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

Invitation to Tender Form

Tender Round title: Organisation Name: Lot: Contract Package Area (CPA):

The Work Programme Rehab JobFit 11 13

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: Head Office Address, if different: VAT Registration Number: Website Address (if any): Name, address and company registration number of parent company, where applicable: Name and Job Title of main contact: Address: Telephone no: Mobile telephone no: Fax no: E-mail address: Alternative contact Name and Job Title: Address (if different from above): Telephone no: Mobile telephone no: Rehab JobFit LLP N/A OC361645 45 Great Charles St Birmingham B3 3LP N/A 880999749 N/A The Rehab Group Roslyn Park, Sandymount, Dublin 4 02989817 [REDACTED] Director of Labour Market Service 45 Great Charles St Birmingham B3 3LP [REDACTED] [REDACTED] [REDACTED] [REDACTED] [REDACTED] Interserve PLC, Interserve House, Ruscombe Park, Twyford, Reading, Berkshire, RG10 9JU [REDACTED] [REDACTED]

Contact e-mail:

[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: Director of Labour Market Services Rehab JobFit LLP 11/02/11 [REDACTED]

Duly authorised to sign Tenders on behalf of: Name of Organisation: Rehab JobFit LLP

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 clause(s) you Proposed amendment with proposed wording wish to amend any additional reasonable and necessary operational and/or administrative expenses arising from the Prime Contractors Default (including, without limitation, any costs and expenses incurred by the Contracting Body arising out of, or in connection with, the loss, misuse or corruption of any Contracting Body Data)
(a) the aggregate liability of either Party for all its Defaults resulting in direct loss of or damage to the property of the other under or in connection with the Contract shall in no event exceed 10 million ( ten million pounds); and (b) the annual aggregate liability under the Contract of either Party for all its Defaults shall in no event exceed Rehab JobFit wish to suggest a mechanism that can set a limit of liability consistent with the level of turnover per each CPA.

Other than those provisions identified above, [Tenderer to insert name] 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: Scanned Signature: Position: Telephone No: Date: 11/02/2011 [REDACTED] Director of Labour Market Services [REDACTED]

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

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 four sides of A4. Note: Format requirement and page limit does not apply to the process map which you must insert as Annex 1.

4.1 The Customer Journey Overview: The Rehab JobFit delivery model draws on Rehab and Interserves shared values of customer commitment, our open culture and commercial soundness and experience of delivering outcome focused solutions. Each customers journey will be: Employer Led We find out what jobs are available and what employers need to fill these jobs. All delivery is then focused on helping customers to meet these needs and move into these jobs. Based on Inclusion, not Segregation Each customers journey is tailored to their specific needs rather than determined by their benefit group, age, race or perceived barrier, e.g. the needs of one ESA customer are not necessarily the same as the next. Designed to Address Barriers to Employment Our assessment process is designed to identify what a customer specifically needs to move into employment - we dont assume that all barriers need to be addressed before a customer can start work. Personalised We ensure that customers access support when they need it, rather than having to wait until a certain time in the process. We decide on an individual basis what will give each customer the best chance of sustained work and the speed at which this can be achieved. Focused on Sustainability We focus on matching the right customer to the right job and we provide effective In Work Support to ensure that customers stay in employment. Our End to End Providers (EEPs) will, under RJFs direction, have responsibility for all customer journeys within specific geographic areas (defined by referring jobcentres) and will access additional support through our preferred specialist supplier list. This initially consists of 25 local specialist support providers, (e.g. Gofal Cymru - mental health specialists, Alcohol Charities Wales, Agoriad pan disability support, Shelter Cymru accommodation support & advice, Action for Blind People, Dyslexia Action) and provides complete coverage across Wales. Our rolling programme of engagement for preferred suppliers enables us to bring in additional partners and services to meet emerging needs. Customer Journey The Process (see also Annex 1 Process Maps): Stage 1 - Referral and Induction Referral: Jobcentre Plus (JCP) Advisors will telephone our Referral Team (RT) to inform us of the customer referral. The RT, which will be managed directly by RJF, will be based in Swansea and staffed with both Welsh and English speakers in accordance with the Welsh Language Act (1993). The RT will have access to electronic diaries for all EEPs and will book a Welcome Interview for the customer. To ensure that the programme meets the needs of all customers, the RT will ask the JCP Advisor if the customer has any specific needs in order to attend the programme (e.g. access issues due to disability, visual or hearing impairment, language/ESOL barriers, transport or childcare/caring responsibilities). The EEP will be notified of these specific needs and, to ensure they are catered for, will make arrangements for each customer based on their individual circumstances (e.g. appointment times within school hours, childcare support provided, travel arrangements addressed, communication in Braille, signer or interpreter provided if required). The RT will then provide the JCP Advisor with the date for the Welcome Interview along with details of the delivery providers address and contact details. All Welcome Interviews will take place within 15 working days of referral. Welcome Call: Each customer will receive a Welcome Call from the RT within 48 working hours of referral. This will confirm details of the date, time and venue for their Welcome Interview. This will be followed up by a Welcome Pack (containing information about the programme, contact details and directions to the delivery centre) which will be posted to the customer. The EEP will also call the customer 1 2 working days before the Welcome

4.1 (continued) Interview to ensure that they are fully informed about the provision being offered to them and they know how to reach the centre on the required start date. It also gives the customer the opportunity to ask any questions before they start the programme and is designed to minimise drop out from referral to start. The pack will also highlight whether attending the Welcome Interview is mandatory (e.g. for JSA customers) and it will outline possible sanction activity, if the customer fails to attend. Welcome Interview: This will start with an ID check, an induction to the programme and the services and support that are on offer, followed by a quick review of the information provided by JCP to ensure that the customers circumstances have not changed. It will then focus on starting to develop an Action Plan that is tailored to the customers specific needs and job goals, and is consistent with local labour market requirements. The starting point for all Action Plans will be participation in an Assessment (see below) and eligible customers will be made aware that participation is mandatory. Following the initial interview the EEP will update our system, PICS, so that we can input start information promptly into the PRaP system or notify JCP of a failure to attend. Each customer will be allocated to an EEP Personal Advisor (PA) at the Welcome Interview. Having a single point of contact throughout their journey builds up the customers trust in provision and is proven to help with the identification of hidden barriers - thereby making it more likely we can help the customer overcome these during their time on programme. Stage 2 - Assessment and Action Planning: Assessment: Our experience shows that a key issue facing many customers is that they have already undergone a raft of assessments and will experience assessment fatigue if repeatedly faced with the same sets of questions regarding their employability options and barriers. Conventional assessments that focus on one to one questioning and diagnostic tools can also be limiting as they rely on the customers self-awareness. Our Assessment includes interacting with the customer in many different situations, including group sessions. These are designed to determine the specific needs of the customers and to assess how they respond to teamwork, any attitudinal issues they have and their behaviour and competencies. Based on the specialist assessments developed by Rehab in its other services, trainers use a range of techniques to identify any barriers to employment, taking into account each customers physical, mental, emotional, behavioural, learning and social needs as well as their skills, experience, attitude, competencies and qualifications. We will provide full training to all EEPs on our assessment process. Outputs from the assessment will feed into ALMA, see below. Action Plan: All delivery will start by identifying the job roles or sectors that the customer wants to and is able to work in. To ensure that we have a comprehensive understanding of local employer needs, RJF has developed a bespoke, IT based Active Labour Market Assessment Job Profiling tool (ALMA). ALMA uses live data from employers that are using our services, subscription based internet job feeds and data collated from analysing job descriptions and person specifications to create profiles for specific job roles or sectors. For each individual customer, ALMA will analyse live vacancies within agreed criteria, then produce a profile of live labour market and localised skills needs. ALMA will analyse information across the entire labour market in a given area or allow for more granular interrogation within a sector or job role. Analysis results include skills, experience, attitude, competencies and qualifications required for a role and will be mapped against the outputs from each customers Assessment. This determines what interventions are required to move the customer into sustained employment within a specific role or sector. If a need for specialist support is identified (e.g. the customer has debt issues or problems with substance or alcohol misuse) then we will look at whether this support can be

4.1 (continued) provided by the EEP (with links to local voluntary and community services) or whether access to funded specialist support is needed. We also look at whether a perceived barrier, such as a basic skills need or a history of offending, is actually a barrier to moving into employment in the role or sector that the customer is interested in - not all employers would consider these to be barriers. This enables us to agree a focused Action Plan with the customer and to provide a tailored programme of interventions that will address their specific needs. The Action Plan sets out Specific Measurable Achievable Reasonable and Timely (SMART) goals that are agreed with the customer, ensuring they are happy it meets their needs. It is updated at each review meeting to highlight progress and achievements and ensure that all activities and interventions continue to meet individual needs. All Action Plans are designed to meet the customer requirements defined in the specification including: Allowing time for attendance at fortnightly Jobsearch Reviews (FJRs) or Work Capability Assessments (WCAs); Ensuring customers have the support, including the financial support, they need to move towards employment; Ensuring that the customer fully understands the implications (particularly in terms of sanctions) of any mandatory activity, particularly where the customer has a learning difficulty or a health condition that affects cognition; Ensuring that activities and jobs are appropriate to the customers circumstances; Ensuring that work-related activities complement the requirements of the Criminal Justice System when a customer is also serving a community sentence. Stage 3 Pre-Employment Support and Finding a Job: Core Delivery: EEPs will have the flexibility to take a black box approach to delivery as long as they include RJFs minimum service levels (see 4.1b). Our modular approach to programme delivery is designed to provide each customer with the necessary interventions and support to meet their specific needs. Activities will include: Soft Skills Training/Coaching Motivation and Confidence Building Employability Support Signposting to unfunded external support (e.g. for debt advice, homelessness or health problems). Vocational Training Better Off In Work Calculations Employer led training Targeted Jobsearch and Job Brokerage Work Experience All customers will have access to RJFs Search and Employ web portal to support Jobsearch (see 4.1b). Our performance offer for Work Programme (WP) delivery in Wales is built on the tested capability of RJF and our sub-contractors to engage and support local employers in delivering jobs that offer opportunities for progression - with an emphasis on sustainability. Added Value: RJF has a signed commitment from the Chief Executive of Interserve Plc that pledges it will prioritise the WP for all its direct recruitment and ensure that all its supply chain partners also use the WP. Interserve recruits approximately 5,000 people annually and supply chain recruitment brings total recruitment to over 15,000 per annum. Specialist Support: Some customers will have specific support needs that cant be addressed by the EEP. These needs could include dyslexia/dyspraxia, visual impairment, mental health issues or substance/alcohol misuse. RJF has ringfenced 2.7m funding to be used for specialist support in order to incentivise EEPs to use these services. This will avoid creaming and parking for customers who are deemed harder to help because of their support needs. This model of EEPs working closely with specialist support partners is already embedded in our supply chain. For example, Capital Engineering work with Merthyr Institute for the Blind, who help people who are disabled to achieve employment. Reviews: Action Plans will be reviewed and updated regularly, with formal reviews conducted every two weeks (as a minimum). Each of these reviews consists of a number of

4.1 (continued) common features: Customers goals and progress towards these since the last review; Factors that have hindered progress/identification of any additional support required; Customers issues or concerns, ensuring that they remain engaged in the provision; The effectiveness of customer support from delivery staff; An agreement on any new action points to be carried forward to the next review. Stage 4 - Employment Sustainability and Work Placements Sustainability and In Work Support (IWS): RJFs IWS package is flexible and needs driven and is designed to increase sustainability in employment. Before the customer starts work, the PA will conduct a diagnostic interview with both the customer and the employer to identify any risks that may prevent the customer from staying in work. They will also identify whether the customer needs any specific training or additional support (e.g. support with childcare). They will then update the customers Action Plan to agree the actions and the level of support. This could include; PAs providing informal mediation services to resolve any initial employment issues; DDA checks to identify adaptations needed; Identifying ongoing training needs and helping the employer access funding to support this (e.g. Apprenticeships or Train to Gain); Free awareness raising workshops for employers on managing different conditions in the workplace and how to access additional support (e.g. through Access to Work). The PA will agree an ongoing programme of IWS with the customer that will provide a level of contact and support that is appropriate for them. This may include phone calls, email/text updates or regular face to face meetings. (See 4.1a). If the customer loses their job or is on a short-term/seasonal contract that is about to end, the PA will meet with the customer to look at Action Planning and next steps. These could include accessing additional training or support, for example helping a plasterer access Highways Maintenance Training so they can work in Winter when there is little construction work available. All customers will have access the RJF Employee Assistance Programme (EAP) a confidential, online personal support service that provides advice and support on personal, work and health related issues. Added Value: RJF will set aside a minimum of 900,000 as an Innovation Fund for the development of social enterprises or entrepreneur support. This is an important tool to help where jobs are seasonal or where self-employment is the preferred option. Providers will also have access to staff and resources from both Rehab and Interserve with expertise in entrepreneurship and in the establishment of social enterprises. Work Placements: These will provide meaningful, work related activities for customers who have completed all the previous stages but have been unable to move into employment. The frequency and duration of the placements will depend on the customers needs (e.g. one week a month, or a couple of days a week). In Wales, in particular, there are areas where the economic forecast for growth is lower than elsewhere in the country, so customers who are on work placements will be able to demonstrate recent work experience to employers even if they have been unemployed for a long period. All Placements will be supported by ongoing Job Brokerage and reviews. Work Placements will be mandatory for JSA customers in order to keep them closer to the labour market whilst they continue looking for a job. Added Value: RJF has a signed commitment from Interserves Chief Executive to establish partnerships in all of its key locations to run continuous flows of Work Placements. This could provide thousands of work placement opportunities every year. Stage 5 Completion of Allotted Time All customers will be invited to an RJF graduation ceremony to celebrate their achievements. Exit reports for customers who are still on benefits will be submitted to JCP within ten working days of receiving the notification that the customer is due to return.

[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 three sides of A4.

4.1a Rationale: Rehab JobFits (RJF) proposed customer journey is based on: Direct conversations we have had with people who are unemployed and have been customers of our FND, CTF and Work Choice programmes. Our previous experience in the delivery of employment related support programmes and the delivery of specialist services to people with specific disadvantages. These include the long-term unemployed, young people and adults with physical, sensory and intellectual disabilities, people with mental health difficulties, people with autism, people with an acquired brain injury and young people leaving care. Joint brainstorming with Rehab and Interserve on how to improve the customer jouirney and job entry rate. Interserve's perspective as a major employer proved particularly useful proved particularly useful in this exercise. Input from our sub-contractors who have grass roots experience of the specific needs of local customers, including people with disabilities, and local employers. In addition we have conducted extensive research into the local customer groups that will participate in the WP. Key findings from our local research include: The model for Wales has to reflect the fact that it will be addressing some of the most deprived areas in Europe (e.g. Merthyr, Blaenau Gwent and Bridgend), whilst also geared to address areas considered to be relatively affluent parts of the UK (e.g. Monmouth, Cowbridge and The Gower). The model must cope with a particularly large geographic, much rural, area and allow for focusing on particularly prevalent needs in individual areas within the Wales CPA, such as third generation unemployment in the Rhondda Valleys. Our desk based research has included analysing the findings of a number of key pieces of research including: Reaching the untapped potential in the Upper Valleys (University of Glamorgan, November 2010), which analyses the key barriers to employment that exist for people who are on IB and other benefits in Merthyr and the Upper Valleys; Understanding why people return to the New Deals in Northern Ireland (CESI and Locus 2007). Although this research is predominantly about issues presented by delivery of New Deal in Northern Ireland, there are detailed comparisons with New Deal and other Welfare to Work programmes in Great Britain. Jobseekers Regime and Flexible New Deal Evaluation: A report on qualitative research findings (DWP 2010), and Now Its Personal? The new landscape of welfare-to-work (IPPR, October 2010). This research informs a set of criteria that we have adopted in order to enhance the experience of the customer in their journey through the RJF delivery model. These are: Employer led provision and responsiveness to changes in the local labour market Accurate and realistic assessment of barriers to employment A menu based approach that gives a stronger emphasis on the flexibility of what can be offered and for how long Strong, active links between End to End and specialist providers Increased and more active adviser support throughout the whole customer journey Work tasters to develop or rekindle the culture and positive social experience of work and help customers develop networks to access the hidden job market. We have used this research to inform our approach to delivery and to develop a programme that meets the customers needs whilst helping them to move into/towards sustainable employment.

4.1a (continued) Key elements include: Criteria How RJF Work Programme delivery meets these criteria Employer led RJFs bespoke ALMA process ensures that all delivery starts with provision and the end in mind employment - and is focused on what is responsiveness to needed by local employers and planned growth sectors. ALMA changes in the local ensures that the customer has the ability and opportunity to uplabour market skill inline with the localised job market and employer (Whole Customer requirements, addressing localised skills gaps whilst maximising Journey) the chances of employment. (See 4.1) Accurate and RJFs model is designed to assess and address real barriers to realistic assessment employment, rather than assuming that specific issues (e.g. of barriers to disability, history of offending or basic skills need) are the issues employment that need to be addressed by the programme. The review (Whole Customer process and interaction between the customer and End to End Journey) Personal Advisor (PA) mean that emerging barriers can be addressed quickly. Menu based All customers will participate in core elements of the programme approach assessment, Action Planning, employability support, targeted Job (Stage 3 Programme Brokerage and reviews with In Work Support (or work Delivery) placements for customers who do not move into employment after completing all core modules). Other interventions are agreed with the customer from a range of modules so that they access the support they need when they need it. Strong, active links End to End delivery model with access to specialist support from between End to End the RJF preferred supplier network. Ringfenced funding linked to Providers (EEP) and IT based assessment tools prevent creaming and parking. This Specialist Providers also creates a joined up approach to the customer journey and (Stage 3 Prepromotes inclusion. For example, one of our EEPs, Vale of employment Support) Glamorgan Council, work closely with Gofal Cymru, who support people with mental health issues. They recently transferred two of their caseload to Gofal and one of these successfully applied for work through the support of both sides of the relationship. Increased advisor Each customer will have a dedicated PA as single point of support contact to co-ordinate provision and conduct Action (Whole customer Planning/review sessions. Having a single point of contact builds journey) up the customers trust in provision and is proven to help with the identification of hidden barriers. Reviews will take place at least once a fortnight but we expect some customers, particularly those furthest from the labour market, to have more frequent contact with their PAs. Tasters of the Work experience is designed to give customers an insight into job work environment roles and to build up their confidence in the work place. Work (Stage 3 PrePlacements will give customers who do not move into employment Support employment after completing all activities on their Action Plans and Stage 4 Work the chance to participate in meaningful, work related activities Placement) thereby keeping them closer to the labour market whilst they continue looking for a job. Benefits to Individual Customer Groups: The table overleaf illustrates some of the key barriers to participation/employment for WP customers in the Wales CPA and how the RJF approach to delivery will benefit them:

4.1a (continued) Long Term Unemployed (JSA 25+, JSA 18-24): Blaenau Gwent (33.7%) Merthyr Tydfil (28.7%), Caerphilly (26.3%) and Rhondda Cynon Taff (18.8%) all have high numbers of people claiming JSA for more than 12 months RJF Benefits: Our programme addresses any barriers that may contribute to the customers difficulty accessing employment. Examples may include limited access to transport, housing difficulties, or having a criminal record. PAs provide mentoring support to bust each barrier, e.g. devising travel to work plans and providing advice on disclosing offences. They will broker free to access inclusion support from specialist agencies and the 3 rd sector (e.g. Shelter Cymru who offer accommodation advice and debt advice). The aim is to ensure that the WP actively removes any barrier to work. Better Off In Work Calculations, using current benefits information, help customers to understand what other benefits they will be entitled to if they move into employment. IB/ESA: Ceredigion, Carmarthenshire, Rhondda Cynon Taff and Merthyr Tydfil all have high rates of IB/ESA claims lasting for at least five years. RJF Benefits: PAs will advise customers on overcoming discrimination, accessing transport, (e.g. CATS, ACT), disability entitlements, adaptations and Access to Work funding. They will also signpost customers to specialist disability support partners such as Agoriad to get extra support in managing conditions. Our sub-contractors Clarion Works and Action for Blind People will provide specialist support (e.g. Sign Language/Braille) for customers with sensory impairments. JSA 18-24: 18-24 JSA claimants in Wales stands at 33.4%, well above the current national rate. Rhondda Cynon Taff has the highest proportion with 37.1% while 26.4% of Neath Port Talbots claimants are 18-24. RJF Benefits: Delivery is innovative and customer-needs led, rather than a back-to-school approach. Our modular approach provides disciplined activities that recognise the preferred learning styles of the customers. It also gives quick wins in terms of short-term, achievable targets that will maintain the customers motivation levels and spur them on to greater success. Low Skills (All Customer Groups): Wales has more people of working age with no qualifications than the UK average, especially within The Valleys; Caerphilly (22.9%), Blaenau Gwent (21.5%), Neath Port Talbot (18.3%) and Rhondda Cynon Taff (18.7%). 25% of the Welsh working population are at entry level or below in literacy. RJF Benefits: Vocational and contextualised Basic Skills are embedded in employability and vocational training modules at an appropriate level for the individuals skills. This keeps things interesting and is relevant to daily life/work. Inaccessibility Of Suitable Work (All Customer Groups): Travel time and costs are significant issues for many customers, particularly in rural areas such as Mid Wales where public transport links are poor. Even in more urban pockets such as The Valleys, some customers demonstrate a reluctance to travel outside their area to seek work, despite a lack of jobs on-the-doorstep. RJF Benefits: Where possible, we work with employers to help create flexible shift patterns so that rural customers are able to secure positions. We also actively promote car share transport schemes. Customers map areas to which they can reasonably travel, and focus on opportunities such as local regeneration projects, e.g. the WAGs Communities First Project, which seeks to improve local opportunity and targets investment at the most deprived areas. Based on our experience, customers may also have the following needs: Easy access to provision: All the proposed core delivery centres are accessible and easily reached by public transport. Outreach delivery will ensure that customers in rural and hard to access locations can access provision. Intensive motivational support: Customers receive incentre motivational and confidence building support. This is combined with measures to encourage retention (e.g. out-of-centre and multimedia-based activities, PA support). Flexible Delivery: Many of our sub-contractors centres are open at evenings/weekends to accommodate customer need and modules can be delivered at times to suit customers with caring/parental responsibilities.

[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.

4.1b Minimum Service Delivery Levels: Rehab JobFit (RJF) commit to the following minimum service levels for each stage of our delivery model (see 4.1) and will replicate these throughout our supply chain to ensure that all customer groups receive the same levels of service. Some or all activities will be mandatory for eligible customers (e.g. JSA). Stage 1 Referral and Induction 1) Referral Team (RT) to ask JCP Advisors if a customer has any special requirements in order to attend the programme. Any special requirements to be notified to the End to End provider (EEP) along with the referral details. 2) Welcome call from RT to the customer within 48 working hours of referral to confirm the date, time and venue for the Welcome Interview. RT to consist of Welsh and English speaking staff. All Welcome Calls will start with a greeting in both Welsh and English and if the caller wishes to speak Welsh they will be connected to a fluent Welsh speaker. 3) Welcome Pack containing information about the programme, contact details and directions to the delivery centre will be posted to all customers after the Welcome Call. 4) Call from EEP no later than 48 hours prior to the Welcome Interview. 5) Minimum 85% of Welcome Interviews to take place within 10 working days of referral. 6) Each customer will be allocated to an EEP Personal Advisor (PA). 7) All customers will receive an induction to RJF and an induction booklet to include the follow areas: Contact information Grievance (complaint) procedure Customer Charter Information on sanction procedures Equality and Diversity statement Tell us what you think form (feedback) Rules and Conduct statement Use of computer and internet statement Health and Safety information Rationale: Our referral process will improve attendance rates at Welcome Interviews by ensuring that customers know what to expect on day one of their attendance. The PA will provide a single point of contact throughout the customers journey in order to build the customers trust in provision and to help with the identification of hidden barriers. The Induction and information booklet are vital to ensure customers are fully informed and understand the requirements of the programme. Effective engagement and induction will also help increase attendance rates on the programme and overall engagement with the programme, thus resulting in a high percentage of employment outcomes. Meeting Needs of All Customer Groups: Customers are able to flag any special requirements upfront so that their specific barriers to participation (childcare, disability, transport, language barriers) can be met from day one. This will help avoid confusion and dissatisfaction later on in their journey into employment. The PA will be the customers personal guide through their journey and will provide support and encouragement that is tailored to the individual customers needs. Stage 2 Assessment and Action Planning 1) Each customer to participate in a two day assessment process to identify their specific barriers to employment. 2) Results from the assessment process to be mapped against job profiles (using ALMA see 4.1 and 4.1a) to identify which interventions and/or support is needed to move the customer into the job role or sector that they are interested in. 3) Each customer and their PA will agree a personalised, SMART Action Plan which will be signed to confirm agreement. Rationale: A two day assessment process will give us a greater understanding of a customers real barriers to employment than if we just used a one to one interview and traditional diagnostics. Mapping the outcome of the assessment to what employers need will enable us to design a programme for the customer that has a clear end objective moving them into employment. Meeting Needs of All Customer Groups: All customers will be involved in developing their Action Plan and will clearly see the benefit that participation will bring. This will also increase motivation and participation in the programme by showing the customer the specific steps they need to take and

4.1b (continued) breaking the activities into achievable, but stretching, goals. Stage 3 Pre-employment Support and Finding a Job 1) Each customer participating in Core Delivery will have access to a menu of interventions and support but mandated customers will, as a minimum, access the following key modules: CV creation workshop, or Writing application forms Accessing the hidden job CV refresher session market Interview techniques Rationale: We expect all customers will have an employability barrier that is a factor to them not being in employment. The modules above are the key things to get right when looking for work. We know that that some customers will be more job ready than others and we have therefore taken this into account within our minimum key modules. Meeting Needs of All Customer Groups: Each customers journey will be tailored to their individual needs, rather than them participating in a one size fits all programme. This will engage and motivate customers who are mandated to the programme and will encourage participation from voluntary customers. 2) Each customer will have a unique profile on RJFs Search and Employ portal (see 4.1 and 4.1a) with full access to interactive Jobsearch support and online resources. Rationale: Traditional Jobsearch activity can prove inefficient with much time spent searching for relevant opportunities. Our web-based Search and Employ portal enables customers to access all resources available for the duration of their journey. It uploads live job streams from leading recruitment and Jobsearch portals and presents customers with relevant vacancies based on their location and profile. The employer interface of the portal provides an area for employers to browse potential candidates and post vacancies thereby maximising each customers exposure to live vacancies. Meeting Needs of All Customer Groups: All customers on the WP will have finding work as a key goal, either because its a requirement for their benefit (JSA) or because they want to (volunteers). Search and Employ will facilitate this process and, because it is web-based, can be accessed from any location including the customers home. 3) Each customer will have a review at least once a fortnight (more frequently for customers who need additional support). Action Plans will be updated in each review. If a specialist support need is identified then it will be provided. Rationale: This means that emerging needs/barriers are quickly identified and the Action Plan amended to address them. Meeting Needs of All Customer Groups: This ensures that all delivery remains responsive to what the individual customer needs to move into sustainable employment. Stage 4 - Employment Sustainability / Work Placement 1) Each customer who moves into employment will have a tailored programme of In Work Support that includes: In Work Support Action Plan; Ongoing Reviews with the PA; Access to the RJF Employee Assistance Programme (EAP); Ongoing access to Search and Employ and Job Brokerage; Access to our Innovation Fund (see 4.1). Rationale: This is designed to minimise drop out and promote sustainability, particularly where customers are in short-term or seasonal jobs as we can forward plan for the next role and reduce any return to benefits. Meeting Needs of All Customer Groups: All customers moving into employment will have the support they need to stay in work. 2) Every customer who does not move into employment will be offered work placements for the balance of time on programme (mandatory for JSA customers and ESA Volunteers). (See 4.1). Rationale: Evidence shows that approximately 40% of customers who undertake a period of work related activity will then progress into employment. This designed to break the cycle of worklessness by getting customers back into the culture of work which makes them a much more appealing prospect for an employer looking to fill a vacancy. Meeting Needs of All Customer Groups: This will help customers feel more confident when they enter the workplace.

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.

5.1 Delivery Structure: Rehab JobFit (RJF) is a joint venture between Rehab, a not-forprofit organisation that delivers training, employment, health & social care and commercial services for over 50,000 people each year, and Interserve, a major UK support services and construction sector employer, that brings a wealth of experience in managing complex supply chains. RJF will operate as a managing agent for the Work Programme (WP) in Wales and will sub-contract 100% of delivery. Our sub-contractor strategy is to use End to End Providers (EEPs) who are responsible for the whole customer journey but can refer customers to specialist support providers from the RJF preferred supplier list, if a need is identified. RJF has ring fenced 2.6m in a Specialist Intervention Fund to deliver specialist support in Wales. This will incentivise EEPs to use these services to support the hardest to help customers (e.g. referring customers with disabilities to Gofal). In short, we have the management expertise, we have our supply chain in place and we will be ready for Contract start on the 6th June. The RJF delivery structure is designed to provide cost effective delivery of services ensuring that the maximum amount of funding follows the customer rather than being used for tiers of contract management throughout the supply chain. Each EEP will be accountable for 100% of the customers within their geographical area (determined by referring Jobcentres). This means they will work with customers from all the benefit groups that are referred, in line with the RJF ethos of inclusion, not segregation. EEPs will deliver all RJF elements of the customer journey (Stage 1 - Welcome Interview, Stage 2 assessment, action planning, Stage 3 - review, core employability modules, Stage 4 In Work Support) in line with the minimum standards in 4.1b. They will, however, have the flexibility to provide, or access, additional interventions that are designed to innovatively respond to local need, as long as minimum standards are not compromised. RJF will operate a market shift mechanism, to incentivise good performance in line with its Prime contract with DWP. Our EEPs for delivery of the WP in Wales are: A4e: Denbighshire, Flintshire (Flint and Mold), Blaenau Gwent, Cardiff (Cardiff West and & Caradog House jobcentres), Monmouthshire, Newport and Torfaen. Private Scout: Anglesey, Conwy and Gwynedd. 3rd Sector North Wales Training: Flintshire (Shotton) Private BTCV: Wrexham, Cardiff (Charles Street jobcentre) 3rd Sector Antur Teifi: Powys, Camarthenshire. 3rd Sector Ceredigion Training: Ceredigion. Local Authority Neath Port Talbot CBC: Neath Port Talbot. Public Sector Pembrokeshire College: Pembrokeshire. Public Sector TBG Learning: Swansea. Private Capital Engineering: Caerphilly. Private Seetec: Bridgend, Merthyr Tydfil and Rhondda Cynnon Taff. Private Vale of Glamorgan Council: Vale of Glamorgan. Public We have specifically selected these partners based on their experience with customer groups (including IB/ESA and the hardest to help); track record in achieving job outcomes; established employer links and; infrastructure/geographical coverage. The majority (58%) of our EEPs are from the public or 3rd Sector, and we recognise the importance of supply chain diversity to address the holistic needs of customer groups and local demographics (Supply Chain Design, Merlin Standard). Our specialist support partners are voluntary, public and private sector organisations with the expertise and experience to support the hardest to help in Wales CPA. These include: Gofal Cymru Shelter Cymru Cymdeithas Tai Eryri Dyslexia Action Coleg Powys Groundwork North Wales

5.1 (continued) Bridgend College Groundwork BNPT Myrick

N-ergy Group Gower College Swansea Caerphilly Fast Forward

Neath Port Talbot College Drug and Alcohol Charities Wales Ltd

Please see Annex 2 for a full breakdown of how our supply chain will deliver all elements of the WP across this CPA. Delivery Strategy: Best Approach for Customers in the Wales CPA RJF members, Rehab and Interserve, annually deliver over 2 billion of publicly funded, outcome focused services, 60% of which is through sub-contracting. Our expertise in complex supply chain management will drive the step-change improvement in outcome delivery that is essential for the success of the WP in Wales. The starting point for RJFs WP delivery strategy is to ensure that any customer, from any location within Wales is able to access all the services and support they need to get, and keep, a job. Our strategy for selecting sub-contractors for the WP is based on ensuring that we have scope and variety within the design of our supply chain to meet contractual requirements as well as respond to specific local customer needs (e.g. where Scout and BTCV will access support from Groundwork North Wales and/or Cymdeithas Tai Eryri). We calculated resources needed, taking into account, indicative profile of starts, geographical factors and travel patterns, programme content and targets, and used this to construct a matrix showing what resources, premises, equipment and staff will be needed and where. Sub-contractors were then selected from our ERSS supplier framework and were invited to submit more detailed proposals for delivery of this specific contract. In Swansea, TBG Learning, a subsidiary of Rehab will be the EEP. TBG completed a formal expression of interest in working for RJF when we were unable to identify a suitable, established local provider that met our supply chain criteria. The commercial terms offered to TBG are in line with our other EEPs and a local delivery operation will enable a full appreciation of the delivery challenges faced in the CPA. On receipt of completed proposals, we checked the overall robustness of each subcontractor, including financial sustainability, to ensure their ability to deliver the proposed level of provision. These checks include profitability and liquidity, overall backing and investment, with information primarily obtained from Companies House. We also checked that sub-contractors demonstrated appropriate specialist experience; robust quality assurance; flexibility to respond to market fluctuations; effective support for customers; a good standard of delivery premises; robust Health and Safety systems; appropriately qualified staff; and robust administrative systems. We looked at Ofsted / ALI inspection grades, track record in moving JCP customers, or similar groups, into employment and track record of engaging with employers. Experience of delivering programmes for JCP customers was a significant, but not essential, criterion. Using the criteria above we selected EEPs who are able to provide delivery across all customer groups within a specific geography. This simplifies local level relationships with JCP Advisors as customers will be referred to one, local delivery centre for the WP and is based on research with JCP Advisors that having multiple providers in one area made it difficult for them to give customers reassurance on the provision they were going to, even if all the providers were delivering under one Prime. Jobseekers Regime and FND Evaluation: A report on qualitative research findings (DWP research Report 706, 2010).

5.1 (continued) The key to the success of our model is working in partnership with organisations that share the same drive for high quality delivery as well as ability to drive job outcomes (as evidenced through our robust sub-contractor selection process. Our strategy is based on using a blend of established public, private and 3rd sector organisations, which ensures the management infrastructure, reputation, expertise and pedigree to deliver a quality service from day one. This approach maximises potential for those customers who move into sustainable employment, provides a tailored progression for those who dont and, most importantly, ensures that all customers have continuity of support throughout their time on programme. Working with Sub-contractors: RJF has a particularly strong record of working in partnership with sub-contractors to ensure that contracts are delivered in full compliance with the core values of the Code of Conduct and the Merlin Standard. Both Rehab and Interserve have been recognised for their supply chain management, in particular Rehabs subsidiary, TBG Learning, in its New Deal Ofsted audit and Interserve in public sector partnerships. Our successful formula includes the following: Contract Management: On contract award, we will agree sub-contracts that detail: Agreed services; Key Performance Indicators (KPIs) including quality, health & safety, equality & diversity; funding model, pricing and profiles reflecting the contractual arrangements between DWP & RJF and the requirements of the Code of Conduct. The contract will further reflect compliance with JCP Provider Guidance & Ofsted/FAM criteria. Key to ongoing contract management will be monthly performance review meetings with the supply chain where performance is assessed against KPIs such as Equality and Diversity, Health and Safety in addition to successful customer outcomes. Performance Improvement: The key objective of the Performance Improvement Managers (PIM) is to roll out the RJF enhanced delivery model, spread best practice and drive up sub-contractor performance. All partner organisations will be given the opportunity to participate in open, honest and constructive discussions about how we manage the supply chain and what we can do to continuously improve. Systems and Processes: All sub-contractors will receive training in the elements of the RFJ delivery model, reinforced by clear written guidance. We will only prescribe what we need to meet the minimum performance standards, and our supply chain will need to supplement this delivery model with their own initiatives to achieve targets. Capacity Building: RJF is committed to increasing capacity, particularly of 3rd Sector providers, through sharing of good practice, staff training and development workshops. There is real opportunity to increase market share and expand contracts on the basis of strong performance through our market shift mechanism. Our Management Services Team will provide support during implementation to help with cashflow forecasts, people, process and IT transformation. IT: RJFs Management Information System will be accessed via extranet and will hold all customer information and milestones for the duration of the customer journey including: Initial Assessments, Action Plans, Barriers to Employment, Reviews & OnProgramme Assessments, Jobsearch Activities including Job Applications, Interview Outcomes, Placements and In Work Support requirements. Our online learning resources will maximise flexibility and effectiveness of programme delivery. Partnership Forum: In addition to our sub-contractor performance management processes, we will establish a Partnership Forum that will include our sub-contractors, employers and representatives from JCP and customers. The Partnership Forum will meet regularly to share best practice across the RJF delivery partnership. It will also help the WP to evolve throughout the lifetime of the contract so that it remains responsive to customer, and employer needs. Rehab currently operates similar, successful, partnership forums in other prime contracts it holds, e.g. CTF.

[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.

5.2 Proposed Management Structure: Rehab JobFits (RJF) delivery model for the Work Programme (WP) in Wales requires only a single layer of sub-contracting, and so we have developed a simple but effective managing agent organisational structure that is both cost effective, ensures that the minimum standards of performance are met and maximises the value added through a focus on driving performance improvement. We have illustrated this structure in the organisation chart in Annex 4, showing how we will cover the 4 Jobcentre Plus districts across the country - South East Wales, South Wales Valleys, South West Wales, and North & Mid Wales. The structure reflects Rehabs successful contract management approach for its CTF Prime Contract in Scotland, which is also 100% sub-contracted delivery over a large geographical area. RJF will appoint a Contract Manager who will have accountability for WP contract performance and compliance at CPA level. He/she will be responsible for a team of two Sub-contractor Managers (one for South East Wales and the South Wales Valleys and one for South West Wales and North & Mid Wales). Each Sub-contractor Manager will in turn, be responsible for two Performance Improvement Managers (one for each JCP District). RJF will also appoint a Commercial Manager and a Referral Team, who will be based in Swansea. Our operations in Wales will also benefit from substantial Rehab and Interserve head office support functions, including HR, Quality and IT, all as shown in Annex 4. Identifying skills and experience required: RJF has analysed successful delivery over a wide range of contracts that are similar to the WP, i.e. outcome focussed contracts that require extensive supply chain management. From this analysis, we have produced clear job descriptions for each role that will enable effective implementation of our delivery model. This has informed the roles, responsibilities, skills and experience required by our WP 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 Contract Manager: Reports to the General Manager. Responsibilities: Overall responsibility for delivery in accordance with the Annual Business Plan. Holds the strategic relationship with DWP. An ambassador for the WP, representing RJF on stakeholder groups; Responsible for growing the Welsh operations of RJF through seeking new opportunities e.g. ESF work. Responsible for resolving any contractual disputes at an early stage; Operation of the Referral Centre; Ownership of the preferred supplier list. Account Manager for larger sub-contractors/ those that span geographies e.g. A4e and Seetec. Experience: Previous accountability for similar stand alone business unit. Substantial experience of DWP/ELWA programmes at a senior management level; Understanding of local Welfare to Work networks and key stakeholders (e.g. Welsh Assembly Government, Wales Council for Voluntary Action and the Business Partnership Council for Wales). Skills: ability to influence at a senior level, a good negotiator, strategic thinker; Fluent Welsh and English speaker. Quals: Level 4 management qualification Commercial Manager: Reports to the General Manager Responsibilities: Production of RJF accounting information; Risk management holder of the risk register; IT interface; Security Plan and data control; Economic forecasting input to business strategy; Pulling down Management Services from Rehab and Interserve;. Experience: Running business unit with a multi-million pound turnover; Skills: Excellent communication, influencing and negotiating skills, knowledge of

5.2 (continued) performance management. Quals: CIMA Sub-Contractor Manager: Reports to the Contract Manager Responsibilities: Managing the sub-contractors; Performance monitoring KPIs and using this data to direct activities of the PIMs see below; Compliance checking of subcontractors, drawing on Management Services audit function where required; Action Plan Implementation; Management of Preferred supplier list; Using sub-contractor feedback to refine delivery model. Experience: Working at a senior level in a procurement or supply chain management capacity; Managing multiple partners; capacity building and sharing good practice. Skills: Excellent communication, influencing and negotiating skills, knowledge of performance management; Fluent Welsh and English speaker. Quals: Level 4 management qualification / CIPS Qualified. Performance Improvement Manager (PIM): Reports to the Sub-contractor Manager Responsibilities: Disseminating the required elements of the RJF Delivery Model to sub-contractor staff; Active Labour Market Assessment; Employer Engagement; Best practice sharing and continuous improvement in service delivery; Delivery of training and development activities for staff within the supply chain Experience: Extensive quality and performance management skills; Knowledge of the customer group; Strong leadership; Communication and staff training and development skills. Skills: Excellent communication, organisational & interpersonal skills; Fluent Welsh and English speaker. Quals: Level 3 management qualification, including training & development. Annex 4 shows how we will manage the transition of our management team from tender phase and full operations through the appointment of a Transition Team, all of whom are in place and working to deliver the Implementation plan throughout February, March and April, in anticipation of the Preferred Bidder Announcement. Our implementation plan contained in Annex 6 gives the timeline for the recruitment process. Working with Sub-Contractor management teams: The principles of the Merlin Standard guide our relationship with our sub-contractors and key delivery partners. Excellent Supply Chains are led and managed with integrity honesty and transparency and supported by effective processes (Extract from Merlin Standard) As detailed in Annex 4 we have allocated sub-contractors to particular Sub-contractor Managers based on geography. In addition the Contract Manager will act as account manager to the Regional/ Senior Managers of our larger sub-contractors: A4e and Seetec. Our Sub-contractor Managers will work on a day to day basis with the Business Managers of their allocated sub-contractors. Performance Improvement Managers will interface with delivery staff and performance improvement staff within our sub-contractors. RJF will be continuing discussions with sub-contractors throughout February and March, so that by the time of Preferred Bidder announcement on 4th April, discussions regarding delivery model, operating procedures, KPIs, monitoring and review, Service Level Agreements and payment mechanism will be well advanced, ready to progress to early sub-contract signature on the 6th May. Sub-contractor management teams will be responsible for the day to day delivery of services against the criteria set out in sub-contracts and will collect performance data to demonstrate that they are meeting required performance levels. RJF Sub-Contractor

5.2 (continued) Managers will collate and analyse this information to identify good/poor performing providers and address performance issues on an ongoing basis, The monitoring and review process will be on a monthly cycle and will inform the internal market shift mechanism. RJF Performance Improvement Mangers will work to the Subcontractor managers to advise and support sub-contractor operations through best practice sharing and continuous improvement to address any poor performance issues and drive up performance standards across the CPA. RJF will not duplicate the management activities of its sub-contractors and will tailor the level of management and support provided in proportion to performance. In addition, we will not overburden our supply chain with requests for performance information. We will only collect data that we will use. Working with stakeholders: In addition to the End to End Providers, other key delivery partners include: Specialist Support organisations Each Sub-contractor manager has an allocated budget for specialist services based on the number and profile of referrals their subcontractors are expected to receive. We are aware of the previous practice within the industry where specialists provided support to a Prime Contractors bid and were not subsequently used. We believe this is unfair and whilst we are unable to guarantee volumes to specialist support organisations we have ringfenced monies to be used for this purpose. These monies are held at RJF rather than sub-contract level. Social Enterprises - will be able to access an Innovation Fund Setting up of Social Enterprises will be the responsibility of Sub-contractor Managers but authorising funds will be responsibility of RJF member board based on business cases developed at the local level. RJF will provide social enterprise or entrepreneurial expertise to help the customer prepare this business case. Working with local Stakeholders that add value to provision Regeneration Partnerships/Inward Investment/Employers - Contract Manager/Subcontractor Manager (high level and also directly linked in to sub-contractors) Employer engagement will be undertaken by the PIMs who will supplement the activities undertaken by our supply chain. The RJF management structure is appropriate for Wales because: It is simple and cost effective, enabling maximum DWP funding to passed to front line delivery, and not be consumed in management overheads; It is focussed on the 4, current, Jobcentre Plus districts within Wales and is designed to minimise journey time, for example between North and South. The expectation is also that PIMS will spend most of their time with sub-contractors at their own delivery premises; It has flexibility to respond appropriately to sub-contractor need some subcontractors will need more support than others; The Referral Team will be based in Swansea and all customers first contact with the WP will be with people who speak Welsh as well as English. As the Referral Team reports only to the management in RJF Wales, management will be more able to quickly adapt processes based on customer feedback.

[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.

5.3 Managing and monitoring quality of delivery: Both Rehab and Interserve have a wealth of experience and expertise in managing the performance of diverse and complex supply chains to deliver public services across the UK and parts of Europe, including supply chains covering wide geographical areas. Our experience tells us that setting expectations, forming mutually beneficial partnerships and capturing relevant and timely data are critical for effective quality management. On setting expectations it is critical for the delivery of high quality services that all parties involved understand what is required and expected of them. In this regard, Rehab JobFit (RJF) will clearly set out for each sub-contractor the minimum levels of performance required across the full customer journey. As well as targets on outcomes, RJF will also specify quality parameters on activities and other elements of the customer journey. Another critical factor in managing quality is to form effective partnerships with subcontractors. Ofsted Inspections of Rehabs Prime Contracts in 2009 commented on effective, professional, proactive and supportive management of the sub-contractors to create positive working relationships within a mutually supportive partnership. Interserve is also acclaimed in supply chain management and has won national awards for its partnerships with supply chains. The third key element is data capture. RJF will provide the IT system (PICS Providers Integrated Customer System) onto which all service delivery and customer journey data will be inputted. Sub-contractors are responsible for their quality of delivery and will produce performance and quality information in line with contractual requirements. RJF will agree simple and effective (not burdensome) monitoring and reporting procedures with each sub contractor, which will include Key Performance Indicators and Minimum Performance Standards. RJF management team will review the information and assess whether requirements are being met and make recommendations for action as necessary. RJF will also carry out monthly performance audits to make sure quality and performance reporting is in accordance with requirements. An example of the reporting calendar is set out below:
Data and reports Performance and quality data uploaded to PICs by subcontractor and reviewed by Subcontractor and Performance Improvement M anagers Quality, compliance and customer satisfaction reports Minimum Performance Standards and KPI reports Action Plans to rectify service failures Meetings Contract management meetings with individual subcontractors to ensure consistency Contract review meetings to review Action Plan following concerns over performance Partnership Forumswith all supply chain present Auditing Operational Review by PIMs sample of files verified and stages of customer journey observed. Recommendations made . Weekly Monthly Monthly If failures identified. Weekly Weekly or monthly depending on severity Monthly Monthly

Sub-contractors will be required to upload weekly performance reports comparing target and actual achievements onto the RJF PICS for RJF managers to access and monitor. Sub-contractors will have compatible data collection and reporting procedures. Reports are published from this system which compare actual delivery against planned delivery, and will cover all aspects of performance financial and operational, monthly and cumulative against profiled targets This information will be reviewed by the

5.3 (continued) Sub-contractor and Performance Improvement Managers and will be formally discussed at management and board meetings. The RJF Members Board will provide oversight for the quality of delivery of the Work Programme services. The Board consists of experienced Directors from both Interserve and Rehab who will meet monthly and review quality and performance information from across the supply chain 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 and performance. The RJF General Manager will report to the Board and will be responsible for providing the Board with information and for implementing the Boards decisions through the RJF Sub-contractor Managers and Performance Improvement Managers. This RJF management team will also meet monthly to collectively review and action plan across the CPA. Annex 4 sets out the distinct geographical areas of responsibility and specific subcontractors to be managed, which will ensure that consistency of provision will be maintained throughout the CPA. Delivering high standards and meeting minimum service levels: Regular, supportive contact with all of our sub-contractors is key to creating cohesive partnerships which lead to better consistency and positive customer experiences, as well as continually improving performance. Sub-contractors will be expected to achieve minimum performance levels for Job Outcomes and Sustainment across the customer groups in each year of the contract. RJF Performance Improvement Managers will visit each of their sub-contractors monthly as a minimum. An operational review will take place with each stage of the customer journey being observed. Minimum service levels will be discussed and information held will also be checked for compliance. Recommendations for action will be made which will be followed up at the next meeting. Performance Improvement Managers will increase the frequency of their visits to assist and support sub-contractors, fortnightly or weekly in the event that there are real challenges to meeting service levels and significant further action is required. The RJF IT Business Intelligence system will provide real time reporting and will actively alert us should any metrics indicate problematic performance against set criteria, providing an early warning of any potential performance issues. Sub-contractor Managers also chair monthly partnership Forums with sub-contractors covering partnership performance, league tables of Job Outcomes, Sustainability, Qualification success rate and share best practice. Approach to performance improvement activities across the supply chain: There are strong incentives for performance improvement across the supply chain that will be aligned with RJFs incentives under the Call Off contract with DWP. Changes to subcontractor forecast volumes and market share will be effected through internal competition, based on performance between sub-contractors in the supply chain. There will also be an Incentive Payments system to reward good performance, providing real opportunity to increase market share and expand on the basis of strong performance. RJF Performance Improvement Managers will give particular care and attention to supporting our smaller and 3rd sector sub-contractors, to improve their performance

5.3 (continued) through utilising management services provided by Interserve and Rehab that cover business operations, such as quality, human resources, business development, health & safety management, cash flow forecasting, payroll, audit and IT support. RJF also has a 0.9m Innovation fund available to help our sub-contractors create additional work placements or job outcomes through their activities, which will serve to improve overall performance. Further RJF sub-contractor performance improvement activities include: Continuous refinement of the RJF delivery model through capturing what works locally and through sharing best practice across the CPA and nationally, Strong Performance Improvement Team available throughout the CPA to provide help and support Weekly and monthly reporting, review and action cycles as set out above Continuous improvement cycle based around KPIs; Plan: Do: Check: Act Partnership Forum disseminating best practice and driving transformation Business IT systems providing early warning management information Acting on the findings of monitoring activity: As outlined, RJF reporting procedures provide timely information to inform management decisions, giving ample time for corrective actions against projected output shortfalls. Should analysis of the reported data demonstrate underperformance against minimum service delivery levels, the Sub-contractor Manager will develop an action plan with the Sub-contractor to rectify their under performance. The action plan will require sign-off by the Contract Manager before being implemented. RJF has access to sector specialists to support sub-contractors in the event they are having difficulties in a particular area to help turn a particular problem around. Performance Improvement Managers will work with subcontractors to help ensure that action plans are effective. In the event that the problem continues, we will apply an escalation process, consisting of further audits and action plans. If appropriate, the Sub-contractor Manager will hold an immediate, formal contract review meeting where the detailed actions required, and the possible consequences of failure to improve, will be minuted. These will include weekly to monthly performance review meetings with Performance Improvement Managers until delivery meets the required standards. In extreme circumstances, where a sub-contractor fails to improve within agreed timeframes, the sub-contractor will be removed and replaced, subject to discussion with, and agreement with DWP and JCP. Resolution of issues Our experience at managing diverse supply chains and working with partners has lead to our being successful in preventing issues from escalating out of control. This is through early intervention, practical support and communication with senior management. We recognise that our smaller supply chain partners will require additional support and patience, 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 partners that does require formal resolution, RJF will share its procedure for dispute resolution with each supply chain partner prior to entering into Contract. It is based upon open, honest, prompt discussions which ultimately lead to resolutions. The process includes encouragement to work to agree disputes on an informal basis wherever possible. We are aware that DWP is launching a mediation service by June 2011 and that Merlin Standard accreditation is dependent upon a commitment to accept any directive made by the mediation.

[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.

5.4 Key delivery locations: The map and table set out key delivery locations for our End to End Providers (EEPs) in the Wales CPA (based on JCP Districts within the Wales CPA). Our delivery infrastructure for the Work Programme (WP) within the Wales CPA fully utilises our subcontractors links within the local area. Our delivery network is already well established with existing premises that are centrally placed to service local Jobcentre Plus offices across the district. All of the current premises are already utilised to deliver training to the unemployed through Jobcentre Plus or similar contracts. A secondary benefit is that all our sub-contractors are currently delivering publicly funded contracts and are familiar with legislative, health and safety and contractual requirements of Jobcentre Plus delivery as well as the needs of the WP customer groups. Region South West Wales North & Mid Wales Provider Key Delivery Locations (Map Reference) Holyhead* (1);Caernarfon*(2);Bangor*(3);Colwyn Bay Scout Enterprises (4); Porthmadog (8); A4e Rhyl (5); Mold (7); North Wales Training Deeside (6); BTCV Wrexham (9); Machynlleth (11);Welshpool (12);Newtown Antur Teifi (13);Llandrindod* (14);Brecon (17)Ystradgynlais* (21); Ceredigion Training Aberystwyth (10);Cardigan(15); Lampeter (16); Antur Teifi Carmarthen (19);Ammanford (20);Llanelli (27) Neath Port Talbot CBC Neath (29);Port Talbot (34); Haverfordwest (18); Milford Haven (25)Pembroke Pembrokeshire College Dock (26); TBG Learning Swansea* (28);

Continued overleaf:

South East Wales South Wales Valleys

5.4 (continued) A4e Capital Engineering

Ebbw Vale (24); Caerphilly (32); Merthyr Tydfil* (22);Aberdare/Mount Ash (23);Pontypridd (30);Treorchy (31); Bridgend (35); Maesteg (36); Pyle (37); Pontypool (33);Cardiff (40); Newport (41); Cardiff (39);

Seetec

A4e BTCV

Vale of Glamorgan CBC Barry (38);

Premises marked * are new premises (see overleaf). In addition to the EEPs listed above, we also have an initial preferred supplier list of over 25 Specialist Providers. These will provide WP customers with access to a wide range of specialist support and short courses across the whole CPA. Caerphilly Fast Forward Clarion Interpreting Coleg Powys Cymdeithas Tai Eryri Drug and Alcohol Charities Wales Ltd Dyslexia Action Gofal Cymru Complete coverage of the Caerphilly borough Full CPA outreach Newtown, Llandrindod Wells, Brecon, Ystradgynlais Caernarvon and Anglesey offices with coverage across Holyhead, Llangefni, Blaenau Ffestiniog, Dyffryn Nantlle, Caernarfon and the Llyn Peninsula Full CPA Full CPA Newport; Torfaen; Blaenau Gwent; Caerphilly; Merthyr; Rhondda Cynon Taff, Cardiff, Vale of Glamorgan, Bridgend, Neath Port Talbot, Swansea. Swansea and Gorseinon full Bridgend coverage Blackwood, Caerphilly Wrexham, Caernarvon Mid and North Wales Swansea, Neath Port Talbot area, with additional premises across Carmarthenshire, Gwent, Bridgend and The Welsh Valleys Cardiff, Swansea Bridgend and Monmouthshire Full CPA Rhondda Cynnon Taf Full CPA Full CPA outreach Extensive outreach capacity Cardiff and The Vale Cardiff Office with outreach across South Wales

Gower College Swansea Groundwork BNPT Groundwork Caerphilly Groundwork North Wales Myrick Neath Port Talbot College N-ergy Group Princes Trust RCT Homes Ltd Shelter Cymru St Loyes Foundation The Training Brokers Track 2000 Triangle Fusion

5.4 (continued) New Premises: TBG Learning, Seetec, Scout and Antur Teifi have already identified suitable properties in Wales for delivery of the WP. In order to ensure that they have these premises in place and are ready to take on customers from the contract start date on 06/06/11, our Transition Team, and external consultants (e.g. Fulcrum http://www.fulcrumestates.co.uk/offices.html), will continue to support our potential sub-contractors. This will include liaising with local estate agents throughout the remainder of the tender process and post-tender negotiations (PTN) to maintain an up to date database of suitable, available properties. On contract award, our Transition Team will work closely with JCP to arrange site visits before agreeing Heads of Terms. All premises will be DDA compliant before leases are signed or will be subject to the landlord implementing whatever changes need to be made in order to make them fully DDA compliant prior to contract start. We are confident that our rolling programme of premises identification will enable our subcontractors to have premises in place and operational by contract start. In the unlikely event of them encountering problems sourcing premises there is scope to start delivery from other delivery providers across the district, many of whom have agreed, in principle, to sub-let space within their centres if RJF is awarded the contract. Meeting Customer Needs: Transport Links/Accessibility: This tender is built around the assumption that all delivery will need to be as close as possible to where customers live, to ease engagement and to meet the needs of the diverse communities across the Wales CPA. For example, working with our supplier Seetec we identified the need for them to open a Merthyr facility rather than rely heavily on their Pontypridd premises which will bring good local availability to the upper valleys area. We have achieved good coverage across Wales by engaging sub-contractors who have premises geographically spread across the CPA and who are accessible to all customers within the CPA. We have therefore carefully selected our subcontractors, both for their suitability for the provision and to ensure we provide full coverage in easily accessible locations (e.g. with good public transport links close to local amenities). Examples of public transport links include: Centre Bus/Train routes BTCV at Wrexham Town centre location 10mins walk to train station. No 555 bus to Llangollen, No X50 bus to Ruthin Vale of Glamorgan Three central premises locations. Bus No 86 to Bendrick and Council at Barry Dinas Powys. Ceredigion Training at Town centre location 5mins walk to trains and buses. X40 bus to Aberystwyth Aberaeron and 510 bus to Borth Delivery staff will also provide WP customers with information on local bus / rail links and the British Red Cross Transport & Escort Service (a voluntary service) for those unable to use public transport to participate fully. Similarly, they will provide information on community transport services such as Conwy Community Transport, Llanidloes Community Transport Scheme, Dial-a-Ride and Llanwrtyd Wells Community Transport Project. PWD Access/DDA Compliance: Full PWD Access will be provided for people with disabilities. Each delivery location will be appraised and risk assessed by a Health & Safety Officer prior contract start. This will include a report on DDA compliance,

5.4 (continued) accessibility and location. Recommendations will be presented to the Transition Team for action prior to sub-contractor Service Level Agreements being signed and customers accessing delivery sites. Our sub-contractors will provide additional support for learners with disabilities through the use of large screen monitors, large print, coloured pockets, sign language and other learning aids, as well as identifying and supporting individual learning styles and preferences. All resources will be quality assured to ensure access for people with literacy, language or numeracy problems. We will ensure that materials are accessible, readable and in more than two languages (Welsh and English) to help break down any potential language barriers. Resources: All RJF sub-contractors will have the following facilities, equipment and resources available as a minimum: Jobsearch room(s) with access to newspapers and relevant trade magazines, telephones, writing materials. Notice boards for job opportunities and success stories; Access for customers to photocopier, fax and paid postage; Access for customers to a personal computer for development of IT skills, email, CV preparation and use of the RJF Search and Employ customer portal ; DDA Compliant with access for disabled customers including those with visual or hearing impairments; Domestic Facilities including separate male/female/disabled toilets and a communal kitchen area for customers. Tea, coffee and water will be provided for all customers. A quiet area(s)/room(s) for private study/private interviews; A prayer area; Learning materials and reference books; Specialist subject teaching rooms equipped with whiteboard(s), storage for customer files and work, notice boards to display success stories. Childcare: All premises are child-friendly / accessible and our risk assessment takes into account the risks posed to children as well as adults. All customers with childcare responsibilities will be advised and guided on potential childcare solutions through an updated list of local authority approved childminding organisations. Childcare and employment support for parents will include: Up-to-date information on childcare initiatives (e.g. Clybiau Plant Cymru Kids' Clubs); Assistance with accessing childcare through Childcare Information Services e.g. Home Childcare Approval Scheme; Links with schemes supporting childcare for children with special needs (e.g. Wales Pre-school Providers Association (Wales PPA) and Mudiad Ysgolion Meithrin (MYM) Childcare organisations able to accommodate varying / flexible needs (e.g. Tiny Tots Daycare Nurseries Basic Skills/ESOL Needs: All resources will be quality assured to ensure access for people with literacy, language or numeracy problems. They will be accessible, readable and in more than one language to help break down any potential language barriers. Protecting Vulnerable Customers: Many of our sub-contractors have extensive experience in dealing with vulnerable customers, in particular young people and those with mental health conditions or learning disabilities. CRB checks will be required for all staff and staff training on how to deal with vulnerable customers will be provided for all front line delivery staff.

[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.

5.5 Through Rehabs and Interserves collective experience of delivering public sector funded contracts across a range of sectors, including welfare to work, RJF has developed comprehensive systems and processes to ensure all delivery is flexible to accommodate emerging needs. These systems and processes include responsiveness to volume fluctuations and adapting delivery to accommodate new customer cohorts or responding to new legislative requirements. These processes are underpinned by two key activities: Monitoring Labour market Conditions: We undertake a range of activities to monitor labour market conditions and, consequently, any associated effects on customer 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. This information is used continuously to inform strategic planning, resource planning (financial, physical and human resource needs) and the ongoing development of provision to reflect any change in demographics. Effective communication with the funding body (DWP) at all levels so that forward planning can take place for any anticipated formal changes thereby speeding up any changes that may be required: For example, we have regular discussions with JCP to monitor district claimant rates so that we can plan ahead to meet anticipated demand. Maintaining Minimum Performance Levels: All sub-contractors have confirmed their ability to accommodate the volumes stated in the ITT with a tolerance of plus or minus 15%, whilst at the same time maintaining minimum performance standards against the following key deliverables: Customer referrals to starts; Job outcomes and sustainability; Compliance and quality measures; and; Customer/employer satisfaction levels. Benchmark of 90% overall satisfaction on feedback system to ensure that the requirements of Ofsted are met and that the standards in the DWP Quality Framework/DWP Customer Charter are equalled or exceeded. Where any potential change to the service delivery requirements is identified, such as changes to the customer groups referred or alterations resulting from changes to the welfare regime, we conduct a full impact analysis that takes into account the following: Scale of the change whether the change is local, regional or national and how many customers would be impacted by the change; Changes to staffing levels and/or infrastructure (both contract management and delivery, including through the supply chain); Additional services or suppliers that may need to be incorporated into the delivery infrastructure, for example to accommodate new customer groups or to increase capacity; Changes to the delivery model and cost/resource implications; Changes to company policy (e.g. in the case of new legislation around staff vetting or safeguarding); Capability of the supply chain to respond to the changes; Any capital or one off expenditure requirements This impact analysis is then used to inform an Action Plan, owned by the Contract Manager, 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 or customer groups, we have agreed the following contingencies with our sub-contractors:

5.5 (continued) Staffing: If additional staff are required to cope with increased demand or provide specialist support for additional customer groups, we have established links with specialist recruitment agencies with an understanding of the sector (e.g. Future Path Recruitment, Morgan Hunt, Parkhouse Bell) who can supply short-term, temporary staff with the necessary skills and experience. The RJF Referral Team will have the capacity to flex in response to increased customer numbers. If there is a decrease in demand, we will help our sub-contractors to identify potential secondments within our supply chain. Premises: If additional premises are required, either to cope with increased capacity or to cover new geographic areas, RJF will help sub-contractors to identify new premises. We work with a wide range of commercial estate agencies that operate on both local and national levels, providing us with access to available premises on shortterm/serviced office leases as a temporary solution as well as helping us to source longer-term solutions when we need to move into new delivery areas or permanently increase our infrastructure. We would also look at transporting customers, on a temporary, basis to centres close by that have spare capacity. Additional Sub-contractors Needed: If additional sub-contractors are needed, either to meet the needs of new customer groups, provide additional capacity or replace subcontractors who are unable to cope with increases or decreases in throughflows, we have a preferred supplier list of an additional 12 end to end, 10 specialist and 10 short course providers in the Wales CPA. Employer Engagement: DWP have advised that job outcome definitions might change as a result of the introduction of Universal Credit. We will work closely with DWP and JCP in the run up to its introduction in order to assess any impact this may have on our supply chain, performance offer or employer engagement strategy. This, and other welfare reform, could impact on the volume and types of employers that need to be engaged in order to maintain our proposed job outcome sustainability targets. IT Scalability: We have dimensioned the capacity of our IT system so as to support more users if required, including caseworkers and supply chain partners as well as online access from both customers and employers. This has involved increasing both server capability and bandwidth. Managing Expanding/Contracting Business as a Result Of Market Shift: The contingencies above would also apply if our share of the CPA were to expand as a result of market shift or economic factors. Any decrease as a result of market shift will require careful, structured and sensitive planning to minimise the negative impact on supply chain partners. Reductions in volumes will likely reduce utilisation of resource capacity where less staff are required. RJF will provide resources to help staff to seek and find a new job. All WP resources that are available to customers will be made available to staff impacted by a change in the profile of referrals. Where a decrease in volumes means that a sub contractors revenues are insufficient to meet fixed costs, e.g. premises rental and overheads, RJF will work with that sub contractor to develop new business in a related area. Where this proves to be unsuccessful RJF will work across sub-contractors to transfer customers to another provider with capacity thereby releasing the first subcontractor of its obligations to RJF such that it can them relieve itself of the fixed overhead. Where necessary, RJF, along with Rehab and Interserve, will also help the sub-contractor in any negotiations required in the release of that fixed overhead, e.g. with a landlord.

[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.

5.6 Evaluating and Monitoring: On contract award, the Rehab JobFit (RJF) Transition Team (Annex 4) will have an induction meeting with each sub-contractor to set out expectations, performance indicators and parameters that will underpin the targets against which performance and quality will be measured. RJF has a comprehensive Continuous Improvement Cycle that drives all aspects of quality assurance from observation of all key learning processes to internal audit, participant feedback and staff performance reviews. This cycle is based on the Investors in Peoples P l a n D o R e v i e w approach. As part of this process we will produce an annual Self-Assessment Report (SAR) and Quality Improvement Plan (QIP). The analysis will be carried out on a bottom-up basis, and all staff will be involved from each delivery centre this will produce local SARs and quality improvement plans: aggregated to form the Partnership SAR and Quality Improvement Plan. Implementation of the quality improvement plans is a critical part of our continuous improvement process. All sub-contractors staff will receive training on carrying out self assessment. The Subcontractor Managers and Performance Improvement Managers will use the individual local SARs and quality improvement plans to improve quality, address any issues and drive performance. When Rehabs subsidiary, TBG, had an Ofsted Inspection of the New Deal Prime Contract in Derbyshire inspectors stated that the self-assessment process is good. All TBG staff and sub-contractors participate well in the process. Each sub-contractor will be monitored by the Sub-Contractor Manager and Performance Improvement Manager to ensure that performance targets are met or exceeded and that quality of delivery, and thus the customers experience, is maintained and continuously improved. Each centre will be visited at least monthly and the customer experience, at all stages of the customer journey, will be observed, a sample of files will be checked for compliance and performance discussed with managers. At each meeting the centres development plan will be reviewed and updated using data from, (Annex 4) PICS, from customer and employer feedback and from Customer Voices (See overleaf for a description of our Customer Voices process). Actions to be taken over the next month will be agreed and recorded and any support to implement these actions agreed. Sub-contractor Managers will convene formal contract review meetings monthly where performance and quality will be discussed. Standing items for these meetings will be Equality & Diversity, and Health & Safety - supported by detailed reports from PICS. Additionally, the Contract Manager will chair quarterly partnership meetings covering, among other things, partnership performance; league tables of Job Entry Rates, Qualification Success Rates, Administrative Accuracy; and best practice. We have found, through Rehabs experience in managing previous prime contracts that this regular, supportive contact with all partners creates a cohesive partnership, ensures a consistent, positive customer experience and continually improves performance. Both Ofsted Inspections of TBGs Prime Contracts commented on the professional, supportive management of sub-contractors within a mutually beneficial partnership. This best practice in sub-contractor management was observed as part of an Ofsted Thematic Review in February, 2009. The Inspector commented particularly on the excellent working relationship across the whole partnership: not only between TBG and individual subcontractors but, through activities initiated and supported by TBG, between all the subcontractors. He also made the point that, within a supportive and friendly context, TBG was firm about, and effective in driving, quality and performance improvement. Sub-contractors will have their own continuous improvement procedures but these will

5.6 (continued) contribute to, and be monitored and moderated to, our quality standards. For example, we will expect sub-contractors to carry out observations on all aspects of the customer journey and to share these with our Quality Team. Meeting Customer Needs: Our key tools for ensuring that customers receive a positive experience are: The careful, thorough Assessment, which produces an agreed action plan exactly tailored to customers realistic aspirations and needs; The use of a Personal Advisor to support customers throughout their journey; Close, continual dialogue with the Jobcentre Plus Advisers; Regular meaningful reviews; An on-line customer feedback system, which gives access to real-time reports analysing feedback and highlighting any negative comments, however trivial. These are reviewed monthly by the RJF Board and the Contract Manager is required to report on actions taken in response and the result of those actions. Our online Search and Employ service, which incorporates a built-in web-based customer satisfaction module. This will be available to all stake holders to measure the effectiveness of the provision. Handling Customer Complaints: Our formal complaints process is fully explained to customers at induction. They may speak to any staff member or write to the Contract Manager to raise a complaint. If this cannot be immediately resolved, a holding response is sent within 3 days. The Contract Manager will investigate and respond to the complaint within 28 days, whilst putting measures in place to prevent similar future situations where complaints are upheld. If customers remain dissatisfied they can refer their complaint to RJFs General Manager, and ultimately to the funder (DWP). These procedures are rigorously followed and documented evidence is kept at local level if resolved at this level and at head office if the complaint is referred to the General Manager. We fully respect the right of all customers to follow the Independent Case Examiner (ICE) Process if they are dissatisfied with our response to their complaint and will provide all written evidence promptly in line with ICEs processes. Feedback: For all programmes we hold Customer Voices sessions. These are regular meetings of customers representatives to hear their ideas, concerns, worries, etc. These meetings are chaired by somebody from outside the staff of the programme so that customers can feel completely free to air their views. This has proved a very successful way of improving the customer experience and, therefore, performance. Feedback is also obtained from employers who offer work placement opportunities to ensure that both the customer and employer are gaining the most from the placement and that needs are being met. Feedback from employers is also obtained after each customer interview to enable us to evaluate the success of our interview preparation. Full account will be taken of this feedback in amending programme design and delivery. Acting on Findings: Where there are any serious issues in performance, compliance or delivery, a report will be sent to the Contract Manager, including the relevant action plan 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 the Contract Manager until performance, compliance and delivery are back to required levels or until more serious action is required. Where necessary additional support and training will be made available from suitably qualified and competent staff. By acting on this information across all delivery areas we can improve the customer experience for existing customers and those who will follow in their footsteps.

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 four sides of A4. Note: Format requirement and page limit does not apply to the resource plan which you must insert as Annex 5.

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[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.

6.2a Regulation 13: Duty to Inform and Consult: We have looked at the TUPE information provided by DWP and mapped this across to anticipated staffing levels for delivery of the Work Programme. At this stage however, the information provided on staffing within the current programmes is insufficient for Rehab JobFit (RJF) to make an informed decision as to whether redundancies need to be factored in for Economic, Technical or Organisational, (ETO) reasons. On contract award RJF will request information from outgoing providers to ascertain exact staffing levels and potential TUPE transfers. We will then examine the number and type of staff required to deliver our model. If the number of staff eligible for TUPE exceeds the number we require for contract delivery we would consult with affected employees and nominated representatives. Redundancy would only occur if we were unable to redeploy staff elsewhere. All employees will transfer on their existing terms and conditions. We will consider whether to offer staff the opportunity to harmonise onto our terms and conditions and if so will prepare a comparison sheet which explains the differences in terms and conditions, but reminding staff they are under no obligation to change. If we wish to propose any measures - changes to conditions of employment (e.g. change of location) we will consult with the staff involved and confirm any proposed measures to them in writing. Our sub-contractors would also be required to do this. Communication with transferring staff: RJF is committed to ensuring a smooth and efficient transfer of staff, minimising disruption and anxiety. A clear dialogue with all affected staff, nominated representatives and trade unions is essential to give staff relevant knowledge to prepare for the transfer and time spent engaging with staff before transfer is time well invested, with benefits evident at contract start. The table below summarises the engagement activities planned to supplement our statutory requirements: Activity Frequency HR staff available for drop in discussion Weekly HR Roadshow and pension seminars From contract award to start Staff driven briefings content to be requested by staff Fortnightly Elected Representative briefings & Trade Union Fortnightly Breakfast Briefings informal update, Fortnightly Staff conferences presentation on new company andBefore contract start date delivery models and opportunity to meet other staff Continuous Service Improvement Planning Workshops Ongoing through transition Understanding and developing the new model and contract start One to one meetings with staff Prior to transfer if possible We may need to advertise some or all roles (in case staff choose not to transfer or find other employment). If this is the case we will advise transferring staff so they do not see their job being advertised, a cause of considerable anxiety. Plan of Activity, Pre contract Award 14th February 4th April 2010 Review initial TUPE data supplied by DWP, reconcile with projected recruitment needs, job descriptions and training needs. Request further information when incomplete. Review sub-contractor TUPE capabilities- offer additional HR support where necessary Set up intranet site, tailor communications materials Management Services HR Manager to confirm draft implementation team and plan Confirm proposed staff representatives with employers. Plan of Activity, Post Contract Award Phase 4th April 6th June Agree TUPE arrangements with other Prime Contractor for CPA 13 Wales. Agree implementation plan with employers, Trade Unions, staff representatives

6.2a (continued) Plan of Activity, Post Contract Award Phase 4th April 6th June (continued) High Level briefing to confirm proposal and planned activities with employers, unions and staff representatives Letters direct to staff letter 1 to inform of consultation process. Letter 2 to confirm any proposed measures - proposed changes to employment. Letter 3 (at least 2 weeks before transfer) to confirm TUPE transfer and associated measures. In addition we will provide company literature and a FAQ sheet. Continue to review recruitment/training needs. Identify further vacancies in connection with the transferring employees and advertise and recruit if necessary Consultation on any operational policy/procedure amendments Finalise payroll/TUPE information, loading full details onto HR system. Continuous Service Improvement Planning Meetings (with supply chain) TUPEd staff to meet their new colleagues and familiarise themselves with new office. Engagement actions outlined in bullet above Post Transfer 6th June onwards Welcome social event Objective and learning and development plans finalised. Training Sessions induction, orientation, RJF delivery model, Ongoing consultation and supply chain meetings with RJF Contract Manager Working with Existing Employers: RJF will work with existing employers to gain their buy-in to the process and establish a mobilisation programme for countdown to the transfer. We will encourage employers to allow staff to attend training in the RJF delivery model and deliver this training on their premises where appropriate. There would also be a range of pre and post transfer functions as described in the table above. Where it is expected that staff are transferring to a sub-contractor, RJF will confirm with current employers the staff information required in the week commencing 4th April. All subcontracts will be in place by Friday 6th May allowing TUPE information to then be passed from the old employer to the new. The legal requirement is that this information is to be provided 2 weeks prior to transfer. Sub-contractors: As part of the sub-contractor selection process, we confirmed that all potential sub-contractors were aware of the relevant codes and regulations with regard to TUPE Regulations and a requirement to comply is an essential element of our subcontracts. Whilst TUPE is a matter of law and regulations must be adhered to we believe that setting a standard above the statutory TUPE minimum is beneficial to all parties. Where TUPE processes are not as developed as our own, sub-contractors can use our Activity Plans, presentations and literature and will be encouraged to draw on the expertise of our HR staff. We would also advise sub-contractors to seek legal advice before entering into a contract with us. All sub-contractors must commit to following best employment practice. This will be monitored by RJFs Management Services HR manager in the implementation phase and then routinely by the sub-contractor manager for the operational phase. Our largest subcontractor in CPA 13 is A4e and they are well versed and experienced in the TUPE process and will have the additional benefit of being an existing provider of this type of service. As part of our policy of using a mix of providers, we will also be utilising smaller more specialist providers such as North Wales Training who may benefit from greater support from RJF to ensure a smooth as is possible TUPE process.

[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.

6.2b Lessons learned from previous TUPE transfers include: Communicate regularly and clearly: Our experience is that much of the anxiety surrounding TUPE can be alleviated by providing clear regular information as outlined in our response to 6.2a. The distribution of a simple FAQ sheet for example is invaluable to alleviate staff fears. The plan for engaging with staff should be set out at the beginning of the process and strictly adhered to. Missing or incorrect information: Our TUPE process allows for the building of records for all our employees terms and conditions before their date of transfer. With accurate, up to date records at contract start we can avoid errors which can potentially damage the new employer/ employee relationship at an early stage (e.g. late payment). Sell the benefits of the Transfer: Transferring to a new company brings a wealth of new career and personal development opportunities. Avoiding a Two Tier Workforce: New staff being employed on different terms to existing can cause motivational issues amongst staff. Where we recruit new staff to work alongside TUPEd staff, we will offer employment on fair and reasonable terms and conditions which are, overall, no less favourable that those of transferred employees. Pensions: Often a key concern to transferring employees. We have learnt that holding pensions focussed seminars prior to transfer is a simple way to alleviate fears. Interserve TUPE Expertise. The majority of Interserves 28,000 UK staff joined through TUPE. The examples below demonstrate our track record in transferring staff from multiple sites and employers to tight timescales. Boots Stores: 1200 staff transferred across 1000 sites within 60 days. HSBC Bank: over 2000 staff transferred from a large number and variety of incumbents to provide services to 1600 retail units and 120 offices in a 200 million contract. Prudential Property Investment: Managing 11 major shopping centres (including Cwmbran Shopping Centre) across UK included TUPE of 670 employees from 70 contractors. 400 hours of on-site training delivered and 29 presentations given on culture and service delivery. Rehab Group TUPE Expertise: TBG Learning (as both transferor and transferee) with New Deal (2006) and FND (2009) and Momentum Scotland as Prime Contractor for Work Choices (2010). Aspects of TUPE Relevant to this procurement: We have considered two main aspects of TUPE when preparing our response to this bid. Firstly we have to consider the arrangements for any Relevant Transfers that may occur upon implementation of the Work Programme and secondly those Relevant Transfers that occur during the term of the contract. In the case of the second aspect such Relevant Transfers are covered by appropriate drafting in Cl 4.3 of the call Off Terms and Conditions for the Work Programme. Returning to the first aspect and in particular those Incumbents who are currently delivering services under initiatives such as Flexible New Deal, for example. We have made provision in our delivery plan to provide for sufficient resources to ensure we can implement the TUPE Process as outlined in 6.2a above. In particular we feel we will have to take the lead in ensuring our supply chain has the necessary guidance and resources to ensure that our process goes beyond that as required by the regulations. To do this our delivery plan has set aside two sources funds First, during the implementation phase, we have allowed for ring fenced funds to cover communications with existing employers who may have staff eligible to transfer to our new supply chain. Conversely, even within our chosen supply chain there may be members of staff who will be anxious and concerned about the future and again, we have dedicated funds to assist in the communication process to these Individuals as well. Secondly, during the first year of operations, we have allocated another dedicated source of funds to cover additional training and induction to ensure a smooth ramp up to full operations as possible.

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.

7.1 Rehab JobFits (RJF) Local Stakeholder Engagement Strategic Objectives are: To ensure our delivery is responsive to the needs of the Welsh economy, through drawing from such bodies as the Welsh Assembly Government (WAG) and CBI Wales To achieve synergy with other local employment and regeneration initiatives, through close contact with Jobcentre Plus and Local Authorities To enable our customers to access the widest range of support so that they can progress into sustained employment, through linking with, for example, Wales Council for Voluntary Action (WCVA) and the North Wales Economic Forum. To ensure local employers benefit from a service that is informed, coherent and responsive to their needs, by co-ordinating stakeholder knowledge through our local stakeholder engagement process. Stakeholder Segmentation: to assist appropriate coverage and management of local stakeholder relationships we have segmented local stakeholders by geographical coverage, by sector; e.g. private, public and not for profit and into the following groups; key customers, e.g. Jobcentre Plus, strategic, e.g., WAG, customer group specific e.g. MIND and service specific e.g. the Church in Wales. In a number of the larger local stakeholder organisations, e.g. Jobcentre Plus, we recognise that it will be both appropriate and necessary to engage at a number of levels and our Local Stakeholder Engagement Process (see below) recognises this. Identifying Local Stakeholders with Strategic Influence: as part of our preparation for this tender we conducted initial research to identify key local stakeholders in Wales. The Regeneration Investment Fund For Wales has been applied to seven specific areas of deprivation in Wales and is having an impact on local economies and the communities that they support. The Development Trusts Association Wales has a broad remit and is a key contributor to: the Social Enterprise Strategy for Wales, the Communities First Programme, Wales a Vibrant Economy (WAVE) and Sustainable Development agendas in Wales. WAG has identified six key sectors that present growth opportunities to the Welsh economy. These are: 1) ICT 2) Energy and environment 3) Advanced materials and manufacturing 4) Creative industries 5) Life sciences 6) Financial and professional services. In ICT, there are currently more than 400 technology firms employing over 33,000 IT professionals across Wales, including international leaders such as EDS, LogicaCMG, Fujitsu Services, Sony and IBM. Sony is creating new jobs at Pencoed and BT at Newport for example. WAG is working on specific projects with private enterprise to bring investment, for example in wind technology across North Wales, intended to create hundreds of jobs. We have met with [REDACTED] from the National Training Federation Wales, who through its members provides access to 35,000 employers in Wales, including SMEs which are particularly important to job creation within Wales. Engagement with Jobcentre Plus: Our delivery model offers ease of contact for each of the 65 Jobcentre Plus offices in Wales by having only one End to End Provider operating in each JCP office catchment area. Each JCP Manager will have a designated senior relationship manager as a key contact within the End to End Provider organisation. E.g. [REDACTED] Senior Manager with Antur Teifi will be the Senior Relationship Manager for JCP Managers in Carmarthen, Llanelli and Ammanford. Engagement with Smaller and Voluntary sector Organisations: RJF and our supply chain understand and value the role played by smaller and voluntary sector organisations in providing a range of services to our customers and information and advice to us, including enabling some of our hardest to help customers progress into work. Our Local

7.1 (continued) Stakeholder Engagement Process is designed to ensure we engage just as effectively with these organisations as with the smaller number of local stakeholders with strategic influence. Supply Chain Selection: We ensured that when selecting supply chain partners we included organisations that were already operating at a local strategic level. e.g. Pembrokeshire College is currently working with Pembrokeshire Association of Voluntary Services. Local Stakeholder Mapping: As part of our bid preparation work with supply chain partners we have undertaken a comprehensive mapping exercise with them to capture their existing contacts with local stakeholders. From this we have been able to identify a significant existing network amongst our supply chain partners across a range of local stakeholders including: Sector Public Organisation Neath Jobcentre Plus Supply Chain Function of Contact Contact Neath Port Talbot Tailoring resources and Borough Council processes to meet the identified needs of local employers North Wales Providing opportunities Training supporting job seekers into employment Ceredigion Support for mental health Training issues Pembrokeshire College Scout Group Progression and cross-referral opportunities plus projects Community projects, experience and training work

Public Voluntary Public Voluntary

Rhyl City Strategy MIND Pembrokeshire County Council Church in Wales

This list is a small sample of the work we have undertaken; we are currently processing more than 260 local stakeholder contacts gathered from our own initial research and from our supply chain partners. We have paid attention to local geography, identifying areas where we currently have good coverage, e.g. South East Wales and areas where local stakeholder engagement is being strengthened, e.g. Anglesey. We expect the Local Stakeholder Map to continue to develop throughout the life of the contract and our Local Stakeholder Engagement Process will ensure that relationships are managed effectively and consistently, whoever within the supply chain is undertaking this activity. Local Stakeholder Engagement Process: Our service in Wales will primarily be delivered by supply chain partners who know and understand the local need and who are already embedded within local networks. RJF will add value to this existing experience by formalising it through our Local Stakeholder Engagement Process. This will provide a structure for stakeholder engagement across the country ensuring that the supply chains interaction with local stakeholders is joined-up, that information is shared through the RJF

7.1 (continued) supply chain and that local stakeholders have clear communication routes to this supply chain. The RJF Contract Manager for Wales has overall responsibility for the Local Stakeholder Engagement Process throughout Wales and owns the master stakeholder engagement map, including ensuring that there is a sufficient range of stakeholders included, as defined by the stakeholder segmentation criteria and geographical coverage requirements. Each local stakeholder will have a nominated relationship manager within the RJF supply chain. Where possible, we will use existing supply chain relationships as the basis for this. Relationship managers may have a range of different formal job titles and may come from any organisation within the supply chain. Any member of the supply chain may propose new local stakeholders to the RJF Contract Manager, for inclusion in the local stakeholder engagement process. All supply chain members will use a shared Customer Relationship Management (CRM) system, the Providers Integrated Tracking System (PICS), which will hold details of all local stakeholders, their allocated relationship manager within the supply chain and which other organisations within the supply chain they have contact with. Relationship managers within the supply chain will keep in regular contact with their nominated supply chain accounts and will keep PICS updated with key information, such as future details from Gwynedd County Councils Employment Plan, barriers to work identified within particular customer groups by organisation such as TEDS or within local communities from organisations such as Neath Port Talbot Council for Voluntary Services. Feedback from local stakeholders will be discussed at regular meetings of supply chain members so that information is shared throughout the supply chain. A quarterly e-bulletin, detailing key stakeholder feedback and insights will be distributed to all those working within the RJF supply chain. Stakeholder Engagement Activities: The RJF Stakeholder Engagement Process will be given a high profile and will be formally launched within the first four weeks of contract commencement and all current and potential local stakeholders will be invited. We will invite Jobcentre Plus and representatives 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/lunch meetings, with small groups of stakeholders so that issues relevant to each particular locality within Wales can be raised and views shared between all stakeholders and members of the RJF supply chain. A quarterly e-bulletin, providing key points of interest to stakeholders, including lessons learnt from stakeholder feedback, will be issued to all participating in the local stakeholder engagement process.

[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.

7.2 Rehab JobFit (RJF) is a joint venture between Rehab Group and Interserve who between them have over 2bn turnover and employ over 28,000 people in the UK. We engage with, develop relationships with and deliver services to thousands of employers, both nationally and internationally. We will combine this experience with that of our supply chain to actively engage employers in the design, development and delivery of the Work Programme (WP) so that it remains responsive to their needs and delivers sustainable job outcomes for our customers. Our supply chain partners already have track record in delivering job outcomes, e.g. A4e have placed 15,700 people in employment in Wales since 2004, Scout Enterprises are achieving 45% job outcomes and 80% 13 week sustainability on FND step 1 and BTCV are achieving 29% job outcomes across all employment programmes. In order to deliver sustainable job outcomes, we: Understand local labour market trends through initial detailed labour market analysis; Engage with local employers, using our seven-step process (see process map below), to understand their needs and ensure these are responded to throughout our delivery of the WP. And we will: Effectively prepare our customers for opportunities within the local labour market, using our ITbased Active Labour Market Assessment (ALMA) job profiling tool; Engage employers with our Search and Employ IT system, so that customers have access to the maximum range of job vacancies, including unadvertised roles; Ensure that employers are properly supported so that sustainable job outcomes are obtained for customers. Supply Chain Selection: Our service in Wales will primarily be delivered by supply chain partners who know and understand local employers needs because they are already working with them. For example, A4e already have 8,000 active employer relationships in Wales, delivering employment and skills services to 7,000 employers every month. RJF will add value to existing practice and enable our supply chain to improve on current job outcome rates by: The introduction of our standard employer engagement process (see detail below) of particular benefit to large employers such as Sainsbury, Tesco and the Royal Mail who operate throughout Wales. Introducing new tools, such as ALMA that will improve the effectiveness of our existing Search and Employ IT solution. All End to End Providers in the supply chain will use ALMA and Search and Employ (explained below). Understanding Labour Market Trends: As part of our planning for delivery in Wales we conducted in-depth analysis of the labour market and economic conditions, looking at variables such as: employment rates by market sector; forecasts for employment growth; areas of skills shortage; identification of key local employers; economic development initiatives and sectors facing potential cuts in vacancies. Key points are: South Wales Valleys: Decline in heavy industry and skills shortage in service sector, care and construction. North and Mid Wales: Greatest potential in retail, tourism, cleaning, care and clerical. South East Wales: potential growth in retail and hospitality, continuing need in tourism, leisure and food manufacturing. South West Wales: jobs in factory and production in Swansea, tourism, hospitality, farming and fisheries in rural areas. Connecting with Local Employer Networks: Through our sub-contractors we already have contact with Chambers of Commerce and other networks such as Rhyl City Strategies, Bridgend Employer Liaison Partnership, Genesis 2 Cymru and Denbighshire Enterprises.

7.2 (continued) Understanding Employers Needs: Employer Consultation RJF has alreadyengaged with more than 2,800 employers in Wales, including: Large Welsh Slate Stena Line Organisations Greggs Dyfed Steels David Jenkins Atlantic Plastics SMEs Castell Howell Foods Remploy Commercial Furniture Argyle Cleaning Services Ddol Fach Dairies Micro Enterprises BSF Solutions Lemon Tree Firstly to promote the WP to them and begin the process of overcoming any preconceptions they may have about employing WP customers. Secondly, to ask them for information about support they need in order to provide employment for WP customers. One of the findings was that 75% of those who responded confirmed that the option of trialling a customer in a role is an effective means of addressing their reservations about recruiting industry new starters. This need is reflected in the delivery model we have created. In addition, we have begun what will be regular focus groups, running from now and for the duration of the contract, with different groups of employers, introducing our organisation and obtaining feedback from them about how we can best support them to deliver outcomes for WP customers. ALMA: ALMA uses live data from employers that are using our services, subscription based internet job feeds and data collated from analysing job descriptions and person specifications to create profiles for specific job roles or sectors. For each individual customer, ALMA will analyse live vacancies within agreed criteria then produce a realtime representation of live active labour markets and localised skills requirements. Analysis results include skills, experience, attitude, competencies and qualifications that are required for a role and will be mapped against the outputs from each individual customers Assessment. This determines which interventions are required from the programme to help move the customer into sustained employment within a specific role or sector. This focuses customers job search and employment preparation activity and so enables both employers and customers to get best value from the WP. Supply Chain Current Activity: Members of our supply chain, both those delivering endto-end services on our behalf and those providing specialist services are already working with significant numbers of employers in this area and demonstrating good practice in understanding and meeting employers needs, e.g. North Wales Training host recruitment days for local employers in North Wales. Working Collaboratively with Employers: Employer Engagement Process: This is a seven-step process (see outline) that builds upon local research to provide a resource for employers, in which ongoing collaboration with individual employers in the delivery of a recruitment service is complemented by feedback obtained via Employer Focus Groups. The RJF Contract Manager for Wales has overall responsibility for this process in Wales. RJFs supply chain has Employer Account Managers (EAM) who are the primary link with local employers and who have responsibility for delivering this process. Each employer will have a named EAM who will understand their business needs and ensure they see only the closest matching customers.

Step 1 Regular ly updated

7.2 (continued) Employer Engagement: EAMs will be in regular, at least monthly, contact with key local employers. In addition, RJF will host regular, at least sixmonthly, local focus group meetings, such as breakfast/lunch meetings, with small groups of employers so that issues relevant to each particular locality within Wales can be raised and views shared between all employers and members of the RJF supply chain. A quarterly e-bulletin, providing key points of interest to employers (e.g. lessons learnt from employer feedback) will be issued to all.

Step 4 ongoing

Search and Employ: This is a secure web-based portal that will provide an area for employers to browse potential candidates and post vacancies. The employer has the ability to post vacancies with specific skills and criteria and follow up any applications. Once a vacancy has been posted the system will match criteria with customers who are job ready and score them for suitability. The employer then has the ability to browse the potential candidates and drill down into a secure online version of their CV. Alternatively employers will simply have the ability to search for potential candidates using a set of search parameters. The employer support centre utilising online chat, telephone or email will be accessible through this portal to provide employers with support, advice and guidance to ensure continuing employment of the customer. Success stories will be posted on the portal to demonstrate to potential employers the quality of the provision. Work Placements: These enable employers to identify potential new recruits to their businesses. EAMs will work with employers to identify and set up work placements on behalf of customers. The End to End Provider (EEP) Personal Advisor (PA) will organise support for the customer while they remain on benefit e.g. travel expenses or childcare arrangements. The PA will also maintain in work support/contact with the customer and employer to ensure that the 4 to 26 week placement is a success. Soft Landing Employment & In Work Support: RJF will provide a high quality, free recruitment and aftercare service to employers. Absenteeism and additional management of new recruits are primary concerns of the local employers that we have contacted and our service is designed to minimise this. Therefore, prior to the customer starting work, the EAM will conduct a diagnostic interview with both the customer and the employer to identify any risks that may prevent the customer from staying in work. The EAM will also identify whether the customer requires ongoing training or additional support, this will be included in the customers Action Plan. Performance and job satisfaction review dates will be arranged, as will update/feedback meetings between the Employer and EAM. Additional support will be provided to SMEs, including complying with employment, equality and diversity and human rights legislation. Ongoing support to both employer and customer is provided by the PA who will assist the customer to find solutions for matters such as with the logistics of getting to work, childcare support etc. The PA will be in regular communication throughout the period of in work support, frequency of this communication will be dependent on need. Feedback will be gathered by the EAM from the employer at the end of each customer journey to inform future programme delivery.

Step 5 When a match is achieved

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 one side of A4.

8.1 The table below shows Rehab JobFits (RJF) expected performance for delivery of the Work Programme in Wales and how it compares to DWPs minimum performance levels. DWP Contract Minimum and Illustrative Performance Levels Outcomes % Starts Sustainable payments Starts outcomeSustainable payments per RJF Performance Levels Outcomes % Sustainable payments outcomeSustainable payments per 9 9 11 13 15 15 19

JSA 18-24 JSA 25+ JSA EA JSA Ex IB ESA Volunteer ESA Flow ESA Ex IB

10,341 4,562 24,869 8,337 4,621 3,309 948 482

44 24,848 34 58,177 21 15 6,660 5,882

6 10,341 7 24,869 7 12 15 20 19 4,621 3,309 7,402 7,478 7,599

4,653 8,455 1,109 794 3,553 1,570 1,368

45 34 24 24 48 21 18

43,918 79,804 11,701 10,180 52,735 23,309 25,730

7,402 3,118 7,478 1,468 7,599 659

42 47,355 20 29,004 9 12,725

This equates to the following percentage improvement levels over the contract lifetime DWP Contract Minimum and Illustrative Performance Levels Outcomes as a % Sustainable payments as Sustainable payments of DWP Illustrative a % of DWP Illustrative per outcome a % of DWP Volumes Volumes Illustrative Volumes JSA 18-24 JSA 25+ JSA EA JSA Ex IB Volunteer ESA Flow ESA Ex IB 0.90% 0.50% 3.50% 9.40% 6.00% 1.40% 9.30% 77% 37% 76% 73% 11% -20% 102% 50% 29% 57% 8% 0% -25% 0%

NB: We understand the DWP sustainable payments figure for ESA Flow customers in the upper table to be incorrect, which leads to negative figures in the lower table. In all other instances, RJFs expected performance is either in line with, or above, DWP minimums.

[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 three sides of A4.

RJF Day One Job Entry

Current Best in Supply Chain Job Entry Rate

Current Best Sustainment at 13

RJF Job Outcome Target

RJF Target Sustainment at 13 weeks

RJF Target Sustainment at 26 weeks

weeks

JSA 18-24 JSA 25+ JSA Early Access JSA Ex-IB ESA Volunteers ESA Flow ESA Ex-IB

45% 34% 24% 24% 48% 21% 18%

68% 52% 32% 31% 62% 27% 23%

50% 44% 28% 22% 52% 22% 16%

84% 84% 75% 78% 78% 78% 78%

80% 80% 70% 72% 72% 72% 72%

66% 66% 63% 63% 63% 63% 63%

66% 66% 54% 57% 57% 57% 57%

The targets RJF is proposing are challenging but achievable. They are based on six key factors that are designed to transform the delivery of Welfare to Work in Wales through a focus on outcomes. These are: Innovative delivery that is tailored to the individual Selection of a high performing supply chain Proactive supply chain management Local/National Labour Market Analysis Innovation fund Effective employer engagement and a commitment to jobs from Interserve Plc. Innovative Delivery That Is Tailored To The Individual: RJF will stretch the selected supply chains performance to targeted levels by implementing an enhanced delivery model. RJF will carry out active labour market assessment (ALMA) to identify future jobs that will be available within the CPA, with a view to be proactive and not reactive so customers are pulled through the programme to employment rather than pushed. By identifying future opportunities for our customers, and ensuring customers have the skills for the future, job outcomes will be increased and because customers have been geared up for the role sustainability will be improved. Research that RJF has conducted has shown that the key time for keeping a customer in a job are weeks 4 to 7, the RJF delivery model will invest time in this period to ensure high sustainability levels. The RJF IT system will be linked to major internet job boards containing 200,000+ active vacancies, which customers will be able to access via their individual customer portal. The IT system will suggest vacancies that the customer should apply for based on skills required, job role, sector and travel distance. Applying for a job will be made easy as the customers CV will be stored electronically on their customer profile, which

weeks

Current Best Sustainment at 26

8.1a Rationale: Targeted performance has been set by researching the current performance levels of our supply chain partners, separating out the performance by the Work Programme customer groups, and then stretching them to show the transformational approach of the Rehab JobFit (RJF) solution to the Work Programme. The table below details the expected performance levels at the day 1, 13 week and 26 week stages compared to the current best performance in our supply chain; Customer Group

8.1a (continued) can then be emailed to apply for a job. By making searching and applying for a job easier the RJF IT system will remove barriers to applying for jobs increase job outcomes, as well as cost savings for our supply chain. Delivery staff can monitor and target customers to apply for any suitable jobs to ensure focus on getting into work. Every customer will receive a personalised action plan which is driven by an in-depth assessment, by identifying employment barriers early more time will be available to address issues and gain sustainable work. All customers will be allocated to a highly trained Personal Advisor for the full duration of their customer journey, allowing a trusting relationship to be built which will enable barriers to be broken and performance to increase. To ensure that customers gain and keep skills and work habits, which are vital to performance levels, the delivery model will include a focus on work placements. The RJF IT system will provide the backbone of our delivery model. Each customer will have a personalised learner profile containing their action plan, reviews, CV and skill resources, all of which can be accessed via the internet. This will provided a cost effective solution in up-skilling customers and providing employability support which will increase performance. Potential employers will have access to a database of our customers CVs allowing them to search for potential employees. Customers will also be able to request contact via their customer profile or by sending a SMS message to RJF, with the aim of their Personal Advisor contacting them within 1 day, we see this ease of access to delivery staff vital in supporting work sustainability. RJF has allocated a 2.6m ringfenced fund for specialist provision to help the hardest to help back into work in the Wales CPA. This fund will support achieving extra jobs across the JSA Early Access, JSA Ex-IB and ESA Ex-IB customer groups. Selection of High Performing Supply Chain: RJF has followed the Merlin standard in selecting the supply chain. All potential supply chain members current and previous performance has been scrutinised by customer group to select the highest quality partners, and to ensure that there is a broad range of expertise to be able to deliver high performance levels across all customer groups. Where possible suppliers have been selected to provide or be able to provide competition in areas of the CPA, increased competition between the supply chain should improve performance levels. Proactive Supply Chain Management: Every role in the RJF management structure has been tailored to achieve the best possible performance through our supply chain. Performance Improvement Managers will conduct initial training of the supply chains staff in the delivery model, systems and the RJF ethos. After the initial training the Performance Improvement Managers will monitor adherence to the quality standards of the delivery model, and conducted training and corrective action if needed to drive up performance levels. Sub-contractor Managers will monitor and manage the performance of suppliers to ensure that outcomes remain a focus. Commercial Manager will carry out economic and labour market research to identify trends and future job opportunities so as to prepare the supply chain for future possible outcomes as they become available increasing performance levels. IT system will provide real time online detailed KPIs as to enable possible performance gaps to be spotted and corrected before they happen. Open sharing of performance levels across the supply chain will drive up performance.

8.1a (continued) General Manager will act as a voice for the RJF partnership, trying to secure large volume job opportunities with major employers Monthly partnership forums across all of the CPA disseminating best practice and driving transformation. Our proposal is underpinned by stringent performance management processes, as outlined throughout our proposal. Key performance measures include: Monitoring performance against target through: Regular reviews setting Timeline Action Plans for continuous improvement milestones throughout the lifetime of the project. Setting improvement action plans in the case of underperformance. Collecting, evaluating and acting on MI to inform improvements in delivery. Continuous Improvement embedded in delivery and measured through: Internal Quality Assessment Visits (QAVs) that are mapped against Ofsted standards and focus on all elements of delivery. Measuring customer and employer satisfaction. Inviting key stakeholders and partners to feedback into delivery and share best practice through a Work Programme Partnership Forum. Innovation fund: RJF will set aside a 900,000 fund over the lifetime of the contract to be able to provide assistance to customers in setting up a business, and to help our subcontractor to create other work placements ideally through social enterprises. Interserve Plc: Interserve Plc has a signed commitment from its Chief Executive, Adrian Ringrose, to: Prioritise the WP for all its direct recruitment and ensure that all its supply chain partners also use the WP. Interserve recruits approximately 5,000 people annually and supply chain recruitment brings total recruitment to over 15,000 per annum. Advertise all its employment opportunities to Work Programme customers. This will be achieved by using Interserves e-recruit web portal and directly to RJF. Identify training programmes to suit its business needs so that Work Programme customers receive an appropriate range of training and development courses to ensure they come to Interserve fully equipped and ready to start work, Increase opportunities for Work programme customers through developing strategic relationships with major employers, such as Sainsburys, where Interserve already delivers cleaning services and Rehab already provides store staff, Establish partnerships in all of its key locations to run continuous flows of Work Placements. This could provide thousands of work placement opportunities a year. Interserve employs circa 28,000 directly with an additional 5,000 people through its supply chain in the UK and has a turnover of 1.9bn These are further broken down by Business as follows: 2,600 Project Services (Construction and Civil Engineering); 4,800 supply chain to Project Services 12,000 Commercial and Retail (Maintenance, Security, Cleaning etc); 8,000 HM Government; 4,000 Health and Education; 2,000 Management and Professional; 220 Plant Hire; 130 Headquarters.

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.

9.1 Please see Implementation Plan at Annex 6. Effective implementation will ensure that all the necessary arrangements are in place so that both Rehab JobFit (RJF) as prime contractor and our sub-contractor delivery partners have commissioned systems and processes that ensure high quality customer journeys right from the very first referrals. DWP indicative timescale suggests successful providers announced in April, with contract award between April and June. Early preferred provider announcement and contract award is vital in order to achieve contract start by 6 th June. We will not be stopping after the 14th Feb tender submission, and we will be continuing with our implementation programme at our risk so that service delivery can commence as planned. Key Milestones: Our plan assumes that provider announcement is Monday 4 th April, with Call Off and sub contracts signed on Friday 6th May, and Service Delivery Commencement across the whole of Wales on Monday 6th June. Key Activities: With the exception of TBG Learning, all of sub-contractors already have established delivery operations in Wales and so the key activities for them will be to align with the RJF delivery model, IT systems and adjust for volumes. Some our sub-contractors e.g. Antur Teifi in Ystradgynlais and TBG in Swansea will be expanding their operations and establishing new premises and so will have additional tasks to be ready for service commencement. Part of the selection criteria for our sub-contractors has been that they have an excellent record of establishing new operations. Transition Team: We have established a Transition Team, consisting of high quality, experienced people from Interserve and Rehab, to take this project forward from bid phase though implementation and on into service delivery. The organisation chart for this team, identifying the individuals involved and their key responsibilities can also be found at Annex 4. This team have had major roles during bid development and are experienced in the set up and delivery of Welfare to Work programmes. This team will be managed by [REDACTED] who is an accomplished regional manager for the Rehab Group and will report to the RJF Members Board as illustrated. Progress against the Annex 6 Implementation Plan will be assessed at monthly Board management meetings, which will take action on any matters as they arise, and adjust resources as necessary. This process will be backed up by a Red/Amber/ Green project management approach to key tasks, to ensure we are ready to receive our first referrals on time. [REDACTED] will be responsible for the delivery of the implementation plan, along with the seven other senior managers in the Transition Team who in turn will be supported by other colleagues from Interserve and Rehab to deliver the core activities outlined in Annex 4. [REDACTED] will commence recruitment for the positions in the organisation chart for operations starting Monday 14th February, and there will be a seamless transition of staff from the Transition Team into the operational team as new people start. Implementation Plan narrative, addressing key risks: The Commercial Manager will maintain the risk register which analyses the likelihood and severity of potential risks, as well as mitigating actions to be taken. The critical path activities are marked on the Plan in red. 1) RJF: As Managing Agent, RJF will establish premises and recruit contracts and performance improvement managers. Rehab is well versed in this and we have included above market remuneration to ensure we attract the highest calibre candidates to timescale. 2) Procurement Completion: It is vital that the 4th April preferred provider milestone is achieved, because there are just 9 weeks between the 4 th April and 6th of June Start date date. Should there be any delay to contract award, we will continue with implementation at our risk, so that there is no detriment to Contract Start.

9.1 (continued) 3) Sub-contractor Mobilisation: We aim to sign sub-contracts as soon as possible after provider announcement, or by Friday 6th May at the latest, which is 4 weeks ahead of Service Commencement. Scope, coverage, pricing and outline Heads of Terms have been agreed for this ItT. Detailed follow up with draft sub-contracts will continue through [REDACTED] post 14th February, so that sub-contractor signature is possible in line with Head contract signature with the DWP. Further sub-contractor key activities and risk mitigation is set out below. We have attractive terms for and firm commitments from our sub-contractors, which will ensure that those currently in our bid are unlikely to withdraw. We have developed comprehensive contingency plans in the event of supply chain withdrawal in Wales, including over 30 replacement end to end and specialist sub-contractors and the option of expanding delivery through Rehabs subsidiary TBG Learning. We will be developing the quality and performance metrics for the performance management system. We are skilled in sub-contractor negotiations of this kind. Sub-contractor staff training, ready to receive first customers on 6th June. RJF HR team will be able to support sub-contractor HR processes to avoid delay We have a database of sub-contractor delivery premises, as we are exploring further potential delivery sites, so that we have a number of options to pursue where it is necessary to establish new premises e.g. Scout Enterprises in Llangefni. This will also inform our Business Continuity Strategy. We have extensive experience of the TUPE process and understand the potential delays it can cause. We will be confirming our understanding of any TUPE obligations with sub-contractors during February. 4) Employer Engagement: We have completed and mailed out to 2,800 employers in Wales and already have an active employer database of 2,670. We will be contacting employers to help populate the Active Labour Market Assessment IT tool (ALMA) and to confirm numbers of job opportunities and work placements, with a substantial contribution from Interserve. 5) Marketing: We do not anticipate any difficulties with the marketing timeline. 6) IT: Rehab has worked with IT partner Pellcomp for 9 years and the close partnership has a proven history of delivering systems to tight time scales for programmes such as Community Task Force and Response to Redundancy. Prior to inclusion in our supply chain we assessed sub-contractors IT compliance against DWP standards. We have extensive experience of equipping new premises/upgrading existing premises and in the event of slippage due to external factors e.g. IT hardware provider delivery dates not met. We can identify existing IT resources from our national provision which can be relocated without impacting on current contracts if that were necessary. 7) Security: [REDACTED] will maintain the security plan. Security policies, procedures and systems have been approved for accreditation to ISO 27001. Final security plan will be submitted to DWP for approval 5 weeks before contract signature. Impact of Winning Multiple Work Programme contracts: Although we are also bidding for CPAs 11 & 12, we have listed Wales as our first priority. Our implementation plan for Wales stands alone from the other 2 CPAs and will not vary if we win further contracts. We have clear, distinct Transition and operational management structures and subcontract model that will be fully resourced without being limited by delivery on any other contract. During the design of our supply chain, we have addressed the likelihood of subcontractors being concurrently either Primes or sub-contractors elsewhere and not selected where we have concerns. We have assurances from our sub-contractors that their arrangement with us will be properly resourced and this will be written into their subcontracts. Similarly, our financial model for Wales, is not impacted by wins in other CPAs it is a stand alone model, and RJF has made sufficient funding available to cover all 3 CPAs, with an additional 20% headroom.

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.

9.2 Delivering the Work Programme (WP) WP without Impacting on other Contracts: To ensure the WP could be incorporated into RJFs delivery portfolio our preparation for this tender round included: Full overview of the tender specification and delivery model; Planned volumes; Funding models and cash flow implications; Geographical locations and impact on a local, regional and national scale; Impact on Rehab and Interserves Head Office and Senior Management Team resources for multiple contract wins in 2011

Each member of the RJF Management Team (Finance, HR, IT, Operations and Business Development) then undertook a project impact analysis to identify risk and resource requirements for each department and have presented plans and associated risks, costs and contingencies should the tender be successful. This project impact analysis will be revisited at key stages throughout the tender process and, if we are successful, throughout the implementation period and onward delivery. This will enable us to preempt any potential issues or risks and put in place effective measures to ensure that they have no adverse effect on any contracted delivery (governmental or otherwise). We have resourced on the assumption that we will become a Prime in CPAs 11, 12 & 13, but can confirm that each tender stands alone and is deliverable as a sole contract or any combination of the three. We have invested in a Transition Team to ensure effective handover from the business development stage to operational go live. Members of this team have been selected on the basis of having the necessary skills; their existing responsibilities will be backfilled on a temporary basis to ensure a negligible impact on other provision. We will also work with specialist industry suppliers (e.g. W2W Solutions) to buy in set-up expertise from experienced welfare-to-work practitioners. Sub-contractors: As part of our sub-contractor selection process we asked End to End Providers for guarantees that they could accommodate the required volume of delivery without any adverse impact on their current or planned delivery. We also asked them to provide a rationale that demonstrates that they sufficient capacity and infrastructure to deliver to the anticipated volumes from day one, without any adverse effect on any of their existing Government contracts. Each sub-contractor was asked to take into consideration: Impact on premises / physical space Impact on human resource requirements Impact on physical resources Impact on financial resources as a result of the funding model As part of the selection process we reviewed responses against our standard criteria for delivering new programmes without impacting on other contracts. Only sub-contractors whose responses satisfied our criteria have been invited to deliver end-to-end services within our supply chain. Contingency Plan: We have identified withdrawal of one or more planned subcontractors for our end-to-end supply chain as a key risk to our delivery of the Work Programme, carrying the highest level of raw risk rating. We have also reviewed the risk in terms of potential withdrawal of one or more of those delivering services to us on a call off basis and have judged the risk to our delivery in this case to be minimal, firstly because we have ensured significant capacity within this element of the supply chain and secondly because we have a further long-list of ad-hoc partners from whom we could select replacements to join our supply chain for specialist and short course provision. This contingency plan therefore primarily refers to managing the risk in relation to

9.2 potential withdrawal of one or more of our planned sub-contractors for our End to End provision. Our contingency plan has been built so that we can effectively manage this risk through the following mitigating actions: Supply Chain Selection Process: The process we employed for selecting subcontractors was designed to take pre-emptive steps to mitigate the risk of a sub-contractor withdrawing. We have had detailed conversations with sub-contractors which have informed both volumes and planned geographical coverage of each sub-contractor. We have made a number of checks on the overall robustness of each sub-contractor, including financial sustainability, to ensure their ability to deliver the proposed level of provision. These checks include profitability and liquidity, overall backing and investment, with information primarily obtained from Companies House. We are therefore confident that the only reason a sub-contractor is likely to withdraw or be withdrawn between now and contract commencement is either DWP veto, due to reasons which are not currently available to us, or due to concerns raised by DWP, RJF or the sub-contractor should they feature in two winning bids. Following Contract Award: DWP veto: where there is DWP veto, we will inform the provider of this decision and identify and engage the most appropriate replacement from our contingency list, which includes both providers currently within our supply chain and those on a long list of potential sub-contractors. We will work closely with DWP through this process. Providers in more than one winning bid: Upon notification of preferred bidder status (and the removal of any commercial confidentiality agreement with DWP), RJF will ask DWP if there are any concerns about providers that are in more than one winning bid. If either DWP or RJF are concerned that there is a potential conflict of interest because of this, then we will contact the sub-contractor(s) concerned to let them know about the issues that have been raised. If a sub-contractor is in two winning bids, in different geographical areas, and wishes to proceed with both, we will firstly determine DWP position on this. If there is no DWP veto at this stage, we will review our selection checks, in light of the potential exposure of the sub-contractor across both bids, and make a judgement whether to proceed with our first choice sub-contractor or to select from our contingency list. If the sub-contractor features in two winning bids in the same geographical area, if there is no DWP veto, we will enter into negotiations with the subcontractor and effectively ask them to choose which Prime they would prefer to work with. If they choose to work with the other Prime, we will look at our contingency list to identify and engage the most appropriate replacement. We will work closely with DWP throughout this process and any changes will be agreed and confirmed in writing prior to contract award. Contingency List: Group One: We know, from our discussions with our intended end to end sub-contractors that we have organisations who have either additional current capacity in areas where we have not currently selected them to deliver or capability to set up new operations within an 8 week implementation period. These organisations will be our first choice to replace sub-contractors who withdraw. Group Two: Following our selection process we have long-list of potential end to end sub-contractors who are not in the bids but who have either existing capacity in the area or capability to set up new operations swiftly. These were not included in our tenders because they were either in direct competition or there were established providers already delivering employment programmes in the area. These could be called upon should any of those currently in the bids to withdraw.