RESTRICTED COMMERCIAL IN CONFIDENCE

EMPLOYMENT RELATED SUPPORT SERVICES FRAMEWORK AGREEMENT MINI COMPETITIONS FOR THE PROVISION OF THE WORK PROGRAMME

Invitation to Tender Form

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RESTRICTED COMMERCIAL IN CONFIDENCE Tender Round title: Organisation Name: Lot: Contract Package Area (CPA): The Work Programme Reed in Partnership London CPA 3: West London

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PART 1: ORGANISATION DETAILS

[1.1] Your response to Part 1 is for information purposes only. If any of this information has changed since the Framework Agreement application stage, please state this within the table below including a short explanation as to why. If you cannot provide any of the information below please explain this within the table. DWP will not be responsible for contacting anyone other than the persons named in this part of your form. If any of this information changes during the bidding period you must inform DWP of the changes by email to: WORK.PROGITTCLARIFICATION@DWP.GSI.GOV.UK Name of the Legal Entity in whose name this tender is submitted and with whom DWP will contract: Trading Name (if different from above): Company Registration Number: Company Registered address: Head Office Address, if different: VAT Registration Number: Website Address (if any): Reed in Partnership Ltd

0851645 Academy Court, 94 Chancery Lane, London, WC2A 1DT 31 Amelia Street, London, SE17 3PY 833053062 www.reedinpartnership.co.uk

Name, address and company registration number Reed in Partnership Global Limited, of parent company, where applicable: 171 Old Bakery Street, Valletta, Malta Company No.: C48496 Redacted Name and Job Title of main contact: Address: Telephone no: Mobile telephone no: Fax no: E-mail address: Alternative contact Name and Job Title: Address (if different from above): Telephone no: Mobile telephone no: Contact e-mail:
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31 Amelia Street, London, SE17 3PY

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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.
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Scanned Signature: Date: Name: Job Title:

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Duly authorised to sign Tenders on behalf of: Name of Organisation: Reed in Partnership

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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). 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. 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.

3.2

3.3

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

Other than those provisions identified above, Reed in Partnership 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:
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Scanned Signature:
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Position:
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Telephone No:
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Date:

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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RESTRICTED COMMERCIAL IN CONFIDENCE 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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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1, The REED Supply Chain customer journey is built on an intensive work-focused approach that engages customers according to their distance from employment rather than benefit type. Based on Reeds 12 years' experience of helping over 111,000 people find work, our intensive work-focused approach will ensure more mandated, voluntary and joint claim customers achieve long-term sustainability in employment. When Reed introduced this approach in its London Employment Zones in November 2009, job-entry rates rose from 42% to 60% by July 2010. When it was introduced on our Pathways programmes it increased performance from 18% in Feb 2010 to 35% by Feb 2011. The REED Supply Chain Customer Journey will ensure customers receive an individual and tailored journey to help them set realistic job goals, overcome barriers to work, secure sustainable employment and develop a career. This will be achieved through: Engagement and assessment: will build on the customers JCP support through a robust assessment and establish their commitment to a tailored journey. This phase will identify their distance from work and the support needed to secure a sustainable job. Preparation for work: to develop a work-focused mindset, based on clear job goals, provide specific support to overcome barriers to work, e.g. skills training or health support, and progress customers closer to work; and In-work support: we will support customers to stay in work by identifying and addressing issues quickly and encouraging career progression. Key design features and benefits of our customer journey are: Dedicated Employment Advisers (Adviser) who understand customer issues and who are trained to enable a customer to make the successful transition into work; Every interaction with a customer will be work focused and underpinned by effective job search which is an integral part of the customer journey; Each phase has a clear purpose, but is also flexible and dynamic to allow customers to access the range of provision at anytime to meet their individual needs; Access to a range of exclusive jobs through our vacancy management system; and An independent triage review every six months for customers who have not secured employment. Independent assessors will advise on why the customer has not secured work and recommend a change of direction, such as a new Adviser. Voluntary customers will receive the same quality of service. To encourage voluntary customers to join the programme, we will promote its benefits through our community outreach sites. Our approach is based on Reed's successful Single Parent, Action Team and Pathways programmes in West London. Through direct outreach, local partners and community groups, Reed has engaged over 23,000 customers since 2004. As voluntary customers will be referred by JCP on an equal basis, we will work with the other primes in West London to provide joint outreach to enable cost efficiencies and a more effective service that engages all customers, including the hardest to help. The REED Supply Chain Customer Journey for West London will involve: Engagement and assessment: Customers will be contacted within 48 hours of a PRaP referral. All referrals will come into Reed as the prime and we will automatically allocate customers to providers using our Orion customer management system. Customers with severe communication barriers, such as language, comprehension or visual challenges, will be identified from the JCP information pack to ensure a specialist (e.g. translator) is on site. The objectives of our first meeting with a customer are to: Determine each customers specific job goal in relation to employer needs and assess the individuals distance from employment; Agree an Individual Action Plan (IAP) which details the activities that will progress the customer into work; and Set out the importance of our work first approach, the intensive job search required to achieve their job goal and the importance of having the right mindset.
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) All customers will attend a welcome and induction, followed by a customer assessment. a) Welcome and induction: An Adviser will outline the Customer Charter explaining the service provided to customers (including the minimum service levels) and their rights and responsibilities. They will also discuss growth sectors (such as retail and transport & communications). Customers are offered current vacancies they can immediately apply for to focus their job goal setting. The customer will meet their personal Employment Adviser, who will be their primary point of contact throughout their journey. The Adviser will discuss, define and agree the customers job goals to ensure they are realistic, achievable and reflect local labour market opportunities. b) Assessment: After the induction, an initial basic skills assessment will be carried out to identify numeracy and literacy levels. This will ensure all customers receive tailored skills support. The Adviser then conducts an assessment which identifies a customers distance from employment, practical support needs and levels of motivation. Reed has developed a new Diagnostics Tool (DT) and progression model for the Work Programme (based on our 12 years of experience helping over 111,000 customers into work) which will be used across the supply chain. It identifies activities required to progress the customer into employment. Based on the assessment and diagnostic output, customers will agree an IAP with their Adviser detailing time bound actions designed to overcome barriers, improve employability and increase job search activity. Throughout the customer journey, the information gathered tracks customer progression based on activities completed and provides progress reports for both the customer and Adviser. c) Effective job search: Advisers will help customers to create a tailored CV (customised according to job goals) and provide a Better Off Calculation. Customers will also receive intensive job search support from their Adviser. This will include providing sector briefings, particularly in growth sectors (e.g. hotels and restaurants) and large employment sectors (e.g. logistics and warehousing), linked to local employment hubs such as Heathrow and Park Royal. Job search is a core part of our customer journey and will underpin all activities a customer undertakes to progress closer to employment. Preparation for work: The customer's IAP is designed to develop a positive mindset for work, overcome the customers individual barriers to employment and complete sufficient skills training to compete successfully in the labour market. Throughout the journey the customer and Adviser will jointly review the IAP, assess progress and agree changes as required. The Advisers Business Manager will challenge customer progress through fourweekly caseload review meetings. The IAP has two parts. The first sets out the activities and frequency of the customers job search activity. The second, details a selection of support and activities required to move the customer closer to work. The range of support options that can be delivered by the REED Supply Chain consist of: Motivation support: 62% of customers will have deep-rooted motivational and aspirational barriers. This will be a particular barrier for customers from areas of high deprivation such as Harlesden. Yet we know motivation is a key selection criterion for 94% of employers (Voice of London Employers, 2010). The customer journey will address motivational needs through intensive Adviser support and motivational training provided by our supply chain. For example our specialist partner NOVA delivers confidence building and motivation courses designed to overcome barriers and move customers closer to work. This will address any negative mindset around an individuals situation and identify their skills and promote behaviours to increase confidence and resilience. Employability training: As well as providing customers with a job specific CV, intensive job search support and latest local vacancies, the REED Supply Chain offers: Employer/sector specific training to provide customers with the skills in a specific job or industry e.g. Reed work with Total Security Services (TSS) who offer employment based upon successful completion of their in-house training. Reed has placed 58 -971209642.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) customers with TSS where they all gained Security Industry Authority (SIA) status; Work trials help customers develop a work culture and work-focused skills regardless of their experience. In 2010 85% of Reed customers who carried out work trials with Caterplus achieved employment in sites such as Harrow, Barnet and Richmond; Work experience offers opportunities to gain new skills and build up a customers employment history. Reed will work with sub contractors like Twin Training who provide award winning work experience programmes; Career development programmes to provide employability skills. Reed will offer the ASDAN accredited The Journey which has eight modules such as Reaching Your Job Goals and Personal Qualities, that customers can choose from according to their needs. This will be offered across the supply chain where appropriate; and One-to-one Adviser support to provide customers with basic employability needs. This includes support with job applications, interview preparation (mock interviews) and interview etiquette (such as what to wear). Skills and qualifications: 33% of West London residents are qualified below NVQ Level 2 (Nomis). This is enhanced by the demand from employers for higher level skills. The REED Supply Chain offers flexible training courses via over 40 training providers and inhouse courses. These provide oral and written communication and customer service skills requested by employers (London Statement of Skills Priority 2011-12). This enhances the customers ability to find work in specific sectors. For example, we will provide: Skills for life courses and skills training provided by Red Kite Learning and Mapalim; Sector specific training leading to industry recognised qualifications provides customers with employer and sector-specific skills; via Reeds Routes2Success training programmes (e.g. City and Guilds Customer Service Level 1/2); Sector specific (food manufacturing and retail) employment programmes to disadvantaged groups provided by Oracle Training which is an Excel & FDQ approved centre delivering. Oracle Training works closely with local employers to help people gain the required skills specific to a role/sector; Vocational training leading to industry-recognised qualifications. This includes courses across 14 curriculum areas. Uxbridge College also provides links with over 500 local employers providing employment opportunities post study; and Support for the Mayor's commitment to Apprenticeships. The REED Supply Chain has experience in achieving this, for example, Vital Regen delivered their Apprenticeships Advice Service to over 100 young people in 2010 and work closely with the London Apprenticeship Company. Self-employment support: Employment Advisers acting as self-employment champions will provide advice and support to customers who want to start their own business or social enterprise. This includes, advice, developing business plans and assisting with housing and other financial issues. Our supply chain partners KIS Training and TRC provide advice for people wanting to start a new business and can provide additional support where needed. KIS Training has helped 192 people into work via this route. Reed helped over 300 customers in West London into self employment in 2010. Health support: Health conditions are strongly linked to deprivation. Edmonton Green is the most deprived area of Enfield, with one of the highest claimant rates of health-related benefits. The REED Supply Chain addresses health barriers through: Condition Management Programme (Reed) which provides one-to-one and group support to help customers manage their health conditions sufficiently for employment. This includes pain management techniques and cognitive behavioural therapy. The programme is designed for mild to moderate mental health and muscular-skeletal conditions which make up 63% of Incapacity Benefit (IB) customers in West London;
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) Regular one-to-one counselling sessions, focus groups and on-going training by specialist partners (such as Twin Training) that work with the customer to mitigate and overcome health barriers to work. This approach has successfully placed 52% of disabled customers into work on their "Pathways into Employment" programme in Kingston, Richmond and Wandsworth; Through local clinical services, including the NHS and GP consortia such as the Brent GP Federation, we will ensure the needs of customers are met by the most appropriate intervention. For example, customers on Reed's West London Pathways programme with a mental health condition are referred to the NHS Improving Access to Psychological Therapies (IAPT) programme currently delivered in seven boroughs in West London including Ealing and Haringey. This provides a range of psychological therapies to help people recover from depression and anxiety disorders; and Disability Works brings nine disability support organisations (e.g. MIND, Mencap and Scope) with proven experience of supporting customers with health conditions or disabilities. Their tailored approach to identifying and overcoming customer barriers matched with their established employer relationships enables customers with health conditions to manage these effectively in work. Specialist partner support: The REED Supply Chain has over 40 specialist providers to deliver additional support. They will address the more complex customer barriers (e.g. substance abuse, a criminal record and housing issues) to support our hardest to help customers. The Adviser will manage the customers interventions within their IAP and act as their primary contact. By addressing work-related needs alongside specialist support needs, we will be able to move a customer more quickly into employment. For example: Homelessness support: to resolve housing issues which prevent employment. St Mungo's manage over 90 housing projects in 20 London boroughs, dealing with homeless customers. They have helped 700 homeless people off the streets; Ex-offenders support: 75% of ex-offenders have no job on release (Blue Sky, 2011). Our support will help ex-offenders back in to work by highlighting their strengths and fitting them with employers where previous criminal records are not an issue. e.g. Our subcontractor Blue Sky Regen only recruit ex-offenders and have employed more than 350 people on 6 months contracts to give them experience in the workplace; and Debt management: To help customers manage the high cost of living and working in London, TRC provide Financial management courses, including budgeting. Support for carers: Many carers and single parents have been out of work for long periods of time and therefore need to update their skills and knowledge of the job market. Advisers will help customers to agree a care plan which will allow them to participate in work experience or voluntary activities to provide them with an up-to-date reference. We will also conduct a Better Off Calculation incorporating their care plan to highlight the benefit of returning to work. Reed has strong experience of delivering to this group, particularly single parents, having worked with over 8,000 in West London since 2004. Online support: All customers will have an online portal to access their IAP, over 20 elearning modules, answers to common interview questions as well as available jobs on our vacancy management system. They will also have access to a local directory of training courses and support activities offered through the REED Supply Chain. Triage review: We recognise that despite the very best support, we will sometimes need to fundamentally change a customers journey in order to achieve our ambitious commitment to support more customers into sustained employment. We have therefore introduced a Triage Review which will be provided by our strategic partners, Disability Works, The Princes Trust and Tomorrows People. They will conduct a review with the customer and their Adviser, to analyse their customer journey to date and make recommendations for the next stage. Their recommendations go to the Business Manager
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1 (continued) and may include a change of provider, a change of Adviser, or a particular training course or activity such as work experience or volunteering. Every customer on the Work Programme who has not moved into work will receive a Triage Review every six months. In-work support : The REED Supply Chain will provide a programme of pre-placement and in-work support with the customer, which is tailored to their needs. This includes: Commencement: Before starting work the Adviser and customer will jointly update the IAP. This includes a career plan that outlines activities, such as training and job changes, to achieve their ultimate career goal. The Adviser will use a Job Start Pack to address any pre-work needs, such as clothing and caring arrangements, and agree a Personal Job Account. This will be available for up to four weeks to pay for costs such as travel and childcare. The Adviser will also support the customer to open a bank account if they do not have one. Reed has successfully piloted this in our Wembley office with Lloyds TSB. Coaching: The Adviser and customer will review and update the IAP weekly for the first ten weeks to ensure customers succeed in work, and support any development needs and financial concerns. This is particularly important in London where the main reason customers fall out of work is due to the higher cost of living (Mayors Economic Development Plan 2010). After ten weeks, the Adviser will handover to the Employment Coach (Coach) in the Contact Centre. The Coach will maintain phone, email and text message contact with the customer at least once a fortnight for the next six months. The Reed Contact Centre will be available to all providers in our supply chain. Coaches will be fully trained in skills provision, careers advice and mentoring. Local drop-in clinics one evening a month will provide face-to-face support if a customer needs it. Customers will also be able to use an online peer community, using the online customer portal, to discuss any issues with other customers who have returned to work. Career development: After six months, Coaches will review, progress and refresh job goals in the IAP around career changes or development. Coaches will maintain contact on a fortnightly basis and review the IAP every six months until the customer leaves the Work Programme. This will empower the customer to own their career development and ensure their continued resilience and work-focus. The REED Supply Chain will also work with employers to understand their skills requirements. We will support customers and align these requirements to their skills training enabling career progression. We will work with organisations funding skills training including the Skills Funding Agency, National Offender Management Service, local authorities and the Young People's Learning Agency. If customers face challenges in work, the coach will outline activities to help them manage and overcome any emerging barriers. Continuity: If a customer drops out of work, the REED Supply Chain will work to understand why and ensure they are brought back into the programme. Their IAP will be updated to address the outstanding barriers that have caused them to drop out of work. A second assessment will then be carried out to ensure any further barriers are addressed and customers are quickly back on the route to sustained employment. The REED Supply Chain recognises that preparing customers for work is a fundamental part of their successfully sustaining employment. All customers will benefit from an individually tailored journey underpinned by a range of expert specialist organisations to help overcome the diverse barriers that customers face. Reed, as prime, will quality assure the core customer journey and minimum service levels across the supply chain to ensure customers receive a high-quality service across all providers, thereby enabling more customers to achieve longer-sustained employment.

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RESTRICTED COMMERCIAL IN CONFIDENCE [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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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a, Our customer journey has been refined over 12 years of working with over 250,000 customers. Based on that experience, we have identified five key principles that underpin our Work Programme customer journey: An individual, flexible customer journey: based on a customers' distance from employment to identify their barriers and support required; A dedicated Employment Adviser: This improves engagement and reduces the time taken to secure employment; A work focus underpinned by effective job search from day one: the customers individual action plan outlines activities a customer needs to do to progress into sustained employment and how to achieve career progression; High quality, local provision: this will address customer needs that apply across all customer groups such as literacy, debt advice and confidence building; and An in-work support model to provide intensive support to customers in the first ten weeks as well as further coaching and careers advice until they leave the programme. We have applied these principles in designing our customer journey. It focuses on work, effective job search, positive engagement and setting clear job goals from the outset. It recognises the need to prepare customers in West London to compete in the Londonwide labour market, where competition from commuters and other benefit claimants is high. It offers a range of proven employability and skills solutions built to match customers to the right employer. It provides them with the skills to succeed as well as the right mindset how customers see, think and believe. This is a vital component in enabling people to navigate life to be resilient, flexible and have perspective in the competitive labour market. Our customer journey addresses the needs of all customers, regardless of their benefit background. In West London, the most common barriers across all groups are: Negative work focus: London offers more opportunities to progress and higher standards of living. Yet communities in deprived areas suffer from low skills and high unemployment. Access to new vacancies is minimal despite being close to key employment hubs (e.g. Harlesden is close to Park Royal industrial estate). The result is a negative attitude towards finding work as people lose confidence in the local labour market; Lack of skills/qualifications relevant to employer demand: Despite 14,800 unfilled vacancies in West London unemployment remains high (Nomis, Dec 2010). This is caused by the nature of employer demand. For example, 33% of people in West London are qualified below NVQ Level 2, but 50% of employers require higher level skills. One in five graduates are unemployed showing a need for employer-specific work experience (ONS, 2011); Deprivation and health issues preventing work: The link between deprivation and poor health is well established (LHO, 2008). Unemployment can result in poor mental health, for example, depression and anxiety (London Health Inequalities Strategy, 2009) which lead, to a sense of isolation, low confidence and a lack of motivation; and High cost of living: The Mayors Economic Development Plan indentifies high cost of living as a key driver for high levels of in-work poverty. As a result, over half of JSA claimants in London who get a job return to benefits within six months (London Story, 2010). This leads to sustained unemployment rates, particularly in deprived areas. Whilst our journey is tailored to individual customers and addresses their specific barriers to work, the importance of a rigorous work-focused structure is always maintained. The customer journey is underpinned by the richness of the REED Supply Chain which provides expert, specialist provision to all customers, especially the hardest to help. The rationale for our customer journey is described below. Engagement and assessment
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a (continued) The REED Supply Chain will provide a joint outreach engagement approach with the other primes in West London for voluntary customers to ensure we engage all customers, including the hardest to help. Once on the programme, we ensure a customer is engaged, has realistic job goals and undertakes an assessment to agree their individual back-towork action plan by: Providing positive engagement from day one and establishing a work-focused approach to address attitude to work, decreasing the likelihood of disengagement; Agreeing clear and realistic job goals, we establish achievable expectations which matches more customers to the right job at the right time; Using an individualised action plan (IAP) to respond to a customers specific needs and help them overcome their barriers to employment more quickly and effectively; Effective job search: ensuring customers have the necessary job search skills to look for work whilst on the Work Programme. This is particularly important in London, where our experience has shown that up to 60% of job outcomes come from the hidden market; and A Better Off Calculation: the cost of returning to work in London is 150 higher than the rest of the UK (Too Poor to Work, 2010). By using a Better Off Calculation and job search support, customers are able to compete effectively in the local labour market and identify economically appropriate jobs. This will particularly help single parents who rely on financial support and flexible jobs to meet their caring needs. Early engagement is particularly useful for young Londoners where peer pressure, social conformity and a negative perception of work are key drivers for disengagement (Behaviour Economics and Worklessness, LDA 2010). This phase also begins to remove the fear of returning to work, by building the right mindset and overcoming issues surrounding the high cost of living in London. Preparation for work The customer and Adviser will agree an IAP designed to develop a positive attitude about work to overcome the customers individual barriers to employment and complete sufficient skills training to compete successfully in the labour market. Motivation support: By challenging a customers mindset, lack of confidence and negative perception of work, we help them to recognise their strengths and skills, increasing their engagement with work-focused activities. This is important for young people, particularly in areas of deprivation such as Edmonton, where high levels of worklessness lead to generational unemployment caused by low aspiration levels. Peer pressure, made worse by a prevalent gang culture in areas such as Harlesden and Ladbroke Grove, also prevents this group from returning to work. Employability training: This will be delivered through the following: Employer and sector-specific training: 40% of London employers report they have a skills gap (CBI London Business Survey 2010). By working with employers to identify their skills needs, we can equip customers with the skills that match their career aspirations and employer needs. For example, Urban Futures deliver training accredited by the Retail Skills Academy in partnership with BAA Heathrow that has achieved a 89% sustainment rate. This will particularly help customers needing re-skilling, such as those recently made redundant and those with health conditions, who find their condition prevents them working in their original occupation (DWP 648 2010). Work trials and work experience: We know work trials increased employment rates by 34% after six months (LDA, What Works With Tackling Worklessness, 2007). Additional opportunities will be provided by specialist partners including Mapalim and TLE. Work trials offer customers and employers an opportunity to trial a job which ensures a good match. This will particularly help 18-24s and hardest to help customers who have limited work experience and provides an opportunity to build practical skills,
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a (continued) confidence and employability. Skills and qualifications: High unemployment in West London is linked to a mismatch between customer skills and employer needs (West London Economic Assessment, 2010). The REED Supply Chain focuses skills development on employer needs and the customers personal job and career goals. For example, Twin Training works with employer Spirit Group to run a pre-employment training programme for supervisors and managers across London. This is particularly important for 18-24s, particularly graduates, whose skills often do not match employer needs, and who may lack basic and soft skills. Those with outdated skills (e.g. 50+ and carers including single parents) will also benefit from sector-specific training which will provide them with employer specific skills Self-employment: Advisers will help customers interested in starting their own business, supporting them to create a business plan and find funding. We have found that many of our 50+ customers in West London find this an attractive option. Where we suspect customers are working in the grey economy (unregistered businesses such as painting and decorating, taxi driving), we will challenge customers to understand the consequences of their activities, declare their business and start working legitimately, as well as explaining the benefits of self-employment. Health Support: Over 150,000 people in West London claim benefits for a health condition. By understanding and managing health barriers, we empower customers to manage their health condition in employment. This helps our ESA/IB/ex-IB customers who face multiple barriers, including mental health. The REED Supply Chain includes specialist health providers who deliver support to manage these conditions. For example, Hillside Clubhouse delivers rehabilitation services focusing on employment and education to people with mental health conditions who live in Islington and Camden. Support for carers: Single parents and adult carers often lack work experience, workrelated skills (Carers UK) and the confidence to attend interviews. They also need flexible employment opportunities that fit in with their caring responsibilities and, with child poverty a key target for the London Mayor, single parents need support in sourcing affordable childcare. By setting realistic job goals, developing job search skills and improving interview technique, Reed has helped over 2,600 single parents into work in West London. The REED Supply Chain also works with partners to support this group. For example, Urban Futures subcontracts to single parent organisation Women Like Us. Specialist subcontractor support: By engaging local partners we are able to provide a wider, more diverse service targeted at our hardest to help customers such as exoffenders, the homeless, those suffering from addiction and long-term ESA/IB/ex-IB. All of our subcontractors have a proven ability to support hardest to help groups, for example Nacro has achieved job-entry rates of 44% for ex-offenders. Our specialist subcontractors will help support a smoother transition into work and increase the chance of finding a sustainable job. In-work support (IWS) IWS addresses sustainment concerns, such as childcare and peer pressure, and provides a career focus to encourage progression. Our model has three phases: Commencement: Our own analysis shows that 77% of customers who fall out of work do so in the first five weeks. Advisers will provide individual support to prevent drop out in these critical weeks up to week ten. Support at this stage is particularly important for single parents with 40% of those placed into work through the New Deal programme returning to JSA within 13 weeks (Staying In Moving Up, LDA 2009); Coaching: Employment Coaches will ensure that customers begin to consider their careers. Sustainment in work is the first step towards progression and helps develop social networks that are an important way of finding a better job. Our online peer community can provide a sense of social support and reinforce the transition in
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1a (continued) lifestyle involved in keeping a job (What Works with Tackling Worklessness, LDA 2007); and Careers development: Research shows that employment retention is "much lower in entry level occupations and low paid sectors" (Staying In Moving Up, LDA 2009). To ensure long-term sustainability our in-work support model will empower a customer to own their career progression. This includes signposting them to reed.co.uk, the UK's largest recruitment website that had over 50,000 individual London vacancies advertised in January 2011. Our IWS model allows us to understand why customers may drop out of work and ensure they return to the Work Programme to receive the support they require to return to work. We will provide each customer with a career plan that details how the customer will progress once in work to reach their long-term career goals. This will include helping 18-24s without qualifications to access part-funded NVQs. Our model ensures a focus on progression and improving sustainability for all groups and helps customers to take advantage of the progression opportunities available in the London economy. Our customer journey addresses these barriers by providing the following benefits: Creating personal resilience and work mindset: Our expert Advisers will employ motivational interviewing and cognitive behavioural techniques to understand customer needs and inspire full participation. Advisers will mandate customers to undertake options and interventions when they persistently disengage with the choices available. By developing personal resilience more customers will find work quickly and sustain employment for longer. This will help the 26% of customers from the most deprived communities in West London (IMD 2007) who have severe motivational barriers to work. The right skills and qualifications: Training providers such as Red Kite and Uxbridge College deliver basic skills and vocational qualifications to give customers the skills to find and sustain work. In addition, Reed's proven routeways training programme equips customers with employer and sector-specific skills. Reed routeways achieve job-entry rates of over 80%, are designed with employers and accredited through training partners such as Lifecare. This will help the 20% of customers with low or no skills. Health support: Trained Advisers and specialist partners will provide a tailored programme of work-focused support to customers with health conditions. This will address health barriers in parallel to employability support. For example, The Camden Society delivers training and employment support for people with learning disabilities. Our strategic partner Disability Works will link with local health providers and GP Consortia to ensure customers across the supply chain receive additional health provision. This will tackle health-related barriers and empower customers to manage their condition in work. Managing the cost and transition into work: We will manage financial concerns with customers from day one. Advisers will complete a Better off Calculation and customers will receive basic financial management training through partners such as TRC. Once in work, customers will be supported through a Personal Job Account which will help with costs incurred by working, for example we will provide discounted travel for four weeks. This will help the 50% of customers who cite financial reasons for dropping out of work and reduce the impact of the high cost of living in London. The REED Supply Chain customer journey will address the needs of all our customers as it is designed from our supply chain's broad experience of delivering Welfare-to-Work services. It is structured to meet the needs of local employers and has the full range of work-focused interventions to prepare customers to compete effectively for vacancies. Through this journey, we will enable more customers to return to long-term sustained employment and reduce the number of workless households across West London. - 17 71209642.doc

RESTRICTED COMMERCIAL IN CONFIDENCE [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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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1b, Our minimum service delivery levels have been developed to ensure that every customer receives an individual and tailored journey. They reflect the REED Supply Chains experience of delivering Welfare-to-Work programmes, our analysis of customer feedback on what matters to them and our increased delivery commitment to the Work Programme. We have further developed these to reflect the findings in the report Development of a customer experience metric for contracted employment provision (DWP 655, 2010) which highlights what customers find most useful in employment provision. Our minimum service delivery levels (MSDL) with rationale Our minimum service delivery levels have been developed to ensure all customers, regardless of their benefit background, receive a tailored service according to their distance from employment and barriers to work. We recognise that there is more variance in customer needs within a customer group than across customer groups. From successfully working with a diverse customer base, including JSA, IB and ESA customers, we know that 70% of customers face at least three different barriers that are not related to the benefit they claim. These can include low motivation, poor skills, lack of a work history, no work-related qualifications, unrealistic job goals, health conditions and job search skills. Our customer journey has been designed to address these issues regardless of the customer group, assessing them by distance from work rather than the benefit they claim. Our minimum service delivery standards will: 1) Set out the customers rights and responsibilities so they are clear on the commitments on both sides; 2) Ensure customers are not parked, particularly the hardest to help, and are progressed towards employment; 3) Support the work-focused approach through our assessment driven journey; and 4) Provide all customers with a consistent quality of service across our supply chain. These will ensure that all customers understand provider responsibilities, roles, and commitments and that all customers have an equal opportunity to progress and take ownership of their career goals. They will benefit our customers as follows: 1. Fast initial contact: We will contact all customers within 48 hours of PRaP referral to schedule an induction appointment, which will take place within ten working days of referral. Impact: By engaging with customers as early as possible, they will be more motivated and focused on the programme and are less likely to fail to attend. 2. Dedicated Employment Advisers: All customers will be assigned a named Employment Adviser (Adviser), who will be their primary point of contact throughout their journey to work. Impact: The Adviser's relationship with the customer is key to a customers progress, this will benefit all customers. Advisers are trained to address diverse customers needs, such as health conditions, motivation and skills. Their knowledge of employment opportunities, careers advice and specialist training (such as motivational interview techniques) are all important to addressing a customers barriers to work (DWP 655, 2010) and meeting employers expectations. 3. Individual assessments: All customers will receive a full assessment from their Adviser, using the Diagnostics Tool. This will identify job goals, customer skills requirements and approach, and prioritise interventions to create a personal work-focused action plan. Impact: We segment customers by distance from employment not benefit. This enables us to target the resources of specialist partners according to customer barrier supporting more customers into work, more quickly and for longer. 4. Regular action plan reviews: All customers will be in contact with their Employment Adviser at least once every four weeks for a work-focused assessment of their action plan. Impact: Regular contact is crucial to ensure customers progress towards
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RESTRICTED COMMERCIAL IN CONFIDENCE 4.1b (continued) employment and we will achieve progression through regular engagement. All customers, even the hardest to help such as those with mental health conditions or a history of reoffending, will remain focused on finding sustainable employment and developing the right mindset (DWP 407, 2007). 5. A tailored CV, Better Off Calculation and funding to prepare for work: All customers will receive support to develop a tailored CV depending on customer needs and job goals. They will also receive a Better Off Calculation (BOC) for their job goals and appropriate financial support through a Personal Job Account to help them with travel and other expenses. Impact: By providing customers with a tailored CV, BOC and a Personal Job Account, we are able to match customers to the right job, show them the financial benefit of being in work, and give them the financial support to start work. 6. Access to services through an online portal: All customers will have access to elearning modules, job search support materials and live vacancies through an online portal. Customers will receive weekly emails with the latest tailored vacancies. Impact: By providing access to an online portal, all customers can access their action plan and employment information anytime, anywhere. We can also show customers jobs that match their goals more quickly. This allows us to place customers into sustainable work quicker and increases the talent pool for employers (DWP 449 2008). 7. Access to help when in work: Advisers will contact the customer at least once per week for their first ten weeks in work. After ten weeks Employment Coaches (Coaches) in a dedicated Contact Centre will contact customers weekly for the first six months and then fortnightly for the remaining time on the programme. The Contact Centre will be open until 10pm weekdays and on Saturday mornings. Impact: This will support those customers who are more likely to fall out of work, 77% of whom will drop out in the first five weeks (Reed Employment Zone experience) and will ensure customers are focused on sustaining work and developing their career. Without help to develop their skills and approach, customers can find it as hard to move from a low-paid to a more sustainable job as to move from welfare to work (DWP, 2007). 8. Customer survey and continuous improvement plan: We will survey all our customers at least once during their customer journey using established Evaluation of Service approaches. Impact: A customers mindset about the benefits of the programme is one of the most important factors affecting them finding employment. The survey results will influence our continuous improvement plan, which will be important given that customers will be on the programme for up to two years. Where appropriate we will adjust our delivery based on feedback to the benefit of all customers. This will ensure we provide new and flexible ways of delivering services that are responsive to customer needs. 9. Exit report: If we have customers who are still on benefit after the allotted time, they will receive an exit report, detailing a history of activity undertaken while on our customer journey and recommended next steps. Impact: This will enable JCP to provide ongoing support to the customer providing a seamless transition. We know from customer research in West London that customers most value their Adviser relationship and the Advisers knowledge of local job opportunities, financial support and a tailored support which addresses their particular needs. Our standards ensure that these will be delivered and measured. The nine minimum service delivery standards cover the whole customer journey from referral to sustainment and support the DWPs equality and diversity agenda. Our approach of providing a single set of minimum service levels for all customers in West London is the right one as our evidence demonstrates that segmenting customers by distance from employment rather than benefit is more successful.
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RESTRICTED COMMERCIAL IN CONFIDENCE

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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RESTRICTED COMMERCIAL IN CONFIDENCE 5.1, We have taken a strategic approach in developing our delivery structure. As the prime contractor, Reed will be accountable for the overall leadership and management of the contract to ensure contract compliance and target achievement. We will also be responsible for referral management, the overall employer engagement strategy and undertake 63% of direct delivery. We will manage a supply chain of customer facing partners including end-to-end, specialist and complementary subcontractors. To maximise our supply chain capability, we will provide them with a range of developed systems (e.g. Orion, our management information system) and delivery expertise gained from managing and delivering large programmes. We have created strategic partnerships with four leading organisations to support the management of the supply chain: Capita, a leading public service outsourcing company, who will advise on the development and management of our extensive supply chain; Tomorrows People who will ensure the supply chain integrate services effectively with the local community, engage the third sector and play a role in the Big Society; Disability Works who will provide clinical governance expertise and assist the supply chain deliver solutions for customers with health and disability challenges; and The Prince's Trust who will champion the needs of young people, through Young Ambassador roles, advise and work with local operations teams. Our delivery strategy for West London is built around the diverse needs of customers and local communities and the desire to improve on the overall quality and performance of previous programmes. To meet these challenges the delivery structure has three levels: Tier 1: Eight end-to-end subcontractors (e.g. Reed in Partnership, Twin Training, Uxbridge College, Action Acton) to deliver our customer journey; Tier 2: Specialist subcontractors to meet customer needs, providing specific support; Tier 3: Partners delivering complementary services and community support. The REED Supply Chain of 32 employability and specialist organisations including 17 third sector organisations have been selected for their expertise to meet the diverse range of customer needs (listed in Annex 2). How Tier 1 end-to-end subcontractors will deliver all elements of the Work Programme and be supported by Tier 2 and 3 is set out below. Elements How these elements will be delivered Management of The Reed PRaP team will assign all customers referred through referrals to PRaP to our end-to-end subcontractors using an allocation tool quickly engage according to agreed contractual terms. It will also transfer all PRaP customers. data to our supply chain management information system, Orion. Individually Subcontractors will allocate each customer a named Employment tailored service Adviser (Adviser) who will support them throughout their journey. to remove Each customer journey will be assessment-based to agree their customer barriers distance from employment resulting in an individualised action plan and place them (IAP). It includes: engagement & assessment, preparation for work into sustained and in-work support. End-to-end subcontractors will be supported employment. by a range of specialists, such as St Mungo's and Nacro. Employer Reed will lead on our employer engagement strategy. The CPA engagement to Delivery Director will work with strategic stakeholders such as: source high JCP, West London Business and the Greater London Authority to volume and provide our customers with access to local jobs. End-to-end diverse subcontractors will also manage their own employer links working vacancies. to generate vacancies across London. All vacancies will be shared via a single vacancy management system. Job placement Subcontractors will match customers to the right job using three to match approaches: 1) agreeing job goals that meet labour market customers to the demands; 2) providing employer and sector-specific skills to meet right sustainable customer and employer needs; and 3) delivering business start-up
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.1 (continued) job at the right time. support through our expert Advisers and specialist partners KIS Training. In addition, we will provide work experience opportunities to help customers with little or no work history develop work skills. In-work support: Advisers will help customers in the first ten weeks of employment, to develop in-work support will then be handed over to specialist Employment personal Coaches providing barrier support and careers counselling. resilience in work Specialist organisations e.g. Tomorrows People will support to achieve longer Advisers and Coaches by providing mentoring support for hard to sustained help customers. Our end-to-end subcontractors will be responsible employment. for managing all in-work support for their customers. Tier 2: End-to-end subcontractors will have access to a range of Tier 2 subcontractors who will deliver specialist support (e.g. drug and alcohol rehabilitation and health support), skills provision as well as volunteering and work experience. They all underwent a rigorous assessment and were selected for their track record in meeting customer needs and their local knowledge and understanding of delivering work focused solutions. Tier 3: To provide joined up services and funding the supply chain brings established collaborative partnership agreements with stakeholders such as local authorities, NHS Trusts and employer networks. These relationships will provide customers with access to services such as clinical health treatments, work experience and new job opportunities. We understand the step change in performance required. Our delivery strategy will provide the best approach for customers in West London as it ensures: Wider diversity of services: a network of subcontractors who offer a mix of services to support customers back into work, e.g. St Mungo's (homelessness), Addaction (substance misuse), KIS Training (skills training) and Nacro (ex-offenders); Accessibility: we have partnered with subcontractors from different sectors, of varying size, type and approach who offer local, regional and national coverage; Proven delivery experience: we selected subcontractors with the strongest credentials for West London based on their customer understanding and labour market expertise. E.g. Urban Futures has ten years experience delivering LDA, SFA and DWP projects including the Gateway Heathrow Programme which provides jobs for local people; We are ready to deliver: current subcontractors of employability and training services with existing staff and premises that provide full coverage; and Specialist support: adds value to programme delivery, e.g. Blue Sky have provided employment for more than 350 ex-offenders on 6-month contracts since October 2005. How Reed will work with its subcontractors Reed will work with its subcontractors through our West London Delivery Board. This will be chaired by the Delivery Director and comprise of our Supply Chain Manager, representatives from supply chain operations teams, and our local representatives of strategic partners Tomorrows People, Princes Trust and Disability Works. It will use information from our shared Orion system to provide visibility of performance against KPIs, to ensure quality improvement plans and audit frameworks are in place and drive the programme forward to achieve expectations. The board will work at three levels. 1. The Reed Delivery Director will review overall performance monthly against agreed objectives, minimum service standards and customer feedback. They will identify service gaps, agree provision needs, and share best practice and drive performance. 2. The Reed Supply Chain Manager will meet monthly with subcontractors to ensure contractual requirements are achieved from mobilisation through to contract end. 3. Reed strategic partners will support all end-to-end subcontractors to deliver services effectively. For example, Tomorrow's People will support subcontractors to develop their specialist supply chain networks and Diversity Works will provide clinical governance expertise, ensuring customers receive support with health and disability barriers to work.
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.1 (continued) How our delivery strategy will meet the needs of our customers Through extensive research and consultation with local statutory, voluntary and employer organisations we identified the key needs of customers in West London: 1. Increase motivation, confidence and create a positive mindset: Lack of access to employment opportunities, negative social norms and constant rejection all result in a poor attitude and motivation towards work. To overcome this we will: Provide a personal Employment Adviser who will give ongoing one-to-one support. This will involve identifying and overcoming barriers to work; Twin Training provides motivational training, presentations from former customers and group discussions on attitude development and reasons for low self-esteem; Have strong links with local employers. Urban Futures currently deliver the Heathrow Employability Programme with exclusive access to vacancies in the airport; and Coordinated employer engagement across the supply chain through a London wide vacancy management system that customers can search via the online portal. 2. Matching customer skills to employer needs: 33% of the population are not qualified to NVQ Level 2 but we know that 50% of London jobs will require higher level skills (London Statement of Skills Priority 2011-12). Our solution: 13 training subcontractors such as Oracle Training, KIS Training and Uxbridge College will deliver basic skills and vocational courses; Reed routeways training to provide the employer skills and qualifications. This involves working closely with organisations like Argos to design training programmes which meet their skills needs and matching the right person to the job; Reed will work with employers to access government-funded NVQ qualifications for eligible customers. Reed will support in-work up-skilling by using our database of over 50 skills providers built through Train to Gain skills brokerage across London; and We will engage with employers like Microsoft to ensure customers access the 5,000 apprenticeships expected to be available in London by 2012 (London Mayor 2010). 3. Pockets of deprivation and poor health: These areas contain the most economically and socially excluded residents in West London characterised by high levels of worklessness and health-related problems. The REED Supply Chain will: Comprise end-to-end subcontractors with offices in deprived communities in West London such as Willesden and South Tottenham to provide easy access; Engage with Disability Works and specialist health subcontractors such as Hillside Clubhouse and the Camden Society to support customers with health conditions; and Refer customers who require specialist provision to our partners including Nacro (ex-offender) and Addaction (drug/alcohol). 4. High cost of living: A key reason for worklessness in London is high cost of services such as travel and childcare (London Economic Development Plan 2010). To negate this: TRC delivers basic financial management courses, which prepares customers for the financial impact of returning to work and prevents debt; Reed will complete job specific Better Off Calculations for each customer with an updated IAP to demonstrate the end career goal and ultimate financial benefits; and Each customer has a Personal Job Account which will continue to support them once the customer starts work. This will be available for up to four weeks of employment and will help towards the costs of starting work e.g. childcare and travel. Our delivery strategy is right for West London because it brings together the expertise of Reed and our strategic partners and the right blend of subcontractors with proven delivery experience. It is supported by key local stakeholders and will deliver the step change in performance and ensure that the needs of all customers, including hardest to help are fully addressed. - 24 71209642.doc

RESTRICTED COMMERCIAL IN CONFIDENCE [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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RESTRICTED COMMERCIAL IN CONFIDENCE 5.2, As prime contractor, Reed brings 12 years' expertise in large scale Welfare-to-Work. We have worked with over 12,500 London employers 150 West London based community partners. Our successful partnership is founded on local operations teams delivering local solutions within a clearly defined framework. We know that making Operations Managers accountable for delivering performance within this framework, enabling them with good systems, resources, quality, HR and audit support and then managing their performance, is the most effective way to deliver results. We have applied this experience and learning in determining our Management Structure for the Work Programme which comprises: Local Operations teams: responsible for day-to-day delivery of performance, quality and compliance; The West London Delivery Board (WLDB): responsible for overall contract performance, supply chain management and consistency of customer service; and The Work Programme Board: a strategic enabling board to ensure that each CPA management team is provided with the best expertise, systems and resources to deliver high performance. They will share best practice across all WP contracts. The structure is designed to maximise the skills, expertise, and resources of the private, public and voluntary sector organisations we have carefully blended together to meet the needs of customers. The management team will drive the step change in performance through the following key roles. The Operations Managers: report directly into their organisational management structures, or Delivery Director for Reed operations. They will manage and coach customer and employer facing staff in achieving KPIs. They coordinate activities to engage stakeholders and employers, monitor progress against continuous improvement plans and integrate specialist subcontractors to ensure we are meeting customer needs. The Supply Chain Manager (SCM) reports into the Delivery Director for management of KPI performance across the supply chain. They are line-managed by the Director of Supply Chain Management for professional development. The SCM is supported by a team of Commercial Managers who work to improve performance in subcontractor organisations by providing analysis and challenging current expectations. The SCM will share best practice and support the implementation of continuous improvement actions across the supply chain. They provide clarification on contractual issues and address disputes and complaints. Where necessary they will manage the process of addressing under performance and if this is not improved, replacing consistently under-performing suppliers with new ones. Delivery Director: reports to the Reed Operations Director and is accountable for overall performance across the CPA through the management of the WLDB. They manage the stakeholder engagement strategy and lead on the employer strand through their relationships with the London Skills & Employment Board. In addition, they ensure Service Level Agreements that define delivery activities with local partners are being met and continuous improvement plans are achieved. They direct the SCM to ensure the supply chain delivers daily, weekly and monthly performance expectations. Strategic Partners: report to the Supply Chain Manager through their local representative and support the management of a diverse supply chain. For example, Tomorrow's People will access the network of third sector and community organisations to develop new services and build capacity and capability, Disability Works will advise on health interventions and provide access to specialist organisations and The Prince's Trust will champion the needs of young people and advise and work with local operations teams. Having this blend of expertise within the management structure will ensure the delivery of high quality and consistent services across the CPA. It will also make sure, through clear lines of accountability, that services are joined up locally, stakeholders are effectively engaged, employers are provided with a coordinated service and best practice is shared.
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.2 (continued) How we will work with supply chain and delivery partners Our management structure has been designed to enable high performance across the three Tiers of our delivery structure without adding unnecessary layers of bureaucracy. This will be enabled through the WLDB. Its key accountabilities are: To support the supply chain to achieve and exceed KPIs; To use the expertise of strategic partners to inform the CPA delivery strategy; To communicate key messages down to local delivery staff; and To coordinate employer and stakeholder engagement across the CPA. The Board is responsible for contract performance, minimum service standards and customer feedback. It will identify service gaps, agree provision needs, share best practice and review success across the three Tiers of subcontractors as follows: Tier 1: Comprises end-to-end subcontractors who are accountable for managing the customer journey within a framework set by Reed. This includes clear KPIs, strategic objectives, performance and delivery standards, and a quality improvement framework to support continuous improvement. We will work with Tier 1 through the following key roles: Delivery Director will provide strategic direction for the contract, drive performance, set KPIs for the supply chain and manage Reed operations staff; and SCM who will use the KPIs to manage subcontractor performance. They will work closely with operations management teams using performance information from real time reports produced by our Orion management system, ensuring subcontractors produce improvement plans to address under-performance. This structure provides clear lines of accountability down to individual delivery sites. Tier 2: Comprises specialist subcontractors who will support end-to-end subcontractors to deliver our customer journey and meet diverse customers needs. We will work with Tier 2 subcontractors through: Commercial Manager (CM) is responsible for the quality of delivery of subcontractors on the preferred specialist list. The CM will manage the quality of services provided against agreed KPIs, produce flow forecasts to manage demand, identify high performing subcontractors across the CPAs and share best practice. They will also manage the sourcing of new subcontractors; and Tomorrows People will support capacity building for voluntary/third sector organisations, e.g. by advising high performing subcontractors on how to expand their services. They will also lead on Community Forums to gather stakeholder feedback. This structure provides a coordinated approach across the supply chain which avoids duplication of services and maximises the impact of high performing subcontractors. It also provides a dedicated resource to specialist partners to build their capacity. Tier 3: Comprises partners delivering complementary and specialist services who require a dedicated point of contact and support to track progress against strategic objectives. We will work with Tier 3 through the: Delivery Director who will co-ordinate strategic actions with stakeholders through the monthly delivery board. They will use the Work Programme Board to influence broader policy changes with DWP and other stakeholders; and Operations Managers will assign operational leads to manage local stakeholder relationships such as Local Authorities, JCP and local strategic partnerships. They review these relationships on a monthly basis to ensure they continue to bring relevant expertise and ensure they are having a direct impact on meeting any shared objectives such as matching skills to current employer need and reducing generational worklessness caused by the high cost of living in London and social conformity. To deliver the step change in performance and continually improve over the seven years of the contract, we have recognised the importance of investing in the skills and expertise of the supply chain to develop new approaches and solutions. We have identified the
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.2 (continued) particular skills and expertise required to meet the diverse range of customers needs (such as health conditions and the specific needs of young people). We recognise the need to achieve better integration with local services to maximise their impact and access additional funding. Our supply chain will help develop the capacity and capability of voluntary and third sector organisations and we will provide a more effective service to employers, without whose commitment we will not succeed in delivering the required step change. To provide these skills and expertise we have engaged four strategic partners: Capita: expertise to advise on the development and management of our extensive supply chain, and increase our own capacity to establish new contracts rapidly; Tomorrow's People: expertise to ensure we effectively engage local communities, the voluntary sector and help build their capability and capacity; Disability Works: expertise to provide clinical governance advice and bring together leading health subcontractors to deliver a range of health and wellbeing solutions; and The Prince's Trust: expertise to champion the needs of young people through Young Ambassador roles who will advise and work with local operational teams. To capitalise on the skills and expertise of our strategic partners we will establish a Work Programme Board (WPB). Each partner will be represented on the WPB which will be chaired by the Reed Operations Director who reports directly to Redacted, the Chief Executive of Reed in Partnership. The WPB's key accountabilities will be: Reporting to DWP on the overall Work Programme contractual delivery; Using the expertise of the strategic partnerships to design, develop and evaluate innovative solutions to meet customer needs across each CPA; and With the support of Capita, to provide industry leading outsourcing services that support the supply chain to deliver high quality integrated services. The Supply Chain Director will sit on the WPB and have responsibility for the capability and professional development of the CPA Supply Chain Managers to enable them to manage subcontractors in delivering their contractual commitments. The WPB will meet monthly to review overall WP performance trends, identify areas for improvement and share good practice. The WPB will also assess the impact of policy changes and agree interventions where Board members can use their particular expertise to enhance overall service delivery. The Operations Director will be accountable for working with the Delivery Director(s) to share best practice and enable them deliver high quality outcomes. Why this is appropriate for West London Our management structure will deliver clear strategic direction, strong performance and ensure customer needs are met as: Employers are included on our Local Delivery Groups to provide feedback on our services and provide information on their recruitment needs. This helps meet one of the key aims of the London Employment Action Plan for a demand-led system; REED's Supply Chain engage regularly with stakeholders such as local authorities and the developers of local regeneration hotspots, like Wembley City and Battersea Power Station which are expected to create more than 20,000 jobs. This will ensure that local opportunities are made available for London's long-term unemployed customers; and It responds to feedback from our first Local Delivery Group meetings which highlighted the need for regular meetings, open communication and clear lines of responsibility and accountability in a successful supply chain. Our management structure has been designed based on our learning and experience of delivering DWP and other government contracts. This ensures the right people are in place who can be held to account and lead on the right priorities across the supply chain. We will manage our supply chain to ensure performance remains high and continuously
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RESTRICTED COMMERCIAL IN CONFIDENCE [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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RESTRICTED COMMERCIAL IN CONFIDENCE 5.3, Our supply chain brings a wealth of experience and expertise of managing and monitoring service delivery. Reed is recognised as a trusted partner by DWP, with the highest standards of control and compliance. This is recognised in the award of a range of industry-based quality and compliance standards such as Matrix, Charter Mark, ISO 9001 and Investors in People. To respond to the challenge of managing larger and more complex supply chains, we have engaged Capita, as a leading public service outsourcing company with over 26 years of experience in managing quality delivery, to advise on our supply chain design and management. From our contract management and delivery experience, we know what good service is and how to achieve it and will ensure these standards our met across our supply chain. This will ensure that performance and service standards deliver high achievement levels, interventions provide the most appropriate support to customers to enable them to achieve quality outcomes, and customers are treated fairly across the supply chain. To ensure consistency and transparency we will use three key metrics: Outcome performance data to assess overall performance and monitor the parity of outcomes for different customer groups such as ethnic minorities and ex-offenders. Defined minimum service delivery levels: These are nine measurable indicators that monitor service standards such as speed of referral; frequency of work-focused interventions; suitability and access to vacancies; quality of in-work support. These minimum standards will provide all customers with agreed levels of service and drive both performance and customer satisfaction across our supply chain. Customer & employer satisfaction data to include Evaluations of Service (EoS), customer complaint metrics and online and telephone questionnaires. These will identify areas of success or weakness and gaps in provision to drive Quality Improvement (QI) plans. These reports will also be used by local Operations Managers, the West London Delivery Board (WLDB) and Supply Chain Managers to identify trends in performance and assess any inconsistencies, risks and areas for performance improvement. How we will manage and monitor the quality of delivery of the Work Programme In order to evaluate on a consistent basis we have a core set of standard information sources which will be used across the supply chain. These are captured in our bespoke management information system, Orion, which we have developed over the last six years to manage a range of Welfare-to-Work programmes. This enables us to track customer progress and monitor the quality and consistency of our service at all levels. Advisers across our supply chain will record all interventions from referral to sustainment into Orion. The system automatically produces a suite of reports to enable local managers to evaluate the effectiveness of their businesses on a daily basis. How each of the management roles ensures the quality of delivery is maintained is set out below: Operational Managers will produce a quarterly QI Plan. These plans provide a framework for quality improvement at the individual, subcontractor and CPA level. The plans ensure that actions are taken to respond to customer feedback, performance variations identified from our reporting systems, monthly stakeholder meetings and internal quality and audit inspections. The QI plan will be independently monitored by our Quality Improvement team ensuring the sharing of best practice on a West London and a national basis. The WLDB, led by the Delivery Director and comprising of Supply Chain Managers (SCMs), Senior Quality Managers, Reed and subcontractor Operations Managers, will manage supply chain performance through monthly reviews of contractual performance against targets, KPIs and quality measures across the CPA. The board will be accountable for the overall continuous improvement model which is delivered through our operational teams using structured QI plans. These are owned by the local operations teams across the supply chain and are used to drive the quality of delivery, manage service levels and improve performance.
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.3 (continued) Our central Supply Chain Management Team (SCMT), working with our strategic partner Capita, has developed new tools and approaches and will provide technical advice and support to maximise our supply chain delivery in the following ways: Collation and analysis of service delivery performance data to inform the risk management framework across our supply chain; Maintenance of an online portal and performance dashboard for subcontractors to monitor and manage their own performance against agreed standards and KPIs; Monitoring of subcontractors in line with DWP Code of Conduct and Merlin Standard to ensure they are compliant with required contracts, standards and processes; and Publication of performance data to provide performance improvement suggestions. These tools and approaches will enable the Delivery Director and Supply Chain Manager to manage the performance of end-to-end and specialist subcontractors. Our approach to performance improvement The Delivery Director will be accountable for performance improvement across the CPA, supported by supply chain managers, and delivered through local operational teams. We will use our established Performance Management (PM) System which provides a clear framework for our supply chain to manage the quality of delivery. We have developed our performance management system to drive up performance and consistency of delivery. For example, in 2009 Reed's Pathways South London feedback identified that customers would benefit from a wider range of training options. We responded by increasing the range of routeway training available which increased the number of customers moving into sustained work by 76% on the previous quarter. The PM System will enable operations teams to focus on delivering high quality services and provide consistent information to identify and address any under-performance. Our Supply Chain Managers have a key role in reducing the risk of under-performance and will work with subcontractors to drive continuous improvement, and will: Use the three key metrics to benchmark performance at local, CPA and national levels and determine a monthly risk rating for each subcontractor; Instigate tighter monitoring and management for subcontractors flagged as high risk; Have a presence at the monthly Delivery Board meetings where they will support the Delivery Director to drive performance by sharing of best practice; and Provide a detailed audit process for subcontractors to follow every six months. They will produce a risk rating report and communicative corrective action plans. The report will be reviewed by the Work Programme Board and WLDB. How our supply chain will act on findings Through our WLDB structure, performance, customer EoS and stakeholder feedback will be a standing item on the agenda of all monthly meetings. The Reed Supply Chain will use these meetings to agree specific areas for action. Agreed actions will be formally documented setting out clear accountability, measures of success and timescales for achieving. Where actions have an impact on the whole supply chain, such as process changes, these will be managed through a formal change management system. All subcontractors will be required to provide electronic confirmation that the communication/action has been rolled out across their business units. This will ensure that their is clarity of understanding and that consistent standards of delivery are maintained. This approach has proven to be successful for sharing best practice, developing the best solutions and delivers demonstrable improvements as shown below: Case Study 1 - focusing resources: Reed's pan-London Employer Services team responded to the general decline in recruitment by refocusing business development on the hidden job market, and 'recession proof' employers, such as Servest and Caterplus
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.3 (continued) 266 customers with these two employers alone and achieved a 85% retention rate. For the Work Programme (WP): Operations Managers will be responsible for continuous improvement within their organisation through stretching staff performance expectations. Subcontractors will be supported by a CPA-wide QI Plan that draws on individual plans and will be maintained by the SCMT and agreed by the Work Programme Board. Case Study 2 - improving subcontractor performance: Reed data showed that our Pathways self-employment subcontractor in London was not meeting a number of targets. Our Commercial Manager worked with them to establish more suitable referral criteria, reviewed how their Advisers worked on our sites (including length of time and location) and worked to increase the exchange of accurate management information. These activities contributed to increase job-entry rates from 12% to 40% across London. For the Work Programme: SCMs will be responsible for driving performance across the supply chain. They will provide tools and advice to enable managers to more effectively use caseload analysis reviews or evaluate the effectiveness of their specialist provision. Managing any under performance: As described earlier, the SCMT will work constructively with subcontractors to rectify any under performance. Where subcontractors continue to fall below minimum service standards after supportive remedial action, we will mandate the use of Reed's methodologies and tools (such as our effective Diagnostics Tool) to address any weaknesses within the individual subcontractor's provision. Where subcontractors still pose an unacceptable risk after three consecutive months, we will implement our escalation process as follows: The SCM will submit details of the risk to the Director of Supply Chain Management, with a recommendation of either a Minor or Major Breach Notification; If the recommendation is approved, the SCM will conduct a review meeting to discuss the issue and raise either a Minor or Major Breach Notification; If a Minor Breach Notification is issued, the SCM will implement tighter monitoring and management until the performance issue is resolved; and If a Major Breach Notification is issued, we will consult with DWP about contract termination. Where the decision is to terminate, a termination notice letter will be sent. How we will resolve issues in the supply chain As part of ongoing monitoring and management across the supply chain we will use an issue resolution process that is designed to resolve issues quickly, transparently and provide a clear rationale for the decision to all parties. This will be led by the Delivery Director, supported by the SCM. Our issue resolution process is compliant with the DWP Code of Conduct and Merlin Standard as follows: 1. For all subcontractor disputes raised with their assigned SCM we will meet with the subcontractor to resolve the dispute, involving relevant staff if needed. Resolution targets will be within one week. 2. If unresolved the dispute will be escalated to Reed's Director of Supply Chain Management. They will involve management from relevant organisations and WP Board Directors as required. Resolution targets will be within two weeks of referral. 3. If a dispute cannot be resolved we will offer mediation through an arbitrator appointed by the chairman of the London region of the Chartered Institute of Arbitrators. The SCM will capture learning points from the dispute resolution process and any remedial actions on West London and subcontractor QI plans. These will then inform future supply chain management methodologies to prevent reoccurrence of the dispute. As the prime contractor, Reed has designed and developed a performance management process based on best practice. This will ensure our supply chain can deliver high quality provision consistently and highlight issues arising as a result of underperformance. We will take immediate actions to address and resolve issues, therefore maintaining high performance across the supply chain for the32 - duration of the Work Programme.
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RESTRICTED COMMERCIAL IN CONFIDENCE [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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RESTRICTED COMMERCIAL IN CONFIDENCE 5.4, West London contains areas of deprivation and areas of high unemployment that are often side by side with areas of affluence. For example, Harlesden in Brent and Notting Hill in Kensington & Chelsea. These deprived areas contain the most economically and socially excluded residents who are characterised by low education, high levels of worklessness and health-related problems. Our delivery locations reflect the need to address this diversity and support areas of deprivation. The REED Supply Chain will deliver the Work Programme from 27 key delivery locations supported by 13 confirmed outreach sites. We will add additional outreach sites during the life of the contract as our delivery responds to emerging customer and CPA needs. 23 of our key locations are currently operational and ready to deliver the Work Programme. Our four new premises will be ready for delivery by the 1st of June 2011. These locations have been chosen to ensure full geographical coverage of provision, are DDA-compliant and offer specialist services within easy reach. They are located in or near deprived areas of West London such as Edmonton, South Tottenham and White City with good access to bus, rail and underground links. To determine our property approach we first engaged with local stakeholders such as London Councils, West London Working, Kensington and Chelsea Council, Haringey Council, Jobcentre Plus (JCP) and employer networks who stressed the importance of: Understanding the inter-connected nature of the London labour market and the need for an integrated approach across and between individual areas in West London; Premises being located close to public services to provide customers with access to a range of support such as skills, childcare and financial management and debt advice; Premises being located close to transport routes and JCP offices; and Premises located close to employment hotspots such as Heathrow, Park Royal and sub-regional town centres to provide customers access to jobs. We then considered three further factors that we know influence premises decisions: 1. Customer needs: We used published research such as Learning from experience (Reed, 2010), discussions with specialist organisations (such as St Mungo's, Urban Futures and Nacro) and customer focus groups in Brent, Haringey and Ealing to identify the premises needs of West London customers. As a result we know that: Disadvantaged groups such as the low skilled (employment rate of 40%, Nomis) require access to professional training facilities; 26% of customers live in the most deprived communities of West London such as Northumberland Park, Kilburn, Golborne, Tooting and Churchill; Customers value bright and welcoming premises with professional staff with good local knowledge and facilities for effective job search (including private rooms to telephone employers); and All Londoners live within 400 metres of public transport links (TfL) so premises can be close to their communities and close to a bus, train or underground route. 2. Customer demographics: We mapped indicative volumes at local authority and ward level. We identified that flows are evenly split between the outer and inner London boroughs. We also know there will be significant concentrations at a local level and from the most deprived boroughs. For example, Brent, Islington and Haringey are the most deprived boroughs in West London (IMD, 2007) and will make up 29% of overall flows. 3. Cost effectiveness: To ensure we meet the DWP requirement to mobilise rapidly from contract award and maximise funding on front-line services we recognised the benefits of: Using existing delivery infrastructure across West London; and
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 (continued) Locating our offices where there are concentrations of customers, such as Edmonton, and using the transport links in West London to ensure that all offices are within five minutes of public transport routes. From this information we identified four key requirements in West London that would help us to provide coverage, meet customer needs and deliver value for money services: Premises close to customer concentrations, transport routes, JCP offices, local services and employment hubs; Use community locations where appropriate for initial customer meetings to improve customer access to services; Provide a vibrant and professional environment with comprehensive job search facilities to meet the needs of all customers; and Use existing infrastructure to mobilise quickly and deliver cost effective solutions. We used these criteria to select our key delivery locations and identify alternative solutions where it was not possible to meet any of the criteria. Key delivery locations To apply our key requirements, and ensure full geographic coverage, we divided the West London CPA into five areas. Our key delivery sites and rationale for each is set out below: a) North and North West (Haringey, Enfield and Barnet) This area is large and diverse, many wards suffer from severe deprivation, comparable to inner London areas, while other areas are amongst the wealthiest in England. This inequality, plus shifting demographics, represents a significant challenge for building strong and cohesive communities (DWP 2010). For example, Northumberland Park in Haringey, Edmonton in Enfield and Burnt Oak in Barnet have been identified within the 10% most deprived wards in the country (IDM, 2007). Haringey has a large ethnic minority (BME) population (54%) compared with London (40%) and has been highlighted as the fourth most ethnically diverse district in England & Wales (ONS 2010). How we will achieve full geographical coverage of provision in North & North West: All three of our delivery locations in North and North West meet our coverage key criteria. Customer needs: Our delivery locations are based close to major London transport networks which enable easy access to key provision. For example, Reed's South Tottenham site is based outside of Seven Sisters (Victoria Line) underground station and has capacity to deliver high flow volumes. ProDiverse will deliver 100% of end-to-end provision in Barnet from their office in Oakleigh. 22% of people in the area are qualified below NVQ Level 2, to support customers with skills needs we ensure specialist skills subcontractors like KIS Training and TRC are no more than 30 minutes from our offices. Customer Demographics: Our offices have been positioned in deprived parts of their respective boroughs. This is to ensure the Work Programme reaches all customers including the hardest to help in some of the most closed communities in London. Reed has been delivering in the area since 2000 and has offices in Haringey and Enfield that are well placed to support customers with good access to transport links, local services and employment hubs such as Brimsdown industrial area in Enfield. Cost effectiveness: We are using three existing offices ready to deliver the Work Programme from the 1st June 2011. They have the capacity to support the expected flows plus a further 20% to cope with volume fluctuations. b) West 1 (Hillingdon, Ealing, Hounslow) This outer London area is characterised by areas of high affluence, however there are pockets of worklessness where over 20% of the population are claiming benefits. These are Hanworth (Hounslow), Northolt West End and Norwood Green (Ealing). Hillingdon is
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 (continued) also home to Heathrow Airport, the largest single employment site in the UK that drives the economy in the borough with a high number of employers in the distribution, logistics and hotel sectors. How we will achieve full coverage of provision in West London 1: We will deliver the Work Programme from eight offices, two of which are new, to ensure full coverage across this large geography. All offices meet our selection criteria. Customer Needs: Our offices are close to the major transport hubs of Uxbridge, Acton and Hounslow Central. They are within walking distance of core public services. Reeds main Hounslow office is on the high street. To help customers claim their benefits every fortnight, the average distance to JCP offices from our offices is 0.7miles. Subcontractors Action Acton and Uxbridge College are no more than five minutes from public transport routes. Customer demographics: We will have four offices in Ealing to reflect the large customer numbers (8.4% of CPA flows). Our South Hillingdon site is particularly important due to its proximity to Heathrow Airport and customers in Yeading, Pinkwell and Uxbridge South which will provide nearly 20% of total borough flows. Our delivery experience suggests customers in the north of the borough will travel to our Uxbridge office. However, we will engage with the council to access outreach sites in the north of the borough such as South Ruislip Library and Eastbury Road Day Centre. Cost effectiveness: We are using eight existing offices ready to deliver the Work Programme from the 1st June 2011. They have the capacity to support the expected flows plus a further 20% to cope with volume fluctuations. c) West London 2 (Brent, Hammersmith and Fulham, Harrow) This area is a mixture of outer and inner London boroughs. There are significant areas of deprivation in Brent and Hammersmith and Fulham where 13 neighbourhoods, including Harlesden and White City, are amongst the most deprived in the country. There are a high number of BME customers, for example areas in Brent such as Chalkhill and Church End have a high proportion of Somali residents. We know from experience that these customers traditionally resist travelling beyond their local communities. How we will achieve full coverage of provision in West London 2: Our three delivery locations in West 2 meet our coverage criteria. Customer needs: Our offices are located within 500m of mainline and underground rail stations. They are also served by main bus routes that make them accessible to all customers across the boroughs. These include 258 to Bushey (Harrow) and 224 to Wembley. Our offices are also located close to key specialist subcontractors such as Blue Sky (Brent) and Red Kite (Hammersmith). Urban Futures, who will deliver all end-to-end provision in Hammersmith & Fulham, are located within easy reach for customers in two of the most deprived wards in the borough College Park & Old Oak and Wormholt & White City and within ten minutes of the major transport hub of Shepherds Bush. Customer demographics: 50% of the areas' flows will come from Brent so we have a single large office in Harlesden within five minutes walk of Willesden Junction station and a mile from Harlesden Jobcentre. Our Harrow site is located in Wealdstone where 19% of the population are claiming benefits and is easily accessible from the rest of the borough. Cost effectiveness: We are using two existing offices ready to deliver the Work Programme from the 1st June 2011. They have the capacity to support the expected flows plus a further 20% to cope with volume fluctuations. d) Central (Camden, Islington, Westminster and Kensington and Chelsea) This area consists of four inner London boroughs with the largest proportion of flows coming from Islington (9.2%) and Camden (7.3%). Kensington and Chelsea and Westminster are characterised by areas of affluence and multiple deprivation, often sideby-side. For example, Golbourne, St Charles and Notting Barns are very close to Queens
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.4 (continued) Gate. Despite the large number of employers and jobs in this area (e.g. 50% of West London jobs are in this region (ONS, 2008) the unemployment rate remains high (9%). How we will achieve full geographical coverage of provision in Central: We will use a combination of permanent delivery and outreach sites that meet our criteria. Customer needs: All customers have full access to multiple travel options throughout this area, for example there are 33 underground stations. All offices provide a full range of facilities which support and encourage customers to take advantage of job opportunities. Customer demographic: To support the 13,223 customers from this area we have 13 premises. A large central office will be located in Kings Cross for customers in both Camden and Islington. The Royal Borough of Kensington & Chelsea provide full end-toend services for its residents from eight permanent location and 11 outreach sites in areas such as St Charles, Golborne and Earl's Court. Vital Regen will deliver 100% of end-toend delivery in Westminster from their two offices in Queens Park and Church Street and two outreach sites also in the Church Street area. Cost effectiveness: We are using 11 existing offices ready to deliver the Work Programme from the 1st June 2011. They have the capacity to support the expected flows plus a further 20% to cope with volume fluctuations. e) South and South West London (Wandsworth, Kingston, Richmond) This area has only 10% of total flows, this reflects the relatively wealthy and high-skilled population across the boroughs. 65% of the flows in the sub-region will live in Wandsworth, primarily in Latchmere, Queenstown, Tooting and Roehampton. How we will achieve full coverage of provision in South and South West London: All our delivery locations in South and South West London meet our coverage criteria. Customer needs: This area will be delivered fully by Twin Training which has four existing premises in key locations. Two offices are in Kingston town centre which has been rated highly for public transport access (TfL, 2008) and a two minute walk from the local JCP office. The Wandsworth office is five minutes from the JCP office whilst the Richmond site is ten minutes from Chatsworth House JCP. Customer demographics: The central location of the Kingston offices allow access to customers from across the borough. The Wandsworth office is also centrally located to allow access to customers from all deprived areas in the borough (Roehamtpon in the west, Latchmere in the east and Tooting in the south). The Wandsworth site is particularly important to source vacancies from the Nine Elms regeneration initiative which could see up to 25,000 new jobs once complete. Cost effectiveness: We are using four existing offices ready to deliver the Work Programme from the 1st June 2011. They have the capacity to support the expected flows plus a further 20% to cope with volume fluctuations. All key locations have high standard PCs (and PC magnifiers where required) with free internet access, printers, telephones, faxes, newspapers, toilets (including disabled), seating areas, large training rooms, highly visible job vacancy boards, private interview rooms, drinks, waiting areas, adjustable desks, large print information and interpreters and translators (where required). All of our offices are a maximum of ten minutes walk from public transport to provide access to all customers in West London. Our locations reflect the need to support the diversity of West London and address areas of deprivation. All locations will be ready to deliver, ensure full geographic coverage and are located in the heart of the communities served. Each office also has the capacity to manage fluctuations in customer flows and the flexibility to respond to changes in customer need and Work Programme design.
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RESTRICTED COMMERCIAL IN CONFIDENCE [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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RESTRICTED COMMERCIAL IN CONFIDENCE 5.5, Reed has 12 years experience of delivering and exceeding performance targets across of range of contracts with large and fluctuating volumes. We know from this experience that over the life of the contract, market shift and economic factors will impact on referral volumes. To strengthen our ability to manage potential changes, our strategic partnership with Capita provides a unique proposition that combines our delivery experience with their supply chain expertise. For the Work Programme we have identified three types of change that are most likely to occur: changes in volumes, changes in customer mix and their needs, and changes in the distribution of customers across West London. We will maintain service delivery in the event of fluctuating numbers through a robust change management approach: Monitoring change As the prime contractor we will monitor and assess likely change through: MI analysis: We will analyse referral predictions from JCP and compare to actual flows over three months to predict the actual number of programme starts for the next quarter. We will also track referrals over a rolling six month period and use the data to produce monthly forecasts at delivery site and CPA levels. Labour market scanning: We will analyse labour market information on a monthly basis to identify the impact of economic conditions on outcomes. Statistical data will be sourced from the Office for National Statistics, DWP, Jobcentre Plus and our own commissioned reports. Tracked information will include: trends through organisations like the Greater London Authority and the London Skills & Employment Board, employer views through our local employer forums and growth sectors such as business services and retail (London Statement of Skills Priority, 2011-12). Policy analysis: We will use the Work Programme Board to engage with DWP throughout the life of the contract to understand upcoming changes in the welfare regime such as the introduction of Universal Credit and to give feedback to policy makers on how this will effect the delivery of the Work Programme. We will share this knowledge with the supply chain via our Delivery Directors on a regular basis. Effective stakeholder relationships: We will work with local and CPA-wide stakeholders including employers and employer bodies, such as West London Business and North London Chamber of Commerce to identify upcoming growth sectors, current skills gaps and to validate how national or regional trends are likely to impact the local labour market. Impact of change Discussions with our Supply Chain have identified four key factors that will be impacted most where flows fluctuate significantly or customer groups change. Staffing: Optimum resources will need to be re-calculated and forecast based on the latest assumptions, for the immediate quarter and over the life of the contract. Skills: Changes to customer group flows may require staff skills development to understand particular customer needs (e.g. condition management for customers with health conditions). Changes to the welfare regime (e.g. the introduction of Universal Credit) will require additional training so customer-facing staff can provide the most up to date information and advice to customers. Premises: If volumes fluctuate above the 20% we have allowed for, we will need to identify short-term and new premises. For this we will use the infrastructure of Reed Group which has 31 premises in West London. Funding: Changes may impact on cash flow or working capital requirements assumptions if volumes fluctuate significantly or payment terms for new groups are different. Managing change where flows increase To ensure we maintain service delivery (including minimum performance levels) and manage expanding/contracting business, we will respond to changes as follows: Increase employer engagement capacity: Through expert staff seconded from Reed
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.5 (continued) Specialist Recruitment to our dedicated employer services teams. We will also use Reed branches to increase employer contact where we require a rapid new set up. Increase staffing: Through our Outsourced Recruitment Model which we will make available to all providers. This model has the capacity to recruit up to 400 staff in a tenweek period. We will also redeploy staff to different sites if flows increase in the short-term and recruit temporary staff through Reed Specialist Recruitment or other temporary agencies to provide additional resources if sufficient staff cannot be transferred from local or national resources. Increase supply chain flexibility: Through identifying spare capacity at our monthly CPA Delivery Board, analysing flows provided by our dedicated MI team and planning movement of staff and/or customer flows between offices and providers. Add premises: Through sourcing additional space with local partners or the network of Reed Group branches where existing capacity does not exist in our supply chain. Where long-term flows identify a particular capacity or geographical need, we will use Reeds dedicated property department to open new premises. Alter the supply chain: Through new subcontractors and partners where no extra capacity exists in our supply chain. The Supply Chain Management Team (SCMT) will maintain a list of reserve providers, refreshed every six months, and will liaise with DWP to engage and mobilise preferred organisations in line with the Merlin Standard. Managing change where flows decrease Adapt interventions: By dedicating extra Employment Adviser time to additional and longer one-to-one sessions and extra in-work support. This will provide increased focus on the needs of those furthest from the labour market to maintain job outcomes and improve the employability rates of the most vulnerable and hardest to help groups. Decrease staffing: By re-deploying staff elsewhere in the business. Where no redeployment options or transfers are available we will reduce staff through natural wastage with redundancy being a last option. Alter the supply chain: By working with our supply chain to identify potential efficiencies to ensure continued performance and viability of the contract for a decrease in flows by more than 20%. We will remove organisations from the supply chain as a last option. Our SCMT will liaise with DWP and remove organisations in line with the Merlin Standard. Managing change where regime changes or customer/employer needs change Up-skill existing staff: Our HR and Training teams will develop short courses addressing specific up-skilling needs such as training on the new Universal Credit, and supporting workless households which can be used across the whole supply chain. Increase staffing: If the required skills need to be recruited into the supply chain, our subcontractors will use our Outsourced Recruitment Process to source staff with the required skills and expertise to meet the new contractual or customer needs. Adapt interventions: We will update our interventions to reflect any changes in need. For example, we work closely with employers such as Chubb Security and European Wellcare to keep our routeways training relevant to their recruitment requirements. Alter the supply chain: If there is no expertise in the supply chain to meet new needs we will liaise with DWP to add organisations to the supply chain from our lists of reserve providers in line with the Merlin Standard. Reed has direct experience of managing fluctuating volumes through the delivery of our Employment Zone and Pathways contracts. With the support of our strategic partner Capita we have methodologies in place to enable us to identify changes before they occur. This will allow our supply chain to take appropriate action to ensure our delivery strategy adjusts accordingly and resources are re-allocated to prevent service disruption.

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RESTRICTED COMMERCIAL IN CONFIDENCE

[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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RESTRICTED COMMERCIAL IN CONFIDENCE 5.6, As the prime contractor we will use our Quality Improvement (QI) framework to monitor and manage the improvement of providers and ensure we are meeting the needs of all customers. The framework is underpinned by an improvement plan that will define the quality standards and metrics to measure it, embed these in service level agreements (SLAs), monitor and review on a regular basis and provide early intervention when the customer experience falls below our standards.This plan will be used by all operational teams to drive continual improvement in the quality of their provision and to ensure we meet the needs of individual customers. We know from focus groups in Brent, Haringey and Ealing that customers most value: Advisers who provide a professional and responsive customer-focused approach and can quickly identify the right package of solutions for each individuals needs; Advisers who listen and treat customers with respect, understanding and empathy; Specialist support agreed in partnership between customers and their Adviser; The opportunity to secure a job that best matches their skill set and experience; and Help to understand the programme and support options through a variety of services, for example through an interpreter, reading aloud or large format print. Individual delivery office improvement plans will measure these specific customer factors, as well as our overall minimum standards, and will be managed by the local Operations Managers who will be accountable for measuring the effectiveness of their delivery. These will feed into our overall CPA QI plan. To ensure supply chain consistency, the West London Delivery Board (WLDB) evaluate and monitor the quality of all areas of our provision at its monthly meetings. This will be based on information from: Feedback from customers Evaluations of Service (EoS): Customers will be invited to provide feedback on the quality of our delivery through a formal EoS process. Using a standard set of questions, we will sample all customer groups at various stages of their time on the programme to assess how interventions are helping to address customer needs including: First impressions of the programme and the quality of induction material provided; Support received from Advisers, including their professionalism and empathy; Quality and effectiveness of employability and skills training; and Facilities, including job search areas, access to vacancies and IT services. Online questionnaires: Customers will be invited to complete our online questionnaire to provide feedback (anonymous if they choose) on Adviser and Trainer effectiveness to assess the impact of our weekly interventions. Daily customer feedback: Direct feedback to any front-line staff will be logged and passed to the Operations Manager (OM). The feedback will be reviewed at morning "kick-off" meetings to ensure we respond quickly to immediate local service improvements. Statistical information (management information) The reporting tool in our Orion management information system will provide standard information on areas such as the percentage of customers seen on time, the range of specialist provision accessed, qualifications achieved and job outcomes so we can evaluate both quality and consistency across the supply chain. Stakeholder feedback (community forums) We will hold quarterly forums, including a sample of customers, to discuss the quality and effectiveness of our provision in meeting customer needs. This will be used as the platform to identify service design issues and link the provision more effectively to other local services. They will be hosted by an independent chair and attended by local provider managers, JCP, employers and local authorities. Recommendations will be minuted and sent to the Director to respond to as part of their management board accountabilities. How we will evaluate and monitor the quality of provision To ensure that the needs of individual customers are met, feedback received at all three levels will be analysed across by the WLDB. This will ensure any emerging systemic
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RESTRICTED COMMERCIAL IN CONFIDENCE 5.6 (continued) issues are identified early and dealt with. Feedback information will be supplemented by six monthly audit inspections which each subcontractor is contracted to carry out. The range of information will be used to produce a set of SMART actions for inclusion in the QI action plan. This will be owned by the Operations Manager and reviewed by the WLDB. To manage the improvements, our supply chain managers will track progress against the QI plans at regular meetings with providers and support them through advice and guidance, accessing additional resources or linking them into other prime contractor services. The QI plan will be displayed in all offices, along with the results of how we are performing against our minimum service and overall customer satisfaction levels. How we will manage and action customer complaints Customers across our supply chain will be advised of our service standards and complaints procedure at induction. In line with DWP's Customer Charter, we will ensure that customers receive the right service and help on time, each time. Where a customer has a complaint about the service they have received from any provider, or member of staff, it will be resolved and recorded by our complaints procedure, as follows: Customers will be invited to share issues and complaints with their Adviser as soon as they arise, and these will be captured on Orion. Where possible, Advisers will address issues immediately in order to ensure quick resolution and to protect the Advisercustomer relationship by avoiding the need to escalate the complaint to manager level; Where issues cannot be resolved by an Adviser, the complaint will be passed to a BM. This will happen immediately through a warm handover, or in writing within 24 hours. The BM will investigate the complaint and confirm the findings in writing to the customer, within a target of five working days. The outcome will be captured on Orion; If the customer remains unhappy, the complaint will be escalated to the Delivery Director who will investigate further and provide written feedback within ten working days; and Certain forms of complaint requiring urgent attention (e.g. bullying or harassment) will be escalated to the subcontractors human resources functions for immediate action. The customer will be contacted within 24 hours of registering the complaint to set out the proposed remedial action. We will action the findings of complaints as follows: Feedback from customers: Our experience shows that 40% of customer feedback relates to their Adviser or Trainer. Immediate resolutions to address staff feedback (eg. quality of advice) will be achieved through one-to-one coaching by BMs and refresher sessions at team meetings. All staff will be required to sign to confirm their understanding. Feedback from information systems: Our reporting systems allow us to compare the quality of service at individual, provider and CPA level and monitor the parity of outcomes across customer groups. Where an issue affects a particular provider (e.g. not using specialist partners), the Director and Supply Chain Managers will agree an action plan with the operational managers which will be reviewed weekly until the issue is resolved. Feedback from stakeholders: Where independent feedback from stakeholders shows an issue across the CPA (e.g. shortage of skills training for a growth sector) the delivery board will work direct supply chain resources to develop a solution. This action will be included in the time-bound QI action plan. We will produce a six monthly quality report which we will be shared with customers and partners to inform future service delivery improvements. Our monitoring systems and QI plan will ensure we monitor, evaluate and respond to issues and feedback without any negative impact on performance. This ensures service quality remains high and drives continuous improvement to add value to our customers as indicated by customer satisfaction ratings of over 80% on our London programmes.
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RESTRICTED COMMERCIAL IN CONFIDENCE

PART 6:

RESOURCES

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

Redacted

[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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RESTRICTED COMMERCIAL IN CONFIDENCE 6.2a, The REED Supply Chain recognises the application of TUPE to staff currently engaged in the delivery of services to be replaced by the Work Programme (WP). As a responsible prime contractor we will work collaboratively with supply chain partners to provide expert resources and advice to support those who may not have in-depth experience of TUPE, and ensure that transferees are effectively and rapidly redeployed and integrated into WP delivery. Our subcontractor selection process and initial modelling of TUPE data has already ascertained supply chain partners TUPE capability, the likely TUPE impact given the supply chain partners current staffing and proposed delivery volumes. We have therefore allocated a Reed HR Business Partner from our CIPDqualified, TUPE-trained team who will oversee the TUPE transfer process in West London supported by our central HR team, in-house employment lawyers, screening and vetting teams, and induction training teams. Our highly supportive model will be underpinned by contractual requirements for our supply chain partners. We will require that they: Recognise the application of TUPE from existing contractors to them in respect of the services delivered and geographies covered; Adopt our detailed TUPE transfer plan as detailed below; Appoint and make available a named contact as their principle lead on TUPE issues; Comply with the Fair Deal and have an appropriate pension solution in place, or join the Prudential Platinum scheme with our support, should due diligence reveal this is necessary; Demonstrate the Cabinet Office: Principles of Good Employment Practice in the terms and conditions they offer to transferring and newly recruited staff and the training and qualifications they provide; and Comply with the HMG Baseline Personnel Security Standard. Our ten step plan for managing the TUPE transfer process is as follows 1. Upon notification of preferred bidder status, the Reed HR Business Partner, will: Contact their equivalent at the other successful prime contractors in West London to establish a clear, fair and agreed rationale for which categories of outgoing subcontractor employees covered by TUPE will go to which prime and their supply chain partners; Obtain from TUPE contacts at outgoing subcontractors (under appropriate non disclosure agreements): job descriptions, policies, terms and conditions information, indicative anonymous employee data by role and location and agree a joint TUPE transfer model; and Hold conference calls and meetings with nominated TUPE coordinators across our supply chain to outline the transfer principles agreed with other successful primes and our modelling of where and to whom outgoing subcontractor staff will transfer. 2. The Reed HR Business Partner will distribute information packs comprising the relevant due diligence information obtained from outgoing subcontractors to the named TUPE coordinators in each supply chain partner (and to Reeds in-house employment lawyers when transfers are to Reed) for them to conduct due diligence. 3. The Reed HR Business Partner will ensure that supply chain partners (including Reed where acting as an end-to-end delivery organisation ourselves) arrange with outgoing subcontractor contacts, consultation meetings as follows for staff affected by the possible transfer to Reed supply chain partners: First meeting with elected employee/union representatives to commence consultation with a view to reaching agreement on measures being contemplated; A meeting for all transferring staff with TUPE coordinator from the relevant supply chain partner and operational management to introduce their potential new employer, our delivery model and explain the mechanics of TUPE; and One-to-one consultation meetings with all affected employees from outgoing - 45 71209642.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 6.2a (continued) subcontractors in order to commence job-matching processes. 4. Following completion of TUPE due diligence and with further job matching information obtained at one-to-one meetings, the Reed HR Business Partner will ensure supply chain partners (including Reed as an end-to-end deliverer) compile a draft measures document for staff transferring to the REED Supply Chain. All draft measures documents will be subject to review by the Reed HR Business Partner and will be communicated in writing to elected employee/union representatives of affected employees. A further consultation meeting will be arranged, during which representations made by the employee representatives will be noted and responded to as necessary with a view to reaching agreement. This document will cover our regulation 13 duties as follows: Advise of the date of transfer and our view of why it is occurring; How the transferring staff will be integrated and managed within the Reed and supply chain resource plan, and what training and support will be provided; Where there are variation clauses within the contracts of employment how (if at all) we will be exercising these to align these contracts as closely as possible with the organisations standard terms and conditions; and What (if any) roles we do not initially consider can be readily integrated, and will as a consequence be subject to ETO related redundancy consultation following transfer, and what our initial redeployment plans for staff affected in this way would be. 5. Following consultation and agreement on the draft measures, Reed and our supply chain partners will write to all transferring employees detailing the measures envisaged, including individual communications for those whose roles may be subject to ETO related redundancy consultation following the transfer. This letter will also confirm for individuals where and when they should attend on the transfer date and to whom they should report. 6. Following confirmation of measures, the Reed HR Business Partner will write briefing notes for Reed line management on managing the different terms and conditions for incoming transferees, using our standard formats. These will be provided to supply chain partners to assist them with this activity. 7. On the date of transfer welcome events will be planned for each location to formally and positively welcome those staff transferring. This will enable each new team to gel and understand each others expertise. 8. As advised in the agreed measures documentation the Reed HR Business Partner and nominated TUPE representatives in each supply chain partner will commence any necessary ETO related redundancy consultations with affected transferring employees in West London, seeking wherever possible to redeploy transferring staff into roles within the resource plan for the CPA. 9. Immediately following transfer, TUPE transferees will be notified of their individual induction schedule, which will equip them as rapidly as possible with the training they will need to perform at our expected levels. We will put all TUPE'd staff through the intensive Reed Induction Training programme where these staff are transferring to us, and will ensure that where staff are TUPE transferring into our supply chain partners, an equivalent quality induction programme is in place which these staff will attend. 10. Staff transferred under TUPE to the REED Supply Chain where possible will be made an attractive offer to join the relevant organisations' standard terms and conditions of employment. There will be no requirement for them to do so; however our experience indicates that most will. This is advantageous to the employer in terms of administrative efficiency and managerial ease. Our tried and tested model and the support of expert HR and legal resources for the supply chain in implementing this will result in a smooth and seamless TUPE transfer process ensuring the rapid and effective transition of expert, experienced staff enabling the step-change in performance that the Work Programme requires.
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RESTRICTED COMMERCIAL IN CONFIDENCE [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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RESTRICTED COMMERCIAL IN CONFIDENCE 6.2b, Reed recognises the application of TUPE to staff currently engaged in the delivery of services to be replaced by the Work Programme. As a responsible prime contractor for West London we will leverage Reeds extensive experience of managing TUPE transfers between organisations to support our supply chain in this process. Over the past five years, Reed as prime provider has facilitated transfers for 596 staff with 391 successfully being deployed into new employers as detailed in the table below: Programme: Transferees Potential: Actual: Business Link Yorkshire 400 271 Skills Yorkshire 53 18 Four Pathways contracts 52 33 London Brokerage 54 39 Two JCP Support Contracts 20 20 In addition our Tier 1 subcontractors bring experience of TUPE transfers to Work Programme implementation. For example, Urban Futures transferred 40 people under TUPE when they were first created in 2001. All of our subcontractors have HR and Operations staff who are experienced in TUPE transfers. This includes Vital Regen, whose senior management has recent experience of TUPE after leading a merger of two providers and the implementation of Pathways to Work in central London. We know that it is essential for HR staff to meet with affected employees as quickly as possible in order to provide reassurance and relevant information regarding the transfer process. This will be especially critical for the Work Programme given the challenging implementation timescales. Lessons learned from the implementation of TUPE transfers for Pathways contracts showed that delays were caused by the length of time taken to establish effective contact with HR and managerial staff in some outgoing subcontractors. Critical success factors that we have therefore built into our TUPE transfer process: Identify one expert HR individual from Reed to oversee the entire supply chain resource and TUPE plan and to negotiate with all the parties concerned; Contact the right people in outgoing and incoming supply chains at the earliest possible opportunity following contract award; and Clear diary time for the communications and consultation required with outgoing and incoming supply chain partners. Following transfer, our experience indicates that early identification with their new team and integration into their new employers working culture are key to ensuring long-term success. We will achieve this in two principal ways: Mandatory attendance at a supply chain partner induction programme for all transferring employees. Transferees will join other new and experienced staff in a thorough set of training, coaching and e-learning activities, quality assured to Reed standards, to firmly establish the minimum service levels we have described; and Supply chain HR staff will brief all line managers on the integration of teams and the differing terms and conditions of transferring employees. The extensive experience and expertise within the REED Supply Chain in West London and our clear strategy for transfers based upon lessons learnt from this experience will ensure a seamless transition for transferring staff in this CPA.

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RESTRICTED COMMERCIAL IN CONFIDENCE

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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RESTRICTED COMMERCIAL IN CONFIDENCE 7.1, The REED Supply Chain brings an established network of stakeholders to help deliver all elements of the Work Programme and achieve a step change in performance. These relationships have been built from over 12 years experience. In developing our stakeholder strategy, we mapped the provision landscape, reviewed strategic drivers, identified key decision makers and used existing networks to access the right people. This ensures we bring the required stakeholder relationships at the strategic, delivery, and community levels. Our relationships are underpinned by a commitment to promote the benefits of joint working. This will be achieved through three approaches described below. How we will engage with stakeholders REED as the prime contractor will be accountable for the overall stakeholder engagement strategy. We have developed a stakeholder database which we will share with our supply chain to ensure a coordinated approach. This contains key contacts, lead relationships, agreed actions and success measures and ensure our stakeholder engagement adds value to our delivery proposal and avoids duplication. Nominated supply chain representatives will take a lead role on working with established stakeholders such as the London Skills & Employment Board, local strategic partnerships, GP consortia, Jobcentre Plus and local voluntary and community networks. Our Delivery Director will establish and chair a quarterly CPA stakeholder forum. This will be an open invite to stakeholders across West London to discuss progress with the Delivery Board and our strategic partners Tomorrow's People, Disability Works, The Prince's Trust and senior representatives from our supply chain. It will set and review targets that measure the wider impact of our services, such as reductions in the number of hardest to help, progress in tackling child poverty levels and workless households and increases in the skill level of residents. This information will be shared with existing stakeholder groups to shape ongoing policy and delivery responsibilities. Minutes and agreed actions will be published. The quarterly forum approach will be mirrored with similar community forums across key areas of the CPA. Tomorrow's People will coordinate these using existing networks to engage the widest range of community stakeholder organisations. Lead supply chain representatives will share feedback from the community level with the Delivery Board. How we will ensure effective ongoing relationships In preparation for the Work Programme we engaged many key stakeholders and identified the following priorities to deliver integrated services: Strategic priorities: How we will engage with the London Employment & Skills Board, sub-regional strategic partnerships and the Greater London Authority to link employment and skills, ensure customers benefit from local jobs, access ESF funding and target resources at the most disadvantaged customers in West London; Delivery priorities: Working with local authorities, NHS, housing associations and JCP to access the most deprived communities, support the hardest to help (such as homeless customers and ex-offenders) and engage with local employers; and Community priorities: Engage with local and voluntary organisations to provide engagement and specialist support for hardest to help customers living in the most deprived communities such as Northumberland Park and Norwood Green. To effectively coordinate and deliver these priorities we have identified lead roles within our supply chain at the strategic, delivery and community levels as set out below. Strategic priorities: Reed will be the stakeholder lead for this priority because we are accountable for delivering integrated service solutions. A key part of this is effective employer engagement and Reed brings 50 years' experience of meeting employer needs to this agenda. We have identified key strategic bodies we will work with to link employment and skills, access local jobs and support the most disadvantaged customers.
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RESTRICTED COMMERCIAL IN CONFIDENCE 7.1 (continued) London Skills & Employment Board (LSEB): ensures skills provision meets the needs of Londoners and employers. It will become the London Enterprise Partnership (LEP) in late 2011. We will work with them to ensure progression pathways link to employer needs and to influence skills policy and investment in skills programmes. Sub-regional strategic partnerships: includes West London Alliance, Central London Forward and North London Strategic Alliance. We will work with them because they prioritise the impact of economic development on local communities and worklessness. They will also identify regeneration initiatives that provide opportunities for customers. Greater London Authority (GLA)/Mayors Office: The GLA will take over the responsibilities of the London Development Agency (LDA) from 2011. We will work with them to influence the commissioning of ESF programmes to provide customers with the skills to succeed in work and support the hardest to help. The supply chain will achieve its strategic priorities through the following actions: Reed Chief Executive, Redacted, is a Board member of the LSEB. He is well placed to share learning, inform skills and employment policy. He will encourage funding to be directed to WP customers and ensure delivery meets employer needs. We fully support the work of the London Observatory and the LDA's provider 'asks'. The Delivery Director will lead on engagement with all three sub-regional strategic bodies, building on the links the supply chain has such as Urban Futures' work with Redactedof the North London Strategic Alliance. They will share performance data and customer needs to inform our contribution to sub-regional targets. We will work with them to develop new employer routeways and access new regeneration jobs; and Reed Operations Director, Redacted, will engage with the GLA. He will provide performance and service data on our achievements every quarter. This data will be used to identify issues that will contribute to future policy decisions such as funding for ESoL training and community projects in the most deprived areas of West London. We will also support the West London Alliances prime provider 'asks'. Delivery priorities: Reed will be the stakeholder lead for this priority as the prime contractor accountable for the overall performance of the contract. We have identified four priorities that will provide better services and deliver a step change in performance: Local authorities: Our conversations with Redactedat London Councils have identified that 95% of London Boroughs want strategic influence on the Work Programme. We will work with them to provide additional services for customers such as adult education services, childcare advice and debt advice services. They will also help us to identify and engage with regeneration bodies to gain access to new employment opportunities e.g. Wembley City and Battersea power station. Health authorities: We will link with Primary Care Trusts (and GP consortia such as the Brent GP Federation). We will work with them because they provide the health support our customers will need to find sustainable work. They will also provide expertise to employers concerned about the risks of employing people with health conditions, along with any workplace adjustment funding. Our engagement will be strengthened by our strategic partner Disability Works, and specialist providers Camden Society and Hillside Clubhouse who have strong ties with these organisations. Housing associations: We will engage with these through our supply chain links with umbrella organisation Homeless Link. We will work with them to ensure our delivery reaches the most deprived areas and to support customers as housing benefit reforms impact the cost of rent in the capital, particularly inner London areas. Jobcentre Plus (JCP): a key partner with strong local employer links and over 14,800 local vacancies (Nomis 2010). They have a key role to play in developing flexible work options for the most disadvantaged. We will work with them to develop new routes to work for customers such as carers, ex-HM Forces and the homeless.
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RESTRICTED COMMERCIAL IN CONFIDENCE 7.1 (continued) The REED Supply Chain will achieve its delivery priorities to support the hardest to help, engage with employers and access deprived communities through the following actions: Kensington & Chelsea Council will lead on our engagement with London Boroughs. They will work with them to identify how the Work Programme can best use existing resources to prevent duplication of services and identify what is stopping disadvantaged people from a particular area achieving sustained employment. We will also commit to the London Councils prime subcontractor 'asks' such as recognising the valuable contribution of London boroughs and working in a collaborative manner; Disability Works will lead on engagement with Primary Care Trusts (PCTs). As a leading subcontractor of health services they are best placed to work with PCT Managers to identify relevant health provision. They will meet with the PCTs every three months to identify new health projects and agree referral protocols; Vital Regen will lead on housing links due to proven experience of delivering housing projects such as the Homelessness Employment and Learning Project. They will meet quarterly with key housing bodies to ensure services are reaching the most deprived areas and identify new services to engage communities; and Recruitment Services Manager will have responsibility for working with the two new District Managers in West London. They will lead on employer engagement approaches with JCP, meet monthly to review success rates, particularly for those most disadvantaged, and develop new approaches to meet employer needs. Community priorities: Reed will work with our strategic partner, Tomorrows People, who will be the overall stakeholder lead for this priority. They bring a track record of innovative solutions for helping disadvantaged customers by working with smaller and voluntary organisations. We have identified two key community areas of initial focus. Voluntary and Community Sectors Organisations (VCSO): There are over 60,000 VCSO organisations across London. These provide a range of support services to disadvantaged groups such as BME, refugees, victims of crime, homeless, ex-offenders and ex-HM forces. These organisations are located within communities and trusted by our customers as they provide very specific support based on personal need. Smaller organisations: Accessing these will help our customers who have specific learning, homelessness, offending and mental health backgrounds. They also provide a small number of job placements which have a strong fit for particular customer groups. The REED Supply Chain will achieve its local priorities to engage with voluntary, community and smaller organisations to secure support for hardest to help customers: Tomorrows People will provide a Community Engagement Coordinator to work with VCSOs who engage customer groups such as lone parents and carers. They will use local networks such as Ealing CVS and Enfield Voluntary Action to increase support for hard to help customers, workless families and deprived communities. They will also use these networks to engage voluntary customers; and Business Managers will meet with local subcontractors and agree community level agreements to integrate services. They will identify where savings can be made so these can be diverted to other priorities, such as extra support for ex-HM Forces and homeless customers. We will invite smaller organisations to work alongside our Operations and support teams to help them develop business skills. By effective engagement at all levels and with representation on influential stakeholderfocused bodies across West London, we will build strong, lasting relationships to integrate and work collaboratively with the community. This approach will provide more joined up services, providing our customers with a broader range of jobs and help us deliver the Work Programme to the most deprived communities.
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RESTRICTED COMMERCIAL IN CONFIDENCE [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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RESTRICTED COMMERCIAL IN CONFIDENCE 7.2, The cornerstone of our Work Programme delivery is a work-focused, employer approach that will enable us to place customers into sustainable employment. Building on Reed Group's 50 years' experience in the recruitment industry, we understand that effective employer engagement is built on the basis of understanding employer needs and expectations. The REED Supply Chain will deliver services to meet the requirements of employers in London. Our understanding of employer needs comes from current delivery, employer surveys (such as Voice of London Employers 2010) and our strong employer links across West London. For example, Reed has worked with over 12,500 London employers since 1998, Twin Training engages 1,500 employers per year and Vital Regen's Vital 500 initiative has pioneered links with corporate partners in Westminster leading to 500 live employer contacts. From these we know that local employers want: To address the mismatch between the skills of residents and those required by businesses (West London Economic Assessment, 2010); A simplified and streamlined employer engagement to remove confusion and multiple contact (Increasing Employment in London, 2010); and A system that is informed by the needs of London employers (Statement of Skills Priorities 2011-12). To meet these employer needs and ensure long-term collaboration our offer is built around three key areas; providing effective engagement, programme design, and developing new approaches to meet specific labour market needs. 1. Providing effective engagement: As the prime contractor Reed will be responsible for the overall employer strategy. We will ensure our supply chain delivers effective engagement by having a clearly defined employer engagement framework which will include a single vacancy management system. This has been introduced to prevent employers being contacted by multiple subcontractors resulting in employer disengagement. It will detail job vacancy details and the organisation that owns the relationship. We will use this to drive our overall employer approach. The Delivery Director will establish an employer forum made up of key stakeholders such as Jobcentre Plus (JCP) and strategic bodies such as West London Alliance and North London Strategic Alliance. In addition, Reed in Partnership Chief Executive Redacted has been a board member of the London Employment & Skills Board for two years. He has helped develop their strategy and approach to linking employment and skills across London. Recruitment Services Managers (RSMs): A professionally qualified team who manage large employer relationships, such as Addison Lee and Chartwells, and develop and maintain relationships with multi-site employers such Argos and William Hill. We already have commitments from 11 employers to provide vacancies for Work Programme customers. RSM's will also work closely with Sector Skills Councils (SSC) to ensure our approach is consistent with industry standards and enable us to access additional workbased learning funding to support sustainability and progression. They will focus on SSCs in major employment sectors such as Skills for Logistics (logistics) and growth sectors such as Skillsmart Retail (retail) and People 1st (hotels and restaurants). RSM's will also take the lead in creating apprenticeship opportunities for many of our 18-24 customers with organisations like Crossrail to take advantage of the 5000 apprenticeships being created in London. Rationale: The common and recurring feedback from large employers has been the need for a more coordinated and professional service from government programmes and the ability to unify funding streams. Reed will be accountable for setting the standard for employer-facing roles and ensuring the supply chain meets these standards in both skills and knoweldge requirements. These will be based on our current professional training programmes which cover analysing employer requirements, developing sales strategies,
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RESTRICTED COMMERCIAL IN CONFIDENCE 7.2 (continued) influencing and negotiation. Recruitment Managers: Reporting to the RSMs, they will develop and maintain relationships with small to medium enterprise (SME) employer networks such as the local chamber of commerce and reputable recruitment agencies. Rationale: SMEs make up 99.8% of businesses in West London (BIS 2010) and provide a broad range of entry level jobs and a crucial source of further job creation. The sheer scale of engaging and servicing the SME sector means that providing integrated solutions with other key employer organisations is essential. Employment Advisers: Will develop relationships with small local companies and target those who dont use traditional routes to advertise their vacancies (60% of vacancies are not advertised, Mayor of London 2010). Rationale: By engaging these employers we will offer a broader range of opportunites to our customers, support their growth and improve overall sustainability rates through the offer of additional work-based learning. To ensure effective coordination, we will provide a central vacancy management system that will be used across the supply chain. This will ensure: All vacancies are recorded to the same standard to ensure an effective selection and matching process; Vacancies are circulated and accessible at the earliest opportunity to the widest candidate pool. We will set a requirement that all vacancies are advertised on the system if the vacancy has not had suitable candidates submitted by the local office after three working days; and We can evaluate the effectiveness of our vacancy filling across all job types and sectors to identify service improvements. The West London Delivery Board will set and review the overall employer strategy and will monitor success based on a clear set of performance measures and quarterly employer Evaluation of Service (EoS) surveys. For existing employers, we will continue to manage their recruitment needs through established supply chain relationships, unless there is a greater opportunity to maximise outcomes through a CPA-wide account management approach. For new employers we will identify who is best placed to manage the relationship based on their size, location, sector and the number of opportunities. 2. Programme design: Reed's 50 years of meeting employer needs Reed knows that employers most value our ability to match the right person to their job. Our customer journey is fundamentally designed from beginning to end to deliver this outcome. The key employer elements that will deliver the matching requirement are; establishing clear job goals, job readiness measures, employability skills, tailored sector routeways, work experience, work trials and ongoing work based learning. These will deliver: Candidates with the right skills: The CBI London Business Survey found that 40% of employers face skills shortages (Statement of Skills Priorities 2011-12). We will provide sector specific training to provide suitably skilled candidates. These are designed with industry/sector input and partners such as the London Employer Accord and then tailored for individual employers. This approach resulted in our supply chain filling 70% of all vacancies in Marks and Spencers flagship in Westfield, West London, when it opened. Candidates with right attitude: Our customer journey is underpinned by a work-focused approach to develop the right mindset (attitude) to instil a work focus. We will focus customers on the importance of understanding today's business culture and use motivation workshops and skills training to develop their knowledge. Employer specific qualifications: In the six West London boroughs (Brent, Ealing, Hounslow, Hillingdon, Harrow, Hammersmith & Fulham), 20% of people have NVQ2 skills
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RESTRICTED COMMERCIAL IN CONFIDENCE 7.2 (continued) or lower but only 10% of jobs are suitable for people with these lower level skills (West London Economic Assessment, 2010). 3. New approaches to respond to labour market needs: London has two interrelated labour market challenges. The "hour glass" effect where skills needed for the upper and lower available jobs are markedly different with little in the middle to transition a customer as a career step. Added to this, London has the largest proportion of temporary jobs in the UK (ONS 2010), a high proportion of which are within the retail and hospitality industries, both of which are affected by seasonality. This makes it more difficult for a customer to take a job, keep that job and move into sustained employment through career progression, key challenges for the Work Programme. We will respond to this by 1) setting realistic job goals, matched to local labour market trends using the supply chain to provide vocational skills training, 2) using temporary jobs as a stepping stone for customers who haven't secured a permanent position. The temporary employment will allow the customer to learn valuable work skills and improve their work attitude and with support from Advisers will build on their skills developing in the workplace in order for them to access the largest pool of employment opportunities at the higher skills levels. Across our supply chain we will offer three added-value services to employers: A 50% reduction on a range of over 300 accredited management and skills courses from our sister company Reed Learning, once a customer has been employed for more than four months; and An apprenticeship brokerage service to offer advice and find suitable customers. How we work collaboratively with employers on an ongoing basis We will build on our current employer relationships and business networks to share information, skills and expertise. Led by the Delivery Director, our CPA Delivery Board will have representation from the following employer organisations to ensure collaborative working, the development of innovative proposals and effective integration of opportunities into our customer journey. Large enterprises: We will use business networks including the Park Royal Partnership, the North London Chambers of Commerce, and local authority inward investment teams to design integrated employer solutions and engage new businesses. The Chairman of our supply chain subcontractor, ProDiverse, sits on the board of the North London Chamber of Commerce and will engage employers with the Welfare-to-Work agenda. Urban Futures, works with BAA in Heathrow and will provide regular market intelligence on employment opportunities in and around the airport; Small and Medium Enterprises (SMEs): We will engage SME business networks such as Federation of Small Business and West London Business, to develop cluster groups of small employers who will be provided with a tailored recruitment solution to ensure we can access and fill these opportunites. Supply chain subcontractor Action Acton supports the Acton Business Forum and will replicate this approach; and Social Enterprises (SEs): We will engage to secure flexible work experience options for ex-offenders, young offenders and the homeless. Over 60% of ex-offenders believe employers will discriminate against them (Reed focus group, 2010). Our supply chain partner Blue Sky Regeneration only offer paid work to people coming out of prison, to enable them to move successfully into long-term employment. By effective engagement at all levels and with representation on influential employerfocused bodies across West London, we will build strong lasting relationships to integrate and work collaboratively with local employers in line with the policies and direction of the Boroughs within which we operate to deliver a step change in performance for Work Programme customers and employers.
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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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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1, Our expected performance levels are based on analysis of current performance across the REED Supply Chain, labour market opportunities and our delivery solution for the Work Programme. Underpinning these is our systematic approach to continuous performance management. Job outcome and sustainment outcome REED DWP Minimum JSA 18-24 Performance Attachment volumes 4,733 4,484 Job outcomes 2,137 1,978 Job outcome percentage 45.2% 44.1% Sustainment outcomes 25,378 10,776 For 18-24 our expected performance is higher than national benchmark levels. We trialled components of what is now our Work Programme customer journey and delivery model in our Employment Zones in November 2009, which resulted in job placement conversion rates rising from 42% to 60% by July 2010. We believe the REED Supply Chain will improve on this further. Job outcome and sustainment outcome REED DWP Minimum JSA 25+ Performance Attachment volumes 27,457 26,011 Job outcomes 10,058 8,720 Job outcome percentage 36.6% 33.5% Sustainment outcomes 118,642 60,849 For 25+ our expected performance is higher than national benchmark levels. We can reasonably expect these will continue to improve based on the successful trials in our Employment Zones. Job outcome and sustainment outcome REED DWP Minimum ESA Flow Performance Attachment volumes 3,962 3,752 Job outcomes 885 737 Job outcome percentage 22.3% 19.6% Sustainment outcomes 15,065 14,553 For ESA flow our expected performance is higher than national benchmark levels. When we trialled our approach on our Pathways programmes it increased performance from 18% in February 2010 to 35% by February 2011. For both JSA groups, our sustained outcomes are significantly higher than the DWP minimums. Our job outcome conversion rate is based on trials of our enhanced customer journey, supply chain management methodology and performance management systems. As prime we will share this learning and systems with our supply chain to improve their overall performance. We are confident that this will deliver performance that exceeds the national benchmark. We will manage performance throughout our supply chain to ensure our network of providers will deliver the step-change in performance that the Work Programme requires. We are confident we will meet these targets in year one, and will deliver year-on-year performance improvement of 2% thereafter, demonstrating our commitment to enable more customers to achieve sustained employment.

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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1 (Continued) The IB/IS customer group Our expected performance levels are based on analysis of current performance across the REED Supply Chain, labour market opportunities and our delivery solution for the Work Programme. Underpinning these, is our systematic approach to continuous performance management. Job outcome and sustainment outcome REED DWP Minimum ESF IB/IS Performance Attachment volumes 1,026 973 Job outcomes 474 431 Job outcome percentage 46.2% 44.3% Sustainment outcomes 4,514 2,047 For ESF IB/IS our expected performance is higher than the national benchmark. Our performance levels are based on our experience of helping this group into work. Reed has helped over 2,600 single parents into work in West London since 2008. In our Brent and Haringey Single Parent Employment Zone, we have an average retention rate of 75%. Similarly other Tier 1 subcontractors have experience in working with the IB/IS group, for example: Action Acton is the lead partner in delivering the Ealing One Stop Shop with seven other voluntary organisations. They deliver information, advice and guidance, volunteer work placements and job brokerage to a range of customer groups including single parents and customers with mental health and physical disabilities; Twin Training's ESF Hardest to Help contract achieves job-entry rates of 55% for a range of hardest to help groups including single parents, disabled customers and those with mental health issues; and Uxbridge College has strong links with over 70 local community organisations that serve the IB/IS groups and support their employment programmes. These include Somali Womens Group, Sahan Society Centre, Hillingdon Asian Womens Group, Hillingdon MIND, Remploy and DASH. Using our own expertise complemented by those of our supply chain we are confident in meeting the needs of this customer group. We will also work with our supply chain to share best practice and, through our rigorous performance management system, deliver the step-change in performance required by the Work Programme.

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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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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a, The REED Supply Chain brings 12 years of experience of delivering Welfare-toWork programmes across West London. The rationale for our job outcome performance offer is based on our experience of direct delivery in West London, a detailed analysis of current performance levels, and an assessment of local labour trends. On the basis of this our offer is above the DWP minimum. We have taken a realistic and informed view and it is important to us not to over promise. Reed seeks to surpass expectations and we are confident that we can deliver to at least this level. We reviewed the proposed targets with our supply chain as part of our rigorous selection process. To determine our performance offer for each customer group we assessed a number of key factors. These factors and our assumptions for West London are below: Current performance: The Reed Employment Zone in West London is currently delivering job-entry rates of 45% and 13 week sustainment of 75%. The Reed Pathways contract in West London delivers 28% job-entry rates and a 26-week sustainment of 56%. Tier 1 providers achieve similar performance with ProDiverse delivering 45% on their New Deal 18-24 contract and Twin Training delivering 44% on their New Deal Gateway. The key challenge is getting more people into work, particularly hard to help groups such as ex-offenders and those with substance abuse issues, as we are confident about our ability to keep people in work once they start; Labour market trends: Over the first two years of the contract our customers will face a very competitive labour market with the current ratio of JSA claimants to JCP vacancies running at 6:1. This ratio varies across boroughs with Haringey the highest in London at 21:1. These ratios will improve as West London benefits from new investments in opportunity areas such as Park Royal and Wembley City; The benefits of the black box approach: Having more time with customers, greater flexibility to tailor provision, a broader range of specialist provision and supporting them to stay and progress in work for up to two years will have a major impact on overall results - as much as 20% based on the 40% success rates we achieve with returners to our programmes; Our management ability to continuously improve performance: Our performance management system will provide the supply chain with the tools to deliver more yearon-year. The application of these approaches in our own business over the last two years has resulted in a 10% improvement in our results. Applying this approach through our enhanced supply chain management structure, developed with our strategic partner Capita, will significantly improve our supply chain performance; and How our Customer Journey will better meet their needs: taking the above assumption into consideration, we then analysed why customers do not secure sustained employment. For most customer groups the key reasons are: inappropriate or unrealistic job goals, negative mindsets about work, lack of skills, poor job selection and lack of support once in work. Our work-focused customer journey provides robust solutions to these issues. Where it will have the most impact on performance for each of the customer groups is set our below. JSA 18-24: Our minimum job outcome level (26 weeks) for this group is 45.2% and our sustained job outcome level (52 weeks) is 39%. We will achieve our targets by: Increasing competitiveness through a broad range of employability activities including REED's Journey programme and work experience options. We know that over half of young people are willing to complete work experience options to aid their move into paid work (Learning from Experience: Young People and Unemployment, 2010); Delivering increased skills training that lead to recognised qualifications and are designed with employers and linked to available vacancies. Over half of London employers cite a shortage of specific/technical skills as factors contributing to their recruitment difficulties (Voice of London Employers, 2010); and
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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a (continued) products such as Twin Training's Motivation Up-lift training that has been successfully delivered to over 15,000 customers. JSA 25+: Our minimum job outcome level (26 weeks) for this group is 36.6% and our sustained job outcome level (52 weeks) is 31%. We will achieve our targets by: Addressing the high cost of living in London by making sure customers are better off in work and supporting them financially for the first four weeks. This group will have financial issues that will emerge once back in work, this is the most commonly cited reason for falling out of work on our JSA Employment Zone in West London; Providing specialist support services for the hardest to help including housing advice, offence disclosure and dependency rehabilitation. Approximately 8% of West London customers will have housing issues (St Mungo's, 2008), 16% will have a criminal record and 12% will have drug or alcohol dependency (No One Written Off, 2008); and Improving sustainability by using a three-phase in-work support model that uses a backward career plan and identifies progression and up-skilling opportunities. The development of progression routes from low paid jobs is a key priority for London (London Statement of Skills Priorities, 2011-12). ESA Flow: Our minimum job outcome level (13 weeks) for this group is 22.3% and our sustained job outcome level (80 weeks) is 17%. We will achieve our targets by: Providing condition management support through internal Condition Management Programmes and links with local health services and specialists such as Disability Works, Camden Society and Hillside Clubhouse. Reed's condition management programme interventions helped achieve a 35% job-entry rate in 2010; Accessing local jobs to provide customers with opportunities close to their homes to remove travel fears. Many of our West London Pathways customers will not travel on London Underground. Other issues like working in unfamiliar areas, and busy shopping locations have also been cited as reasons for not working; and Employer health awareness training sessions delivered by local Disability Works Health Advisers. The Employers Forum of Disability tell us approximately 20% of employers consider it too risky to employ anyone with a history of mental health. To meet our targets, our work-focused customer journey, relationships with over 10,000 employers and our range of specialist subcontractors, will ensure that our customers have the right services and access to vacancies to enable them to secure jobs. How we will secure the achievement of performance levels To manage performance across our supply chain we have a proven, robust Performance Management System (PM System). This has been used to manage and monitor performance in delivering large scale contracts similar to the Work Programme (WP). Having assessed WP requirements, we are confident it is a robust framework to enable our supply chain to deliver more sustained job outcomes for all customers. It provides: Clear targets for jobs, including retention up to 104 weeks to ensure we achieve job outcome targets by site and individual; Comprehensive monitoring and KPI reporting through our bespoke Orion management information system, such as weekly reports on sustainability targets; Mandatory training and testing on the application of the PM System for all managers, including subcontractor managers, supported by the Commercial Manager; and Internal auditing every six months to validate the model. The PM System has clear targets, monitoring, performance review and action planning. Target setting: Job outcome targets will be set for each delivery site and broken down to Adviser level across the supply chain. There will be targets for programme starts within five days. Job targets will take account of local factors such as the labour market, density of customers and geographical variation and the local delivery teams will be involved in
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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a (continued) series of supporting Key Performance Indicators (KPIs), such as failure to attend rates, action plan completion, outputs per staff member, interview-to-job start ratio, sustainability and vacancy filled rates. These allow us to assess supply chain consistency. Monitoring: Our supply chain will use Reeds customer tracking database to record all activity from referral through to sustained employment. Advisers use Orion to capture an extensive range of data related to customers, including: Customer profile data, such as NINO, gender, ethnicity, age, job goals, work history; Customer activity data, such as work-focused interviews, training modules, job; applications/interviews, employment and work placements and specialist interventions. These map onto our IAP tracker, which allows the customer and their Adviser to assess progress towards securing employment; and Action plans and outcomes. Agreed actions, outcome measures and timelines are recorded following each customer interview. We can assess the effectiveness of our service and the cost/benefit of external provision such as ESoL or skills accreditation. This information is summarised in a series of performance reports and an overall performance dashboard. This allows managers to identify factors driving high performance and the underlying causes of poor or inconsistent performance. Performance review and action planning will be managed through a defined structure: Daily local kick-off and close-off meetings with all staff to ensure clear communication and review targets and achievements; Monthly caseload analysis reviews (CARs) to review the performance of individual advisers. These will allow performance to be aggregated at office and CPA level; and Monthly operational management meetings to compare targeted against actual results. Each manager will be accountable for developing an improvement plan and reporting against it monthly. Management: The Delivery Director has overall responsibility for delivering CPA contractual targets. The application of the PM System will be managed at three levels: 1. Commercial Managers will review daily progress using the performance dashboard. They will meet Operations Managers weekly to review subcontractor performance, agree quality and continuous improvement actions and share best practice. Formal minutes will be produced with clear actions, responsibilities and timescales for issue resolution. 2. The Supply Chain Manager will conduct a monthly review of each subcontractors performance across a broad range of indicators - compliance, performance, data protection, health and safety, and best value. This will result in a performance report. If a subcontractor is underperforming they have ten days to produce an improvement plan. 3. Internal Audit teams will undertake twice-yearly visits to review all contract compliance standards and produce a risk-rating report for the Work Programme Board. This allows us to identify performance issues at the earliest opportunity and develop a robust action plans to address any under-performance. The effectiveness of our PM System and the improved performance from its application is evidenced through the following examples. Analysis of performance in Reed's West London EZ from 2004 to 2010 showed a continuous year-on-year improvement, currently averaging 5.9 percentage points for job-entry rates. This was achieved in part by introducing a pan-London employer engagement approach focused on growth and highvolume sectors and enhanced Adviser training to increase job placement rates from 4.0 (per four-week period) in January 2010 to 5.5 by January 2011. Having a robust performance management system, aligned with our ability to continually improve and an innovative work-first approach, gives us confidence that we will engage, develop and sustain our customers through a more rigorous work-focused journey.
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RESTRICTED COMMERCIAL IN CONFIDENCE 8.1a (continued) IB/IS customer group Our work-focused customer journey and performance management approach will benefit all customers, regardless of benefit background. Our minimum job outcome level (13 weeks) for the IS/IB group is 46.2% and our sustained job outcome level (52 weeks) is 29%. We will achieve our targets by: Providing care support: Employment Advisers will advise customers on care options which will allow them to participate in work experience or voluntary activities. This will help develop their work-focused mindset and provide them with an up-to-date reference. We will also conduct a Better Off Calculation incorporating their care package to highlight the benefit of returning to work. Advisers will also link single parents to suitable local childcare services such as Children's Paradise Nursery in Haringey and signpost to Family Planning Clinics and Children Centres that provide services such as single parent and baby classes. This approach is designed to provide a more stable lifestyle and has helped Reed find work for over 2,600 single parents in West London since 2004; Skills training: Over half of long-term, unemployed adults have no qualifications and many single parents cite the need for new skills as a barrier to work (DWP 407). Low skills, in particular poor basic skills, are correlated with indicators of social disadvantage, such as poor health (DWP 375). We will provide our customers with employability training to develop a customers employer-specific skills. Reed will offer the ASDAN accredited Journey which has eight modules such as Reaching Your Job Goals and Personal Qualities, that customers can choose from according to their needs. Over 40 training subcontractors and partners across the supply chain will deliver Skills for Life and vocational qualifications that will give customers recognised qualifications and improve their chances of finding long-term employment; and Providing flexible job opportunities: We will use our existing employer relationships to provide vacancies with flexible working hours, specifically targeted at customers with caring responsibilities. Being able to work reduced hours/flexible working is one of the key barriers to work disabled people have (Report on Disability Equality, 2008). Tomorrows People will also engage voluntary organisations to provide flexible voluntary placements. This will increase customers engagement with work-focused activities and change their perception of their own ability to work. To meet our targets, our work-focused customer journey, relationships with over 12,000 London employers and our range of specialist subcontractors, will ensure that our customers have the right services and access to vacancies to enable them to secure and sustain jobs.

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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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RESTRICTED COMMERCIAL IN CONFIDENCE 9.1, Our implementation plan will ensure that services within West London can go live from the 1st June 2011 Reeds implementation approach and capabilities will enable it to successfully implement services in West London alongside additional Work Programme contracts, while creating the environment to achieve a positive step-change in performance. We recognise that implementing services across multiple CPAs will represent a complex logistical and resource-intensive challenge, therefore we will realise the value of Reed Managed Services, and that of our strategic partnership with Capita to provide additional capability to support us throughout implementation. Implementation approach Our approach is structured in line with the core components of our proposal. The implementation plan describes the activities and milestones required to implement the customer journey; set up a common service delivery infrastructure across the supply chain; manage staffing transitions, build successful relationships with employers and local stakeholders and create the framework for achieving significant performance improvements across the supply chain. The implementation plan is structured into four phases: Mobilisation, Contract Negotiation, Implementation and Optimisation. Phase 1 - Mobilisation (15th February 15th April): this phase will focus on implementing Reeds common delivery infrastructure and preparing the supply chain to ensure that the key milestones are achieved alongside improvements in performance. Key activities will include testing and piloting all components of the customer journey to ensure that it is ready for implementation, appointment of key management roles including the CPA Delivery Director, Supply Chain Manager and Commercial Managers, and commencing stakeholder engagement activities with local government, community organisations and employers. Critical for successful customer outcomes will be effective engagement with all members of the supply chain within West London to prepare them for implementation. As prime contractor, Reed will undertake a range of workshop activities to build understanding of the Reed service delivery model, develop collaborative working practices across the supply chain, set performance expectations and undertake due diligence exercises to assess the operational readiness of all members of the supply chain. Reed will ensure that all end-to-end subcontractors appoint a project manager who will be responsible for mobilising their organisation in line with their agreed implementation plan. Phase 2a - Contract Negotiation (18th April 29thApril): should Reed be selected as a preferred bidder, implementation plans will be triggered immediately to ensure that services across West London can be implemented on the 1st June. Phase 2b - Implementation (18th April 1st June): the implementation phase will be focused on the following key strands of work: 1) implementing the West London management structure including key appointments and the setup of governance bodies; 2) implementing all components of the customer journey across the supply chain, including Orion accesses, the Customer Portal, Diagnostics Tool, vacancy management system and the Reed Contact Centre; 3) managing and assuring staff recruitment activities and TUPE arrangements across the supply chain; 4) implementation of ICT connectivity solutions across all subcontractors; 5) roll-out of key operational processes, such as performance and quality management; and 6) briefing and training staff to ensure they are ready for go-live. An operational readiness test together with go-live review will be conducted one week prior to start of delivery. The final go-live decision will be made by the Work Programme Board. Phase 3 - Optimisation (1st June 31st July): following achievement of go-live, a Rapid Response Team, staffed by experienced operations staff, will provide on-the-ground support and assistance across the supply chain during the first weeks of operation to ensure a smooth transition to enhanced business as usual
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RESTRICTED COMMERCIAL IN CONFIDENCE 9.1 (continued) operation. Managing implementation Work Programme Board: As the accountable authority for implementation of all Work Programme contracts, the Work Programme Board will meet weekly to manage the risks associated with implementation across multiple CPAs, use the expertise of its strategic partners and prioritise resources to ensure that all go-live dates are achieved. Core Programme Team (CPT): Implementation across all CPAs will be led by the Central Implementation Director and a Core Programme Team comprising of functional Workstream Leads and a dedicated Programme Management Office. This team will initially be responsible for driving mobilisation activities across all CPAs. During implementation, the Core Programme Team will take a strategic role, executing critical programme management activities that ensure that implementation across multiple CPAs is delivered to plan. They will manage key risks and issues and ensure that resources are prioritised appropriately. The Central Implementation Director will report to the Work Programme Board which will govern implementation across all CPAs, as well as implementations where Reed is subcontracting to other prime contractors. West London Implementation Team: Reed will mobilise a CPA Implementation Team during Phase 1 that will take responsibility for on-the-ground coordination and implementation in preparation for a successful go-live in West London. This Implementation Team will be led by the CPA Delivery Director, supported by a team of operations staff from Reed, secondees from strategic partners and project managers from each of the end-to-end subcontractors. This will ensure close engagement with all supply chain delivery organisations and that implementation activities are appropriately phased and prioritised to achieve go-live on the 1st June. Key risks Reed has utilised a risk management process from the start of our preparation for the Work Programme to assess and address key risks in advance. For example we are able to draw upon the expertise of Capita and Reed Specialist Recruitment to resource and support our implementation and delivery in the event that Reed wins multiple Work Programme contracts. To mitigate the risk that initial customer flows upon go-live significantly exceed the capacity planned by Reed and the supply chain, we have ensured that all subcontractors have reserve capacity to manage large increases. Our analysis indicates that the following risks will have the biggest potential impact on implementation plans: That late withdrawals from the supply chain prior to contract award will result in go-live delays and gaps in service provision. To mitigate this, Reed will continuously engage with the supply chain to assess commitment and has put in place a reserve subcontractor list that can be mobilised at short notice, subject to DWP approval; That subcontractors have insufficient capital to make the necessary investment needed to reach stable delivery against contract targets. To mitigate this risk we have received guarantees of investment from all end-to-end subcontractors to ensure that they achieve contract targets; That long lead-time equipment or services will not be available in time for go-live. To mitigate this risk we will commit to placing orders in advance of contract award; and That compressed timescales will give insufficient time to appoint the right people to key management roles within the West London CPA, thereby undermining their value. To mitigate this we will advertise key roles in advance of contract award and build in cover arrangements to ensure that the best possible person is in each post. Our structured implementation, dedicated teams, resource contingency and proven risk mitigation approach will ensure that Reed can implement multiple Work Programme contracts on schedule, whilst delivering improvements in quality and performance. - 67 71209642.doc

RESTRICTED COMMERCIAL IN CONFIDENCE 9.2 Contingency Arrangements

Please describe: how your proposals for delivery of services within this CPA will be put in place without adversely affecting your organisations 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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RESTRICTED COMMERCIAL IN CONFIDENCE 9.2, Our implementation approach has been designed to ensure that all supply chain members deliver high quality services from the outset to customers, whilst ensuring that they retain the ability to deliver against existing, new and future contracts. Our approach to implementation has been specifically designed to mitigate contract transition risks based upon the experience and lessons learned from previous implementations. To ensure that we can meet our implementation timescales, and minimise the risk of transition, Reed is supported by Capita who will provide specialist capability (tools and techniques) and capacity (personnel) to support implementation. Reed have assessed that implementation of our service proposals within West London represents a low risk to existing contracts as most Welfare-to-Work contracts in the area will be superceded by the Work Programme. Reed has identified two areas of potential risk that will be managed during implementation. Twin Training are a subcontractor for the JCP Support Contract in London and Uxbridge College and Kensington & Chelsea Council have limited experience of DWP-funded provision. To mitigate this, Reed will work with them throughout implementation to ensure resources and management time are appropriately prioritised and that contract compliance and delivery requirements are properly embedded for go-live. How our proposals for delivery of services will be put in place without adversely affecting our ability to deliver existing services is set out below: Separate Work Programme management structure: As prime contractor, Reed will establish an enabling Work Programme Management Board that sits separately from the governance of existing contracts and the bidding for new contracts. This will ensure that responsibility and accountability for delivery of existing contracts is not diminished and that focus on Work Programme delivery is not diluted. This will be led by the Operations Director to ensure it can enable implementation decisions rapidly. Long-term preparation for the Work Programme: Reed has instituted a Director-led transition team which has been developing our service proposals for the Work Programme over the last six months. This work has enabled us to develop and test new approaches, design new systems (Customer Portal) and assess skills and training needs in advance. This will enable transition to commence immediately. Dedicated contract transition activities throughout implementation: This work will enable a planned transition between legacy and Work Programme contracts. Key activities include managing the transition of casework to ensure a seamless service for customers and working with subcontractors to prioritise resources for implementation. Specialist implementation resources: Reed has invested in specialist resources to ensure a smooth transition and minimise the impact on existing contracts. Implementation across all CPAs will be led our Central Implementation Director who will oversee the delivery from a Core Programme Team that includes a dedicated Programme Management Office. They will be tasked with assuring the transition plans from existing contracts to the Work Programme. To ensure continuity between implementation and service delivery, implementation in West London will be led by the Delivery Director and supported by a team of eight, including four Commercial Managers. Engaging with subcontractors and preparing for implementation immediately: Our implementation plan commences on the 15th February and focuses on preparing for golive in West London on the 1st June 2011. Our CPA Implementation Teams will engage with subcontractors immediately to outline the scope of changes that will be delivered for go-live and work with key subcontractors to identify key risks that must be managed effectively to ensure that go-live is achieved in West London. Supply chain contingency planning To manage the risk of supply chain members withdrawing prior to contract delivery, Reed has undertaken the following preventative activities and put in place a range of contingency measures that will continue across the lifetime of the contract.
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RESTRICTED COMMERCIAL IN CONFIDENCE 9.2 (continued) A comprehensive selection and appointment process: Reeds subcontractor selection and appointment process has utilised a market stimulation and selection exercise that has allowed us to assess the capability and capacity of over 500 organisations. Through this method, we have been able to select preferred and reserve subcontractors through a detailed assessment of their financial and delivery capacities and their ability to accommodate new and increased service requirements. These organisations cover all aspects of delivery, including end-to-end subcontractors for specific geographies and specialist subcontractors to support customers who have particular barriers. The table below outlines the reserve subcontractors who have expressed an interest to work within Reeds subcontractor network and can provide contingency cover or services to meet increased demand within West London. End-to-End Specialist Richmond Fellowship, ESG, Remploy, 5E, Community Systems, Disability Times Seetec, Kennedy Scott, Tomorrows Trust, Lifeline, Skills Team Ltd, Tribal People, ATS Community Employment Education Ltd, UfI Ltd/learndirect Mobilisation engagement: Throughout mobilisation Reed will use our Commercial Managers to continuously engage with supply chain members to prepare weekly implementation updates, including risk ratings. Our supply chain due diligence exercise with all subcontractors will enable us to anticipate risks and issues and to take appropriate action. Upon notification of preferred bidder status. We will work quickly with subcontractors to confirm commercial terms and finalise the scope, terms and performance levels of the services they will deliver to minimise the risk of drop-outs. Implementation engagement: Reeds approach to implementation will ensure that all supply chain members have clear responsibilities and accountabilities that will enable us to mitigate the risk of withdrawal. Commercial Managers will agree specific implementation plans and milestones with all subcontractors. These will be owned by the named subcontractors project manager. The West London Implementation Team will assess a subcontractor's progress towards these milestones through weekly telephone conferences, allowing risks and issues that will impact go-live to be mitigated. Immediate response to withdrawals from the supply chain: If a Reed Supply Chain member should fail to show commitment prior to notification of preferred bidder status, fail to agree contract terms or default on key implementation milestones we will take immediate action. Firstly we will review the specific case in line with DWP's Code of Conduct and the Merlin Standard to ensure open and fair treatment. If a supply chain member indicates it is likely to withdraw, we will inform DWP directly of the potential change in our supply chain and respond through one of our four planned contingency options: 1) using additional capacity within the supply chain to take up the shortfall; 2) mobilising reserve subcontractors whom we included within the reserve subcontractor network; 3) expanding the capability and capacity of subcontractors within the subcontractor network, an activity that will be undertaken continuously by our Supply Chain Management Team; and 4) expanding the capability and capacity of Reed operations to fill the gap. In the event of a subcontractor withdrawing, Reed will utilise the optimum combination of Reed operations and subcontractor delivery to ensure that customers receive the best possible service. Through this combination of contingencies, we are confident of a robust supply chain that will deliver the full scope the services outlined in our proposal. Our track record includes implementing four Pathways to Work contracts across multiple areas with no adverse impact on new or existing contracts. Reeds 2010 PAT Audit was rated "strong", noting the robustness of our governance and risk management systems.
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RESTRICTED COMMERCIAL IN CONFIDENCE

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 (including name and email address of your main contact from your subcontractor/partner organisations) Begin by including your own organisation Prime Contractor/Legal Entity Organisation A Organisation B Organisation C Organisation D Organisation E Type of Organisation (e.g. public, private, voluntary sector) ELEMENT(S) OF PROVISION TO BE DELIVERED PERCENTAGE OF OVERALL DELIVERY DELIVERY LOCATION(S) WITHIN THIS CPA

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: Date: I confirm that we have agreed in principle with [name of bidding organisation], to deliver the following elements of the service described in their tender:Please list below elements of service to be delivered. Department for Work and Pensions

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

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RESTRICTED COMMERCIAL IN CONFIDENCE

ANNEX 4 PART 5.2 CHART MANAGEMENT STRUCTURE ORGANISATION

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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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