122. cpa4: careers development group - annex 7

8/3/2019 122. CPA4: Careers Development Group - Annex 7

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ANNEX 7

COMMERCIALLY SENSITIVE INFORMATION

This table should be used to record the sections of the bid which containcommercially sensitive information.

CPA Number : 4

CPA Name (Please state in full) : London (2)- London EastCareers Development Group (CDG)

Question

number

Commercially Sensitive Information

4.1 CDG considers the following information to becommercially sensitive due to its exposure of CDGinitiatives that we own the intellectual property rights to;exposure of sensitive information from our sub-contractors; and exposure of elements of our PricingProposal- a document which we consider to becommercially sensitive in its entirety.Page 13: CDG brings significant added value to WP through a

personalised customer support offer via our Expert VolunteerInitiative (EVI). 3) An innovative servicewhich not only findscustomers sustained work, but creates employmentopportunities via the charitable reinvestment of 20% of oursurplus in social enterprise development. Our WP delivery alsouses technology and e-learning to enhance customersemployability skills through our e-portal Customer Zone. CDGsWP will sustain 23,996 customers in work by 2017

3) Working in partnership with JCP to link customers withsevere motivational or confidence related barriers to a CDG

Expert Volunteer (EV) who will provide individually tailored 1-2-1 support. Added Value: CDGs EVI brings additionalindividual WP customer support match funded by CDG.Without this intensive additional support for harder to helpcustomers, CDG estimates that 45% of WP customers will beseverely disadvantaged in their search for and progression intosustained work.

Page 14: (e.g. our Delivery Partner the Bromley by Bow Centrehas a strong track record of supporting BAME women: 68% oftheir current customer base are Bangladeshi women).

Delivery Innovation- Customer Zone: CDGs Customer Zone


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e-portal gives customers access to a personal desktopapplication to support sustained employability progress.Accessible via any internet connection, Customer Zonecontains: word processing applications to support CV and jobapplication development; Job Match software- matching

customers skills, work history, and job goals to live vacancies;the innovative E-kwip e-learning suite with its range of tailoredadvisory modules such as Competency Based Interviews tosupport employability skills development, and links to externalresources e.g. BBC Computer Tutor; access to email facilities tosupport jobsearch, and instant messaging providing instantsupport from an Advisor or volunteer.

Page 15: CDG has made links to a number of strategicpartners that can offer work trials to WP customers, e.g.Bromley Council.

Page 16: 6)Employer Relationship Manager (ERM) Support:ERMs will work with local employers to source vacanciessuitable vacancies for WP customers. CDG and sub-contractorshave links to 53,835 employers across the Greater Londonregion. 7) EV Support: CDGs EVs will offer additional supportto customers across the supply chain, including mock interviewpractice and peer mentoring.

1) Road to Success: CDG will deliver this four daymotivational workshop to customers lacking theconfidence and drive to actively find work. Road toSuccess has had a significant positive impact on joboutcomes for our partner BEST CD in Australia, with66% of programme graduates moving into employment.

3) Stepping Stone Employment (SSE): To fuel furthereconomic growth and community regeneration across LondonEast, and to provide harder to help customers with supportedwork trials and employment opportunities, CDG will reinvest20% of its surplus in social enterprise creation. Working in

partnership with strategic partner Social Enterprise LondonCDG will use its experience of working with existing LondonEast enterprises, e.g. the Vine Project, and Cal Britannia tocreate our own social enterprises; seed and find match fundingfor new community ventures; and work with existing socialenterprises to create work trials and paid 13 to 26 week workplacements for WP customers. Placements will becomplemented by on-the-job soft skills training by an EC. 4)Condition Management Programme (CMP): Delivery Partnerand CDG strategic partner MAXIMUS has developed aninnovative CMP based on their successful Australian model for

WP customers. It consists of Health and Well Being workshops,group sessions exploring psychological barriers to work and 1-


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2-1 counselling sessions using Cognitive Behavioural Therapy.All customers participating in the CMP will also be expected toparticipate in a work trial as part of their condition managementsupport.

Page 17: 1) Intensive Planned Jobsearch: The customer andJB will identify suitable vacancies supported by Customer Zone;innovative Job Match software, linking customer employmentpreferences to live vacancies; and E-kwip, linking to externaljobsearch websites) and other suitable sources.

4) Job Clubs (JCs): Community based JCs, staffed by anEmployer Relationship Manager (ERM) and supported by anEV, will enable customers to explore available local vacancies,share jobsearch techniques and access and provide peersupport. Each JC will include a Sector Focus session, giving

an overview of skills needed for opportunities in a local growthsector, e.g. retail via Westfield, Stratford

4) Customer Zone and E-kwip: Customers will have continuedaccess to both portals, to complete online developmentcourses, e.g. basic vocational courses from UFI. 5) EVSupport: Customers can access 1-2-1 EV support via the CSCor Customer Zone instant messaging tool. EVs can offerpastoral support face to face or via email, phone or web outsideof work hours, at an agreed frequency to fit in with thecustomers work pattern and lifestyle. 6)Employer Helpline: asuite of support for employers ranging from advice on how bestto support WP customers development in the workplace, toexpert advice to SMEs e.g. accounting from one of our EVs. 7)Temporary Work Placements: Delivery Partner MAXIMUShas formed a strategic alliance with recruitment agency Adecco,to find temporary employment for customers who fall out ofwork.

4.1a CDG considers the following information to becommercially sensitive due to its exposure of CDGinitiatives that we own the intellectual property rights to;

exposure of sensitive information from our sub-contractors; and exposure of elements of our PricingProposal- a document which we consider to becommercially sensitive in its entirety.

Page 19: To design a high performing, customer responsiveand community focused Work Programme (WP) service forLondon East that moves 23,996 customers into work CDG

Rationale: As an incumbent DWP Prime Contractor in LondonEast CDG understands the importance of close partnership

working with our local JCP colleagues. We already work closelywith local JCP teams across South London, holding quarterly


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engagement forums between CDGs delivery centre teams andlocal JCP Advisors to discuss concerns and share delivery bestpractice. CDGs Business Managers also liaise with JCP outletson a weekly basis to support the New Deal referral process.Liaison with JCP has had a positive impact on CDG delivery,

e.g. liaison with JCPs in Sutton and Mitcham has enabledCDGs Wimbledon centre to effectively tailor ESOL provision tothe skills levels of incoming New Deal customers.Over the last two years CDG has recruited 2,159 customersonto voluntary ESF funded programmes, including 905customers in London. In London, our voluntary programmedelivery has generated referrals onto our DWP ESF hardest tohelp and LDA ESF contracts, which are primarily targeted atcustomers claiming IB and IS. Similarly, our supply chain havesubstantial experience of recruiting IB and IS customers ontoemployability programmes e.g. Delivery Partner Tomorrows

People deliver a suite of provision for this customer group inEast London on behalf of London Councils and ThamesGateway, recruiting 773 customers via engaging customers atGP surgeries (the North East London Foundation HospitalsTrust are Tomorrows Peoples strategic partner)

CDG has successfully piloted a call centre model to managereferrals to our New Deal provision in South London. Over athree month period we received 5323 calls with starts onprovision increasing by 10%. CDGs CSC builds on this model.

Page 20: Since the introduction of the RAG system in January09: staff have reported that they are more able to effectivelymanage their caseload of customers; customers have fed backthrough our monthly customer forums that they have received amore tailored service;job outcomes have increased by 10%.

In CDG's delivery experience in South London, work trials haveresulted in direct employment with the work trial employer for25% of customers. Menu Partner Employer Engagement, whosource tailored work trials for graduates have had a higher

success rate for their customers, with 66% progressing intowork as a direct result of a work trial.

4) Condition Management Programme (CMP): Poor mentalhealth is endemic in London East, e.g. 48% of Hackneys IBclaimants suffering from a mental health condition (45% panLondon). Where CMP has been used to address such healthrelated barriers to work on existing health focused employabilityprogrammes, e.g. Pathways to Work, its impact on employmentoutcomes has been negligible (Audit Office, 2010). However,MAXIMUS offer the WP an unique approach to CMP developed

in Australia, which combines therapeutic support with a worktrial. This has had a demonstrable impact on employment


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outcomes, with 38% of customers moving into employment as aresult of CMP. 5) Stepping Stone Employment: Providingcustomers with significant barriers to working with access to asheltered work placement with on the job employability supportand vocational training is cited as the most effective method of

supporting harder to help customers into work in the LDAsWhat Works in Tackling Worklessness study. CDG willreplicate this approach for the WP, seeding, developing andoperating and working with existing social enterprises that notonly increase the employment opportunities of our customers,but which help to develop local communities across LondonEast. 6) Expert Volunteer Initiative: CDG's own researchhighlights that employment will remain an unobtainable goal forup to 45% of customers on the WP unless they receiveintensive added value support to tackle their deep seatedbarriers to work. CDG believes that its Expert Volunteer

Initiative offers WP customers this essential support, with ourAddOne volunteering pilot in our FND centre in Guildfordalready having demonstrable benefits to unemployedcustomers, including improved confidence and motivation tofind work.

e.g. through access to skills development courses on e-kwip viaUFI.

Page 21: Increased motivation and confidence to participate inthe WP through our Road to Success programme (66% ofgraduates progressed into work in Australia, with similarprogrammes e.g. Discovery Events having success in the UK).

4.1b CDG considers the following information to becommercially sensitive due to its exposure of CDGinitiatives that we own the intellectual property rights to;exposure of sensitive information from our sub-contractors; and exposure of elements of our PricingProposal- a document which we consider to becommercially sensitive in its entirety.

Page 24: CDG and our supply chain are committed to deliveringa high performing Work Programme (WP) service whichmoves 5,975 more customers into sustained employment thanDWP minimum requirements

Page 25: provide effective support to move the 23,996customers identified in DWP's minimum performance levels intosustained work

A centralised call centre approach helped to increase the

proportion of referrals converting to programme starts on ourSouth London New Deal provision by 10%.


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5.1 CDG considers the following information to becommercially sensitive due to its exposure of CDGinitiatives that we own the intellectual property rights to;exposure of sensitive information from our sub-contractors; exposure of our strategic relations; exposure

of our internal performance management procedures; andexposure of elements of our Pricing Proposal- a documentwhich we consider to be commercially sensitive in itsentirety.

Page 27: CDGs WP partnership will sustain 23,996 customersin employment throughout the contract.Added Value: CDG has additionally admitted 218 reserve sub-contractors onto our London East Approved PartnerFramework (APF). Evaluated as being capable of deliveringhigh quality and high performing services, organisations on the

APF will have the opportunity to become integrated in WPdelivery over the life of the contract. APF organisations will beoffered subcontracting work 1) if demand for WP increases in ageographical area where our current supply chain does notdeliver; 2)in the event that an existing Delivery Partnersperformance falls below minimum performance levels for athree month period, market share will shift from the sub-contractor to an APF organisation; 3) to address changingcustomer needs via specialist Menu Partner services. The APFprovides contingency to WP, enabling delivery of a seamlessservice and ensuring that WP continues to flexibly adapt tomeet the needs of all customers.

Page 28: MAXIMUS also have formed a strategic partnershipwith recruitment specialist Adecco, enabling WP customers inthe CPA access to LOCOGs Olympic vacancies.

TP have links to over 750 employers across London, and amember of Barking & Dagenham Councils Employability andSkills Steering group

Community Links (CL): CL are the incumbent New Dealprovider in Newham. They have achieved strong performancewith WP customers, moving 41% of JSA 25+ into work in 2010.CL will join up WP to their added value services including legaladvice services.

Renaisi: Team Hackney, East & SE CSP provider, with theirHackney Works provision moving 500 into work. Strongstrategic links to LOCOG.

South Bank Employers Group: Innovative Lambeth based

provider that moved 67% of customers on its DWP ESFprovision into work in 2010.


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Stockwell Resource Centre: e.g. 88% of customersprogressed into work from their LDA funded employabilityprogramme delivered from Hyde Southbank Homes' housingestates

REBEP: 90% of customers on their programmes progress intoemployment, education or training.

15) The Princes Trust: 50% of customers accessing theseservices have previously progressed into work.

Page 29: Menu Partner Service: MAXIMUS will deliver aninnovative service to WP customers with health related barriersto work. Consisting of group and individual support sessionsand a work trial, Cognitive Behavioural Therapy will be used to

challenge psychological barriers and to address unhealthylifestyles. 38% of customers on CMP in Australia have securedwork

access to charitable funding (through CDGs charitablereinvestment of surplus)to create innovative social enterprisesthat provide harder to help WP customers with essential workexperience.

.Added Value: In response to feedback from the MerlinStandard evaluation report and our voluntary sector partners,we have adjusted our payment profile for some of our smallercharitable Delivery Partners, for e.g. we have raised BBBC'sattachment fee by 10% in year one to support their workingcapital needs.

5.2 CDG considers the following information to becommercially sensitive due to its exposure of our strategicrelations; and exposure of our internal performancemanagement procedures.Page 31: Our Partnership Manager has already developed a

number of key stakeholder links for WP in London East,including with Crossrail and UFI. CDG, a leading charity in thesector, works in partnership at the very highest levels.

(e.g. Renaisi with strong strategic links to LOCOG andElephant and Castle regeneration initiatives) and looked fororganisations with strong existing management (e.g.MAXIMUS- top performing FND provider nationally). With adedicated Supply Chain Manager for London East WP, we willsupport them to deliver successfully and move 23,996customers into sustained jobs.

Page 32: For example, CDG has worked with WP Menu


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Partner, and South London New Deal sub-contractor BromleyField Studies to overcome management issues including arecruitment freeze. BFS Employment & Skills Manager LouisaAllen described CDGs support as excellent andconstructive adding the centre greatly benefited from

CDGs direction.

5.3 CDG considers the following information to becommercially sensitive due to its exposure of CDGinitiatives that we own the intellectual property rights to;exposure of sensitive information from our sub-contractors; exposure of our strategic relations; exposureof our internal performance management procedures; andexposure of elements of our Pricing Proposal- a documentwhich we consider to be commercially sensitive in itsentirety.

Page 35: For example, our New Deal Prime Contracts haveconsistently performed above the average New Dealperformance (20%), with CDGs South London delivery moving30% of customers into work in 2010. This experience will beused to ensure that we move 23,996 customers into sustainedwork over the life of the Work Programme (WP) and consistentlymeet our minimum service levels

Page 36: Best Practice: Staff performance managementmeasures including the setting of SMART monthly KPIs and aquarterly bonus scheme were introduced into CDG provision inOct 2009, contributing to a 7% rise in ND performance byOctober 2010.

Expert Volunteers: Although not paid members of staff,volunteers will support achievement of excellent service byproviding support to customers throughout their WP journey. Assuch the Regional Volunteering Manager will set volunteersKPIs to be reviewed monthly, e.g. returning customer supportcalls within one working day. Setting these targets will ensurethat the added value of CDGs charitable investment in this

intensive 1-2-1 support that the Expert Volunteers bring to WPis fully harnessed.

Page 37: Best Practice: CDG provided job shadowing, bestpractice forums and employer engagement support to SouthLondon sub-contractor (and WP Menu Partner) Bromley FieldStudies over 6 months in 2009, leading to a 6% improvement incontract performance. BFS Employment & Skills ManagerLouisa Allen described CDGs support as excellent andconstructive adding the centre greatly benefited fromCDGs direction.

If performance falls below our minimum standards for a


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consecutive period of three months, CDG will realign internalmarket share in our supply chain, reallocating future customersfrom underperforming centres to high performing ones. If thereis not enough capacity in the supply chain, CDG will integratethe best placed organisation on its Approved Partner

Framework into delivery.

CDG has experience ofrefreshing its supply chain, removing5 sub-contractors from its New Deal delivery because of under-performance.

5.4 CDG considers the following information to becommercially sensitive due to its exposure of our strategicrelationships in London East.

Page 39:

Page 41: The Bromley Field Studies Centre, Orpington;Cotmandene Community Resource Centre, Orpington;Mottingham Community and Learning Shop and PengeChildrens and Community Centre

e.g. MAXIMUS successfully opened 13 offices and 13 subcontracted offices in 30 days;


Page 44: CDGs New Deal Prime Contract in South London


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experienced a 40% increase in customer starts than outlined inthe DWP indicative volumes. By securing premises withadditional capacity during contract implementation, working inpartnership with JCPs South London District Manager and byintroducing a successful local provider- Twin Training- into our

supply chain maintained our contractual performance whilstcontinuing to deliver a seamless service to New Dealcustomers.

When a high volume of skilled professionals enteredCDGs strategic partner MAXIMUS FND provision,MAXIMUS responded by diversifying the range ofemployers and sectors engaged with to expand thevolume of suitable vacancies for this customer group,and created vocational training refresher packages toensure they had the skills relevant to the available labourmarket vacancies. Despite the recession, MAXIMUSFND performance have delivered month on monthperformance improvements, resulting MAXIMUSbecoming the top performing FND provider nationally.

For example, the changes to lone parents benefit conditionalityin 2011/12 could potentially result in an expansion of the role ofexisting Menu Partner Gingerbread, or the integration of anApproved Partner Framework sub-contractor, e.g. Women LikeUs into WP delivery.Create employment opportunities for WP customers

through our Stepping Stone employment social enterpriseprogramme. CDG is committed to reinvesting 20% of its surpluscatalysing the creation of enterprises over the life of the WP,providing essential work placement and employmentopportunities for harder to help customers. Our social enterprisemodel will maintain and raise WP

Page 45: 2. Managing expanding/contracting business as aresult of Market Shift or economic factors: Our flexible andscalable delivery model has been designed with the capabilityof accommodating a 30% increase or 22% decrease in London

Easts WP size.

Effective Caseload Management: Personal Advisors and JobBrokers will have flexible caseloads which can accommodate a15% increase in customer volumes.

5.6 CDG considers the following information to becommercially sensitive due to its exposure of our internalperformance management procedures. Page 48:Best Practice: Since CDG introduced monthly customersurveys across its provision nationally in Oct 2010, in South

London New Deal 91% of customers said they were satisfied orextremely satisfied with CDG.


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6.1 CDG considers the following information to becommercially sensitive due to its exposure of CDGinitiatives that we own the intellectual property rights to;exposure of sensitive information from our sub-contractors; exposure of our strategic relations; exposure

of our internal performance management procedures; andexposure of elements of our Pricing Proposal- a documentwhich we consider to be commercially sensitive in itsentirety.Page 50:[REDACTED]

Our JB caseloads have been modelled on a JBconducting a 45 minute support session with eachcustomer per fortnight. JBs could conduct six supportsessions a day, which over a 47 week year (taking intoaccount time for holidays, training and sickness) wouldmean that 64% of a JB's time is spent conductingsupport sessions. The remaining time would be used foradministration, or conducting additional support sessionswith customers. PAs' caseloads have been calculatedusing the same assumptions as for JBs. However due tothe higher caseloads of the PAs they will conduct one 45minute support session with customers every month.

The additional support that customers will receive throughCDG and sub-contractors WP delivery. Customers accessingthe Work Readiness stream will not only access 1-2-1 support

from their PA, but they will receive regular support from MenuPartners and a WP Employment Coach (EC), with additionalmentoring to harder to help customers provided by a CDGExpert Volunteer (EV). Customers on the Fast Track stream willbenefit from more intensive 1-2-1 contact time than on currentprogrammes with a recruitment specialist JB, as well asreceiving additional support from ECs and EVs.Page 51:

Best practice of running CDGs call centre pilot tomanage customer referrals to South London New Deal,and through discussions with strategic partner UFI, to

model the optimum level of calls one CMA can effectivelyconduct in a day. Our rationale of how many customers aCMA can support is based on each CMA conducting 15welcome calls lasting 20 minutes (including triage), and11 in work support calls lasting 15 minutes a day

For example, we recruited a further 30 staff to support our EastMidlands FND subcontract three months after the contractsstart date in response to higher than anticipated customervolumesFlexible PA/ JB caseloads: Both roles caseloads can support15% higher/lower volumes without the level of support provided

to WP customers being affected.


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Page 52: As WP will replace CDGs incumbent South LondonNew Deal contract in the CPA, all 66 existing staff involved inNew Deal delivery will be utilised to deliver WP. Similarly, manyof our sub-contractors, e.g. Newham New Deal PrimeContractor Community Links, have existing staff on incumbent

welfare to work contracts/subcontracts which will be transferredseamlessly into the WP. Combined with staff transferred ontothe WP via TUPE, the majority of the staff required for WPdelivery are already in place, allowing for an efficient transitionto WP delivery. A full break down of the number and distributionof existing staff in London East can be found in Annex 5. Forthe additional staff that we will need to recruit for WP e.g. wewill need 26 staff to operate the Customer Support Centre, wewill follow our established recruitment procedures. Sub-contractors' recruitment procedures have already been vettedas part of our due diligence process to ensure they have

suitable experience and a robust strategy in place to rapidlyrecruit suitable staff under short timescales.

Best Practice: CDG and sub-contractors are adept at recruitingstaff under short timescales. CDG recruited 78 staff andmanaged the TUPE transfer of 10 staff in an 8 week periodduring the implementation of our four New Deal PrimeContracts. MAXIMUS have formed a strategic partnership withAdecco to support their WP recruitment.

Page 53:Joint training has been used to support the operation andimplementation of many of CDG's contracts, including mostrecently Work Choice, where staff from CDG-WISE Ability's foursub-contractors gave positive feedback about the training theyhad received, commending CDG on its demonstrable "strongpartnership working" (sub-contractor PCMI).

Work Programme Two Week Training CourseInduction and Introduction to WP: Welcome and introduction to CDG and ourcharitable ethos. Introduction to the WP and an outline of how it is different fromexisting contracts. Overview of contractual expectations, WP customer groups, deliverylocations and supply chain members- including Menu Partners.

Engagement of WP Customers: Training in techniques to support WP customersincluding 1-2-1 coaching, equality and diversity awareness, as well as training inspecialist support services, e.g. mental health awareness and debt awareness trainingDelivery Processes: Walk through of customer journey and associated processes;training on how to conduct the Triage/ Work focused assessment (dependent on jobrole); on how to use the Customer Zone suite of services including E-kwip; on referralprocesses to the CSC, Menu Partners and the Expert Volunteer Initiative; and onenhanced job matching and jobsearch techniques. Team Leaders and EngagementPAs will receive additional stakeholder engagement training to support their Pre-WPengagement activity with JCP.MI: Training on how to use the WP Case Management System- PICS2 & data securityConflict Management, Safeguarding and Personal Safety: Training to ensure that allstaff maintain their personal safety within centres, via outreach and on home visits.

Training of Volunteers: CDG's EVs will undergo a separatetraining process led by the London East Volunteer Manager.


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The training programme for our volunteers has already beendeveloped as part of our AddOne volunteer pilot.Page 54:Gingerbread will also be able to provide training to WP deliverystaff to build their knowledge of the specific support needs of

lone parent IB and IS customers, e.g. how to work withcustomers to source suitable and affordable childcare. Toensure the health needs of the IB/IS customer groups aresupported, our Learning and Development Manager is currentlysourcing a range of staff training packages, e.g. we havestarted discussions with Menu Partner Addaction to delivertraining to staff on substance misuse awareness, as well asMencap who can provide training to staff to increase theircapability to support customers with learning difficulties.Similarly, we are also investigating suitable training packages tosupport the IS carer customer group, who make up 5% of

London East's income support claimants6.2a CDG considers the following information to be

commercially sensitive due to its exposure of sensitivestaffing information from both CDG and our sub-contractors.

Page 56:

Since 2006 CDG has transferred in 81 staff from 14 differentproviders. In addition our CDG-Wise Ability Work Choice PrimeContract included TUPE transferring 593 customers, including

117 supported business places. Timely consultation with staff,managers and union representatives has ensured an 83% stafftransfer rate, supported by positive feedback from staff. CDGalso worked with FND1 providers to TUPE transfer staff fromCDG in July 2009. This experience gives CDG a holisticunderstanding of TUPE. CDG has selected end to end DeliveryPartners with similarly comprehensive track records oftransferring staff under TUPE. Our 15 Delivery Partners havebetween them managed the transfer of 5343 staff acrosscontracts as diverse as DWPs Jobcentre Plus Support Contract(Sencia) to the Woolwich Ferry transfer (GLLAB), helping to

facilitate the seamless transfer of London Easts delivery staff tothe WP by 13th June 2011.

Best Practice: CDGs management of TUPE has receivedpositive feedback from both our sub-contractors and DWP. TheHR forum CDG ran to support Work Choice implementationreceived overwhelmingly positive feedback from our partners.Similarly, we received positive feedback from DWP about aseamless TUPE transfer into CDG in August 2010, despite thetransfer being undertaken over the bank holiday weekend.To date, every employee who has transferred to CDG with less

favourable terms and conditions has had them harmonised.Best Practice: CDG increased the salaries of 14 transferring


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staff from a sub-contractor to match equivalent CDG pay levels(August 2009).

6.2b CDG considers the following information to becommercially sensitive due to its exposure of sensitive

staffing information from both CDG and our sub-contractors.Page 59:With experience of managing the TUPE transfer of over 5424staff in the last five years, CDG and our supply chain haveextensive expertise to contribute to the effective management ofTUPE transfers throughout the life of the WP.Most recently, we transferred nine staff into the organisation aspart of our CDG-WISE Ability Work Choice implementation inHampshire.

Furthermore, the transfer of staff into CDG from a failing SouthLondon New Deal sub-contractor in 2009 has given CDG bestpractice of complying with the Code of Practice, as staff salarieswere raised upon transfer in line with CDG salary bandings.

Renaisi: 1) began timely negotiations with Council staff and thetrade union to agree terms and conditions and a date for thetransfer. 2) Became an Admitted Body for the Hackney LocalGovernment Pension scheme, enabling staff to bulk transfertheir pension agreements. 3) Agreed a timeline with staff toharmonise salaries in line with Renaisi salaries. Sub-contractorCommunity Links also has experience of public sector TUPEtransfers, accepting 8 Newham Council staff into theirorganisation during their New Deal Prime Contract. CommunityLinks have stated that their key lesson learnt was to provideTUPE mentors to transferring staff to provide support. Thisenabled Community Links to address transferees and concernsin a timely manner, alleviate apprehension, and reduce attritionrates as staff felt valued by Community Links even before theybegan employment. Application to the WP: Both Renaisi andCommunity Links cite open, honest and transparent

communication with all stakeholders as of paramountimportance to successful TUPE transfers from the public sector.


Page 61:


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By developing and maintaining relationships with key localstakeholders, CDG will not only ensure that the WP enables23,996 customers to find sustained work

For e.g. Tomorrows People currently sit on the London

Borough of Barking and Dagenhams Employment and SkillsSteering Group. The steering group devises and implementsprogrammes to reduce the rate of worklessness in some of theboroughs most deprived wards, e.g. Gascoigne (9.8% of thepopulation claim ESA/IB compared to a borough average of7.5%).

Local community sub-contractor the Bromley by Bow Centrealready have experience of working in this joined up way,working with Tower Hamlets Local Action Partnerships, SaferNeighbourhoods Team, Local Involvement Network, the Marner

Childrens Centre and Poplar Harca housing to pool resourcesto tackle unemployed and inactive customers housing, health,childcare and behavioural problems simultaneously. Thiscoordinated approach has resulted in the Bromley by BowCentre achieving 100% of its employment targets on itsWorking Neighbourhoods Fund contract.Page 62:In the last year we have worked in partnership with the SouthLondon South London Chamber of Commerce and MertonChamber of Commerce to gain access to local vacancies in thelegal and construction sectors. Additionally, CDG has worked inpartnership with the London Employer Accord to develop pre-employment training courses to fill Travelodge vacancies acrossLondon.

CDG strategic partnerCrossrail has already pledged to jointhe steering group on contract award.Added Value: CDG has already commenced the developmentof relationships with strategic stakeholders to support WPdelivery. Social Enterprise London has pledged to supportCDGs bid by providing social enterprise development advice

throughout contract implementation, and by facilitating accessto the 1,000 social enterprises in their London Social EnterpriseNetwork to generate work trials and employment opportunitiesfor WP customers. We are also in negotiations with WorldSkills UK on how we can create an ICT driven skills legacy inEast London, after the World Skills event in October, throughthe creation of a graphic design focused social enterprise.Crossrail have pledged to work in partnership with CDG todevelop pre-employment training opportunities for customersfrom all London East WP providers. UFI are also supportingCDGs bid through the embedding of their e-learning services

into e-kwip. Similarly, sub-contractor MAXIMUS have developedlinks with Adecco, the official recruitment agency for the 2012


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OlymPICS2 to support their customers to access jobopportunities at the Olympic Park.

Page 63: . For e.g., in response to local need from LambethCouncil, sub-contractor the South Bank Employers Group work

in partnership with Lambeth Council to deliver a job brokerageservice on deprived social housing estates. Our CLC approachnot only will enable CDG to provide a coordinated andstreamlined service to customers, but increase theaccountability of the WP to local authorities and communities.

CDGs Partnership Manager has already engaged withHackneys Voluntary Sector Economic DevelopmentNetwork, who have pledged to work with CDG upon contractaward to access the specialist support offered by their networkmembers, and also the Safer Young People and Health and

Social Care Forums that they also manage.

b) OurExpert Volunteer Initiative: In addition to working withlarge employers, e.g. BT with whom we are already working,CDGs Regional Volunteer Manager will engage voluntarysector networks to recruit volunteers to support WP customers.We have recruited 12 volunteers from working in partnershipwith Guildford VCS for our AddOne volunteering pilot. Thevoluntary sector are also being consulted on the development ofour Expert Volunteer Initiative via our Volunteering SteeringGroup, chaired by the former Chairman of VolunteeringEngland- Dr. Mike Nussbaum.

7.2 CDG considers the following information to becommercially sensitive due to its exposure of CDGinitiatives that we own the intellectual property rights to;exposure of sensitive information from our sub-contractors; exposure of our strategic relations; exposureof our internal performance management procedures; andexposure of elements of our Pricing Proposal- a document

which we consider to be commercially sensitive in itsentirety.

Page 65: CDG and our partners have proactively engaged andworked in dynamic partnership with 53,835 employers acrossLondon to progress unemployed and workless customers onexisting employability programmes into sustained work

CDGs London East WP will secure sustained jobs for 23,996customers

CDG has active relationships with over9000 small, medium andlarge London employers. Added Value: BT is working in


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partnership with CDG to develop a pilot for WP customers tobenefit from the expertise and skills of BTs employeevolunteers. BT is committed to making a positive difference insociety, with their employees dedicating over 45,000 work timedays to supporting local charities, schools and communities

through volunteering in 2010/11.

1)MAXIMUS: Links to over 4,000 employers across southernEngland, including a strategic relationship with Adecco who areworking with MAXIMUS for WP to grant them access tovacancies on the Olympic Park. 2) South Bank EmployersGroup (SBEG): Formed by 18 of the largest employers on theSouth Bank including St Guys and St Thomas PCT and theMerlin Entertainment group, SBEG can offer WP customersaccess to vacancies with these employers in addition to 70other employers across South London. 3) Sencia have links to

over 22,000 employers across the UK, and account managerecruitment for a number of large employers including Gameand Carlsberg. 4) GLLAB: Links to over 700 Londonemployers, including major local employer AEG (for vacanciesat the 02), LOCOG who facilitate access to Olympic vacancies,and also offer vacancies within Greenwich Council itself. AddedValue: Creating Employment Opportunities Through SocialEnterprises: To provide harder to help customers with careerboosting work trials and their first experience of paid work, CDGwill reinvest 20% of our charitable surplus in Stepping StoneEmployment social enterprise schemes across London East.Sub-contractor the Bromley by Bow Centre (BBBC) alreadyhave taken this approach to existing delivery, supporting thecreation of 33 enterprises in Tower Hamlets over the last 5years, which has provided employment for 200 localunemployed people.

Page 66:For example this direct approach to Topps Tiles led to two initialvacancies being filled with CDGs customers, with CDG nowassisting with the recruitment needs of more than ten Topps

branches in London. The London Area Manager for Topps Tilesstates: Working with CDG has many advantages; they arrangerecruitment days at their local offices when we have multiple personnel needs and they ensure suitable candidates areinvited; I can then interview and hire as I wish. The existingworking relationship we have is valuable and we will hopefullyexpand to other geographical areas.

In preparation for the WP, CDG held a consultation event witha range of employers from across London East, who cited thatthe most important factor influencing whether they recruit an

individual is their level of motivation and attitude displayedtowards work. The results of this consultation has been used to


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shape our delivery model, e.g. we have incorporated the Roadto Success workshop into delivery to raise customersmotivation levels. Feedback from these consultation events willbe used to enhance the labour market responsiveness of ourdelivery.

Free or at cost training for all of their staff, e.g. via UFI moduleson E-kwip or through the delivery of in work vocational training.

For example, CDG staff recently attended a productiveProgramme for Change event, aimed at looking at Welfare toWork industry employer engagement practices, sharing bestpractice and promoting positive relations between employersand providers. Senior management within Sainsburys and theCompass Group were involved in the programme, whichindirectly resulted in numerous job outcomes for CDG

customers.

Case Study: CDGaccount manages the recruitment needs of60 large employers across London, including Tesco. For Tescowe deliver bespoke pre-employment training and pre-screeningservices for their stores, in return for customer work placementsand vacancies. 100 CDG customers have now found work withTesco in London over the past 3 years.Page 67:

CDG has also developed a partnership arrangement with Coca-Cola, which holds job awareness events for customers to visittheir sites and learn about the jobs that exist and what CocaCola expects of employees. Sub-contractor the BBBC runsimilar job awareness events, taking customers to employerssuch as Citigroup in Canary Wharf to learn about the jobsavailable on their doorstep. ERMs will continue to buildrelationships with employers to arrange work related activity forcustomers.

Not only does e-kwip offer customers proactive employability

training through the completion of courses such asCompetency Based Interviews, but it offers bespoke pre-employment courses on how to secure work at two key CDGemployers- Halfords and Tecsos.

Added Value: CDG has formed a dynamic partnership withCrossrail to drive sustained employment outcomes for WPcustomers in the London East CPA. We will second an ERM toCrossrail who will work with their suppliers to develop pre-employment training programmes linked to their recruitmentneeds, e.g. in construction. Customers graduating from pre-

employment training will be offered interviews with Crossrailsuppliers. Crossrail opportunities will be open to all Delivery


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Partners and the other CPA 4 WP primes.

d) Expert Volunteers (EVs): EVs will be able to providecapacity building support particularly for SMEs. The type ofsupport will include: advice from disability specialists who can

support employers to make adaptations and adjustments toworking environments and practices; support from HRprofessionals to develop new job roles to match business planobjectives; finance professionals helping with the developmentof business plans and financial models. This will enable smallerbusinesses to grow and to offer increasing numbers ofvacancies for WP customers.

8.1 CDG considers Section 8.1 in its entirety to becommercially sensitive. Revealing our performance offer inthis level of detail would negatively impact on our financial

modelling for future tendering exercises, and infringesCDGs intellectual property. CDG is committed totransparent, accountable delivery, and would be willing towork with DWP to produce an annual summary of ourperformance for each customer group if subject to a FOIArequest.

CDG and sub-contractors will deliver a high performing WorkProgramme (WP) service in CPA4 that achieves job outcomesfor23,996 customers, and secures 128,196 more sustainmentpayments than in DWPs indicative performance data.1. Job Starts: CDG has used performance data from ourPathways to Work and two FND subcontracts, together withperformance data from MAXIMUS' FND Prime Contract (WPDelivery Partner and CDG strategic partner), to calculate thevolume of customers needed to enter employment in order for ajob outcome to be claimed at 26 weeks for JSA 18-24 and 25+customers or 13 weeks for ESA Flow customers. Based onexisting data and also the effectiveness of our In-Work Supportpackage, we estimate that 20% more customers will need tostart a job than stated in our annual performance targets. We

anticipate this figure to reduce to 15% over time once bestpractice approaches of sustaining people in work on WP areincorporated into mainstream delivery. Please note CDG hascalculated our performance using a full twelve monthperiod of referrals from contract start as per paragraph3.13 in the Work Programme Specification.2. Performance Expectations for JSA 25+, JSA 18-24 andESA Flow Customers: CDGs extensive thirty year trackrecord of supporting unemployed and economically inactivecustomers into sustained employment through flagshipgovernment contracts like New Deal, FND and Pathways to

Work, combined with the delivery expertise of our sub-contractors has led us to create a competitive performance offer


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for all three customer groups to which the minimumperformance level applies. CDGs London East WP delivery willconsistently exceed minimum performance levels in everyyear of contract delivery, enabling CDG and sub-contractors tobe in a strong position to achieve the performance incentives for

these customer groups from year four.a) JSA 25+: Due to labour market disadvantages that JSA 25+customer group faces CDG anticipates cautiously exceedingDWP's minimum performance target in year one, achieving joboutcomes for 7.3% of year one referrals, against a DWPminimum performance level of 5.5%. From year two, innovativeWP measures including the use of Expert Volunteers andvocational training will drive the performance of CDG and sub-contractors, enabling us to achieve year on year performanceimprovements, and operate at a performance level that isconsistently above DWP's minimum service expectations.

Overall our WP service will secure 4,450 more job outcomesthan DWPs minimum 26 week job outcomes dictate. Tocalculate the volume of sustained payments CDG hascalculated that on average 2% of customers will fall out work foreach four week period past the 26 week job outcome claimpoint. In year one, we expect to receive fewer sustainmentpayments than DWP indicative volumes, due to the greaterlength of time it takes to move JSA 25+ customers into work.From year two, we achieve higher sustainment payments thanDWP figures outline, due to the higher volume of customersachieving 26 week job outcomes, claiming 158,343 outcomesby the contracts end.b) JSA 18-24: CDG and our sub-contractors pedigree ofworking with 18-24 JSA customers is reflected in ourperformance offer. From year one of delivery we exceedminimum performance levels, securing 26 week job outcomesfor 130 customers against a DWP suggested target of 40. Theproportion of customers moved into work in year two increasessignificantly due to the anticipated impact of our jobs creationscheme- Stepping Stone employment. Proportionally, weanticipate moving 50% of the year two 18-24 cohort into work,

with this level of performance maintained throughout contractdelivery. This pattern is reflected in the achieved sustainmentpayments also, which constantly exceed the volume outlined inDWPs minimum performance levels through the contracts life.Overall, CDGs London East WP service achieves 708 more 26week job outcomes than DWPs targets and achieves 21,519more sustainment payments.c) ESA Flow: CDGs strength of supporting ESA Flowcustomers into work through our Pathways to Work combinedwith solid sub-contractor performance with this customer grouphas allowed CDG to offer DWP year on year performance

improvements in years 8.1 (Continued) one to five of delivery,with our delivery always operating above minimum performance


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levels for this customer group. Overall we achieve 259 more joboutcome payments for this customer group that the DWPminimum performance levels, and achieve 17,716 sustainmentpayments against a target of 16,381.3. Performance Expectations for JSA Early Access, JSA

EX-IB, ESA Ex-IB and ESA Volunteer Customers: Thewealth of experience from within CDG and across our supplychain enables CDG to offer DWP cautiously competitiveperformance offers for each of the remaining four customergroups. Although we understand there are no minimumperformance levels in place for these groups, the customerresponsive service offered by our delivery model will enable ahigher volume of these customers to sustain work than theillustrative expectations outlined in the pricing proposaldocument, with above benchmark performance offered for bothjob outcomes and sustainments each year.

a) JSA Early Access: CDG will achieve 1201 job outcomes forthis group, and 19,547 sustainments against DWPs suggestedtargets of 980 jobs and 6,899 sustainmentsb) JSA EX-IB: CDG will achieve 329 job outcomes for thisgroup, and 5345 sustainments against DWPs suggestedtargets of 270 jobs and 3330 sustainmentsc) ESA Ex-IB: CDG will achieve 552 job outcomes for thisgroup, and 11,317 sustainments against DWPs suggestedtargets of 370 jobs and 7138 sustainmentsd) ESA Volunteers: CDG will achieve 1822 job outcomes forthis group, and 29,648 sustainments against DWPs suggestedtargets of 1749 jobs and 26,562 sustainmentsPlease note the space for IB/IS customers has been usedas per advice in question 855 on the 9/2/11 Questions andAnswers4. Performance Expectations for the IB/IS Customer Group:CDG and sub-contractors' experience of recruiting 13,575voluntary customers primarily from IB/IS customer groups ontoemployment focused programmes in London over the last twoyears, together with the specialist expertise of Menu PartnerGingerbread has been used to drive the job outcome

performance of the IB/IS customer group under WP. Byconducting engagement and marketing activities in LondonEast's local communities, and by providing additional support tothis customer group during the engagement stage of thecustomer journey via a warm handover from JCP to CDG andExpert Volunteer, CDG and sub-contractors anticipateconverting 95% of referrals into WP attachments. This highconversion rate enables CDG to attach 63 additional customersto the WP over the contract's duration for IB/IS customers. Ourvolume of attachments decrease over the time, due to the 4.Performance Expectations for the IB/IS Customer Group:

CDG and sub-contractors' experience of recruiting 13,575voluntary customers primarily from IB/IS customer groups onto


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employment focused programmes in London over the last twoyears, together with the specialist expertise of Menu PartnerGingerbread has been used to drive the job outcomeperformance of the IB/IS customer group under WP. Byconducting engagement and marketing activities in London

East's local communities, and by providing additional support tothis customer group during the engagement stage of thecustomer journey via a warm handover from JCP to CDG andExpert Volunteer, CDG and sub-contractors anticipateconverting 95% of referrals into WP attachments. This highconversion rate enables CDG to attach 63 additional customersto the WP over the contract's duration for IB/IS customers. Ourvolume of attachments decrease over the time, due to thereduced stock of IB/IS claimants as a consequence of DWP'sbenefit reforms. In terms of job outcomes, CDG offers DWPyear on year improvements in job outcome and sustainment

payments. Our performance builds slowly over the contract'sduration, with performance achieved under DWP's illustrativelevels in year one due to the significant barriers to employmentthis customer group faces. However, once measures such asour Condition Management Programme have started to have animpact, performance increases to above DWP's. illustrativelevels over the contract's duration. Overall we will move anadditional 22 customers into sustained work and claim anadditional 4064 sustainment payments over the contract's lifefor the IB/IS customer group. A full overview for theperformance of this group is outlined in the table below: Year DWP

Attach-

ments

CDG

Attach-

ments

DWP Job

Outcomes

CDG Job

Outcomes

DWP

Sustainment

CDG

Sustainment

1 422 447 43 32 35 56

2 504 528 204 206 127 1378

3-7 228 239 263 293 1892 4704

8.1a CDG considers Section 8.1a in its entirety to becommercially sensitive. Revealing our performance offer inthis level of detail would negatively impact on our financialmodelling for future tendering exercises, and infringes

CDGs intellectual property. Revealing the methodologyused to calculate our performance offer would alsonegatively impact on our ability to construct a competitiveperformance offer for future tendering exercises. CDG iscommitted to transparent, accountable delivery, and wouldbe willing to work with DWP to produce an annualsummary of our performance for each customer group ifsubject to a FOIA request.

By creating customer responsive and community focused WorkProgramme (WP) provision that not only finds and sustains

customers in work, but also creates employment opportunitiesfor WP customers through our innovative Stepping Stone


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Employment social enterprise programme, CDG and sub-contractors will achieve job outcomes for23,996 WP customersover the contracts life. This figure offers DWP 5,975 more jobsthan contractual minimum performance levels require. CDGscompetitive performance offer for London East additionally

offers DWP and tax payers value for money by achieving126,172 more sustainment outcomes than DWPs minimumperformance levels, saving DWP and local government moneythrough a reduction in benefit claims, and providing a vital boostto local communities and regional Gross Value Added.1. Performance Rationale: Minimum Performance LevelBaseline AssumptionsTo construct our competitive performance offer we haveundertaken a robust analysis of our contractual performanceachieved through a variety of contracts e.g. FND, New Deal andPathways to Work, contrasting our performance to industry wide

data and DWPs WP minimum performance assumptions. Theresults of our analysis reveal that even before we factor in theimpact of our innovative WP customer journey, CDG is stronglypositioned to deliver and exceed DWPs minimum performancelevels. This is due to:a) Performance Uplift- Impact of WP Reforms: CDG believesthat by empowering providers to develop and deliver black boxemployability solutions the WP creates a strong foundation forproviders to achieve WP minimum performance levels. This isas:

The greater flexibility offered by the WP allows providersto deliver a truly bespoke individualised service to everyWP customer. Comparable programmes which haveoffered a higher degree of individualisation, such asEmployment Zones (EZ), have achieved higher joboutcome rates than less flexible alternative provision,e.g. House of Commons data shows the best performingEZs achieve job outcomes for 50% of starts.

The longer 104 week duration of WP will enable CDG tomore effectively support customers with significantbarriers to work. This longer period of intensive support

will positively impact on WP performance. The strongerperformance of Employment Zones, where customersare on provision for up to 8 months, compared to NewDeal where customers are on programme for an averageof 6.5 weeks, supports CDGs assumptions.

b) CDG and Sub-contractors Demonstrable Ability toAchieve Sustained Outcomes CDG and our sub-contractorshave achieved higher than industry average job entry andsustained job outcome rates on its existing contracts for WPcustomer groups: a) Job Entry: According to DWP figures onaverage 20% of New Deal customers move into work. CDGs

South London New Deal contract achieves significantly highercontractual outcomes, consistently moving 30% of JSA 18-24,


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25+ and Early Access customers into work in the latter half of2010. Our FND contract in Surrey and Sussex has achievedsimilarly high performance. The more flexible and personalisednature of the FND contract enabled CDG to move 61% ofcustomers into work in December 2010. When our performance

is broken down to the level of DWP WP customer group, ourperformance is even stronger. For example, CDG moved 38%of JSA 18-24 customers in London into work 2010 on NewDeal, with sub-contractor Community Links moving 41% of NewDeal JSA 25+ into work in East London over the same period.Similarly our Pathways to Work contract- which supports ESAFlow and ESA Ex-IB customers- performs substantially betterthan the industry average, achieving job outcomes for 44% ofmandatory customers since the contracts commencement(DWP data shows the national average performance at just14%.) b) Sustained Job Outcomes: On CDGs supply chain is

the UKs top performing FND prime contractor nationally-MAXIMUS. MAXIMUS have achieved 26 week sustained joboutcomes throughout FNDs first year of operation, comparableto DWPs year one WP performance expectations (5.5% ofreferrals moved into work for JSA 18-24 and JSA 25+customers), securing 26 week sustained jobs for 5%of JSA 25+ and JSA 18-24 customer starts. On the samecontract CDG has secured 26 week sustained job outcomes for7% of customer starts. On our Pathways to Work contract 60%of all ESA customers (including ESA Volunteers) are still inemployment 26 weeks after job entry- an equivalent of 23% ofcustomer starts. Similarly across sub-contractor TomorrowsPeoples diverse portfolio of contracts 20% of ESA Flowcustomer starts are in work one year after job entry. DWP hastargeted WP providers in London East to move 19.5% of ESAcustomers into work over the contracts duration. c) AnImproving Economy: Although the WP be implemented in achallenging economic climate, from 2012 the Office ofBudgetary Responsibility predicts consistent growth in the UKeconomy, growing from 2.1% per annum in 2012 to 2.4% in2015. This is the equivalent to the creation of 1 million

additional jobs in the UK labour market. In the London EastCPA the economy has performed strongly even during therecession, averaging a 1.5% growth rate over the last decade(Oxford Economics). With economic regeneration projectsincluding Crossrail (14,000 jobs created) taking place in theLondon East CPA, there will be significant employmentopportunities available for WP customers to access from 2012.This increase in employment opportunity underpins ourrationale for offering performance targets that exceed minimumlevels for all WP groups from 2012.2. Performance Rationale: Exceeding DWPs Minimum

Performance Levels: CDGs WP performance targets offerDWP higher performance targets for all customer groups from


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environment. Currently under New Deal 25% of customersparticipating in a work trial secure employment directly with theirwork trial employer. Our Menu Partner Employer Engagementwill additionally source graduate level work trials, with up to66% of their current customers participating in graduate work

trials securing work as a result. Active participation in work trialsfor JSA 18-24 customers will be used to drive WP joboutcomes. 2) Stepping Stone Employment: For morevulnerable customers who will benefit for a more intensive andsupported approach to employability skills development,placements will be available in the Stepping Stone Employmentsocial enterprises CDG will create as part of the WP. Working inpartnership with Social Enterprise London, CDG will set up anumber of social enterprises through year one of WP delivery,offering WP customers supported work trials and employmentopportunities, with employability support offered by an

Employability Coach. LDA research has highlighted thatsupported placements in social enterprises are effective inmoving particularly harder to help customers into employment,and will be used to boost WP performance for JSA 18-24customers between year one and year two of delivery. AddedValue: CDG is currently is in discussions with World Skills UKto create a social enterprise that contributes to the legacy of theOctober 2011 World Skills competition. Developed from CDGsuccessful best practice of offering graphic design workplacements to unemployed young people, 3 of whom have nowbecome permanent staff, the social enterprise will offer ICT andgraphic design services to the welfare sector, and supportCDGs internal product development services. c) Interventionsfor ESA Flow Customers: Poor health and the challenge ofadapting existing health conditions flexibly meet the needs ofemployers is one of the major barriers to work for our Pathwaysto Work customers. One solution that has been effective inmoving ESA Flow customers on Pathways sustain employmenthas been the usage of Condition Management support. DeliveryPartner and CDG strategic partner MAXIMUS will transfer theirinternational experience of delivering Condition Management

Programmes (CMP) in Australia to the WP in London East.MAXIMUS will employ Health Services Officers to deliver aseries of motivational workshops to tackle customers'psychological barriers to working; health and well beingworkshops to emphasise how a healthy lifestyle can have apositive impact on finding and sustaining work; as well asutilising Cognitive Behavioural Therapy to deliver 1-2-1counselling and support to WP customers. When combined witha work trial, MAXIMUS' Australian CMP services moved 38%into work. This approach will be replicated for WP. d)Interventions for JSA Early Access, JSA/ESA Ex-IB and

ESA Volunteer Customers: Often the customers with the mostsignificant barriers to work, CDG and sub-contractors will offer a


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diverse portfolio of intensive support to move a higherproportion of these customers into work than on existingprogrammes. 1)Expert Volunteer Initiative: DWP and LDAresearch highlights that higher volumes of harder to helpcustomers are able to sustain employment if they are offered

early intensive support. CDGs Expert Volunteers will offersupport for customers with the most significant barriers to workfrom Stage One Pre-Work Programme engagement all the waythrough to Stage Five In Work Support. Feedback from our pilotvolunteering pilot in our Guildford FND centre has been positivewith customers reporting improved confidence and motivation tosecure and sustained work. The volunteering pilot hascontributed to CDGs strong sustained jobs performance inSurrey and Sussex. 2) Menu Partners: In addition to benefittingfrom MAXIMUS' CMP provision, CDG and our end to endDelivery Partners will work in partnership with our 13 specialist

barrier busting Menu Partners to break down customers'barriers to work. We have selected Menu Partners according tocommon customer group needs, e.g. all but 6 of London East'sboroughs have a NEET rate higher than the London average.As NEETS are likely to dominate the JSA Early Access groupthe Prince's Trust have been selected to deliver vocationaltraining through their 'Get Into...' programmes to sociallyexcluded young people. These programmes support 50% ofparticipants into work.

3. Performance Rationale: Delivering Performance for IB/ISCustomers: CDG and our sub-contractors have an extensivetrack record of recruiting and working with customers claimingIncapacity Benefits and Income Support, achieved through thedelivery of a variety of LDA, SFA, DWP and London CouncilsESF funded programmes. Recruiting Customers: Over thelast two years, CDG and our Delivery Partners have recruited13,575 workless customers onto voluntary programmes inLondon, achieved through the utilisation of comprehensivemarketing and engagement techniques. For example, DeliveryPartner Tomorrow's People deliver a suite of voluntary

programmes aimed at IB customers in East London on behalf ofLondon Councils and Thames Gateway, recruiting 773customers via engagement of customers at GP surgeries (theNorth East London Foundation Hospitals Trust are TomorrowsPeoples strategic partner) over the last 12 months. CDG havealso had significant success in recruiting lone parents (46% ofLondon East's Income Support claimants) onto our DWP ESFHardest to Help provision via engagement at Children'sCentres, e.g. Eltham's Children's Centre across Greenwich.Menu Partner Gingerbread will also support CDG and DeliveryPartners' IB/IS marketing and engagement activities to drive

WP referrals.Existing Performance: CDG and our supply chain have


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secured strong job outcome performance on existing contractsaimed at the IB/IS customer groups. Faith Regen have moved55% of customers participating in an employability programmefor lone parents claiming Income Support, Incapacity Benefitand other workless benefits in Hackney and Tower Hamlets

delivered on behalf of the East and South East London CityStrategy Pathfinder into work. The South Bank EmployersGroup have achieved similar delivery success on their DWPESF subcontract which specifically is designed to moveworkless lone parents in Lambeth and Southwark intoemployment. 67% of customers accessing this contract haveachieved work to date. Sencia add a strong pedigree ofsupporting IB customers into the supply chain, supporting 60%of NDDP customers into work nationally.WP Performance: Despite the existing strength of supportingIB and IS customers into work within CDG and our supply

chain, we are acutely aware of the labour market disadvantagesIB and IS customers face. Health problems, caringresponsibilities and accessibility issues can all act as significantbarriers to employment for this customer group. In response,IB/IS customers will be able to access the followinginterventions which will break down their barriers and enableCDG to move 44% of this customer group into work over thecontract's life. 1) Gingerbread: Menu Partner Gingerbread willnot only support the WP through the recruitment of customers,but will also be able to deliver their lone parent focused pre-employment training programme- Marks and Start- to thiscustomer group. 48% of Marks and Start graduates havesustained work for 13 weeks or longer. Gingerbread can alsoprovide advice on how to source affordable childcare to WPcustomers. 2) Peripatetic Delivery: To ensure that WP isaccessible to all, CDG and Delivery Partners are committed tooffering WP services from a variety of outreach locations, fore.g. GLLAB can deliver services from 13 libraries and 24Children Centres across Greenwich, and CDG has sourced 8community hub locations to extend the reach of our delivery.The utilisation of community hub locations will minimise the

distance customers with health problems will need to travel toreceive WP support, increasing participation rates andenhancing customers' abilities to secure work. 3) In WorkSupport: By offering customers ongoing access to support fromthe CDG Customer Service Centre, frontline delivery teams, oran Expert Volunteer, barriers to sustaining work can be quicklyidentified with appropriate measures taken, e.g. accessing CMPsupport from MAXIMUS if a mental health problem is affecting acustomers' ability to work

9.1 CDG considers the following information to be

commercially sensitive due to its exposure of sensitiveinformation from our sub-contractors; exposure of our


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strategic relations; exposure of Work Programmesubcontracting strategy; and exposure of sensitive staffinformation.

Page 77:

Best practice from our previous implementation of complexcontracts within tight timescales, including four New DealPrime Contracts in 2006 (142 staff recruited, 13 new officesopened, 10 TUPE transfers achieved in two months), andlessons learned from our recent implementation of WorkChoice, have been used to develop our WP implementationplan

Page 78:CDG already has 66 existing staff in the London East CPA whowill move over to WP delivery, in addition to staff from our other

London operations and staff received via TUPE for go live.However, MAXIMUS are a new provider to the CPA and willneed to recruit 28 staff for contract go live. They have alreadyformed a strategic partnership with recruitment agency Adecco tomitigate this risk, with CDG's rolling programme of staff trainingfor all partners ensuring that staff can become quickly trained intime for WP start.and a reserve pool of capable sub-contractors able to deliver inthe CPA further minimises this risk's likelihood and impact, e.g.Twin, Tomorrow's People and Sencia all have additional capacityin the CPA.

CDG is only bidding to become a WP prime contractor in theLondon East CPA, minimising the risk of multiple contractaward to WP implementation. However, CDG is pursuingopportunities through our strategic alliance with MAXIMUS innine additional CPAs. Separate Implementation Managers,reporting to the HOI will be responsible for the implementationof each successful contract to minimise the impact ofsubcontracted implementation on CDG's London Eastimplementation.

9.2 CDG considers the following information to becommercially sensitive due to its exposure of sensitiveinformation from our sub-contractors; exposure of ourstrategic relations; exposure of Work Programmesubcontracting strategy; and exposure of sensitive staffinformation.Page 80:For example, during the implementation of our two substantialFND subcontracts the performance of our New Deal PrimeContracts increased by 8% nationally.

a) Investment and review of existing capacity: As 90%


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of our existing business is tied up in WP tendering CDGhas taken a rigorous and proactive approach to preparefor WP implementation over the last year.

In addition, we have robustly assessed what WP subcontracting

opportunities can be realistically pursued nationally.Consequently, CDG has decided that pursuing additional WPsubcontracting opportunities in London East would bedetrimental to our ability implement WP as a prime contractor,so at this stage we are supporting no additional WP tenders inthe CPA. In terms of national subcontracts, CDG has formed adynamic alliance with MAXIMUS to bid for WP contracts in nineCPAs. To ensure that we have sufficient resource to implementWP in the event that MAXIMUS becomes a prime contractor,CDG has decided to not pursue WP opportunities with otherorganisations where MAXIMUS is tendering. We are however

pursuing subcontracting opportunities in the East Midlands lot,where we have existing capacity and resource from the deliveryof our FND subcontract.

Page 81:For instance, 92% of sub-contractors selected to deliver end-to-end services in London East will utilise existing staffing andpremises infrastructure to launch WP. Delivery PartnerMAXIMUS has no existing infrastructure in the CPA, but have aproven track record in implementing new services under tighttimescales, opening 13 offices in 30 days during theimplementation of their FND prime contract. Additionally,MAXIMUS are not supporting any other WP's bid in LondonEast, ensuring their implementation resource is entirely focusedon successful implementation in the CPA.

Added Value: CDGs Director of Finance is currentlydeveloping proposals to support sub-contractor financialsustainability including working in partnership with each sub-contractor to set a maximum business threshold that each sub-contractor can hold with CDG e.g. +20% of turnover. This sub-

contractor business threshold assessment will take place duringthe implementation period to ensure no sub-contractor is placedin a financially unviable position, leading to WP withdrawal.CDG has a reserve list of organisations on our APF who havescored well on their application form and meet minimumrequirements, e.g. TNG have 3 offices in CPA 4 to utilise.

PricingProposal

CDG considers the Pricing Proposal document in itsentirety to be commercially sensitive. Revealing bothCDGs and our subcontractors costs will negatively impacton our business operations and our ability to compete in

future tender rounds.Security CDG considers the Security Plan documents in their


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Plan entirety to be commercially sensitive. Revealing CDGssecurity infrastructure could expose the organisation tofurther undue risk to the security of PRaP information/systems, and open the organisation as a whole to anincreased number of security risks.

122. cpa4: careers development group - annex 7

Documents