PEOPLEPLUS GROUP LIMITED INCORPORATING...

TMX – Report Template V2 – 02.04.12

PEOPLEPLUS GROUP LIMITED INCORPORATING A4E

Assessment Dates: 04/04/2016 to 07/04/2016

Contents

1. About the Organisations ........................................................................... 1

2. Assessment Methodology ......................................................................... 3

3. Assessment Outcome ................................................................................ 4

4. Areas of Significant Strength ..................................................................... 5

5. Areas for Improvement .............................................................................. 6

6. Areas Requiring Significant Development………..…………………………………..8

7. Findings Against the Merlin Standard ......................................................... 9

8. Conclusion .............................................................................................. 34

1 TMX – Merlin Report Template V7 – 01.01.2016

1. About the Organisations PeoplePlus Group Limited (PeoplePlus) a private sector organisation is part of the Staffline PLC group. Staffline PLC group entered the employment and skills market in June 2011 following the acquisition of Fourstar Employment and Skills, creating EOS and delivering the Work Programme in Birmingham, Solihull and the Black Country (CPA14), Subsequently, in May 2014 it acquired Avanta Enterprise Limited, which delivered Work Programme in North East (CPA05), North West (CPA07) and South East (CPA10), and were also successful in gaining New Enterprise Allowance (NEA) contracts in West Midlands; Birmingham, Solihull and the Black Country (CPA01) and South; Beds, Herts, Essex and Kent (CPA04). In addition, it provides a Skills and Vocational Programme on behalf of the Skills Funding Agency (SFA). The integration of EOS and Avanta Enterprise Limited commenced with bringing the four Work Programme contracts together, along with the two NEA contracts and trading as Avanta. In April 2015 A4e Limited (A4e) was acquired, which was delivering Work Programme in East Midlands (CPA02), London East (CPA04), North West (CPA06) South West (CPA09) and South Yorkshire (CPA17), as well as NEA in Wales (CPA15) and Glasgow, Lanarkshire, East Dunbartonshire and West Scotland (CPA12). Following the acquisition of A4e a ninety-day consultation took place with the aim of capturing the best practices from the two primary organisations; Avanta and A4e. Staff continued to be employed by the two primary organisations, until 4th January 2016, where by PeoplePlus Group Limited became a legal entity and staff transferred to the new business. Its vision is ‘to build and develop the most reliable integrated workforce in the country and be the leading creator of opportunities, jobs and new ideas in the employability, skills and justice sectors’. This is underpinned by a set of core values: teamwork, integrity, commitment, reliability, creativity and respect, which drive the behaviours across the organisation. In order to achieve its vision, PeoplePlus work with a number of funders / commissioners, for example Department for Works and Pensions (DWP), Skills Funding Agency (SFA), etc. delivering a range of Welfare to Work, Skills and Justice programmes. PeoplePlus continue to adopt a delivery model using both direct delivery and supply chain capacity to meet the aims and objectives of DWP and other commissioners. Consequently it was mandated to undertake an initial assessment against the Merlin Standard. Whilst every effort had been made to novate all the contracts from Avanta and A4e to PeoplePlus, some contracts have remained under A4e, which continues to be a legal entity to enable the provision of Work Programme CPA06 and CPA 09 and New Enterprise Allowance (NEA) CPA 15 and CPA 12. PeoplePlus undertook an assessment against the Merlin Standard, which incorporated a parallel assessment with A4e. It should be noted that whilst the contracts are under two named organisations, the integration of activities has resulted in the same practices being implemented across a majority of supply chains. As a result, the following report indicates separate scoring for the two legal entities, whilst the findings against the Standard incorporate both, any exceptions / differences are recorded in order to support PeoplePlus to adopt a consistent approach to supply chain management in the future. The following provides an indication of the percentage delivery by supply chains:


PeoplePlus New Enterprise Allowance West Midlands (CPA01) – 44.8% South (CPA04) – 31.7% Work Programme North East (CPA05) – 44.4% North West (CPA07) – 26.8% South East (CPA10) – 23.2%% East Midlands (CPA02) – 27.7% South Yorkshire (CPA17) – 18.5% West Midlands (CPA14) – 12.3% A4e New Enterprise Allowance Wales (CPA15) – 18% Glasgow, Lanarkshire, East Dunbartonshire and West Scotland (CPA12) – 15% Work Programme North West (CPA06) – 30.5% South West (CPA09) – 29.3%


2. Assessment Methodology PeoplePlus incorporating A4e was mandated by DWP to undertake an initial assessment against the Merlin Standard due to being a delivery partner (Prime) for the Work Programme and NEA. The assessment team comprised of Lorna Bainbridge (Lead Assessor) and four Assessors: Susan Smith, Andy Richardson, Tracey Pepper and Neil Potentier, supported by a coordinator within PeoplePlus. The Lead Assessor had been in regular contact with the coordinator since a strategic review was undertaken in September 2015 to ensure an understanding of the changes at an organisational level and current portfolio of contracts to be included in the scope of the assessment. A booking form was submitted to Assessment Services Limited along with a spread-sheet indicating a full list of supply chain partners; past, present and potential partners delivering a range of services; end-to-end (tier 2), specialist intervention (tier 3) and ad-hoc purchases (tier 4). Subsequently, the dates for the on-site activity were agreed along with a plan of action, including the logistics of the on-site evidence collection activity. The survey was sent to all partners listed on the spread-sheet nine-weeks prior to the assessment date, which addressed those partners delivering for PeoplePlus and those that remained under the A4e contract areas, but trading as PeoplePlus. The Lead Assessor selected partners to be interviewed from all contracts and CPAs, and included end-to-end (tier 2), specialist intervention partners (tier 3) and those that provide an ad-hoc service (tier 4) from those listed for A4e and PeoplePlus. The Lead Assessor was in regular contact with the coordinator prior to the on-site activity to review the schedule and logistics. All documentation required for the assessment; Self Assessment Questionnaire, Pre-Assessment Notes and schedules were shared within the agreed time-scale. The assessment team (5 assessors) spent a total of 15 days on-site reviewing documentary evidence and undertaking interviews with PeoplePlus’ staff involved in the strategic and day-to-day delivery and management of the supply chains. A total of 85% PeoplePlus end-to-end partners (present and past) were interviewed. A total of 86% A4e end-to-end partners (present and past) from across both contracts and all CPAs were interviewed. 14 specialist intervention partners and ad-hoc purchase organisations also contributed to the assessment. The following report provides an indication of the areas of strength, improvement and development for PeoplePlus incorporating A4e. It should be noted that since April 2015 every effort has been made to create one consistent approach to the design, commitment, conduct and review of managing supply chains. The findings from the assessment apply to both PeoplePlus and the A4e contracts and as a result, the reporting by exception approach has been adopted, and only where differences were found is this highlighted.


3. Assessment Outcome PeoplePlus

Overall % Overall Outcome 81% Supply Chain Design 93% Commitment 78% Conduct 81% Review 70%

A4e

Overall % Overall Outcome 74% Supply Chain Design 73% Commitment 73% Conduct 81% Review 67%


4. Areas of Significant Strength A number of significant strengths and areas of excellence in practice were identified during this Merlin assessment and summaries of these are given below, where appropriate differentiation has been made between PeoplePlus and A4e. The numbers in brackets refer to the criteria of the Standard to which the areas relate.

• Within the Work Programme the partners within the respective CPA take every opportunity to work collaboratively, for example, use of the regional hub, partner meeting, sharing resources and vacancies, referring customers, shadowing opportunities, etc. Over the life of the contract partners have developed trust and confidence in others and recognise the benefits of working together to support customers and improve the performance of the contract. (2a.3, 3d.1)

• A high proportion of partners had been working with the same Supply Chain Manager for a

number of years and consequently continued to feel that communication is open, honest and without unreasonable restraint. In addition, their interaction with the Supply Chain Manager and other areas of the business is positive and supportive; staff are understanding of their needs, responsive and resolve issues in a timely manner. (2a.5, 3a.3)

• Every effort has been made to monitor and promote diversity and equality, and analyse

the data collected to drive performance within the Work Programme supply chains, which has identified gaps in provision and the need for additional resources being allocated to specific groups. Whilst further work is required across the NEA supply chains this was worthy of being noted as a significant improvement across the Work Programme. (3e.1, 3e.2, 3e.3)

• Within both the Work Programme and NEA contracts held by PeoplePlus there was a good

balance of partners from the public, private and third sectors. In addition, there was effective use of tier 3 and 4 partners from the different sectors to support customer’s specific needs. A range of national, regional and local networks are tapped into with the aim of providing a comprehensive service. (1a.2, 1a.3)

• The approach to performance management across PeoplePlus’ supply chain is embedded,

and provides partners with the opportunity to review progress, recognise excellent practice, raise issues and discuss issues freely. Consequently, partners feel well supported and able to speak about anything and everything without fear of repercussions. (3d.2)

• The inclusive approach PeoplePlus has undertaken to complete the annual Self-

Assessment Review (SAR), culminating in the Quality Improvement Plan (QIP) has become embedded across the supply chains and partners confirmed their involvement and the sharing of the QIP at the end of the process. This has been found to drive performance improvements in the supply chains. (4a.2)


5. Areas for Improvement The following areas for improvement could be considered for review and improvement. The numbers in brackets cross-reference the findings to the relevant element and criteria of the Merlin Standard.

• A4e partners made reference to the improvements made to communication as a result of having one contact, the Supply Chain Manager, however, they failed to know the senior leadership team, and the current strategy and approach to future bidding activity. Consequently, consideration could be made to communicating the organisation’s strategy and activity / research at local and national level, which would demonstrate a commitment to continue to provide welfare to work programmes and intent to use supply chains in the future. (1a.1, 1a.2, 2a.4)

• Whilst there was evidence of some consultation taking place to improve the systems and

processes, for example, Management Information (MI) platform, there was little evidence of partners being involved at the design stage and a number of partners felt ‘things were done to them’. Consequently, consideration could be made to being far more proactive and identify alternative approaches to consultation, for example, focus groups, which are widely promoted, and may demonstrate the intent to consult far more with partners. (2a.2)

• At the start of a contract the due diligence activity and the on-boarding process provide

tier 2 partners with extensive support, however, throughout the life of the contracts the on going support varies. Consequently, consideration could be made to designing a clear strategy to support the partner in organisational development, which includes undertaking business health checks and identifying additional support required to improve the sustainability of the supply chain organisation, including the tier 3 partners. (2b.1)

• Partners confirmed that the opportunities for additional funding / finance streams was

promoted through SharePoint and in some CPAs the Regional Director was actively approaching partners with a range of opportunities, however, this was not consistent practice. Consideration could be made to reviewing the roles and responsibilities of the Regional Director and, if appropriate, supporting them to fulfil a far more strategic role, and be potentially involved in selecting partners to become part of the respective supply chain. (2b.2)

• Partners (recently involved) in an EOI process confirmed that it was fair and transparent,

and communication was effective. Whilst they were informed of the outcome in a timely manner in terms of successful / unsuccessful and the opportunity to seek further feedback was provided in the future, consideration could be made to being far more proactive and provide the score and an indication of ‘what to do next to improve the chances of being successful’. (2c.1)


Areas for Improvement Cont./

• Over the past two-years variations to the contracts have been made and combined with reducing volumes, which has resulted in some changes to contracting, for example, market share, volumes and payments. Whilst there was some evidence that partners’ financial viability, market share and volumes have been taken into consideration this was not consistent. In the future, consideration could be made to reviewing the contracting arrangements with all partners to ensure the viability of the contract. (2c.4, 2c.5, 2c.6)

• Whilst some tier 3 and 4 partners had experienced submitting a formal Expression of

Interest (EOI) and negotiating a contract / service level agreement (SLA) indicating expectations, terms and conditions this was not consistent practice. As a result, in the future consideration could be made to formalising the EOI and contracting activities for tier 3 and 4, which would ensure a level of due diligence and mutual understanding of expectations. (2c.1, 2c.3, 3c.4, 3d.3)

• PeoplePlus has designed robust systems and processes to ensure contract compliance,

quality assurance of the service and performance management of tier 2 partners, however, currently there is minimum / inconsistent activity to quality assure the provision of the service and performance manage the tier 3 and 4 partners. In the future, consideration could be made to designing an approach, proportionate to the delivery, which provides a level of quality assurance and performance management at this level. (3b.1, 3b.2, 3b.3, 3b.4, 3b.5, 3b.6, 3d.2)

• The One Planet strategy supports environmental sustainability and this has been

communicated to partners through a newsletter and posters. Partners are encouraged to have an environmental sustainability policy and targets, which are monitored, however, a holistic approach to setting targets has failed to take place at this stage. In the future, consideration could be made to consulting and agreeing appropriate environmental sustainability targets for the supply chain (in line with commissioner objectives), which are subsequently monitored and evaluated. (3b.7)

• In some CPAs the tier 3 partners have been invited to attend the monthly partner

meetings, providing the opportunity to share experiences, excellent and good practice, however, this is not consistent practice. In the future, consideration could be made to providing tier 3 and if appropriate tier 4 partners with an open invitation to these meetings, which may also contribute to building capacity. (3b.8, 2b.2)

• Partners were able to provide examples regarding the measurable impact they have had

on the wider social objectives / policy intent of the commissioner, which were universal across the partners, however, they failed to be able to provide quantifiable examples across the supply chain. As a result, in the future, consideration could be made to being far more proactive in analysing performance against specific wider social objectives to provide a level of understanding across the supply chain. (4a.4)


6. Areas Requiring Significant Development Although the Merlin Standard overall has been achieved by both organisations with a ‘good’ outcome, there are criterion within the requirements of the Standard where limited evidence was presented and require significant development in order to support the organisation to achieve excellence in supply chain partnership working. The numbers in brackets cross-reference the findings to the relevant element and criteria of the Merlin Standard.

• Whilst some partners made reference to having a positive impact on external stakeholders, for example customers, employers, etc. and in some cases how this made a difference to well-being and improving environmental sustainability this was not a consistent or holistic overview of the impact of the supply chain. Consequently, in the future, consideration could be made to engaging partners in discussing and agreeing measurable objectives and targets at the start of a contract, and subsequently review the impact in the following areas; external stakeholders, encouraging people / employee well-being and improving environmental sustainability. (4a.6)


7. Findings Against the Merlin Standard

1) Supply Chain Design 1a) Supply Chain Design PeoplePlus work with a range of commissioners / funders in order to achieve its vision and as a result consistently seek new funding opportunities at local, regional and national levels to ensure the sustainability of the business. The Supply Chain Management Framework (SCMF) has evolved over the past two-year as a result of previous Avanta and A4e learning when developing a supply chain. The SCMF aims to provide a clear outline of the approach required to undertake effective procurement, quality assurance and management of the supply chains, which is generic, fit for purpose and meets the needs of all stakeholders. The initial stage of the process is to identify the business opportunity / need and undertake research to ensure alignment with the overarching strategy, which is the responsibility of the business development team. Subsequently, a full understanding of the aims and objectives of the commissioner / funder, outcomes and expectations, geography and location, wards of deprivation, key customer groups, etc. is gained and a Bid Plan prepared and submitted to a Bid Board. Following the decision of the Bid Board extensive research is undertaken through a review of the NOMIS information at national, regional, local and ward level to establish the target group and indicative numbers, characteristics, barriers and potential support required. In addition, an analysis of the competitors and support organisations at national, regional and local levels, which may provide end-to-end or specialist support in the event of the need to design a supply chain. PeoplePlus has started to undertake a level of research in preparation for the future tendering opportunities in the health and work arena. The most recent bidding activity where by PeoplePlus made a strategic decision to use a supply chain to deliver the service was the NEA contract, which was as a result of such research. As previously indicated, 44.8% of the West Midlands (CPA01) is currently delivered through a supply chain and 31.7% South (CPA04). Similarly A4e opted to use a supply chain to address the different customer needs and locations in conjunction with direct delivery to ensure it was meeting the contractual requirements and able to provide a quality service, which met the different needs of the customers. The design of the Work Programme took place prior to the assessment in 2012, however, as a result of the changing needs of customers the supply chain has been reviewed and changes made to ensure it continues to be fit for purpose. (Please refer to 4a) A number of partners made reference to the mix of the supply chain, which brought benefits to the delivery of the service. Some partner comments included: “I am totally happy with the make-up of the NEA supply chain.” “There is a bit of everything in our supply chain.” “It’s a great model and works well to meet the needs of the clients.”


PeoplePlus and A4e recognise the value of working with organisations from the private, public and third / voluntary sectors in order to meet the needs of the customers and contribute to the commissioner / funder objectives. Each CPA has experienced and continues to experience challenges throughout the life of the contract/s as a result of changing demographics, DWP requirements and national, regional and local issues and consequently, the supply chains incorporate partners at a national, regional and local level. Senior leaders, members of the business development team and regional directors actively seek opportunities to meet with external bodies and people of interest to contribute to ensuring its supply chain is robust, diverse and fit for purpose. In addition, there is a desire to influence and shape the future of welfare to work programmes and consequently represent PeoplePlus at national, regional and local events. For example, lobbying external bodies and people of interest; Members of Parliament, Employment Related Services Association (ERSA), Institute for Public Policy Research (IPPR), Local Enterprise Partners (LEPs), Local Authorities (LAs) etc. The research undertaken indicated that the use of tier 3 and 4 partners within the supply chain provided scope to ensure customers gained a bespoke service, which met their individual needs and was cost effective. A directory of the tier 3 and 4 partners is available on SharePoint, and tier 2 partners are actively encouraged to signpost customers to these services. In some CPAs tier 3 partners are invited to the monthly partner meetings to promote their services, however, this is not consistent practice. Some tier 2 partners had long standing working relationships with a number of local specialist intervention partners and organisations that provide an ad hoc service, which has proven to be beneficial over the years, and as a result they are encouraged to maintain these relationships with the aim of adding value to the delivery of the service and contributing to the local community.


2) Commitment 2a) Collaboration, Cooperation and Communication The SCMF has been refreshed over recent months, but continues to provide a clear indication regarding the process of engaging with potential and present partners throughout the procurement activity and the life of the contract/s. Opportunities to work with PeoplePlus and submit an EOI are promoted through the website, promotional activities with Carley Consult, ERSA, local network meetings, SharePoint, email, monthly partner meetings and in some cases direct approach by staff. All future contracting is being undertaken through PeoplePlus, and as a result, the A4e partners also receive the same communications. Potential and present partners confirmed that they had received appropriate notice regarding the opportunity to submit the EOI, and felt well supported throughout the process. One partner made the following comment: “Very proactive in approaching Supply Chain Partners in NEA to re-contract in 2015.” Similarly, throughout the due diligence and initial preparation prior to go-live partners felt that communication was effective through a range of face-to-face meetings and briefings, telephone and email correspondence. Historically, partners working with Avanta had a very close working relationship with a supply chain manager and all communications were channelled through this one individual. The same approach has been adopted across PeoplePus and applied to the A4e contract areas, and as a result partners believe that communication has improved and reduced the bombardment of information from different areas of the business. Some partner comments included: “Good communication in a timely manner.” “Always open and willing to offer advice.” “They were geared to work with profit driven organisations but it was refreshing when they adapted to us and saw us for what we were.” “One point of contact is far better.” The monthly partner meetings within each CPA continue to take place, which is valued by a high proportion of partners as these provide the opportunity to share excellent / best practice and discuss the issues that they face with contract/s at the various stages, for example, Work Programme working with customers furthest away from the job market. SharePoint provides a central reference platform where by a range of information, documentation and updates are stored for easy access by partners. Whilst partners like the concept of all the information being in one place it is populated with so much information some partners experience difficulty navigating the system. In the future, consideration could be made to setting an alert mechanism to advise partners of updates and new information. Over the past year PeoplePlus has taken the opportunity to review the systems and processes originally implemented within A4e to support partners, for example, compliance, quality assurance of service and performance management and consequently implemented some new approaches across the contracts.


Whilst a large proportion of partners inferred that the new approaches were effective, after a period of use, it was felt that their involvement was minimal and some issues could have been alleviated if they had been consulted prior to implementation. One partner made the following comment: “They do usually consult us – but there are a couple of situations where no consultation and changes have been introduced quite quickly – e.g. claims system related to sustains changed overnight – we challenged along with some others and they backed down”. A4e partners made reference to expert users being consulted when the organisation changed from My A4e Desk to Connect for Work (C4W) and similarly some made reference to being consulted regarding the MI system to be used across PeoplePlus and more recently the review of the complaints procedure, design of a webinar and workbook for NEA clients, etc. however, this approach is not consistent across the CPAs. Consequently, consideration could be made to being far more consultative at the design stage of systems and processes with the aim of gaining a representative view from a range of partners, and using different approaches, for example, log for issues (a previous A4e approach), partner focus groups, etc. The partner meetings provide an opportunity for partners to gain an understanding of others’ approach to the delivery of the service and their successes with the aim of encouraging collaborative working, which has been highly successful. A range of examples were gained where by partners are working collaboratively, including:

• Use of the regional hub – offering a mix of paid and free of charge services to partners, • Sharing effective practice and supporting development of delivery staff working with PG1

and PG6 groups, • Sharing vacancies across the supply chain and direct delivery, • Two partners working together to deliver a pre-employment training programme for a

large employer, • One partner hosting an event, whilst the other provided the training activity, • Introducing specialist intervention partners to other partners, etc.

Tier 2 partners made reference to being aware of the services provided by others including the specialist intervention partners, and as a result signpost customers to specific activities to meet their individual needs there by providing a more cost effective service. Partners clearly understand the roles and responsibilities of the supply chain manager, which is the key contact with PeoplePlus, and as previously stated channels all information. Some partner comments included: “I think we’re very clear on business relationships, we’ve all been around a fair while and our supply chain manager, the contract and SCMF all reinforce this understanding.” “It is an open, honest communication and we’re clear about the business relationship.” “They managed the change well and helped clear up any misunderstanding or concerns.” “Daily communications and support is great.”


Partners are aware of others within the organisation who have a responsibility / input into the management of the supply chain, for example, regional directors, business managers, audit and finance staff. Partners are confident to approach any member of staff, and they have found them to be professional, supportive and responsive with a tendency to be solutions focused and creating a win-win outcome. Partners spoke of the range of communication methods, formal and informal, which included one-to-one and group activities, monthly performance review, quarterly quality review, access to SharePoint and MI platforms, etc. There is a belief that communication is open and honest and they are able to discuss anything, including areas of concern and ideas regarding the contract and expectations of the commissioner. Some partner comments included: “From January to March 2016 I’ve had 60+ emails from x which have helped to confirm messages.” “It’s good, we have email and can pick up the phone, it’s informal and formal, for me to work at my best I need that in place.” “Communications are clear and effective” “It is a hell of a lot better over the last two years; our supply chain manager fights our corner.” “We were able to hand back our contract easily; it was our poor performance coupled with a strategic change in our business direction but PeoplePlus made it straight forward.” “People Plus are very good at sharing information and updates via newsletters and social media.” “Regional enterprise manager encourages open conversation to improve standards and encourages partners to share what they are feeling so they can be commercial, fair and deliver the contract. “ “Communications are mainly via the supply chain manager who communicates by email, one-to-one meetings, partnership forums, and there is SharePoint.” “Understanding is always checked.” “Email is used as a key communication tool. However, efforts are made to ensure the language used throughout is positive - not negative.” “Contract review meetings are good conversations with plenty of opportunity to share.” “The change has been seamless to us and it did not impact at all.” “This is the easiest partnership we’ve had in terms of working together.”


2b) Developing Supply Chain Partners Partners confirmed that at the start of the relationship, throughout the on-boarding process, extensive support was available from the Prime to ensure they were fit for purpose and equipped with the systems, process and documents in order to deliver the service from day one. The initial and subsequent annual due diligence activities ensures polices are reviewed and updated, and reflect changes in regulation / legislative requirements. PeoplePlus share its policies in an effort to provide guidance to partners, for example, the revised safeguarding policy to include the prevent agenda / radicalisation. Partners made reference to gaining access to other resources to support the delivery of the contract, for example, SharePoint and the different MI platforms. However, whilst a number of partners made reference to extensive support being available in order to navigate the SharePoint and MI systems, a few had struggled through the process due to no formal support being available. Throughout the life of the contract/s a number of partner organisations made reference to extensive support being available to develop a sustainable business, for example: “We’re on a PIN to bring performance up to target in PG6. Offers extended for our staff to shadow PeoplePlus direct delivery high performers, case reviews also introduced to share knowledge and skills. ….” “I‘ve had chats with them in the past about business issues and options for strategic development – always found them supportive.” “The board has just been restructured – have had offer in the past from PeoplePlus to support us in business planning which was good.” Whilst there was sufficient evidence to indicate that development is available for partner organisations it tended to be reliant on the ability / interest of the regional director or supply chain manager. Consequently, consideration could be made to designing a clear strategy to support organisation’s development, which includes undertaking business health checks and identifying additional support required to improve the sustainability of the supply chain organisation, including the tier 3 partners. Partners confirmed that the opportunities for additional funding / finance streams are promoted through SharePoint, emails and in some CPAs the regional director and / or the supply chain manager are actively approaching partners with different opportunities. Some partner comments included: “The meetings with supply chain manager have been useful for learning of and sharing good practice, and we’ve discussed possible funding pots we might dip into.” “The other week the regional director approached us with a bid opportunity, which was great.” “There is genuine collaboration opportunities, which are discussed and there are opportunities to access additional funding.” “Last week, email with opportunities for SFA funding.” “Also able to tap into self-employment advisor in PeoplePlus and that provided another source of funding for service users.”


Historically, within Avanta tier 3 partners were encouraged to attend the monthly partner meetings and tier 4 were invited to promote their services with the aim of gaining additional business, however, whilst this takes place in some CPAs this is not consistent practice at present. As a result, in the future, consideration could be made to formalising the approach to be adopted across PeoplePlus. Partners have access to a wide range of staff development opportunities to support teams and individuals develop the knowledge and skills to improve performance throughout the delivery of the contract/s, including but not limited to the following:

• Shadowing direct delivery advisors, visiting partner organisations, etc. • Additional JMS or C4W support, SMART Action Planning, • Processes relating to contract compliance and assurance of a quality delivery of the

service, • Courses on motivational techniques, • Webinars, for example, BPMS MI platform, Universal Credit, fraud prevention, etc. • Observation of practice, coaching and mentoring, • Prevent training, • Gaining advice from PeoplePlus Specialists in relation to health and safety, safeguarding,

etc. when working with ESA customers, • On-line resources for health and safety, equality and diversity, safeguarding, etc. • Employment Related Services and IAG Level 3 funded by PeoplePlus, plus others.

Throughout the monthly partner meetings training opportunities are provided in relation to specific topics; MI, quality of service, audit, etc. as well as sharing successes and best practice. In addition, partners view the support gained from the supply chain manager throughout the monthly performance review and the Contract Assurance Officer explaining the outcome of the quarterly quality assurance reviews as developmental opportunities. Some partner comments included: “We had a new member of staff in quality and PeoplePlus spent the day with them and they are always on the end of the phone.” “This is better since the merger – it probably wouldn’t have been locally delivered under A4e but now there is less travel for supply chain partners and there are no charges, it is part of the management fee.” “The due diligence team did an update on policies and procedures last month.” A wide range of learning and development opportunities and resources are available to partners, and whilst there was some evidence of evaluating the impact, for example, audit outcomes increasing from 94% to 96%, in the future, consideration could be made to encouraging partners to fully evaluate the impact on performance, value added, etc.


2c) Contracting and Funding As previously indicated, the SCMF has recently been reviewed and updated to reflect the practices of PeoplePlus, and provides a comprehensive and robust approach to procuring, contracting, on boarding, monitoring quality of service and compliance, and performance management of the contracts. Whilst partners were not consulted on the new approach it has subsequently been communicated to them and there is a level of understanding regarding the different activities. Those tier 2 partners involved in procurement activities over the past 18 months with the organisations; PeoplePlus and A4e described the process they experienced and confirmed that the respective Prime was fair and transparent in its approach to selecting and communicating with them. Partners confirmed that they were aware of what to expect at each stage of the procurement process; the EOI including the scoring of each area, due diligence and on boarding. They made reference to having access to key staff at each stage through email, telephone and one-to-one meetings, as well as group presentations, and felt that they were understanding and responsive to their needs. Some partner comments included: “Procurement is fair and transparent – the EOI is straight forward to submit; it’s easy to get involved” “It was a straight-forward process, very clear; we were aware that the EOI was scored.” Partners were provided with an indication of the outcome of the procurement process, successful or unsuccessful and if they had been successful they were advised of the next stage. Unsuccessful partners were advised that additional feedback was available upon request, in the future, consideration could be made to being far more proactive and provide the score and an indication of ‘what to do next to improve the chances of being successful’ in future EOI activities. Whilst some tier 3 and 4 partners had submitted a formal EOI this was not consistent practice across all the CPAs. As a result, consideration could be made to designing a section within the SCMF, fit for purpose, which provides a robust, open and transparent approach to the way the selection of these partners takes place. Senior leaders believe they have a duty of care to their partners and as a result, at the start of a contract ensure they understand the financial aspects, including the interpretation of the payment model. The Work Programme and NEA contracts have been in place for some time, however, as changes to volumes have taken place supply chain managers have continued to ensure the contract is financially viable. Similarly, a change in unit price for the extension of the NEA contract is to be reviewed with each partner to ensure the contract continues to be viable. In summary, partners are aware that the current funding / payment arrangements reflect that of the commissioner and as a result believe these are fair and proportionate. There was evidence of some flexibility with one partner that was experiencing financial risk and as a result action was taken by PeoplePlus to reduce the level of risk. One partner comment, which was echoed by others: “We have good relationships so informal discussions can take place regarding any concerns about viability.”


The contract for tier 2 partners reflects that of DWP for the Prime, and clearly defines the obligations and expectations of parties; the partner and Prime. Partners felt the document was easy to understand, not overly wordy or complicated. A high proportion of tier 3 partners confirmed that they had a Service Level Agreement (SLA), which outlined their responsibilities and expectations, however, tier 4 partners failed to have an SLA of any form. Consequently, consideration could be made to designing a simplified SLA, which outlines roles, responsibilities and minimum service levels appropriate to that being provided. Partners have a clear understanding regarding the allocation of the market share, which is predominantly based on geographical spread and capacity to deliver the service in line with the contractual requirements. Some partner comments included: “We know the exact share in our CPA.” “The 25/75 share was good for us as we were new and able to learn from PeoplePlus.” “The strategy for market share was based on where direct delivery was and offering 40/50% to supply chain partners.” “30% of all referrals.” A high proportion of partners believe the allocation is fair and justified, some made reference to recent communications with the regional enterprise manager regarding the adjustment of market share, due to the extension of the contract (NEA). However, a few partners failed to believe there was the opportunity to negotiate and as a result accepted what they were given. At the start of the contract/s negotiations regarding the volumes, funding / finance and performance expectations are openly discussed and agreed with partners, and a number inferred that they had been confident to challenge and re-negotiate if the proposal failed to be in line with the requirements. As a result, of reducing volumes for Work Programme and extension for the NEA contract there was evidence of re-negotiating the volumes, and a high proportion of partners felt that this was being managed effectively. One partner spoke of the volumes no longer being viable and as a result, through negotiation and mutual agreement was working with PeoplePlus to close the contract and another had mutually agreed to terminate the contract due to poor performance and confirmed that the process had been effective, with positive, open and honest dialogue. Some partners made reference to PeoplePlus reallocating postcodes to them as opposed to the direct delivery to ensure the contract continued to be viable for them, and one made reference to negotiating an increase in volumes due to the extension. Once again, a few partners failed to believe there was the opportunity to negotiate and accepted what was given. Partners confirmed that typically pre-contract award processes and payment structures had been honoured as they had started to work with PeoplePlus. Previously Avanta partners had been paid weekly, whilst payment to A4e partners had been made monthly, in an effort to streamline the process all partners have been moved to monthly. Whilst partners understand the rationale and that the change makes business sense there was no consultation and the communication was considered by partners to be tardy, consequently in the future, if changes of this nature take place consideration could be made to being far more consultative and communicate well in advance. However, it was noted that some partners discussed the impact on cash flow for the first three-months and negotiated alternative arrangements in the short term.


In summary, a high proportion of partners believe PeoplePlus are open to negotiating market share, volumes, funding / payment models and performance expectations, whilst others fail to recognise the opportunity. Consequently, in the future, consideration could be made to reviewing the contracting arrangements with all partners to ensure the viability of the contract as changes are encountered. PeoplePlus operates a self-billing system to manage the payments to partners, and consequently a high proportion of A4e partners have experienced improved accuracy and payments being made in line with the terms and conditions. Some partner comments included: “I’ve never had any real problems with payments. We did have a hiccup when the payment system changed over, but this was quickly sorted.” “Transfer of money timely and accurately – new self-billing process caused a couple of delays with payment.” “We have no problems with payments. If there are any issues on claims our supply chain manager will get answers.” “We’ve always found this clear with accurate payment.” “Never had any issues – they only changed that they pay you an overall amount rather than a per customer but you can work it out.” The recent change for some partners (Avanta) from weekly to monthly payments came at short notice, however, a high proportion of those partners affected confirmed that payment had been made on the due date. Some partner comments included: “We’ve never had problems with payments. We’ve just gone to monthly from weekly.” “We were changed to monthly payment, but was paid when they stated.” Partners are aware of the management fee and what they gain in return, for example, administrative support, provision of MI platform, SharePoint, audit and quality assurance support, performance management meetings, learning and development activities, access to the regional hub, environmental sustainability support and other policies, access to documentation, systems and processes, troubleshooting, partner meetings, etc. A high proportion of partners believe that they gain value for money for the management fee and some made the following comments: “It’s a reasonable fee. I was pleasantly surprised.” “The service has improved the increase was justified.” “In return we get full support and anything that will help us perform.” “What we get is certainly value for money.”


3) Conduct 3a) Demonstrating Commercial and Business Integrity PeoplePlus designed a set of core values through a level of consultation with staff that underpin the vision and purpose of the organisation, which brought Avanta and A4e together. These were communicated to staff and subsequently drive the behaviours across the organisation. A high proportion of tier 2 partners signed up to the values of Avanta and A4e as there was a correlation to their own, subsequently the values of PeoplePlus were communicated to partners and subsequently made available on SharePoint. Partners believe they are fit for purpose and continue to align to their own values. Similarly, tier 3 and 4 partners are aware of the values and believe they are aligned due to their ambitions, desire to make a difference to others’ lives and the way they are treated by PeoplePlus. Some partner comments included: “Core principles are embedded in the way PeoplePlus operates and the supply chain manager acts in accordance with these.” “The core principles of being helpful, supportive and understanding was maintained by PeoplePlus during contract withdrawal.“ “The principles are similar to us.” “People that are engaged with us understand what we are doing and know what motivates us.” “We share the code of conduct with all of our young people.” “We are both client centred.” “Honesty, transparency, performance focused, consultative.” “It could have been horrendous {contract withdrawal} but it wasn’t, PeoplePlus gave clear timescales and communications was really good and staff very supportive.” “Values now represented more than ever with improved communications – all just feels more open and honest.” In the future, as new contracts are gained consideration could be made to reviewing the values in consultation with partners to ensure they are fit for purpose, and potentially introduce a set of core values appropriate to the contract. PeoplePlus have a clear strategy to manage the TUPE process, which has been implemented to support the transfer of staff from and into partner organisations based on the requirements of a contract and legislative requirements. Those partners involved in TUPE confirmed that the process was effective and efficient with PeoplePlus seeking legal advice and working with them to ensure a smooth transition. Partners made reference to road shows being delivered to explain who PeoplePlus were and how they worked, which was followed by the required consultation. One partner made the following comment regarding future plans: “We have talked about what TUPE would look like and had discussion on the process as part of the tailing off of the contract” A number of PeoplePlus staff had experienced TUPE from Avanta or A4e, and confirmed that the process was well managed, consultation and communication took place at appropriate intervals and the transition was smooth. Some staff comments included: “It was business as usual from day one, there were no real changes.” “There was a ninety-day consultation at the start, some liked it others didn’t, but it gave time to review where we were.” “There were no issues as far as I was concerned, all straight forward.”


“Consultation and communication took place when we’d expect it.” A high proportion of partners confirmed that they experience positive working relationships with PeoplePlus in particular with the supply chain manager and that all interactions are supportive, with the aim of creating a true partnership to deliver the contract to achieve the aims and objectives of the commissioner. Some partners made reference to experiencing periods of poor performance, however, this was managed well as it was a supportive process and enabled them to improve the delivery of the service. Some partner comments included: “We’ve never had an issue that hasn’t been resolved in a timely manner.” “Very good, feedback is always constructive.” “We have a very strong and positive working relationship with our supply chain manager.” “Communications are very good with our supply chain manager but we would have liked to meet other supply chain partners and specialist intervention partners.” “We try to be very positive, respectful, polite and evidence based in our communications.” “The PeoplePlus Branch manager is coming to help me with tracking – this is really helpful.” “Very helpful and understanding.” “Things have really improved under PeoplePlus with more commitment, support and better listening.” “Love working with them and we want to work more with them.” “Our supply chain manager is fantastic, very supportive, unbiased and always there to help.” “I have learnt so much from my supply chain manager the one-to-ones with her are of a really high quality.” Tier 2 partners confirmed that through due diligence relevant checks were provided to ensure they met the contractual requirements in terms of insurance, policies relating to information security, health and safety, safeguarding, environmental sustainability and equality and diversity. If appropriate support was provided to ensure they were fit for purpose and aligned to the policies and approaches of the respective Prime (Avanta and A4e). Subsequently, the policies have been checked annually to ensure they reflect changes in legislative requirements and fit for purpose, and again recommendations and support for improvement has been provided. PeoplePlus have started to undertake the same robust approach to ensuring partner policies are fit for purpose, up to date with new legislation and aligned to their own policies and practices. A large proportion of tier 3 partners experienced an initial due diligence where by policies were reviewed, however, this was not the same practice for tier 4, consequently, consideration could be made to designing a far more robust approach to provide protection for both parties. In line with the strategy of centralising all communications changes in legislative and regulatory requirements are predominantly undertaken through the supply chain manager, and / or email, if appropriate. Partners are advised of the appropriate action required and the timescale for response, which is reviewed by the supply chain manager and also checked throughout quality assurance audits. Partners believe this approach has substantially improved communications of this nature, and subsequently able to review the requirements on SharePoint.


3b) Quality Assurance and Compliance The PeoplePlus Board and Audit and Risk Committee provide clear strategic direction to implement robust practices to manage and monitor systems and processes to ensure contractual compliance and the delivery of a high standard of service to customers. A risk management plan indicates that all tier 2 partners are subject to a quarterly internal audit and risk assessment, which is subsequently reviewed annually by the contract assurance team. Partners are supported through the requirements by a contract assurance officer within each CPA and experience the following:

• Quarterly assurance review, analysis of findings and recommendations, • Provision of additional training and support to improve compliance, • Annual information security check, • Support for the customer complaint process.

Partners were aware of their assigned contract assurance officer who works closely with the supply chain manager, and clearly understood the different aspects of the audit and risk assessment, for example, the preparation required and the need to undertake a file review for a number of customers within each office. Partners confirmed that the activity was a positive experience and supported them to identify trends and issues, and subsequently received additional support and training, which has impact on future audits. As well as the contract assurance / compliance each tier 2 partner experiences a quarterly quality review, which is designed to assure the organisation of their own quality monitoring arrangements, agree areas for improvement and update the QIP. These reviews include a review of the documentation and logo requirements, staff changes and incentives, staff qualifications, training and continuous professional development, observation of staff, review of policies and customer feedback, etc. Once again, partners inferred that the process was supportive and provided a level of assurance relating to the quality of the service being provided. Partners confirmed that the report designed by the contract assurance officer is subsequently reviewed at the following quarterly assurance review, and the same with the outcomes of the quality review, the QIP is reflected upon at the next review. Some partners made reference to the improvements made as a result of quality assurance and compliance activities:

• Observation involved identifying an interaction with a group that failed to be time efficient and resulted in removing the duplication and improve the delivery model,

• Ineffective analysis of data due to missing performance evidence, which resulted in training requirements being identified,

• Policy for safeguarding failed to meet all the requirements, for example, radicalisation, and as a result advice was provided,

• Increasing results of the compliance audit from 94% - 96%. The following provides an indication of partner‘s experience of undertaking the quarterly compliance audit and quality review, and the outcomes: “It’s nice to get validation that our quality is good.” “We have monthly dip tests into files then report back to progress and make sure we are doing things to required standards.” “We have a meeting once a month to follow up on our QIP.” “We had training on the new CMT tool, which was really beneficial.”


“There is a go-to person to help us with quality now.” Once a partner has been successful in gaining a contract due diligence is undertaken, which includes a review of key strategies and policies, for example, quality assurance of information, advice and guidance (IAG), data and asset security, health and safety, safeguarding and environmental sustainability. On an annual basis a further due diligence activity is undertaken to review updates, ensure policies and procedures remain fit for purpose and meet the requirements of the contract. In addition, the quarterly quality review incorporates a review of the policies, implementation of changes and completion of different activities, for example, observation of delivery staff. Tier 2 partners are aware of the PeoplePlus IAG strategy and what is expected of them to ensure customers have access to and provision of effective IAG, for example: recruitment of the right calibre of staff, access to appropriate qualifications, provision of further training and continuous professional development activities, observation of practice and matrix accreditation. Partners confirmed that throughout the quarterly quality review with the supply chain manager discussions take place regarding the assurance of effective IAG and observations are undertaken. The findings of these activities are reported and action to be taken is reflected in the QIP, which partners find to be helpful. Partners made reference to the training opportunities made available through PeoplePlus to support and improve the delivery of the service, for example, payment for a qualification, webinars relating to universal credits, cost of living minimum wage, etc. In addition, SharePoint provides a central point of reference to ensure partner’s staff have access to current and accurate information to share with customers. Partners understand the data and security policy of PeoplePlus and the different interventions to ensure implementation, for example, ISO27001, PAT Testing, etc. to meet the commissioner’s requirements. As previously stated, the policy for the security of assets and data is reviewed throughout the initial and annual due diligence, which includes a site visit and completion of a questionnaire, and the quarterly quality review ensures implementation of the requirements throughout the delivery of the service. Any discrepancies are reported on the QIP and checked by the supply chain manager to ensure implementation within the agreed timescale. Some partner comments included: “Physical security checks recently, including check of premises security ‘never known that level of detail before’.” “Data security is strict, there is annual due diligence and audits have taken place.” “There are pen tests on security.”


The need to provide a healthy and safe work environment is recognised by partners and as a result they implement policies and practices to meet the requirements of the commissioner, which are subsequently reviewed through due diligence activities and the quarterly quality review. Partners made reference to concerns regarding health and safety being documented in the QIP and subsequently checked by the supply chain manager within the timescale agreed. Similarly, the safeguarding requirements of tier 2 partners are clearly understood and policies and procedures put in place to ensure these are upheld through the due diligence and quarterly quality review. Partners made reference to the PeoplePlus safeguarding specialist being available to provide appropriate support and a range of training activities accessible to delivery staff. In summary, PeoplePlus has designed robust systems and processes to ensure contract compliance and quality assurance of the service of tier 2 partners, however, currently there is minimum / inconsistent activity to quality assure the provision of the service the tier 3 and 4 partners. In the future, consideration could be made to designing an approach, proportionate to the delivery, which provides a level of quality assurance of the service being provided by partners. Partners are encouraged to design an environmental sustainability policy, which is submitted as part of due diligence and checked annually. In addition, throughout the quarterly quality review discussion takes place regarding recent activities relating to environmental sustainability within the partner organisation, which is a significant improvement since the Avanta and A4e Merlin reviews in 2014. PeoplePlus have designed the One Planet strategy to support environmental sustainability, which has been communicated to partners through newsletters and posters. Partners are encouraged to have an environmental sustainability policy and targets, which are monitored throughout the quarterly quality review, however, at present there fails to be a holistic approach. In the future, consideration could be made to consulting and agreeing with partners appropriate environmental sustainability targets for the supply chain in line with commissioner objectives, which are subsequently monitored and evaluated. The monthly partner meetings provide the opportunity to share best practice, successes and issues / concerns relating to the delivery of the contract/s. Partners made reference to sharing their experiences regarding the quarterly compliance and quality activities, in terms of what went well and areas for further improvement, and performance related successes and concerns with the aim of sharing best practice. In addition, the agenda for the monthly partner meeting includes key topics such as health and safety, safeguarding, diversity and equality, etc. which provides the opportunity to share good practice and learn from others, including the approach being undertaken by PeoplePlus. Whilst the focus of environmental sustainability has increased over the past year, consideration could be made to providing key partners with the opportunity to share their approach and impact, which could be beneficial to others within the supply chain.


Partners make reference to sharing good / excellent practice informally as they have started to work with others far more closely, as well as supply chain managers being instrumental in sharing practices across the supply chain throughout the monthly performance review and SharePoint. “Very strong on sharing good practice.” “A range of opportunities to share good / excellent practice.” In some CPAs the tier 3 partners have been invited to attend the monthly partner meetings, providing the opportunity to share experiences, excellent and good practice, however, this is not consistent practice. In the future, consideration could be made to providing tier 3 and if appropriate tier 4 partners with an open invitation to these meetings, which may also contribute to building capacity.


3c) Honouring Commitments PeoplePlus continue to honour the commitments made to partners, the dialogue was open and honest pre and post contracting with Avanta and A4e, and continues to be the same. Partners confirmed that no promises had been made that could not be fulfilled, throughout the life of the contract/s for both Work Programme and NEA, communication had been effective, which resulted in a good understanding of the changes to the finance and contracting arrangements. Some partners have experienced contract variations / changes, which have been openly discussed, agreed and documented and as a result both parties are aware of the expectations. Some partner comments included: “All agreements have been honoured by both sides, PeoplePlus have never over promised.” “Brilliant, everything was discussed before the final contract and the way it works in practice.” The complaints procedure has recently been reviewed and updated through a level of consultation with partners, and as a result there is a good understanding of the process. Partners are able to access the document through SharePoint in the event of an issue arising. Currently due to the working relationship partners have with their supply chain manager and others within the organisation a large proportion would be confident to challenge PeoplePlus and feel issues would be resolved quickly before having to escalate to the next level. At the time of the assessment there was no evidence of complaints been made against PeoplePlus since becoming a legal entity. And there was no evidence of A4e and Avanta partners having made a formal complaint since the Merlin assessments in 2014. Members of the senior leadership team stated that they would fully respect the decisions made as a result of the Merlin Mediation Service, if it were to be deemed to have not acted in accordance with the principles of the Merlin Standard. Partners are aware of the Merlin Mediation Service (Work Programme and NEA) through the contract and subsequent communications, for example, the SCMF, and believe that PeoplePlus would respect the decisions made as a result of the service. Partners clearly understand the expectations of the contract prior to, during and post contract award as a result of various discussions on a one-to-one and group basis; partner meetings and presentations, performance and quarterly quality reviews throughout the life of the contract/s. Partners confirmed that they clearly understood the requirements of the contract/s and what was expected as a result. Over the life of the contract/s the expectations of partners has been reviewed, and if appropriate changes made to reflect the findings, for example, reducing referrals. Partners understand that the commissioner / funder also makes changes to the contract/s and the expectations of the Prime, which are subsequently cascaded to them. Some partner comments included: “There is a clear performance management process in place to manage expectations.” “PeoplePlus is still honouring what it said at the start and they are very supportive – if you have problems the support is genuine.” “We all get kept up to date with performance and I think we are all clear on expectations. We can go on SharePoint and that lets us see updates and the monthly partner meetings support this.” “The discussions and contracts do a really good job of making everyone aware of the expectations.” The SCMF, and MPLs and MSLs also make sure we know of expectations.”


3d) Performance As previously stated, the monthly partner meetings provide opportunities for partners to work collaboratively, share resources to meet the needs of customers and the objectives of the commissioner. Similarly, opportunities are provided for PeoplePlus (and A4e) delivery sites to work collaboratively with partners through colocation and sharing resources. Some partner comments included: “We have a monthly meeting and hold it at a different base each time.” “We had one job coach who needed more training and they sent out one of their own top performing staff as a mentor – they went the extra mile to help optimise the caseload.” In the event of a specific service being required partners are encouraged to approach the supply chain manager with the aim of working together to source and finance. This approach contributes to encouraging the supply chain to work together and identify potential gaps in the service being provided. The SCMF provides an outline of the monthly performance review, which is conducted by the supply chain manager for all tier 2 partners. It provides the opportunity to review past performance and project future activity, identify what went well and areas of concern. Partners confirmed that they were able to discuss anything and everything regarding the contract; raise issues and concerns, including regarding commissioning and / or procurement without repercussion. Some partners have experienced Performance Improvement Notices (PIN) throughout the life of the contract, and whilst not a welcome process, strongly believe that it was supportive and provided the direction and focus required. Partners spoke of the support gained from the supply chain manager and other PeoplePlus staff members who genuinely wanted them to be successful and as a result shared information, knowledge and resources. Partners also made reference to the weekly tele-kit where by performance is scrutinised and areas to be addressed / improved in the forthcoming week identified. In addition, the monthly partner meetings provide the opportunity to review overall performance, identify good practice and share learning across the supply chain to improve performance. Some partner comments included: “We review performance by telephone or face-to-face and look at profile numbers and any support required. “ “They always ask why, it can be a pain but they are helping us to get better.” “We are encouraged to share ideas and innovations.” “We look at successes, outcomes and issues as well as customer satisfaction.” “The partner meetings are a good place to analyse performance and identify what others are doing.” Whilst there was some evidence of performance management of tier 3 partners through an annual review by PeoplePlus and / or the tier 2 partners there failed to be consistent practice across the CPAs. Consequently, consideration could be made to designing an appropriate performance management tool to review the performance of tier 3 and 4 partners to ensure they are meeting the minimum performance / service level agreed.


Performance expectations are clearly defined at the start of and throughout the life of the contract with the partner, which are reflected in the contract / SLA and updated by a variation of contract, if appropriate. Subsequently, daily and weekly reports are produced and circulated, and reviewed with the supply chain manager on a weekly basis, as a minimum and formerly throughout the monthly performance review and partner meetings. In the event of a partner opting to hand the contract back, PeoplePlus work closely with them and manage expectations of both parties to ensure a smooth transition. Some partner comments included: “Expectations were clear from the start.” “Expectations were well managed during the contract withdrawal phase.” “Performance expectations are clear, realistic and we have no need to revisit these.” As previously stated, whilst tiers 3 and 4 partners clearly understood what was expected of them, consideration could be to ensuring the contracting arrangements are far more robust to ensure clarity of expectations throughout the life of the contract. Currently, PeoplePlus are operating two MI platforms; JMS and C4W, which provide access to real time reporting that is sent to partners to enable them to track performance on a daily basis. The platforms provide access to a range of information, which a large proportion of partners believe is accurate and provides them with sufficient data to drive performance. It was noted that some partners remain on an old MI platform, but were in the process of being transferred to JMS throughout the forthcoming week, which was a positive move in their opinion. The monthly partner meetings provide the opportunity for MI to be shared across the supply chain, including the performance of direct delivery, which contributes to sharing best practice, learning from others and as a result impacts on performance as a whole. Some partner comments included: “MI system is much improved, use of tracker is a good example of how we have shared good practice and this has resulted in improved job outcomes, especially for disabled people.” “C4W – cannot fault PeoplePlus – one of best systems experienced – stable, consistent, reliable as a live system with good back up from central office – I love it.” “I can see all the data I need about customers and the pipeline of customers for the next six months and how we’re getting people in to work, and where any entry into jobs have been delayed.” “It is consistent and accurate.” “JMS is one of the best systems I have worked with in the Welfare to Work sector.” PeoplePlus have defined value for money across the supply chain and shared this through SharePoint. Partners made reference to value for money being discussed throughout the monthly partner meeting and provided a range of examples:

• Providing access to the regional hub and a range of centralised resources to support delivery,

• Working collaboratively with other partners within the supply chain to meet customers’ specific needs,

• Agreeing a central location for training to minimise travel, or encouraging the partner to host,

• Using tier 4 partners to signpost customers with specific needs, • The offer of start-up loans and the support to apply, etc.


Some partner comments included: “The regional hub saves partners 75% of cost of doing activity (chasing sustainment fees) itself.” “All the support that PeoplePlus provide creates value for money.” The monthly performance review and partner meetings are established practices, which provide the opportunity to measure the performance of the partner. In addition, the different reporting mechanisms provide an indication of the distance travelled by customers from engagement to 26week job sustainment for Work Programme and a process for establishing the six-month stage with NEA customers to ensure they are signed-off and the additional payment achieved for delivery. Partners made reference to the performance review with the Supply Chain Manager being far more focussed on the distance travelled by customers throughout the latter stages of Work Programme with the aim of sharing good practices and innovation to contribute to progressing to the outcome. Partners have also designed their own methods of measuring distance travelled, for example, customer journey records, customer satisfaction results and feedback, soft-skill measurement tools, etc. Some partner comments included: “Seventy people came through our doors last year and we started with 40 and 35/36 are still trading and they have not had to access any funding.” “We deliver 25% so we look at the data and how our customers have moved in terms of getting closer to the labour market.” “JMS supports tracking of customer action plans, this allows distance travelled to be tracked.”


3e) Promoting Diversity and Equality PeoplePlus are accredited with the Committed2Equality (C2E) Gold Standard, which demonstrates a commitment to ensuring diversity and equality across the organisation. It also invests in a lead for diversity and equality with the aim of promoting the strategy and identifying appropriate resources to support implementation, for both PeoplePlus and partner organisations. Partners confirmed that they are expected to demonstrate a commitment to diversity and equality aligned to that of PeoplePlus, through the submission of an appropriate policy during due diligence, which is subsequently checked on an annual basis throughout the life of the contract. Reference was also made to the need to meet the contractual requirements of the commissioner and to be aligned to the business principles. PeoplePlus have designed a range of resources to support diversity and equality with the partner organisation from policies and information being available on SharePoint, five-minute bite size training activities, e-learning and face-to-face training, including access to the level two equality and diversity qualification through to a diversity calendar, posters and leaflets. Partners confirmed that they are expected to promote diversity and manage equality at every opportunity, and gain appropriate resources from PeoplePlus. Reference was also made to discussions throughout the partner meetings, performance reviews and quarterly quality reviews where by diversity and equality resources are reviewed and promoted with the aim of encouraging partners to further promote throughout delivery. PeoplePlus have designed processes to monitor diversity and equality through the Equality and Diversity Impact Measures (EDIMs) reporting, which reviews the protected characteristics and highlights any trends with the different groups. Currently, C4W and JMS MI platforms are able to provide a level of data relating to diversity and equality but have limited functions in this area, and consequently in future commissioning of MI platforms consideration could be made to including this facility. One partner made the following comment: “A really good resource – great data, good reporting, fine detail if you need it - always looking at data, at least weekly – identify which PGs are not performing well…..” Diversity and equality data is used in induction and in relation to employee demographics, which is used by the Advisers with customers in terms of myth busting, for example, hidden disabilities. The observation of practice to quality assure the IAG being provided incorporates a review of the promotion of diversity and equality to ensure it is embed in every aspect of the service provision. Equal opportunities data is collected on the appropriate MI platform at the start of the journey, which is subsequently reviewed throughout the quarterly quality review where by the local demographics are established and a review of how the partner could be working with more under-represented groups. This approach has changed the way some partners work with the different customer groups, for example:

• The identification of issues engaging and working with ‘vulnerable’ customers resulted in the introduction of an outreach facility as opposed to centre based,

• A review of the age of customers indicated a younger profile, which focused the partner on Apprenticeship vacancies,

• Development of a Muslin women’s group, which was found to be a more effective way of reaching the community,


• The analysis of data to identify specific interventions, for those with health related issues and disabilities resulted in designing a number of modules, ‘Working Well’.

As indicated above a high proportion of partners are analysing and using the data to identify gaps in provision at local level, which is subsequently shared at the monthly partner meetings with the aim of identifying trends and issues within the supply chain. Some partner comments include: “We use the equal opportunity data to look at trends and have changed our delivery model as a result.” “We use age profile information to drive they type of vacancy we look for.” “We make sure there are opportunities for all and that they qualify for the support on offer.” “In the supply chain meeting and one-to-ones we will discuss equality and diversity ensuring that the programme is open to all and everyone has access.“ “We used the data to help identify potential applicants for a local employer.” “We’ve started to do some deep dive plans and themes are merging around age and disability.” “We have worked with PeoplePlus to really move forward the situation with the lone-parent group and increase employment opportunities for them.” Equal Opportunity data has been collected and analysed by PeoplePlus, which reflects that 30% of Advisers have a health condition or disability, and as a result partners are being challenged to review their own data, identify the demographics and undertake a comparison to that of the population.


4. Review 4a) Supply Chain Review As outlined previously, PeoplePlus has developed the SCMF as a result of reviewing the systems and process adopted by Avanta and A4e, and following feedback from a Merlin Strategic Review in September 2015. Subsequently, throughout this assessment evidence indicated that the organisation had been responsive to the feedback as improvements were observed, for example, centralised communications, introduction of SharePoint across the supply chains, etc. The organisation embraces feedback gained from other audit and inspection / assessment bodies, for example, matrix, OFSTED and C2E, as well as the monthly CMO audits undertaken by DWP, and PAT testing. The feedback is utilised to inform and improve practices to meet the changing needs of the customers and commissioners. In addition feedback is gained from external stakeholders, for example, Local Enterprise Partners, Local Authorities, employability networks, Jobcentre Plus, ERSA, DWP with the aim of improving the current provision of the service and influence future strategies. Partners are actively encouraged to feedback their views and opinions relating to the management of the supply chain and delivery of the service at every opportunity, for example, monthly partner meeting, performance review, quarterly quality review and more recently a partner survey in February 2016. Partners confirmed that the feedback is responded to and it influences changes in the future. Feedback is gained from customers through survey monkey, evaluation sheets and customer / learner forums, and the findings are used to improve delivery of the service. Partners confirmed that the outcomes of the feedback influence improvements, for example: the design and delivery of support services for drug and alcohol abuse led to a full review of the service and how the services are commissioned. PeoplePlus have designed a robust approach to undertaking the annual SAR, which is resultant in the QIP. As previously stated, at partner level the quarterly audit and risk audit and quality review informs the QIP and influences future improvements and developments. On an annual basis partners are encouraged to review the QIP and other feedback collected to develop their own SAR, which contributes to that of PeoplePlus. A number of partners also made reference to discussion at the partner meeting in relation to the SAR and feel actively engaged in the process. Partners confirmed that they have access to PeoplePlus’ SAR and QIP through SharePoint and made reference to some improvements identified, for example, focus on customer feedback, achieving minimum standards, recording interventions and customer journey and self-employment. Tier 2 partners (NEA) confirmed that the contract included an indication of the wider social objectives of the commissioner and subsequently they believe that the supply chain is designed to meet these. Similarly, Work Programme partners made reference to being advised of the wider social objectives through presentations and partner meetings at the start of the contract.


Updates to the commissioner’s wider objectives and strategy information is communicated through the monthly partner meetings, and followed up by the supply chain manager. The documentation containing the update is available on SharePoint. In addition, partners spoke of the compliance and risk audit and quarterly quality review providing the opportunity to ensure they are aligned. Partners described how they have had a measurable impact on the wider social objectives / policy intent of the commissioner, for example:

• Improving the Skills for Life for people with disabilities, • Tier 4 partner providing a service for a local employer through ex-offenders being

supported to move into full employment. 32% leave and go into other jobs as well as employing people in the charity,

• Positive impacts on various payment groups, • Reduction in poverty, • Financial and digital inclusion; skills agenda in terms of qualifications and accreditations;

people moving closer to the labour market and reduction in benefit dependency, • Reducing unemployment, up skilling the workforce, meeting local labour market

demands, • 52.7% of tier 3 clients from Work Programme progress into employment, • 12 of 14 people got into work through (named organisation) between PeoplePlus and a

tier 3 partner.

A number of partners communicate the impact they have to local Members of Parliament, Local Authority and in some cases wider community groups.

Whilst partners were able to provide examples regarding the measurable impact they have had on the wider social objectives / policy intent of the commissioner, which were universal they failed however, to be able to provide quantifiable examples consistently across the supply chain. As a result, in the future, consideration could be made to analysing performance against specific wider social objectives on an on going to identify specific areas of impact and local community and supply chain levels. Due to the changes to the Work Programme, reducing numbers and working with customers furthest way from the job market on going research takes place to ensure the mix of partners at tiers 2, 3 and 4 meet the needs of the customers. Similarly, the extension to the NEA contract has resulted in a full review of the partners starting to take place to ensure the supply chains are fit for purpose; meet the customer needs and continue to contribute to the commissioner’s objectives. The changes in customer groups has required a refresh of supply chains, specifically tier 3 and 4 to ensure the support is available to meet the needs of the customers being referred. In addition, due to changes in the customer groups direct delivery tended to gain a higher level of referrals and as a result this was reviewed and referrals sent to a partner to ensure the contract continued to be viable.


Partners are actively encouraged to identify gaps in provision and / or specialist / ad hoc provision to meet customer needs, which has resulted in working with different organisations and agencies, for example, local MIND organisations offering dog walking and women only coffee mornings to help ESA customers with mental health issues. During January 2015 DWP requested that A4e expand their work with supply chains in Wales, where they had previously not been a Prime, who then looked at the geographical cover and skills required within their supply chain design. In April 2015 A4e commenced integration activities to create the new business known as PeoplePlus, which resulted in a restructure to ensure effective management of the supply chain. The review process including the quarterly compliance and risk audit and quality review, partner meetings and completion of the SAR provides the opportunity to reflect upon the provision of the service, identify gaps in provision and concerns regarding policies and procedures and subsequently identify appropriate improvements. Partners believe they make a positive impact on external stakeholders and encourage people well-being by providing a holistic service to customers and moving them closer to the job market through a range of interventions tailored to meet their specific needs. Some examples and comments provided include: • A training programme designed by PeoplePlus on health issues has seen an improvement in

job outcomes, • The health and wellbeing of customers is proven to have improved once they are in training or

employment, “We have an impact in our region on the volume of people training and having jobs and promoting sustainability.” “Work Programme pushes us to find solutions to deal with all matters in a customer’s life.” “Impact is mainly reducing the unemployment figures, that’s what Work Programme is about.” As previously stated, partners are aware of the One Planet strategy through a range of communications and as a result are aware of the key themes and action to be taken, for example: • Car sharing and reduction in carbon footprint, • Reducing printing costs, double sided printing and recycling paper, • Switching lights off, reducing energy usage, etc. A number of partner organisations, for example, Local Authorities, have robust strategies to promote environmental sustainability and have designed a range of targets, which are closely monitored and as a result specific impact measures could be provided. However, some partners are in the early stages of setting targets to support environmental sustainability and use PeoplePlus to guide them in monitoring the impact through the quarterly quality review. In summary, whilst there was evidence of partners having a positive impact on external stakeholders, customer well-being and improving environmental sustainability this was not a holistic approach across the supply chain. Consequently, consideration could be made to developing a number of key measurable targets in conjunction with partners, and review progress throughout the quarterly quality review, and ultimately communicate the performance of the supply chain to partners.


8. Conclusion PeoplePlus Group Limited and A4e trading as PeoplePlus have met the requirements of the Merlin Standard through demonstrating that they have created good working relationships with their Supply Chain Partners, their behaviours are positive and supportive, and communication is open and honest; all of which is valued by the stakeholders. The findings against the principles of the Merlin Standard clearly shows that the key strengths of PeoplePlus are in relation to the ‘design of the supply chain’ and ‘conduct’, which indicates that every effort is made to developing positive working arrangements, upholding integrity, honesty and transparency in the way they work with Supply Chain Partners. Subsequently, this style of management has continued / is being adopted across the supply chains remaining with A4e. This assessment provided the opportunity to review PeoplePlus’ approach to managing supply chains after bringing three Prime providers together; EOS, Avanta Enterprise Limited and A4e Limited and endeavouring to share best practice. Whilst this has proven to be successful further time is required to embed some practices, systems and processes, and develop consistency across the CPAs. In April 2018 PeoplePlus will be expected to undertake a further assessment against the Merlin Standard in order to retain the accreditation. Due to the current position of the organisation and the launch of a new programme to replace Work Programme, consideration could be made to undertaking a health check in July 2017. The purpose of the health check would be to establish the effectiveness of designing the supply chain and the contracting with the Supply Chain Partners in the first instance, as well as establishing the effectiveness of communication, consultation and working relationships in the early stages of the contract.

Assessment Type INITIAL ASSESSMENT

Assessor’s Decision STANDARD MET

Lead Assessor’s Name LORNA BAINBRIDGE

Visit Date 04/04/2016 – 07/04/2016

Client ID C18591

Assessment Reference PN101791

PEOPLEPLUS GROUP LIMITED INCORPORATING...

Documents

Transcript of PEOPLEPLUS GROUP LIMITED INCORPORATING...