to-work provision is directionless and focuses on the symptoms rather than the cure. A Realistic Job Goal focuses all activity on sustained employment rather than any peripheral objective. This is evidenced by Feedback on DWPs DSO7 Survey. Benefits to individual Customer groups: Drawing on over 200 years welfare-to-work experience we know that one of the key barriers to employment for many Customers is the lack of a RJG. They either do not know what jobs are available, they lack confidence that they have the skills to do that job, or they have an unrealistic expectation about starting salary, type of work or initial level of seniority. Needs to employment are met in relation to the RJG identified ensuring that all, and only relevant barriers are addressed. Some younger JSA ensuring that all, and only relevant barriers are addressed. Some younger JSA Customers have received poor career advice and lack a clear sense of what is a realistic expectation for a first job. Some older JSA Customers have a Job Goal that no longer
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a (continued) exists in the labour market in their area due to industrial decline or a change in the local employer base. Many ex-IB and IB Customers have not worked for a considerable period of time and do not know what jobs they could do with the skills that they have. Some lone parents on IS have lost confidence in their abilities and are unaware of what jobs their transferable skills would qualify them for. Identifying a RJG meets these needs. The G4S Work Programme Customer Journey integrates ongoing needs assessment. This begins at the warm handover, and continues throughout an individuals journey to sustained employment. Rationale: Customer needs change over time. To best meet changing needs, Customers need ongoing assessment from a range of experts. Customers can be reluctant to disclose their full range of needs and barriers in the early stages of a programme - instead waiting until they have built up more trust and rapport with their Advisor over a series of meetings. DWP research (report 105) shows that continuous assessment increases customer confidence, and the likelihood of a successful outcome. Benefits to individual Customer groups: All Customer groups have access to the assessment expertise of our subcontractors Advisors, as well as specific needs assessment tools such as Dyslexia Screening provided by Knowledge Bank organisations Dyslexia Action and Wise Ability. Ongoing needs assessment activity informs each Customers: RJG situational Action and Contact Plan (including mandatory activity and Knowledge Bank referrals) and in-work support. The G4S Work Programme Customer Journey is mapped on a situational Action Plan. This incorporates an individual situational Contact Plan for each Customer. Rationale: Outlining the destination for each Customers journey is not sufficient. The Gregg Review (p.42) notes a wealth of international evidence to support the importance of a personalised action plan co-owned by the Customer to set an RJG, and to measure progress. G4S do not insist on rule-based levels of contact. For example, it is inefficient and counterproductive to insist on seeing a Customer fortnightly if they are on a 3-week work placement. Rather, G4S insist that all contact levels are appropriate. Appropriateness is measured by G4Ss Supply Chain Managers, and defined as a level of contact that supports every Customer towards employment. Benefits to individual Customer groups: Recording and measuring progress against the situational Action Plan ensures that every Customer is receiving the support that they need. All activity is based on individuals needs rather than on their Customer Group. Every Action Plan and Contact Plan is different, reflecting the unique needs presented by each individual. The G4S Work Programme Customer Journey features mandatory activity. Rationale: Mandatory activity is a key feature of successful welfare-to-work provision. Some individuals will require compulsory engagement and action in order to progress into sustained employment. Benefits to individual Customer groups: G4Ss Job Brokers apply our situational approach to mandatory activity. Mandatory activity is used appropriately where it is in the best interests of the Customer to meet needs and barriers that would not be met any other way. IB Customers, IS Customers and ESA Support Group Customers are not mandated to any activity. ESA WRAG Customers are able to benefit from compulsory interventions such as attending appointments and attending training as agreed with their Personal Advisor these do not include any actions relating to undertaking medical treatment, applying for work or taking up employment. Mandating activity for this Customer group increases motivation, self-confidence and overcomes wider internal barriers to employment such as a fear of failure. JSA Customers are able to benefit from mandatory activity including applying for jobs, work experience, attending appointments, attending interviews, group activities and taking up job offers. For many JSA Customers benefit dependency and a fear of work are significant barriers to sustained employment. G4S knows that the greater the level of intervention, the more
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a (continued) chance of helping an individual secure sustained employment. The G4S Work Programme Customer Journey embraces pre-work preparation. Rationale: High quality pre-work preparation increases sustainability rates. Previous welfare-to-work initiatives have seen very high levels of drop-out in the early days and weeks of employment due to inadequate pre-work preparation. Linking pre-employment provision with in-work support for skills helps people to get into work quickly, while continuing to improve their skills. (NAO Nov 07) Benefits to individual Customer groups: All Customer groups receive appropriate, rigorous pre-work preparation addressing their in-work needs and anticipating barriers to sustainment. This ensures that all Customers have a smooth transition from benefits to work, and increases their likelihood of staying in work. Many longer-term workless JSA and ex-IB Customers have been out of work for a considerable period of time, and some have become very detached from expectations of the workplace. Some younger JSA Customers will never have worked and will not understand working culture. Some Early Access JSA Customers will have experienced significant social exclusion that may ill-equip them for understanding the workplace. Effective pre-work preparation meets these needs. The G4S Work Programme Customer Journey includes bespoke in-work support. Rationale: Effective, tailored in-work support increases sustainability rates. DWP research (report 95) shows that, in the USA, ongoing mentoring leads to 65% of employers reporting improved retention. Benefits to individual Customer groups: Bespoke in-work support identifies and addresses individuals in-work needs, supporting Customers through the difficult first days, weeks and months in employment and giving them the best possible chance of sustaining and progressing in employment The G4S Work Programme Customer Journey drives Customer attendance. Rationale: Activity and contact levels drive performance on welfare-to-work programmes (DWP, Research Report No 638). All non-attendance is rigorously pursued to underline attendance expectations, conditionality and work ethic. Benefits to individual Customer groups: For many Customers, motivation, work ethic and activity levels will be a significant barrier to securing and sustaining work. Managing Customer attendance is one of the most effective ways of addressing this barrier. JSA Customers benefit from mandatory appointments to build work ethic and acclimatise individuals to getting up in the morning, arriving at appointments on time, regular patterns of activity, working with other people and keeping to commitments. The G4S Work Programme Customer Journey contains fast, effective intervention for Customers who drop out of work. Rationale: Early intervention can help Customers who have dropped out of work to either regain their previous position, or build on the work skills gained to quickly find alternate jobs. Benefits to individual Customer groups: Additional needs and barriers are identified that caused the individual to drop out of work, and these are appropriately addressed through the intervention of their Advisor, In Work Partners and, where necessary, Knowledge Bank support. Some JSA Customers can find themselves in the low-pay no-pay cycle. Many IS, IB and ex-IB Customers will not have worked in a considerable period of time. Employment can be difficult to sustain for these Customers. By providing fast, effective intervention for Customers who drop out of work we ensure that individuals are given opportunities to obtain and sustain employment. For unsuccessful Customers, the G4S Work Programme Customer Journey ends with a warm handover back to JCP, coupled with an exit report. Rationale: A warm handover back to JCP, supported by the exit report, ensures that progress made is not lost and the Customer is not starting from scratch. Benefits to individual Customer groups: The report identifies needs and barriers to employment that were not met for each Customer, and provides a plan of activity going forward.
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RESTRICTED COMMERCIAL IN CONFIDENCE [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 response MUST be limited to two sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1b G4S has created 10 Minimum Service Delivery Levels to reflect our situational, workfirst approach to delivery, which form the minimum service every Customer will receive from the Work Programme in North East Yorkshire and The Humber (NE Yorks & H). 1) Every Customer will have an individual Personal Advisor who is responsible for supporting them into sustained employment. There is a large body of academic research demonstrating that a Personal Advisor model works best (for example, see DWP Research Reports 122, 144, & 494). A Personal Advisor provides: continuity of service to Customers, building trust and understanding shared accountability for the achievement of a sustained job outcome and the most effective method for designing and delivering an individual journey of support. Addressing need: Customer need is determined by individual circumstances rather than Customer Group. Personal Advisors co-design a bespoke route back to employment based on each Customers unique circumstances. 2) Every Customer will receive a comprehensive Work Programme Induction, in the most appropriate format for them, within 2 weeks of referral. A good Induction is essential to: welcome individuals to the Work Programme explain rights and responsibilities explain what resources are available and to map out each persons journey through the Work Programme. Addressing need: All Inductions are done in a format that most appropriately meets the needs of individual Customers in NE Yorks & H. For example, Lone Parents are supported with childcare to enable them to attend. Younger people are inducted using non-classroom based techniques. Customers who are disabled or who have a health condition receive their induction in a format that meets their additional requirements for example a Customer with a learning disability might have their induction delivered in more than one sitting. 3) Every Customer will be supported to identify a Realistic Job Goal (RJG) within 2 weeks of referral. The RJG provides a target for each Customers job search activity. The needs of individuals and Customer groups are assessed in relation to the Realistic Job Goal ensuring that all, and only activities that are necessary to help the Customer achieve sustained employment are identified and implemented. Addressing need: Some younger people are unemployed because they have received poor career advice and do not know what they can realistically do. Some older workers have a job goal that no longer exists. Many Lone Parents and people who have been out of work for a long period of time can lack confidence about what job they can do. Some people with health conditions or who are disabled can be unsure what type of job could fit around their condition. Identifying a Realistic Job Goal provides an achievable goal for their activity. 4) Every Customer will have an Action Plan. An individual Action Plan provides a concrete timetable and set of clearly defined steps for each person to attain their realistic job goal. It also provides a clear platform for measuring progress. Addressing need: Younger jobseekers can lack direction and become disheartened by set-backs in the job search process. Customers fast-tracked onto the Work Programme or with a health condition or who are disabled can present additional barriers to employment that need to be overcome. An Action Plan sets out a clear route to meeting these needs. 5) Every Customer will have a Situational Contact Plan. High levels of activity and intervention are necessary to move people from benefit-dependency into sustained employment. It is not appropriate to mandate the same level of contact for everyone. Rather each Customer should receive the appropriate level of support based on their individual circumstances. For most Customers this will be at least fortnightly. For many Customers it will be daily. Addressing need: Many lone parents in NE Yorks & H will access the Work Programme to look for employment support once their youngest child
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1b (continued) reaches nursery age. This might suggest reduced contact before that date, and accelerated contact afterwards. Many ESA Customers will have fluctuating health conditions a Situational Contact Plan is the best way to meet their needs. Some younger JSA Customers can require regular, daily contact to help instil a positive work ethic. For older JSA Customers and IB Customers, a Situational Contact Plan can meet their needs to fit around, for example, health appointments. 6) Every Customer will receive Job Brokerage support including, as a minimum, a CV, Interview Training, and a Better-Off Calculation. Job Brokerage is a necessary condition for finding an individual employment. In addition to the above minimum, it encompasses activities such as: building motivation and confidence, application form filling, and cold calling employers. Addressing need: Younger Customers can often present negatively at interview by using inappropriate language. Older Customers can have a poor quality or out-of-date CV. Early-entrant and ex-IB Customers can have long periods of absence from the workplace that they find difficult to explain on a CV or at interview. Lone Parents can lack confidence at interviews. Professional Job Brokerage addresses these needs. 7) Every Customer will receive ongoing needs assessment. For the majority of people it is necessary to identify needs in order to effectively meet them. Needs assessment is not a one-off activity done at the start of the G4S Work Programme. Rather it is an ongoing process that develops as the relationship between Personal Advisor and Customer deepens. Addressing need: The complex needs of younger JSA Customers are often only fully identified as a result of building rapport over a period of time. JSA ExIB and IB Customers can initially be mistrustful of the Work Programme, hiding needs at initial assessment. Many ESA Customers will have fluctuating needs that can only be identified, and appropriately addressed through continuing needs assessment. 8) Every Customer will have access to the G4S Knowledge Bank. Some people require additional expert intervention to secure employment that Job Brokers are not able to provide. Addressing need: All Customer Groups have access to specialist provision in our Knowledge Bank in NE Yorks & H. For example, older JSA Customers, ESA and IB Customers will benefit from condition management support provided by Yes2Venture. Lone Parents, including IS Customers, can access our telephone support service for parenting advice provided by Gingerbread. JSA 18-24 Customers will benefit from career advice from The Princes Trust and JET Ltd. 9) Every Customer will receive pre-work support. Pre-work support prepares a Customer for work, identifies what in-work support might be required and increases the chances of individuals staying in work. Addressing need: Younger Customers entering work for the first time, or other Customers starting work after a long period of unemployment such as ex-offenders, ex-IB Customers or Lone Parents benefit from prework preparation to understand work-expectations. 10) Every Customer will receive in-work support including mentoring, crisis intervention and ongoing career management. Every Customer will have this documented in an In-Work Action Plan. In-work support increases the chances of individuals staying in employment. Addressing need: Older JSA Claimants, including those who have been on IB, can find it difficult to cope with holding down a job. JSA Early Access Customers can find it difficult to deal with the structure that being in employment imposes. Many ESA Customers find balancing employment and managing their health condition difficult. Lone Parents can struggle in the early months of employment particularly if their childcare falls through. G4Ss in-work support meets these needs, provided by Renovo, Inspire 2 Independence, Pertemps and SOVA.
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RESTRICTED COMMERCIAL IN CONFIDENCE

PART 5:

SUPPLY CHAIN MANAGEMENT

[5.1] Delivery Strategy Please describe in detail your delivery structure for all elements of the Work Programme provision across this CPA and explain why you consider your delivery strategy to be the best approach for customers in this CPA. You should clearly state how you intend to work with your sub-contractors and how you will ensure the needs of all your customers, including the hardest to help, are fully addressed from within your supply chain including voluntary sector organisations where appropriate. Please also complete:

Annex 2 to show the structure to be put in place within the supply chain to deliver 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 response MUST be limited to three sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 5.1 G4Ss delivery model is designed to support more people into sustained employment in North East Yorkshire and The Humber (NE Yorks & H) than any other. G4Ss delivery structure builds on what works, and learns from the mistakes of other Prime Contractor models. At the heart of this is the belief that there is a distinction between job brokerage, in-work support and additional specialist services. G4Ss delivery model is based on the following of key delivery strategies. Delivery Strategy: G4S manages an entirely subcontracted delivery model in NE Yorks & H. Evidence that this is the best approach for Customers: G4S is the worlds leading supply chain manager, and is best placed to select, manage and coordinate a network of existing welfare-to-work organisations to effectively meet Customers needs in NE Yorks & H. A pure Prime Contractor approach takes away conflicts of interest that inevitably arise when an organisation is both a deliverer and a contractor. Delivery Strategy: G4S subcontracts job brokerage services to the very best local and national Job Brokers delivering in NE Yorks & H, including: City Works East Riding Council Inspire 2 Independence (I2I) Pertemps and SOVA. These organisations have been selected based on their evidenced ability to meet the needs and barriers of all Customers in the region. Evidence that this is the best approach for Customers: G4S has selected organisations with the experience, skills and expertise of meeting the needs of all Customer groups, including those hardest-to-help, and supporting them into sustained employment. For example: City Works is a local organisation based in Hull that placed over 300 people into work on their successful BRITE (Building Routes Into Training and Employment) project, 75% of which sustained employment beyond 13 weeks East Riding Council ensures comprehensive delivery across vast rural areas through 50 local authority premises in East Riding Pertemps is a national organisation that is currently the second best FND provider and has achieved Investors in People and Positive about Disability status I2I is a national organisation with the ability to engage all Customers, particularly JSA 18-24 Customers, through their innovative services delivered from professional football stadiums across NE Yorks & H and SOVA is a voluntary organisation working successfully with Probation Trusts and Colleges to deliver education and employment services to ex-offenders in Yorkshire and the Humber. For Example: Inspire 2 Independence were the highest performing provider in their Flexible New Deal (FND) network, achieving 58% job starts and 80% 26 week outcomes Delivery Strategy: G4S has selected 5 Job Brokers to provide services in NE Yorks & H. G4S has a reserve list of 8 Job Brokers. Evidence this is the best approach for Customers: the G4S approach ensures that contingencies are in place should an organisation in the supply chain fail it ensures Customer flows can be distributed appropriately so that no Job Broker is operating beyond their maximum capacity and it encourages competition to achieve high job and sustainability outcomes (in Australia, DEWR estimate that star-ratings increased 13 week outcomes by 20%). Delivery Strategy: G4S has selected a local authority, East Riding Council, to provide job broking services in East Riding. Evidence that this is the best approach for Customers: East Riding rural geography presents delivery challenges. Many organisations lack effective infrastructure to deliver a comprehensive service to all Customers. Poor transport links isolate Customers from support and jobs in Hull or York. To tackle this, G4S subcontracts East Riding Council, who delivery from 50 community premises across the area, including leisure centres, adult learning centres and business centres in small communities such as Pocklington, Hornsea and Goole. This allows them to reach Customers other local providers who lack this infrastructure cant reach. Delivery Strategy: G4S directly funds a Knowledge Bank of organisations to deliver additional expert interventions to meet Customer needs in NE Yorks & H. Evidence that this is the best approach for Customers: Job Brokerage is necessary for an individual
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.1 (continued) to find employment, but it is not sufficient. G4S has sourced organisations to provide services to meet the broad range of Customer needs and barriers in NE Yorks & H. For example, our Knowledge Bank includes: Future Prospects providing in-work benefit calculations, childcare and health advice for those with long-term health conditions the Mind Consortium delivering mentoring, 1-1 and group support for Customers with mental health needs across NE Yorks & H and The Princes Trust providing mentoring and skills training to JSA 18-24 Customers, including in North Lincolnshire where the number of JSA 18-24 Customers are above both the national and regional average. By directly funding the Knowledge Bank, G4S ensures that there are no financial disincentives for Job Brokers to refer Customers to appropriate additional provision this has been a key failing of other Prime Contractor models. Delivery Strategy: G4S evolves the Knowledge Bank based on performance information generated by our Informatics System for Individual Support (ISIS). Evidence that this is the best approach for Customers: G4S learns what provision is effective and what is not, and uses this information to continuously improve our delivery model and supply chain the Knowledge Bank changes in response to changing Customer need, employer demand and regional demographics and ISIS identifies the unmet needs of Customers enabling us to augment the range of services offered in the Knowledge Bank to meet those needs going forward. Delivery Strategy: G4S has selected organisations for our supply chain that have demonstrated their ability to deliver much longer periods of in-work support than on previous employment programmes. G4S subcontracts Job Brokers and specialist In Work Partners to deliver in-work support to individuals who have successfully reached 13 or 26 weeks employment. These organisations include Renovo, I2I, Pertemps and SOVA. Evidence that this is the best approach for Customers: Many Customers require additional support and expertise to stay in work past their first few months of employment. Some Customers, particularly the hardest-to-help, are trapped in a low-pay no-pay cycle that can only be broken through rigorous, tailored in-work support. G4S has selected the very best organisations to deliver this service, rather than assuming that the organisation who helped the person find work is always the best to help them sustain it. Delivery Strategy: G4S has split NE Yorks & H into 4 distinct geographical sub-regions to manage delivery. These sub-regions are: North and North Yorkshire Coast East Riding Hull and North and North East Lincolnshire. Evidence that this is the best approach for Customers: NE Yorks & H encompasses an area of 11,826 km2 made up largely of rural areas such as the North Yorkshire Moors and Yorkshire Dales. Some small communities are more than 45 minutes from the nearest town. G4S ensures that all Customers have access to provision in these areas. Pertemps have an established presence in Skipton and Northallerton, and are establishing further presence across other rural areas such as Harrogate and Scarborough. Additional coverage is provided by the vast network of community outreach locations used by East Riding Council. In contrast, the urban centre of Hull is readily accessible to many Customers with excellent transport links and higher employment opportunities. City Works has a strong presence in the heart of Hull city centre delivering from 4 accessible High Street premises Delivery Strategy: G4S makes thousands of regional, national, G4S and corporate partner vacancies available through: our National Employer Manager our Employer Liaison Manager for NE Yorks & H the G4S Online Global Careers Centre and our subcontractors vacancy-sourcing activities. In 2010, the organisations in our supply chain collectively sourced 3,500 vacancies with 1,100 employers. Evidence that this is the best approach for Customers: Customers have fast-track access to job vacancies including meter-reading for British Gas and security services for Morrisons. This streamlined access to vacancies increases Customers chances of securing the
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.1 (continued) job. No delivery model in the history of UK welfare-to-work delivery brings as many confirmed jobs as G4S, our subcontractors and our corporate partners G4S works with our subcontractors through the implementation of our supply chain and performance management structure that has been proven across over 6,000 contracts. Every member of our supply chain has: a formal contract with G4S that details the legal and moral obligations on both parties a named individual G4S Supply Chain Manager responsible for their well-being and performance clear weekly numerical targets for attachments, job starts, job outcomes, and sustainments unambiguous provider guidance setting out the qualitative targets and wider responsibilities for G4S and our supply chain. Subcontractors Operations Managers report weekly to their Supply Chain Manager on performance against targets and to share best practice and local intelligence. This weekly review also measures progress against any Performance Improvement Plans. Subcontractors Regional Managers meet monthly with the G4S Contract Director for NE Yorks & H. Subcontractors Senior Managers meet bi-annually with Managing Director, [Redacted], and Head of Operations, [Redacted], and more frequently in cases of underperformance. Formal contact is supplemented by regular informal telephone calls, meetings and emails. G4S works with under-performing subcontractors to improve levels of job and sustainability outcomes. This includes sharing best practice and implementing changes in staffing and management where necessary. Where subcontractors consistently underperform, G4S will move Customer flows to higher performing subcontractors and will, in extremis, remove organisations from our supply chain. G4S has made a clear commitment to a transparent and fair funding model for our supply chain that incentivises organisations to achieve sustained job outcomes for all Customer groups. Job Brokers are paid on attachments, job outcomes and sustainments. Small charitable subcontractors have been given the option of higher attachment fees to ease their potential cash flow burden. In Work Partners are paid on sustainment outcomes achieved. Our Knowledge Bank is flexibly funded with some providers, such as Catch 22 providing phone support, e-support, 1-1 and group support vulnerable young people, paid entirely in up-front fees. G4S believes that no other Prime Contractor is passing through as much funding to subcontracted front-line delivery as G4S are. G4S has demonstrated its commitment to open, honest and fair subcontracting relations that surpass the Code of Conduct and Merlin Standard. Evidence of this comes from the testimony of subcontractors in our supply chain. For example, Director of City Works Tracey Dervey, stated that the innovative approach taken by G4S has been by far the most accommodating and easily understandable. Continuously meeting local Customer need: G4Ss Knowledge Bank has been selected to meet the local needs and barriers of Customers, particularly those hardest-tohelp, in NE Yorks & H. For example: there is high proportion of lone parents in Hull compared with any other local authority area across NE Yorks & H. To meet the needs of lone parents, including those claiming IS, G4S subcontracts Gingerbread to provide telephone advice and guidance to lone parents across NE Yorks & H qualification levels are very low in Hull with 18.2% of the population having no qualifications significantly higher than the national average of 12.3%. G4S subcontracts vocational skills support to organisations such as Learning Light providing skills training through readily accessible e-learning methods and the elderly population in North Yorkshire is increasing sharply with 50% more people aged over 65 expected to be living in the sub-region by 2020. G4S subcontracts support for older works to PRIME including self-employment support. G4S has selected 52 voluntary organisations for the Knowledge Bank in NE Yorks & H, including the 19 organisations under North Yorkshire Learning Consortium. These voluntary organisations are often best-placed to fully address the needs of hardest to help Customers, with a collective experience of over 400 years working in their specialisms.
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RESTRICTED COMMERCIAL IN CONFIDENCE [5.2] Management Structure Please provide: a description of the proposed management structure and how the required management skills and expertise, including working with local stakeholders, have been 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 chain organisations and key delivery partners; and explain why your management structure is appropriate for the Work Programme within this CPA;

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

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4. Note: Format requirement and page limit does not apply to the organisation chart(s) which you must insert as Annex 4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 5.2 G4S manages the Work Programme in North East Yorkshire and The Humber through: our Central Welfare-to-Work Team entirely dedicated to delivering Work Programme contracts our Work Programme Regional Team exclusively dedicated to delivering the G4S Work Programme in North East Yorkshire and The Humber and our subcontractors diverse national, regional and local management teams. G4S Regional Management Team Structure: The Contract Director is responsible for the achievement of all Work Programme contractual, financial and qualitative targets across North East Yorkshire and The Humber. The Contract Director manages: [Redacted] Supply Chain Managers (SCMs), each responsible for the performance and management of [Redacted] Job Broker, [Redacted] In Work Support Partner and up to [Redacted] Knowledge Bank Providers our Employer Liaison Manager, responsible for ensuring that the thousands of vacancies generated every year by G4S and our corporate partners in North East Yorkshire and The Humber are made available to our local delivery partners and our Contract Coordinator, responsible for providing high-level executive assistance and support. Subcontractors Management Team Structures: subcontractors are required to have: a named Operations Manager in each sub-region, reporting to an individual G4S SCM, and responsible for their organisations overall performance across the sub-region and a named Senior Manager reporting to the Contract Director, responsible for the overall performance and consistent delivery of all of that subcontractors G4S Work Programme provision across North East Yorkshire and The Humber. G4S Central Team Management Structure: [Redacted], Managing Director. G4S Welfare to Work. Reports to: Work Programme Project Board chaired by [Redacted], CEO G4S UK and Ireland. Responsibilities: Ultimate responsibility for the success of our Work Programme business ensuring that all contractual, performance, financial and ethical targets are exceeded. [Redacted] (MD) direct reports are: [Redacted], Chief Operating Officer (COO). Responsibilities: Day-to-day operational responsibility for the successful running of our Work Programme in North East Yorkshire and The Humber, ensuring that the Contract Director is delivering their targets Chief Information Officer (CIO), [Redacted]. Responsibilities: Overall responsibility for the implementation, maintenance and improvement of our IT infrastructure in North East Yorkshire and The Humber including our Informatics System for Individual Support (ISIS) Chief Finance Officer (CFO), [Redacted]. Responsibilities: Managing the financial performance of our Work Programme contract in North East Yorkshire and The Humber, including budgetary controls, and overseeing financial audits Head of Communications (HoC), [Redacted]. Responsibilities: Ensuring that all stakeholders in North East Yorkshire and Tthe Humber are continually informed of the progress of G4Ss Work Programme, and its performance against targets Head of Policy (HoP), [Redacted]. Responsibilities: Leveraging the latest policy developments, academic research and national and international best practice to improve performance on the Work Programme in North East Yorkshire and The Humber Head of HR & Development, [Redacted]. Responsibilities: Strategic-level responsibility for recruiting, training, and developing both our own staff, and those of our supply chain. Responsible for a smooth and successful TUPE transition. [Redacted] (CIO) direct reports are: our IT Projects Manager, [Redacted], responsible for deploying and maintaining ISIS, and for managing the IT Support Analyst (who is responsible for user maintenance and first-line support) and our PRaP Interface Manager, responsible for all aspects of PRaP interface, and for managing our Data Inputters (who are responsible for inputting PRaP data accurately and securely onto ISIS). [Redacted] (CFO) direct reports are: two Management Accountants, responsible for producing accurate and timely management reports explaining variances against budget, performing month end duties and assisting subcontractors with financial planning
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.2 (continued) [Redacted] (HoC) direct reports are: [Redacted] Marcoms Executives, responsible for producing our performance updates, weekly reports, our North East Yorkshire and The Humber newsletter, and for maintaining our website. [Redacted] (COO) direct reports are: our Head of Compliance, responsible for the contractual and legal compliance of our Work Programme contract in North East Yorkshire and The Humber throughout our supply chain. The Head of Compliance manages [Redacted] Audit Officer responsible for delivering internal and subcontractor audits our National Employer Manager responsible for strategic level employer relationships, and for ensuring that all of our vacancies and those of our corporate partners are accessible to all Customers Contract Directors including the Contract Director for North East Yorkshire and The Humber. G4S identified the required management skills and experience for delivering Work Programme in North East Yorkshire and The Humber, including working with local stakeholders, by: surveying the skills sets of current high-performing managers in the welfare-to-work space, and in adjacent spaces such as recruitment and supply chain management mapping the required tasks for delivering and managing the Work Programme in North East Yorkshire and The Humber against a set of skills and desirable experiences the expert input of our Project Board, HR Team and local stakeholders for every role producing a set of core Key Performance Indicators and plotting each of these against a set of requisite skills and experiences and auditing each role profile and person specification to ensure that they embrace skills and experience in working with local stakeholders. G4S delivers the required management skills and experience by: producing detailed role and people specifications for every role in our management structure based on the needs analysis above advertising widely for potential candidates selecting candidates based on competency-based interviewing and role-based tests only selecting managers who can demonstrate the skills and experience to work with local stakeholders and only selecting subcontractors with relevant management skills and experience. G4S adopts a positive, open and proactive approach to working with our supply chains management teams. We: sign a contract with each subcontractor outlining what they can expect from G4S, their responsibilities, their minimum performance levels, Minimum Service Delivery Levels, and dispute resolution procedures match a named Operations Manager at each subcontractor with a named SCM within our North East Yorkshire and The Humber Regional Team co-produce a Situational Management Plan with each subcontractor describing how we will work together this plan is reviewed quarterly hold structured performance meetings between the Operations Manager and SCM focussing on variance from contracted numbers (both positive and negative), core delivery issues and action planning for continuous improvement. The frequency of these meetings is determined by the performance and risk rating of the subcontractor, and is at least fortnightly. Underperforming subcontractors are contacted daily. hold quarterly Strategic Performance Reviews for large national providers between a providers Senior Manager and the North East Yorkshire and The Humber Contract Director conduct daily informal telephone calls where appropriate between Contract Director, our SCM and managers at all levels of our supply chain deliver best practice sharing workshops and management training across our management teams, and those of our supply chain hold both our own managers, and our supply chains managers accountable for performance in North East Yorkshire and The Humber through league tables, individual performance reviews and input to remuneration setting recognise and rewarding success in our subcontractors management teams, including at our awards ceremony at our annual subcontractor Management Forum work closely with the national senior
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.2 (continued) managers of our supply chain through, for example, representation at ERSA, the the CBI Welfare to Work panel and other industry bodies drive the input of our subcontractors managers into the improvement of the whole G4S Work Programme through attendance at our bi-annual Strategy Forum ensure that all managers are able to exploit the full functionality of ISIS in producing management reports and informatics to inform performance improvement support subcontractors managers in the production of their Employer Engagement and Stakeholder Engagement Plans, and co-review those plans bi-annually implement a clearly defined escalating step-in process for underperforming subcontractor managers, beginning with activities including action planning, and active support, moving through activities such as retraining and job-shadowing and ultimately to requiring managers to be replaced in the event of continued under-performance. Why G4Ss Management Structure is the most appropriate for delivering the Work Programme in North East Yorkshire and The Humber. G4S has made a clear choice to maximise the amount of resource available to front-line delivery by passing through 90% of the funding that we receive directly through to our supply chain. This is more than any other Prime Contractor. Other Prime Contractors have a model of employing secondrate subcontractors (top-performing subcontractors will not accept their payment terms), and trying to improve them through large, over-bearing contract management teams. The G4S model is to pick the very best subcontractors (17 of the largest welfare-to-work deliverers in the UK applied to be part our supply chain, and only 2 got through our rigorous selection process, which considered performance, infrastructure, geographical coverage, quality of service, and corporate values), and to add value to their delivery through lean, expert supply chain management. Our selection process was a wrap-around assessment consisting of multiple stages, including; consultation, assessment of capability, evidence of high-performing Customer-related activity, proven stakeholder engagement and geographical coverage. G4S deploys a management structure that is small enough to maximise resource at the front-line, whilst being large enough to provide assurance that all targets in our Work Programme in North East Yorkshire and The Humber will be met. Our Central and Regional management structures reflect G4S best practice, drawing on our proven track record of efficiently delivering complex public service contracts involving diverse supply chains. Our Regional Management Team is structured to provide maximum support and rigorous performance management to our supply chain. Each subcontractor has a named SCM. G4Ss Management Structure has a clear hierarchy of authority. Operations Managers within our subcontractors report in to SCMs, who report to the Contract Director, who reports to [Redacted], (COO). Functional staff report to their departmental lead. Departmental Heads and Directors report to Managing Director, [Redacted]. This is most appropriate for the Work Programme in North East Yorkshire and The Humber as it ensures clear accountability for performance at every level of the organisation. Everyone in G4Ss management structure has appropriate spans of control no manager has more than 8 direct reports. This is most appropriate for the Work Programme in North East Yorkshire and The Humber as it ensures that managers are appropriately stretched without being overloaded. G4S implement a flat management structure front-line staff are no more than 5 steps away from the Managing Director. This is most appropriate for the Work Programme in North East Yorkshire and The Humber as it empowers staff to make decisions, and facilitates increased communication. G4Ss management structure has centralised support functions. This is most appropriate for delivering the Work Programme in North East Yorkshire and The Humber because it: reduces overheads ensures that North East Yorkshire and The Humber benefits from national lessons and best practice increases the level of professionalism in specialist areas such as finance and HR and clearly separates audit activity from delivery.
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RESTRICTED COMMERCIAL IN CONFIDENCE [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 this CPA is of a consistently high standard and meets your minimum service levels;

Your approach to performance improvement activities for your supply chain as a whole, outlining how you and your supply chain will act on the findings of any monitoring activity including the resolution of issues from within your own supply chain, partners or other bodies.

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

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RESTRICTED COMMERCIAL IN CONFIDENCE 5.3 G4S currently manages and monitors the quality and performance of over 5,000 suppliers delivering 1 billion worth of services each year. We have used this breadth of experience to inform our management and monitoring systems for the delivery of the Work Programme in North East Yorkshire and The Humber (NE Yorks & H). G4S manages Work Programme delivery in NE Yorks & H through: setting a clear vision with clear objectives communicating our vision and objectives throughout the supply chain setting clear Key Performance Indicators (KPIs) for every person in our Work Programme structure in NE Yorks & H regular reporting against those KPIs at an individual, team, subcontractor, regional and national level holding individuals and subcontractors accountable for their performance improving underperformance and rewarding and sharing over-performance. G4Ss objectives for the Work Programme are encapsulated in our 10 Core Performance Criteria: 1) Exceeding all Job Outcome Targets 2) Exceeding all Sustainment Targets 3) Maximising Stakeholder Satisfaction 4) Offering appropriate support to every Customer 5) Maximising Customer Satisfaction 6) Maximising Employer Satisfaction 7) Ensuring the well-being and diversity of our Supply Chain 8) Achieving parity of outcomes across all demographic groups 9) Delivering on our Minimum Service Delivery Levels (MSDLs) 10) Meeting all contractual and evidence requirements. G4S communicates these objectives within our own organisation, and through our supply chain, via: staff inductions weekly briefing sessions quarterly roadshows bi-annual staff conferences our fortnightly newsletter and weekly performance reports. Subcontractors manage the communication of these objectives within their own organisations via: email meetings internal briefings ongoing training and cascading all G4S communication. G4S turns every objective into a set of measurable KPIs. G4Ss 10 Core Performance Criteria form 25 KPIs, including KPIs for each Minimum Service Delivery Level. These are held in their entirety at an organisational level by the Managing Director. They are subdivided into contract-level KPIs, subcontractor KPIs and individual staff member KPIs. Subcontractor KPIs form part of that organisations contract with G4S. Individuals KPIs form part of staff members job descriptions and bonus criteria. G4S reports publicly against these KPIs on a weekly basis at a national, regional and subcontractor level. Subcontractors and Supply Chain Managers receive a weekly report broken down at team and individual staff member level. G4Ss subcontractors management of the Work Programme in NE Yorks & H mirrors that of G4S. They: communicate the G4S vision and objectives to their staff cascade their contractual KPIs to individual Operations Managers and frontline staff use G4Ss regular reports to hold each member of staff responsible for their achievement against their share of the KPIs performance manage underperforming staff and reward and recognise over-performing staff. G4S and subcontractors manage underperformance in NE Yorks & H at an individual level through Performance Improvement Activities led by that individuals Line Manager. Short-term underperformance (for example missing one KPI in one week) is dealt with at that individuals weekly performance review. The individual is required to explain the failure, and outline what steps that they are taking to ensure that it does not happen again. Missing a KPI over a series of weeks becomes a matter for Performance Improvement Planning. This Plan can encompass retraining, daily catch-up calls, work shadowing and additional management time. Consistent failure to hit KPIs results in the termination of that employees contract. Underperformance at a subcontractor level in NE Yorks & H is managed through Performance Improvement Activities led by the G4S Supply Chain Manager responsible for that organisation. Subcontractors are required to explain variances against their contracted KPIs at their fortnightly performance reviews. Consistent underperformance is
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.3 (continued) subject to Performance Improvement Planning, the reassigning of referral numbers, escalating support measures, and ultimately termination of contract. Underperformance across NE Yorks & H is the responsibility of the Contract Director, who is accountable to the Chief Operating Officer and ultimately to the Managing Director. Underperformance across all G4S Work Programme contracts is the responsibility of the Managing Director, who is accountable to DWP and the Project Board, and who retains his job on the basis of meeting all of our commitments. G4S and our subcontractors manage over-performance at an individual level in NE Yorks & H through: public acknowledgement in the fortnightly newsletter congratulatory letters from the Contract Director and Managing Director the presentation of awards at our annual ceremony and increased remuneration. Over-performance at a subcontractor level in NE Yorks & H is recognised and rewarded through: weekly subcontractor league tables increased referral numbers the presentation of awards at G4Ss annual ceremony in July and G4Ss funding model that financially rewards subcontractors for over-performance. G4S and our subcontractors actively manage the sharing of best practice to ensure a consistently high standard of provision across NE Yorks & H by: producing and disseminating written best practice guides highlighting best practice in our fortnightly newsletters using ISIS to generate best practice evidence facilitating best practice sharing workshops shadowing top-performing staff and creating a community of practitioners facilitated through the G4S website. By actively managing performance at every level of our delivery structure, and actively disseminating best practice, G4S ensures that the whole provision within NE Yorks & H is of a consistently high standard. If any piece of our delivery network is underperforming, our weekly reporting identifies the discrepancy. No underperformance is tolerated every instance is actively managed using the processes outlined above. Ultimately we manage the consistent performance of the entirety of our provision against our minimum standards by removing elements of our delivery that, even after support, are unable to meet our exacting high standards. The main tool that G4S and our subcontractors use to monitor the quality of our Work Programme delivery against our 10 Core Performance Criteria is ISIS our Informatics System for Individual Support. ISIS is a custom-built performance management system, combining a leading case-management system with world-class contract management and reporting tools. ISIS reports in real-time, at advisor level through to national level, on: job outcomes against target sustained job outcomes against target Customer progress against Action Plans Customer compliance with Situational Contact Plans utilisation of Knowledge Bank support efficacy of Knowledge Bank support progress against Customer needs identified repeat vacancy generation rates sustainability rates by employer, industry and job the number of subcontractors in our supply chain the percentage of suppliers from the private, public and third sectors in our supply chain the percentage of small subcontractors (less than 50 employees) in our supply chain the percentage of our supply chain achieving all of their contracted targets parity of outcomes across demographic groups delivery of our MSDLs and compliance against contractual targets. G4S and our subcontractors further monitor the quality of delivery of the Work Programme to ensure that the whole provision within NE Yorks & H is of a consistently high standard and meets our MSDLs through: actively seeking regular DWP feedback quarterly surveys Customer focus groups employer focus groups individual interviews with Customers and other stakeholders mystery shoppers verbal, written and online questionnaires group forums monitoring industry sites such as Indus Delta feedback from our Supply Chain quarterly reports from our Supply Chain
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.3 (continued) Managers quarterly financial health checks of our subcontractor base feedback from industry bodies such as ERSA audits by our internal audit team G4S Assessment Services reports external audits and DWP audits. Performance Improvement Activities: In addition to the performance activities outlined above, G4S uses the data that we obtain through ISIS, and our wider monitoring activity, to improve performance levels throughout our supply chain, including in our regional and central management teams. G4Ss approach to performance improvement activities: G4S provides supportive, rather than punitive contract management to drive performance. Engaging with underperforming subcontractors is a continuous and progressive practice rather than a crisis response. Having set ambitious and realistic targets, we action plan and review together with our subcontractors to help them deliver. G4S communicates with subcontractors on a daily basis. Analysis of ISIS data is carried out on a weekly and monthly basis, with daily breakdowns available where appropriate. G4S uses this capacity to quickly identify problems to rapidly engage with underperforming subcontractors. G4S acts on the findings of any monitoring activity by: communicating the results of that monitoring activity throughout our own organisation and our supply chain assigning a dedicated Responsible Manager to the feedback at an appropriate level of seniority working with subcontractors, stakeholders and our own staff as appropriate to devise a Performance Improvement Plan or Best Practice Rollout Plan holding the Responsible Manager to account for the implementation and efficacy of the Plan through fortnightly reviews with their Line Manager (or monthly reviews with the Project Board where the Responsible Manager is the Managing Director) modifying processes, procedures and/or infrastructure in light of the monitoring activity to ensure continuous and sustained improvement across our delivery. Our Supply Chain acts on the findings of any monitoring activity through the implementation of activities on the Performance Improvement Plan or Best Practice Rollout Plan including by: retraining staff modifying induction processes changing management increasing the availability of resources work-shadowing top-performing staff changing employer liaison methods delivering best practice workshops improving communication channels improving Action Plan checks employing additional staff modifying interview preparation techniques revising case review procedures improving needs assessment methodologies adapting in-work support and streamlining Knowledge Bank referral processes. G4S effectively resolves issues from within our own supply chain, partners and other bodies. G4S implements a preventative approach to potential issues by maintaining a close and open relationship with all subcontractors, partners and stakeholders. As part of our comprehensive Stakeholder Engagement Strategy compiled by [Redacted]for NE Yorks & H, all of G4Ss supply chain, partners and other bodies have a named contact within G4S to whom they can raise issues. When an issue is raised, the named individual: acknowledges the issue logs the issue on ISIS produces an Issue Response Plan reports on progress against the Issue Response Plan at fortnightly reviews with their Line Manager updates the Stakeholder Engagement Plan to acknowledge the issue, and to ensure ongoing communication of progress to the stakeholder concerned. If an issue is not resolved within the timescales agreed, then the issue is automatically escalated to the next layer of management by ISIS. G4S has a confidential Whistleblowing hotline, managed by an external agency, Safecall, which can be used by all G4S and subcontractor staff to raise issues anonymously. All staff are made aware of the hotline at induction, through ongoing training, quarterly reminders and posters displayed in all offices.
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RESTRICTED COMMERCIAL IN CONFIDENCE [5.4] Delivery Locations Provide details of the key delivery locations and explain how you and your supply chain will achieve full geographical coverage of provision for the delivery of the Work Programme within this CPA; and

Detail what you have taken into account in terms of the needs of the customer 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.

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RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 Key delivery locations:

Subcontractor Location Indicative size (sq. ft.) 370 390 310 357 4,200 2,080 1,345 1,152 1,123 800 1,000 1000 800 2,200 2,475 1,825 2,300 1,700 2,202 1,225 900 1,100 900 800 901 900 Indicative number of staff (steady state) 2.2 1.2 0.7 1.2 11.7 7.4 4.2 5.8 3.2 5.45 2.95 5.9 5.9 7.25 9.25 7.25 9.25 7.5 8.25 7 5.25 4.55 2.55 5.05 2.55 4.3 Within 15 minutes of public transport? Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y DDA compliant?

SOVA

Pertemps

Inspire 2 Independence (I21)

City Works

East Riding Council

East of Riding CC(Business Centres)

East of Riding CC (Customer Service Centres)

East of Riding CC (Leisure Centres)

Adult Education Centres

Renovo (UK call centre in Swansea)

Hull Hull Hull Goole Hull York Harrogate Scarborough Skipton Northallerton Northallerton Selby Selby Cleethorpes Scunthorpe York Hull Hull Hull Hull Hull Beverley Driffield Bridlington Cottingham Goole Becklands Bridlington Brough Driffield Beverley Goole Goole Humber Kelleythorpe Kilnbeck Market Weighton Anlaby Beverley Bridlington Brough Cottingham Driffield Goole Heddon Hessle Howden Hornsea Market Weighton Pocklington Withernsea Beverley Bridlington (Leisure Bridlington (Sports Cottingham Driffield Francis Scaife Goole Haltemprice Hornsea Pavilion South Cave South Holderness Beverley Adult Bridlington Cottingham Goole Adult Hornsea Pocklington and South Holderness South Hunsley Withernsea Virtual cross CPA cover

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

1009 1009

2.65 1.65

Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y

G4S delivers the Work Programme in North East Yorkshire and The Humber (NE Yorks & H) through 98 organisations working from over 303 key delivery locations across
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 (continued) the entire geography of NE Yorks & H (71 Job Broker and In Work Partner sites and 232 Knowledge Bank sites). G4S has developed a supply chain that guarantees that no Customer is ever more than 30 minutes travel time away from a Job Broker or outreach site. In addition to this comprehensive network of sites, G4S and our supply chain ensure that the full range of provision is delivered across all parts of the CPA by: brokering access to outreach sites for all subcontractors encouraging premises sharing amongst Subcontractors for example many Knowledge Bank providers deliver from Job Brokers premises and through peripatetic delivery of services for example East Riding Council delivers peripatetic services from local authority premises including leisure centres and libraries (as in shown in the above chart). G4S has selected a supply chain with a spread of delivery sites across the region proportional to the anticipated number of referrals, whilst ensuring that every Customer has access to the full range of provision as demonstrated in the map below. G4S has further verified that our delivery model provides full geographical coverage through: testing our delivery model with key strategic partners in the region including SFA sensechecking our delivery map with key members of our supply chain such as City Works and Inspire 2 Independence correlating our delivery premises with those of Jobcentre Plus and substantiating that all delivery premises are located close to public transport hubs 100% of premises in NE Yorkshire & H are within mile of a public transport link. G4S Work Programme Delivery Map for CPA18
North Yorkshire York Scarborough East Riding of Yorkshire Kingston upon Hull North East Lincolnshire

Harro gate

North Lincolnshir e

All of the identified delivery premises, including outreach locations, will be operational from June 1st 2011. 95% of them are already operational. Where premises need to be set up Implementation Plans are in place for each new site. G4S continuously meets the requirement to achieve complete geographical coverage by evolving our supply chain and delivery network in response to Customer need. We do this using informatics from ISIS and feedback from our Customers, Supply Chain, DWP, and other strategic partners.
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 (continued) Meeting Customer needs: G4S has a situational approach to delivering the Work Programme. This situational approach is applied to meeting Customer needs through appropriate delivery premises in NE Yorks & H. We believe our chosen subcontractors have the experience and local knowledge of how best to deliver services in their area. We have selected subcontractors on their demonstrated ability to meet the needs of all local Customers, and support them into sustained employment. Sourcing appropriate delivery locations is the starting point for G4Ss approach to meeting the needs of all Customer groups. G4S knows that the optimum location from which to deliver job brokerage is one which is: close to JCP offices close to a Customers residence and close to hubs of employment. This forms a key part of our selection process in NE Yorks & H. Where these criteria are mutually exclusive, G4Ss subcontractors have the capability to deliver services through alternative methods, including: co-locating with Knowledge Bank providers delivering from JCP offices delivering peripatetic services from outreach locations delivering innovative distance services and performing home visits for Customers unable to attend. In addition to the above criteria, our approach has been informed by a detailed analysis of anticipated Customer groups, using DWP statistics and our own research into the needs of local Customer groups. We have considered the generic needs of all Work Programme Customers, as well as the needs of specific Customer groups. We analysed the potential Customer groups and demographics before plotting locations against a needs and barriers matrix. In determining our approach we have particularly taken into account the needs of the following Customer groups. Customers living in rural areas: One of the main delivery challenges across North Yorkshire, North Yorkshire Coast and East Riding is the vast rural geography, in danger of isolating Customers in more remote towns and villages. For example, North Yorkshire alone is 8,654km2 3,405km2 of which comprises the North Yorkshire Moors and Yorkshire Dales. 4 of G4Ss 5 Job Brokers in NE Yorks & H deliver from 56 delivery premises across these more rural areas to ensure that every Customer is able to attend a face-to-face appointment. For example, Pertemps deliver in areas such as Harrogate and Scarborough. East Riding Council deliver peripatetic services from 45 locations such as Cottingham. 60% of available premises throughout NE Yorks & H have IT facilities through which Customers can access job broking services remotely. For extreme rural locations, a Wheels to Work scheme is in run in East Riding by East Riding Council whereby Customers can rent mopeds for a low cost. Disabled Customers: The proportion of people claiming IB/ESA in Hull is above both regional and national average (8.2%) with the total number of claimants in NE Yorks & H at 55,540. G4S ensures that all subcontractors have the financial and material capacity to make reasonable adjustments for any Customer with a disability under the DDA. This might include: arranging home visits arranging personal appointment locations and times providing information in alternative formats providing wheelchair accessible facilities and providing equipment for Customers with sight or hearing impairments. Our subcontractors in NE Yorks & H are experienced in delivering services to disabled Customers. For example, City Works in Hull have placed over 50% of their Customers registered as disabled into employment over the last 2 years. Customers requiring childcare/parenting support: There are a higher proportion of lone parents in Hull (2.7%) than both regional and national averages. G4S ensures that all Job Brokers are aware of their responsibility to cover the cost of childcare for all lone parents in NE Yorks & H. Our subcontractors ensure availability of childcare through: all of our Job Brokers delivery sites being within half a mile of childcare facilities two-thirds of East Riding Councils 45 local authority premises, such as leisure centres and adult- 41 -

RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 (continued) learning centres, with on-site childcare facilities a telephone Advice and Guidance service provided by Gingerbread and a list of registered childcare services displayed in all Job Broker premises. Customers under 25: There are a high proportion of JSA 18-24 claimants in North Lincolnshire (31.1%) and North East Lincolnshire (30.8%) compared with other areas in NE Yorks & H, such as North Yorkshire (26.2%). G4S knows it is often necessary to use different forms of engagement with this Customer group compared with other groups such as JSA 25+. G4S has selected a number of subcontractors with customised services and premises for the JSA 18-24 Customer group. For example, Inspire 2 Independences delivery sites are located at the football stadiums of professional teams including: Hull City FC Grimsby Town FC and Scunthorpe United FC. Delivery from these innovative locations helps to increase motivation and interest in order to better engage with this Customer group. Customers affected by drug/alcohol misuse: There was estimated to be 3,700 drug abusers in Hull in 2009, higher than any other area in Yorkshire & The Humber. Customers with a history of substance misuse will benefit from the 1-1 and group counselling, signposting services and guidance for employers provided by Knowledge Bank organisations Addiction Dependency Solutions and Addaction. G4S has also subcontracted Langley House Trust to provide a telephone service to ensure all Customers can access support regardless of their geographic location. Customers requiring skills training: G4S has sourced Knowledge Bank agencies to deliver life skills, basic skills and vocational training to meet the needs of Customers across the whole of NE Yorks & H. For example, Yorkshire Colleges Consortium delivers a range of vocational skills and soft skills training through Hull College, where a significantly higher than average proportion of the population have no qualifications (18.2%), as well as various colleges across the rest of the CPA such as Grimsby Institute of Further and Higher Education, York College, Selby College and Craven College. Customers aged over 50: The elderly population in North Yorkshire is increasing sharply with 50 per cent more people aged over 65 expected to be living in the sub-region by 2020. G4S knows that self-employment is particularly effective option for older workers looking to find employment. G4S subcontracts self-employment support and advice to Knowledge Bank organisations, including Prime with locations in Hull and North East Lincolnshire, and organisations under the North Yorkshire Learning Consortium across York, Harrogate, Craven and Selby. G4Ss Supply Chain Managers audit all delivery locations on a quarterly basis. This includes an assessment against our minimum standards for: opening hours prayer room facilities accessibility and compliance with DDA diversity, equality and antiracism and the appropriateness of training room facilities. G4S Assessment Services are contracted to deliver Quality and Audit checks on all premises every 6 months. Best practice in meeting Customer needs is shared through forums and quarterly communications from the central Team. Compliance issues are flagged up to the Regional Contract Director. Issues are logged on G4Ss Informatics System for Individual Support (ISIS), and tracked through any corrective procedures taken. To ensure that we have the appropriate delivery sites to continuously meet the needs of all Customers across NE Yorks & H, we continuously evolve our Knowledge Bank to reflect: the geographical spread of Customers changing Customer needs and groups Customer feedback data from ISIS on what works and research by our Regional Coordinator. For example, where a need for more ESOL provision is identified, G4S sources organisations to deliver ESOL in the required locations.
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RESTRICTED COMMERCIAL IN CONFIDENCE [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 referred including 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 response MUST be limited to two side of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 5.5 G4S knows that referral numbers will fluctuate significantly over the life of the Work Programme, as a result of: macro-economic changes changes to the welfare regime potential changes to eligible Customer groups market shift and the impact of the Work Programme in reducing worklessness in North East Yorkshire and The Humber (NE Yorks & H). G4S expects fluctuations in referral numbers and has developed managing strategies accordingly. G4S maintains minimum performance levels in NE Yorks & H in the event of increased referral numbers by: subcontracting to more than one organisation in each sub-region of this CPA allocating subcontractors fewer referrals than their maximum capacity to maintain spare capability in the supply chain (for example, Inspire 2 Independence have the capacity to see an extra 3,500 Customers per annum) actively managing the allocation of flows between subcontractors based on capacity and performance maintaining a reserve list of local subcontractors, such as Best Ltd. across this CPA able to commence delivery at short notice maintaining a reserve list of national providers, such as Pinnacle, who have agreed to join the G4S supply chain in NE Yorks & H and The Humber in the event of sustained increased referrals maintaining a New Entrants Fund and utilising our national agreement with Learn Direct to provide additional in-work services for all Customers across this CPA. Our supply chain maintains minimum performance levels in NE Yorks & H in the event of increased Customer referrals by: anticipating increases in referral numbers in consultation with, JCP, DWP and G4Ss economists active ongoing recruitment activity, including maintaining a list of vetted, appropriately skilled, potential Personal Advisors introducing proven techniques for achieving higher performance with larger caseloads, including specialist group activity and pairing Customers with similar barriers and job goals maintaining a list of suitable, immediately available serviced office space and temporarily redeploying staff from areas with lower than expected levels of work. G4S maintains minimum performance levels in NE Yorks & H in the event of decreased Customer referrals by: working closely with DWP and JCP to identify potential referrals from the JSA Early Entrant Group marketing to voluntary groups including IB/IS Customers and ESA Volunteers sharing best practice amongst our supply chain on working with smaller caseloads ensuring that subcontractors maintain staffing levels appropriate to dealing with the reduced flows contractually obliging subcontractors to maintain the full scope of their delivery under reduced flows and removing underperforming subcontractors from our supply chain. G4Ss supply chain maintains minimum performance levels in NE Yorks & H in the event of decreased Customer referrals by: training advisors to work effectively with smaller caseloads (for example, increasing the level of 1-1 interventions) reviewing all Situational Contact Plans to increase engagement levels co-locating with other subcontractors from within G4Ss supply chain to reduce overhead costs (where this does not reduce geographical coverage) and maintaining skills and experience within the supply chain by offering sabbaticals, reduced working weeks, longer holidays and flexible working options to staff. Changing Customer Groups will significantly affect Work Programme delivery. G4Ss flexible, evolving delivery network ensures that we are able to adapt our delivery in response to changing: Customer Groups conditionality regimes minimum service levels referral volumes legislation such as the Welfare Reform Act 2009 and the introduction of Universal Credit and policy environments. Our Knowledge Bank is made up of over 92 specialist agencies, selected based on their ability to meet our Customers needs. As new Customer Groups join the Work Programme, G4S uses our New Entrants
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.5 (continued) Fund to bring in additional provision into this CPA to meet their additional needs. Knowledge Bank providers whose services are no longer relevant are removed from our supply chain. G4S knows that Job Broking is necessary for all people to find sustained employment. G4Ss Job brokers have been selected based on their ability to deal with all Customer Groups. G4S maintain a multiplicity of Job Brokers in each sub-region NE Yorks & H. If an organisation is not able to successfully secure jobs for all Customer Groups, including new groups, then they are replaced. G4S and our supply chain maintain minimum performance levels in NE Yorks & H in the event of changes to Customer groups by: working with stakeholders and new Customer Groups to understand their additional needs evolving our supply chain setting clear KPIs on performance with the new Customer Groups, reporting weekly on performance against these targets, holding individuals accountable for the achievement of their KPIs and actively managing all instances of under-performance and training staff in the additional needs of the new Customer Groups. G4S will manage expanding business while maintaining service delivery in NE Yorks & H by: only referring additional Customers to subcontractors who meet all of their targets, and who have a demonstrated capacity to expand anticipating expanding business through our labour market research (led by Head of Policy, [Redacted]) and producing a North East Yorkshire and The Humber Growth Strategy to meet that predicted expansion whilst maintaining service delivery utilising our local and national reserve providers who have demonstrated their ability to meet our service delivery standards, including utilising the New Entrants Fund where appropriate and deploying additional G4S resource from across our business in areas such as, Supply Chain Management, HR, Finance and IT to maintain delivery standards. G4Ss supply chain will manage expanding business while maintaining service delivery in NE Yorks & H by: maintaining a Rapid Response Contingency Plan owned by each Subcontractors Operational Manager, reviewed by the G4S Supply Chain Manager detailing how service delivery will be maintained under expanding business identifying pinch-points in delivery (such as staffing levels or the size of premises) that would be vulnerable under expanding business, and maintaining a Risk Register to mitigate and manage these risks recruiting additional appropriately skilled staff and properly inducting and training them to maintain service quality and increasing the availability of Customer resources such as internet cafes and training facilities. G4S will manage contracting business with no adverse effect on service delivery in NE Yorks & H by: contractually obliging all subcontractors to adhere to our Minimum Service Levels and to meet all of their KPIs under all referral environments continuing to employ our entire Regional Management Team even under reduced volumes maintaining our full Knowledge Bank capacity supporting our supply chain to access additional sources of funding and reallocating central resource to other G4S projects, but only where this reallocation can be demonstrated to have no negative effect on service delivery. G4Ss supply chain will manage contracting business with no adverse effect on service delivery in NE Yorks & H by: increasing Advisor efficiency through training and best practice sharing providing additional services to support more Customers into employment diversifying revenue streams reducing headcount only in line with G4Ss minimum staffing ratios and maintaining the critical infrastructure and front-line services needed to fully meet G4Ss service delivery requirements, by, for example, reducing expenditure through corporate function and premises sharing.

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RESTRICTED COMMERCIAL IN CONFIDENCE

[5.6] Managing the Customer Experience Please describe: How you will evaluate and monitor the quality of the Work Programme provision to ensure that it meets the needs of individual customers;

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

how you will act on any findings.

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

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RESTRICTED COMMERCIAL IN CONFIDENCE 5.6 Best practice programme evaluation requires continuous monitoring of performance against a defined set of standards. G4S evaluates the quality of our Work Programme provision in North East Yorkshire and The Humber (NE Yorks & H) against 10 Core Performance Criteria to ensure that it continuously meets the individual needs of all our Customers: 1) Job Outcomes and 2) Sustained Job Outcomes. We monitor performance against these criteria using ISIS and published DWP performance data. We evaluate our provision as good if we are exceeding all contractual targets, if we are outperforming all of our competitors and if we are meeting all individuals needs. 3) Stakeholder Satisfaction monitored through regular DWP contact, regional partnership meetings, quarterly surveys, the active soliciting of feedback by our Contract Director and through our Stakeholder Engagement Strategy for this CPA. We evaluate our provision based on our approval rating across a range of core areas, including links with local provision, local reputation, and meeting the needs of individual Customers. 4) Appropriateness of support offered monitored through ISIS, Customer and employer focus groups, and individual interviews. Evaluated as good if we can prove that we are appropriately meeting the needs of all Customers referred to us. 5) Customer Satisfaction continuously monitored through diverse feedback channels including verbal, written and online questionnaires, individual interviews, group forums and feedback from websites such as Indus Delta. Evaluated against criteria including effectiveness at meeting the needs of individual Customers, suitability of provision offered and overall service approval level. 6) Employer Satisfaction monitored through ISIS, employer surveys, employer interviews, employer forums and our Employer Engagement Strategy. Evaluated based on repeat vacancy generation levels, sustainability rates and reported satisfaction benchmarked internally, and externally against our competitors. 7) The Wellbeing and Diversity of our Supply Chain monitored through feedback from our supply chain, quarterly reports from our Supply Chain Managers, quarterly financial health-checks, ISIS reporting on the composition of our supplier base, and feedback from industry bodies such as ERSA, CESI and ALP. Evaluated based on the number of our suppliers achieving their minimum performance standards, the financial stability of our subcontractors, the number of subcontractors leaving our network, reported satisfaction levels and the proportion of our suppliers who are small (under 50 employees), and/or who are from the voluntary sector. 8) Parity of Outcomes Across Demographic Groups monitored through statistical data from ISIS. Evaluated based on achieving parity of outcomes across all demographic groups, across all geographies and across the full range of individual needs. 9) Provision of our Minimum Service Delivery Levels (MSDLs) monitored quantitatively through ISIS, and qualitatively through stakeholder, employer and Customer feedback. Evaluated as good if we achieve 100% compliance against our MSDLs across all geographies, subcontractors and individual Customer groups. 10) Fulfilment of Contractual and Evidence Requirements monitored through G4S Assessment Services audits, G4S Audit Officers audits, DWP feedback, ISIS and PRaP. Evaluated as good if 100% of contractual requirements are met, 100% evidence compliance is demonstrated in our audits, DWP feedback no causes for concern, ISIS reports no inconsistencies and we are paid for all of our attachment, outcome and sustainment claims with no reclaims. G4S actively encourages both positive, and negative feedback from our Customers of their experiences on our Work Programme in NE Yorks & H. G4S believes that feedback gives us the opportunity to correct immediate problems with our service, identify best practice and discover ideas for long term improvements to our service delivery. G4S has a clearly defined Complaints Policy which we require our subcontractors to adhere to. Information on how to complain or give feedback is: explained at every Customers initial interview and induction prominently displayed at all delivery premises, including in local
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.6 (continued) community languages periodically sent to all Customers via mail, email and text message and available on our website and those of our subcontractors. Our mechanisms for feedback and complaints are as diverse as the Customers that we serve. Customers can complain, or feedback to us: verbally in writing via email via online surveys through an intermediary or by telephone. Customers are able to feedback or complain to: their Personal Advisor the Operations Manager at their subcontractor their subcontractors Regional Manager the G4S Supply Chain Manager the G4S Contract Director the G4S Chief Operating Officer direct to DWP or to the Independent Case Examiner (ICE). Contact details for all of these individuals are provided to all Customers in formats appropriate to their individual circumstances. All complaints are logged on ISIS. Exception reports ensure that all complaints are acknowledged in writing (or more appropriate format) by the person to whom the complaint was made as soon as possible within three days. Complaints are handled confidentially, promptly and politely either by the person to whom the complaint was made, or by a more senior manager depending on the severity and type of complaint. No individual handles a complaint made wholly or partly about their own conduct. All complaints have a clear owner identified and recorded on ISIS. The owner of the complaint is required to thoroughly investigate the issue, and to produce an appropriate Plan of Response within 1 week of the complaint being made. This is monitored through ISIS, and managed by the Line Manager of the complaint owner. G4S and our supply chain act immediately on the findings of feedback and complaints. The Plan of Response is communicated to the complainant and is recorded on ISIS. The Plan of Response clearly states what actions will be taken, by whom and by when. Complainants are always informed that they have the right to escalate their complaint (including to the ICE) if it has not been dealt with to their satisfaction, and clear methods for doing this are supplied. Progress against the Plan of Response is reviewed weekly (at subcontractors review meetings, at weekly G4S Regional Management meetings or at the Central Teams Weekly Meeting) until the complaint is fully resolved. The complainant is updated of progress at least weekly using the most appropriate method of communication. Complaints and feedback with wider implications feed into subcontractor and contract-level Continuous Improvement Plans. Supply Chain Managers review complaints and feedback and associated Plans of Response on a monthly basis with their subcontractors. Progress against Plans of Response to complaints and feedback are also reviewed at subcontractors Quarterly Reviews, at G4S Regional Reviews, and at the North East Yorkshire and The Humber Contract Directors monthly performance appraisal with our Chief Operating Officer. Very serious complaints are dealt with by the Managing Director reporting to the Work Programme Project Board. ISIS reports on trends in complaints at a variety of levels including by individual front-line staff member, operational office, subcontractor and overall. Any provider receiving an elevated number of complaints, sustained negative feedback, or judged by the G4S Supply Chain Manager to be underperforming, is required to produce a Remedial Plan. Remedial Plans are reviewed weekly by the Supply Chain Manager and Contract Director to ensure that they are being effectively implemented, that they are producing results and that they are impacting on the number of complaints received. In extremis, where remedial action is unsuccessful, or the needs of all Customers are not being met, G4S is contractually empowered to suspend a providers Black Box freedom and implement Red Box support. Under Red Box operations, G4S Supply Chain Managers and Contract Director direct immediate changes to operational procedures. Red Box operations continue until the needs of all Customers are being met against our 10 Core Performance Criteria. G4S and all subcontractors within our supply chain are contracted to cooperate with any ICE investigation, and we abide fully with any and all ICE judgements.
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RESTRICTED COMMERCIAL IN CONFIDENCE

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 supply chain 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 appropriate for this CPA at contract start date, together with details as to how you will manage the staffing levels as customer volumes rise and fall over the lifetime of the contract. This should include a description in detail of the number of staff to be drawn from current resources, those to be recruited by both your organisation and any supply chain organisations 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 proposed at 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 commence delivery of the service on the date you have proposed. A resource plan should be provided (attach as Annex 5) showing how staffing, by full time equivalent and job title/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 response MUST be limited to five sides of A4. Note: Format requirement and page limit does not apply to the resource plan which you must insert as Annex 5.

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RESTRICTED COMMERCIAL IN CONFIDENCE [Redacted]

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RESTRICTED COMMERCIAL IN CONFIDENCE [Redacted]

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RESTRICTED COMMERCIAL IN CONFIDENCE [Redacted]

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RESTRICTED COMMERCIAL IN CONFIDENCE [Redacted]

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RESTRICTED COMMERCIAL IN CONFIDENCE 6.1 (continued) [Redacted]

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RESTRICTED COMMERCIAL IN CONFIDENCE [6.2] Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE) Please refer to the Provision Specification and Supporting Information before completing the following TUPE questions. [6.2a] TUPE Managing the Transfer Please detail your plans and those of any Sub-contractors for managing TUPE transfers which 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 reasons over 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 the transfer 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 requirements of TUPE Regulations and any relevant Codes and Statements of Practice.

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

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RESTRICTED COMMERCIAL IN CONFIDENCE 6.2a G4S has TUPE transferred over 40,000 staff, and uses this vast experience to understand and fully comply with all relevant TUPE legislation including Regulation 13. G4S contractually obliges all of our subcontractors to comply with all legal requirements including Regulation 13 of the TUPE regulations, and supports them to do this. Regulation 13 of TUPE sets out the obligations upon parties to a relevant transfer to inform and consult. Regulation 13 places an obligation upon G4S and our subcontractors to inform the appropriate representatives of any affected employees of the legal, economic and social implications of the transfer. This includes the effect of the relevant transfer upon the contracts of employment of any affected employees and, in particular, whether G4S and our subcontractors consider that particular employees will or will not transfer. G4S commits supports and contractually obliges our subcontractors, to provide that information long enough before a relevant transfer to enable the employer of any affected employees to consult with trade unions and the appropriate representatives of any affected employees. G4S commits supports and contractually obliges our subcontractors in NE Yorks & H to minimise any changes to terms and conditions following a transfer. Where possible, G4S and our supply chain seek to maintain: hours of work pension entitlements holiday entitlements location of premises and management structures. The data provided to date by potential outgoing providers is very poor. At the time of writing G4S and our subcontractors have no proposals to change any terms and conditions of employment or to make any redundancies. G4S has a comprehensive Communications Plan relating to all aspects of the Work Programme TUPE transfer. We contractually require our subcontractors to do likewise and support them to do so. G4Ss TUPE Communications Plan is outlined below.
What will be communicated Consultation on proposed measures and providing information on the TUPE process Information about the Work Programme contracts, TUPE process and pensions Tailored responses to questions raised by affected potentially transferring employees Impact assessment and responses to individuals concerns Induction to include Work Programme values, approach to inclusion and diversity, operational information and role profile Who will be communicated with Recognised Trade Unions and elected employee representatives All potentially affected employees Potentially affected employees plus their elected representatives and Trade Unions All potentially affected transferring employees Any transferred employees Frequency of communication Initial meeting post-bid announcement plus monthly meetings for up to six months Minimum of two roadshows per CPA after bid announcement Q&As will be updated at weekly intervals and distributed to relevant personnel Initial meeting with each employee and follow-up meetings as necessary Within 30 days of transfer Method of communication Face to face meetings followed by personal letters and production of FAQs Roadshows by the Contract Director plus HR representative Online TUPE webpage plus a hard copy of responses for all work locations Face to face meetings with an HR representative Welcome Pack, Induction presentation and appropriate rolespecific training

[Redacted], our Head of HR & Development, will lead on consulting with, and providing information to, transferring employees. [Redacted] is supported by [Redacted], HR Manager. [Redacted] involvement in the TUPE implementation is funded out of the transition budget. [Redacted] and [Redacted] bring over 35 years of combined experience in TUPE transfers.
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RESTRICTED COMMERCIAL IN CONFIDENCE 6.2a (continued) G4S and our subcontractors will communicate with transferring staff prior to, and immediately after, the transfer date by: writing to all potentially affected staff writing to all recognised Trade Unions and elected representatives meeting with Trade Unions and elected representatives meeting with all potentially affected transferees producing a FAQ guide to TUPE in the CPA hosting a TUPE hotline run by our in-house HR team and facilitating meetings between our subcontractors and transferring staff. As a Prime Contractor, rather than a deliverer of services, G4S does not envisage any direct transfer in of staff. G4S has a robust plan to support the transfer in of staff to our subcontractors in NE Yorks & H outlined below.
Activity Ensure that subcontractors are requesting completion of a detailed due diligence TUPE questionnaire from the transferring service provider/s Facilitate meetings of HR colleagues from transferring service providers and subcontractors to agree: (i) the information and consultation plan and access to affected employees (ii) dates, content and locations for employee roadshows (iii) the process for the transfer of TUPE data (e.g. late payroll data, personnel files) (iv) the process for transfer of current casework plus historical records for disciplinary / grievance cases Ensure that subcontractors are determining and communicating their measures relevant to the transfer and pension arrangements Ensure that subcontractors are receiving and reviewing all TUPE employee records, verifying qualifications and training requirements and planning training for the transition to the new contract from a service delivery perspective Check subcontractors have issued identification badges and appropriate equipment Audit subcontractors undertaking of security screening / CRB checks as appropriate Timescale Immediately following the bid announcement Within 2 weeks of bid announcement

Within 30 days of bid announcement Final TUPE data transferred a minimum of 14 days prior to contract start date, in line with legislative requirements On transfer Immediately after transfer

Our experience of successfully transferring 40,000 staff under TUPE underlines the importance of working closely with existing employers to ensure a smooth transfer of staff. [Redacted]acts as a dedicated point of contact for all current employers, subcontractors, elected representatives and Trade Unions throughout the transfer. G4S works with existing employers by: writing to them immediately upon preferred bidder announcement meeting face-to-face as soon as possible requesting updated TUPE lists obtaining detailed potential transferee information including pay scales, hours of work, annual leave, pension arrangements, outstanding HR issues etc actively promoting a positive relationship that furthers the best interests of Customers and employees and brokering the relationship between exiting suppliers and our incoming subcontractor base in NE Yorks & H. G4S ensures that all of our subcontractors in NE Yorks & H fulfil the requirements of TUPE Regulations and any relevant Codes and Statements of Practice by: only selecting subcontractors who have the capacity and stated willingness to meet their legal obligations under TUPE including TUPE and related legislation compliance as a nonnegotiable clause in subcontractors contractual terms and conditions producing a TUPE Best Practice guide distributed to all of our supply chain undertaking a series of TUPE workshops for our subcontractors delivered by our HR Team working with each individual subcontractor on the production of their TUPE plan auditing every subcontractors TUPE plan monitoring progress against TUPE plans at weekly implementation meetings, and more often as required insisting that all subcontractors take independent legal advice facilitating group legal advice for smaller subcontractors and measuring TUPE compliance across our supply chain.
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RESTRICTED COMMERCIAL IN CONFIDENCE [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 you would handle similar issues in the context of this Work Programme contract including details of how it influences how you would manage any transfer/change which may arise as 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.

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RESTRICTED COMMERCIAL IN CONFIDENCE 6.2b G4S has successfully transferred over 40,000 people under TUPE legislation we understand and will fully comply with all TUPE Regulations. For example, in February 2010 G4S successfully transferred 98 employees from The Manchester College, a public sector education subcontractor, to our Secure Training Centre. We used our proven TUPE methodology to plan, implement and evaluate the transfer. We planned the transfer by identifying all relevant activities using our TUPE checklist. These activities were timelined and contingencies and dependencies were identified. An accompanying bespoke TUPE Communication Plan for consultation and the provision of information was produced. G4S implemented the transfer by: undertaking detailed due diligence on the TUPE data dedicating sufficient HR and Project Management resource to monitor progress against the TUPE and Communications Plans communicating changes and TUPE measures to all affected employees at meetings held jointly with TMC ongoing dialogue with recognised Trade Unions and holding individual consultation meetings on the measures. G4S evaluated the transfer through: outgoing contractor feedback transferee feedback and review of our performance against our TUPE plan. G4S identified issues that arose during the transfer by maintaining a close dialogue with all affected parties and stakeholders. Issues identified included concerns that some of the transferees affected had about changes to their holiday year, pay date and pension provision. We successfully set up GAD-approved pension schemes to allay the concerns around pensions. G4S also made adjustments to our pay dates and holiday years in order to satisfy these concerns. We delivered a successful transition within 3 months, meeting all our obligations under TUPE and A Fair Deal for Staff Pensions, demonstrating that we were effective in remedying issues arising. All affected staff were transferred, and there were no outstanding personnel or pay issues, demonstrating that our approach was appropriate to the complexity of the change. Feedback from TMC and transferees was overwhelmingly positive. Key lessons that G4S has learnt from previous transfers under TUPE that influence how we would handle similar issues in the context of the Work Programme include the importance of: regular communication individual face-to-face contact as well as contact in writing and in groups involving all affected parties from the outset maintaining positive relations with outgoing employers disciplined, documented planning ring-fencing dedicated HR resource to manage the transfer maintaining a risk register disclosing all relevant issues including openly communicating challenges and engaging trade unions pre-contract award to brief them on possible scenarios and keep them informed. G4S polled all of our 98 subcontractors for NE Yorks & H on the lessons that they had learnt from TUPE transfers and/or major organisational changes which would influence the way they would handle similar issues in the context of the Work Programme. The top 10 were: sharing all information as soon as it becomes available leveraging best practice establishing milestones identifying critical dependencies ring-fencing resource setting clear objectives with realistic timescales employing a competent Change Leader holding managers accountable for the implementation of change identifying contingencies and ensuring proper governance. G4S considers all TUPE directives, regulations, legislation, subsequent legislation, relevant codes of practice, further guidance (such as that issued by the Cabinet Office) and TUPE case history to be potentially relevant to the Work Programme. The scale of transfers and complexity of issues arising that G4S has managed in our transferring of over 40,000 staff under TUPE regulations, illustrated by the examples and lessons learnt above, demonstrates our ability to successfully manage any TUPE transfers associated with the delivery of the Work Programme in NE Yorks & H.
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RESTRICTED COMMERCIAL IN CONFIDENCE

PART 7:

STAKEHOLDER ENGAGEMENT]

[7.1] Local Stakeholders Please describe in detail how, in relation to this CPA you and your supply chain will engage with key local stakeholders including smaller and voluntary sector organisations to ensure effective ongoing relationships with them throughout the life of the contract. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 7.1 G4S engagement with key local stakeholders: G4S has already engaged with over 57 local stakeholders across North East Yorkshire and The Humber (NE Yorks & H) in preparation for the Work Programme. These stakeholders have included: key public bodies including local authorities such as North Lincolnshire Council and Hull City Council influential private economic bodies such as York and North Yorkshire Chamber of Commerce and key local partnerships and strategy groups such as York and North Yorkshire Rural Partnership and East Riding Local Strategic Partnership. [Redacted]has engaged with small stakeholder organisations in NE Yorks & H including: Hull CVS Yorkshire Coast Enterprise Relate Harrogate and York (part of the North Yorkshire Learning Consortium) The Minerva Project and Northern Refugee Centre. 69% of our supply chain employ fewer than 50 employees. [Redacted] has also engaged with voluntary sector organisations in NE Yorks & H including: Hull & East Yorkshire Mind Future Prospects and Voluntary Action North Lincolnshire. Our supply chain itself includes 53 voluntary sector organisations. Stakeholders were identified by: leveraging the internal expertise of [Redacted]and G4S business leads in the region consulting with local delivery partners, including our Job Brokers who work closely with key local stakeholders on an ongoing basis to support Customers into work desk-based research and commissioning an external consultant, [Redacted]from the Leeds, York and North Yorkshire Chamber of Commerce, where 93% of the members are SMEs, to identify any stakeholders that we might have missed. Extra attention was paid to identifying voluntary sector organisations and engaging small organisations. G4S worked closely with Sue Vasey from the North Yorkshire Learning Consortium to identify third sector stakeholders, including Scarborough and Rydale Carers, Ripon Community Link and Harrogate Skills 4 Living G4Ss ongoing engagement with stakeholders, including with smaller and voluntary sector organisations, is mapped out in our Stakeholder Engagement Strategy for NE Yorks & H, produced by Gary Kernaghan. Our Stakeholder Engagement Strategy has had input from internal and external experts, such as [Redacted]from East Riding Council. We have identified over 150 key local stakeholders over half of which are from the voluntary sector and over a third of which employ fewer than 50 people. Key national and local stakeholders identified include those mentioned above and: DWP Jobcentre Plus regional ESF partners such as SOVA and Langley House Trust employers including JZ Flowers and Siemens local health services including North Yorkshire and York PCT, Hull and East Yorkshire Hospitals NHS Trust and Northern Lincolnshire and Goole Hospitals NHS Foundation Trust additional statutory partners named in the Child Poverty Act including North Yorkshire Police and Scarborough Integrated Transport Authority York and North Yorkshire Probation Trust and additional local partnerships including One Hull and Scarborough Renaissance Partnership. For every stakeholder in our Stakeholder Engagement Strategy, including all smaller and voluntary sector organisations, we have outlined how we will engage with them to ensure an effective ongoing relationship throughout the life of the Work Programme in NE Yorks & H. Our Stakeholder Engagement Strategy sets out: why we are engaging which individuals we are engaging with what we need to share how we will communicate how often we will communicate and our criteria for success. For example G4S is engaging with Jobcentre Plus (JCP) in NE Yorks & H in order to: facilitate a smooth referral process for Customers share vacancies ensure that sanctioning activity is coordinated and effective and report on our performance. We will engage with key individuals including: John Dufill, District Manager Account Managers Personal Advisors and Decision Making Officers. We need to share
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RESTRICTED COMMERCIAL IN CONFIDENCE 7.1 (continued) information including: performance statistics good news stories sanctioning information vacancy details and labour market intelligence. We will communicate through: fortnightly newsletters daily telephone calls to share hot vacancies monthly attendance at JCP Team Meetings formal quarterly reviews with senior JCP Managers and at least a monthly presence in all jobcentres. Our criteria for success are: 95% of referrals becoming attachments access to all JCP vacancies 90% of sanctions being upheld a high level of awareness amongst JCP staff of the G4S Work Programme and how it is performing and a good reputation with JCP at all levels. For example G4S is engaging with local authority representatives in NE Yorks & H such as [Redacted]from Hull City Council in order to: access vacancies made available through regeneration initiatives and Section 106 Agreements including the development of East Bank into offices, retail and leisure outlets better align our services with local priorities including the growth of enterprise and self-employment and better understand local need enabling us to target our services more effectively. We are engaging with: local strategic partnerships in-house employment, housing, health and drug and alcohol teams and local members. We need to share: performance information our contribution to key local targets future planning assumptions input into multi-area agreements input into local area agreements and best practice case studies. We will communicate through: a named Supply Chain Manager for each local authority representation on strategic boards a monthly strategy update circulated to all key contacts quarterly online events and bi-annual board meetings. Our criteria for success are: being able to demonstrate a measurable impact on local priority target areas an excellent reputation within local government in NE Yorks & H and increased access for our Customers to job opportunities created by local regeneration initiatives. For example G4S is engaging with the Skills Funding Agency (SFA) in NE Yorks & H in order to: marry Work Programme provision to that funded by the SFA to produce an integrated employment and skills offer to Customers in NE Yorks & H reduce funding duplication maintain close relationships with apprenticeship providers to drive sustainability facilitate easy access for Customers to the flexible skills provision on offer locally. We are engaging with: 9 FE Colleges including York College, Craven College, Hull College, Grimsby Institute of Further and Higher Education and Selby College and apprenticeship providers including Peach Orator and ADL Environmental. We need to share: our labour market trends forecasts information on local skills information on performance including types of jobs achieved and career progression statistics and best practice on linking skills and currently being achieved. We will communicate through: fortnightly newsletters monthly presentations at FE colleges informal impromptu contact through our Supply Chain Managers and hosting a quarterly networking event for skills providers and our supply chain. Our criteria for success are: 10% higher sustainability rates than are currently being achieved better qualified Customers Customers progressing in work access to SFA-funded provision for customers and exceptional links at all levels of our supply chain with SFA providers. For example: G4S is engaging with small and voluntary organisations such as Yorkshire Coast Enterprise in Scarborough in order to: develop effective delivery strategies to Customers living in coastal and rural areas and address the needs of those in areas of seasonal employment disparities. We are engaging with: the Executive Director [Redacted]We need to share: labour market trends forecasts and knowledge of organisations providing to rural and coastal areas to continuously increase coverage. We will communicate through: inviting Yorkshire Coast Enterprise to sit on the Regional Strategic Board quarterly catch-ups between [Redacted]and a dedicated Supply Chain Manager and regular weekly updates from our Job Broker,
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RESTRICTED COMMERCIAL IN CONFIDENCE 7.1 (continued) Pertemps. Our criteria for success is: clarity across regional provision and effective use of resources in hard-to-reach geography. Supply chain stakeholder engagement: G4S requires each member of our supply chain to produce a Stakeholder Engagement Plan prior to contract go-live. This plan is checked by their G4S Supply Chain Manager to ensure that it is robust, and that it effectively engages with smaller and voluntary sector organisations as well as larger ones. The plans efficacy is reviewed at the subcontractors monthly appraisal meetings. For every stakeholder in their Stakeholder Engagement Plan, irrespective of size or sector, G4S requires our supply chain to outline: why they are engaging which individuals they are engaging with what they need to share how they will communicate how often they will communicate and their criteria for success. Evidence of good stakeholder engagement was a prerequisite for organisations selected to be part of our supply chain in NE Yorks & H. For example As a key local authority in NE Yorks & H, our Job Broker East Riding Council is an expert at stakeholder engagement. It acts as the Managing Agent for the Making Opportunities Realistic for Everyone (MORE) programme aiming to link with local stakeholders in the region in order to coordinate better employment provision. For example, East Riding Council engages with Remploy and Autism Plus by funding projects for those with learning disabilities. East Riding also engages with employers by offering team-building training and group interview practice (used by many supermarkets in East Riding). For example: City Works engages with a range of stakeholders including groups specialising in health-related issues, such as the City Health Care Partnerships Making Every Contact Count (MACC). City Works links with this partnership in order to gain greater understanding of best practice delivery and services to Customers with health needs. City Works uses this stakeholder engagement to: evaluate the experiences both organisations have in separate sectors develop services that ensure sustainable employment for Customers facing health problems and create a proactive route to advice and guidance for all people seeking healthcare advice through City Works. Specific engagement actions for smaller and voluntary sector organisations that G4S and our supply chain perform include: a dedicated point of contact so that smaller organisations experience continuity and feel valued working through umbrella bodies such as ACEVO, NAVCO and North Yorkshire Learning Consortium online events specifically aimed at smaller and voluntary organisations who may not have the time or resource to attend a live event capacity building support for HR, IT, financial modelling and other corporate functions weekly email updates support with grant applications and understanding full cost recovery and a dedicated fortnightly newsletter. G4S and our supply chain ensure effective ongoing relationships throughout the life of the contract by: including stakeholder engagement as a core KPI for all delivery staff reviewed at monthly performance reviews throughout the life of the contract a biannual review of G4Ss Stakeholder Engagement Strategy by the G4S Work Programme Project Board a bi-annual review of G4Ss Supply Chains Stakeholder Engagement Plans by G4Ss Supply Chain Managers ongoing quarterly feedback from stakeholders to ISIS on the effectiveness of our stakeholder engagement and how we can engage better ongoing use of our CRM system Sugar - that logs, prompts and measures all stakeholder engagement activity over time delivering on our pledges and reporting on our progress against targets in a weekly update to all stakeholders (we currently have over 3,000 stakeholders on our CRM database) and providing secure access to ISIS reports to all local stakeholders.
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RESTRICTED COMMERCIAL IN CONFIDENCE [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 you will work collaboratively with employers on an ongoing basis to secure job outcomes for customers attending the Work Programme in this CPA. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 7.2 G4S engages with over 150,000 employers across the 110 countries in which we operate. In the UK alone G4S actively engages with over 30,000 companies including 59 of the FTSE 100 companies. No other potential Work Programme Prime Contractor can match the depth and breadth of our expertise in working with employers. 21% of G4Ss business comes from active employer engagement. We are ourselves the second largest private sector employer in the world. G4S has produced a comprehensive North East Yorkshire and The Humber (NE Yorks & H) Work Programme Employer Engagement Strategy to ensure that we continuously achieve our employer engagement targets. This plan has been collated by [Redacted], working in close collaboration with our supply chain and local stakeholders including: Local Authorities representatives such as [Redacted], MORE Programme Manager from the East Riding Of Yorkshire Council (also a delivery partner) North East Lincolnshire's Local Strategic Partnership (regeneration group) Chambers of Commerce in all regions [Redacted]Head of the Employer Coalition for York and North Yorkshire Chamber of Commerce and local employer groups such as the Education and Business Partnership and One Business Forum to ensure that the plan accurately reflects local need. G4S works with the stakeholders above to identify: key growth sectors local employer needs training and qualification shortages sector and regional vacancies and regeneration opportunities. This overview of the local labour market enables us to accurately reflect local needs in our approach to ongoing employer engagement in NE Yorks & H. Key growth sectors include Logistics, warehousing and distribution, particularly with the recent development of ports and motorway links in the region. For example, global company Siemens and Associated British Ports (ABP) are working together to develop plans for the construction of a new wind turbine facility in Hull that will create 1000s of new job vacancies in the area. Able UK is also looking to establish a 917 acre port facility on the South Humber Gateway with similar potential to create 1000s of new jobs. Manufacturing and construction remain strong sectors in NE Yorks & H. Other growing sectors, such as retail, leisure and tourism and health and social care, require good customer service skills and healthcare skills. G4S subcontracts customer service skills training to Business Training Ventures and health and social care skills training to Step Direct Ltd. Regeneration initiatives are a vital source of employment opportunity across NE Yorks & H. For example, the recent development of St Stephens Centre in Hull continues to create 100s of job vacancies in the retail, hospitality and leisure sectors. G4S subcontracts retail skills training to National Skills Academy for Retail. The proposed creation of a potash mine in North Yorkshire by international company Sirius Minerals is predicted to create 100s of construction jobs. G4S subcontracts construction skills training to Groundwork. G4S has identified a target list of 50 key NE Yorks & H employers with whom we already have existing relationships, and who generate a high-volume of desirable, entrylevel vacancies every year. These employers include Decent Homes and Vivergo Gateway BP Bio-Ethanol Plant St Stephens Shopping Centre, including anchor tenants Next, Le Senza and River Island Tesco Siemens JZ Flowers and Dorothy Perkins. G4S has contacted each of these employers to explain the Work Programme, gain input on the proposed G4S model and to open channels for our supply chain to have priority access to the vacancies generated by these companies. G4S works closely with JCP, our supply chain and local employer initiatives such as the Regional Improvement and Efficiency Programme a survey of over a 1,000 SMEs across the sub-Humber region, and The Renewable Energies Programme to ensure that our employer
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RESTRICTED COMMERCIAL IN CONFIDENCE 7.2 (continued) engagement does not duplicate existing efforts and resource. In addition to consulting with large employers, G4S has invested considerable resource in working with small local employers to ensure that our proposals reflect local need. Micro (1-9 employees) and small (10-49 employees) employers, accounting for 55% of employment in Yorkshire and the Humber, told us (through focus groups, 1:1 interviews and through employer forums such as the FSB) that they want: a single point of contact with the Work Programme candidates who are motivated candidates with the skills to do the job candidates who can take instruction minimal bureaucracy and paperwork and support with understanding their pension, tax and national insurance obligations. G4S works on an ongoing basis with employers to continuously secure job outcomes for Customers in NE Yorks & H. G4Ss regional Employer Liaison Manager coordinates employer engagement across our Supply Chain. Using ISIS as our primary vacancy collection tool, the Employer Liaison Manager continuously ensures that: every employer has a named point of contact within the supply chain cold calling and speculative employer engagement is coordinated across Job Brokers so that employers are not bombarded with approaches from different providers large employment opportunities (for example, the wind turbine manufacturing plant in Hull) are coordinated centrally by G4S so that all Job Brokers and Customers have regulated and controlled access to vacancies every employer we work with is satisfied with the service that they are receiving from G4S and our supply chain. G4S monitors: the ratio of applicants to job offers repeat vacancy generation and employer satisfaction to ensure that we are genuinely providing employers with motivated, skilled candidates who are able to take instruction and perform the job. . As the second largest private sector employer in the world, G4S will make all of our vacancies available to participants on the Work Programme through ISIS, which links directly to the G4S Global Online Career Centre. Additionally, G4S will open our Global Online Career Centre to our corporate partners, reducing their recruitment costs, and increasing access to those vacancies for our Customers. G4S and our corporate partners generate over 1,000 vacancies per annum in NE Yorks & H and all of these vacancies will be made available to Work Programme participants many in advance of being made available to the general public. In addition, G4S will be supported by our corporate partners, including: Aramark, providing jobs and training in food services Monster Jobs, providing advanced disclosure on jobs in major growth sectors BITC, providing support for employers to strengthen their CSR EEF (The Manufacturers Organisation) providing access to apprenticeships/training and policy support to drive growth/funding in the sector. G4S will further work collaboratively with employers on an ongoing basis to secure job outcomes for Customers on the Work Programme in NE Yorks & H by: aligning our Knowledge Bank provision to that identified by the Sector Skills Councils as being the most effective and in demand G4Ss Employer Liaison Manager ensuring that all paperwork asked of employers is kept to an absolute minimum working with the Employers Forum on Disability to ensure that our employer support and relationships promote equality sitting on, and reporting to existing employer boards in NE Yorks & H including One Hull Business Forum, North and North Yorkshire Work and Skills Partnership and North Lincolnshire Business Forum working with national and local JCP Account Managers to share vacancies and promote a coordinated approach evolving our Knowledge bank removing organisations who are not able to respond to changing employer need, and bringing in and expanding those that can evolving our in-work support services in light of employer feedback organising quarterly employer networking
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RESTRICTED COMMERCIAL IN CONFIDENCE 7.2 (continued) events supporting employers to become better people managers by providing access to management training and attending local employment events in NE Yorks & H, including Beverley Traders Association and Bridlington Business Forum. G4S has only selected Job Brokers in NE Yorks & H with a proven track record of engaging with employers and working collaboratively with them to secure sustained job outcomes for local Customers. Inspire 2 Independence engaged with 140 employers in North Lincolnshire last year, successfully supporting 185 people into sustained employment with these employers, such as Select in Scunthorpe. East Riding Council engaged with Tesco and the E-buyer in NE Yorks & H last year, successfully supporting 200 people into sustained employment with these employers. SOVA has worked in NE Yorks & H for 12 years, supporting 3,400 people into work. Inspire to Independence has worked with the Co-op for over 3 years in NE Yorks & H and has successfully years, supporting 3400 people into work. Inspire to Independence has worked with the Co-op for over 3 years in NE Yorks & H and has successfully filled 111 vacancies for them. G4Ss supply chain in NE Yorks & H have over 300 years combined experience of meeting employers and Customers needs and have filled over 9,000 vacancies in NE Yorks & H. G4Ss supply chain continuously engages with employers to develop proposals that actively reflect local needs. Ways of doing this include: employer mentoring, training and support through our In Work Partners reverse marketing to employers through joined-up cold calling and speculative letters inviting employers to hold on-site recruitment days at their premises shortlisting candidates for employers supporting smaller employers with producing People Specifications and Job Descriptions bespoking all training to meet the identified needs of specific employers attending and presenting at local employer events hosting employer input breakfasts involving employers in all programme evaluation activity and through localised engagement with traders such as Renaissance Partnerships or the Local Action Team in each town, Withernsea and South East Holderness Renaissance Partnership for example. G4S require all of our Job Brokers in NE Yorks & H to produce an annual Employer Engagement Plan for their organisation ensuring ongoing and continuously improving employer engagement. This plan is reviewed and signed off by the Job Brokers Operations Manager or equivalent and by the G4S Employer Liaison Manager. The plan is reviewed bi-annually. This review includes employer feedback collated through surveys and individual interviews. G4Ss supply chain will further work collaboratively with employers on an ongoing basis to secure job outcomes for Customers attending the Work Programme in NE Yorks & H including by: offering work trials to employers so that they can be more confident in their recruitment decisions providing financial support to employers for training and/or equipment purchase signposting employers to additional support provision such as Access to Work accurately matching Customers skills to employers needs and measuring the success of that matching through ISIS and employer feedback delivering comprehensive and tailored in-work support to both the new employee and the new employer to overcome any initial teething difficulties delivering ongoing employer advice on employee-related matters through our In Work Partners sharing vacancies with other Job Brokers in NE Yorks & H after being unable to fill a vacancy for more than 5 days bi-annual employer feedback events with micro-employers quarterly 1-1 employer satisfaction interviews with major repeat Customers and employing dedicated employer liaison leads. G4S and our supply chain will continuously achieve the highest levels of employer engagement from the start of the contract using the methods outlined above.
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RESTRICTED COMMERCIAL IN CONFIDENCE

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 this compares to the national benchmark levels detailed at paragraph A4.18 of the Work Programme Specification. Your response must address individual customer groups separately 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 response MUST be limited to two sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1 For the JSA 25+ Customer group G4S will achieve as a minimum, across the life of the contract, 10,286 Job Starts, 7,373 Job Outcomes and 51,454 Sustainment Outcomes. 5,921 people will successfully attain all possible Sustainment Outcomes. This is 54% of referrals achieving a Job Start, 39% of referrals achieving a Job Outcome and 31% of referrals successfully attaining all possible Sustainment Outcomes. This represents a performance 27% above the DWP benchmark level over the duration of the contract. For the JSA 18-24 Customer group G4S will achieve as a minimum, across the life of the contract, 3,309 Job Starts, 2,954 Job Outcomes and 16,088 Sustainment Outcomes. 1,905 people will successfully attain all possible Sustainment Outcomes. This is 57% of referrals achieving a Job Start, 51% of referrals achieving a Job Outcome and 33% of referrals successfully attaining all possible Sustainment Outcomes. This represents a performance 27% above the DWP benchmark level over the duration of the contract. For the JSA Early Access Customer group G4S will achieve as a minimum, across the life of the contract, 1,111 Job Starts, 834 Job Outcomes and 5,772 Sustainment Outcomes. 569 people will successfully attain all possible Sustainment Outcomes. This is 38% of referrals achieving a Job Start, 29% of referrals achieving a Job Outcome and 20% of referrals successfully attaining all possible Sustainment Outcomes. For the JSA Ex-IB Customer group G4S will achieve as a minimum, across the life of the contract, 246 Job Starts, 228 Job Outcomes and 2,784 Sustainment Outcomes. 116 people will successfully attain all possible Sustainment Outcomes. This is 22% of referrals achieving a Job Start, 20% of referrals achieving a Job Outcome and 10% of referrals successfully attaining all possible Sustainment Outcomes. For the ESA Flow Customer group G4S will achieve as a minimum, across the life of the contract, 615 Job Starts, 555 Job Outcomes and 10,955 Sustainment Outcomes. 315 people will successfully attain all possible Sustainment Outcomes. This is 22% of referrals achieving a Job Start, 20% of referrals achieving a Job Outcome and 11% of referrals successfully attaining all possible Sustainment Outcomes. This represents a performance 11% above the DWP benchmark level over the duration of the contract. For the ESA Ex-IB Customer group G4S will achieve as a minimum, across the life of the contract, 284 Job Starts, 242 Job Outcomes and 4,665 Sustainment Outcomes. 105 people will successfully attain all possible Sustainment Outcomes. This is 11% of referrals achieving a Job Start, 9% of referrals achieving a Job Outcome and 4% of referrals successfully attaining all possible Sustainment Outcomes. For the ESA Volunteer Customer group G4S will achieve as a minimum, across the life of the contract, 1,101 Job Starts, 1,079 Job Outcomes and 16,390 Sustainment Outcomes. 564 people will successfully attain all possible Sustainment Outcomes. This is 44% of referrals achieving a Job Start, 43%% of referrals achieving a Job Outcome and 23% of referrals successfully attaining all possible Sustainment Outcomes. G4S welcomes the opportunity to extend our Work Programme provision to people claiming Incapacity Benefit and people claiming Income Support. With the IB/IS Customer group. based on the referral volumes predicted in North East Yorkshire and The Humber, G4S will achieve, as a minimum: 811 Attachments; 585 Job Starts; 468 Job Outcomes; and 4,380 Sustainment Outcomes.
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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1 (Continued) 337 people will successfully attain all possible Sustainment Outcomes. This represents: 68% of referrals achieving a Job Start; 54% of referrals achieving a Job Outcome; and 39% of referrals successfully attaining all possible Sustainment Outcomes.

G4Ss attachment performance with the IB/IS Customer Group is 4% above the DWP indicative numbers given in the Pricing Proposals. G4Ss Job Outcome performance with the IB/IS Customer Group is 36% above the DWP indicative numbers given in the Pricing Proposals. G4Ss Sustainment Outcome performance with the IB/IS Customer Group is 36% above the DWP indicative numbers given in the Pricing Proposals. The table below summarises G4Ss expected performance with the IB/IS Customer Group compared to the indicative numbers given in the Pricing Proposals by year.
Year 1 DWP indicative Attachments G4S minimum expected Attachments Variance DWP indicative Job Outcomes G4S minimum expected Job Outcomes Variance DWP indicative Sustainments G4S minimum expected Sustainments Variance 286 299 4% 28 38 36% 65 88 36% Year 2 338 353 4% 138 187 36% 211 287 36% Year 3 153 159 4% 122 166 36% 337 458 36% 50 69 36% 463 630 36% 6 8 36% 589 801 36% 715 972 36% 841 1,144 36% Year 4 Year 5 Year 6 Year 7 Total 776 811 4% 344 468 36% 3,219 4,380 36%

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RESTRICTED COMMERCIAL IN CONFIDENCE

[8.1a] Performance - Rationale Please provide your rationale for your expected Job Outcome Performance levels, by individual 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 response MUST be limited to four sides of A4.

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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a To inform our response for North East Yorkshire and The Humber, G4S has used the best available historical data for previous employment programmes. For New Deal, the best available historical data was for Yorkshire and the Humber. G4S will support 36% of JSA 25+ clients into Job Outcomes. The following evidence forms the rationale for this performance offer: Historical comparator data shows that, in Yorkshire & the Humber, New Deal 25+ has supported 30.1% of those starting on the programme into employment. Applying an assumed sustainability rate of 80% at 13 weeks (based on historical data from high performing Employment Zones (EZs) and 85% between 13 and 26 weeks (based on historical data from high performing Job Network organisations where 13-26 week sustainability is measured) gives a comparative Job Outcome Performance for New Deal 25+ in Yorkshire & the Humber of 20.5% Nationally EZs have supported 36.1% of 25+ starters into jobs. Applying our 26week sustainment methodology (80% at 13 weeks and 85% between 13 and 26 weeks) yields a comparative Job Outcome Performance for 25+ customers on EZs of 24.5%. To get to our performance offer, G4S compared the past performance of employment programmes with this customer group and applied a series of adjustments to reflect the difference between what has gone before, and what G4S proposes for the Work Programme. Past performance was taken as an average of Yorkshire & the Humber New Deal 25+ performance and national EZ performance to give a blended performance rate of 22.5%. We believe that this properly weights regional factors whilst accounting for the higher performance achievable on Black Box programmes such as the Work Programme and EZs. G4S applied the following adjustments to the historical performance: Changes to MacroEconomic Conditions: G4S is modelling a slow but continued recovery for the economy from 2011 through the life of the contract. G4S is assuming a slight uplift in performance due to the recovering economy of 2%. The Impact of a Longer Programme: Work Programme activity lasts for up to 2 years considerably longer than other employment initiatives. This additional time increases the likelihood of an individual being able to find work while on the programme. Our internal modelling suggests that this will uplift performance by 5%. The Introduction of Universal Tax Credit, Increased Conditionality and other Benefit Changes: These will significantly increase the incentives for individuals to find work. G4S is modelling an increase in performance of 5% over the life of the contract as a result of these changes based on the impact of benefit regime changes in the United States in the early 90s. Performance Transformation Job Broker Selection: G4S has selected the very best Job Brokers in Yorkshire & the Humber to be in our supply chain. On average our Job Brokers outperform their competitors by 10% and this is the percentage increase that we apply to the base case to account for this. Performance Transformation In-Work Support Improvement: G4S has selected Job Brokers who are able to demonstrate high quality in-work support and is paying them on outcomes achieved. We are conservatively assuming that this will increase sustainability from Job Start to Job Outcome by 6%. Performance Transformation Access to G4S and Corporate Partner Jobs: No organisation in the history of welfare-to-work has brought as many confirmed jobs to the table as G4S will in delivery of the Work Programme. We are assuming at least a 7% increase due to this greater availability of vacancies. Performance Transformation Knowledge Bank Evolution: Our unique Knowledge Bank complements our Job Broking provision, bringing a level of expertise and specialism that can overcome barriers to employment that a pure Job Broking model cannot. The evolution of the Knowledge Bank ensures that these services become more and more effective as the contract matures. Our modelling shows that this will increase performance by 7%.
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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a (continued) G4S is one of the worlds leading providers of transformative management and supply chain expertise. Across our thousands of contracts, the introduction of G4S management and IT systems has driven outcomes and improved efficiency by, on average, 7%. The cumulative effect of these adjustments is to increase baseline performance by a factor of 1.61 ( 1.02 * 1.05 * 1.05 * 1.10 * 1.06 * 1.07 * 1.07 * 1.07 ). G4S will use this baseline in calculating the performance offer for all 7 customer groups. Historical achievement with 25+ client group (22.5%) multiplied by G4S performance adjustment factors ( 1.61 ) equals a performance offer of 36% Job Outcomes. G4S will support 48% of 18-24 year old clients into Job Outcomes. The following evidence forms the rationale for this performance offer: Historical comparator data shows that, in Yorkshire & the Humber, New Deal 18-24 has supported 51.6% of those starting on the programme into employment. Applying an assumed sustainability rate of 80% at 13 weeks and 85% between 13 and 26 weeks gives a comparative Job Outcome Performance for New Deal 18-24 in Yorkshire & the Humber of 35.1% Nationally, EZs have supported 39.3% of 18-24 starters into jobs. Applying our 26-week sustainment methodology (80% at 13 weeks and 85% between 13 and 26 weeks) yields a comparative Job Outcome Performance for 18-24 customers on EZs of 26.7%. As for the 25+ client group we average the historical performance of Yorkshire & the Humber New Deal 18-24 performance and national EZ performance to give a blended historical performance rate of 30.9%. Historical achievement with 18-24 client group (30.9%) multiplied by G4S performance adjustment factors ( 1.55 ) equals a performance offer of 48% Job Outcomes. G4S will support 19% of ESA Flow customers into Job Outcomes. The following evidence forms the rationale for this performance offer: The best publicly available historical comparator data for ESA Flow customers is that provided by the National Audit Office in their Support to incapacity benefits claimants through Pathways to Work report of May 2010. This report stated that 15% of claimants starting Pathways to the end of March 2009 had moved into employment. Applying an assumed 13-week sustainability of 80% yields a comparative Job Outcome Performance for ESA Flow customers of 12.0%. Historical achievement with this client group (12.0%) multiplied by G4S performance adjustment factors (1.61) equals a performance offer of 19% Job Outcomes. Historical data is not available for JSA Early Access, JSA ex-IB, ESA Volunteer and ESA Ex-IB customers. Instead G4S has: surveyed all of our subcontractors to gain their expertise and insight into performance with these client groups made a series of assumptions about the differences between unknown customer groups and known customer groups and estimated a numerical performance adjustment conducted a detailed bottom-up analysis of the likely additional support that customers from these groups will need and how that can be provided and applied a more conservative G4S performance increase to these groups to take account the greater level of uncertainty surrounding them. G4S will support 27% of JSA Early Access customers into Job Outcomes. Subcontractors including Langley House Trust and Catch 22 work with JSA customers facing significant disadvantage in Yorkshire & the Humber. On average they support 21% of people into the equivalent of Job Outcomes from this group. G4Ss internal modelling of intervention success rates across different barriers to employment, coupled with modelling the additional barriers presented by this client group over and above a typical JSA client group suggests that this group will be 15% more difficult to support. Applying this adjustment to the average of our base case 18-24 (22.5%) and base case 25+ (30.9%) yields 25% (25%:75%). Applying 80% (to account for greater levels of uncertainty) of the G4S performance uplift (1.61) gives our performance offer of 27%. G4S will support 19% of JSA Ex-IB customers into Job Outcomes. Subcontractors including Yorkshire Coast Enterprise, Mind and Hull City
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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a (continued) College under the Yorkshire Colleges Consortium have worked with ex-IB customers in Yorkshire & the Humber who have moved onto JSA. The data is poor but anecdotally they are reporting success rates on average of 13% into the equivalent of Job Outcomes for this group. G4Ss internal modelling suggests that this group will be 40% more difficult to support than non-ex-IB JSA clients. Applying this adjustment to the average of our base case 18-24 (22.5%) and base case 25+ (30.9%) yields 25% (25%: 75%). Applying 80% (to account for greater levels of uncertainty) of the G4S performance uplift (1.61) gives our performance offer of 19%. G4S will support 42% of ESA Volunteer customers into Job Outcomes. Subcontractors including East Riding Councils MORE Project have worked with customers who would fall into this client group in Yorkshire & the Humber. The data available is poor, but anecdotally our subcontractors are reporting 29% success in supporting people into the equivalent of a Job Outcome. G4Ss internal modelling of the increased motivation and job readiness of this client group over and above a typical ESA client group suggests that this group will be 275% easier to support. Applying this adjustment to our ESA base case (12.0%) yields 33%. Applying 80% (to account for greater levels of uncertainty) of the G4S performance uplift ( 1.61 ) gives our performance offer of 42%. G4S will support 9% of ESA Ex-IB customers into Job Outcomes. Subcontractors including Remploy and Wise Ability have worked with ex-IB customers in Yorkshire & the Humber. Again the data is sketchy but they are reporting success rates on average of 5% of people into the equivalent of a Job Outcome with this group. G4Ss internal modelling suggests that this group will be 40% more difficult to support than the ESA Flow group. Applying this adjustment to our ESA base case (12.0%) yields 7%. Applying 80% (to account for greater levels of uncertainty) of the G4S performance uplift ( 1.61 ) gives our performance offer of 9%. Activities and support that will be introduced to help secure the achievement of these performance levels include: the Performance Transformation factors outlined above subcontractor selection, in-work support improvement, access to G4S and our corporate partners jobs, the evolution of the Knowledge Bank, G4Ss management and the introduction of ISIS public weekly reporting against our targets broken down by subcontractor and customer group replacing underperforming suppliers and increasing flows to high achievers holding all staff in our organisation and supply chain accountable for their performance rewarding those who perform and replacing those who do not active dissemination of best practice across our delivery chain and continuous improvement activity including regular staff training, self-assessments and improvement action planning. Best practice evidence to support this proposed performance includes: sense-checking the performance offers across all 7 customer groups with our subcontractors and with local stakeholders including City Works and Leeds, York and North Yorkshire Chamber of Commerce validating the performance offers through detailed bottom-up cost modelling including against the number of front-line staff deployed and what can realistically be expected from them approval of the offers by our Project Board including non-executive members [Redacted] (Special Advisor to [Redacted]when he was Secretary of State at DWP) and [Redacted] (ex-Chief Executive of Jobcentre Plus) and linking these offers to what has been achieved elsewhere in welfare-to-work including in the US and Australia. G4S will support 48% of IB/IS Customers into Job Outcomes. The following evidence forms the rationale for this performance offer: There are 168,630 Incapacity Benefit Claimants in the Yorkshire & the Humber. There are 160,960 Income Support Claimants of whom 85,240 are on Incapacity Benefit, 58,770 are Lone Parents, 10,480 are Carers, and 6,470 are on another income related benefit.

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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a (continued) The best historical comparator data for the Incapacity Benefit Customer Group is the NewDeal for Disabled People (NDDP). The latest available DWP Tabulation Tool data shows that NDDP supported 55.7% of starts into jobs in the Yorkshire & the Humber. Applying an assumed sustainability rate of 80% at 13 weeks (based on historical data from high performing Employment Zones) yields a comparative Job Outcome Performance for IB Customers on NDDP of 44.6%. G4S adjusts this figure by 65% to account for: the additional average length of time that this IB Customer group will have been out of work compared to those who volunteered for NDDP the easier to help Customers having already been assisted by NDDP and the artificial increase in NDDP performance caused by providers only signing up individuals who had a very high probability of finding employment. This yields an adjusted base case figure of 29.0%. The best historical comparator data for Lone Parents on Income Support is the New Deal for Lone Parents (NDLP) (focussing on the statistics for Lone Parents with a youngest child under 7 to reflect changes to the IS eligibility criteria). The latest available data shows that NDLP has supported 52.3% of starters with a youngest child under 7 into jobs. Applying an assumed sustainability rate of 80% at 13 weeks (based on historical Lone Parent sustainability data from high performing EZs) yields a comparative Job Outcome Performance for Lone Parents on NDLP of 41.8%. EZs have achieved 35.1% of lone parent starts into jobs. Applying an assumed sustainability rate of 80% at 13 weeks (based on historical Lone Parent sustainability data from high performing EZs) yields a comparative Job Outcome Performance for Lone Parents on EZs of 28.1%. Averaging the EZ data and the NDLP data yields a blended historical comparative Job Outcome Performance for Lone Parents of 35.3%. There is very little historical comparator data for Carers on IS and people on IS who are on another income related benefit. Polling our subcontractor base and leveraging the expertise of our welfare-to-work team has led us to estimate that 20.0% of these Customers are currently achieving the equivalent of a Job Outcome. We have applied an 80% uncertainty weighting to account for the ambiguity generated by the poverty of the data available to yield an historical base case of 16.0%. To calculate our performance offer, G4S applied our G4S performance adjustment to historical past performance. Past performance was taken as a ratio-driven average (assuming equal likelihood of volunteering across the Customer groups) of 168,630 IB Customers, 58,770 Lone Parents, 10,480 Carers and 6,470 people on another income related benefit. i.e. ( 168,630 X 29.0% + 58,770 X 35.3% + 10,480 X 16.0% + 6,470 X 16.0%) / 244,350 ) = 29.6% Our G4S performance adjustment was calculated as for the other Customer Groups. Historical achievement (29.6%) multiplied by the cumulative G4S performance adjustment factors ( 1.61 ) evidences our performance offer to support 48% of IB/IS Customers into Job Outcomes. G4S applies the same activities and support to achieve this Job Outcome target as for the other Customer Groups. G4S uses the same best practice evidence to support this performance offer as for the other Customer Groups including sense-checking the performance offer with our subcontractors and with local stakeholders validating the performance offer through detailed bottom-up cost modelling and approval of this offer by our Project Board.

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RESTRICTED COMMERCIAL IN CONFIDENCE

PART 9:

IMPLEMENTATION

NOTE: MINIMUM SCORE APPLIES TO ALL QUESTIONS WITHIN THIS SECTION. BIDS SCORING 2 OR LESS ON ANY QUESTION WITHIN THIS SECTION WILL BE REMOVED FROM THE COMPETITION. PLEASE NOTE SCORES ATTAINED IN THIS SECTION MAY ALSO 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 clearly stating the date on which you are proposing to commence delivery of the service. The plan, which must be in the form of a Gantt chart (insert as Annex 6), must include the key activities required to put provision into place by the service commencement date. It must include key milestones, timescales for activities including start and end dates and who is responsible for each activity including the expected start date for delivery. It will also show the critical path and interdependencies.

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

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two sides of A4. Note: Format requirement and page limit does not apply to the Gantt chart which you must insert as Annex 6.

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RESTRICTED COMMERCIAL IN CONFIDENCE 9.1 G4S will commence delivery of the Work Programme in North East Yorkshire and The Humber (NE Yorks & H) on June 1st. Annex 6 clearly details the key milestones, timescales for activities, start and end dates for each activity and named and accountable managers. All interdependencies and the critical path are clearly signposted on this plan. How G4Ss Implementation Plan varies depending on the number of contracts won. G4S has produced 11 Implementation Plans based on winning anywhere between 1 and 11 Work Programme contracts. The plan at Annex 6 is a standalone Implementation Plan for NE Yorks & H assuming that G4S wins 4 contracts in total, and is not dependent upon which other contracts might be won. For each additional contract, G4S will: increase our dedicated mobilisation resource spending by approximately [Redacted] employ an additional 0.5 TUPE specialists to assist implementation employ an additional transitional PRaP inputter employ an additional 0.5 Commercial Managers employ 1 additional training and recruitment lead and second 0.5 additional IT Implementation Managers to the Mobilisation Team. G4S has ring-fenced Contract Management Teams for each Contract Package Area (CPA). These teams are unaffected by the number of contracts or which contracts are won. Winning fewer than 4 CPAs will not affect our implementation in NE Yorks & H. If G4S were to win less that 4 CPAs, for every region less than 4 we will reduce our Central Team by employing one fewer transitional PRaP inputter, and 0.5 fewer Commercial Managers. This will not affect NE Yorks & H, as the proportion of resource NE Yorks & H receives will remain the same. Key Risk 1: Failing to implement the Work Programme in NE Yorks & H by June 1st. Mitigants: G4S has successfully implemented over 6,000 contracts, supporting many millions of people and worth over 6 billion per annum. 99% of these contracts have been delivered to budget and on time. G4S has selected an internationally respected Mobilisation Director to lead on our Work Programme mobilisation in NE Yorks & H [Redacted]. [Redacted] has successfully implemented over 1 billion worth of projects, involving multiple subcontractors in mission critical environments. [Redacted] has led major transitions for BT, the Home Office, BskyB and Deloitte. [Redacted] is supported by a dedicated Mobilisation Team that includes [Redacted] HR TUPE experts, [Redacted] additional PRaP staff, [Redacted] Commercial Managers, [Redacted]e Recruitment Manager, [Redacted] Training Coordinator, [Redacted] Security Analyst, [Redacted] Technical Architect and [Redacted] IT Manager. This team is fully costed in the pricing schedules under Transition Team. G4S are investing over [Redacted]in mobilising the Work Programme in NE Yorks & H. This is in addition to the hundreds of thousands of pounds worth of investment that we have already made in NE Yorks & H in researching our tenders and building our supply chain. Central and Regional resource already in place to implement the Work Programme in NE Yorks & H includes our Managing Director, our Contract Director for NE Yorks & H, our Chief Operating Officer, our Chief Information Officer, our National Employer Manager our Head of Communications and[Redacted]Supply Chain Managers. G4Ss Implementation Plan for NE Yorks & H, summarised in Annex 6, has been overseen by Contract Director drawing on HR, Finance, IT and Data Security experts from around our international business. Our Work Programme Mobilisation Plan has been reviewed by our internal project management experts including [Redacted]and [Redacted]. It has been signed off by our Project Board that includes [Redacted] (our Regional President) and [Redacted] (ex-Chief Executive of Jobcentre Plus), and will be subject to bi-weekly Project Board reviews prior to go live. Key Risk 2: Subcontractors failing to implement their contracted services in full by June 1st. Mitigants: G4S require all of our subcontractors in NE Yorks & H to produce a detailed Implementation Plan demonstrating how they will deliver their subcontracted services in full from June 1st. This Plan is reviewed by our Supply Chain Mangers, and by our Mobilisation Team. The ability to implement services on time was a critical decision
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RESTRICTED COMMERCIAL IN CONFIDENCE 9.1 (continued) criterion in selecting subcontractors. Indeed, 100% of our Job Brokers and Knowledge Bank providers are already delivering services in NE Yorks & H, and will deliver from their existing premises, using existing staffing and infrastructure. Further mitigants include: subcontracting to multiple organisations in each area of NE Yorks & H to ensure contingency should one organisation fail to deliver on time assisting subcontractors with transitional arrangements through, for example, the support of our HR TUPE specialists and implementing clearly defined intervention measures to support subcontractors identified as being at risk of missing the June 1st start date. Key Risk 3: Winning multiple contracts adversely affecting our ability to fully deliver the Work Programme in NE Yorks & H from June 1st. Mitigants: G4S has a ring-fenced Regional Team, and scaling Mobilisation Team to implement our proposals for delivery in NE Yorks & H. The Regional Teams sole responsibility is the delivery of the G4S Work Programme in NE Yorks & H. There is no risk of multiple contract wins adversely affecting our implementation. Our Mobilisation Team increases in size with multiple contract wins, ensuring that NE Yorks & H has the mobilisation resource necessary. Three members of G4Ss dedicated NE Yorks & H team are already in post. The other roles have been pre-recruited for, with job offers going out on the day of preferred bidder announcement. G4S has a dedicated Regional Team for each CPA that we win. We have resourced our Central Team anticipating success in at least four areas, and have a clear plan in place to implement up to 11 CPAs. Other mitigants include: a ring-fenced mobilisation budget for NE Yorks & H ring-fenced staffing for NE Yorks & H our delivery network of 98 subcontractors already delivering in NE Yorks & H and dedicated TUPE support staff for NE Yorks & H. Key Risk 4: Failing to achieve Security Accreditation by June 1st. Mitigants: All assets will be tagged prior to commissioning. As a fall-back contingency, users will be contacted directly by our Security Analyst to gain appropriate data. Penetration testing of all datacentres will be completed by 6th May giving sufficient time to act upon any failings prior to contract go-live. The risk of failing to achieve 27001compliance is mitigated through using compliant existing infrastructure, developing our Informatics System for Individual Support (ISIS) early and maintaining a thorough 27001 Compliance Contingency Plan. G4S encrypts all G4S desktops and laptops to meet FIPS 140-2 standards. User security education is built into ISIS training for all G4S and subcontractor staff. All subcontractor and G4S employees are required to sign our Acceptable Use Policy prior to being granted an ISIS logon. Role Based Access has been built into all aspects of ISIS design and build from the Functional Specification stage. G4S has a clear Data Security Accreditation Plan to meet our May 1st Milestone for becoming security accredited. (This forms part of our wider IL3 Accreditation Path). This Plan has been compiled by [Redacted] (IT Projects Manager), [Redacted] (Head of IT, G4S Care & Justice Services) and [Redacted] (Chief Information Officer), and has been audited by our external CLAS Consultant [Redacted]. Its implementation is managed by [Redacted]reporting to Sean Williams weekly on progress. Key Risk 5: ISIS not being fully deployed by June 1st. Mitigants: G4S has a clearly defined specification for ISIS. Development of this specification has been split into two phases. Phase 1 has already been delivered. There is a tightly controlled ISIS Implementation Plan in place to ensure that Phase 2 development, testing, training and roll-out is completed by 1st June. All outstanding actions have owners, timescales and contingencies. G4S has allocated considerable reserve development time to the project allowing for project slippage. The core ISIS product is an existing, tested case management system, de-risking development. G4S began developing ISIS in August 2010, and has a dedicated Project Management Team overseeing its development.
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RESTRICTED COMMERCIAL IN CONFIDENCE 9.2 Contingency Arrangements

Please describe: how your proposals for delivery of services within this CPA will be put in place without adversely affecting your organisations or your Sub-contractors ability to deliver existing and recently won contracts as well as other contracts you 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.

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

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RESTRICTED COMMERCIAL IN CONFIDENCE 9.2 G4S currently delivers over 6,000 contracts to 400 different contracting bodies. Last year alone we put in place 60 new contracts worth over 400 million to the full satisfaction of 14 contracting authorities, including the Ministry of Justice, the Olympic Delivery Authority and the US Department of Defence. We did this whilst maintaining contractual targets against our 6 billion core business base. G4S have a dedicated, ring-fenced team to implement our delivery proposals for North East Yorkshire and The Humber (NE Yorks & H). This teams sole responsibility is the delivery of the G4S Work Programme in NE Yorks & H. The team is additional to all other G4S business so there is no risk of adversely affecting our ability to deliver existing and recently won contracts, and other contracts that we are bidding for. Two members of G4Ss dedicated NE Yorks & H team are already in post. The other roles have been prerecruited, with job offers going out on the day of preferred bidder announcement. The G4S Work Programme NE Yorks & H Regional Team sits within G4S Welfare to Work. G4S Welfare to Work is a stand-alone business within our Care and Justice Division. G4S Welfare to Work does not deliver, and is not competing or bidding for any contracts other than Work Programme. As such, there is no chance that implementing the Work Programme could affect any other contracts. To date G4S has invested [Redacted]in our dedicated Work Programme Team. This will increase to at least [Redacted]by June 1st to mobilise the Work Programme in NE Yorks & H. G4S has a dedicated regional team for each Contract Package Area (CPA) that we win. We have resourced our central team anticipating success in at least four areas, and have a clear plan in place to implement and deliver up to 11 CPAs. This scaling includes recruitment of additional central team staff, scaling our Informatics System for Individual Support (ISIS) infrastructure and licenses, taking on additional office space and increasing our commercial resource. NE Yorks & H has a stand-alone Implementation Plan that does not depend on, or affect, any other CPA Implementation Plan. G4S has: a ring-fenced budget for NE Yorks & H ring-fenced staffing for NE Yorks & H identified premises in York Hub, Peter Lane, York a delivery network in place of 98 current, NE Yorks & H subcontractors, including consortia organisations dedicated TUPE support staff for NE Yorks & H a NE Yorks & H Implementation Plan a NE Yorks & H Transformation Plan a NE Yorks & H Stakeholder Engagement Strategy and a NE Yorks & H Employer Engagement Strategy. These do not affect, and are not dependent upon, any other CPA or any other part of our business. These arrangements are already in place, and will continue to be in place on contract award and continuously throughout the term of the contract. G4S ensures that our subcontractors deliver their contracted elements of the Work Programme without adversely affecting their ability to deliver existing, recently won and new business by: only selecting subcontractors with a demonstrated ability to implement new business whilst maintaining existing services undertaking initial and ongoing due diligence on all subcontractors to ensure that they have sufficient experience, capability and capacity to deliver all contracted services only giving subcontractors referral volumes that represent, at most, modest growth on their existing services contractually obliging subcontractors to ring-fence resource for Work Programme, and to demonstrate that this resource is additional to, not taken from, current and anticipated requirements Supply Chain Managers monitoring subcontractors Implementation Plans to ensure that they are robust, and that they have considered and mitigated the impact on other areas of business of mobilising the Work Programme close liaison with local stakeholders and funding bodies to ensure that subcontractors are meeting their wider commitments, as well as their Work Programme obligations
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RESTRICTED COMMERCIAL IN CONFIDENCE 9.2 (continued) joined-up performance reporting with other local initiatives delivered by our subcontractor base contractually obliging subcontractors to share any growth plans that could have an effect on, or be affected by, their Work Programme commitments making early commitments to all supply chain partners so that they can plan for the referrals that they will receive having multiple providers in our supply chain so that if one is struggling to meet their Work Programme commitments, referrals can be redeployed to organisations that are demonstrating an ability to perform across their obligations. G4S maintains an active NE Yorks & H Subcontractor Contingency Plan (NE YORKS & H SCP) for maintaining the entire scope of our delivery proposal should any members of our supply chain withdraw prior to the commencement of delivery of Work Programme in NE YORKS & H, or at any point during it. This Plan is currently active (it was completed on 26th January 2011) and will be continuously updated (at least quarterly and more often as appropriate) throughout the life of the contract. The first line of contingency in our NE YORKS & H SCP is that, wherever possible, we have multiple Job Brokers, In Work Partners and Knowledge Bank providers in each subregional area. For example, in East Riding and Hull, G4S subcontracts to East Riding Council, City Works and Inspire 2 Independence to deliver Job Broking, and Renovo to deliver in-work support. Our Knowledge Bank has been selected based on identified need in NE Yorks & H. Wherever possible, for each need, in each geographical area, G4S has at least two service providers. For example, in Hull we have ADS and Addaction providing substance misuse support. This provides a first line of contingency should a subcontractor withdraw, we have another in place to provide continuity of service. As a second line of contingency, G4S maintains a Reserve List of local and national providers who have passed our minimum supply chain criteria. G4S have a reserve list across NE Yorks & H of Job Brokers, In Work Partners and Knowledge Bank providers including Pinnacle People and Best Ltd. Our second line of contingency also includes a named Reserve for each area a Job Broker who has agreed to take on referrals should any other Job Broker withdraw. For example, in North Lincolnshire, Best Ltd has agreed to accept between 2,000 and 3,000 referrals should the need arise. G4S maintains a New Entrants Fund to further facilitate the entry of new organisations into our supply chain to maintain the entire scope of our proposal. As a third line of contingency, and only in extreme circumstances where both other contingencies have failed, G4S is able to self-deliver services until a specialist replacement can be found. For every subcontractor, every geographical region, and every service (including the matrix of Knowledge Bank need) the G4S NE Yorks & H SCP details: our current assessment of the risk of the subcontractor withdrawing or underperforming the name/s of the current contingency subcontractor/s the list of possible new entrants to the area local and national reserves and an outline of the last-resort G4S self-delivery contingency. The G4S NE Yorks & H SCP is reviewed quarterly by the Contract Director to ensure that it is current, fit-for-purpose and to identify any areas of high withdrawal risk or thin contingency. G4Ss approach to subcontractors is one of ongoing transparency, commitment and communication. We inform all subcontractors of anticipated flows, payment terms and contractual conditions far in advance of contract award to minimise the chance of subcontractors withdrawing from the supply chain. G4S have Teaming Agreements for all major suppliers, placing legal obligations on both parties not to withdraw prior to contract. Ongoing communication throughout the contract ensures that G4S and our supply chain are aware of any financial, contractual or performance issues well in advance of any potential withdrawal or expulsion from the supply chain.
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