103. CPA3: Reed in Partnership - Tender

8/3/2019 103. CPA3: Reed in Partnership - Tender

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RESTRICTED – COMMERCIAL IN CONFIDENCE

EMPLOYMENT RELATED SUPPORT SERVICESFRAMEWORK AGREEMENT

MINI COMPETITIONS FOR THE PROVISION OFTHE WORK PROGRAMME

Invitation to Tender Form

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Tender Round title: The Work Programme

Organisation Name: Reed in Partnership

Lot: London

Contract Package Area (CPA): CPA 3: West London

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PART 1: ORGANISATION DETAILS

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

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

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

Reed in Partnership Ltd

Trading Name (if different from above):

Company Registration Number: 0851645

Company Registered address: Academy Court, 94 Chancery Lane,London, WC2A 1DT

Head Office Address, if different: 31 Amelia Street, London, SE17 3PY

VAT Registration Number: 833053062

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

Name, address and company registration number of parent company, where applicable:

Reed in Partnership Global Limited,171 Old Bakery Street, Valletta, MaltaCompany No.: C48496

Name and Job Title of main contact: Redacted

Address: 31 Amelia Street, London, SE17 3PY

Telephone no: Redacted

Mobile telephone no: Redacted

Fax no: Redacted

E-mail address: Redacted

Alternative contact Name and Job Title: Redacted

Address (if different from above):

Telephone no: Redacted

Mobile telephone no: Redacted

Contact e-mail: Redacted

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mailto:[email protected]

mailto:[email protected]




PART 2: TENDERER DECLARATION

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

To: The Secretary of State for Work and Pensions

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

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

2. We have completed and submitted all information required in the Invitation toTender Form in the format and order required.

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

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

Scanned Signature:

Redacted

Date: Redacted

Name: Redacted

Job Title: Redacted

Duly authorised to sign Tenders on behalf of:

Name of Organisation: Reed in Partnership

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

[3.1]

3.1 The terms and conditions of The Work Programme will be the Standard Call-Off

Terms and Conditions (set out in Schedule 4 of your Framework Agreement), asmodified by The Work Programme service requirements (“The Work ProgrammeAdditional Requirements”).

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

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

Comments on The Work Programme Additional Requirements: -

MINI COMPETITION – ADDITIONAL REQUIREMENTS (For Framework Supplier Comments only)

No. of the clause(s) youwish to amend

Proposed amendment with proposed wording

Other than those provisions identified above, Reed in Partnership confirms that it hasreviewed the Call-Off Terms and Conditions for The Work Programme and agrees inprinciple to each of their provisions.

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Name:

Redacted

Scanned Signature:Redacted

Position: Redacted

Telephone No:Redacted

Date:Redacted

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

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PART 4: SERVICE REQUIREMENT

NOTE: MINIMUM SCORE APPLIES TO ALL QUESTIONS THAT ATTRACT A SCORE WITHINTHIS SECTION. BIDS SCORING 2 OR LESS ON ANY QUESTION WITHIN THIS SECTIONWILL BE REMOVED FROM THE COMPETITION. PLEASE NOTE SCORES ATTAINED INTHIS SECTION MAY ALSO BE USED IN A TIE-BREAK SITUATION WHERE APPROPRIATE.

[4.1] Customer Journey - Process

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

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

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

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

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

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4.1 (continued)All customers will attend a welcome and induction, followed by a customer assessment.a) Welcome and induction: An Adviser will outline the Customer Charter explaining theservice provided to customers (including the minimum service levels) and their rights andresponsibilities. They will also discuss growth sectors (such as retail and transport &communications). Customers are offered current vacancies they can immediately apply

for to focus their job goal setting. The customer will meet their personal EmploymentAdviser, who will be their primary point of contact throughout their journey. The Adviser will discuss, define and agree the customer’s job goals to ensure they are realistic,achievable and reflect local labour market opportunities.b) Assessment: After the induction, an initial basic skills assessment will be carried out toidentify numeracy and literacy levels. This will ensure all customers receive tailored skillssupport. The Adviser then conducts an assessment which identifies a customer’s distancefrom employment, practical support needs and levels of motivation. Reed has developeda new Diagnostics Tool (DT) and progression model for the Work Programme (based onour 12 years of experience helping over 111,000 customers into work) which will be usedacross the supply chain. It identifies activities required to progress the customer into

employment. Based on the assessment and diagnostic output, customers will agree anIAP with their Adviser detailing time bound actions designed to overcome barriers,improve employability and increase job search activity. Throughout the customer journey,the information gathered tracks customer progression based on activities completed andprovides progress reports for both the customer and Adviser.c) Effective job search: Advisers will help customers to create a tailored CV (customisedaccording to job goals) and provide a Better Off Calculation. Customers will also receiveintensive job search support from their Adviser. This will include providing sector briefings,particularly in growth sectors (e.g. hotels and restaurants) and large employment sectors(e.g. logistics and warehousing), linked to local employment hubs such as Heathrow andPark Royal. Job search is a core part of our customer journey and will underpin allactivities a customer undertakes to progress closer to employment.Preparation for work: The customer's IAP is designed to develop a positive mindset for work, overcome the customer’s individual barriers to employment and complete sufficientskills training to compete successfully in the labour market. Throughout the journey thecustomer and Adviser will jointly review the IAP, assess progress and agree changes asrequired. The Adviser’s Business Manager will challenge customer progress through four-weekly caseload review meetings. The IAP has two parts. The first sets out the activitiesand frequency of the customer’s job search activity. The second, details a selection of support and activities required to move the customer closer to work. The range of supportoptions that can be delivered by the REED Supply Chain consist of:

Motivation support: 62% of customers will have deep-rooted motivational andaspirational barriers. This will be a particular barrier for customers from areas of highdeprivation such as Harlesden. Yet we know motivation is a key selection criterion for 94% of employers (Voice of London Employers, 2010). The customer journey will addressmotivational needs through intensive Adviser support and motivational training providedby our supply chain. For example our specialist partner NOVA delivers confidencebuilding and motivation courses designed to overcome barriers and move customerscloser to work. This will address any negative mindset around an individual’s situation andidentify their skills and promote behaviours to increase confidence and resilience.Employability training: As well as providing customers with a job specific CV, intensive job search support and latest local vacancies, the REED Supply Chain offers:

• Employer/sector specific training to provide customers with the skills in a specific job or industry e.g. Reed work with Total Security Services (TSS) who offer employment based upon successful completion of their in-house training. Reed hasplaced 58 - 9 -

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4.1 (continued)customers with TSS where they all gained Security Industry Authority (SIA) status;

• Work trials help customers develop a work culture and work-focused skillsregardless of their experience. In 2010 85% of Reed customers who carried out worktrials with Caterplus achieved employment in sites such as Harrow, Barnet andRichmond;

• Work experience offers opportunities to gain new skills and build up a customer’semployment history. Reed will work with sub contractors like Twin Training whoprovide award winning work experience programmes;

• Career development programmes to provide employability skills. Reed will offer theASDAN accredited The Journey™ which has eight modules such as ‘Reaching Your Job Goals’ and ‘Personal Qualities’, that customers can choose from according to their needs. This will be offered across the supply chain where appropriate; and

• One-to-one Adviser support to provide customers with basic employability needs. Thisincludes support with job applications, interview preparation (mock interviews) andinterview etiquette (such as what to wear).

Skills and qualifications: 33% of West London residents are qualified below NVQ Level2 (Nomis). This is enhanced by the demand from employers for higher level skills. TheREED Supply Chain offers flexible training courses via over 40 training providers and in-house courses. These provide oral and written communication and customer service skillsrequested by employers (London Statement of Skills Priority 2011-12). This enhances thecustomers’ ability to find work in specific sectors. For example, we will provide:

• Skills for life courses and skills training provided by Red Kite Learning and Mapalim;

• Sector specific training leading to industry recognised qualifications providescustomers with employer and sector-specific skills; via Reed’s Routes2Successtraining programmes (e.g. City and Guilds Customer Service Level 1/2);

• Sector specific (food manufacturing and retail) employment programmes to

disadvantaged groups provided by Oracle Training which is an Excel & FDQ approvedcentre delivering. Oracle Training works closely with local employers to help peoplegain the required skills specific to a role/sector;

• Vocational training leading to industry-recognised qualifications. This includes coursesacross 14 curriculum areas. Uxbridge College also provides links with over 500 localemployers providing employment opportunities post study; and

• Support for the Mayor's commitment to Apprenticeships. The REED Supply Chain hasexperience in achieving this, for example, Vital Regen delivered their ApprenticeshipsAdvice Service to over 100 young people in 2010 and work closely with the LondonApprenticeship Company.

Self-employment support: Employment Advisers acting as self-employment championswill provide advice and support to customers who want to start their own business or social enterprise. This includes, advice, developing business plans and assisting withhousing and other financial issues. Our supply chain partners KIS Training and TRCprovide advice for people wanting to start a new business and can provide additionalsupport where needed. KIS Training has helped 192 people into work via this route. Reedhelped over 300 customers in West London into self employment in 2010.Health support: Health conditions are strongly linked to deprivation. Edmonton Green isthe most deprived area of Enfield, with one of the highest claimant rates of health-relatedbenefits. The REED Supply Chain addresses health barriers through:

• Condition Management Programme (Reed) which provides one-to-one and group

support to help customers manage their health conditions sufficiently for employment.This includes pain management techniques and cognitive behavioural therapy. Theprogramme is designed for mild to moderate mental health and muscular-skeletalconditions which make up 63% of Incapacity Benefit (IB) customers in West London;

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4.1 (continued)

• Regular one-to-one counselling sessions, focus groups and on-going training byspecialist partners (such as Twin Training) that work with the customer to mitigate andovercome health barriers to work. This approach has successfully placed 52% of disabled customers into work on their "Pathways into Employment" programme inKingston, Richmond and Wandsworth;

• Through local clinical services, including the NHS and GP consortia such as theBrent GP Federation, we will ensure the needs of customers are met by the mostappropriate intervention. For example, customers on Reed's West London Pathwaysprogramme with a mental health condition are referred to the NHS Improving Accessto Psychological Therapies (IAPT) programme currently delivered in seven boroughsin West London including Ealing and Haringey. This provides a range of psychologicaltherapies to help people recover from depression and anxiety disorders; and

• Disability Works brings nine disability support organisations (e.g. MIND, Mencapand Scope) with proven experience of supporting customers with health conditions or disabilities. Their tailored approach to identifying and overcoming customer barriersmatched with their established employer relationships enables customers with healthconditions to manage these effectively in work.

Specialist partner support: The REED Supply Chain has over 40 specialist providers todeliver additional support. They will address the more complex customer barriers (e.g.substance abuse, a criminal record and housing issues) to support our hardest to helpcustomers. The Adviser will manage the customer’s interventions within their IAP and actas their primary contact. By addressing work-related needs alongside specialist supportneeds, we will be able to move a customer more quickly into employment. For example:

• Homelessness support: to resolve housing issues which prevent employment. StMungo's manage over 90 housing projects in 20 London boroughs, dealing withhomeless customers. They have helped 700 homeless people off the streets;

•Ex-offenders support: 75% of ex-offenders have no job on release (Blue Sky, 2011).Our support will help ex-offenders back in to work by highlighting their strengths andfitting them with employers where previous criminal records are not an issue. e.g. Our subcontractor Blue Sky Regen only recruit ex-offenders and have employed more than350 people on 6 months contracts to give them experience in the workplace; and

• Debt management: To help customers manage the high cost of living and working inLondon, TRC provide Financial management courses, including budgeting.

Support for carers: Many carers and single parents have been out of work for longperiods of time and therefore need to update their skills and knowledge of the job market.Advisers will help customers to agree a care plan which will allow them to participate inwork experience or voluntary activities to provide them with an up-to-date reference. We

will also conduct a Better Off Calculation incorporating their care plan to highlight thebenefit of returning to work. Reed has strong experience of delivering to this group,particularly single parents, having worked with over 8,000 in West London since 2004.Online support: All customers will have an online portal to access their IAP, over 20 e-learning modules, answers to common interview questions as well as available jobs onour vacancy management system. They will also have access to a local directory of training courses and support activities offered through the REED Supply Chain.Triage review: We recognise that despite the very best support, we will sometimes needto fundamentally change a customers journey in order to achieve our ambitiouscommitment to support more customers into sustained employment. We have thereforeintroduced a Triage Review which will be provided by our strategic partners, DisabilityWorks, The Prince’s Trust and Tomorrows People. They will conduct a review with thecustomer and their Adviser, to analyse their customer journey to date and makerecommendations for the next stage. Their recommendations go to the Business Manager

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4.1 (continued)and may include a change of provider, a change of Adviser, or a particular training courseor activity such as work experience or volunteering. Every customer on the WorkProgramme who has not moved into work will receive a Triage Review every six months.In-work support : The REED Supply Chain will provide a programme of pre-placementand in-work support with the customer, which is tailored to their needs. This includes:

Commencement: Before starting work the Adviser and customer will jointly update theIAP. This includes a career plan that outlines activities, such as training and job changes,to achieve their ultimate career goal. The Adviser will use a Job Start Pack to address anypre-work needs, such as clothing and caring arrangements, and agree a Personal JobAccount. This will be available for up to four weeks to pay for costs such as travel andchildcare. The Adviser will also support the customer to open a bank account if they donot have one. Reed has successfully piloted this in our Wembley office with Lloyds TSB.Coaching: The Adviser and customer will review and update the IAP weekly for the firstten weeks to ensure customers succeed in work, and support any development needsand financial concerns. This is particularly important in London where the main reasoncustomers fall out of work is due to the higher cost of living (Mayor’s Economic

Development Plan 2010). After ten weeks, the Adviser will handover to the EmploymentCoach (Coach) in the Contact Centre. The Coach will maintain phone, email and textmessage contact with the customer at least once a fortnight for the next six months. TheReed Contact Centre will be available to all providers in our supply chain. Coaches will befully trained in skills provision, careers advice and mentoring. Local drop-in clinics oneevening a month will provide face-to-face support if a customer needs it. Customers willalso be able to use an online peer community, using the online customer portal, to discussany issues with other customers who have returned to work.Career development: After six months, Coaches will review, progress and refresh jobgoals in the IAP around career changes or development. Coaches will maintain contact ona fortnightly basis and review the IAP every six months until the customer leaves the WorkProgramme. This will empower the customer to own their career development and ensuretheir continued resilience and work-focus. The REED Supply Chain will also work withemployers to understand their skills requirements. We will support customers and alignthese requirements to their skills training enabling career progression. We will work withorganisations funding skills training including the Skills Funding Agency, NationalOffender Management Service, local authorities and the Young People's LearningAgency. If customers face challenges in work, the coach will outline activities to help themmanage and overcome any emerging barriers.Continuity: If a customer drops out of work, the REED Supply Chain will work tounderstand why and ensure they are brought back into the programme. Their IAP will be

updated to address the outstanding barriers that have caused them to drop out of work. Asecond assessment will then be carried out to ensure any further barriers are addressedand customers are quickly back on the route to sustained employment.The REED Supply Chain recognises that preparing customers for work is a fundamentalpart of their successfully sustaining employment. All customers will benefit from anindividually tailored journey underpinned by a range of expert specialist organisations tohelp overcome the diverse barriers that customers face. Reed, as prime, will qualityassure the core customer journey and minimum service levels across the supply chain toensure customers receive a high-quality service across all providers, thereby enablingmore customers to achieve longer-sustained employment.

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[4.1a] Customer Journey - Rationale

Please describe in detail:

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

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

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

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4.1a, Our customer journey has been refined over 12 years of working with over 250,000customers. Based on that experience, we have identified five key principles that underpinour Work Programme customer journey:

• An individual, flexible customer journey: based on a customers' distance fromemployment to identify their barriers and support required;

• A dedicated Employment Adviser: This improves engagement and reduces the time

taken to secure employment;• A work focus underpinned by effective job search from day one: the customer’s

individual action plan outlines activities a customer needs to do to progress intosustained employment and how to achieve career progression;

• High quality, local provision: this will address customer needs that apply across allcustomer groups such as literacy, debt advice and confidence building; and

• An in-work support model to provide intensive support to customers in the first tenweeks as well as further coaching and careers advice until they leave the programme.

We have applied these principles in designing our customer journey. It focuses on work,effective job search, positive engagement and setting clear job goals from the outset. It

recognises the need to prepare customers in West London to compete in the London-wide labour market, where competition from commuters and other benefit claimants ishigh. It offers a range of proven employability and skills solutions built to match customersto the right employer. It provides them with the skills to succeed as well as the rightmindset – how customers see, think and believe. This is a vital component in enablingpeople to navigate life – to be resilient, flexible and have perspective in the competitivelabour market.

Our customer journey addresses the needs of all customers, regardless of their benefitbackground. In West London, the most common barriers across all groups are:

• Negative work focus: London offers more opportunities to progress and higher

standards of living. Yet communities in deprived areas suffer from low skills and highunemployment. Access to new vacancies is minimal despite being close to keyemployment hubs (e.g. Harlesden is close to Park Royal industrial estate). The resultis a negative attitude towards finding work as people lose confidence in the locallabour market;

• Lack of skills/qualifications relevant to employer demand: Despite 14,800 unfilledvacancies in West London unemployment remains high (Nomis, Dec 2010). This iscaused by the nature of employer demand. For example, 33% of people in WestLondon are qualified below NVQ Level 2, but 50% of employers require higher levelskills. One in five graduates are unemployed showing a need for employer-specificwork experience (ONS, 2011);

• Deprivation and health issues preventing work: The link between deprivation andpoor health is well established (LHO, 2008). Unemployment can result in poor mentalhealth, for example, depression and anxiety (London Health Inequalities Strategy,2009) which lead, to a sense of isolation, low confidence and a lack of motivation; and

• High cost of living: The Mayor’s Economic Development Plan indentifies high cost of living as a key driver for high levels of in-work poverty. As a result, over half of JSAclaimants in London who get a job return to benefits within six months (London Story,2010). This leads to sustained unemployment rates, particularly in deprived areas.

Whilst our journey is tailored to individual customers and addresses their specific barriersto work, the importance of a rigorous work-focused structure is always maintained. The

customer journey is underpinned by the richness of the REED Supply Chain whichprovides expert, specialist provision to all customers, especially the hardest to help. Therationale for our customer journey is described below.Engagement and assessment

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4.1a (continued)The REED Supply Chain will provide a joint outreach engagement approach with theother primes in West London for voluntary customers to ensure we engage all customers,including the hardest to help. Once on the programme, we ensure a customer is engaged,has realistic job goals and undertakes an assessment to agree their individual back-to-work action plan by:

• Providing positive engagement from day one and establishing a work-focusedapproach to address attitude to work, decreasing the likelihood of disengagement;

• Agreeing clear and realistic job goals, we establish achievable expectations whichmatches more customers to the right job at the right time;

• Using an individualised action plan (IAP) to respond to a customers specific needs andhelp them overcome their barriers to employment more quickly and effectively;

• Effective job search: ensuring customers have the necessary job search skills to lookfor work whilst on the Work Programme. This is particularly important in London,where our experience has shown that up to 60% of job outcomes come from thehidden market; and

•

A Better Off Calculation: the cost of returning to work in London is £150 higher thanthe rest of the UK (Too Poor to Work, 2010). By using a Better Off Calculation and jobsearch support, customers are able to compete effectively in the local labour marketand identify economically appropriate jobs. This will particularly help single parentswho rely on financial support and flexible jobs to meet their caring needs.

Early engagement is particularly useful for young Londoners where peer pressure, socialconformity and a negative perception of work are key drivers for disengagement(Behaviour Economics and Worklessness, LDA 2010). This phase also begins to removethe fear of returning to work, by building the right mindset and overcoming issuessurrounding the high cost of living in London.Preparation for work

The customer and Adviser will agree an IAP designed to develop a positive attitude aboutwork to overcome the customer’s individual barriers to employment and completesufficient skills training to compete successfully in the labour market.Motivation support: By challenging a customer’s mindset, lack of confidence andnegative perception of work, we help them to recognise their strengths and skills,increasing their engagement with work-focused activities. This is important for youngpeople, particularly in areas of deprivation such as Edmonton, where high levels of worklessness lead to generational unemployment caused by low aspiration levels. Peer pressure, made worse by a prevalent gang culture in areas such as Harlesden andLadbroke Grove, also prevents this group from returning to work.Employability training: This will be delivered through the following:

Employer and sector-specific training : 40% of London employers report they have a skillsgap (CBI London Business Survey 2010). By working with employers to identify their skillsneeds, we can equip customers with the skills that match their career aspirations andemployer needs. For example, Urban Futures deliver training accredited by the RetailSkills Academy in partnership with BAA Heathrow that has achieved a 89% sustainmentrate. This will particularly help customers needing re-skilling, such as those recently maderedundant and those with health conditions, who find their condition prevents themworking in their original occupation (DWP 648 2010).Work trials and work experience: We know work trials increased employment ratesby 34% after six months (LDA, What Works With Tackling Worklessness, 2007).Additional opportunities will be provided by specialist partners including Mapalim and TLE.

Work trials offer customers and employers an opportunity to trial a job which ensures agood match. This will particularly help 18-24s and hardest to help customers who havelimited work experience and provides an opportunity to build practical skills,

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4.1a (continued)lifestyle involved in keeping a job (What Works with Tackling Worklessness, LDA2007); and

• Careers development: Research shows that employment retention is "much lower in‘entry’ level occupations and ‘low paid’ sectors" (Staying In Moving Up, LDA 2009). Toensure long-term sustainability our in-work support model will empower a customer to

own their career progression. This includes signposting them to reed.co.uk, the UK'slargest recruitment website that had over 50,000 individual London vacanciesadvertised in January 2011.

Our IWS model allows us to understand why customers may drop out of work andensure they return to the Work Programme to receive the support they require to return towork. We will provide each customer with a career plan that details how thecustomer will progress once in work to reach their long-term career goals. Thiswill include helping 18-24s without qualifications to access part-funded NVQs.Our model ensures a focus on progression and improving sustainability for allgroups and helps customers to take advantage of the progressionopportunities available in the London economy.

Our customer journey addresses these barriers by providing the following benefits:Creating personal resilience and work mindset: Our expert Advisers will employmotivational interviewing and cognitive behavioural techniques to understand customer needs and inspire full participation. Advisers will mandate customers to undertake optionsand interventions when they persistently disengage with the choices available. Bydeveloping personal resilience more customers will find work quickly and sustainemployment for longer. This will help the 26% of customers from the most deprivedcommunities in West London (IMD 2007) who have severe motivational barriers to work.The right skills and qualifications: Training providers such as Red Kite and Uxbridge

College deliver basic skills and vocational qualifications to give customers the skills to findand sustain work. In addition, Reed's proven routeways training programme equipscustomers with employer and sector-specific skills. Reed routeways achieve job-entryrates of over 80%, are designed with employers and accredited through training partnerssuch as Lifecare. This will help the 20% of customers with low or no skills.Health support: Trained Advisers and specialist partners will provide a tailoredprogramme of work-focused support to customers with health conditions. This will addresshealth barriers in parallel to employability support. For example, The Camden Societydelivers training and employment support for people with learning disabilities. Our strategic partner Disability Works will link with local health providers and GP Consortia toensure customers across the supply chain receive additional health provision. This will

tackle health-related barriers and empower customers to manage their condition in work.Managing the cost and transition into work: We will manage financial concerns withcustomers from day one. Advisers will complete a ‘Better off Calculation’ and customerswill receive basic financial management training through partners such as TRC. Once inwork, customers will be supported through a Personal Job Account which will help withcosts incurred by working, for example we will provide discounted travel for four weeks.This will help the 50% of customers who cite financial reasons for dropping out of workand reduce the impact of the high cost of living in London.

The REED Supply Chain customer journey will address the needs of all our customers asit is designed from our supply chain's broad experience of delivering Welfare-to-Work

services. It is structured to meet the needs of local employers and has the full range of work-focused interventions to prepare customers to compete effectively for vacancies.Through this journey, we will enable more customers to return to long-term sustainedemployment and reduce the number of workless households across West London.- 17 -71209642.doc




[4.1b] Service Requirement

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

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

• Your rationale that supports your approach:

• How it addresses the needs by customer groups.

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

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4.1b, Our minimum service delivery levels have been developed to ensure that everycustomer receives an individual and tailored journey. They reflect the REED SupplyChain’s experience of delivering Welfare-to-Work programmes, our analysis of customer feedback on what matters to them and our increased delivery commitment to the WorkProgramme. We have further developed these to reflect the findings in the report“Development of a customer experience metric for contracted employment provision”

(DWP 655, 2010) which highlights what customers find most useful in employmentprovision.

Our minimum service delivery levels (MSDL) with rationaleOur minimum service delivery levels have been developed to ensure all customers,regardless of their benefit background, receive a tailored service according to their distance from employment and barriers to work. We recognise that there is more variancein customer needs within a customer group than across customer groups. Fromsuccessfully working with a diverse customer base, including JSA, IB and ESA customers,we know that 70% of customers face at least three different barriers that are not related tothe benefit they claim. These can include low motivation, poor skills, lack of a work

history, no work-related qualifications, unrealistic job goals, health conditions and jobsearch skills.

Our customer journey has been designed to address these issues regardless of thecustomer group, assessing them by distance from work rather than the benefit they claim.Our minimum service delivery standards will: 1) Set out the customers’ rights andresponsibilities so they are clear on the commitments on both sides; 2) Ensure customersare not ‘parked’, particularly the hardest to help, and are progressed towards employment;3) Support the work-focused approach through our assessment driven journey; and 4)Provide all customers with a consistent quality of service across our supply chain. Thesewill ensure that all customers understand provider responsibilities, roles, andcommitments and that all customers have an equal opportunity to progress and takeownership of their career goals. They will benefit our customers as follows:

1. Fast initial contact: We will contact all customers within 48 hours of PRaP referral toschedule an induction appointment, which will take place within ten working days of referral. Impact : By engaging with customers as early as possible, they will be moremotivated and focused on the programme and are less likely to fail to attend.2. Dedicated Employment Advisers: All customers will be assigned a namedEmployment Adviser (Adviser), who will be their primary point of contact throughout their journey to work. Impact: The Adviser's relationship with the customer is key to a

customer’s progress, this will benefit all customers. Advisers are trained to addressdiverse customer’s needs, such as health conditions, motivation and skills. Their knowledge of employment opportunities, careers advice and specialist training (such asmotivational interview techniques) are all important to addressing a customer’s barriers towork (DWP 655, 2010) and meeting employers’ expectations.3. Individual assessments: All customers will receive a full assessment from their Adviser, using the Diagnostics Tool. This will identify job goals, customer skillsrequirements and approach, and prioritise interventions to create a personal work-focusedaction plan. Impact: We segment customers by distance from employment not benefit.This enables us to target the resources of specialist partners according to customer barrier supporting more customers into work, more quickly and for longer.

4. Regular action plan reviews: All customers will be in contact with their EmploymentAdviser at least once every four weeks for a work-focused assessment of their actionplan. Impact: Regular contact is crucial to ensure customers’ progress towards

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4.1b (continued)employment and we will achieve progression through regular engagement. All customers,even the hardest to help such as those with mental health conditions or a history of re-offending, will remain focused on finding sustainable employment and developing the rightmindset (DWP 407, 2007).5. A tailored CV, Better Off Calculation and funding to prepare for work: All

customers will receive support to develop a tailored CV depending on customer needsand job goals. They will also receive a Better Off Calculation (BOC) for their job goals andappropriate financial support through a Personal Job Account to help them with travel andother expenses. Impact: By providing customers with a tailored CV, BOC and a PersonalJob Account, we are able to match customers to the right job, show them the financialbenefit of being in work, and give them the financial support to start work.6. Access to services through an online portal: All customers will have access to e-learning modules, job search support materials and live vacancies through an onlineportal. Customers will receive weekly emails with the latest tailored vacancies. Impact: Byproviding access to an online portal, all customers can access their action plan andemployment information anytime, anywhere. We can also show customers jobs that

match their goals more quickly. This allows us to place customers into sustainable workquicker and increases the talent pool for employers (DWP 449 2008).7. Access to help when in work: Advisers will contact the customer at least once per week for their first ten weeks in work. After ten weeks Employment Coaches (Coaches) ina dedicated Contact Centre will contact customers weekly for the first six months and thenfortnightly for the remaining time on the programme. The Contact Centre will be open until10pm weekdays and on Saturday mornings. Impact: This will support those customerswho are more likely to fall out of work, 77% of whom will drop out in the first five weeks(Reed Employment Zone experience) and will ensure customers are focused onsustaining work and developing their career. Without help to develop their skills andapproach, customers can find it as hard to move from a low-paid to a more sustainable job as to move from welfare to work (DWP, 2007).8. Customer survey and continuous improvement plan: We will survey all our customers at least once during their customer journey using established Evaluation of Service approaches. Impact : A customers mindset about the benefits of the programmeis one of the most important factors affecting them finding employment. The survey resultswill influence our continuous improvement plan, which will be important given thatcustomers will be on the programme for up to two years. Where appropriate we will adjustour delivery based on feedback to the benefit of all customers. This will ensure we providenew and flexible ways of delivering services that are responsive to customer needs.9. Exit report: If we have customers who are still on benefit after the allotted time, they

will receive an exit report, detailing a history of activity undertaken while on our customer journey and recommended next steps. Impact: This will enable JCP to provide ongoingsupport to the customer providing a seamless transition.

We know from customer research in West London that customers most value their Adviser relationship and the Adviser’s knowledge of local job opportunities, financialsupport and a tailored support which addresses their particular needs. Our standardsensure that these will be delivered and measured.

The nine minimum service delivery standards cover the whole customer journey fromreferral to sustainment and support the DWP’s equality and diversity agenda. Our

approach of providing a single set of minimum service levels for all customers in WestLondon is the right one as our evidence demonstrates that segmenting customers bydistance from employment rather than benefit is more successful.

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PART 5: SUPPLY CHAIN MANAGEMENT

[5.1] Delivery Strategy

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Please describe in detail your delivery structure for all elements of the Work Programmeprovision across this CPA and explain why you consider your delivery strategy to be thebest approach for customers in this CPA. You should clearly state how you intend to workwith your sub-contractors and how you will ensure the needs of all your customers,including the hardest to help, are fully addressed from within your supply chain includingvoluntary sector organisations where appropriate.Please also complete:

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

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

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




5.1, We have taken a strategic approach in developing our delivery structure. As theprime contractor, Reed will be accountable for the overall leadership and management of the contract to ensure contract compliance and target achievement. We will also beresponsible for referral management, the overall employer engagement strategy andundertake 63% of direct delivery. We will manage a supply chain of customer facingpartners including end-to-end, specialist and complementary subcontractors. To maximise

our supply chain capability, we will provide them with a range of developed systems (e.g.Orion, our management information system) and delivery expertise gained from managingand delivering large programmes. We have created strategic partnerships with four leading organisations to support the management of the supply chain:

• Capita, a leading public service outsourcing company, who will advise on thedevelopment and management of our extensive supply chain;

• Tomorrow’s People who will ensure the supply chain integrate services effectivelywith the local community, engage the third sector and play a role in the Big Society;

• Disability Works who will provide clinical governance expertise and assist the supplychain deliver solutions for customers with health and disability challenges; and

• The Prince's Trust who will champion the needs of young people, through YoungAmbassador roles, advise and work with local operations teams.

Our delivery strategy for West London is built around the diverse needs of customers andlocal communities and the desire to improve on the overall quality and performance of previous programmes. To meet these challenges the delivery structure has three levels:Tier 1: Eight end-to-end subcontractors (e.g. Reed in Partnership, Twin Training,Uxbridge College, Action Acton) to deliver our customer journey;Tier 2: Specialist subcontractors to meet customer needs, providing specific support;Tier 3: Partners delivering complementary services and community support.The REED Supply Chain of 32 employability and specialist organisations including 17third sector organisations have been selected for their expertise to meet the diverse range

of customer needs (listed in Annex 2). How Tier 1 end-to-end subcontractors will deliver all elements of the Work Programme and be supported by Tier 2 and 3 is set out below.

Elements How these elements will be delivered

Management of referrals toquickly engagecustomers.

The Reed PRaP team will assign all customers referred throughPRaP to our end-to-end subcontractors using an allocation toolaccording to agreed contractual terms. It will also transfer all PRaPdata to our supply chain management information system, Orion.

Individuallytailored serviceto removecustomer barriers

and place theminto sustainedemployment.

Subcontractors will allocate each customer a named EmploymentAdviser (Adviser) who will support them throughout their journey.Each customer journey will be assessment-based to agree their distance from employment resulting in an individualised action plan

(IAP). It includes: engagement & assessment, preparation for workand in-work support. End-to-end subcontractors will be supportedby a range of specialists, such as St Mungo's and Nacro.

Employer engagement tosource highvolume anddiversevacancies.

Reed will lead on our employer engagement strategy. The CPADelivery Director will work with strategic stakeholders such as:JCP, West London Business and the Greater London Authority toprovide our customers with access to local jobs. End-to-endsubcontractors will also manage their own employer links workingto generate vacancies across London. All vacancies will be sharedvia a single vacancy management system.

Job placementto matchcustomers to theright sustainable

Subcontractors will match customers to the right job using threeapproaches: 1) agreeing job goals that meet labour marketdemands; 2) providing employer and sector-specific skills to meetcustomer and employer needs; and 3) delivering business start-up

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5.1 (continued)

job at the righttime.

support through our expert Advisers and specialist partners KISTraining. In addition, we will provide work experience opportunitiesto help customers with little or no work history develop work skills.

In-work support:to develop

personalresilience in workto achieve longer sustainedemployment.

Advisers will help customers in the first ten weeks of employment,in-work support will then be handed over to specialist Employment

Coaches providing barrier support and careers counselling.Specialist organisations e.g. Tomorrow’s People will supportAdvisers and Coaches by providing mentoring support for hard tohelp customers. Our end-to-end subcontractors will be responsiblefor managing all in-work support for their customers.

Tier 2: End-to-end subcontractors will have access to a range of Tier 2 subcontractorswho will deliver specialist support (e.g. drug and alcohol rehabilitation and health support),skills provision as well as volunteering and work experience. They all underwent arigorous assessment and were selected for their track record in meeting customer needsand their local knowledge and understanding of delivering work focused solutions.Tier 3: To provide joined up services and funding the supply chain brings established

collaborative partnership agreements with stakeholders such as local authorities, NHSTrusts and employer networks. These relationships will provide customers with access toservices such as clinical health treatments, work experience and new job opportunities.We understand the step change in performance required. Our delivery strategy willprovide the best approach for customers in West London as it ensures:

• Wider diversity of services: a network of subcontractors who offer a mix of services tosupport customers back into work, e.g. St Mungo's (homelessness), Addaction(substance misuse), KIS Training (skills training) and Nacro (ex-offenders);

• Accessibility: we have partnered with subcontractors from different sectors, of varyingsize, type and approach who offer local, regional and national coverage;

•

Proven delivery experience: we selected subcontractors with the strongest credentialsfor West London based on their customer understanding and labour market expertise.E.g. Urban Futures has ten years experience delivering LDA, SFA and DWP projectsincluding the Gateway Heathrow Programme which provides jobs for local people;

• We are ready to deliver: current subcontractors of employability and training serviceswith existing staff and premises that provide full coverage; and

• Specialist support: adds value to programme delivery, e.g. Blue Sky have providedemployment for more than 350 ex-offenders on 6-month contracts since October 2005.

How Reed will work with its subcontractorsReed will work with its subcontractors through our West London Delivery Board. This willbe chaired by the Delivery Director and comprise of our Supply Chain Manager,

representatives from supply chain operations teams, and our local representatives of strategic partners Tomorrow’s People, Princes Trust and Disability Works. It will useinformation from our shared Orion system to provide visibility of performance againstKPIs, to ensure quality improvement plans and audit frameworks are in place and drivethe programme forward to achieve expectations. The board will work at three levels.1. The Reed Delivery Director will review overall performance monthly against agreedobjectives, minimum service standards and customer feedback. They will identify servicegaps, agree provision needs, and share best practice and drive performance.2. The Reed Supply Chain Manager will meet monthly with subcontractors to ensurecontractual requirements are achieved from mobilisation through to contract end.3. Reed strategic partners will support all end-to-end subcontractors to deliver serviceseffectively. For example, Tomorrow's People will support subcontractors to develop their specialist supply chain networks and Diversity Works will provide clinical governanceexpertise, ensuring customers receive support with health and disability barriers to work.

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5.1 (continued)How our delivery strategy will meet the needs of our customersThrough extensive research and consultation with local statutory, voluntary and employer organisations we identified the key needs of customers in West London:1. Increase motivation, confidence and create a positive mindset: Lack of access toemployment opportunities, negative social norms and constant rejection all result in a

poor attitude and motivation towards work. To overcome this we will:• Provide a personal Employment Adviser who will give ongoing one-to-one support.

This will involve identifying and overcoming barriers to work;

• Twin Training provides motivational training, presentations from former customers andgroup discussions on attitude development and reasons for low self-esteem;

• Have strong links with local employers. Urban Futures currently deliver the HeathrowEmployability Programme with exclusive access to vacancies in the airport; and

• Coordinated employer engagement across the supply chain through a London widevacancy management system that customers can search via the online portal.

2. Matching customer skills to employer needs: 33% of the population are not qualifiedto NVQ Level 2 but we know that 50% of London jobs will require higher level skills(London Statement of Skills Priority 2011-12). Our solution:

• 13 training subcontractors such as Oracle Training, KIS Training and UxbridgeCollege will deliver basic skills and vocational courses;

• Reed routeways training to provide the employer skills and qualifications. Thisinvolves working closely with organisations like Argos to design training programmeswhich meet their skills needs and matching the right person to the job;

• Reed will work with employers to access government-funded NVQ qualifications for eligible customers. Reed will support in-work up-skilling by using our database of over 50 skills providers built through Train to Gain skills brokerage across London; and

• We will engage with employers like Microsoft to ensure customers access the

5,000 apprenticeships expected to be available in London by 2012 (London Mayor 2010).

3. Pockets of deprivation and poor health: These areas contain the most economicallyand socially excluded residents in West London characterised by high levels of worklessness and health-related problems. The REED Supply Chain will:

• Comprise end-to-end subcontractors with offices in deprived communities in WestLondon such as Willesden and South Tottenham to provide easy access;

• Engage with Disability Works and specialist health subcontractors such as HillsideClubhouse and the Camden Society to support customers with health conditions; and

• Refer customers who require specialist provision to our partners including Nacro(ex-offender) and Addaction (drug/alcohol).

4. High cost of living: A key reason for worklessness in London is high cost of servicessuch as travel and childcare (London Economic Development Plan 2010). To negate this:

• TRC delivers basic financial management courses, which prepares customers for the financial impact of returning to work and prevents debt;

• Reed will complete job specific Better Off Calculations for each customer with anupdated IAP to demonstrate the end career goal and ultimate financial benefits; and

• Each customer has a Personal Job Account which will continue to support themonce the customer starts work. This will be available for up to four weeks of employment and will help towards the costs of starting work e.g. childcare and travel.

Our delivery strategy is right for West London because it brings together the expertise of

Reed and our strategic partners and the right blend of subcontractors with proven deliveryexperience. It is supported by key local stakeholders and will deliver the step change inperformance and ensure that the needs of all customers, including hardest to help arefully addressed. - 24 -71209642.doc




[5.2] Management Structure

Please provide:

a description of the proposed management structure and how the requiredmanagement skills and expertise, including working with local stakeholders, 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 chainorganisations and key delivery partners; and

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

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

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

MUST be limited to three sides of A4.

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

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5.2, As prime contractor, Reed brings 12 years' expertise in large scale Welfare-to-Work.We have worked with over 12,500 London employers 150 West London based communitypartners. Our successful partnership is founded on local operations teams delivering localsolutions within a clearly defined framework. We know that making Operations Managersaccountable for delivering performance within this framework, enabling them with goodsystems, resources, quality, HR and audit support and then managing their performance,

is the most effective way to deliver results. We have applied this experience and learningin determining our Management Structure for the Work Programme which comprises:

• Local Operations teams: responsible for day-to-day delivery of performance, qualityand compliance;

• The West London Delivery Board (WLDB): responsible for overall contractperformance, supply chain management and consistency of customer service; and

• The Work Programme Board: a strategic enabling board to ensure that each CPAmanagement team is provided with the best expertise, systems and resources todeliver high performance. They will share best practice across all WP contracts.

The structure is designed to maximise the skills, expertise, and resources of the private,public and voluntary sector organisations we have carefully blended together to meet theneeds of customers. The management team will drive the step change in performancethrough the following key roles.The Operations Managers: report directly into their organisational managementstructures, or Delivery Director for Reed operations. They will manage and coachcustomer and employer facing staff in achieving KPIs. They coordinate activities toengage stakeholders and employers, monitor progress against continuous improvementplans and integrate specialist subcontractors to ensure we are meeting customer needs.The Supply Chain Manager (SCM) reports into the Delivery Director for management of KPI performance across the supply chain. They are line-managed by the Director of Supply Chain Management for professional development. The SCM is supported by a

team of Commercial Managers who work to improve performance in subcontractor organisations by providing analysis and challenging current expectations. The SCM willshare best practice and support the implementation of continuous improvement actionsacross the supply chain. They provide clarification on contractual issues and addressdisputes and complaints. Where necessary they will manage the process of addressingunder performance and if this is not improved, replacing consistently under-performingsuppliers with new ones.Delivery Director: reports to the Reed Operations Director and is accountable for overallperformance across the CPA through the management of the WLDB. They manage thestakeholder engagement strategy and lead on the employer strand through their relationships with the London Skills & Employment Board. In addition, they ensure Service

Level Agreements that define delivery activities with local partners are being met andcontinuous improvement plans are achieved. They direct the SCM to ensure the supplychain delivers daily, weekly and monthly performance expectations.Strategic Partners: report to the Supply Chain Manager through their local representativeand support the management of a diverse supply chain. For example, Tomorrow'sPeople will access the network of third sector and community organisations to developnew services and build capacity and capability, Disability Works will advise on healthinterventions and provide access to specialist organisations and The Prince's Trust willchampion the needs of young people and advise and work with local operations teams.

Having this blend of expertise within the management structure will ensure the delivery of

high quality and consistent services across the CPA. It will also make sure, through clear lines of accountability, that services are joined up locally, stakeholders are effectivelyengaged, employers are provided with a coordinated service and best practice is shared.

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5.2 (continued)How we will work with supply chain and delivery partnersOur management structure has been designed to enable high performance across thethree Tiers of our delivery structure without adding unnecessary layers of bureaucracy.This will be enabled through the WLDB. Its key accountabilities are:

• To support the supply chain to achieve and exceed KPIs;

• To use the expertise of strategic partners to inform the CPA delivery strategy;• To communicate key messages down to local delivery staff; and

• To coordinate employer and stakeholder engagement across the CPA.The Board is responsible for contract performance, minimum service standards andcustomer feedback. It will identify service gaps, agree provision needs, share bestpractice and review success across the three Tiers of subcontractors as follows:Tier 1: Comprises end-to-end subcontractors who are accountable for managing thecustomer journey within a framework set by Reed. This includes clear KPIs, strategicobjectives, performance and delivery standards, and a quality improvement framework tosupport continuous improvement. We will work with Tier 1 through the following key roles:

•

Delivery Director will provide strategic direction for the contract, driveperformance, set KPIs for the supply chain and manage Reed operations staff; and

• SCM who will use the KPIs to manage subcontractor performance. They will workclosely with operations management teams using performance information from realtime reports produced by our Orion management system, ensuring subcontractorsproduce improvement plans to address under-performance.

This structure provides clear lines of accountability down to individual delivery sites.Tier 2: Comprises specialist subcontractors who will support end-to-end subcontractors todeliver our customer journey and meet diverse customers needs. We will work with Tier 2subcontractors through:

• Commercial Manager (CM) is responsible for the quality of delivery of

subcontractors on the preferred specialist list. The CM will manage the quality of services provided against agreed KPIs, produce flow forecasts to manage demand,identify high performing subcontractors across the CPAs and share best practice.They will also manage the sourcing of new subcontractors; and

• Tomorrow’s People will support capacity building for voluntary/third sector organisations, e.g. by advising high performing subcontractors on how to expand their services. They will also lead on Community Forums to gather stakeholder feedback.

This structure provides a coordinated approach across the supply chain which avoidsduplication of services and maximises the impact of high performing subcontractors. Italso provides a dedicated resource to specialist partners to build their capacity.Tier 3: Comprises partners delivering complementary and specialist services who require

a dedicated point of contact and support to track progress against strategic objectives. Wewill work with Tier 3 through the:

• Delivery Director who will co-ordinate strategic actions with stakeholders throughthe monthly delivery board. They will use the Work Programme Board to influencebroader policy changes with DWP and other stakeholders; and

• Operations Managers will assign operational leads to manage local stakeholder relationships such as Local Authorities, JCP and local strategic partnerships. Theyreview these relationships on a monthly basis to ensure they continue to bring relevantexpertise and ensure they are having a direct impact on meeting any sharedobjectives such as matching skills to current employer need and reducing generational

worklessness caused by the high cost of living in London and social conformity.To deliver the step change in performance and continually improve over the seven yearsof the contract, we have recognised the importance of investing in the skills and expertiseof the supply chain to develop new approaches and solutions. We have identified the

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5.2 (continued)particular skills and expertise required to meet the diverse range of customers needs(such as health conditions and the specific needs of young people). We recognise theneed to achieve better integration with local services to maximise their impact and accessadditional funding. Our supply chain will help develop the capacity and capability of voluntary and third sector organisations and we will provide a more effective service to

employers, without whose commitment we will not succeed in delivering the required stepchange. To provide these skills and expertise we have engaged four strategic partners:

• Capita: expertise to advise on the development and management of our extensivesupply chain, and increase our own capacity to establish new contracts rapidly;

• Tomorrow's People: expertise to ensure we effectively engage local communities,the voluntary sector and help build their capability and capacity;

• Disability Works: expertise to provide clinical governance advice and bringtogether leading health subcontractors to deliver a range of health and wellbeingsolutions; and

• The Prince's Trust: expertise to champion the needs of young people throughYoung Ambassador roles who will advise and work with local operational teams.

To capitalise on the skills and expertise of our strategic partners we will establish a WorkProgramme Board (WPB). Each partner will be represented on the WPB which will bechaired by the Reed Operations Director who reports directly to Redacted, the Chief Executive of Reed in Partnership. The WPB's key accountabilities will be:

• Reporting to DWP on the overall Work Programme contractual delivery;

• Using the expertise of the strategic partnerships to design, develop and evaluateinnovative solutions to meet customer needs across each CPA; and

• With the support of Capita, to provide industry leading outsourcing services thatsupport the supply chain to deliver high quality integrated services.

The Supply Chain Director will sit on the WPB and have responsibility for the capability

and professional development of the CPA Supply Chain Managers to enable them tomanage subcontractors in delivering their contractual commitments. The WPB will meetmonthly to review overall WP performance trends, identify areas for improvement andshare good practice. The WPB will also assess the impact of policy changes and agreeinterventions where Board members can use their particular expertise to enhance overallservice delivery. The Operations Director will be accountable for working with the DeliveryDirector(s) to share best practice and enable them deliver high quality outcomes.Why this is appropriate for West LondonOur management structure will deliver clear strategic direction, strong performance andensure customer needs are met as:

• Employers are included on our Local Delivery Groups to provide feedback on our

services and provide information on their recruitment needs. This helps meet one of the key aims of the London Employment Action Plan for a demand-led system;

• REED's Supply Chain engage regularly with stakeholders such as local authoritiesand the developers of local regeneration hotspots, like Wembley City and BatterseaPower Station which are expected to create more than 20,000 jobs. This will ensurethat local opportunities are made available for London's long-term unemployedcustomers; and

• It responds to feedback from our first Local Delivery Group meetings whichhighlighted the need for regular meetings, open communication and clear lines of responsibility and accountability in a successful supply chain.

Our management structure has been designed based on our learning and experience of delivering DWP and other government contracts. This ensures the right people are inplace who can be held to account and lead on the right priorities across the supply chain.

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[5.3] Management of Delivery

Please clearly describe:

• How you and your supply chain will manage and monitor the quality of delivery of the Work Programme to ensure that the whole provision within this

CPA is of a consistently high standard and meets your minimum service levels;

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


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5.3, Our supply chain brings a wealth of experience and expertise of managing andmonitoring service delivery. Reed is recognised as a trusted partner by DWP, with thehighest standards of control and compliance. This is recognised in the award of a range of industry-based quality and compliance standards such as Matrix, Charter Mark, ISO 9001and Investors in People. To respond to the challenge of managing larger and morecomplex supply chains, we have engaged Capita, as a leading public service outsourcing

company with over 26 years of experience in managing quality delivery, to advise on our supply chain design and management. From our contract management and deliveryexperience, we know what good service is and how to achieve it and will ensure thesestandards our met across our supply chain. This will ensure that performance and servicestandards deliver high achievement levels, interventions provide the most appropriatesupport to customers to enable them to achieve quality outcomes, and customers aretreated fairly across the supply chain. To ensure consistency and transparency we willuse three key metrics:Outcome performance data to assess overall performance and monitor the parity of outcomes for different customer groups such as ethnic minorities and ex-offenders.Defined minimum service delivery levels: These are nine measurable indicators that

monitor service standards such as speed of referral; frequency of work-focusedinterventions; suitability and access to vacancies; quality of in-work support. Theseminimum standards will provide all customers with agreed levels of service and drive bothperformance and customer satisfaction across our supply chain.Customer & employer satisfaction data to include Evaluations of Service (EoS), customer complaint metrics and online and telephone questionnaires. These will identify areas of success or weakness and gaps in provision to drive Quality Improvement (QI) plans.

These reports will also be used by local Operations Managers, the West London DeliveryBoard (WLDB) and Supply Chain Managers to identify trends in performance and assessany inconsistencies, risks and areas for performance improvement.How we will manage and monitor the quality of delivery of the Work ProgrammeIn order to evaluate on a consistent basis we have a core set of standard informationsources which will be used across the supply chain. These are captured in our bespokemanagement information system, Orion, which we have developed over the last six yearsto manage a range of Welfare-to-Work programmes. This enables us to track customer progress and monitor the quality and consistency of our service at all levels. Advisersacross our supply chain will record all interventions from referral to sustainment intoOrion. The system automatically produces a suite of reports to enable local managers toevaluate the effectiveness of their businesses on a daily basis. How each of themanagement roles ensures the quality of delivery is maintained is set out below:

Operational Managers will produce a quarterly QI Plan. These plans provide a frameworkfor quality improvement at the individual, subcontractor and CPA level. The plans ensurethat actions are taken to respond to customer feedback, performance variations identifiedfrom our reporting systems, monthly stakeholder meetings and internal quality and auditinspections. The QI plan will be independently monitored by our Quality Improvementteam ensuring the sharing of best practice on a West London and a national basis.The WLDB, led by the Delivery Director and comprising of Supply Chain Managers(SCMs), Senior Quality Managers, Reed and subcontractor Operations Managers, willmanage supply chain performance through monthly reviews of contractual performanceagainst targets, KPIs and quality measures across the CPA. The board will beaccountable for the overall continuous improvement model which is delivered through our

operational teams using structured QI plans. These are owned by the local operationsteams across the supply chain and are used to drive the quality of delivery, manageservice levels and improve performance.

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5.3 (continued)Our central Supply Chain Management Team (SCMT), working with our strategic partner Capita, has developed new tools and approaches and will provide technical advice andsupport to maximise our supply chain delivery in the following ways:

• Collation and analysis of service delivery performance data to inform the riskmanagement framework across our supply chain;

• Maintenance of an online portal and performance dashboard for subcontractors tomonitor and manage their own performance against agreed standards and KPIs;

• Monitoring of subcontractors in line with DWP Code of Conduct and MerlinStandard to ensure they are compliant with required contracts, standards andprocesses; and

• Publication of performance data to provide performance improvement suggestions.These tools and approaches will enable the Delivery Director and Supply Chain Manager to manage the performance of end-to-end and specialist subcontractors.Our approach to performance improvementThe Delivery Director will be accountable for performance improvement across the CPA,supported by supply chain managers, and delivered through local operational teams. Wewill use our established Performance Management (PM) System which provides a clear framework for our supply chain to manage the quality of delivery. We have developed our performance management system to drive up performance and consistency of delivery.For example, in 2009 Reed's Pathways South London feedback identified that customerswould benefit from a wider range of training options. We responded by increasing therange of routeway training available which increased the number of customers movinginto sustained work by 76% on the previous quarter.

The PM System will enable operations teams to focus on delivering high quality servicesand provide consistent information to identify and address any under-performance. Our

Supply Chain Managers have a key role in reducing the risk of under-performance andwill work with subcontractors to drive continuous improvement, and will:

• Use the three key metrics to benchmark performance at local, CPA and nationallevels and determine a monthly risk rating for each subcontractor;

• Instigate tighter monitoring and management for subcontractors flagged as high risk;

• Have a presence at the monthly Delivery Board meetings where they will support theDelivery Director to drive performance by sharing of best practice; and

• Provide a detailed audit process for subcontractors to follow every six months. Theywill produce a risk rating report and communicative corrective action plans. The reportwill be reviewed by the Work Programme Board and WLDB.

How our supply chain will act on findings

Through our WLDB structure, performance, customer EoS and stakeholder feedback willbe a standing item on the agenda of all monthly meetings. The Reed Supply Chain willuse these meetings to agree specific areas for action. Agreed actions will be formallydocumented setting out clear accountability, measures of success and timescales for achieving. Where actions have an impact on the whole supply chain, such as processchanges, these will be managed through a formal change management system. Allsubcontractors will be required to provide electronic confirmation that thecommunication/action has been rolled out across their business units. This will ensurethat their is clarity of understanding and that consistent standards of delivery aremaintained. This approach has proven to be successful for sharing best practice,developing the best solutions and delivers demonstrable improvements as shown below:Case Study 1 - focusing resources: Reed's pan-London Employer Services teamresponded to the general decline in recruitment by refocusing business development onthe hidden job market, and 'recession proof' employers, such as Servest and Caterplus

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5.3 (continued)266 customers with these two employers alone and achieved a 85% retention rate.For the Work Programme (WP): Operations Managers will be responsible for continuousimprovement within their organisation through stretching staff performance expectations.Subcontractors will be supported by a CPA-wide QI Plan that draws on individual plansand will be maintained by the SCMT and agreed by the Work Programme Board.

Case Study 2 - improving subcontractor performance: Reed data showed that our Pathways self-employment subcontractor in London was not meeting a number of targets.Our Commercial Manager worked with them to establish more suitable referral criteria,reviewed how their Advisers worked on our sites (including length of time and location)and worked to increase the exchange of accurate management information. Theseactivities contributed to increase job-entry rates from 12% to 40% across London.For the Work Programme: SCMs will be responsible for driving performance across thesupply chain. They will provide tools and advice to enable managers to more effectivelyuse caseload analysis reviews or evaluate the effectiveness of their specialist provision.Managing any under performance: As described earlier, the SCMT will workconstructively with subcontractors to rectify any under performance. Where

subcontractors continue to fall below minimum service standards after supportiveremedial action, we will mandate the use of Reed's methodologies and tools (such as our effective Diagnostics Tool) to address any weaknesses within the individualsubcontractor's provision. Where subcontractors still pose an unacceptable risk after threeconsecutive months, we will implement our escalation process as follows:

• The SCM will submit details of the risk to the Director of Supply Chain Management,with a recommendation of either a Minor or Major Breach Notification;

• If the recommendation is approved, the SCM will conduct a review meeting to discussthe issue and raise either a Minor or Major Breach Notification;

• If a Minor Breach Notification is issued, the SCM will implement tighter monitoring and

management until the performance issue is resolved; and• If a Major Breach Notification is issued, we will consult with DWP about contract

termination. Where the decision is to terminate, a termination notice letter will be sent.How we will resolve issues in the supply chainAs part of ongoing monitoring and management across the supply chain we will use anissue resolution process that is designed to resolve issues quickly, transparently andprovide a clear rationale for the decision to all parties. This will be led by the DeliveryDirector, supported by the SCM. Our issue resolution process is compliant with the DWPCode of Conduct and Merlin Standard as follows:

1. For all subcontractor disputes raised with their assigned SCM we will meet with thesubcontractor to resolve the dispute, involving relevant staff if needed. Resolution

targets will be within one week.2. If unresolved the dispute will be escalated to Reed's Director of Supply ChainManagement. They will involve management from relevant organisations and WPBoard Directors as required. Resolution targets will be within two weeks of referral.3. If a dispute cannot be resolved we will offer mediation through an arbitrator appointed by the chairman of the London region of the Chartered Institute of Arbitrators.

The SCM will capture learning points from the dispute resolution process and anyremedial actions on West London and subcontractor QI plans. These will then informfuture supply chain management methodologies to prevent reoccurrence of the dispute.As the prime contractor, Reed has designed and developed a performance management

process based on best practice. This will ensure our supply chain can deliver high qualityprovision consistently and highlight issues arising as a result of underperformance. Wewill take immediate actions to address and resolve issues, therefore maintaining highperformance across the supply chain for the duration of the Work Programme.- 32 -71209642.doc




[5.4] Delivery Locations

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

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

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




5.4, West London contains areas of deprivation and areas of high unemployment that areoften side by side with areas of affluence. For example, Harlesden in Brent and NottingHill in Kensington & Chelsea. These deprived areas contain the most economically andsocially excluded residents who are characterised by low education, high levels of worklessness and health-related problems.

Our delivery locations reflect the need to address this diversity and support areas of deprivation. The REED Supply Chain will deliver the Work Programme from 27 keydelivery locations supported by 13 confirmed outreach sites. We will add additionaloutreach sites during the life of the contract as our delivery responds to emergingcustomer and CPA needs. 23 of our key locations are currently operational and ready todeliver the Work Programme. Our four new premises will be ready for delivery by the 1stof June 2011.

These locations have been chosen to ensure full geographical coverage of provision, areDDA-compliant and offer specialist services within easy reach. They are located in or near deprived areas of West London such as Edmonton, South Tottenham and White City with

good access to bus, rail and underground links.

To determine our property approach we first engaged with local stakeholders such asLondon Councils, West London Working, Kensington and Chelsea Council, HaringeyCouncil, Jobcentre Plus (JCP) and employer networks who stressed the importance of:

• Understanding the inter-connected nature of the London labour market and the needfor an integrated approach across and between individual areas in West London;

• Premises being located close to public services to provide customers with access to arange of support such as skills, childcare and financial management and debt advice;

• Premises being located close to transport routes and JCP offices; and

•

Premises located close to employment hotspots such as Heathrow, Park Royal andsub-regional town centres to provide customers access to jobs.

We then considered three further factors that we know influence premises decisions:1. Customer needs: We used published research such as “Learning from experience”(Reed, 2010), discussions with specialist organisations (such as St Mungo's, UrbanFutures and Nacro) and customer focus groups in Brent, Haringey and Ealing to identifythe premises needs of West London customers. As a result we know that:

• Disadvantaged groups such as the low skilled (employment rate of 40%, Nomis)require access to professional training facilities;

• 26% of customers live in the most deprived communities of West London such as

Northumberland Park, Kilburn, Golborne, Tooting and Churchill;• Customers value bright and welcoming premises with professional staff with good local

knowledge and facilities for effective job search (including private rooms to telephoneemployers); and

• All Londoners live within 400 metres of public transport links (TfL) so premises can beclose to their communities and close to a bus, train or underground route.

2. Customer demographics: We mapped indicative volumes at local authority and wardlevel. We identified that flows are evenly split between the outer and inner Londonboroughs. We also know there will be significant concentrations at a local level and fromthe most deprived boroughs. For example, Brent, Islington and Haringey are the mostdeprived boroughs in West London (IMD, 2007) and will make up 29% of overall flows.3. Cost effectiveness: To ensure we meet the DWP requirement to mobilise rapidly fromcontract award and maximise funding on front-line services we recognised the benefits of:

• Using existing delivery infrastructure across West London; and- 34 -

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[5.5] Volume Fluctuations and Customer Group Changes

Describe how you and your Supply Chain will maintain service delivery in the event of fluctuations in numbers of customers and changes to the customer groups referredincluding potential alterations resulting from changes to the welfare regime referred to you(see Future Services Schedule). Your response should include the following:

• How you will maintain minimum performance levels;

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

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

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5.5, Reed has 12 years’ experience of delivering and exceeding performance targetsacross of range of contracts with large and fluctuating volumes. We know from thisexperience that over the life of the contract, market shift and economic factors will impacton referral volumes. To strengthen our ability to manage potential changes, our strategicpartnership with Capita provides a unique proposition that combines our deliveryexperience with their supply chain expertise.

For the Work Programme we have identified three types of change that are most likely tooccur: changes in volumes, changes in customer mix and their needs, and changes in thedistribution of customers across West London. We will maintain service delivery in theevent of fluctuating numbers through a robust change management approach:Monitoring changeAs the prime contractor we will monitor and assess likely change through:MI analysis: We will analyse referral predictions from JCP and compare to actual flowsover three months to predict the actual number of programme starts for the next quarter.We will also track referrals over a rolling six month period and use the data to producemonthly forecasts at delivery site and CPA levels.

Labour market scanning: We will analyse labour market information on a monthly basis toidentify the impact of economic conditions on outcomes. Statistical data will be sourcedfrom the Office for National Statistics, DWP, Jobcentre Plus and our own commissionedreports. Tracked information will include: trends through organisations like the Greater London Authority and the London Skills & Employment Board, employer views throughour local employer forums and growth sectors such as business services and retail(London Statement of Skills Priority, 2011-12).Policy analysis: We will use the Work Programme Board to engage with DWP throughoutthe life of the contract to understand upcoming changes in the welfare regime such as theintroduction of Universal Credit and to give feedback to policy makers on how this willeffect the delivery of the Work Programme. We will share this knowledge with the supplychain via our Delivery Directors on a regular basis.Effective stakeholder relationships: We will work with local and CPA-wide stakeholdersincluding employers and employer bodies, such as West London Business and NorthLondon Chamber of Commerce to identify upcoming growth sectors, current skills gapsand to validate how national or regional trends are likely to impact the local labour market.Impact of changeDiscussions with our Supply Chain have identified four key factors that will be impactedmost where flows fluctuate significantly or customer groups change.Staffing: Optimum resources will need to be re-calculated and forecast based on the latestassumptions, for the immediate quarter and over the life of the contract.

Skills: Changes to customer group flows may require staff skills development tounderstand particular customer needs (e.g. condition management for customers withhealth conditions). Changes to the welfare regime (e.g. the introduction of UniversalCredit) will require additional training so customer-facing staff can provide the most up todate information and advice to customers.Premises: If volumes fluctuate above the 20% we have allowed for, we will need toidentify short-term and new premises. For this we will use the infrastructure of ReedGroup which has 31 premises in West London.Funding: Changes may impact on cash flow or working capital requirements assumptionsif volumes fluctuate significantly or payment terms for new groups are different.Managing change where flows increase

To ensure we maintain service delivery (including minimum performance levels) andmanage expanding/contracting business, we will respond to changes as follows:Increase employer engagement capacity: Through expert staff seconded from Reed

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5.5 (continued)Specialist Recruitment to our dedicated employer services teams. We will also use Reedbranches to increase employer contact where we require a rapid new set up.Increase staffing: Through our Outsourced Recruitment Model which we will makeavailable to all providers. This model has the capacity to recruit up to 400 staff in a ten-week period. We will also redeploy staff to different sites if flows increase in the short-term

and recruit temporary staff through Reed Specialist Recruitment or other temporaryagencies to provide additional resources if sufficient staff cannot be transferred from localor national resources.Increase supply chain flexibility: Through identifying spare capacity at our monthly CPADelivery Board, analysing flows provided by our dedicated MI team and planningmovement of staff and/or customer flows between offices and providers.Add premises: Through sourcing additional space with local partners or the network of Reed Group branches where existing capacity does not exist in our supply chain. Wherelong-term flows identify a particular capacity or geographical need, we will use Reed’sdedicated property department to open new premises.Alter the supply chain: Through new subcontractors and partners where no extra capacity

exists in our supply chain. The Supply Chain Management Team (SCMT) will maintain alist of reserve providers, refreshed every six months, and will liaise with DWP to engageand mobilise preferred organisations in line with the Merlin Standard.Managing change where flows decreaseAdapt interventions: By dedicating extra Employment Adviser time to additional andlonger one-to-one sessions and extra in-work support. This will provide increased focuson the needs of those furthest from the labour market to maintain job outcomes andimprove the employability rates of the most vulnerable and hardest to help groups.Decrease staffing: By re-deploying staff elsewhere in the business. Where noredeployment options or transfers are available we will reduce staff through naturalwastage with redundancy being a last option.Alter the supply chain: By working with our supply chain to identify potential efficiencies toensure continued performance and viability of the contract for a decrease in flows by morethan 20%. We will remove organisations from the supply chain as a last option. Our SCMT will liaise with DWP and remove organisations in line with the Merlin Standard.Managing change where regime changes or customer/employer needs changeUp-skill existing staff: Our HR and Training teams will develop short courses addressingspecific up-skilling needs such as training on the new Universal Credit, and supportingworkless households which can be used across the whole supply chain.Increase staffing: If the required skills need to be recruited into the supply chain, our subcontractors will use our Outsourced Recruitment Process to source staff with the

required skills and expertise to meet the new contractual or customer needs.Adapt interventions: We will update our interventions to reflect any changes in need. For example, we work closely with employers such as Chubb Security and European Wellcareto keep our routeways training relevant to their recruitment requirements.Alter the supply chain: If there is no expertise in the supply chain to meet new needs wewill liaise with DWP to add organisations to the supply chain from our lists of reserveproviders in line with the Merlin Standard.Reed has direct experience of managing fluctuating volumes through the delivery of our Employment Zone and Pathways contracts. With the support of our strategic partner Capita we have methodologies in place to enable us to identify changes before theyoccur. This will allow our supply chain to take appropriate action to ensure our delivery

strategy adjusts accordingly and resources are re-allocated to prevent service disruption.

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[5.6] Managing the Customer Experience

Please describe:

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

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

• how you will act on any findings.


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5.6, As the prime contractor we will use our Quality Improvement (QI) framework tomonitor and manage the improvement of providers and ensure we are meeting the needsof all customers. The framework is underpinned by an improvement plan that will definethe quality standards and metrics to measure it, embed these in service level agreements(SLAs), monitor and review on a regular basis and provide early intervention when thecustomer experience falls below our standards.This plan will be used by all operational

teams to drive continual improvement in the quality of their provision and to ensure wemeet the needs of individual customers. We know from focus groups in Brent, Haringeyand Ealing that customers most value:

• Advisers who provide a professional and responsive customer-focused approachand can quickly identify the right package of solutions for each individual’s needs;

• Advisers who listen and treat customers with respect, understanding and empathy;

• Specialist support agreed in partnership between customers and their Adviser;

• The opportunity to secure a job that best matches their skill set and experience; and

• Help to understand the programme and support options through a variety of services, for example through an interpreter, reading aloud or large format print.

Individual delivery office improvement plans will measure these specific customer factors,as well as our overall minimum standards, and will be managed by the local OperationsManagers who will be accountable for measuring the effectiveness of their delivery. Thesewill feed into our overall CPA QI plan. To ensure supply chain consistency, the WestLondon Delivery Board (WLDB) evaluate and monitor the quality of all areas of our provision at its monthly meetings. This will be based on information from:Feedback from customersEvaluations of Service (EoS): Customers will be invited to provide feedback on the qualityof our delivery through a formal EoS process. Using a standard set of questions, we willsample all customer groups at various stages of their time on the programme to assesshow interventions are helping to address customer needs including:

• First impressions of the programme and the quality of induction material provided;• Support received from Advisers, including their professionalism and empathy;

• Quality and effectiveness of employability and skills training; and

• Facilities, including job search areas, access to vacancies and IT services.Online questionnaires: Customers will be invited to complete our online questionnaire toprovide feedback (anonymous if they choose) on Adviser and Trainer effectiveness toassess the impact of our weekly interventions.Daily customer feedback: Direct feedback to any front-line staff will be logged and passedto the Operations Manager (OM). The feedback will be reviewed at morning "kick-off"meetings to ensure we respond quickly to immediate local service improvements.Statistical information (management information)The reporting tool in our Orion management information system will provide standardinformation on areas such as the percentage of customers seen on time, the range of specialist provision accessed, qualifications achieved and job outcomes so we canevaluate both quality and consistency across the supply chain.Stakeholder feedback (community forums)We will hold quarterly forums, including a sample of customers, to discuss the quality andeffectiveness of our provision in meeting customer needs. This will be used as theplatform to identify service design issues and link the provision more effectively to other local services. They will be hosted by an independent chair and attended by local provider managers, JCP, employers and local authorities. Recommendations will be minuted and

sent to the Director to respond to as part of their management board accountabilities.How we will evaluate and monitor the quality of provisionTo ensure that the needs of individual customers are met, feedback received at all threelevels will be analysed across by the WLDB. This will ensure any emerging systemic

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5.6 (continued)issues are identified early and dealt with. Feedback information will be supplemented bysix monthly audit inspections which each subcontractor is contracted to carry out. Therange of information will be used to produce a set of SMART actions for inclusion in the QIaction plan. This will be owned by the Operations Manager and reviewed by the WLDB.To manage the improvements, our supply chain managers will track progress against the

QI plans at regular meetings with providers and support them through advice andguidance, accessing additional resources or linking them into other prime contractor services. The QI plan will be displayed in all offices, along with the results of how we areperforming against our minimum service and overall customer satisfaction levels.How we will manage and action customer complaintsCustomers across our supply chain will be advised of our service standards andcomplaints procedure at induction. In line with DWP's Customer Charter, we will ensurethat customers receive the right service and help on time, each time. Where a customer has a complaint about the service they have received from any provider, or member of staff, it will be resolved and recorded by our complaints procedure, as follows:

• Customers will be invited to share issues and complaints with their Adviser as soon as

they arise, and these will be captured on Orion. Where possible, Advisers will addressissues immediately in order to ensure quick resolution and to protect the Adviser-customer relationship by avoiding the need to escalate the complaint to manager level;

• Where issues cannot be resolved by an Adviser, the complaint will be passed to a BM.This will happen immediately through a warm handover, or in writing within 24 hours.The BM will investigate the complaint and confirm the findings in writing to thecustomer, within a target of five working days. The outcome will be captured on Orion;

• If the customer remains unhappy, the complaint will be escalated to the DeliveryDirector who will investigate further and provide written feedback within ten workingdays; and

•

Certain forms of complaint requiring urgent attention (e.g. bullying or harassment) willbe escalated to the subcontractors’ human resources functions for immediate action.The customer will be contacted within 24 hours of registering the complaint to set outthe proposed remedial action.

We will action the findings of complaints as follows:Feedback from customers: Our experience shows that 40% of customer feedback relatesto their Adviser or Trainer. Immediate resolutions to address staff feedback (eg. quality of advice) will be achieved through one-to-one coaching by BMs and refresher sessions atteam meetings. All staff will be required to sign to confirm their understanding.Feedback from information systems: Our reporting systems allow us to compare thequality of service at individual, provider and CPA level and monitor the parity of outcomes

across customer groups. Where an issue affects a particular provider (e.g. not usingspecialist partners), the Director and Supply Chain Managers will agree an action planwith the operational managers which will be reviewed weekly until the issue is resolved.Feedback from stakeholders: Where independent feedback from stakeholders shows anissue across the CPA (e.g. shortage of skills training for a growth sector) the deliveryboard will work direct supply chain resources to develop a solution. This action will beincluded in the time-bound QI action plan.We will produce a six monthly quality report which we will be shared with customers andpartners to inform future service delivery improvements.

Our monitoring systems and QI plan will ensure we monitor, evaluate and respond to

issues and feedback without any negative impact on performance. This ensures servicequality remains high and drives continuous improvement to add value to our customers asindicated by customer satisfaction ratings of over 80% on our London programmes.

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PART 6: RESOURCES

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

Redacted

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

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

[6.2a] TUPE – Managing the Transfer

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

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

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

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

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

• details of how you plan to ensure that any Sub-contractors will fulfil the requirements

of TUPE Regulations and any relevant Codes and Statements of Practice.


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6.2a, The REED Supply Chain recognises the application of TUPE to staff currentlyengaged in the delivery of services to be replaced by the Work Programme (WP). As aresponsible prime contractor we will work collaboratively with supply chain partners toprovide expert resources and advice to support those who may not have in-depthexperience of TUPE, and ensure that transferees are effectively and rapidly redeployedand integrated into WP delivery. Our subcontractor selection process and initial modelling

of TUPE data has already ascertained supply chain partners’ TUPE capability, the likelyTUPE impact given the supply chain partners’ current staffing and proposed deliveryvolumes. We have therefore allocated a Reed HR Business Partner from our CIPD-qualified, TUPE-trained team who will oversee the TUPE transfer process in West Londonsupported by our central HR team, in-house employment lawyers, screening and vettingteams, and induction training teams. Our highly supportive model will be underpinned bycontractual requirements for our supply chain partners. We will require that they:

• Recognise the application of TUPE from existing contractors to them in respect of the services delivered and geographies covered;

• Adopt our detailed TUPE transfer plan as detailed below;

• Appoint and make available a named contact as their principle lead on TUPEissues;

• Comply with the Fair Deal and have an appropriate pension solution in place, or join the Prudential Platinum scheme with our support, should due diligence reveal thisis necessary;

• Demonstrate the Cabinet Office: Principles of Good Employment Practice in theterms and conditions they offer to transferring and newly recruited staff and thetraining and qualifications they provide; and

• Comply with the HMG Baseline Personnel Security Standard.Our ten step plan for managing the TUPE transfer process is as follows1. Upon notification of preferred bidder status, the Reed HR Business Partner, will:

• Contact their equivalent at the other successful prime contractors in West London toestablish a clear, fair and agreed rationale for which categories of outgoingsubcontractor employees covered by TUPE will go to which prime and their supplychain partners;

• Obtain from TUPE contacts at outgoing subcontractors (under appropriate nondisclosure agreements): job descriptions, policies, terms and conditions information,indicative anonymous employee data by role and location and agree a joint TUPEtransfer model; and

• Hold conference calls and meetings with nominated TUPE coordinators across our supply chain to outline the transfer principles agreed with other successful primes andour modelling of where and to whom outgoing subcontractor staff will transfer.

2. The Reed HR Business Partner will distribute information packs comprising the relevantdue diligence information obtained from outgoing subcontractors to the named TUPE co-ordinators in each supply chain partner (and to Reed’s in-house employment lawyerswhen transfers are to Reed) for them to conduct due diligence.3. The Reed HR Business Partner will ensure that supply chain partners (including Reedwhere acting as an end-to-end delivery organisation ourselves) arrange with outgoingsubcontractor contacts, consultation meetings as follows for staff affected by the possibletransfer to Reed supply chain partners:

• First meeting with elected employee/union representatives to commenceconsultation with a view to reaching agreement on measures being contemplated;

•

A meeting for all transferring staff with TUPE coordinator from the relevant supplychain partner and operational management to introduce their potential new employer,our delivery model and explain the mechanics of TUPE; and

• One-to-one consultation meetings with all affected employees from outgoing- 45 -

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6.2a (continued)subcontractors in order to commence job-matching processes.

4. Following completion of TUPE due diligence and with further job matching informationobtained at one-to-one meetings, the Reed HR Business Partner will ensure supply chainpartners (including Reed as an end-to-end deliverer) compile a draft measures documentfor staff transferring to the REED Supply Chain. All draft measures documents will be

subject to review by the Reed HR Business Partner and will be communicated in writing toelected employee/union representatives of affected employees. A further consultationmeeting will be arranged, during which representations made by the employeerepresentatives will be noted and responded to as necessary with a view to reachingagreement. This document will cover our regulation 13 duties as follows:

• Advise of the date of transfer and our view of why it is occurring;

• How the transferring staff will be integrated and managed within the Reed andsupply chain resource plan, and what training and support will be provided;

• Where there are variation clauses within the contracts of employment how (if at all)we will be exercising these to align these contracts as closely as possible with theorganisations’ standard terms and conditions; and

• What (if any) roles we do not initially consider can be readily integrated, and will asa consequence be subject to ETO related redundancy consultation following transfer,and what our initial redeployment plans for staff affected in this way would be.

5. Following consultation and agreement on the draft measures, Reed and our supplychain partners will write to all transferring employees detailing the measures envisaged,including individual communications for those whose roles may be subject to ETO relatedredundancy consultation following the transfer. This letter will also confirm for individualswhere and when they should attend on the transfer date and to whom they should report.6. Following confirmation of measures, the Reed HR Business Partner will write briefingnotes for Reed line management on managing the different terms and conditions for

incoming transferees, using our standard formats. These will be provided to supply chainpartners to assist them with this activity.7. On the date of transfer welcome events will be planned for each location to formallyand positively welcome those staff transferring. This will enable each new team to gel andunderstand each others expertise.8. As advised in the agreed measures documentation the Reed HR Business Partner andnominated TUPE representatives in each supply chain partner will commence anynecessary ETO related redundancy consultations with affected transferring employees inWest London, seeking wherever possible to redeploy transferring staff into roles within theresource plan for the CPA.9. Immediately following transfer, TUPE transferees will be notified of their individual

induction schedule, which will equip them as rapidly as possible with the training they willneed to perform at our expected levels. We will put all TUPE'd staff through the intensiveReed Induction Training programme where these staff are transferring to us, and willensure that where staff are TUPE transferring into our supply chain partners, anequivalent quality induction programme is in place which these staff will attend.10. Staff transferred under TUPE to the REED Supply Chain where possible will be madean attractive offer to join the relevant organisations' standard terms and conditions of employment. There will be no requirement for them to do so; however our experienceindicates that most will. This is advantageous to the employer in terms of administrativeefficiency and managerial ease.Our tried and tested model and the support of expert HR and legal resources for the

supply chain in implementing this will result in a smooth and seamless TUPE transfer process ensuring the rapid and effective transition of expert, experienced staff enablingthe step-change in performance that the Work Programme requires.

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[6.2b] TUPE – Managing the Transfer

Please supply details of what lessons you and any of your Sub-contractors have learnedfrom TUPE transfers and/or major organisational change which will influence how youwould handle similar issues in the context of this Work Programme contract includingdetails of how it influences how you would manage any transfer/change which may arise

as a result of this Work Programme contract.

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

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

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6.2b, Reed recognises the application of TUPE to staff currently engaged in the deliveryof services to be replaced by the Work Programme. As a responsible prime contractor for West London we will leverage Reed’s extensive experience of managing TUPE transfersbetween organisations to support our supply chain in this process. Over the past fiveyears, Reed as prime provider has facilitated transfers for 596 staff with 391 successfullybeing deployed into new employers as detailed in the table below:

Programme: Transferees Potential: Actual:Business Link Yorkshire 400 271

Skills Yorkshire 53 18

Four Pathways contracts 52 33

London Brokerage 54 39

Two JCP Support Contracts 20 20

In addition our Tier 1 subcontractors bring experience of TUPE transfers to WorkProgramme implementation. For example, Urban Futures transferred 40 people under TUPE when they were first created in 2001. All of our subcontractors have HR andOperations staff who are experienced in TUPE transfers. This includes Vital Regen,whose senior management has recent experience of TUPE after leading a merger of twoproviders and the implementation of Pathways to Work in central London.

We know that it is essential for HR staff to meet with affected employees as quickly aspossible in order to provide reassurance and relevant information regarding the transfer process. This will be especially critical for the Work Programme given the challengingimplementation timescales. Lessons learned from the implementation of TUPE transfersfor Pathways contracts showed that delays were caused by the length of time taken toestablish effective contact with HR and managerial staff in some outgoing subcontractors.

Critical success factors that we have therefore built into our TUPE transfer process:• Identify one expert HR individual from Reed to oversee the entire supply chainresource and TUPE plan and to negotiate with all the parties concerned;

• Contact the right people in outgoing and incoming supply chains at the earliestpossible opportunity following contract award; and

• Clear diary time for the communications and consultation required with outgoingand incoming supply chain partners.

Following transfer, our experience indicates that early identification with their new teamand integration into their new employer’s working culture are key to ensuring long-termsuccess. We will achieve this in two principal ways:

• Mandatory attendance at a supply chain partner induction programme for alltransferring employees. Transferees will join other new and experienced staff in athorough set of training, coaching and e-learning activities, quality assured to Reedstandards, to firmly establish the minimum service levels we have described; and

• Supply chain HR staff will brief all line managers on the integration of teams andthe differing terms and conditions of transferring employees.

The extensive experience and expertise within the REED Supply Chain in West Londonand our clear strategy for transfers based upon lessons learnt from this experience willensure a seamless transition for transferring staff in this CPA.

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PART 7: STAKEHOLDER ENGAGEMENT]

[7.1] Local Stakeholders

Please describe in detail how, in relation to this CPA you and your supply chain willengage with key local stakeholders including smaller and voluntary sector organisations to

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


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7.1, The REED Supply Chain brings an established network of stakeholders to helpdeliver all elements of the Work Programme and achieve a step change in performance.These relationships have been built from over 12 years experience. In developing our stakeholder strategy, we mapped the provision landscape, reviewed strategic drivers,identified key decision makers and used existing networks to access the right people. Thisensures we bring the required stakeholder relationships at the strategic, delivery, and

community levels. Our relationships are underpinned by a commitment to promote thebenefits of joint working. This will be achieved through three approaches described below.How we will engage with stakeholdersREED as the prime contractor will be accountable for the overall stakeholder engagementstrategy. We have developed a stakeholder database which we will share with our supplychain to ensure a coordinated approach. This contains key contacts, lead relationships,agreed actions and success measures and ensure our stakeholder engagement addsvalue to our delivery proposal and avoids duplication. Nominated supply chainrepresentatives will take a lead role on working with established stakeholders such as theLondon Skills & Employment Board, local strategic partnerships, GP consortia, JobcentrePlus and local voluntary and community networks.

Our Delivery Director will establish and chair a quarterly CPA stakeholder forum. This willbe an open invite to stakeholders across West London to discuss progress with theDelivery Board and our strategic partners Tomorrow's People, Disability Works, ThePrince's Trust and senior representatives from our supply chain. It will set and reviewtargets that measure the wider impact of our services, such as reductions in the number of hardest to help, progress in tackling child poverty levels and workless households andincreases in the skill level of residents. This information will be shared with existingstakeholder groups to shape ongoing policy and delivery responsibilities. Minutes andagreed actions will be published.

The quarterly forum approach will be mirrored with similar community forums across keyareas of the CPA. Tomorrow's People will coordinate these using existing networks toengage the widest range of community stakeholder organisations. Lead supply chainrepresentatives will share feedback from the community level with the Delivery Board.How we will ensure effective ongoing relationshipsIn preparation for the Work Programme we engaged many key stakeholders and identifiedthe following priorities to deliver integrated services:

• Strategic priorities: How we will engage with the London Employment & Skills Board,sub-regional strategic partnerships and the Greater London Authority to linkemployment and skills, ensure customers benefit from local jobs, access ESF funding

and target resources at the most disadvantaged customers in West London;• Delivery priorities: Working with local authorities, NHS, housing associations and

JCP to access the most deprived communities, support the hardest to help (such ashomeless customers and ex-offenders) and engage with local employers; and

• Community priorities: Engage with local and voluntary organisations to provideengagement and specialist support for hardest to help customers living in the mostdeprived communities such as Northumberland Park and Norwood Green.

To effectively coordinate and deliver these priorities we have identified lead roles withinour supply chain at the strategic, delivery and community levels as set out below.Strategic priorities: Reed will be the stakeholder lead for this priority because we areaccountable for delivering integrated service solutions. A key part of this is effective

employer engagement and Reed brings 50 years' experience of meeting employer needsto this agenda. We have identified key strategic bodies we will work with to linkemployment and skills, access local jobs and support the most disadvantaged customers.

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7.1 (continued)

London Skills & Employment Board (LSEB): ensures skills provision meets theneeds of Londoners and employers. It will become the London Enterprise Partnership(LEP) in late 2011. We will work with them to ensure progression pathways link toemployer needs and to influence skills policy and investment in skills programmes.

Sub-regional strategic partnerships: includes West London Alliance, Central London

Forward and North London Strategic Alliance. We will work with them because theyprioritise the impact of economic development on local communities and worklessness.They will also identify regeneration initiatives that provide opportunities for customers.

Greater London Authority (GLA)/Mayors Office: The GLA will take over theresponsibilities of the London Development Agency (LDA) from 2011. We will work withthem to influence the commissioning of ESF programmes to provide customers with theskills to succeed in work and support the hardest to help.

The supply chain will achieve its strategic priorities through the following actions:

• Reed Chief Executive, Redacted, is a Board member of the LSEB. He is well placed toshare learning, inform skills and employment policy. He will encourage funding to bedirected to WP customers and ensure delivery meets employer needs. We fullysupport the work of the London Observatory and the LDA's provider 'asks'.

• The Delivery Director will lead on engagement with all three sub-regional strategicbodies, building on the links the supply chain has such as Urban Futures' work withRedactedof the North London Strategic Alliance. They will share performance data andcustomer needs to inform our contribution to sub-regional targets. We will work withthem to develop new employer routeways and access new regeneration jobs; and

• Reed Operations Director , Redacted, will engage with the GLA. He will provideperformance and service data on our achievements every quarter. This data will beused to identify issues that will contribute to future policy decisions such as funding for ESoL training and community projects in the most deprived areas of West London. We

will also support the West London Alliances prime provider 'asks'.Delivery priorities: Reed will be the stakeholder lead for this priority as the primecontractor accountable for the overall performance of the contract. We have identified four priorities that will provide better services and deliver a step change in performance:

Local authorities: Our conversations with Redactedat London Councils have identifiedthat 95% of London Boroughs want strategic influence on the Work Programme. We willwork with them to provide additional services for customers such as adult educationservices, childcare advice and debt advice services. They will also help us to identifyand engage with regeneration bodies to gain access to new employment opportunitiese.g. Wembley City and Battersea power station.

Health authorities: We will link with Primary Care Trusts (and GP consortia such as

the Brent GP Federation). We will work with them because they provide the healthsupport our customers will need to find sustainable work. They will also provideexpertise to employers concerned about the risks of employing people with healthconditions, along with any workplace adjustment funding. Our engagement will bestrengthened by our strategic partner Disability Works, and specialist providers CamdenSociety and Hillside Clubhouse who have strong ties with these organisations.

Housing associations: We will engage with these through our supply chain links withumbrella organisation Homeless Link. We will work with them to ensure our deliveryreaches the most deprived areas and to support customers as housing benefit reformsimpact the cost of rent in the capital, particularly inner London areas.

Jobcentre Plus (JCP): a key partner with strong local employer links and over 14,800local vacancies (Nomis 2010). They have a key role to play in developing flexible workoptions for the most disadvantaged. We will work with them to develop new routes towork for customers such as carers, ex-HM Forces and the homeless.

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7.1 (continued)The REED Supply Chain will achieve its delivery priorities to support the hardest to help,engage with employers and access deprived communities through the following actions:

• Kensington & Chelsea Council will lead on our engagement with London Boroughs.They will work with them to identify how the Work Programme can best use existingresources to prevent duplication of services and identify what is stopping

disadvantaged people from a particular area achieving sustained employment. We willalso commit to the London Councils prime subcontractor 'asks' such as recognisingthe valuable contribution of London boroughs and working in a collaborative manner;

• Disability Works will lead on engagement with Primary Care Trusts (PCTs). As aleading subcontractor of health services they are best placed to work with PCTManagers to identify relevant health provision. They will meet with the PCTs everythree months to identify new health projects and agree referral protocols;

• Vital Regen will lead on housing links due to proven experience of delivering housingprojects such as the Homelessness Employment and Learning Project. They will meetquarterly with key housing bodies to ensure services are reaching the most deprivedareas and identify new services to engage communities; and

• Recruitment Services Manager will have responsibility for working with the two newDistrict Managers in West London. They will lead on employer engagementapproaches with JCP, meet monthly to review success rates, particularly for thosemost disadvantaged, and develop new approaches to meet employer needs.

Community priorities: Reed will work with our strategic partner, Tomorrow’s People,who will be the overall stakeholder lead for this priority. They bring a track record of innovative solutions for helping disadvantaged customers by working with smaller andvoluntary organisations. We have identified two key community areas of initial focus.

Voluntary and Community Sectors Organisations (VCSO): There are over 60,000VCSO organisations across London. These provide a range of support services to

disadvantaged groups such as BME, refugees, victims of crime, homeless, ex-offendersand ex-HM forces. These organisations are located within communities and trusted byour customers as they provide very specific support based on personal need.

Smaller organisations: Accessing these will help our customers who have specificlearning, homelessness, offending and mental health backgrounds. They also provide asmall number of job placements which have a strong fit for particular customer groups.

The REED Supply Chain will achieve its local priorities to engage with voluntary,community and smaller organisations to secure support for hardest to help customers:

• Tomorrow’s People will provide a Community Engagement Coordinator to work withVCSOs who engage customer groups such as lone parents and carers. They will uselocal networks such as Ealing CVS and Enfield Voluntary Action to increase support

for hard to help customers, workless families and deprived communities. They will alsouse these networks to engage voluntary customers; and

• Business Managers will meet with local subcontractors and agree community levelagreements to integrate services. They will identify where savings can be made sothese can be diverted to other priorities, such as extra support for ex-HM Forces andhomeless customers. We will invite smaller organisations to work alongside our Operations and support teams to help them develop business skills.

By effective engagement at all levels and with representation on influential stakeholder-focused bodies across West London, we will build strong, lasting relationships to integrateand work collaboratively with the community. This approach will provide more joined upservices, providing our customers with a broader range of jobs and help us deliver theWork Programme to the most deprived communities.

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7.2 (continued)influencing and negotiation.Recruitment Managers: Reporting to the RSMs, they will develop and maintainrelationships with small to medium enterprise (SME) employer networks such as the localchamber of commerce and reputable recruitment agencies.Rationale: SMEs make up 99.8% of businesses in West London (BIS 2010) and provide a

broad range of entry level jobs and a crucial source of further job creation. The sheer scale of engaging and servicing the SME sector means that providing integrated solutionswith other key employer organisations is essential.Employment Advisers: Will develop relationships with small local companies and targetthose who don’t use traditional routes to advertise their vacancies (60% of vacancies arenot advertised, Mayor of London 2010).Rationale: By engaging these employers we will offer a broader range of opportunites toour customers, support their growth and improve overall sustainability rates through theoffer of additional work-based learning.

To ensure effective coordination, we will provide a central vacancy management system

that will be used across the supply chain. This will ensure:• All vacancies are recorded to the same standard to ensure an effective selection and

matching process;

• Vacancies are circulated and accessible at the earliest opportunity to the widestcandidate pool. We will set a requirement that all vacancies are advertised on thesystem if the vacancy has not had suitable candidates submitted by the local officeafter three working days; and

• We can evaluate the effectiveness of our vacancy filling across all job types andsectors to identify service improvements.

The West London Delivery Board will set and review the overall employer strategy and willmonitor success based on a clear set of performance measures and quarterly employer Evaluation of Service (EoS) surveys. For existing employers, we will continue to managetheir recruitment needs through established supply chain relationships, unless there is agreater opportunity to maximise outcomes through a CPA-wide account managementapproach. For new employers we will identify who is best placed to manage therelationship based on their size, location, sector and the number of opportunities.2. Programme design: Reed's 50 years of meeting employer needs Reed knows thatemployers most value our ability to match the right person to their job. Our customer journey is fundamentally designed from beginning to end to deliver this outcome. The keyemployer elements that will deliver the matching requirement are; establishing clear job

goals, job readiness measures, employability skills, tailored sector routeways, workexperience, work trials and ongoing work based learning. These will deliver:Candidates with the right skills: The CBI London Business Survey found that 40% of employers face skills shortages (Statement of Skills Priorities 2011-12). We will providesector specific training to provide suitably skilled candidates. These are designed withindustry/sector input and partners such as the London Employer Accord and then tailoredfor individual employers. This approach resulted in our supply chain filling 70% of allvacancies in Marks and Spencer’s flagship in Westfield, West London, when it opened.Candidates with right attitude: Our customer journey is underpinned by a work-focusedapproach to develop the right mindset (attitude) to instil a work focus. We will focuscustomers on the importance of understanding today's business culture and use

motivation workshops and skills training to develop their knowledge.Employer specific qualifications: In the six West London boroughs (Brent, Ealing,Hounslow, Hillingdon, Harrow, Hammersmith & Fulham), 20% of people have NVQ2 skills

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7.2 (continued)or lower but only 10% of jobs are suitable for people with these lower level skills (WestLondon Economic Assessment, 2010).3. New approaches to respond to labour market needs: London has two interrelatedlabour market challenges. The "hour glass" effect where skills needed for the upper andlower available jobs are markedly different with little in the middle to transition a customer

as a career step. Added to this, London has the largest proportion of temporary jobs in theUK (ONS 2010), a high proportion of which are within the retail and hospitality industries,both of which are affected by seasonality. This makes it more difficult for a customer totake a job, keep that job and move into sustained employment through career progression, key challenges for the Work Programme. We will respond to this by 1)setting realistic job goals, matched to local labour market trends using the supply chain toprovide vocational skills training, 2) using temporary jobs as a stepping stone for customers who haven't secured a permanent position. The temporary employment willallow the customer to learn valuable work skills and improve their work attitude and withsupport from Advisers will build on their skills developing in the workplace in order for them to access the largest pool of employment opportunities at the higher skills levels.

Across our supply chain we will offer three added-value services to employers:• A 50% reduction on a range of over 300 accredited management and skills courses

from our sister company Reed Learning, once a customer has been employed for more than four months; and

• An apprenticeship brokerage service to offer advice and find suitable customers.How we work collaboratively with employers on an ongoing basisWe will build on our current employer relationships and business networks to shareinformation, skills and expertise. Led by the Delivery Director, our CPA Delivery Board willhave representation from the following employer organisations to ensure collaborativeworking, the development of innovative proposals and effective integration of

opportunities into our customer journey.• Large enterprises: We will use business networks including the Park Royal

Partnership, the North London Chambers of Commerce, and local authority inwardinvestment teams to design integrated employer solutions and engage newbusinesses. The Chairman of our supply chain subcontractor, ProDiverse, sits on theboard of the North London Chamber of Commerce and will engage employers with theWelfare-to-Work agenda. Urban Futures, works with BAA in Heathrow and will provideregular market intelligence on employment opportunities in and around the airport;

• Small and Medium Enterprises (SMEs): We will engage SME business networkssuch as Federation of Small Business and West London Business, to develop cluster groups of small employers who will be provided with a tailored recruitment solution to

ensure we can access and fill these opportunites. Supply chain subcontractor ActionActon supports the Acton Business Forum and will replicate this approach; and

• Social Enterprises (SEs): We will engage to secure flexible work experience optionsfor ex-offenders, young offenders and the homeless. Over 60% of ex-offenders believeemployers will discriminate against them (Reed focus group, 2010). Our supply chainpartner Blue Sky Regeneration only offer paid work to people coming out of prison, toenable them to move successfully into long-term employment.

By effective engagement at all levels and with representation on influential employer-focused bodies across West London, we will build strong lasting relationships to integrateand work collaboratively with local employers in line with the policies and direction of theBoroughs within which we operate to deliver a step change in performance for Work

Programme customers and employers.

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PART 8: CONTRACT PERFORMANCE

[8.1] Performance – Job Outcomes

Using worksheet “C. Outcome Volumes” provided in the Pricing Proposal document,please detail your expected performance in this CPA and provide comment on how this

compares to the national benchmark levels detailed at paragraph A4.18 of the WorkProgramme Specification. Your response must address individual customer groupsseparately and differentiate between job starts/outcomes and sustained job outcomes.

Please note your response to this question shall not be scored but will be used toinform the evaluation of your response to question 8.1a Insert your response in the pre-set, shaded space of the following pages. Your responseMUST be limited to two sides of A4.

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8.1, Our expected performance levels are based on analysis of current performanceacross the REED Supply Chain, labour market opportunities and our delivery solution for the Work Programme. Underpinning these is our systematic approach to continuousperformance management.

Job outcome and sustainment outcomeJSA 18-24

REEDPerformance

DWP Minimum

Attachment volumes 4,733 4,484Job outcomes 2,137 1,978

Job outcome percentage 45.2% 44.1%

Sustainment outcomes 25,378 10,776

For 18-24 our expected performance is higher than national benchmark levels. We trialledcomponents of what is now our Work Programme customer journey and delivery model inour Employment Zones in November 2009, which resulted in job placement conversionrates rising from 42% to 60% by July 2010. We believe the REED Supply Chain willimprove on this further.

Job outcome and sustainment outcome JSA 25+ REEDPerformance DWP Minimum

Attachment volumes 27,457 26,011

Job outcomes 10,058 8,720



For 25+ our expected performance is higher than national benchmark levels. We canreasonably expect these will continue to improve based on the successful trials in our Employment Zones.

Job outcome and sustainment outcome

ESA Flow

REED

Performance DWP MinimumAttachment volumes 3,962 3,752

Job outcomes 885 737



For ESA flow our expected performance is higher than national benchmark levels. Whenwe trialled our approach on our Pathways programmes it increased performance from18% in February 2010 to 35% by February 2011.

For both JSA groups, our sustained outcomes are significantly higher than the DWP

minimums. Our job outcome conversion rate is based on trials of our enhanced customer journey, supply chain management methodology and performance management systems.As prime we will share this learning and systems with our supply chain to improve their overall performance. We are confident that this will deliver performance that exceeds thenational benchmark.

We will manage performance throughout our supply chain to ensure our network of providers will deliver the step-change in performance that the Work Programme requires.We are confident we will meet these targets in year one, and will deliver year-on-year performance improvement of 2% thereafter, demonstrating our commitment to enablemore customers to achieve sustained employment.

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8.1 (Continued)The IB/IS customer groupOur expected performance levels are based on analysis of current performance acrossthe REED Supply Chain, labour market opportunities and our delivery solution for theWork Programme. Underpinning these, is our systematic approach to continuousperformance management.

Job outcome and sustainment outcomeESF IB/IS

REEDPerformance

DWP Minimum

Attachment volumes 1,026 973

Job outcomes 474 431



For ESF IB/IS our expected performance is higher than the national benchmark.

Our performance levels are based on our experience of helping this group into work.

Reed has helped over 2,600 single parents into work in West London since 2008. In our Brent and Haringey Single Parent Employment Zone, we have an average retention rateof 75%.

Similarly other Tier 1 subcontractors have experience in working with the IB/IS group, for example:

• Action Acton is the lead partner in delivering the Ealing One Stop Shop with sevenother voluntary organisations. They deliver information, advice and guidance,volunteer work placements and job brokerage to a range of customer groups includingsingle parents and customers with mental health and physical disabilities;

• Twin Training's ESF Hardest to Help contract achieves job-entry rates of 55% for a

range of hardest to help groups including single parents, disabled customers andthose with mental health issues; and

• Uxbridge College has strong links with over 70 local community organisations thatserve the IB/IS groups and support their employment programmes. These includeSomali Womens’ Group, Sahan Society Centre, Hillingdon Asian Women’s Group,Hillingdon MIND, Remploy and DASH.

Using our own expertise complemented by those of our supply chain we are confident inmeeting the needs of this customer group. We will also work with our supply chain toshare best practice and, through our rigorous performance management system, deliver the step-change in performance required by the Work Programme.

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[8.1a] Performance - Rationale

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

Explain the activities and support that will be introduced to help secure the achievement of these performance levels together with any other best practice evidence to support your proposed performance. Insert your response in the pre-set, shaded space of the following pages. Your responseMUST be limited to four sides of A4.

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8.1a, The REED Supply Chain brings 12 years of experience of delivering Welfare-to-Work programmes across West London. The rationale for our job outcome performanceoffer is based on our experience of direct delivery in West London, a detailed analysis of current performance levels, and an assessment of local labour trends. On the basis of thisour offer is above the DWP minimum. We have taken a realistic and informed view and itis important to us not to over promise. Reed seeks to surpass expectations and we are

confident that we can deliver to at least this level. We reviewed the proposed targets withour supply chain as part of our rigorous selection process. To determine our performanceoffer for each customer group we assessed a number of key factors. These factors andour assumptions for West London are below:

• Current performance: The Reed Employment Zone in West London is currentlydelivering job-entry rates of 45% and 13 week sustainment of 75%. The ReedPathways contract in West London delivers 28% job-entry rates and a 26-weeksustainment of 56%. Tier 1 providers achieve similar performance with ProDiversedelivering 45% on their New Deal 18-24 contract and Twin Training delivering 44% ontheir New Deal Gateway. The key challenge is getting more people into work,particularly hard to help groups such as ex-offenders and those with substance abuse

issues, as we are confident about our ability to keep people in work once they start;• Labour market trends: Over the first two years of the contract our customers will face

a very competitive labour market with the current ratio of JSA claimants to JCPvacancies running at 6:1. This ratio varies across boroughs with Haringey the highestin London at 21:1. These ratios will improve as West London benefits from newinvestments in opportunity areas such as Park Royal and Wembley City;

• The benefits of the ‘black box’ approach: Having more time with customers, greater flexibility to tailor provision, a broader range of specialist provision and supportingthem to stay and progress in work for up to two years will have a major impact onoverall results - as much as 20% based on the 40% success rates we achieve with

returners to our programmes;• Our management ability to continuously improve performance: Our performance

management system will provide the supply chain with the tools to deliver more year-on-year. The application of these approaches in our own business over the last twoyears has resulted in a 10% improvement in our results. Applying this approachthrough our enhanced supply chain management structure, developed with our strategic partner Capita, will significantly improve our supply chain performance; and

• How our Customer Journey will better meet their needs: taking the aboveassumption into consideration, we then analysed why customers do not securesustained employment. For most customer groups the key reasons are: inappropriateor unrealistic job goals, negative mindsets about work, lack of skills, poor job selection

and lack of support once in work. Our work-focused customer journey provides robustsolutions to these issues. Where it will have the most impact on performance for eachof the customer groups is set our below.

JSA 18-24: Our minimum job outcome level (26 weeks) for this group is 45.2% and our sustained job outcome level (52 weeks) is 39%. We will achieve our targets by:

• Increasing competitiveness through a broad range of employability activitiesincluding REED's Journey™ programme and work experience options. We know thatover half of young people are willing to complete work experience options to aid their move into paid work (Learning from Experience: Young People and Unemployment,2010);

• Delivering increased skills training that lead to recognised qualifications and aredesigned with employers and linked to available vacancies. Over half of Londonemployers cite a shortage of specific/technical skills as factors contributing to their recruitment difficulties (Voice of London Employers, 2010); and

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8.1a (continued)products such as Twin Training's Motivation Up-lift training that has been successfullydelivered to over 15,000 customers.

JSA 25+: Our minimum job outcome level (26 weeks) for this group is 36.6% and our sustained job outcome level (52 weeks) is 31%. We will achieve our targets by:

• Addressing the high cost of living in London by making sure customers are better

off in work and supporting them financially for the first four weeks. This group will havefinancial issues that will emerge once back in work, this is the most commonly citedreason for falling out of work on our JSA Employment Zone in West London;

• Providing specialist support services for the hardest to help including housingadvice, offence disclosure and dependency rehabilitation. Approximately 8% of WestLondon customers will have housing issues (St Mungo's, 2008), 16% will have acriminal record and 12% will have drug or alcohol dependency (No One Written Off,2008); and

• Improving sustainability by using a three-phase in-work support model that uses abackward career plan and identifies progression and up-skilling opportunities. Thedevelopment of progression routes from low paid jobs is a key priority for London(London Statement of Skills Priorities, 2011-12).

ESA Flow: Our minimum job outcome level (13 weeks) for this group is 22.3% and our sustained job outcome level (80 weeks) is 17%. We will achieve our targets by:

• Providing condition management support through internal Condition ManagementProgrammes and links with local health services and specialists such as DisabilityWorks, Camden Society and Hillside Clubhouse. Reed's condition managementprogramme interventions helped achieve a 35% job-entry rate in 2010;

• Accessing local jobs to provide customers with opportunities close to their homes toremove travel fears. Many of our West London Pathways customers will not travel onLondon Underground. Other issues like working in unfamiliar areas, and busy

shopping locations have also been cited as reasons for not working; and• Employer health awareness training sessions delivered by local Disability Works

Health Advisers. The Employers Forum of Disability tell us approximately 20% of employers consider it too risky to employ anyone with a history of mental health.

To meet our targets, our work-focused customer journey, relationships with over 10,000employers and our range of specialist subcontractors, will ensure that our customers havethe right services and access to vacancies to enable them to secure jobs.How we will secure the achievement of performance levelsTo manage performance across our supply chain we have a proven, robust PerformanceManagement System (PM System). This has been used to manage and monitor performance in delivering large scale contracts similar to the Work Programme (WP).

Having assessed WP requirements, we are confident it is a robust framework to enableour supply chain to deliver more sustained job outcomes for all customers. It provides:

• Clear targets for jobs, including retention up to 104 weeks to ensure we achieve joboutcome targets by site and individual;

• Comprehensive monitoring and KPI reporting through our bespoke Orion managementinformation system, such as weekly reports on sustainability targets;

• Mandatory training and testing on the application of the PM System for all managers,including subcontractor managers, supported by the Commercial Manager; and

• Internal auditing every six months to validate the model.The PM System has clear targets, monitoring, performance review and action planning.

Target setting: Job outcome targets will be set for each delivery site and broken down toAdviser level across the supply chain. There will be targets for programme starts withinfive days. Job targets will take account of local factors such as the labour market, densityof customers and geographical variation and the local delivery teams will be involved in

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8.1a (continued)series of supporting Key Performance Indicators (KPIs), such as failure to attend rates,action plan completion, outputs per staff member, interview-to-job start ratio, sustainabilityand vacancy filled rates. These allow us to assess supply chain consistency.Monitoring: Our supply chain will use Reed’s customer tracking database to record allactivity from referral through to sustained employment. Advisers use Orion to capture an

extensive range of data related to customers, including:• Customer profile data, such as NINO, gender, ethnicity, age, job goals, work history;

• Customer activity data, such as work-focused interviews, training modules, job;applications/interviews, employment and work placements and specialist interventions.These map onto our IAP tracker, which allows the customer and their Adviser toassess progress towards securing employment; and

• Action plans and outcomes. Agreed actions, outcome measures and timelines arerecorded following each customer interview. We can assess the effectiveness of our service and the cost/benefit of external provision such as ESoL or skills accreditation.

This information is summarised in a series of performance reports and an overallperformance dashboard. This allows managers to identify factors driving highperformance and the underlying causes of poor or inconsistent performance.Performance review and action planning will be managed through a defined structure:

• Daily local kick-off and close-off meetings with all staff to ensure clear communicationand review targets and achievements;

• Monthly caseload analysis reviews (CARs) to review the performance of individualadvisers. These will allow performance to be aggregated at office and CPA level; and

• Monthly operational management meetings to compare targeted against actual results.Each manager will be accountable for developing an improvement plan and reportingagainst it monthly.

Management: The Delivery Director has overall responsibility for delivering CPA

contractual targets. The application of the PM System will be managed at three levels:1. Commercial Managers will review daily progress using the performance dashboard.They will meet Operations Managers weekly to review subcontractor performance, agreequality and continuous improvement actions and share best practice. Formal minutes willbe produced with clear actions, responsibilities and timescales for issue resolution.2. The Supply Chain Manager will conduct a monthly review of each subcontractor’sperformance across a broad range of indicators - compliance, performance, dataprotection, health and safety, and best value. This will result in a performance report. If asubcontractor is underperforming they have ten days to produce an improvement plan.3. Internal Audit teams will undertake twice-yearly visits to review all contractcompliance standards and produce a risk-rating report for the Work Programme Board.

This allows us to identify performance issues at the earliest opportunity and develop arobust action plans to address any under-performance.

The effectiveness of our PM System and the improved performance from its application isevidenced through the following examples. Analysis of performance in Reed's WestLondon EZ from 2004 to 2010 showed a continuous year-on-year improvement, currentlyaveraging 5.9 percentage points for job-entry rates. This was achieved in part byintroducing a pan-London employer engagement approach focused on growth and high-volume sectors and enhanced Adviser training to increase job placement rates from 4.0(per four-week period) in January 2010 to 5.5 by January 2011.

Having a robust performance management system, aligned with our ability to continuallyimprove and an innovative work-first approach, gives us confidence that we will engage,develop and sustain our customers through a more rigorous work-focused journey.

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8.1a (continued)IB/IS customer groupOur work-focused customer journey and performance management approach will benefitall customers, regardless of benefit background. Our minimum job outcome level (13weeks) for the IS/IB group is 46.2% and our sustained job outcome level (52 weeks) is29%. We will achieve our targets by:

• Providing care support: Employment Advisers will advise customers on care optionswhich will allow them to participate in work experience or voluntary activities. This willhelp develop their work-focused mindset and provide them with an up-to-datereference. We will also conduct a Better Off Calculation incorporating their carepackage to highlight the benefit of returning to work. Advisers will also link singleparents to suitable local childcare services such as Children's Paradise Nursery inHaringey and signpost to Family Planning Clinics and Children Centres that provideservices such as single parent and baby classes. This approach is designed to providea more stable lifestyle and has helped Reed find work for over 2,600 single parents inWest London since 2004;

• Skills training: Over half of long-term, unemployed adults have no qualifications and

many single parents cite the need for new skills as a barrier to work (DWP 407). Lowskills, in particular poor basic skills, are correlated with indicators of socialdisadvantage, such as poor health (DWP 375). We will provide our customers withemployability training to develop a customer’s employer-specific skills. Reed will offer the ASDAN accredited Journey™ which has eight modules such as ‘Reaching Your Job Goals’ and ‘Personal Qualities’, that customers can choose from according to their needs. Over 40 training subcontractors and partners across the supply chain willdeliver Skills for Life and vocational qualifications that will give customers recognisedqualifications and improve their chances of finding long-term employment; and

• Providing flexible job opportunities: We will use our existing employer relationships to

provide vacancies with flexible working hours, specifically targeted at customers withcaring responsibilities. Being able to work reduced hours/flexible working is one of thekey barriers to work disabled people have (Report on Disability Equality, 2008).Tomorrow’s People will also engage voluntary organisations to provide flexiblevoluntary placements. This will increase customer’s engagement with work-focusedactivities and change their perception of their own ability to work.

To meet our targets, our work-focused customer journey, relationships with over 12,000London employers and our range of specialist subcontractors, will ensure that our customers have the right services and access to vacancies to enable them to secure andsustain jobs.

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PART 9: IMPLEMENTATION

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

[9.1] Implementation Plan

Please provide:

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

including the expected start date for delivery. It will also show the critical pathand interdependencies.

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


Note: Format requirement and page limit does not apply to the Gantt chart which you

must insert as Annex 6.

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9.1, Our implementation plan will ensure that services within West London can golive from the 1st June 2011

Reed’s implementation approach and capabilities will enable it to successfullyimplement services in West London alongside additional Work Programme contracts,while creating the environment to achieve a positive step-change in performance. Werecognise that implementing services across multiple CPAs will represent a complex

logistical and resource-intensive challenge, therefore we will realise the value of ReedManaged Services, and that of our strategic partnership with Capita to provideadditional capability to support us throughout implementation.Implementation approachOur approach is structured in line with the core components of our proposal. Theimplementation plan describes the activities and milestones required to implement thecustomer journey; set up a common service delivery infrastructure across the supplychain; manage staffing transitions, build successful relationships with employers andlocal stakeholders and create the framework for achieving significant performanceimprovements across the supply chain. The implementation plan is structured into four phases: Mobilisation, Contract Negotiation, Implementation and Optimisation.

Phase 1 - Mobilisation (15th February – 15th April): this phase will focus onimplementing Reed’s common delivery infrastructure and preparing the supply chain toensure that the key milestones are achieved alongside improvements in performance.Key activities will include testing and piloting all components of the customer journeyto ensure that it is ready for implementation, appointment of key management rolesincluding the CPA Delivery Director, Supply Chain Manager and CommercialManagers, and commencing stakeholder engagement activities with local government,community organisations and employers. Critical for successful customer outcomeswill be effective engagement with all members of the supply chain within West Londonto prepare them for implementation. As prime contractor, Reed will undertake a rangeof workshop activities to build understanding of the Reed service delivery model,develop collaborative working practices across the supply chain, set performanceexpectations and undertake due diligence exercises to assess the operationalreadiness of all members of the supply chain. Reed will ensure that all end-to-endsubcontractors appoint a project manager who will be responsible for mobilising their organisation in line with their agreed implementation plan.Phase 2a - Contract Negotiation (18th April – 29thApril): should Reed be selected asa preferred bidder, implementation plans will be triggered immediately to ensure thatservices across West London can be implemented on the 1st June.Phase 2b - Implementation (18th April – 1st June): the implementation phase will befocused on the following key strands of work: 1) implementing the West London

management structure including key appointments and the setup of governancebodies; 2) implementing all components of the customer journey across the supplychain, including Orion accesses, the Customer Portal, Diagnostics Tool, vacancymanagement system and the Reed Contact Centre; 3) managing and assuring staff recruitment activities and TUPE arrangements across the supply chain; 4)implementation of ICT connectivity solutions across all subcontractors; 5) roll-out of key operational processes, such as performance and quality management; and 6)briefing and training staff to ensure they are ready for go-live. An operational readinesstest together with go-live review will be conducted one week prior to start of delivery.The final go-live decision will be made by the Work Programme Board.

Phase 3 - Optimisation (1st June – 31st July): following achievement of go-live, a Rapid

Response Team, staffed by experienced operations staff, will provide on-the-groundsupport and assistance across the supply chain during the first weeks of operation toensure a smooth transition to enhanced business as usual

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9.1 (continued)operation.Managing implementationWork Programme Board: As the accountable authority for implementation of all WorkProgramme contracts, the Work Programme Board will meet weekly to manage therisks associated with implementation across multiple CPAs, use the expertise of its

strategic partners and prioritise resources to ensure that all go-live dates are achieved.Core Programme Team (CPT): Implementation across all CPAs will be led by theCentral Implementation Director and a Core Programme Team comprising of functional Workstream Leads and a dedicated Programme Management Office. Thisteam will initially be responsible for driving mobilisation activities across all CPAs.During implementation, the Core Programme Team will take a strategic role, executingcritical programme management activities that ensure that implementation acrossmultiple CPAs is delivered to plan. They will manage key risks and issues and ensurethat resources are prioritised appropriately. The Central Implementation Director willreport to the Work Programme Board which will govern implementation across allCPAs, as well as implementations where Reed is subcontracting to other prime

contractors.West London Implementation Team: Reed will mobilise a CPA ImplementationTeam during Phase 1 that will take responsibility for on-the-ground coordination andimplementation in preparation for a successful go-live in West London. ThisImplementation Team will be led by the CPA Delivery Director, supported by a team of operations staff from Reed, secondees from strategic partners and project managersfrom each of the end-to-end subcontractors. This will ensure close engagement withall supply chain delivery organisations and that implementation activities areappropriately phased and prioritised to achieve go-live on the 1st June.Key risks

Reed has utilised a risk management process from the start of our preparation for theWork Programme to assess and address key risks in advance. For example we are ableto draw upon the expertise of Capita and Reed Specialist Recruitment to resource andsupport our implementation and delivery in the event that Reed wins multiple WorkProgramme contracts. To mitigate the risk that initial customer flows upon go-livesignificantly exceed the capacity planned by Reed and the supply chain, we have ensuredthat all subcontractors have reserve capacity to manage large increases. Our analysisindicates that the following risks will have the biggest potential impact on implementationplans:• That late withdrawals from the supply chain prior to contract award will result in go-live

delays and gaps in service provision. To mitigate this, Reed will continuously engage

with the supply chain to assess commitment and has put in place a reservesubcontractor list that can be mobilised at short notice, subject to DWP approval;• That subcontractors have insufficient capital to make the necessary investment

needed to reach stable delivery against contract targets. To mitigate this risk we havereceived guarantees of investment from all end-to-end subcontractors to ensure thatthey achieve contract targets;

• That long lead-time equipment or services will not be available in time for go-live. Tomitigate this risk we will commit to placing orders in advance of contract award; and

• That compressed timescales will give insufficient time to appoint the right people tokey management roles within the West London CPA, thereby undermining their value.To mitigate this we will advertise key roles in advance of contract award and build in

cover arrangements to ensure that the best possible person is in each post.Our structured implementation, dedicated teams, resource contingency and proven riskmitigation approach will ensure that Reed can implement multiple Work Programmecontracts on schedule, whilst delivering improvements in quality and performance.- 67 -71209642.doc




9.2 Contingency Arrangements

Please describe:

• how your proposals for delivery of services within this CPA will be putin place without adversely affecting your organisation’s or your Sub-contractors’

ability to deliver existing and recently won contracts as well as other contractsyou are bidding for.

• in detail your contingency plan for maintaining the entire scope of your proposal within your bid should members of your supply chain withdraw prior tocommencement of delivery of this contract.


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9.2, Our implementation approach has been designed to ensure that all supply chainmembers deliver high quality services from the outset to customers, whilst ensuring thatthey retain the ability to deliver against existing, new and future contracts. Our approachto implementation has been specifically designed to mitigate contract transition risksbased upon the experience and lessons learned from previous implementations. Toensure that we can meet our implementation timescales, and minimise the risk of

transition, Reed is supported by Capita who will provide specialist capability (tools andtechniques) and capacity (personnel) to support implementation.

Reed have assessed that implementation of our service proposals within West Londonrepresents a low risk to existing contracts as most Welfare-to-Work contracts in the areawill be superceded by the Work Programme. Reed has identified two areas of potentialrisk that will be managed during implementation. Twin Training are a subcontractor for theJCP Support Contract in London and Uxbridge College and Kensington & ChelseaCouncil have limited experience of DWP-funded provision. To mitigate this, Reed will workwith them throughout implementation to ensure resources and management time areappropriately prioritised and that contract compliance and delivery requirements are

properly embedded for go-live. How our proposals for delivery of services will be put inplace without adversely affecting our ability to deliver existing services is set out below:Separate Work Programme management structure: As prime contractor, Reed willestablish an enabling Work Programme Management Board that sits separately from thegovernance of existing contracts and the bidding for new contracts. This will ensure thatresponsibility and accountability for delivery of existing contracts is not diminished andthat focus on Work Programme delivery is not diluted. This will be led by the OperationsDirector to ensure it can enable implementation decisions rapidly.Long-term preparation for the Work Programme: Reed has instituted a Director-ledtransition team which has been developing our service proposals for the WorkProgramme over the last six months. This work has enabled us to develop and test newapproaches, design new systems (Customer Portal) and assess skills and training needsin advance. This will enable transition to commence immediately.Dedicated contract transition activities throughout implementation: This work willenable a planned transition between legacy and Work Programme contracts. Keyactivities include managing the transition of casework to ensure a seamless service for customers and working with subcontractors to prioritise resources for implementation.Specialist implementation resources: Reed has invested in specialist resources toensure a smooth transition and minimise the impact on existing contracts. Implementationacross all CPAs will be led our Central Implementation Director who will oversee thedelivery from a Core Programme Team that includes a dedicated Programme

Management Office. They will be tasked with assuring the transition plans from existingcontracts to the Work Programme. To ensure continuity between implementation andservice delivery, implementation in West London will be led by the Delivery Director andsupported by a team of eight, including four Commercial Managers.Engaging with subcontractors and preparing for implementation immediately: Our implementation plan commences on the 15th February and focuses on preparing for go-live in West London on the 1st June 2011. Our CPA Implementation Teams will engagewith subcontractors immediately to outline the scope of changes that will be delivered for go-live and work with key subcontractors to identify key risks that must be managedeffectively to ensure that go-live is achieved in West London.Supply chain contingency planning

To manage the risk of supply chain members withdrawing prior to contract delivery, Reedhas undertaken the following preventative activities and put in place a range of contingency measures that will continue across the lifetime of the contract.

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9.2 (continued)A comprehensive selection and appointment process: Reed’s subcontractor selectionand appointment process has utilised a market stimulation and selection exercise that hasallowed us to assess the capability and capacity of over 500 organisations. Through thismethod, we have been able to select preferred and reserve subcontractors through adetailed assessment of their financial and delivery capacities and their ability to

accommodate new and increased service requirements. These organisations cover allaspects of delivery, including end-to-end subcontractors for specific geographies andspecialist subcontractors to support customers who have particular barriers. The tablebelow outlines the reserve subcontractors who have expressed an interest to work withinReed’s subcontractor network and can provide contingency cover or services to meetincreased demand within West London.

End-to-End Specialist

Richmond Fellowship, ESG, Remploy,Seetec, Kennedy Scott, TomorrowsPeople, ATS Community Employment

5E, Community Systems, Disability TimesTrust, Lifeline, Skills Team Ltd, TribalEducation Ltd, UfI Ltd/learndirect

Mobilisation engagement: Throughout mobilisation Reed will use our CommercialManagers to continuously engage with supply chain members to prepare weeklyimplementation updates, including risk ratings. Our supply chain due diligence exercisewith all subcontractors will enable us to anticipate risks and issues and to take appropriateaction. Upon notification of preferred bidder status. We will work quickly withsubcontractors to confirm commercial terms and finalise the scope, terms andperformance levels of the services they will deliver to minimise the risk of drop-outs.Implementation engagement: Reed’s approach to implementation will ensure that allsupply chain members have clear responsibilities and accountabilities that will enable usto mitigate the risk of withdrawal. Commercial Managers will agree specificimplementation plans and milestones with all subcontractors. These will be owned by the

named subcontractor’s project manager. The West London Implementation Team willassess a subcontractor's progress towards these milestones through weekly telephoneconferences, allowing risks and issues that will impact go-live to be mitigated.Immediate response to withdrawals from the supply chain: If a Reed Supply Chainmember should fail to show commitment prior to notification of preferred bidder status, failto agree contract terms or default on key implementation milestones we will takeimmediate action. Firstly we will review the specific case in line with DWP's Code of Conduct and the Merlin Standard to ensure open and fair treatment. If a supply chainmember indicates it is likely to withdraw, we will inform DWP directly of the potentialchange in our supply chain and respond through one of our four planned contingencyoptions: 1) using additional capacity within the supply chain to take up the shortfall; 2)

mobilising reserve subcontractors whom we included within the reserve subcontractor network; 3) expanding the capability and capacity of subcontractors within thesubcontractor network, an activity that will be undertaken continuously by our SupplyChain Management Team; and 4) expanding the capability and capacity of Reedoperations to fill the gap.

In the event of a subcontractor withdrawing, Reed will utilise the optimum combination of Reed operations and subcontractor delivery to ensure that customers receive the bestpossible service. Through this combination of contingencies, we are confident of a robustsupply chain that will deliver the full scope the services outlined in our proposal. Our trackrecord includes implementing four Pathways to Work contracts across multiple areas with

no adverse impact on new or existing contracts. Reed’s 2010 PAT Audit was rated"strong", noting the robustness of our governance and risk management systems.

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ANNEX 1

PART 4.1a SERVICE PROPOSAL – CUSTOMER JOURNEYPROCESS MAP

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ANNEX 2ORGANISATIONS PROPOSED TO DELIVER SPECIFIC ELEMENTS OF THE SERVICE

DETAILS OF ORGANISATION(including name and email address of

your main contact from your sub-contractor/partner organisations)

Begin by including your own

organisation

Type of Organisation

(e.g. public, private,voluntary sector)

ELEMENT(S) OFPROVISION TO BE

DELIVERED

PERCENTAGE OFOVERALL DELIVERY

DELIVERYLOCATION(S) WITHIN

THIS CPA

PrimeContractor/LegalEntity

Organisation A

Organisation B

Organisation C

Organisation D

Organisation E

NB If there is insufficient space in the above table to include all the organisations proposed to deliver specific elements of theservice involved, please attach a supplementary sheet using the same table format.

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ANNEX 4

PART 5.2 MANAGEMENT STRUCTURE – ORGANISATIONCHART

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ANNEX 5

PART 6.1a STAFF RESOURCES – RESOURCE PLANWP Resource

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ANNEX 5

PART 6.1a STAFF RESOURCES – RESOURCE PLANIB/IS Resource

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ANNEX 6

PART 9.1 IMPLEMENTATION PLAN

103. CPA3: Reed in Partnership - Tender

Documents

Transcript of 103. CPA3: Reed in Partnership - Tender