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RESTRICTED COMMERCIAL IN CONFIDENCE

EMPLOYMENT RELATED SUPPORT SERVICESFRAMEWORK AGREEMENT

MINI COMPETITIONS FOR THE PROVISION OFTHE WORK PROGRAMME

Invitation to Tender Form

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Tender Round title: The Work Programme

Organisation Name: G4S

Lot: Lot 8

Contract Package Area (CPA): CPA18 North East Yorkshire and The Humber

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PART 1: ORGANISATION DETAILS

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

DWP will not be responsible for contacting anyone other than the persons named in thispart of your form. If any of this information changes during the bidding period you mustinform DWP of the changes by email to:[email protected]

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

G4S Regional Management (UK&I)Limited

Trading Name (if different from above): G4S

Company Registration Number: 03189802

Company Registered address: Sutton Park House

15 Carshalton Road

Sutton

Surrey

SM1 4LD

Head Office Address, if different:

VAT Registration Number: 274 1901 62

Website Address (if any): www.g4s.com/uk andwww.g4swelfaretowork.com

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

G4S plc

The Manor

Manor Royal

Crawley

West Sussex

RH10 9UN

4992207

Name and Job Title of main contact: [Redacted]Managing Director,Welfare to Work

Address: G4S Welfare to Work

7 Carlos Place, Mayfair, London,W1K 3AR

Telephone no: [Redacted]

Mobile telephone no: [Redacted]

Fax no: [Redacted]

E-mail address:[Redacted]

Alternative contact Name and Job Title: [Redacted]- Business DevelopmentDirector

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mailto:[email protected]://www.g4s.com/ukmailto:[email protected]://www.g4s.com/uk

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Address (if different from above): Sutton Park House

15 Carshalton Road

Sutton

Surrey

SM1 4LD

Telephone no: [Redacted]

Mobile telephone no: [Redacted]

Contact e-mail: [Redacted]

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PART 2: TENDERER DECLARATION

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

To: The Secretary of State for Work and Pensions

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

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

2. We have completed and submitted all information required in the Invitation to

Tender Form in the format and order required.

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

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

Scanned Signature: [Redacted]

Date: 10th February 2011

Name: [Redacted]

Job Title: Managing Director, Welfare to Work

Duly authorised to sign Tenders on behalf of:

G4S Regional Management (UK&I) Limited

Name of Organisation: G4S

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

[3.1]

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

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

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

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

Comments on The Work Programme Additional Requirements: -

G4S have reviewed the terms and conditions proposed by the Authority in the Invitation toTender. There are a small number of issues which we believe will need further discussionas they could impact on ensuring value-for-money pricing for the Work Programme.

MINI COMPETITION ADDITIONAL REQUIREMENTS(For Framework Supplier Comments only)

Clause No. Proposed amendment with proposed wording

Clause 1.11(Guarantee)

G4S notes the Authoritys requirement for the Contractor to provide aparent company guarantee. G4S are willing to provide a parent

company guarantee, subject to the terms of the guarantee beingagreed between the parties.

The proposed form of guarantee was provided previously by theAuthority and G4S has reviewed the wording and submitted itsproposed amendments to the Authority.

Clause 2.2(Volumes)

Clause 2.2 of the Contract states that the Contracting Body gives theAuthority no form of volume guarantee in relation to the volumes of theServices which the Contracting Body will procure from the Contracting

Body during the Contract Period. G4S understands the inherentuncertainty around the volume of the Services that will be required infuture years and accepts that the Contracting Body can not accept any

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risk exposure on the basis of the changing economic climate.Nevertheless, G4S believes that the Contracting Body should amendthe wording of the Contract to clarify the rights and position of PrimeContractors within the market in relation to the provision of theServices:

2.2.3 The Contracting Body hereby covenants and undertakes to thePrime Contractor that during the Contract Period the Contracting Bodyshall not:

(a) itself provide similar services to the Services in respect of anyCustomer Group in any Contract Package Area for which thePrime Contractor is obliged to provide the Services under theContract; and/or

(b) enter into any agreement with any person to provide similarservices to the Services in respect of any Customer Group in

any Contract Package Area for which the Prime Contractor isobliged to provide the Services under the Contract, other thanthe Competing Prime Contractors appointed by the ContractingBody on or about the date on which the Parties entered into theContract.

Clause 2.14(Shifting MarketShare)

All bidders would benefit from greater clarity regarding the operation ofthe mechanism for shifting market share which is set out in Clause2.14. At present, this Clause of the Contract does not specify thedetails of the operation of the Positive or Negative Market ShiftMechanism that will be applied if the trigger conditions are met in thecase where there is one Competing Prime Contractor. Clause 2.14.5 ofthe Contract simply states that where the conditions in Clause 2.15.6have been met then the Negative Market Shift Mechanism may beoperated by the Contracting Body (at the sole discretion of theContracting Body) in respect of that Customer Group and similarwording is included in Clause 2.14.7 in relation to the Positive MarketShift Mechanism.

Negative Market Shift Mechanism is defined in Clause 1.1 as meaning

the mechanism by which the number of new Customers referred to aCompeting Prime Contractor is increased by five (5) percentage pointsand similar wording is included in Clause 1.1 in relation the definition ofthe Positive Market Shift Mechanism.

G4S believes that the definitions of the Positive and Negative MarketShift Mechanism need to be amended slightly to more accurately reflectthe requirements of the Contracting Body. As the Contracting Body willnot give any volume guarantees under the Contract, the definitionsshould refer to the adjustment of the proportion (and not the number) ofnew Customers that are referred to Contract Package Area Suppliers

by the Contracting Body and which are referred to the PrimeContractor.

G4S also believes that, whilst it may seem self-evident that an

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decrease in the proportion of new Customers referred to the onlyCompeting Prime Contractor will result in a corresponding increase inthe proportion of new Customers referred to the Prime Contractor, theapplication of the Market Shift Mechanism is best expressed, for theavoidance of doubt, in the Contract in terms of the impact on the PrimeContractor and not on Competing Prime Contractor. We would

therefore suggest that the Contract is amended as follows:

1.1 Negative Market Shift Mechanism meansthe mechanism by whichthe proportion of new Customers that are referred to ContractPackage Area Suppliers by the Contracting Body and which arereferred to the Prime Contractor is decreased by five (5)percentage points, as set out in Clause 2.14;

1.1 Positive Change Mechanism means the mechanism by which the proportion of the new Customers that are referred to ContractPackage Area Suppliers by the Contracting Body which are

referred to the Prime Contractor is increased by five (5) percentagepoints, as set out in Clause 2.14;

2.14.5 On each Market Shift Review Date, the Contracting Body shallassess whether:

2.14.5.1 the conditions in Clause 2.14.6 have been met; and

2.14.5.2 in respect of each Customer Group whether the Job EntryRate (calculated in respect of the preceding twelve (12) month period)achieved by the Prime Contractor for that Customer Group is three (3)or more percentage points lower than the Job Entry Rate (calculated inrespect of the preceding twelve (12) month period) achieved by theCompeting Prime Contractor for that Customer Group, and, if so, theContracting Body shall decrease by five (5) percentage points theproportion of new Customers in each relevant Customer Group that arereferred to Contract Package Area Suppliers by the Contracting Bodyand which are referred to the Prime Contractor. For the avoidance ofdoubt, this process shall be repeated for each Customer Group.

We would suggest that similar drafting is included in Clause 2.14.7 to

detail the operation of the Positive Market Shift Mechanism and also inClause 2.14.9 to deal with the operation of the Negative and PositiveMarket Shift Mechanism where there are more than two ContractPackage Area Suppliers.

Clause 4.3(TUPECompliance(General) andEmployment

Matters

G4S stated in its Part 3 Response to the Framework Agreement that:

G4S requests further clarification in respect of the TUPE clauses inthe Call-Off Terms and would wish to agree revised wording of thisClause at a later stage.

All bidders will, of necessity, have to base their proposed contract priceon the TUPE Data provided by the Contracting Body, As it is notpossible for bidders to verify the TUPE Data all Prime Contractors need

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appropriate legal protection in the contract to cover the possibility thatthe TUPE Data is either incomplete and/or inaccurate and/or will not besubject to change between the date of issue of the TUPE Data and thedate of transfer of the staff under TUPE to G4S and its sub-contractors.Without this legal protection, bidders will have to risk-price for the costimpact. This would not represent value-for-money for the public purse

since the Contracting Body will have to pay for the cost impact whetheror not the risk actually materialises.

This situation is not uncommon in the procurement of otherGovernment contracts, such as the contract for the management andoperation of managed prisons currently being undertaken by theMinistry of Justice. In this instance, the issues with the TUPE Dataoutlined above were addressed to the satisfaction of both theContracting Body and Service Providers by the Contracting Bodyagreeing to increase the contract price by a fair and reasonable sum toaccount for any reasonable additional costs incurred by the Prime

Contractor arising as a result of any inaccuracy or omission or changein the TUPE Data relating to persons engaged in the provision of theServices whose employment transfers under TUPE from any otherperson to the Prime Contractor (or the relevant sub-contractor).

The proposed drafting is attached here for the Authoritysconsideration:

TUPE Annex.doc

Clause 8.5.2(Consequencesof Termination)

G4S acknowledges that Clause 8.3 of the Contract entitles the PrimeContractor to terminate the Contract for its convenience by theprovision of 12 months written notice. However, the consequences ofgiving such notice, as set out in Clause 8.5.2 of the Contract, are justas significant as defaulting under the Contract: the Prime Contractor isliable for the costs of the Contracting Body procuring a replacementPrime Contractor and the increased costs of procuring the Servicesthroughout the remainder of the Contract Period.

G4S believes that the Authority might acknowledge that entering intothe Contract is inherently risky for the Prime Contractor because theContracting Body will not provide any volume guarantee and thepayment mechanism is not tried and tested. There is no certainty thatthe Prime Contractor will be able to break even in supplying theServices under the Contract. Whilst we are willing to accept some riskexposure in this regard, bidders are not able to accept this risk over thelife of the Contract as the delivery of Services may becomeunmanageable due to factors beyond our control. For examplesubstantial future macroeconomic shifts.

G4S believes that, given that the Contracting Body will not pay thePrime Contractor any termination for loss of profit in the event of theContracting Body terminating the Contract for the convenience of the

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Contracting Body, it is not reasonable to expect the Prime Contractor topay for the additional costs of the replacement for the Prime Contractorfor the balance of the Contract Period.

We believe that, in the interests of creating a fair and constructiverelationship between the Contracting Body and Prime Contractors,

Clause 8.5.2 of the Contract should be amended so as to entitle thePrime Contractor to terminate the contract, through the provision of 12months written notice, without needing to compensate the ContractingBody as a consequence:

8.5.2 Where the Prime Contractor terminates the Contract underClause 8.3 (Break), the Prime Contractor shall not be liable to theContracting Body as a consequence, whether in respect of any costsincurred in making other arrangements for the supply of the Servicesand/or for any additional expenditure incurred by the Contracting Bodythroughout the remainder of the Contract Period.

Clause 8.5.3(Break Clause)

Clause 8.5.3 of the Contract stipulates that if the Contracting Bodyterminates the Contract under clause 8.3 for its convenience, theContracting Body shall indemnify the Prime Contractor against anycommitments etc which would otherwise represent an unavoidableloss by the Prime Contractor by reason of the termination.

For the avoidance of doubt, G4S requests that the wording of thisclause is clarified to make it explicit that the definition of unavoidableloss in clause 8.5.3 includes the balance of any amortised setup costsand any unavoidable redundancy costs:

8.5.3 Subject to Clause 7, where the Contracting Body terminates theContract under Clause 8.3 (Break), the Contracting Body shallindemnify the Prime Contractor against any commitments, liabilities orexpenditure (including, for the avoidance of doubt, the contractualredundancy costs and the balance of any amortised setup costs) whichwould otherwise represent an unavoidable loss by the PrimeContractor by reason of the termination of the Contract

Other than those provisions identified above, [Tenderer to insert name] confirms that ithas reviewed the Call-Off Terms and Conditions for The Work Programme and agrees inprinciple to each of their provisions.

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Name: [Redacted]

Scanned Signature: [Redacted]

Position: UK & Ireland Counsel

Telephone No: [Redacted]

Date: 10th February 2011

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

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PART 4: SERVICE REQUIREMENT

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

[4.1] Customer Journey - Process

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

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

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

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

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

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4.1G4S has created a unique delivery model delivered by a supply chain of 92 specialistorganisations in North East Yorkshire and The Humber (NE Yorks &H) that will transformthe delivery of welfare-to-work services here, supporting more people than ever beforeinto sustained employment.

G4S applies a situational approach to each Customers journey on the Work Programme

in NE Yorks & H. This approach is based on 3 key principles. First, the journey ispragmatic; all actions taken on the journey are practical and essential for supporting thatindividual into sustained work. Second, the journey is personal; each Customercompletes actions to address their individual needs and barriers. Third, the journey isproven; it is informed by rigorous informatics analysis and the experience and expertiseof our supply chain. For example, G4S evolves its Knowledge Bank of specialists as wegenerate better data on what works to support Customers into sustained employment.

This situational approach is the basis for all aspects of the Customer Journey. G4S buildseach persons Work Programme journey based on their individual circumstances, not bywhat benefit they are on. The G4S Customer Journey is delivered entirely through our

subcontracted network of Job Brokers, In Work Partners and specialists from ourKnowledge Bank.

We have selected top-performing Job Brokers and In Work Partners from the public,private and voluntary sectors to deliver the G4S journey to all Customers in NE Yorks &H. These are: Pertemps Inspire to Independence City Works East Riding Council and SOVA .Personal Advisors from these Job Brokers co-design every Customersindividual journey from worklessness into sustained employment.

The G4S Customer journey does not end once in employment. G4S subcontracts JobBrokers Pertemps, Inspire to Independence, SOVA and specialist In Work PartnersRenovo to deliver additional in-work services such as career advice, life coaching,

occupational health, mentoring, skills development and crisis intervention to allCustomers in the NE Yorks & H for up to 2 years. Renovos offer an innovativeonline/telephone 24/7 Workfriend mentor.

Many Customers in NE Yorks & H require additional services to address specific needsand barriers to progress their journey towards sustained employment. Appropriateadditional specialist services are delivered by the G4S-funded Knowledge Bank in NEYorks & H of 92 organisations to meet these specific needs and barriers, including thoseunder consortia. Knowledge Bank organisations delivering services across NE Yorks & Hinclude: The Mind Consortium providing mental health support including initialassessments and counselling Citizens Advice Bureau and the 9 colleges under theYorkshire Colleges Consortium, such as Craven College, providing debt advice to andThe Minerva Project and Langley House Trust providing employment and health advice toex-offenders.

Our Employer Liaison Manager for NE Yorks & H works with Job Brokers, employers andkey stakeholders such as JCP and York and North Yorkshire Economy and Skills Boardto ensure that all local vacancies are shared throughout the supply chain. G4S alsoemploys a National Employer Manager to ensure that the 1,100 vacancies offered by G4Sand our corporate partners (such as BT, Tesco and Centrica) are made available to allWork Programme Customers in NE Yorks & H. All regional, national and G4S vacanciesare placed on the G4S Global Online Career Centre, accessible to all Customers.

Every Customers journey is monitored through our industry-leading case managementsystem, ISIS (Informatics System for Individual Support). ISIS is used by allsubcontractors and G4S staff to record and drive each Customers unique journey.

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4.1 (continued)Referral & Initial Engagement: For the majority of Customers, the G4S journey begins attheir Jobcentre Plus (JCP) referral interview. Wherever possible, Personal Advisors fromour 5 Job Brokers delivering across NE Yorks &H are present at local jobcentres toconduct a 3-way warm handover. Where a face-to-face meeting is not possible, JCPvideo-conference or telephone the appropriate Job Broker to conduct the referral. G4S

provides all JCP staff with relevant software, training and a clear written guide as to whichJob Brokers to refer to. Either face-to-face, via video-conference or over the telephone,the Job Brokers Personal Advisor introduces themselves, puts the Customer at ease andexplains what the Work Programme is, what it offers and what is expected. During thisfirst two-way discussion, the Customer and Advisor agree an initial Action Plan thatincludes as a minimum: a job goal first step actions to be completed by the nextmeeting and a confirmed date for the next meeting. All agreed activity is appropriate tothat individuals circumstances, and meets the specification requirements for thatCustomer Group. For example for IB/IS Customers all activity is voluntary. The Advisorregisters all information captured during this initial engagement, and information sent byJCP, on ISIS. This acts as the Attachment Activity required to register the start on PRaP.

Job Brokers market their services to IB/IS Customers, JSA Early Access Volunteers andESA Volunteers prior to referral from JCP. Job Brokers produce promotional material toplace in locations accessed by potential Customers such as: nurseries GPs surgeriessupermarkets JCP offices housing association offices and community centres. AllCustomers are automatically sent reminders by ISIS to attend their follow up 72, 48 and24 hours in advance by their preferred method (email, text, telephone, etc.). If aCustomer is unable to complete this two-way discussion at the referral interview, G4Sensures that all Job Brokers successfully attach the Customer within 15 days of referral.

Follow Up Engagement: Each Customer has a second engagement with their JobBroker within 2 weeks of initial referral. This follow up engagement takes place at the Job

Brokers offices or at another suitable venue, such as those provided by Knowledge Bankorganisations including members under the North Yorkshire Learning Consortium, whobetween them have 72 premises across NE Yorks & H. All Customer travel costs arereimbursed. Where appropriate, for example for some Lone Parents on IS, approvedchildcare is funded. Each Customer receives an induction appropriate for theircircumstances which includes: a group or 1-1 Q&A with a Personal Advisor Health &Safety information a clear explanation of their rights and responsibilities (including withrespect to Fortnightly Job Search Reviews or Work Capability Assessments whereapplicable) a tour of the premises and details of the Job Brokers and G4Sscomplaints procedures. This is followed by a 1-1 discussion with their named PersonalAdvisor to identify and agree a Realistic Job Goal (RJG).The RJG builds on the job goal

identified by the Customer at initial engagement. The RJG is based on 3 key principles.First, the job is one the Customer wants; sustained employment is only achievable whenCustomers own the end goal. Second, it is a job that the Customer can realistically get;that builds on their skills and experiences and takes into account personal circumstances.Third, it is a job that exists in the labour market; the RJG is evaluated against current,local vacancies. The Customer is supported to achieve their identified RJG by a namedPersonal Advisor. Customers identifying self-employment as their RJG are referred to aself-employment specialist advisor in the Job Broker Team, whilst remaining with theirdedicated personal advisor for their overall customer journey. Additional support can beaccessed through Knowledge Bank organisations, such as Enterprise Growth Solutions.

The Personal Advisor: Each Customers named Personal Advisor is co-responsible formapping their bespoke journey into sustained employment. In NE Yorks & H, G4S hasselected Job Brokers employing 104 Personal Advisors to deliver a personalised

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4.1 (continued)Customer Journey for every individual on the Programme. Each Advisor has a caseloadof no more than 80 individuals. Through their Advisor, each Customer receives supportfor: creating an Action and Contact Plan identifying RJGs building motivation &confidence referrals to specialist services CV writing application form-filling BetterOff In Work Benefit Calculations interview skills practice sourcing vacancies by

reverse marketing & cold-calling employers financial support for travel, childcare orcaring costs tax credit applications pre-work preparation and in-work actions. JobBrokers are required to contact JCP to facilitate eligible Customers to move onto aTraining Allowance, or undertake work trials, voluntary work or work activity under theExempt Work scheme.

The Action Plan: Each Customer is supported to agree a situational Action Plan ofactivity built around their identified RJG. This specifies the activities needed to addresseach Customers needs/barriers to drive their journey towards sustained employment andcontains SMART objectives. The Action Plan is stored live on ISIS to ensure continuityand is regularly updated by Customer and Advisor. All Customers can: tick offcompleted actions add new ones store their CV request a Knowledge Bank referral and apply for vacancies. G4S knows that each Customer requires a different level andtype of contact. Each Customer also agrees a situational Contact Plan with their Advisor,detailing methods/frequencies of contact. For some individuals this will be a fortnightlyphone call. For others this will be weekly face-to-face appointments. A range of contactmethods is essential to meet Customers specific needs. For example, lone parentCustomers on IS require contact more frequently during school term times and lessfrequently during holidays. Customers from mandatory JSA Customer groups may needvery frequent contact to build motivation. Some ESA/IB Customers require flexibleContact Plans to fit around health needs. For example, ATL deliver peripatetically,including delivering one to one support, coaching, mentoring, self-employment advice,

support and workshops, barrier removal, motivational & confidence building workshopsAction Plan activity and contact is reviewed at least fortnightly by the Advisor, every 2months by the Job Brokers Operations Manager and every 6 months by G4Ss SupplyChain Manager. This review process ensures that each Customer receives theappropriate support and contact time on their journey towards sustained work.

Ongoing Needs Assessment: G4S encourages a work-first approach to ongoing needsassessment. Diagnostics are used to identify and address those needs which arepreventing an individual from securing sustained employment. This process starts at thefollow up, where the Advisor begins to identify any specific work-related barriers faced bythe Customer, including: travel or accessibility constraints communication or languageproblems significant skills gaps mental or physical health issues and childcare orcaring responsibilities. Job Brokers use diagnostic agencies from the Knowledge Bank,such as Mind and Future Prospects to continuously identify the specific needs andbarriers of individuals in NE Yorks & H. Identified needs are addressed either through in-house actions with their Advisor, or through referral to specific Knowledge Bank agencies.Each Customers needs assessment continues throughout their journey on theprogramme, pre-work and into sustained work. ISIS records all needs assessment andactivity and provides continuity.

Mandatory Activity: G4S gives Job Brokers the freedom to determine appropriatemandatory activities for each Customer, subject to DWP restrictions for particularCustomer groups. In accordance with benefit legislation, ESA WRAG Customers are

never mandated to undertake medical treatment or apply for work. IB/IS Customers andESA Support Group Customers are not mandated to any activity. Where a Customer is

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4.1 (continued)mandated to undertake activity, the Personal Advisor is required to: update theCustomers Action Plan, notifying the Customer of the requirement take into accountpersonal circumstances, such as childcare or caring responsibilities or health needs takeinto account any restrictions outlined in the referral from JCP and ensure that it isreasonable in the Customers individual circumstances. Each Customer undertakes

mandatory activity identified by the Advisor as beneficial for supporting that individual intosustainedemployment. For example, City Works requires all Customers who have notfound work after 3 months to complete an associated work taster or placement. Allinstances of non-compliance are logged on ISIS and reported to JCP.

Referral to the Knowledge Bank: Every Customer works with their Personal Advisor toidentify services that will improve their chances of finding sustained employment.Customers are able to benefit from the full range of Knowledge Bank services whateverCustomer Group they are from. For example some: JSA 18-24 Customers benefit fromcareer guidance from Urbanbiz, and motivational support provided by ImpAct UniversalLtd JSA 25+ and ESA Voluntary Customers benefit from vocational training fromGroundwork and debt advice from Debt Advice Network JSA Early Access Customersbenefit from mental health support from Mind, support for care leavers from Catch 22sand housing advice from Sanctuary Housing JSA ex-IBand IB Customers benefit fromcondition management support delivered by Yes2Ventures and reskilling from MeridianBusiness Support ESA Flow Customers benefit from screening and dyslexia supportservices from Wise Ability, bespoke training from Learning Light and guidance foremployers on employing an individual with disabilities or a health condition from Right toWrite ESA ex-IB Customers benefit from the mental health support services deliveredby Remploy, mentoring delivered by E-mentoring and vocational training delivered bySTAR Ltd and IS Customers benefit from our national parenting advice hotline run byGingerbread and the flexible working expertise of Pay & Employment Rights.

Customers are made aware of these additional services by their Personal Advisor at theirfollow up engagement, and throughout the programme. A menu of Knowledge Bankprovision is maintained in ISIS and prominently displayed in subcontractors premises.When a Customer is referred to the Knowledge Bank they agree a Referral Plan withtheir Advisor, which is stored on ISIS, detailing the aims and expected outcomes. G4SsRegional Contract Management Team monitors Knowledge Bank performance monthly toevaluate and evolve our services, based on what demonstrably increases outcomes.Pre-Work Preparation: When a Customer is offered a job, they are immediately bookedinto a pre-work engagement session with their Personal Advisor. Their Personal Advisorsupports them with applying for in-work benefits such as tax credits and housing benefitrun-on. Advisor and Customer create an In-Work Action/Contact Plan outlining theactivities that each will undertake in order to ensure that the Customer can successfullystart work, and remain and progress in employment. The Personal Advisor sets out in-work expectations providing financial support for the Customers first few weeks in work.All eligible Customers are informed of the assistance they could receive from schemessuch as: Access to Work Individual Placement Support and Wise Ability DyslexiaWork Preparation Programme. Pre-work activity is tracked through ISIS to evaluateprogress and trigger support where needed.In Work Support: For the first 13 or 26 weeks of employment, every Customer issupported by their Advisor. Customers In-Work Plans are reviewed with their Advisorafter the first week to identify support required. After 13 or 26 weeks, each Customer is

tracked by a dedicated In-Work Advisor in their Job Broker or by specialist In WorkPartner Renovos Workfriend service providing 24/7 telephone/online mentoring tomaximise their chances of sustaining and progressing in employment. Tracking is

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4.1 (continued)managed and driven through ISIS. Customers can self-access a range of in-work supportservices in NE Yorks & H, including: mentoring delivered by The Carers Resourceunder the North Yorkshire Learning Consortium and crisis intervention delivered byAddaction.

Did Not Engage: Where a Customer fails to engage, the Job Broker phones the

Customer within 30 minutes to ascertain, and record on ISIS, the reason for non-engagement. Where the Customer shows reasonable justification, they rebook theirengagement with their Advisor. Where no justification is provided, this begins anescalating, time-bound series of interventions to engage the Customer, including dailytelephone calls, texts or emails and attending the Customers next signing-on day. G4Shas a unique partnership with our Utility Services Division to reach Customers with whomwe are finding it difficult to engage. G4S Utility Services 2,000 field staff can conduct ahome visit to any property in the UK within 2 hours of being notified. All field staff arevetted to CRB standards, and in accordance with BS7858. At reengagement with fieldstaff, Customers are: reassured that the programme is designed to meet their needsand to support them into sustainable work reminded of their obligations and the possibleconsequences of non-engagement asked about their reasons for non-attendance andbooked into a new appointment with their Advisor. A secure electronic report is produced,automatically sent to the Advisor and recorded on ISIS. Job Brokers also work closelywith partner agencies to increase attendance including: DAATs the Probation service and community engagement agencies, such as The Salvation Army.

Did not engage activity is appropriately applied across different Customer Groups. If anyJSA Customer, or ESA WRAG Customer (with the exception of lone parents with ayoungest child under five and full time carers), fails to attend a mandated interview oractivity without a reasonable justification, Job Brokers are contractually obliged to informJCP immediately. ESA Volunteers and IB/IS Customers are not mandated to attend any

activity or appointments. When a Customer is reengaged, the Advisor assesses thereason for non-engagement, and makes adjustments accordingly. This might include conducting home visits for Customers with a learning difficulty or health condition reviewing the Customers Contact Plan and facilitating interaction for Customers withspecific needs or barriers impacting their ability to engage.

Drop out of work process: Where a Customer is identified as being at risk of losing theirjob, specialist tracking In Work Partners alert the Job Broker responsible. The Advisorfacilitates a 3-way mediation process to see if the Customer can remain in employment.Where a Customer is able to keep their job, they work with their Advisor and employer toidentify and address in-work needs to reduce the risk of future job loss. Where a

Customer is unable to keep or return to their job, the Customer returns to their Job Brokerto complete a work review. This includes: analysing the job loss, including by obtainingthe employers perspective reviewing and updating the RJG, Action and Contact Plan and notifying JCP. All activity is recorded on ISIS. The Customer learns from theexperience gained, and returns to job search activity with their Advisor.

Completing the Work Programme: All Customers completing the 2 year WorkProgramme in NE Yorks & H without finding sustained employment are supported toreturn to JCP for further support. The Advisor produces an exit report and sends this toJCP within 10 days of the Customer finishing the programme. This exit report is producedby ISIS and contains: each Customers Action Plan, detailing a history of activity whilst

with the Job Broker including job applications, events, and referrals to the KnowledgeBank information from employers about work undertaken Customer feedback andthe Advisors recommendations on next steps.

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[4.1a] Customer Journey - Rationale

Please describe in detail:

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

the benefits to the individual customer groups of this approach.

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

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4.1aThe G4S Work Programme Customer Journey is delivered by the top performingJob Brokers, Knowledge Bank Providers and In Work Partners in North EastYorkshire and The Humber (NE YORKS & H). G4S subcontracts all service delivery inNE YORKS & H to those organisations that are best placed to deliver those services.Rationale: By operating a fully subcontracted delivery model, G4S ensures that there are

no incentives to directly deliver a Customer Journey where that journey could better bedelivered by someone else. The past decade of welfare-to-work delivery in the UK hasdemonstrated that where prime providers directly deliver, they only subcontract for thehardest-to-help Customers or in areas with low volumes at a payment rate well belowwhat is needed for adequate support. A pure prime contractor model separates self-interest from selecting the best organisations to meet the Customer need and creates amanaged marketplace. Benefits to individual Customer groups of this approach: TheG4S model ensures that individual Customer Groups are able to benefit from the mostappropriate services to meet their individual needs. By subcontracting all front-linedelivery, G4S manages and supports a large, diverse network with the skills andexperience to meet the needs of Customers in the in NE Yorks & H.

The G4S Work Programme Customer Journey provides access to over 92Knowledge Bank services to support each Customer into sustained employment.Rationale: No one organisation can meet the complex and inter-related needs of many ofthe Customers who will access the G4S Work Programme in NE Yorks & H. The IPPRhighlighted that a lack of integration between prime providers and specialistsubcontractors was a main reason for disappointing outcomes on Pathways to Work.G4S directly funds the Knowledge Bank to ensure that there is no disincentive for JobBrokers to access services on behalf of Customers. Benefits to individual Customergroups of this approach: Individual Customer groups are continuously able to benefitfrom services delivered by the best placed organisations to meet their specific needs and

barriers. This access can particularly benefit specific Customer Groups. For examplesome: JSA 18-24 Customers will benefit from Peach Orators apprenticeship schemes JSA 25+ and IB/IS Customers will benefit from re-skilling through the vocational trainingprovided by Groundwork JSA Early Access Customers will benefit from debt andhousing advice through The Minerva Project JSA ex-IB Customers will benefit frommental health support provided by Mind and RBLI ESA Flow and ESA ex-IB Customerswill benefit from disability support provided by Remploy and Leonard Cheshire Disabilityand ESA Voluntary Customers will benefit from condition management therapy providedby Yes2Ventures.

The G4S Work Programme Customer Journey is an end-to-end service. AllCustomers on G4Ss Work Programme are supported by a dedicated Personal Advisor

until they find sustained employment or until they complete the programme. The NationalAudit Office quotes OECD research to show the use of Personal Advisors achieves higheroutcomes. Rationale: Joined up service delivery decreases the risk of individualsdisengaging from the programme or getting lost between service providers. Breaking theCustomer Journey into arbitrary time periods delivered by different subcontractorsencourages parking of clients who require more intensive and longer support, Benefitsto individual Customer groups: An end-to-end Customer Journey ensures ownership,accountability and gives subcontractors sufficient time and incentive to meet the full rangeof needs and barriers of all Customer groups. Every individual, irrespective of Customergroup, has access to a highly trained, experienced and effective Advisor to co-create theirpersonal journey to sustained employment. G4S know that, on average, some CustomerGroups for example long-term JSA Customers, ex-IB Customers and IB Customers willrequire a much longer period of support before they are able to access employment Only

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4.1a (continued)an end- to-end Customer Journey can help those requiring longer periods of support intoemployment.

The G4S Work Programme Customer Journey is situational. The Customer Journeyis not prescribed according to a set of rules. It is co-designed by the Customer and theirPersonal Advisor in response to individual need to achieve the individuals Realistic Job

Goal. Rationale: A one-size-fits-all approach has been proven to be ineffective in welfare-to-work delivery. The best performing employment programmes in the UK to date havebeen those with the most flexibility for example Employment Zones. The Social MarketFoundation and the Gregg Review show that the personalised support found inEmployment Zones generates 11% higher outcomes. Benefits to individual Customergroups: Saving money on bureaucracy generates the resource to pay for interventionsthat actually meet individual Customers needs and barriers to employment. For example,by not insisting that every client attends a 4-week mandatory work placement (which maybe completely inappropriate for some individuals), we are able to pay for bespokeinterventions such as: dyslexia work preparation from Dyslexia Action disclosureadvice for offenders from SOVA and in-work health support delivered by Renovo.

The G4S Work Programme Customer Journey begins with a warm handoverwherever possible. Rationale: Warm handovers have been demonstrated to improveattendance and engagement rates by up to 15%. They: build immediate rapportbetween the Customer and the Personal Advisor generate a better understanding ofrights and responsibilities while on the programme reduce anxiety and increasemotivation. The report: Jobseekers Regime and Flexible New Deal Evaluation, highlightedthat advisors asked about the referral process at JCP agreed that a warm handovercreated a more seamless transition for the customer moving on to FND. Benefits toindividual Customer groups: All Customers receive a personal welcome onto the G4SWork programme. An immediate momentum and expectation is built up around securing

employment. Customers needs and barriers begin to be identified, and first step actionsto address those barriers are identified and recorded. Some younger JSA Customers canfeel suspicious and sceptical towards employment programmes leading to low levels ofengagement and, ultimately, success. Similarly some older JSA Customers can feel jadedby previous employment initiatives that have not worked for them. Some JSA ex-IBCustomers and non-voluntary Early Entrants might be nervous about the possible effecton their benefits of participation. A warm handover starts to immediately allay theseconcerns. For voluntary Customer groups such as IS Customers, IB Customers and ESAVolunteers a warm handover increases participation rates.

The G4S Work Programme Customer Journeyis built on a Realistic Job Goal (RJG).Securing the RJG, and sustaining and progressing within that role, is the destination ofthe Customer Journey. Rationale: Without a clear employment objective, welfare-to-workprovision is directionless and focuses on the symptoms rather than the cure. A RealisticJob Goal focuses all activity on sustained employment rather than any peripheralobjective. This is evidenced by Feedback on DWPs DSO7 Survey. Benefits toindividual Customer groups: Drawing on over 200 years welfare-to-work experiencewe know that one of the key barriers to employment for many Customers is the lack of aRJG. They either do not know what jobs are available, they lack confidence that they havethe skills to do that job, or they have an unrealistic expectation about starting salary, typeof work or initial level of seniority. Needs to employment are met in relation to the RJGidentified ensuring that all, and only relevant barriers are addressed. Some younger JSA

ensuring that all, and only relevant barriers are addressed. Some younger JSA Customershave received poor career advice and lack a clear sense of what is a realistic expectationfor a first job. Some older JSA Customers have a Job Goal that no longer

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4.1a (continued)exists in the labour market in their area due to industrial decline or a change in the localemployer base. Many ex-IB and IB Customers have not worked for a considerable periodof time and do not know what jobs they could do with the skills that they have. Some loneparents on IS have lost confidence in their abilities and are unaware of what jobs theirtransferable skills would qualify them for. Identifying a RJG meets these needs.

The G4S Work Programme Customer Journey integrates ongoing needsassessment. This begins at the warm handover, and continues throughout an individualsjourney to sustained employment. Rationale: Customer needs change over time. To bestmeet changing needs, Customers need ongoing assessment from a range of experts.Customers can be reluctant to disclose their full range of needs and barriers in the earlystages of a programme - instead waiting until they have built up more trust and rapportwith their Advisor over a series of meetings. DWP research (report 105) shows thatcontinuous assessment increases customer confidence, and the likelihood of a successfuloutcome. Benefits to individual Customergroups: All Customer groups have access tothe assessment expertise of our subcontractors Advisors, as well as specific needsassessment tools such as Dyslexia Screening provided by Knowledge Bank organisationsDyslexia Action and Wise Ability. Ongoing needs assessment activity informs eachCustomers: RJG situational Action and Contact Plan (including mandatory activityand Knowledge Bank referrals) and in-work support.

The G4S Work Programme Customer Journey is mapped on a situational ActionPlan. This incorporates an individual situational Contact Plan for each Customer.Rationale: Outlining the destination for each Customers journey is not sufficient. TheGregg Review (p.42) notes a wealth of international evidence to support the importanceof a personalised action plan co-owned by the Customer to set an RJG, and to measureprogress. G4S do not insist on rule-based levels of contact. For example, it is inefficientand counterproductive to insist on seeing a Customer fortnightly if they are on a 3-week

work placement. Rather, G4S insist that all contact levels are appropriate.Appropriateness is measured by G4Ss Supply Chain Managers, and defined as a level ofcontact that supports every Customer towards employment. Benefits to individualCustomer groups: Recording and measuring progress against the situational Action Planensures that every Customer is receiving the support that they need. All activity is basedon individuals needs rather than on their Customer Group. Every Action Plan and ContactPlan is different, reflecting the unique needs presented by each individual.

The G4S Work Programme Customer Journey featuresmandatory activity.Rationale: Mandatory activity is a key feature of successful welfare-to-work provision.Some individuals will require compulsory engagement and action in order to progress intosustained employment. Benefits to individual Customer groups: G4Ss Job Brokersapply our situational approach to mandatory activity. Mandatory activity is usedappropriatelywhere it is in the best interests of the Customer to meet needs and barriersthat would not be met any other way. IB Customers, IS Customers and ESA SupportGroup Customers are not mandated to any activity. ESA WRAG Customers are able tobenefit from compulsory interventions such as attending appointments and attendingtraining as agreed with their Personal Advisor these do not include any actions relatingto undertaking medical treatment, applying for work or taking up employment. Mandatingactivity for this Customer group increases motivation, self-confidence and overcomeswider internal barriers to employment such as a fear of failure. JSA Customers are able tobenefit from mandatory activity including applying for jobs, work experience, attending

appointments, attending interviews, group activities and taking up job offers. For manyJSA Customers benefit dependency and a fear of work are significant barriers tosustained employment. G4S knows that the greater the level of intervention, the more

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4.1a (continued)chance of helping an individual secure sustained employment.

The G4S Work Programme Customer Journey embracespre-work preparation.Rationale: High quality pre-work preparation increases sustainability rates. Previouswelfare-to-work initiatives have seen very high levels of drop-out in the early days andweeks of employment due to inadequate pre-work preparation. Linking pre-employment

provision with in-work support for skills helps people to get into work quickly, whilecontinuing to improve their skills. (NAO Nov 07) Benefits to individual Customergroups: All Customer groups receive appropriate, rigorous pre-work preparationaddressing their in-work needs and anticipating barriers to sustainment. This ensures thatall Customers have a smooth transition from benefits to work, and increases theirlikelihood of staying in work. Many longer-term workless JSA and ex-IB Customers havebeen out of work for a considerable period of time, and some have become very detachedfrom expectations of the workplace. Some younger JSA Customers will never haveworked and will not understand working culture. Some Early Access JSA Customers willhave experienced significant social exclusion that may ill-equip them for understandingthe workplace. Effective pre-work preparation meets these needs.

The G4S Work Programme Customer Journey includesbespoke in-work support.Rationale: Effective, tailored in-work support increases sustainability rates. DWPresearch (report 95) shows that, in the USA, ongoing mentoring leads to 65% ofemployers reporting improved retention. Benefits to individual Customer groups:Bespoke in-work support identifies and addresses individuals in-work needs, supportingCustomers through the difficult first days, weeks and months in employment and givingthem the best possible chance of sustaining and progressing in employment

The G4S Work Programme Customer Journeydrives Customer attendance.Rationale: Activity and contact levels drive performance on welfare-to-work programmes(DWP, Research Report No 638). All non-attendance is rigorously pursued to underline

attendance expectations, conditionality and work ethic. Benefits to individual Customergroups: For many Customers, motivation, work ethic and activity levels will be asignificant barrier to securing and sustaining work. Managing Customer attendance is oneof the most effective ways of addressing this barrier. JSA Customers benefit frommandatory appointments to build work ethic and acclimatise individuals to getting up inthe morning, arriving at appointments on time, regular patterns of activity, working withother people and keeping to commitments.

The G4S Work Programme Customer Journey contains fast, effective interventionfor Customers who drop out of work. Rationale: Early intervention can help Customerswho have dropped out of work to either regain their previous position, or build on the work

skills gained to quickly find alternate jobs. Benefits to individual Customer groups:Additional needs and barriers are identified that caused the individual to drop out of work,and these are appropriately addressed through the intervention of their Advisor, In WorkPartners and, where necessary, Knowledge Bank support. Some JSA Customers can findthemselves in the low-pay no-pay cycle. Many IS, IB and ex-IB Customers will not haveworked in a considerable period of time. Employment can be difficult to sustain for theseCustomers. By providing fast, effective intervention for Customers who drop out of workwe ensure that individuals are given opportunities to obtain and sustain employment. Forunsuccessful Customers, the G4S Work Programme Customer Journey ends with a warmhandover back to JCP, coupled with an exit report. Rationale: A warm handover back toJCP, supported by the exit report, ensures that progress made is not lost and the

Customer is not starting from scratch. Benefits to individualCustomer groups: Thereport identifies needs and barriers to employment that were not met for each Customer,and provides a plan of activity going forward.

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[4.1b] Service Requirement

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

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

Your rationale that supports your approach:

How it addresses the needs by customer groups.

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

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4.1bG4S has created 10 Minimum Service Delivery Levels to reflect our situational, work-first approach to delivery, which form the minimum service every Customer will receivefrom the Work Programme in North East Yorkshire and The Humber (NE Yorks & H).

1) Every Customer will have an individual Personal Advisor who is responsible forsupporting them into sustained employment. There is a large body of academic

research demonstrating that a Personal Advisor model works best (for example, see DWPResearch Reports 122, 144, & 494). A Personal Advisor provides: continuity of serviceto Customers, building trust and understanding shared accountability for theachievement of a sustained job outcome and the most effective method for designingand delivering an individual journey of support. Addressing need: Customer need isdetermined by individual circumstances rather than Customer Group. Personal Advisorsco-design a bespoke route back to employment based on each Customers uniquecircumstances.

2) Every Customer will receive a comprehensive Work Programme Induction, in themost appropriate format for them, within 2 weeks of referral. A good Induction is

essential to: welcome individuals to the Work Programme explain rights andresponsibilities explain what resources are available and to map out each personsjourney through the Work Programme. Addressing need: All Inductions are done in aformat that most appropriately meets the needs of individual Customers in NE Yorks & H.For example, Lone Parents are supported with childcare to enable them to attend.Younger people are inducted using non-classroom based techniques. Customers who aredisabled or who have a health condition receive their induction in a format that meets theiradditional requirements for example a Customer with a learning disability might havetheir induction delivered in more than one sitting.

3) Every Customer will be supported to identify a Realistic Job Goal (RJG) within 2weeks of referral. The RJG provides a target for each Customers job search activity.The needs of individuals and Customer groups are assessed in relation to the RealisticJob Goal ensuring that all, and only activities that are necessary to help the Customerachieve sustained employment are identified and implemented. Addressing need: Someyounger people are unemployed because they have received poor career advice and donot know what they can realistically do. Some older workers have a job goal that nolonger exists. Many Lone Parents and people who have been out of work for a long periodof time can lack confidence about what job they can do. Some people with healthconditions or who are disabled can be unsure what type of job could fit around theircondition. Identifying a Realistic Job Goal provides an achievable goal for their activity.

4) Every Customer will have an Action Plan. An individual Action Plan provides a

concrete timetable and set of clearly defined steps for each person to attain their realisticjob goal. It also provides a clear platform for measuring progress. Addressing need:Younger jobseekers can lack direction and become disheartened by set-backs in the jobsearch process. Customers fast-tracked onto the Work Programme or with a healthcondition or who are disabled can present additional barriers to employment that need tobe overcome. An Action Plan sets out a clear route to meeting these needs.

5) Every Customer will have a Situational Contact Plan. High levels of activity andintervention are necessary to move people from benefit-dependency into sustainedemployment. It is not appropriate to mandate the same level of contact for everyone.Rather each Customer should receive the appropriate level of support based on their

individual circumstances. For most Customers this will be at least fortnightly. For manyCustomers it will be daily. Addressing need: Many lone parents in NE Yorks & H willaccess the Work Programme to look for employment support once their youngest child

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4.1b (continued)reaches nursery age. This might suggest reduced contact before that date, andaccelerated contact afterwards. Many ESA Customers will have fluctuating healthconditions a Situational Contact Plan is the best way to meet their needs. Someyounger JSA Customers can require regular, daily contact to help instil a positive workethic. For older JSA Customers and IB Customers, a Situational Contact Plan can meet

their needs to fit around, for example, health appointments.6) Every Customer will receive Job Brokerage support including, as a minimum, aCV, Interview Training, and a Better-Off Calculation. Job Brokerage is a necessarycondition for finding an individual employment. In addition to the above minimum, itencompasses activities such as: building motivation and confidence, application formfilling, and cold calling employers. Addressing need: Younger Customers can oftenpresent negatively at interview by using inappropriate language. Older Customers canhave a poor quality or out-of-date CV. Early-entrant and ex-IB Customers can have longperiods of absence from the workplace that they find difficult to explain on a CV or atinterview. Lone Parents can lack confidence at interviews. Professional Job Brokerageaddresses these needs.

7) Every Customer will receive ongoing needs assessment. For the majority of peopleit is necessary to identify needs in order to effectively meet them. Needs assessment isnot a one-off activity done at the start of the G4S Work Programme. Rather it is anongoing process that develops as the relationship between Personal Advisor andCustomer deepens. Addressing need: The complex needs of younger JSA Customersare often only fully identified as a result of building rapport over a period of time. JSA Ex-IB and IB Customers can initially be mistrustful of the Work Programme, hiding needs atinitial assessment. Many ESA Customers will have fluctuating needs that can only beidentified, and appropriately addressed through continuing needs assessment.

8) Every Customer will have access to the G4S Knowledge Bank. Some peoplerequire additional expert intervention to secure employment that Job Brokers are not ableto provide. Addressing need: All Customer Groups have access to specialist provision inour Knowledge Bank in NE Yorks & H. For example, older JSA Customers, ESA and IBCustomers will benefit from condition management support provided by Yes2Venture.Lone Parents, including IS Customers, can access our telephone support service forparenting advice provided by Gingerbread. JSA 18-24 Customers will benefit from careeradvice from The Princes Trust and JET Ltd.

9) Every Customer will receive pre-work support. Pre-work support prepares aCustomer for work, identifies what in-work support might be required and increases thechances of individuals staying in work. Addressing need: Younger Customers entering

work for the first time, or other Customers starting work after a long period ofunemployment such as ex-offenders, ex-IB Customers or Lone Parents benefit from pre-work preparation to understand work-expectations.

10) Every Customer will receive in-work support including mentoring, crisisintervention and ongoing career management. Every Customer will have thisdocumented in an In-Work Action Plan. In-work support increases the chances ofindividuals staying in employment. Addressing need: Older JSA Claimants, includingthose who have been on IB, can find it difficult to cope with holding down a job. JSA EarlyAccess Customers can find it difficult to deal with the structure that being in employmentimposes. Many ESA Customers find balancing employment and managing their health

condition difficult. Lone Parents can struggle in the early months of employment particularly if their childcare falls through. G4Ss in-work support meets these needs,provided by Renovo, Inspire 2 Independence, Pertemps and SOVA.

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5.1G4Ss delivery model is designed to support more people into sustained employment inNorth East Yorkshire and The Humber (NE Yorks & H) than any other. G4Ss deliverystructure builds on what works, and learns from the mistakes of other Prime Contractormodels. At the heart of this is the belief that there is a distinction between job brokerage,in-work support and additional specialist services. G4Ss delivery model is based on the

following of key delivery strategies.Delivery Strategy: G4S manages an entirely subcontracted delivery model in NE Yorks &H. Evidence that this is the best approach for Customers: G4S is the worlds leadingsupply chain manager, and is best placed to select, manage and coordinate a network ofexisting welfare-to-work organisations to effectively meet Customers needs in NE Yorks& H. A pure Prime Contractor approach takes away conflicts of interest that inevitablyarise when an organisation is both a deliverer and a contractor.Delivery Strategy: G4S subcontracts job brokerage services to the very best local andnational Job Brokers delivering in NE Yorks & H, including: City Works East RidingCouncil Inspire 2 Independence (I2I) Pertemps and SOVA. These organisationshave been selected based on their evidenced ability to meet the needs and barriers of all

Customers in the region. Evidence that this is the best approach for Customers: G4Shas selected organisations with the experience, skills and expertise of meeting the needsof all Customer groups, including those hardest-to-help, and supporting them intosustained employment. For example: City Works is a local organisation based in Hullthat placed over 300 people into work on their successful BRITE (Building Routes IntoTraining and Employment) project, 75% of which sustained employment beyond 13 weeks East Riding Council ensures comprehensive delivery across vast rural areas through 50local authority premises in East Riding Pertemps is a national organisation that iscurrently the second best FND provider and has achieved Investors in People andPositive about Disability status I2I is a national organisation with the ability to engage allCustomers, particularly JSA 18-24 Customers, through their innovative services deliveredfrom professional football stadiums across NE Yorks & H and SOVA is a voluntaryorganisation working successfully with Probation Trusts and Colleges to deliver educationand employment services to ex-offenders in Yorkshire and the Humber. For Example:Inspire 2 Independence were the highest performing provider in their Flexible New Deal(FND) network, achieving 58% job starts and 80% 26 week outcomes

Delivery Strategy: G4S has selected 5 Job Brokers to provide services in NE Yorks & H.G4S has a reserve list of 8 Job Brokers. Evidence this is the best approach forCustomers: the G4S approach ensures that contingencies are in place should anorganisation in the supply chain fail it ensures Customer flows can be distributedappropriately so that no Job Broker is operating beyond their maximum capacity and it

encourages competition to achieve high job and sustainability outcomes (in Australia,DEWR estimate that star-ratings increased 13 week outcomes by 20%).Delivery Strategy: G4S has selected a local authority, East Riding Council, to provide jobbroking services in East Riding. Evidence that this is the best approach forCustomers: East Riding rural geography presents delivery challenges. Manyorganisations lack effective infrastructure to deliver a comprehensive service to allCustomers. Poor transport links isolate Customers from support and jobs in Hull or York.To tackle this, G4S subcontracts East Riding Council, who delivery from 50 communitypremises across the area, including leisure centres, adult learning centres and businesscentres in small communities such as Pocklington, Hornsea and Goole. This allows themto reach Customers other local providers who lack this infrastructure cant reach.

Delivery Strategy: G4S directly funds a Knowledge Bank of organisations to deliveradditional expert interventions to meet Customer needs in NE Yorks & H. Evidence thatthis is the best approach for Customers: Job Brokerage is necessary for an individual

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5.1 (continued)to find employment, but it is not sufficient. G4S has sourced organisations to provideservices to meet the broad range of Customer needs and barriers in NE Yorks & H. Forexample, our Knowledge Bank includes: Future Prospects providing in-work benefitcalculations, childcare and health advice for those with long-term health conditions theMind Consortium delivering mentoring, 1-1 and group support for Customers with mental

health needs across NE Yorks & H and The Princes Trustproviding mentoring andskills training to JSA 18-24 Customers, including in North Lincolnshire where the numberof JSA 18-24 Customers are above both the national and regional average. By directlyfunding the Knowledge Bank, G4S ensures that there are no financial disincentives forJob Brokers to refer Customers to appropriate additional provision this has been a keyfailing of other Prime Contractor models.Delivery Strategy: G4S evolves the Knowledge Bank based on performance informationgenerated by our Informatics System for Individual Support (ISIS). Evidence that this isthe best approach for Customers: G4S learns what provision is effective and what isnot, and uses this information to continuously improve our delivery model and supplychain the Knowledge Bank changes in response to changing Customer need, employer

demand and regional demographics and ISIS identifies the unmet needs of Customersenabling us to augment the range of services offered in the Knowledge Bank to meetthose needs going forward.Delivery Strategy: G4S has selected organisations for our supply chain that havedemonstrated their ability to deliver much longer periods of in-work support than onprevious employment programmes. G4S subcontracts Job Brokers and specialist In WorkPartners to deliver in-work support to individuals who have successfully reached 13 or 26weeks employment. These organisations include Renovo, I2I, Pertemps and SOVA.Evidence that this is the best approach for Customers: Many Customers requireadditional support and expertise to stay in work past their first few months of employment.Some Customers, particularly the hardest-to-help, are trapped in a low-pay no-pay cyclethat can only be broken through rigorous, tailored in-work support. G4S has selected thevery best organisations to deliver this service, rather than assuming that the organisationwho helped the person find work is always the best to help them sustain it.Delivery Strategy: G4S has split NE Yorks & H into 4 distinct geographical sub-regionsto manage delivery. These sub-regions are: North and North Yorkshire Coast EastRiding Hull and North and North East Lincolnshire. Evidence that this is the bestapproach for Customers: NE Yorks & H encompasses an area of 11,826 km2 made uplargely of rural areas such as the North Yorkshire Moors and Yorkshire Dales. Some smallcommunities are more than 45 minutes from the nearest town. G4S ensures that allCustomers have access to provision in these areas. Pertemps have an established

presence in Skipton and Northallerton, and are establishing further presence across otherrural areas such as Harrogate and Scarborough. Additional coverage is provided by thevast network of community outreach locations used by East Riding Council. In contrast,the urban centre of Hull is readily accessible to many Customers with excellent transportlinks and higher employment opportunities. City Works has a strong presence in the heartof Hull city centre delivering from 4 accessible High Street premisesDelivery Strategy: G4S makes thousands of regional, national, G4S and corporatepartner vacancies available through: our National Employer Manager our EmployerLiaison Manager for NE Yorks & H the G4S Online Global Careers Centre and oursubcontractors vacancy-sourcing activities. In 2010, the organisations in our supply chaincollectively sourced 3,500 vacancies with 1,100 employers. Evidence that this is the

best approach for Customers: Customers have fast-track access to job vacanciesincluding meter-reading for British Gas and security services for Morrisons. Thisstreamlined access to vacancies increases Customers chances of securing the

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5.1 (continued)job. No delivery model in the history of UK welfare-to-work delivery brings as manyconfirmed jobs as G4S, our subcontractors and our corporate partnersG4S works with our subcontractors through the implementation of our supply chainand performance management structure that has been proven across over 6,000contracts. Every member of our supply chain has: a formal contract with G4S that

details the legal and moral obligations on both parties a named individual G4S SupplyChain Manager responsible for their well-being and performance clear weekly numericaltargets for attachments, job starts, job outcomes, and sustainments unambiguousprovider guidance setting out the qualitative targets and wider responsibilities for G4S andour supply chain. Subcontractors Operations Managers report weekly to their SupplyChain Manager on performance against targets and to share best practice and localintelligence. This weekly review also measures progress against any PerformanceImprovement Plans. Subcontractors Regional Managers meet monthly with the G4SContract Director for NE Yorks & H. Subcontractors Senior Managers meet bi-annuallywith Managing Director, [Redacted], and Head of Operations, [Redacted], and morefrequently in cases of underperformance. Formal contact is supplemented by regular

informal telephone calls, meetings and emails. G4S works with under-performingsubcontractors to improve levels of job and sustainability outcomes. This includes sharingbest practice and implementing changes in staffing and management where necessary.Where subcontractors consistently underperform, G4S will move Customer flows tohigher performing subcontractors and will, in extremis, remove organisations from oursupply chain. G4S has made a clear commitment to a transparent and fair funding modelfor our supply chain that incentivises organisations to achieve sustained job outcomes forall Customer groups. Job Brokers are paid on attachments, job outcomes andsustainments. Small charitable subcontractors have been given the option of higherattachment fees to ease their potential cash flow burden. In Work Partners are paid onsustainment outcomes achieved. Our Knowledge Bank is flexibly funded with someproviders, such as Catch 22 providing phone support, e-support, 1-1 and group supportvulnerable young people, paid entirely in up-front fees. G4S believes that no other PrimeContractor is passing through as much funding to subcontracted front-line delivery as G4Sare. G4S has demonstrated its commitment to open, honest and fair subcontractingrelations that surpass the Code of Conduct and Merlin Standard. Evidence of thiscomes from the testimony of subcontractors in our supply chain. For example,Director of City Works Tracey Dervey,statedthat the innovative approach taken byG4S has been by far the most accommodating and easily understandable.Continuously meeting local Customer need: G4Ss Knowledge Bank has beenselected to meet the local needs and barriers of Customers, particularly those hardest-to-

help, in NE Yorks & H. For example: there is high proportion of lone parents in Hullcompared with any other local authority area across NE Yorks & H. To meet the needs oflone parents, including those claiming IS, G4S subcontracts Gingerbread to providetelephone advice and guidance to lone parents across NE Yorks & H qualification levelsare very low in Hull with 18.2% of the population having no qualifications significantlyhigher than the national average of 12.3%. G4S subcontracts vocational skills support toorganisations such as Learning Light providing skills training through readily accessiblee-learning methods and the elderly population in North Yorkshire is increasing sharplywith 50% more people aged over 65 expected to be living in the sub-region by 2020. G4Ssubcontracts support for older works to PRIME including self-employment support. G4Shas selected 52 voluntary organisations for the Knowledge Bank in NE Yorks & H,

including the 19 organisations under North Yorkshire Learning Consortium. Thesevoluntary organisations are often best-placed to fully address the needs of hardest to helpCustomers, with a collective experience of over 400 years working in their specialisms.

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[5.2] Management Structure

Please provide:

a description of the proposed management structure and how the requiredmanagement skills and expertise, including working with local stakeholders, have

been identified and will be delivered. You should also include a description ofassociated responsibilities and reporting lines ;

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

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

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

Insert your response in the pre-set, shaded space of the following pages. Your response

MUST be limited to three sides of A4.

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

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5.2G4S manages the Work Programme in North East Yorkshire and The Humber through: our Central Welfare-to-Work Team entirely dedicated to delivering Work Programmecontracts our Work Programme Regional Team exclusively dedicated to delivering theG4S Work Programme in North East Yorkshire and The Humber and oursubcontractors diverse national, regional and local management teams.

G4S Regional Management Team Structure: TheContract Director is responsible forthe achievement of all Work Programme contractual, financial and qualitative targetsacross North East Yorkshire and The Humber. The Contract Director manages: [Redacted] Supply Chain Managers (SCMs), each responsible for the performance andmanagement of [Redacted] Job Broker, [Redacted] In Work Support Partner and up to[Redacted] Knowledge Bank Providers our Employer Liaison Manager, responsible forensuring that the thousands of vacancies generated every year by G4S and our corporatepartners in North East Yorkshire and The Humber are made available to our local deliverypartners and our Contract Coordinator, responsible for providing high-level executiveassistance and support.

Subcontractors Management Team Structures: subcontractors are required to have: a named Operations Manager in each sub-region, reporting to an individual G4S SCM,and responsible for their organisations overall performance across the sub-region and anamed Senior Manager reporting to the Contract Director, responsible for the overallperformance and consistent delivery of all of that subcontractors G4S Work Programmeprovision across North East Yorkshire and The Humber.

G4S Central Team Management Structure: [Redacted], Managing Director. G4SWelfare to Work. Reports to: Work Programme Project Board chaired by [Redacted], CEOG4S UK and Ireland. Responsibilities: Ultimate responsibility for the success of our WorkProgramme business ensuring that all contractual, performance, financial and ethicaltargets are exceeded. [Redacted] (MD) direct reports are: [Redacted], ChiefOperating Officer (COO). Responsibilities: Day-to-day operational responsibility for thesuccessful running of our Work Programme in North East Yorkshire and The Humber,ensuring that the Contract Director is delivering their targets Chief Information Officer(CIO), [Redacted]. Responsibilities: Overall responsibility for the implementation,maintenance and improvement of our IT infrastructure in North East Yorkshire and TheHumber including our Informatics System for Individual Support (ISIS) Chief FinanceOfficer (CFO), [Redacted]. Responsibilities: Managing the financial performance of ourWork Programme contract in North East Yorkshire and The Humber, including budgetarycontrols, and overseeing financial audits Head of Communications (HoC), [Redacted].Responsibilities: Ensuring that all stakeholders in North East Yorkshire and Tthe Humber

are continually informed of the progress of G4Ss Work Programme, and its performanceagainst targets Head of Policy (HoP), [Redacted]. Responsibilities: Leveraging thelatest policy developments, academic research and national and international bestpractice to improve performance on the Work Programme in North East Yorkshire andThe Humber Head of HR & Development, [Redacted]. Responsibilities: Strategic-levelresponsibility for recruiting, training, and developing both our own staff, and those of oursupply chain. Responsible for a smooth and successful TUPE transition. [Redacted] (CIO)direct reports are: our IT Projects Manager, [Redacted], responsible for deploying andmaintaining ISIS, and for managing the IT Support Analyst (who is responsible for usermaintenance and first-line support) and our PRaP Interface Manager, responsible for allaspects of PRaP interface, and for managing our Data Inputters (who are responsible for

inputting PRaP data accurately and securely onto ISIS).[Redacted] (CFO) direct reportsare: two Management Accountants, responsible for producing accurate and timelymanagement reports explaining variances against budget, performing month end dutiesand assisting subcontractors with financial planning

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5.2 (continued)[Redacted] (HoC) direct reports are: [Redacted] Marcoms Executives, responsible forproducing our performance updates, weekly reports, our North East Yorkshire and TheHumber newsletter, and for maintaining our website. [Redacted] (COO) direct reportsare: our Head of Compliance, responsible for the contractual and legal compliance ofour Work Programme contract in North East Yorkshire and The Humber throughout our

supply chain. The Head of Compliance manages [Redacted] Audit Officer responsible fordelivering internal and subcontractor audits our National Employer Manager responsiblefor strategic level employer relationships, and for ensuring that all of our vacancies andthose of our corporate partners are accessible to all Customers Contract Directors including the Contract Director for North East Yorkshire and The Humber.

G4S identified the required management skills and experience for delivering WorkProgramme in North East Yorkshire and The Humber, including working with localstakeholders, by: surveying the skills sets of current high-performing managers in thewelfare-to-work space, and in adjacent spaces such as recruitment and supply chainmanagement mapping the required tasks for delivering and managing the WorkProgramme in North East Yorkshire and The Humber against a set of skills and desirableexperiences the expert input of our Project Board, HR Team and local stakeholders for every role producing a set of core Key Performance Indicators and plotting each ofthese against a set of requisite skills and experiences and auditing each role profile andperson specification to ensure that they embrace skills and experience in working withlocal stakeholders.

G4S delivers the required management skills and experience by: producingdetailed role and people specifications for every role in our management structure basedon the needs analysis above advertising widely for potential candidates selectingcandidates based on competency-based interviewing and role-based tests onlyselecting managers who can demonstrate the skills and experience to work with local

stakeholders and only selecting subcontractors with relevant management skills andexperience.

G4S adopts a positive, open and proactive approach to working with our supplychains management teams. We: sign a contract with each subcontractor outliningwhat they can expect from G4S, their responsibilities, their minimum performance levels,Minimum Service Delivery Levels, and dispute resolution procedures match a namedOperations Manager at each subcontractor with a named SCM within our North EastYorkshire and The Humber Regional Team co-produce a Situational Management Planwith each subcontractor describing how we will work together this plan is reviewedquarterly hold structured performance meetings between the Operations Manager and

SCM focussing on variance from contracted numbers (both positive and negative), coredelivery issues and action planning for continuous improvement. The frequency of thesemeetings is determined by the performance and risk rating of the subcontractor, and is atleast fortnightly. Underperforming subcontractors are contacted daily. hold quarterlyStrategic Performance Reviews for large national providers between a providers SeniorManager and the North East Yorkshire and The Humber Contract Director conduct dailyinformal telephone calls where appropriate between Contract Director, our SCM andmanagers at all levels of our supply chain deliver best practice sharing workshops andmanagement training across our management teams, and those of our supply chain hold both our own managers, and our supply chains managers accountable forperformance in North East Yorkshire and The Humber through league tables, individual

performance reviews and input to remuneration setting recognise and rewardingsuccess in our subcontractors management teams, including at our awards ceremony atour annual subcontractor Management Forum work closely with the national senior

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