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RESTRICTED COMMERCIAL IN CONFIDENCE

EMPLOYMENT RELATED SUPPORT SERVICESFRAMEWORK AGREEMENT

MINI COMPETITIONS FOR THE PROVISION OFTHE WORK PROGRAMME

Invitation to Tender Form

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Tender Round title: The Work Programme

Organisation Name: A4e Ltd

Lot: 5 East Midlands

Contract Package Area (CPA): CPA2 East Midlands

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PART 1: ORGANISATION DETAILS

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

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

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

A4e Ltd

Trading Name (if different from above): As above

Company Registration Number: 02631340

Company Registered address: Bessemer Road, Sheffield, S9 3XN

Head Office Address, if different: Queens House, 105 Queen Street,Sheffield, S1 1GN

VAT Registration Number: 598 6496 55

Website Address (if any): www.mya4e.co.uk

Name, address and company registration numberof parent company, where applicable:

Not applicable

Name and Job Title of main contact: [REDACTED]Development Director

Address: Queens House, 105 Queen Street,Sheffield, S1 1GN

Telephone no: [REDACTED]

Mobile telephone no: [REDACTED]

Fax no: [REDACTED]

E-mail address: [REDACTED]

Alternative contact Name and Job Title: [REDACTED]Senior Bus Development Manager

Address (if different from above): As above

Telephone no: [REDACTED]

Mobile telephone no: [REDACTED]

Contact e-mail: [REDACTED]

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mailto:[email protected]://www.mya4e.co.uk/mailto:[email protected]://www.mya4e.co.uk/

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PART 2: TENDERER DECLARATION

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

To: The Secretary of State for Work and Pensions

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

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

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

Tender Form in the format and order required.

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

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

Scanned Signature: [REDACTED]

Date: 11 February 2011

Name: [REDACTED]

Job Title: Development Director

Duly authorised to sign Tenders on behalf of:

Name of Organisation: A4e Ltd

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

[3.1]

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

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

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

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

Comments on The Work Programme Additional Requirements: -

MINI COMPETITION ADDITIONAL REQUIREMENTS (For Framework SupplierComments only)

No. of the clause(s) youwish to amend

Proposed amendment with proposed wording

Other than those provisions identified above, A4e Ltd confirms that it has reviewed theCall-Off Terms and Conditions for The Work Programme and agrees in principle to eachof their provisions.

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Name: [REDACTED]

Scanned Signature: [REDACTED]

Position: Commercial Director

Telephone No:[REDACTED]

Date: 11 February 2011

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

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4.1 A4es Work Programme customer journey: key principlesA4es customer journey is designed around four core principles, built from our 20 years ofexperience as a leading provider of large scale, outcome funded employability services: We will get every customer back into the work habit as soon as possible and support

them to succeed, in partnership with their employer A4es Job First principle. Customers need to feel their support is designed for them. We will personalise and

commit with the customer in a psychological contract if you will, I will. Through intensive assessment we will better understand each customers needs

ensuring their journey is relevant to their barriers and preferences, first time. We will work closely with local partners to source complementary funding to wrap

around customers A4es Total Person approach.A4e Five Building Blocks of SustainabilityCustomers, irrespective of benefit type, have a consistent set of requirements tosuccessfully move away from a life on benefits. Every customer needs:1.Access to be engaged respectfully, with rapid access to support and opportunities2. Outlook to develop a strong work ethic and feel they can change their life3. Skills to build the skills that allow them to compete in the local jobs market

4. Resilience to overcome barriers, including ill-health, family and relationshipdifficulties or housing, through specialist support

5. Capacity to take advantage of opportunities (mentally, financially, physically) andtake personal responsibility for their future.

The need to address the barriers associated with each of these blocks underpins eachaspect of A4es WP customer journey and has informed the development of:

An assessment model directly linked to driving outcomes that allows the customer andtheir advisor to recognise what is needed to secure sustained employment

Development Programmes that provide a core but flexible structure to ensure the mainbarriers are focused on immediately moving the customer closer to work faster

A menu of Specialist Support Services which allows us quickly to tailor theDevelopment Programmes to each customers unique needs

A continuous measure of progress which allows both advisors and customers tounderstand where they are in their journey

Specialist Advisors that are experts in one of the Development Programmes and aretrained to help people in every customer group to achieve a sustainable job. .

1. Pre-referral Community Connect: promoting awareness and engagementWe will promote WP services in local communities throughout EM to voluntary customers(ESA and IB/IS Volunteers customer groups) and to increase awareness andunderstanding of the benefits of engaging with WP to mandatory groups. A4es 5Community Managers will be embedded in local communities, facilitating informationsessions and hosting volunteer Job Clubs in the community and at A4e premises. Toengage customers they will work with local stakeholders across EM such as WomensWork (Derby), Ermine Community Group (Lincoln) and Voluntary Action Leicester.Prospective customers, including the anticipated 1789 IS/IB and 4,0+00 ESA Volunteers,can make online enquiries through MyA4eCommunity, our online information portal, orcan contact A4es National Support Centre open from 8am-8pm.2. Engagement: achieving fast, high-quality engagement in servicesA4e knows from experience that better outcomes come from engaging customers as early

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Diagram 2


as possible. To achieve buy-in and full participation, customers will be contacted by A4es4.1 (continued)multi-lingual National Support Centre as soon as possible (ideally within 24 hours, (max.15 days) after referral to discuss their goals and needs and explain the customersrights/obligations. To give the customer a sense of immediate progress they will togethercommence the action plan and customers will be encouraged to complete an informal

online assessment. This will provide a starting-point for assessment and recognises thatsome customers prefer to disclose barriers through writing. They will arrange a FocusAppointment with the best matched Advisor or with a specialist end-to-end subcontractorservice (e.g. Disability Works or Turning Point) where a clear benefit is identified.3. Focus: welcome and assessment laying the foundations for successCustomers will receive a flexible service that engages them in their preferred way. Theycan access our services from 26 outreach locations and will be offered an informal groupwelcome session prior to their 1:1 Focus Appointment with their Advisor where they will:Engage with WP through a psychological contract: we will if you will proven to beeffective in current A4e programmes. They will be introduced to the people who will helpthem and be informed about what they can expect, and what is expected from them.

Assesscircumstances, needs and barriers. The Advisor will work with the customer toidentify all barriers (real or perceived) to achieving self-sufficiency. Every customer willreceive a Better-Off Calculation to demonstrate that work pays and provides purpose totheir journey. This also produces a sustainability risk profile that allows an accurate andthorough assessment and enables us to design the right journey from the start.Plan a unique, tailored journey based on their identified individual needs.Family Focus: Where a family member is referred and we engage other family membersvoluntarily. Family Welcome and Service will meet collective needs from the start.4. Foundations Activities: over 1,000 different customer journeysCustomers will receive a bespoke service that combines a range of services concurrentlyto ensure the best chance of success: a) Universal Services a core of activities essentialfor all customers; b) tailored, flexible Development Programmes; c) focused SpecialistSupport Services.

a) Universal Services automatically offered to all EM customers, based on whatwe know are the key services that move customers swiftly off benefit and into work:

A tailored journey with a dedicated 1:1 Advisor who markets their skills and capabilitiesto both national and local employers from our 20,000-strong network

A Skills Audit to facilitate job matching to the local labour market and skills needs

Information about the transition from benefits to work including in-work benefits

Tailored support to achieve their fortnightly job search and WCA requirement

Tailored support to build financial capability and a high-quality CV

An induction to local services and facilities and access to web-based servicesAccess to targeted relevant support including self-employment and/or work-focused

health support and barriers associated with childcare/other caring responsibilities

Structured work experience or voluntary placements early in the journey to promote JobFirst, the development of essential work habits and exposure to the benefits of working.

Timebanking: A4e is working with Spice to develop the first national timebank topromote community work in line with our People Helping People ethos. A credits schemeincentivises customers to gain experience through volunteering. Incentives include mobilecredit, travel passes, gym membership and media downloads.Development Programmes: There are 3 Development Programmes that comprise coreactivities to address barriers related to the 5 Building Blocks. Customers will undertakethe most appropriate programme and will move between programmes according to needsand progress, resulting in increased, faster outcomes. Each programme will have

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dedicated staff with appropriate skills, ensuring specialist support for each group:4.1 (continued) The Access & Outlook Programme focuses

on increasing access to jobs, career planning,confidence, mock job interviews, and at least afull day per week of structured job search.

The Skills Programme focuses on tacklingskills barriers through specialist assessments,vocational & soft skills development.

The Capacity & Resilience Programmeincludes joint case reviews with existing supportnetworks and increasing contact andparticipation on a weekly basis to build capacity.

Supply chain: All journey providers will adhere to A4es 4 core principles and ensureminimum services standards are delivered to all customers. Our supply chainmanagement approach will harness best practice and allows us to share our partners

experience of what they know achieves high performance, e.g.: Framework HA Flexible Routeways achieved a job entry rate of 15% against a

target of 12%

First College achieved 79% completion on their Train to Gain delivery, against atarget of 50%.

Northampton College - achieved 101% of their targeted outcomes for their 19+apprenticeships delivery

b) Specialist Support Services: A4e and 40 local partners will deliver a wide rangeof Specialist Support Services to create a unique customer journey. Advisorsselection of each service will be aided by a local service map that includes successrates and customer feedback. The menu ensures that we tackle issues within each

of the five Building Blocks. A sample of services that will be included on the menuis included below. Please note this list is not exhaustive:

Specialist Support Services: Access improving access to jobs in EMJob Flex workshops to help customers in predominantly seasonal labour markets suchas those employed in the tourism and hospitality sectors in coastal Lincolnshire where theeconomy markedly contracts in the winter.Specialist support for professionals from Renovo who offer distance based in-worksupport, job search support and employability skills to professionals, the rurally isolatedand 50+.A4e Transporting Lives scheme to help rural customers to gain licenses by 2012. Thisis especially important as there are substantial rural areas in all counties in EM with a totalof 29.5 percent living in isolated areas.Lincoln Vox, A4es vocational training centres, to upskill customers in care sector skillsincluding catering and hospitality which are also required by the tourism sector. Thesetransferrable skills will allow them to work in the care sector during the winter downturn inthe tourism economy and the tourism sector during the summer. Our Vox centres(vocational training centres with the involvement of real employers) have a track record ofhelping improve customer skill levels.Employers priority and advance access to vacancies through our national and localemployer network recruitment including our partner Adecco and over 3000 employer linkswithin our supply chain.

Specialist Support Services: Outlook to improve motivation and confidenceWorkshops: Goal Setting, Motivation for Work and Creating ConfidenceRaise the Barand Movi8 & Move! courses using actors Wing Production House to

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engage customers to unlock key issues and build/re-build basic/soft skills. Health-focused4.1 (continued) motivational programme, Disability Alliance and LeicesterFit for WorkService to provide specialist support to those with health issues.P3 to provide support for many vulnerable groups including Lone Parents through amixture of one-to-one support and group workshops.Specialist Support Services: Skills to overcome immediate skills barriers

Work experience and volunteer placements to give customers valuable workexperience early in their journey though our network of over 1,000 local employersAdeccos 1,000 Interskill online training modules & skills matching assessmentA4es 14 vocational training modules e.g. Introduction to Building & Construction A4es Go Forward programmes: 2-4 week sector-specific pathways combiningtraining and work experience (e.g. Contact Centre, Customer Service and Care)Skills Clubs at every branch to support customers with basic skills needs as well as ninelocal skill partners providing ESOL, basic skills, NVQs and work placements.Local investment: A4e will build two new Vox centres across EM by 2018 to providehands-on training in sectors with skills gaps or entry-level opportunities. This will besubject to future investment once skills and educations funding is secured.

Specialist Support Services: Resilience to increase customers resilienceLife skills training from Lincoln Pelican Trust, a 3rd sector organisation who offer arange of courses including budgeting skills, food and nutrition and skills for working life.A4es Life Management modules e.g. Emotional Wellbeing, Lifestyle ProfilingLive Your Best Life programme and 1:1 mentoring from Barker Ross to helpcustomers, including those with serious barriers, to improving their chances of gaining andsustaining employment.LCDPproviding tailored support to build resilience in BAME communities through their AStep in the Right Direction provision.Local innovation: A4es new Family Armour programme will support workless familiesbuild resilience through family mentoring focused on breaking benefit dependency.Specialist Support Services: Capacity to increase customers capacity for workSpecialist health support including a specialist health assessment from AdvancedPersonnel Management (APM) that identifies capacity to work with realistic job goals andan achievable action plan. APM will also provide condition management to enablecustomers to manage their health in work. Turning Points Rightsteps will supportcustomers with substance misuse and mental health conditions and customers will besupported to effectively access statutory services (e.g. via GPs).Specialist mentoring, information advice and guidance: e.g. Gingerbread and P3(lone parents); LCDP and the Northamptonshire CDA (BME groups); and Age UK (maturecustomers).

Leveraging A4es wider services: all WP customers will have access to A4escomplementary services including Community Legal Advice using dedicated phonebooths in each branch and Money Guidance regularly available at each branch.Enterprise: Customers will receive high quality enterprise support and will join A4esBusiness Network. A4e has established a microfinance Social Investment Fund of120,000 per year to support customers to establish their new businesses a key featureof A4es WP solution in response to the business creation agenda in this economicclimate. Social Enterprises will be supported and we are currently exploring setting up a30m investment fund with JP Morgan to support this.Local innovation: A4e has a partnership with Sinfin Community School, one of Derbysmost deprived wards to offer free support including mentoring programmes and help

finding work experience allowing us to understand the needs of young people, increasingtheir chances of gaining access to sustainable employment on leaving school.5. Review and Recharge: ensuring continuous progress for all customers

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We will constantly review the customers progression on their journey to sustained work4.1 (continued) including ongoing communication (phone, email, text) & formal monthlyreviews. Journey activities will be refreshed if sufficient progress is not being made.This may include arranging a new Development Programme or additional SpecialistSupport where needed. Team Leaders or Advisor peer groups will conduct case reviewsquarterly. They will arrange specialist assessment if they detect an undiagnosed barrier or

refer to a Recharge Activity: work experience, community work or intensive job search.6. Support for Life: achieving long-term sustainabilityA4e has developed a comprehensive sustainability support service for customers tobecome fully independent in long-term employment.Increased access to support available 8am-8pm to reflect the need to offer servicesaround customers working hours and ensure that we capture and address issues beforethey affect sustainability. This includes support with any issues that are affecting thecustomer including workplace, travel and finances. We will coach customers to negotiatewith employers to secure alternative duties, hours and pay and will signpost to servicesincluding housing, financial advice and childcare. A4es new Work Plus Programmewillprovide support services specifically to assist part-time workers to increase their hours.

In-work health support: We will support customers to manage fluctuating healthconditions through access to specialist advisors, supported by the Occupational HealthCoaches, and Lifeskills 24/7 helpline for advice from healthcare professionals. In-workcondition management services will also be available from APM to address health issuesUnderstanding the threats to sustainability: Based on experience of delivering in-worksupport in the UK and internationally A4e has devised a sustainability risk profile tounderstand how likely a customer is to drop out of work and return to benefits. Starting atthe Focus Appointment, we will design bespoke sustainability support for the customerbased on 30 risk factors including personal circumstances, work history and job goals.Celebrating & incentivising: A4e will send customers a congratulations package thatincludes self-help tips and career planning materials both when they leave benefits intowork and sustain their employment. A4e is working with Big Issue to create a bespokeengagement incentive scheme offering incentives and rewards for customers achievingkey milestones both pre-employment and in work. The scheme is supported byorganisations such as NPower, Kwik Fit, Haven Caravans, Nationwide and Nisa Todaywho will offer discounts to our customers. We want to help customers be smartconsumers, build assets and give them access to rewards.Supporting employers to retain and progress customers: We will work withemployers to jointly support the customer through issues they may face in work. We willoffer a range of services including addressing skills gaps, raising difficult issues withstaff, training (e.g. managing mental health) and adjustments for customers with health

needs. A key part of A4es role is to manage employer expectations especially forcustomers with health issues, who have never worked or have been unemployed for along period to make sure the transition to work and off benefits is smooth.A career, not just a job Many customers will want promotion, more responsibility, payrises and more skills. We will support customers to build a career development plan andlinking with a career mentor. Our pre-employment training (see above) is tailored to meetlocal labour market needs and we will continue to support customers with this training tomigrate into valuable and relevant work-based qualifications as well as access to theNational Apprenticeship Framework through A4e Skills.7. Re-commence maintaining momentum for customers who have left work A4esRe-commence Programme is designed to build confidence and motivation to try again by

enabling customers to take the positives from their experiences in work. It includes animmediate 1:1 appointment to discuss the reasons for not sustaining work and updatetheir CV, followed by daily supported job search including accessing our employer

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network to secure further sustainable work.

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[4.1a] Customer Journey - Rationale

Please describe in detail:

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

the benefits to the individual customer groups of this approach.

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

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4.1a1. The rationale for our customer journey approach in East Midlands (EM)A4es Work Programme customer journey has been designed to meet the broad range ofcustomer needs in every locality in EM. At the centre of A4es customer journey is theTotal Person concept holistic services, customer-centred support, early action anddelivery that is joined-up with local services. This will enable A4e and its 54 local

subcontractors to deliver a step change in performance through: Supporting more customers into work through totally individualised journeys, an

engaging employer offer; a successful enterprise model; and the expertise andinnovation of our diverse local partners.

Moving customers into work sooner through a Job First approach, providingappropriate, targeted support at the earliest opportunity.

More and longer sustained jobs by supporting customers into appropriate jobs andproviding robust sustainability support from the start of the customer journey.

To ensure our EM Work Programme model responds accurately to the needs of localcustomers, A4e has used knowledge and best practice from:

Eleven years EM delivery FND programme (DWPs second highest performing FNDcontract nationally), Jobcentre Plus Support Contract, Community Legal Advice, VoxCentres and formerly Next Step IAG.

Local stakeholder consultation including with heads of regeneration, councils leaders,and local community groups (Pakistani Youth and Community Organisation, BangladeshYouth and Cultural Shomiti).

Customer feedback and focus groups with existing and previous A4e customers andunengaged benefit claimants, combined with detailed MI interrogation.

Pilots to test new approaches including assessment and in-work support.

Ward-level customer and labour market trends from our Experian partnership.Tailored support for every customer, in every location

1. Community Connect: engagement at the pre-referral stage will address the three keybarriers to customer engagement identified by focus groups with our Pathways and loneparent customers and long-term IB claimants not knowing where to get support, aperception that no-one can help or that support is aimed at others. This will increaseparticipation, especially for customers on IS and health-related benefits including theanticipated 13,000 IB/ESA volunteers in EM.2. Engagement: we will encourage greater participation by offering all customers choicesabout their initial contact (see 4.1 for details). Existing customers and our focus groupstold us that IB customers want informal, group welcomes, young people prefer access toself-help facilities and older customers want immediate 1:1 support. The option to engagecustomers with their families will have significant impact on the 282,000 workless families

throughout EM. Our bespoke incentives scheme (see 4.1 for details) will incentivisecustomers to participate in WP services.3. Focus A4es dialogue-driven assessment (see 4.1), designed by A4es OccupationalPsychologists will enable an accurate insight into the full range of customers needs andbarriers, allowing us to tailor a highly individualised journey that is right first time. A pilot ofthis model in eight A4e delivery sites has resulted in increased disclosure (e.g. 60x morecustomers disclosing significant health or social care needs) enabling A4e to addressthese needs and at an earlier stage. APMs specialist health assessment will identify thebarriers of customers with unmanaged health conditions. This will meet their need tounderstand and be reassured of their capacity for work, suitable occupations, and anaction plan to achieve their goals.4. Foundations: customers will access concurrently a combination of services that aretailored to meet their needs in a flexible way that promotes the Job First principle:

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4.1a (continued) a) Universal Services: underpinning each customers tailored journey,there are some services (see 4.1) that will benefit all customers and will be available atthe appropriate points in their journey. We have based our Universal Services on the mostcommon needs identified in our MI and customer feedback e.g.70% told us that advice onfinancial in-work benefits (a Universal Service) alleviated their concerns and made themmore likely to take the step into a job.

b) Development Programmes: our FND experience tells us that a flexible, tailored,black box service should be supported by some structure. Our three DevelopmentProgrammes (see 4.1) are designed to support each customer to overcome their barriersin the most suitable way. They will ensure that all customers, including those with themost severe or complex barriers, access an appropriate range and type of services at theright time. This will allow customers who are immediately ready to work to accessintensive job search support and early engagement with our employers; those with skillsneeds access to locally relevant skill development opportunities; and customers withcomplex needs a range of activities to build their capacity and resilience. OurDevelopment Programmes are based on A4e Australias success delivering Job ServicesAustralia to comparable customer groups. Our services for the hardest to help customers

using this structured approach have achieved 4/5 star ratings, indicating performance20%+ above the national average.c) Specialist Support Services: our menu of services (see 4.1) will give customersaccess to appropriate, expert and timely local support, both pre and post-placement, on aflexible basis to meet each of their needs and barriers including:

Parenting: more than 44,000 lone parents claiming JSA in EM face barriers e.g.accessing affordable child care and balancing work and caring responsibilities

Housing: prices in North Kesteven, South Kesteven, Rushcliffe, Rutland andHarborough local authorities fall within the 8.01-10.0 house price to household incomebarrier meaning houses are less affordable than the national average.

Financial: pockets of financial exclusion across the region, for example Corby has thehighest number of both mortgage claims and the highest number of mortgage claimsleading to an order (2.39 and 2.17 per 1000 respectively) in the whole country.

Evidence: surveys of A4e customers receiving similar support found that 94% felt thisremoved barriers that would have prevented them from starting employment.The rationale for the key features of A4es customer journey model in EM include:

Specialist customer journeys: some customers will access specialist customerjourneys delivered by an expert partner that is best placed to address a specificprimary barrier and assist the customer into sustained employment. e.g. NACROwill help ex-offenders building on their 45 years of experience with this customergroup.

A robust health programme: A4e has developed a robust, integrated model tosupport the anticipated 54,600 JSA and ESA/IB customers with health-relatedbarriers. Our partnership with APM, providing specialist health assessments andcondition management, will allow A4e to accurately identify each customers workcapacity, suitable job options and provide appropriate support. Specialist journeysthrough Turning Point and Disability Works will provide intensive, expert support their existing performance (see 5.1) evidences that we will drive WP performanceby supporting harder to help groups including the estimated 7000+ drug users inEM. Customers can also access specialist advisors supported by OccupationalHealth Coaches. Evidence: A4es Fit for Work pilot demonstrates the effectivenessof supporting people with health conditions it has a 100% success rate in

supporting customers in work at risk of absenteeism or leaving due to ill health tostay in work.

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A4e Enterprise: A4es enterprise track record means that our WP customers willbe given the best opportunity of successfully setting up a sustainable business.This is a

particularly attractive and viable option for customers with health conditions and provides4.1a (continued) a realistic work alternative in an EM labour market that features:o Lack of job supply due to the recession: between 2008 and 2009 unemployment

increased by 78% (from 61,300 to 109,000 claimants). Young people also faceincreased hurdles as a result, with the 16-24 unemployment rate for EM for 2008-9standing at 56.5% (the lowest of all categories) with Nottingham falling to (43.3%).o Underemployment: there are 3.8 JSA claimants for every unfilled Jobcentre Plus

vacancy in EM with many customers having difficulty finding work sufficient to break theirbenefit dependency.o Seasonal employment: in rural areas and coastal fringes customers have difficulty

accessing sustainable work due to reliance on agricultural and tourism industries. InSkegness and Mablethorpe the claimant count is 7.1% higher in January than in July.o Poor transport infrastructure: with 29.5% of the population living in rural areas

many customers have difficulty getting to and from work.Evidence: A4e has supported over 20,000 self-employed customers throughprogrammes including Business Link. We have used this expertise to support over 400FND customers to date to start their own businesses with very high sustainability 92%were still successfully trading at the critical 26 weeks sustainability stage.Skills: A4e is committed to up-skilling our WP customers as we recognise that they areseeking work in a highly competitive economy where 16 people apply for each job locally.Our partnership with Experian together with our local delivery experience and workingwith local LEPs will allow us to continually predict labour market demand and preparecustomers with appropriate skills training and job preparation, supported by our employerlinks. This will respond to EM skills gaps (it was recently reported that almost 13% of all

EM vacancies experience skills shortages with 60% of employers reporting that skillsgaps in their workforce were damaging their business).5. Reviews and Recharge Activities: our model includes a range of Reviews andRecharge activities to ensure that customers maintain a sense of real momentum andprogression throughout their journey. These will be complemented by the ability to movebetween Development Programmes when their needs and circumstances change. Ourflexible WP journey can be refined and altered quickly and easily in response to ourexperience that shows that some barriers (e.g. substance misuse, domestic violence) areonly disclosed, identified or observed further into the journey.6. Support for Life: A4e recognises the importance of providing intensive sustainabilitysupport together with a new offer that supports and incentivises employers to achieve a

step change in performance. To reflect this, we will address sustainability from the start ofthe customers journey and support customers further through our employer offer (detailedin 7.2). Our survey of 600 employed A4e customers found that 68% had remained in workfor one year or longer as a result of tailored in-work support. To build on this, we haverefined our model to include Sustainability and Progression measures including access tospecialist health support (including a 24/7 health helpline), support for parents (throughGingerbread) and access to all Specialist Support Services detailed in 4.1. Theserecognise the extended sustainability period and the importance of progression andcareer planning that 57% of customers told us they wanted help with. Our extendedhours service responds to customer feedback that identify 64% of in-work customerswould access services at these times.

2. Benefits to the eight individual customer groups in EMA4es customer journey offers cross-cutting benefits to all customer groups that will beaccessible in all localities across EM at 60 delivery locations. Direct delivery and our

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supply chain of 10 journey providers, 4 specialist journey providers and 40 SpecialistSupport Services providers and will ensure that core benefits include:

A menu of Specialist Support Services delivered by experts, ensuring that eachcustomers journey is tailored to their needs and not their benefit/customer group

4.1a (continued)

The Development Programmes framework structure ensuring that customers receive

appropriate type of support at every stage of their journey with no delay Seamless support that connects A4e services with other local provision

The expertise and innovation of 54 local partners and the breadth of A4e services

Continuous progress throughout their journey both pre and post placement

Improved job prospects through strategic local initiatives to improve skills, addressemployer demand, create local jobs and improve self-employment rates.

Each customer group will also receive specific benefits relevant to their needs:JSA 18-24: lack of soft and vocational skills, lack of work experience

improved soft skills to meet the needs of local EM employers

skills relevant to EM labour market demand e.g. care sector

opportunities through A4e Youth Sponsorship scheme and work experienceincreased engagement through multi-channel delivery including online servicesJSA 25+:including long-term unemployed and benefit cyclists, obsolete skills

improved job search skills through targeted support and interview preparation

increased motivation/confidence through Princes Trust/The Football League Trust

improved skills relevant to EM labour market such as the hospitality or retail sector

increased opportunities in-work through tailored in-work support initiativesJSA Early Access: multiple and complex barriers

long-term expert support through specialist customer journeys such as NACRO for ex-offenders and Disability Works for disabled customers.

improved capacity and resilience through tailored local services access to Advisors with specialist skills in supporting those with complex needsA4es health model: benefiting all customer groups with health-related needsThese customers will benefit from improved understanding of their work capabilities byAPMs expert health assessment and guidance on support needs (which they deliver to80,000+ customers each year through Job Services Australia). Where required andappropriate, they will benefit from an intensive a specialist journey from DisabilityWorks/Turning Point. APMs embedded condition management will both preparecustomers for work and improve their ability to sustain work, together with Lifeskills 24/7helpline staffed by healthcare professionals. A4es Community Managers will ensurethese customers benefit from early and local engagement.

IB to JSA:low motivation and engagement, fear of change increased motivation and confidence through early targeted engagement,

A4es psychological contract and confidence/motivation building workshops

reduced impact of long-term workforce exclusion through A4es skills developmentESA Volunteers:severe health condition/disability, employer discrimination

reduced time out of the workforce through targeted work preparation activities relevantto their capacity including vocational and soft-skills training

improved opportunities from initiatives to make local workplaces disability friendlyESA Flow:possible new unmanaged health condition, lack of motivation

improved opportunities from initiatives to make local workplaces disability friendly

increased access to vacancies through A4es employer engagement strategy

IB to ESA:length of unemployment, low motivation and confidence

improved opportunities from initiatives to make local workplaces disability friendly

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reduced impact of long-term workforce exclusion through A4es skills developmentIB/IS: economic and social exclusion, health needs, caring responsibilities

increased ability to find work through support with childcare/care arrangementsimproved capacity through identifying capacity and suitable types of work.

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[4.1b] Service Requirement

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

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

Your rationale that supports your approach:

How it addresses the needs by customer groups.

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

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4.1b1) A4es Minimum Service Levels (MSLs) for the Work Programme in East MidlandsA4e and our supply chain are committed to improving the lives of our customers, theirfamilies and communities. In addition to our commitment to DWPs Customer Charter, ourMSLs will ensure a step change in performance, a high-quality service and the bestchance of success for each customer.

1.A fully accessible service: that is accessible to all by public transport within 45minutes travelling time, DDA compliant and in a safe and respectful environment.

2. Individual assessment and plan: every customer will receive a tailored assessmentand action plan that will be reviewed at least monthly.

3. Health support: we will assess health as a barrier to working. Those identified asneeding additional assessment/support will be referred to a specialised healthassessment and support to develop a health-focused back to work plan.

4.A fully personalised service: including (minimum) monthly 1:1 contact with a namedadvisor and a tailored journey that address their broader needs.

5. Customer empowerment & Work Ethic:customers will be given a choice about howthey first engage with their service provider (see 4.1 Engagement) and a choice of

work-focused activity early in the journey to promote Job First, the development ofessential work habits and exposure to the benefits of working.

6. Improved relevant skills: all customers will receivea Skills Audit and have access tosoft and locally-tailored vocational skills development opportunities.

7. Recharge activities: all customers will access Recharge activities (see 4.1 Reviewand Recharge) if they are not making progress in their journey.

8. Incentive to engage: all customers will have access to A4es Incentive Scheme thatrecognises and rewards achieving journey milestones.

9. Total Person: we will work with all other agencies that support customers to ensurethat we meet all of their wider needs A4es Total Person service.

10. Family service: we will support our customers within the context of their family.11. Feedback: customers can provide feedback at any point and will be requested at

specific points in the journey. We will respond where requested within 7 days.12. In-work progression and sustainability: tailored support Mon-Fri, 8am-8pm andlife

access to A4es on-line job search facilities (see 4.1 Support for Life). We will contact in-work

customers according to their Risk Profile (see 4.1), at least:

Low Risk Medium Risk High Risk

Week 1 First day and week First day and week Every day

Week 2 Month 6 Fortnightly Weekly Bi-weekly

Month 6-12 / 12-sustain Monthly/monthly Fortnightly/monthly Weekly/fortnightly

2) Rationale for our approach in East Midlands

A4es MSLs are informed by organisational knowledge and consultation to identify theaspects of our service that are crucial to an effective and positive experience.Delivery experience: We have interrogated MI and organisational knowledge from 20years experience delivering employment services in 11 countries. This includes 11 yearsexperience delivering services in East Midlands including Flexible New Deal, New Deal,JCP Support Contract, Next Step IAG, our Community Legal Advice Centre and two VoxCentres, working with 40000 customers and helping 1682 into work through our FNDdelivery. We have piloted key elements of our proposed delivery including assessment, in-work and health-related support in a live operational environment to test its efficacy andcustomer satisfaction.Customer consultation: A4e has invested over 50,000 in giving local customers a

voice in the design of MSLs as part of our ongoing commitment to co-production ofservices. We commissioned independent research consultancy CI Research to survey1,000 A4e customers (including 600 in work) and 400 unemployed people to identify the

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4.1b (continued) services they value. A4e and The Buzzz co-facilitated focus groups invarious locations in the UK with long-term IB claimants, graduates, skilled workers andprofessionals. We also conducted quarterly focus groups and collated feedback from ourcustomers. This informed our MSLs, e.g:

A4e MI has identified that 6.4% of FND customers want support with legal issues,and 13.4% want help with finances. Pilots integrating these services with A4es

FND found that 94% of customers felt that this had removed a barrier to work(MSL9).

The Buzzz findings indicated a range of preferences. IB claimants preferred initialinformal, group engagement; professionals preferred immediate 1:1 support(MSL5).

CI Research found that 22% of customers consider lack of experience to be theirprimary barrier and 22% think their lack of necessary qualifications is. 33% wantsupport with job skills, 17% with soft skills, 27% want work experience, (MSL4, 6).

64% of A4es in-work customers want extended-hours in-work support includingcareer planning, financial advice, and access to training/finding a new job (MSL12).3) Addressing the needs of each customer groupA4es MSLs will ensure a personalised journey that addresses the individuals need ratherthan the customer group they fall into. See 5.3 for how we will ensure the availability ofMSLs to each customer group and throughout the supply chain.

JSA 18-24: This customer group responds well to quick engagement and earlyintervention. Increased motivation (MSL8) is a key benefit to this group with 28% beingmore motivated to access support where the provider has good links to employers.MSL6 responds to the needs outlined in the EM Skills Priorities Statement which statesthat in all sectors it is necessary to improve the utilisation of skills in the East Midlandsand is especially applicable to JSA claimants between 18 and 24 who have low orobsolete skills levels.

JSA 25+: Benefit cyclists and long-term unemployed customers will particularly benefitfrom Recharge Activities that promote continuous momentum towards employment.They will also benefit from a comprehensive in-work support (MSL 7, 12).

JSA Early Access: A fully personalised journey (MSL4) is important for this group toaddress the perception that support is aimed at others, particularly amongst those withthe most complex barriers. A collaborative service (MSL9) is crucial for this group mostlikely to be accessing support to address their multiple needs.

JSA ex-IB: Support to identify suitable job goals (MSL2) and a skills audit/targetedtraining (MSL6) and a choice of engagement method (MSL5) are important benefits forthese customers who may not have participated in job-focused activity recently.

ESA volunteers: Support to identify their capacity to work (e.g. suitable hours) (MSL3)will benefit this customer group who want support and reassurance about their ability towork. Online support (MSL5) allows customers to take ownership of the pace it hasbecome like a lifeline when I cant go out [an IB claimant].

ESA flow: Access to health support (MSL3) will benefit this customer group who mayhave a new/deteriorated health condition.

ESA ex-IB: Our focus groups found that this customer group most value accessibleprovision (MSL1), a choice and flexibility in their services and often prefer informal,group sessions as a first contact (MSL 4/5). 31% of customers surveyed by CIResearch, particularly IB claimants, wanted access to online employment support.

IB/IS: Accessibility, support with health conditions/disabilities and personalised support

will benefit this group (MSL1,3,4).A4e will promote our MSL pledge in each branch and through MyA4e online, marketingmaterials and 5 Community Managers. We will survey every customer at least once to

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form a Customer Satisfaction Rating and refine our service.

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PART 5: SUPPLY CHAIN MANAGEMENT

[5.1] Delivery Strategy

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

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

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

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

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5.1 A4es delivery strategy for all elements of provision across East MidlandsA4es delivery strategy for East Midlands (EM) combines A4es experience andinnovation, with a 54 strong supply chain of the best providers, including 29 from thevoluntary sector. This will give every customer in access to quality services, in line withA4es Total Person philosophy. A4e will support 53.9% of EM customers, oursubcontractors 46.1%. Our strategy will meet the needs of all EM customers, including the

hardest to help, through:1. The best providers, in the right locations, through a combination of A4e direct

delivery and ten journey providers delivering in defined geographical areas2. Specialist journey support for customers with specific or complex needs through 4

specialist journey providers3. Holistic, joined-up services through 40 partners providing specialist support services

on a flexible, as-needed basis.Our strategy is based on the needs of local customers and communities; identifiedthrough four years local delivery experience and 50,000 investment in engagingcustomers in WP service design. Key factors influencing our strategy are:

Customer barriers: widespread health needs (18.4% of EM population have a limiting,

long-standing illness); poor/obsolete skills; high youth, 50+ and BAME unemployment;282,000 workless families, over 32,000 lone parents, and 13.2% with no qualifications.

Labour market conditions: uneven recession impact with rural communitiesdisproportionately affected, a seasonal labour market in rural and coastal fringes,growing knowledge economy, and service sector providing most entry level jobs.

Geographic challenges: 29.5% live in rural/semi-rural areas (rurality is especiallychallenging in Derbyshire Dales and Lincolnshire Fen areas due to the poor transportinfrastructure), pockets of deprivation with large claimant numbers across the region.

1. The best providers in the right locations across EMCustomers in EM will benefit from access to high quality end to end services provided by

A4e and our nine local journey providers. Journey providers will deliver in a definedgeographical area and have been selected based on their ability to best supportcustomers from each of the eight groups, as follows:

Selection criteria Benefit to customers

Local delivery history Services that are responsive to the needs of localpeople and their community

Strong performance workingwith the similar customers

A provider that is able to support them to sustainwork in the shortest possible amount of time

Existing infrastructure suitableto the needs of WP customers

Services close to home, in high quality facilitiesand from suitably experienced staff

High quality relationships with

local stakeholders

A seamless journey that connects WP with other

support to reduce confusion and bureaucracy.High quality relationships withlocal employers

Access to suitable, sustainable employmentopportunities in the local area

Journey providers will work with all customers within the defined area (see map below),unless the customer is better supported through a specialist journey provider (see section2 below). A list of office addresses and volumes is available at Annex 2.Providing Lincolnshire customers with high quality, effective servicesA4e is a current FND provider with the second highest FND performance in the UK. Wehave a network of 1500+ employers and local organisations (e.g. Lincolnshire PartnershipFoundation Trust). A4e will invest in two Vox Centres providing specialist sector skills(including for the care sector) in Lincoln as this been highlighted through our stakeholderliaison as a key skills shortage sector.First College is a current high performing FND partner embedded in East Lindsey. They

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also deliver Train to Gain with an achievement and completion rate of 79% against a5.1 (continued) target of 50% proving that they are able deliver high performance.Providing Derbyshire customers with high quality, effective servicesA4e as a current FND provider with three offices, 500+ employer contacts, strongcommunity networks (e.g. Derby and Derbyshire Skills Development Group) andperformance, can best support customers across Derbyshire.

Derbyshire and Nottinghamshire Chamber of Commerce (DNCC) is a current FNDpartner in Derbyshire and is well embedded with 9 premises in the region. They have over30 years experience of delivering support to unemployed individuals.Community Enterprise Derby will build on FND delivery and excellent CTF and FutureJobs Fund delivery. They have 13 years experience of delivering DWP contracts.Seetec is a current A4e FND partner who delivers to over 3000 people in EM per year.They have excellent experience of delivering to a range of EM customers with their NDDPdelivery in Derbyshire resulting in 56% job entry rate against a target of 40%.Providing Nottinghamshire customers with high quality, effective servicesA4e has formerly delivered New Deal in the city and have existing premises in a primelocation; established strategic partnerships and experience of helping customers

overcome their barriers. We also have two existing Vox Centres in the region whichdemonstrate valuable experience of dealing with the needs of young people in the county.DNCC have existing premises in Nottingham and Kirkby-in-Ashfield and excellentperformance; their Business Link Start Up contract achieved a total of 484 business startups against a target of 481.Enable is an experienced provider embedded in Nottinghamshire and is a consortium ofover 350 3rd sector organisations. They have experience of delivering FND and theirCommunity Grants contract saw 981 positive progressions against a target of 800.Framework Housing Association supports 1000 people in EM every year and hasextensive stakeholder networks as a result of being a key provider of services tounemployed people for the last 40 yearsProviding Leicestershire customers with high quality, effective servicesA4e will support customers using the expertise of 20 years delivery and local experiencefrom our Community Legal Advice Centre in Leicester through which we have links to over200 local organisations. We will invest in new delivery location in the heart of Leicesterenabling A4e to directly respond to the complex needs of customers in the city.JHP brings 27 years experience of delivering employability and skills contracts and deliverto over 2300 EM customers per year. They achieved 33% job entry for their Response toRedundancy delivery against a target of 30%.Acorn offers a holistic approach to dealing with customer barriers. They have premises inthe heart of Leicester and are embedded within the community through their employer

and stakeholder links and deliver from MACs and community venues across Leicester.Business 2 Business has 24 years DWP contract experience having delivered FND,Pathways to Work and JobMates. They are also well embedded within BAMEcommunities and the highest performing deliverer of the Ethnic Minority Outreach Project.Providing Northamptonshire customers with high quality, effective servicesA4e has invested in developing relationships with key stakeholders and through our widerwelfare experience will bring a new approach to delivery through a collaborativeapproach. We will invest in 2 new offices in Kettering and Wellingborough.Northampton College has extensive links with the local community and stakeholdersincluding the NHS and local authorities with 40 years delivery experience in the region.They have experience of delivering ESF contracts to a broad range of customer groups.

Acorn has achieved 36% job entry against a target of 22% for their current ESF delivery.They have excellent employer and stakeholder links (including with Lifelong LearningPartnership, Multi-Access Centres, Probation Trusts and PCTs).

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2. Specialist support when and where it is needed5.1 (continued) A4e has selected 4 specialist journey providers to ensure customers withmore complex needs have access to the expert guidance necessary to sustain work.Support for customers with a disability or health condition in East Midlands18.4 percent of people in EM have a limiting, long-standing illness.Disability Works consortium will support customers with serious mental illness and

sensory disabilities in locations A4e directly delivers. The consortium of nine isestablished in EM with six premises across the region.Support for ex-offenders in East MidlandsThe rate of re-offending in EM stands at 9.2%, higher than London.NACRO is a specialist provider of services for offenders and ex-offenders and work jointlywith Voluntary sector organisations including: RAPT, YMCA, Women in Prison, SOVA,CAB and others and are part of criminal justice, training and employment forums.Support for customers with severe or complex barriers in East MidlandsA4e expects that some of the 3,000 JSA Early Access customers each year who will needspecialist help. This may include the estimated 7805 problem drug users, and help thehigh levels of homelessness across EM (2.7 households out of every 1000 household are

classed as newly homeless annually). Turning Point will support A4e delivery locationsand has a history of supporting the hardest to help through Progress2work.Enterprise support for customers in East MidlandsPrinces Trust has 5 EM delivery premises and excellent stakeholder links having workedwith the Muslim Council of Britain, REDP, Groundwork and many colleges anduniversities, including Boston College, New College Nottingham and Leicester University.3. Holistic, joined-up services on a flexible basisA4e staff will access a range of services to support customers to overcome barriers.Journey providers will also access their own supply chains of specialist support. Belowhighlights just some of our 25 specialist support services, outlined fully in Annex 2.Health needs - 18.4 percent of people in EM have a limiting, long-standing illnessand 9 percent of mental health service users are situated in the region.Barker Ross will provide training, mentoring and in-work support to clients with mentalhealth, learning difficulties and addiction/substance abuse. Disability Alliance will delivertelephone disability advice. Leicester Fit for Work Service for mental health treatment.BAME over-represented in long term unemployment rates at 13.7% in EMLCDP and Northamptonshire CDA will provide motivational Right Direction courses andsocial enterprise training for BAME customers .More than 32,000 lone parents are claiming JSA across EMLHA Support Services Limited will provide support to lone parents through individualisedtraining programmes. P3 and Gingerbread will also deliver to lone parents.

Pockets of deprivation E.g. Aspley, Sinfin, Cotgrave, HighfieldsA4e will partner with community organisations providing place-based solutions. E.g.Groundwork Greater Nottingham will deliver training and support to ex-offenders inNottingham City, Gedling and Broxtowe.A large 50+ population especially in Derbyshire Dales (21.3% of claimants) and EastLindsey and South Holland (17.5% and 19.3% of claimants respectively)Age UK will offer information, advice and guidance and employability courses to 50+customers as the UKs the most knowledgeable organisation working with older people.Youth unemployment has in EM stood with 30.2% of JSA claimants aged 16-24CG Partnership will deliver NEET specific interventions. AAT College and The FootballLeague Trust also specialise in delivering innovative young persons interventions.

Poor skills - 13% have no qualifications, 32.8% have not reached Level 2A4e has sixteen training partners in providing skills provision across EM. E.g. LincolnPelican Trust will build on their FND performance and continue their relationship with A4e

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to deliver work experience, training, education, job seeking skills and guidance.

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[5.2] Management Structure

Please provide:

a description of the proposed management structure and how the requiredmanagement skills and expertise, including working with local stakeholders, have

been identified and will be delivered. You should also include a description ofassociated responsibilities and reporting lines ;

a description of how you will work with the management teams of any supply chainorganisations and key delivery partners; and

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

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

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

MUST be limited to three sides of A4.

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

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5.2 A4e is introducing a new organisational structure to effectively respond to changes inits key business areas. The structure is designed to create a single team approach whilstempowering local teams to shape local services around customer needs. It is highlylocalised and diverse to create a rich customer journey in collaboration with stakeholders.The structure has two distinct elements:i. Local Service Delivery: Local teams comprisingA4e and local partners.

ii. Operational Support: Independent performance management and commissioning,including intelligence, practitioner support and innovation; and contract management,single account management for DWP and major employers.

The rationale for our model is as follows: It directly supportsA4es Total Person model, where local teams deliver a full range

of social inclusion services with local stakeholders, producing better outcomes anddelivered in the most effective way for individual customers.

Separation of service delivery and commissioning will ensure that there is acreative tension between local delivery teams and those holding the teams to account.There will be clear focus on identifying what works, best practice and improvementplans, utilising external and internal knowledge to inform service development and

including the experience of our partners and local stakeholders to full effect. Consistently high performance will be driven by the management and development

of both partners and A4es direct delivery on an equal basis. All delivery units will beaccountable for their delivery of outcomes and performance on an equal basis.

The structure has been designed to be highly cost effectiveand efficientthrough acombination of empowering local managers to make decisions rapidly and the sharingof support functions with other complementary A4e services.

1) A4es Proposed Management Structure: Structure chart enclosed in Annex 4A4es management structure is fully scalable and is described based on A4e operating aminimum of 8 CPAs. Please note, the pricing proposal only costs for the managementresources required for this CPA. All management functions will be put in place regardlessof the number of CPAs A4e may be awarded, although the precise number of people willrelate directly to the scale of business that will need to be managed.Key Roles & Responsibilities:Within EM, the management and leadership team belowwill ensure that we have the capacity and capability to deliver the WP. NB. Full roledescriptions are in the Staff Role Descriptions in Annex 5. A number of roles are sharedacross CPAs therefore only a proportion has been costed in the Pricing Submission. Executive Director: Reports to the A4e CEO and Group Board, overall accountability

for delivery of the DWP Work Programme. Line manages the 7 positions below. Customer Services Director: Manages A4es National Support Centres, the WPs

central administrative support functions in Sheffield and London.

Business Finance Director: Responsible for commercial management and financialperformance, supported by Financial Controller and Finance Business Partners. Senior HR Business Partner: Oversees all WP people strategy and related issues

including resourcing, recruitment, training and professional development. Regional Delivery Director: Reports to Executive Director, responsible for A4e

operations in the EM region, including direct & subcontracted service delivery. Linemanages Area Managers, Partnership Manager & Head of Regional Sales. They willhave excellent regional & local knowledge & links with key EM stakeholders enablingthem to promote WP ensuring effective join up with relevant initiatives and services.

Business Solutions & Commissioning (BSC) Director: Ensures all services aredelivered effectively, generates intelligence, identifies best practice and oversees

business improvement, including performance and quality monitoring. Independent ofthe delivery function, the BSC Director will ensure that both directly and subcontractedservices meet local needs and support the delivery teams in managing continuous

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5.2 (continued) change and improvement. Manages Partnerships and PerformanceDirectors.

Director of National Accounts: Manages external interface with funders andemployers. Manages DWP Account Director and Employer Account Director.

Employer Account Director: Responsible for all employer-focused services and theengagement of employers at regional, national and local levels. Manages employer

facing staff including Regional Employer Support staff and Central Vacancy Managers.Local Management Roles: The following roles will be dedicated to delivery in EM. Area Manager:Responsible for A4es operational delivery in a defined geographical

area. Line manages resources shared by local teams and drives the development ofcomplementary services that will be of benefit to WP customers and support the TotalPerson principle. This person will create rich and effective partnerships and have indepth local understanding so as to be able to ensure that WP is delivered in a way thatis most effective in the local area. Major subcontractor partners will be required tonominate an equivalent manager for their areas of delivery with excellent localknowledge and understanding.

Partnership Manager: Manages delivery and performance of subcontractor partners

and will be focused on building relationships founded on continual development andimprovement. Is the key A4e interface with supply chain partners.

Head of Regional Sales: Responsible for creating new complementary services,focused on tacking poverty, in line with A4es Total Person approach.

Local Business Manager: Leads local business units centred around natural placesas defined by local councils or JCP district to ensure a natural fit with other initiatives:

BostonSleafordSpalding

DerbyIlkestonAlfretonWellingborough

LeicesterOadbyKetteringRushden

LincolnGranthamGainsborough

MansfieldBroxtoweNottingham

Local Business Managers will have detailed local knowledge in order to ensure localWP delivery is fully tailored to meet the needs of local customers and employers andbe empowered to create the shape of business most effective for local customers.

Community Manager: Responsible for ensuring A4es WP serves local communitieseffectively, eg ensuring we deliver from areas with the greatest need, creating newalliances with other local organisations and with key local stakeholders like localauthorities and GP consortia on behalf of the whole delivery team.

Occupational Health Coaches (OHC): An example of best practice transferred fromA4es Australian operations, OHCs will support frontline staff working with customersfacing significant barriers, including serious health barriers.

Identification of required skills & expertise: All managers will be required to have

proven management experience, the ability to make the quality judgement needed todeliver output-based contracts/services & technical expertise appropriate to their role (fulldetails in role profiles). A4e has identified & understands these skills & expertise requiredbased on experience of delivering large scale welfare services. As the largest UK welfareto work provider, A4e has invested in new skills to meet the demands of WP & otherareas of public service reform. Recent appointments who will transfer to WP include: [REDACTED], National Partnership Director:[REDACTED], spent the last 20 yearsworking with large multi nationals including Nike, MTV, C4 EA and Ford and socialenterprises to create new partnerships and innovation in the UK and India. [REDACTED Executive Director Welfare: Most recent role Managing Director of adivision of Rok Plc. Previously held roles at Centrica, British American Tobacco and the

Reliance Group. Background of international leadership and business improvement. [REDACTED], Business Finance Director, [REDACTED], joined A4e from Capitawhere [REDACTED], was the lead commercial manager on strategic PPP/PFI bids

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(ranging from 5m to 450m), 5.2 (continued) operating complex pricing models andnegotiating key commercial terms.Management Skills & Expertise from the Supply Chain: In addition to the managementcapacity offered directly by A4e, each of our main partners will contribute additionalmanagement skills, expertise and capacity. This includes but is not limited to:[REDACTED], (Acorns Managing Director), [REDACTED], (Enables Community and

Employment Manager), [REDACTED], (DNCC, Deputy Chief Executive), [REDACTED],Seetec (Executive Director)[REDACTED], (First College, Contracts Manager).2) Working with management teams of supply chain partnersA4es Partnership Manager will be responsible for developing a strong relationship with allsupply chain partners, interfacing with partner management teams and drivingperformance on an ongoing basis. Our objective is for partners and local stakeholders tobe an integral part of the A4e Work Programme operation in EM whilst retaining theiridentity and using their specialism and expertise to full effect.Performance Management of the Supply Chain: Every partner will receive regularperformance reports, demand data and a monthly meeting with their PartnershipManager. In-depth performance and delivery reviews will be conducted every quarter to

review standards, targets and identify best practice. An EM Strategic Partner Board,with representatives from all major end to end partners will meet every quarter to reviewjoint performance and devise solutions to common delivery and performance challenges.Continuous Development Measures: A4e strives for supply chain relationships to bebased around continual development and improvement. A4e will create a highly informedexpert practitioner network across our delivery team to share what works and enableperformance. The A4e Partnership Directorwill have responsibility for ensuring that ourpartners are supported to succeed. They will have responsibility for for building capability(e.g. staff training through A4es Practitioner Development Programme, access to the A4eInnovation Fund, performance improvement advice, Data Management and Securitycompliance, the support of our charity FSI for smaller partners) and sharing best practiceincluding holding regular events to disseminate information on what works.3) Why this structure is appropriate for Work Programme delivery in EM It combines A4es experience with the expertise of our partners, putting investment in

a new type of skills and capacity required to deliver more complex and groundbreakingservices like WP. It builds on skills and structures that have proved effective in otherlarge scale, outcome-focused contracts, including FND and A4es Job ServiceAustralia service - currently achieving 38% sustained job outcomes across allcustomer groups. We have added new capability around partner and stakeholderengagement and better knowledge management to reflect the new challenges of WP.

It takes account of the specific geographical challenges of EM, specifically the large

number of local authorities and allocates a local manager to each. It will incorporate A4es established management expertise in EM from delivery of

FND. Our strategy is to transition our existing managers to the new structure in orderto retain local experience, knowledge, stakeholder networks and ensure that the WP iseffective from Day 1. This will include [REDACTED], currently Regional Director, anda management team who have over 25 years of welfare to work managementexperience

Evidence of Effectiveness:A4e effectively transitioned 37local managers from NDPC toFND in Dec 20090. We have taken account of regional and local variations - no one WP CPA will look the

same as another. We have local geography, local stakeholder structures, local

performance drivers and have considered the best structure for our delivery strategy. It delivers cost efficiencies and more money to the front line by using shared support

services (HR, IT, Audit). This enables local operations teams to focus on performance

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and draws on national specialists where needed.

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[5.3] Management of Delivery

Please clearly describe:

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

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

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

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

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5.3 1)Quality Strategy - Managing and monitoring the quality of WP deliveryA4es approach to management of delivery is based on ensuring a high performing, highquality service environment which delivers significant sustained outcome performancethrough direct and subcontracted delivery.A4e has adopted the European Foundation for Quality Management (EFQM) Excellencemodel to ensure the high quality delivery of all of our services, including the WP. As an

overarching quality management framework, the EFQM coordinates the industrystandards we have adopted, including Investors in People, the Matrix IAG standard, aswell as A4es own quality management tool the Balanced Scorecard. A4es use of theEFQM is overseen by Group Assurance Director, [REDACTED], It provides us with acomprehensive diagnostic tool for self-assessment, where we can grade our serviceagainst detailed criteria under nine headings. The overall score acts as a Europeanbenchmark and helps us identify improvement areas. For Work Programme, improvementactivities will be owned by the Business Solutions and Commissioning Director.The application of EFQM will ensure that every WP customer, regardless of theorganisation delivering their support, receives a high quality service that meets or exceedsour WP Minimum Service Levels. The key EFQM principles that underpin our approach

are described below, along with a description of how they will support A4es managementand monitoring of the quality of our WP service:i) Achieving balanced results WP Performance Management Framework: We arecommitted to planning and achieving a balanced set of results that meet the needs of ourcustomers and the minimum service levels of the WP. A4es WP PerformanceManagement Framework will be operated via abalanced scorecard approach used byall operational managers. This will ensure main KPIs linked to minimum service standardsare being met e.g. referral times, minimum contact levels. It will assist us to manage ourWP service by giving consideration to the following critical areas:

1. Customer Perspective - Are we meeting our customers needs and expectations?2. Financial Perspective - Are we achieving outcomes required?3. Internal Perspective - Which processes must we improve to maintain excellence?4. Development Perspective - How well are we developing our service for the future,

continually improving our offer?ii) Ensuring we meet Customer needs on an ongoing basis: A4e has engagedcustomers in the design of its WP service, through focus groups, individual interviews andonline feedback mechanisms. During delivery, we will continue to monitor and managethe quality of our service from customers perspectives through A4es Service ExcellenceProgramme (fully detailed in 5.6) which includes comprehensive customer Complaints,Compliments and Feedback mechanisms and co-production groups.iii) Leading with Vision, Inspiration and Integrity: The quality of our WP will be driven

by our leaders and managers. A4es mission, vision and culture of Improving PeoplesLives created by the senior leadership permeates throughout A4e and supply chain.There is constant two way communication between staff and senior managers throughweekly management bulletins and online staff feedback forums. For partners, quarterlypartner forums are used to share information and an annual awards event for the supplychain. A4e staff delivering outstanding services are recognised through a Superstarsreward scheme and whole company events enable the sharing of our Mission & Visioniv) Ensuring Quality through Process: A4e is managed through structured andstrategically aligned processes using fact-based decision making to create balanced andsustained results. We are developing a series ofStandard Operating Procedures for ourWP model specifically to ensure that every single customer receives a high quality service

and that all delivery meets minimum service levels. These will consist of Red Rules &Green Guidelines. All Red Rules will be mandatory and must be followed by all deliverystaff, including subcontractors. Green Guidelines will be adaptable and support 5.3

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(continued) delivery quality through being flexible & responsive to local needs.A4e is also currently embedding a new Business Process Management Framework inpreparation for the WP and to support future growth in general. This framework consistsof a series of standard business processes (SOPs) that will be rolled out across our entiredelivery and that reflect contractual, legislative and industry standard requirements. Aswith the SOPs above, the Red Rules & Green Guidelines principle is reflected within the

Business Process Management Framework, giving local teams and our partners thefreedom to innovate and localise services whilst ensuring that minimum service levels andrequirements are met. The Framework enables the oversight to assure the Board andDWP of our delivery against contractual, legislative and industry standard compliance.v) Quality through People: A4es organisational structure is geared to ensuring thedelivery of a service that is consistently high in quality for every customer, across largegeographical areas. The separation of delivery and commissioning functions will ensurethat frontline staff are focused solely on current customers needs and there is creativetension between performance and delivery teams. Investment in expertise in the BusinessSolutions & Commissioning (BSC) function will drive quality through ongoing monitoringand iteration of our WP service to improve our delivery. A number of staff-focused

processes directly support quality monitoring and quality assurance. These are: Performance management and professional development (led by HR): Including a

practitioner development programme, staff appraisal systems, management againstKPIs, core training. All staff will have access to Continuous Professional Development.

Internal Communications and Dialogue: Including the communication of revisedprocesses and innovative best practice sharing mechanisms (e.g. online forums)

Monitoring by delivery managers: Part of managers roles (in WP, Area Managersand Local Business Managers) is to monitor and check that key systems are beingfollowed on an ongoing basis. A sample is then checked by BSC staff.

vi) Building effective Partnerships: We are committed to seeking, developing andmaintaining trusted relationships with partners to ensure mutual success. A4esapproaches to supply chain design, selection and performance management arebenchmarked against the Merlin Standard. Our Partnerships Director will have overallresponsibility for management and monitoring of partner delivery working in conjunctionwith regionally-based Partnership Managers who monitor the quality of subcontractordelivery on an ongoing basis and will help partners to develop and improve by sharinginformation openly and supporting organisations to build new capacity and skill.Evidence of our supply chain meeting recognised quality standards is detailed below:

DNCC ISO 9000/2, Matrix, IIP, Ofsted Inspected

NorthamptonCollege

Investors in Diversity, Positive About Disabled People, CareerMark, Matrix, Investors in People, Ofsted inspected

First College Matrix, IIP, Ofsted inspected2) Performance Management Strategy - Monitoring and Improvement ActivitiesOur WP service and organisational design will drive the continuous performanceimprovement. The rationale for this is twofold: to support the achievement of WPperformance targets as they increase in line with economic recovery; and for commercialreasons, to drive the operation towards achieving DWP performance incentive payments.OurPerformance Management Strategyconsists of the following elements:i) Ongoing support: We will drive delivery to the highest performance standards throughsupportive management of both direct and subcontracted delivery. All A4e partners will beadvised by their Partnership Manager on an ongoing basis. They will identify performanceissues as early as possible rapidly responding with remedial action. A4e Area Managers

will work with Local Business Managers, tracking performance and enacting earlyremedial action as required. The A4e Regional Delivery Director will hold formal monthlyperformance reviews with A4e Area Managers and partner managers.

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