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EMPLOYMENT RELATED SUPPORT SERVICESFRAMEWORK AGREEMENT

MINI COMPETITIONS FOR THE PROVISION OFTHE WORK PROGRAMME

Invitation to Tender Form

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Tender Round title: The Work Programme

Organisation Name: Newcastle College Group

Lot: Yorkshire and The Humber

Contract Package Area (CPA): CPA 18North East Yorkshire and The Humber (NEYH)

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PART 1: ORGANISATION DETAILS

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

DWP will not be responsible for contacting anyone other than the persons named in thispart of your form. If any of this information changes during the bidding period you mustinform DWP of the changes by email to:WORK.PROGITTCLARIFICATION@DWP.GSI.GOV.UK

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

The Corporation of Newcastle College

Trading Name (if different from above): Newcastle College Group (NCG)

Company Registration Number: Not Applicable we are an exemptcharity

Company Registered address: Rye Hill House, Scotswood Road,Newcastle upon Tyne, NE4 7SA

Head Office Address, if different:

VAT Registration Number: 918509211

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

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

n/a

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

Address: Newcastle College Group

Rye Hill House

Scotswood Road

Newcastle-upon-Tyne

NE4 7SA

Telephone no: [REDACTED]

Mobile telephone no: [REDACTED]

Fax no: n/a

E-mail address:[REDACTED]

Alternative contact Name and Job Title: [REDACTED]

Director of Bidding

Address (if different from above):

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

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Telephone no: [REDACTED]

Mobile telephone no: [REDACTED]

Contact e-mail: [REDACTED]

PART 2: TENDERER DECLARATION

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

To: The Secretary of State for Work and Pensions

For the benefit of the Department for Work and Pensions, we hereby warrant and

undertake as follows:

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

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

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

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

Scanned Signature:[REDACTED]

Date: 11 February 2011

Name: [REDACTED]

Job Title: Chief Executive of Newcastle College Group

Duly authorised to sign Tenders on behalf of: The Corporation of Newcastle College

Name of Organisation: Newcastle College Group (NCG)

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

[3.1]

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

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

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

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

Comments on The Work Programme Additional Requirements: -

MINI COMPETITION ADDITIONAL REQUIREMENTS (For Framework SupplierComments only)

No. of the clause(s) youwish to amend

Proposed amendment with proposed wording

Material Breach Insert definition for Material Breach and change allreference of material breach to Material Breach

1.10.5 Amend clause 1.10.5 to read: If the Prime Contractor or itsStaff, excluding for the purposes of this clause 1.10.5 anySub Contractor or Sub Contractor Staff, commits anyFraud in relation to the Contract or any other contract with

a Contracting Authority or the Contracting Body, theContracting Body may:-

1.11 Delete clause 1.11 and definitions relating to Guarantee

2.1.3 Delete clause 2.1.3

2.10Amend clause 2.10 to read: The Contracting Body shallmonitor the Prime Contractors performance of services inaccordance with the provisions of Appendix 6 or suchother requirements as agreed by the parties from time totime.

4.1 Amend clause 4.1.3 to read: If the Prime Contract or itsStaff, excluding for the purposes of this clause 4.1.3 anySub Contractor or Sub Contractor Staff, engages inconduct prohibited by Clauses 4.1.1 or 4.1.2, theContracting Body may:-

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[retain clauses 4.1.3 (a) to (c)]Then insert the following wording as a new clause 4.1.4If a Sub Contractor, the Sub Contractor's Staff or any otherperson acting on the Sub Contractor's behalf, engages inconduct prohibited by Clauses 4.1.1 or 4.1.2, theContracting Body may require the Prime Contractor to:

4.1.4 (a) terminate the Sub Contract with immediateeffect by giving notice in writing to the Sub Contractor andrecover from the Sub Contractor the amount of any losssuffered by the Prime Contractor and/or the ContractingBody resulting from the termination4.1.4 (b) recover in full from the Sub Contractor anyother loss sustained by the Prime Contractor and/or theContracting Body in consequence of any breach of thoseClauses ; and/or4.1.4 (c) recover in full from the Sub Contractor theamount or value of any gift, consideration or commission.

4.3Amend clause 4.2.3 to read: On the occasion of anyRelevant Transfer the Prime Contractor shall comply withall of its obligations under the TUPE Regulations and theDirective in respect of the Relevant Employees.Delete clause 4.3.9

4.4Insert the following wording to the start of clause 4.4: Theparties shall comply with the obligations set out in thisClause 4.4, subject always to their obligations under theDPA.Amend clause 4.4.2 to read: The Prime Contractor shallwarrant the accuracy and completeness of all theinformation provided to the Contracting Body pursuant toClause 4.4.1 and authorises the Contracting Body to useany and all the information as it may consider necessaryfor the purposes of management of the Contract or forinforming any tenderer for any services which aresubstantially the same as the Services (or any partthereof).Add the following new clause 4.4.6: The Contracting Bodyshall indemnify the Prime Contractor and keep the PrimeContractor indemnified in full from and against all direct

liability or any other loss suffered by the Prime Contractoras a result of, or in connection with, the employment ortermination of employment of any Relevant Employee onor following the date of termination of the Contractprovided always that such liability or loss arises out of, orin connection with, any act or omission of the ContractingBody.Add the following new clause 4.3.8B: The ContractingBody shall indemnify the Prime Contractor and keep thePrime Contractor indemnified in full from and against alldirect liability or any other loss suffered by the Prime

Contractor as a result of, or in connection with, theemployment or termination of employment of any RelevantEmployee prior to the date of the Relevant Transferprovided always that such liability or loss arises out of, or

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in connection with, any act or omission of the ContractingBody.

5.2.6Amend clause 5.2.6 to read: The provisions of this Clauseshall apply during the Contract Period and for a period of[six] years after its expiry.

5.7.2

If the contract is not intended to be funded using ESF

money or as a match for ESF provision, then theseclauses can be deleted.

5.11.11 (c) Delete clause 5.11.11 (c)

7.1Delete clauses 7.1.1 (d) (k)Delete clause 7.1.2Delete clause 7.1.5

7.1.3Amend clause 5.2.6 to read: Subject always to Clause7.1.1 and Clause 7.1.4, the liability of either Party forDefaults shall be subject to the following financial limits:-

the aggregate liability of either Party for allits Defaults resulting in direct loss of ordamage to the property of the other underor in connection with the Contract shall inno event exceed 15 million (fifteen millionpounds); and

the annual aggregate liability under theContract of either Party for all its Defaultsshall in no event exceed 15 million(fifteen million pounds).

7.1.7The Prime Contractor shall effect and maintain with areputable insurance company a policy or policies ofinsurance providing an adequate level of cover in respectof all risks which may be incurred by the Prime Contractor,arising out of the Prime Contractor's performance of itsobligations under the Contract, including death or personalinjury, loss of or damage to property or any other loss.Such policies must cover the Prime Contractors potentialliabilities arising out of, or in connection with, the Contractand, without prejudice to Clause 7.1.11, the amount ofcover should not be less than 15 million (fifteen million

pounds) for claims arising from a single event or series ofrelated events in a single calendar year. Such policiesshall include cover in respect of any financial loss arisingfrom any advice given or omitted to be given by the PrimeContractor. Such insurance shall be maintained for theduration of the Contract Period and for a minimum of six(6) years following the expiration or earlier termination ofthe Contract.

8.5Amend Clause 8.5.3 as follows: Subject to clause 7,where the Contracting Body terminates the contract underClause 8.3 (Break), the Contracting Body shall indemnify

the Prime Contractor against any commitments, liabilitiesor expenditure, which would otherwise represent anunavoidable loss by the Prime Contractor by reason of thetermination of the Contract, provided that the Prime

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Contractor takes all reasonable steps to mitigate such loss.The Prime Contractor shall submit a fully itemised andcosted list of such loss, with supporting evidence, of lossesreasonably and actually incurred by the Prime contractoras a result of termination under Clause 8.3 (Break).Delete Clause 8.5.4(a)

Other than those provisions identified above, Newcastle College Group confirms that ithas reviewed the Call-Off Terms and Conditions for The Work Programme and agrees inprinciple to each of their provisions.

Name: [REDACTED]

Scanned Signature:

[REDACTED]

Position: Chief Executive of Newcastle College Group

Telephone No: [REDACTED]

Date: 11 February 2011

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

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PART 4: SERVICE REQUIREMENT

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

[4.1] Customer Journey - Process

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

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

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

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

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

4.1 NCG have created a pioneering model for delivering, through the Work Programme

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(WP), a step change in the performance levels currently being achieved by the welfare towork sector in the North East Yorkshire and the Humber (NEYH) CPA. We have analysedand understood local needs in detail, and married these to DWPs strategic objectives tocreate an innovative solution impacting directly on sustainable job outcomes. Ourapproach builds upon tried and tested interventions and incorporates unique featuresincluding a psychological intervention designed to motivate and empower customers

with the mindset to find work, whilst breaking down perceived barriers and identifyinggenuine customer needs. We have also devised a strategic employer engagementfunction both to access the hidden vacancies that constitute around 15% of labour marketopportunity, and to create a wider range of jobs for WP customers. Central to ourapproach is a strong mechanism to engage the customer via a dedicated Mentor ourcontinuous Golden Thread of personalised support. Every customer will have aMentor who will work with them from referral through to sustained employment. Mentorswill have first hand experience of the issues facing customers in NEYH such as youthunemployment in North Lincolnshire where 31% of JSA claimants are aged 18-24; loneparents in Hull as the proportion of lone parents claiming benefits is more than 50%higher than the national average (2.7% vs 1.7%) and will quickly connect and empathise

with customers. The Mentor will link customers to 360-degree support encompassingjob-focused training, targeted personal interventions and specialist help. NCGs deliverymodel is in five stages, each designed to support significantly improved job outcomes:Stage 1: INvite To maximise customer and JCP engagement from the start, facilitate awarm hand-over and gather momentum behind the customer journey, NCG hasdeveloped a robust induction process comprising: 1) A Welcome Brochure localised toNEYH with details of local success stories, the brochure provides an overview of the WPjourney and details of how to join and who to contact. The brochure will be produced inother languages (e.g. for the Somali communities in Hull). The Welcome Brochure willinclude the NCG Customer Charteroutlining service delivery levels and a DiscountCard Scheme to stimulate customers interest; 2) A Central PRaP Team and CallCentre who will manage a booking system for all WP referrals. All customers will belogged on our Maytas MIS Database, which automatically notifies our call centre of thecustomer start. The call centre operators will then call them to arrange their firstappointment. During this call we will: introduce them to their mentor, confirm a convenienttime, day and venue for the appointment and establish and resolve any initial barriers such as childcare for parents, disability access issues or language barriers for people whospeak little English; 3) An 0800 Referral Hotline for both JCP Advisors and customers;and 4) SMS and Email Confirmation detailing the location, date and time of theirappointment along with the contact details of their Mentor. Those without phones or emailaccess will be sent the information by post. We will also send a final SMS reminder the

day before. Failed to Attend(FTA) - NCG will implement a simple 3 strikes approach togive each customer a fair and equal opportunity to explain their reasons for non-attendance and take individual action before notification to JCP. We will offer furthersupport to our most vulnerable customers by offering home appointments or communityinterventions. The INvite stage ensures that every customer will have the informationand support to feel at ease from the very beginning of the WP.Stage 2: INvigorate We have adopted a unique approach to induction and assessment,through which almost all customers pass through a personalised psychological andmotivational intervention at the beginning of their journey. As a key mechanism to supportimproved outcomes, we have committed over2 days to continuous assessment toensure we fully understand the real and perceived needs of every WP customer

activity to which traditional providers only allocate a 30 or 40 minute meeting. A coreprinciple underlying our approach to the WP is that we will treat people as individuals andprovide a service based on their needs rather than benefit type or price tag. To facilitatethis, we will create a welcoming environment designed to break down barriers to and

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promote mutual understanding between customers and Mentors. This will begin with thefirst appointment where we will invest time simply in getting to know the customer ratherthan drilling down into personal circumstances. The Mentor will provide a tour of thecentre and the facilities on offer, and deliver an induction covering key areas such asexpenses, health and safety, equality and diversity, rights and responsibilities - alldesigned to put the customer at ease. The customers will then be invited to attend INfit,

our unique Psychological Intervention. Critically this will be undertaken before jobsearch and career planning to ensure that customers enter the process motivated andself-aware, with clear goals and a realistic sense of possibilities. Our INfit programmeupdates the behavioural and motivational elements of Cognitive Behavioural Therapy andNeuro Linguistic Programming as seen in systems such as Goals UK with the practicalapproaches to life planning encapsulated in the internationally recognised GROW systemfor personal development. This emphasises realism and acceptance combined withpractical approaches to personal change, encouraging customers to accept personalresponsibility and an internal locus of control. Customers set realistic goals and workthrough both their psychological and practical barriers to employment. INfit has beencreated with psychologist, [REDACTED], designer of the Skills4Success programme. It

will be delivered by a team of tutors on a rolling basis in each centre. Mentors will join thefinal sessions so there is a smooth transition from INfit to personal planning and jobsearchactivity and an early opportunity for signposting to specialist provision. As our ownproprietary system, we can offer INfit to our supply chain and third sector organisations ata significantly lower cost than similar commercially available interventions. We will useourFor Skills electronic diagnostic tool to assess customers literacy and numeracy skillsand each customer will also undertake an Employability Assessment using our custommade programme Empro. This tool was designed exclusively for NCG and our supplychain using funds from LSIS. The tool provides each customer and Mentor a personalprofile indictor against each of the 17 key areas of their life including: Career; Finances;Health; Physical Environment; Family and Friends; Emotions; Personal Development; Fun& Recreation; Skills; Sector Knowledge; and Work Experience. The assessment willprovide additional information to assist the customer and Mentor to explore employmentbarriers and also provides a baseline against which distance travelled can bemeasured. To further support our customers, there are 17 related e-learning resourcemodules, accessible at any time through the VLE. Each customer will then have a one-to-one meeting with their Mentor to develop theirCareer Progression Plan (CPP). Thismeeting is deliberately timed to take place immediately after INfit so the customersthoughts and feelings remain fresh in their minds and they can talk candidly with theirMentor about the issues raised during the course. During this meeting the customer willundertake an In Work Benefit Calculation which will provide a clear illustration on how

much better off they will be once they are in work and provide information on theUniversal Credit, In Work Tax Credits and Childcare Allowance. During the first one-to-one meeting the Mentor will also introduce the menu of support options (details below).They will agree the most appropriate and effective course to employment. This will becaptured by SMART (Specific, Measurable, Achievable, Realistic and Timebound) actionsto overcome every barrier and enable progression into meaningful, sustainableemployment. The CPP will be signed by both customer and Mentor, providing acontractual platform upon which the customers future WP journey will be built andmanaged. Objectives in the CPP are measurable KPIs which will be input onto the MaytasMIS to ensure tracking and reporting of progress. Customers will be given a signed copyof the CPP and will have access to the latest version online through our innovative Virtual

Learning Environment (VLE). This will also provide up-to-date vacancies matched to thecareer goals in their CPP, industry and sector news, and access to self directedemployability and soft skills workshops. This stage ensures that each customer willhave a) a greater awareness of their barriers to employment and b) a number of SMART

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actions captured in the CPP to get them effectively and efficiently into work.Stage 3: Inspire - The purpose of the INspire stage is to comprehensively address thecustomers barriers so they are fully ready to start a job. The INspire stage comprises abroad menu of support options designed and selected to provide as comprehensive aset of solutions as possible for each customer. How long a customer spends on theINspire stage is determined by the barriers they face and time needed to address and

overcome them. Someone may skip straight to INtensify, some may simply need arefresher course in job searching, whilst others with more deeply entrenched issues suchas low basic skills or poor work history will require more lengthy interventions. The menuof support offered in the INspire stage includes: a)Mentoring: The Mentorwill provideongoing support, working with the customerto turn the CPP into meaningful interventionsand arranging all necessary activities, connecting the customer with the right personwithin the INspire team or specialist support partner; b)Employability Training: a rollingprogramme of courses including Employability Skills, Labour Market Awareness, SoftSkills and Confidence and Motivation; c)Employment RelatedSkills for Life Training:rolling programmes of Skills for Life, ESOL and IT Skills courses.All customers will beprovided with an email account and also have unlimited access to VLE containing free

online learning materials; d)Attitude, Confidence and Motivation further mid-pointINfit courses building on work done during the INvigorate stage and delivered using a mixof in-house and specialist provision; e)Support Fund we have created a fund to covercustomer costs such as travel to and from provision or childcare and to provide materialsolutions to barriers, such as purchasing interview clothes or work equipment such assafety boots and uniforms etc. Clear delegated authority limits will be established toensure operational teams have appropriate empowerment to ensure swift but efficient andauditable usage of the fund; and f)Local Support Agencies will provide support that isparticularly appropriate to the needs of customers in NEYH. For example we know thatthere are higher than UK average number of IB/ESA benefit claimants in local authoritiessuch as Kingston upon Hull (8.2% vs 6.7%) and Scarborough (7.7% vs 6.7%). We alsoknow the reasons behind these high numbers for example in the Myton ward (Hull) inexcess of 53% of IB claimants have mental health issues. In the Scarborough ward ofEastfield there in excess of 20% of IB claimants have musculoskeletal issues. We willtherefore link customers to local providers including Positive Assets who encourage andsupport people who have mental health problems to find and stay in employment. Wealso know that in NEYH there is a higher than the national average percentage of carers,1.3% compared to the national average of 1.1%. Within the North East Lincolnshire areathis rises to 1.7% and, as such, we will work with the Carers Resource, North EastLincolnshire Care Trust Plus and the NEL Carers Centre to ensure customers are ableaccess high quality service for their dependants. For those customers identified as having

majorbarriers to employment we have agreed terms with the following organisations: 1)Disability Works UK a consortium of nine of the largest and most experienceddisability support organisations including Mencap, MIND, Leonard Cheshire, Scope,Action for Blind People and Pluss. DWUK are able to provide a comprehensivepersonalised service to WP customers across NEYH with moderate to severe physicaland mental health issues as well as people with learning difficulties. This service will beparticular relevant for IB/ ESA customers but will be readily available for any WP customerregardless of their benefit type; 2)RehabWorks UK have successfully managed andtreated individuals withmusculoskeletal and mental health conditions for the last 23 years.They have a track record of securing sustained outcomes in pain reduction, improvedfunction and return to work. They will provide clinically certified interventions,

physiotherapy and condition management for any customers with health conditionsincluding IB/ ESA customers; 3) Barnardos The UKs leading childrens charity hasdeveloped an exclusive work placement scheme for young WP customers (18-24 JSA),building on the successful Barnardos Works model which achieved 83% job outcomes

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beyond 26 weeks; and 4) Salvation Army will provide support for customers withmultiple and complex barriers faced by all customer groups but particularly IB/ESA, earlyaccess JSA and Income Support customers including those with drug and alcoholaddictions, and the homeless. Other options during the INspire stage will include:a) INdustrious for customers who wish to set up their own business delivered throughthe National Federation of Enterprise Agencies and their local network in NEYH

providing access to specialist self employment support; b) ImagINation musical andcultural routes to employment delivered by Armstrong Learning; c)Social Enterprise Social Firms UK will create new work opportunities for harder to help customers includingIB/ESA and Income Support customers using their network of 120 Social Firms in the UKincluding Bransholme Enterprises in NEYH; and d) The Mentoring and BefriendingFoundations(MandBF) mentor matching scheme will match customers with mentorswho will provide additional support both pre and post employment.The INspire stage ensures that every customer will have received personalised andtailored solutions designed to overcome barriers to work.Stage 4: INtensify The INtensify stage has been engineered to generate greater levelsof performance by creating a tangible shift in the offer and support we provide to

employers and customers. To achieve this, we have invested heavily in a new approachto employer engagement, employing a Business Advisor(BA) to work proactively withthe labour market in NEYH. The BA will take a consultative approach to employerengagement andform long-term, multi-service partnerships with employers. They willprovide new solutions to recruitment and retention needs by not only providing pre-recruitment training and pre-screening, but also consulting on HR processes such asinduction and workforce development. The BA will also work with recruitment companiesspecialising in high quality temporary work to develop job-to-job solutions in areas such asGrimsby, where there is high percentage of flexible employment. They will also workclosely with employers to encourage family friendly and disability friendly jobs thatwould enable greater access to jobs for our WP customers. We know from our work withemployers in the region and from regional policy documents (Skills Priorities Statement2011/12) that there is rising demand for intermediate and higher level skills in the Retailsector but that sectors such as transport, hotels and catering, and business services thereis a rising demand at level 2 and 4 therefore the BA will link into other NCG employerservices such as our Service Academies and Workforce Development who provideservices to employers including retail, business administration and constructionApprenticeships across the UK to maximise employer links and opportunities to findhidden vacancies and promote job creation through our skills escalator. This willensure we have the volume and scope of vacancies demanded by our customers. TheINtensify Team will link our WP customers to the jobs sourced by the BA as well as

sourcing other vacancies that are advertised elsewhere e.g. local papers, JCP, internetetc To maximise the impact of INtensify, we will see customers more frequently and willprovide every customer with access to a wide range of job finding activities and resourcesincluding: one-to-one and group job search sessions (online and traditional); mini jobsfairs and employer or sector open days; work placements; and work place tasters. To addvalue to this activity, we will provide a large variety of short, accredited courses based onthe needs of recruiting employers. Pre-Recruitment Trainers will work with the BusinessAdvisors to develop training schemes that result in guaranteed job interviews and jobs.These will be designed in conjunction with employers and the Sector Skills Councils, andis built upon our Skills for Jobs model which since June 2008 has been delivered withNEXT, Tesco, Spirit Group and Travelodge resulting in more than 220 people gaining

sustained employment. In work support: all customers who have found a job will beoffered a further INfit intervention, ensuring the customer is psychologically andemotionally job ready, with the confidence to make a positive re-entry to the workplace.This will also build self-belief by reinforcing to customers the distance they have

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travelled on WP, and contribute to reducing early stage drop off rates. The Mentor willalso provide a Sustainability Risk Assessment (SRA). This enables us to gauge thecustomers likely In Work Support needs using a simple Red Amber Green (RAG) processfrom which we can then identify, plan for and agree the right level of in-work support.The INtensify stage ensures that every work-ready customer will have access toemployment related activity designed to engineer progression into suitable jobs.

Stage 5: Independence We have developed a structured process to provide ongoingsupport to our customers once they have found a job. Firstly, the Mentor will continue toprovide the Golden Thread of support, seeing each customer on a regular basis to checkin on their progress and to iron out any potential issues. If a customer loses their job orwishes to look for a different one whilst still in work, they will still be given support fromtheir Mentor. This is available at all times to all in work customers. Additionally, ourcallcentre will provide a formal structure for in work support, providing both outgoing calls calling customers at predetermined times (depending on their RAG rating) and incomingcalls for customers who wish to access instant support and advice. The BA will provide athird line of support, using their relationships with employers to monitor each customers inwork progress and provide support to both employer and employee when necessary.

Finally the Mentoring and Befriending Foundation will develop an employee mentoringscheme to match WP customers with work-based mentors. This four-way approach to inwork support will ensure that our customers have every opportunity to sustain their jobsand indeed to progress to richer and more rewarding careers.The INdependence stage ensures that every customer will receive the right level andcorrect type of support to sustain and succeed in employment.Exit Review: for customers still on provision at week 104, an exit review will consider thecustomers journey, the activities undertaken and their progress towards employmentusing Empro all information will be documented in the Exit Report which will beforwarded to JCP.IB and IS ESF Customers will be offered the same inspirational WP journey deliveredthrough a unique collaboration between NCG and 3SC in the community. NCG and 3SCOutreach Workers will engage IB/IS customers through a network of more than 45community organisations including Scarborough and District Disablement Action Group.The NCG five-stage model will be delivered either through 3SCs members, or wheremembers lack the necessary capacity through referral to NCG to deliver core elementssuch as INfit or skills provision. This will overcome capacity and scale issues whilstretaining services at community level, for example when an organisation well placed toengage IB/IS customers such as a disability self help group is not capable ofdelivering the full WP model. Our financial model is designed to accommodate a variety ofpayment scenarios to reflect this innovative and flexible approach to delivery, and to

protect the concept ofcustomer-centred delivery in the community.Continuous achievement throughout the term of the contract . As an OutstandingOfSTED provider, we are fully committed to continuous improvement. At policy level, wewill form a National Operational Committee containing independent sector experts,psychologists and others - to review ongoing feedback on the customer journey and makepractical, expert recommendations for service improvement. We will also invest in strongsystems and structures for quality management in NEYH, to ensure we receive extensivefeedback from all stakeholders, and act quickly on findings to deliver consistently the stepchange in outcomes required from the WP.

[4.1a] Customer Journey - Rationale

Please describe in detail:

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

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the benefits to the individual customer groups of this approach.

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

4.1a NCGs unique delivery model has been designed by subject specialists within NCGand external consultants, taking a clinical approach to solution design in which specificchoices at each stage focus on a) maximum impact through interventions proven to

contribute to job outcomes; and b) lower costs by eliminating redundant activities thatdo not. This ensures the highest possible impact at each stage of the journey to work:The Golden Thread NCG has supported more than 10,000 people into sustainedemployment since March 2009, evidence that the relationship between customer and

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support worker (in our WP model, the Mentors) is a critical element of any job-focusedprovision. The 2007 Hasluck & Green DWP Research Report no 407 and the Adams &Carter DWP Research Report No 522: Focus Groups with New Deal and EZ customersboth highlight the importance of continuous support from a single mentor within acontinuous programme. Every WP customer will therefore have a dedicated Mentor tosupport them in to sustained employment. The Mentoring and Befriending Foundation

(MandBF) will enhance the skills of our Mentors by delivering a bespoke Mentoring Skillscourse. Their interventions are tried and tested in over 3600 mentor matching schemesand they have trained more than 598 people in the past 12 months to become mentors.Stage 1: INvite Having delivered numerous mandatory and voluntary programmes,such as New Deal, Pathways to Work, Flexible Routeways and Flexible New Deal, weknow that customers will be feeling anxious and concerned as they approach transitionfrom Jobcentre Plus to new external provision. The DWP Research Report no 624, JobSeekers Regime and Flexible New Deal Evaluation, highlights that a seamless referral isdependant on the JCP advisors knowledge of the provision and that they often feel at adisadvantage when it is unclear who they are referring to. Layers of support and clearprocesses such as the Welcome Brochure and 0800 number will maximise take up of

and overcome potential first barriers. DWP Report no 475, Qualitative researchesexploring the Pathways to Work sanctions regime cites accessibility as a key reasongiven by customers for failing to attend their appointment. We also know in North EastYorkshire and the Humber (NEYH) there are accessibility issues particularly for LoneParents and for those people living in remote areas such as Richmond. Our premisesstrategy therefore ensures we have offices in the key areas like Grimsby, Hull andScunthorpe as well as establishing outreach facilities and supply chain partners in areaslike Richmond and places with higher than UK average unemployment such as Whitbyand Scarborough. We also have a unique deal with the Third Sector Consortium (3SC)which has a network of 45 community organisations that will work with IS / IB claimantswhom we must engage voluntarily onto the programme. Small community organisations,such Scarborough and District Disablement Action Group are strongly positioned toengage with this group, so we will work with them, through the 3SC, to ensure we engagethe customers effectively. Additionally we have re-designed the environment of ouroffices to be more welcoming as well as fully DDA compliant. A positive and welcomingfirst impression will create excitement and momentum about our WP provision.Stage 2: INvigorate Our model has been designed to overcome perceptions, enablecustomers to identify true barriers to employment and then co-design, with a dedicated

Mentor, a personalised solution to move them intoemployment. This process starts with a comprehensiveassessment and psychological intervention INfit - the main

aim of which is to quickly effect a change in the mindset ofeach participant and to identify their underlying needs. TheSkills4Success pilot - which will inform the same psychologist'swork on INFit - provides an example. This programmedelivered a 90% retention rate and 70% outcomelevels amongst a diverse group including "hard to help"customers with criminal records, substance abuse problemsand ESOL needs. Key to this success level was the shift in

attitudes occasioned by the programme, helped by a motivational intervention at thecritical 8 week point from a trained, non-persecuting advisor, and a mixing of groups toprevent group think. Instead of believing it was true that they couldnt find work due to

their age, history, ESOL etc. customers had their assumptions challenged by others fromoutside their own category and therefore could maintain their confidence and self-belief.Psychological intervention has been proven to be highly successful at helping people tounderstand that if any real change is to take place in their lives it is down to them to make

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it happen. The Ability-Attitude Matrix demonstrated here offers a simplified but informedway to classify customers on WP in psycho-social terms. The sliding scale ofability onthe vertical demonstrates the level of intervention required to support customers toovercome theirpractical barriers to work such as a lack of skills or an issue withchildcare. The horizontal gives a measure ofattitude towards work and indicates the levelof support required to address the more personal orperceived barriers, such as a lack of

accountability, low confidence or unrealistic work expectations. Our INfit programmeupdates the behavioural and motivational elements of Cognitive Behavioural Therapy andNeuro Linguistic Programming with new coaching methodologies such as Clean Coachingand GROW, to help customers take responsibility for change, personal development andthe journey to employment. In doing so we will quickly move customers towards the WillWork end of the spectrum meaning that we can focus on addressing practical barriersrather than spending time addressing a victim mentality or negative self perception.Research presented to the British Psychological Society Division of OccupationalPsychology in 2010 by NCGs advisory psychologist to Work Programme cited 70%sustainable job outcomes amongst hard to reach customers participating in herintervention, Skills4Success, which has a number of common features with INfit. Evidence

also suggests that unemployed people often perceive incorrectly they will befinancially worse off as a result of moving off benefits and into work, particularly into lowskilled and minimum wage jobs. The In Work Better off Calculation is the tool designedto trigger a change in the customer mindset. We will provide each customer with expertadvice on In Work Tax Credits and Childcare Allowance to clearly illustrate how muchbetter off people will be once they are in paid employment. This intervention has beenbuilt on our highly successful Support Centre in Leicester which, as a result of introducingIn Work Better off Calculations, improved the JER by 4.5%. The outcome of INtensify is acomprehensive Career Progression Plan (CPP) that will demonstrate not just how thecustomer can get into work but also how they can make positive steps towards their longterm career aspirations. Signed by both the customer and Mentor, the CPP outlines whatis expected from both the customer and the Mentor and creates a contractual platformthrough will the journey can be managed. The process of frequent reviews will ensure thata Mentor has every opportunity to positively reinforce progression towards employmentencouraging customers to drive towards their goals and maintain energy in job search.Stage 3: INspire The purpose of the INspire stage is to do whatever has to be done toaddress the customers needs and to prepare them for the next stage of their journey INtensify. INspire therefore empowers each customer to choose from a broad range ofoptions to develop a personalised and tailored solution. Certain customers, such asgraduates and executives, can be fast-tracked to Intensify, or linked to specialistrecruitment organisations such as Prospects and the Elevation Network. We have

created a unique collection of partners and specialist suppliers in NEYH that enableus to provide a very broad menu of options to address the full range of needs ofcustomers. We have considered, by benefit type, the specialist support customers arelikely to require, but the support options listed below will be available to every customerregardless of their benefit. This support includes:Youth (JSA 18-24): there are largepockets of unemployed young people living in the Wolds and Humberstone/New Walthamareas of North East Lincolnshire. Our key strategic partner, Barnardos, has a proventrack record of delivering outcomes with 18-24 year old customers, with over 83% of theircustomers sustaining independent employment after 26 weeks. They have developed anexclusive work placement scheme for young people building on the success of theirBarnardos Work model; 50+(JSA 25+): We know there are large clusters of 50+ JSA

claimants in areas of NEYH including Craven where 24% of JSA claimants are aged over50. We will work with the National Federation of Enterprise Agencies who, in 2009 alone,supported nearly 25,000 businesses to start up. The Labour Force Survey2010 highlightsthat self employment is more common amongst those aged 50-64 compared to younger

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workers; Lone Parents (JSA and IS): there are large clusters of lone parents in a numberof wards throughout NEYH such as Orchard Park/Greenwood and Bransholme East inKingston upon Hull. We have worked with local specialist organisations such Surestart toensure all customers have access to high quality and reliable childcare solutions. We willalso promote the services of Gingerbread who provide a helpline and a number ofcourses such as Marks and Starts designed for Lone Parents which has resulted in at

least 40% of customers into jobs; Offenders & Ex-Offenders (JSA Early Access): Weknow that specialist organisations such as NACRO are currently achieving in excess of40% of customers back into work. As such we will work with NACRO to advocate offenderrights, link offenders to housing and provide access to Resettlement Plus Advice Helplineand locally we will work with probation teams including North Yorkshire LDU (LocalDelivery Unit). All Mentors will be trained in the effective disclosure of criminal records;Health (IB / ESA): Our partnership with RehabWorks whos recent contract with SouthYorkshire Council resulted in 96% of customers reporting that their treatment had helpedthem return to work means the people with chronic health conditions will be able toaccess clinically certified interventions to help them manage their condition whilst in work.Additionally, our strategic relationship with Disability Works UK means that customers with

any physical and mental health issues or learning difficulties can access specialist healthrelated employment support from one of the 9 specialist organisations in their consortium;Debt / Benefit Trap (JSA, IB/ESA and IS): Within the NEYH, Scarborough has thehighest bankruptcy rate in the region. Each customer will therefore have access to debtadvice through our links with the Citizen Advice Bureau and we will promote access tocommunity based credit unions such as North Yorkshire Credit Union; Homeless: No job,no home identified the complex link between unemployment and homelessness. Wehave therefore formed strong links with local hostels and private social landlords andsupport groups such as Hull Homeless and Rootless to resolve immediate housingissues. Our strategic partnership with 3SC also brings the National Housing Federationto our delivery model, as they are a core member of the 3SC consortium. We will alsodraw on our specialist delivery partner - Salvation Army who have 83 LifeHouses acrossthe UK, with 14 located in NEYH; No Work Experience (IB/ESA & IS): we know from ourcontracts such as Community Task Force, that providing a work experience placementcan significantly increase employment prospects and overall outcomes. We will thereforelink customers to work placements with key employers in NEYH including Pleasure Island,BP and Youngs Seafood and support them through the placement to maximise theopportunities for on-the-job training. We will also connect customers to local volunteeringopportunities through community projects and social enterprises including Shoreline withwhom we worked on Project Horizon (refurbishment training programme); Support Fund:we know from our contracts such as FND and Pathways to Work that it is often practical

monetary issues that prevent customers entering into work, therefore we have included aflexible support fund to provide further options for our customers.Stage 4: INtensify It is vital that customers believe they can find a job despite ongoinggloomy economic forecasts. Our approach therefore is to give all WP customers animmediate sense of opportunity regarding the local labour market together with anunderstanding of how they can enter and progress within it. This strategy builds on theself fulfilling prophecy ensuring we channel positive energy to secure employment akey principle that underpins all our delivery and secured our position at the top of theDWP PSL league tables in October 2009. It has been widely documented indeed the2010 Nobel Prize for Economics was for a thesis entitled labourmarket and searchfrictions which looked at the disconnect between supply of jobs and unemployment that

when recruiting, companies rely more heavily on their current employee networks toavoid the flood of unqualified candidates that come with high unemployment. We willaddress this firstly by having a Business Advisor (BA) who will undertake strategicemployer engagement across the region. Their objective will be to source new and

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hidden vacancies and create schemes collaboratively with the employer that willenable our WP customers to have direct access to jobs that previously they would not.We have already been undertaking this activity in NEYH and we know, for example, thatdespite recent job losses within York in the railway industry and in the coastal regions inthe food production industry, the tourism and hospitality industries are relatively buoyantand there are potential jobs in the chemical and renewable energy sectors. Secondly, we

have developed a unique Skills Model which will be delivered collaboratively with localproviders such as Beverley College. As the leading skills FE provider, rated outstandingby Ofsted, and in its role as a leading member of the 157 Group and AOC, NCG hasstrong links to other colleges across the UK. We will lead the development of a skillsprogramme for NEYH linking colleges SFA funding priorities to provision in the interestsof WP customers. This will raise skills levels generally amongst our customers, andenable Business Advisors to offer a comprehensive pre-recruitment solution to employers.As a result of similar work we did with TESCO, 86% of customers went into employmentand 52% remained in jobs after 13 weeks.Stage 5: INdependence We have developed our in work support method via our FNDcontracts which are currently achieving 13 and 26 week retention rates of 78% and 84%

respectively. From talking to our customers we know that most people, once in work, onlywant light touch interventions, and most are keen to progress independently. Our inwork support is therefore subtle but robust with a four-way approach including input fromthe Mentor, Call Centre, Business Advisors and work place mentors trained by theMentoring and Befriending Foundation. All in work customers can return to us for supportat any point. The CPP that we develop will ensure each customers activities contributetowards their long-term career plan and that, wherever and whenever possible, we will beable to provide ongoing support through our or our subcontractors WBL contracts. NCGis in the final stages of being assessed for Foundation Degree Awarding Powers, meaningthat we can develop, deliver and award Work Based Foundation Degrees anywhere in theUK. This level of capability means we are one of the only organisations in the UK that candeliver a truly integrated, end-to-end, employment and skills solution.Continuous achievement throughout the term of the contract NCG will continuethroughout the contract term to test our rationale, evaluate the effectiveness of eachintervention, and improve outcomes and progression rates by continuously refining, re-focusing and re-engineering our methodology. Soft data will be collected throughsupplier and performance reviews at cluster, CPA and national levels; informal feedbackfrom customers; and post-recruitment feedback from employers. This will be cross-referenced to hard MI on progression rates and job outcomes to create a dynamicpicture of the effectiveness of the programme for each customer group, to help refine ourbusiness processes. This bottom up process will be triangulated with top down findings

from current research in the field to create an evidence-based, what works model ofdelivery offering continuously improving customer experiences and outcomes.

[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

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MUST be limited to two sides of A4.

4.1bOurMinimum service delivery levels(MSDL) for every WP customer are:INvite: 1)Joining Support we will provide a Welcome Brochureto every customer; 2)Jobcentre Plus will have the opportunity to offer the customer a warm handoverto NCGvia our dedicated customer support centre; 3)Dedicated Support each customer willbe assigned a personal, dedicated Mentor to work with them throughout their journey intosustainable employment and throughout their retention period; 4)Prompt Engagement we will contact 100% of customers within 2 working days of referral from Jobcentre Plus;and 5)Rapid Appointment we will offer 100% of customers an appointment within 14days of referral and 100% of customers will receive a reminder before their first

appointment. INvigorate: Every starter will have: 1) Undertake a rigorous inductionproviding detailed, relevant information on the journey ahead, including: an overview ofthe WP experience, and details of the support we provide during employment; informationon domestic arrangements and housekeeping; health & safety; Equality & Diversity and

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introduction to the Virtual Learning Environment (VLE); 2) Receive a copy and explanationof the Customer Charter; 3) Have the opportunity to participate on INfit our 2 daymotivational course based upon psychological principles within 10 working days of theirinduction; 4) Complete an on-line diagnostic assessment to establish the employability,vocational and personal skill needs of each customer to ensure a fully personalisedexperience; 5) Receive a Career Progression Plan (CPP), with clear steps and targets to

meet their individual needs; and 6) Receive a discount card entitling the customer todiscounts off relevant goods and services within their locality conditional uponcontinuing programme participation. INspire and INtensify: Each customer will have 1)A personalised plan of interventions, accessed from our comprehensive menu whichincludes: specialist provider support (Executive, Graduate, health, disability, learning etc);e-learning; vocational qualifications; self employment; employability skills; better off in-work calculations; money management etc; 2) Access our IT suite including structuredjobsearch and assistance with all job applications, help with IT skills, free email addressand on-line storage; 3) Unique log-on to NCGs e-learning environment which can beaccessed from any internet connection during programme participation and whilst in work;4) Options and support agreed with each customer in response to identified need and co-

ordinated by their Mentor; 5) Ongoing contact from their Mentor, with minimum fortnightlymeetings during programme participation, with agreed personalised support duringemployment; 6) Access to a range of appropriate vacancies (from hidden job market;exclusive links with employers; dedicated national account management team;apprenticeships; pre-recruitment courses) generated by our Business Advisors.Rationale behind the MSDL Our MSDL for North East Yorkshire and the Humber(NEYH) have been based on 1) DWPs strategic objectives, critical success factors, andoverall vision for the Work Programme; 2) NCGs business objectives to drive successe.g. positioning of NCG in the top quartile of quality and performance league tables; 3)Alignment to local and national strategies and consultation with key local stakeholders;4) Extensive evaluation of programmes such as Pathways to Work, FND and FlexibleRouteways currently delivered by Intraining; 5) Published best practice; and 6) Anextensive mapping exercise of the customer journey to identify core measures andassociated activities that underpin the customer experience. Each staff member (eitherdirect or supplier) will be fully trained in meeting the MSDL. All MSDL are contained withineach suppliers Service Level Agreements (SLA), will be regularly monitored by theSupply Chain Manager and will be feed into NCGs Performance Management Systemwhich we use to monitor and manage total business performance.How our MSDL address the needs of customer groups: Our delivery solution for theWP is underpinned by two key elements. Firstly we will assess, diagnose and thenovercome each customers barriers more efficiently and effectively. At the same time we

will deliver a broader and more deeply penetrating employer engagement serviceproviding easy access to a greater range of vacancies. Also integral to our model is thebelief that each customer should be treated as an individual. All customers will have aunique WP experience, the course of which will be designed by the customer who willhave a broad menu of options from which to choose. The examples below, however,provide an illustration of how a WP journey may evolve based on a range of customercharacteristics and barriers formulated through years of experience and from the indepth evaluation and customer consultation we undertook in preparation for WP: JSA 18 24 our INfit programme will be delivered to mixed customer groups and as suchprovides a unique environment for young people to engage with and learn from a widerange of people. We will recruit staff from the 18-24 group to support relationship

building. Our INspire tutors will deliver a range of employability and skills for life coursesusing a variety of engaging media built around popular subjects such as sport and music.We are developing innovative IT communication tools that mirror popular applicationssuch as Facebook. Our partner Barnardos will work with us throughout the contract to

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evaluate and inform youth provision. Barnardos have also designed an exclusive workplacement scheme for our harder to help young people which will provide guaranteed jobplacements with employers such as Royal Mail and Morrissons; Incapacity Benefit / ESA may have health issues ranging from mild depression or slight back pain to severemental health problems or musculoskeletal conditions. Our INvite stage provides aplatform for us to quickly identify any obvious major conditions and, for those identified

with moderate to severe issues, a fast track route to specialist support eg from DisabilityWorks UK and The Healthy Hub and Clarion will be provided. The INvigorate and INfitstages provide further opportunities for these customers to consider their condition from adifferent perspective e.g. although a customer has back pain, is it reallythe reason theyare not working? As these customers enter the INspire stage they will receive furtherongoing support from specialist providers, such as RehabWorks, and our uniquepartnership with Social Firms UK will provide supported work placement and jobopportunities through organisations like the Rerun furniture recycling in Hull and the EastRiding; Income Support we have designed our WP provision to be flexible forcustomers such as Lone Parents and Carers with extended opening hours, home visitsand peripatetic staff as well as designing our centres to be child friendly. We have also

factored in provision to cover travel and childcare costs for those that face such barriers toaccessing provision. Each customer will be provided with an In Work Better off Calculationthat demonstrates the positive financial benefits of working. Our partnership with 3SCmeans that we have more than 45 community based organisations e.g. Together Womenproject and Shores Centre - available to either directly deliver WP provision or to providecommunity engagement and outreach facilities; Early Access / Returners / JSA 25+ - forlong term unemployed customers and those that have been on provision for many yearswe have designed our WP model to be refreshing and new. The INvigorate stageimmediately establishes a new feeling for customers and our key messages regardinglabour market optimism, long term goals and broad choice delivered during the INspirestage are deliberately designed to engage and inspire customers that have becomecomplacent and sceptical of such provision. Additionally, we have established links withorganisations such as The Salvation Army who will support customers with majorpersonal issues.Continuous achievement throughout the term of the contract NCG will review MSDLsregularly to ensure they align to local strategies and contribute directly to the customerexperience and overall contract performance. MSDLs will be benchmarked againstcurrent service standards and performance levels through monthly CPA-level suppliermeetings; and reviewed and updated quarterly at the NCG National OperationalCommittee.

PART 5: SUPPLY CHAIN MANAGEMENT

[5.1] Delivery Strategy

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5.1 NCGs delivery strategy is built on the principle that every link in the supply chainshould contribute to a step change in job outcomes. NCG will establish a delivery

structure combining a proven, high quality local supply chain with direct delivery by NCGwhere the market alone cannot deliver improved outcomes. This is complemented withNCGs sharp focus, as the not for profit bidder on Work Programme, on building thecapacity of the third sector to deliver cost-effective, targeted support. Local Design

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

Please also complete:

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

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

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

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Factors- The diverse geographical area includes rural, coastal, urban and industrial areasand, as such, the employment characteristics vary greatly. The two local authorities areasof, Kingston upon Hull and NE Lincolnshire account for 24.5% of the population and inexcess of 40% of WP customers. There are marked variations in worklessness anddeprivation with 37.5% of the resident population in the Myton ward in Hull in receipt ofkey out of work benefits compared to the Yorkshire and Humber figure of 13.1% and a

national figure of 12.4%. The region also makes use of seasonal workers in both thetourism and food processing industries.This diversity of need and challenge requires adiverse but tightly integrated supply chain working to a common philosophy of highquality, market-leading performance, sustainable outcomes and exceptional standards ofcustomer care. WP Delivery Structure - We will deliver WP in NEYH through a blendedapproach comprising: 1) Direct delivery of 67% of the end to end service; 2)Subcontracted delivery of 33% of the end to end service; 3) Specialist provision forcustomers identified with complex needs; and 4) Specific Interventions procured on a spotpurchase basis from a portfolio of proven local specialist providers.End to End Providers - We have divided NEYH into 11 cluster areas. End to endproviders, selected on the basis of credible presence, historical performance and potential

for ongoing improvement, will provide full geographical coverage adopting the NCGdelivery model and performance standards.

Cluster Provider(s) Cluster Provider(s)

Hull & surroundingarea (Hull, Barton,Beverley, & Hessle)

Intraining, Skillsfor Communities

Scarborough(Whitby, Bridlington,& Scarborough)

Yorkshire CoastEnterprise

Grimsby (Grimsby& Immingham)

Intraining HarrogateBusiness Supportand Development

Scunthorpe Intraining Selby Future Prospects

Goole Igen SkiptonBusiness Support

and DevelopmentNorthallerton

Business Supportand Development

York (Rydale & York)Babcock EnterpriseFuture Prospects

Richmond Business Support and Development

A unique feature of our WP delivery strategy is our agreement with the Third SectorConsortium (3SC) who represent over 45 local third sector organisations in NEYH.Through the 3SC brokerage we can deliver WP through experienced local providers suchas Nacro and Harrogate Skills for Living Centre who are providing specialist services todisadvantaged customer group including JSA early access customers such as exoffenders.As a strategic partner 3SC will work with us over the life of the contract tocontinually broker and grow strong third sector delivery capability. As a champion forThe

Big Society, 3SC can support the development of this concept within the context of theWP whilst also ensuring that we can flex and adapt our WP approach based on thevarying communities of NEYH. Specialist Provision Barnardos will deliver an end toend service for disadvantaged young people (JSA 18-24) (e.g. those leaving care, withmental health issues or lifestyle challenges) based on a model currently deliveringsustained employment (26 weeks) outcomes of 83%. Barnardos regional presence in theNEYH includes Harrogate, Selby and Hull and builds on strong CSR links with employerssuch as Royal Mail and Morrissons. Salvation Army has 14 centres in NEYH includingWhitby, Scunthorpe, York and Hull, delivering end to end solutions particularly for IB/ ESAand early access customers including homeless and those with substance misuseproblems. Social Firms UK, through members in NEYH including Rerun, will create job

placements and sustainable jobs for hard to help customers including ex-offenders andthe homeless. NCG will also work with Northern Refugee Centre and North YorkshireLearning Consortium to support customers with significant barriers to employment. DWUKthrough its local members has 5 premises in NEYH (see table below) from which a

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peripatetic outreachservice can bedelivered, this isparticularly relevant toIB/ESA customergroups but any

customer will be ableto access this support.National Federation of Enterprise Agencies (NFEA) will provide a service for customersseeking self employment. NFEA have a national network of 120 self employmentspecialist Enterprise Agencies including Grimsby and Cleethorpes Area EnterpriseAgency and York, Selby, Malton Business Advice Centre. Similarly we havearrangements in place with Armstrong Learning who will deliver ImagINation, our uniqueprovision for people who wish to pursue musical and cultural careers.Specific Intervention Suppliers - these services will be procured on a spot purchasebasis for example, Rehabworks will deliver condition management for customers withchronic health conditions including IB/ESA participants from their network of accredited

clinics across the UK which provide treatment to clients within a 15 mile radius of theirplace of work or home address. In addition to the employability and general pre-employment skills embedded in the WP model, we will also work with local trainingproviders and colleges such as Hull College to design and purchase bespoke trainingsolutions for our customers, based on employer needs.Contingency Plan - In the event that a supplier withdraws from our supply chain orvolumes significantly increase in NEYH we have identified sufficient cover from within ourPreferred Supplier Network to provide coverage for 400% of the current volumes.Why this is the best strategy for WP in North East Yorkshire and the Humber- Interms of total delivery, 86% of this contract will be delivered by public sector or notfor profit third sector organisations demonstrating outstanding value for money forthe British Taxpayers and ensuring, during times of austerity, that the majority ofsurpluses generated from WP delivery in NEYH will be reinvested in the people of theNEYH. As a public sector organisation we are committed to local accountability, meetingthe needs of the customer and maximising value for money. Our selected suppliers haveextensive local presence and credibility within the locations they operate. Yorkshire CoastEnterprises and Future Prospects deliver the Initial Steps programme on behalf ofIntraining in York and Whitby and Scarborough. Igen deliver nextstep services andEmployability Skills programmes within NEYH. Our suppliers have also shown their abilityto deliver outcomes. For example Skills for Communities are one of our high performingsuppliers achieving job outcome rates in excess of 45%. All our suppliers have committed

to delivering above DWP minimum performance levels.Meeting the needs of customers in North East Yorkshire and the Humber- NCGsdelivery strategy will fully address the needs of all customers including the hardest to helpsuch as a) Customers with health conditions particularly relevant for IB/ESA participants -Work Capability Assessments will increase the number of customers with healthconditions accessing WP. IB / ESA claimants in NEYH count for 6.8% of claimants andthe WP can expect to see a marked increase of customers originating from such benefits.Disability Works UK (DWUK) and RehabWorks UK will support these customers togetherwith local providers; b) Rural Isolation - In NEYH we are able to provide coverage of therural areas such as Northallerton and Malton through our supplier Business Support andDevelopment who have delivery locations in these areas; c) Alcohol or Drug related

problems, relevant for JSA and IB/ESA customers There are significant numbers ofcustomers with alcohol or drug related problems in the NEYH particularly in Hull. Thesecustomers will be supported by The Salvation Army together with local support groups runby Compass; d) Lone parents and carers (IS customers), BME communities, 50+ and

DWUK Local Partner Disability support Locations

Advance, Mencap, Mind Mental Health (MH) Hull (2),Scunthorpe,Beverley,Scarborough

Action for Blind People Visual Impairment

United Response Physical, Learning & MH

Pure Innovations Learning & MH

Scope Physical & Learning

Leonard Cheshire Pan-disability

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other groups further from the labour market - The economic inactivity rate in NEYH ishigher for certain customers. For example the economic inactivity rate for people fromBME communities is 39% and for lone parents is 22%. NCGs partnership with 3SCprovides access to a wide local network of 45 community and voluntary organisations whocan support us in signposting customers for advice and support. Skills for Communities,our end to end geographic provider has extensive experience in tailoring support to meet

the needs of BME communities and thus is able to support this group of people, e) YoungPeople (18-24 JSA)- As a result of the recession there has been an increase in claimantsfrom 2,235 in 2007 to 3,575 in December 2010. This is more prevalent for young peoplewho are parents, leaving care, have a criminal record or who are trying to liveindependently. Barnardos will provide post assessment end to end specialist support; andf) Hardest to help including ex-offenders, homeless. We know that in NEYH the number ofunfilled JCP vacancies has decreased from 17,284 jobs in December 2007 to 11,473 jobsin December 2010. Social enterprises provide an alternative employment opportunity andwe have therefore partnered with Social Firms UK.How we will work with our subcontractors. We recognise and embrace the vital rolethe Prime Contractor has in the effective engagement, management and development of

our supply chain. We are wholly committed to working with suppliers, partners and keystakeholders including DWP to share good practice and to develop the capacity of thesector as a whole in pursuit of the step change in performance required for WP and futureWelfare to Work programmes. We have aligned our approach to working with supplierswith the values of the DWP Code of Conduct and mapped to the Merlin principles. This isevidenced by a number of unique elements of our model including: our INfit andmentoring train the trainers courses to drive up the capacity of our supply chain. Wehave modelled a clear and transparent meshed management and supply structure. InNEYH we will have a dedicated Supply Chain Manager who will work directly withsuppliers on a daily basis and will ensure the quality across the entire supply chainthrough regular formal meetings with each supplier and a monthly Supplier NetworkMeeting involving all delivery partners in NEYH. Each supplier will nominate a managerwith whom the SCM will liaise on all contract issues. There will also be a Quality andCompliance Manager (QCM) to support performance management and monitoring.Qualitative and quantitative data will be used and shared with suppliers throughoutdelivery of the WP. The SCM and QCM will develop clear action plans with suppliers toensure performance and quality standards remain high. We have created a structure thatworks with the supply chain to create data driven performance systems that provideaccurate and real time performance information. In addition we will look to develop therelationship with each of our suppliers with the objectives of improving service levels tocustomers and identifying solutions to customer issues or to address changes that will

undoubtedly occur during the WP contract period such as changes in volumes orcustomer groups. We will mirror DWPs performance monitoring system and market shareprinciples to enable us to allocate customer volumes to our best performing suppliers.

[5.2] Management Structure

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Please provide:

a description of the proposed management structure and how the requiredmanagement skills and expertise, including working with local stakeholders, havebeen identified and will be delivered. You should also include a description ofassociated responsibilities and reporting lines ;

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

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

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

Insert your response in the pre-set, shaded space of the following pages. Your responseMUST 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 Our Management Structure has been developed through a ground up designprocess incorporating a detailed analysis of: workflow requirements; customer needs;skills mix; local circumstances; Critical Success Factors; risk management; and businessprocesses. The result is an efficient structure that will deliver the clarity, accountability andleadership needed at every level to drive a step change in performance. At the strategiclevel, NCGs Shared Services will bring the world class service levels in HR, ICT, MIS and

Estates Management that have made NCG the sectors highest quality provider, rated byOfsted as outstanding across every division. At the delivery level, the Operational Teamin NEYH will manage day to day activity through a focused structure that prioritisesresources towards front line delivery. This is underpinned by clear lines of reporting andsupported by rigorous reporting and MI systems linked to the continuous monitoring ofoutcomes and performance across the supply chain.Identifying the Required Management Expertise We have undertaken adetailed exercise to match skills and roles closely to the efficient new workflow patterns ofour five-stage delivery model. Supplier selection has been based on evidence of similarskills, using a tried-and-tested skills matching system to cross-check supply chainstructures against industry standards, local value added and the demands of the NCG

delivery model. We have also assessed the strength and depth of the local knowledgethat suppliers can bring to the Work Programme. For example, Babcock Enterprises, oneof our end to end supply chain partners, is particularly well connected in NEYH withmembership of local regional and economic forums including Skills and EmploymentPartnership in North Yorkshire. Further, we will carefully map skills across TUPEd staff toidentify current and latent leadership potential, and implement clear development planswhere needed - whilst also leveraging the knowledge, talent and expertise of transferringmanagement. We will undertake regular skills audits of our own staff, and of suppliers,throughout the contract as an integral part of performance management. This will ensurethe necessary skills remain in place through the lifetime of the contract. The table belowprovides a high level illustration of management roles, skills and responsibilities.

Regional Manager reporting to Head of Employability

Need Provide dynamic, locally informed and technically expert leadership tothe complete delivery structure in NEYH. Ensure high quality, cost-effective service delivery to realise a step change in job outcomes.

Skills Experience of: managing complex, multi-site and supplier operations;budgetary management; government and stakeholder relations; andoperational leadership of similar outcomes-based contracts.

Responsibilities Overall contract management and delivery of all CPA contracts;quality assurance and performance management across supply chainand direct delivery; stakeholder and strategic employer relations.

Supply Chain Manager reporting to Regional ManagerNeed Provide strong performance management, quality assurance and

continuous improvement of all elements of the WP supply chain.

Skills CIPS qualified; project management & negotiating skills; experiencein management of training; management of personnel and suppliers.

Responsibilities Maintain a responsive and resilient supplier base; manage andmonitor suppliers; and develop strong relationships with all suppliers.

Business Managers reporting to Regional Manager

Need To drive performance and quality of all Intraining delivered WPprovision be effective management and motivation of all operational

staff contained within an Intraining WP business unit.Skills Experience of personnel management; financial management &budgeting skills; competent in preparing reports & understandingbudgets; strong communicator; and good organisational skills.

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Responsibilities The day to day activities, staff and resource allocation of Intrainingdelivery centre including liaison with local JCP.

Strategic Partnership Manager reporting to Regional Manager

Need To establish and maintain outstanding strategic relationships with keystakeholders and organisations throughout the NEYH.

Skills Strong track record of effective engagement with partners at regional

& local level; knowledge of the local stakeholders and partnerships;and knowledge of NEYH economic and labour market conditions.

Responsibilities Engage with stakeholders; manage interfaces between partners;develop relationships and create new ones to maintain our position asa accessible and transparent Prime Contractor.

Quality & Compliance Manager reporting to Regional Manager

Need Delivery of outstanding quality, compliance, performance levels andminimum standards across both internal and supply chain delivery.

Skills Experience and practice of working to quality management systems;significant experience of using management information systems; andexperience of using balanced score card reporting.

Responsibilities Co-ordinating activities to ensure contracts are meeting all qualitystandards, undertaking audits & ensure performance improvementactivities are fulfilled.

Employer Engagement Manager reporting to Regional Manager

Need Development and delivery of high level employer engagementstrategy, managing day to day relationships with key employersthrough a dynamic team of Business Advisors.

Skills Proven competence in a sales related role; knowledge of the localbusiness community; awareness of local labour market issues; goodcommunication skills, oral and written; good negotiation skills.

Responsibilities Engaging with strategic employers and SMEs in NEYH with a focuson the key priority sectors such as the: Energy sector including LowCarbon, the Commercial Creative, and Manufacturing.

To improve management skills across the CPA, NCG will implement a new managementand leadership programme for WP: The Leadership Academy. We will offer our WPdelivery partners access to the Academy in order to embed consistently high standardsacross the supply chain and to help build capacity amongst community organisations.Furthermore our local management team will benefit significantly from the experience andknowledge we have built up in NEYH through our Intraining division which is a prominentand strategic partner with excellent links to stakeholders and employers in NEYH acrossall sectors. Furthermore our local management team will benefit significantly from the

experience and knowledge we have built up in NEYH through our Intraining division whichis a prominent and strategic partner with excellent links to stakeholders and employers inthe region across all sectors. For example, through the delivery of Initial Steps,Community Task Force, Pathways to Work and FND we have built strong relationshipswith local community beneficial organisations such as Hull Community and VoluntaryService and Harrogate Skills for Living Centre. We have strong links with local andnational employers with a solid track record of effectively engaging and working inpartnership with stakeholders such as City Strategies and Sector Skills Councils.Working with suppliers and key delivery partners The Supply ChainManager (SCM) will work directly with suppliers on a daily basis and will ensure highquality and performance through regular formal meetings with the management team ofevery supplier. These will involve a detailed performance review against measurableoutcomes for each customer group. Performance reviews will be informed by auditable MIand robust KPIs covering both hard performance and soft people-centred standards.Meetings will also cover risk assessment and collaborative planning for ahead. These will

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be supplemented by a monthly Supplier Network Meeting involving all delivery partnersfrom across NEYH in strategic planning, data and knowledge sharing and issuemanagement. The Quality and Compliance Manager (QCM) will support performancemanagement and monitoring. Qualitative and quantitative data will be used and sharedwith suppliers. The SCM and QCM will develop clear action plans with suppliers toensure performance and quality standards remain high. We have created a structure that

works with the supply chain to create data driven performance systems that provideaccurate and real time performance information. Our approach can be summarised in thefollowing diagram.

Why this management structure is appropriate - We have consideredDWPs Strategic Objectives against the detailed, analytical approach to organisationdesign described earlier. The structure has been driven by the WP strategy for NEYH,where our proportion of delivery is 67% and our suppliers 33%. Given the highpercentage of services being delivered through the supply chain, our structureemphasises the need to ensure customer volumes are managed and quality assured

through an effective supply chain. We have a high proportion of the voluntary and thirdsector organisations in the supply chain, for example Skills for Communities and FutureProspects, and have allowed for additional investment in capacity building in the sectorover time. Our national strategic partner 3SC will also build our suppliers capacity. Ourstructure recognises the localised nature of NEYH and the need to integrate strong localaccountability through existing strong partnership arrangements. We will build on thisinvestment ensuring we work with partners in the best possible way through the emergingLocal Enterprise Partnerships. We will recruit management that have the skills to reflectthe requirements of NEYH, ensuring they are able to manage the challenges ahead. Weuse our Leadership Academy to improve our efficiency including long term skill needs,helping to continually evaluate our HR strategy and assist with planning. We have

embedded a rigorous and tight structure, underpinned by our commitment to control thatwill ensure management and monitoring of performance and delivery remains at the heartof our service.Continuous achievement throughout the term of the contract NCG is a learningorganisation in which coaching, mentoring and staff development plays a key role. Wewill maintain a high quality of management personnel throughout the life of the contract by(a) enrolling managers and promising talent onto the NCG Leadership Academy as wellas an adapted version of the INfit personal development programme; (b) implementing theNCG performance management system that links career progression to personaldevelopment and clear objectives; (c) creating attractive career pathways both within theWork Programme CPA and across NCGs national business; (d) setting management

standards for the supply chain that are regularly evaluated as part of performance review.[5.3] Management of Delivery

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Please clearly describe:

How you and your supply chain will manage and monitor the quality ofdelivery of the Work Programme to ensure that the whole provision within thisCPA is of a consistently high standard and meets your minimum service levels;

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

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

5.3 Rigorous, multi-level quality management and a relentless drive for continuingperformance improvement across direct delivery and the supply chain will b