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PTD Questions Pertemps People Development Group CPA 14 Birmingham and Solihull; Black Country Action: Please enter your response after the relevant PTD question and return to [redacted] on your letter headed paper. If you are adding any additional documents (e.g. a revised implementation plan), please ensure that they also have a signed and dated declaration statement attached. PTD Declaration I should like to clarify minor aspects of my offer to deliver the Work Programme in CPA 14 submitted in the tender document of 11th February 2011. I agree should my clarification be accepted by DWP, I will be bound by all the details contained in the original proposal pack and to the additional points below.

Part 4.1b (3): Service Requirement Could you please provide further details as to how your applied minimum service level within the customer journey will fully address the needs of all customer groups within the CPA? Please see Annex 1 attached

PPDG Annex 1.doc

Part 5.1: Delivery Strategy Can you please provide assurance that the quality and availability of specialist provision will be consistent across the entire CPA? Could you please provide a more detailed rationale to support why this delivery model is particularly appropriate for delivery within this CPA? Specialist Service Provision: Can you please provide assurance that the quality and availability of specialist provision will be consistent across the entire CPA? PPDG provides full assurance that the Matrix of Opportunity will document the specialist services and providers available to all customers on the Work Programme. The Matrix enables PPDG to ensure that there is a full and consistent availability of specialist provision including drug and alcohol services; debt managements; housing services; childcare support; disability and occupational health assessments and selfemployment advice. By utilising a Matrix we can ensure full service coverage for all centres; customer groups and geographies. It will be a single source of support

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provision for all subcontractors with end to end responsibilities, accessible through both our client and supply chain management services. For self-employment support we have two nominated organisations Prince Trust and BES who offer full CPA coverage (on their own sites and within PPDGs/subcontractors). They offer distinct services for 18-30s and 30+. Inclusion of a provider and their service on the Matrix will only be possible once full supplier evaluation has taken place from PPDGs central procurement team. Full evaluation includes all due diligence checks; off-site visits; quality checks etc. Once full evaluation has been completed and inclusion agreed an individual Service Level Agreement will be signed and agreed detailing all terms and conditions including: health and safety requirements; audit checks; service delivery details (type of service; frequency; delivery locations including any co-location schedule/terms) and terms of payment. Supplier Evaluation and SLA for each specialist provider will be regularly reviewed (at least annually) for on-going quality checks; reviewed payments terms and subscription. This will ensure we continue to use effective, high quality providers of services required by our customers. At any stage a PPDG delivery manager and subcontractor manager can raise a request for the provision of new services in response to the changing requirements of the customer groups, labour market, economic ensuring this Matrix is flexible and adaptable supporting emerging requirement and harnessing new market entrants/service innovation. Rationale: Could you please provide a more detailed rationale to support why this delivery model is particularly appropriate for delivery within this CPA? 69% of delivery will be carried out by PPDG. Existing delivery infrastructure, community presence, staff and local expertise makes this a logical and cost-effective model that builds on what is already in place. 31% will be delivered by subcontractors where additional capacity is required in terms of infrastructure, customer group expertise and delivery innovation. This split will ensure that that all end-to-end providers are located where they will have the greatest impact (i.e. The Salvation Army will deliver in Halesowen and Stourbridge where there are higher levels of 50+ unemployment). Many of our supply chain partners are also subcontractors for other prime providers. Discussions with each subcontractor have assured us that allocated customer volumes can be managed to a high standard alongside other commitments and volume fluctuations for the duration of the Work Programme. We believe this model is particularly appropriate to this CPA to ensure that the specialist providers and services reflect local need and embrace the local evolution of services, rather than duplicating them. It will ensure that there is a consistent, quality assured and shared service resource for all customer groups to be called on and off by all delivery staff (PPDG and the subcontractor) that is interactive, innovative, flexible and most crucially is localised. This builds on our previous experience of supporting a diverse caseload of different customer groups in contracts such as Employment Zone, FND, New Deal and Flexible Routeways. It is a model that has supported over 100,000 unemployed people and incorporates long standing effective and efficient relationships built over 12 years delivery with the CPA. It offers the broadest and most flexible range of provision that is responsive to need; ensuring the service is specific to individual need and offers cost efficiencies.

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Part 5.2: Management Structure Could you please provide further details of the management structure within your proposed supply chain? Please include a detailed organisation chart for CPA delivery to include locations and supply chain partners. Can you provide details of the skills and management expertise within your proposed supply chain? Supply Chain Management Structure: Could you please provide further details of the management structure within your proposed supply chain? Please include a detailed organisation chart for CPA delivery to include locations and supply chain partners. Please find attached supply chain management structures: [redacted] [redacted] [redacted] Supply Chain Skills and Management Experience: Can you provide details of the skills and management expertise within your proposed supply chain? The Salvation Army: The senior management team consists of the following: Director of Employment Plus Mission Director Deputy Director Contracts Operations Manager Employer Engagement Manager Contracts Development Manager Field Operations Manager Social Enterprise Development Manager Business Manager Skills Development Manager Each of the senior management team above come with a raft of experience within their field, which contributes greatly to the success of the contracts. The Contract Operations Manager (COM) will be responsible for the strategic overview for the successful delivery of the contracts across all CPAs. This person will report directly to the Director & Deputy Director of Employment Plus and the wider Executive team, which meet monthly to discuss contracts and performance. Regular meetings between the Contract Operations Manager, Directors and the Contract Managers will ensure that Prime Contractors/DWP/JCP issues are discussed and understood within the senior management team. The COM has worked within the Welfare to Work sector for a number of years and has vast operational experience including coordination and management of staff teams to ensure delivery of high quality programmes and the achievement of financial, quality and performance targets.

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The COM will ensure that Contract managers (responsible for a geographical patch) concentrate on and place a high emphasis on both Contractual performance and day to day management of the staff & delivery centres within their remit. Recruitment is currently taking place for an interim Contracts Manager to oversee the implementation and roll out of the Work Programme. We are seeking an individual with excellent communication & organisational skills along with a proven 2 year minimum experience in operational management, preferably within the Employment Services and/or Learning & Skills sector. They must also hold an excellent track record & experience of managing staff, working within partnerships, controlling budgets and ensuring contractual targets are met. The Contract Manager will be supported in year one (based on indicative numbers) by 2.5 FTE Principle Job/Life Coaches and 2.5 FTE Employment Engagement Coordinators, throughout the geographical delivery area. As a team their role will be to deal with day to day concerns and issues, manage performance of delivery, ensuring compliance of data capture, Job & Sustainable outcome rates, contract volumes and agreeing performance improvement actions where necessary. The teams work will involve meeting with staff, undertaking quality and audit checks to ensure compliance, and ensuring that targets are being met for outcomes and contract volumes. The Contract Manager will interface with Primes/JCP staff local in their delivery area, to respond to compliance and contract performance issues and agree appropriate actions. They will, in turn interface with the COM about how to action any required improvements or changes. The Employer Engagement Manager will have a national remit and be responsible for managing the employer facing functions of the Employment Plus Department and provide leadership and guidance to all employer facing staff and supporting the Contract Managers to achieve their targets. This role will be heavily focused on delivering job outcomes, and will require close working relations with employers to identify and create opportunities for paid work to enable us to reach our performance targets and therefore increase income. The Principle Job/Life Coach will have prior experience within a supervisory role and of working with unemployed people within the Welfare to work agenda. They will also have the ability to encourage, motivate and engage staff & learners, have planning, organisational, communication, inter-personnel and listening skills and be focused on quality and achievement of targets and deadlines. Remploy: Regional Director [redacted]: As Regional Director [redacted] takes on the ultimate responsibility in Remploy for the successful delivery of the contract. [redacted]has 23 years experience with Remploy and has a strong track record of working with jobseekers with complex barriers both into and in employment. Operations Manager [redacted]: As Operations Manager [redacted] assumes direct responsibility for all of Remploys own provision within the CPA, and will be Remploys day to day contact with regard to the delivery element of the Work Programme contract. [redacted] has over 5 years experience of working for Remploy in the contracted area, commencing his employment as a front-line

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Employment Advisor and working his way up to Operations Manager - a post he has now held for over 18 months. Regional Accounts Manager [redacted]: [redacted] will lead on developing Remploys employer engagement strategy. She has significant and successful experience of working with employers to create the employment opportunities for Remploy candidates to be moved into. Having been with Remploy for over 6 years, [redacted] has line managed staff interfacing with employers across central England and will bring a strong employer-led approach to Remploys Work Programme account management team. Prior to working for Remploy was a successful operator in the mainstream recruitment industry. Partnerships Manager [redacted]: In his role as Partnerships Manager, [redacted] will take on responsibility for ensuring that Remploy has an appropriate supply chain of support organisations in place to provide specialist support and barrier management expertise to complement Remploys own service delivery. Regional Development Manager [redacted]: [redacted] has over 17 years experience in Remploy of working with people with complex disabilities and substantial barriers to work. [redacted] will provide support, as required, to the Work Programme team advising on, and providing advice on specialist services for, Work Programme customers who require more bespoke or specialist support. Business Development Manager - [redacted]: [redacted] brings unparalleled knowledge and experience of the third sector in Birmingham to Remploys team. [redacted] has now been with Remploy for 18 months. Prior to this he worked in a senior role for the for Jericho Foundation, during which time he developed good working relationships with many of the Pertemps team that will be involved in the Work Programme prime contract. [redacted] role will be to provide support to the Remploy team and continue to develop the relationship between Remploy, Pertemps and other partners for future mutual benefit. Outside of the CPA but still within the Regional team, there are two further Operations Managers [redacted] and [redacted]. [redacted] and [redacted] are accountable for service delivery in other areas of the Remploy Midlands Region and provide experienced cover for key role should a contingency be needed at any point. The regional team above will be complemented by support structures from Remploys Head Office in Leicester.

i2i:
[redacted]: Managing Director - With over 15 years of International Management experience and a passion for helping individuals to develop, [redacted] has led Inspire 2 Independence (i2i) as Managing Director since its incorporation in 2004. With a clear understanding of the challenges and issues faced by businesses, employees and the unemployed, he has worked with Government Ministers, Stakeholders and partner organisations to develop highly innovative programmes and solutions. [redacted] has a clear vision of i2is place within the Employment, Skills, Training, Education and Recruitment sectors; guided by a firm belief in the worth and potential of each individual.

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[redacted] - Commercial Director: [redacted] has a wide range of experience within the public and private sector, operating for 12 years in management roles. He has worked extensively with mental health, homeless and unemployed clients, creating innovative programmes, building confidence, motivation and improving self-esteem. [redacted] has dealt with the issues linking pre and post-employment training, addressing the balance of employers needs and skills shortage. [redacted] - Operations Director: [redacted] has an extensive background in the Employment and Skills Arena; creating, setting up and managing a wide range of contracts to engage both employees and the unemployed throughout the United Kingdom. He has worked closely with senior managers from Jobcentre Plus, the Skills Funding Agency and Regeneration Partnerships to ensure all training exceeds expectations. [redacted] has also successfully managed sensitive redundancy programs with large employers creating a seamless transition for both employer and employee. He has undertaken research locally and in North America focusing on first class customer service and value for money. [redacted] - HR Director: [redacted] has 20 years Sales and Marketing experience gained within the pharmaceutical industry. Over the last decade he has gained extensive experience working in management roles with major National Accounts in the Grocery, Pharmaceutical and Manufacturing sectors. He has developed and delivered courses for both internal employees and external professional bodies, establishing and addressing client and employee needs and creating opportunities for the development of individuals. [redacted] - Finance Director: [redacted] is a Chartered, Certified Accountant and is i2is Financial Director. He has a background in the training industry, manufacturing, retailing, wholesaling, construction, and care industry. [redacted] has worked in both the public and private sector and started his career working for local government. He has worked with the Jobcentre Plus and local colleges throughout England as well as spending time abroad with international subsidiaries, training staff at all levels, including foreign nationals in financial and legislative matters. He has personal experience of both buying and selling companies. [redacted] - Performance Director: i2is Performance Director has over 14 years proven experience of working within the education, training and skills sector, operating on a national level. Her experience includes working to a range of funding body standards, including TEC, LSC, JCP,DWP,SFA, ESF, OLASS and Local Education pre and post 16, she has been responsible for an extensive portfolio of provision including Welfare to Work and Work Based Learning. Prior to joining i2i, [redacted] worked as Senior Consultant for a national consultancy company advising Private Providers and FE Colleges across all funding streams and programmes. [redacted] - Head of Operations: With a wealth of twenty-five years experience of employer engagement within the public and private sector, [redacted] has worked successfully with many key employer accounts to meet their individual recruitment and retention needs. [redacted] has previously enjoyed an extensive career with Jobcentre Plus where she has a proven track record of managing teams to exceed targets and developing effective employer engagement and marketing strategies to achieve results. [redacted] is recognised nationally through DWP for her work with

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employers and has led on sharing best practice on employer engagement to maximise Provider performance. [redacted] - Head of Business Development: [redacted] has worked within employment support for over 20 years. He has had jobs at a senior level in the Public, Private and Third sectors. [redacted] is a signatory to the North East Regional Economic Strategy 2006-2016. He has built and sold a commercial company and has formed a successful Charity. [redacted] has run a consultancy business and has administered two national third sector funding streams. He has a Masters Degree in Welfare Ethics and is working on a PhD in Unemployment. He is passionate about the benefits that securing meaningful employment brings. [redacted] - Head of Sport and Public Relations: [redacted] played Professional football for 20 years making over 750 appearances with York City, Sunderland, Crystal Palace, Derby County, Panionios (Greece), Darlington, Northampton and Hartlepool. [redacted] represented England at Under 21 and 'B' Level. After retiring from football, [redacted] purchased a city centre hotel in York, which he has managed for five years gaining experience in customer service. He has great media experience, having appeared on many TV and radio productions as commentator and pundit. His role at i2i is primarily in the advancement of the 'i2i Coaching Academy' initiative, drawing on his first-hand experience of the positive impact sport can have on individuals, inspiring confidence and helping engage with the hard to reach. [redacted] - Head of Operations: [redacted] has a background in the Employment and Skills Arena, creating, setting up and managing a wide range of contracts to engage both employees and the unemployed throughout the United Kingdom. He has worked closely with senior managers from Jobcentre Plus, the Learning and Skills Council to ensure all training exceeds expectations. [redacted] has worked in the industry for the past decade working his way up from delivery leader to Operations Director before joining i2i in 2005 as a key member of the team. [redacted] - Head of Employer Engagement: [redacted] has 8 years retail management experience in this time he developed and managed staff and the stores he worked in. He commenced in the training industry 8 years ago, supporting and developing people back into successful employment then 7 years ago became involved in the employer engagement side of the business - engaging employers and supporting them to develop training needs analysis. Working with a wide range of employers including national and small to medium enterprises. [redacted] Marketing: [redacted] has been instrumental in developing a range of bespoke training programmes at i2i, drawing on over twenty years experience in the field of education and training in the UK and South Australia. He has written three books, which have been published in the United Kingdom and United States and has led the development of i2is distinctive marketing style. [redacted] - Head of Corporate Governance: Tim has substantial experience in mainstream education, culminating as head teacher of two schools over a ten year period. He has held a variety of teaching posts in North Yorkshire, the City of Bristol, the East Riding of Yorkshire and the City of York, as well as in Germany with the Service Children's Education Authority. [redacted] also spent a number of years earlier in his career with a major UK Insurance Company involved in training and as a

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regional sales manager. He holds first and advanced degrees from the University of Leeds. [redacted] - Head of Quality: i2is Head of Quality, Funding and Compliance, based in the West Midlands, has over 15 years experience and expertise in managing all aspects of Quality, Funding and Contract Compliance within the education, training and skills sector. Her experience includes 11 years working for the LSC, followed by 5 years working at a senior level with a Private Training Provider. Prior to joining i2i, [redacted] worked for a national organisation, advising both FE Colleges and Private Training Providers on all aspects of funding and compliance within the sector. All i2i Centre, Performance, Compliance, In Work Support and MI Managers will have at least 2 years experience in Managing Training Provision either within a formal training environment or in the work place. They will have, or be working towards, at least NVQ Level 4 in Leadership and Management and be dynamic, organised and be able to show an understanding for the needs of customers, employers and funding bodies. Dudley MBC: We are currently liaising with Dudley MBC our planned subcontractor regarding their position. It appears there has been a policy decision within the Local Authority not to pursue Work Programme delivery. We are assessing the impact on our proposal but due to the small scale of delivery, we are at this stage not seeking a replacement subcontractor. Supplementary Question 20/4/11 - Please confirm the current position relating to Dudley MBC as a supply chain partner. In your response please include any contingencies in place to deal with any delivery issues arising and your rationale to support the approach to delivery. As confirmed at our meeting last week, where we issued the DWP team with a copy of the email from Dudley MBC, Dudley MBC have confirmed that it has been a policy decision to withdraw their offer to act as a subcontractor in our Work Programme offer. As set out in our contingency plans we have scaleable responses to effectively manage any change in our supply chain plans. In this instance due to the scale of delivery that is no longer to be supported by Dudley MBC (4% of attachments) PPDG plan to absorb the additional caseload into our own delivery responsibilities. PPDG have the flexibility and resource to accommodate the additional through flow effectively.

Part 5.2 (2): Management Structure Please expand on how Pertemps and your supply chain intend to work with key stakeholders out with the supply chain to provide an assurance that a robust and coordinated approach will be in place. Stakeholder Engagement coordinated and robust approach:

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Customer Relationship Management System (CRM) documents and records all stakeholder relationships including stakeholder business contact; records of meetings and correspondence, and has an assigned primary and secondary owner. The owner will be agreed as part of the Supply Chain Management Process identifying where strong links already exist within the provider network and identifying geographic appropriateness, i.e. so that the local WP provider manages the localised links and/or where a strong pan-CPA link exists. This will ensure we build on established relationships and that we do not duplicate our efforts. In addition to capturing local/CPA wide relationship management it will also capture attendance/membership of local strategy groups and conferences etc. Ensuring that attendance is recorded and data/feedback are shared across the network including recording minutes; agendas; presentations etc. The CRM is a shared and interactive system to be used by all PPDG and Subcontractor staff to ensure we co-ordinate and share stakeholder activity. This will be reviewed by the senior Strategic Committee and Joint Contract Review Board. The system enables a full report to be pulled of all business relationships by stakeholder; geography etc., identifying the frequency of contact; duplication of activity and any gaps where business development activity needs to take place. Joint Contract Review Board and Strategic Committee: both forums/meetings will have a responsibility to review the overall business development strategy and ensure that the approach is co-ordinated, robust, inclusive, strategic, localised and purposeful. Jobcentre Plus: the overall relationship with district staff and JCP/DWP contract management will be the responsibility of PPDG with our senior executive team and National Operation Directors attending the required communication meetings. Please see below the various JCP stakeholder activities and the planned interaction from PPDG and the Supply Chain Contract Package Area Engagement Meetings: PPDG and Supply Chain Managers. Local relationship Management and Local Contacts: PPDG and Supply Chain Managers (this will be geographically led to ensure each delivery site and JCP have local links and relationships). Centralised and Streamlined Referral Process: Managed by PPDGs central contact unit who will facilitate all referrals and supply chain distribution -provide one single referral access point for all JCP staff across the CPA (this is based in Birmingham). On-going Contract Management: PPDG managers with the involvement and contribution from Supply Chain managers/teams. Whilst PPDG seeks to provide coordinated and seamless relationship management with JCP staff for the overall monitoring and management of the delivery, it is important to ensure that all local JCP have effective localised links with our and our supply chains delivery teams, with clear lines of communication. Part 5.2 (3) Management Structure

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Can you please provide information and evidence to support the rationale for the suitability of your proposed management structure for this CPA? Rationale for Management Structure: Can you please provide information and evidence to support the rationale for the suitability of your proposed management structure for this CPA? The rationale for the proposed management structure within CPA 14 is based on the following: 1) Previous CPA experience of working within Birmingham and Solihull (Working Neighbourhood Funds; Employment Zone; New Deal) and in the Black Country (New Deal and Flexible New Deal). This is a proven management model that is able to effectively monitor and manage the delivery activity of both PPDG delivery units and those of our supply chain, ensuring that contract targets and quality standards are met consistently across a diverse caseload and diverse communities and over a range of delivery teams. Proven structure that maximises staff satisfaction; operational efficiency and that best facilitates the optimum service and time spent with customers. 2) Geographical relevance the model offers appropriate localised management via a Hub and Spoke delivery site model supported by a site level management structure that manages individual business operating units. The allocated management role at each delivery site ensures overall compliance to minimum service offerings and consistent level service accessibility, availability and delivery but enhances this offer with ability to be locally adaptive and innovative. The higher level management positions including the Regional/National Operations Director ensure that there is consistency and cohesion across all the CPA regions regularly reviewing local performance individually and as a collective contract. The layers and sequence of management levels ensure that the structure and review process is scalable from grass root delivery to board level. Optimises ratios of managers/delivery staff. Provides clear delineation of management responsibilities and reporting lines. 3) Skilled and Experienced Senior Management Staff the planned management structure features very experienced and expert business leaders and managers who have managed the delivery of contracts across the CPA over 12 years. As such they have a robust understanding of monitoring, managing and driving up performance of payment by result contracts (including EZ and FND); have experience of ensuring that all delivery regularly exceeds stakeholder expectations (demonstrated by our quality achievements, including OFSTED Grade 1 results in Leadership and Management; Investors in People); and they hold local long standing relationships with Key Stakeholders including Jobcentre Plus; local Councillors; local authority regeneration teams. 4) Robust and Proven Systems: the management structure is supported and complimented by a range of effective Management Information Systems and Processes. These systems and their effectiveness can be seen through all our performance achievements. In the current FND DWP contract monitoring activities, PPDG is measured against 6 metrics of performance/data including referral/start conversions and in almost every measure we are one of the highest performing providers, a testament to the effectiveness of our contract delivery and management. Our systems enable real time reporting of a range of established Key Performance

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Indicators, at an individual staff member; delivery site; regional and national level. The ability to review performance and contract compliance on a timely basis ensures that our management teams are able to respond effectively, sharing best practise; offering economies of scale and providing a responsive and flexible programme. 5) Centralised Management Structure in terms of support services (HR; PRaP; Finance; Health and Safety) ensuring those managing locally can focus their efforts on delivery, local relationships and performance improvement. Removes administrative burden from delivery staff, freeing them up to maximise the customer journey and experience.

Part 5.4 (2): Delivery Locations Can you please explain why you believe the siting of your delivery premises are best suited to delivery to all customer groups in the CPA? Work Programme delivery locations were selected following comprehensive evaluation of JSA inflows across the CPA, which identified concentrations of customer groups to ensure accessibility/proximity of services to areas of greatest need. Assessment of customer volumes, coupled with data taken form the Indices of Deprivation have ensured that all deliver sites (PPDG and subcontractors) are located in areas of greatest need and can bring wider benefits to local communities. For example, our Advancement Centre in Newtown provides a vibrant and accessible focal point which benefits not only PPDG customers but the whole community. Being part of local community reduces the stigma associated with back-to-work provision and recruiting our Employment Coaches from the local community encourages attendance and builds strong peer support for customers lacking confidence or motivation. Many of PPDGs and our partners sites are already established and fit for purpose and their selected locations have proven to be critical to the success of previous welfare to work provision. All delivery sites are recognisable and located on major transport routes and as close as possible to Jobcentre Plus offices to minimise disruption for customers, particularly those with disabilities and limited travel horizons (i.e. sites that are within their comfort zone). These factors also assure that services are located close to key stakeholders, jobs and other local services i.e. healthcare, childcare that will enhance and streamline the customer experience. Part 5.5 (2): Volume Fluctuations and Customer Group Changes Could you please expand upon your supply chains growth capacity and ability to cope with the financial changes that would occur in this scenario? Financial Changes of volume fluctuations and customer group changes: Could you please expand upon your supply chains growth capacity and ability to cope with the financial changes that would occur in this scenario?

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PPDG has undertaken full consultation with the proposed subcontractors and have agreed a level of contracting that optimises their service offer, customer group experience, established infrastructure and knowledge. The due diligence activity has assured PPDG of individual contracting parameters for each subcontractor identifying the financial headroom and growth capacity for each organisation. This data and information have been built into both PPDG plans for managing market shift and in our robust contingency planning. In addition we have completed scenario planning as part of the pricing proposal document which plans for alterations in throughflow, both increases and decreases, tested against the cash flow forecasts. Partners have identified contingencies including redeployment; recruitment; scalable property solutions that would be invoked to manage increase/decreases and customer group changes. The offer made with our original document represents the collective approach to managing expanding/contracting business requirements. The contracting parameters/contingencies of each individual organisation are commensurate to their level of subcontract and will be reviewed as part of the SLA on an annual basis. Part 6.1 (1): Staff Resources Staffing Numbers, Job Titles and Roles [redacted] Part 6.2a (4): TUPE Managing the Transfer Can you please clarify how you intend to work with existing employers to facilitate the smooth transition of staff? In addition please outline the communication methods and channels you intend to employ? Existing Employers: Can you please clarify how you intend to work with existing employers to facilitate the smooth transition of staff? We have identified the incumbent providers/employers from whom TUPE undertakings may apply including: - Seetec - Four Star (although they are Work Programme Co-providers) - A4E - Dudley MBC PPDG has hosted a meeting with the Work Programme Co-providers (12th April 2011) to agree the key issues and principles of the TUPE management exercise agreeing roles; appointed points of contact and communication protocols between co-provider and existing employers. This will ensure a seamless and coordinated approach to TUPE management for all existing employers and their workforces. Collectively the co-providers plan to host a meeting with the HR/management staff of the existing employers during the week commencing 18th April 2011. At this meeting we plan to agree as a collective the processes and key milestones for managing TUPE activity which will form the basis of a TUPE plan. This will agree all actions; owners; timescales; communication protocols ensuring consistency and coordination

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of activity. The plan will be reviewed regularly via further meetings and communications including email; telephone/video conferencing etc. PPDG will manage all existing employer and co-provider communication on behalf of its supply chain until the TUPE distributions between PPDG and our supply chain are fully known. At present we are unsure of the TUPE implications on the DWP ESF Flexible Routeways contracts but as a subcontractor to the incumbent Shaw Trust we have had preliminary discussions. A question has been logged formally via the TUPE email process. Communication Methods/channels: In addition please outline the communication methods and channels you intend to employ? The plans will include all communication protocols which will include strategies for the following channels: Internal Existing Employees from PPDGs/subcontractors existing staff, including managers and HR coordinators. Internal Employees for all PPDG management, delivery and central service teams. Existing Employers for incumbent providers HR teams and their staff Co-providers to co-ordinate all communication and TUPE management activity Supply Chain to impart information regarding TUPE liability at the supply chain level with our Subcontractors Communication Methods include: - Meetings and focus groups - Conferences - 1:1 and group consultation sessions - Frequently Asked Questions Q and A log - Email lines of communication - Information cascades on PPDGs intranet and Supplier Extranet - Supply Chain Management Review Meetings and case conferencing - Internal PPDG FOCA meetings - Newsletters and individual correspondence - Business Breakfasts - Pension Workshops - PPDG Annual Staff Conference (15th April 2011) - Off/onsite visits (with existing employers) Part 6.2a (5): TUPE Managing the Transfer Can you outline how Pertemps intend to ensure TUPE compliance within your proposed Supply Chain? Supply Chain TUPE Compliance: Can you outline how Pertemps intend to ensure TUPE compliance within your proposed Supply Chain?

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TUPE arrangements for each subcontracting organisation will be assured via our Supply Chain Management Framework which includes adherence to the agreed TUPE protocols/compliance requirements as defined in each individual Service Level Agreement. The SLA will define the agreed behaviours and activities for TUPE undertaking aligned to those operated by PPDG. The SLA and TUPE actions will be monitored as part of the implementation plan with each subcontractor and will be monitored and supported by PPDGs HR team. Part 6.2b: TUPE Managing the Transfer Please clarify which aspects of TUPE regulation Pertemps understand will be applicable to this requirement. PPDG understands that all aspects of TUPE regulation requirements are applicable in these circumstances. This is as a result of there being a relevant transfer due to a service provision change from existing contracts to Work Programme. Part 8.1a: Performance Rationale Could you please provide further detail on how you intend to achieve the 98% attachment rate on which your offer hinges and how you have derived your performance offer? In addition to the Job Survival Kit can you detail what other support and activities will be available to customers to help them sustain employment? Please give details of processes to be put in place to allow the service delivery model and supporting supply chain to evolve and develop to meet the performance level offered. Attachment and Performance Offer: Could you please provide further detail on how you intend to achieve the 98% attachment rate on which your offer hinges and how you have derived your performance offer? The offer of 98% attachment is based on the following: - Analysis of 12 years delivery experience and performance for mandatory and voluntary caseloads within the same geography. Specifically referral to start conversion rates, which in or current FND contract is between 96-98% on average, in a predominantly rural delivery area and diverse geographies. Our 12 years interaction with customers has identified what potential barriers to attendance may be. - A proven centralised warm handover process that removes barriers to attendance including the distribution of customers to locally suitable delivery sites. The warm handover enables PPDG to identify and plan for any issues that may affect attendance (childcare; travel costs and/or limited awareness of travel routes; care responsibilities; comfort zones and confidence).

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- Localised and accessible delivery sites PPDG and its subcontractors have established reputations within the CPA with recognisable sites. Sites are on main arterial transport routes with most located in close proximity to Jobcentre Plus offices, aligning presence with local hotspots of need (reviewed against NOMS Claimant data). The rationale behind our location strategy is to build upon and maximise the use of existing recognised local venues within customers local communities. - Provision of travel routes and Day Savers for local bus companies - Driver pick-up service will ensure access/attendance for customers with mobility issues or limited access to public transport. - Provision of childrens play boxes and high quality childcare IAG - Offer of JCP awareness sessions and hot desking staff who support JCP colleagues to prepare customers for their referral. This has been particular effective in supporting the Job Seekers Support Offer in some JCP Centres whereby PPDG staff work with JCP conducting handover interviews (three-way warm referral) and holding pre-induction activities as customers near their point of referral (hotspot). - Ability to be flexible and hold attachment activity in other local community venues i.e. Sure Start centre and Neighbourhood Offices. Job Sustainment and Career Advancement Model (Hayley to use STD material): In addition to the Job Survival Kit can you detail what other support and activities will be available to customers to help them sustain employment? In addition to the Job Survival Kit, PPDG and our subcontractors will offer the following activities and services to assure job sustainment: Pre-placement support: - Employment Coaches will identify fundamental barriers to employment and support customers to overcome these before/alongside preparation for employment. An integrated and flexible delivery model will allow customers to access a range of specialist support both during and Work Programme and once in employment, including skills development/qualifications, healthcare, childcare, budgeting and debt management. Having these support networks in place will reduce attrition by addressing issues as they arise. - A Keeping Your Job course will equip customers with key skills and tools to manage the transition to work and succeed once in work, including effective communication, customer service, emotional resilience, managing expectations and first impressions. - Work trials/tasters will set realistic expectations of work, develop work ethic and improve customers confidence in securing and sustaining in a job. - Developing job search efficacy to ensure effective job matching between customers and employing organisations will ensure that customers can progress and develop at a pace that is commensurate with the needs and aspirations of both parties. For example, customers with management aspirations may be placed in a high growth sector with ample training and development opportunities.

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- Sector/employer-led routeways developed in partnership with employers will equip customers with the underpinning knowledge to enter and progress with their chosen employer. Post-placement support: All customers will have a dedicated Employer Liaison Co-ordinator (ELC) who will be responsible for their retention. The ELC will work with individuals and employers to address any arising issues and to develop an in-work development plan that supports the aspirations of both the customer and employer. PPDG has recognised that the skill set required to support customer retention for up to 24 months is different from that required by an Employment Coach, requiring a more in-depth understanding of the labour market and a qualitative rather than quantitative approach to job brokerage. As a result, we are currently developing an internal staff training model that will equip ELCs with the skills required to support customers and employers to achieve Job Sustainability and Career Advancement. ELCs will play a multi-faceted role that includes business support and job creation, ensuring opportunities for future customers. The model will allow ELCs to provide the following interventions/services that are designed to ensure customer retention and advancement (non-exhaustive): For customers: - Provision of up-to-date labour market information to ensure job goals remain realistic and can access emerging job opportunities. - Case management of customer in work, including flexible out-of-hours support. Recognition of customer needs and providing appropriate support (needs only, lighttouch and enhanced). - Signposting to specialist support including additional training, AACS. - Careers guidance, including in-work development plan developed in collaboration with the employer, understanding that advancement will mean different things to different people (i.e. personal advancement and/or professional advancement). For employers: - Understanding of job/person/organisational requirements to assure effective matching (Organisational Needs Analysis). - Signposting/advising on business support including production of business/growth plans, financing, capacity building. - Train the Trainer for staff within the employing organisation to ensure they are able to effectively mentor and support customers with their career advancement. This will help reduce the stigma for customers by limiting intervention from the WP provider. - Facilitate access training and via external or PPDG/subcontractor provision, including sources of funding.

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- Advice and support to SMEs including HR consultation, job enlargement/enrichment and job rotation to make best use of resources in support of growth and support customers advancement. Continuous Improvement Model Performance level: Please give details of processes to be put in place to allow the service delivery model and supporting supply chain to evolve and develop to meet the performance level offered. PPDG and our supply chain partners have/will put in place a number of activities and contingencies to evolve and develop our delivery model and supply chain arrangements in order to meet our proposed performance offer. For example, based on previous delivery experience we can assure an incremental performance offer that improves over time as processes are established, relationships are developed and best practice is applied as standard. Both PPDG and our supply chain have in place existing and proven models of delivery where we have incrementally raised performance and contract efficiencies during the evolvement of the contract. In addition, our Business Development and Employer Engagement teams will undertake robust Labour Market Intelligence monitoring and economic recovery planning to identify local employment and growth priorities that will provide job opportunities for customers. This will involve working with employers to signpost/advise on business growth for example via business planning, job enlargement and capacity building, linking to Regional Growth Funds; this will facilitate local business growth, increase job opportunities/sustainment and allow us to secure future/repeat vacancies. Key to our performance is providing customers with the right skills, attitudes and expectations for the labour market. Personal and social development, employability and sector-specific training modules/qualifications will support customers to identify and apply for realistic and achievable opportunities with local growth markets. Managed by a dedicated Curriculum Development Manager, our training offer will evolve in response to emerging needs and sector priorities to ensure customers have the most relevant and up-to-date skills and knowledge needed to access local jobs in a flooded labour market. Modules will be accessible across the supply chain via the Matrix of Opportunity. The Matrix of Opportunity will also evolve in response changing requirements of the customer groups, labour market or economy, to ensure the right services are available at the right time and to harness new market entrants/service innovation. This will be of particular significant following changes in market share i.e. a need for partners specialising in specific health issues. Expanding/contracting of services in response to market flux will be managed via established contingency protocols, flexible staffing, premises and activity timetabling. Our ability to ramp up/down activity will ensure effective management of resources across the supply chain, ensuring quality of service is maintained and outcomes achieved.

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Established processes, partnerships and standards will be accessible to all subcontractors via the Supplier Extranet and performance reviews/steering groups. This will ensure that best practice and knowledge are shared across the supply, ensuring the most successful and effective practices/linkages are available to all Work Programme customers. Part 9.1: Implementation Plan Can you please supply a revised detailed implementation plan which specifically relates to the CPA. You should include critical path and named roles and responsibilities where appropriate? Please see attached

Signed: [redacted] In the capacity of: Global Chief Executive Officer Name of organisation: PPDG Date: 14th April 2011