RESTRICTED COMMERCIAL IN CONFIDENCE

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

Invitation to Tender Form

-171356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE Tender Round title: Organisation Name: Lot: Contract Package Area (CPA): The Work Programme JHP Group Ltd 2 12

-271356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

PART 1: ORGANISATION DETAILS

[1.1] Your response to Part 1 is for information purposes only. If any of this information has changed since the Framework Agreement application stage, please state this within the table below including a short explanation as to why. If you cannot provide any of the information below please explain this within the table. DWP will not be responsible for contacting anyone other than the persons named in this part of your form. If any of this information changes during the bidding period you must inform DWP of the changes by email to: WORK.PROGITTCLARIFICATION@DWP.GSI.GOV.UK Name of the Legal Entity in whose name this tender is submitted and with whom DWP will contract: Trading Name (if different from above): Company Registration Number: Company Registered address: JHP Group Ltd Not Applicable 01729661 Unit 3 Riverstone Court, Siskin Drive, Middlemarch Business Park, Coventry, United Kingdom, CV3 4FJ. Not Applicable 753570718 www.jhp-group.com

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

Name, address and company registration number Hamsard 3191 Ltd of parent company, where applicable: Unit 3 Riverstone Court, Siskin Drive, Middlemarch Business Park, Coventry, United Kingdom, CV3 4FJ. Name and Job Title of main contact: Address: Telephone no: Mobile telephone no: Fax no: E-mail address: Alternative contact Name and Job Title:
-371356061.doc

07038442 Redacted Business Development Director Unit 3 Riverstone Court, Siskin Drive, Middlemarch Business Park, Coventry, United Kingdom, CV3 4FJ. Redacted Redacted Redacted Redacted Redacted Head of Business and Commercial

RESTRICTED COMMERCIAL IN CONFIDENCE Address (if different from above): Telephone no: Mobile telephone no: Contact e-mail: Development Please see above Redacted Redacted Redacted

PART 2: TENDERER DECLARATION

[2.1] You must complete this Declaration by Tenderer. Failure to include this declaration may result in your bid being disqualified. To: The Secretary of State for Work and Pensions

For the benefit of the Department for Work and Pensions, we hereby warrant and undertake as follows: 1. We have examined, read, understand and accept in full the proposed Contract documents and all other documents and Annexes provided with this declaration and the clarifications issued during the Invitation to Tender period. 2. We have completed and submitted all information required in the Invitation to Tender Form in the format and order required. 3. We confirm the information set out in our response is complete and accurate to the best of our knowledge and belief. 4. We hereby acknowledge and agree that we have read, understand and accept the Work Programme Call-Off Terms and Conditions, the Work Programme Specification and the draft Order Form. Redacted Scanned Signature: Date: Name: Job Title: 9th February 2011 Redacted Business Development Director

Duly authorised to sign Tenders on behalf of: Name of Organisation: JHP Group Ltd
-471356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

PART 3: THE WORK PROGRAMME CALL-OFF CONTRACT TERMS AND CONDITIONS - ALTERNATIVE AND/OR ADDITIONAL CLAUSES
[3.1] 3.1 The terms and conditions of The Work Programme will be the Standard Call-Off Terms and Conditions (set out in Schedule 4 of your Framework Agreement), as modified by The Work Programme service requirements (The Work Programme Additional Requirements). The Work Programme Additional Requirements are set out in the Call-Off Terms and Conditions for The Work Programme which is supplied with your Invitation to Tender. A document highlighting the modifications made to the Standard Call-Off Terms and Conditions to reflect The Work Programme Additional Requirements is also supplied with your Invitation to Tender; for ease of identification, the changes made since the draft version issued on 8 December 2010 are shown in boxes within the document. Any proposed amendments to The Work Programme Additional Requirement must be detailed by completing the section below, giving full details of the clause(s) you wish to amend and your proposed amendments. DWP will consider proposed amendments strictly on their merits. Please note that you may only propose amendments to The Work Programme Additional Requirements; proposed amendments to the Standard Call-Off Contract Terms and Conditions will not be considered.

3.2

3.3

Comments on The Work Programme Additional Requirements: MINI COMPETITION ADDITIONAL REQUIREMENTS (For Framework Supplier Comments only) No. of the Proposed amendment with proposed wording clause(s) you wish to amend 2.11.2 and Proposed amendment: Removal of required referral to the Independent 2.11.3 Case Examiner which is excessive and potentially costly. JHP may manage any such complaints through their robust complaints procedure. Proposed wording: Deletion of clause 2.11.2 and 2.11.3. 2.12 .5 Proposed amendment: Removal of the right of the Contracting Body to unilaterally alter Minimum Performance Levels (MPLs) and Minimum Service Levels (MSLs). Changes to MPLs and MSLs should be by agreement. Proposed wording: In the event that either party requires a review of Minimum Performance Levels or Minimum Service Levels, such party shall make a request for such to the other party in writing. The parties shall then discuss such request in good faith and any consequent variation may be agreed in writing. 2.13.3 (b) Proposed amendment: As elsewhere in the Contract, there is an immediate right of the Contracting Body to terminate this should be removed. Such immediacy is disproportionate. Any dispute should be referred to the dispute resolution process.
-571356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE Proposed wording: Clause 2.13.3(b) to be deleted and replaced with the following: inform the Contracting Body that it does not intend to submit a Performance Improvement Plan, in which event the Contracting Body shall be entitled to refer the matter to the dispute resolution procedure as provided for in Clause 9.2. Proposed amendment: Revised Performance Improvement Plan (PIP) to be submitted within a minimum of ten working days. This provides some clarity and certainty for JHP in the event that they are required to submit a revised PIP. Proposed wording: The second sentence of this clause to be deleted and replaced with the following: In such circumstances, the Prime Contractor shall address all such concerns in a revised Performance Improvement Plan, which it shall submit to the Contracting Body within a minimum period of ten (10) Working Days (or such greater period as notified by the Contracting Body to the Prime Contractor) of its receipt of the Contracting Body's comments. Proposed amendment: The time periods as stated in this clause to be adjusted to fit in with the proposed amendments to clause 2.13.4. Also, if a PIP cannot be agreed upon, the matter should be referred to the dispute resolution process. Proposed wording: Clause 2.13.6 to be deleted and replaced with the following: If a Performance Improvement Plan cannot be agreed in accordance with 2.13.4 then either party may refer the matter to the dispute resolution process as set out in Clause 9.2. Proposed amendment: i) successfully complete this is subjective and imprecise and should be deleted. ii) 2.13.7 (a) this should be deleted as it is disproportionate. Any issues should either be dealt with by a further opportunity to remedy or referral to the dispute resolution process. Proposed wording: i) deletion of successfully complete. ii) deletion of clause 2.13.7 (a). Proposed amendment: As above and elsewhere in the Contract, an immediate right to terminate is disproportionate and should be removed. Any issues should either be dealt with by a further opportunity to remedy or referral to the dispute resolution process. Proposed wording: The following should be deleted: or terminate the Contract by giving written notice to the Prime Contractor with immediate effect. Proposed amendment: An immediate right to terminate (as elsewhere in the Contract in relation to other issues) if there is a repetition within 3 months of an issue that has been previously dealt with by a PIP is excessive and should be deleted. If any issues in respect of default arise they should be dealt with in the prescribed process. Proposed wording: Clause 2.13.9 should be deleted. Proposed amendment: Extrapolation rights should be restricted to the extent that any such extrapolation is a realistic estimate of a potentially pervasive error. Errors in respect of Job Outcome Payments and Sustained Outcome Payments should be actual and not subjectively considered to have occurred.
-671356061.doc

2.13.4

2.13.6

2.13.7

2.13.8

2.13.9

3.1.10

RESTRICTED COMMERCIAL IN CONFIDENCE Proposed wording: Clause 3.1.10 should be deleted and replaced with the following: a) If the Contracting Body finds proof of an error or over-claim by the Prime Contractor, the Contracting Body shall be entitled to, in the case of Job Outcome Payments only: i) recover in full from the Prime Contractor the amount or value of such error or over-claim; and/or ii) extrapolate the results of the sample checked, by assuming that the same type and percentage of errors and over-claims have been made in respect of the total Job Outcome Payments made by the Prime Contractor in that same contract year for the same type of claim and to recover in full from the Prime Contractor the amount or value of all such errors or over-claims relating to that type of payment. b) In the event that; i) the Contracting Body seeks to exercise its rights under clause 3.1.10 a), the Prime Contractor shall have the right and shall be given the opportunity to provide evidence to the Contracting Body that any error in relation to which the Contracting Body is exercising its rights under clause 3.1.10 a) is an isolated error and is not a representative sample. In the event that the Prime Contractor can show such to the reasonable satisfaction of the Contracting Body (acting reasonably), the Contracting Body shall not have the right to recover any sums under clause 3.1.10 a) ii). ii) the Contracting Body and the Prime Contractor cannot agree that an error is an isolated occurrence further to the operation of clause 3.1.10 b) ii), the Prime Contractor reserves the right to require all types of claim like the claim to which the error relates for that contract year to be subject to a full audit. In the event of such, the Prime Contractor shall only be liable for sums in accordance with clause 3.1.10 a) i). c) The extrapolation rights granted to the Contracting Body pursuant to this clause 3.1.10 shall be exclusive and any other extrapolation rights provided for under the Contract shall be excluded. For the avoidance of doubt, the Contracting Body shall have no right to exercise any of the rights it may have pursuant to clause Annex 8, A34 of the Specification. d) The Contracting Body may only exercise any of its rights under this Clause 3.1.10 in the event that the value attributable to an error exceeds ten per cent (10%) of the value of the claim to which it relates. e) If the Contracting Body finds proof of an error or over-claim in the case of Sustainment Outcome Payments by the Prime Contractor, the Contracting Body shall be entitled to: (i) undertake a check in respect of all other Sustainment Outcome Payments made for the same Customer; and (ii) where the Contracting Body finds proof of an error or over-claim by the Prime Contractor, recover in full from the Prime Contractor the amount or value of all such errors or over-claims. Proposed amendment: JHP should not need to require the permission of the Contracting Body to use Project Specific Intellectual Property outside the scope of this Contract as all Project Specific Intellectual Property should vest in JHP as it is ancillary to the Services and provision of
-771356061.doc

5.11.7

RESTRICTED COMMERCIAL IN CONFIDENCE Intellectual Property is not part of the core supply. As such the provisions relating to such should be removed. Proposed wording: Clause 5.11.7 (together with clauses 5.11.1 5.11.7 as previously advised) should be deleted. 6.3.2 Proposed amendment: Provision in respect of entitlement to adjust (former delivery plans, performance targets, kpis etc should be retained as clause) previously drafted and JHP should have the right to adjust its services and assessment of such and fees following a change imposed by Authority. Proposed wording: To be inserted as clause 6.3.2: The Prime Contractor shall comply with any changes to the needs and requirements of the Contracting Body provided that (subject to the agreement of the Contracting Body which shall not be unreasonably withheld) it shall be entitled to adjust its fees and amend its delivery plans, performance targets and key performance indicators as a result of any such changes on the basis as set out in this Clause 6.3. 6.3.3 Proposed amendment: Contracting Body should not be allowed to unilaterally change Performance Parameters (Customer volumes, Performance levels, Job Outcome qualification criteria, Fees (unit prices)) at national or CPA level as this essentially allows the Contracting Body to move goalposts by having the capacity to impose a new service delivery requirement whilst failing to allow JHP to adjust such delivery and the assessment of such accordingly. As such the provisions relating to such should be removed. Proposed wording: This clause should be deleted. 7.1.1 Proposed amendment: Deletion of expansion of indirect/consequential loss to include claim re losses arising from JHPs exercise of the break clause. This is a further onerous expansion of JHPs liability (which is also extensive in relation to other indemnities) which could potentially make the costs of exercising the break clause prohibitive. Proposed wording: Deletion of (l) any claim under clause 8.5.2. 7.1.3/7.1.7 Proposed amendment: The mutual limitation of liability is very high. The related level of insurance required would require the payment of excessively onerous premiums to achieve the required level of cover of 20 million. As such the provisions relating to such should be adjusted to a more reasonable level. Proposed wording: 7.1.3 a) reference to 20 million (twenty million pounds) to be deleted and replaced with 10 million (ten million pounds). 7.1.3 b) reference to 20 million (twenty million pounds) to be deleted and replaced with 10 million (ten million pounds). 8.5.2 Proposed amendment: Clause 8.5.2 should be made subject to a cap. As currently drafted, if JHP exercises the break clause, the Contracting Body may recover costs reasonably incurred in respect of making alternative arrangements and any additional expenditure which is potentially unlimited. This could make the costs of exercising the break clause prohibitive. Proposed wording: The following should be inserted at the end of the current clause 8.5.2: Any sums payable pursuant to this clause 8.5.2 and clause 7.1.1 shall be limited to an amount equal to 1,000,000. App.3 Proposed amendment: Any option re future services should be by 1.2 agreement. JHP would be keen to work closely with the Contracting Body
-871356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE in respect of future services, however as currently drafted the restrictions in App.3 are unduly excessive and subject to too many unknown factors. Proposed wording: Clause 1.2 to be deleted and replaced with the following: If the Contracting Body elects, in accordance with the provisions of this Appendix, to implement any option which is described in the Annex of this Appendix ("Option") then, subject to the provisions of this Appendix, and the agreement of the Prime Contractor, the Prime Contractor shall implement such in such manner as agreed between the parties. Proposed amendment: This clause should be adjusted to provide for the exercising of any option to be by agreement. Proposed wording: Clause 2 to be deleted and replaced with the following: Request to Implement an Option If the Contracting Body requires the implementation of any Option, it shall issue a written request to the Prime Contractor ("Option Request") which shall include a further detailed description of the Option ("Option Specification") which shall be based upon the details included for that Option in the Annex of this Appendix and shall request a date (which date shall be reasonable taking into account the nature of the Option) by which the Prime Contractor may respond with a proposal in accordance with paragraph 3. Proposed amendment: This clause should be deleted as it is dependent on the nature/detail of the Option and it may not be possible for JHP to submit a proposal that is consistent with the Tender. Proposed wording: Clause 3.2.3.1 to be deleted. Proposed amendment: In considering a request for a proposal, JHP should not be restricted as to Fees. This annex is attempting to tie JHP to a service model that is required to be applied to an unknown scenario, so that the Contracting Body may have absolute flexibility, whilst JHP is restricted. As such the provisions relating to such should be adjusted. Proposed wording: The second sentence of clause 3.2.3.2 should be deleted. Proposed amendment: It is not possible for JHP to guarantee what would or would not be acceptable to the Contracting Body. Again this clause requires JHP to be tied into a scenario that is subject to many uncertainties. As such the provisions relating to such should be adjusted to reflect this. Proposed wording: Clause 3.3.1.2 shall be amended so that be acceptable to the Contracting Body (acting reasonably) including shall be deleted and replaced with include. Proposed amendment: As currently drafted, procedures, criteria and consequences relating to the Option Plan are to be no less onerous than those set out in the Contract. Again this is a significant restriction as it is requiring JHP to adhere to prescribed procedures, criteria and consequences in an unknown context. Any such procedures, criteria and consequences should be as agreed between the parties, both acting reasonably and the Contract should be adjusted to reflect this. Proposed wording: Clause 3.3.3 shall be amended so that which procedures, criteria and consequences shall follow the principles and be no less onerous than those set out in this Contract that relate to any agreed tests for the Services; and shall be deleted.
-971356061.doc

App.3 2

App.3 3.2.3.1 App.3 3.2.3.3

App.3 3.3.1.2

App.3 3.3.3

RESTRICTED COMMERCIAL IN CONFIDENCE App.3 4.2 Proposed amendment: As currently drafted, this is unreasonable. Any adjustments to an Option Proposal should be by request to JHP. The Contract should be adjusted to reflect this Proposed wording: Clause 4.2 shall be amended so that call upon the Prime Contractor to alter its proposal and provide shall be deleted and replaced with request. Proposed amendment: 4.3.1 As currently drafted, this potentially requires JHP to match a third partys provision. This may be unfeasible for JHP and it is unreasonable for this to be demanded. This clause should be deleted. 4.3.2 As currently drafted, this potentially requires JHP to adopt a third partys proposal at no extra cost. This is unreasonable and unacceptable as it essentially is a requirement to match a third partys offer. This clause should be deleted. 4.3.3 As currently drafted this potentially requires JHP to adopt a third partys proposal and use that third party as a sub-contractor. This is unreasonable and unacceptable as it is forcing JHP to potentially use a sub-contractor outside its monitored supply chain. Also, the use of a subcontractor does not relieve JHP of any of its obligations under clause 6.1.1 of the Contract. This clause should be deleted. 4.3.4 As currently drafted this requires JHP to implement the option with a third party. As above this is unreasonable and unacceptable as it is forcing JHP to potentially work with a third party outside its monitored supply chain. This clause should be deleted. Proposed wording: Clause 4.3 should be deleted and replaced with If the further information, documentation and assistance provided by the Prime Contractor does not alter the Prime Contractor's proposal so that the Contracting Body's evaluation criteria are met, the parties shall meet and discuss in good faith potential alternative options that are mutually acceptable to both parties. Proposed amendment: As currently drafted, if the Contracting Body considers that no third party is capable of implementing the Option and JHPs response does not satisfy the Contracting Body, the Contracting Body may terminate the contract immediately and without liability. This is excessively one-sided and onerous. In effect, JHP is being penalised by termination of the Contract due to matters entirely beyond its control. Also, the assessment of an Option Response is subjective any such immediate termination without liability to the Contracting Body is unreasonable and unfair. This clause should be deleted. Proposed wording: Clause 4.4 should be deleted. Proposed amendment: The Contracting Body may change the Minimum Service Levels at its own discretion. This is unacceptable as it potentially allows the Contracting Body to move goalposts in respect of service delivery. This clause should be deleted. Proposed wording: Annex to Appendix 3, Clause 3 should be deleted. Proposed amendment: JHP should be entitled to recover reasonable costs and the Contract should be amended to reflect this. Proposed wording: Annex to Appendix 3, Clause 4 should be amended so that there is a new (c ) sub-clause as follows: The Prime Contractor shall be entitled to recover the reasonable costs that it incurs through the implementation of the Contracting Bodys
- 10 71356061.doc

App.3 4.3.1 -4.3.4

App.3 4.4

Annex to Appendix 3, Clause 3. Annex to Appendix 3, Clause 4.

RESTRICTED COMMERCIAL IN CONFIDENCE Appendix 13 requirements under this Clause 4. Proposed amendment: This appendix should be deleted as it is excessively onerous and JHP could potentially be obliged to implement a process that could very easily be affected or distorted by matters outside JHPs control (for example, TUPE or the one sided Change Control Process as set out at clause 3). Proposed wording: This appendix should be deleted.

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

Redacted Name: Redacted Scanned Signature: Position: Telephone No: Date: 9th February 2011 Business Development Director Redacted

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

- 11 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE PART 4: SERVICE REQUIREMENT

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

[4.1] Customer Journey - Process Please submit a process map showing the proposed end to end customer journey(s) and attach the process map as Annex 1. This should include a detailed supporting description of the customer journey(s) specific to this CPA. Your response must describe how you will ensure the customer journey is tailored to meet the specific needs and barriers of individual customers, and include the customer requirements defined in the Specification. Please note your response to this question will not be scored but will act as a reference point for the scoring of questions 4.1a and 4.1b Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to five sides of A4. Note: Format requirement and page limit does not apply to the process map which you must insert as Annex 1.

- 12 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 JHPs Work Programme Customer Journey in Gloucestershire, Wiltshire and West of England (GW&WoE) The customer journey for a JHP Work Programme (WP) customer will have the following key themes and characteristics:1. A job outcome is not an end point for a JHP WP customer; it is simply a milestone along their journey. JHP regard WP as a paradigm shift from Job Find to Career Management. JHP will devote over 20% of its cost base to In Work Support (IWS), and combine Skills Funding Agency activity to support customers in work to up skill. 2. The Welfare to Work (W2W) industry has been slow to deploy technology for customers and stakeholders alike. To achieve the step change in performance and economies required to make WP a success we believe that innovative ICT needs to be a major feature of WP; as such we will make significant investment in ICT and it will be a key feature of our customer journey. 3. JHP believes that each customer journey is unique and well design processes to most economically achieve sustainable employment for all customers. Previous W2W programmes have devoted too much resource to those closest to work; our customer journey will demonstrate an alternative approach. 4. Customer journeys are not always linear and sequential. For eg. customers will lose as well as gain motivation; they may change their minds on career aspirations. JHP recognise this and will re-assess and adapt their journey to meet customer needs. 5. JHP recognise that the complexity of support needed to meet the needs of all customer groups and employers is beyond any single provider. Hence JHP have built a highly skilled and experienced supply chain (SC) to deliver significant parts of our customer journey, to reinforce the reach and strength of our offer. These principles are embedded within a simple 4 step delivery framework of engage, focus, transform and sustain which all customers will move through on their journey to work. ENGAGE key features of this stage We will make it as easy as possible for each customer to start their WP. We will provide a choice of engagement mechanisms: a free phone 0800 number, online or via drop in to one of our 130+ delivery locations across GW&WoE. Customers will be contacted by our centralised team of Customer Service Administrators (CSA) within 2 working days of a PRaP referral being received. We will call each customer 3 times and write to them 3 times within 15 days before referring back to JCP. Where required, we will visit customers at home e.g. if a customer has mobility issues (particularly relevant to ESA/ IB customer groups). This activity will ensure that all customers are engaged and attached within 15 days of being referred to the programme. Everyones journey starts when they first engage At first engagement we will: 1) evaluate the customers competencies and interests and perform an immediate job match to live vacancies &/or career path 2) identify which critical factor, if addressed, will move the customer into work 3) co-ordinate specialist support e.g. health related issues, where required. We will assess these 3 factors by training CSAs to use a bespoke screening tool including 16 key questions across five central categories: work readiness, health, skills, motivation & confidence and job path. The tool will produce an initial assessment of the customer, a job matching result and direct customers to their Job Coach for job application activity and/or further in-depth assessment. This will generate customer Action Plans and initiate their first activity. Innovation: Our assessment tools will be integrated with a live vacancy database so we can begin job matching activity as soon as each customer starts on the programme. Automatic online job matching will continue throughout the journey sending customers regular job updates via email, SMS or their Coach.
- 13 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) Ensuring customers understand expectations of the Work Programme At this initial contact well initiate a customer contract to ensure each customer understands what we expect from them and what they can expect from us. FOCUS key features of this stage Assessment is ongoing to continuously update job matching JHP has developed a bespoke toolkit of high impact assessments in collaboration with JCA (welfare assessment specialists) with three key aims: To match customers against live jobs/career path based on competency profiles even if customers need further support to develop sustainability skills. To equip Job Coaches with the ability to understand the critical factors and risks impacting a customers ability to secure and sustain work. To improve customers self awareness and to adopt a can do approach focusing on their skills, ability, personality, potential, attitude and motivation. Our toolkit will be used regularly and include the following functionality: Job Matching: Links personal competencies & attitudes to live vacancies/career Personality Profiling: Identifies an individuals strengths, potential, interests and skills linked back to suitable job roles, sectors and progression routes. Sustainability Forecasting: Explores internal attitudes and behaviours towards specific vacancies and external influencers Barriers: Examines employment inhibitors, assumptions and choices. Values: Highlights what is important to customers once in work and how this can map back to suit vacancies in certain roles/sectors. Where appropriate, well conduct literacy, numeracy, ICT and further specialist diagnostic assessments based on indicators from our initial assessment. Innovation: All assessments will be available for customers to complete online, face to face or via telephone with Job Coaches. The format is driven by customer choice and/or their level of need and agreed between customer and Coach. Identifying specialist customer need Where weve identified a specialist need, customers will be referred to in-house Specialist Coaches who will provide in-depth assessment and specialist support. Specialist Coaches will have expertise on specific customer requirements (e.g. housing) or customer groups (e.g. Lone Parents), working peripatetically to support those most in need across the CPA, either directly and/or with our specialist subcontractors e.g. Disability Works, Prime, Blue Sky social enterprise, Turning Point, Gingerbread. Building bespoke, personalised journeys for every customer Job Coaches will support customers to agree personalised Work Programmes, using the outputs of our assessment toolkit to develop an Action Plan. Every plan will include long term goals and short term objectives, covering pre and post employment support including career progression. The first job will be a short term objective within every plan. Combining long and short term goals will enable us to effect longer lasting change whilst celebrating success every time a customer completes a milestone. Job Coaches will use action plans as a starting point which, when agreed, become a customer contract between JHP and each individual. Customer contracts allow customers to make choices about, and take responsibility for, their own journey, including which services they access, how and where. The contract also holds JHP to account outlining the support well provide for every customer. Customers can access their contracts at any time on the customer portal or via their Coach. Reviewing progression and customer needs Customers and Coaches will be able to review progress and monitor activity online, with regular review sessions to measure distance travelled and plan next step actions.
- 14 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) During each review action plans will be updated to reflect objectives achieved and review job matches, plus any additional needs or support identified. TRANSFORM The results of our assessment tools are used to drive dialogue between the customer and Coach to identify the combination of activity and support each customer needs. To meet these needs we have over 74 support activities that will transform their Knowledge, Attitude, Skills and Habits (KASH) before and after they move into work. These broadly fit into six categories to develop into positive, job sustaining behaviours: Knowledge 1) Career Planning 2) Specialist Support Attitude 3) Soft Skills Skills 4) Work Related Activity 5) Skills Training Habits 6) Employability Preparation Career Planning: We will work from Day 1 with each customer to job match them to local vacancies/career paths. Jobsearch Facilitators will help customers use our on-site resource centre to look for/apply for jobs and interview preparation and also provide this support on a peripatetic basis. Career planning support will include: Electronic JobsBoard Electronic Job Matching Maps TV see innovation below Responding to Adverts Outreach Drop-in Recruitment Agencies Sector Specific Jobsearch In-centre online outreach Innovative methods: e.g. Maps TV matches customers to vacancies/career paths with web-links to video content of interviews with people performing those roles, enabling customers to explore roles, benefits, realities & transferable skills. Specialist Support: A large proportion of customers will have some form of complex need(s) and barrier(s) which well address via Specialist Coach support or referral to Supply Chain experts and existing local services. Examples include: Lone parent support Money, debt & legal advice Gingerbread CAB Ex-Offender - Clean Slate Housing - 1625 Independent People Disability support - Shaw Trust Substance misuse - Second Step Lifeworks: Every customer will also have access to Lifeworks an independent employee assistance program providing professional counselling support and advice on Health, Family, Work, Money and Emotional Wellbeing Soft Skills: we have gathered the views of employers in GW&WoE to discover the soft skills that they prioritise the top answers included: problem solving; interpersonal skills; effective communication; flexibility and the ability to handle personal problems. Our findings have been incorporated into our delivery model that integrates soft skills and improvement ethics by working with our specialists, eg. Barnardos and Princes Trust. Work Related Activity (WRA): Community Placement Officers will source opportunities for customers to develop in work behaviours and skills by offering a selection of WRA, including: work placement, community projects, volunteering, work in a social enterprise. Customers will receive a preview of In Work support. Coaches maintain weekly contact to: confirm attendance, monitor/address customer needs & obtain feedback to ensure continued relevance & value to the customers journey. Re-Work, Restore and Blue Sky offer 900+ supported work placements with training in, eg horticulture and construction. Skills Training: Skills development is a fundamental aspect of job sustainability and career progression, hence we will begin skills training before a customer moves into work and throughout their WP journey. Skills training will range from entry level modules to graduate and management options to cater for different levels of need. Short Courses Technical Certificates
- 15 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) Sector Specific Routeways Skills Passport e.g. CSCS Alongside our and the Supply Chain vocational training, Phoenix will deliver security training and N-Gaged professional driving, both with access to sector vacancies. Employability Preparation: Our assessment tools will identify those customers who need support to develop employability skills, to move into sustainable employment. Illustrative examples of this activity include: CV writing Work Ethics Disclosure (for offenders) Time Management Personal Belief Enterprise Effective Jobsearch Managing your Manager Implicit Career Search Implicit Career Search (ICS): ICS is a career development tool designed to help those furthest from the labour market discover meaningful, long-term work. ICS provides practical methods to explore and transform behaviours and feelings to improve self awareness, resilience and determination alongside a 5 step career development plan. Trials in Canada have proven to improve job outcomes for the hardest to help by 100% 75% of those who completed ICS moved into work. Self Employment: We have engaged with local experts North Somerset Enterprise Agency (NEAS), GWE, Brave, Gloucestershire Enterprise Ltd (GEL) to provide specialist, 1:1 self employment support, tools and information to enable customers to develop their ideas & ambitions into successful business start ups. All interventions and support will be available to all customers from day 1 for 104 weeks: the intensity, frequency and format of support will vary for each customer. Innovation: Our system monitors customer uptake of services, subsequent impact & analyses the most successful interventions for each requirement. Creating an environment to enable and encourage self directed support Interventions and support will be delivered at a time and place, intensity and manner to suit customers needs and circumstances. Well enable our customers in self directed support by providing access to 24/7 online resources, a social network space to engage with peers and staff and the opportunity to look and apply for jobs whenever they choose. Customers will book onto webinars and workshops at times and in locations to suit them. Ensuring customers participate on programme Where customers fail to complete mandatory activity we will make contact to understand why they failed to attend and provide support to ensure they have every opportunity to participate e.g. changing the services they receive and the way in which they access them. We will also re-iterate the impact of benefit sanctions. If the customer fails to engage further we will issue a formal warning followed by a final warning and referral to JCP on the third attempt. For customers with learning needs we will visit them at home if they dont respond to our initial contact to ensure they understand the implications. SUSTAIN Transition: Helping customers to move into work and keep their job As soon as a customer moves into work we will complete a Sustainability Assessment with them, to identify triggers which may jeopardise sustained employment and any preemptive actions and support required. Job Coaches will also arrange a Work Transition Review to prepare customers for work by: 1. Reviewing any changes the customer needs to make: Ranging from childcare and travel needs to working tax credits and Access to Work applications. 2. Developing a package of In Work support: Agreeing the frequency and format of contact with their In Work Coach during their agreed transition period, as well as any development or additional support needs e.g. Mental Health support (Independence Trust) and housing support for young people at risk of losing their homes (1625 Independent People).
- 16 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) Continuum of support in work We have developed a continuum of In Work Support which will ensure individuals can access appropriate levels of support as and when they need it. In addition to services outlined in Transform, all customers will be entitled to a dedicated In Work Coach: specialist staff trained by occupational psychologists to understand the behaviours of sustaining work. They will support each customer to stay in work and access our In Work services including: Mentoring: Successful (ex) customers will be buddied with customers to provide extra support where there is a risk of them leaving employment. They will provide 1:1 support and act as a role model & a conduit for discussing issues to resolution. Career Management: Helping customers to progress in work JHP will offer every customer access to three In Work skills routes to support their ongoing development and career progression, catering for all ability levels: Skills Provision: As the 3rd largest SFA provider in the UK we will facilitate access to integrated employment and skills, joining up customer journeys and funding streams. We will deliver apprenticeships and other vocational qualifications, many of which they will have commenced pre employment. In Work Coaches will work with our Skills engagement teams to provide access to these opportunities. All skills provision will be accessible via remote learning or online. Skills Passport: JHP has designed a fully accredited Skills Career Passport in collaboration with EDI exclusively for our Work Programme customers. Ranging from entry 3 to level 1, customers will undertake 2 mandatory units (Developing Self and Team Work) and 2 optional units within a sector of their choice. Ready to Work: Weve collaborated with Educare to develop a range of work related courses for those who dont want to complete a full qualification. Rewarding customers in work: Customers will accrue Loyalty Card points for in work essentials e.g. Childcare vouchers, every month they sustain in work. Supporting customers to move jobs and stay in work Continued Jobsearch: We will accept many entry level jobs wont sustain for two years. Hence, we will continue to offer job matching and job search support for customers in work e.g. well support customers to move to better paid, more rewarding jobs as they acquire skills, competencies and experience. Rapid Response: Where customers are at risk of not sustaining work, In Work Coaches will initiate an intensive period of motivational and Jobsearch activity to re-energise and re-focus them. We will also prioritise job vacancies and task Employer Solution Consultants to source jobs specifically for these customers; mitigating periods spent out of work if they dont sustain in a particular job. Re-Start and Refresh for customers who fall out of work Customers who leave work will receive intensive 1:1 support to refresh their WP and reengage with employment. We will work with them to identify what went wrong, what they learnt, what they would change and what to do next. They will then be supported to reengage with their Job Coach, update their profile for job matching and apply for work with access to the support/services they require. Leaving the Work Programme Customers who reach the end of their 104 week stay on the programme, but havent moved into sustained employment will have a final review session with their Job Coach and referred back to JCP, along with an exit report, which as a minimum will contain: the customers action plan, a brief history of activity undertaken and our recommendations on next steps. Customers who successfully complete the Work Programme by sustaining work will be offered the opportunity to act as a mentor. We also encourage customers to continue their onward journey with a final IAG session with their In Work Coach.
- 17 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

[4.1a] Customer Journey - Rationale Please describe in detail: your rationale for your proposed Customer Journey(s) detailed above in 4.1 within this CPA; and

the benefits to the individual customer groups of this approach.

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

- 18 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a The key characteristics and features of our delivery model are driven by individual customer need; not by the type of benefit a customer claims e.g. JSA, ESA, IB, IS or the label theyve been tagged with e.g. ex-offender, lone parent. Our rationale to design a model around the needs of individuals, not of whole customer groups is to ensure the needs of all customer groups in every locality are addressed equitably. Our model will also look beyond customer barriers, to what an individual needs to move into and sustain work, using innovative methods sought from JHP and our supply chain, plus international best practice. This is driven by an underlying principle that everyone has the ability to work if the will and support id there. Were confident our approach will result in sustained job outcomes. All narrative highlighted indicates points taken from 4.1 Rationale, benefits and evidence for key themes and characteristics: 1. A job outcome is not an end point: our extensive In Work support offer will: Ensure we help customers build their career through continued personal and skills development, including support to move between jobs Continue to address ongoing barriers and emerging needs in work, which dont disappear when a customer gets a job 2. Technology will be a major tool for WP delivery to: Enable and empower customers to self direct the content and pace of their journey Reduce inefficiencies and allow more resource to be deployed where face to face interventions are more appropriate to meet customers needs Drive engagement for customers who prefer to communicate and learn online 3. Bespoke customer journeys: tailored and personalised services are critical: Because customer need transcends claimant group; no one customer will face the same set of needs as another and so their journey should reflect this Over a 2 year period the life and circumstances of customers will change. We are able to mould our services to meet those changing needs. 4. Engage, Focus, Transform, Sustain: our delivery framework will ensure: Customers follow a non-linear path driven by an ongoing assessment of their need allowing us to flex and change our services in response The journey is always centred around sustainability 5. Partnerships: ensuring complexity of support needed for all is met: We have selected 10 end to end and 40 ad hoc specialist intervention supply chain partners to ensure we support all customers in every locality across Gloucestershire, Wiltshire and West of England (GW&WoE). Rationale, benefits and evidence for key elements of our journey: 1. Engage relies on high quality customer service where customers feel welcome, included, involved and valued. Weve designed the role of Customer Service Advisor around this. When a customer completes this stage of the journey they will be referred to a dedicated Job Coach who will continue to build and maintain rapport this is central to all high quality models of coaching. Multi channel approach: freephone 0800, online outreach, home visit We want to engage as many people on programme as soon as we can, giving customers every chance to do so in a way that best meets their needs e.g. Free phone and online access, as well as in-centre and outreach delivery. This is on the basis that it will better enable us to engage customers more quickly; will improve access for people less able to travel or who live remotely; and, will encourage participation by empowering customers to choose how they prefer to communicate with us. Evidence: we know customers want to work with us indifferent ways because theyve told us and in response we developed the JHP Academy which provides over 2,000 1:1, group webinar and tutor guided e-learning sessions annually with a 95% sustainment rate.
- 19 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a (continued) Initial assessment: At first engagement we will assess work readiness, health, skills, motivation & confidence and job path with live job matching We want people to move into work as soon as they can and redress the balance between pre and post employment support, on the grounds that people can develop skills and tackle barriers whilst in work if given the right tools and support. Well do this through a first job approach starting at the point of engagement well assess customer competencies, barriers and needs through a bespoke screening tool, immediately job matching them to live vacancies. Well do this in a conversational style to remove any perceptions that the customer is being tested. Evidence: Our initial assessment is underpinned by JCA research which states five key drivers of sustainability are work readiness, health, skills, motivation & confidence and job path. Meeting Customer Needs in GW&WoE: Our approach will meet the needs of all customer groups, particularly voluntary IB/IS e.g. in West of England (WoE) 54% of all claimants are in receipt of IB/IS of which for over 2 years; in Weston central 25% of working population is in the IB/IS customer groups. Voluntary IB/IS: Community engagement in areas, and home visits will make it as easy as possible to start on programme; particularly as customers are fearful of travelling far. 18-24: Gloucester has a young age profile and technology is embedded within daily life for young people, for example 75% regularly use social networking sites. JHP has embraced this, developing technology based engagement solutions to engage and support these customers. 2. Focus builds on engagement and moves the customer forward. Focusing customers is about enabling them to solve problems and identify what needs to change in their life. This needs to be meaningful change that the customer owns and feels capable of. Self efficacy combined with a focus on customer strengths will drive high quality action plans that customers follow through with. High impact toolkit: JHP has developed a bespoke toolkit of high impact assessments in collaboration with JCA Our ability to identify and understand the needs of every individual will drive the success of the outcomes we achieve. Most importantly, we want to understand what will make a customer sustain work. Evidence: JCA use occupational psychologists to build tried and tested toolkits directly linked to job sustainability. Job matching people against their competency base, mapping personality profiles with a role or sector and assessing attitudes and behaviours to work will provide indicators and actions on the likelihood a customer will sustain work. Can Do approach: Focussing on a customers skills, ability, personality, potential, attitude and motivation We want customers to recognise what they could bring to the workplace if they were offered a job tomorrow by focusing on their abilities. This is on the basis that sustained work needs to be driven by a shift in mindset to what a customer can do, not what they cant. Evidence: the JCA toolkit is underpinned by psycho-social models proven to improve self awareness and esteem which will positively impact a customers perception of themselves and their ability to work. Method of assessment: All assessments will be available for customers to complete online, face to face or via telephone We want to improve the way customers interact with us by providing access to services online where the customer is capable and chooses to, whilst providing one on one support or a blended approach for those who need it. Evidence: the JCA toolkit includes a simple user interface, multiple choice and visual aids to allow people with the most basic ICT skills to engage. Approximately, 60% of JCA users access online assessments. Addressing specialist need: Customers will be referred to Specialist Coaches or supply chain partners who will provide further in-depth assessments
- 20 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a (continued) We want to ensure any customer can access the support they need to move into work. The need for specialist support is driven by the diversity of customers referred to the Work Programme e.g. JSA Early Access and ESA Ex IB, and the complexity of needs they face, which is beyond the capacity of any one provider. Specialist support will be particularly important in North Somerset with high unemployment (33% of working age on benefits, 55% of which on IB; 11% of countries rehab centres; 50% no qualifications; only 57 businesses employ more than 100. Evidence: NSEA created 10 new social enterprises, worked with small businesses in rural areas to create 22 new jobs and supported 115 start-ups to create 125 jobs in 09-10; Shaw Trust and Pinnacle People with ESA/IB/IS track record will deliver in the area; our specialists include Bristol Drug project and supported work placements through such as Barton Hill, Goblin Combe, Re-Work. Customer Contract: Job Coaches will agree a personalised Work Programme for every customer A customer contract assigns responsibility, accountability and ownership to the customer in return for whatever support they need from their Job Coach. Evidence: This approach is proven to empower customers in taking ownership of their future and effecting lasting change i.e. sustainable outcomes. Meeting Customer Needs in GW&WoE: Providing customer focus through a can do approach will have a significant impact on all groups, particularly JSA 25+, ex-IB and ESA who are long term unemployed (5 years +). This is on the grounds that people out of work for any sustained period of time often develop negative, barrier focused attitudes to work rather than focusing on what they can do; leading to a downward spiral to benefit dependency. Approx 33% of working age in North Somerset are on benefits with significant percentage on IB/IS in hotspots such as South and Central Wards. 3. Transform takes place through customer action and progression towards meaningful goals which results in increased motivation, wellbeing and self esteem; creating a cycle of momentum for the customer and initiating a fundamental attitude change that leads to sustained progress. KASH: We will help customers transform their Knowledge, Attitude, Skills and Habits (KASH) To successfully transform our customers on their journey, we need to equip them with the knowledge, attitude, skills and habits critical to securing sustainable work. Evidence: This is validated by research which shows that KASH is a critical success factor in sustaining work habits and attitudes can be practised pre employment but it is only when in work that habits and attitudes are tested, modified and embedded; whilst skills and knowledge are the hooks to securing work to begin with. Flexible menu of support: interventions and support will be delivered on a rolling programme basis in centre, via outreach and through online resources We want to make it as easy as possible for customers to access the interventions and support they need. Flexibility in how services are accessed will ensure customers with a preference can make a choice, whilst those constrained by factors such as travel or disability are not excluded. Evidence: many of our customers in the GW&WoE live in isolated areas mainly in Gloucester and Wiltshire eg. 9,000 or 38% of all claimants, whilst over 40% of JHP customers have told us they would prefer to access services online. Implicit Career Search: tool designed to help those furthest from the labour market We want to deliver a job first service for everyone, not just those considered job ready. We believe its not about distance from the labour market, but about a persons belief in themselves and determination to make a change alongside the right support. Evidence: Intensive support via ICS has proven to improve employability of hardest to help customers by a factor of 7 in Canadian employability trials. Meeting Customer Needs in GW&WoE: Taking a whole person approach to develop a
- 21 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a (continued) customers KASH is particularly relevant to early entry JSA e.g. exoffenders, who may have spent significant periods out of work with few, if any, developed work habits. GW&WoE has particularly high offender re-settlement rates in areas such as Bristol. Voluntary ESA customers may have the right attitude and good habits to move back to work, but need to update their knowledge and skills to secure a new job e.g. they may have had a physical job (e.g. automotive manufacturing at Honda) before their health problems and may need to learn new skills to move into a less physical role. Sustain is a natural progression from engage, focus and transform. True resilience in work lies in developing a customers KASH and career management skills. Being able to manage the ups and downs of life in work, whilst having the ability to progress and grow are the key stones for success. Transition review: Job Coaches will arrange a Work Transition Review to prepare customers for work once theyve secured a job We want to put in place a package of In Work Support before a customer moves into work, including measures that will prevent them falling out of work. From childcare and travel arrangements to work adaptations e.g. Access to Work applications. Evidence: There is little evidence of sustainment rates over a two year period hence our long term commitment to In Work support. Early intervention: sustainability assessments will be completed to identify key personal triggers which could jeopardise unemployment We want to identify the early warning signs when a customer is at risk of falling out of work so we can put in place measures to prevent this. Investment in early intervention outweighs the negative impact dropping out has on a customers ability to get back on track. Evidence: Over 75% of JHP customers surveyed were still in work after 12 months Skills Development: we will offer every customer access to three In Work skills routes to support ongoing development and career progression Investing in skills will drive sustainability rates by enabling us to move from a job find to career management approach. Were also using our 27 year expertise in skills by developing bespoke courses exclusively for our WP customers which are centred around sustainability e.g. SFA Vocational Training, Skills Passport and Ready to Work. Evidence: As the 3rd largest SFA provider in the UK we know WBL improves job retention; over 75% of our customers stay in work. 86% of JHP employers also want short courses that improve staff competencies. Mentoring: Customers who successfully sustain work will buddy new customers We want to introduce peer support to motivate and inspire customers as they move into work. Evidence: Our experience tells us that when a customer participates in a mentoring scheme with someone with a similar background or experience, they are more likely to stay motivated and achieve success. Re-Start & Refresh: customers who leave work will receive intensive support We recognise that some customers will find the transition to work difficult and challenging and may decide to leave their job. To prevent a downward spiral back to benefits we will initiate a period of intensive support to help them secure another job. Evidence: this approach is validated by our experience from programmes such as response to redundancy where we are three times more likely to help a customer return to work the sooner we picked them up after redundancy. Meeting Customer Needs in GW&WoE: Early intervention, skills development and mentoring will meet the needs of all groups, particularly ex-IB customers with exacerbated fears about recurring health conditions in work. Positive role models will illustrate the benefits of work and early intervention will ensure support as soon as its needed. Around 3,000 people will leave IB to JSA/ESA over the next 3 yrs in GW&WoE supported by our Specialist Coaches and specialists such as Second Step. For some securing a job and retraining in work will be more important than pre-work training to build confidence.
- 22 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE [4.1b] Service Requirement DWP expect all customers to receive a minimum level of service. Please clearly define:

Your minimum service delivery levels for all customers within this CPA; Your rationale that supports your approach: How it addresses the needs by customer groups.

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

- 23 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1b Providing a minimum level of service for every customer in GW&WoE JHP and its supply chain are committed to offering the highest quality of service, and equity in access to those services, for every customer in GW&WoE. To ensure our services meet the diverse needs of all customer groups in GW&WoE, we have developed 23 Minimum Service Levels (MSL) within three categories of delivery: 1. Overarching MSLs that apply to any customer at any point on their journey 2. Phased MSLs that apply to all customers at each step of their journey 3. Specialist MSLs which apply to customers with specialist support needs Overarching Minimum Service Levels: 90% of premises will be easily accessible and within 10 minutes of public transport routes: To ensure easy access for all customers particularly those without access to private transport means or customers less able to travel e.g. disability or dependents. Our online service will be functional a minimum of 98% 24/7 365 days a year: To ensure service access from online equipped locations e.g. library / home, beneficial to those with mobility or access issues. Also facilitates self direction and customer ownership of the journey, particularly for those closer to the labour market. Minimum contact: all customers will be entitled to engagement every 2 weeks: Building trust and rapport between staff and customers will ensure participation, increase activity on the programme and provide focus towards job entry. Especially for customers who may distrust public services e.g. ex-offender or with complex needs e.g. ESA Ex IB. 100% of customers will be entitled to be trained to a functional level of IT skills: To support customer engagement with JHPs online services and the modern workplace. IT stands with Literacy & Numeracy as the third basic skill. We would expect 20% of all customer groups to take up this support to improve confidence and life/work skills. All expenses (travel, childcare, other) incurred by Work Programme (WP) activity will be reimbursed, with receipt of evidence: To ensure no financial burden is placed on the customer, ease their anxiety about expenses and facilitate access to all activity. We will ensure 100% of customers can feedback: It is important that customers can feedback on our services so we can make changes to better meet their needs. Our aim is to achieve feedback from over 30% of all customer groups. 1% of all customers will be invited to engage in Focus Groups to inform the design of the service: We will invite representatives from all groups, to provide a direct customer voice into our continuous improvement cycle, which will examine the potential to flex service delivery to meet local customer needs. Minimum Service Level for the Engage phase of the customer journey: 90% of customers referred will attach to the WP: To drive participation and make sure no one slips through the net. Our multi channel approach has been designed based on a customer survey with 41% declaring a preference for telephone / online services. We will contact and attach all customers within 15 working days of receipt of a valid PRaP referral: To provide an efficient response to customer referral and initiate contact with all customers within 2 working days to secure a full attachment within 15 days. 70% of customers will be attached within 5 working days from referral. Minimum Service Levels for the Focus phase of the customer journey: 100% of customers who start on the programme will have an Action Plan (AP): To have an accurate record of assessment results, agreed activity, support and measure distance travelled. APs will be available online for safe storage, easy location and customers will be able access/update them remotely. We will assess the needs of 95% of the customers we attach: Our high impact assessment is the crux of a personalised journey. This will lead to relevant and essential support for each customer to meet their ongoing needs.

- 24 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1b (continued) 95% of all customers will be inducted onto the WP: So that customers fully understand the service and expectations of their input & activity. We will support customers to be inducted on line, by telephone or face to face. Minimum Service Level for the Transform phase of the customer journey: 100% of customers will have access to Computer based job search facility: To facilitate job search activity, job preparation workshops and access to our electronic jobs-board, job-matching and job application services. As a minimum we would expect an average of 2 hours per week. Online services for WP: To enable customers to access provision in a manner which suits them and allows to take ownership of their customer journey. As a minimum wed expect 30% of customers to access on-line services at some point of their journey. Work related activity: to enable customers to develop work skills and experience e.g. young people / early access groups. We expect 40% of customers to participate in WRA Interventions and specialist support driven by need and agreed with delivery staff: To support customers to effect positive change in their lives and position themselves to enter and sustain work, interventions will be deployed according to need e.g. vocational skills, Self Employment, referral to Specialist Coach not by their benefit. As a minimum we would expect: 1) 85% of customers to undergo an intervention of any kind 2) 50% of customer to undergo multiple interventions 3) 5% of customers to undergo an intensive support offering. JHP and supply chain specialist support driven by need and agreed with delivery staff: As a minimum we would expect 20% of customers to receive specialist support Minimum Service Level for the Sustain phase of the customer journey: 100% of customers who enter work will be re-assessed for sustainability and have an in-work Action Plan: Customer needs and circumstances may change in work e.g. fluctuating health issues and will need to be assessed against the particulars of the actual job/role/employer/location. To ensure sustainability, assessments will determine in work support customers receive & highlight the potential for early intervention. 100% customers entering employment will be entitled to in work support: To provide a continual single point of contact, 1:1 support, motivating customers to discuss and resolve issues, engaging with employer, facilitating access to all WP interventions and additional ad-hoc services pertinent to that customers sustaining work and/or progressing. All in-work customers will be entitled to engagement every 2 weeks. Where funding is available up to 50% of customers over the age of 25 will be able to access in-work vocational training, with an additional 30% 18-24 customers being offered apprenticeship frameworks: To provide a seamless and integrated employability & skills offer, combining SFA and DWP services to maximise all employability and vocational skill development opportunities to increase competencies, confidence and productivity for each customer. All customers that are identified as unlikely to sustain will be offered a mentor: Ex-customers will provide a positive role model of successfully sustaining employment, particularly harder to help groups e.g. Ex IB. They will support sustainment by offering a confidential opportunity to discuss workplace issues, informal peer support and advice and guidance. We expect 30% of our in-work customers to work with a mentor. 100% of customers will be offered an Incentive to sustain employment: To provide a quantifiable benefit for customers to participate in support activities and to sustain work. We expect 25% of in-work customers to receive an incentive reward.

- 25 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

PART 5:

SUPPLY CHAIN MANAGEMENT

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

Annex 2 to show the structure to be put in place within the supply chain to deliver the Work Programme provision in terms of overall percentage of delivery, specialism and geographical coverage; and Annex 3 (Sub-contractor Declaration) for your proposed sub-contractors as appropriate.

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

- 26 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.1 JHP has developed a fit for purpose delivery strategy to meet the needs and challenges of GW&WoE by playing to the strengths of both JHP and local supply chain partners. Underpinning our delivery strategy are three partner selection principles designed to drive successful outcomes for our customers in GW&WoE: High performing, high quality and financially stable welfare to work providers Local with existing infrastructure, stakeholder networks and strong employers links Third sector partners delivering specialist services at the heart of local communities. Our approach will ensure that JHP is leading a strong network of financially robust organisations with the resource to service the programme for the full seven year cycle: sharing the risk and reward of performance led contracting. The flexible approach will secure evolution throughout the contract to meet CPA needs 2016 and beyond. Direct and subcontracted delivery JHP will deliver 22% of volumes with 10 supply chain partners delivering 78%. We will pass down a number of minimum service requirements from our delivery model to end to end partners. JHP (22%) will provide end to end delivery for BANES, Gloucester, Stroud, Forest of Dean and West Wilts. Rationale: 27years experience, local offices, well developed IES. Shaw Trust (11%)will provide end to end delivery in North Somerset, Swindon and Kennet Rationale: A large experienced high performing provider with 57% progression rate on Workstep (national 9%), an outstanding 94% sustained for 6 months+. Prospects Services Ltd (10%) will provide end to end delivery for customers in central Bristol. Rationale: Top in the SW ND (Aug 10) 22% (national ave 20%) Tomorrows People (10%) will deliver end to end delivery for in Bristol. Rationale: Success with hard to engage groups - 82% outcomes with disadvantaged NEETS. Pinnacle People (11%) will provide end to end delivery to all customers in South Gloucestershire and north Bristol Rationale: Established high performer - 95% on programme retention, 50% job entry rate for initial FND cohort and 94% job retention. City of Bristol College (6%) will provide end to end delivery to all customers in Bristol and South Gloucestershire. Rationale: Works with hard to reach groups throughout cities communities, 77% NEET progressed; IES reach and large employer contracts,. North Wessex Training (NWT) (11%) will provide end to end delivery to customers in Swindon, North and Salisbury. Rationale: Extensive IES experience and reach; in top 4 Pathways to Work and achieving 54% (target 35%) families into work. Gloucestershire Development Agency (GDA) (1%) providing end to end in Gloucester. Rationale: 154% into employment; creating 300 placements; employer network of 900. Learning Curve (2%) will deliver end to end for JSA Early Access (offenders whose main barrier is criminogenic need) in Wiltshire and Swindon working with Wiltshire Probation Trust. Rationale: Experienced eg. 88.37% offenders complete courses Avon and Somerset Probation Trust (4%) will deliver end to end for JSA Early Access (offenders whose main barrier is criminogenic) in West of England and Gloucestershire (working with Gloucestershire Probation Trust). Rationale: 126% (target 400) into sustained employment; 100 jobs with Restore Social Enterprise (96% retention). BTCV (11%) will provide end to end delivery to all customers in Cheltenham, Cotswold, Tewkesbury and Swindon. Rationale: New Deal Prime contract 7,080 starts pa, FTET 32% JER YTD Sept 10. In addition, we have selected 40 call off specialists to deliver services that will meet the diverse needs of all 8 customer cohorts including the hardest to help customers. Innovation: We have extensive local partners and our supply chain already refer customers to e.g. Outset Bristol, Frederick Foundation, Community First (start-up grants/ loans), Bristol Drug Project, ARA, Dance Voice, Barton Hill, Advance, Signpost and Rite Direkson, Somali Resource Centre, Teens in Crisis, Hope House Centre, Ready4Work. All end to end partners will have access to our bank of specialist ad hoc services. Our
- 27 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.1 (continued) network of specialists includes: Mental Health and Substance misuse - Second Step (WoE), Mind Wiltshire and Swindon, Independence Trust Disability - Disability Works, Shaw Older People - Prime, TAEN Self employment - North Somerset Enterprise Agency, Brave (WoE); Gloucestershire Enterprise Ltd; GWE Debt Advice - CAB Lone Parents Gingerbread Specialist Training: learndirect NGaged (distribution), Phoenix (security) BMEs - Black SW Network, BTCV

Carers Princess Royal Trust for Carers, Carers Gloucestershire Volunteering Voscur, Volunteering Bristol, GAVCA, GROW, VANS. Graduates - Grad South West Housing and Homeless Salvation Army, 1625 Independence Trust Social Enterprise - Restore, Blue Sky Young People - Barnados, Princes Trust, Second Chance Offenders - Turning Point, Clean Slate, Probation Trusts Lone Parents - Gingerbread, SPAN

The best strategy for customers in GW&WoE JHPs delivery strategy for GW&WoE has been designed by a team of local people who live and work in the CPA and understand the challenges it faces. Weve also consulted with existing stakeholders (e.g. meetings with ForwardSwindon, WoE Partnership, GlocsFirst, Wiltshire CC, Next Step, City of Bristol Council, local Enterprise Agencies, mental health and substance misuse agencies, Probation Trusts, OLASS in prisons, colleges; and attending voluntary sector events) to develop solutions to new and long standing issues. Evidence: Agreed meetings with WoE Partnership; assessment and brokerage services (Probation Trusts and mental health / substance misuse agencies). Geographical Coverage: The disparity of demographics for GW&WoE presents a unique delivery proposal. There are urban areas with pockets of deprivation, eg. St Pauls (Cheltenham), Penhill (Swindon); and areas of rural deprivation eg. Wiltshire, Forest of Dean. Solution: WP will be delivered from our infrastructure that includes extensive outreach and community sites (Dee getting FoD eg). In addition, we will offer online delivery such as skype/webinar to engage our customers. Deprivation and disadvantage: GW&WoE has some of the most deprived wards in the UK (Lawrence Hill in Bristol); large ethnic communities in Bristol (8.2%), Gloucester (7.1%), and high levels of isolation (North Somerset 49% no transport, 50% no quals, in worst 2% for health) Solution: A trained supply chain with footprint and specialism; mental health / substance misuse assessments; volunteering (CSV) and supported work placements (Re-Work); transport eg South Bristol Link and Wheels to Work. Economic growth challenges: SME and micro are crucial (58% of private sector workforce is in businesses with 49 or less); and raising skills levels to take opportunities in aerospace, advanced manufacturing, public and professional services. Solution: Work with enterprise agencies and economic development teams; create engaging skills opportunities (eg. Glocs Do-IT, Foundation Housing) and skills development and progression with employers (eg. CoB College with GKN, Honda). Labour market supply & demand: The CPA is poised for growth with businesses in highly qualified productive sectors and inward investments such as SPark, Avonmouth, Ashley Down, Knowle, distribution centres (M4 and M5), bio and creative industries. Solution: As a large skills provider we are specialists in delivering diverse sector specific training in collaboration with: our supply chain; recruiters (eg ITS Western); specialist
- 28 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.1 (continued) hardest to help customers e.g. little work experience, alcohol and drug Evidence: They work with 110 third sector organisations, eg. 2gether Trust, Big Issue, Childcare Partnership Group, Glocs Nightstop, British Legion. Local Customer Needs 1. JSA 18-24: Pockets include: Lone Parent claimants (BANE (1140) rural Wiltshire (3397) Filwood (8%), lack of qualifications (Bristol), and over 25% of all claimants in Gloucester. Solution: Gingerbread, national charity providing specialist interventions for lone parents returning to work, SPAN, Onespace, IES supply chain, Princes Trust. 2. JSA 25+: High concentrations of older JSA customers, eg. North Somerset (30% 50-59 year olds) Solution: We have secured the commitment of the enterprise agencies (NSEA, GEL, GWE, Brave); Prime and Shaw Trust specialist teams. 3. JSA Early Access: GW&WoE has areas with significant numbers of BME (eg Bristol), ex-offenders, substance misusers (eg. Weston) and NEET claimants (eg. Swindon). Solution: Our supply chain includes the Probation Trusts (DANOS trained) supporting customers whose barrier is criminogenic; Inspire FM Ltd, Princes Trust programmes (Team, Enterprise, Get Into, Get Started), local Barton Hill Family Centre. 4. ESA & JSA ex-IB (including ESA Volunteer and Flow): Throughout the CPA there are pockets of high numbers of ESA claimants with 58% of all claimants in WoE and in pockets, eg. Abbey Ward, John OGaunt, Podsmead. 25% of working age in Westonsuper-Mare are IB Solution: Shaw Trust and Disability Works (nine providers consortia), 2gether Trust, G.R.I.P are specialists in disabilities and mental health. 5. Volunteer IB&IS: Customers are likely to have low confidence, low esteem, be over 40, have health conditions (physical and mental) or be a carer. They want to work. Solution: For eg. Prime (with Barclays Bank supports disabled entrepreneurs to start-up); Shaw Trust condition management experience; Voluntary Services; Carer support. Working with our supply chain JHP believe that the key elements to maintaining a successful supply chain are 1) Information 2) Consultation 3) Deciding together 4) Acting together and 5) Supporting each other. To facilitate this open and collaborative approach we will introduce our Work Programme Steering Group (WPSG) chaired by Operations Director. The WPSG will include representatives from across our supply chain, JCP and other stakeholders. Meeting monthly, the WPSG review overall performance, promote collaboration, continuous improvement, best practice, and joint development. Branching out from the WPSG will be work streams responsible for setting and coordinating cross supply chain strategies e.g. employer engagement. Managing a flexible and resilient supply chain GW&WoE Partnership Manager will be responsible for operational management of all supply chain partners with a remit including: - Performance management (meetings every week if necessary) to review progress against agreed KPIs, address any underperformance through targeted interventions - Monthly performance Digests circulated to the supply chain detailing performance against targets, key challenges, best practice and success. - Facilitation of shared resources to drive efficiencies and trouble shoot problems e.g. office facilities, marketing materials - Continuous improvement and consistency of delivery across the supply chain via JHPs Academy e.g. bespoke workshops and training sessions, completion of job shadowing or exchange visits with subcontractors Added Value: In December 2010 JHP commissioned REDACT and REDACT, (30+ years supply chain management experience), and to fully review our Supplier Relationship Manual and Purchasing and Supply Policy against CIPS and Merlin Standard best practice, resulting in full approval.
- 29 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE [5.2] Management Structure Please provide: a description of the proposed management structure and how the required management skills and expertise, including working with local stakeholders, have been identified and will be delivered. You should also include a description of associated responsibilities and reporting lines ; a description of how you will work with the management teams of any supply chain organisations and key delivery partners; and explain why your management structure is appropriate for the Work Programme within this CPA;

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

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

- 30 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.2 JHP has designed a management structure combining the best of our existing management structures, with the introduction of new Work Programme specific roles and reporting lines required to deliver our WP solution. The proposed senior management structure has been developed with the following aims: To take advantage of our integrated employment and skills offer (our Chief Operating Officer will have management responsibility for both Divisions) To provide value for money and integration with other JHP employability programmes in the same region (Our Operations Director will have responsibility for WP alongside other Welfare to Work programmes) To provide national oversight of the implementation of our WP solution (we will have national WP Programme Manager) To provide robust and clear leadership for each WP contract that JHP are awarded Our existing senior management Executive Team has recently been strengthened with forthcoming work programme delivery in mind. We have appointed a Chief Operating Officer and Commercial Director who will provide further executive bandwidth for delivery of Work Programme contract(s). JHPs existing middle management tier is mostly regionally based and is already very strong and would be capable of subsuming significant contract growth. The team are all experienced employability practitioners with several years experience each of implementing and running prime DWP contracts. Additionally, our independent audit function will monitor internal and external delivery and report direct to the JHP Group Board. Management roles and responsibilities in delivering WP contracts have been identified using the following methodologies: Analysing JHPs WP solution requirements: aligning management expertise with frontline roles and outcomes e.g. Employer Solutions Managers leading Employer Solutions Consultants, separately to frontline delivery, with a clear focus on job targets. Benchmarking best practice within JHP: weve scrutinised our top performing managers to identify the skills, qualities and experience which drive success Utilising our position as HR Chair of ERSA: consulting with the best in the industry to understand industry standard skills and expertise Sub-contractor strategy: creating a management structure to manage the supply chain and partners in GW&WoE This process has created the following job roles (and responsibilities) Chief Operating Officer (COO): REDACT sits on JHPs Executive team and is accountable for business wide operations including Work Programme. Divisional Director (DD): Reporting into REDACT , the DD will be accountable for Work Programme contract performance and delivery across the UK. Lead JHP representation in the industry and with DWP. Skills required: multi-million public service contracts; multi tiered networking; relationship management; W2W experience. Operations Director (OD): ODs will be responsible for the Work Programme in W&WoE, line managing Operations Manager, lead on strategic stakeholder relations e.g. JCP, Local Authorities and LEPs. Skills required: large, complex contract management; strategic stakeholder engagement; supply chain management experience; welfare to work experience desirable. How delivered: the Operations Director structure is already in place with staff with the appropriate skills and expertise. JHP have sufficient bandwidth in the Operations Director tier of management to deliver up to 3 new WP contract CPAs. Operations Manager (OM): Responsible for direct and subcontracted delivery for a specific geography including supply chain management; customer service; contract compliance and dispute resolution; line management of Performance Managers,
- 31 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE (continued) Employer Solutions Managers and Partnership Managers. Collaboration with local JCP teams e.g. referrals, employer engagement. Skills required: performance management across multi-sites; stakeholder engagement; W2W experience. Performance Manager (PFM): Responsible for managing delivery, performance and frontline teams across single or multiple delivery sites plus outreach. Accountable for the locality customer experience, performance KPIs and stakeholder engagement. Supported by Team Leaders in larger centres by Year 3. Skills required: operational management skills; quality driven; trouble shooter; motivational leadership; stakeholder engagement; W2W essential. Employer Solutions Manager (ESM): Responsible for developing, implementing and managing employer engagement strategies within a defined geography. Line management of Employer Solutions Consultants and Placement Officers. Conduit between other JHP employer facing teams e.g. National Key Accounts to link in national employer recruitment needs. Skills required: business to business; target driven sales; relationship management; W2W experience desirable. Partnership Manager (PM): Responsible for managing performance and delivery of all supply chain partners within a defined geography including management against agreed KPIs, underperformance measures, continuous improvement and best practice sharing, capacity building activity. Skills required: supply chain management; multi-tiered networking skills; quality driven; W2W desirable. MI/Data Manager (DM): Responsible for managing internal (JHP and supply chain) and external (e.g. NOMIS) MI across the CPA, producing accurate and timely reports for local operational teams to shape and improve service delivery. Skills required: statistical analysis; report production; advanced IT skills. Customer Services Manager (CSM): Report directly to the OD, CSMs will manage a team of 4 staff, responsible for all administration activity across GW&WoE Skills required: team leadership; organisational and interpersonal skills. How delivered: Managers will come from a combination of existing staff, staff to be transferred in through TUPE and to attract talent from outside the sector we have developed a role specific staff development framework specific to W2W. We are aware that staff transferred in through TUPE will not necessarily fit the criteria of skills and expertise required; specifically around the JHP WP solution and innovations around technology, demarcation of job roles and In Work support offer. This is a significant change programme for which JHP have set a significant budget; we will train and educate management teams to deliver the JHP WP Solution. Where we cannot deliver our solution via existing staff and / or TUPE staff we will recruit staff from the market, running Assessment Centres mapped to role competencies. Working with supply chain management teams JHP offers DWP a track record in developing strong relationships with supply chain management teams via JCPSC, ESF and non-welfare services. We make clear our expectations from the start in terms of how well manage our supply chain including roles and responsibilities. Our Supplier Relationship Management Manual provides a management and governance framework (including scheduling formal communications, data reporting plans and risk assessments for the following 12 months) which will be subject to audit. PMs will be the single point of contact for supply chain partners, responsible for contractual and performance management. We will develop strong and durable management relations with national partners (e.g. Shaw Trust, BTCV, Prospects) to join up equivalent roles at OD, OM, ESM and PFM levels. Strong management relations: our relationship with Prospects Services is established, nationally as well as Regional Directors (REDACT ) and our Gloucester operations.
- 32 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.2 (continued) Outside contractual KPIs relating to jobs performance and other outcomes, we will set a range of standard expectations which we expect management teams to work with us on including 1) best practice sharing 2) employer engagement 3) stakeholder networks 4) continuous improvement and 5) local labour market intelligence. Well also outline how supply chain partners can hold our management team accountable for the responsibilities we have as a prime. PMs will manage this through regular contact with local management teams and monthly performance digests. Where a supply chain partner is underperforming or a capacity issue is identified we will work with management teams using a 3 step approach: Arranging a meeting to clarify cause and create an action plan with SMART objectives using bitesize interim targets to stimulate achievement Increasing the frequency of meetings ensuring actions are monitored Closing the case agreeing completion of all actions to resume standard supply chain management approach Where appropriate we will work with supply chain management teams in different ways to improve capacity including audit and review of operational processes and procedures via our business improvement team; parachuting in experts e.g. HR or Admin champions from JHP; buddying managers and teams with high performing subcontractors; or, developing and delivering staff training modules together. Successful supply chain management: Through our delivery of JCPSC in the West Midlands, we have improved our supply chains job outcome performance by 11.8% Why our management structure is appropriate in Gloucestershire Wiltshire and West of England (GW&WoE) JHPs management structure has been designed to best manage large geographical areas like GW&WoE with: Clarity between management of direct JHP delivery and that of our Supply Chain Clear identification and demarcation of the predominantly client facing roles and predominantly employer engagement roles Ensuring sufficient management responsibility of geographic regions and office locations Assigning specific management and roles in central support services to ensure excellent support service delivery Management of pre employment delivery and In Work delivery Discrete geographies: GW&WoE covers 7 different local authority areas across 3612 sq miles. To effectively manage services at this scale our OM reporting into the GW&WoE wide OD will be supported by Performance Managers. This approach will ensure we balance an overarching approach and leadership to the CPA whilst providing sufficient management resource to lead reasonable sized geographies. Local managers, local knowledge, local service: We will have in place 2 Performance Managers each managing one Hub, supported by 2/3 Team Leader roles. Recruited from the local area because of their in-depth knowledge of the locality and its customer groups, local management teams will have the autonomy to flex resource on the ground to reflect new and emerging need. Flexing local delivery: As part of our delivery in the Gloucester and Bath, we worked closely with local JCP offices to offer different delivery models to match local demand Economies of scale: Due to the scale of delivery across the CPA we have put in place robust and scaleable solutions including a CPA wide Administration Team and cross cutting roles across multiple geographies e.g. Employer Solutions Managers. Our approach will ensure we drive efficiencies and value for money whilst maintaining consistently high quality provision across the CPA.
- 33 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE [5.3] Management of Delivery Please clearly describe: How you and your supply chain will manage and monitor the quality of delivery of the Work Programme to ensure that the whole provision within this CPA is of a consistently high standard and meets your minimum service levels;

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

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

- 34 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.3 Our approach to quality assurance and improvement is embedded into all activity undertaken by JHP and our Supply Chain and is the cornerstone of our business values. We adopt a continuous improvement cycle (see below) which ensures that all quality and business planning activity informs our quality assurance which in-turn informs quality improvement and further quality and business planning in an ongoing cyclical process. Quality Assurance We will manage and monitor the quality of our Work Programme (WP) delivery through a WP Business Improvement Strategy to ensure that our provision across the whole of CPA 12 is of a consistently high standard and meets our minimum service levels. Our strategy includes a 3 pronged approached to quality assurance which is as follows: Quantitative Monitoring: measuring quality through data and information. KPIs will be created for all key performance measures. These will include Referrals to Starts, Job Entry, time into Job, Job Outcome and Sustained Job Outcome targets, all analysed by customer group. These targets will be further broken down by job source, customer interventions and employer type to allow a rigorous analysis of where jobs are coming from, what interventions work and types of employers we are being successful with. All Minimum Service Levels will also be converted to KPI and monitored. KPI targets will be cascaded down to delivery staff, so that all staff will be able to recognise and own targets that contribute to overall KPIs. KPIs will be available real-time via our Digital Dashboard and all delivery staff will be able to access the information and review performance against target. The same KPIs will also be available to our partners via our supply chain portal. Wherever possible any data will be benchmarked against any nationally published performance levels. Qualitative Monitoring: assessing how services are being delivered Delivery Standards will be developed for all customer facing activity e.g. Jobsearch Delivery Standards will define the standards expected for a Jobsearch intervention, what the key features of a session should be and most importantly how a customer should benefit from such a session. Delivery standards will also apply for all materials and online interactions that take place to ensure there is equal standards between all delivery mediums. JHP will assess all customer facing staff and materials on a regular basis (minimum 3 times per year) against these standards and will formally grade staff on a scale of 1 to 4 (1=Excellent, 2=Good, 3=Satisfactory,4 = Unsatisfactory). Observations will be unannounced and be conducted by trained staff. This process will also apply to all our sub-contractors and their staff and materials. Outcomes from our extensive feedback mechanisms will also be collated and assessed as part of our qualitative monitoring. Audit: ensuring compliance with procedures and processes All processes and systems developed by JHP for use in the Work Programme will be built with a clear compliance and review mechanism. Our Business Improvement team (BIT) will perform quality audits of internal and sub-contractor services. The BIT is completely independent from operations to ensure an objective assessment is made of all JHP Work Programme delivery. We will audit all procedures and processes to ensure that there is compliance against documented procedures and processes, with shared feedback for both JHP direct delivery and sub-contractor delivery. Where possible we will build self validation and consistency checks into software systems to ensure that errors are not allowed. There will be a rolling Audit Schedule that is devised with the perceived risk of each procedures and process in mind, and we will also prioritise parts of the delivery
- 35 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.3 (continued) chain where we have heightened concerns, be they internal or sub contractor delivery. Our software systems will also provide Exception Reports that will provide an analysis of discrepancies and data patterns that might indicate areas of concern. All key procedures and processes will be audited as a minimum annually for all sites and sub-contractors, and more frequently where required. WP audits will be led by quality professionals from JHPs Business Improvement Team. Managing Quality All staff will be expected to monitor quality, and they will have real-time access to the Digital Dashboard to be able to do so. The same KPIs will also be available to our partners via our Supply Chain Portal. Operations Managers will take management responsibility for the quality of provision. They will monitor this on a daily basis and act upon trends and patterns as they emerge. Partnership Managers will perform the same task with our sub-contractor partners, and we will insist that there is a named individual responsible for quality for each partner. Operations and Partnership Managers will hold a regular monthly Quality Review Meeting to formally appraise the Qualitative, Quantitative and Audit outcomes in the previous period. In addition to the monthly Quality Review Meetings there will also be a comprehensive Self Assessment Process, which will be a rolling continual process that culminates in an annual Self Assessment and Development Plan, focusing on the key strategic quality themes that need to be addressed. Where quality assurance identifies areas of performance below required standards this is dealt with under our performance Improvement processes. Performance Improvement JHP is committed to Continuous Improvement and hence we are never complacent over performance and always seeking to improve performance. Performance and quality are a feature of all management activity, internally and across our supply chain, and include the following formal processes:Traffic Light system identifying and grading levels of performance Operations and Performance Managers utilise a Traffic Light system which indicates the performance banding (Red below targets, Amber on target, Green above target) of the qualitative, quantitative and audit measures (e.g. KPIs). This banding is multi-layered, allowing identification of performance at divisional, contract, centre, team and individual level. The banding dictates the frequency and type of support and guidance offered to the staff/team/centre/sub-contractor. Continual Amber performance results in the development of an action plan to increase performance to the Green banding, reviewed monthly. Continual Red performance results in enhanced action plan with monitoring and support, with weekly and in extreme cases, daily discussions of the plan. Red performance for 2 months would result in a formal performance plan (at the appropriate level manager, individual, sub-contractor) and if performance does not improve according to the plan staff disciplinary (including dismissal) or sub-contractor removal would result. Evidence: One of our JCPSC sub-contractors were banded red due to poor record keeping and process compliance. We deployed our Business Improvement Team who identified problems in admin support, staff awareness and control systems. After introducing measures e.g. re-training staff, desk aids to reinforce procedure and admin recruitment, the sub-contractor resumed green status within three months. Target setting managing SMART targets to drive improved performance All KPIs will be cascaded down to individuals who will have SMART targets, set annually and reviewed monthly in 1-2-1 sessions and appraisals with their line manager (as part of JHPs Performance Management framework). Targets will always be stretching, and the sum of the individuals targets will exceed the contractual requirement, building in performance improvement at an individual staff level. We will maintain individual league tables of staff performance in order to recognise outstanding performance and to highlight
- 36 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.3 (continued) poor performing individuals. Staff who do not meet individual performance targets will be taken through JHPs Performance Management process. Staff Development improving performance through our people JHP recognise that it is our people who will primarily deliver excellent quality and performance. We have budgeted for significant staff development resources as part of the WP. We will develop our people to remedy poor performance and also to improve the overall level of skills and knowledge of our staff. Staff Development will take place via: Manager and Staff 1-2-1 sessions and formal appraisal sessions Self assessment the development plan will review the overall staff development needs of the work programme Staff Observations a key part of the observation process will be to identify areas for development Traffic Light grading review and subsequent action and performance plans will identify any need for staff development Staff Observations 3 grades of 4 will result in staff dismissal Any member of staff who has been observed delivering to customers 3 times and has received 3 grades of unsatisfactory will be dismissed. This will be after support and development have been provided to improve the performance of the individual. Any nonstaff resource/input that is graded as unsatisfactory will be immediately withdrawn and only re-introduced when approved by our Business Improvement Team. Sub Contractor performance performance management framework JHP have developed a performance management framework which will be agreed with all our sub-contractors. This sets out clearly the performance / quality expectations and how they will be managed if they do not meet those expectations. This framework is supportive and provides support for quality improvement, but has sufficient rigour to remove subcontractors who continually perform below acceptable levels (in a fair and open manner) Self Assessment - Development Plan The Self Assessment process will create a Development Plan, this is a key document to deliver performance improvement across the whole of the Work Programme. We will expect all of our sub-contractors to participate in the Self Assessment process. Best Practice sharing what is working best across the delivery network As well as taking remedial action where necessary we will ensure that any best practice is captured and shared across our staff and delivery network. This will be driven centrally by Operations Directors and locally via CPA specific Work Programme Steering Groups. Peer review We will explore using other organisations to review the quality of our delivery and vice versa including DWP Prime Providers and SFA leading providers. Collaboration with DWP/JCP: As well as our own internal performance processes, and internal and external benchmarking, we recognise that performance management will start with our relationship with DWP and JCP. We envisage ongoing, open dialogue with a shared ambition of continuous quality improvement and achievement of outcomes. Sub Contractor performance performance management framework All quality and performance activity outlined in this section will be cascaded as a minimum requirement to all supply chain partners and included within our performance management framework which will be agreed with all our sub-contractors. This sets out clearly the performance / quality expectations and how they will be managed if they do not meet those expectations. This framework is supportive, but has sufficient rigour to remove sub-contractors who continually perform below acceptable levels (in a fair and open manner). Partnership Managers will ensure supply chain delivery is monitored and evaluated appropriately, including implementation of continuous improvement measures.
- 37 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE [5.4] Delivery Locations Provide details of the key delivery locations and explain how you and your supply chain will achieve full geographical coverage of provision for the delivery of the Work Programme within this CPA; and

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

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

- 38 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 Our strategy is to deliver WP services from locations that will maximise access for all our customers across the CPA by: Implementing a hub & spoke model operating from flagship sites in key towns and cities to local community venues in remote and isolated areas Selecting locally embedded supply chain partners with extensive delivery infrastructure providing full geographical coverage across the CPA Enabling self directed support providing customers with a virtual service solution enabling them to access services from home or local libraries JHP Virtual Office: in cases where rural isolation or specific customer barriers are faced, we will provide a comprehensive online delivery alternative, which customers can choose to access at every step of their journey e.g. Online Sign-Up; Webinar modules; E-Portfolio when completing their Apprenticeships. Our strategy has been designed with the flexibility to evolve over the lifetime of the contract in line with changes in the demographic of the CPA e.g. increased/decreased unemployment in particular areas. Our ability to do this is driven by co-location strategies with strategic partners (e.g. Quedgeley Childrens Centre, Chippenham Job Centre, Weston Works, Prior Park Neighbourhood Centre) and operating 28% of delivery via outreach. Well negotiate 12 month lease breaks in premises contracts where possible. Achieving full geographical coverage across GW&WoE JHP and our supply chain will provide full geographical coverage across GW&WoE through 11 delivery hubs, 34 satellite offices and over 85 outreach venues. Our strategy ensures that all customers are no more than 30 minutes from a hub or spoke location. We have selected premises and delivery locations on the basis of how they meet the needs of all customers regardless of who they are or where they live. So were taking services to the heart of ethnic minority communities in ward name Easton and improving access for those in more isolated areas through delivery in places such as Devizes and Coleford; and targeting areas of high unemployment and deprivation e.g. Weston, Lawrence, Podsmead and Pinehurst. Hub centres situated in densely populated urban areas that have high customer volumes, good transport links and close proximity to JCP offices. In GW&WoE there are 15 Hubs. Gloucestershire - Gloucester with high volumes and proximity to Stroud has 2 Hubs and Cheltenham with lower volumes and proximity to Tewkesbury has one. Gloucester: Eastgate House (GL1 1PX), The Docks (GL1 2EQ) Cheltenham: Grosvenor House (GL52 2AA) Wiltshire and Swindon - Rural Wiltshire with poor transport links across the Plain has three Hubs and Swindon with high population density and deprivation has two. Swindon: Prospect Place (SN1 3ET), Commercial Road (SN1 5NX) Wiltshire: Trowbridge (Wicker Court BA14), Salisbury (Glenmore Business Park SP2), Melksham (Challymead SN12) West of England - Four Hubs are located in Bristol with 30% of CPA customers. Other Hubs in WoE are located in urban areas with high volume claimants and deprivation Weston, Bath, close to M5/M4 South Gloucestershire. Bristol: Norfolk House (BS2 8RQ), Southy House (BS1 2BQ), Park Street (BS1 5HX), College Green (BS1 5UA) Bath and North East Somerset: Bath (North Parade BA1) North Somerset: Weston Super-Mare (Station Approach BS23) South Gloucestershire: Parkway Transport Centre, Gifford (BS34 8SF)
- 39 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 (continued) Satellite smaller, strategically located centres in outlying areas. Satellite centres will target specific JCP offices, areas of deprivation and/or communities with specialist needs. Gloucestershire - e.g. we have ensured access in deprived pockets in Gloucester (Podmeads) and Cheltenham as well as reach across rural Gloucestershire in the Cotswolds and Forest of Dean. Gloucester: Podsmead (GL2), Mateson Gateway Shop (GL4 6LL), Community Payback Centre (GL1 3HF), Cheltenham: St Georges Road (GL51 3EA), Cirencester: Ashcroft Church (GL7 1RA) Forest of Dean: Belle View Centre in Cinderford (GL14 code), Forest of Dean District Council in Coleford (GL16 8HG) Wiltshire and Swindon - our satellites provide access to the remaining Wiltshire market towns and in particular Devizes with poor transport links. Trowbridge: Trowbridge Probation office (BA14 80A), Chippenham: Avon Reach (SN15 1EE), Melksham: Littlebrook Centre (SN12 6LP) Devizes: New Park Street (SN10 1DR), High Street (SN10 1AT) West of England our satellites provide excellent coverage across the city including three of the most deprived areas (Lawrence Hill (BS5), Lockleaze/Ashley Down (BS7)), and other deprived areas (St Pauls (BS2), Henbury (BS10) with proximity to Westbury on Trym and Withwood (BS14). 11 wards are in the 10% most deprived areas in England. Bristol: Skills Centre (BS1 3LZ), Brunswick Square (BS2 8PE), Horfield Job Centre (BS7 0UD), Horfield Quaker Meeting House (BS7 8PD), Probation Offices (BS1 3NU and BS2 8QN), Dragon Court (BS5 7XX), Ashley Down Centre (BS7 9BU), Bristol Harbour Edge (BS8 4UD), Westbury on Trym (BS9 3DU and BS9 3DH), South Bristol Skills Academy (BS14 0DB) North Somerset: Clevedon Reading House (BS21 7QH), Portishead (BS2O 7GE), Station Approach Weston (BS23 1XY), Weston Probation office (BS22 7BB) South Gloucestershire: Soundwell (BS16 4RL), Orpen Park (BS32 4QD) BANES: George Street (BA1 2EH), North parade Buildings JHP (BA1 1NS), Bath Probation Office (BA2 4JE), Moorland Rd (BA2 3PN), Outreach doorstep delivery for customers that live in communities and/or rural areas with poor transport links. Outreach centres will handle small volumes of customers and provide flexibility to respond to the needs of specific customer groups e.g. flexible hours for lone parents. Outlined below are illustrative examples where outreach will be critical in servicing customers in local communities. Gloucestershire our outreach centres are located in rurally isolated areas for eg. Forest of Dean and in pockets of urban deprivation, eg. Gloucester and Cheltenham, co-locating with Job Centres or with employers (eg Wetherspoons in Gloucester). Cheltenham: St Georges Rd Probation Stroud: Stroud Probation Office Office (GL50 1QF), Chargrove House (GL5 4HN), Stroud Job Centre (GL5 (GL51 4GA), Cheltenham Job Centre 2JT), Stroud Library (GL5 1BB) (GL50 4DJ), Churchdown Community Tewkesbury: Tewkesbury Centre (GL3); Brockworth Community Tewkesbury Council , Prior Park Centre (GL3 4ET) Neighbourhood Centre (GL20 5EN Gloucester: Ryecroft Approved Forest of Dean: Cinderford premises (GL1 4LY), Gloucester (GL142JU) and Coleford Jobcentre Jobcentre (SN99), library (GL1 1HT), (GL16 8BQ) library (GL16 8RH) Quedgeley Childrens Centre (GL4 6BE) Yorkley Village Hall; Ruardean Hill Recreational Centre
- 40 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 (continued) Swindon: Swindon Probation Office Cirencester: Cirencester Job Centre (SN1 3UZ), Job Centre (SN99 8AX), (GL7 1LJ) Shaftesbury Centre (SN2 2AZ) Wiltshire and Swindon - our outreach centres acknowledge that 37% of Wiltshires claimants live in rural communities. Swindon: Swindon probation Office (SN1 Trowbridge: Trowbridge Probation 3UZ), Swindon Job Centre (SN1 4AN), office (BA14 80A), Palmer Gardens Shaftesbury Centre (SN2 2AZ) Plant Centre (BA14 8QJ) Chippenham: Absol House (SN15 Devizes: Devizes Job Centre 1SB - close to placements), Avon Reach (SN10 1AE); learndirect (SN10 1DR); (SN15 1EE), Chippenham Probation The Crown Centre (SN10) office (SN15 1EJ, Chippenham Job Marlborough: The Corner House Centre (SN99 8AG) Childrens Centre. Salisbury: Salisbury Probation Office Warminster Park Community (SP1 3SL), Salisbury Job Centre (SP2 Centre (BA12 9NP) 7RW), Portway Plants Sarum (SP4) Melksham Littlebrook Centre Malmesbury: Cotswold House (SN12) (SN16) Tidworth: The Green (SP9 7NR); Westbury United Reform Church Hall Salvation Army (SP9 7BH) (BA13) Corsham Family Health Centre West of England - Outreach centres provide access to customers in WoE by penetrating the most deprived wards and working in centres that are familiar and comfortable. Many are multi-agency venues, eg. Healthy Living Centres. This list is not exhaustive: Bristol: CEED and Brave in St Pauls BANES: The Percy Centre, Bath (BS2 8QU), St. Pauls Learning Centre, (BA1 2BN); Julian House (BA1 1JW); (BS2 8XJ); Wedmore Practice Space 2 Bath (BA1 2BN). Bedminster (BS3 5AS), CAB The Quay North Somerset: Shirehampton (code), Wellspring H.L.C. Barton Hill (BS11 0DX) and Clevedon Jobcentre (BS5 9QY); Filwood Hope (BS4 1JL); (post), The Campus, Weston (BS24 The Filwood Centre (BS4 1JN); Filwood 7DZ); Weston Healthy Living Centre One Stop Job Shop (BS4 1JL); The (BS23 3SJ); Weston Carlton Centre Southville Centre (BS3 1QG); The Park, (BS231UA); Badger Centre (BS23 Knowle (BS4 1QD); Horfield Health 1JY); Oldmixon Family Centre (BS24) Centre (BS7 9RR); HMP Horfield; Upper South Gloucestershire: The Horfield Childrens Centre (BS7 0PU); Gatehouse, Hartcliffe (BS13 9JN); Bannerman Road Childrens Centre, Hartcliffe Childrens Centre (BS13 Easton (BS5 0RR); Broomhill Childrens 0JW); The Old School Surgery, Centre (BS4 4UY); St Annes Park Fishponds (BS16 2JD), Kingswood Childrens Centre (BS4 4BJ); Bristol Community Centre (BS15 4AB); Yate Community Housing Foundation, Filton Leisure Centre (BS37 4DQ); (BS7 0LJ); Employment Links (BS5 Southmead Childrens Centre (BS10 9LJ); Knowle West NHS Walk In 5PW); Four Villages Childrens Centre Centre (BS4 1WH); St Lukes Church, (BS10 5PW); Bradley Stoke Library Barton Hill (BS5 0AW); Barton Hill and Leisure Centre (BS32 9BS); Settlement. Henbury Surgery (BS10 7NY), Delivery locations that meet the needs of customers in GW&WoE Our strategy for GW&WoE has been designed around the needs and barriers of all 8 customer groups eligible for the WP, plus the unique needs of customers living in this CPA. In developing this bespoke strategy we have taken into account the local knowledge and delivery experience of JHP and supply chain teams in GW&WoE; indicative customer flows and demographic profile of the CPA using the latest intelligence & data (NOMIS);
- 41 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 (continued) and the experience of local strategic stakeholders. 1. Indicative flows and demographic profile 46% of claimants are in Bristol, Gloucester and Swindon. The remainder live in small market towns and rural areas. Solution: Weve developed strategies to support different customer groups living in communities and wards across GW&WoE, examples include: Customer barriers and needs Work Programme solution There will be 2425ESA and ex-IB Our locations are DDA compliant including ramps, customers in this CPA over the disabled toilets, hearing aid loops etc Parking is lifetime of the contract important and either on the premises or close by. 20% of JSA/ESA claimants in the We have 28 locations in rural Wiltshire including CPA live in rural areas of Wiltshire Devizes with particularly poor transport links. We and Gloucestershire will refer individuals to transport schemes such as Car Share Scheme, Dial-a-Ride Scheme. 5% of customers will be lone All sites will operate flexible opening hours and are parents with significant volumes located close to childcare facilities with some in, eg 3397 lone parents live in outreach sites located in Gingerbread premises. rural Wiltshire. For eg Corsham Family Health Centre. 28% of JSA customers in the CPA Community based locations which take into are from BME groups with account cultural diversity e.g. Bristol Somalie significant volumes in Bristol. resource Centre, Barton Hill (Lawrence Hill ward) 15% of JSA customers will be This customer group will be independent job graduates and professionals, for searchers and learners requiring one to one career eg. 48% of workforce in North guidance support. Their needs will be met in our Somerset is professional and busy central city centres with good access to London commuters in Wiltshire. information and communications technologies. 25% of claimants will be over 40 Our customers will feel comfortable and confident years with significant proportions in in satellite centres such as those in libraries. Many area, for eg (30% of claimants in will benefit from personalised ICT training in BANE) learndirect centres (eg. Sunrise in Easton). In the urban centres JSA early We will work with specialist agencies, for example access customers including Pinnacle People and 1625IP who make contact homeless, those with substance with offenders prior to release; our centres include misuse and /or ex- offenders can well equipped Probation offices and Young People get lost if their needs are not met. Information Point (BS34 5LP). 2. Learning from local stakeholders Weve consulted with local stakeholders to better understand the needs of customer groups and they said: Wiltshire: there is higher rate of self employment than regionally and nationally and a very healthy success rate for start-up survival; significant military population of 3.3% Solution: We will work with GWE to deliver start-up programmes and provide continued business support. We will run Jobs Fairs with Careers Transition Group for ex-army. South Gloucestershire: generational culture of wordlessness or low skill jobs within families. Solution: penetration into communities by working in Healthy Living Centres, Community Centres and Family Centres (eg. in Kingswood and Yate). 3. Applying local knowledge and delivery experience JHP and our supply chain partners have been delivering services across GW&WoE since 1983. We have an in-depth understanding of the diverse customer needs across the CPA and practical experience in local service delivery. Solution: Tomorrows People work with Bristol City Employability Forum. Staff attend the Forum and share experience. The Forum has fast tracked job applicants into employment with other Forum members eg the NHS.
- 42 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE [5.5] Volume Fluctuations and Customer Group Changes Describe how you and your Supply Chain will maintain service delivery in the event of fluctuations in numbers of customers and changes to the customer groups referred including potential alterations resulting from changes to the welfare regime referred to you (see Future Services Schedule). Your response should include the following: How you will maintain minimum performance levels; How you will manage expanding/contracting business as a result of Market Shift or economic factors without an adverse effect on service delivery.

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

- 43 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.5 - JHP understand that over the 7 year contract duration of the Work Programme (WP), that there will be fluctuations in customer numbers. We have recently experienced this through our delivery of FND in Birmingham & Solihull, where our volumes significantly increased during the first 6 months of delivery. JHP and our supply chain will work closely with DWP and JCP to forecast flows as accurately as possible, allowing us to make plans and ensure resource and infrastructure requirements are appropriate to deliver our expected levels of performance. Maintaining Minimum Performance Levels We will maintain minimum performance and service levels, through: Any short term dip in performance will be addressed by our quality management processes and recovered quickly. Any dip below minimum performance levels for a short period will be addressed and individual staff targets set to redress the shortfall within a 2-3 month period. We will set individual targets well above the minimum performance and minimum service levels; thereby building in some natural tolerances. Decreases in volumes would increase staff to customer ratios and would therefore have a positive impact on performance levels. Additional volumes would require more job vacancies: hence we would prioritise recruitment of Employer Solutions staff to source additional vacancies. Additional volumes would also mean additional job-seekers, which will have a positive impact on job performance. Use of peripatetic working arrangements and mobile ICT capabilities, thus mitigating against delays in new premises and allowing delivery from outreach sites Use of robust procedures for staff leave and notice requirements to proactively avoid inadvertent staff shortages at peak times, leave to be taken in quiet periods Accelerated recruitment processes, maintenance of Talent Pool of pre-approved candidates, established relationships with employment agencies Flexible workforce ethos with, dual roles, secondment to other contracts, re-training/redeployment, self-employed resource pool, fixed-term/annualised hour/time off in-lieu contract option solutions and inter-supply chain secondment Capacity within supply chain, we have agreed indicative customer volumes at 80% of total partner capacity, enabling an immediate 20% increase Database of suppliers and partner network (end to end, ad hoc and reserve suppliers) providing scalability, flexibility and responsiveness Full evaluation of existing capacity thresholds at implementation stage (personnel, resources, premises) to respond to fluctuations Sharing of resources/premises within the Supply Chain across Gloucester, Wiltshire & West of England (GW&WoE) Individual staff are allocated KPIs, which in turn make up the contract target Amendment of KPIs to reflect required changes in performance e.g. allocation of additional targets and with additional staff Invoke agreed minimum volume thresholds within subcontractor agreements Phasing out of resources in proportion to sustained decline in customers i.e. not replacing departing staff Invoking flexible terms within lease agreements, such as break clauses, to enable us to rationalise premises costs in line with demand Short Term Flow Fluctuations We expected that there will be a number of occasions where customer flows will increase or decrease over a short period of time. These short term fluctuations will be simply absorbed within our existing supply chain delivery. Fluctuations up to a 10% increase / decrease in can be absorbed providing they do not continue for more than 3 successive - 44 months. As prime contractor, JHP will be vigilant in ensuring our smaller sub-contractors
71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.5 (continued) - (e.g. Clean Slate) are not adversely affected by such changes. JHP will protect these partners by maintaining (negative fluctuation) or restricting (positive fluctuation) volumes to ensure that smaller providers can tolerate short term fluctuations. In addition we will work closely with our larger sub-contractors (e.g. Shaw Trust) to ensure effective communication to aid planning and ensuring that levels of performance are achieved. Longer Term Flow Fluctuations Fluctuations of more than a 10% increase/decrease, sustained smaller increases/decreases for more than 3 months or a significant market shift require a more strategic approach. Any significant fluctuation / market shift / future services change will be regarded as a new implementation and therefore will be managed by JHPs Implementation team, with associated Risk Register and Mitigation Strategy. JHP will create new delivery to work with new customer groups, e.g. the proposed Family Orientated Support in Workless Households provision. The following methodologies will be used to manage these types of fluctuation: Expanding Volumes/New Customer Groups: JHP delivery: JHP can expand our own delivery, in most centres by upto 20% above normal levels. Many of our properties have been selected with flexibility to expand (e.g. Eastgate House in Gloucester has additional vacant floors, which could be quickly converted to a accommodate customers). We have accelerated recruitment processes such as the maintenance of a Talent Pool of pre-approved candidates and established relationships with employment agencies, including our master vendor Morgan Hunt, who can access candidates from a network over 700 other agencies. Our Virtual Academy provides rapid training for new recruits, enabling them to deliver to customer within one month. Supply Chain: All our Supply Chain partners will have a Development Plan created at the outset which will include a section on growth and capacity. We will therefore understand at any point, all of our Supply Chains ability and capacity to absorb growth in customer numbers. All our Supply Chain partners have as a minimum, 20% additional growth capacity. We will also provide flexibility in payment terms if partners need to capacity build in order to take further volumes, e.g. giving greater attachment fee payments up front, which are gradually paid back through reduced job outcome payments until the balance is addressed. Reserve List: As part of our Supply Chain creation and our continued networking we will hold a reserve list of providers. We will be able to call on this reserve list of subcontractors to absorb additional volumes, e.g. Seetec (West of England). Contracting Volumes: Staff reductions: Approximately 20% of our and our supply chains staff will be on flexible contracts; hence we will be able to reduce staff numbers quickly. Redeployment: Redeploying a proportion of staff numbers to in work support/skills roles or to other existing contracts within GW&WoE, such as Apprenticeship delivery. In order to effectively redeploy these staff, we will use our Virtual Academy to up-skill displaced staff with A1 Assessors qualifications. Thus allowing them to assess Apprenticeship frameworks. Premises: Downscaling premises due to flexible arrangements with landlords (e.g. break clauses), and sharing of premises with partners/work based learning staff. Our supply chain has access to over 85 smaller outreach premises across GW&WoE which will be used instead of larger centrally located sites. Supply Chain: We will invoke agreed minimum volume thresholds within supplier agreements and also take a very stringent approach to providers who are operating at or below minimum performance levels. This approach ensures that our best performing partners are rewarded for good performance.
- 45 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

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

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

how you will act on any findings.

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

- 46 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.6 Ensuring high quality provision that meets customer needs JHPs approach to Work Programme (WP) delivery is that every customer should have an individualised customer journey to meet their needs. Hence our monitoring and evaluation processes focus on achieving this goal. Evaluating and monitoring quality of WP provision We will assess key features and stages of the WP provision to ensure it meets the needs of our customers. We will do this through direct feedback and assessing outcome indicators which evidence that customer needs are being met. Direct Feedback Methods engaging customers to monitor and evaluate Observation: Frontline staff (Job and In Work Coaches) will be regularly observed to evaluate delivery against performance and quality standards. Observations will focus on the impact of staff delivery to customers i.e. did they feel that they developed new skills and knowledge as a result of the session; was the session motivational?; and the key question do they feel more likely to achieve a job as a result of the input?. Customer views will be gained on these issues during each staff observation, both from group feedback and individual customer feedback. Focus Groups: We will host focus groups of customers, chaired by a non-delivery member of staff from outside the region. The focus groups will be an opportunity for customers to raise issues about the customer experience in a safe and non-identifiable setting, allowing for further development of our customer offer Other Feedback: As detailed in the latter part of this section we have extensive feedback and complaints mechanisms for customers to inform JHP of the quality of their experience Outcome measures indicating whether outcomes meet customer needs Performance: We will evaluate Key Performance Indicators through weekly MI reports, most notably job entries and sustained job outcomes, to evaluate our impact in meeting customer needs. Effectiveness: We will review the impact of interventions in meeting customer needs by evaluating job outcomes achieved per intervention and how they are rated by the customer, this includes take up of specialist partner activity. Customer Audits: We will complete audits to ensure the customer journey is being effectively delivered, customers are attending, completing activities detailed on their Action Plans and that this activity is having a positive effect Minimum Service Levels (MSL): Evaluating our commitment to delivering MSL for every customer, including In Work support and ensuring all customer needs are met. Capturing customer feedback JHP believes that our customers views are of key importance in the design of our services and as such we will pro-actively secure customer feedback, the methods used include: JHPs customer care line enabling anonymous feedback and discussion Verbal feedback to Job or In Work Coaches at regular 1 to 1 reviews Local suggestion boxes to share views in confidence, plus on-line feedback mechanism Customer surveys available on line from day 1, including in work questionnaires (6weekly intervals) when customers move into work Quarterly forums giving customers a voice in designing new services In Work Coaches will maintain dialogue with customers once they are in employment and employer feedback is obtained on a bi-monthly basis. All feedback is recorded and analysed to provide trend reports for our delivery centres and Executive Board on a monthly basis. Our Managers actively respond to and share outcomes with customers through You said we did feedback and posters in our centres. All information about how customers can feedback to us is displayed in our centres and - 47 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 5.6 (continued) - explained to every customer when they first start in programme. Reviewing and acting on the findings to improve service delivery We will review the outcomes from evaluation and monitoring activity, together with customer feedback, through the following mechanisms: Self Assessment Reports (SAR): Will be completed to allow us to monitor, evaluate and benchmark levels of customer experience, satisfaction and outcomes. The SAR includes an Improvement Plan which details all identified actions Quality reports: Monthly reports will be shared across the supply chain. These are based on internal audit and summary customer feedback, which will allow managers to take real-time actions and drive the improvement of the customer journey Work Programme Steering Group (WPSG): Quality will be a standard agenda item at WPSG meetings, which will include supply chain partners, this ensures that quality is continually discussed and acted upon. Best practice is shared across the supply chain, ensuring continuous improvement across the CPA. We will act upon findings directly by: Staff meetings: Performance Managers will hold monthly staff meetings to discuss performance against KPIs, customer feedback and audit results, plus self assessment actions and improvement plans. Performance Management: Our performance management process ensures that all KPIs and action plans are reviewed on a 1-2-1 basis with individual members of staff to ensure that actions and improvements are implemented Continuous improvement: Customer feedback which leads to service delivery improvements on scale across multiple CPAs, will be approved by the JHP Change Board and implemented across contracts by Operations Directors and our Business Improvement Team. Due to the size and scale of the Work Programme we will make continual improvements to delivery over the lifetime of the contract in response to areas of improvement and best practice. Our ethos is that the customer experience is everybodys responsibility. In order to steer the overarching process JHP has invested in a Learner and Client Services team (LCS) who sit independently from our delivery teams and represent our customers. The LCS will drive quality improvement from the customers perspective ensuring that our customers have a voice and that they feel, they can positively influence their journey back into employment. At the end of a customers stay on the WP, will seek additional feedback, which will allow us to further improve the customer journey. Complaints: JHP takes all customer complaints seriously and views each as an opportunity to improve our service. All complaints are stored on our database and assigned either as a Quick Resolution, or to follow the Formal Complaints Process. A Quick Resolution is sufficient where the initial solution offered meets the satisfaction of the complainant and is verbally accepted. The Performance Manager confirms the resolution in writing and updates the file on the database; or; if the complaint cannot be resolved quickly, the Formal Complaints Process applies: this is a time bound process with specific roles accountable for investigation, review and feedback (including actions). Where both parties cannot agree a resolution the complaint will be referred to an Independent Case Examiner. In the event of a very serious customer complaint, a Red Alert Procedure will be followed whereby the issue can be escalated directly to the CEO by a senior company director. The CEO in consultation, with our operational team will assign a Manager to lead an investigation and take action to resolve the complaint. We also have Safeguarding and Whistleblowing procedures which are designed to ensure that the customer journey is positive and displayed prominently in centres and on the customer portal. As part of our commitment to consistency across the supply chain all process and procedures are will be embedded within our supply chain operations as part of our SLA with each partner.
- 48 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

PART 6:

RESOURCES

[6.1] Staff Resources Staffing Numbers, Job Titles and Roles Please provide: Details of the number of staff, shown as full time equivalents, you and your supply chain propose to employ to manage and deliver the Work Programme for this CPA. You should include a description of why you consider this staffing level is appropriate for this CPA at contract start date, together with details as to how you will manage the staffing levels as customer volumes rise and fall over the lifetime of the contract. This should include a description in detail of the number of staff to be drawn from current resources, those to be recruited by both your organisation and any supply chain organisations involved. Please provide details of how you have identified the skills required by staff in your organisation, and that of any sub-contractors, to deliver the service you have proposed at Section 4. You should describe how you propose to acquire staff with these skills or provide the appropriate training to ensure that these skills are available to commence delivery of the service on the date you have proposed. A resource plan should be provided (attach as Annex 5) showing how staffing, by full time equivalent and job title/role, will be allocated across this CPA and a description of the job roles of staff shown in Annex 5.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to five sides of A4. Note: Format requirement and page limit does not apply to the resource plan which you must insert as Annex 5.

- 49 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE REDACT

- 50 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE REDACT

- 51 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE REDACT

- 52 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE REDACT

- 53 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE REDACT

- 54 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE [6.2] Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE) Please refer to the Provision Specification and Supporting Information before completing the following TUPE questions. [6.2a] TUPE Managing the Transfer Please detail your plans and those of any Sub-contractors for managing TUPE transfers which will/may result from this Work Programme contract. Your response should include: measures you propose to take under Regulation 13 of the TUPE regulations, (including any proposals to seek agreement to change terms and conditions of employment or any redundancies for organisational, technical or economic reasons over the life of the Contract), to enable you to meet their statutory requirements; how you propose to communicate with transferring staff prior and immediately after the transfer date; an outline of your plan of activity to transfer in staff; how you propose to work with existing employers to ensure a smooth transfer of staff; and details of how you plan to ensure that any Sub-contractors will fulfil the requirements of TUPE Regulations and any relevant Codes and Statements of Practice.

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

- 55 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 6.2a JHP will utilise a standardised, tried and tested process (including standardised documentation) for managing TUPE transfers, which will be introduced through out our supply chain (SC). These key elements of this process include: Regulation 13 of TUPE Transfers and Meeting Statutory Requirements: JHP and our SC will fully comply with the rules regarding employees rights contained in the TUPE regulations and in particular Regulation 13. In order to comply with the regulations JHP will work with the outgoing provider, transferees and Trade Unions (TUs) to inform and consult with all employees affected by the potential transfer. JHP and our SC are aware of our legal obligation to inform employees of the following: The fact that the transfer is to take place, the proposed date of transfer and the reason for it, and if appropriate, any legal, economic and social implications of the transfer and the measures that will be taken (if any) in relation to the transfer. The implications with regard to changes to their employee roles and activities The requirement of the employer to notify JHP of the identity of the employees and their specified rights and liabilities that will pass on transfer. JHP do not anticipate making any major changes with regard to transferring employees, the minor changes that may be made are changes to Job Titles and Job Descriptions, to fit in with the new Work Programme contract. Any changes made will be done in consultation with transferees and with full knowledge of current job roles/skills. This approach will be replicated through our supply chain. Proposals to communicate with transferring staff: From feedback received from our previous TUPE activity, JHP have identified communication with transferees as the top priority within the process. By working in partnership with the outgoing provider, transferees and TUs, we will utilise the following plan: Prior to Transfer date (4th July): JHP and our SC will engage with the transferring staff at the earliest possible opportunity, as follows: Group Consultation meetings are arranged, including: an introduction to JHP and if applicable the SC partner; An indicative table of forthcoming activities; An overview of TUPE, including rights and responsibilities; Frequently Asked Questions (FAQ) document; Contact details of the TUPE transfer team 1:1 meetings are arranged, allowing face to face contact to take place between transferees and JHP/supply chain partner Meeting minutes, with follow up dates, will be circulated to all transferees Updated FAQ document, encompassing questions asked prior to the transfer Further 1:1/group meetings held, updating transfer process, confirming transfer details and resolving any outstanding questions. This process will be repeated until we have satisfied individual and group needs Pensions workshops held in conjunction with JHPs/SC partners pension provider, to fully explain pension transfer and comparability In the week prior to the transfer date, group and 1:1 meetings held if required, in order to allay any final concerns around the transfer All employees will be sent welcome letters with instructions for their first day of joining JHP/SC partner, including a new starter pack to ensure we capture correct details for payroll systems Immediately after the Transfer: In order to integrate transferring employees with newly recruited and current staff, JHP and our supply chain will ensure the following post transfer activity takes place: Welcome to the Work Programme meeting, ensuring all employees are welcomed and inducted effectively
- 56 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 6.2a (continued) Updated FAQ document sent out via e-mail to all new staff, with all questions focussed on the post transfer period Post transfer meetings, to answer any further questions and ensure the transfer continues as smoothly as possible Monthly 1:1s will be completed with individuals line manger to ensure they are settling in, giving the individual the chance to ask further questions Support is given for the first 6 months of employment with JHP/our SC, ensuring ongoing support and continual integration into the JHP way of doing things Staff Transfer Activity Plan: We will effectively manage transfers through a team of leads within our HR Department, who are trained in TUPE regulations and our TUPE Management Plan. The process for our transfers is as follows: Initial Contact: Following the announcement of JHP as the preferred bidder, we will contact DWP and the outgoing providers to establish the key employee issues, obtain information including pension status, job titles, salaries and contract of employment. This engagement allows us to arrange meetings with existing providers to begin the consultation process Consultation with staff involved in TUPE: JHP will hold a range of group consultation sessions covering: the TUPE process, individual and collective rights, an overview of JHP with opportunities to raise questions and discuss concerns. A series of further 1:1 consultation meetings will be arranged in line with TUPE requirements, individual need and best practice with joint consultation meetings with the existing employer prior to transfer Alignment of training with JHPs standards: In order to ensure that all customers received the same standard of service, JHP will align transferring staffs training, to our WP offer. We use our staff development matrix which sets out the training required for each role which allowed our managers and staff training teams to map previous training and experience Induction to JHP/SC: A full induction will be completed prior to transfer to ensure that all new staff are ready to start at contract go live Proposals to Work With Existing Employers to Affect a Smooth Transfer - JHP has a robust process in place to support TUPE transfers. Our team will engage with the current employer at the earliest possible opportunity (we have network of key HR contacts with the current prime providers) to begin consultations with staff (immediately after contract award). Our team relay the message that all transferees will be employed by JHP/SC partners on their existing terms and conditions (if new Terms and Conditions are not an improvement on existing offer). From previous experience, we have prepared a TUPE guidance document for distribution to existing employers outlining our process for managing transfers, post contract award. This provides contact details for our HR team and sets out: methods of communication; timescales for transfers; the consultation and induction schedule; information on available support; and a date for a post transfer meeting as part of the contract implementation to ensure a smooth process. We will work closely with incumbent providers and our SC to ensure a seamless transfer. JHP will take a lead on and coordinate all TUPE activity including due diligence and will meet with our supply chain to discuss their obligations and support them through the process, sharing best practice and expertise. Our SC will follow JHP best practice processes as part of the Service Level Agreement. TUPE will be included as a separate section in the implementation plan and progress concurrently with other recruitment activity.

- 57 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE [6.2b] TUPE Managing the Transfer Please supply details of what lessons you and any of your Sub-contractors have learned from TUPE transfers and/or major organisational change which will influence how you would handle similar issues in the context of this Work Programme contract including details of how it influences how you would manage any transfer/change which may arise as a result of this Work Programme contract. Please describe what aspects of TUPE you consider will be relevant to this procurement. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to one side of A4.

- 58 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 6.2b JHP has significant experience of effectively managing TUPE transfers. Since April 2009 JHP has managed the transfer in of 119 staff under TUPE and our experience encompasses transfers, from both the private and public sector. As part of the implementation of our Jobcentre Plus Support Contracts in November 2009, JHP managed the transfer of 61 staff across 3 contract package areas from 4 existing providers (including local colleges), which included facilitating the transfer of 17 transferees to our supply chain. During early transition planning, we sometimes had difficulty engaging with the incumbent providers, creating a shorter than expected period for final negotiations of handover arrangements therefore increasing the risk of a disrupted service. This experience and the lessons learned has helped inform how we will handle transfers for the Work Programme (WP), theses key lessons are as follows: Planning: We will effectively manage transfers through a team of key leads within our HR Department, who are trained in TUPE regulations and our robust TUPE Management Plan. Our TUPE lead, Mark Atkins, (in addition to his JHP activity) has managed over 200 transfers in and 100 transfers out from/to a range of employers in his previous role with a large Welfare to Work provider. In addition he is the ERSA HR Forum Chair allowing us to share best practice and maintain a network of key contacts with the sector. This further aids our planning process by ensuring we know who the HR leads of existing providers are (Eg. A4e, Working Links, Pinnacle People, Tomorrows People, North Wessex Training). We will use dedicated project staff who will work solely on the TUPE process in Gloucestershire, Wiltshire and West of England (GW&WoE) Early Response: Following the announcement of JHP as the preferred bidder, we will contact DWP and the outgoing providers to obtained key information including pension status, job titles, salaries and contracts of employment. This engagement allows us to arrange meetings with existing providers to begin the consultation process as early as possible, thus increasing the speed of communication and giving us more time to complete the transfer process Due diligence: From our previous experience we ensure we complete a thorough due diligence on the TUPE data provided. This is to ensure transferees are effectively identified allowing us to be fully prepared prior to meeting with the transferees and existing employers. We are conducting due diligence activity on the WP, TUPE information to further inform our current planning process Communication: We have found that the key to a successful transfer is communication. JHP will hold a range of group consultation sessions covering: the TUPE process, individual and collective rights, an overview of JHP and opportunities to raise questions and discuss concerns. A series of further 1:1 consultation meetings will be arranged in line with TUPE requirements, individual need and best practice including joint consultation meetings with the existing employer prior to transfer Standardised process and documentation in the supply chain: Due to our experience of facilitating transfers to our supply chain, we have developed a standardised process and documentation (including letters and proformas) to aid the process. For the WP and as part of our commitment to continual improvement, we are rolling out TUPE training to all our managers and will provide training for our suppliers who will be required to complete transfers Frequently Ask Questions (FAQs): Our experience has taught us that there a number of FAQs asked by transferees. As a result we have produced an FAQ sheet for distribution to transferees throughout the supply chain to provider information to transferees prior to their transfer date.
- 59 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

PART 7:

STAKEHOLDER ENGAGEMENT]

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

- 60 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 7.1 JHP and its supply chain currently work with over 40 key stakeholders across Gloucestershire, Wiltshire and West of England (GW&WoE) as part of our existing delivery of SFA funded skills provision such as Apprenticeships, Foundation Learning and Response to Redundancy. Strong local examples of key stakeholders we work with are WoE Partnership, Glocs First, ForwardSwindon, and Wiltshire Strategic Economic Partnership. We embed ourselves within the heart of towns and communities through a truly integrated approach, for eg. Communities and People: Integrated services by working with for eg. WoE Shared Commissioning Services Board (JHP); Advisory Boards of Bristol Childrens Centres (TP), Safer and Stronger Community Partnerships such as Rodway & Mangotsfield, BTCV on the Black Environment Network and the Mead Community Centre (PP). Skills: strong IES provision to achieve full progression potential, eg. Foundation Learning and Western Training Provider Networks. Employers: strong links into the business community through Chambers and FSB, eg. Peter Blackburn (Bath Coordinator) is Chair of Warminster Chamber of Trade; GDA with Gloucester Chamber. Selecting a supply chain with strong local links: We have carefully and specifically selected 10 end to end and specialist subcontractors with local presence and established stakeholder networks across GW&WoE. Examples include: GDA works with Gloucester JCP senior team and Senior Managers in Economic Development, Housing, and Community Engagement teams to integrate initiatives and reduce duplication; works with District / Borough Councils of Tewkesbury, Cotswold, Cheltenham, Forest of Dean, Stroud to ensure accessibility and meeting local needs; Gloucester Chamber and FSB to engage employers and source jobs. Joy (North Wessex Training) is Chair of Wiltshire Council Employer Engagement Strategy Group that uses a coordinated employer approach to generate job opportunities; attends the Wiltshire NEETs Strategy Group that supports engagement. BTCV work with the Employers Industry Group of the Sector Skills Council LANTRA and with employers to identify skills gaps. Enterprise Agencies (NSEA, GEL, GWE, Brave) who are established local specialists working with employers and Economic Development teams, Chambers and FSB. We will work with them to implement our Employer Engagement Strategy. Our supply chain (eg. NWT, BTCV, Prospects, JHP, Probation) is part of the Next Step regional delivery network attending coterminous CPA network meetings to facilitate effective referrals, integration and co-ordinated approach with JCP offices. Stakeholder Engagement Strategy for GW&WoE We will build on the existing stakeholder networks of JHP and our supply chain to develop and implement a Stakeholder Engagement Strategy for the WP. Identifying stakeholders at each level of the organisation and developing strong relationships will enable us to convert strategic objectives into operational reality and lasting change. Developing and Implementing Stakeholder Engagement Activity We will engage with stakeholders at all levels, from the frontline of service delivery to the board room. Tier 1: Strategic: working with executive board and senior management teams within organisations to identify shared objectives and develop joint working strategies. This will be led by the Operations Director (OD) for GW&WoE. Objective: Tailor our provision to meet shared objectives with Strategic Stakeholders. Implementation: We will meet regularly to ensure alignment with Employment and Skills Boards in the WoE Partnership and the 4 Authorities; Gloucestershire; ForwardSwindon and Wiltshire County Council, Community Safety Partnerships. Tier 2: Service Management: developing joint ways of working, flexing service
- 61 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 7.1 (continued) delivery and sharing best practice with respective management teams. This will be led by REDACT , JHP/Supply Chain Operations Manager and Partnership Manager. Objective: Drive efficiencies, improve service outputs, and avoid duplication Implementation: Collaboration with existing services and partners such as Guinness Hermitage Housing Worklessness Group, Southern Brooks Partnership, Reducing Reoffending Partnerships; Tomorrows People work with HMP Bristol Partnership Group. Tier 3: Frontline delivery: developing strong relationships with stakeholder staff on the ground to address and manage practicalities of everyday delivery. This activity will be led by JHP/Supply Chain Team Leaders. Objective: Meet customer needs Implementation: creating a diverse range of stakeholders partnerships e.g. Bath Interagency Forum, the YPLA, Single Parent Action Network, Youth Services, Youth Offending, NEET Reduction teams, Police and Communities Together (PACT) to provide a coordinated approach for vulnerable young people seeking work. Co-ordinating Stakeholder Engagement As a prime contractor we will take the lead on stakeholder engagement across the CPA, establishing a Stakeholder Steering Group (SSG) that will meet quarterly and include representatives from our subcontractors and key stakeholders (e.g. Local Authorities, JCP, and the 3rd Sector). The OD will chair the SSG setting out the strategy for stakeholder engagement in GW&WoE. We will also establish specialist sub-groups to lead on key activities such as Voluntary and Community sector engagement and WP marketing activity. This group will coordinate marketing events and budget spend. This will drive efficiencies, avoid duplication and facilitate the sharing of best practice across our supply chain. Evidence: We are already working with the CPAs Probation Trusts to fully meet the needs of the 6000 offenders plus those resettling from custody, secure their sustainable employment and reduce re-offending. Tomorrows People working with Bristol Public Services Employability Forum who are working to encouraging and support individuals with a disability to take up employment. JHP staff and supply chain partners will be performance managed against KPIs detailed in our Stakeholder Engagement Plan, for e.g. engagement of all Chambers of Commerce. All engagement activity will be recorded on a single supply chain CRM database. Working with key local stakeholders We will work with different stakeholders in a variety of ways in order to achieve WP objectives. Outlined below are some illustrative examples. Jobcentre Plus We will work with Jobcentre Plus teams on a number of levels. Employer engagement we sit on Jobs South West (JCP, local FE colleges, training providers, West at Work and the WoE Partnership). We will share the results of our employer engagement activity e.g. vacancies and develop bespoke employer solutions e.g. Rapid Response with JCP which has seen us work with redundancy programmes at Axa, Cadburys, BANES Council, Somerfield; help with recruitment campaigns such as Royal Mail, Southgate etc; undertake joint employer engagement activities e.g. jobsfairs; and share JHPs local and accessible Labour Market Information. Operational management - REDACT will continue to work closely with Wiltshire, Swindon, Gloucestershire and WoE JCP 3rd Party Provision Teams through regular face to face meetings to review performance, address any issues and share best practice. We will also develop a communications strategy to share information between JHP and JCP staff e.g. localised e-bulletins, webcasts and newsletters. Frontline activity - staff will floorwalk, attend team meetings and present updates. Added Value: we will meet local JCP teams 6 monthly to review delivery practices, identify changes to local demography and evolve the service to meet changing needs.
- 62 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 7.1 (continued) Third Sector: We will thread targets for voluntary and third sector engagement across all elements of our strategy to ensure ongoing dialogue and effective partnership. Within our strategy we recognise that the 3rd sector and smaller organisations operate within restricted financial circumstances and so have structured a differentiated payment model where they are paid up front for services. We will consult with WORK, Voscur, GAVCA and Voluntary Action Swindon on our 3 rd Sector Strategy. We have set out that we will include: Signposting customers with pastoral care needs and social exclusion issues for additional and specialist, for eg. the Black SW Network, Nilaari, SPAN children and family centres, SARC Hope House Centre, Teens in Crisis, and TAEN (for over 50s); Awareness raising of the WP to the sector, eg through the Ways2Work directory; Specialist training eg. CAB on finance and debt; MIND on mental health; Bristol Drug project on drug misuse, Signpost and Rite Direkshon BAME on cultural awareness; Sourcing vacancies and work placements - Barton Hill (100 volunteering opportunities), Volunteering Bristol (5000 opportunities a year); Integrating and capacity building the 3rd sector by working with them to develop services, eg. Clean Slate, Second Step. We have secured 3rd sector national agreements to meet the diverse needs of our customers e.g. Gingerbread, Disability Works, Turning Point, Salvation Army, Princes Trust, and Prime. Local Authorities - JHP and our supply chain have established links with all 7 Authorities in GW&WoE. We will work with them to achieve: Co-location, for eg. Bannerman and Hartcliffe Childrens Centres; Placements - GDA created 130 new vacancies in the County Council; Service referral - referrals between Adult and Social Care teams, Community Learning teams, Youth and Connexions Services, initiatives eg Freshstart; Listen to and Learn from - The Life Project (Swindon) with new ways of working with families, Resident Enterprises and Community Empowerment (BANES). Local Enterprise Partnerships (LEP) - The WoE Partnership with LEP status is determining their management details. Wiltshire, Gloucestershire and Swindon LEP plans are being reconsidered. In West of England there will be 95,000 new jobs by 2030 with a well motivated workforce with the skills to meet business need. We will work with the LEPs by: Upskilling the workforce - working with the Skills and Competitiveness Board to integrate skills and secure progression opportunities through IES, Sector Routeways and Work Placements leading to sustainable employment in growth sectors (micro-electronics and silicon design, creative and media, environmental technologies/marine renewable, advanced manufacturing and engineering; Business start up - we will draw upon the LEPs expertise and funded initiatives (planned units in North Somerset and innovation centres in Locking Parklands and Castledown) to help customers establish successful and sustainable business; Social enterprises - we will supply a ready to work and learn workforce and support the development of a sustainable social enterprise network; Labour market and economic intelligence - we will share vital local intelligence to meet local demand such as new distribution centres in Wiltshire and North Somerset, retail centres, supplying job ready workers for the Hospitality & Catering and Care industry. LSPs - JHP and our supply chain have established links with all LSPs in GW&WoE. We will tackle particular local workless issues, for e.g. in Bristol 54.4% of the workless are claiming ill-health related benefits mostly as a result of mental ill health. Health services and NHS - We will join with health services to create work opportunities and engage with specialist support, for e.g. we engage with the Chief Operating Executive for Gloucestershire Mental Health Services, 2gether Trust, G.R.I.P Team, Better2Work (REDACT ), Service Director for Learning Difficulties (REDACT ), Independence Trust (C REDACT ), and Service Director for CAMHS. Skills, Careers and other - JHP will build progression opportunities by working with SFA/ HEFC Skills funded providers, for e.g. Colleges; learndirect network such as Sunrise in Easton; REDACT of Tribal Group to join provision with the SW NOMS ESF, OLASS and the regional free adult careers advice - Next Step.
- 63 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE [7.2] Employers Please describe in detail how you and your supply chain will actively engage with employers to develop proposals that accurately reflect local needs and describe how you will work collaboratively with employers on an ongoing basis to secure job outcomes for customers attending the Work Programme in this CPA. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4.

- 64 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 7.2 As a leading skills and welfare provider employer engagement has been at the heart of JHPs success. Since 1983 we have helped over 250,000 employers address employment and skill needs and supported over 300,000 people to achieve employment aspirations; approx 1/3 of these customers moved off benefits and into work. A tiered employer engagement strategy Our strategy is multi layered and designed to maximize job outcomes for our customers, and to provide employers with motivated, skilled and job ready employees. Our top tier employer engagement will see us develop close and ongoing relationships with employers. We will deliver high level support to progress customers in work; backfilling these vacancies with new customers. We aim to be seen as an intrinsic part of an employers Recruitment, Training and Business Growth Strategies. We accept that some employers will be harder to engage at this level and we will work more intensively with customers we place in these organisations. Other organisations will accept some ongoing relationship and business support, but will not see the WP as fundamental to their employment needs; we will work with these to the benefit of employee and employer. Local employer networks: JHP and our supply chain work with over 1000 businesses in GW&WoE including some of the largest employers e.g. MoD, Orange, public employer in Cheltenham, Sainsburys, IOP Publishing, Cheltenham & Gloucester Building Society, JD Wetherspoons as well as SMEs (99% of CPA employers). We also work with employers in local growth sectors of Aerospace (GKN, Airbus); Advanced Engineering (First Group, DAF, Honda, Dyson); and Creative Industries (Spike Island, Aardman, Armadillo Marketing, I shed). Weve also selected supply chain partners with extensive local networks and unique employer offers in GW&WoE. For example G4S, Bristol Royal Infirmary, First Bus, Hilton, Primark, Reliance Security, WGC, TelePerformance, United Bristol Healthcare. Bottle Green. Carillion, Viridor Waste Management, ESH Construction Group, Bowey Homes, B&Q, BAA, and Bairstowe Eves. Employer engagement activity in GW&WoE JHPs approach to employer engagement is built around a client push / job pull model. In line with WP priorities and the emphasis on sustainable outcomes we will build on the best elements of our existing employer engagement strategy by: 1. Capitalising on JHPs existing employer relationships and employer teams which include 1) Skills teams (77 staff) embedded within employers delivering workforce development 2) a Key Accounts Team managing a portfolio of large, national employers with over 400,000 employees such as EON, Sainsburys, Fujitsu, Anchor Care, MoD, MoJ, Peugeot, RBS and 3) a contact centre of 30 staff sourcing new business leads. Each team will be incentivised to find vacancies and promote JHP WP customers and will work collaboratively with the local team in GW&WoE. Employers signed up: JHPs majority shareholder Lloyds Development Capital own a portfolio of 58 organisations with over 24,000 staff and a national footprint e.g. Card Factory, American Golf centres, who will direct vacancies for our WP customers. 2. Moving from operationally managed employer engagement to a target driven, sales led environment with the introduction of a CPA Employer Solutions Manager role to lead local employer strategies and teams of Employer Solutions Consultants (ESC) and Community Placement Officers (CPO). Were also introducing staff incentives with commission based packages for these roles to ensure we meet and exceed job targets. 3. We will design bespoke engagement strategies in GW&WoE targeting employers in emerging and growth sectors e.g. Biotechnology & Bio-medical (Vectura), developing strategic relationships with inward investment projects e.g. Composites (planned NCC at Spark), Environmental Technologies (Avonmouth developments and Bristol Carbon Reduction Plan), Civil Nuclear (planned Hinkley Point, Berkeley, Oldbury); Construction
- 65 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 7.2 (continued) (Long Asdon, Knowle); new Retail; Logistics (Co-Op in Avonmouth, B&Q in Wiltshire); Creative (like Glove Factory in Wiltshire) and appointing sector specialist staff roles. 4. Collaboration with key strategic stakeholders to develop new employer relationships and tap into additional vacancy opportunities including WoE Local Enterprise Partnerships (LEP) and their Worklessness Group/ Plan; the developing LEP for GW&Swindon; JCP (strategic and operational) supporting Employment Fairs and Jobs Bus (including weekends); Salisbury and District CoC, Swindon Chamber; and local gateways (West At Work, Grad South West, Plan 500). 5. Selling the benefits of an Integrated Employability & Skills package offering employers a service across the whole recruitment and employment life cycle, from bespoke and cost effective recruitment to workforce development embedded within our In Work support offer. JHP strap line is into work, onto skills Evidence: NWT manages Haydens Bakery recruitment and skills development to fill 80 new jobs in 1yr (factory floor to senior managers); CoBC is the preferred skills supplier Airbus offering Craft, Aeronautical Mechanical, and Electrical Apprenticeship. To deliver against our strategy JHPs Employer Solutions Managers will lead and coordinate a programme of activity across GW&WoE which will include: High profile launch events Attending networking events Co-host networking events with Direct marketing local stakeholders eg. Gloucester Employer breakfast meetings Chamber and FSB; ForwardSwindon Joint Job and Career fairs Plan 500 Press releases Recruitment on premises Online vacancies: We will use a Webscrape tool to trawl over 100 jobsites to capture live vacancies which will directly feed into the JHP Jobsboard an online vacancy pool accessed by JHP and supply chain staff Our Employer Solutions Managers will co-ordinate employer engagement activity across our supply chain. Monthly forums will govern the protocols of how we work collectively avoiding duplication and sharing best practice. Our CRM will capture all employer data. Developing employer proposals that reflect local need JHP has been collaborating with employers for the last 27 years in GW&WoE to develop bespoke employability and skills proposals, from sector specific routeways (for eg. warehouse and distribution) and work trials, to large scale recruitment campaigns. GW&WoE employer proposals: evidence of JHP and supply chain experience include: Sector routeways: JHP, with JCP, promoted vacancies and administered recruitment for Bath Southgatee, delivering customer service, cleaning and security routeways for 100s of jobs; Recruitment solution: With Barclays Bank supporting disabled entrepreneurs to establish own business (Shaw); Edmunson Electrical distributers ask JHP to source their vacancies Work trials: Whatever (KANDU) with Westlea Housing - jobs as they arise. Developing local employer solutions is at the heart of our employer engagement strategy, building upon the success JHP and our supply chain has already achieved in GW&WoE. We recognise that between 2011 and 2016 labour market supply and demand will evolve. GW&WoE GVA has a high potential to create private sector jobs and despite a dip in construction / manufacturing it is better insulated from the spending squeeze than most. To ensure were best placed to develop locally responsive solutions we will: Continue to produce local labour market intelligence (LMI) reports on a quarterly basis Develop a strong enterprise support offer with the Enterprise Agencies (business survival rates after 1 (94%) and 3 years (69%) is second highest in country) Collaborate with key local business and employer stakeholders including Gloucestershire Chamber of Commerce (CoC) and Industry, Wessex Association of
- 66 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 7.2 (continued) Strategic Economic Partnership (Swindon) to share LMI data, identify supply/demand trends and promote the WP as the local choice in bespoke employment solutions Performance manage SMs, ESCs and all other JHP employer facing staff against KPIs to proactively engage and develop bespoke proposals with employers Collaboration in GW&WoE: working with Warminster Chamber of Trade, WoE Partnership; BANES and other Economic Development teams. Identified employer needs are met by signing them up to work with us, and putting in place the following steps to ensure the opportunity takes off: 1. Kick off meeting to identify employer needs, agreeing actions and outputs 2. Development and sign off of project plan against agreed milestones and timescales 3. JHP lead appointed e.g. SM or ESC to kick off and coordinate internal activity e.g. comms to Job Coaches, development of candidate pool, mobilisation of JHP skills 4. Regular meetings with employer to monitor progress 5. Final employer meeting to review results and secure feedback Working collaboratively with employers to secure job outcomes JHP and our supply chain offer DWP a strong track record in managing and developing employer relations. 40+% of JHPs employer relationships have yielded repeat business. Evidence: Streamlining and administering G4S recruitment process to source 70 trained staff (Shaw); recruited and trained customers at request of Chambers; Reliance signed a formal Community Partnership agreement with Tomorrow's People; N-Gaged for professional driver training and jobs such as Langdons, Saville Freights, Gregories. In Work Coaches (IWC) will manage the ongoing relationship with employers where WP customers have been placed and are receiving some form of In Work support, whilst ESCs will account manage all other employers within our local network. As a trusted partner to local employers there are a number of tried and tested ways in which we collaborate with them to secure additional job outcomes, this includes: Offering HR support throughout the recruitment life cycle e.g. improving recruitment policies and procedures making it easier for employers to recruit our customer Managing recruitment campaigns on behalf of the employer, developing a pool of job ready candidates from local WP customers Developing bespoke sector routeways for employers linked to live or ring fenced vacancies, providing our customers with opportunities to vacancies before the public Offering an IES solution not just for the customers we place, but also for the entire employer workforce. As a top 3 SFA provider, our experience is that a critical factor in creating more entry/low level jobs is workforce development. A better skilled workforce raises productivity and business growth leading to further job creation and opportunity. Evidence: NWT support business growth by fully implementing IES, working with the HR teams on workforce development and recruitment, eg. Westbury Dairies - 100 new jobs. To ensure we continue to drive additional job outcomes from employers we will: Use measurable business indicators (MBI) - a set of metrics developed in conjunction with each employer to clearly measure the positive impact our service and customers have on their business (e.g. reduced recruitment costs, staff turnover, wastage rates or increased productivity) which will drive repeat buy in. Performance manage IWCs and ESCs against repeat business targets. Provide add on services free of charge through our In Work offer. For example we will dispel negative perceptions of working with different customer groups e.g. campaigns focused on employing people with disabilities or ex-offenders. Evidence: Probation Trusts advice and support employers; JHP through NOMS hold a bank of ex-offender friendly employers who regularly offer interviews and work trials; Shaw Trust support employers of people with disabilities; and TAEN support over 50s.
- 67 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

PART 8: CONTRACT PERFORMANCE

[8.1] Performance Job Outcomes Using worksheet C. Outcome Volumes provided in the Pricing Proposal document, please detail your expected performance in this CPA and provide comment on how this compares to the national benchmark levels detailed at paragraph A4.18 of the Work Programme Specification. Your response must address individual customer groups separately and differentiate between job starts/outcomes and sustained job outcomes. Please note your response to this question shall not be scored but will be used to inform the evaluation of your response to question 8.1a Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two sides of A4.

- 68 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 8.1 JHP Work Programme performance offer for Gloucester, Wiltshire, Swindon and West of England Customer Referrals Job Start DWP Job Compared Sustained Group MPL Claim to MPL Jobs 24months JSA 25+ 18,150 6,989 5,611 6,316 +705 5,368 JSA 18-24 4,634 2,318 1,882 2,197 +315 1,878 JSA Ex IB 1,419 568 190 541 +351 324 JSA Early 2,937 954 553 896 +343 607 Access ESA 3,160 1,310 1,230 1,269 +39 1,009 Volunteers ESA Flows 3,520 731 634 699 +65 412 ESA Ex IB 3,261 369 260 345 +85 163 IB/IS 830 390 352 362 +10 250 Volunteers Summary JHP will deliver 12,625 job outcomes over the lifetime of the contract, which is 1,913 over the minimum level of performance threshold for all customer groups, equivalent to a performance uplift of 15% The volume of 24 month sustained jobs we are offering is nearly as many as the required job outcome volumes set by DWP over the contract period Nearly 80% of all job outcomes achieved will sustain a job for 2 years 26% of all customers referred to us will be off benefits at some stage during their time on the Work Programme 73% of all job starts achieved will sustain for 2 years 36% of all referrals will move into work 18% of jobs will come from ESA customers JSA 25+ We will deliver a job outcome rate for JSA 25+ customers at over 13% of DWPs minimum performance level JSA 18-24 Were offering 1,878 sustained jobs for 18-24 customers against DWPs minimum performance level of 1,882 26 week job outcomes JSA Ex IB Were will get twice as many people into work than DWP minimum level of performance for this customer group JSA Early Entry Over 93% of this customer group that gain work will still be in work 13 weeks later ESA Volunteers Over 10% of our job outcomes will come from this customer group ESA Flows 59% of job outcomes for ESA Flow customers will be sustained for 3 years ESA Ex IB Hardest to help group will exceed minimum levels of performance by 33% We will deliver 93% more jobs from the JSA hardest to help groups (Early Access & Ex IB) than DWP have forecast IB / IS 93% of IB/IS customers that gain a job will sustain it for at least 13 weeks
- 69 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 8.1 (Continued) IB/IS Customer Group

% Refs into Job Start

%Refs into Job Outcomes 34.80% 47.41% 38.12% 30.50% 40.15% 19.86% 10.58% 43.64%

DWP MLP

DWP MPL over 7 years 30.92% 40.61% 13.39% 18.83% 38.92%

% above/ below MLP

% of Job Starts that become Job Outcomes 90.4% 94.8% 95.2% 93.9% 96.9% 95.6% 93.5% 92.8%

JSA 25+ JSA 18-24 JSA Ex IB JSA Early Access ESA Volunteers ESA Flows ESA Ex IB IB/IS Volunteers

38.51% 50.02% 40.02% 32.48% 41.45% 20.77% 11.32% 47.02%

33% 44%

+3.88% +6.80% +24.73% +11.68% +1.23% +1.85% +2.61% +1.21%

% of Job Outcomes that sustain for 24 months 84.99% 85.48% 59.89% 67.75% 79.51% 58.94% 47.25% 69.06%

16.50 %

18.01% 7.97% 42.44%

Comparison to national performance benchmarks We are offering an increase against national performance for JSA 25+ by 1.8% against in year targets and 3.88% against the overall 7 year minimum level of performance We are offering an increase against national performance for JSA 18-24 by 3.41% against in year targets and 6.8% against the overall 7 year minimum level of performance We are offering an increase against national performance for ESA Flows by 3.36% against in year targets and 1.85% against the overall 7 year minimum level of performance Achievement of additional incentive payments for groups 1, 2 & 6 from year 4 JHP will deliver 137 job outcomes at 30% above non-intervention levels from year 4 onwards Sustainability performance levels Over 93% of job starts will be converted into job outcomes for all customer groups JSA 25+ and 18-24 groups will achieve the highest sustainability rates between 84.99% and 85.48% Voluntary and early entry groups e.g. JSA Early Access, ESA & IB/IS Volunteers will achieve sustainability between 68% and 80%

- 70 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

[8.1a] Performance - Rationale Please provide your rationale for your expected Job Outcome Performance levels, by individual customer groups as detailed in 8.1. Explain the activities and support that will be introduced to help secure the achievement of these performance levels together with any other best practice evidence to support your proposed performance. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to four sides of A4.

- 71 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a JHPs performance offer to DWP will deliver 12,625 job outcomes across Gloucestershire, Wiltshire and West of England, exceeding minimum performance levels for all customer groups. Our offer is further strengthened with a market leading sustainability rate whereby over 90% of all job starts will reach a job outcome, with 73% of job starts fully sustaining. We believe our offer includes the right balance of pragmatism in achieving job outcomes within an economy emerging from recession, with a progressive approach to job retention which will deliver the sustainable change and long term outcomes that both Government and individuals need. Rationale for JHP Work Programme performance offer We have evaluated a number of factors to determine our performance offer which will impact all customer groups as our model is designed to support individual need, not whole customer groups. These include: Context, Knowledge and track record: from our knowledge and experience of welfare to work and skills performance, published DWP statistics and analysis by industry bodies (e.g. CESI) we believe that our performance expectations are realistic and deliverable: FND experience: JHPs 13 and 26 week FND job outcomes (JO) in Surrey, Sussex & Kent and Birmingham & Solihull would put us in 2nd and 3rd place respectively in DWPs national performance tables (Nov 2010) Customer experience: JHP deliver OLASS and National Offender Management Service (NOMS) programmes plus two Work Choice subcontracts of which 91.3% of our leavers on our NOMS delivery have moved into sustained employment Skills experience: JHP deliver 42m of SFA funded provision across 11 sectors to 1824 and 25+ customer groups, where job retention rates on average are 85%. Work Programme features: we have taken into account the positive impact on performance expected as a result of changes introduced by the WP. For example, supporting customers from as early as month three into their benefit claim and through multiple jobs over a longer period of time will drive higher performance. We will also drive performance via learnings and service improvement over a contract length of up to 7 yrs. Voluntary and mandatory customers: Evidence from programmes such as NDDP and Pathways to Work (PtW) demonstrates higher performance outcomes (24%) for voluntary customers in comparison to mandatory customers. The fundamental difference which drives performance is their motivation and will to work. With the introduction of voluntary eligibility within the WP, including ESA groups similar to that of NDDP and PtW, performance will be positively impacted. Partner performance: We have selected partners with a track record in delivering Job Outcomes and supporting different customer groups e.g. Shaw Trust is the largest 3 rd sector provider of W2W (Work Choice covering 16 COAs, NDDP covering 17 out of 19 JCP districts, PtW in 5 regions; North Wessex Training are in the top 4 nationally for PtW since Dec 09 (JO 19% mandatory clients and 39% voluntary); BTCV consistently in the top 20% of FND1 and engaged 34,000 young people in Volunteering to Employment. Analysis of economic profile: from comprehensive analysis of economic and demographic indicators, we are confident conditions and availability of jobs over the next 5 years in GW&WoE will support our offer. Statistics published by the OBR, CBI, Banks and others all indicate positive GDP growth (an increase of 2.719%) over the next 3 years, positive GDP usually provides a positive environment for employment opportunities. The SW has the second highest employment rate at 74.5% (national ave 71%). The CPA is well poised for growth with the second highest national 3 year survival rates for start-ups (69%) and high output industries in aerospace, manufacturing and silicon technologies. The CPA unemployment (5.9%) is broadly static and lower than national (7.9%) but masked by an increase in part time work and 85% of new jobs being into self employment. The construction sector is recovering. There has been significant growth in JCP vacancies (30% between Aug-Oct 2010) in GW&WoE with significant
- 72 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a (continued) increases in high volume employment sectors such as Retail and Customer Service (58%), unskilled (79%), Banking, Finance and Insurance Sectors (32%), and Manufacturing (21%). Research suggests any new benefit system (e.g. Universal Credit) positively impacts Job Outcomes. Welfare Reform: Research suggests any new benefit system (e.g. Universal Credit) positively impacts Job Outcomes. Universal Credit should be particularly positive with its key objective of ensuring people are always better off in work providing a real incentive. 1) Performance rationale by customer group: Our offer takes into account a range of performance uplifts we expect to achieve for each WP customer group as a result of track record, locality and innovation in activities and support. JSA 18-24: 47% job outcome, 85% sustained for 2 years - Our rationale to secure 2197 JSA 18-24 JOs is driven by: JHP expertise: In the last 12 months weve supported over 1,100 18-24 year olds via work based learning (WBL) activity and 700 via Young Persons Guarantee (YPG). We know that sector routeways increase JOs - we delivered a retail programme for 35 customers in Bath Southgate. 24 have moved into and sustained employment (68%); and in work learning activity leads to sustained jobs - 85% of our work based learners complete their in work qualification and sustain employment over a 6 to 24 month period. Effective supply chain (SC): BTCV have worked with 4100 young people in last 12 months through NDYP achieving a JER rate of 60.9% for ETF against target of 50% (Dec 09). Opportunities: Gloucestershire has the youngest age profile in the CPA. BTCV liaise between Young People and Employers, to ensure that they develop the skills needed by employers. BAME unemployment is high in Bristol and housing can be a barrier to work for some young people so we will work with 1625 Independent People (IP) and Inspire to engage and sustain young peoples resilience. Language needs will be met through CoBC and Learning Communities teams (ESOL) and opportunities in local growth sectors promoted (e.g. 18% manufacturing and engineering). Innovation: 75% young people regularly use social networking sites. JHP has embraced this with technology based solutions to engage and support these customers JSA 25+: 35% job outcome, 85% sustained for 2 years - Our rationale to secure 6316 JSA 25+ JOs is driven by: JHP expertise: We have a 30% JO rate in Response to Redundancy (Bath). We have worked with over 1,000 25+ customers (last 12 months) through current FND delivery, converting 92% of our referrals to starts. Effective SC: North Wessex Training deliver Journey to Work - support for parents into employment working out of Childrens Centres across Wiltshire and Gloucestershire, working with 902 in the last 12 months, 54% JO (target 35%); Tomorrows People 38% JO in Working Communities; CoB College with integrated skills development, already working with 100s of employers in a wide variety of sectors, deliver Apprenticeships in over 20 sectors; customers will access GDAs network of Work Clubs; our self employment support is well developed using established enterprise agencies with local track record Opportunities: JHP are the largest provider of care qualifications in the UK. This ensures we have access to SME and large employers in the care sector such as Intoplay Nursery and Albert Care Home. Due to the nature of the roles available in this sector (more suited to people 25+) this presents an ideal opportunity for access to these vacancies. Innovation: services with the whole family, for eg. the Life Project (with Participal) in Swindon. For those that want to start their own business the four enterprise agencies across the CPA will run Enterprise Clubs, support business start- up and broker access to the New Enterprise Allowance and the Chambers Mentoring Gateway. We will work with local initiatives that encourage access and coordination of services with the whole family, for eg. the Life Project (with Participal) in Swindon. JSA Early Access: Performance Offer 31% job outcome, 68% sustained for 2 years Our rationale to secure 896 JSA Early Access JOs is driven by: JHP expertise and evidence: In the last 6 months we have supported 372 ex-offenders into employment
- 73 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a (continued) (OLASS). Effective SC: Avon and Somerset Probation Trusts have supported 400+ into work a year and our mental health and substance misuse assessments and brokerage service will fast track offenders to the core services they need in the community. Our specialists include 15 providers who support Homeless People and 18 providers who support customers with Alcohol/Drug Misuse Problems. We will work with Wiltshires Military Civilian Integration initiative. Opportunities: Using our experience of OLASS, our relationship with all the Heads of Resettlement and with Probation Trusts we will fully integrate the WP with NOMS ESF and Community Payback Schemes. The Probation Trusts have a network of over 50 ex-offender friendly employers (committed to employing ex-offenders) such as Carillion as well as access to placements with Clean Slate, Restore, Re-Work, and Blue Sky. Innovation: Pinnacle People work inside HMP Bristol with the CARATs teams to engage offenders prior to their release to reduce costly re-offending and 1625 Independent People support young offenders into housing. ESA/ex-IB clients: 25% job outcome, 67% sustained for 2 years Our rationale to secure 2854 ESA/exIB 18-24 JOs is driven by: JHP expertise: Over 20% of JHPs customers in have a physical or mental health requirement, with JO and qualification achievement rates being equal to those who do not require support. Effective SC: Shaw Trust has vast experience of working with ESA and IB customers on Work Choice (57% JO) Opportunities: Our SC work with a range of employers who are disability friendly in GW&WoE, these include Asda, Royal Mail and BT who collectively have over 300 vacancies a year. Innovation: Our whole delivery model is based around accessible and flexible services. We are embedding people and provision at the heart of communities from Tewkesbury to Salisbury to Weston; using technology to provide anytime access; and champions and Specialist Coaches within our team to support the ESA cohort. IB/IS: 47% job outcome, 69% sustained for 2 years Our rationale to secure 362 IB/IS JOs is driven by: JHP expertise: we deliver Work Choice subcontracts in 2 CPAs and have a in-depth track record supporting over 2,500 lone parents across all our employability provision. Effective SC: Tomorrows people work out of multiple Family and Healthy Living Centres many of them multi agency delivery sites with crches. Opportunities: Universal Credit will provide significant incentive to the IB/IS groups, in particular lone parents. Under the current system a lone parent working 16 hours at the National Minimum Wage would only increase their take home pay by 5 a week if they increased their hours to 25 a week. Under Universal Credit the same lone parent would increase their take home pay by 17. Innovation: Well target Employer Solutions Consultants to secure incremental job opportunities e.g. part time, flexible working which is relevant to lone parents and carers, who may have dependents or want a phased return to work. This also meets the needs of local employers who in response to the downturn are recruiting part time positions. Well help carers acquire qualifications in Care whilst theyre caring and appoint Job Coaches with a track record of working with IB customers. 2) A delivery model with performance focused activities and support: Our model is based upon two overarching performance driven factors: End to End approach delivers better results: JHP experience and DWP results show that where supply chains are designed around End to End delivery, performance is 25% higher than the national average. JHP has adopted this approach selecting 10 End to End Sub Contract partners in GW&WoE supported by a pool of 40 call off specialists. 2. Integrated WBL: the lack of current funding and policy alignment means that less than10% of customers undertake joint welfare and skills programmes. The WP and policy changes in BIS will enable JHP to deliver Integrated Employment & Skills (IES), increasing joint participation to 40-50%. Through IES we will ensure customers have the
- 74 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a (continued) skills to enter and most importantly sustain work over 85% of JHP customers who participate in WBL stay in work. JHP is also confident the activities and support embedded within our delivery model will make our performance offer a reality, these include: Maximising referral to starts: we will drive referral rates to 92.5% through new engagement methods - increasing the number of active job seekers to drive up JO rates. Solution: free phone number & contact centre team of Customer Service Advisors; engage via technology e.g. email, text, online portal; and, outreach work with customers in convenient locations e.g. community or at home. Evidence: JHP has achieved a 92% success rate using some of these approaches through FND in GMC&W. First approach: we will develop personalised journeys with interventions that focus on getting a customer their 1st job, helping them progress once in work. Solution: fast track job matching and, skills training for those who want to work but need training to secure job e.g. vocational, soft skills, (non) accredited, work experience. Evidence: Our current FND delivery is based on this approach, where our stand alone figures would put us at 2nd and 3rd place respectively in DWPs national performance tables (Nov 2010). Focus and Transform: well use tools and interventions that will enable customers to focus on what they can do, and what they need to do, to secure long term work. Solution: tools to find and keep work e.g. personality and competency mapping to jobs/sectors and sustainability assessments; activities to develop Knowledge, Attitude, Skills and Habits critical success factors; work life tasters through MAPS TV and work experience. In Work Support (IWS): weve invested significantly in IWS that will drive sustainability rates as high as 85% from job start to fully sustained. Solution: initial and follow up sustainability assessments identifying early warning signs of drop out; In Work Coaches trained by occupational psychologists; career management approach with bespoke skills solution exclusive to JHP customers e.g. Skills Passport and access to SFA funding; barrier support through Lifeworks (24/7 advice line); incentive scheme with in work rewards; access to peer mentoring scheme; employer liaison; continued job matching to provide alternative work options; and, intensive tracking. Evidence: we surveyed our Routes into Work and Response to Redundancy clients, 76% had sustained work for 12+ mths, and 82% said that this was predominantly down to the support of JHP. Employer engagement strategy: JOs will be driven by an organisational approach to employer engagement, generating sufficient vacancy volumes against JOs. The quality and strength of our employer links will drive sustainability. Solution: we are introducing sales focused managers to lead employer facing staff; we will appoint sector specialists e.g. Retail and distribution in GW&WoE; we will incentivise staff with target driven bonus schemes; our Key Accounts Team will source large employer vacancies for local teams; and, we will drive repeat business with over 1000 existing local employers links. Well achieve repeat business by upskilling the customers we place with employers through WBL driving sustainability at the same time as generating job vacancies when customer progress, which we can backfill with new WP customers. Evidence: Anchor Care, MoD, the Card Factory and RUH NHS Trust have pledged support to provide vacancies for WP customers. On average we secure repeat business from 40% of our employers. Technology solutions: we will make extensive use of online technologies that will enable us to work quicker and smarter in securing jobs and enabling customers to access services at a time and pace that suits them. Solution: real time job matching tool that continually maps customers to live vacancies; job scraping tools that trawls over 100 jobsites; online interventions (webinars, self help) will improve accessibility and allow customers more flexibility to take ownership of their journey also allowing staff to support the hardest to help; CRM system to develop long term employer relations that drive repeat business. Evidence: The Job Scrape on-line job matching tool enables us to identify over 70,000 vacancies on a daily basis. - 75 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

PART 9:

IMPLEMENTATION

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

[9.1] Implementation Plan Please provide: an Implementation Plan for the Work Programme in this CPA clearly stating the date on which you are proposing to commence delivery of the service. The plan, which must be in the form of a Gantt chart (insert as Annex 6), must include the key activities required to put provision into place by the service commencement date. It must include key milestones, timescales for activities including start and end dates and who is responsible for each activity including the expected start date for delivery. It will also show the critical path and interdependencies.

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

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

- 76 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 9.1 Work Programme (WP) delivery will begin 4th July 2011 in Gloucestershire, Wiltshire and West of England (GW&WoE). As an experienced provider setting up complex, large scale public service programmes, we recognise the key risks for WP set up broadly relate to people, property, processes (IT and Security) and partnerships. Our implementation strategy is designed to mitigate all key risks by integrating three fundamental principles; Programme Management, Phased Implementation and Partnership. JHP and its Supply Chain already have 110 plus staff and 50 plus centres and satellites in place. Programme Management: JHP has established a WP Programme Board (WPPB) with executive accountability for WP implementation. Chaired by our Chief Operating Officer (Project Sponsor - PS) the WPPB will provide governance and strategic decision making. Reporting directly to the WPPB, JHPs WP Programme Manager (WPPM) will be responsible for managing all programme activity within a controlled environment as a Managing Successful Programmes and PRINCE 2 qualified Practitioner. Our WPPM will oversee three work streams each led by Project Managers (PM): 1. Central Shared Services work stream will coordinate all shared services activity with functional leads appointed from HR, IT, Finance, Quality, Marketing and Estates teams. 2. CPA work streams will manage JHP local operational implementation. Each work stream will include local managers and operational champions, plus representatives from shared services appointed to the CPA e.g. HR lead 3. Supply Chain work stream will manage all supply chain implementation activity ensuring partners deliver on time against the plan. Work Stream activity will be coordinated via weekly WP Steering Group meetings with all work stream leads. Weve also invested in a virtual Programme Management Office (PMO) to support implementation e.g. admin support. Phased implementation strategy: In September 2010 we began the first of five implementation stages to maximise the set-up window for Work Programme. A staged approach, prioritising customer facing activity with milestones to ensure go live, ensures outputs are achieved within distinct timeframes, enabling thorough management of progress made. Each stage is linked by the critical path which drives the whole plan and determines interdependencies; completing activities in the correct order will ensure all milestones are met. The WPPM will manage the critical path, escalating risks and issues to the WPPB. Partnership: We will work with key organisations such as Morgan Hunt, Tribal plc and JCA Occupational Psychologists as our strategic partners for the Work Programme to ensure our business support solutions are ready for go live. JHP has conducted a thorough analysis of the risks associated implementing WP phases on time, including golive by 4th July, developing a comprehensive implementation plan and risk register with detailed mitigating actions. Managing and mitigating key WP risks JHPs WPPM will be responsible for managing all implementation risks through a programme wide and CPA specific implementation plans and risk registers. The registers are used to ensure appropriate contingencies are in place to mitigate against both the probability and impact of all potential set up-risks. The WPPM is responsible for the Communication Plan with: i) weekly highlight reports identifying issues via red, amber, green process; ii) weekly Work Stream meetings to review progress and agree solutions to issues impacting on the critical path and communicate actions and resolutions to the WP Board. Where a Red Status appears along the critical path for two concurrent weeks the PS takes ownership and is able to deviate from budget, re-prioritise activity and make temporary variations to the overall solution to return the project to green status and restore the critical path. The table highlights77 - risks along our critical path. - key
71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 9.1 (continued) Risk Factor TUPE Mitigation Establish TUPE specialist in each CPA, negotiate with other CPA provider & supply chain Overstretch / Displacement from other programmes, pre contract recruitment, resource indirect staff identified Trained staff not in Recruitment plan underway; competency assessments, 2 week place intensive training programme planned Management New Executive appointments, ring fenced & scaleable Capacity implementation resource, displacement of existing management Re-fit over runs / Identified temporary centres; outreach; co-location with strategic / property not ready supply chain partners, divert customers to supply chain DDA compliance Use outreach for customers, use temporary centres, divert customers to supply chain IT solution not Phase approach, strategic partner (Tribal) commissioned, ready workarounds identified; IT Security Dedicated IT resource (experienced in obtaining clearance), clearance delay budget allocated, contingency consultancy planned Supply chain Thorough selection process; dedicated work stream and withdrawal partnership manager; supply chain reserve list Supply chain not Volumes redirected elsewhere, thorough post tender ready implementation review, JHP support Managing multiple contract wins After successfully implementing 4 JCP Support Contracts we conducted a thorough Best Practice Review to establish lessons learnt such as increased support function stretch, impact of Security measures and temporary delivery strategies, building these into WP implementation plans and risk registers. Risks identified if JHP is awarded multiple contracts: We will manage multiple CPA supply chains Mitigation: weve commissioned consultants to develop new SCM manual, have dedicated implementation work streams and CPA specific Partnership Managers Increased stretch on central resources Mitigation: outsourcing key activity e.g. recruitment led by Morgan Hunt, IT led by Tribal and investment in people e.g. recruiting new staff into marketing, IT, estates and HR Increased cash flow would be required Mitigation: Lloyds Development Capital have committed to financing multiple JHP Work Programme contracts. To mitigate all risks associated with multiple wins our scaleable model includes: Programme management expertise leading implementation (WPPM) and ring fenced implementation resource at central and CPA levels Clear and accountable governance from WPPB to Work Stream activity Scaleable model with central and CPA specific work stream plans and teams Variances to the project plan Depending upon which contracts JHP are awarded, key elements of our plan may vary. For example, if JHP are awarded two contracts in the same or adjoining ERSS Lot well drive economies of scale by streamlining implementation activity within a specific geography e.g. joint recruitment campaigns, collective staff training and multi-CPA supply chain management strategies. If we were to be awarded Scotland, we would develop subCPA work streams e.g Glasgow. In the North West, West Midlands and Scotland CPAs we will be able to implement quicker due to JHP and supply chain readiness. Evidence: In the last 2 years we have implemented 82 contracts worth 250m opening 70 new offices, recruiting 700 staff and managing 30 subcontractors.
- 78 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 9.2 Contingency Arrangements

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

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

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

- 79 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 9.2 Over the past 3 years JHP has achieved revenue growth of 100%; without adversely affecting the quality and performance of existing services. Robust and assured contingency arrangements built within our business JHP is structured to allow expansion and change. Its Employability Division is separate from its Skills Division, with independent management and financial structures. JHPs current employability division includes delivery of FND, JCP Support Contracts, Work Choice, ESF provision (Response 2 Redundancy/NEET /Routes to Work) plus a range of local authority funded services. As contracts close, we will maximise use of this extra capacity (e.g. displaced staff) to support the WP. To protect existing business and assure continued performance levels, we have ring-fenced staff to continue delivery of these services led by our existing team of 10 contract managers. Weve also put in place a new implementation structure within the business including development of a new Programme Management Office (PMO) dedicated to WP set up including a Programme Manager responsible for all implementation activity, Project Mangers leading work streams plus dedicated admin support. At a local level CPA specific WP implementation teams will be developed including local operations managers and staff whose roles in existing delivery will be backfilled either by existing or newly recruited staff. As part of our new structure a WP Programme Board will provide overarching governance of implementation activity with a watching remit to identify potential adverse effects between WP and existing business. This will be sponsored and chaired by JHPs COO who has overall accountability for all JHP services. Resource and staff contingency if awarded more than one CPA If JHP are awarded 1 or more contracts we will manage resource & staff by: Ring fencing central shared services and CPA specific resource and staff with work streams managed by dedicated Project Managers (as described above) Outsourcing significant implementation activity of our shared services teams Investing in new people and processes to develop the JHP talent pool Prioritise Prime Contract award over sub-contract agreements HR: Morgan Hunt has been appointed as master vendor to manage the entire recruitment campaign including management of smaller agencies on our behalf. Outsourcing will enable us to focus JHP resource at key points of recruitment. IT: we have partnered with Tribal, a market leader in public sector technology solutions, to develop an integrated WP system. We already have IT Security processes in place as part of our Prime JCP Support Contract delivery. Were also expanding our in house team by 80% to meet the demands of WP. Marketing: Aurora Marketing, will lead on brand development and Cimex for web design, as part of our WP marketing strategy. Plus, were re-structuring our marketing team to bring in new skills and experience e.g. digital marketing. Estates: we are outsourcing all WP estates management activity including XY&Z. Supply chain: we have re-designed all our supply chain processes, with a team of supply chain consultants with over 30 years expertise, to more effectively manage large numbers of WP supply chain partners. Managing implementation alongside bidding We have also established a Change Board to analyse (at procurement stage) how all new potential contracts impact on delivery. This analysis informs the Business Growth and Bidding Strategies, providing early warning of the potential requirement to redistribute resource/prioritise operational activity. Contingency plan to maintain the entire scope of our proposal JHP mitigates the risks of supply chain withdrawal prior to commencement, via preventative action and comprehensive supply chain management, including:
- 80 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 9.2 To mitigate overstretch, volume and payment terms appropriate to subcontractors capacity, turnover, infrastructure and service. E.g. 40% of turnover To mitigate over-reliance on subcontractors: Cap of 80% of contract is subcontracted, a cap of 15% to a single provider. To mitigate late notification, subcontractor agreements stipulate that JHP should be notified at the earliest opportunity of any withdrawal risk / intention so we can provide trouble-shooting support or swift recourse to remedial action. Integrate subcontractor withdrawal into our risk management framework by including each CPA partner on our risk register and monitor accordingly. Partnership Managers undertake ongoing dialogue with partners to ensure continued capacity, capability and willingness to deliver. At preferred bidder stage well undertake early consultation with and review of all subcontractors to determine: their position in terms of wider WP commitments and/or other business won in intervening period, current capacity and coverage potential, current quality and financial health check. Well update risk registers by review of risk assessment banding, and critical review meetings to discuss issues, offer appropriate support, implementing remedial action as a final step. Over-supply database of ad hoc subcontractors pooled to ensure that equipment, resource or service requirements can be fulfilled in direct response to demand. Identification of contingency partners, prior to tender submissions. Ensuring that substitute partners are available at all stages of the tendering process Remedial action where supply chain withdrawals occur Extensive subcontractor network (end to end, ad hoc and reserve subcontractors) provides scope for flexibility and responsiveness i.e. 20% capacity within existing subcontractors allows for contingency volume to be dispersed as appropriate Engage suitable providers from unsuccessful bid submissions We factor in a buffer of 25% JHP under capacity to allow for direct absorption Explore scope for service provision within JHP and subcontractors wider partner networks, eg, our national compact with Salvation Army gives us and our subcontractors access to their 200+ centres across GW&WoE, providing the necessary infrastructure to support changes within the delivery partnership Research and development activity to identify further partnership opportunities Contingency subcontractors vetted during EOI process but not included in final selection. Our reserve list (below) includes existing partners from other CPAs who could support this CPA or who offered national agreement terms. Contingency Provider Contract Package Area(s) Ingeus CPA14 Seetec CPA12 Groundwork CPA12 Triangle CPA12

- 81 71356061.doc

RESTRICTED COMMERCIAL IN CONFIDENCE

- 82 71356061.doc