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    EMPLOYMENT RELATED SUPPORT SERVICES
          FRAMEWORK AGREEMENT

    MINI COMPETITIONS FOR THE PROVISION OF
            THE WORK PROGRAMME


                       Invitation to Tender Form




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Tender Round title:                   The Work Programme

Organisation Name:                    Avanta Enterprise Ltd

Lot:                                  North East

Contract Package Area (CPA):          CPA5 – North East
                                      North East
                                      Northumbria
                                      South Tyne and Wear Valley
                                      Tees Valley




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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:
WORK.PROGITTCLARIFICATION@DWP.GSI.GOV.UK

Name of the Legal Entity in whose name this        Avanta Enterprise Ltd
tender is submitted and with whom DWP will
contract:
Trading Name (if different from above):            Throughout this document we use
                                                   “Avanta” to represent Avanta
                                                   Enterprise Ltd.

                                                   This includes TNG which is Avanta’s
                                                   recognised brand and trading name
                                                   within the welfare and employment
                                                   sector.
Company Registration Number:                       5722765

Company Registered address:                        196 Great Cambridge Road
                                                   Enfield
                                                   Middlesex
                                                   EN1 1UQ
Head Office Address, if different:                 As above

VAT Registration Number:                           674739684

Website Address (if any):                          www.avanta.uk.com

Name, address and company registration number Not applicable
of parent company, where applicable:
Name and Job Title of main contact:           [Redacted]
                                              Director of Business Development
Address:                                      196 Great Cambridge Road
                                              Enfield
                                              Middlesex
                                              EN1 1UQ
Telephone no:                                 [Redacted]

Mobile telephone no:                               [Redacted]

Fax no:                                            [Redacted]

E-mail address:                                    [Redacted]


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Alternative contact Name and Job Title:            [Redacted]

Address (if different from above):                 Unit 3 Rossmore Business Village
                                                   Rossmore Business Park
                                                   Inward Way
                                                   Ellesmere Port
                                                   Cheshire
                                                   CH65 3EN
Telephone no:                                      [Redacted]

Mobile telephone no:                               [Redacted]

Contact e-mail:                                    [Redacted]


PART 2: TENDERER DECLARATION
[2.1] You must complete this Declaration by Tenderer. Failure to include this declaration
may result in your bid being disqualified.

To:           The Secretary of State for Work and Pensions


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

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

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

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

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


                         [Redacted]
Scanned Signature:


Date:                    13th February 2011

Name:                    [Redacted]


Job Title:               Director of Business Development

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                                                 [Redacted]
Duly authorised to sign Tenders on behalf of:

Name of Organisation: Avanta Enterprise Ltd




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PART 3: THE WORK PROGRAMME CALL-OFF CONTRACT TERMS AND
CONDITIONS - ALTERNATIVE AND/OR ADDITIONAL CLAUSES
[3.1]

3.1     The terms and conditions of The Work Programme will be the Standard Call-Off
        Terms and Conditions (set out in Schedule 4 of your Framework Agreement), as
        modified by The Work Programme service requirements (“The Work Programme
        Additional Requirements”).

3.2     The Work Programme Additional Requirements are set out in the ‘Call-Off Terms
        and Conditions for The Work Programme’ which is supplied with your Invitation to
        Tender. A document highlighting the modifications made to the Standard Call-Off
        Terms and Conditions to reflect The Work Programme Additional Requirements is
        also supplied with your Invitation to Tender; for ease of identification, the changes
        made since the draft version issued on 8 December 2010 are shown in boxes
        within the document.

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

Comments on The Work Programme Additional Requirements: -

MINI COMPETITION – ADDITIONAL REQUIREMENTS (For Framework Supplier
Comments only)
No. of the clause(s) you      Proposed amendment with proposed wording
wish to amend
Clause 2.10.5:                Explanation of proposed amendment: Avanta
“The Contracting Body shall understands and accepts that breach of Competition Law
monitor the Prime             is a serious situation requiring remedy. In an instance of
Contractor’s (and any Sub-    Avanta breaching Competition Law then we accept that
contractors’) performance of this should lead to termination rights for the Contracting
the Services to assess        Body. However in the case of a Sub-contractor committing
compliance with Competition such a breach we believe that Avanta should be required
Law. Where (in the            to terminate the subcontractor and that Avanta should be
reasonable opinion of the     obliged to put in place remedial actions to replace the
Contracting Body), the        Subcontractor, without termination of the Prime Contract.
Prime Contractor (or any
Affiliate or any of the Prime Proposed wording: Avanta requests that DWP remove
Contractor’s Group) or any    references to the Subcontractor from Clause 2.10.5 and
Sub-contractor has or may     insert an additional Clause 2.10.6 as follows:
have engaged in any           “Where (in the reasonable opinion of the Contracting
agreement, arrangement,       Body), any Sub-contractor has or may have engaged in
practice or conduct which     any agreement, arrangement, practice or conduct which
would amount to an            would amount to an infringement of Competition Law, the
infringement of Competition Contracting Body may require the Prime Contractor to
Law, without prejudice to     terminate the Sub-contract with immediate effect”.
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MINI COMPETITION – ADDITIONAL REQUIREMENTS (For Framework Supplier
Comments only)
No. of the clause(s) you         Proposed amendment with proposed wording
wish to amend
any other rights or remedies
that the Contracting Body
has under the Contract the
Contracting Body shall be
entitled to terminate the
Contract with immediate
effect and without liability by
notice in writing to the Prime
Contractor”
7.1.1 Nothing in the             Explanation of proposed amendment: Avanta
Contract shall be construed      understands that DWP would wish to recover re-
to limit or exclude either       procurement costs from the Prime Contractor in the event
Party's liability... (k) for any of the Prime Contractor terminating under Clause 8.5.2,
claim under Clause 8.5.2         and the additional cost of procuring replacement Services
                                 for the remainder of the Contract Period. However, Avanta
(8.5.2 states “Where the         believes that an unlimited liability is disproportionate and
Prime Contractor terminates that carrying this exposure is too detrimental to the Prime
the Contract under Clause        Contractor proposing best value for money Services
8.3 (Break), the Contracting
Body may recover from the        Proposed wording: Avanta requests deletion of Clause
Prime Contractor the cost        7.1.1 (k) such that the limit of liability for events under
reasonably incurred of           Clause 8.5.2 is within the £20m limit.
making other arrangements
for the supply of Services
and any additional
expenditure incurred by the
Contracting Body throughout
the remainder of the
Contract Period. The
Contracting Body shall take
all reasonable steps to
mitigate such additional
expenditure.”)
8.3 Break                        Explanation of proposed amendment: Avanta
“Either Party shall have the     understands that there may be circumstances in which the
right to terminate the           DWP is unable to continue with the Work Programme (for
Contract at any time by          example, for a change of government policy). We
giving the other at least 12     understand therefore that DWP must retain the right to
(twelve) Months' written         terminate voluntarily. In such a situation this could
notice.”                         potentially mean that the Prime Contractor could fail to
                                 realise a large proportion of its planned revenue. This is an
                                 acceptable risk to Avanta. However, in the early stages of
                                 the contract term Avanta’s financial exposure may be
                                 beyond that represented by 12 months revenue. We would
                                 therefore request that the Authority consider whether the
                                 immediate business future is sufficiently certain to allow it
                                 to forgo this right for an initial period. This proposed
                                 amendment is in line with OGC guidance.
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MINI COMPETITION – ADDITIONAL REQUIREMENTS (For Framework Supplier
Comments only)
No. of the clause(s) you Proposed amendment with proposed wording
wish to amend

                                Proposed wording: Avanta requests that the Clause is re-
                                worded as follows:
                                "Either Party may terminate the Contract at any time by
                                giving the other at least 12 (twelve) Months' written notice
                                expiring no sooner than the second anniversary of the
                                Commencement Date.”

Other than those provisions identified above, Avanta Enterprise Ltd confirms that it has
reviewed the Call-Off Terms and Conditions for The Work Programme and agrees in
principle to each of their provisions.




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Name:                    [Redacted]

                         [Redacted]
Scanned Signature:

Position:                Director of Business Development

Telephone No:            [Redacted]


Date:                    13th February 2011



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




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PART 4:       SERVICE REQUIREMENT

NOTE: MINIMUM SCORE APPLIES TO ALL QUESTIONS THAT ATTRACT A SCORE WITHIN
THIS SECTION. BIDS SCORING 2 OR LESS ON ANY QUESTION WITHIN THIS SECTION
WILL BE REMOVED FROM THE COMPETITION. PLEASE NOTE SCORES ATTAINED IN
THIS SECTION MAY ALSO BE USED IN A TIE-BREAK SITUATION WHERE APPROPRIATE.

[4.1] Customer Journey - Process

Please submit a process map showing the proposed end to end customer journey(s) and
attach the process map as Annex 1.

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

Please note your response to this question will not be scored but will act as a
reference point for the scoring of questions 4.1a and 4.1b

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

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




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4.1
Description of Avanta’s Work Programme Customer Journey
The key stages of Avanta’s integrated customer journey are detailed below. Each of the
stages corresponds to those highlighted within Annex 1. The journey is based on three
types of support; Employment Consultants who will assess needs and plan the journey,
Job Coaches, who will support preparation into work and Career Coaches, who will
deliver in work support. We will deliver 47% of this activity directly and 53% through our
sub-contractors,
Stage 1. Engaging customers: making the referral process simple and personal
Our customer journey has two entry points. Firstly, engaging with customers following a
direct referral through the PRaP system; and secondly, ‘Warm referral’, working closely
with a customer’s Jobcentre Plus Adviser at a local level where possible. We will work
with JCP staff to ensure our marketing and customer engagement activity engages
voluntary and mandatory Work Programme customers. We will:
 Segment marketing materials for different customer groups – the messages,
    content and detail of our marketing materials (leaflets, social media, local advertising,
    partners and our website) will be tailored to the different Work Programme customer
    groups. For example, for the early entry NEET customers, our materials will detail
    work experience and volunteering opportunities. All marketing materials will be
    designed to manage expectations and highlight directly relevant opportunities and
    make use of a youth orientated creative identity.
Co-locate and collaborate with Jobcentre Plus – following discussions and feedback
from Jobcentre Plus through [Redacted]
 (Customer Services Director) and [Redacted]
 (External Relations), we will look to co-locate wherever possible, to directly engage
    with customers within Jobcentres, reduce infrastructure costs, reduce complexity and
    enable us to drive up the referral to attachment ratio.
Following referral through PRaP, customers will be contacted by phone within 48 hours to
welcome them to the Work Programme, participate in a telephone interview and then
arrange a face to face appointment with an Employment Consultant. The interview will be
at a time that meets customer needs (from 8am to 7pm Monday to Friday), and will last
for approximately 45 minutes. The interview will cover CV, work experience,
qualifications, length of unemployment/worklessness, and any access issues. These
results will be used in selecting an appropriate Employment Consultant and sent directly
to the allocated Employment Consultant to ensure the first face to face contact is tailored
to the customer’s needs. Details of the nearest delivery location will be given to the
customer, and a welcome pack sent to their home address. If required, five attempts will
be made to contact customers, utilising relevant communication methods to meet
customer needs (e.g. large print information by post, email and text). If, we have failed to
engage with a customer, we will contact JCP with evidence of the attempted contacts.

During the telephone interview customers will be given personal login details to our
JobApps website. This offers a wide range of self help tools (including “Money MOT”,
“Making Change Work for You” and “Your Place, Your Community”), and direct access to
our live job vacancy dashboard.

Stage 2. Identifying and Understanding Customer Needs and Barriers
Within 7 days of their referral date all customers will be invited to an initial “Insight”
meeting; a face to face dialogue and needs assessment between the customer and an
Employment Consultant. Lasting up to 90 minutes and taking place at a time and place
that suits the customer, the outcome of the Insight meeting will be a jointly agreed and
signed Action Plan triggering an attachment fee through the PRaP system. The Insight
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4.1 (continued)
meeting will include:
 A dialogue-driven assessment of needs – using open questioning techniques,
    building rapport by identifying customer interests, and taking a holistic view of the
    customer’s environment and needs (explicit and implicit), Employment Consultants will
    develop a picture of customer work readiness, ability to sustain work and barriers to
    employment. The dialogue will focus on opportunity, skills and potential – a positive,
    future facing conversation that recognises where the customer has come from and
    what they want to do.
 High quality supporting diagnostic and assessment tools – to support the
    dialogue and needs assessment, Employment Consultants will use a range of online
    diagnostic and paper based assessment tools to better understand the needs of each
    customer. This will include “Adult Directions”, developed by Loughborough University
    which uses customer work-related interests, skills and occupational levels to paint a
    picture of career opportunities.
 Specialist assessments and support for customers with multiple needs – if
    during the telephone interview or at the Insight meeting customers either request, or it
    is identified that they require specialist support, they will be referred to our network of
    specialist support partners. For example Newcastle Futures have developed an initial
    diagnosis based upon Cognitive Behaviour techniques in conjunction with Newcastle
    Primary Care Trust to address acute customer barriers.
Stage 3. Developing the Action Plan – a Time Bound Roadmap to Sustained Work
Within the Insight meeting, Employment Consultants will work with customers to
consolidate their conversation and the findings from the assessments/diagnostics into a
jointly owned Action Plan. The Action Plan will describe a personalised programme of
actions, services and interventions designed to address customer needs and help them
find, progress, and sustain work. The Action Plan will set clear time bound goals that are
agreed with the customer, detailing milestones and success factors. Employment
Consultants will determine within the Action Plan both mandated and non-mandated
activity as appropriate to the particular circumstances and needs of each customer.
Following completion of the Action Plan (and a trigger for attachment payment through
PRaP), customers will be introduced to their Job Coach who will manage the customer
journey, support the customer with Jobsearch, build rapport and motivate the individual.
Stage 4. Delivering the Action Plan – Moving Customers into Work
Every customer journey within the Work Programme will be different, reflecting the very
different needs, barriers and aspirations of customers across the CPA. The customer
Action Plan will detail the specific activities that each customer will undertake to address
their needs and aspirations and enable them to progress into work. Together with our
supply chain, we have developed a Service Directory, a menu of over 200 different
interventions and services within the CPA, relevant to local customer needs. These
services will be delivered both directly and through our supply chain. Brief examples of
the Service Directory activities available in the North East CPA.




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                                      
             Citizens Advice will provide telephone and face to face money and debt
    Targeted support:
    addressing multiple
             management to customers with financial problems.
           North East Council on Addictions will help customers with substance
    barriers to work
             misuse issues by providing psychosocial interventions and abstinence
             therapy.
           Hartlepool Works will deliver routeways to support families with financial
             and substance misuse issues through teams based in schools.
           Newcastle Futures will provide ESA customers with Occupational
             Psychologists to deliver condition management.
4.1 (continued)
            Across our supply chain, organisations will deliver soft skills training,
  non-vocational skills development
  Improving skills: vocational and




               motivation and confidence development for customers distanced from the
               labour market, highlighting better of in work opportunities
            Customers will undertake accredited and non accredited work skills
               training through Avanta’s partnership with learndirect. This will include
               online and self service learning for more job ready customers and local
               community based delivery for customers with more support needs.
            Avanta will deliver Sector Skills Council approved sector Routeways,
               including ‘Retail Works’ and ‘Skills for Health’, preparing customers for
               specific vacancies with local employers including First Bus, Bookers, Care
               UK, IKEA and Co-OP.
            Middlesbrough College will work with the Jobcentre Plus and First Careers
               to deliver a routeway, supporting 18 to 24 years old to gain employment in
               adult social care.
            Newcastle Futures will work with the Sector Retail Academy in Newcastle
employer understanding
 Getting experience:
 work experience and




               to ring fence retail vacancies in the Metro Centre for local customers. This
               approach resulted in over 50 jobs in the last 12 months.
            Customers furthest from the labour market will access Intermediate Labour
               Market opportunities and sheltered work placements through voluntary and
               community partners, including Barnados, Marie Curie and Hartlepool CVS.
             As customers get more experience, they will increase the depth of work
                experience and length of work placements under the principle of “work
                works”. Work tasters lasting a day or two will extend to multi-week
                placements with the aim of converting them to long term jobs.




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             Customers will be matched to local live job vacancies during their telephone
              interview and Insight meeting 1, as well as in regular progress reviews using My
              Work Space job matching and vacancy sourcing software.
 Finding the right job: high quality

             Business start up and self employment support will be offered to all
              customers, providing tailored business advice, access to funding, and peer
              mentoring,
             Customers will participate in Jobsearch training across our supply chain,
            Jobsearch




              with the intensity increasing as customers become more job ready. This will
              include employer led sessions (presentations, ‘day in the life’), CV
              preparation and interview techniques.
             Job Coaches will deliver a high quality job and vacancy matching service for
              customers, offering a wide range of job opportunities across local sectors,
              with the principle of “right job first time” delivering long term job
              sustainability.
             Resource (NE) will deliver forklift truck routeway through the Transport &
              Logistics Sector. Over the past 5 years they have placed over 500 people.
             Avanta will support any customers into self employment across the CPA,
              providing personalised business advice.
Managing and monitoring customer progress: targeted progress reviews The Job
Coach will be responsible for managing the customer journey and monitoring progress
against agreed milestones. All customers will participate in a minimum of fortnightly
progress reviews with their Job Coach. The reviews will explore progress against agreed
milestones and activities, measure distance travelled, evaluate the impact of the services
being provided, and agree priorities and next steps. Any changes will be detailed on the
Action Plan and any revisions signed by the Job Coach and customer with JCP updated
as a matter of course.
 4.1 (continued)
Stage 5 - In Work Support – Progression from Job Entry to Sustained Employment
During Jobsearch activity and progress reviews, customers will be continually re-
assessed for their job readiness by their Job Coach. When Job Coaches identify that
customers are nearing job readiness (e.g. through attending more job interviews, or
staying within an extended work experience placement), customers will be invited to
“Avanta Advantage”, our in-work support programme. Customers will participate in an
Advantage interview with a Career Coach. who will identify customers’ in work support
needs, and manage the customer journey once they have started a job. The Advantage
interview, held at a time and place relevant to customer needs, will risk-assess the
customer’s ability to stay in work; determine likely barriers to sustaining work; identify any
support needs during the transition to work and the crucial first month of employment; and
map out the level and nature of contact between the customer and their Career Coach.
The outcome of the meeting will be an Advantage Plan detailing agreed in work support
activities and offering all customers the support they need to sustain work, including:
 Multi-channel delivery: feedback from customers has highlighted that customers have
    personal preferences in how they should be contacted. Our research has highlighted
    that 65% of 18-24 customers would prefer text, email, facebook or twitter contact,
    whereas 60% of 50+ customers would prefer telephone contact.
 Career development planning: identifying opportunities to progress within the
    employer (or other opportunities in the same sector/location);identifying any skills
    training opportunities such as Apprenticeships or other funded and unfunded
    provision. For example, through our strategic partner learndirect, customers will have
    access to over 200 free online courses.
 Temporary contracts as a transition to permanent employment, as a career option in

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    itself and as a bridge between permanent positions. This will include access to jobs
    through partners such as jobinasecond.co.uk, who provide a rapid job matching
    service for customers and employers, using text messages to match employers and
    customers.
 Emergency support services, such as short term loans to support customers during
    the difficult transition to monthly pay. Small financial grants to purchase suitable work
    clothing or to buy bus/train pass. This will also include financial capability training from
    our national partner Citizens Advice (e.g. how to budget, saving options, re-
    scheduling debt).
 We will develop a network of in-work mentors from customers that have found work
    and are willing to act as mentors for other customers. Peer to peer support covering
    aspects such as dealing with negative peer pressure or dealing with a ‘bad boss’ will
    drive retention rates. Avanta will deliver SFA funded mentor qualifications to all
    mentors.
 All customers will have access to “Advantage Direct”, an in work support hotline that
    will be open 8am to 8pm Monday to Saturday. As well as responding to in-coming
    calls, the service will be pro-active in monitoring progress. The service will use ‘life
    triggers’ (e.g. family birthdays) to stay in touch as well as regular competitions (e.g.
    “can we contact you to let you know if you’ve won this month’s prize draw?”).
 Through our partners Healthcare RM we will offer a telephone based condition
    management advice line for ex-IB/ESA/IS customers.
Avanta Advantage has been designed specifically to operate as a recruitment agency to
support customers if they fall out of employment. Rather than ‘regressing’ back into ‘pre
work’ support, customers will have professional recruitment agency style support to help
them quickly and effectively find new work. This service is particularly important for areas
with seasonal work, such as retail at The Metro Centre in Newcastle and Tees Valley
Retail in Gateshead.
4.1 (continued)
Customers Exiting the Work Programme
Customers who complete their allotted time who are out of work will receive a next steps
1-2-1, interview, explaining the transfer from the Work Programme back to Jobcentre
Plus. Customers in work will continue to receive in work support as agreed in their plan,
up to a maximum of their allotted time.

Meeting the specific needs and barriers of customers in the CPA
Avanta’s Service Directory has been designed in consultation with local stakeholders and
our supply chain to ensure we meet the needs of all customers in the CPA. The following
examples demonstrate how we will meet the needs of different customer groups and
cohorts.

                Barrier- Mobility/Territorialism Solution In Sunderland the Pennywell Estate
    JSA 18-24




                suffers from a high rate of unemployment and gang related violence (based on
                territorialism). Solution: SNCBC will work within the local community to
                deliver workshops on community wellbeing and employability using football as
                a medium.
                Barrier: Long term unemployment (4% increase since Sep 2008) Solution:
                Building Futures East (Newcastle) will create a clear link between social and
  JSA
  25+




                employment issues and the local economy together with individual
                transformation through a return to learning and to work.



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                Barrier: Offender Reintegration and resettlement. Solution: Avanta work with


 Entry
 Early
 JSA            NACRO integrated resettlement team in Tees Valley to provide support
                networks for mental health, substance misuse and family issues.

                Barrier: Low self esteem and confidence Solution: Five Lamps will deliver a
  ex-IB

                community outreach programme to tackle worklessness in the most deprived
  JSA




                wards in Stockton. They will deliver specialist health related interventions at
                local community hubs situated at the heart of the community.
                Barrier: Long term depression Solution: Fitness Works, delivering through
    ESA Flow




                Northumberland Council will engage customer’s facing mild to severe health
                issues. The project reconnects customers into employability, training and
                volunteering by working alongside employment advisers in order to engage
                with people with physical and mental health issues.
                Barrier: Disengaged from mainstream provision Solution: BTCV will deliver
    ESA ex-IB




                the “Green Gym” giving customers the opportunity to participate in outdoor
                jobs that simulate a work environment and includes practical skills and
                confidence whilst benefitting local green spaces

                Problem: Stabilising health condition. Solution: Through South Tyneside
  Volunteers




                TEN, the Shaw Trust will deliver specialist physical and mental health
     ESA




                interventions to help customers integrate back in to the labour market. This
                includes 1-2-1 support and condition management to achieve personal
                stabilization.
                Problem: Learning Difficulties Solution: As a partner of Hartlepool Works,
  Volunteers




                Mencap will provide help and support through supported living, supported
    IB/IS




                employment, respite services, organised activities, systemic and individual
                advocacy, and outreach support




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[4.1a] Customer Journey - Rationale

Please describe in detail:

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

          the benefits to the individual customer groups of this approach.

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




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4.1a
Our Rationale for the Customer Journey in the North East CPA
Our strategy in designing the customer journey has been to draw on evidence of what
works locally - in local community settings and with local customer groups. We have
worked collaboratively in customer journey design - with local workless residents, our
supply chain, local strategic stakeholders and local staff from across the CPA. Our
rationale for key aspects of the customer journey is detailed below, highlighting why this is
the right customer journey for customers in the North East CPA.

Rationale for Avanta’s Customer Referral, Assessment and Action Planning
Together with our supply chain, we have invested in the early stages of our customer
journey to maximise the impact and effectiveness of the first interactions between
customers and the Work Programme. Our rationale for key aspects of the first stages of
the customer journey includes:
 Efficiency and customer understanding through multi-channel delivery - we have
   piloted telephone interviews following referral within our Pathways to Work delivery
   with IB/ESA customers. It has increased job entry achievement within month one of
   referral by 9.65%, because we can better tailor and personalise the first face to face
   interaction. For example, it means we can offer vacancies that match customer job
   aspirations within the first 1-2-1 Insight meeting.
 High quality needs assessment and action planning - we are equipping
   Employment Consultants with a wider range of diagnostic tools (paper based and
   online), to generate instant and detailed reports to better inform the Action Plan. In
   addition, we are capturing more detailed information about customer needs and
   requirements to measure distance travelled. A pilot within our Flexible New Deal
   service has shown that better diagnostic tools increase the accuracy of the Action
   Plan; job entries within three months of referral have increased by 5.8%.
   Subcontractors have been required to demonstrate the quality and impact of their
   diagnostic tools.
 Improved resource planning and customer motivation through time bound
   activities - together with our subcontractors, we have refined the Action Plan so that it
   generates clear time bound activities (mandatory or voluntary) and an expected job
   entry date. Feedback from customers on existing welfare programmes (67% of
   customers interviewed) shows that they believed that time bound activities increased
   motivation, as they weren’t “languishing on a programme”, or “waiting for the next
   course”. It also enables us to performance manage Job Coaches against agreed
   milestones.

Rationale for Avanta’s Service Directory & pre-work interventions
We have built, together with our supply chain, a Service Directory that has been designed
to address the specific needs of customers in the North East CPA and the individual
characteristics and challenges of the local labour markets in the area. The table below
highlights our rationale for different services in the area that will enable us to meet all
customer needs.
          Ministry of Justice statistics (Dec 2010) show that 64% of young offenders
            reoffend within one year. Northumbria and Tees Valley Probation Service will
            provide employment and support to help them reintegrate back in to the
 Targeted




            labour market.
 support




          Financial Inclusion, Research by CAB (2009) showed that on average people
            in the poorest households had between 5-6 debts. Five Lamps will offer low
            interest loans to disadvantaged families to consolidating existing debt.

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4.1a (continued)
          20% of people in Middlesbrough have no qualifications (7% above UK
            average). Avanta will work with Middlesbrough Council Adult Education to
 Improving
            equip people with basic skills (literacy & numeracy).
          Sunderland City College will work with Nissan to equip customers with
 skills


            literacy and numeracy skills, interview techniques and aptitude skills to work
            in their plant.
          On average over 60% of ESA claimants in Durham are aged between 25-49
            and have limited or no job experience. BTCV will deliver environmental
 experience




            programmes and equip customers with practical workplace experience.
 Getting




          In Hartlepool, over 11.1% of economically inactive customers want a job (3%
            higher than the national average). SNCBC offer over 200 voluntary
            opportunities through Sunderland CVS.
          In Gateshead there are 7.1 claimants per unfilled JCP vacancy. Gateshead
            Council will host four job fairs per year aimed at the retail and service sector
            with over 120 employers exhibiting and offering live vacancies in the Metro
 Finding jobs




            and Tees Valley Retail World.
          Derwentside Training will use a customised pre employment training package
            in tandem with Tesco and Sainsbury’s that covered key topics including First
            Aid, Food & Hygiene, Customer Service and Health & Safety. This resulted in
            over 200 jobs created over the 2 years.
Rationale for Avanta’s in work support model, “Avanta Advantage”
Avanta’s in work support service, “Advantage”, will offer more personalised in work
support to customers – enabling our delivery teams to more effectively stay in touch,
support customers and enable them to progress in the workplace. Our rationale for our
approach is as follows:
 Dialogue with customers about in work support and progression starts from the first
    Insight meeting. This helps position the Work Programme much more about career
    progression and development, rather than job placement.
 Risk assessments of customer’s ability to stay in work will help determine the level
    and nature of in work support. For example, customers that have experienced a
    chaotic lifestyle without much work experience will receive more intensive face to face
    support, particularly from mentors. Customers with more work experience and
    supportive social networks will likely receive lighter touch support.
 We are branding and resourcing our in work support service separately from ‘pre
    work’, so that customers “graduate” on to the service. Feedback from our in work
    support pilot within our Employment Zone delivery has highlighted that over half of
    customers that sustain work for more than three months would prefer not to stay in
    touch with an employment programme, as they would rather “move on” or “forget
    about being on benefits”. By branding it separately and offering a holistic service that
    includes mentoring, qualifications, immediate “hotline” support, customers felt that
    they would be 35% more likely to stay in touch.
 We recognise that customers may move into and out of multiple jobs within their
    allotted time, so quick and effective re-employment (particularly in areas with
    seasonal employment characteristics) will drive sustainability. By partnering with
    innovative re-employment partners such as jobinasecond.co.uk, we can use
    technology to stay in touch with customers, find them work quickly, and meet
    employer needs.




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4.1a (continued)
Benefits of the Customer Journey for Customers in the CPA
Together with our supply chain and strategic stakeholders in the CPA, we have developed
a customer journey that will meet the needs of customers in every locality and community.
We have adopted the following strategy to ensure customer needs in every locality are
fully addressed:
 Isolation: In County Durham, Derwentside Training use Jobcarz, a scheme which
    allows the customer the opportunity to rent a car at a subsidised rate once they enter
    sustainable employment. This enables them to effectively commute to work and make
    the successful transition from economic activity to employment.
 Accessibility: Five Lamps have five offices strategically situated across the most
    deprived areas of Stockton located within 30 minutes of public transport and operating
    flexible hours (7.30am-9.30pm) to incorporate flexible family lifestyles.
 Travel to Work Planning: Utilising our Geographical Information System (GIS) we
    are able to give each customer a personalised Travel to Work Plan that maps out
    routes and journeys (through public transport) across the boundaries they would be
    prepared to travel to. This includes identifying employers customers would like to work
    for and calculating the Travel to Work radius.

 The design of our customer journey will also enable us to meet the very specific needs of
 different customer groups in the North East CPA. Our analysis suggests that customers in
 the area face the following specific issues and challenges:
 Ex offenders – MoJ statistics (Dec, 2010) show the North East has the highest rate of
    reoffending and percentage of Community Orders (5,028) in the UK. Avanta will deliver
    the Inside Outside programme for Kirklevington Prison to engage offenders and use
    self employment as a labour market routeway to break the cycle of reoffending.
 Ex Miliatry Personnel- The community veterans support pilot in County Durham offers
    support when a GP is concerned that they do not fully understood the military
    background to a veteran’s problem or who wishes specialist advice on the treatment
    options. This will include trauma treatment and condition management.
 Learning Difficulties – Mencap (2010) reported that reported that only 1 in 10 people
    with a learning disability are in employment. As partner of Hartlepool Works, Mencap
    will provide help and support through supported living, supported employment, respite
    services, organised activities, systemic and individual advocacy, and outreach support.

Further evidence of how we will meet and benefit all customer groups in the CPA is
detailed in the table below.
                  Customer Need                            Benefit of Journey
        Research by County Durham Derwentside Training will deliver the
   JSA 18-24




        Council found fourth generation Overcoming Hurdles programme (18-24’s)
        unemployment In Ashington.          which addresses barriers to work combined
        Barrier-          Culture        of with practical work experience with a local
        worklessness         and       low employer.
        aspiration.
        52% of the working age Across our supply chain we will deliver
        population in the North East are personalised employment routeways that
   JSA 25+




        aged between 25-49. The North provide customers with ring fenced job
        East       Employer       Coalition opportunities to help them back into the labour
        highlighted a lack of transferable market. For example we have placed over 25
        skills as the primary barrier       people in employment with Subway over the
        Barrier - Transferable skills.      last 12 months.

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4.1a (continued)
        In the North East approximately                 Headlight Sunderland will offer a number of
        8% (1.5% higher than the U.K                    services to Carers including respite, flexible
 JSA Early
   Entry
        average) of working age benefit                 training and person centred approaches
        recipients are Carers (24,600).
        Barrier: Lack of respite services
        and skills
         20% of economically inactive                   Darlington Association on Disability will
   JSA ex-IB




        customers in Darlington do not                  provide volunteering opportunities within the
        want a job.                                     community including: administration and
        Barrier: Resistance to entering                 reception work, computing, to develop skills
        the labour market                               in education, training or leisure activities.
        50% of ESA customers have on                    Healthcare RM will work with the customer to
 Flow
 ESA




        average three underlying health                 understand underlying health problems
        conditions                                      through     their    condition     management
        Barrier: Multiple Health barriers               programme.
        In Redcar & Cleveland four                      Through Redcar Development Trust, Redcar
        wards are in the top 5%                         NHS Trust will provide multidisciplinary
        nationally where people suffer                  assessments       including    diagnosis      and
   ESA ex-IB




        from muscoskeletal disorder                     treatment of peripheral joint and soft tissue
        (DWP May, 2010).                                conditions. They will also support customers
        Barrier: Physical Disability                    with complex multiple pathologies including
                                                        reviewing       medication,       biomechanical
                                                        assessments, rehabilitation advice and
                                                        provision of orthotics.
                    Over 80% of ESA customers in        Gateshead Council will deliver projects
   ESA Volunteers




                    Gateshead and Newcastle have        specifically designed to support residents
                    been in receipt of ESA for over     moving off ESA/IB (targeting those that failed
                    five years with over 50% sighted    the PCA and WCT) by providing intensive
                    mental health as the primary        support throughout the customer journey
                    illness.                            from engagement to in-work support.
                    Barrier: Long term mental
                    health condition.
                    In the UK only 15% of adults        As part of Disability Works, United Response
 Volunteers




                    with autism are in full-time paid   will support customers on the autistic
   IB/IS




                    employment and 51% have             spectrum       with     specifically    tailored
                    been without a job or access to     interventions that reflect their needs.
                    benefits.
                    Barrier - Disability (Autism)

Our customer journey integrates self employment and business start up support for all
customers within the CPA. Our experience through Pathways to Work, Flexible New Deal
and other DWP programmes demonstrates that 20% or more of customers – often those
hardest to engage and reach – can achieve sustainable outcomes by starting up their own
business. In addition, we have segmented our enterprise offer for different customer
groups with particular barriers. For example, ‘Inside Out’ targets ex-offenders, and offers
business start up support alongside barrier resolution and skills development training, in
addition to access to other support services such as mental health.




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[4.1b] Service Requirement

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

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

          Your rationale that supports your approach:

          How it addresses the needs by customer groups.

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




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4.1b
Avanta’s Minimum Service Levels for all Customer Groups
Our strategy for the Work Programme is to ensure all customers, regardless of benefit
type, have access to the same high quality service. The table below details minimum
service levels over the customer journey, for all customers within the CPA. Our minimum
service levels have been agreed with our supply chain and apply to Avanta and each
subcontractor in the CPA.
 Stage                                 Minimum Service Levels
           All JCP centres will be provided with marketing materials for distribution to
 Engagement
 Referral and




             all customers referred to the Work Programme.
           We will contact customers by telephone within 48 hours of referral.
           Initial Insight 1-2-1s will be offered within 7 working days of customer contact
             and confirmed in writing with location details in a Welcome Pack,
           All Avanta and subcontractor delivery locations will be within a maximum of
             30-minutes travel time of the customers’ home location.
           Specialist support partners will participate in (or undertake) the initial Insight
             meeting to ensure all customer needs are met.
           A tried and tested range of diagnostic tools will be used to build a rounded
 Assessment and
   Action Plan




             picture of customer needs, aspirations and career opportunities.
           Action Plans will be completed at initial appointment and tailored to the
             individual, taking account of all information, assessments and circumstances
             and be jointly signed by Avanta and the customer.
           Action Plans will identify job goals and time bound activities, interventions
             and support and provide stretching milestones for progression.
           Action Plans will include an agreed “anticipated job start date”.
           Customers will receive a personalised induction to the Work Programme.
           Customers will have fortnightly contact with delivery staff to monitor
             progress,
 Ongoing Review and




           Activities and Interventions will be selected from the CPA’s Service Directory
    Development




             as required to address customer needs and aspirations,
           Customers reasonable expenses (e.g. travel) will be reimbursed promptly,
           Customers will have access to a discretionary fund for items that will help
             them secure and sustain work,
           Customers will be referred to appropriate specialist support to address
             particular barriers to work (e.g. for health related condition management),
           Customers attendance patterns will be matched to their circumstances.
           Mandatory and voluntary participation will be managed within DWP rules.
          Career Coaches will develop a personalised in work support package for each
      In Work Support




            customer, detailing the level of support within a customer’s action plan,
          Multiple channels will be used to stay in touch with customers, including
            telephone, face to face, social media, and email,
          Customers will be offered access to In work mentors that will provide working
            customers with advice, guidance and support.
          Relevant training and qualification opportunities (such as Apprenticeships) will
            be offered to customers.
          Customers will participate in an exit interview 7 working days before their end
            date, which will create an updated action plan with next steps identified,
      Exit




          All customers will leave the Programme with an up to date CV, certificates of
            achievement where appropriate, and customer references.

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4.1b (continued)
Rationale for Avanta’s Minimum Service Levels
We have developed our minimum service level offer based on the following rationale:
 Consistent Minimum Service Levels for all customer groups - Specialists
    including Gateshead Council and Newcastle Futures have stressed the importance of
    an effective initial engagement and assessment process. This should support the
    development of a personalised action plan based on the specific needs and
    characteristics of the individual, regardless of their particular benefit type, followed by
    a personalised journey into sustained work. This has been extended to develop
    minimum service levels applicable for all customer groups.
 Prioritising quick and early customer engagement - quick and effective contact
    (within 48 hours) will help improve the efficacy of the referral process, increase the
    start to referral ratio, and help us to build a picture of customer needs more quickly.
 Regular contact to review progress - regular, personalised contact between delivery
    staff and customers help build rapport, monitor progress against agreed milestones,
    and identify any barriers to progression. Contact will be personalised to meet customer
    circumstances, e.g. telephone, face to face, web-conference, and social media.
Meeting the Needs of the Customer Groups
The table below details how we will meet the specific needs of each customer group
through our minimum service levels detailed above.
 Customer
                 Customer Needs                       Meeting Customer Needs
 Group
 JSA 18-24 In Redcar & Cleveland 18% Redcar & Cleveland College provide
                 have no qualifications (6% flexible Skills for Life courses for
                 above the UK average).               customers with a basic skills needs.
 JSA 25+         56% of benefit claimants in Age Concern helps over customers
                 Hartlepool and Redcar & over 50 through interventions including
                 Cleveland are over 50, which motivation, employability workshops
                 accounts for over 30% of the and work experience through their
                 JSA cohort group.                    network of charity shops.
 JSA Early Ex military personnel find it DeMob a specialist recruitment Agency
                 difficult to reintegrate back in to based in South Shields identifies and
                 society after long service builds on their transferable skills.
                 leaving the military
 JSA ex-IB 8.1% of economically inactive SNCBC will offer customers over 200
                 customers in Sunderland are voluntary                opportunities    through
                 looking for jobs.                    Sunderland CVS.
 ESA             Customers with substance Turning Point will work with customers
 Volunteers misuse issues have the second affected by substance misuse, domestic
                 highest proportion in receipt of abuse and homelessness to build soft
                 inactive benefits.                   skills and get them back into work.
 ESA Flow Over 38% of ESA recipients in Wearside Women will offer customers
                 Tyneside are female and have onsite crèche facilities, and courses to
                 mental health issues.                support progression to work.
 ESA ex-IB In the ex mining/ industrial Northumberland Council will use Salus
                 areas of Ashingdon and Return to Work Services to deliver
                 Durham over 60% of former Condition Management to customers
                 workers are claiming ESA/IB.         with an underlying health problem
 IB/IS           Only 26% of lone parents The Bridge Project will offer customers
 (ESF)           sustain employment for over confidence building, childcare and peer
                 three years.                         support.

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PART 5:       SUPPLY CHAIN MANAGEMENT

[5.1] Delivery Strategy

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

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

           Annex 3 (Sub-contractor Declaration) for your proposed sub-contractors as
            appropriate.

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




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 5.1
 Avanta’s Delivery Structure for the Work Programme
 Our delivery structure for the Work Programme consists of three key strands; Avanta
 direct delivery, subcontracted ‘end to end’ delivery, and ‘call off’ services delivered by
 specialist organisations. An overview of this delivery structure and our rationale follows:
 Avanta Direct Delivery: Existing Resource, Networks and Insight in the CPA
 Avanta will directly deliver 47% of customer volumes in the CPA. We will manage the end
 to end customer journey (referral from PRaP across the 12 local authority areas). Our
 rationale for directly delivering in these areas is as follows:
  Strong local performance track record – Avanta has experience as DWP Prime-
     Contractor across the CPA for self-employment and sub contractor for FND with an
     average JER rate of 52%
  Substantial delivery infrastructure and resources - Avanta has 5 fully resourced
     premises across Tees Valley and will open a further four new offices to supplement
     our delivery in Gateshead, North Tyneside, Newcastle and Sunderland, supported by
     [Redacted] permanent full time Managers, administrators and delivery staff,
  Joined up enterprise and skills offer - Avanta will enable people to set up in
     business, start a social enterprise and access skills when in.
  Impact of Customer Needs on delivery structure: South Tyneside TEN run a
     programme in conjunction with Barbour to train Indian women to work in their factory.
     They combined practical work based employment with on site ESL training. To date,
     over 12 women have successfully found employment,
 Subcontracted end to end delivery: high performing local suppliers
 We will subcontract 53% of customer volumes in the CPA to 11 subcontractors that will
 manage the end to end customer journey to all customer groups on a geographic specific
 basis. Our rationale for choosing our subcontractors is as follows:
 High performance with the Work Programme customer group, for example:
  SNCBC, through their Family Employment Initiative have placed 366 people back in to
     work (covering the 20% most deprived wards in the city) with a JER Rate of 75% (25%
     above profile).
  Newcastle Futures have supported 430 people to re-enter work through their Working
     Neighbourhood Fund (JER Rate 94%) and sustain for 13 weeks in to work.
  Derwentside Training through their DWP ESF routeway are achieving a 60% JER rate
     in their programme across County Durham.
 Substantial experience and understanding of meeting local customer needs:
  In the wards of Felling and Bede in Gateshead ESA/IB claimants represent 15% of the
     working age population. Gateshead Council through their Community Outreach
     programme achieves a JER rate of 109% against a contractual target of 50%.
  Harlepool Works responded to the economic downturn by developing a Future Jobs
     Fund Consortium designed to create jobs in the Renewable Energy, hospitality, Green
     Jobs and Tourism sectors. The £4.7 million project has created over 700 jobs and is
     on course to exceed its target of 720.
 Full geographic coverage to meet the needs of hard to reach customers:
 Northumberland suffers from rural deprivation through the decline of traditional mining
    towns. For example Blyth Valley falls within the top 10% deprived areas in the U.K.
    Through their network of over 80 premises, Northumberland Council will be able to
    provide individually tailored support for customers and communities.
 Research conducted by County Durham Council (2010) found that less than 30% of the
    population are fully networked. Derwentside will use County Durham Council outreach
    premises that will offer rural and workless communities full ICT access.


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5.1 (continued)
Specialist Support Organisations: Meeting the Needs of All Customers
We will subcontract on a framework (call off) basis with organisations to deliver specific
interventions and address particular customer barriers. Customers requiring specialist
support (identified during the telephone interview, Insight 1-2-1, Progress Reviews or later
in the customer journey where new or hidden barriers to work are identified), will be
referred to specialist support organisations as part of their Action Plan. Specialist support
organisations will deliver from their own premises, within our delivery sites and from our
end to end partner locations. We have developed a diverse supply chain enabling us to
meet the needs of customers experiencing social exclusion and multiple disadvantages.
The table below highlights some of the partners we will work with to meet the specific
needs of local ‘hardest to help’ customers in the CPA.
 In Newcastle, 25% of the population resides in the most deprived wards. To engage
    with this cohort Group Newcastle Futures work with over 4,000 customers from the
    most deprived wards using outreach centres including libraries, GP surgeries and
    community centres in addition to their own two High Street premises.
 BTCV deliver across five different centres in County Durham all within 30 minutes of
    public transport. Every location is fully equipped for the needs of each customer.
 Five Lamps deliver from five multi purpose centres across Stockton delivering a wide
    range of intervantions ranging from employability services, counselling and debt
    advice. Chief Executive, Len Junier, is a Middlesbrough Councillor, and conducted
    extensive consultation with local residents and key stakeholders to ensure the
    buildings were utilised for the purposes of the local community
We will subcontract on a framework (call off) basis with organisations to deliver specific
interventions and address particular customer barriers. Customers requiring specialist
support (identified during the telephone interview, Insight 1-2-1, Progress Reviews or later
in the customer journey where new or hidden barriers to work are identified), will be
referred to specialist support organisations as part of their Action Plan. Specialist support
organisations will deliver from their own premises, within our delivery sites and from our
end to end partner locations. We have developed a diverse supply chain that will enable
us to meet the needs of customers experiencing social exclusion and multiple
disadvantages. The table below highlights some of the partners we will work with to meet
the specific needs of local ‘hardest to help’ customers in the CPA.
 Customer need in the CPA                     Solution to address needs
 Ex-offenders multiple barriers - 64% The Albert Project in Middlesbrough will work
 report using drugs during the 4 week with customers affected by alcohol and drug
 period before prison and 44% of misuse, delivering treatment plans and
 offenders have problems with alcohol education programs to help them overcome
 misuse.                                      dependency and address associated issues.
 Homelessness: The National Housing The North East Federation of Housing
 Federation stated homeless in rural provide services including debt advice,
 areas rose by 25 % in the last year.         employability, soft and basic skills
 Ethnic Minorities: The employment Through Newcastle Futures, JET Newcastle
 rate for ethnic minorities is 14% below will provide pre vocational training for clients
 the UK average. The University (30%) with English as a second language, cultural
 and Elswick (24%) wards in the NE awareness training, bespoke delivery and in-
 have        high      populations        of work support.
 worklessness.

Seven of our end to end subcontractors and twenty four of our specialist support
organisations are from the voluntary and community sector. The following ta highlights
directly delivered and subcontracted services across the North East CPA:
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5.1 (continued)
 Organisation           Main Delivery Sites                                  % Total CPA
                                                                             Volumes
 Avanta                 Darlington,     Middlebrough,    Stockton-on-Tees, 47%
                        Newcastle, Redcar & Cleveland, Newcastle,
                        Sunderland, North Tyneside and Gateshead
 Newcastle Futures      Newcastle-City Centre and Byker                      5%
 BTCV                   South Tyneside and County Durham                     14%
 Sunderland      North Sunderland                                            8%
 Community
 Business Centre
 Redcar                 Redcar and Cleveland                                 1%
 Development Trust
 Five Lamps             Stockton-on-Tees                                     1%
 Resource (NE)          North Tyneside                                       1%
 Derwentside            County Durham                                        8%
 Training
 South Tyneside TEN South Tyneside                                           2%
 Northumberland         Northumberland                                       8%
 Council
 Hartlepool Council     Hartlepool                                           1%
 Gateshead Council      Gateshead City Centre                                4%
Rationale for Avanta’s Delivery Structure in the North East CPA
Our delivery structure has been designed to meet the very specific characteristics of the
North East CPA and the needs and barriers of multiple customer groups across a large
and diverse geographic area. Our chosen delivery structure offers the following benefits:
 A supply chain led by local customer needs – Hartlepool Works, a consortium
   consisting of 25 partners will offer customer comprehensive packages of interventions
   to addresses multiple barriers from the outset of the customer journey.
 Full geographic coverage with ease of access – Hendon (3.7%) and Southwick
   (4.2%) in Sunderland have a 3% higher rate of Lone Parents than the UK average.
   SNCBC will deliver outreach across the area with onsite childcare facilities which are
   located in easily accessible premises at the heart of the most deprived areas.
 Delivery from the heart of the most difficult communities– Northumberland
   Council has the largest Council boundary in the U.K. covering 1,936 miles. Their
   infrastructure of over 40 premises (including outreach) enables them to reach the most
   deprived communities (Wansbeck ranks within the 10% most deprived nationally).
 Strategic integration with other public services – Levering in the strength of
   Northumberland and Gateshead Council we are able to utilise the full portfolio of
   services delivered across the Council (in line with the expectations of Total Place). For
   example co-location with the PCT, libraries and Community Education.
 Value for money through existing community assets and resources – Across our
   supply chain our partners deliver a number of programmes through different funding
   streams. This allows them to develop and implement interventions and solutions to
   address multiple barriers. Blending a mixture of voluntary, community, public and
   private sector provision together also provides us with a portfolio of properties located
   across the CPA and within close proximity to public transport.
 Demand led solutions that meet local labour market requirements – Avanta will
   partner with the North East Employer Coalition (with a database of 39,000 businesses)
   in order to respond positively to trends in the economy enabling us to adjust and adapt
   our delivery model as the economic climate evolves.
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[5.2] Management Structure

Please provide:

      a description of the proposed management structure and how the required
       management skills and expertise, including working with local stakeholders, have
       been identified and will be delivered. You should also include a description of
       associated responsibilities and reporting lines ;
      a description of how you will work with the management teams of any supply chain
       organisations and key delivery partners; and
      explain why your management structure is appropriate for the Work Programme
       within this CPA;

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

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

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




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5.2
Management Structure, Skills and Expertise in the CPA
Together with our supply chain, we have built a robust, flexible and fit for purpose
management structure that sets clear lines of responsibility and reporting; integrates our
supply chain partners into our structure and delivery; and maximizes local knowledge,
decision making and accountability to drive quality and performance. Our structure, skills
and expertise are detailed below (illustrated within Annex 4):
Avanta’s CPA Management Structure
 Regional Director, [Redacted]: Accountable to the Director of Employability for CPA
    contract delivery and performance. Line manages CPA management team members.
    Accountable for: contract performance; DWP and Jobcentre Plus liaison; ensuring
    engagement       and     effective  communication      with   strategic   stakeholders.
    Skills/Experience: 11 years working in the Welfare to Work sector successfully
    delivering large complex contracts across a variety of geographical areas.
 Partnership and Performance Managers (x Redacted): Accountable for the
    performance of subcontracted services within the CPA, reporting to the Regional
    Director. This role will add value to the Work Programme through capacity planning
    and building, relationship management, sharing best practice and improvement.
Regional Managers (x Redacted): Reporting to the Regional Director, accountable for
the direct delivery of services and performance and quality indicators on a sub-regional
basis, covering 9 delivery sites. Example Skills/Experience: [Redacted]
 , Avanta Regional Manager for the North East has 9 years experience of delivering DWP
    programmes including New Deal and Flexible New Deal.
 Business Managers (x Redacted): Accountable to Regional Managers, responsible
    for leadership and management of directly delivered services within a delivery site,
    including staff management, quality and performance.
Supply Chain Management Structure
 Subcontractor Operations Managers (x Redacted): during our competitive dialogue
    process, we have identified the lead accountable manager within each subcontractor
    organisation. The lead Manager, ‘Operations Managers’ (titles vary across the supply
    chain), will be accountable to Avanta’s Partnership and Performance Manager,
    responsible for the performance and quality of subcontractor delivery.
 Evidence of Skills, Knowledge and Experience of our supply chain in the CPA
 [Redacted]
  is the Chief Executive of SNCBC and has over 20 years experience delivering
     regeneration projects in the North East including the development and
     implementation of Sunderland’s Working Neighbourhood Fund.
 [Redacted]
  is the Head of Strategic Development at Northumberland Council and has over 15
     years experience working across regeneration projects with specialised understands
     of the needs of rural communities.

Avanta and our supply chain management teams in the CPA will be supported by our
Regional Support Team, who will add value to local Work Programme delivery by
providing high quality business support and advice across key functional areas. This will
include HR Business Partner; Commercial Finance Manager; Quality & Performance
Improvement Consultant; IT Technician; Health and Safety Adviser; Business Analyst;
and Regional Account Manager (employer engagement).

Avanta’s Executive Management Structure for DWP Services
 Managing Director, [Redacted] – accountable to Avanta’s Board for three divisions,
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   welfare, skills and enterprise. Responsible for strategic development, performance
   across contracts, and national stakeholder engagement.

5.2 (continued)
    Skills/Experience: ACMA qualified with 20 years experience operating and growing
    multi site businesses, including FTSE100 organisations in a range of sectors.
Director of Employability, [Redacted]
 – accountable to the Managing Director for all contracted business with DWP,
    including the Work Programme performance across all CPAs. Skills/Experience: 15
    years operational experience including 7 in welfare to work, implementing and
    delivering all major DWP initiatives procured in recent years.
DWP Account Director, [Redacted]
– accountable to the Director of Employability for DWP relationship management,
stakeholder engagement in the welfare to work market and relationship management of
key partners such as learndirect and Citizens Advice. [Redacted]
 will be supported by a National Partnership Manager (working across each of our
    CPA supply chains). Skills/Experience: 25 years experience in the welfare to work
    sector covering public, private and third sector. Used to managing large complex
    multisite contracts across England particularly with the IB/ESA/IS customer groups
Director of Quality and Performance, [Redacted]
 – accountable to the Director of Employability for the quality of the customer
    experience and the sharing of best practice, in terms of quality and performance,
    across Avanta and our supply chain. Skills/Experience: 27 years experience in the
    welfare, adult learning, and education sectors, with a operational, audit, quality
    assurance and inspection experience.
 Director of Work Programme Business Support, TBA – accountable to the Director
    of Employability for the quality and performance of Vertex’s services, as well as our
    national PRaP Referral and Claims Team (including Adminstrators).
 National Account Manager, TBA – accountable to the Director of Employability for
    national strategic employer engagement, developing long term large scale accounts
    with large employers.
Avanta’s corporate services will support the delivery of Work Programme services across
each CPA. Corporate services that will support both Avanta management teams and our
subcontractors includes:
 Programme Office Director – responsible for all project activity within Avanta
 Group Finance Director – responsible for the financial probity and strength of Avanta
 Director of Development – responsible for delivering Avanta’s growth strategy
 Commercial Director – responsible for commercial risk management & modelling
 Group HR Director – responsible for human resources, learning and development
 Head of Property & Environment – responsible for estates & customer environment
 Chief Information Officer – responsible for technology and communications
 Head of Health & Safety – responsible for the safe environment for customers & staff
 Information Security Manager – responsible for DWP data security across all sites
Working Collaboratively with Supply Chain Management Teams
Avanta has invested significantly in its supply chain management team. This will enable
us to deliver a step change in performance and build a legacy of higher performing
organisations over the lifetime of the contract. We will manage subcontractors through the
following:
 Partnership and Performance Managers, reporting to the Regional Director, will be
    accountable for: managing the performance of subcontractors against agreed KPIs;
    managing a caseload of subcontractors within the CPA.
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     Avanta’s National Partnership Manager will be responsible for subcontractor policy
      and procedures; evaluating where and how we can better integrate services;
      identifying common threads of where things are working; improving contracting
      arrangements; and feeding lessons learnt into future service design.
 5.2 (continued)
 Examples of how the Partnership and Performance Manager (and our regional support
 services) we will work with the management teams of subcontractors across the lifetime
 of the contract are illustrated below:
              Collaborate in customer journey design and prime-subcontractor interaction
 Design and
 Implement




              Draft and agree joint implementation plans and jointly review progress
              Review support and resources required for delivery partners
              Deliver joint training to up skill delivery partners and share best practice
              Lead subcontractors through the TUPE process
              Participation in the Work Programme Advisory Board
      Contract Delivery




              Regular face to face contact and dialogue (relationship management)
              Structured monthly performance reviews with each subcontractor
              Performance information sharing (published online) to maximize awareness
              Capacity building (training, consultancy, mentoring, technical support)
              Taking remedial action to address under performance (action planning)
              Exiting suppliers that continue to underperform
              Refreshing the supply chain (identifying new partners)
              Management information (customer intelligence) published for analysis,
 Improvement




              Qualitative and quantitative evaluation of subcontractors shared across CPA,
  Continuous




              National trends and lessons learnt shared at CPA level,
              Collaborative problem solving to address under-performance,
              Revision and refining operating procedures (online wikis),
              Specialist support given to capacity build (e.g. HR legal advice).
 Rationale for Avanta’s Management Structure in the CPA
 Our management structure is designed to drive quality and performance of Work
 Programme services in the CPA. Our rationale for the management structure includes:
 Increased management capacity and capability at a national level - Over the last six
 months Avanta has significantly invested in management capacity and capability, building
 on the experience and track record of existing management teams, in readiness for the
 Work Programme. Securing talent from across the sector (e.g. [Redacted]
 ), as well as new functional expertise (e.g. [Redacted]
 , HR, [Redacted]
 , IT) building on our existing capacity to effectively implement, manage and deliver
     larger, more complex and higher risk services.
 Value for money - Our focus on a motivated and well developed first line management
     structure, supported by a lean and experienced senior management team ensures
     rapid escalation and focused decision making on complex problems. With the
     increased demands of the Work Programme and to drive performance improvements,
     we are investing in a major development programme with new competency models for
     all existing Business Managers.
 Geography and stakeholder relationships - We have mapped our operational
     management structure against the requirements of the CPA in terms of geography (e.g.
     realistic areas that Regional Managers can effectively manage) and stakeholders (e.g.
     operational management tiers that corresponds to JCP or other stakeholder tiers).
 Local management of service delivery - Our structure (at Business Manager level
     and below) is based on recruiting locally based managers that understand ‘their patch’,
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    have strong local networks, and understand the local labour market.
    Integration with other public services - Integrating with public services, such as
     engagement with local NEET services to create smoother transition for early entrants
     to the Work Programme and to provide specialist support for customer barriers such
     as health, housing or substance abuse.




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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 the Work Programme to ensure that the whole provision within this CPA is of
           a consistently high standard and meets your minimum service levels;

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

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




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5.3
Managing and Monitoring the Quality and Performance of Delivery
Avanta has a proven track record for delivering high quality, high performing welfare to
work services on behalf of DWP. Avanta’s Flexible New Deal delivery is ranked fourth out
of 25 suppliers (January 2011). Our approach to building on this strong foundation and
delivering a further step change in quality and performance for the Work Programme is
detailed below.

a) Clear Lines of Accountability and Responsibility for Quality & Performance
The CPA’s Regional Director is accountable to Avanta’s Board of Directors and the Work
Programme Advisory Board (detailed in section 7.1) for the quality and performance of
Work Programme services in the CPA. Reporting to the Regional Director, Regional
Managers will be responsible for a network of delivery sites, managing Business
Managers that are responsible for quality and performance at a local delivery site level.
Partnership and Performance Managers, also reporting to the Regional Director, will
manage a network of subcontractors, and be accountable for subcontractor quality and
performance within the CPA. Through this reporting structure, management teams will:
 Conduct daily performance teleconferences (focusing on job entries, job outcomes
    and job sustainments achieved that day, and the target for the next day). This will
    ensure that all provision within the CPA is meeting our minimum service and
    performance levels, with any areas of under-performance quickly identified.
 Flow down Key Quality and Performance Indicators from Regional Director, down to
    Regional Managers/ Partnership and Performance Managers, and then delivery teams
    (e.g. Job Coaches, Career Coaches). This will include job (start, outcome, sustained)
    targets as well as monitoring against service level indicators (e.g. customer starts
    within 7 days of referral)
 Hold monthly quality and performance review meetings, reviewing performance
    against agreed monthly KPIs and milestones. Performance and quality data will be
    published on our website, communicated through monthly e-briefings to regional and
    national stakeholders, and cascaded down through Business Managers and
    subcontractor Operations Managers to ensure all staff understand how well we are
    performing. We will publish both summary performance and analysis, alongwith raw
    performance data to enable partners to interrogate, analyse and find solutions to any
    areas of underperformance.
b) Monitoring Performance and Quality through a KPI Dashboard
Key quality and performance indicators will be summarised and aggregated into a KPI
dashboard, which will provide high level details on performance against all key quality and
performance target measures. This will include for example:
  Average time from referral to start          Job entry as a % of referrals
  Customer travel time to centre               Average duration pre-work
  Average caseload size                        Average sustainment payments billed
                                                Job outcomes by customer group
  Did Not Attend & Sanction ratios
                                                Job outcomes by geography
  Referral to start ratios
                                                Employer satisfaction levels
  Customer satisfaction levels
Using Red, Amber, Green status, the Dashboard will enable managers across Avanta and
our supply chain to determine whether the whole provision is of a consistently high
standard, highlighting any gaps or areas of over and under performance. The dashboard
will be shared with Jobcentre Plus and DWP managers in an open and transparent way
and clearly risk rate Avanta and subcontractor against agreed quality and performance
indicators.

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5.3 (continued)
c) Monitoring Quality/Performance through Customer Intelligence
Together with our strategic partner Vertex Data Science, we are implementing a customer
intelligence system (ACI) that will enable us to determine which interventions and services
have the highest impact with different customer groups. Capturing robust data from the
first point of contact (telephone interview), through to action planning, and then monitoring
the customer journey and ongoing in work support, we will have a powerful management
tool that will help managers across our supply chain to manage and monitor the quality of
delivery across the CPA, ensuring consistently high standards across all localities.

We will establish with Vertex a ‘decision sciences’ team (Business Analysts) which will
provide management, stakeholders, suppliers and staff with rich data on performance and
quality levels across the CPA, for example, performance levels with particular customer
cohorts; parity of outcomes for all customer groups (e.g. identifying whether customers in
a particular geography or demographic are under/over performing against their segment
average); and behavioural dynamics (e.g. if a customer presents certain characteristics,
such as does not participate in a telephone interview, and does not attend first Insight
meeting, what the most effective interventions to ‘re-engage’ the customer would be,
based on historical evidence).

d)Monitoring Quality through Customer, Employer and Stakeholder Feedback
We will systematically capture and monitor stakeholder feedback across the CPA.
Customers, subcontractors, employers, employer representatives and strategic
stakeholders (such as local government, strategic partnerships, local enterprise
partnerships and GP consortia) will be engaged in delivery, their views sought, and
recommendations for improvement shared across the supply chain. Using different
methods contingent on the stakeholder (such as employer surveys, customer feedback
workshops, and awareness surveys), feedback will be collated, analysed and then
communicated across our supply chain to ensure managers act on any feedback.

Our Strategy and Approach to Performance Improvement Activities
Our quality and performance monitoring systems and processes outlined above (and
further detailed within section 5.6) will enable us to analyse historical and current
performance, predict future performance, and quickly and effectively deploy performance
improvement measures to consistently drive performance across the CPA. Our approach
to acting on the findings of monitoring activity on an internal and external basis is
highlighted below.

a) Performance Improvement & Issue Resolution within our Supply Chain
 Open and transparent communication with DWP & JCP - our ethos is to be open
   and transparent in terms of our performance (publishing KPI dashboard and more
   detailed analysis openly on our website and through e-briefs), what’s going well,
   what’s not, and what we’re doing to improve. We will highlight areas of
   underperformance or operational issues, detail what collectively we are doing to
   address them, and lay out a clear plan, timescales & accountabilities for improvement.
 Improving standard operating procedures - our operating procedures will be
   shared online through a ‘wiki’, detailing core business processes required to deliver
   minimum service levels (e.g. referral and start process). All subcontractors and staff
   can suggest amendments online, identifying more efficient or effective ways of
   delivering the Work Programme, which can then be approved and circulated.


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5.3 (continued)
 Developing robust performance improvement plans - where monitoring activity
   identifies that Avanta or a subcontractor is delivering below agreed minimum service
   and performance levels, a Performance Improvement Plan will be developed between
   the respective subcontractor and Partnership and Performance Manager or Avanta
   delivery site and Regional Manager. The Plan will detail an analysis of the causes of
   underperformance; agreed actions, interventions and timescales to address
   underperformance; and individual responsibilities.
 Specialist support from Quality and Performance Improvement Consultants -
   Consultants will work with Avanta delivery sites and subcontractors to capacity build
   front line operations and address identified issues. This will include:
       o Brokering staff training for common delivery challenges
       o Establishing peer to peer networks and mentors across the CPA
       o Facilitating the sharing of best practice across subcontractors & Avanta
       o Analysing data to interpret local trends/factors influencing under performanc
 Performance management measures for Avanta staff - where monitoring activity
   identifies that employees are not achieving agreed objectives and KPIs, they will
   receive performance improvement support. Performance Improvement Plans
   developed by the individual’s line manager will specify activities, milestones and
   targets to achieve the required performance level.
 Exiting subcontractors from our supply chain - where subcontractors consistently
   underperform and do not achieve their agreed Performance Improvement Plan, in line
   with the Merlin Standard and DWP’s Code of Conduct, subcontractors will be exited
   from the supply chain, invoking the termination clauses within their contract with
   Avanta.
b) Addressing Issues and Delivery Challenges outside our Supply Chain
 Close collaboration & feedback with Jobcentre Plus - operations teams (at all
   levels) will work together with Jobcentre Plus to identify and address any delivery
   challenges or issues that arise. For example, lower or higher referral rates; marketing
   materials shared with JCP customers; and consistency in the application of customer
   sanctions. By co-locating (wherever possible as agreed with JCP) we will build local
   relationships with JCP staff to address issues locally as they arise.
 Working collaboratively with other Work Programme Primes & subcontractors -
   we will collaborate with other Work Programme prime contractors and subcontractors
   in the CPA. This will include identifying common operational issues requiring joint
   solutions (e.g. localities that are consistently underperforming against the CPA
   average) and tri-partite collaboration with Jobcentre Plus. Regional Directors will lead
   on strategic engagement with their respective counterparts at a CPA level.
 Working in partnership to respond to labour market shocks - our experience
   demonstrates that key issues, such as large scale redundancies, or a large inward
   investment scheme requires joint problem solving and collaboration between Avanta,
   our supply chain and a range of external partners (including local authorities and JCP).
   We will appoint a nominated lead (usually at Regional Manager level) to drive external
   engagement and develop plans to address delivery challenges.
 Feedback channelled through our Work Programme Advisory Board - the Board
   will provide a direct feedback mechanism for stakeholders across the CPA to feed into
   Work Programme delivery at a strategic level. The Board, comprised of local strategic
   stakeholders, subcontractor representatives, and Jobcentre Plus, will hold Avanta and
   our supply chain to account; ensure the Work Programme integrates with other public
   services, and continues to adapt and respond to changing customer needs and labour
   market requirements.

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[5.4] Delivery Locations


           Provide details of the key delivery locations and explain how you and your
            supply chain will achieve full geographical coverage of provision for the delivery
            of the Work Programme within this CPA; and

           Detail what you have taken into account in terms of the needs of the customer
            groups in determining this approach.

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




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5.4
Ensuring full geographic coverage for all customers across the CPA
The North East is the most deprived region in England with a diverse economic and social
makeup. In Newcastle, Sunderland, County Durham, Tyneside and Tees Valley 34% of
wards fall within the top 5% deprived nationally. Analysis of customer needs across the
CPA has identified specific geographical needs that include, engagement in urban areas
(as evidenced by SNCBC & Newcastle Futures) with support services which focussed on
outreach within trusted community hubs as customers will not travel for assistance
outside their own community. In addition, Northumberland and County Durham have large
rural populations with low job densities (0.69% which is 0.9% higher than UK average)
and insufficient local vacancies to alleviate economic inactivity and public transport offers
only a sporadic service, not one able to accommodate the need to work flexibly and/or
shift patterns.

To address these geographic considerations in the CPA and maximise customer access
to Avanta’s Work Programme, our strategy is to:
 Provide community outreach at the heart of the most deprived communities through,
    Newcastle Futures who will deliver in Byker, Monkchester and Kenton; Sunderland
    NCBC who will deliver in Central and Shiney Row (Sunderland).
 Utilise a Mobile Learning Unit to access isolated rural communities in Northumberland
    and the JobCarz loan scheme in County Durham to provide customers with the
    autonomy and flexibility to travel to work at any time.

a) Deliver through a large network of easily accessible, high quality main venues
Highlights of key delivery locations offered by Avanta and our supply chain include:
  Avanta will deliver from existing fully resourced centres in the following locations -
    Albert Road, Middlesbrough TS1 1UQ; Bishopton Lane, Stockton-on-Tees TS18 2AA;
    Queen Street, Redcar TS10 1UF; The Cafe, Hartlepool TS26 9EQ. In addition, we
    have sourced a further 4, high street or community based venues that will also
    support a full Work Programme delivery. These are: Sunderland SR1; Newcastle
    NE1; North Tyneside NE6 and Gateshead NE8
  Northumberland Council offer a range of medium to large premises from which they
    will deliver Work Programme, customer focussed interventions – Ashington NE63 9EF;
    Blythe, NE24 5EN; Blythe NE24 3AJ; Pegswood NE61 6XQ; Morpeth, NE61 1JD;
    Alnwick, NE66 9SR; Hexham, NE64 1NJ; Ashington, NE63 9EF; Berwick Upon Tweed
    TD15 1LF; Hadston, NE65 9SR.
  Hartlepool Works have 4 premises that ensure that no customers in the area travel
    more than 15 minutes to access services. These are - Kendall Rd, TS25 1QY;
    Caledonion Rd, TS25 4BX; Jobsmart, TS24 8PW and Kendal Rd, TS25 1QY,
  Gateshead Council offer a range of outreach venues to ease access for those with
    health related issues. In addition, they will deliver from 2 fully resourced centres in
    Regent St, NE8 1HH and NE8 1SQ. The two premises are based centrally in
    Gateshead, both within 5 minutes walk from the train and bus terminus and city centre,
  BTCV have 5 premises across County Durham - Chester-le-Street, DH4 3DY; Peterlee,
    SR8 1EA; Bishop Auckland, DL14 1HF; Consett, DH8 6BP and Durham, DH1 1SA,
  The Resource Group have 2 premises in North Shields, both with extensive resources
    for group and one to one sessions. These are - Lawson St, NE29 6TG and Camden
    Street, NE30 1NH,
  Five Lamps have recently extended their delivery infrastructure that now includes fully
    resourced centres in the centres of areas of disadvantage. These are - Eldon St TS17


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5.4 (continued)
   7DJ; Haviland Rd TS17 7DJ; Dovecot St TS18 1LN; Thornaby Rd TS17 6LS,
 Redcar Development Trust will offer an integrated approach to delivery with Work
   programme benfiting from existing delivery of welfare programmes. Locations are at -
   Coatham Rd TS10 1RH and Esplanade Rd TS10 3AE, both easily accessible by public
   transport,
 South Tyneside TEN have 1 premise based in Fowler St NE33 1PD. This is within a 5
   minute walk of the bus and metro station,
 Sunderland North Community Business Centre offers Work Programme customers a
   choice of delivery venues, all offering resources to support personal, social and
   employability progressions. These are - Hetton, DH5 9NE; Thorney Close SR3 4JQ;
   Pennywell, SR4 9BY; Grindon, SR4 8JD; Pallion, SR4 8JD; Hendon, SR2 8RN and
   Hendon SR2 8BD,
 Newcastle Futures have 2 premises- West Rd NE4 9QB and Byker NE6 1DL. They are
   both in within a five minute walk from the bus stop,
 Derwentside Council have established centres offering a broad range of skills and
   employability services. These are - Consett, DH8 6BP; Consett DH8 5HL; Stanley, DH9
   0XG; DL15 8QX and Chester-le-Street.

b) Invest in outreach delivery to take the Work Programme into local communities
In addition to the 53 key delivery sites detailed above, Avanta and its supply chain has a
network of over 100 outreach locations we can utilise with agreements in place to deliver
the Work Programme. Outreach locations will enable us to deliver all aspects of the
customer journey (detailed in 4.1) from local community venues in areas with greatest
need. We have established the following outreach locations for North East CPA.
 Registered Social Landlords (RSLs) - The North East Housing Federation (a
    consortium of all the Housing Associations in the North East) will allow us to use the
    premises across the CPA enabling local residents to access our services on their
    doorstep,
 Hartlepool Works - The consortium of 25 members have an additional 20 premises
    we can utilise many of which offer a diverse range of interventions that our customers
    can utilise including Mind (mental health issues), Hartlepool Carers and 3 community
    centres,
 Derwentside Training - Have close links with County Durham Council and are able to
    utilise over 50 outreach premises ranging from Community Centres, Surestart centres
    and Community Education Centres. This will allow us to cater for the needs of the rural
    population,
 Northumberland and Gateshead Council- Will lever in the support of wider Council
    resources such as Surestart Centres and Community Education Centres. In total this
    will add a further 50 premises.

 Delivering across rural geographies -To support customers from rural locations in
 Northumberland and County Durham Northumberland Council will use a mobile
 learning Unit which will provide advice and guidance on a weekly basis. They will also
 be able to use Council owned premises across the area.

c) locate delivery sites near public transport hubs/travel patterns
All main delivery sites are located within 10 minutes walk of public transport hubs. For
example, Avanta’s Middlesbrough, Darlington and Hartlepool sites are within five minutes
walk of the mainline train and bus stations. Avanta will work collaboratively with local
transport providers and initiatives to improve access for customers. For example,
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5.4 (continued)
Middlesbrough Jobcentre Plus provides customers with pre-paid travel tickets to enable
them to attend interviews, and extended support for those gaining employment.

Meeting Customer Needs through our Delivery Infrastructure
To ensure our delivery infrastructure enables us to meet the needs of all customer
groups, particularly customers with health needs, Avanta has worked collaboratively with
its supply chains and consulted with the Tyne and Wear City Strategy, The Centre for
Economic Inclusion and Rocket Science. We also undertook customer and stakeholder
feedback on the nature and type of locations that would best meet their needs. An
overview of how we will meet different customer needs is below.

a) Meeting the needs of customers with health needs and disabilities
As a proportion of Working Age Benefits, County Durham (62%) has a high number of
customers in receipt of Incapacity Benefit/Employment Support Allowance,
Norhumberland (57%) and a similar figure for Redcar & Cleveland (50%). In the
Newcastle Wards of West City & Walker, 60% of the population cite mental health as their
primary illness. Our supply chain has a presence across the CPA enabling customers to
access “One Stop” services that are in close proximity to where they reside. For example
The Workable Project in County Durham has outreach across the whole area. To ensure
Work Programme delivery is accessible for customers with health needs or disabilities,
our approach is to:
 Deliver from DDA compliant delivery sites and make reasonable adjustments to
   respond to the access needs of customers. This includes selecting as far as possible
   delivery sites that offer step-free access.
 Newcastle Futures provide one stop shop surgeries across their outreach centres in
   order to co-ordinate specialist interventions. For example Newcastle Futures have an
   Occupational Psychologist seconded through the Primary Care Trust.
 Hartlepool Works has a combined partnership of 25 organisations that provide
   wraparound support across the customer journey. Hartlepool Mind helps people who
   are experiencing various forms of mental distress - such as anger, emotional
   disorders, relationship problems and stresses, depression, anxiety, trauma/post-
   traumatic stress, phobias, addictions and psychosis. Typical services include one to
   one therapy, workshops to learn about managing conditions and developing skills to
   overcome these.
 Resource and equip all key delivery sites to enable access by customers with
   disabilities. For example, key delivery sites will be equipped with hearing loops;
   adjustable workstations; large keyboards; and other specialist equipment as required.

b) Meeting the needs of customers from BAME communities
The Newcastle wards of Elswick (24%) and Moorside (16%) have a high ethnic minority
population. Newcastle Futures through their partners JET offer a specialised service for
ethnic minorities through outreach across the North East. They provide a wide range of
support including:
 Practical support focussing on integrating customers in to a new cultural environment,
   accessing local services and tailored Action Plans,
 Designing personalised Action Plans to help customers in to employment. They also
   offer ESOL training which has a 50% JER,
 Various outreach in libraries, Surestart centres, local College and Community Centres.

c) Meeting the needs of lone parent customers
Sunderland has a greater density of Lone Parents (2.1%) than the U.K average (1.7%). In
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5.4 (continued)
the areas of Southwick (4.2%) and Thornely Close (3.7%) there is a higher proportion of
Lone Parents compared to the national average. To ensure we meet the needs of
customers with childcare needs through our delivery locations, we will:
 Link to the 190 local SureStart centres and family centres to offer childcare and
   parenting support. For example Gateshead has 25 Surestart Centres across the area
   offering crèche facilities and a mixture of onsite training courses concentrating upon
   courses that help Lone Parents prepare for the labour market.
 Gateshead Jobshop offers Lone Parents help making the transition from economic
   inactivity to employment through subsidised childcare vouchers and travelling
   expenses for the first three months of empoloyment

d) meeting the needs of other socially excluded/marginalised groups
Research by our strategic partner the Citizens Advice Bureau found that nearly 50% of
their customers depended entirely on benefit income.
 The average total household debt was £13,153.
 On average, debts were 17.5 times the client’s total monthly household income.
 CAB debt clients who were able to make a repayment to their non-priority creditors
    would take 77 years to repay the debts at the amount offered.
Five Lamps based in Stockton has 4 premises across the area and is a member of
“Northern Money” a consortium of Credit Unions. They provide debt management advice
through their dedicated Financial Inclusion Team. They are able to tailor a financial plan
that enables the customer to consolidate debt and move in to financial security. They also
run a “social bank” that specialises in providing affordable personal loan with payments
that suit customer finances.

Developing our delivery sites to meet customer requirements
Avanta have invested heavily in the researching and development of creating both a
structured and open plan environment that will enhance the learning and progression of
each customer. Separate 1-2-1 and training rooms will provide private and structured
learning areas whilst open plan facilities enable the customers to feel at ease in their
surroundings, boosting learning and productivity.




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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 numbers of customers and changes to the customer groups referred
including potential alterations resulting from changes to the welfare regime referred to you
(see Future Services Schedule). Your response should include the following:

   How you will maintain minimum performance levels;
   How you will manage expanding/contracting business as a result of Market Shift or
    economic factors without an adverse effect on service delivery.

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




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5.5
Avanta’s Strategy for Volume Fluctuations and Customer Group Changes
Avanta and its supply chain have extensive experience of delivering large scale welfare to
work services over the whole economic cycle, having managed significant changes in
volumes and customer profiles, peaks and troughs in demand, while maintaining high
quality service levels for customers and employers.

We are committed to working in partnership with DWP and JCP in a flexible and
pragmatic way to improve the prediction of throughflows, jointly analysing the impact of
changes and sharing where and how we are dealing with increases or decreases in
customer volumes. In developing our operating solution and resource model, we have
built and tested a range of scenarios for significant fluctuations in customer volumes and
profile (50% +/- scenarios). We have also modelled scenarios associated with the Future
Services schedule, such as changes in customer group demographics.

We anticipate significant variance to the volumes proposed by DWP over the lifetime of
the contract. Our strategy to ensure we maintain minimum performance levels includes:
 Maintaining a strong balance sheet and access to working capital – we have
   developed a strong balance sheet and access to additional finance to enable us to
   fund the Work Programme’s payment by results model and deal with unexpected
   volume fluctuations. We will maintain minimum service levels when volumes
   increase/decrease by quickly investing in additional resources (including staff and
   premises); or funding lower margin delivery sites to ensure continuity of delivery.
 Invest in a resilient delivery structure and supply chain – our delivery strategy
   includes multiple providers operating in the same geography. This will enable us to
   maintain minimum performance levels by managing referrals and starts across the
   supply chain utilising subcontractor delivery capacity. We maintain a no-surprises
   culture with our supply-chain through collaboration and structures such as our Work
   Programme Advisory Board (detailed in 7.1).
 Utilising a flexible and scalable delivery infrastructure – together with our supply
   chain, we have developed a flexible premises solution to cater for peaks and troughs
   in demand through the lifetime of the contract which will enable us to maintain
   performance levels across the CPA. We can for example, reduce fixed delivery
   infrastructure and operate from outreach or shared locations; utilise serviced offices to
   cater for immediate increases in demand; identify and contract with additional
   subcontractors; and in exceptional circumstances increase self-directed support

Since 1999 Avanta has managed programme Advantage from Jobplan Workshop, Restart
and Jobclubs (averaging 15 referrals per week) to New Deal (average 200 referrals per
week) and flexible New Deal (average 340 per week - Spring 2010). Within these
programmes, Avanta has managed fluctuations in referrals/starts in contract volumes of
+/- 50% and in exceptional circumstances up to 200%. Should Customer numbers reduce
or be lower than anticipated, we will: work with JCP to facilitate early referrals; capacity
build our subcontractors to work with smaller caseloads, monitoring levels of customer
contact and revising KPIs to increase the intensity of the service; assist subcontractors in
modelling financially sustainable staffing ratios; facilitate the redistribution of staff across
the network and provide training to subcontractors’ HR managers on introducing flexible
working contracts for staff benefitting from this, such as parents, retired workers, and
people with a limited capacity to work; and facilitate premises-sharing agreements
between members of the supply chain.


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5.5 (continued)
   Evidence of Maintaining Minimum Performance Levels with Fluctuating Volumes
   Within four months of commencing delivery of Greater Manchester New Deal, referrals
   increased by 200% above DWP ITT specifications. Avanta’s solution was to utilise our
   existing peripatetic team of customer facing staff, whilst at the same time maintaining
   performance levels. Over a period of six weeks we recruited 40% more Personal
   Advisors, 30% more Placement Officers and 20% more Employer Relationship
   Managers, whilst expanding floor space and resources at six delivery centres.
 Avanta’s Strategy for Managing Expanding/Contracting Business
 Avanta has an established and mature approach to customer flow management. Our
 approach is to invest in demand planning, so that we can more effectively expand or
 contract our business; implement short term measures to deal with short term peaks and
 troughs; and implement long term measures to deal with sustained volume changes and
 changes in customer demographic trends.
 Demand Planning to Better Predict Expanding/Contracting Business Needs
 As well as creating a ‘decision sciences’ team (Business Analysts that will analyse
 internal customer intelligence), we are collaborating with leading industry specialists
 including Professor [Redacted]
 , Head of Urban and Labour Market Studies at the University of Glasgow and [Redacted]
 at the Centre for Economic Inclusion. Together, we have developed sophisticated
     volume predictor models (with different scenarios and resource implications) enabling
     us to plan for the resources required to meet variable throughflows at a CPA and local
     delivery site level.
 Avanta’s Research and Development Unit (headed by [Redacted]
 ), monitors the key metrics that are early indicators of expansion/contraction in demand
     and customer profile. This includes monthly analysis of JSA and ESA onflow and
     Vacancies.
 We will continue to invest in our strong local relationships with JCP staff to pick up
     anecdotal evidence of trends and future volumes, local economic developments and
     under-over utilisation of JCP premises
 Managing Expanding/Contracting Business on a Short Term Basis
 We will maintain close dialogue with JCP local and CPA levels. This would include,
     increasing marketing activity to increase referrals and sharing concerns over delivery
     capacity when volumes increase, and what our remedial plans are to address them.
 We will flex front line staff caseloads on a short term basis to deal with
     increased/reduced throughflows, using our customer intelligence system to monitor
     performance and take action if performance dips below agreed parameters.
 We will manage referrals and customer starts across our supply chain to best utilise
     subcontractor capacity, both increasing and decreasing volumes.
 Managing Expanding/Contracting Business on a Long Term Basis
 Evolving our delivery structure and supply chain to meet changing customer
     needs/demographics – over the lifetime of the contract we anticipate customer
     volumes and needs changing as the economic climate changes. For example, if the
     economy improves as expected customers in years four and five are likely to be
     proportionately harder to help than the current initial profile. We will continue to flex and
     evolve our supply chain to meet those changing needs.
 Securing alternative funding sources – we have developed a resilient supply chain
     that has multiple sources of funding. This will enable us to collectively deal with long
     term reductions in volumes, as subcontractors are less reliant on one source of
     funding, as well as having additional working capital to invest in increasing volumes.
     For example, within the CPA, Gateshead and Northumberland Council and SNCBC,
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  Hartlepool Works, Derwentside Training, South Tyneside TEN, Newcastle Futures (as
  preferred suppliers) all deliver Area Based Grant provision.




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[5.6] Managing the Customer Experience

Please describe:

          How you will evaluate and monitor the quality of the Work Programme provision
           to ensure that it meets the needs of individual customers;

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

          how you will act on any findings.

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




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5.6
Evaluating and Monitoring the Quality and Impact of the Customer Experience
Avanta has substantial experience of evaluating and monitoring the quality of the
customer experience in large scale welfare to work services. We have a proven track
record of delivering high quality services across a large and diverse supply chain, and are
subject to a wide range of external inspections that ratify the quality of the customer
experience. Our methodology for monitoring the quality of the Work Programme is as
follows:
a) Sharing information and results: collaborative monitoring and improvement
We will publish all performance and quality data on our website on a monthly basis for
both Avanta and our supply chain Avanta is committed to driving transparency and
accountability in the delivery of public services. This open and transparent approach will
enable more individuals, organisations and communities to get involved in problem
solving with Avanta. We will publish job outcome and quality performance data by
customer group and geography; against minimum performance standards; publish
performance and quality data by subcontractor (encouraging subcontractors to improve
their quality/performance by being benchmarked against others). We will systematically
engage the local voluntary and community sector to challenge us to see where and how
we can improve our services. Our approach will encourage experimentation and
proposals from local organisations to get involved in the Work Programme.
b) Monitoring progression: ensuring every customer benefits
At an individual customer level, Job Coaches (from Avanta and our supply chain) will
monitor customer progression against agreed milestones and timescales as part of their
Progress Reviews. They will capture customer progression data on the customer action
plan that will feed into our ACI (MI) system. This will help Job Coaches determine whether
customers are performing well against their agreed action plan, and against customers
that demonstrate similar characteristics/demographics. Job Coaches will use our Distance
Travelled Toolkit, to capture progression against a range of soft outcome indicators. In
addition, Vertex (though their contact centre operation) will provide customer surveys,
initially in pre work and then as part of in work support. This information will also be
published online for all stakeholders to view.
c) Quality assurance: auditing and improving quality across the supply chain
Avanta’s Quality Improvement Consultants will audit all aspects of Work Programme
delivery on a qualitative basis. Consultants will inspect the quality of individual Action
Plans and progression reviews; the quality of the delivery environment; the quality of the
management of the customer journey (e.g. between end to end suppliers and specialist
support partners); the personalisation of in work support; equality and diversity measures;
and adherence to agreed Standard Operating Procedures (e.g. referral and claim
protocols). The objective of the audits is to improve the quality of delivery, with
recommendations and priorities for change shared with relevant managers and delivery
staff. We will also store all Standard Operating Procedures as online wikis within our
intranet allowing staff from across Avanta and our supply chain can make suggested
amendments driving ownership of ‘processes’ across the whole supply chain, and
promoting continuous improvement as a part of everyone’s job.
d) External evaluation of our Work Programme services
We have contracted with a specialist qualitative research organisation, Rocket Science, to
conduct annual evaluations of the delivery quality. The evaluation will focus on customer
experience (feedback); stakeholder experience (e.g. how well is the service integrating
with other public services); and supply chain experience (e.g. how well are we supporting
the development of our partners). The evaluation report will be published on our website,
the results shared with our stakeholders and action taken in response to concerns.

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5.6 (continued)
Avanta’s Complaint Handling Process
Avanta embraces customer and stakeholder feedback to drive the quality of our services.
All customers are advised about our complaints process as part of the Insight 1-2-1. The
opportunity to feedback/complain) will be promoted across Avanta delivery sites and our
supply chain. All supply chain partners are required to have a complaints process in place
that mirrors Avanta’s. Our complaint handling process is as follows:
 Avanta’s Business Managers and our supply chain’s operations managers have
    responsibility for dealing with complaints received at a local level. If the manager is
    named in the complaint, then Avanta’s Regional Manager will assume responsibility.
    Each complaint is allocated a unique sequential complaint number from the centre’s
    complaint log (each delivery site is required to have a complaints log),
 All complaints about our delivery (including our supply chain) are acknowledged within
    2 working days in writing. This provides the complainant with details of the manager
    assigned to investigate, their contact details and the process to be followed including
    clarification of when a conclusion (normally within 14 days) or further update of the
    investigation can be expected,
 All steps in the complaints process are documented and retained in a file which is
    updated each time an action occurs, ensuring a complete audit trail is maintained,
 When the complaint is closed, the complainant is informed. If the customer is not
    satisfied with the outcome, they may request further intervention from the Regional
    Director. Where complaints are not resolved a customer can complain to the
    Independent Case Examiner providing mediation between Avanta and the customer.

Avanta’s Quality and Performance Improvement Consultant for the North East CPA will
conduct a monthly review of complaints received from across the supply chain, and how
they were resolved, to inform ongoing improvement to the customer complaints process.
All complaint reports and their resolution, including trend analysis and proposed process
improvements (and individual complaints which are deemed serious) will be reported to
the Work Programme Advisory Board and Regional Director for the CPA on a monthly
basis.

Securing & Responding to Customer Feedback on all Aspects of Delivery
Customer involvement and feedback underpins the entire customer journey, from co-
producing a work focused Action Plan, to ongoing Progress Reviews. We will secure
feedback using the following:
 Consultation with our customers in all aspects of design, development and review of
   new, existing and future projects, facilitated through user-led service forums, hosted
   by our customers on a monthly basis, promoted through the initial Insight 1-2-1 and
   customer notice boards and with facilities and suggested agendas/process
 Suggestion boxes across Avanta and supply chain delivery sites, we will give ‘your
   opinion counts’ cards to customers when they start on the Programme and be made
   freely available in each centre, enabling customers to feedback on our services,
 Customer feedback will be gathered through customer surveys and evaluation
   questionnaires completed at regular stages during the customer journey, including job
   start and programme exit, including qualitative evaluation undertaken by Rocket
   Science on an annual basis with customers and stakeholders
Feedback, from stakeholders and customers will be sent directly to the Regional Director
and the Work Programme Advisory Board, to enable executive management and strategic
stakeholders to understand what customers believe is working well and what isn’t.
Proposed changes to service delivery recommended by customer feedback will be taken
forward by [Redacted], Director of Quality and Performance across each CPA.
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PART 6:       RESOURCES

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

[Redacted]




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[Redacted]




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[6.2] Transfer of Undertakings (Protection of Employment) Regulations 2006
(TUPE)

Please refer to the Provision Specification and Supporting Information before completing
the following TUPE questions.

[6.2a] TUPE – Managing the Transfer

Please detail your plans and those of any Sub-contractors for managing TUPE transfers
which will/may result from this Work Programme contract. Your response should include:

   measures you propose to take under Regulation 13 of the TUPE regulations,
    (including any proposals to seek agreement to change terms and conditions of
    employment or any redundancies for organisational, technical or economic reasons
    over the life of the Contract), to enable you to meet their statutory requirements;
   how you propose to communicate with transferring staff prior and immediately after the
    transfer date;
   an outline of your plan of activity to transfer in staff;
   how you propose to work with existing employers to ensure a smooth transfer of staff;
    and
   details of how you plan to ensure that any Sub-contractors will fulfil the requirements
    of TUPE Regulations and any relevant Codes and Statements of Practice.

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




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6.2a
Avanta Strategy and Approach to Managing TUPE Staff Transfers
Our staff and those of our supply chain are the most important asset we have in delivering
a successful customer journey and outcome for each client. Our approach is simple; we
want to retain the skills, knowledge, experience and local understanding of people
working on the ground in the CPA. Avanta has developed and refined a comprehensive
and robust methodology for systematically managing successful TUPE transfers. This
includes strict adherence to Regulation 13 regarding our duty to inform and consult the
appropriate employee representatives, enabling incumbents to meet their own
responsibilities set out within Regulation 10. The most recent example of successfully
integrating staff into our organisation is in 2009 within our East of England FND1 Prime
Contract where 13% of our resourcing model was fulfilled through TUPE transfers.
Meeting TUPE Regulations over the Life of the Contract
Within Avanta and the HR team we have a wealth of strategic and operational TUPE
experience. This experience is applied within a clear set of guidelines and a framework
which is detailed within the implementation plan in section 9.1. An experienced team will
be responsible for all TUPE negotiations with incumbent providers and primes. In each
CPA Avanta has HR Business Partners, who will support line managers in the individual
transfer process and 1-2-1 consultations with individual employees.
Avanta fully appreciates that for incumbent organisations and, particularly their staff, the
loss of contracts is a time of great concern and anxiety, with concerns over ongoing
employment, new management style, existing terms and conditions, potential change of
job location and pension rights. We take our responsibilities very seriously and work with
transferred staff to clarify the situation quickly by working in a professional, sensitive,
open and communicative manner. Our experience has shown that early engagement with
affected staff reduces anxiety and enables a smooth transfer of staff.
We anticipate that in a number of areas the staffing volumes required to deliver the Work
Programme could be lower than the staffing currently delivering multiple DWP
programmes in the CPA. If it becomes apparent that staff, including TUPE transferred
staff, are to be put at risk of potential redundancy, our redundancies procedures and
consultation arrangements will be immediately implemented. All staff will be treated fairly
and equally; selection criteria will be drawn up, be clear, open and transparent and may
include some or all of the following: competence to undertake new job roles, previous
experience, academic and technical qualifications, performance, conduct; attendance and
length of service. Each stage of the consultation process allows adequate time for
comment, review and discussion and adheres as a minimum to legal requirements.
Avanta will fulfil its obligations and legal requirements for redundancy payments for all
employees selected for redundancy.
Communicating with Transferring Staff
Avanta adopt an inclusive approach to potential transferring employees, ensuring that
they are made aware to which roles TUPE might apply and they are consulted and
informed throughout the process, whatever the outcome. In doing so, we will be open,
honest and communicative in order to understand the issues and concerns of the
individuals affected. A welcome event will be arranged which will include a presentation
on the Avanta organisation structure, job roles and culture. It will be led by Avanta’s
Regional Director and address any initial questions as well as providing an introduction to
the Work Programme. Following the welcome meeting everyone will be sent an individual
letter to arrange a mutually convenient appointment; to commence consultation on the
appointment to roles, or any measures to be taken. This will include the assessment and
selection of individuals where there are more candidates than positions. Trade Union or
employee representatives will be invited to initial meetings.

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6.2a (continued)
Any trade unions or staff representatives will be identified in the initial contact with the
incumbent employer. At the earliest opportunity Initial meetings will be arranged with any
employee representatives and the Avanta integration team. All communications will be
delivered in an honest, open and transparent manner and all relevant supporting
documentation e.g. policies and procedures will be provided. Avanta views these
meetings as an opportunity to discuss and inform; build confidence in our approach;
alleviate concerns and agree the principles and practicalities for the staff transfer;
including agreeing an action plan. Avanta ensures that it understands the requirements of
TUPE Regulations 5 and 6 and that our obligations are met under these regulations.
Outline Plan of Activity
Managing the TUPE process is an integral part of our implementation plans, detailed in
section 9.1 and 9.2. In summary, our plan is to:
 Analyse data supplied by DWP to enable TUPE cost implications to be factored into
    our pricing proposal (January 2011)
 Avanta’s TUPE lead to contact incumbent providers upon award of preferred bidder
    status, identifying lead points of contact (March-April 2011)
 Initial meetings scheduled with all incumbent providers and employee representatives
    to agree action plan, principles and processes (April 2011),
 Statement of Measures circulated to incumbent providers detailing factors such as
    change of pay day, holiday year, HR policies etc (April 2011)
 Due diligence undertaken by Avanta’s TUPE lead, analysing transferring T&Cs,
    liability information etc as well as pension requirements (April 2011)
 Information and awareness workshop for potential transferors, highlighting our
    approach, Work Programme model, process and benefits (May 2011),
 1-2-1 consultants with each potential transferor using a consistent consultant review
    format, mapping current roles against Work Programme roles (May 2011)
 Written confirmation to transferors of acceptance and start date, including payroll
    transfers and initial induction activities (May 2011)
Working with Existing Employers
We will contact incumbent providers immediately preferred bidder status has been
announced (and communication approved by DWP). Avanta’s TUPE team members will
introduce themselves provide appropriate contact points and immediate communication
with indicative timeframes to help everyone understand next steps and the way forward.
Avanta will agree the parties to be included in communications and keep employers
informed throughout the process.
Ensuring Sub-contractor compliance
As a prime contractor, we are committed to supporting and facilitating the smooth transfer
of staff across all of our supply chain partners. Avanta will facilitate any necessary
consultation arrangements providing a ‘best practice’ framework for consultation and
advice and guidance as required to ensure any employee transfers take place in
accordance with the relevant legislation, guidance and codes of practice:
 In line with the Merlin standard, Avanta’s subcontractor application pack, draft terms
    and conditions and Letter of Intent clearly highlights good practice, and minimum legal
    TUPE requirements, together with Avanta contractual expectations,
 As part of our supply chain selection process, TUPE knowledge and understanding is
    assessed and a prerequisite requirement. This includes confirming commitment to the
    protection of pension rights under GAD,
We will deliver as part of our implementation programme a regular “TUPE surgery” to
offer practical advice, support to minimise the need for costly legal advice and to provide
Subcontractors with the relevant and appropriate information.

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[6.2b] TUPE – Managing the Transfer

Please supply details of what lessons you and any of your Sub-contractors have learned
from TUPE transfers and/or major organisational change which will influence how you
would handle similar issues in the context of this Work Programme contract including
details of how it influences how you would manage any transfer/change which may arise
as a result of this Work Programme contract.

Please describe what aspects of TUPE you consider will be relevant to this procurement.

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




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6.2b
Avanta’s Experience and Expertise of Managing the TUPE Transfer of Staff
Avanta has a comprehensive and consistent methodology for managing TUPE transfer
staff and is recognised as an experienced and reliable operator by DWP and other Prime
suppliers. We can demonstrate an excellent track record in managing major TUPE
transfers, complex public service contracts; both for in-bound and out-bound staff. Over
the last ten years, we have been involved in a number of significant transfers involving a
wide range of welfare and employment related contracts.

Case Study Example of Managing the TUPE Transfer of Staff
Flexible New Deal Phase 1 – in 2009 Avanta secured the Flexible New Deal (FND)
contract in Cambridgeshire & Suffolk, Norfolk, Lincolnshire & Rutland, replacing a range
of existing programmes. The initial estimate of staff subject to TUPE transfer legislation
was more than 100. Following detailed agreement on subcontract arrangements,
clarification of new district boundaries, 25 staff were transferred under TUPE legislation
from a range of private, public and third sector providers within a 16 week implementation
period, using the following methodology:
 Recruiting specialist CIPD qualified TUPE advisors to inform the process – enabled
    contact within 24 hours with transferring organisations,
 Transfer plan in place prior to contract award – this allowed us to move quickly and
    efficiently to the ‘inform and consult’ stage,
 Direct engagement with employers and employees within 10 days of contract award -
    moving quickly allayed fears over jobs and ensured we achieved our milestones,
 Delivered 3 x 1-2-1 sessions to each impacted employee – this approach ensured that
    potential transferees were fully consulted and able to respond in detail over the
    proposed transfer, ensuring specific individual issues were addressed,
 Delivered group workshops – covering Avanta’s delivery model, roles, contract
    approach, rewards strategy (including pension), culture and values,
 Advice and guidance to staff on comparable roles – advising staff on mapping to
    comparable contract specific roles and training opportunities to facilitate integration.

 Lessons Learnt and Application of TUPE Experience to the Work Programme
 Our experience of TUPE transfers indicates that the following are the likely key aspects of
 TUPE which will apply to the Work Programme:
 Early planning will aid timely, smooth, successful transfers,
 TUPE expertise, including specialist advice, that is on-board early will help with
   planning and execution,
 Communications must include direct contact with employees and employers soon after
   contract award,
 1-2-1 sessions with individuals to ensure that transferring employees’ individual
   circumstances are suitably supported,
 Facilitated group workshops to aid communications and further support the individuals,
 Communications affirming Avanta’s commitment to protecting transferees’ pension
   rights provide welcome reassurance.
 Avanta strongly believes in the importance of a professional and positive experience in
   what is clearly an anxious period for these transferees

We will support our supply chain throughout the TUPE process, providing informal advice
and guidance on best practice in managing the transfer of staff, as well as broking
professional legal advice where needed to support subcontractors with particular needs

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PART 7:       STAKEHOLDER ENGAGEMENT]

[7.1] Local Stakeholders

Please describe in detail how, in relation to this CPA you and your supply chain will
engage with key local stakeholders including smaller and voluntary sector organisations
to ensure effective on-going relationships with them throughout the life of the contract.

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




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7.1
Working with Local Strategic Stakeholders and Public Service Providers
Avanta has 15 years experience of delivering community led public services in the North
East CPA We have established excellent networks with organisations across the CPA at
regional and community level. In the development of the Work Programme we have
expanded this engagement, and developed a strong and diverse supply chain of public,
private and voluntary and community organisations. Our approach is inclusive and
consultative, and will ensure that we evolve service delivery, respond to changing
customer and labour market needs, and drive a step change in performance.
 Evidence of engaging local stakeholders in the Work Programme
 We have consulted extensively with local stakeholders in the North East to align our
 strategic aims and objectives across the worklessness and economic regeneration
 agendas. Including the following stakeholder engagement activity:
  Before the publication of the ITT a regional partnership event at Darlington Football
     Club attended by over 90 stakeholders from the private, voluntary, community and
     public sectors. Conducting 360 degree stakeholder feedback enabled us to
     incorporate recommendations in to our delivery model. Feedback included ;the need
     to develop a cohesive employer engagement strategy that fed in to existing
     mechanisms and avoided duplication; utilisation of local provider networks to
     address barriers including substance misuse, mental health and homelessness; the
     integration of the Work Programme delivery model in to existing provision
     particularly skills.
 We held one to one meetings with all the Local Authority Economic Development and
 Regeneration Departments to understand their priorities. [Redacted]
 , Head of Economic Development (Sunderland Council), [Redacted]
 , Employability Manager (Tyne & Wear City Strategy) and [Redacted]
  , Head of Projects (Newcastle Council) all expressed the need to address
     worklesssness and “ pockets of deprivation at a Ward and Super Ouput level”
     especially in the areas that are in the North East’s top 20% deprived areas. As a
     result, we will utilise the outreach facilities available through Northumberland Council
     and Derwentside Training to cater for the needs of the rural population and SNCBC
     and Newcastle Futures that deliver outreach from premises in the heart of the most
     deprived communities.
 Our Regional Policy & Development Manager, [Redacted]
 , has 10 years experience working at a grassroots level across the CPA. He has met
 with [Redacted]
  (Head of Economic Development, Middlesbrough Council). Their Regeneration budget
 has been reduced leaving a gap in local provision. [Redacted]
  will now become a strategic local partner and work with us to identify and map local
     need and lever in the support of the Work Programme to help local customer groups.
We will engage local stakeholders and public sector organisations in the following ways:
Develop a supply chain that includes public sector organisations - Through the
diversity of our supply chain we have strong links with key stakeholders and strategic
bodies. For example, both Newcastle City Council and Gateshead City Council are end to
end subcontractors for Avanta. Councillor [Redacted]
 (Chair, Newcastle Futures) is the Vice Chair of the Economy & Overview Scrutiny
    Panel at Newcastle Council with a remit to increase regeneration and job
    opportunities, encourage business growth and decrease the skills deficit in the area.
    The Local Authority has a vibrant second tier supply chain, further increasing the join
    up of Work Programme and LA services. This will also enable us to make a
    contribution to strategic decision making across the CPA
 Design the Work Programme to contribute to local strategies - the strategic
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   integration of the Work Programme with local initiatives/strategies will drive

7.1 (continued)
performance and reduce cost and service overlap. For example [Redacted]
     , Chief Executive of Newcastle Futures sits on the Council's Economy and
     Employment and Skills Group which will enable us to contribute to the local policy
     agenda.
 Further improve the join up of employment and workforce development – We will
     utilise the provision on offer through Stockton Riverside and Sunderland City to deliver
     pre employment routeways. Sunderland City College delivers RI:SE which focuses on
     Customer Service through flexible times to ensure sessions meet their commitments
     and lifestyles. The programme has a job outcome success rate of over 60%.
Involve local stakeholders in service design & development –.together with our
supply chain we will establish a Work Programme Advisory Panel, involving strategic
stakeholders, supply chain partners, and customers in reviewing the performance and
improving the impact of the Work Programme in the North East. Partners will include the
JCP Advisors to give a ‘ground level’ perspective and JCP Business Managers to offer
impact assessments, SFA Managers to update on regional skills needs and Regeneration
Managers to inform on potential employer re-location into the region including [Redacted]
, Employability Manager, Tyne & Wear City Strategy, [Redacted]
Head of Economic Development Sunderland City Council, [Redacted]
, Director of the North east Employer Coalition and [Redacted]
 , Policy Manager with the Voluntary Organisations North East (VONNE). The Advisory
     Board will meet on a quarterly basis and drive the direction of our delivery model as
     the Work Programme evolves as well as making an important contribution to shaping
     future strategy for employability and skills
 Collaborative working with two North East Local Enterprise Partnerships (LEP)
     The North East LEP is now approved and skills is the highest priority in the proposal.
     We will work in partnership to create new skills, jobs and help businesses generate
     employment opportunities through the Work Programme. County Durham, Gateshead,
     Sunderland have also expressed a desire to utilise the Regional Growth Fund to
     enhance skills and employability through the Work Programme.
Evaluate our success in stakeholder engagement – we have commissioned Rocket
Science to conduct annual evaluations of the success of the Work Programme, in
particular how well local stakeholders have been involved and the benefits to customers
and performance. Led by [Redacted]
 (over 30 years experience in the Regeneration Sector) they will conduct qualitative
     research with stakeholders in the CPA to build a picture of service integration and the
     role of voluntary and community organisations.
Working in partnership with Jobcentre Plus to deliver a seamless service
Over 15 years Avanta has developed a strong relationship with Jobcentre Plus in the
North East, Our supply chain has significant experience of working with Jobcentre Plus.
For example, Northumberland and Gateshead Councils have been actively delivering
supply and demand led regeneration for over 30 years.
  Evidence of engaging Jobcentre Plus
  Our Regional Director, [Redacted]
  , meets regularly with [Redacted]
   from JCP to ensure we are meeting the needs and expectations of local customers. At
  a local level, our Business managers meet on a monthly basis at the provider network
  meetings in order to consolidate service delivery duplication and maximise synergies
  and partnership working across the CPA.
Together with our supply chain, we will engage with Jobcentre Plus in the following ways:
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  We will co-locate with Jobcentre Plus wherever possible in the region. This will enable
   us to deliver a seamless service to customers; reduce the drop out rate from referral to
   start; and market directly to customers for referrals within the Jobcentre.
 Invest in marketing to JCP managers and front line advisers, providing regular service
7.1 (continued)
   updates (what’s going well, what’s not, and changes to the Service Directory)
 Jobcentre Plus will be invited to participate on the Advisory Board, as a key strategic
   and delivery partner enabling Avanta and it supply chain to benefit from Jobcentre
   Plus’ experience of performance, service join up, employer initiatives.

Working collaboratively with voluntary and community organisations
We have established a diverse supply chain of over 40 subcontractors and ad hoc
partners from the voluntary and community sector. Creating a vibrant patchwork of
organisations reflecting all aspects of the voluntary, community, faith and social enterprise
sectors. As the Work Programme evolves we will refresh our supply chain through further
innovation driven by third sector, voluntary and community organisations. [Redacted]
 (VONNE) will also play a strategic role in helping us liaise effectively with the sector and
ensuring that their views are incorporated in the development of our delivery model. This
diversity will enable the Work Programme to better meet a wide range of customer needs.

Our approach is to:
 Provide high quality information on the Work Programme – Feedback from local
  community organisations highlighted the need for better information on contract
  performance to enable community organisations to get involved, identify gaps and
  determine how performance could be improved (Network meeting, Tyne & Wear
  Valley Dec 2010). We will provide (online) open and transparent performance
  information in a visual format, including maps showing pockets of higher/lower
  performance, hotspots and gaps in services. This will enable voluntary and community
  organisations that are closest to the communities they serve to get involved in joint
  problem solving. Our role is to stimulate answers to difficult social problems, rather
  than pretending we have all the solutions.

     Encourage and fund creativity and experimentation – we will deliver a step change
      in performance by more effectively encouraging creativity and experimentation with
      voluntary and community organisations across the North East. The flexibility of the
      Work Programme contract enables us to provide seed funding to organisations to
      experiment with service design. For example, in developing our in work support offer,
      Sunderland Council is experimenting with providing a new approach to tackle
      worklessness by focusing on family units as well as the individual customer. This will
      enable them to break the cycle of intergenerational unemployment which is in its fourth
      generation in some of the most deprived areas. By piloting new services and
      proposals from the voluntary and community sector, we will not only find new ideas,
      but support the maintenance of a strong third sector in a tight fiscal environment.

    Evidence of engaging voluntary and community organisations
    From the outset of the Work Programme we have actively engaged with the voluntary
    sector on all levels. Working in tandem with the Voluntary Organisations Network for the
    North East (VONNE) we have advertised all partnership opportunities for the Work
    Programme through their networks and as a result brokered contracts with a number of
    organisations. We will continue to work with them to expand and refresh our supply
    chain as the Work Programme evolves. In addition, we have attended a number of
    network events across the CPA exclusively designed for the voluntary sector.
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 [Redacted]
 , the Policy & regeneration Manager for VONNE will also be part of our NEAP.




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[7.2] Employers

Please describe in detail how you and your supply chain will actively engage with
employers to develop proposals that accurately reflect local needs and describe how you
will work collaboratively with employers on an ongoing basis to secure job outcomes for
customers attending the Work Programme in this CPA.

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




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7.2
Engaging with Employers: our Strategy and Methodology
Avanta and its supply chain bring a comprehensive range of assets to employer
engagement which will enable us to deliver the required step change in performance:

Meeting the needs of local employers and labour markets in the CPA
The Work Programme is a strategic asset to support economic regeneration in the North
East where the jobs density is the lowest in England. By Working in partnership with local
stakeholders, we will be better able to fill demand for jobs with local labour. This includes:
 Avanta and our extended supply chain possess excellent links with national and local
   employers enabling us to ringfence job opportunities exclusively for our customers.
   Through local contracts with Subway Poundland, Orange, Tesco and Orange.
 We will develop a package of interventions to help public sector identify their
   transferable skills and where applicable equip them with the additional skills required
   to access the projected increased job opportunities created within the private sector.
 Accessing hidden job vacancies in SMEs that are not advertised through mainstream
   sources and working in Partnership with the North East Employers Coalition we will be
   able to utilise their database of over 9,000 employers to create employment
   opportunities for all cohort groups.
 We will deliver effective and continuous demand planning, ensuring that delivery
   responds to changing labour market needs in the North East. Independent research
   commissioned by Avanta through CESI (Dec 2010) and consolidated by Durham
   University (Dec 2010 for the North East Local Enterprise Partnerships) identified and
   forecast entry level job opportunities in the North East. This will provide a key source
   of job outcomes for Work Programme customers. Over the period 2010-2020 the
   economy will create over 44,000 jobs. 23% will be in the business services (9,680),
   24% in hospitality & retail (10,120) and 5% in distribution and sectors (2,200).

Managing employer engagement across our supply chain
Our supply chain brings together substantial existing employer relationships across the
North East. We have deliberately selected a supply chain that strengthens our networks
of employer links. For example:
 Avanta has a network of over 1000 SMEs in the Tees Valley area, and over the last 12
    months, Avanta nationally has placed over 8,055 vacancies with local SME’s.
 Sunderland North Community Business Centre worked with Sunderland City hospitals
    to support the recruitment of 75 Health Care assistants over an 18 month period.
 Redcar Development Trust will create 150 this year through the environmental
    cleaning of the old Corus steel works which is due to open later in the year and will be
    exclusively filled by local residents.
 Through Northumberland Council, Hartlepool Works and Gateshead Council we will
    access job opportunities through Section 106 Planning which ring fences vacancies
    exclusively for local residents. Future agreements with Tesco and Morrison’s are to
    create over 500 jobs with a new store opening in County Durham this year.
To manage and coordinate employer engagement activity across our supply chain in the
CPA, and ensure all parts of the supply chain effectively engage with employers, we will:
 Extend our online vacancy sharing portal to all parts of the supply chain. widening the
    net to fill the vacancies from all partners,
 Share online employer engagement performance with supply chain and stakeholders
    to include: new employers, repeat business; sector demand planning data,
 Encourage our local community and voluntary organisations to: look for ‘gaps’ in


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7.2 (continued)
    performance; provide seed-corn funding for them to innovate; develop local vacancies,
 We will look to simplify the employer engagement process by focusing on improving
    vacancy sharing, and developing joint approaches to employers by subcontractors.
There are two key strands to our employer engagement:
1. Strategic employer engagement: key accounts with large sectors & employers
Our employer engagement teams will proactively target large employers, inward investors
and employment hubs to generate high volumes of jobs by.:
 Collaboration with Jobcentre Plus employment teams, coordinating activity across our
    supply chain to respond to large scale vacancy requirements.
 Working with all Local Authorities to develop section 106 agreements to ringfence
    vacancies for the local community at the planning stage.
 Providing a cohesive job brokerage approach with other stakeholders to combat low
    job density rates and ensure we avaid multiple employer engagements (Newcastle
    has 5.1 claimants per unfilled vacancy) including Tyne & Wear City Strategy
 Working with employers and their representative bodies to identify skills gaps and hard
    to fill vacancies. Feedback from the North East Employer Coalition has highlighted a
    skills deficit within the hospitality Industry for fully trained Chefs (at all levels).
 Developing sector and employer routeways to provide employer and vacancy specific
    training providing employers with a pool of job ready customers.
 Co-producing and -delivery of customer journey interventions with employers. We
    deliver “A day in the life…” workshops for customers furthest from the labour market,
    bringing together employers and unemployed customers to share information on the
    benefits, skills requirements, earning potential and career progression opportunities of
    working in particular sectors.
 Work in partnership with Sector Skills Councils in the North East. For example, we will
    work with The Retail Skills Academy SSC, to develop career routeways for customers
    within a sector, from pre-employment support, to entry level job and then job
    progression within the sector.
 Build on our strategic relationships with recruitment agencies such as Blue Arrow and
    Adecco, that will enable us to engage with a wider range of employers (as many large
    employers recruit through Preferred Supplier Lists of recruitment agencies
 Evidence of strategic engagement of employers in the North East
 Avanta worked in partnership with Poundland to develop a pre employment routeway
 that helped customers attain customer service roles (over 12 to date). This
 concentrated upon acquiring soft skills (communication & appearance) and basic skills
 (numeracy & literacy) through a mixture of practical work and classroom based tuition.
Our employer engagement teams will proactively target large employers, inward investors
and employment hubs to generate high volumes of jobs by:

2. Local employer engagement to source and create jobs with SMEs
 During the downturn, recruitment through word of mouth and personal referrals has
    increased. By building on existing local relationships and acting as a trusted advisor,
    we will place customers into local job opportunities,
 Creating new job vacancies within micro-SMEs. Research by Rocket Science and
    others demonstrates there is significant latent demand within micro-SMEs that are
    nervous of expanding or recruiting additional staff. Avanta’s business growth support
    team (InBiz) will work with employers to help them navigate the opportunities and
    provide practical, hands on, recruitment support,
 Avanta’s Employer Relationship Managers: deliver monthly themed breakfast
    meetings with local employers (e.g. reducing staff turnover, improving employee
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7.2 (continued)
   inductions); attend recruitment events to raise awareness of Avanta initiatives as a
   source of job ready candidates matched to the employers’ needs; Producing monthly
   regional e-newsletters, distributed to partners, employers, key stakeholders, RSLs and
   Jobcentre Plus to promote success, job and qualification outcomes.

 Evidence of local employer engagement in the North East
 We have placed 8 people in SIS Plastics recycling plant based in Middlesbrough.
 Throughout their 4 week placement we worked in tandem with the employer to address
 a mixture of barriers including debt management advice, ESOL and literacy and
 numeracy. SIS provided flexible working hours enabling the customer to access the
 specialist interventions they required off site.

Working Collaboratively with Employers on an Ongoing Basis
To deliver high levels of job sustainability, we develop and maintain long term
relationships with employers so that they ‘repeat buy’; turn to us when a customer is
having difficulty; and look to us to support them with their long term recruitment, training
and business support needs. Our in work support offer, Avanta Advantage, supports
employers across the whole employment lifecycle; recruitment, induction; progression;
exit/replacement. Responding to demand we liaise with the employer to provide a personal
development plan that assesses the customer’s skill base and incorporates any training
needs enabling them to evolve their core skills as their employer grows.

Working in partnership with the Federation of Small Businesses, (FSB), Avanta will provide
practical help to SME’s by conducting a review of their business strategy and processes to
assist them in the development of core functions including human resources (recruitment
practices), finance (accounting) and marketing (growing new markets).

Additional aspects of our in work support offer for employers includes:
 Training for employer managers (face to face and web conferences) on common issues
   and ‘what to look out for’ in managing JSA/ESA customers in the first few months of
   employment, e.g. time-keeping, getting into work routine ,
 Outplacement delivery often. at employer premises, including handling administration and
   induction activity, as well as replacement recruitment,
 Training and guidelines on how to induct new employees (best practice),
 Pre-first day preparation of the customer – what to expect, to do, who they will see,
 Advantage Direct – hotline for employer with any queries/concerns,
 Creating a skills-escalator programme for customers: including key skills, core
   employability (attitude, problem-solving), employer/industry-specific skills and upon
   employment, in-work training to cement job retention and onward career progression,
 Workforce development and best practice guidelines; training needs analysis; direct
   training delivery Apprenticeships.

We engage with and service the needs of employers of all sizes and sectors, developing
and servicing long term relationships that meet the employers recruitment and needs. By
segmenting and productising our approach we are able to generate the volume and
quality of job opportunities required to deliver the required step change in performance for
the Work Programme.




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PART 8: CONTRACT PERFORMANCE

[8.1] Performance – Job Outcomes

Using worksheet “C. Outcome Volumes” provided in the Pricing Proposal document,
please detail your expected performance in this CPA and provide comment on how this
compares to the national benchmark levels detailed at paragraph A4.18 of the Work
Programme Specification. Your response must address individual customer groups
separately and differentiate between job starts/outcomes and sustained job outcomes.

Please note your response to this question shall not be scored but will be used to
inform the evaluation of your response to question 8.1a

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




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8.1
Our jobs performance offer exceeds the national performance benchmarks across each of
the Work Programme customer groups. Please note, following Q&A clarification 881 we
have used the minimum performance levels within the ITT and Pricing Guidance rather
than the conditional formatting within the Outcome table. An analysis of our offer is
detailed below. Please note, all annual performance figures below represent referred
customers that secure a job from that year’s starts, the outcome maybe achieved in later
(i.e. as opposed to ‘in year’ performance).
Referral to Start Ratio for all Customer Groups
We have assumed a 90% conversion ratio across all customer groups. Within our Flexible
New Deal contract, we are currently operating at 87% referral to start ratio, and
experiencing a consistent upward trend. 90% is a prudent assumption with the realistic
potential for overachievement over the lifetime of the contract.
Job Starts by Customer Group
The graph below illustrates job start performance by each of the customer groups, as a
percentage of referred customers. A job start is a customer starting a job and coming off
benefits.




Commentary:
 Job start performance for each customer group improves over the lifetime of the
   contract, as the regional economy experiences growth in GDP and employment levels
   (see 8.1a). 25+ performance dips from Y2 starts, as more job ready customers access
   work quickly, whilst others lag into year three. We have then forecast more rapid job
   starts as wider service sector growth kicks in the CPA.
 Job start performance is highest with the JSA18-24 (64%), JSA 25+ (61%), ESA
   Volunteers (51%) and IB/IS Volunteers (63%) customer groups, reflecting historical
   performance levels with these customer groups and relative employability.
 Job start performance is lower with the JSA ex-IB (27%), JSA Early Entry (28%), ESA
   ex-IB (14%) and ESA Flow (30%) customer groups, reflecting the increased barriers to
   work and proportion of ‘hardest to help’ customers within these cohorts.
 Job start performance improves incrementally across each customer group as Avanta
   and our supply chain learn, develop and share best practice on placing more
   customers, particularly the hardest to help, into meaningful jobs, thereby driving
   improvements in performance.
Job Outcomes by Customer Group
The graph below illustrates job outcome performance by each of the customer groups, as
a percentage of referred customers. Job Outcomes are defined as per the Work
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8.1 (continued)
Programme Specification for each customer group (e.g. 26 weeks for JSA25+ and 13
weeks for ESA flow).




Commentary:
 Job outcomes for each of the customer groups are above DWP’s minimum
    performance benchmark.
 Job Outcome performance for the JSA25+ group exceeds incentive level performance
    in years four and five of the contract. Job Outcome performance for the ESA Flow
    group exceeds incentive level performance in years four to five.
 Job outcome performance is highest amongst the JSA18-24, JSA25+, ESA Volunteers
    and IB/IS Volunteers, reflecting closeness to labour market, level of motivation and
    engagement, and propensity to sustain employment.
Job Sustainability Performance by Customer Group
The graph below illustrates job sustainability performance by customer groups, as a
percentage of referred customers. Sustained jobs are defined as the percentage of
customers that achieve the maximum weekly sustainment payments (e.g. the percentage
of customers who draw down 20 x 4 weekly payments for ESA volunteers).




Commentary:
 Job sustainability improves at a faster rate than job start and job outcome
  performance, as Avanta and our supply chain quickly adapt and improve its long term
  in work support offer. For example, job sustainability performance with the JSA 25+
  customer group improves by 29% over the lifetime of the contract.
 Job sustainments performance amongst the ESA volunteer group experiences the
  fastest growth, as our in work support offer matures and adapts to supporting
  customers with health and condition management needs over time.
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[8.1a] Performance - Rationale

Please provide your rationale for your expected Job Outcome Performance levels, by
individual customer groups as detailed in 8.1.

Explain the activities and support that will be introduced to help secure the achievement
of these performance levels together with any other best practice evidence to support
your proposed performance.

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




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8.1a
Rationale for our Job Outcome Performance Offer
Avanta offers DWP a realistic but stretching job outcome offer in this CPA. Our offer has
been developed in consultation with our supply chain; leading think tanks including CESI
and Rocket Science and appraised and reviewed by Professor [Redacted]
 (Head of Urban Economic Development at Glasgow University) and a leader in the field
of local labour market modelling. We have benchmarked our offer using detailed
economic and labour market analysis by a range of leading economists and academics to
ensure our offer reflects the different characteristics of the Work Programme customer
groups in this CPA. We have also undertaken a rigorous, in-depth internal review of our
own performance, identifying what works for each customer group and in each CPA. Our
high level rationale is summarised below.

a) Economic and labour market indicators that underpin our offer
Our economic analysis indicates that the economic recovery will be a turbulent and
gradual process. The rise in VAT (Jan 2011) and a sharp reduction in public expenditure
over the next four years will have a knock on effect as the economy begins to recover
from the economic downturn. The spending review in October 2010, announced that on
average there will be a 19% reduction in departmental expenditure from 2011 to 2015. In
the North East 37%% of employment is in the public sector, representing 35,000 jobs,
against a national average of 26%. Economic instability combined with a lack of consumer
confidence and a forecasted increase in inflation mean that there is still a possibility of a
double dip recession. The Office for Budgetary Responsibility (OBR) forecast that it will
take 4 years to reach the growth levels achieved at pre Aug 2008 levels.

To reflect the fact that unemployment is a recessionary lag indicator, alongside forecast
sluggish economic growth, our offer for years one and two is 6% below our average offer
across all groups in years three onwards. As the economy returns to pre recession levels
in year three our performance will begin to optimise as the Financial and Business
services begin to grow faster, reflected in incentive level performance with the ESA Flow
group.

Over the past three years unemployment has continued to increase across the CPA. The
OBR forecasts this to gradually decrease in the second quarter of 2011 and decrease by
approximately 30% over the next three years. At a local level however, there has been an
acceleration of unemployment in Tees Valley, especially in deprived urban areas within
Newcastle & Sunderland where levels have been traditionally higher than the U.K
average.




 Public Sector Losses and Forecasted Economic Growth (Cambridge Econometrics 2010)

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8.1a (continued)
Despite challenging levels of unemployment, research conducted by Cambridge
Econometrics (Aug 2010) on behalf of the North West Regional Economic Forecasting
Panel forecasts private sector growth to increase by 1.6% (40,000 new jobs) over 2010-
2020. Strong growth is expected in the financial and business service sector 3% per year
(9680) and wider service sector 2.2% (9680) including retail, hospitality distribution and
other ad hoc services. In addition, manufacturing will make a stronger than average
recovery 2.2% (10,120). This growth in jobs is reflected in our accelerating performance
offer in Y3-5.
b) Customer group characteristics
Our performance offer is also based on detailed analysis of the make up, characteristics
and barriers of the different customer groups in this CPA. Research and analysis that has
impacted our offer includes:
 JSA 25+ skills and experience for growing sectors – As the economy grows and
    consumer confidence returns demand across the service sector (retail, hospitality and
    customer services) and financial services (banking, insurance and administration) will
    expand. Our knowledge and experience combined with research undertaken by the
    UK Employment and Skills Council (Employer Survey, 2010) highlight the need to
    have a skilled workforce that is able to respond to employer needs. Through our
    demand led delivery model, we will ensure that the JSA25+ cohort have the necessary
    skills and experience to fill these vacancies, involving local employers in design,
    delivery and continuous improvement.
 The 18-24 year cohort group has struggled to become re-connected back in to the
    labour market due to the adverse economic conditions. Over the past three years,
    many have not been able to secure the necessary work experience and skills required
    to meet the labour market demand. For example, in Redcar & Cleveland and
    Darlington there is on average 8 JSA customers for every unfilled vacancy. Our
    rationale for our step change in performance with this group is based on significant job
    creation in the private sector in service level jobs, e.g. 18,000 jobs are predicted to be
    created in the retail, hospitality, distribution and other services over the next five years.
    We also anticipate this increase in private sector employment driving job outcome
    rates within the Voluntary ESA and IB/IS customer groups.
 For the harder to help customers including JSA Early Entry, JSA ex-IB, and ESA Flow,
    we are predicting lower performance, but our experience of DWP programmes such
    as Pathways to Work and ESF co-financed programmes is that with the right targeted
    support, and effective access to work experience and skills development programmes
    (alongside specialist support), outcomes can often be as high as mainstream
    provision.
 Our proportionately lower offer for the ESA IB cohort – throughout the most deprived
    areas in County Durham and Northumberland, on average 65% of customers have
    been in receipt of IB/ESA for over five years (DWP, Dec 2010) and possess deep
    rooted barriers that require intensive support and interventions to address barriers
    including mental health, substance misuse and physical disabilities. We will deliver a
    step change in performance with the IB/ESA group through the quality and depth of
    our supply chain, enabling customers to be supported by our specialist support
    partners such as Turning Point and Disability Works, addressing long term health and
    mental health related barriers.

Activities and Support to Secure our Job Outcome Performance Offer
Our rationale for our performance offer, as well as taking into a wide range of external
economic/labour market factors, is based on the impact of our customer journey, our
delivery and resourcing model, and our supply chain. It is based on both evidenced best
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8.1a (continued)
practice of what’s working with the Work Programme customer groups, as well as new
ideas and concepts that will help to deliver a step change in job performance. An
overview of how we will achieve our performance offer is detailed below:
a) Activities in the customer journey & delivery model that will drive performance:
 Early intervention and high quality diagnostic – by investing in a telephone based
   interview and a range of diagnostic tools (accessed online self service as well as face
   to face and be used for customers with specific health or access needs) we will more
   effectively increase our understanding of customer needs earlier on in the customer
   journey. This will help improve the referral to start ratio and enable us to select
   vacancy opportunities that match customer aspirations in readiness for day one of the
   customer journey, for example, enabling us to quickly engage with Voluntary
   customers by offering a wide range of relevant accessible jobs.
 Strategic employer engagement and employer led delivery – we offer substantial
   employer networks and relationships across the CPA that will ensure we continue to
   match local labour with local job opportunities. For example, Avanta supports
   employer recruitment needs through pre recruitment routeways, guaranteed interviews
   and work trials for Subway, Orange, Bookers, Tesco Express, Morrisons and Marks &
   Spencer . We will continue to work with our supply chain to simplify and improve the
   employer engagement process and pool vacancies.
 Job creation and self employment focus – 28% of Avanta’s job outcomes within its
   Pathways to Work delivery are through enabling customers to start up in business.
   Enterprise and job creation, particularly in areas hardest hit by the recession and
   public sector job losses, will create new long term job opportunities for customers, and
   our experience demonstrates will make a significant impact with customers with health
   needs such as the IB/IS and ESA Flow customer groups.
 High quality, personalised in work support – our in work support package will
   enable customers to sustain work and progress in the workplace, delivering a
   personalised package of support that encompasses a wide range of interventions and
   services, from skills development, to emergency support, to mentoring and peer to
   peer support. This will include condition management by Healthcare-RM for customers
   with health related needs such as JSA ex-IB and ESA Flow customers.

b) Supporting measures to drive performance:
 Strategic partnerships to introduce new skills and expertise to our supply chain
   – as well as building on our long track record of high performing welfare to work
   services, we have engaged with and developed partnerships with organisations that
   will challenge our way of thinking, increase our capacity and capability to deliver, and
   bring new ideas to the welfare to work sector. For example, our work with Vertex in
   delivering across different channels (phone, web, text, social media) and improving
   customer intelligence and business process performance; and our partnership with
   learndirect, increasing the depth and range of online content, particularly for
   customers in rural/hard to reach areas.
 Step change in the quality of customer intelligence – together with Vertex, our
   investment in a customer intelligence system (ACI) will equip managers, staff,
   subcontractors and stakeholders with a much deeper understanding of what’s working,
   what’s not, and where and how we can improve. It will enable us to determine which
   interventions are delivering better job outcomes, and then quickly share this across
   our network of delivery sites and supply chain partners.
 Increased investment and specialisation of front line delivery staff roles – as well
   as investing in front line staff, we have segmented the different roles within a customer
   journey, reflecting the different skills sets and competencies required for initial
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8.1a (continued)
   engagement and assessment, case management and in work support.
 Significant increase in management capacity – Avanta has invested early in
   readiness for the Work Programme, increasing its management capacity, as well as its
   implementation and project management capability.
 Robust performance management methodology –we have invested in our supply
   chain management capability, introducing new roles (e.g. Partnership and
   Performance Manager, National Partnerships Manager) to more intensively support
   our subcontractors deliver their performance targets, through training, monthly
   performance reviews, sharing business processes so the whole supply chain is
   involved in continuous improvement.
 Competition within our supply chain – we will be open and transparent about our
   performance and the performance of our subcontractors, publishing league tables
   online. We will incentivise high performance, offering bonus levels to the top
   performing subcontractor on a quarterly basis. In addition, we have appointed multiple
   subcontractors in the same locations, with the ability to flex market share between
   providers, to drive quality and performance across all partners. We will also refresh
   our supply chain and remove poor performing subcontractors, if necessary.

Best Practice Evidence to Support our Job Outcome Performance Offer
Avanta and its supply chain offers DWP a strong track record of high performance in the
delivery of large scale welfare to work services in this CPA, particularly with the long term
unemployed, the socially excluded and people with disabilities. We have carefully
selected a supply chain that offers both tried and tested results with the Work Programme
customer groups, as well as organisations with new ideas, innovations and solutions to
drive job outcome performance. Examples and evidence to demonstrate the achievability
of our performance offer is detailed below.
                       Ranked 4th overall out of 24 contracts, Avanta is one of the
                          leading suppliers of job outcomes on behalf of DWP through
                          Flexible New Deal, delivering thousands of jobs over the last 12
                          months with the JSA18-24 and JSA 25+ customer group
 Avanta
                       Consistently high job outcome performance delivered through
                          Avanta’s enterprise division, delivering 70% sustainability levels
                          after two years, and accounting for two-thirds of all self
                          employment outcomes delivered through DWP provision.
 Hartlepool           Future Jobs Fund
 Council               480 customers engaged, 75% JER against a 31% target
 Newcastle            Working Neighbourhood Fund
 Futures               3,200 customers engaged, 75% JER against 50% target
 Gateshead            Community Outreach Project
 Council               2,000 customers engaged, 80% JER against 50% target
 Sunderland           Working Neighbourhood Fund Families Project
 Community North  365 customers engaged, 80% JER against 50% target
 Business Centre
                      New Deal
 Derwentside
                       3 and 26 week New Deal Basic Skills programmes, achieved
 Training
                          48% JER against a contractual target of 40% JER
                      Skills Fit programme
 BTCV
                       1,330 customers engaged, 38% JER against 36% target

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PART 9:       IMPLEMENTATION
NOTE: MINIMUM SCORE APPLIES TO ALL QUESTIONS WITHIN THIS SECTION. BIDS
SCORING 2 OR LESS ON ANY QUESTION WITHIN THIS SECTION WILL BE REMOVED
FROM THE COMPETITION. PLEASE NOTE SCORES ATTAINED IN THIS SECTION MAY
ALSO BE USED IN A TIE-BREAK SITUATION WHERE APPROPRIATE.

[9.1] Implementation Plan

Please provide:

          an Implementation Plan for the Work Programme in this CPA clearly stating the
           date on which you are proposing to commence delivery of the service. The
           plan, which must be in the form of a Gantt chart (insert as Annex 6), must
           include the key activities required to put provision into place by the service
           commencement date. It must include key milestones, timescales for activities
           including start and end dates and who is responsible for each activity including
           the expected start date for delivery. It will also show the critical path and
           interdependencies.

          A narrative to expand on the implementation plan which must identify and
           address all the key risks, including the impact of winning multiple Work
           Programme contracts and how these shall be mitigated.

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

Note: Format requirement and page limit does not apply to the Gantt chart which you
must insert as Annex 6.




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 9.1
 Avanta’s Contract Start Date in the North East CPA
 Avanta’s start date for contract delivery (the first date at which Avanta can accept referrals
 onto the Work Programme) will be the 4th July 2011. Our rationale for this start date is that
 we have existing infrastructure, IT security, business processes and staffing in place,
 delivering a range of welfare to work programmes from New Deal to Self Employment in
 the CPA, which will transition across to the Work Programme. We have invested
 significantly in management capacity and capability within our transition and
 implementation teams. We also have direct experience of establishing large scale welfare
 to work contracts in similarly tight implementation windows
   Evidence of Successful Implementation
   Avanta offers DWP a proven track record of delivering large scale welfare to work
   contracts in tight timescales. Avanta was awarded Prime Contract for FND for Cambridge,
   Suffolk, Norfolk, Lincolnshire and Rutland in 2009. We recruited over 120 delivery staff,
   managed TUPE transfers from multiple providers, implemented a new IT solution, and
   opened 20 fully resourced offices within a three month implementation window.
 Implementation Team and Approach: Delivering on the Start Date
 To ensure we realise our start date, and achieve the key milestones detailed in our
 implementation plan (attached as Annex 6), we have adopted the following approach:
 We are implementing the Work Programme using Prince2 project management
     principles and methodology. This will include weekly progress reports (shared with all
     key stakeholders including DWP and JCP as appropriate), monitored through a Red,
     Amber, Green system; risk registers, documenting risks logged, weighted and
     escalated as appropriate; and strong and consistent communication,
 Working with our supply chain partners, we have identified each subcontractors’
     implementation lead and diarised implementation training days through late April and
     through into May to cover off the implementation process, key dependencies (e.g.
     referral process), risks and escalation process,
 We have preemptively started transition and implementation activity pre contract
     sourcing premises in the CPA; IT upgrade specification and fulfillment; local marketing
     campaign planning.
We have established an experienced implementation team, resourced separately from
current operations and on-going business activity. The implementation structure is:
 Executive Committee - headed up by [Redacted]
 (MD), the Executive Committee has overall accountability to Avanta’s Board for the
     implementation of the project to time and budget and for stakeholder satisfaction.
 Programme Office - all implementation activity within Avanta is coordinated through the
 Programme Office. Headed up by [Redacted]
 , the Programme Office provides robust project management governance, reporting to
     the Executive Committee on all aspects of project implementation (plan, risks, deviation
     and mitigation).
 Work Programme Implementation Director - [Redacted]
 is accountable for the implementation of the Work Programme across all CPAs, heading
 up the Work Programme Project Team. [Redacted]
 reports into the Programme Office. Skills/Experience: 12 years of multi-site
     operations leadership with functional HR expertise in both branded and unbranded
     ‘blue chip’ retail organisations, combined with multi-channel sales experience
 Work Programme CPA Project Managers - within each CPA a Project Manager is
 accountable for Work Programme implementation at a local level, reporting into
 [Redacted]
 . In North East CPA, the Project Manager [Redacted]

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   .
   Functional Workstream Leads - leads from across Avanta’s corporate and regional

9.1 (continued)
     support services have been identified (see annex 6) to lead on Work Programme
     implementation. They have been seconded to the Work Programme Project Team,
     and include Supply Chain Management, Marketing and Communications, Human
     Resources, Facilities Management, Technology and IT Security.
 Managing Risk and Deviations to the Implementation Plan
 We are experienced at managing the risks and key challenges associated with Work
 Programme implementation. Key risks within our plan and our mitigation approach include:
  Risk             Mitigation
                   Continue implementation programme (at our risk), working towards key
  Delay in         milestones at national level (e.g. continued customer journey
  preferred        development, system modifications, marketing). Additional Project
  bidder status    Managers drafted in on CPA specific basis to address any shortfall in
                   time
                   3 key measures, a) Avanta directly delivers either as a stop gap until
  Subcontractor
                   the subcontractor is ready to deliver; b) multiple providers selected
  delay /
                   across the CPA, meaning that other subcontractors can expand their
  withdrawal
                   capacity; c) select subcontractors from our reserve list of suppliers.
                   Avanta already has an approved Security Plan, which will expedite
  Security plan
                   approval. For subcontractors, we will support them in gaining Security
  delay in
                   Plan sign off (free consultancy as part of our support package); supply
  securing
                   security cleared hardware where appropriate; and where necessary
  approval.
                   directly deliver services until the subcontractor security cleared.
  Technology       Avanta already has a management information system that connects
  solution not     with PRaP successfully, including handling referrals and claims. The
  ready in time /  introduction of the Avanta Customer Intelligence (ACI) system will be
  PRaP not         phased in through to October 2011. Clerical systems are in place in
  ready            case of delays in PRaP / system failure.
                   Across Avanta and our supply chain, we have over [Redacted] existing
  Insufficient     staff available to deliver the Work Programme. We will second in staff
  staff resource   from other areas (for example if we are unsuccessful in our Work
  in place         Programme bids elsewhere e.g. in Merseyside, Lancashire and
                   Cumbria CPA, we have over [Redacted] staff that could be re-deployed.
  Delivery sites   Together with our supply chain we have access to a wide range of
  not open for     delivery sites, including learndirect venues; community venues across
  customers.       the CPA; as well as supply chain delivery sites.
 Impact of Winning Multiple Contract Awards
  Risk             Mitigation
  Insufficient     National coordination through [Redacted]
  implementation with local Project Management and seconded teams in each CPA that
  capacity         are indepdent of each other and existing operations. This means that
                   local teams will source premises, lead on recruitment etc within a
                   national programme management team.
  Delays in multi- Multi site requirements (such as fit out, recruitment, staff training) has
  site             been designed to be deliberately scaleable. We have based our
  requirements     planning assumptions on winning 5 CPAs, and based our
                   implementation resources on this basis. If we are successful in less than
                   5 we will need to scale back our implementation requirements.

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 Inconsistent     Collaboration with strategic partners such as Vertex to bring scale and
 early            capacity in key support processes; more effective performance
 performance      management and increased management capacity.




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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.

          in detail your contingency plan for maintaining the entire scope of your proposal
           within your bid should members of your supply chain withdraw prior to
           commencement of delivery of this contract.

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




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 9.2
 Implementing the Work Programme without Impacting on Existing Services
 We and our supply chain, have the capacity and resource to implement and deliver the
 Work Programme without impacting on existing services. Avanta’s capacity and capability
 to deliver, our strategy and rationale are as follows:
  CPA specific audit of current contracts, capacity and risks – within the CPA, our
     existing DWP contracts, sub contractor for FND in Tees Valley, Prime Contractor for
     Self Employment will be terminated before the contract starts, freeing up infrastructure
     and resources for the Work Programme.
 Prioritisation and focus on the Work Programme - this is our core business and our
    overriding priority. All management capacity is focused on the Work Programme.
 Separation of business as usual and Work Programme implementation - all Work
    Programme implementation is being conducted as a dedicated Workstream, outside of
    current day to day operations of all other contract delivery.
 For our supply chain, we have adopted the following approach to ensure our
 subcontractors have the capacity to deliver without impacting existing services:
  Audit of current contracting and implementation commitments - through the
     competitive dialogue process, we have risk assessed subcontractors’ capacity to
     deliver without impacting on existing services. Where risks have been identified, they
     have been flagged to subcontractors, and in a number of instances we have not made
     offers to organisations that could not demonstrate sufficient capacity.
  Subcontractor identification of implementation lead - all subcontractors have been
     required to identify an implementation lead who is responsible for delivering the Work
     Programme, outside of business as usual activities. This individual will work with the
     Avanta team and will draw up detailed implementation plans.
  Review of capacity to deliver at preferred bidder status - Regional Partnership
     Managers will review subcontractor’s capacity/capability to deliver at preferred bidder
     stage to ensure there have been no change in circumstances that may adversely
     impact on existing services, including a risk rating of all suppliers’ capacity to deliver.
 Managing the Implementation of Multiple Work Programme Contracts
 Avanta is bidding in seven CPAs as a Prime Contractor, across five Framework lot
 (region) areas. We are experienced at implementing multi-CPA, multi-site services in
 short timescales on behalf of DWP. For the Work Programme, we have adopted a
 focused bidding strategy, selecting only those CPAs where we have existing
 infrastructure, staffing, resources and management capacity. We have robust processes
 for identifying, analysing and managing risks in place. Our programme management
 planning, including transition from current contracts and implementing the Work
 Programme is based on securing five Prime Contracts. Our discussions with our funders
 are based on winning all seven Prime Contracts (i.e. our maximum exposure). Our
 strategy for managing the implementation of multiple contracts is as follows:
  Investment in national programme management and implementation capacity -
     as well as investment in a Programme Office, and a separate project implementation
     team, we have undertaken a long term investment programme to secure additional
     management talent (and stretch) within Avanta. This includes, investing in the Director
     of Employability role, and attracting market leaders from other organisations (such as
     [Redacted], previously Shaw Trust and Remploy) to ensure that we understand the
     needs of all customers within the Work Programme.
  Phased implementation across CPAs - we have phased the start dates of each
     CPA bid, with an earlier start date selected in areas where Avanta and our supply
     chain have significant existing infrastructure and resources across the CPA.


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9.2 (continued)
 Investment in implementation capacity and resource - our investment in more
    robust project reporting and project governance at a national level will enable us to
    more effectively implement multiple WP contracts. In addition, we have invested in
    CPA specific implementation teams, which mean that each CPA has a dedicated
    implementation Project Manager, driving implementation of the WP at a local level.
 Increased percentage of subcontracted delivery - we have reduced the overall
    volume of directly delivered services in comparison to current delivery. As well as
    enabling us to draw on the very best of local subcontractors to meet all customer
    needs, we have reduced the requirement to open and equip large volumes of new
    delivery sites, as all of our subcontractors have existing premises in place.
 Strategic partners that will increase our capacity to deliver - we have developed
    strong strategic partnerships that will increase our capacity and capability to deliver
    across multiple sites. Partnerships with Vertex Data Science (contact centre,
    management information, process design); Ufi/learndirect (online and self serve
    delivery interventions); Citizens Advice (national multi-channel financial inclusion
    support) allows us to deploy their resources.
Please note, currently we have dedicated one named individual to a full time Regional
Director position across two CPA. If we are successful in two CPAs with the same
Regional Director (e.g. [Redacted]
North East and North West CPAs), we will recruit and back fill in one CPA (i.e. there will
be 1 full time Director per CPA).
Ensuring Supply Chain Resilience and Full Scope Delivery
As an experienced prime contractor, we recognise and plan for supplier withdrawal or
failure during the bid, implementation and delivery phases. We understand that: trading
conditions change; new or different priorities emerge; commitments made during a bid
process may have changed at the point of contract award. Our approach is below:
a) Minimising risk of supplier withdrawal / failure
 We have adopted a competitive dialogue process to enable us to get closer to our
    potential subcontractors, understand their capacity, capability and commitment to
    delivery beyond a paper based exercise. This has helped us to be more selective in
    the partners we have contracted with for the Work Programme,
 Our investment in Partnership Managers, responsible for engaging and developing
    relationships with local suppliers, has increased our understanding of provider
    capacity, particularly financial, conducting first stage financial viability assessments,
    providing a financial and capacity risk rating to inform subcontractor selection,
 A more detailed financial capacity assessment will be undertaken at preferred bidder /
    contracted status on all key subcontractors. This will include, for example, evaluating
    supplier exposure to multiple subcontract awards from different prime contractors,
 Contingency measures if a subcontractor withdraws/fails
The Avanta supply chain does not have any areas - geographic or specialist provision -
where we are dependent on one supplier. Our contingency is as follows:
 Select a subcontractor from our reserve list - if an organisation withdraws, fails, or
    we decide that they present a high risk of failure, we will select an organisation from
    our quality assured framework of subcontractors operating in the CPA (our reserve
    list). They will then go through the same financial capacity assessments,
 Increase customer volumes for an existing subcontractor - increase volumes for
    existing subcontractors, on a temporary or permanent basis, to fill any gaps in supply,
 Identify and select additional subcontractor(s) - we anticipate over the lifetime of
    the contract commissioning a range of additional subcontractors, particularly through
    voluntary umbrella bodies so as to enable us to continue to respond to changing

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   customer, social and economic needs within the CPA.




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ANNEX 1

PART 4.1a            SERVICE PROPOSAL – CUSTOMER JOURNEY
                     PROCESS MAP




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                                                                                                                                ANNEX 2
ORGANISATIONS PROPOSED TO DELIVER SPECIFIC ELEMENTS OF THE SERVICE

                       DETAILS OF ORGANISATION            Type of Organisation       ELEMENT(S) OF     PERCENTAGE OF         DELIVERY
                   (including name and email address of    (e.g. public, private,   PROVISION TO BE   OVERALL DELIVERY   LOCATION(S) WITHIN
                      your main contact from your sub-       voluntary sector)         DELIVERED                             THIS CPA
                      contractor/partner organisations)

                       Begin by including your own
                              organisation
Prime
Contractor/Legal
Entity
Organisation A


Organisation B


Organisation C


Organisation D


Organisation E




  NB If there is insufficient space in the above table to include all the organisations proposed to deliver specific elements of the
                         service involved, please attach a supplementary sheet using the same table format.




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                                    Protect - Commercial



                                                                              ANNEX 3
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:     Department for Work and Pensions

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.



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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                                                           ANNEX 4

PART 5.2             MANAGEMENT STRUCTURE – ORGANISATION
CHART




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                                                           ANNEX 5

PART 6.1a            STAFF RESOURCES – RESOURCE PLAN
                     WP Resource




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                                                           ANNEX 5

PART 6.1a            STAFF RESOURCES – RESOURCE PLAN
                     IB/IS Resource




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                                                           ANNEX 6

PART 9.1             IMPLEMENTATION PLAN




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