018. CPA3 SEETEC Tender Form Redacted FINAL

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018. CPA3 SEETEC Tender Form Redacted FINAL

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RESTRICTED – COMMERCIAL IN CONFIDENCE

EMPLOYMENT RELATED SUPPORT SERVICES FRAMEWORK AGREEMENT MINI COMPETITION FOR THE PROVISION OF MANDATORY WORK ACTIVITY

Invitation to Tender Form

CONTRACT PACKAGE AREA TENDER FORM CPA 3 – LONDON

Tender Round title: Organisation Name: CPA:

Mandatory Work Activity Seetec CPA3 LONDON

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PART 1: ORGANISATION DETAILS
[1.1] Your response to Part 1 is for information purposes only. If any of this information has changed since the Framework Agreement application stage, please state this within the table below including a short explanation as to why. If you cannot provide any of the information below please explain this within the table. DWP will not be responsible for contacting anyone other than the persons named in this part of your form. If any of this information changes during the bidding period you must inform DWP of the changes by email to: [email protected] Name of the Legal Entity in whose name this tender is submitted and with whom DWP will contract: Trading Name (if different from above): Company Registration Number: Company Registered address: Head Office Address, if different: VAT Registration Number: Website Address (if any): Name, address and company registration number of parent company, where applicable: Name and Job Title of main contact: Address: Telephone no: Mobile telephone no: Fax no: E-mail address: Alternative contact Name and Job Title: Address (if different from above): Telephone no: Mobile telephone no: Contact e-mail: Seetec Business Technology Centre Limited Seetec 2291188 Main Road, Hockley, Essex, SS5 4RG N/A 507510475 www.seetec.co.uk N/A Redacted Redacted Redacted Redacted Redacted Redacted Redacted Redacted Redacted Redacted Redacted

PART 2: TENDERER DECLARATION
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RESTRICTED – COMMERCIAL IN CONFIDENCE [2.1] You must complete this Declaration by Tenderer. Failure to include this declaration may result in your bid being disqualified. To: The Secretary of State for Work and Pensions

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

Redacted Scanned Signature: 25.02.2011 Date: Redacted Name: Redacted Job Title: Seetec Duly authorised to sign Tenders on behalf of: Seetec Name of Organisation:

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PART 3: MANDATORY WORK ACTIVITY CALL-OFF CONTRACT TERMS AND CONDITIONS - ALTERNATIVE AND/OR ADDITIONAL CLAUSES
[3.1] 3.1 The terms and conditions of Mandatory Work Activity will be the Standard Call-Off Terms and Conditions (set out in Schedule 4 of your Framework Agreement), as modified by Mandatory Work Activity service requirements (“Mandatory Work Activity Additional Requirements”). Mandatory Work Activity Additional Requirements are set out in the „Call-Off Terms and Conditions for Mandatory Work Activity‟ which is supplied with your Invitation to Tender. A document highlighting the modifications made to the Standard Call-Off Terms and Conditions to reflect Mandatory Work Activity Additional Requirements will be issued by Friday 18 February; for ease of identification, the changes made since the draft version issued on 8 December 2010 are shown in boxes within the document. Any proposed amendments to Mandatory Work Activity Additional Requirement must be detailed by completing the section below, giving full details of the clause(s)/Appendix you wish to amend and your proposed amendments. DWP will consider proposed amendments strictly on their merits. Please note that you may only propose amendments to Mandatory Work Activity Additional Requirements; proposed amendments to the Standard Call-Off Contract Terms and Conditions will not be considered.

3.2

3.3

Comments on Mandatory Work Activity Additional Requirements: MINI COMPETITION – ADDITIONAL REQUIREMENTS (For Framework Supplier Comments only) No. of the Proposed amendment with proposed wording clause(s)/Appendix you wish to amend None None

Other than those provisions identified above, Seetec Business Technology Centre Ltd confirms that it has reviewed the Call-Off Terms and Conditions for Mandatory Work Activity and agrees in principle to each of their provisions.

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Redacted Name: Redacted Scanned Signature: Redacted Position: Redacted Telephone No: 25.02.2011 Date:

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

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[4.1] Customer Journey - Process

Please describe the end-to-end customer journey through your MWA proposal for this CPA. Your response should include:  your process to ensure that the customer will commence placement within 10 working days of the referral by Jobcentre Plus.

 

an explanation of how you will ensure that a customer completes the four week placement; Confirmation that you will issue a completer certificate when a customer successfully completes placement, and when you will issue this certificate

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

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4.1 4.1.1 Across the London CPA the customer journey for MWA will be delivered by Seetec using a 100% direct delivery model. The following describes the processes and timescales by which the customer progresses through MWA. 4.1.2 Referral Telephone contact (dedicated landline number) from JCP Advisers and subsequent referrals sent via PRaP are picked up by Seetec‟s centralised ISO 27001 compliant Customer Service Centre (CSC), based at Head Office, operating between 08.30 and 17.00 hrs (and outside office hours). Dedicated MWA customer service advisers act as the first point of contact with JCP, customers and Work Placement Providers. The rationale/benefit of using a centralised customer service centre is to ensure that JCP advisers can get through to an appropriate member of staff at least 80% of the time to make a referral; it also ensures a consistent level of excellent customer service across the CPA. 4.1.3 All PRaP referrals are input into Provider Enterprise (PE), Seetec‟s proprietary customer management system by the customer service team and allocated to the appropriate Work Placement Co-ordinator (WPC) according to the customers‟ postcode. Rationale/Benefit: PE captures all interactions (phone call, text, letters sent etc.) with the customer providing a fully auditable contact trail providing reassurance of our ability to administer the contract across large, complex geographies and multiple contracts. 4.1.4 Initial Engagement: The customer is contacted by the customer service team within 5 hours of the referral (or the next day where the referral is after 16.00 hrs) and the following information provided verbally and issued in writing by email or post:  Full contact details (postal address, email address, landline and mobile number) are collected / verified to ensure we can contact the customer at all times.  Customers are provided with an overview of MWA, their rights and responsibilities and the consequences of failure to attend, start or complete their placement.  The customer is informed that they are being sent a formal notification to attend MWA and this will be emailed or posted to the customer the same day.  A questionnaire is completed to gain an insight into the customer‟s skills, experience and work related attitudes. This information will be used to match the customer to the most appropriate placement available in their geography. The CSC has access to a bank of available placements, matches the customer and confirms the details.  The customer is booked an appointment with a Seetec WPC on the start day of their placement. The customer is given the time, date and location for this meeting (either at the placement provider premises or at a nearby location).  The CSC issues a starter pack (by mail or email) outlining: the date the placement will start (this will be within 10 days of referral); the location of the placement; hours of attendance; the type of work they will be undertaking; expected conduct; and issue uniform or special equipment (e.g. PPE) they will be required to use. 4.1.5 The customer is required to acknowledge receipt of the email / mail (by email, text or by phoning the CSC). The CSC automatically sends the customer a text message or email reminder 48 and 24 hours before the start of their work placement. The rationale / benefit of the above processes ensures that timely engagement is achieved, the implications of non participation can be reinforced immediately and suitable work placements can be identified and assigned as quickly as possible to ensure a start date within 10 days of referral. 4.1.6 We attempt to contact the customer a minimum of 3 times by phone on all available contact numbers within 48 hours of PRaP referral. Should the customer fail to engage within 24 hours of the final contact, the CSC raises sanction doubt with JCP. 4.1.7 Placement Matching The CSC support the team of WPC‟s who work across the CPA in geographical clusters - with responsibility for designated locations. Both MWA Advisers in the CSC and the WPC‟s engage with voluntary organisations, local
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RESTRICTED – COMMERCIAL IN CONFIDENCE 4.1 continued authorities and community groups to generate work placement opportunities and match customers. WPC‟s are responsible for conducting H&S checks / risk assessments on new placement providers / job roles. Key matching criteria will be (in order): a) the customer‟s ability to travel to the work placement and suitability of the work involved b) the availability of a work placement for the required number of hours; c) complementarity of the work placement opportunity with the customers‟ previous experience and job goals. As added value wherever possible the customer will be given a choice of work placement opportunities. The rationale/benefit of this is to engender engagement and customer buy in, maximising the start rate, however it is recognised in some locations choice may be more limited. 4.1.8 Placement Start The WPC meets the customer on the first day of their placement, issues the first week fares, provides the CSC number to call if the customer is unable to attend due to a genuine reason i.e. illness and reiterates to the customer the consequences of non attendance. During the meeting we help the customer liaise with JCP to agree a time to attend their Fortnightly Jobsearch Review. The customer is asked to sign confirmation that they have been made aware of the standards of behaviour required; their responsibilities and attendance arrangements. The WPC introduces the customer to the placement provider and contacts the CSC to confirm that a) the customer has started b) where appropriate that the customer has completed any necessary induction/health and safety requirements/is aware of emergency procedures c) to re-confirm that the placement provider can accommodate the customer for the required duration and that the timesheet system is understood. A start date is input into PRaP by the CSC within 24 hours. Should the customer fail to start the work placement the CSC will call the customer a minimum of 3 times within 24 hours. Should the customer fail to engage and attend placement on the start date JCP will be notified within 24 hours by the CSC and a DMA form completed / electronic process used. 4.1.9 On Placement Work placement providers are asked to complete a weekly timesheet confirming their organisation name, contact details of the signatory, week ending date and the hours attended for each day by the customer. This is emailed / faxed to Seetec‟s CSC where it is checked, recorded and retained for audit purposes. Where a timesheet is not received by 12.00 on Monday for the previous week, the CSC calls the placement provider to chase outstanding information. The work placement provider is asked to inform Seetec should the customer not arrive for the placement. The work placement provider will distribute customer fares through the use of a provider account which will be topped up on receipt of a timesheet. The rationale / benefit of this approach ensures that clear communication channels for customers and placement providers exist and that robust, auditable processes are in place to monitor attendance and raise sanction doubt within clearly defined timescales. 4.1.10 Completing MWA / Feedback At the point at which the customer leaves the placement (regardless of time completed) the CSC contacts the placement provider with a simple questionnaire / feedback form which will be completed verbally or online (using online survey tools e.g. Survey Monkey) to gain feedback on attendance, performance and attitude. This feedback form is sent back to JCP by email / post (as arranged with the JCP District) along with a completer‟s certificate within 10 days of the end of participation on placement. The rationale / benefit of collecting feedback verbally / online minimises administrative processes for the work placement provider and provides reassurance to DWP that feedback will be collected and passed on in a timely and consistent manner across the London CPA. As added value work placement providers are asked, where willing, to provide a standard reference confirming customers‟ participation which will be sent to the customer and can be used as evidence of their work experience for future employers. All customers will also have the opportunity to feedback on their placement and the quality of service provided by Seetec as part of our continuous improvement and customer service culture.
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PART 5:

SUPPLY CHAIN MANAGEMENT

[5.1] Delivery Strategy

Please describe in detail your delivery structure for all elements of Mandatory Work Activity provision across this CPA, in terms of overall percentage of delivery and geographical coverage, and explain why you consider your delivery strategy to be the best approach for customers in this CPA. If delivering of the Service includes by sub-contracting complete the following information: State clearly how you intend to work with your sub-contractors and describe how you will ensure the needs of the customers in this CPA are fully addressed from within your supply chain. Please also complete Annex 1 (Sub-contractor Declaration) for your proposed subcontractors as appropriate. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4.

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5.1 5.1.1 Delivery Structure for all elements of Mandatory Work Activity (MWA) Seetec will deliver MWA in London CPA using a Prime Contractor model with 100% direct end-to-end delivery across the whole CPA. 5.1.2 We believe that a direct delivery approach offering a single point of contact across the entire CPA for both the customer and JCP offers the best way to ensure that provision is effective from day one. Whilst Seetec appreciates the diversity that inclusion of sub-contractors bring to a contract, as an organisation our existing infrastructure (incl. 19 delivery centres, 99 staff, links with placement providers and community projects), management capacity and capability, customer group experience and „on time implementation‟ track record provide us with the expertise to deliver all components of the contract as a sole provider to the timescales required. 5.1.3 Seetec will manage the customer journey for all customers referred to MWA across the London CPA. The contract will be delivered using our centralised Customer Service Centre to manage engagement, attendance and sanction processes and local staff who will work with a wide range of organisations that will provide placement opportunities for customers that are of benefit to the community. 5.1.4 Anticipated placement opportunities include (but are not limited to):  National Charities: including British Heart Foundation, with whom we have existing national agreements and have indicated they are able to provide placements in their retail stores across the London CPA.  Local voluntary sector organisations (VCO) and social enterprises: this is a diverse mix of local community based organisations that are able to provide work experience opportunities for our customers. In London, through our existing programmes, we place over 1200 customers on placements every year. A sample of the organisations who have indicated their ongoing commitment to working with us to provide MWA placements in London include: Cancer Research UK, British Heart Foundation, Age UK, Sue Ryder Care, Havering Council and Banardos.  Local Authorities / community projects: Through existing provision we have in place links with local authorities across London with whom we will engage to generate placement opportunities for customers.  Groundworks: with whom we work on our FND contract providing 4 week mandatory work related activity and who are able to provide places on supervised local environmental projects.  Salvation Army: a nationally recognised charity with complete geographical coverage across the CPA offering Seetec contingency access to a maximum of 1000 x 4 week work placements annually across London subject to final agreement. 5.1.5 Redacted 5.1.6 Rationale for why the delivery strategy is the best approach for customers in the CPA The following rationale outlines the strengths of our delivery strategy and the resultant impact / benefit to the customer. a) Existing infrastructure and target group delivery experience Our decision to undertake a direct delivery model is based upon our extensive infrastructure across the 5.1 continued CPA that provides full CPA coverage; over 25 years experience of delivering employability and skills programmes nationally and in the region. This includes FND (where there is a 4 week mandatory work related activity requirement), New Deal programmes (where we deliver Environmental Task Force, Voluntary Option and Work Experience options) and an ILM that involves placing customers into placements with local voluntary and community organsiations; comprehensive existing management structure; enduring relationships with employers and stakeholders and a rich mix of varied and engaging existing placements. Impact / benefit: Seetec‟s proposed customer journey is based on our experience of the challenges of engaging
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RESTRICTED – COMMERCIAL IN CONFIDENCE mandated customers and has been designed to maximise starts on provision. Existing links with work experience placement providers in the CPA provides reassurance that the customer will be able to meet with an experienced local adviser and access a suitable placement within 10 days of referral. b) Management capacity and capability Seetec‟s unique blend of management and direct delivery experience coupled with proven business systems (Quality, IT, financial etc.) and capability, brings considerable added value across MWA and provides compelling evidence and justification to support our direct delivery proposals. Our tried and tested bespoke customer management system, used for over 7 years across a range of DWP contracts, enables us to manage complex administrative processes effectively across large and multiple CPA‟s effecting economies of scale through centralisation of administrative processes. Impact / benefit: Seetec has a consistent record of achieving Grade 2 Ofsted inspections, our “particularly good strategic planning and implementation” and a “wide range of good quality work placements” noted as strengths. This is evidence that we are the best placed provider to offer a high quality service in the region without duplication of geography and provision, risk of supply chain failure and leading to a more focused service for customers and better value for money for DWP across the CPA. c) Track record of on time implementation Our proven history of implementation, often at short notice, provides a further compelling reason for a Seetec sole delivery model. The short length of the contract and the very tight window allocated for implementation means that a seamless and rapid implementation is necessary in order to guarantee the quality of service for customers and JCP advisers. Seetec has a reputation for on time delivery within short timescales e.g. in 2009 we implemented New Deal Prime Contractor in North Hertfordshire in a 4 week window, recruiting staff, TUPE transferring staff, transfering customers and taking on additional premises. Impact / benefit: Risk is minimised for DWP and customers as existing infrastructure, staffing and work placements are already in place across the CPA. As a fully security cleared provider (ISO27001 compliant) Seetec can mobilise delivery of this contract and be in a position to take referrals and source placements as soon as the contract is awarded on 21st April 2011 and hence have proposed a start date of the 9th May 2011 ensuring that customers living in the London CPA will be able to access MWA opportunities as soon as possible. 5.1.7 With full CPA coverage, existing staff resources and extensive links with work experience providers across the entire London CPA, a direct delivery solution is indisputably the most efficient and economically advantageous solution for DWP, the customer and Seetec for MWA delivery in London and provides DWP with the assurance that Seetec has the capacity and capability to deliver this provision without support from subcontractors. DWP can be assured of a provider embedded into the entire CPA with strong links with JCP and key stakeholders such as local authorities and Voluntary and Community Organisations (VCO‟s). In summary we believe that the above provides powerful reassurance to DWP that our proposed 100% direct delivery model is appropriate for this particular contract and enables flexibility and high quality provision from an experienced and respected provider.

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

 

Please include an organisation chart (attach as Annex 2) showing the proposed management structure for Mandatory Work Activity for this CPA. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 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 5.2.1 Management Structure Annex 2.1 - Seetec Organisation Structure. This chart shows our structure for managing Mandatory Work Activity (MWA) alongside other employability/skills provision & where the London CPA sits within the overall structure. 5.2.2 Annex 2.2 - Head Office ( HO Corporate Services) This details the corporate and senior operational management support structure. HO - Corporate Services, based in Essex, is responsible for: corporate governance, strategy, finance and MIS, supply chain partnerships, business development, marketing, human resources, quality and IT. 5.2.3 Board and Senior Management Team The Board of Directors and Executive Board (EB) are responsible for the corporate governance of the company, (see Annex 2.3) strategy and delivery of the company‟s business plan. Corporate governance structure is configured to resemble a quality improvement cycle and PRINCE2 project boards. Executive Board – sets project strategy; reviews and evaluates sub-Board progress and initiates actions to achieve corporate and project targets. Business Transformation Board – drives continuous improvement ensuring we innovate, manage change and are flexible and agile in three key areas: People, Process and IT; Delivery Board (incl. supply chain board) – drives performance of our supply chains and delivery structure, continually improving the learning experience for customers; Finance and Performance Board – reviews financial and outcome performance; capacity, value for money; and manages performance improvement actions. 5.2.4 Quality sits within Head Office but local representative‟s report into Corporate Services line management. A London CPA based Performance and Quality Manager (PQM) reports into the Head of Quality Management which ensures that, while quality monitoring is managed at a local level, governance is executed at a corporate level ensuring co-ordination and consistency across all CPA‟s. 5.2.5 CPA Organisation Structure Operational management in the CPA is discharged through the Executive Director, ultimately responsible for the MWA contract. Annex 2.4 illustrates the management structure across the London CPA. 5.2.6 Identification of skills and expertise The following management skills/ expertise have been identified as a necessity for MWA delivery. These have been identified via Seetec‟s existing delivery experience and the work of our Business Transformation Board (covering People, Process and IT). In addition, our focus and experience in building our local stakeholder links and management capacity enables us to sustain and continually improve our ability to identify, facilitate and manage / monitor appropriate and effective work placements. A full audit of staff competencies has been undertaken; all levels of „management‟ (160 staff) have been assessed across a range of business competencies. This has established benchmarks, identified gaps enabling us to plan an effective, responsive management structure to ensure MWA service delivery meets and exceeds contractual requirements. Key skills identified include:  Relationship / account management - (work placement providers, employers, local stakeholders) building strategic working relationships and creating / developing capacity within the partnership network to contribute to increased levels of accessible, appropriate and capacity building work placements.  Performance management – setting targets, taking corrective action and driving performance / quality continuous improvement across Seetec delivery.  Customer management / monitoring – of customers is an integral element of MWA delivery. The skills needed to manage customer expectations align with those needed to match customers existing skills, health conditions, attitudes and preferences to suitable identified Work Placement opportunities. These skills will be delivered through the proposed management structure in London. 5.2.7 Responsibilities and Reporting Lines Outlined below is an overview of each of the key management roles in London, identifying line management structure,
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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.2 continued responsibilities and the operational impact / appropriateness of this role in managing both direct and subcontracted delivery across the CPA. Executive Director (ED): Reports to: Chief Operating Director. Responsibilities: strategy, planning and review; relationship with DWP SRM; setting strategic objectives; Operational impact: Achievement of overall contractual performance.  Operations Director (OD): Reports to: ED Responsibilities: Overall MWA team contract and performance management; setting / monitoring targets for all levels of staff; co-ordinating performance and quality improvement; H&S, E&D; complaints across the whole CPA. Operational impact: Works to achieve joined up delivery management across all levels of Seetec delivery to achieve targets; improvement in contract performance / compliance.  Performance and Quality Manager (PQM): Reports to: Head of Quality Management (HO) Responsibilities: Works with OD to effect monitoring and evaluation of delivery inc. observations and stakeholder feedback; undertaking financial, H&S, E&D, and safeguarding monitoring; effecting corrective actions to improve performance / customer care continuously. Operational impact: monitoring / achievement of service standards, facilitates continuous improvement across delivery.  Operations Manager(s) (OM): Reports to: OD Responsibilities: Manages and coordinates Seetec delivery to ensure number, scope and suitability of work placements are continually maintained to achieve the required standards; management of respective staff and operations; liason with Cusomer Service Centre to ensure synergy between operational and administrative processes. Operational impact: Coherent integrated delivery across all elements of MWA; increased opportunities, greater distance travelled; improved outcomes for all customers.  Customer Service Centre Manager (CSCM): Reports to: Supply Chain Director. Responsibilities: Works with OD / OM to ensure timely communication, robust sanction processes and exceptional levels of customer service / responsiveness are in place; manages admin team, claims, MI and PAT compliance. Operational Impact: Standardised and secure processes; accurate and timely referrals, robust audit trails; fraud reduction, security compliance and low risk FAM. 5.2.8 Suitability of Management Structure for MWA in London Our operational management, associated responsibilities / operational impact (as outlined in 5.2.7 above) and delivery structure clearly defines: responsibilities for delivery, management, quality improvement and work placement provider development; clear mapping and identification of suitable placement opportunities; clear lines of communication and internal and external accountability; and clearly defined reporting / escalation chains for issues or complaints (for placement providers, stakeholders (i.e. JCP) and customers). 5.2.9 The scope / size of this management structure reflects the size of this CPA and ensures key standards are achieved. Centralised customer service / admin processes ensure a consistent approach across this large CPA and facilitate economies of scale across multiple contract packages. As an existing provider in London this structure is already in place, providing DWP with assurance that we have the skills / expertise in place to implement within short timescales and manage this MWA contract effectively. 5.2.10 This management structure has been developed based on „what currently works‟ whilst reflecting the differing demands of MWA provision (e.g. increased focus on placement provider management / customer compliance) with the inclusion of a Customer Service Centre Manager as a key management post to facilitate the process of sourcing, referral, monitoring and reporting. Our management structure also allows for the MWA contract in London to benefit from the sharing of best practice and continuous improvement initiatives generated through the centralisation of the PQM reporting lines, coupled with a strong local focus within the context of a national function.
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[5.3] Management of Delivery Please clearly describe:  How you and your supply chain will manage and monitor the quality of delivery of Mandatory Work Activity to ensure that the whole provision within this CPA is of a consistently high standard and meets the Service requirements; Your approach to performance improvement activities for your supply chain as a whole, outlining how you and your supply chain will act on the findings of any monitoring activity including the resolution of issues from within your own supply chain, partners or other bodies.



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

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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.3 5.3.1 Quality Management: Seetec‟s holistic approach to both performance and quality management ensures the consistent achievement of high standards, levels of service delivery and outcome objectives across the supply chain. Our quality monitoring framework is based on a cycle of continuous self assessment, action planning and evaluation broadly based on the principles of Ofsted‟s Common Inspection Framework across the customer journey; ensuring customer satisfaction and progression remain at the heart of provision. Our quality policy comprises: feedback from customers, supply chain and stakeholders e.g. JCP / DWP; written procedures; internal audit; staff observations; self assessment / development plan; sharing of best practice; monitoring / reviewing our effectiveness; and internal verification through standardisation meetings /staff development. Our consistent track record of Ofsted Grade 2‟s across provision („05, „07 ‟08 & „09) demonstrates the effectiveness of our quality and performance improvement mechanisms. 5.3.2 Quality monitoring and evaluation is undertaken by the Performance and Quality Manager (PQM) and audited by Head Office Quality Managers and has retained elements of the best practice principles that achieved consistent Grade 2‟s for outcomes for learners / achievement and standards under Ofsted. It is carried out using the following mechanisms: Monitoring: The PQM monitors and evaluates provision via a quarterly cycle focusing on contract performance to date, trend performance and quality of provision. Quality monitoring mechanisms include: observation visits; monitoring of engagement meetings; monitoring of placements / health and safety checks and customer and stakeholder satisfaction feedback. Management information: Using Qlikview (dashboard business analysis), daily, weekly and monthly performance statistics are produced at the click of a button from data contained within Provider Enterprise (PE), our bespoke customer management system, to monitor and review contract volumes, profiles, response times and financial targets. Feedback: Customer and work placement provider feedback allow contract management teams to monitor progress. Financial claims; Health & Safety (H&S); data security: Covered via the PQM / Quality department monitoring processes to maintain low risk status and builds on the key PAT review themes (control environment, value for money, financial claims and data security). Equality of Opportunity and Diversity (E&D): E&D Impact Measures set out a structured strategy, action plans and support measures to target the disadvantaged, overcome barriers to participation and help achieve parity of outcomes. 5.3.3 The results of Quality monitoring evaluation and MI are fed back to the CPA management team via a structured action plan incorporating: improvement actions identified, steps to achieve improvement, improvement targets, person responsible, deadline and the potential impact of improvement. This is reviewed via a structure of PIAP meetings which identify performance issues and produce Performance Improvement Actions (PIA‟s) to improve strengths, correct weaknesses and achieve outcomes. PIA‟s are actioned at a local / contract level but communicated up through the Performance Management Review (PMR) process to the Executive Board; in this way contractual performance is reviewed / evaluated at all levels of the organisation. Quality scores are awarded to all locations. 5.3.4 Performance Management and Improvement: Effective target setting is used at all levels to ensure that contractual standards / targets are achieved. Individual staff members have targets set monthly, communicated via a target letter and line manager dialogue and are visually displayed on their personal caseload management page on PE. Progress against targets is monitored daily / weekly and evaluated monthly by line management staff with appropriate action taken when targets are not met. This action includes written notification that the individual did not meet targets and the identification of any support / training required to enable them to meet these targets. Persistent underperformance / lack of improvement will lead to disciplinary / performance
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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.3 continued management procedures being invoked ensuring consistency across the CPA / multiple contracts and drives up individual and centre / cluster performance. 5.3.5 Acting on findings of monitoring and evaluation activities: In every area of monitoring and evaluation, action plans are produced and reviewed at regular intervals. This creates an iterative process, leading to corrective action, continuous improvement and increased outcomes. Actions may include:  Training and development for staff; e.g. sharing of best practice in stakeholder engagement to generate the number of work placements required or process training on administrative systems / processes to ensure timely customer engagement, sanctions and tracking.  Increased frequency of internal quality audits resulting in quality scores / risk grading by the PQM; these are maintained where required until the required improvements in quality levels are achieved.  Implementation of a quality system / standard including Matrix, ISO 14001, ISO 27001, Investors in People. Seetec identifies where implementation of external systems add value and this is managed across the business by the Head of Quality Improvement. 5.3.6 Addressing underperformance: All performance improvement is through the application of our quality improvement and performance management processes as outlined above. Internal monitoring systems, coupled with regular feedback from stakeholders and customers, identify remedial actions to address poor starts. All actions are formally documented in PIA‟s in order to measure and evaluate progress and implemented at a local level. Should these processes fail to deliver the desired quality and / or performance improvements a Performance Improvement Team (PIT) is convened comprising Head Office staff and „experts‟ drawn from across Seetec to address short-term performance issues, providing additional staff support / best practice to effect the necessary corrective actions. This approach boosts performance, quality and cascades best practice; and contingency support. 5.3.7 Quality Improvement We identify and manage the changing needs of our stakeholders at all levels e.g. JCP, customers and work placement providers ensuring that we meet these needs whilst delivering a service that offers continuous improvement in both performance and quality. Our Quality team has a Head of Quality Improvement post specifically responsible for the development and implementation of quality and performance improvement strategies. Our Quality Improvement Strategy comprises four inter-related components: Quality Improvement Action Plans joins up the company‟s quality improvement priorities. It sets out the key quality objectives, based on input from the corporate governance structure (Executive, Business Transformation, Delivery and Finance and Performance Boards), and is monitored locally through the QI monitoring process. Progress is reviewed at monthly Quality Department meetings and feeds back into the Executive Board or appropriate Board meeting; QI guides / staff guidelines (including standardisation) Published procedures and instructions including: attendance, records management, data protection, PE and documents implementation of new contracts / systems; QI Manual documents quality areas including internal verification, monitoring performance framework, observations & customer feedback; QI Development Plans developed as part of our QI monitoring process. 5.3.8 From the go-live date we will implement a MWA QI Action Plan linked to our Business Transformation strategy, targeting actions for Seetec and our supply chain and aligning with our self-improvement strategy, DWP‟s Code of Conduct, Merlin Standard and reflecting the PAT assurance processes. Key QI priorities for MWA include: contract compliance and standardisation / consistency; effective placement provider / stakeholder engagement; and achievement of process efficiencies.
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RESTRICTED – COMMERCIAL IN CONFIDENCE [5.4] Delivery Locations  Please provide details of where and how you and your supply chain will undertake the initial customer interview to ensure full geographical coverage of provision for the delivery of Mandatory Work Activity within this CPA.

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5.4 5.4.1 All initial customer contact will be conducted by our ISO 27001 compliant Customer Service Centre (CSC) from our Head Office based in Hockley, Essex. The CSC team will contact the customer via phone within 5 hours of referral to provide a brief overview of the MWA, confirm full contact details, complete a questionnaire to identify previous experience, skills, abilities and limitations (e.g. disabilities, childcare, transport concerns) and match the customer to an available placement. With access to a wide range of community projects and work placements across all clusters of the CPA, the CSC team will match the customer with a suitable available work placement based upon a variety of criteria. Most important of these is the customer‟s ability to travel to the work placement for the required hours. 5.4.2 As an existing provider of ESF Phase 1 & 2 in London; Work Choice, Prime Contractor New Deal (18-24) in North & North East London; the lead partner for the Westfield Stratford City/Olympic Park „The Skills Place‟ and SFA contracts across London, Seetec already has comprehensive coverage (from our existing 19 key delivery locations established in 28 of the 32 London Boroughs) in the CPA. Seetec has identified 6 key „cluster areas‟, broadly broken down across the London CPA. Cluster 1: Hackney, Stratford, Tower Hamlets and City of London. Cluster 2: Dagenham, Ilford, Romford, Walthamstow, Enfield, Barnet and Haringey. Cluster 3: Croydon, Bromley, Merton, Sutton, Richmond, Kingston and Wandsworth. Cluster 4: Bexleyheath, Greenwich, Lewisham, Lambeth and Southwark. Cluster 5: Brent, Ealing, Harrow, Hillingdon and Hounslow and Cluster 6 will cover Kensington & Chelsea, Hammersmith & Fulham, Camden, Westminster and Islington. Each cluster will have a designated delivery centre acting as a central delivery hub (e.g. Stratford delivery centre in Cluster 1) from which the WPC, although a peripatetic member of staff, will be based. 5.4.3 They CSC team book the customer an appointment with a Work Placement Coordinator (WPC) on the day that the placement is due to start. The CSC team will manage the diaries of the WPC working within a cluster and stagger start dates of referrals to ensure that all customers can be met on the start date of their placement. Customers are sent a letter / email providing an overview of MWA, their rights, responsibilities and obligations on programme as well as written confirmation of the details of their placement and where their meeting with the cluster WPC will take place. Should the customer not be contactable upon the first attempt, the CSC team will try and contact the customer using contact numbers provided to JCP a minimum 2 times more within 24 hours of referral. For those customers who do not have an active phone line, arrangements will be made with their JCP Adviser to organise face-to-face initial engagement with the customer to ensure that they are still placed in a suitable MWA within the permitted time period. 5.4.4 Details of the conversation will be recorded on Seetec‟s Provider Enterprise (PE) system, our proprietary customer management system. This also records all records relating to attempts to contact the customer, contact details used and time. The WPC will be assigned to the individual customer based upon the customer‟s postcode and / or location of the work placement. 5.4.5 Through the utilisation of peripatetic staff, Seetec is able to arrange and deliver face-to-face meetings on the first day of the customer‟s placement in a wide range of locations. Where possible the meeting will be held on the provider placement premises; where this is not possible the customer will be met either in our own centrally located DDA compliant delivery centres, at the customer‟s local JCP office (subject to availability at the relevant JCP), libraries, hotel meeting rooms, etc. All locations will have suitable public transport links ensuring that they are accessible for the customer. This flexible approach ensures that Seetec is able to verify a customer start onto provision, provide customers with initial fares for their first week and check that customers/placement providers have completed all relevant H&S / induction checks.
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[5.5] Volume Fluctuations and Customer Group Changes Describe how you and your Supply Chain will maintain service delivery in the event of fluctuations in customer volumes and changes to the customer group referred including potential alterations resulting from changes to the welfare regime referred to in Annex 6 of the MWA Specification. Your response should include the following:  How you will maintain minimum performance levels;

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5.5 5.5.1 Seetec is highly experienced in adapting to volume fluctuations due to external / economic factors e.g. increased volumes e.g. on our New Deal contracts throughout 2008/09 as a result of the recession and resultant increases in the JSA register. We have also managed volume reductions effectively as a result of policy change e.g. on FND in 2009 and early 2010 referrals of 18-24 customers were lower than anticipated / planned for due to the introduction of the Young Persons Guarantee. We incorporate both short and longer term fluctuations into our planning assumptions. These include: changing priorities and potential changes to the customer groups accessing the contract or fundamental changes to the contract relating to the welfare regime e.g. the introduction of the Universal Credit as referred to in Annex 6. 5.5.2 Maintaining Minimum Performance Levels: Being able to increase or contract capacity without impacting on performance is critical. Sensitivity analysis has been completed on the proposed volumes outlined in our pricing proposal coupled with the delivery model and customer journey outlined in 4.1 and 5.1 to ascertain the potential impact of decreases / increases of customers on our cost base, and projected revenue streams and the consequential impact on staffing levels and on working capital – this forms the basis of our capacity modelling. Our approach to operational and financial agility ensures that in responding to fluctuations Seetec‟s ability to deliver against contractual targets is not compromised. Staff levels are a critical element that impacts on performance; e.g. we know that where there is a concentration of absence / holiday in one centre this tends to have a negative effect on performance. We therefore have robust workforce planning strategies and review processes across Seetec direct delivery that indicate optimum staffing levels to derive required contractual performance and achievement of standards from forecast flows. The agile approach to staffing e.g. use of a flexible bank of zero hours contracted staff and redeployment of staff between centres are important factors in mitigating underperformance risk. 5.5.3 Managing expanding/contracting business: To ensure that we can maintain service delivery in the event of volume fluctuations our model builds in agility across organisational and operational areas: cost base agility We have made our cost base more variable increasing responsiveness to changes in volumes e.g. the increased use of serviced accommodation/meeting customers on provider premises and the use of zero hours associates; workforce agility We have developed an agile, multi-skilled workforce for creating pools of associate staff which can be reconfigured in response to change; organisational and operational agility The organisational structure/ management of delivery is inherently flexible and can respond to the key performance demands and changing functional areas of organisational and operational delivery; agile IT systems Our IT platform is based on data centre, cloud computing/ virtualisation offering rapid growth and contraction „at a flick of a switch‟. 5.5.4 Managing Economic changes: Seetec‟s 26 year track record has guided the development of a number of protocols to cope with future economic fluctuations including: ensuring robust recruitment and training processes exist to mobilise staff quickly and effectively; monitoring and building capacity in our IT systems and working closely with JCP to identify early indicators in future change. Using a wealth of resources including NOMIS, Labour Market Reviews and local engagement with JCP, we closely monitor national trends and proposed initiatives as a potential indicator of future volume fluctuations and invoke appropriate risk mitigating actions. 5.5.5 Our direct delivery model, with a high degree of central administration through the management of administration processes, by our centralised Customer Service Centre is designed to be inherently flexible, produce economies of scale across multiple contracts (and ultimately value for money for DWP and the taxpayer) and can easily and seamlessly accommodate future changes in Welfare Reform / changes in volumes, adapting seamlessly without incurring prohibitive costs.
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[5.6] Managing the Customer Experience Please describe:    How you will evaluate and monitor the quality of the Mandatory Work Activity placement in this CPA; What procedures will be in place for handling complaints as well as feedback from customers of their experiences on the programme; and How you will act on any findings.

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5.6 5.6.1 Evaluating and monitoring quality of the placement: Our Quality Monitoring Framework is fit-for-purpose and enables us to monitor, action plan and assess / evaluate to improve the quality of provision continuously, providing the customer with the most suitable work placements available. The Operations Managers (OM), Customer Service Centre Manager (CSCM) and the Quality team (including the regionally based Performance and Quality Manager (PQM)) are accountable for timely and effective delivery of quality improvement processes within the organisation. All staff are responsible for ensuring compliance with contracted standards and internal procedures; encouraging interdepartmental joined-up working; identifying / sharing best practice and / or areas for improvement; developing action plans and delivering against these actions. The quality of MWA provision is evaluated and monitored against a number of customer centred criteria including: 5.6.2 A) Effectiveness of assessment in supporting the development of the customer Ensuring that timely and robust initial engagement activity is carried out by the MWA customer service advisers and a suitably focused meeting is held with their allocated WPC is a key aspect of delivery. Observation of all activities takes place aligning with elements of the Common Inspection Framework to ensure we aspire to meet customer needs. Staff are fully trained to provide excellent standards of IAG and provide high quality customer service. We are currently developing our staff training to accommodate world leading levels of customer service, based on the ‘World Host’ customer service qualification used for the Olympic Games. This will enhance their communication skills, ability to create a positive impression, ability to deal with difficult situations effectively, ability to exceed customer expectations and improve staff‟s knowledge of local facilities and services. This will be rolled out across all staff (and centrally located MWA Customer Service Advisers) to ensure consistently high customer service across the CPA. 5.6.3 B) Effectiveness of the provision in meeting the needs of customers We use a range of placements sourced from Third Sector employers (e.g. charity shops), local Voluntary and Community Organisations (VCO‟s) and local authority regeneration initiatives to address local strategic, environmental and community objectives. Suitable placements are identified from a diverse bank of sourced placement providers; placements are matched on the basis of accessibility for the customer and offer them the opportunity to refresh their skills and experience and / or learn new skills in a sector that they haven‟t worked / volunteered in previously. Placements are identified which will boost customers‟ confidence and motivation and encourage them to re-engage with the job searching process. The PQM will periodically visit work placement providers (particularly ones that are used regularly) to quality check that placements are a) of community benefit and b) are providing the customer with the opportunity to build work related behaviours and attitudes. Health and Safety risk assessments (undertaken by WPC‟s) are also audited by PQM‟s to ensure that procedure is being followed and placements are provided in safe environments. 5.6.4 C) Effectiveness of the provider using partnerships to develop provision to meet customer needs We encourage interdepartmental, joined-up working with a strong influence on developing robust partnerships through our localism approach. We partner with employers and community groups to help address customers‟ needs. Post placement provider feedback informs subsequent Quality Improvement Action Plans as part of our cycle of continuous improvement. 5.6.5 Handling complaints and feedback: Grievance and complaints procedures are outlined to customers as part of their Initial Customer Interviews. When a formal complaint is received from a customer, it is recorded and sent to Head Office within 24 hours. All complaints are
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RESTRICTED – COMMERCIAL IN CONFIDENCE 5.6 continued categorised „Category A‟ and are closed out within 15 working days. An acknowledgment letter is sent within 3 working days providing a reference number. The most appropriate person (OM / Director or Quality Manager) is assigned to resolve the issue in a timely and professional manner. Within 10 days the assigned manager decides whether the complaint has been resolved or needs to be escalated to „Category B‟ which means escalation to the Chief Executive. The assigned manager addresses the issue, records short term remedial action(s), produces a written response to the complainant and identifies longer term actions required. All complaints are treated confidentially and mediation occurs where complaints involve another customer or cannot be resolved. Where a complaint cannot be resolved, customers can seek resolution and investigation using the Independent Case Examiner (ICE) who will act as an arbiter to broker resolution. Seetec will co-operate fully with the ICE offering supporting evidence at any of the three stages wishing to avoid stage 3 but complying fully with any findings. All complaints are fed into the Quality department to identify recurring issues to facilitate continuous improvement. 5.6.6 Customer feedback is collected electronically through bespoke online monthly surveys and informally where PQM‟s visit work placement providers. This is recorded and fed back via feedback sessions to Advisers and Managers. We seek feedback on a range of matters from the suitability of the WPC meeting location, the quality of customer service and the use of marketing materials. OM‟s are responsible for ensuring that customer feedback is taken onboard and necessary changes implemented to ensure a positive customer experience. The progress against these actions is then independently verified by our Quality Department. 5.6.7 Acting on findings of monitoring and evaluation activities: In every area of monitoring and evaluation, action plans are produced and reviewed at regular intervals. This creates an iterative process, leading to corrective action, continuous improvement and increased outcomes. Actions to enhance the customer experience may include:  Training and development for staff: Where there is an increase in numbers of a particular customer group e.g. recent introduction of specialised mental health training for all new and existing delivery staff had the impact of a higher quality of action planning for this customer group.  Performing robust internal quality audits: Carrying out these audits on results in quality scores and risk ratings which are fed into Performance Improvement Action Plans aimed at addressing underperformance.  Customer specific actions: e.g. disadvantaged groups are positively targeted using specialised recruitment and positive action targets. Effective practice is shared across contracts and regions via forums, meetings and through QI guides. 5.6.8 Examples of how we have acted on the findings of monitoring activities across all our contracts include responding to feedback from customers that letters sent by mail are often not received. For this reason we have included standard field in our Provider Enterprise system that prompt advisers to ask for customer‟s email addresses and mobile phone numbers so that reminders of appointments etc. can be made by email or text. This is an action that is particularly of benefit in this contract where the need to communicate with customer quickly and directly is paramount in order to have a fair yet responsive sanction doubt process in place.

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PART 6:

RESOURCES

[6.1] Staff Resources – Staffing Numbers, Job Titles and Roles Please provide:  Details of the number of staff, shown as full time equivalents, including job title and key roles you and your supply chain propose to employ to manage and deliver Mandatory Work Activity for this CPA. a description of why you consider this staffing level is appropriate for this CPA at contract start date, together with details as to how you will manage the staffing levels as customer volumes rise and fall over the lifetime of the contract. a detailed description of the number of staff to be drawn from o current resources, o those to be recruited by both your organisation and any supply chain organisations involved.





Details of how you have identified the skills required by staff in your organisation, and your sub-contractors, to deliver the service you have proposed at Section 4. Details of how you will acquire staff with these skills. A resource plan should be provided (attach as Annex 3) showing how staffing, by full time equivalent and job title/role, will be allocated across this CPA and a description of the job roles of staff shown in Annex . Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4. Note: Format requirement and page limit does not apply to the resource plan which you must insert as Annex 3.

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6.1 Redacted

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PART 7:

STAKEHOLDER ENGAGEMENT]

[7.1] Local Stakeholders Please describe in detail, in relation to this CPA how you and your supply chain will engage with local Partners, voluntary sector organisations and employers to ensure effective on-going relationships with them throughout the life of the contract. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4.

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7.1 7.1.1 Purpose of our stakeholder / employer engagement strategy: As an experienced Prime Contractor, we understand the importance of engaging with local stakeholders/partners and employers. Seetec is building on its intangible infrastructure, comprising a substantial existing base of over 4500 employers, sectors and clusters. Robust employer engagement is a fundamental element in the successful delivery of Mandatory Work-Related Activity (MWA) and through strong management mechanisms we ensure that this ethos is embraced across the company. The benefits of such engagement include: the increased ability to overcome barriers (customer, political and social); having a greater capacity to resolve local issues; informing our understanding of local economic conditions and supporting our customers so that their chances of securing sustainable local employment opportunities are increased. Seetec not only seeks to add value to the delivery of MWA through partnerships but also to ensure that MWA impacts and contributes to strategic objectives throughout the London. 7.1.2 Our current substantial employer / stakeholder links demonstrate our ability to form excellent working relationships. Through these we gain vacancies as well as work placement opportunities for customers on MWA to ensure that our customers have a varied menu of placements to choose from. For MWA, we will look to forge links with a range of organisations, partners, stakeholders etc. to gain opportunities which will contribute to, and address, local strategic, environmental and community objectives as well as looking to support Big Society and localism across the CPA. Placements such as working with Charity Shops, Local Authority Regeneration schemes, Housing / Property Regeneration, Country Parks, Nature Reserves and Wildlife Trusts, will help to focus our direct delivery on national and local priority areas for conservation, crime prevention and community enhancement. Linking in with Local Authority strategies (local plans, housing and building regeneration and social policy initiatives) will help lead to an increased potential for getting customers back into work, increase our capacity to deliver services, enhance the scope of our JSA service e.g. by providing comprehensive CPA coverage, with a wide choice of high quality placements and will supplement on, and not substitute, existing work posts. 7.1.3 How the strategy is managed: An effective communications strategy commencing at bid stage and running throughout the course of implementation and operational delivery ensures the identification, engagement and establishment of effective ongoing relationships with a diverse range of key local stakeholders and employers. We will also take the lead in driving forward employer engagement to generate work experience opportunities for our customers. A marketing and communications plan outlines aims, objectives, activities and assigns timescales and responsibilities for activity based on effective and regular interfacing with all key stakeholders / JCP, actively consulting, engaging and networking with organisations at all levels. A team of Work Placement Co-ordinators (WPCs) operate across the CPA with responsibility for engaging with voluntary organisations, local authorities and community groups to generate work placement opportunities, conduct health and safety checks and match customers to available work placement opportunities. Seetec will work closely with London stakeholders to ensure a consistent approach guaranteeing maximum benefits to the employers and customers. 7.1.4 Mechanisms for delivering the strategy: The strategy is owned, reviewed and evaluated by the Operations Director (OD) at a contract and CPA level, who will be responsible for the strategic integration of MWA and will ensure that it is fully integrated with national / regional strategies. The team of WPCs will source appropriate work placements, targeting employers, local Voluntary and Community Organisations (VCO‟s), Local Authority regeneration initiatives to ensure that placements are available in a range of sectors and deliver community benefit. We draw upon a number of key elements to select appropriate employers / placement opportunities including:
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RESTRICTED – COMMERCIAL IN CONFIDENCE 7.1 continued a) Labour market research at both a national and local level to guide engagement; b) Identification of opportunities leading to a comprehensive local employer / placement provider database of suitable work experience opportunities for the customer; c) Engagement and marketing activity timetabled throughout the life of the contract based on: demand led needs of customers, stakeholders and local policy / initiatives / environmental and community objectives etc; d) Development of strategic relationships where trusted employers / placement providers become a key element of our delivery solutions and can help contribute to successful completion of placements. 7.1.5 Identification of Employers/Placement Providers (including social enterprises). For the purposes of MWA we have contacted and gained support from charities (inc. British Heart Foundation Retail, Furniture and Electrical) who form part of our National Contacts and have agreed to lend their support by providing work placements across the CPA. We have linked in to other existing local work placement relationships and have gained support from organisations such as Cancer Research UK and Havering Council who have agreed to provide a regular source of work placements for the full 30 hour / 4 weeks. Our existing contacts will be coordinated through the use of our bespoke Customer Relationship Management (CRM) software which records and coordinates employer / stakeholder engagement activities across and between CPA‟s. As an existing supplier in London we already have over 2000 organisations on the CRM system, in addition to our considerable, intangible existing supply of local employer contacts, all of which are available to provide a source of work placement opportunities for our customers on MWA. These existing links will be built on by the WPC‟s across the CPA by continually identifying other placement opportunities through: working with JCP account management teams; stakeholder engagement i.e. working with regeneration bodies or in the future with Local Enterprise Partnerships (LEP‟s) when they are formed; Identifying social enterprises / co-operatives in the area who are able to provide placements; developing good working relationships with the Local Councils. 7.1.6 Regional / Sub-regional Strategic Stakeholders: Are engaged to join up the plethora of services and initiatives that are tackling social regeneration issues at the local / community level, effecting seamless and holistic services for customers, by creating a forum to share resources and best practice.  JCP: is a critical stakeholder across the CPA; we have existing links with all JCP offices in London and OD‟s/OM‟s and WPC will continue to engage both operationally and strategically to maintain robust communication channels between organisations.  Local Enterprise Partnerships: We work with the LDA and through them the ODA, LOCOG& OPLC. We support the GLA/Mayors office and the London LEP when formed.  Local Authorities (LA): We have close relationships across the CPA with LA‟s and have initiated discussions with all 33 LA‟s in London about strategic working relationships, frontline services in the Borough, whether they can link us with the voluntary sector and how they would like to work with the Seetec.  Strategic groups / Partnerships: We are currently on the committee/attend regular meetings with the B&D and Redbridge Local Strategic Partnerships, Uxbridge Employment and Strategy Group and regularly engage with West London Working.  Local CVS’s: We have initiated contact with local CVS‟s directly or via the 33 London Local Authorities to discuss how best to link up operationally.  Local Level Organisations – including VCO’s: Additional services / expertise are needed to meet the diverse needs of customers and we recognise the expertise and specialist support that smaller organisations and VCO‟s are able to provide at a local level in facilitating work placement opportunities that offer community benefit. 7.1.7 Seetec‟s approach to building robust partnerships and our existing links in the CPA provides the DWP with the assurance that MWA provision in London will be firmly integrated with existing partnerships.
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PART 8: CONTRACT PERFORMANCE
[8.1] Performance Please explain in detail;      The types of work placements you will provide; How you will source placement opportunities, often at short notice, for customers on the programme; How these placements are of Community Benefit; How you will tell JCP if a customer signs off benefit; How you will raise a sanction doubt with JCP.

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8.1 8.1.1 Types of Work Placements Across the London CPA, Seetec will provide a diverse range of work placements across varying sectors and roles including customer service, administration, horticulture and manual roles at a range of employers / community organisations, all with the intention of embedding discipline, focus and drive into customers whilst delivering benefit to the community in which they work. The anticipated type of placements provided includes (but is not limited to):  Placements at charity shops / local charities and community groups: We have national agreements in place with the British Heart Foundation who have committed to providing placement opportunities in London for MWA customers; we have placed over 200 customers on placement with this organisation alone in the last 12 months. This is supplemented by local relationships with other charity shops such as Age Concern, Sue Ryder and Barnardo‟s across the CPA.  Placements on environmental projects and / or community projects: Either run directly by local councils, regeneration partnerships of via organsiations like Groundworks, customers are able to participate on manual projects like working in country parks, woods, etc. undertaking maintenance work.  Placements with employers (including social enterprises) we will engage with our network of employers across the CPA with whom we place customers (on placement or into permanent work) to identify placement opportunities that provide community benefit. This may be work at a social enterprise, where profit is driven back into the business or within a private sector employer who is undertaking a community project.  Placements with Housing Associations: We have strong links with Housing Associations who are able to provide a range of placements from caretaking, rubbish clearing and graffiti clearing to administration and customer services. With high numbers of JSA customers living in social housing, our experience is that housing associations are keen to work with providers like Seetec to help up-skill their residents and improve their employability prospects. 8.1.2 How work placements will be sourced The WPC works with the MWA customer service advisers in the Customer Service Centre at Head office to generate a „bank‟ of suitable work placement opportunities across their designated geographical areas. The MWA customer service adviser will initiate contact by phone with organisations, explains the nature of the programme and the benefits of providing work placements and where possible make an appointment for a WPC to meet with them locally undertake health and safety risk assessments and outline administrative procedures i.e. timesheets, fares and notification of non-attendance. The WPC will be responsible for ensuring that MWA customers are only placed in placements that can demonstrate direct or indirect benefit to the community. Ongoing engagement activity across the course of the contract ensures a constantly refreshed bank of opportunities and that all customers will have the opportunity to start a placement within 10 days of referral. We anticipate that a significant proportion of organisations will be able to accommodate multiple customers at any one time and on a back to back basis. 8.1.3 In London we currently have links with over 800 organisations that provide work placements to customers that can be classified as having „community benefit‟. Initially we will contact all of these organisations (during implementation) to generate buy in and ascertain the number and frequency of placements they are able to provide for MWA customers. We will then build on this bank of work placements by engaging with a variety of organisations a) Social Enterprises to generate further work placement opportunities; b) The 33 Local Authorities in London, explaining projects we currently operate in South Essex and East London to ascertain the possibility of replicating them; c) The various CVS‟s across the region, where we already have contacts with the majority to communicate with their memberships d) Housing Associations, as outlined
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RESTRICTED – COMMERCIAL IN CONFIDENCE 8.1 continued above, those we already work with and by proactively building relationships with the others. We are confident that our existing placement links, coupled with the proactive business development activity outlined above, will be sufficient to generate the 2862 placements required per annum to deliver this contract. 8.1.4 How these placements are of Community Benefit As outlined above our priority will be to generate placements at organsiations in the voluntary and community sector whose work is by their very definition „for community benefit‟. At engagement with the work placement provider we will clarify the exact nature of the organsiation and the work the customer will be undertaking to ensure that it complies with the definition and policy intent of community benefit in the context of this provision. In the examples above of the type of placement we anticipate sourcing the community benefit is either derived from the customer working directly for a voluntary organsiation which itself delivers community benefit e.g. charity shop or Housing Association. In some cases the customer themselves may directly benefit their community by enhancing the physical infrastructure of the community e.g. in the case of environmental projects. 8.1.5 How we will tell JCP if a customer signs off benefit When we engage with a customer both initially over the phone and when the WPC issues details of their placement, rights and responsibilities are reinforced regarding communication and attendance. We inform customers that if they do not attend their placement the consequence is that we raise sanction doubt with JCP. If they are unable to attend placement due to legitimate reason e.g. illness they are instructed to call the Customer Service Centre (CSC), if they fail to do so before 9.00 a.m. sanction doubt will be raised. Likewise if they get a job and / or sign off benefit whilst on placement they must contact the CSC. In this instance, if we are informed that a customer leaves benefit the CSC will make contact with the Adviser that made the referral (or alternative contact as decided with JCP District at post tender discussion / PCAB stage). We will instruct JCP verbally and in writing and seek feedback from the placement provider in line with our standard placement completion process. 8.1.6 How we will raise a sanction doubt with JCP Sanction doubt will be raised with JCP in the following circumstances a) where a customer fails to engage i.e. attend the interview with the Work Placement Co-ordinator; b) where the customer fails to attend the first day of the work placement; c) where the customer fails to fulfil their attendance requirements whilst on placement; d) where the customer behaves in an inappropriate manner during the work placement prompting Seetec to terminate the placement. As outlined in our customer journey in 4.1 Seetec‟s CSC takes the role of monitoring attendance, compliance and raising sanction doubt. Utilising Seetec‟s proprietary customer management software system Provider Enterprise, with embedded diary management system, the customer service advisers are able to record, monitor and track all customer interventions. When a customer appointment is scheduled, the WPC will advise the CSC team if the customer fails to attend, they will then try to contact the customer and raise sanction doubt. When the customer is assigned a placement the system will flag up when the first day check / customer start claim is due. The CSC team contact the work placement provider to ensure the customer has started, if they have not they raise sanction doubt. When the WPC engages with a work placement provider they give them the central CSC landline number. There is a clear procedure in place for work placement providers if the customer fails to attend at any time during the placement or if they need to terminate the placement due to inappropriate behaviour. At post tender / PCAB stage we will negotiate with each individual JCP District with whom we raise sanction doubt, ensuring that the needs of each JCP District in the CPA are met and that there is a seamless and transparent system in place. We understand there is an intention to introduce an electronic sanction doubt process, this would therefore be used as standard if introduced by contract start.
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PART 9:

IMPLEMENTATION

[9.1] Implementation Plan Please provide:  An Implementation Plan for Mandatory Work Activity in this CPA clearly stating the date on which you are proposing to commence delivery of the service. The plan, which must be in the form of a Gantt chart (insert as Annex 4), must include the key activities required to put provision into place by the service commencement date. It must include key milestones, timescales for activities including start and end dates and who is responsible for each activity including the expected start date for delivery. It should also show the critical path and interdependencies. A narrative to expand on the implementation plan which must identify and address all the key risks, including the impact of winning multiple Mandatory Work Activity contracts and how these risks will be mitigated.



Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 1 side of A4. Note: Format requirement and page limit does not apply to the Gantt chart which you must insert as Annex 4.

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9.1 9.1.1 Redacted 9.1.2 Managing the effect of multiple, simultaneous contract implementation: Seetec is targeting 6 MWA CPA‟s „wins‟; we recognise that multiple contract success places additional pressure on resources and head office functions increasing risk to DWP. We can give DWP the categorical assurance that across all CPA‟s Seetec has existing staff resources, infrastructure and links with placement providers. In the London CPA, we have a number of contracts including New Deal (18-24) North and North East London and ESF Phase 1 and 2 (across London) which are finishing between March and July, freeing up staff resources. This considerably reduces risk. In effect, we are building on existing provision and from day one, we can hit the ground running in at least 6 CPA‟s. We are building on one of the best implementation track records in the sector of multiple implementations e.g. NDDP and ESF in 2008 - simultaneous multiple implementations in 10 JCP Districts (6 new–no existing infrastructure) and ESF P2 and JCPSC in 2009 (5 contracts covering 8 JCP Districts) were all implemented on time to take day one referrals. Our delivery model encompasses centralised control via our customer service centre which is also existing infrastructure and is fully manned.  9.1.3 Redacted 9.1.4 The above risk management approach provides DWP with assurance Seetec has the capacity and capability to implement MWA in London (and multiple CPA‟s) to meet the proposed go-live date and delivery beyond.

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RESTRICTED – COMMERCIAL IN CONFIDENCE 9.2 Contingency Arrangements

Please describe:  How your proposals for delivery of services within this CPA will be put in place without adversely affecting your organisation‟s or your Sub-contractors‟ ability to deliver existing and recently won contracts as well as other contracts you are bidding for. Describe your contingency plan for maintaining the entire scope of your proposal within your bid should members of your supply chain withdraw at any point during the delivery of this contract.



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

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9.2 9.2.1 Managing the impact of implementation on existing business To ensure that our delivery proposals achieve the required impact in the London CPA, without adversely affecting existing or future contracts across our business, our MWA implementation builds on our tried and tested implementation model, integrating our management capacity, our established infrastructure and MI systems and operational risk management strategy with a uniquely flexible staffing model and robust timetabling. Complementary contracts – transfer of existing delivery MWA represents complementary business in the London CPA; i.e. we already deliver a range of provision including New Deal 18-24 (VSO, ETF and FTET), Work Choice and European Social Funded (Phase 1 & 2) provision where we generate work placement opportunities for customers. Specifically in North and North East London on New Deal (18-24) customers go into placements (within the voluntary and community sector) for 13 - 26 weeks. All of the above contracts (excluding Work Choice) finish between March 2011 and July 2011. This means that staff, centres and delivery networks are in place and as contracts run down over the next 3 months there is effectively a transfer of existing resources thereby minimising the impact of multiple implementations and adverse impact on existing / recently won contracts. 9.2.2 We minimise risk on the delivery of existing contracts through:  Risk Management strategy: Seetec works to PRINCE2 project management methodology underpinned by a robust risk management strategy during implementation to ensure delivery of project milestones in each CPA and minimise potential impact on existing contracts. We have a comprehensive risk log at individual CPA level for MWA to address all potential risks during implementation and delivery for Seetec which outlines potential risks, risk ratings (based on probability and impact) and outlines controls and actions to mitigate risk.  Dedicated experienced Implementation resources: To manage multiple CPA implementations we appoint a CPA specific Implementation Lead. In London this will be Redacted, Executive Director (ED), who will be supported by a team of local Managers and Work Placement Coordinators (WPC) who will implement and manage the ongoing delivery of this contract. Across multiple CPA‟s appropriate ED‟s will be appointed as Implementation Leads. Where existing contracts are running in that CPA, Operations Managers take responsibility for ensuring ongoing performance improvement. Our team of 5 ED‟s has a combined 60 years of DWP contract implementation experience.  Corporate Governance: Our Executive Board has successfully managed Seetec through a period of 182% growth (turnover) in the last 3 years, (including 3 periods where contracts were simultaneously implemented across multiple CPA‟s). It has clear lines of accountability for strategic development and delivery of operational objectives. It ensures that planning of future contracts and appointment of implementation resources takes into account operational capacity, current resources / commitments, that dedicated resources are in place and that activities are co-ordinated across local areas and multiple regions. We have recently engaged KPMG as a management partner who are working with the senior management team to revitalise our supply chain and partnership management strategies. This expertise also enhances our capacity and management resource.  Management/staffing structure: Our multi-layered regional management structure allows regional growth via the acquisition of new contracts whilst maintaining service levels/performance on existing business. We have undertaken a comprehensive staff training programme which has included increasing the skills of managers through our Leadership Academy, increasing management capacity and capability and up-skilling key staff to increase operational agility. This enables us to use multi-skilled 9.2 continued staff resources flexibly e.g. redeployment to and from other contracts as
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RESTRICTED – COMMERCIAL IN CONFIDENCE and when required. Whilst implementing new contracts Operations Managers take increased responsibility for performance management of existing contracts (still overseen by the ED and Executive Board). This not only ensures continuity of delivery but further enhances and develops the performance and contract management skills of our front line managers. We have a highly skilled but flexible staff structure which can be flexed to ensure that operational impact remains effective. 9.2.3 Track record of on time implementation with minimal impact on existing business Our proven history of implementation, often at short notice, provides a further compelling reassurance of our ability to implement and deliver this contract whilst maintaining performance and / or simultaneously implementing other MWA CPA‟s or programmes e.g. we anticipate decisions will be made re: Work Programme procurement at the beginning of April (the same time as Post Tender Discussion / Contract Award on MWA). The tight window allocated for implementation means that a seamless and rapid implementation is necessary in order to guarantee the quality of service for customers and JCP advisers. Our track record includes a consistent run of Grade 2 Ofsted inspections („05-„09) during a period of rapid growth and clear instances of improving performance during implementation e.g. in „09 during contract start up phase of DWP ESF Phase 2, performance on NDDP in Dorset & Somerset improved by 29% (compared with the previous quarter). In 2010 whilst implementing Work Choice in West London within tight timescales, ESF Phase 1 performance in the same District improved 36%, on the same quarter the previous year. Seetec has a reputation for on time delivery of provision e.g. New Deal Prime Contractor 2006 (implemented within 6 weeks in a new District); Pathways to Work 2007 (4 new offices established in 12 weeks); NDDP 2008 and DWP ESF Phase 1 (June & Nov 2008) – 15 new offices were established and 120 new staff recruited (including TUPE staff) in under 3 months. FND Phase 1 in 2009 was implemented with 5 new offices established, 81 staff TUPE transferred and key management posts recruited. This exemplary track record coupled with the fact that Seetec has comprehensive CPA coverage in place and can cover the whole CPA via our established infrastructure (centres, staff and placement providers) provides DWP with reassurance of Seetec‟s ability to implement MWA in London and other CPA‟s simultaneously without loss of performance on existing / new contracts. 9.2.4 Managing Contingency: Seetec will deliver MWA using a Prime Provider Model with 100% direct end-to-end delivery. Whilst Seetec appreciates the diversity that inclusion of sub-contractors brings to a contract, as an organisation our existing infrastructure, management capacity and capability, existing contracts and excellent track record provide us with the expertise to deliver all components of the contract as a sole provider to the timescales provided. Our existing infrastructure, staffing, resources, partnerships and knowledge of the local area will provide DWP with the assurance of a provider embedded into the District with strong links with employers and stakeholders. 9.2.5 Our decision to undertake a direct delivery model is based upon our extensive infrastructure across the CPA, 26 years experience of delivering employability and skills programmes, a comprehensive management structure, enduring relationships with employers and stakeholders and a rich mix of varied and engaging placements. Our history of operating across the CPA and our experience of engaging with the local network ensures that we are best placed to offer a high quality service in the region without duplication of geography and provision, leading to a more focused service and better value for money across the CPA. 9.2.6 Our ability to deliver this contract directly across the CPA negates any risk of Supply Chain failure and provides powerful reassurance to DWP that an effective and responsive MWA can be implemented and delivered in the London CPA from 9th May 2010.

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PART 10: OFFSHORING PROPOSAL (including Landed Resources and Nearshoring)

Are you and/or your subcontractors proposing to use Offshoring, Landed Resources or Nearshoring in delivery of this Contract

YES

NO

(indicate where applicable) (indicate where applicable) X

If you have answered YES to this question, you must complete a DWP Offshore Proposal Template and include with your tender. Please refer to paragraph 1.42 of the MWA Instructions to Bidders if you need the template.

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ANNEX 1 SUB-CONTRACTOR DECLARATION
A declaration should be signed and submitted on letter headed notepaper by each proposed sub-contractor (with the exception of ad-hoc suppliers) and attached to this Tender Form. Please note by attaching these declarations, tenderers will be deemed to agree to their contents. To: Date: I confirm that we have agreed in principle with [name of bidding organisation], to deliver the following elements of the service described in their tender:Please list below elements of service to be delivered. Department for Work and Pensions

I have read and understood the specification for the elements of provision, which my organisation will deliver. I have agreed in principle terms of delivery for this provision and am content that reasonable and appropriate price and payment terms have been negotiated and agreed for delivery of these services. I confirm I have seen the full tender document (excluding any Commercial in Confidence information relating to other Providers) and am content with my role as described and with the terms I have agreed with the Prime Contractor. I confirm that the agreement in principle allows for my organisation to implement the appropriate level of planning and investment to deliver the service. In addition to the above I confirm that the agreement made is consistent with the general principles set out in the DWP Code of Conduct and the Merlin Standards.

Signed: Name: Name of Sub-contractor: Note: the person signing the letter should be authorised to sign contractual agreements on behalf of their organisation.

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Please submit the following as separate documents:

ANNEX 2 PART 5.2 MANAGEMENT STRUCTURE – ORGANISATION CHART

ANNEX 3 PART 6.1a STAFF RESOURCES – RESOURCE PLAN REDACTED

ANNEX 4 PART 9.1 IMPLEMENTATION PLAN

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