013. CPA2 Rehab JobFit Tender Form Redacted FINAL

8/3/2019 013. CPA2 Rehab JobFit Tender Form Redacted FINAL

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RESTRICTED COMMERCIAL IN CONFIDENCE

MWA ITT Questionnaire FINAL V0.1 1

EMPLOYMENT RELATED SUPPORT SERVICESFRAMEWORK AGREEMENT

MINI COMPETITION FOR THE PROVISION OFMANDATORY WORK ACTIVITY

Invitation to Tender Form

CONTRACT PACKAGE AREA TENDER FORMCPA 2 SOUTH WEST

Tender Round title: Mandatory Work Activity

Organisation Name: Rehab JobFit LLP

CPA: CPA2 SOUTH WEST


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PART 1: ORGANISATION DETAILS

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

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

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

Rehab JobFit LLP

Trading Name (if different from above): N/A

Company Registration Number: OC361645

Company Registered address: 145 Great Charles StBirminghamB3 3LP

Head Office Address, if different: N/A

VAT Registration Number: 880999749

Website Address (if any): N/A

Name, address and company registrationnumber of parent company, whereapplicable:

The Rehab GroupRoslyn Park, Sandymount, Dublin 402989817

Name and Job Title of main contact: Andrew Conlan-TrantDirectorRedacted

Address: Redacted145 Great Charles StBirminghamB3 3LP

Telephone no: Redacted0121 200 1140

Mobile telephone no: Redacted07974981619 UK00353862597157 - Ireland

Fax no: Redacted0121 233 0573E-mail address: [email protected]

Alternative contact Name and Job Title: RedactedSteve JonesAddress (if different from above): RedactedInterserve PLC, Interserve

House, Ruscombe Park, Twyford,Reading, Berkshire, RG10 9JU

Telephone no: Redacted0207 0149615

Mobile telephone no: Redacted07979 933 980

Contact e-mail: [email protected]

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mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]


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PART 2: TENDERER DECLARATION

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

To: The Secretary of State for Work and Pensions

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

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

2. We have completed and submitted all information required in the Invitation to TenderForm in the format and order required.

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

4. We hereby acknowledge and agree that we have read, understand and acceptMandatory Work Activity Call-Off Terms and Conditions, Mandatory Work ActivitySpecification and the draft Order Form.

Scanned Signature:

Date: 28/02/11

Name: Redacted Andrew Conlan-Trant

Job Title: Redacted Director

Duly authorised to sign Tenders on behalf of:

Name ofOrganisation:

Rehab JobFit LLP


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PART 3: MANDATORY WORK ACTIVITY CALL-OFF CONTRACT

TERMS AND CONDITIONS - ALTERNATIVE AND/OR ADDITIONALCLAUSES

[3.1]

3.1 The terms and conditions of Mandatory Work Activity will be the Standard Call-OffTerms and Conditions (set out in Schedule 4 of your Framework Agreement), asmodified by Mandatory Work Activity service requirements (Mandatory WorkActivity Additional Requirements).

3.2 Mandatory Work Activity Additional Requirements are set out in the Call -OffTerms and Conditions for Mandatory Work Activity which is supplied with yourInvitation to Tender. A document highlighting the modifications made to the

Standard Call-Off Terms and Conditions to reflect Mandatory Work ActivityAdditional Requirements will be issued by Friday 18 February; for ease ofidentification, the changes made since the draft version issued on 8 December2010 are shown in boxes within the document.

3.3 Any proposed amendments to Mandatory Work Activity Additional Requirementmust be detailed by completing the section below, giving full details of theclause(s)/Appendix you wish to amend and your proposed amendments. DWPwill consider proposed amendments strictly on their merits. Please note that youmay only propose amendments to Mandatory Work Activity AdditionalRequirements; proposed amendments to the Standard Call-Off Contract Termsand Conditions will not be considered.

Comments on Mandatory Work Activity Additional Requirements: -

MINI COMPETITION ADDITIONAL REQUIREMENTS (For Framework SupplierComments only)No. of theclause(s)/Appendix youwish to amend

Proposed amendment with proposed wording

Other than those provisions identified above, [Tenderer to insert name] confirms that ithas reviewed the Call-Off Terms and Conditions for Mandatory Work Activity andagrees in principle to each of their provisions.


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Name: RedactedAndrew Conlan-Trant

Scanned Signature:

Redacted

Position: Redacted

Director

Telephone No: Redacted0121 200 1140

Date: 11/02/2011

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


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PART 4: SERVICE REQUIREMENT

[4.1] Customer Journey - Process

Please describe the end-to-end customer journey through your MWA proposal for thisCPA.

Your response should include:

your process to ensure that the customer will commence placement within 10working days of the referral by Jobcentre Plus.

an explanation of how you will ensure that a customer completes the four weekplacement;

Confirmation that you will issue a completer certificate when a customersuccessfully completes placement, and when you will issue this certificate

Insert your response in the pre-set, shaded space of the following pages. Yourresponse MUST be limited to 2 sides of A4


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4.1 The Customer Journey Overview: The Rehab JobFit (RJF) delivery model forMWA in CPA 2 draws on Rehab and Interserves shared values of customercommitment, our open culture and commercial soundness and experience of deliveringcost-effective, customer-focused solutions. Each customers journey will be:

Designed to maximise the value of the work placement to the customer, ensuring tothe extent possible that it matches the abilities and aspirations of the customer andchallenging them to see and experience the holistic benefit of work

Specifically designed to re-enforce the responsibilities associated with claimingJobseekers Allowance through comprehensive induction, in-placement supportand effective tracking to identify, and address, failure to attend;

Timely with all customers starting placements within 10 working days of referral.

Focused to deliver community benefit, through a range of placements that includescharity shops, environmental projects & business administration within the 3 rd sector.

Ensuring the Customer Commences Placement Within 10 Working Days:Referral: Jobcentre Plus (JCP) Advisors will telephone our Referral Team (RT) toinform us of the referral. The RT will have access to electronic diaries for all WorkPlacement Co-ordinators (WPCs) and will book an Initial Telephone Interview for thecustomer within 2 working days, and an Induction within 7 working days. The RT willthen provide the JCP Advisor with the time for the Initial Telephone Interview and thetime, date and location for the Induction. JCP Advisors will send customer details to theRT via PRaP and the RT will use this to send key information regarding the customer(e.g. if the customer has a disability, childcare requirements or employment restrictions)to the WPC via our secure Management Information (MI) system, PICS. This willenable the WPC to immediately start identifying potential placement opportunitiesfor the customer.

Engagement Activity: Initial Telephone Interview This will take place within 2working days of the referral from JCP and is designed to give the customer someinformation about the programme, as well as to highlight their responsibilities whilstparticipating on the provision and the consequence of failure to start, attend, orcomplete MWA. The WPC will also discuss possible placement opportunities with thecustomer and will confirm the time, date and location of the Induction. Following theInitial Telephone Interview, a Welcome Pack (containing a formal notification letter inline with DWP requirements, information about the programme, contact details anddirections to the venue for the Induction) will be posted to the customer. The WPC willuse this information to source a placement for the customer so that placement activitycan be agreed in the Induction (within 7 working days of referral).

Welcome Call - The WPC will call the customer 1 working day prior to their Induction in

order to ensure that they know how to get to the Induction venue and to check that theirsituation hasnt changed.

Induction This will take place within 7 working days of referral. It will last between 1- 2hours and will take place in a jobcentre (where space is available) , in RJFs mobiletraining unit (MTU) or in a local community venue or hotel. At this appointment thefollowing will be covered: Induction onto the programme; Requirements of theprogramme; Consequences of not adhering to the programme; Health and Safetyawareness; How to use timesheets; Keeping your Placement session; How to claimtravel and childcare expenses; Appointment for pre-placement interview; Who theplacement will be with, travel directions and time to start. All details regarding the


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placement will be confirmed in writing with the customer signing 4.1 continued toconfirm that they accept and understand.

Pre-placement Interview Where possible the customer will attend a pre-placementinterview with the employer. The aim of this is to smooth the transition into theplacement and reduce the likelihood of the customer not attending on day one - therebyoffering the customer a soft landing.

Placement The customer will start on placement within 10 working days of referral.The work placement will last for 4 weeks, for 30 hours per week, over a seven dayperiod (unless restrictions have been agreed in the customers Jobseeker s AgreementJSAg), and will be of benefit to the local community. We will build from a bank ofnational employers we are currently working with through Rehabs subsidiary, TBGLearning (a Prime Contractor for 2 CTF contracts). These include Oxfam, BTCV,Wildlife Trust and British Heart Foundation and have demonstrated from previous

contracts our ability to transfer our offer and relationships to other parts of the country.All placements will accommodate the customers signing arrangement. PRaP will beupdated within 24 working hours to confirm customer start, in line with the requirementsof the specification

Ensuring The Customer Completes The Four Week Placement: This will beachieved by clearly outlining the purpose of the programme and the consequence ofnon-attendance (i.e. possible sanctions). We will also support customers to understandand overcome their concerns by undertaking a Keeping your Placement session aspart of the Induction. We will also ensure strong communication is maintained with boththe customer and the employer. Customers and employers will also be given afreephone landline number to use to contact RJF at any point during the MWAplacement. In addition we will carry out the following:

Day 1 Wake up call to ensure customers are ready for their placement and to easeany nerves.

Day 1The employer will receive a call at the end of the day to ensure everythingwent ok and to highlight if any actions are needed to be taken.

Day 2Customer wake up call to smooth transition whilst customer adjusts to newroutine

End of Week 1 Customer debrief/ Employer debrief

Start of Week 2Customer wake up call. To ensure that after their first weekend off they areready for placement on Monday morning.

Weekly Customer debrief/ Employer debrief at the end of each week

Tracking RJF will use its "OnTrak" automated tracking system to check customerattendance. This places an automated call to the employer during each placement dayto the landline or mobile of their preference. They will then be given 3 options - Press 1to confirm your placement has arrived for work today, Press 2 to confirm a no show,Press 3 to be put through to one of our Work Placement Co-ordinators. All failure to

attend will be followed up immediately by the WPCs who will contact the customer tofind out if there is any just reason for the non-attendance. We will also raise a sanctiondoubt to JCP within 24 hours, so that JCP can consider if a sanction is appropriate.

Completer Certificates: We can confirm that each customer will receive a CompleterCertificate within 10 working days of completion. This will confirm their attendance andthe activities they have undertaken. RJF will also complete and return the customerfeedback form within 10 working days of the customer leaving MWA. This will documenthow the customer has performed during the placement and verify the customersattendance. PRaP will be updated within 24 working hours of the customer leaving theirplacement.


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PART 5: SUPPLY CHAIN MANAGEMENT

[5.1] Delivery Strategy

Please describe in detail your delivery structure for all elements of Mandatory WorkActivity provision across this CPA, in terms of overall percentage of delivery andgeographical coverage, and explain why you consider your delivery strategy to be thebest approach for customers in this CPA.

If delivering of the Service includes by sub-contracting complete the followinginformation:

State clearly how you intend to work with your sub-contractors and describe how you

will ensure the needs of the customers in this CPA are fully addressed from within yoursupply chain.

Please also complete Annex 1 (Sub-contractor Declaration) for your proposed sub-contractors as appropriate.

Insert your response in the pre-set, shaded space of the following pages. Yourresponse MUST be limited to 2 sides of A4.


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5.1 Rehab JobFit (RJF) is a joint venture between Rehab, a not-for-profit organisationthat delivers training, employment, health & social care and commercial services forover 50,000 people each year, and Interserve, a major UK support services andconstruction sector employer with a strong established presence in the South West.

Our delivery strategy for MWA in the South West is to deliver 100% of the contractdirectly. This will meet our principle of ensuring that any customer, from any locationwithin CPA2 is able to access all the services and support needed. This deliverystructure is designed to provide cost effective delivery of services ensuring that themaximum amount of funding follows the customer rather than being used for tiers ofcontract management throughout a supply chain. This enables RJF to offer value formoney, a key driver behind DWPs procurement of MWA.

Delivery Structure: We will have a team of Work Placement Co-ordinators (WPCs)

working across the South West. Each of these will have responsibility for a specificgeographical area (e.g. Cornwall and Devon) but they will operate peripatetically so thatthey can respond quickly to increased throughflows across the CPA, if required. TheWPCs will be responsible for:

Sourcing placements through developing a bank of placement providers. They willalso develop relationships with key stakeholders such as East Cornwall CVS, thenew voluntary and community sector (VCS) Support Service contract betweenBristol City Council and Voscur, Somerset Voluntary Sector Network (SVSN) andDEVELOP Enhancing Community Support (Wiltshire and Bath & North EastSomerset). This will enable RJF to quickly identify and access placementopportunities across the CPA.

Vetting all placements to ensure that they reflect the requirements of real work andcan not be construed as make-work activities. This will be achieved through a

detailed pre-vet at the outset of provision to ensure that the required hours ofparticipation can be accommodated and that competent supervision by a member ofstaff is available. The WPC will ensure that the placement offers interesting andrewarding work experience, helping customers develop transferable skills includingpersonal effectiveness, team working and time management. Each potentialplacement will be assessed to make certain that the work experience gained willenhance the employability of customers, and meet the needs of the local labourmarket as well as fulfil the community benefit requirements of MWA. Theplacement must also meet statutory Health & Safety/Equal Opportunities criteria.

Conducting engagement activity from referral to start on placement (Initial TelephoneInterview, Welcome Call and Induction) so that the momentum is maintained for thecustomer. This is also designed to minimise drop-out.

In-placement support for both the customer and the placement provider (wake up

calls for the customer and debriefs for the customer and the employer at the end ofeach week).

Monitoring the customers attendance through our automated OnTrak system andensuring that any failure to attend is immediately followed up with the customer, theemployer and JCP. OnTrak places an automated call to the employer at the end ofeach placement day to the landline or mobile of their preference. They will then begiven 3 options - Press 1 to confirm your placement has arrived for work today,Press 2 to confirm a no show, Press 3 to be put through to one of our WorkPlacement Co-ordinators. All failure to attend will be followed up immediately by theWPCs who will contact the customer to find out if there is any just reason for thenon-attendance. We will also raise a sanction doubt to JCP within 24 hours via the


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DMA referral form, so that JCP can consider if a sanction is appropriate.

Referral and Administrative functions will be carried out centrally and we have access toresources within Rehab Group and Interserve to access additional resources (e.g.Interserves contact centre for referrals) if volumes should increase at any point.

Why This Strategy is The Best For CPA 2: The starting point for RJFs MWA deliverystrategy is to ensure that any customer, from any location within CPA2 is able to accessall the services and support they need. The South West is the largest region in Englandin terms of area, covering 9,200 square miles (23,828 km 2) including Bristol,Gloucestershire, Somerset,Dorset,Wiltshire, Devon,Cornwall and the Isles of Scilly.Over 80% of the land area is agricultural and just fewer than 10% is urban or suburban.CPA2 has a population of just over 5 million people with a third of these living in Bristol,Bournemouth and Poole, Plymouth, Swindon, Gloucester, Torbay, Cheltenham andExeter.

RJF is proposing to deliver 1,280 MWA placements per year, which is 800 more thanthe minimum number stated in the specification. This will give more jobseekers thechance to benefit from experiencing the habits and routines of working life and,hopefully as a result, be able to take the next step into sustainable employment. In orderto achieve this across such a wide geographical area, RJF has had to take into accountcost implications, flexibility and the speed within which the service has to be delivered.

By delivering 100% of the MWA directly, our delivery strategy meets these requirementsby being:

Cost Effective RJF is able to minimise the cost of contract management. We arealso able to streamline resources by accessing outreach delivery locations forInductions rather than relying on a centre based approach. Having a peripatetic team

of WPCs means that we can allocate staff across the CPA rather than having a fixeddelivery location for each member of staff (as would be the case through sub-contracted delivery). Fixed delivery locations would mean that more staff would berequired at additional cost in order to provide full CPA coverage.

Flexible MWA needs to be flexible and responsive to the needs of JCP, andcustomers, across the CPA. Our peripatetic approach means that we can react topeaks and troughs across the CPA as well as deliver from any location within theCPA, rather than being limited to static sites. Access to additional resources fromwithin Rehab and Interserve also gives us the flexibility to staff up at short notice.

Fast and Timely - All our bookings and interventions are co-ordinated through onesystem with no reliance on interfaces with sub-contractor systems. This means thatall communication between the referral team, administrator and WPCs can takeplace in real time. By including a telephone interview stage we are taking into

account the challenges presented by the geographical coverage, thereby ensuringplacements are found quickly and in a suitable location.

Dedicated Delivery Team - By recruiting a dedicated team of WPCs for MWA weare ensuring that there can be no conflict surrounding programme priorities so focusis maintained KPIs for this programme at all times. WPCs are supported by thereferral team who will ensure timely responses to all queries.

Scaleable Our ability to deliver is 100% dependent on our own capacity, ratherthan that of sub-contractors, which means we can easily upscale to respond toincreased volumes, locations or customer groups.
http://en.wikipedia.org/wiki/Bristolhttp://en.wikipedia.org/wiki/Gloucestershirehttp://en.wikipedia.org/wiki/Somersethttp://en.wikipedia.org/wiki/Dorsethttp://en.wikipedia.org/wiki/Wiltshirehttp://en.wikipedia.org/wiki/Devonhttp://en.wikipedia.org/wiki/Cornwallhttp://en.wikipedia.org/wiki/Isles_of_Scillyhttp://en.wikipedia.org/wiki/Isles_of_Scillyhttp://en.wikipedia.org/wiki/Cornwallhttp://en.wikipedia.org/wiki/Devonhttp://en.wikipedia.org/wiki/Wiltshirehttp://en.wikipedia.org/wiki/Dorsethttp://en.wikipedia.org/wiki/Somersethttp://en.wikipedia.org/wiki/Gloucestershirehttp://en.wikipedia.org/wiki/Bristol


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[5.2] Management Structure

Please provide:

A description of the proposed management structure for this CPA and how therequired management skills and expertise, including working with localstakeholders, have been identified and will be delivered. You should also includea description of associated responsibilities and reporting lines ;

A description of how you will work with the management teams of any supplychain organisations and key delivery partners; and

An explanation why your management structure is appropriate for MandatoryWork Activity within this CPA.

Please include an organisation chart (attach as Annex 2) showing the proposedmanagement structure for Mandatory Work Activity for this CPA.


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


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5.2 Proposed Management Structure: Rehab JobFits (RJF) delivery model for theMWA in CPA 2 is cost effective, ensures that the minimum standards of performanceare met and maximises the value added through a focus on driving performanceimprovement. We have illustrated this structure in the organisation chart in Annex 2,showing how we will cover the Jobcentre Plus districts of West of England,Gloucestershire, Swindon, Wiltshire, Devon & Cornwall and Dorset & Somerset.

RJF will appoint a Team Leader who will report to the RJF General Manager and whowill have accountability for MWA contract performance and compliance at CPA level.He/she will be responsible for a team of four Work Placement Co-ordinators (WPCs), aReferral Team and the Administration function. Our operations in CPA 2 will also benefitfrom substantial Rehab and Interserve head office support functions, including HR,Quality, Finance and IT, all as shown in Annex 2.

Identifying skills and experience required: RJF has analysed successful deliveryover a range of contracts that are similar to MWA, e.g. CTF and previous New DealOptions that required intensive work placement activity.

From this analysis, we have produced clear job descriptions for each role that willenable effective implementation of our delivery model. This has informed the roles,responsibilities, skills and experience required by our MWA contract management team,which include:

Role specific skill and competency levels Previous experience

Local knowledge of networks & partnerships Personal attributes

Education & professional qualifications Language needs

Outline job descriptions for the RJF WP management team

General Manager: Reports to the RJF Members Board (not costed to MWA)Responsibilities: Overall responsibility for the delivery of MWA in accordance with theAnnual Business Plan. Holds the strategic relationship with DWP. An ambassador forMWA, representing RJF on stakeholder groups; Responsible for growing RJFoperations in the CPA through seeking new opportunities e.g. ESF work. Responsiblefor resolving any contractual disputes at an early stage. Experience: Previousaccountability for similar stand alone business unit. Substantial experience of DWPprogrammes at a senior management level; Understanding of local Welfare to Worknetworks and key stakeholders (e.g. Cornwall Works, Somerset Strategic Partnership,The Devon Economic Partnership, The Bournemouth, Dorset & Poole EconomicPartnership, Forward Swindon and Bristol Ways to Work). Skills:ability to influence ata senior level, a good negotiator, strategic thinker. Quals: Level 4 managementqualification

MWA Team Leader: Reports to the General ManagerResponsibilities:Managing the WPCs; Performance monitoring KPIs and using thisdata to direct activities of the WPCs; Compliance checking all delivery, drawing onManagement Services audit function where required; Action Plan Implementation;Developing relationships with local and regional voluntary and community sectororganisations (e.g. Dorset Community Action, Devon CVs Partnership, VoluntaryAction Swindon); Using customer and employer feedback to refine delivery. Experience:Working at a senior level in a procurement or supply chain managementcapacity; Managing multiple partners; capacity building and sharing good practice.Extensive knowledge of the customer group; strong leadership, communication,management and commercial experience. Skills: Excellent communication,


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influencing and negotiating skills, knowledge of performance management. Quals:Level 4 management qualification / CIPS Qualified.5.2 continuedAnnex 2 also shows how we will manage the transition of our management team fromtender phase and full operations through the appointment of a Transition Team, all ofwhom are in place and working to deliver the Implementation plan throughout February,March and April, in anticipation of the Preferred Bidder Announcement. Ourimplementation plan contained in Annex 4 gives the timeline for the recruitmentprocess.

The Team Leader will be responsible for the day to day delivery of services against thecriteria set out in the MWA contract and will collect performance data to demonstratethat our delivery meets required performance levels. The Team Leader will collate andanalyse this information to identify good/poor performance and address anyperformance issues on an ongoing basis,

Working with Key Delivery Partners: RJF is not working with sub-contractors for itsdelivery of MWA however, other key delivery partners will include employers/placementproviders. These will include the following organisations that we have alreadydeveloped links with:

Andover Mind Testway Housing Ltd Signpost Housing Association

Julian House North Devon Hospice St Margarets Hospice

Y M C A Dorset Reclaim Eco Sustainable Solutions

Bibic Street Scene The Lost Gardens Of Heligan

National Trust Fosseway Living Paignton Zoo Environmental Park

Scope The Home Farm Trust Ltd National Coastwatch Institution

Our WPCs will be the primary link with employers/placement providers, making

appointments, soliciting vacancies, and building long-term relationships. Their primaryfocus is to meet the needs of employers/placement providers by getting to know themand the nature of their business, the working environment and their company culture. Inthis way the WPC will know exactly what the employer/placement provider will wantfrom a potential placement. Our experience has shown that it can take many meetingswith employers/placement providers to establish good working relationships, especiallywhen promoting customers who are perceived as harder to help such as the WMAcohort. The WPCs will help employers to understand what is required of a WMAplacement (it must help the customer meet their employability aims through activitiesthat deliver environmental or community benefit) as well as the benefits it can bring totheir organisation.

The RJF management structure is appropriate for CPA 2 because:

It is simple and cost effective, enabling maximum DWP funding to passed to frontline delivery, and not be consumed in management overheads;

It is focussed on the current, Jobcentre Plus districts within CPA 2 and is designed tominimise journey time, The expectation is also that WPCs will spend most of theirtime with customers on an outreach basis or at work placements so fixed deliverysites are not essential;

It has flexibility to respond appropriately to customer and employer/placementprovider need some will need more support than others;

As the MWA Team will be 100% focused on delivery of this contract they will bemore able to quickly adapt processes based on customer feedback.


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[5.3] Management of Delivery

Please clearly describe:

How you and your supply chain will manage and monitor the quality of delivery ofMandatory Work Activity to ensure that the whole provision within this CPA is of aconsistently high standard and meets the Service requirements;

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



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5.3 Managing And Monitoring Quality Of Delivery: Both Rehab and Interserve have awealth of experience and expertise in managing the performance to deliver public servicesacross the UK and parts of Europe, including covering wide geographical areas. Ourexperience tells us that setting expectations and capturing relevant and timely data arecritical for effective quality management and for ensuring that minimum standards are met

and exceeded.

RJF will be delivering 100% of MWA directly, without any sub-contracted delivery. Whensetting expectations, it is critical for the delivery of high quality services that all partiesinvolved understand what is required and expected of them. In this regard, Rehab JobFit(RJF) will clearly set out for each MWA member of staff the minimum levels ofperformance required across the full customer journey. As well as targets on outcomes(e.g. time from referral to start on placement) RJF will also specify quality parameters.

Another critical factor is data capture. RJF uses Providers Integrated Customer System(PICS), which is the IT system onto which all service delivery and customer journey datawill be inputted. PICS will provide real time reporting and will actively alert us should anymetrics indicate problematic performance against set criteria, providing an early warningof any potential performance issues.

MWA staff will be responsible for the quality of delivery and will produce performance andquality information in line with contractual requirements. RJF will agree simple andeffective (not burdensome) monitoring and reporting procedures, which will include KeyPerformance Indicators and Minimum Performance Standards.

The MWA Team Leader will review the information and assess whether requirements arebeing met and make recommendations for action as necessary. He/She will also carry out

monthly performance audits to make sure quality and performance reporting is inaccordance with requirements. An example of the reporting calendar is set out below:

Data and reports

Performance and quality data uploaded to PICs by Work Placement Co-ordinators (WPCs) and reviewed by MWA Team Leader

Weekly

Quality, compliance and customer satisfaction reports Monthly

Minimum Performance Standards and KPI reports MonthlyAction Plans to rectify service failures If failures identified.Meetings

Contract management meetings with WPCs to ensure consistency WeeklyContract review meetings to review Action Plan following concerns overperformance

Weekly or monthlydepending on severity

Auditing

Operational Review by MWA Team Leader sample of files verified and

stages of customer journey observed. Recommendations made.

Monthly

Work Placement Co-ordinators (WPCs) will be required to upload weekly performancereports comparing target and actual achievements onto PICS for the MWA Team Leaderto access and monitor. Reports are published from this system which compare actualdelivery against planned delivery, and will cover all aspects of performance financial andoperational, monthly and cumulative against profiled targets This information will bereviewed by the MWA Team Leader and RJF General Manager and will be formallydiscussed at management and board meetings.

The RJF Members Board will provide oversight for the quality of delivery of MWA


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5.3 continued services. The Board consists of experienced Directors from both Interserveand Rehab who will meet monthly and review quality and performance information fromacross the contract as a whole, to decide on appropriate courses of action as necessary,and to subsequently confirm that that action has been effective in driving up quality andperformance.

The RJF General Manager will report to the Board and will be responsible for providingthe Board with information and for implementing the Boards decisions through the MWATeam Leader.

Approach To Performance Improvement Activities: RJF performance improvementactivities include:

Continuous refinement of the RJF delivery model through capturing what works locallyand through sharing best practice across the CPA and nationally;

Weekly and monthly reporting, review and action cycles as set out above;

Continuous improvement cycle based around KPIs; Plan: Do: Check: Act;

MWA Forum disseminating best practice and driving transformation;

PICS providing early warning management information.

Acting on the findings of monitoring activity: As outlined, RJF reporting proceduresprovide timely information to inform management decisions, giving ample time forcorrective actions against projected output shortfalls. Should analysis of the reported datademonstrate underperformance against minimum service delivery levels, the MWA TeamLeader will develop an action plan with the WPC to rectify their under performance. Theaction plan will require sign-off by the General Manager before being implemented. RJFhas access to sector specialists to support MWA staff in the event they are havingdifficulties in a particular area to help turn a particular problem around. The MWA TeamLeader will work with WPCs to help ensure that action plans are effective.

In the event that the problem continues, we will apply an escalation process, consisting offurther audits and action plans. If appropriate, the MWA Team Leader will hold animmediate, formal review meeting where the detailed actions required, and the possibleconsequences of failure to improve, will be minuted. These will include weekly to monthlyperformance review meetings with the MWA Team Leader until delivery meets therequired standards. In extreme circumstances, where a WPC fails to improve withinagreed timeframes, they will have their contract with RJF terminated.

Resolution of issues: Our experience at working with employers/placement providers onsimilar provision (e.g. CTF delivered by TBG, a subsidiary of Rehab) has lead to our beingsuccessful in preventing issues from escalating out of control. This is through earlyintervention, practical support and communication with senior management. We recognise

that our smaller, voluntary sector placement providers may require additional support andpatience, but we will not lose sight of achieving our minimum service delivery standard.

In order to prepare for and manage an issue arising with one of our employers/placementproviders that does require formal resolution, RJF will share its procedure for disputeresolution with each employer/placement provider prior to sending any customer onplacement. It is based upon open, honest, prompt discussions which ultimately lead toresolutions. The process includes encouragement to work to agree disputes on aninformal basis wherever possible.


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[5.4] Delivery Locations

Please provide details of where and how you and your supply chain willundertake the initial customer interview to ensure full geographical coverage ofprovision for the delivery of Mandatory Work Activity within this CPA.

Insert your response in the pre-set, shaded space of the following pages. Yourresponse MUST be limited to 1 side of A4.


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5.4Rehab JobFit (RJF) will conduct the Initial Interview with the customer via the telephone(within 2 working days of referral) so that we can speed up the process of sourcingsuitable placements.

Our Work Placement Co-ordinators (WPCs) will have a face to face Induction withcustomers within 7 days of referral. These Inductions will take place in:

RJF Delivery Centres- RJF is in the process of opening two new centres in the SouthWest, one in Bournemouth and one in Swindon. The centre in Swindon will be thelocation for the MWA Referal/Admin staff and both centres will be used for MWAInductions.

Jobcentres We have already contacted jobcentres across the CPA and potential

space has been identified in the following locations (subject to availability once MWAgoes live):

Barnstaple Redruth Chippenham Stroud

Bideford Truro Cinderford Salisbury

Totnes Horfield Cirencester Swindon

Helston Clevedon Coleford Trowbridge

Newquay Shirehampton Devizes Tewkesbury

Penryn Cheltenham Gloucester

Community Centres/Hotels The RJF estates team has a rolling programme ofidentifying outreach premises across all our programmes and has already identified anumber of community centres across the CPA including:

Park Centre Community Rooms

(Bristol)

Seend Community Centre (Melksham)

Neetside Community Centre (Bude)

Paul Street Community Centre(Shepton Mallet)

North Prospect Community Centre (Plymouth)

Tall Trees Community Centre (Yeovil)

Avonmouth Community Centre Percy Community Centre (Bath)

Trelil Street (Bodmin) Liskerret Community Centre (Liskeard)

Camborne Community Centre Sunningmead Community Centre (Tiverton)

RJF also has relationships with a number of hotel chains including Marriott, Radisson,Thistle, Holiday Inn and Premier Inn and will further develop these relationships forMWA so that we can access small conference rooms for Inductions, particularly inurban areas.

RJF Mobile Training Unit (MTU) RJFhas a state of the art MTU that can beutilised by MWA in CPA 2. This givesWPCs additional flexibility in terms ofdelivery locations, particularly in rurallocations.

Work Programme Sub-Contractor Delivery Premises If our Work Programmetenders are successful, we will be able to utilise space in sub-contractor premises fordelivery of MWA.

This will provide RJF with full coverage across the whole of CPA 2.


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[5.5] Volume Fluctuationsand Customer Group Changes

Describe how you and your Supply Chain will maintain service delivery in the event offluctuations in customer volumes and changes to the customer group referred includingpotential alterations resulting from changes to the welfare regime referred to in Annex 6of the MWA Specification. Your response should include the following:

How you will maintain minimum performance levels;



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5.5 Through Rehabs and Interserves collective experience of delivering public sectorfunded contracts across a range of sectors, including welfare to work, Rehab JobFit(RJF) has developed comprehensive systems and processes to ensure all delivery isflexible to accommodate emerging needs. They include responsiveness to volumefluctuations and adapting delivery to accommodate new customer cohorts or respondingto new legislative requirements. They are underpinned by two key activities:

Effective communication with the funding body (DWP) at all levels so thatforward planning can take place for any anticipated formal changes, therebyspeeding up changes that may be required; e.g. we will have regular discussionswith JCP to monitor district claimant rates and anticipated throughflows by jobcentre.

Monitoring Labour Market Conditions: We undertake a range of activities tomonitor labour market conditions and, consequently, any associated effects oncustomer volumes and outcomes. We also analyse internal Management Information(MI) data on a monthly basis and produce reports indicating changes and trends in

volumes, customer characteristics, etc. These are used to inform resource planning.

Maintaining Minimum Performance Levels: Where any potential change to theservice delivery requirements is identified, such as changes to the customer groupsreferred or alterations resulting from changes to the welfare regime, we conduct a fullimpact analysis that takes into account the following: Scale of the change (local,regional, national) and how many customers would be impacted by the change;Changes to staffing levels and/or infrastructure; Additional suppliers that may need tobe incorporated into the delivery infrastructure, e.g. to accommodate new customergroups or to increase capacity; Changes to the delivery model and cost/resourceimplications; Changes to company policy (e.g. in the case of new legislation around staffvetting or safeguarding); Our capability to respond to the changes; Any capital or one offexpenditure requirements. This impact analysis is used to inform an Action Plan that

sets out timescales and sign off responsibilities for implementation.

In order to meet our minimum levels in the event of changes in customer numbers orcustomer groups, we have the following contingencies:

Staffing: Our Work Placement Co-ordinators (WPCs) will work peripatetically andwill be able to work outside of their designated districts in order to supportcolleagues in other areas if there are temporary increases in customer volumes. Weare also able to second staff from Rehab and Interserve if there are more permanentor widespread increases in customer volumes. If volumes decrease, we willtemporarily second WPCs into Rehab or Interserve. If additional staff are required tocope with increased demand or provide specialist support for additional customergroups, we have established links with specialist recruitment agencies with anunderstanding of the sector (e.g. Morgan Hunt, Parkhouse Bell) who can supply

short-term, temporary staff with the necessary skills and experience. The ReferralTeam will have the capacity to flex in response to increased customer numbersthrough accessing Interserves contact centre.

Premises: If additional premises are required, RJF work with a wide range ofcommercial estate agencies that operate on both local and national levels, providingaccess to available premises on short-term/serviced office leases as a temporarysolution as well as helping us to source longer-term solutions. We would also look attransporting customers, on a temporary basis to nearby centres with spare capacity.

Sub-contractors Needed: If sub-contractors are needed, either to meet the needsof new customer groups or to provide additional capacity, we have a preferredsupplier list of providers in CPA 2.


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[5.6] Managing the Customer Experience

Please describe:

How you will evaluate and monitor the quality of the Mandatory Work Activityplacement in this CPA;

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

How you will act on any findings.



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5.6 Evaluating and Monitoring: Rehab JobFit (RJF) has a comprehensiveContinuous Improvement Cycle that drives all aspects of quality assurance fromobservation of all key processes to internal audit, participant feedback and staffperformance reviews. This cycle is based on the Investors in PeoplesP l a n D o R e v i e w approach. As part of this process we will produce an annualSelf-Assessment Report (SAR) and Quality Improvement Plan (QIP). The analysis willbe carried out on a bottom-up basis, and all MWA staff will be involved. Implementationof the QIP is a critical part of our continuous improvement process.

All MWA staff will receive training on carrying out self assessment. The MWA TeamLeader will use the individual local SAR and QIP to improve quality, address any issuesand drive performance. When Rehabs subsidiary, TBG, had an Ofsted Inspection of theNew Deal Prime Contract in Derbyshire inspectors stated that the self-assessmentprocess is good. All TBG staff participate well in the process.

All Work Placement Co-ordinators (WPCs) will be monitored by the MWA Team Leaderto ensure that performance targets are met or exceeded and that quality of delivery, andthus each customers experience, is maintained and continuously improved. Thecustomer experience will be observed at all stages of the customer journey. Samples offiles will be checked for compliance and performance will be discussed with the MWATeam Leader. At each meeting the QIP will be reviewed and updated using data fromour system, PICS, from customer and employer feedback and from Customer Voices(See overleaf for a description of our Customer Voices process). Actions to be takenover the next month will be agreed and recorded and any support to implement theseactions agreed.

The MWA Team Leader and WPCs will have formal contract review meetings monthly

where performance and quality will be discussed. Standing items for these meetings willbe Equality & Diversity, and Health & Safety - supported by detailed reports from PICS.We have found, through Rehabs experience in managing previous prime contracts thatthis regular, supportive contact ensures a consistent, positive customer experience andcontinually improves performance.

The quality of the Work Placement will be monitored and evaluated throughout thecustomer journey in order to ensure that it:

Helps the customer develop disciplines associated with employment, for exampleattending regularly and on time, carrying out specific tasks and working undersupervision;

Is as close to a real working environment as possible so that it can potentially formpart of the customers CV in the future;

Is of benefit to the community and appropriate to the customers referred; Complies with Health and Safety legislation as well as RJFs equal opportunities

policy; Is additional to existing or expected vacancies.

Before the customer starts on placement, the WPC will conduct a full pre-vet thatincludes assessing the placement provider and proposed placement in the following keyareas:

Health and Safety Policy;

Equal Opportunities Policy;

Risk assessment and control;


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5.6 continued

Accident, incidents and first aid processes; Supervision, training, information and instruction;

Work equipment and machinery;

Personal protective equipment and clothing;

Fire and emergencies; Safe and healthy working environment;

General health and safety management;

Management of the customers health and safety.

Throughout the customers time on the work placement the WPC will formally monitorthe quality of the placement through weekly debriefs with both the customer and theemployer. The customer will also be able to offer feedback and/or raise any concerns atany point during their time on programme through contacting the WPC on the freephone

number provided. Any concerns will be addressed immediately with WPCs having theauthority to terminate the placement and move the customer to another placementprovider if these concerns can not be allayed. Customers will also have the chance toraise any concerns in their exit report once they have completed their placement.

Handling Customer Complaints: Our formal complaints process is fully explained tocustomers at induction. They may speak to any staff member or write to the MWA TeamLeader to raise a complaint. If this cannot be immediately resolved, a holding responseis sent within 3 days. The MWA Team Leader will investigate and respond to thecomplaint within 28 days, whilst putting measures in place to prevent similar futuresituations where complaints are upheld. If customers remain dissatisfied they can refertheir complaint to RJFs General Manager, and ultimately to the funder (DWP). Theseprocedures are rigorously followed and documented evidence is kept at local level ifresolved at this level and at head office if the complaint is referred to the GeneralManager. We fully respect the right of all customers to follow the Independent CaseExaminer (ICE) Process if they are dissatisfied with our response to their complaint andwill provide all written evidence promptly in line with ICEs processes.

Feedback: For all programmes we hold Customer Voices sessions. These areregular meetings of customers representatives to hear their ideas, concerns, worries,etc. These meetings are chaired by somebody from outside the staff of the programmeso that customers can feel completely free to air their views. This has proved a verysuccessful way of improving the customer experience and, therefore, performance.Feedback is also obtained from employers who offer work placement opportunities toensure that both the customer and employer are gaining the most from the placementand that needs are being met. Full account will be taken of this feedback in amendingprogramme design and delivery.

Acting on Findings:Where there are any serious issues in performance, complianceor delivery, a report will be sent to the MWA Team Leader, including the relevant actionplan which will be reviewed by more frequent visits: fortnightly or weekly as appropriate.This more intensive monitoring/support regime will continue with regular reports to theMWA Team Leader until performance, compliance and delivery are back to requiredlevels or until more serious action is required. Where necessary additional support andtraining will be made available from suitably qualified and competent staff. By acting onthis information across all delivery areas we can improve the customer experience forexisting customers and those who will follow in their footsteps.


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PART 6: RESOURCES

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

Please provide:

Details of the number of staff, shown as full time equivalents, including job titleand key roles you and your supply chain propose to employ to manage anddeliver Mandatory Work Activity for this CPA.

a description of why you consider this staffing level is appropriate for this CPA atcontract start date, together with details as to how you will manage the staffinglevels as customer volumes rise and fall over the lifetime of the contract.

a detailed description of the number of staff to be drawn fromo current resources,o those to be recruited by both your organisation and any supply chain

organisations involved.

Details of how you have identified the skills required by staff in your organisation,and your sub-contractors, to deliver the service you have proposed at Section 4.

Details of how you will acquire staff with these skills.

A resource plan should be provided (attach as Annex 3) showing how staffing, by fulltime equivalent and job title/role, will be allocated across this CPA and a description ofthe job roles of staff shown in Annex .


Note: Format requirement and page limit does not apply to the resource plan which youmust insert as Annex 3.


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6.1 Redacted6.1 A Resource Plan is attached at Annex 3. This shows how staffing, byfull time equivalent and job title/role, will be allocated across CPA 2.

Staffing Levels: The table below is a summary of the Annex 3 Resource Plan and setsout the number of staff, by job title, that will be required to deliver MWA in CPA 2 on the16th May contract start date. It also shows which staff are already in place and thosewhich need to be recruited. All positions are shown as full time equivalents.Required Staff Positions Current NewGeneral Manager (not costed to MWA) 1 0

MWA Team Leader 1 0Work Placement Co-ordinator (WPC) 0 4

Referral Advisor/Administrator 1 0

Rationale: Rehab JobFit (RJF) considers this level of staffing is appropriate for CPA 2because the staff numbers are based on our thorough understanding of deliveringWelfare to Work Services across a number of DWP contracts. Our model is built on amaximum WPC to customer ratio of 1:21 in CPA 2. In addition to the above roles, wehave included Head Office functions, which will be provided through managementservices agreements with Rehab and Interserve and are incorporated into the centralmanagement costs within our district pricing model. These include quality and internalaudit, human resources, internal verification, business development, health and safetymanagement, finance, payroll, management information systems and IT support whowill all support and work closely with the MWA Team Leader during implementation andduring full operations to ensure that robust systems and procedures are in place.

Managing staffing levels as customer volumes rise over the lifetime of thecontract: We will work closely with JCP to pick up early information on labour market

fluctuations and so be in a position to react quickly to changes in referral flows as andwhen they happen. If volumes increase significantly, RJF will increase its staffing levelsaccordingly. There is inherent flexibility in our organisational structure and additionalWPCs can be added as needed. It will be possible to draw in extra resources fromeither Interserve or Rehab to cover short term peaks and/or provide additional capacitywhile staff are being recruited. We are experienced in recruiting the right calibre of staffquickly (Rehab recruited 80 high-quality staff within six weeks of winning a contract inIreland in 2010). Likewise, in the event that referral volumes fall, staffing numbers willbe reduced, with underutilised staff being reallocated back to either Interserve or Rehabfor short periods.

Identifying skills required by staff:

RJF has a wealth of experience of identifying the skills required to deliver major

contracts within tight time scales.We have drawn upon our track record of successful delivery over a wide range of

contracts, but in particular those with outcome focussed aspects such asrequirements for in depth assessment, employer engagement and job sustainability.

We have carried out a skills audit of previous job descriptions and developed MWAspecific job descriptions, matched to the precise needs of MWA.

We have carried out a role analysis required at each stage of our delivery model,evaluating against a number of requirements around personality, previousexperience, professional qualifications, level of education, languages, competenciesand skills levels.

Formatted: Highlight

Formatted: Bullets and Numbering


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6.1 continued

We have also carried out a series of interviews and focus groups with a range of stafffrom team leaders, delivery staff, admin and senior managers to inform what skills

are required to deliver MWA.

We have also consulted with TBGs CTF delivery staff and their CTF Sub-contractorsto ascertain what skills and experience their current staff have for these job roles.

We have used this data to carry out formal reviews of current job descriptions to ensurethat they are fit for the needs of MWA and amend where this is not the case.

This skills audit approach has enabled us to identify the skills required to deliver MWAand from this we have been able to produce clear job description and personspecifications that will enable effective implementation of our delivery. model. Jobdescriptions for all staff roles can be found at Annex 3.

.Acquiring staff with the right skills:RJFis an equal opportunity employer and our recruitment policy is to recruit from and

be representative of the local community where we are providing services.

Rehab Group and Interserve have a substantial HR team that is experienced in largescale recruitment activities through our previous delivery of DWP and LSC fundedprovision as well as other government funded programmes.

Our robust recruitment process maps the steps to be taken from initial identification ofstaffing need, placing adverts, selecting candidates, conducting interviews andappointing staff - through to the delivery of inductions and staff training. Weestimate the recruitment process would be 2-6 weeks depending on the vacancy.

We use Candidate Manager, a specific contact management system that Rehabuses, to facilitate our recruitment. Its purpose is to automate much of therecruitment process, thereby making it more efficient. It ensures the right match of

people competence and job requirement as well as speeding up recruitment.Candidates apply by post or on-line. A shortlist is drawn up, matching

competency/experience to the criteria of the job description. Candidates are invitedto an interview and may participate in assessment centres or complete apsychometric profile/work-based selection test, to demonstrate competency.

Successful candidates first receive verbal job offers, followed by written offers. Allselection activities are fully documented to ensure continuous monitoring of ourEqual Opportunity and Equality and Diversity Policies and we provide meaningfulfeedback to unsuccessful candidates.

We comply with all relevant laws and statutory requirements by ensuring that we areabsolutely satisfied that all candidates, their qualifications and their employmentclaims are genuine, that they are approved to do the job selected for us.. As aminimum, we will ensure that the supply chain complies with DWPs Baseline

Personnel Security Standard.

Our selection process seeks to ensure that our staff come from, and proportionatelyreflect the demographic, of the customer groups that they serve. For example, we willactively short-list candidates who may themselves have experienced a range of differentemployment barriers, and have overcome these to build a career.




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PART 7: STAKEHOLDER ENGAGEMENT]

[7.1] Local Stakeholders

Please describe in detail, in relation to this CPA how you and your supply chain willengage with local Partners, voluntary sector organisations and employers to ensureeffective on-going relationships with them throughout the life of the contract.



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7.1 Rehab JobFits (RJF) LocalStakeholder Engagement Strategic Objectives are:

To ensure our delivery is responsive to the needs of the local economy, throughlinking with, for example, the West of England Partnership, Forward Swindon theConvergence for Economic Transformation and the local Employment and SkillsBoards.

To achieve synergy with other local employment and regeneration initiatives, throughclose contact with Jobcentre Plus and Local Authorities

To enable our customers to access the widest range of support through linking with,for example, Learning Partnership West, Citizens Advice Bureaux, CommunityService Volunteers, the Cornwall Voluntary Sector Forum, Barnstaple Poverty ActionGroup and West Country Housing Association.

To ensure customers benefit from a service that is informed, coherent and responsiveto their needs, by co-ordinating stakeholder knowledge through our local stakeholderengagement process.

Identifying Local Stakeholders: as part of our preparation for this tender we conductedinitial research to identify and engage with key local stakeholders for delivery of MWA inCPA 2. These include:

Black Development Agency Ltd

Voluntary Action Kennet

Dorset Community Action

Dorset Youth Association

East Cornwall Council forVoluntary Service

Exeter Council for VoluntaryService

Forest Voluntary Action Forum Wessex Community Action

The Care Forum

Taunton Voluntary Action

Volunteer Cornwall

Voluntary Action Swindon

Mendip Community Support

Voluntary Action North Somerset

Involve (Voluntary Action in Mid Devon)

Penwith Community Development Trust

South Hams Community & Voluntary Services

South Somerset Association for Voluntary &Community Action Ltd (SSVCA)

Teignbridge Council for Voluntary Service

Torridge Voluntary Services (TTVS)

Community and Voluntary Action Torbay

Volunteer & Community Action (Stroud District) Bournemouth Council for Voluntary Service

West Devon Community and VoluntaryServices

Engage- The West Somerset Voluntary SectorDevelopment Agency

Cotswold Council for Voluntary Service

East Devon Council for Voluntary Service

The MWA Team Leader and Work Placement Co-ordinators (WPCs) will maintainengagement through participation at partnership meetings, active membership ofrelevant umbrella bodies, attending industry events and conferences, inviting partners tolocal MWA open days and events, and via day-to-day courtesy calls. This process builds

on relationships developed through our pre-emptive engagement, whilst at the same timeactively seeking out new partners that could potentially add value to MWA in CPA 2.These include:

West of England Partnership (WEP)

Forward Swindon

South West Network

Churches Council for Industry andSocial Responsibility

English Partnerships

Dorset Strategic Partnership

Local Agreement for Wiltshire (LAW)

Cornwall and Isles of Scilly LEP

West of England Local EnterprisePartnership (LEP)

Cornwall Works for Social Enterprise

Chambers of Commerce

Business Links

Somerset Strategic Partnership
http://webdb.navca.org.uk/Detail.aspx?id=OID0388http://webdb.navca.org.uk/Detail.aspx?id=OID2688http://webdb.navca.org.uk/Detail.aspx?id=00006338http://webdb.navca.org.uk/Detail.aspx?id=OID1048http://webdb.navca.org.uk/Detail.aspx?id=OID1048http://webdb.navca.org.uk/Detail.aspx?id=OID1156http://webdb.navca.org.uk/Detail.aspx?id=OID1156http://webdb.navca.org.uk/Detail.aspx?id=OID1184http://webdb.navca.org.uk/Detail.aspx?id=OID2192http://webdb.navca.org.uk/Detail.aspx?id=OID2601http://webdb.navca.org.uk/Detail.aspx?id=OID2559http://webdb.navca.org.uk/Detail.aspx?id=OID0873http://webdb.navca.org.uk/Detail.aspx?id=OID2793http://webdb.navca.org.uk/Detail.aspx?id=OID2783http://webdb.navca.org.uk/Detail.aspx?id=OID2812http://webdb.navca.org.uk/Detail.aspx?id=OID1446http://webdb.navca.org.uk/Detail.aspx?id=OID1978http://webdb.navca.org.uk/Detail.aspx?id=OID2309http://webdb.navca.org.uk/Detail.aspx?id=OID2964http://webdb.navca.org.uk/Detail.aspx?id=OID2964http://webdb.navca.org.uk/Detail.aspx?id=OID2569http://webdb.navca.org.uk/Detail.aspx?id=OID2690http://webdb.navca.org.uk/Detail.aspx?id=OID2411http://webdb.navca.org.uk/Detail.aspx?id=OID0443http://webdb.navca.org.uk/Detail.aspx?id=00007567http://webdb.navca.org.uk/Detail.aspx?id=00007567http://webdb.navca.org.uk/Detail.aspx?id=OID2883http://webdb.navca.org.uk/Detail.aspx?id=OID2883http://webdb.navca.org.uk/Detail.aspx?id=OID0883http://webdb.navca.org.uk/Detail.aspx?id=OID1050http://webdb.navca.org.uk/Detail.aspx?id=OID1050http://webdb.navca.org.uk/Detail.aspx?id=OID0883http://webdb.navca.org.uk/Detail.aspx?id=OID2883http://webdb.navca.org.uk/Detail.aspx?id=OID2883http://webdb.navca.org.uk/Detail.aspx?id=00007567http://webdb.navca.org.uk/Detail.aspx?id=00007567http://webdb.navca.org.uk/Detail.aspx?id=OID0443http://webdb.navca.org.uk/Detail.aspx?id=OID2411http://webdb.navca.org.uk/Detail.aspx?id=OID2690http://webdb.navca.org.uk/Detail.aspx?id=OID2569http://webdb.navca.org.uk/Detail.aspx?id=OID2964http://webdb.navca.org.uk/Detail.aspx?id=OID2964http://webdb.navca.org.uk/Detail.aspx?id=OID2309http://webdb.navca.org.uk/Detail.aspx?id=OID1978http://webdb.navca.org.uk/Detail.aspx?id=OID1446http://webdb.navca.org.uk/Detail.aspx?id=OID2812http://webdb.navca.org.uk/Detail.aspx?id=OID2783http://webdb.navca.org.uk/Detail.aspx?id=OID2793http://webdb.navca.org.uk/Detail.aspx?id=OID0873http://webdb.navca.org.uk/Detail.aspx?id=OID2559http://webdb.navca.org.uk/Detail.aspx?id=OID2601http://webdb.navca.org.uk/Detail.aspx?id=OID2192http://webdb.navca.org.uk/Detail.aspx?id=OID1184http://webdb.navca.org.uk/Detail.aspx?id=OID1156http://webdb.navca.org.uk/Detail.aspx?id=OID1156http://webdb.navca.org.uk/Detail.aspx?id=OID1048http://webdb.navca.org.uk/Detail.aspx?id=OID1048http://webdb.navca.org.uk/Detail.aspx?id=00006338http://webdb.navca.org.uk/Detail.aspx?id=OID2688http://webdb.navca.org.uk/Detail.aspx?id=OID2688http://webdb.navca.org.uk/Detail.aspx?id=OID0388


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7.1 continuedEngaging Employers: As part of its preparation for the MWA tender, RJF has alreadyengaged with more than 5,400 employers in CPA 2, including:

Wincanton

Halcrow Group

Dalkia

EDF Energy

Kohler Mira

Cow & Gate

Mitie Catering

British Nuclear Group

Aggregate Industries

Rentokil Initial Knorr-Bremse Paragon Laundry

Latona Hotels Moog Controls Sapa Building Systems

Gardiner Haskins Duraflex Takao Europe Manufacturing

Pizza Hut Astra Zeneca LUSH Manufacturing

Tyco Electronics EDF Energy JJ Farmers Abattoir

Jewsons Condor Ferries ST Austell Brewery

SEL Construction A&P Falmouth TWG Bartlett and Son

JCP: Following contract award we will work with JCP to finalise the formal contractplanning, MI requirements and contract review timetable that will enable us to plan anddeliver MWA in line with JCP expectations. We will also focus on working closely withJCP PAs to enhance referral processes; keep them updated about provision, provideprinted information, case studies, etc to encourage customer engagement. We will:

Undertake regular contract reviews and act quickly to address issues raised;

Encourage JCP participation in our MWAPartnership Forumto share and implementgood practice;

Have clear and accessible communication channels so JCP PAs can easily accessRJF delivery staff.

WPCs will host regular business breakfasts at delivery centres. This will ensure clearcommunication and contribute positively to the running of MWA as an integral part of

Welfare to Work.

Stakeholder Engagement Activities: Our stakeholder strategy will dovetail withstakeholder remits and objectives, ensuring that different stakeholders operating atdifferent geographical levels receive appropriate attention. The MWA Team Leader andRJF General Manager will represent MWA on local strategic/economic groups thatinfluence the direction and cohesion of government funded programmes. The MWATeam Leader will keep accurate and up-to-date Customer Relationship Management(CRM) files on all key stakeholders and partners, ensuring that we develop and maintaineffective relationships with key stakeholders throughout the lifetime of MWA.

The RJF Stakeholder Engagement Process will be given a high profile and will beformally launched within the first four weeks of contract commencement and all currentand potential local stakeholders will be invited. We will invite Jobcentre Plus andrepresentatives from other stakeholder groups to provide speakers at the event.

Relationship managers within the RJF supply chain will meet regularly, at least quarterly,on a one-to-one basis with their nominated local stakeholders.

RJF will host regular, at least six-monthly, local meetings, such as breakfast/lunchmeetings, with small groups of stakeholders so that issues relevant to each particularlocality within CPA 2 can be raised and views shared between all stakeholders.

A quarterly e-bulletin, providing key points of interest, including lessons learnt fromfeedback, will be issued to all stakeholders.


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PART 8: CONTRACT PERFORMANCE

[8.1] Performance

Please explain in detail;

The types of work placements you will provide;

How you will source placement opportunities, often at short notice, for customerson the programme;

How these placements are of Community Benefit;

How you will tell JCP if a customer signs off benefit;

How you will raise a sanction doubt with JCP.Insert your response in the pre-set, shaded space of the following pages. Yourresponse MUST be limited to 2 sides of A4.


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8.1Examples of Work Placements:We will provide placements across a wide rangeof sectors including:

Retail Placing customers with companies such as British Heart Foundation, SueRyder, Barnardos and other charity shops to give customers the opportunity togain retail and customer service skills whilst serving the community within a localvoluntary environment.

Environmental Placing customers in recycling projects or groundworks.

Hospitality and Catering Placing customers in community cafes, soup kitchensand hostels).

In CPA 2 we have also developed relationships with organisations such as theVolunteer Cornwall, St Loyes, BTCV and Voluntary Action Swindon. In addition toproviding access to placement opportunities within their member organisations, theyalso offer direct placement opportunities with the administration and delivery of theprojects they manage. This means that customers will be able to access a wide range ofplacements that include business administration, marketing, project management andretail whilst at the same time providing community benefit as all activities are designedto promote social cohesion.

Sourcing Placements: It is imperative to match customers to placements where theyhave a genuine interest and can see career progression routes. We have employer-facing Work Placement Co-ordinators (WPCs) who are the primary link with localemployers, making appointments, soliciting vacancies, and building long termrelationships. Our delivery is enhanced as a result of building up an extensive portfolioof placements, carefully quantified in terms of skills and experience needs so we canensure employers only see the closest matching customers. At the same time, the skills,experience and job goals of each customer are assessed with a view to targeting

specific vacancies to meet their needs. All placements will therefore be designed toimprove the employability of participants as well as to deliver the environmental orcommunity benefits that lie at the heart of MWA. All placements will be for 30 hours perweek unless a customer has a work easement agreed with Jobcentre Plus, e.g.availability for work of 20 hours a week. In this case the work placement activities will betailored to reflect this.

Our delivery has been designed to ensure the customer moves swiftly into a placement.This starts with the initial telephone interview, which will enable us to identify a suitableexisting placement provider for the customer or, where there is no suitable placement inthe RJF portfolio, we will immediately engage with additional placement providers.

A key focus of our delivery of MWA is raising employer awareness of the value of

engaging with the MWA customer group and overcoming preconceptions andmisconceptions. Our WPCs will work with employers to identify work placements and toprovide enough information to ensure that both customers and employers are suited toeach other. WPCs will use innovative engagement strategies to develop links withemployers, 3rd Sector umbrella bodies (such as South West Forum), Sector SkillsCouncils and Chambers of Commerce to create more opportunities for our customerswhilst at the same time meeting local employer needs.

In preparation for this tender round, we have already engaged with over 214 voluntarysector employers in CPA 2 and this is only the first stage or our engagement strategythat will run through the implementation period and throughout the lifetime of the
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contract. Examples include:

Addaction

Butterfly Conservation Ltd Books for Amnesty Barnwood Trust

Cancer Research UK Barnardos

Bibic Age Concern

Action For Children National Trust

West Country Housing Gloucestershire Wildlife Trust

During the implementation stage, we will build these existing links with localemployers/placement providers, with WPCs working across the CPA to promoteawareness of MWA and to identify potential employers/placement providers ready forwhen customers start on programme. Experience has shown that it can take manymeetings with employers to establish a good working relationship, especially whenpromoting customers who are perceived as harder to help such as the MWA cohort.

The WPCs will help employers to understand what is required of a MWA placement (itmust help the customer meet their employability aims through activities that deliverenvironmental or community benefit).

Ensuring Community Benefit: All potential MWA placements will be pre-vetted inadvance by WPCs to ensure they deliver community or environmental benefit in linewith DWP guidance. This will include placements related to, community regeneration,urban renewal, housing, community building, and social inclusion. The communitybenefit afforded by our provision will be measured by both RJF and the placementorganisations. This will be done on a quarterly basis and will include elements such asservice take up by ethnic group and geographical spread of service. All placementactivity will also be vetted to ensure it meets employability aims and is additional toexisting or expected vacancies.

Letting JCP Know If A Customer Signs Off Benefit: RJF has developed anautomated tracking system, "OnTrak", to check customer attendance whilst they are onplacement. This places an automated call to the employer during each placement day tothe landline or mobile of their preference. They will then be given 3 options - Press 1 toconfirm your placement has arrived for work today, Press 2 to confirm a no show, Press3 to be put through to one of our Work Placement Co-ordinators. If a customer fails toattend, the WPC will contact them to find out if there is any just reason why they havefailed to attend. If the reason is that the customer is no longer eligible for benefits (e.g.they have found a job or their circumstances have changed), we will let the JCP Advisorknow this directly and will also update PRaP to reflect this.

How you will raise a sanction doubt with JCP:If customers fail to attend at any point on MWA this will be logged onto our PICS IT

system as a non-attendance. PICS will be monitored by the RJF Referral Team toensure that non-attendance is captured in time to contact customers on the same dayvia telephone, e-mail or post (as appropriate) to inform them of the failure to attend andto give them a new start date, if the fail to attend relates to an initial interview/induction.We will also arrange for a conversation with the customer, either over the telephone orface to face, to help identify and overcome any issues that have led to the fail toattend. On the same day the TBG Referral Team will notify DWP via PRaP using theDMA referral form as well as via a phone call to the customer s PA so that sanctionscan be considered.


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PART 9: IMPLEMENTATION

[9.1] Implementation Plan

Please provide:

An Implementation Plan for Mandatory Work Activity in this CPA clearly statingthe date on which you are proposing to commence delivery of the service. Theplan, which must be in the form of a Gantt chart (insert as Annex 4), must includethe key activities required to put provision into place by the servicecommencement date. It must include key milestones, timescales for activitiesincluding start and end dates and who is responsible for each activity includingthe expected start date for delivery. It should also show the critical path andinterdependencies.

A narrative to expand on the implementation plan which must identify andaddress all the key risks, including the impact of winning multiple MandatoryWork Activity contracts and how these risks will be mitigated.


Note: Format requirement and page limit does not apply to the Gantt chart which youmust insert as Annex 4.


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9.1 Please see Implementation Plan at Annex 4

Key Milestones: Our plan assumes that preferred provider announcement is Tuesday22nd March, with Contract award on 21st April, and Service Delivery Commencementacross the whole of CPA 2 on Monday 16th May. Key Activities: Identification ofpremises (outreach and RJF core centres in Swindon and Bournemouth) we havealready identified locations across the CPA and will continue a rolling process ofpremises identification from contract submission to contract start; IT Infrastructureincluding the development of OnTrak tracking system Our IT team are already indiscussions with the developers so that we can finalise OnTrak on con tract award ;Staff Recruitment and Training we will start speculative advertising from the beginningof March and conduct interviews before final contract award so that we can quicklyappoint people in time for contract start. We can also second in staff from Rehab orInterserve if necessary as an interim measure; Marketing and Employer Engagement

we have already started this activity on a speculative basis so that we have a bank ofemployers that we can contact immediately on contract award.

Implementation Plan narrative, addressing key risks: The General Manager willmaintain the risk register which analyses the likelihood and severity of potential risks, aswell as mitigating actions to be taken.1) Premises: The majority of MWA will be conducted on an outreach basis and wehave identified a range of premises in each potential delivery location to providecontingency if one premises (e.g. jobcentre) is no longer available.

2) IT:Rehab has worked with IT partner Pellcomp for 9 years and the close partnershiphas a proven history of delivering systems to tight time scales for programmes such asCommunity Task Force and Response to Redundancy. Prior to inclusion in our supply

chain we assessed sub-contractors IT compliance against DWP standards. We haveextensive experience of equipping new premises/upgrading existing premises and in theevent of slippage due to external factors e.g. IT hardware provider delivery dates notmet. We can identify existing IT resources from our national provision which can berelocated without impacting on current contracts if that were necessary.

3) Staffing: RJF is highly experienced in staff recruitment in line with its robustrecruitment process. We have already retained specialist recruitment agencies (CapitaEducation, Parkhouse Bell Ltd), familiar with the specific requirements of the W2Wsector and are conducting pre-emptive advertising of vacancies so that we can quicklyidentify where there are any issues with recruitment.

4) Employer Engagement:We have completed a mailout to 5,600 employers in CPA 2

including 413 voluntary and community sector organisations. We will be contactingemployers from the date of contract award to confirm numbers of work placements.

Impact of Winning Multiple MWA contracts: Our implementation plan for MWA inCPA 2 stands alone from the other CPA in which we are bidding (CPA 11) and will notvary if we win further contracts. We have clear, distinct Transition and operationalmanagement stru

013. CPA2 Rehab JobFit Tender Form Redacted FINAL

Documents

Transcript of 013. CPA2 Rehab JobFit Tender Form Redacted FINAL