CPA6 ESG - Tender Form Redacted FINAL

RESTRICTED COMMERCIAL IN CONFIDENCE
EMPLOYMENT RELATED SUPPORT SERVICES FRAMEWORK AGREEMENT MINI COMPETITION FOR THE PROVISION OF MANDATORY WORK ACTIVITY
Invitation to Tender Form
CONTRACT PACKAGE AREA TENDER FORM CPA 6 WEST MIDLANDS
Tender Round title: Organisation Name: CPA:
Mandatory Work Activity esg Holdings Limited CPA6 WEST MIDLANDS
MWA ITT Questionnaire FINAL V0.1
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: CDSOURCING.LONDONHQ@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: Head Office Address, if different: VAT Registration Number: Website Address (if any): Name, address and company registration number of parent company, where applicable: Name and Job Title of main contact: Address: Telephone no: Mobile telephone no: Fax no: E-mail address: Alternative contact Name and Job Title: Address (if different from above): Telephone no: Mobile telephone no: Contact e-mail: 700348769 www.esggroup.co.uk esg Holdings Limited
06397426 12 Europa View, Sheffield Business Park, Sheffield. S9 1XH
Redacted Redacted Redacted Redacted Redacted Redacted Redacted Redacted Redacted Redacted Redacted
PART 2: TENDERER DECLARATION

MWA ITT Questionnaire FINAL V0.1 2
RESTRICTED COMMERCIAL IN CONFIDENCE [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 Mandatory Work Activity Call-Off Terms and Conditions, Mandatory Work Activity Specification and the draft Order Form.
Scanned Signature:
Redacted 25th February 2011
Date:
Name: Job Title:
Redacted Redacted
Duly authorised to sign Tenders on behalf of: esg Holdings Limited
Name of Organisation:
esg Holdings Limited
PART 3: MANDATORY WORK ACTIVITY CALL-OFF CONTRACT TERMS AND CONDITIONS - ALTERNATIVE AND/OR ADDITIONAL CLAUSES
[3.1] 3.1 The terms and conditions of Mandatory Work Activity will be the Standard Call-Off Terms and Conditions (set out in Schedule 4 of your Framework Agreement), as modified by Mandatory Work Activity service requirements (Mandatory Work Activity Additional Requirements). Mandatory Work Activity Additional Requirements are set out in the Call-Off Terms and Conditions for Mandatory Work Activity which is supplied with your Invitation to Tender. A document highlighting the modifications made to the Standard Call-Off Terms and Conditions to reflect Mandatory Work Activity Additional Requirements will be issued by Friday 18 February; for ease of identification, the changes made since the draft version issued on 8 December 2010 are shown in boxes within the document.
3.2
3.3
Any proposed amendments to Mandatory Work Activity Additional Requirement must be detailed by completing the section below, giving full details of the clause(s)/Appendix 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 Mandatory Work Activity Additional Requirements; proposed amendments to the Standard Call-Off Contract Terms and Conditions will not be considered. Comments on Mandatory Work Activity Additional Requirements: Redacted Other than those provisions identified above, esg Holdings Limited confirms that it has reviewed the Call-Off Terms and Conditions for Mandatory Work Activity and agrees in principle to each of their provisions.
Name: Scanned Signature: Position: Telephone No: Date:
Redacted Redacted Redacted Redacted 25th February 2011
DWP reserves the right to amend any provisions of Mandatory Work Activity Additional Requirements at any time during the mini-competition procurement exercise.
RESTRICTED COMMERCIAL IN CONFIDENCE PART 4: SERVICE REQUIREMENT
[4.1] Customer Journey - Process
Please describe the end-to-end customer journey through your MWA proposal for this CPA. Your response should include: your process to ensure that the customer will commence placement within 10 working days of the referral by Jobcentre Plus.
an explanation of how you will ensure that a customer completes the four week placement; Confirmation that you will issue a completer certificate when a customer successfully completes placement, and when you will issue this certificate
Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4
4.1 The esg customer journey has 5 stages which will provide a responsive and consistent level of Mandatory Work Activity(MWA) for 10,082 JSA customers in Birmingham, Solihull, The Black Country, Coventry & Warwickshire, Staffordshire & The Marches.
Stage 1: IDENTIFY This stage of our business process takes the customer from point of referral to notification by letter of the date, time and place of their engagement interview with a local esg sub-contractor. The letter details the customer conditionality. Stage 2: CONNECT This stage takes the customer from their engagement interview, where they are matched to a work activity vacancy, to ensuring that all support arrangements are put into place e.g. travel, childcare and work equipment. Stage 3: ACTION This stage comprises of 30 hours a week for 4 weeks of Mandatory Work Activity in a placement providing benefit to the community. Customers will receive support through a local customer hotline manned by an in-work specialist Stage 4: ACHIEVE This stage marks the achievement of 120 hours of Work Activity recognised by the award of a completer certificate. Stage 5: PROGRESS During this stage a feedback form is compiled from all relevant sources, e.g. customer, employer and delivery staff, showing how the customer has performed during the MWA. This may include attendance, timekeeping, tasks undertaken, attitude and an overall assessment. Where possible, this feedback form is shared with the customer before being sent to JCP. The customer and employer both have the opportunity to provide their feedback on the placement. Stage 1: IDENTIFY 1) Telephone calls from JCP Personal Advisers will inform esg that a MWA referral is being made. Calls will be taken through a single telephone number to our 50 seat Contact Centre which will accommodate MWA. Call Centre Operative key performance indicators will ensure that a minimum of 80% of calls are answered first time within 6 rings. The information received will be logged on our Cascade CRM system using a unique customer reference number. The data is held within an ISO 2001 certified hosting provider with FIPS140-2 encrypted connections to secure end points. 2) esg will receive customer referrals via PRaP. All PRaP referrals will be transferred via CSV file and uploaded into our bespoke and secure CRM System Cascade. Information received by phone call will be added to the customer record. Referrals are allocated to the relevant provider, who will deliver the customer journey, by geography within 4 working hours of receipt. 3) The customer case will enter Cascade, which will then be assigned to the sub-contractors appointment queue. Customers will be contacted by the supplier within 8 working hours of PRaP referral by phone and invited to an engagement interview. 4) The appointment will be confirmed by a notification letter, sent by recorded delivery, to the customers home address. The letter will provide details of the date, time and location of the appointment and will explain the mandatory nature of the programme and its conditionalities. 5) Where we have a mobile telephone number for the customer, we will send a reminder SMS the day before the engagement interview. Cascade will be updated with the appointment and every subsequent interaction with the customer throughout their journey will be recorded on the system. Stage 2: CONNECT 6) The customer attends their engagement appointment with an experienced MWA Customer Adviser. This will last one hour and will include an overview of the programme; customer rights, responsibilities and conditionality and support available e.g. travel costs, childcare and any equipment or clothing that is required in order to undertake the MWA. 7) Each sub-contractor will employ a Placement Engagement Officer, who will secure a range of placement vacancies. Vacancies will be uploaded to an online vacancy board within Cascade.
RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 continued All placement vacancies sourced will include details of the job role, activities to be undertaken, location, working hours and a community benefit rationale. All vacancies will be approved by the supplier MWA Manager before uploading. 8) During the engagement interview, the Customer Adviser discusses the customers job goals and accesses the Cascade online vacancy board to find the best match for the customer. 9) Whilst the customer is there the Customer Adviser contacts the employer offering the vacancy to discuss and arrange a start date. 10) Working hours will, whenever possible, take into account the customers fortnightly JCP FJR. Ensuring placement starts within 10 working days of referral: a) PRaP referrals will be processed and forwarded to the relevant sub-contractor within 4 working hours b) Customers will be contacted by telephone within 8 working hours of transfer c) Notification letters will be sent on the same day d) SMS reminders will be sent the day before the engagement interview e) Engagement interviews will be within 5 working days f) The start date will be arranged during the interview. g) If a customer fails to attend an engagement interview, we will arrange a second appointment within the 10 day period h) The Customer Adviser will use the time scheduled for the interview to make telephone contact with the customer i) Failure to attend a second time will be referred back to JCP via PRaP and DMA Stencil Template within 24 hours of nonattendance. 11) The Customer Adviser will register the start date on Cascade within 4 business hours of the interview. 12) esg will report the start date on PRaP within 4 business hours of receipt. Stage 3: ACTION 13) The customer will commence the work placement within 10 days of referral. 14) Each placement will be for 30 hours per week for 4 weeks or 20 hours for customers with exemptions. Ensuring the customer completes the 4 week placement: a) Each Customer Adviser will be responsible for monitoring attendance during the placement period. b) In the notification letter, and reinforced at the engagement interview, customers will be made aware of conditionality and what will happen if they fail to attend during the MWA c) All customers will be given contact details for our Customer Hotline which they must call if they have any problems or cannot attend for any reason. This is a direct number to the sub-contractor who will provide help and support for the customer to overcome their difficulties in attending the MWA. d) The Customer Adviser will contact the customer 10 times over the course of the placement, i.e. every other day, to confirm attendance. They will also do random spot checks on customer attendance by phone. e) The Customer Adviser will provide their contact details to the employer and ask them to report any absences on the morning of the day they occur. f) If an employer reports an absence, we will report this via PRaP and DMA Stencil Template within 24 hours. g) Cascade will send an automated email to the employer at the end of each working week to verify hours of attendance. h) All absences will be reported to JCP via PRaP and DMA Stencil Template within 24 hours. Stage 4: ACHIEVE 15) When a customer has successfully attended the work placement for 4 weeks, we will gain feedback and verify attendance with the employer. 16) Once full attendance is verified, sub-contractors send a Completer Certificate to the customers home within 5 days. 17) The end date will be reported via Cascade and recorded on PRaP within 24 hours. Stage 5: PROGRESS 18) Customers will be referred back to JCP with a copy of the Feedback Form detailing the type of work they have undertaken, their performance in the job and their attendance which has been verified by the employer. 19) Customers continue with their journey towards work supported by their JCP Personal Adviser building on the skills and experience gained. Customer and employer feedback will also be sought.
PART 5:
SUPPLY CHAIN MANAGEMENT
[5.1] Delivery Strategy
Please describe in detail your delivery structure for all elements of Mandatory Work Activity provision across this CPA, in terms of overall percentage of delivery and geographical coverage, and explain why you consider your delivery strategy to be the best approach for customers in this CPA. If delivering of the Service includes by sub-contracting complete the following information: State clearly how you intend to work with your sub-contractors and describe how you will ensure the needs of the customers in this CPA are fully addressed from within your supply chain. Please also complete Annex 1 (Sub-contractor Declaration) for your proposed subcontractors as appropriate. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4.
5.1 esg has delivered DWP contracted services, via our Sencia division, to over 100,000 unemployed customers since 2000. We have 11 years experience of designing delivery structures for DWP e.g. Employment Zones, New Deal Primes and NDDP, that deliver parity of service for customers regardless of location or barriers to employment. Delivery structure: To effectively deliver Mandatory Work Activity (MWA) for Birmingham, Solihull, The Black Country, Coventry, Warwickshire, Staffordshire and The Marches, we reviewed the specification to fully understand the competencies needed to deliver the contract. Our rationale was to select sub-contractors who could evidence high levels of successful employer engagement, sourcing placements which benefit the community and delivery of customer support to diverse JSA customers. As a result, esg has created a geographically focussed delivery structure, with a single subcontractor allocated by county or local authority area. We have selected three subcontractors, from our Merlin-compliant Framework Preferred Supplier list. We will lead and manage the MWA contract and sub-contract 100% of service delivery to our three sub-contractors: BTCV, Groundwork and County Training. Prime Contractor: esg is responsible for all aspects of contract performance, supplier management and strategic stakeholder engagement. Sub-contractors will deliver esgs Common Practice Framework (CPF), our blueprint for the MWA customer journey. CPF details service levels for customers i.e. minimum contact levels, maximum timelines for each phase, criteria for monitoring attendance. To deliver MWA, esg is providing suppliers with an IT Infrastructure. esg has developed an enterprise wide CRM system (Cascade) provided at nil cost, to all sub-contractors. Cascade delivers portals for each provider, funder and Prime Contractor. The provider portal provides encrypted case management software, a placement vacancy matching database and online documentation e.g. invitation letters and DMA Stencil Templates. The provider portal also delivers a fast, secure e-billing service which esg believes will improve cashflows for our third sector partners. An SSRS (SQL Server Reporting Services) reporting platform will provide management information for delegated authorities, providers, DWP and esg. Developed by Cognisoft, the CRM complies with DWP security standards, is a FIPS140-2 encrypted database, ISO 27001 and is able to integrate with PRAP. How we will work with sub-contractors: esg will provide a dedicated and experienced Contract Manager (Redacted) to operationally support sub-contractors. Redacted will manage our 3 end-to-end sub-contractors. She will manage subcontractor performance with weekly, monthly and quarterly KPIs in place and real time MI reporting to measure success. She will liaise with functional leads for all other contractually binding requirements e.g. esgs Quality Officer will be responsible for the implementation and management of the Quality Management System and the Premises Manager will audit Health and Safety and DDA compliance at all sites. She will monitor contract compliance through a dedicated Policy and Compliance Manager. esg will support sub-contractors through the provision of shared services, e.g. provide HR advisors to assist with recruitment or employment law. We will utilise project managers from our corporate centre to support sub-contractors with the implementation process. esg will deliver sub-contractors first and second line software support, and obligatory CRM training. Our training team will provide staff development on MWA business processes, quality assurance and contract compliance requirements for subcontractors. End to end delivery sub-contractors: BTCV, Groundwork and County Training were selected as highest scoring bidders based on our published procurement criteria. Each will manage the entire customer journey in designated geographies. Following PRaP referral, each sub-contractor will manage the end-to-end customer journey for each customer referred including notification letter, arranging and conducting the
RESTRICTED COMMERCIAL IN CONFIDENCE 5.1 Continued engagement interview, matching customers to suitable placement vacancies and ensuring that customers start placements within 10 days of referral. They will source suitable vacancies which are of community benefit and upload these to the online Placement Vacancy Board. They will be responsible for tracking and monitoring customer attendance. Each sub-contractor will report on customer status and progress throughout the journey using Cascade. This will generate real time reports for review by the Contract Manager and relevant MWA Manager. The rationale for selecting our three sub-contractors is as follows: Groundwork: Currently deliver DWP Future Jobs Fund and Community Task Force, they have secured 40% of FJF placements across the WM. As a result they have 1800 community benefit placement vacancies already in place across a range of sectors. BTCV: Currently deliver DWP Future Jobs Fund and operate 300 separate environmental projects across the WM. As a result they are able to immediately offer over 600 placement vacancies in Coventry, Warwickshire and Staffordshire. County Training: Currently deliver Community Task Force and Future Jobs Fund. They hold a database of 3000 community benefit placements in a range of sectors. In order to estimate the percentage delivery in each area, we have used JSA claimant count data (NOMIS January 2011) to agree indicative volumes and geographical coverage with each of our supply chain partners. All sub-contractors have confirmed that they can manage +/-20% customer volume fluctuations. Local % of Sub-contractor Local % of Sub-contractor Authority/ CPA Authority/ CPA County County Birmingham 29% Groundwork Coventry 6% BTCV Solihull 3% Groundwork Warwickshire 6% BTCV Dudley 6% Groundwork Staffordshire 14% BTCV Sandwell 8% Groundwork Shropshire 6% County Training Walsall 6% Groundwork Herefordshire 2% County Training Wolverhampton 7% Groundwork Worcestershire 7% Groundwork Our delivery strategy is the best approach for customers in this CPA because: 1) Our selected partners have a strong track record of delivering similar services. 2) Our sub-contractors are all organisations with a locally established infrastructure which enables them to understand and respond directly to local needs. 3) Our strategy will invest directly in the third sector 92% of delivery is through voluntary sector organisations and the remaining 8% by County Training, a not-for-profit arm of Staffordshire Council. 4) Customers will have access to all areas of the CPA through a premises infrastructure of 18 main office sites and 72 outreach sites 5) Our subcontractors have confirmed that all staff are in place, reducing implementation timelines. 6) Our sub-contractors already have relationships in place with organisations who are able to provide placements of community benefit. This means that we are able to offer 5400 immediate placements in all areas of the CPA in a range of occupational areas. 7) esg will provide contract management and supply chain services enabling subcontractors to invest their time in providing high level support for customers. The needs of customers in the CPA will be addressed We understand that MWA customers may not be engaged and motivated to attend, we will help overcome this by: 1) Providing full geographical coverage with local access to provision through our network of 90 premises 2) Reimbursing Travel costs 3) Arranging childcare support will be provided 4) Already having in place a wide range of placement vacancies 5) Providing customers with any work clothing or equipment required for their placement e.g. safety boots for environmental projects.
RESTRICTED COMMERCIAL IN CONFIDENCE [5.2] Management Structure Please provide: A description of the proposed management structure for this CPA 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 An explanation why your management structure is appropriate for Mandatory Work Activity within this CPA.
Please include an organisation chart (attach as Annex 2) showing the proposed management structure for Mandatory Work Activity for this CPA. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4. Note: Format requirement and page limit does not apply to the organisation chart(s) which you must insert as Annex 4.
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5.2 esg has 11 years experience of designing and implementing the appropriate management structures for DWP programmes, incorporating complex services across large geographical areas including JCP Support Contract and NDDP. To manage and deliver the Mandatory Work Activity (MWA) programme, esg has designed a management structure to fully accommodate all stakeholder needs in the West Midlands i.e. customers, DWP, JCP, the supply chain, regional stakeholders and employers at strategic, operational and contract management levels. Proposed Management Structure / Roles and Responsibilities: esg has split its management resources into four distinctive functional areas to support our MWA solution. 1) Contract Management Structure: esgs Contract Management team is appropriate for the MWA as it will manage contract performance, supplier management and strategic stakeholder engagement, e.g. JCP, third sector and local authorities. The team that will deliver this function will be: a) Mandatory Work Activity Contract Manager, Redacted. She will deliver supplier management for three sub-contractors and will ensure supplier performance is managed closely and effectively. Redacted will develop high quality relationships with our sub-contractors, working in partnership to achieve all contractual obligations. The Contract Manager will also develop local stakeholder relationships such as JCP regional offices, local authorities, regional partnerships etc. and will contribute to local strategies, working parties and steering groups in the communities they service b) Reporting to Redacted will be a Quality Officer who will be responsible for the effective implementation and management of our Quality Management System and for performance improvement across the supply chain c) the Compliance & Audit Officer will ensure contract policy management, delivery of the DWP compliance audit schedule and the design of risk controls too provide assurance that contract delivery and outcome claims meet DWP requirements. Reporting to the MWA Contract Manager, this role is fundamental in managing contractual risk, fraud policies and contract compliance in line with DWP requirements. 2) Corporate Services: esgs Corporate Services team is appropriate for the MWA Programme as it provides the expertise of shared services functions for the benefit of our supply chain and contract management team. a) a PRaP Administrator will report directly into esgs Administration Manager, with a dotted line into the MWA Contract Manager. This role is a key part of our shared services function leading on all aspects of PRaP administration for the CPA. b) a Call Centre Operative will report directly into esgs Head of Sales, with a dotted reporting line into the MWA Contract Manager. The Operative will be responsible for dealing with all referral phone calls from JCP, logging all information onto our CRM system, Cascade, and ensuring timely exchange of information between ourselves and JCP. 3) Sub-Contractor Delivery: esgs Sub-contractor delivery team is appropriate for the MWA Programme as it delivers the end-to-end customer journey and provides the infrastructure required to ensure that customers complete their mandatory 4 week placement. a) Mandatory Work Activity Manager (MWAM), responsible for ensuring that delivery of contracts is met in a timely and professional manner and that appropriate resources are fully utilised within the centre to ensure successful contract delivery and responsiveness in line with KPIs. They will report directly to the MWA Contract Manager. b) Customer Adviser undertakes the Engagement Interview and matches the customer to a suitable placement. Will record and monitor the progress and attendance of the customer, report absences via Cascade to esg and complete DMA Stencil Templates and provide support throughout the placement. c) Placement Officer is responsible for sourcing quality community-benefit placements and keeping the placement vacancy notice board accurate and up-to-date. d) Customer Hotline Adviser is responsible for answering customer telephone calls and providing a responsive and
RESTRICTED COMMERCIAL IN CONFIDENCE 5.2 continued positive service to customers. Able to troubleshoot and put in place remedial actions to ensure that the customer completes the work placement. Identifying the Management Skills and Expertise Required: To identify the skills required for a high performing MWA Programme management team, we utilised the findings from Work Programme. Our Solutions Design Team (SDT) created a management structure appropriate for our delivery model and design and specified the structure to be replicated across the supply chain. The SDT firstly developed a series of key management competencies against the design of the MWA. These competencies were mapped against existing skills and capabilities. As esg and sub-contractors are experienced in this type of delivery, no gaps in competencies were found. For our Corporate Services function, the SDT analysed our existing management staff supporting DWP provision. Following this, esgs HR team developed job descriptions for each role. To complement our internal HR activities, and as part of the Work Programme, we have consulted with recruitment and executive search agencies e.g. Michael Page, Chamberlain Beaumont, Morgan Hunt to verify our findings and structures. With the full range of job descriptions in place, we consulted with our delivery partners who have all adopted our specified structure. Working with Supply Chain Management Teams: All sub-contractors will work within our Supply Chain Management Framework, linked to the Merlin standard, to ensure consistency and compliance. In terms of contractual obligations, esg will be Managing Agent and will contract directly with each of our chosen sub-contractors. To ensure that the supply chain meets all performance, quality and legislative standards, the MWA Contract Manager (CM) will work alongside esgs Director of Employability to agree all elements of MWA delivery to be included in a Service Level Agreement (SLA). This will include KPIs, terms and conditions, performance measures, a review schedule and reporting procedures. The CM will manage the SLA with sub-contractors through a monthly meeting and quarterly full contract review to include performance and quality, organise provider forums to share best practice and improve service levels by introducing new ideas, undertake quarterly demand planning/volume forecasts, allow joint assessment and mitigation of the risk of fluctuating demand, agree a Common Practice Framework with our supply chain providers for our service proposition and customer journey delivery. All supply chain activity will be tracked by our CRM system Cascade, linked to workflow, with specific customer, provider, employer and stakeholder portals. Real time reporting will enable all stakeholders to instantly monitor progress and quality of customer journey provision. Our shared system will enable transparency for all stakeholders, mitigate the risk of perceived unfairness in the supply chain and allow providers to compare performance. To drive quality and performance improvement across the supply chain, our Quality Officer will carry out a series of activities with supply chain organisations, including 1) Observations of all frontline delivery staff up to four times a year 2) Monitoring and evaluating Customer Feedback online and through paper-based customer surveys 3) Monitoring and evaluating Customer Documentation through Cascade, quality inspection visits through formal site audits to all sub-contractors every month as a minimum; 4) Monitoring and evaluating the employer experience through visits to a random sample of employers on a monthly basis combined with online surveys and 5) Developing of a Quality Improvement Plan as a result of QA findings, 6) Auditing to ensure placements are of community benefit monthly. Our Compliance & Audit Officer will work with the supply chain to set compliance & audit standards for DWP targets, ensure data security and health & safety; thereby minimising risk and ensuring that contract delivery and outcome claims meet DWP requirements.
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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 Mandatory Work Activity to ensure that the whole provision within this CPA is of a consistently high standard and meets the Service requirements; 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 2 sides of A4.
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5.3 esg will be fully responsible for all aspects of contract performance and supplier management, ensuring compliance with DWP contractual obligations. Our contract performance system has been developed to ensure consistency in performance management and monitoring across the supply chain for Mandatory Work Activity (MWA). It is made up of three interlinked elements: Service Delivery Management to ensure that the service is being delivered as agreed, to the required level of performance and quality; Contract Administration and Compliance to ensure formal and documented MWA governance; and Performance Improvement Activities to share best practice and implement a cycle of continuous improvement throughout the life of the contract. Service Delivery Management: esg will contract directly with each provider and will hold responsibility for managing and monitoring their performance. We will mandate in a formal contract: what they will deliver (customer journey); to what standard (quality graded against the principles of Ofsteds Common Inspection Framework); expected volumes; minimum service levels (e.g. all customers to start their MWA placement within 10 working days from the date of referral); and required performance measures (e.g. referral to start of placement within 10 days, attendance monitoring, submission of Feedback Reports). Sub-contractors will be responsible for managing and monitoring the performance of any of their own providers with whom they sub-contract. Our contract management structure for MWA will be as follows: esgs Director of Employability, Redacted, will have strategic oversight for the entire contract and will be accountable for ensuring that delivery is of a high standard and will report progress to DWP through scheduled meetings. Reporting into Redacted will be our nominated MWA Contract Manager (CM), Redacted, who will be responsible for day-to-day sub-contract management and monitoring. The CM will liaise on a daily basis with suppliers, analyse and evaluate scheduled reports, monitor performance centrally via Cascade our CRM, which will have the capacity to act as an early warning system for the CM to identify underperformance, and develop and implement appropriate remedial measures. Reporting to the CM will be: a Quality Officer who will monitor, evaluate and improve the quality of the customer experience through staff observations, collection and analysis of customer feedback and documentation, quality inspection visits, implementation of Quality Improvement Plans etc; and a Compliance & Audit Officer who will ensure contractual compliance and audit trail. In addition, the contract management structure for MWA will be supported by esgs Corporate services including: a Call Centre Operative who will be responsible for taking referral phone calls from Personal Advisers; and a PRaP Administrator who will process PRaP referrals and transfer information to the relevant sub-contractor and also report starts, leavers, and completers. To ensure consistency in management and monitoring of performance across the supply chain, suppliers will be mandated to follow the guidelines set out in our Performance Management Framework (PMF), as follows: PMF1) Defined Roles and Responsibilities the PMF clearly defines roles, responsibilities and communication protocols for all sub-contractor personnel. MWA Managers will be responsible for managing the performance of their respective sub-contracts, and reporting to CMs. Customer Advisers will report directly to the Managers and will be responsible for case managing the customer journey, from point of referral through to referral of customer back to JCP following successful completion of the programme. Placement Officers will report directly to the Managers and will have overall responsibility for sourcing appropriate placement and volunteering opportunities that will benefit the community, either directly or indirectly, and updating our shared, online vacancy board. Customer Hotline Advisers will be responsible for providing in-work support to customers through a local customer hotline. PMF2) Formal Reporting Procedures performance reporting to esg will consist of: a) Weekly Updates Managers will send weekly performance
RESTRICTED COMMERCIAL IN CONFIDENCE 5.3 continued data reports to the CM which will then be discussed (by phone or in person) in detail in order to assess performance, agree weekly priorities and identify risks; b) Monthly Performance Review Meetings between the Managers and CM which will cover performance, risk register, issues, trend analysis, compliance, monthly priorities etc; c) Quarterly Formal Contract Review Meetings between Managers, CM and Di Fryar, which will cover 3-month performance analysis, performance risks, contractual compliance, partnership working etc; PMF3) Standard Documentation suppliers will be required to use and complete standard templates for all performancerelated documentation e.g. attendance register, risk register, reports etc. PMF4) Risk Management sub-contractors will be required to maintain and update risk registers which will be owned by the Managers, updated daily and used to identify all risks relating to the running of the contract. The risk register will be a standing agenda item at Monthly Performance Review Meetings. PMF5) Managing Performance if a sub-contractor is underperforming against agreed contractual requirements (e.g. customers not contacted within 8 hours of PRaP referral), then the CM will work jointly with Di Fryar to assess the severity of the issue and implement subsequent remedial measures. A Performance Indicator Tool, linked to Cascade, will provide a visual indication (traffic lights) of performance against targets; Contract Administration and Compliance: We have developed a Contract Administration Manual which will be accessible to all MWA Managers through Cascade. The manual will include policies and procedures to ensure consistent and compliant administration of all relevant paperwork. It will clearly describe filing processes, payment procedures, documentation format, distribution lists, work flows etc. esgs Compliance & Audit Officer will be responsible for ensuring that the DWP Compliance Audit Schedule is delivered on time. They will support MWA Managers by: providing a policy and advice help line; testing initial understanding of compliance procedures during post implementation visits; publishing FAQs on the intranet and delivering training on MWA compliance. The Officer will also assess whether suppliers are completing their compliance check schedules to the required standard through on-site inspections and unscheduled spot audits. Performance Improvement Activities: We will improve performance by addressing underperformance and implementing continuous improvement activity. 1) Addressing Underperformance esgs Performance Indicator Tool is an early warning system that will be linked to Cascade and will provide real time performance information. The use of the traffic light system gives both clear and flexible categorisation: GREEN indicates that performance is meeting targets and that no remedial measures are necessary; AMBER means that the sub-contract is experiencing minor underperformance (e.g. +10% of referrals which do not convert to starts). A formal action plan will be developed and implemented, specifying detailed action required, owner of the action, performance measurement to evidence achievement and progress update. The Manager will be expected to report on outcomes of the plan on a weekly basis until the issue has been resolved. RED indicates that a sub-contract is underperforming significantly. This could be as a result of lack of suitable placements, placements not in the right locations and or sectors and poor monitoring of attendance. In such instances, a formal Performance Improvement Plan (PIP) will be agreed, which will include: objectives, daily targets, detailed actions to achieve targets, milestones, performance measurements and progress updates. The Manager will be expected to report daily to the CM on progress against the plan. 2) Continuous Improvement Activity We are committed to continually reviewing and improving performance throughout the life of the contract. We will incentivise suppliers to provide a high quality service by rewarding those that are consistently performing well with larger market shares (customer volumes). This will be reviewed and applied yearly.
RESTRICTED COMMERCIAL IN CONFIDENCE [5.4] Delivery Locations Please provide details of where and how you and your supply chain will undertake the initial customer interview to ensure full geographical coverage of provision for the delivery of Mandatory Work Activity within this CPA.
Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 1 side of A4.
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5.4 As an experienced deliverer of DWP contracts e.g. NDDP, Employment Zone, esg knows that accessibility to delivery locations will be critical to drive customer attendance. Our location strategy is to: 1) utilise providers with existing premises infrastructure; 2) select providers who are able to offer full coverage through outreach and 3) provide local placements through third sector/voluntary organisations. To deliver a service that reaches customers across the WM esg has created a geographically focused delivery structure with a single sub-contractor allocated to each county or local authority area. We will deliver engagement interviews from a network of main and outreach sites as follows: Birmingham: Groundwork will deliver from 2 main sites: Nechells Park Road & Bristol Rd South (Northfield). Outreach sites in hotspot area are: Real Help (Lozells), Kings Heath Community Centre, St Andrews Hall & Sports Centre (Handsworth), Highfield Hall Community Centre (Hall Green), Perry Beeches (Perry Barr/Oscott), Dawson Road, Handsworth (Soho/Lozells/Handsworth Wood), Lockside (Ladywood/Hockley) & Birmingham City Councils neighborhood offices (Washwood Heath/Erdington/Sparkbrook). Solihull: Groundworks main site: Sunbeam Close, Smiths Wood. Outreach centres: Akamba (Shirley), St Stevens Church Centre (Solihull), Solihull Community Housing (Chelmsley Wood), Solihull Connect (Touchwood) & Hobs Moat Library (Lyndon). The Black Country: Dudley Groundworks main site: Dudley. Outreach centres: Black Country Museum, CHADD (Dixons Green Rd). Gugarita Centre (Churchfields St), Accord Housing Assoc (Darlaston) & St Thomas's Community Network (Beechwood Rd). Sandwell Groundworks main site: Doulton Way, Tipton. Outreach centres: West Bromwich Community Centre; Cradley Heath Community centre (Cradley Heath, Old Hill Blackheath, Rowley); St Pauls Community Centre Tipton (Tividale, Tipton and Princes End) & Tanhouse Community Centre (Great Barr). Walsall Outreach centres: St Pauls Church (Darwall St), Manor Farm Community Centre, Blackenall Community Centre, Moxley Peoples Centre, Alumwell Community Association, Yew Tree Community Centre & Caldmore Housing. Wolverhampton Groundworks main site: St Johns Square, Wolverhampton. Outreach centres:Work Environment Centre (Finchfield); St Chads Community Centre (Pennfields), Institute (Tettenhall) & Bilston Community Centre. Coventry BTCVs main site: Baginton Castle Oak Fm. Outreach centres include Cheylesmore Community Centre (Arundel Rd), Coombe Abbey Park (Coventry), Kenilworth Road Spinney (Coventry), Binley Recreation Ground (Coventry), ,John White Community Centre (Grange Ave) and CTK Parish Centre (Westhill Rd).Warwickshire BTCVs main site: Moreton Morrell Campus, Warwick & Hams Hall Distribution Park, Coleshill. Outreach centres: Bishops Itchington Yellow Land, Astley Castle (Nuneaton), Priory Pools Rec (Warwick), Canalside Community Foods (Leamington), Stratford Youth Hostel, Linnell Road Nature Reserve (Rugby) Barnacle Way (Bedworth), Clopton Community Centre, Tiddington Community Centre & Atherstone Old Allotments Staffordshire BTCVs main site: Biddulph Road, Stoke-on-Trent. Outreach centres: Philip Dix Centre (Tamworth); Millward Hall Community Centre (Leek), Stafford Castle, Heron Cross School (Stoke), Beaudesert Park (Cannock), Burton Conservation Volunteers & Boley Park Community Hall (Lichfield). Herefordshire County Trainings main site: Hereford. Outreach centres: District Community Association (Leominster), Ledbury Community Hall, and Larruperz Community Centre (Ross on Wye). Worcestershire Groundworks main site is Worcester. Outreach centres include Pershore Community Resource Centre, Wallace House Community Centre (Evesham), Lyppard Grange Community Centre (Worcester), Malvern Community Centre, Batchley Community Centre (Redditch) & Kidderminster JCP. Shropshire County Trainings 5 main sites: Shrewsbury, Telford, Ludlow, Oswestry and Whitchurch. Outreach Centres include Talbot Learning Centre (Whitchurch), Old Street (Ludlow), Listley Street (Bridgnorth), Festival Drayton Centre (Market Drayton), & Watling Centre (Wellington).
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 customer volumes and changes to the customer group referred including potential alterations resulting from changes to the welfare regime referred to in Annex 6 of the MWA Specification. Your response should include the following: How you will maintain minimum performance levels;
Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 1 side of A4.
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5.5 Through 11 years experience of delivering DWP contracts, esg is adept at developing, costing and delivering provision against indicative volume forecasts which are subject to fluctuation. For example, in 2008 we experienced a significant jump in customer volumes on our New Deal and Employment Zones contracts as a result of the global economic recession. To counteract this, we developed a set of procedures that successfully ensured service delivery and minimum performance standards were maintained following major volume fluctuations and changes to customer groups. These proven procedures will be applied to the MWA contract as follows: Managing small fluctuations: If volume fluctuations are relatively small then esg has already designed our delivery model to manage volume fluctuations within a tolerance band of +/-20% against ITT indicative forecasts. To manage change within our tolerance bands of +/- 20%, esg selected sub-contractors with experience of managing volume fluctuation in previous contracts e.g. FND, Community Task Force and have mandated and confirmed these tolerance levels with each supplier. esg has suggested to all suppliers a range of mechanisms to achieve flexibility to manage within these tolerances: 1) Offer some front-line staff part-time contracts, giving them the ability to flex up in hours 2) Offer overtime for full time employees to generate additional hours; 3) Utilise temporary staff as a fixed % of FTE headcount, who can be released if volumes drop; 4) Lease delivery premises with the option for more additional leased space if volumes increase; 5) Insist on break clauses in property leases if volumes decrease and sites are no longer viable. Each sub-contractor is contracted to deliver the same performance levels regardless of changes in volumes (within tolerances). Utilising our contract management function, scalable IT and scalable customer journey processes; suppliers are well supported to achieve all targeted performance levels. esg does not envisage any drop in performance due to volume changes in line with our tolerances. Managing large fluctuations: If volumes increase above or below our contracted tolerance levels, this represents significant change and therefore we manage a series of processes to inform our Contract Manager of the potential issue. 1) Monthly meetings to plan staffing and resource needs with each MWA Manager. 2) esg will map trends in referral volumes every month and produce a quarterly report for the Contract Manager. 3) esg will meet our DWP Contract Manager and JCP e.g. District Managers, External Relations Managers on a minimum monthly basis; we will discuss volume trends as a standing item. 4) esg will also take into consideration a forward view of the local economy; sub-contractor Placement Officers will be responsible for predicting rising/falling unemployment figures and the consequential local labour market. There are a number of factors that we believe have the potential to exceed contract tolerance levels, including Economic Conditions e.g. if the public sector contracts as forecasted then this will have a major impact on volumes: Birmingham City Council announced cuts of 4,300 jobs in Feb 2011, with a total of 7,000 over the next 3 years and changes to customer groups: e.g. during the contract lifetime customers may increase as a result of the single benefit regime of Universal Credit and the Work Capability Assessment, which will generate more referrals/starts through large numbers of IB customers moving into JSA categories following re-assessment. To respond to increasing volumes above 20%, esg and our supply chain will: a) Increase existing delivery capacity i.e. work with our suppliers to recruit additionalpeople; increase the space within the current premises portfolio. b) Operate additional outreach services our suppliers will secure additional premises where required to ensure that the MWA service is accessible. c) Source additional suppliers e.g. to deliver significant volume changes to new customer groups, esg will source new supply appropriate to each type, especially encouraging third sector suppliers to join our supply chain.
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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 Mandatory Work Activity placement in this CPA; 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.
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5.6 As an established welfare to work provider for over 20 years, esg has honed its processes to evaluate, monitor and improve the quality of provision and maximise the customer experience. The esg Quality Management System (QMS) is our process for evaluation and monitoring the quality of delivery of the Mandatory Work Activity (MWA) contract. The QMS is our method by which the customer journey will be monitored, evidence will be collected, and quality of experience for both the customers and the employers who provide placements will be evaluated against recognised standards (Ofsted). The QMS will be applied to: 1) Monitoring and evaluating the quality of delivery staff: Our dedicated Quality Officer will carry out observations of all front-line delivery staff (i.e. Customer Engagement Officers, Placement Engagement Officers, MWA Managers). Customer Engagement Officers will be monitored on: quality of initial customer interview (e.g. good description of customer rights and responsibilities, appropriate Health and Safety induction, accurate description of support available to customers while on MWA etc.), frequency of contact with customers, quality and appropriateness of in-work support during placement, quality of placement-matching against customer job goals, effective monitoring and reporting of attendance and customer feedback. Placement Engagement Officers will be monitored on: number of volunteering placements sourced, range of placements by sector and geography, and quality of employer support provided during the placement/ MWA Managers will be monitored on: the quality of the provision delivered throughout the geographical area in which they are subcontracted to deliver and the responsiveness of their teams in meeting contractual KPIs. The Quality Officer will evaluate the performance of each role against Common Inspection Framework (CIF) grading criteria. We will set minimum benchmark for the customer journey process of Grade 2: Good. Should any delivery staff not meet this standard; remedial measures will be implemented through an Action Plan. 2) Monitoring and evaluating customer feedback: This will be sought through: online and paper-based customer surveys during the first and final (4 th) week of the placement to evaluate customer satisfaction at key points of their mandatory placement; monthly customer forums led by the Quality Officer (QO) for an independent view of satisfaction levels; one-to-one customer interviews conducted by the QO; online suggestion blogs on our website. Each medium of feedback will ask customers to rate their experience from 1 (outstanding) to 4 (inadequate) on key questions e.g. Please rate the effectiveness of your Placement Officer. This will help us identify the strengths and weaknesses of our sub-contractors frontline teams. 3) Monitoring and evaluating Customer Documentation: Customer documentation will include PRaP referral information, Cascade customer files, record of engagement interview, attendance record and Feedback Form, DMA Stencil Template and Completer Certificates. 4) Quality Inspection Visits: The Compliance & Audit Officer will conduct formal site audits to all sub-contractors every six months as a minimum. These audits are oneweek inspections that will mirror the process and standards of an Ofsted inspection with clear, evidence-based judgements set against defined criteria (CIF). The Officer will monitor the quality of site provision through first hand checks of all customer documentation; customer interviews; delivery staff observation and assessment of environment (health & safety, access, equipment etc). Each sub-contractor will be expected to achieve minimum equivalent benchmark of Ofsted Grade 2. Should any sub-contractor not meet this standard, we will develop and implement remedial measures to address quality, increasing frequency of inspections to 4 months (if Grade 3) or 2 months (if Grade 4). 5) Monitoring and Evaluating the Employer Experience: The Quality and Compliance & Audit Officers will also monitor and evaluate employer satisfaction through: quarterly visits to employers and quarterly online surveys through which employers will be asked to grade the quality of our service. By monitoring the
RESTRICTED COMMERCIAL IN CONFIDENCE 5.6 continued employer experience, esg can react to needs, leading to repeat business vacancies for our customers. Acting on QA findings: Any findings of less than Grade 3 satisfactory, will lead to the development of a Quality Improvement Plan (QIP) setting out: objective/detailed action required; person(s) responsible; target dates; performance indicators; review date(s) for re-assessment. QIPs will be implemented and monitored by the Quality, Compliance & Audit Officer, and all activity reported to the esgs Director of Employability in monthly reports. Achievement of milestones achieved from QIPs will be reported by the supplier to the Officer on a monthly basis as a minimum. Complaints Procedure: Our sub-contractors will be contractually obliged to follow esgs documented Customer Complaints Procedure which is designed to support the DWP Code of Conduct and is embedded within the QMS. The procedure identifies the appropriate channels through which customer complaints can be raised, acknowledged and ultimately resolved, and will be explained fully to each customer during induction. To promote good customer relationships, parties will take steps to resolve complaints informally. If the informal approach is not appropriate, customers should raise the complaint as follows: 1) Complaints should be directed at the person the customer has been dealing with or their line manager, either in person, by phone, in writing or by email; 2) The member of staff receiving the complaint will record it on an online Customer Complaint Register, which will log the details of all complaints and resulting communication, actions and decisions; 3) We will officially acknowledge all complaints within 5 days (in writing) and inform the complainant who is dealing with the complaint, our proposed actions to resolve it, how long it will be before a full reply is issued (typically 10 days) and any reasons for potential delay (e.g. staff sickness etc.); 4) Investigation: We will appoint an Investigative Officer (a Senior Manager, independent from the customer) who will undertake a full investigation. This may include interviewing all parties involved and examining documentary evidence. All conversations during this process will be recorded for future reference in a report; 5) The Officer will send a holding response in writing to the complainant if, following investigation, the complaint cannot be immediately resolved; 6) A full written response will be provided (typically within 10 days of receipt of initial complaint) stating: a) that their complaint is warranted (e.g. breach of conduct) and that we have taken appropriate measures (e.g. disciplinary action if the complaint is about a member of staff) or b) that following in-depth investigation, we have concluded that no malpractice occurred and explain how we arrived to this decision; 7) If the complainant wishes to appeal against decisions made/actions taken, we will advise them to do so in writing to esgs Group Operations Director, within 5 working days of receiving the written response; 8) Appeal Meeting: The Officer will arrange an appeal meeting, to be attended by the Officer, Complainant and Director, during which all documentary evidence will be provided and the complainant will put forward his/her case. Following the meeting, the Director will decide whether to uphold the appeal against the original decision or whether action should be taken. We will send the complainant a letter within 10 working days stating the outcome of the Appeal Meeting; 9) Should the complainant remain dissatisfied, we will advise of his/her right to seek support from the Independent Case Examiner's office, which will review our handling of the complaint, investigate whether any evidence of maladministration exists and decide whether the complaint should be upheld. Acting on Findings for Complaints: The Quality Officer will hold full responsibility for acting on the findings, whether the complaint is upheld or not. The team will review documentary evidence, interview the Investigative Officer and the person at whom the complaint was aimed (if relevant) to understand the root cause of the issue. Information gathered through this process could inform the QIP e.g. intensive E&D training might be delivered to staff member(s) following a complaint; or closer scrutiny/observation/spot checks of individual staff members by the Quality Officer may be required. All actions agreed will be followed up to ensure they are done.
PART 6:
RESOURCES
[6.1] Staff Resources Staffing Numbers, Job Titles and Roles Please provide: Details of the number of staff, shown as full time equivalents, including job title and key roles you and your supply chain propose to employ to manage and deliver Mandatory Work Activity for this CPA. 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. a detailed description of the number of staff to be drawn from o current resources, o those to be recruited by both your organisation and any supply chain organisations involved.
Details of how you have identified the skills required by staff in your organisation, and your sub-contractors, to deliver the service you have proposed at Section 4. Details of how you will acquire staff with these skills. A resource plan should be provided (attach as Annex 3) showing how staffing, by 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 . Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4. Note: Format requirement and page limit does not apply to the resource plan which you must insert as Annex 3.
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6.1 Redacted
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PART 7:
STAKEHOLDER ENGAGEMENT]
[7.1] Local Stakeholders Please describe in detail, in relation to this CPA how you and your supply chain will engage with local Partners, voluntary sector organisations and employers to ensure effective on-going 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 2 sides of A4.
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7.1 esg and its supply chain will engage with local partners, voluntary sector organisations (VSO) and employers to ensure effective ongoing relationships throughout the life of the contract. esg believes stakeholder engagement is vital to the success of Mandatory Work Activity (MWA) programme delivery, because: (1) stakeholders are an invaluable source of local information and will contribute to ensuring that we have a large and active pipeline of work placements for customers; (2) stakeholder engagement helps esg to be on the pulse of local community needs and allows us to shape our delivery so that it provides a tangible benefit to communities throughout the CPA; (3) engaging with local authorities enables us to align delivery to key local strategies, avoid duplication and parallel funding of services and builds trust with key civil servants, often gatekeepers to many relationships that add value to delivery. esgs strategy for stakeholder engagement is to operate a three-phased approach: Phase 1 to engage with the voluntary sector and local authorities prior to tender submission; Phase 2 to prepare for contract delivery; Phase 3 the ongoing relationship management of our stakeholder partners during live contract running. Phase 1: Our West Midlands Development Team, led by Redacted, has already engaged with key representatives from each local authority through one-to-one meetings with: Redacted from Birmingham CC; Redacted from Solihull MBC; Redacted from Wolverhampton CC; Kelly Thomas from Sandwell MBC; Jane Kaur-Gill from Walsall MBC; Redacted from Dudley MBC; Redacted from Telford and Wrekin Council; Redacted from Shropshire CC; Redacted from Stoke on Trent Council; Redacted from Worcestershire CC; and Redacted from Coventry Council. The purpose of these meetings have been to introduce esg, develop important lines of communication and identify key community organisations, VSOs, social enterprises, Local Authorities and environmental agencies that could provide four-week work placements for MWA customers. e.g. Mental Health Teams, Probation Service, Citizens Advice Bureau, Housing Associations, local council offices, local charities etc. Our supply chain partners have been selected because of their existing relationships with key VSOs, community organisations and local employers that could support the sourcing of MWA placements for our customers: County Training has a bank of more than 3000 placements for this CPA; BTCV currently has access to 600 placements; Groundwork has 1800 placements. We have requested that each of our suppliers provide us with key information (organisation name, name of representative, location, specialist area etc.) of all pertinent organisations to successful MWA delivery. This information, combined with data sourced through our own stakeholder engagement activities, will be used to populate our Stakeholder Mapping Database. Phase 2: As soon as the bid is submitted, Redacted will review all information entered in the database and categorise stakeholders under the following three headings: 1) Strategic Stakeholders: e.g. JCP representatives (e.g. Redacted Regional Manager; Redacted External Relations Manager); key representatives from Local Authorities; regional VSO consortia such as BCVS, DCVS, RAWM etc; Redacted will continue to develop strategic relationships during this phase until contract award, focusing his time on addressing any gaps in our stakeholder map. Redacted will utilise his relationships with local authorities to identify any missing contacts, paying attention to stakeholders that could add value to delivery. 2) Delivery Stakeholders: e.g. Community-based VSOs such as Lifeworks and Sparkhill Youth Project; local delivery agencies; local employers; JCP Managers and operational staff; local boards / steering groups e.g. West Midlands Rural Community Action Network etc. 3) Contractual Stakeholders: Examples include; DWP PMD Account Management i.e. Shirley Hammond Account Manager, Redacted - Head of Account Management; 7.1 continued Phase 3: Local WM DWP contract management; WM ESF contract
RESTRICTED COMMERCIAL IN CONFIDENCE management. Upon contract award, esgs contract management function will hold responsibility for engaging strategic stakeholders. In the first quarter of the contract, Redacteds team will maintain continuity of relationships by working alongside esgs MWA Contract Manager, Redacted, and provide a warm hand-over of stakeholder engagement information. At this hand-over point Redacted will be fully responsible for managing: Contractual Stakeholders i.e. DWP; and region wide Strategic Stakeholders. Redacted will meet with Strategic contacts on a 1:1 basis every quarter to update them on progress and discuss strategy. Redacted intends to offer her expertise to local groups e.g. region-wide community partnerships such as the Every Voice Counts Partnership. She is also keen for esg to contribute to local strategies through our MWA provision, focusing on community development e.g. Shropshires Community Strategy 2010-2020 and Solihull Sustainable Community Strategy. Redacted will also discuss with her contacts the option of setting up a regional management board to provide strategic oversight / advice on esgs MWA delivery. Every strategic and contractual Stakeholder will receive quarterly esg management reports highlighting 1) Performance 2) Media coverage and PR of community benefits of MWA; 3) Case studies; 4) Labour market information i.e. four-week placements sourced, filled etc. Monthly ward level data can be produced as our MI system holds details at a postcode level. Each of our delivery partners will be responsible for engaging delivery stakeholders once the contract is live. Our supplier selection process assessed capability and experience of stakeholder engagement, so all successful sub-contractors have links with key voluntary and community sector organisations, social enterprises and local employers that could support our delivery by providing placements for MWA customers: BTCV Has established links and working relationships with more than 250 community and voluntary organisations that can provide work-related placements across the West Midlands (e.g. Black Environment Network, Turning Point, NACRO etc) Groundwork Has been operating in West Midlands for over 20 years and as a result has excellent links with Local authorities through partnering on FJF contracts, regional employers (e.g. British Waterways, Quadron Services, Glendale, Enterprise and Keir), social enterprises (e.g. PISCES in Wolverhampton), FE Colleges (e.g. Fircroft College, Stourbridge College, Bourneville College etc) and VSOs (e.g. NACRO, St Thomass Network etc). The organisation has strong links with more than 800 community and voluntary sector organisations in West Midlands. County Training Has chaired and continue to lead on the Shropshire Voluntary sector consortium and has a presence as a board member of the Telford & Wrekin Council working group to tackle worklessness. It also chair the NESP group which pulls together all welfare to work provision in Shropshire. As a local authority, have extensive links with: social landlords (e.g. South Shropshire Housing Association), local community and voluntary organisations (e.g. WiIlowdene Farm, Confide) and employers (e.g. Stadco, Severn Hospice). All delivery partners will have access to esgs stakeholder database to record contract management data and will be required to provide monthly reports to the Contract Manager on stakeholder engagement, within their area. Stakeholder engagement will be a standing agenda item at contract management meetings to review progress. We will also hold six-monthly Stakeholder Breakfast Forums within each Local Authority to provide a touch point as Prime Contractor for all delivery stakeholders to hear their views and discuss strategy.
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PART 8: CONTRACT PERFORMANCE

[8.1] Performance Please explain in detail; The types of work placements you will provide; How you will source placement opportunities, often at short notice, for customers on the programme; How these placements are of Community Benefit; How you will tell JCP if a customer signs off benefit; How you will raise a sanction doubt with JCP.
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8.1 The types of work placements we will provide: A key criteria for the selection of our sub-contractors consisted of their track record of securing and successfully matching customers to placements. These placements should cover a broad range of job roles, be of community benefit and cover the whole of the West Midlands region. BTCV deliver Community Task Force and Future Jobs Fund, have a bank of 600 placements and are further able to offer vacancies on their 300 individual environmental programmes. Groundwork also deliver Community Task Force and Future Jobs Fund, securing more than 40% of the total West Midlands Future Jobs Fund placements and have a bank of 1800 vacancies. County Training has experience of securing placements through Community Task Force and has 3000 placements available. Collectively, our supply chain partners can provide 5,400 immediate placement opportunities across the CPA (190% of our budgeted customer starts for the first year of the contract). This shows that we are able to provide a wide selection of job roles across the CPA from contract start date e.g. a customer who wants to work in retail could undertake a placement with We Are Birmingham Limited. Where a customer has a job aspiration which requires a CRB check e.g. child care, we will place the customer in a role which offers transferable skills to the sector they wish to work in. Listed below is a small selection of employers who have committed to providing placements for our MWA customers: Environmental Placements with: BTCV conservation projects, British Waterways canal projects, Waterworks Estate, Recycling Operative with S&S Services, Green Gym, Forest of Mercia (Cannock), Guides and Conservation with Eturia Museum. Retail Placements with: Astley Castle Trust, Acorn in Barnts Green, Cotteridge, Hall Green, Kingstanding, Sheldon and Washwood Heath. Online sales assistant with Akamba, Chapters (Lichfield), BHF Furniture, Shrewsbury Furniture Scheme, Salvation Army, Marie Curie, Trainee Shop Supervisor with Walsall Hospice. Construction Placements with: Quadron Services, Darlow Smithson Productions, Keir Social Housing, Ludlow Castle, Cambrian Heritage Railways, Construction and maintenance technician with The Vine Trust. Community Work Placements with: PISCES in Wolverhampton; Workers Educational Association, Real Help in Lozells, Mishkam Centre in Birmingham, Benefits and Personal Adviser roles with Blue River. Fundraisers with Baby Blues Appeal, BME United and Blue Badge Network; Project Support Worker with St Johns Church Preservation Group, Guides with NHS Telford & Wrekin Walkabout Project. Office work and administration Placements with: Blind Centre, Acorns in Whytle, Age Concern, Community Health Administrator with Ashram Housing, Marketing Officer with Blue River, Administrator with Handsworth FC, Receptionist West Bromwich Afro Caribbean Centre, Admin Assistant Beacon Centre Wolverhampton, Administrator Just Credit Union, Receptionist Walsall Tenant and Residents Association, Data Inputter Chemtech Waste Management. Regeneration Placements with: Blue Sky; Civic Trust Stoke on Trent, Home Farm Trust (Rugeley), Herefordshire Voluntary Action. Horticultural placements with: Akamba, Glendale Kingstanding, Albrighton Trust and Moat Gardens, Allotment Operative with Groundwork, Seasonal Gardener with Greenscape, National Trust. Leisure Placements with: Central Mosque Womens Community Gym, Health and Fitness Assistant with Budokan Academy, Football Coach with Handsworth FC; Sports Marketing Co-ordinator Bentley Community Centre. Media Placements with: Moorlands Radio (Leek), Accord as digital recorders feeding a website called Social Breakfast which encourages young people to become active citizens. Hospital Radio, Unity FM. Transport Placements with: Community Transport; driver with Akamba, deriver with Chairs and Spares. Facilities Management: Site caretaker with ASAN Greenworks Wolverhampton. Catering and hospitality Catering Assistant with Melting Pot, Oswestry Youth Caf, Age Concern, Black Country Living Museum Catering Assistant.
RESTRICTED COMMERCIAL IN CONFIDENCE 8.1 continued Animal Care Herpitologist at Broxwood Animal Sanctuary; Horse Grooming at Endon Riding School, Hoo Farm Animal Kingdom, Amerton Farm, Rea Valley Riding for the Disabled, Shropshire Cat Rescue and Butterfly Conservation. How we will source placement opportunities: Each sub-contractor will employ Placement Officers (4 in total across the CPA) whose role is to secure placements. Our suppliers have collectively operated in this CPA for over 50 years and have developed relationships based on trust with key local organisations, as demonstrated by our existing bank of 5,400 placements. The Placement Officer will use the sub-contractor network of voluntary sector, social enterprise and Local Authority partners to identify suitable work placements. They will log each vacancy with contact details for the placement, the location and preferred working hours (30 per week), the type of work to be undertaken, any skills or experience required and whether there are any physical limitations associated with the placement (e.g. working outside or manual work). How we will source placement opportunities at short notice: During the contract negotiation phase, we will set monthly placement targets for each sub-contractor. We will ensure that there is a sufficient volume and range of placements for a minimum of 2 months of indicative customer starts. From our discussions with sub-contractors during the bid phase of MWA, and based on the written evidence they have provided, we are confident that we already have more placements available than there are customers. To manage customer requirements, each MWA Manager will hold weekly team meetings with their Customer Advisers and Placement Officers to ensure that supply is in line with demand. For example, should there be a peak in referrals in Dudley, the Black Country Placement Officer will undertake a short notice week long intensive campaign to secure more referrals in that area, calling in the support of other Placement Officers if required. Similarly, we may find that some types of placement are more in demand than others, for example a large demand from customers who wish to work in catering and hospitality. In this case we will seek to secure more placements in that sector, e.g. League of Friends Cafes in hospitals or the Warwick Quaker Community Caf. How we will ensure that these placements are of community benefit: To ensure that all placements provide varying degrees of benefit to the community, we will provide guidance to our sub-contractors through the use of a community benefit checklist. Suppliers will be mandated to ensure that all placements meet the minimum requirements, as illustrated in the checklist. The Placement Officer will provide a community benefit rationale for each placement prior to inclusion on the Placement Vacancy Board. All placements must be signed off by the MWA Manager prior to inclusion on the Vacancy Board. The esg Quality Officer and the Compliance & Audit Officer will undertake random samplings during their monthly visits to ensure that placements meet the minimum requirements of the community benefit checklist. How you will tell JCP if a customer signs off benefit: Should any customers either: inform us that they have found employment or provide an offer letter from a prospective employer; we will inform JCP via PRaP and a phone call. Details will be recorded on our CRM system Cascade on the same day. How you will raise a sanction doubt with JCP: We will inform JCP via PRaP and DMA template within 4 working hours whenever a customer: 1) fails to participate in or complete MWA; 2) refuses a place on MWA demonstrated by failure to attend on the first day; 3) fails to attend or participate in any meeting or activity, having been notified that they are mandated to do so; or 4) loses a place on MWA through misconduct.
PART 9:
IMPLEMENTATION
[9.1] Implementation Plan Please provide: An Implementation Plan for Mandatory Work Activity 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 4), 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 should 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 Mandatory Work Activity contracts and how these risks will be mitigated.
Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 1 side of A4. Note: Format requirement and page limit does not apply to the Gantt chart which you must insert as Annex 4.
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9.1 Annex 4 contains a Gantt chart that covers the entire scope of the work needed for CPA6, and includes a list of activities, start and end dates, responsibilities, key milestones, critical path activities, activity inter-dependencies and the delivery start date. A critical path activity is one where any delay will have a direct impact on the target delivery start date. esgs planned start date for delivery is 16th May 2011. Key risks to the implementation plan and how these risks will be mitigated are: 1) Winning multiple contracts: As esg is only tendering for one Mandatory Work Activity (MWA) contract in CPA6, the impact of winning multiple contracts is negated e.g. implementation delivery failure due to pressure on management or operational failure due to resource pressure and the burden of extra contract administration. However, it should be noted that esg has submitted tenders in February 2011 for multiple DWP Work Programme contracts, including the two CPAs in West Midlands. To mitigate against any risk that could arise from winning both MWA and Work Programme contracts, esg has invested in a new programme management structure to professionalise our approach and deliver a best in class implementation service for DWP. esg has invested over 100,000 since December 2010 in a Programme Management Office (PMO) environment that manages business change via structured programme and project methodologies i.e. MSP and PRINCE2. The PMO has already developed a comprehensive implementation plan for CPA6, so esg is well prepared for additional business. The PMO comprises Redacted, (Programme Manager); Redacted (Project Manager); Redacted (Contract Manager) for CPA6 managing the local project and Redacted (Programme Office Manager). esg has also drawn all non Programme Management resource for the implementation of each contract from corporate centre, not field operations. This is to ensure that all of esgs activity operates as business as usual. esg has designed a delivery model where contractual spend and customer volume is managed by a select group of local suppliers. This transfers the administrative overheads to our sub-contractors, who have sufficient resources already in place. To obtain full assurance that esg has mitigated this risk, esgs Commercial Finance Manager has conducted due diligence on each contractor through a series of partner meetings in early February for another DWP programme. Each supplier demonstrated staffing levels above the minimum standards required by esg and provided full assurance that they can deliver their element of the implementation for their respective sub-regions. 2) Some of the proposed partners do not agree to contract with esg, leading to failure to deliver in all locations across the CPA: To mitigate this risk esg has a reserve list of named providers for each selected contractor e.g. Heantun Housing for Groundwork who applied for the work via esgs Expression of Interest (EOI) exercise. These contractors have been fully assessed as competent but did not score quite as highly as our selected suppliers. We have undertaken initial due diligence and are assured that they would be interested in joining our supply chain if required. 3) The required premises cannot be obtained or fully fitted out by the target start date for service delivery, leading to failure to fully deliver to all locations across the CPA: This risk has been reduced by the selection criteria of our EOI process which included a scored section for infrastructure located in the CPA. Our selected suppliers operate from existing sites in the CPA, which means that premises are already in place before contract start date. To further mitigate any risk, esg will negotiate desk space for engagement interviews from JCP, providing another option for delivery. An additional contingency is that esg has a list of approved serviced office suppliers such as OfficeSpace.com and Flexi Offices who can provide short term, plug and play, secure, DDA-compliant premises within 24 hours of call off.
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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. Describe your contingency plan for maintaining the entire scope of your proposal within your bid should members of your supply chain withdraw at any point during the delivery of this contract.
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9.2 esg has set up and mobilised multiple service contracts across differing geographies many times before - e.g. esg implemented five DWP contracts between October and December 2009 worth 18m without registering any negative impact to the performance of our existing contract base of 45m; in contrast, performance actually improved over this period i.e. NDDP jobs performance increased from 47% to 51%. esgs proposals to implement Mandatory Work Activity (MWA) without adversely affecting existing contracts or other new business are as follows: 1) A dedicated implementation team: esg operates a Programme Office to manage all implementation projects. This team of Programme Manager, 3 Project Managers and 1 Programme Office Manager has the capacity to manage the immediate implementation process for CPA6. esgs implementation process for MWA will not utilise operational staff engaged on other contracts and will draw all other requirements (e.g. IT, Finance, Premises, HR etc) from corporate centre to ensure existing programmes operate as business as usual during implementation. With no other bids in the pipeline outside of DWP, it is unlikely our project team will need to be strengthened. However if additional project resources are required esg can recruit temporary posts at short notice. 2) A divisional contract delivery structure: esg operates a divisional delivery structure rather than a regional management model. This means that our two business areas of SFA funded skills and DWP employment provision are managed independently by distinctive line structures, linkage only occurring at Group Operations Director level. This vertical management structure mitigates any impact to our Skills contracts from MWA implementation; as all frontline staff, middle management and senior management are dedicated to a single business unit with no functional cross-over at any level with our DWP employment contracts. 3) A shared services approach: esgs corporate centre operates a central "Shared Services" function for IT, HR, Implementation, Finance, Bid Development, Marketing; leaving two operating divisions clear to focus only on contract delivery. 4) Ring-fenced operations: Within esg, the operational functions of CPA6 will be "ringfenced" from all other delivery through the recruitment of dedicated contract management and delivery teams. esg does not provide DWP services in the area covered by this CPA, so existing commitments cannot be affected by the winning of these services. All recruitment, training and any induction requirements will be serviced by the shared services function in corporate centre not from operational teams. 5) Utilising incumbent provision as sub-contractors: esg selected sub-contractors for MWA based on the following criteria: scale of existing infrastructure, human resources, delivery capability and implementation process. All of our sub-contractors are DWP providers in this CPA, therefore our implementation will require integration into esgs workflow model rather than total replacement or insertion of any new suppliers into the CPA. This is much less demanding for esg as the Managing Agent, and attaches much less risk to our supplier base. As part of our due diligence process with short-listed suppliers, we have assured feasibility of the implementation process during a series of 1:1 meetings with our sub-contractors. At the same meetings, esg has also reviewed the sub-contractors other commercial commitments, both existing and potential, and can confirm that all our suppliers are able to fully commit to esgs delivery of MWA with no adverse impact on any other area of their business. We will utilise our
RESTRICTED COMMERCIAL IN CONFIDENCE 9.2 continued Business Change Method, which is compliant with the Government's Managing Successful Programmes method and applies the principles of the Merlin Standard and Management of Risk method to handle partner interactions and risks respectively. esgs contingency plan to maintain the entire scope of our proposal is threefold: a) To utilise our reserve list of suppliers in the CPA: esg conducted an Expression of Interest round to select suppliers for Framework services for Birmingham & Solihull, Coventry & Warwickshire, Staffordshire and The Marches receiving 149 applications. Applications were screened against: track record of service delivery, performance above national averages, geographical premises coverage, experience of working with different target groups, quality standards, and financial due diligence. Highest scoring applicants were immediately informed of their success and were invited to join our Framework Preferred Supplier List. From this we selected the best performing providers to deliver MWA, focussing specifically on experience of securing and delivering a range of community benefit placements across the CPA. Other competent suppliers that scored well, but not as highly as our selected sub-contractors, were then notified that they have been placed in a reserve list, as follows:
Sub-Contractors BTCV Groundwork County Training
Reserve List Stoke JET, Heantun Housing, NACRO, Wise Ability Heantun Housing, BCVS, Black Country Housing Prospects, NACRO, Steps to Work
Should we need to utilise one or more of the reserve list suppliers, esg will apply our model implementation plan for MWA sub-contractors. This plan incorporates all the activities that the provider should carry out to integrate into our delivery model e.g. HR, premises provision and systems integration. esg will provide each reserve provider with dedicated project management resource to support the implementation. b) Additional geographic coverage for primary suppliers: As part of our due diligence process, providers had to demonstrate that they have the resources and infrastructure in place to potentially grow their business on demand. All suppliers selected in the primary list of sub-contractors have that ability to extend their delivery to varying degrees. If a sub-contractor withdrew from the supply chain after bid submission, esg will contact neighbouring suppliers and negotiate with each to ascertain the best option that can provide the coverage and deliver the service levels of the contract. Any additional business that requires implementation will follow esgs model implementation protocols as described above. c) esg to act as reserve supplier via our Sencia business: esg is an existing deliverer of DWP programmes e.g. EZ, New Deal, NDDP so we are experienced in set up and delivery of employment provision. If required we could step in at short notice to deliver the programme on a temporary basis through the transfer of existing staff to the programme whilst a new sub-contractor was ready to deliver.
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PART 10: OFFSHORING PROPOSAL (including Landed Resources and Nearshoring)
Are you and/or your subcontractors proposing to use Offshoring, Landed Resources or Nearshoring in delivery of this Contract
YES
NO
(indicate where applicable) (indicate where applicable)
If you have answered YES to this question, you must complete a DWP Offshore Proposal Template and include with your tender. Please refer to paragraph 1.42 of the MWA Instructions to Bidders if you need the template.
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Protect - Commercial
ANNEX 1 SUB-CONTRACTOR DECLARATION

A declaration should be signed and submitted on letter headed notepaper by each proposed sub-contractor (with the exception of ad-hoc suppliers) and attached to this Tender Form. Please note by attaching these declarations, tenderers will be deemed to agree to their contents. To: Date: I confirm that we have agreed in principle with [name of bidding organisation], to deliver the following elements of the service described in their tender:Please list below elements of service to be delivered. Department for Work and Pensions
I have read and understood the specification for the elements of provision, which my organisation will deliver. I have agreed in principle terms of delivery for this provision and am content that reasonable and appropriate price and payment terms have been negotiated and agreed for delivery of these services. I confirm I have seen the full tender document (excluding any Commercial in Confidence information relating to other Providers) and am content with my role as described and with the terms I have agreed with the Prime Contractor. I confirm that the agreement in principle allows for my organisation to implement the appropriate level of planning and investment to deliver the service. In addition to the above I confirm that the agreement made is consistent with the general principles set out in the DWP Code of Conduct and the Merlin Standards.
Signed: Name: Name of Sub-contractor: Note: the person signing the letter should be authorised to sign contractual agreements on behalf of their organisation.
39 MWA ITT Questionnaire final V0.1
Please submit the following as separate documents:
ANNEX 2 PART 5.2 MANAGEMENT STRUCTURE ORGANISATION CHART
ANNEX 3 PART 6.1a STAFF RESOURCES RESOURCE PLAN REDACTED
ANNEX 4 PART 9.1 IMPLEMENTATION PLAN
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Invitation to Tender Form

CONTRACT PACKAGE AREA TENDER FORM CPA 6 WEST MIDLANDS

Tender Round title: Organisation Name: CPA:

Mandatory Work Activity esg Holdings Limited CPA6 WEST MIDLANDS

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PART 1: ORGANISATION DETAILS

06397426 12 Europa View, Sheffield Business Park, Sheffield. S9 1XH

PART 2: TENDERER DECLARATION

Redacted 25th February 2011

Name: Job Title:

Duly authorised to sign Tenders on behalf of: esg Holdings Limited

esg Holdings Limited

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

Redacted Redacted Redacted Redacted 25th February 2011

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[4.1] Customer Journey - Process

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SUPPLY CHAIN MANAGEMENT

[5.1] Delivery Strategy

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PART 8: CONTRACT PERFORMANCE

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Sub-Contractors BTCV Groundwork County Training