351. CPA15: Serco Ltd - Tender-V2

8/3/2019 351. CPA15: Serco Ltd - Tender-V2

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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: Serco Limited

Lot: Lot 6: West Midlands

Contract Package Area (CPA): CPA 15: West 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:

Serco Limited

Trading Name (if different from above): Serco Welfare to Work

Company Registration Number: 242246

Company Registered address: Serco House16 Bartley Wood Business ParkBartley WayHookHampshireRG27 9UY

Head Office Address, if different: n/a

VAT Registration Number: GB 207 5233 88

Website Address (if any): www.serco.com

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

Serco Group PLCSerco House16 Bartley Wood Business ParkBartley WayHookHampshireRG27 9UY

Registration Number: 2048608

Name and Job Title of main contact: [REDACTED]Business Development DirectorSerco Welfare to Work

Address: Serco Welfare to WorkPortland HouseBressenden PlaceLondonSW1E 5RS

Telephone no: [REDACTED]

Mobile telephone no: [REDACTED]

Fax no: [REDACTED]
mailto:[email protected]:[email protected]


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E-mail address: [REDACTED]

Alternative contact Name and Job Title: [REDACTED]Bid DirectorSerco Welfare to Work

Address (if different from above): n/a

Telephone no: [REDACTED]

Mobile telephone no: [REDACTED]

Contact e-mail: [REDACTED]

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 Contract

documents 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 toTender 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 Specification

and the draft Order Form.

Scanned Signature:[REDACTED]

Date: 13th February 2011

Name: [REDACTED]

Job Title: Chief Executive Officer Serco Civil Government


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Duly authorised to sign Tenders on behalf of: Serco Limited

Name of Organisation: Serco Limited


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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

We fully support and are excited by the opportunity toparticipate in DWPs further development of services usingthe payment by results model. However, we do remainslightly concerned that the contractual terms have notbeen changed to reflect this payment by results model andthe risk transfer that such a model creates. We currentlysubcontract with over 70 organisations and are proposingsubcontracting with many more if we are successful in thismini-competition.

In accordance with the notes in the Invitation to TenderForm we have not proposed amendments to the StandardCall-off Terms and Conditions, however given that thedetails of the mini-competition were published after theStandard Terms of the Call-Off Contract were agreed, wehave been asked by our subcontractors to discuss with theDWP a number of additional areas of risk which relate to

the Standard Call-Off Terms And Conditions. These areasfor further discussion include the relationship with theFramework Agreement, termination triggers,consequences, general liability and employment issues


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2.13.6. We request that the right to terminate for non-agreement of the PIP is either deleted or referred toDispute Resolution. This is an outcome-based contractand as such performance failures have other contractualmechanisms that allow termination.

2.13.7. We suggest that the rights to termination should belimited to circumstances when the fault in question has notbeen remedied and is material, and request this clause isamended to reflect this. All other rights for termination areprovided elsewhere in the contract.

2.13.9. We appreciate the repeat failure termination rightDWP seeks here but request a higher threshold to allow providers a reasonable period to remedy the service

failure. Given the time period for outcomes to be achieved,we request that the threshold is changed from onePerformance Improvement Plan in three months to twoPerformance Improvement Plans in six months.

7.1 7.1.1. We request that this clause is returned to theposition in the Standard Call-Off Terms including deletionof sub-clause (k).

7.1.3. We request that the limits of liability are amended tobe consistent with the risks specifically relating to eachcall-off contract and also to reflect the rewards of thatcontract. For example, a small Work Programme contracthas an expected lifetime value of c45m, yet with limits ofliability of 20m per year total liability is limited to 140m -this would appear to be inequitable and is alsounenforceable with many potential primes, as such limitswould materially exceed their total annual profits leading toalmost certain insolvency.

Other than those provisions identified above, Serco Limited confirms that it has reviewedthe Call-Off Terms and Conditions for The Work Programme and agrees in principle toeach of their provisions.


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Name: [REDACTED]

Scanned Signature:[REDACTED]

Position: Chief Executive Officer, Serco Civil Government

Telephone No: [REDACTED]

Date: 13th 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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PART 4: SERVICE REQUIREMENT

NOTE: MINIMUM SCORE APPLIES TO ALL QUESTIONS THAT ATTRACT A SCORE WITHINTHIS SECTION. BIDS SCORING 2 OR LESS ON ANY QUESTION WITHIN THIS SECTIONWILL BE REMOVED FROM THE COMPETITION. PLEASE NOTE SCORES ATTAINED INTHIS 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) andattach the process map as Annex 1.

This should include a detailed supporting description of the customer journey(s) specific tothis CPA. Your response must describe how you will ensure the customer journey istailored to meet the specific needs and barriers of individual customers, and include thecustomer requirements defined in the Specification.

Please note your response to this question will not be scored but will act as areference 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 responseMUST be limited to five sides of A4.

Note: Format requirement and page limit does not apply to the process map which youmust insert as Annex 1.


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4.1. Sercos Work Programme is designed to meet the needs of all Customers in order toachieve the optimum number of sustained job outcomes. Customers experience anindividually-tailored journey built on an in-depth needs assessment, potentially

progressing through three distinct Phases of interventions: Engage (16 weeks) Enable

(44 weeks) and Empower (44 weeks). Sercos Specialist Journey runs alongside themain Customer Journey and has been designed for Customers with the highest support

needs (such as learning disabilities or sensory impairments). A rich mix of Providersdelivers personalised support at each Phase, with Customers matched to Providers bestplaced to support them into the right employment. Sercos directory of Integrated SupportServices (ISS) wraps specialist assistance around our core provision of supported workpreparation and job search.Mandatory Referrals Serco works with Jobcentre Plus (JCP) to implement andmanage our warm handover process in Coventry and Warwickshire, Staffordshire, andThe Marches, which will be adapted to meet local constraints. Wherever possible, EngageProviders are co-located with Jobcentres to meet the Customer for an initial discussionafter a JCP referral. Alternatively, the JCP Adviser telephones the Provider when theCustomer is with them to arrange their first appointment. Where warm handovers are not

possible, Providers contact Customers directly. During the initial discussion Providersaddress any personal issues that may impact on the Customers attendance, such astransport, health and caring responsibilities, and identify any communication oraccessibility needs so that appropriate arrangements can be made.Marketing to voluntary Customers Serco works alongside our Engage Providers and

our Specialist Providers to market provision to voluntary Customers, including: ESA

Support Group lone parents with children under five and carers from the ESA Work

Related Activity Group and IB and IS claimants. Serco will produce bespoke WorkProgramme marketing materials on behalf of our network, ensuring that all materials meetJCP and ESF requirements and are available in alternative formats and languages.

Where possible, we will coordinate marketing activity with the other Prime to increase theimpact of our joint activities. Marketing materials will be displayed in key locations,including local GP surgeries, day care services, Childrens Centres, nurseries, and villagehalls. Sercos Subcontractors in this CPA are able to build on their existing links with over170 local, community-based organisations to deliver targeted marketing to potential

voluntary Customers. For example Shaw Trust has Advisers based on-site with twoCommunity Mental Health Teams to support service users seeking employment and

training and Shropshire County Training are lead partner on the Shropshire VoluntarySector Council, which includes Lone Parent services, Relate and The Marches FamilyNetwork. Our Provider network is also able to market provision from over 80 outreachsites across the region, including Local Involvement Networks (LINks) and Childrens

Centres. Sercos development of a network of Integrated Support Services generatesadditional referrals to the Work Programme from voluntary Customers. Once engaged,voluntary Customers are supported to refer to the Work Programme via their nearest JCP.

All mandatory and voluntary referrals are facilitated via PRaP. Customers receive awelcome pack including confirmation of their first appointment, our unique CustomerCharter, a map and local transport information. Customers receive a reminder phone callor text the day before their appointment.Engage Customers begin Sercos Work Programme in Coventry and Warwickshire,Staffordshire, and The Marches, on the Engage Phase; 16 weeks of comprehensiveneeds assessment and job brokerage. All Customers identify a Realistic Job Goal and theindividual support needed to achieve it and keep it. Those closer to the labour market aresupported into work quickly and efficiently; those further away are matched to the mostsuitable Enable provision following an intensive assessment. Interventions are fortnightly


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4.1 (continued). as a minimum.Initial face-to-face appointment If it has not already taken place at JCP following awarm handover, this takes place within seven days of referral to the Engage Provider. Ourdedicated Business Processing Unit in Rhyl updates PRaP with the attachment activity viadaily reports from Sercos Intelligent Milestone, Programme And Case Tracking system(IMPACT). Sercos Engage Providers deliverWelcome Sessions for all Customers to

ensure they have a clear understanding of Sercos Work Programme. Welcome sessionsprovide: an overview of the programme an introduction to their Provider details of

Sercos complaints procedure and data protection policy and a walk-through of ourCustomer Charter, outlining Customer rights and responsibilities, including continuedattendance at fortnightly JCP jobsearch reviews. Throughout all Phases, Sercosproactive Fail to Attend Process requires Providers to engage all mandatory andvoluntary Customers who fail to attend meetings or interventions within three workingdays. Sanction doubts are raised for mandated Customers in line with JCP guidance, withquality assurance and tracking by Serco. Non-attendance of voluntary Customers isaddressed during their one-to-one meetings as part of the review of their Personal Profile& Employment Plan (PPEP). Different Customer groups, including those funded by ESF,

are separately coded on Sercos IMPACT system, allowing us to generate tailored reportson attendance and activity for each group.The Personal Adviser Customers benefit from a Personal Adviserat each of Sercosthree programme Phases. They offer personalised job search support; one-to-one advice,guidance, coaching; signposting/referral to ISS; and in-work support.Personal Profile and Employment Plan (PPEP) During the first three face-to-facemeetings of Engage, all Customers participate in the development of a PPEP with theirPersonal Adviser. The PPEP is the tool that each Jobseeker uses to plan the actions thatwill prepare them to access and progress within employment. It drives all aspects ofdelivery, and travels with the Customer throughout their journey into sustained

employment. Development of the PPEP begins with an in-depth assessmentprocessthat supports the Jobseeker to identify a Realistic Job Goal, building on their interests,competencies, skills and experience. This Job Goal is tested against a set of external,local factors (such as availability of vacancies and time-frame of the Work Programme)and internal factors (such as current skills levels and travel to work time) to ensure that itis realistic. A Customers individual needs are identified in relation to their Realistic JobGoal ensuring a focus on constraints/barriers that are specifically relevant to that

persons journey to work; these might include: health housing finances childcare

and other caring responsibilities criminal record substance misuse transport

personal presentation or motivation and ESOL or basic skills. As part of the PPEPassessment, future In-Work Support needs are also identified through ourSustainability

Assessment. Customers review how moving into work could impact key personal areassuch as health, finances, and relationships. Actions to address sustainability issues areagreed, ensuring In-Work Support is integral to the Programme from the outset. Sercoaids the identification ofcomplex, additional needs through our work with a range ofspecialist partners, including members of our Expert Reference Groups, such as theEmployers Forum on Disability, Barnados, the Centre for Mental Health, and SercosOccupational Health Division, to develop, deploy and quality assure specialist diagnostictools for use across our Provider network, for example, tools to diagnose dyslexia.Following the in-depth needs assessment, the Customer and their Personal Adviser worktogether to agree actions to address those needs and support the Customers journeyinto sustained employment. Voluntary Customers, including lone parents and carers, are

supported to develop an in-work Care Plan that addresses their in-work childcare andcare needs. All actions agreed are SMART (Specific, Measurable, Achievable, Realisticand Time-bound) and are captured in the PPEP. Where Advisers


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4.1 (continued). believe that actions are essential for progress they will mandate thesewithin JCP guidelines and according to Customer group. All Customers receive a copy oftheir PPEP which is accessible, clearly formatted and in plain language. Advisers aretrained by partners from our delivery network, for example Autism West Midlands, topromote understanding of needs of Customers with a learning difficulty or health conditionaffecting cognition. All elements of the PPEP are recorded and tracked via IMPACT,

including referrals to ISS and In-Work Support.Tailored activities throughout all three Phases include: Job Brokerage Customersare supported to access sustainable jobs through reverse marketing, the internet, tradepublications, and vacancies generated through employer engagement activity. AllCustomers will have access to vacancies coordinated on behalf of the Network viaSercos bespoke Customer Job Portal, delivered in partnership with Monster Jobs UK.Customers are supported to develop a CV tailored to their Realistic Job Goal, complete

application forms, and gain effective interview skills; Financial Advice and Support Serco ensures that Subcontractors have the facility to provide all Customers with adetailed Better OffIn WorkCalculation Sercos network-wide training (andsubsequent assurance) ensures that Advisers are able to: highlight in-work benefits,

including assisting with tax credit applications, and provide access to bank accounts

and advice agencies such as Credit Unions; Access to skills assessment and flexibleskills training Sercos delivery network in this CPA is uniquely aligned with local skillsprovision, enabling Customers to access a range of basic skills and vocational trainingprovision on their journey into and within work. 65% of our network delivers accreditedskills training. Subcontractors facilitate referrals to SFA-funded Next Step provision withNext Step Advisers supporting Customers to access online support to undertake SkillsHealth Checks and Career Planning tools and find training that supports their Realistic

Job Goal; Work-Focused Training Our Subcontractors deliver a range of work-focused training that is responsive to local labour market need, and are well-equipped to

support Customers into emerging local job opportunities across this CPA. For example;Imagematch work with the Cambrian Heritage Railways project in Herefordshire providingCSCS training and placing Customers into construction jobs; Sarina Russo Job Accesswork with Magna Park distribution centre near Rugby arranging interviews, warehousing

training, and job placements; Additional support When Customers undertakeactivities that require a transfer to a Training Allowance, their Adviser facilitates this withJCP. Providers meet the travel, childcare, replacement care costs and any additionalsupport costs to promote full participation: this is all recorded, assured and analysed forits effectiveness through IMPACT. All activities are designed to be accessible to allCustomer groups. The timing and location of delivery is flexible to account for caringresponsibilities, disabilities, health and personal issues. Meetings and interventions take

place at Provider premises, community locations, JCP, the Customers home, or bytelephone/Skype, to promote accessibility. Methods of delivery are adapted for Customerswith sensory disabilities, language or learning difficulties, mental health conditions, andother individual needs. Documents are written in plain language and are available in otherlanguages on request. Voluntary Customers have access to all of the above activitiesthroughout their journey on the Work Programme. Activities for voluntary Customers aretargeted to their individual needs to ensure active participation, and could include:Supported Placements and Employment Services arranged by Shaw Trust to meet theneeds of long-term IB Customers, or engagement with the floating support workersprovided by Herefordshire Supported Housing for lone parents.PPEP Reviews All mandatory and voluntary Customers are required and supported to

regularly review their PPEP. Progress against the PPEP is assessed regularly during one-to-one appointments and formal Quarterly Progress Reviews, allowing continuousdiagnostic feedback. Sercos IMPACT system requires Adviser and Customer to review


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4.1 (continued). progress against each identified need, and Jobseekers are asked to self-assess the extent to which their needs have been addressed. Sanction doubts are raisedwith JCP if mandatory Customers fail to implement notified and mandated actions.Voluntary Customers who consistently fail to comply with agreed actionsengage in reviews to identify and address any barriers to participation. PPEPsare also revisited during Transition Reviews, ensuring the subsequent provider is able to

build on progress made.Transition Reviews Transition Reviews take place within two weeks of the end ofEngage and Enable for both mandatory and voluntary Customers. Jobseekers reviewprogress with their Adviser and key next steps are identified. Following this reviewIMPACT matches the Customer to a next Phase Provider, based on the identified needsof the Customer and the expertise and experience of each Provider. For example, Stoke-on-Trent College deliver Flexible Routeways for Customers with mental health issues,exceeding their Job Outcome target by 10%. Trainbrains work successfully with ex-offenders and are the preferred supplier for Warwickshire Probation Trust. Warmhandovers coordinate the transfer between Phases via a three-way meeting orteleconference to promote effective engagement. The new Provider books the Customers

first face-to-face meeting; outlines transport routes; identifies accessibility, communicationor other needs; sends written confirmation of the appointment; and reviews the Customerjourney and PPEP via IMPACT before the first meeting, facilitating a seamless transition.Enable Jobseekers in Coventry and Warwickshire, Staffordshire, and The Marches,who do not move into sustained work during Engage are supported to transition to theEnable Phase; 44 weeks of individually-tailored support based on the needs identified,and building on the progress made, during Engage. The right Customer-Provider matchand increased investment at this Phase enables complex constraints to be addressed.Customers experience a minimum of fortnightly interventions, with levels continuallyreviewed to maintain effective progression. Additional activities and interventions during

Enable include: specialist health and disability support, such as access to clinicalinterventions for Customers with mental health conditions through Shaw Trust inpartnership with NHS Trusts and Mencap UK; and bespoke training in the use ofspecialist ICT equipment delivered by Shropshire County Training, preparing visuallyimpaired Customers for technical support roles. These specialist interventions are work-focused, targeted at addressing the health constraints faced by Customers in moving intoemployment. Providers concentrate on condition management and improving Customer

confidence vocational training and work placements, such as the courses deliveredby North Staffordshire YMCA, who specialise in preparing Jobseekers for jobs in socialcare, healthcare, and administration. Voluntary Customers may particularly benefit from

taster days and part-time activities to re-introduce them to the workplace. supported

employment delivered by Queen Alexandra College in hospitality and horticulture referrals to Integrated Support Services (ISS). Sercos directory of ISS will providewrap-around support to address specific needs. Services include: the Alcohol and DrugsService in Staffordshire (ADSIS), which includes peer support sessions; and over 20Community Mental Health Teams advisory services and clinical interventions. Sercodevelops priority referral mechanisms with these local services to enable Customers to bereferred, or self-refer to, ISS at any point, whilst maintaining regular contact with theirAdviser.Empower Jobseekers who do not move into sustained work during Enable aresupported to transition to the 44-week EmpowerPhase, and are again matched to themost suitable Provider to meet their current needs. The focus of Empower is on self-

directed jobsearch, with supported access to a range of resources, including: IT facilities

group workshops peer-to-peer mentoring and community-based interventions suchas Work Clubs. Customers experience a minimum of fortnightly interventions, with levels


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4.1 (continued). tailored to ensure progression is maintained. Empower Providers delivereffective interventions in varied formats such as Telford & Wrekin Links drop in service(Club 11) through which Shropshire Country Training offers structured group activities andpeer knowledge sharing and inspiration sessions, and Stoke-on-Trent Colleges job shopswith companies such as Indesit and Fole Dairies.The Specialist Journey Sercos Specialist Journey runs alongside the main Customer

Journey, providing the same minimum service levels. It is accessible to both mandatoryand voluntary Customers. It has been designed for Customers with the highest supportneeds, which are best met by expert Providers. Specialist Provision also includes self-employment support (Business Enterprise Support, Balancing Business and WestMidlands Chambers of Commerce); access to creative industries (Armstrong Learning);50+ support (Age UK); and support for ex-services personnel (Regular ForcesEmployment Association, RFEA). Customers on the Specialist Journey receive tailored

support via in-house delivery and access to external services. For example: RFEAaddresses employment needs of ex-service personnel and works with Veterans First

Point to provide access to specialist mental health experts and Communication Plusprovide British Sign Language (BSL) training and BSL interpreters for deaf Customers at

job interviews and inductions. Customers are referred to Specialist Providers directly fromJCP, ensuring they receive the most suitable provision from day one. Additionally,Customers identified as suitable for this provision during Engage can be transferred atany point. Customers participate in a Transition Review by week 60, at which point theymay transfer to a Provider delivering Empower, or remain with their current Provider forthe whole programme.In-Work Support Serco has designed a Customer Journey that prioritises in-worksustainability from day one. Following the initial Sustainability Assessment, Advisershelp Customers to develop long-term strategies to deal with issues that may impact on jobsustainability, such as caring responsibilities and fluctuating health conditions. They agree

objectives relating to pre-employment activity and in work support requirements from theoutset. Once a Customer is offered a job, the Sustainability Assessment is updated to

address areas such as company analysis, including the employer support mechanisms

available match to the job, including suitability of working hours, skills and abilities fit the Customers ability to manage change, such as a new transport routine or changes to

childcare arrangements and specific needs, such as health needs that must beaddressed in work. In-work support is delivered by the Adviser/Provider who assisted theCustomer into work. An In-Work Action Plan is agreed, and recorded on IMPACT,

including a contact plan and additional measures such as: condition management

professional development work-based learning coordinated contact with wider

agencies ongoing jobsearch, for example where work is seasonal and Access to Work

to fund aids and adaptations for disabled Customers. An Employment AssistanceHelpline, brokered by Serco, further provides a professional 24/7 service that is availableto both Customer and employer, with advice available on a wide range of work-relatedand personal issues. Employers supporting Customers with disabilities can also accessourEmployers Forum on Disability Helpline for specialist advice. Where employmentis not sustained, steps are taken to match Customers to alternative employment. Thosere-entering the programme return to their Provider to review progress, identify issuesaffecting sustainability, update the PPEP, and receive support to return to work.Completion: Customers not sustaining work by the end of their Allotted Time will beasked for feedback on the service received in order to inform their personal next stepsand also the continuous improvement of the programme. Their Adviser finalises the PPEPat weeks 102-104; this informs the Exit Report generated by IMPACT to be sent to JCP.


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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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4.1a. RationaleSercos Customer Journey is designed to identify and meet thejobseeking needs of all Customers to support the maximum number into sustainedemployment. It has been developed in consultation with a wide range of specialistpartners as well as different claimant groups via a series of tailored focus groups. It hasalso been tested against DWPs Critical Success Factors. Our Customer Journey is bestplaced to meet the needs of all individuals in all Customer groups because it:

Creates three distinct Phases Through a Customer Journey with three distinctPhases (detailed in 4.1), our model: reflects the evolving needs of Customers as they

move through the two-year programme mitigates parking of Customers, with

successive Providers incentivised to optimise performance and maximises Jobseekersopportunity to find work by introducing them to up to three different Provider approaches.Engage provides an up-front, in-depth assessment and supports those closest to thelabour market into work quickly and effectively. Evidence from previous programmesshows that 16 weeks is the optimum length of time to support these Customers into work:for example, 60% of Sercos Job Outcomes are achieved during the first 15 weeks of aCustomers FND provision. Customers who do not find work during Engage are supportedto move to Enable. Enable provides 44 weeks of individually-tailored support based onthe needs identified in the Personal Profile & Employment Plan (PPEP), and building onthe progress made during Engage. The right Customer-Provider match and increasedtime and investment allows complex constraints to be addressed.OurEmpowerPhasereflects the fact that, by week 60 of Sercos Work Programme, Customers proximity towork will have increased as a result of the significant investment and support alreadyreceived. This Phase draws on the Customers improved employability to provide afocused environment for the Customer to use their enhanced skills and confidence tojobsearch. Customers continue to participate in regular one-to-one and group-basedinterventions, with the frequency based on individual need;

Introduces transitions to drive performance Previous employment programmes

have demonstrated that introducing transitions can help to create an uplift in performance.For example, Sercos FND delivery has seen up to a 40% uplift in Job Outcomes at theend of our programme Steps. Evidence suggests that transitions are effective inchallenging comfort zones, introducing a new Adviser with a fresh approach and keepingJobseekers focused on the objective of sustained employment. This extra impetus is lostwhen a single Provider delivers an end-to-end service;

Delivers in-depth Customer diagnostics Serco has introduced aPPEP that driveseach Customers personalised journey through Sercos Work Programme. Described in4.1, the PPEP employs an unprecedented level and quality of assessment to evaluateeach Customers needs in relation to their Realistic Job Goal. This determines thesubsequent support that the Customer receives. During each review, Customers are

supported by their Adviser to review progress against identified needs;Ensures a strong Customer-Provider match Sercos Work Programme is deliveredthrough a diverse network of the best local and national welfare-to-work Providers with a

wide range of specialist expertise. For example: i2i whose Coaching Academy pilots

achieved 70% Job Outcomes and NACRO who supported over 300 ex-offenders intowork last year in Coventry and Warwickshire, Staffordshire, and The Marches. At eachPhase, informed by the PPEP, Serco ensures that all Jobseekers are matched to aProvider with the right expertise to support them to access and sustain employment;

Provides Customers with the highest support needs with targeted support fromday one Our extensive consultation with industry experts has identified that Jobseekers

with the highest support needs are best served by Specialist Providers with the expertiseto support them into work. Specialist Providers in this CPA include: The Princes Trust,

who have experience of working with ethnic minority Customers and refugees

Imagematch who specialise in supporting BAME groups, NEETs and rural Customers


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4.1a (continued). and Communication Plus, specialists in supporting people with hearingimpairments into work. Customers can be referred to Sercos Specialist Journey from dayone (detailed in 4.1);

Targets support to voluntary Customers, including IB/IS Customers Sercocoordinates marketing activity across our supply chain to target voluntary Customers,including those eligible under ESF. Our use of local Providers with existing community

links enables us to raise awareness of the Work Programme provision with voluntaryCustomers. For example, Shaw Trust brings links to all five Primary Care Trusts and theCommunity Mental Health Team network that will enable us to effectively support IBCustomers. Once an Attachment has been registered, Serco ensures the active

participation of voluntary Customers by: monitoring sample PPEPs to ensure that theneeds of voluntary Customers are accurately identified and addressed and that individual

progress is made requiring our Subcontractors to follow up non-attendance of voluntaryCustomers within three working days, with significant levels of non-attendance highlighted

during monthly Subcontractor performance meetings providing access to our network ofIntegrated Support Services (ISS), including specialist services for IB and IS Customers,

such as Shrewsbury Chronic Pain Management Clinic

and tailoring in-work support tomeet individual needs;

Provides a strong focus on in-work sustainability Analysis of our FND deliveryidentified that Customers in-work support needs were often addressed at the point of joboffer. Sercos Customer focus groups reinforced the need to identify in-work supportrequirements earlier, enabling any potential issues to be addressed throughout theCustomer Journey. In response, we have introduced a sustainability assessment into ourPPEP that identifies in-work risk factors at the start of the programme. Sercos analysis ofthe reasons why Customers fail to sustain work has revealed that it is often personalissues and life changes, such as caring responsibilities and fluctuating health conditions,that are the root cause. To address this, Serco has brokered an Employment Assistance

Helpline which Customers and Employers can access. This provides 24/7 advice andcounselling on a range of work-related and personal issues. It is delivered by Care First:80% of whose current service users report that the service helped to prevent job loss;

Addresses complex and diverse needs Many Work Programme Customers will facea wide range of complex needs that impact on their ability to access and sustain work.Customers on Sercos Work Programme are supported by their Adviser to access ournetwork of ISS to address these needs. By aligning delivery with wider support services,Serco ensures that each Customers needs are addressed holistically, whilst deliveringvalue for money by avoiding service duplication. Referrals to ISS are tracked andmanaged via Sercos Intelligent Milestone, Programme And Case Tracking system(IMPACT).

Benefits to individual Customer groups Serco has designed a Work Programmesolution that maximises the benefits to all Customer groups in Coventry andWarwickshire, Staffordshire, and The Marches. This has been developed in consultationwith our Expert Reference Group, attended by a wide range of specialist partners,including Barnados, Crisis and the Centre for Mental Health. The Group has providedcritical feedback on the development of our evolving solution, with a particular focus onthe needs of diverse Customers. We have also established a Disability Expert ReferenceGroup, which includes RNIB and RADAR, that has informed our solution specifically inrelation to the needs of disabled Jobseekers. As an FND Prime Contractor for this CPASerco has an in-depth understanding of the diverse needs of Jobseekers in this CPA. Ourdedicated Partnership Managers and Contract Director have spent the last 18 monthsworking in partnership with over 80 local Providers and 90 stakeholders to betterunderstand, and align our services to address the diverse needs of Customers. Our FND


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4.1a (continued). performance and quality management activity has enabled us to identifywhat works for our current Customers, including the services that are in most demand andthose that support achievement and progression. Serco has drawn together a network ofestablished local Providers from the public, private and third sectors, whose diverse rangeof expertise and experience makes them best placed to meet the needs of Jobseekers inCoventry and Warwickshire, Staffordshire, and The Marches. Serco adds to this local

expertise by facilitating training to all frontline staff across our network in a range ofspecialist areas to enable them to address diverse Customer needs.

Our localised model is uniquely able to benefit the following Customer groups:

JSA Customers: Serco has direct experience of delivering in the urban areasof Stoke-on-Trent and Coventry, with the CPAs highest proportion of JSA, longterm unemployed and 50+ claimants, as well as the rurally isolated areas ofShropshire and Herefordshire. In this diverse region Customers face a range of

challenges accessing the labour market, from lack of relevant skills in growth

areas such as logistics and telecoms literacy and numeracy needs mental

health issues

intergenerational unemployment

language and cultural barriers inBAME and migrant communities in Coventry access to employment opportunities inrural and outlying industrial areas. Sercos provision benefits this Customer group

through: Subcontractors with experience of meeting Customer needs, such asStoke-on-Trent City Council, whose JCP Support Contract is achieving 46% JobOutcomes; and Telford & Wrekin College who deliver vocational and Skills for

Life training and provide rural outreach the 65% of our Providers who deliver

accredited skills training and access to a range of ISS services includingCoventry MIND for mental health support and Coventry Ethnic Minority ActionPartnerships ESOL training and volunteering programmes. Serco also providestargeted support for the 15,270 people under the age of 25 claiming JSA in this CPA

through Providers who address young peoples lack of work experience andmanage expectations of work; for example North Staffordshire YMCA which

provides work experience placements at Stoke-on-Trent University Hospital and Stoke-on-Trent Colleges Skills for Employment programme, offering 18-24 year olds

employability and skills training. All groups withinESA and Ex-IB: Stoke-on-Trent and Coventry have the highest numbers of ESA/IB Claimants in the CPA,and a high proportion of out-of-work benefit claims in the ex-industrial townsof Newcastle-under-Lyme and Stoke-on-Trent are for disability benefits.Customers face a range of challenges including those relating to commonmental health problems, musculoskeletal diseases, and diseases of the

nervous system; low confidence levels due to duration out of work (particularlyin Stoke-on-Trents pot bank communities); and lack of relevant skills. SercosEnable Phase provides an increase in investment and time, and enables accessto health services as required by individual Jobseekers. The emphasis is oncondition management, such as: Cognitive Behavioural Therapy (CBT) and

physiotherapy. Sercos provision benefits ESA and Ex-IB Customers through: employment-related training for Customers with learning difficulties by WISE

Ability subcontracting to Providers with a proven track record Shaw Trust

achieved 40% Job Outcomes over the life of NDDP and the expertise of ournetwork 26% of our Providers deliver CBT; 56% of are experienced in

assisting people with mental health needs; and 67% deliver specialist disabilitysupport. Customers with disabilities can access our Specialist Journeydelivered by organisations such as Royal National College for the Blind andQueen Alexandra College, and specialist health ISS provision with Providerssuch as Herefordshire MS Thera Centre which offers thera and self-hel


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4.1a (continued). Helpline; IB Customers Voluntary IB Customers haveequal access to the health-based and condition management interventionsavailable for ex-IB and ESA Customers. Serco markets directly to existing IBCustomers by displaying our publicity materials in local GP surgeries, healthcentres and Centres for Independent Living. We focus in particular onmarketing to the high numbers of IB Customers in the wards of Foleshill

(Coventry), Bentilee & Townsend, and Burslem South (Stoke-on-Trent). Sercoslocal Providers bring links to existing services that enable us to engage withthese Customers and address their needs holistically. For example, NorthStaffordshire YMCA has close links with Stoke-on-Trent PCT and NorthStaffordshire University Hospital. Serco brokers links with existing national andlocal initiatives that are in place for IB Customers on behalf of our network, forexample Improving Access to Psychological Therapies and the NorthStaffordshire Fit for Work pilot. Our Providers bring expertise in engaging IBCustomers and supporting them back into sustained employment. Forexample, Shaw Trust has been supporting disabled people into work for over

20 years, and JHP are currently delivering Work Choice provision in the CPA.

Early Access Customers: NEETs 9.8% of the local population arecategorised as NEET in Stoke-on-Trent, 9.4% in Telford and Wrekin, and 6.9%in Coventry, compared to the regional average of 6.6%. Sercos network meetsthe needs of this group through youth skills Providers such as NorthStaffordshire YMCA, and through our pilot of the ReSync online mentoringprogramme. This flexible, on-demand support by professional counsellors, and aCustomers trained peers, tackles barriers to work and provides in-work support for NEET

young people Ex-offenders every month, over 400 offenders released fromprison return to the Local Authorities in this CPA, from the 11 prisons in theWest Midlands. These Customers face a range of challenges around housing,

mental health, and substance misuse. Customers will benefit from Sercosestablished links with specialists such as St Basils, Turning Point and Princes

Trust; and our subcontracts with NACRO, the Princes Trust and Trainbrains. Needs of other early access Customers including ex-services personnel,homeless, Customers with substance misuse issues, are addressed by SercosSpecialist Providers such as RFEA and Armstrong Learning, and our ISSprovision which includes Housing Trusts such as Sanctuary Housing

(Worcester) and Epic Housing (Stoke-on-Trent).IS Customers Sercomarkets our Work Programme provision to IS claimants in Coventry andWarwickshire, Staffordshire, and The Marches, including the 27,610 lone parents

and the 6,950 carers. We will focus particularly on the areas with the highestnumbers of IS claimants, for example, the wards of Foleshill (Coventry),Batchley (Redditch), and Warndon (Worcestershire). Our Subcontractors bringlinks to local services that enable us to both engage with these Customers andaddress their needs holistically. For example, Beacon Employment has well-established links to local social services through their holistic family supportprojects and SFA-funded Next Step provision. These links enable them toengage with lone parents living in Worcestershire and Shropshire and toaddress their employment and childcare needs in tandem. Our Subcontractorsalso bring links to services such as carers charity Crossroads, with sitesthroughout the region. Sercos Child Poverty Expert Reference Group, whose

members include Daycare Trust, Gingerbread and Family Action, will provideexternal scrutiny to ensure that our Customer Journey maximises benefits to ISCustomers. Serco will work in partnership with Carers UK to identify additionalsupport for carers who volunteer for the programme. Support for carers is


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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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4.1b. Sercos minimum service levels Serco has developed a unique CustomerCharter that details our minimum service levels and is explained to all mandatory andvoluntary Customers at the start of their journey. The Charter is advertised at all deliverysites and on our bespoke Jobseeker website and is made available in alternative formatsto ensure accessibility for all. Customers are invited to assess the service that theyreceive against our minimum service levels through our regular Customer feedback

mechanisms. Serco monitors parity of outcomes to ensure that our minimum servicelevels deliver equality of access and opportunity to all Customer groups. Our minimum

service levels are as follows: Engagement& Attendance We target our Providers to:

ensure that referrals are attached to the programme within seven days of the referral

date deliver a full, assured induction to Customers within 14 days of initial referral.Throughout the programme, Providers are required to follow up any Customer non-attendance within three working days and to refer all Customers eligible for sanctionactivity to Jobcentre Plus. Serco defines strong minimum levels of Customer attendance,with all mandatory and voluntary Customers required to attend at least fortnightlyinterventions throughout Sercos programme. As detailed in 4.1, group-basedinterventions increase during the Empower Phase, except for those with the highest levelof need, such as ex-IB Customers or the ESA Support Group, who engage in a higherproportion of one-to-one appointments. Customers with complex needs such as learningdisabilities and autism, and those pursuing self-employment, are supported to access ourSpecialist Journey from day one. All Customers are supported by a Personal Adviser, whocoordinates engagement with wider support agencies, including referrals to our Integrated

Support Services (ISS). Personal Profile & Employment Plan (PPEP) Customers onSercos Work Programme work alongside their Adviser to agree an initial PPEP by theend of their third appointment, which is then progressively developed throughout their timeon the programme. The PPEP includes an in-depth needs assessment that identifies eachpersons Realistic Job Goal and their individual needs in relation to that Job Goal.

Customers agree actions to achieve their Job Goal and are supported to create a tailoredCV. The PPEP is updated during one-to-one appointments and formal Quarterly Progress

Reviews. Transitions Customers due to transfer to a new Phase of provision onSercos Work Programme participate in a Transition Review and are supported through awarm handover to the new Provider. The Customers PPEP travels with them to the nextPhase. The quality of information transferred with each person must be formally reviewed

(and reported) as acceptable or unacceptable by the receiving Provider. Sustained JobOutcomes The PPEP uniquely includes a Sustainability Assessment that evaluatesprevious patterns of in-work sustainability. All Customers agree a tailored packageoflong-termIn-Work Support with their Adviser that includes planned in-work contact and an in-work benefit calculation.

Rationale The rationale for our minimum service levels is built from: the experience ofSerco and our Subcontractors of the activities that are most likely to support an individualinto sustained employment our FND teams have conducted on-site observations andanalysed Management Information to identify the activities that correspond to high levels

of sustained Job Outcomes analysis of Customer priorities and concerns, gained via our

series of Customer focus groups and our existing feedback procedures and the input ofour unique Expert Reference Groups. These groups include specialist partners (such asthe Centre for Mental Health, the Employers Forum on Disability and Barnardos) andhave shaped our minimum service levels in relation to the diverse needs of Customers.Our minimum service levels mitigate the risk of Customers with more complex needs

receiving a lower standard of service by:

requiring Subcontractors to engage withCustomers fortnightly throughout the programme introducing the PPEP to ensure

Jobseeker progression and giving Subcontractors a fixed period of time at each Phaseto achieve an Outcome with each Customer. Sercos minimum service levels have been


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4.1b (continued). tested with our Subcontractors to ensure that they are affordable anddeliverable. They are built on our detailed financial modelling of what is affordable forSubcontractors to deliver at each Phase, underpinned by our understanding of the

Provider cost base gained during FND. Our financial models take into account: the

number of Customer interventions to be delivered at each Phase the length of each

intervention the performance outcomes to be achieved by frontline staff members at

each Phase and the resources required to deliver effective in-work support. Thesefinancial assumptions have informed our Subcontractor payment terms, ensuring that theyare sustainable. Our payment terms include both start-up and outcome-based fees,providing the right level of cash flow and resource to deliver our minimum service levelsand achieve performance outcomes. The commitments in our Customer Charter areunderpinned by KPIs for Subcontractors to ensure that these standards are met orexceeded. We have developed contractual Standards of Excellence for Subcontractors,emphasising our commitment to exceptional Customer service.Addressing needs by Customer group Sercos Quality Assurance (QA) Team isresponsible for auditing and continuously improving the capacity of our supply chain to

meet the diverse needs of all Customer groups, including:

ensuring activity to raiseawareness among voluntary groups of the service available monitoring sample PPEPsand CVs during monthly compliance checks to ensure that they are tailored to each

persons identified needs and meet our best practice standards monitoring the matchbetween a Customer and their Provider at each Phase, ensuring it is based on needs

identified in the PPEP and conducting premises audits to evaluate accessibility. Sercos

QA team further monitor services as follows for each Customer group: All groups

within ESA and Ex-IB reasonable adjustments to services to enable full participation forCustomers with disabilities, including varying communication methods and appointment

times appropriate referrals to ISS, such as Shropshire Councils Enable supported

employment scheme for disabled Customers appropriate use of discretionary spend tofund interventions such as condition management, vocational rehabilitation and or

Cognitive Behavioural Therapy and specialist in-work support, including the provision ofworkplace aids and adaptations via Access to Work. Serco has factored higher numbersof interventions for ESA and ex-IB Customers into our financial models and Subcontractor

payment terms to reflect their anticipated level of need. Existing IB Customers equal

access to the services available for ex-IB and ESA Customers targeted marketing via

GP surgeries and health centres discretionary spend to fund interventions such as

chronic disease self management courses and stream-lined, referral mechanisms to

ensure those volunteering receive tailored support to start the programme. JSA 18-24tailored support, including Princes Trusts Get Into programme of intensive employment

focused training and alignment with local provision, including South StaffordshireColleges Entry to Employment provision. JSA 25+ appropriate access to ISS,

including for Jobseekers over 50, via Age UK targeted discretionary spend, for example

to fund interview clothing information and services in alternative community languages

for those with English language needs and access to over 80 local outreach sites JSA

Early Access stream-lined, supported referral mechanisms coordination of PPEPactivities with wider agencies, such as the Customers Offender Manager or housing Key

Worker targeted discretionary spend and cross-referrals with ISS, such as the

Cranstoun Drug and Alcohol Service. IS Customers targeted marketing via Childrens

Centres, schools and nurseries supported referral mechanisms and the development

of a Care Plan to address in-work childcare and care needs.


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PART 5: SUPPLY CHAIN MANAGEMENT

[5.1] Delivery Strategy

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 (continued). and Warwickshire; Staffordshire; Herefordshire and Worcestershire; and

Shropshire. Sercos directory ofIntegrated Support Services (ISS) comprises statutory services such as drug and alcohol support services (Stoke-on-Trent Safer City

Partnership). Providersoffering supplementary services that can be purchased by

Subcontractors as required, including physiotherapy for musculoskeletal conditions andspecialist organisations to advise Sercos delivery network on how best to support specific

Customer groups, such as RFEA. Serco acts as a broker between our Subcontractorsand ISS Providers, negotiating payment terms and facilitating cross-referral mechanisms.

As Prime Contractor, Serco is responsible for: timely and accurateprocessing of

referrals from Jobcentre Plus setting, tracking and reporting transparently against KPIs

and minimum standards coordinating marketing to potential voluntary Customers

coordinating employer engagement activity coordinating strategic partnership working toensure maximum alignment of the Work Programmewith wider regional initiativesand

fundingmanaging our bespoke information and case management system,IntelligentMilestone, Programme And Case Tracking (IMPACT), which drives performance,

Customer progression and timely and accurate transfers sharing best practice across

the supply chain, continually driving improvements in compliance, performance, qualityand impact andoverall responsibility for performance, including the management offlows between Providers and management of financial risk.Delivery strategy rationale Serco has drawn on our expertise across a depth andbreadth of service delivery to design a strategy that maximises the potential outcomes ofthe Work Programme. We have gained input from our Expert Reference and Customerfocus groups to ensure that our delivery model meets the needs of all Jobseekersincluding the hardest to help. We have also learnt lessons from our experience in supplychain sourcing and management, particularly from 18 months as FND Prime Contractor inthis CPA. We have refined our delivery strategy and model to more closely align with theneeds of the CPA and bring the best-performing Providers to our network.

Serco's Work Programme delivery strategy is the best approach because:Subcontracting all frontline delivery enhances efficiency and effectiveness. Bycombining our strength and experience as a Prime Contractor with the expertise of thebest local and national welfare-to-work organisations, we will support more people intosustained employment than has been achieved before. Serco has selected the highest-performing Subcontractors from our current network, and has brought in new Providerswith a proven track record to strengthen our network and meet the full range of Customerneeds in the Work Programme. Last year alone our Subcontractors collectively supportedmore than 30,000 economically inactive Jobseekers into employment. Our provenapproach to contract management, continuous improvement and capacity building will

help our Subcontractors to develop further and build on what they do best.

Breaking upthe programme into three Phases will support more Customers into work than end-to-end provision. Previous employment programmes have demonstrated that introducingtransitions can help to create an uplift in performance. For example, Sercos FND deliveryhas seen a surge in performance of up to 40% before the end of each of our programmeSteps. Progression to the next Phase also brings a new Adviser with a fresh approach,and allows each successive Provider to represent a closer match, using an updatedanalysis of eachCustomers needs. Our payment terms for Providers facilitate the model,with up front/attachmentpayments paid to Providers of all three Phases. This, combinedwith limited delivery periods, supports Subcontractors cash flow, ensuring the

sustainability of the smaller and voluntary sector Providers in our network. A multiple

Provider model drives higher performance than a single Provider model. MultipleProviders at each programme Phase drives performance by fostering competition. Openperformance reporting on our FND has demonstrated how Subcontractors benchmarktheir performance against one another, driving up standards. Multiple Providers also


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5.1 (continued). mitigate risk to performance. Should one Provider under-perform orcease trading, there is an alternative Provider in the network already delivering the same

service. A diverse network maximises our capacity to help more Customers intosustained employment. Experienced welfare-to-work Providers, such as i2i and SarinaRusso Job Access, are particularly strong in terms of job brokerage and supporting largenumbers of Jobseekers who are closest to the labour market into work quickly and

efficiently. Smaller, specialist Providers, such as Beacon Employment and Trainbrains,are more effective in meeting the specific needs of Customers with more complexconstraints to work. With the right blend of expertise in our network, Customers can be

matched to the best Provider to meet their individual needs. Subcontracting to localProviders better enables Serco's Work Programme to meet the region's specificneeds. Our Subcontractorscollectively have 396 years experience of delivering inCoventry and Warwickshire, Staffordshire, and The Marches. They understand and are

best placed to address regional and local worklessness issues, including: rural isolation

long-term and inter-generational unemployment and labour market needs and skillsmismatch. For example, Shropshire County Training aligns with the logistics sector toprovide relevant training for rural Customers, and their well-established links withemployers and stakeholders enables them to tap into existing regeneration activity,including the i54 business and technology park in Staffordshire which will create 6,000jobs by 2020. By subcontracting to local Providers with existing infrastructure, we ensure,

at a reduced cost: more specialist responses more community-based solutions andgreater alignment with local objectives. It also ensures as smooth as possible a transitionfrom outgoing contracts such as FND the majority of our FND Providers in this CPA willparticipate in delivery of Sercos Work Programme. This provides ongoing benefit from theextensive partnership networks that Serco and our network have developed throughoutthe region, which will also help generate referrals of voluntary Customers from day one ofdelivery. As a learning organisation, Serco may alter our delivery model in response to

local need, stakeholder consultation, and continuous improvement to optimise networkperformance.Our approach to working with Subcontractors is driven by the objective of meeting theneeds of all Customers in the CPA and aligns with the Merlin Standard and DWPs Codeof Conduct. In selecting Work Programme Subcontractors, Serco identified and evaluatedthose organisations who could best meet the requirements of the Customer groups in thisregion, including the hardest to help. This was done in consultation with Customerrepresentative groups and community organisations, our existing network and potentialSubcontractors, and key stakeholders. In some cases, we selected organisations whoscored less highly against certain criteria but who demonstrated specialist expertise andthe potential to develop. This approach has resulted in a diverse network of Providers,

including 44% from the voluntary sector. Sercos supportive pricing regime with multiplestaged payments facilitates the inclusion of smaller or voluntary sector organisations,whilst our proven ability to build capacity supports their performance and growth. Sercosrobust performance management system is designed to continually drive the rightbehaviours in our Providers in relation to meeting the needs of all Customers. This isachieved through our KPIs and corresponding Standards of Excellence, which underpinperformance and ensure a minimum level of service to all Customers, as set out in ourCustomer Charter. Sercos quality assurance and audit activities focus on assuring thequality of the Customer journey, ensuring that interventions are tailored to Jobseekerneed. Serco deploys a Continuous Improvement Manager who works alongside a SWOTteam to address any specific Provider capacity issues and to develop sustainable

solutions. Sercos Trainer supports Subcontractors to identify and address the skills needsof their Advisers to ensure that they are equipped to meet all Customer needs.


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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. Sercos Welfare to Work (W2W) business operates within the Civil GovernmentDivision of Serco Group. The W2W Managing Director, [REDACTED], reports to[REDACTED] Chief Executive of Civil Government, who in turn reports to Sercos GlobalManagement Board. The Civil Government Management Board evaluates the W2Wbusiness monthly against our contractual targets, financial forecasts and risk assuranceobjectives. Every Serco contract has a Contract Board that assures effective contractual

delivery and provides resilient upwards accountability. Our Work Programme Boards willinclude Senior Managers from across Serco, with DWP and JCP also represented.Responsibilities and Reporting Lines Sercos W2W National Performance Directoris responsible for ensuring the achievement of our contractual targets. They manage aRegional Performance Directorfor the Coventry and Warwickshire, Staffordshire, andThe Marches who in turn manages a team of regional Performance Managers. Thisteam is responsible for: monitoring and managing Subcontractor performance against

agreed KPIs anticipating and mitigating any risks to under-performance managing the

effective flow of volumes across the network to drive performance and reporting monthlyon regional performance. Our central Senior Employer Engagement Manager reports tothe National Performance Director and manages a team of regional Employer

Engagement Managers. This team is responsible for increasing the number of vacanciesbrokered by our network. Sercos IS & Business Process Manageralso reports to the

National Performance Director and is responsible for managing: our dedicated Business

Processing Unit in Rhyl and the effective roll-out of our Intelligent Milestone, ProgrammeAnd Case Tracking system (IMPACT). Sercos National Delivery Assurance Directorisresponsible for ensuring that our Work Programme delivery meets DWP contractualstandards, legislative requirements and Sercos best practice standards. Their direct

reports include our: Head of Quality Compliance Manager Safety, Health &

Environment Lead MI Manager Continuous Improvement (CI) & Training Managerand Information Security Manager. Our Head of Quality manages a Complaints &

Investigations Manager and regional teams ofQuality Assurance (QA) Managers, whoare responsible for assuring the quality of our provision across our delivery networks,supported by QA Assistants. The Compliance Manager is responsible for complianceand fraud prevention across our networks. Sercos Continuous Improvement (CI) &Training Manageroversees both a CI Manager and a Trainer in Coventry andWarwickshire, Staffordshire, and The Marches. The CI Manager works alongsideSubcontractor Senior Management Teams to identify any critical underlying issuesimpacting on performance and co-develop sustainable solutions. The Trainerworksalongside Subcontractor HR leads to identify and address the skills needs of frontlineteams. Sercos Strategic Directorfor England is responsible for establishing our MutualManagement Board in this CPA. OurBusiness Development (BD) & Enterprise

Directormanages: regional BD & Enterprise Managers, responsible for aligning ourdelivery with wider local services and brokering additional investment into the network and ourHead of Communications, who oversees and coordinates communications ineach CPA, supported by central Communications Managers. OurSenior Finance &Commercial Managermanages regional Finance Managers, responsible for financialforecasting against contract profiles.

Serco has identified the required management skills and expertise for our Contract

Management Teams through our: analysis of the core competencies required to bothdrive the achievement of optimum outcomes across our supply chains and assure the

quality of our frontline delivery, gained through our 18 months of experience as the onlyPrime Contractor in welfare-to-work delivering entirely through local Subcontractor

networks management of contracts in the local region, including leading on the Together

for Children partnership and consultation with local stakeholders. Serco delivers these


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5.2 (continued). required skills and expertise through targeted recruitment activity. Werecruit locally where possible, drawing on local management skills and expertise, andcreate secondment opportunities for local organisations such as JCP. Serco has identified

the management skills required within our Subcontractors through: skills analysis of our

best performing FND Providers consulting existing partners in the region such as

Regional Action West Midlands our Subcontractor Questionnaire, which asked Providers

to identify the skills that they require in their management teams and their existingstakeholder relationships and local consultation conducted by our Partnership Manager[REDACTED]. She has met with the management teams of over 40 local Providers overthe last six months to determine the management skills required to support effectivedelivery in the region. We will ensure that these identified management skills are deliveredthrough our rigorous, assured selection of the best local Subcontractors, drawing togethera rich mix of Providers from a range of sectors. We continue to ensure that the requiredmanagement skills are in place through our Due Diligence process and ongoing resourceplanning with Providers.

Working with our supply chain and delivery partners Serco works with themanagement teams of our Subcontractors to create a learning, integrated network using:

our online TOOLKIT to share best practice networking events regular communication

coordinated by our Head of Communications and award and celebration ceremonies.Every Subcontractor has its own management structure and internal reporting lines, and

Serco requires Providers to identify leads for: operations and performance management

quality assurance HR & staff development finance and data security. SercosContract Management Team interface with the relevant Subcontractor lead duringstructured interventions, defined by our KPI regime and Delivery Assurance Framework

as follows: Performance Managers support and challenge Subcontractor achievementof their agreed KPIs. Subcontractor Operations Managers participate in weekly telekits

and monthly face-to-face meetings with their Performance Manager to review and analyseperformance, including reasons for any under-performance. Quality Assurance (QA)Managers work with Subcontractors to monitor the qualitative aspects of their delivery,ensuring compliance with DWPs contractual requirements and Sercos minimum servicelevels. Our Quality Improvement Framework informs a series of mandatory QA andcompliance activities, including monitoring sample claims and observing Customer

interactions, conducted by ourQA Assistants. The Regional Performance Directormeets with Subcontractor Senior Management Teams during quarterly strategic reviewsto take a high-level view of performance. The previous quarters performance is analysed

and priorities agreed for the month ahead. Employer Engagement Managers (EEMs)

support Subcontractors to assess and continuously improve the effectiveness of theiremployer engagement activity and to maximise its impact on performance. EEMs hostmonthly meetings with Subcontractor employer engagement leads to share best practice

and coordinate engagement in response to forthcoming regeneration opportunities. TheCI Managerworks at a strategic level with the Senior Management Teams of under-performing Providers to identify any critical underlying issues preventing optimumperformance. They are supported by a virtual SWOT team (Strengths, Weaknesses,Opportunities, Threats) on a case-by-case basis to address any critical systematic

challenges faced by a Provider. The regional Trainersupports Subcontractor HR leadsto continuously assess the skills needs of their delivery teams. Ongoing needs analysisfeeds into the development of bespoke training modules facilitated by Serco and our

specialist partners. Sercos Mutual Management Board (MMB) provides a clear interfacewith our local delivery partners in this CPA. MMB members are responsible for identifyingthe Executives within their organisations who will be accountable for partnerships with oursupply chain. The nominated service lead and a Subcontractor representative agree a


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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. Serco has designed a Customer Charter that will ensure a consistently high standardof delivery across our Provider network, meeting and exceeding our minimum standards.Our Charter is underpinned by a set of bespoke Key Performance Indicators (KPIs) andStandards of Excellence (SOEs) for Subcontractors. Our KPIs reflect DWPs contractualrequirements and provide the appropriate commercial challenges and incentives to driveSubcontractor achievement of performance outcomes. Our SOEs relate to Serco-defined

best practice and are designed to assure the quality of all Jobseeker interventions byinfluencing the right Provider behaviours.Monitoring the quality of delivery All frontline staff across Sercos supply chainnetwork will be required and trained to use our Intelligent Milestone, Programme AndCase Tracking system (IMPACT). IMPACT will monitor information in real time and

provide the following functionalities: a case management system, accurately capturing

performance against all contractual KPIs a case tracking system that follows eachCustomers personalised journey and records the activities that support the achievement

of KPIs and SOEs and a reporting tool. Serco will use IMPACT to: report onperformance against contractual KPIs and SOEs, including by Subcontractor and frontline

staff member design tailored reports, such as outcomes by Jobseeker demographic

and generate exception reports to pre-empt or analyse any under-performance. The

quality of Jobseeker interventions monitored via IMPACT will include: the development

and continuous review of a Personal Profile & Employment Plan (PPEP) adherence to

an agreed frequency of contact referrals to our network of Integrated Support Services

(ISS) and each persons tailored package of In-Work Support. IMPACT will issueproactive reminders to frontline staff to underpin the agreed minimum service levels toCustomers. For example, it will mandate Advisers to follow up all non-attendance. Sercomonitors the impact of each Subcontractors policies and procedures through our bespokeonline TOOLKIT system, which requires Providers to self-assess their capabilities in arange of areas, including data security, equal opportunities and health & safety. Serco

conducts monitoring activities in line with our Quality Improvement Framework, including: regular audits of Subcontractor systems and processes, including systems for fraud

prevention, to inform a risk rating for each Provider monthly compliance checks, whereat least 10% of Provider claims are monitored, with the sample size increasing for

Providers with a higher risk rating quarterly Customer feedback loops, including focus

groups and sample-based surveys and on-site observations.Managing the quality of delivery Serco contractually requires and supports allSubcontractors to develop a robust Quality Management (QM) System following contract

signature that comprises: robust quality management and continuous improvement

procedures auditing arrangements performance management systems Customer

feedback mechanisms

financial management systems, including fraud prevention

andEqual Opportunities, Health & Safety, Safeguarding and Whistle-Blowing policies andprocedures. Each Subcontractor has a named Serco QA Manager who conducts quarterlygap analysis of their QM System. Subcontractors are given 30 days to address any areasfor improvement, captured and reviewed in their Quality Improvement Plan. Our Safety,Health & Environment Manager works with the regional Contract Management Team toensure that Provider delivery premises and facilities are equipped to meet the needs of allJobseekers, including those with disabilities. Serco adds value as a Prime Contractorthrough the application of our Provider Maturity Model, which helps to evaluate and grow

Provider capacity in a number of key areas, including: leadership and management

performance management Customer experience and HR & training.

Ensuring provision is of a consistently high standard Building on lessons learntfrom our FND delivery, Serco deploys a regional Continuous Improvement (CI) Managerto work in Coventry & Warwickshire, Staffordshire, and The Marches in addition to ourPerformance and QA Managers. The CI Manager works at a strategic level with the


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5.3 (continued). Senior Management Teams of under-performing Providers to identify anycritical (and often subtle) underlying issues preventing optimum performance. Issuesaddressed could include, for example, the alignment of resources, organisational cultureor management prioritisation of operational issues. The CI Manager works with SercosCommunications Team to facilitate best practice sharing across the network. Additionally,we deploy a SWOT team on a temporary, case-by-case basis to address any critical

systemic challenges faced by a Provider. The SWOT team draws on the best resourcefrom our Serco Contract Management Teams to deliver targeted support in the relevantfunctional area, such as data security, fraud or performance management. Sercosregional Trainer assesses network-wide skills needs, working with Provider HR leads toenable them to assess the training needs of their frontline teams. Ongoing training needsanalysis feeds into Sercos development of tailored modules. Providers can accesstraining through a range of delivery models, including through Sercos Train the Trainermodel. Serco is additionally developing accredited industry standards for welfare-to-workdelivery and management staff through our sponsorship of Inclusions POWER Group(Professionalisation Of Welfare Expert Reference Group).Ensuring provision meets our minimum service levels Customers have our

minimum service levels explained to them at the start of their journey and are regularlyinvited to give feedback on the service that they receive. Serco designs a suite of tailoredexception reports in IMPACT that analyse each Providers adherence to our minimum

service levels, including: reporting on overdue actions by frontline staff member andanalysing the delivery of our service levels for specific Customer groups (such as thoseliving in rural areas or those from BAME groups). Serco has developed a set of bestpractice toolkits that support Provider frontline teams to deliver our minimum service

levels effectively, including toolkits for: inductions initial appointments assessing

Customer Realistic Job Goals effective jobsearch caseload management and In-Work Support. Additional assurance that our minimum service levels are being delivered

to all Customer groups is provided by our Equality & Diversity Steering Group, whichmeets bi-annually and is chaired by our Strategic Director for England, [REDACTED], whois the former Chair of the Commission for Racial Equality.Approach to performance improvement Serco has designed a KPI system for theWork Programme that provides both the right commercial drivers to incentiviseSubcontractor performance and assures the quality of the entire Customer journey.Learning lessons from FND, we have devised a points-based KPI regime that drives theachievement of targeted outputs, imposing financial penalties where appropriate forunder-performance. All Providers must achieve our KPIs, which mirror DWPs contractual

requirements of maximising: Jobseeker Attachments Job Outcomes andSustainment Outcomes. Our KPIs and SOEs additionally reflect the Provider behaviours

that we seek to drive, including: upholding our Customer Charter maximisingJobseeker engagement ensuring that each Customer receives a tailored service and

progresses throughout the programme, including those with complex needs and raisingthe visibility and effectiveness of In-Work Support. Serco will establish a Provider ExpertPanel, made up of representatives from our network, which will provide ongoing feedbackon our KPI regime, enabling us to continuously hone its effectiveness.

IMPACT will be used to report on the quantitative elements of all KPI measures,supported by qualitative input on service delivery from our QA team. Our PerformanceManagers use TOOLKIT to capture each Providers journey and to calculate theirperformance score using our points-based system. Every quarter, the PerformanceManager summarises the Providers scores for the previous three months to determinethe payment schedule that will apply for the next three month period. Determiningpayments in this way allows Providers to earn back any points lost as a result of poor


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5.3 (continued). performance in a previous month. If a Subcontractor falls below a certainpoints threshold for a number of consecutive months, a contract Terms and Conditionsreview will be triggered. Subcontractors participate in weekly performance telekits andmonthly face-to-face meetings with their named Performance Manager. Performancemeetings are used to identify and address the factors impacting on performance,

including: resourcing staff performance management systems staff training needs

anticipated programme volumes caseload management, including in response tovolume fluctuations and analysis of the quality of Customer interventions, including In-Work Support. Our Performance Managers challenge and support Providers to achieveoptimum performance and drive change at both an operational and strategic level. Theyutilise coaching and consulting tools to do so, drawing on expertise from within the widerSerco team. Quarterly strategic reviews take place with all Subcontractors in addition tomonthly meetings, involving both Serco and Subcontractor Senior Management Teams.Sercos approach to performance management is transparent: we were the first welfare-to-work Prime Contractor in the UK to openly publish the performance of our network on a

weekly basis. Subcontractor over-performance is rewarded through: letters of

recognition

awards ceremonies

and the opportunity to increase market share,including as a result of any DWP market shift.Acting on the findings of monitoring activity Sercos Regional Performance Director

is responsible for the overall performance of the supply chain, including: ensuring thatactions identified through DWP performance management activity are implemented within

the agreed timescales building effective partnerships with Jobcentre Plus (JCP),including District Managers and Third Party Provision Managers, to monitor and

continuously improve processes for j

351. CPA15: Serco Ltd - Tender-V2

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Transcript of 351. CPA15: Serco Ltd - Tender-V2