NCG - INTRAINING. Assessment Dates: 20/6/2016 to 23/6/2016. TMX Report Template V

Transcription

1 NCG - INTRAINING Assessment Dates: 20/6/2016 to 23/6/2016 TMX Report Template V

2 Contents 1. About the Organisations Assessment Methodology Assessment Outcome Areas of Strength Areas for Improvement Findings Against the Merlin Standard Conclusion... 27

3 1. About the Organisations Intraining (the Organisation) is a division of NCG, the Prime Provider for DWP's welfare to work programmes and is accountable for the delivery of the Work Programme on behalf of NCG. The Organisation specialises in the provision of employability skills and qualifications that impact on both individuals and the employers that benefit from participation in the various programmes, supporting a range of people that spans school leavers to those who are long-term unemployed. Employing over 400 members of staff working across a network of offices in England and Scotland, the Organisation has contracts to deliver the Department for Work and Pensions (DWP) Work Programme, as well as Apprenticeships and Traineeships. Intraining itself is a division of NCG, one of the largest education, training and employability organisations in the UK and Intraining has trained over 18,200 apprentices over the last three years and each year supports tens of thousands of people back into sustainable employment. Intraining is a Prime Contractor for the Work Programme in the West Midlands, with some legacy partners continuing to provide services across Yorkshire and Humberside as part of a transferring/wind down contract. With the support of its sub-contractors and specialist providers, Intraining s aim is to be the best in the business. Currently, 45% of the contract for the Work Programme is delivered through a supply chain, this having reduced marginally over the last 5 years, from its starting point of 55-60%. Supply Chain Partners also play a part in the delivery of the Apprenticeship contract, providing 50% of services delivered in England. This is funded in England by the Skills Funding Agency, whilst in Scotland, this programme is funded by Skills Development Scotland (SDS), where partners deliver the vast majority of provision. The Traineeship programme is wholly delivered by Intraining directly. 1 TMX Merlin Report Template

4 2. Assessment Methodology This assessment is the Organisation s third against the Merlin standard and the assessment team comprised of Andy Richardson (Lead Assessor) and two team assessors: Sally-Ann Harding and Stuart Morgan. At an initial planning discussion between the Lead Assessor and representatives of Intraining, including the person acting as Coordinator for this Merlin assessment, a sample of Supply Chain Partners (partners) were identified that suitably reflected the make-up of Intraining s supply chain. From this sample, the Coordinator created schedules for each of the assessors, modified marginally over subsequent weeks to accommodate the availability of individuals within the organisations selected. During the assessment, assessors reviewed a diverse and substantial range of evidence, including written documentation and electronic systems. This was supported by face-to-face and phone interviews with representatives of Intraining, collaborative partners, contractors and partners. The partners themselves represented those who were no longer part of the current supply chain, those presently active and a sample of those who potentially may be joining the supply chain at some point in time in the next 12 months. Each assessor completed the schedule of interviews over the first three days of this assessment, convening on day four to share findings and agree scorings for each criterion within the Merlin standard. These detailed findings were provided to a panel of senior Intraining staff, at a feedback session on the afternoon of the fourth day. This feedback included the final outcome of the assessment, as well as providing an overview of the key areas of strength and areas for consideration when it comes to continuous improvement moving forward. 2 TMX Merlin Report Template

5 3. Assessment Outcome Overall % 87% Overall Outcome Excellent Supply Chain Design Excellent Commitment Excellent Conduct Excellent Review Good 3 TMX Merlin Report Template

6 4. Areas of Strength A number of key strengths were identified during this Merlin assessment and summaries of these are given below. The numbers in brackets refer to the criteria of the Standard to which the areas relate. As with the assessment in 2014, supply chain design continues to be a core strength of Intraining. With the ability to draw upon a wide range of centralised services and its approach to defining the commissioners objectives, research into pre-existing markets, local needs, the priorities of other key stakeholders and legacy suppliers throughout the design process has all allowed for some very effective networks to be established. These include local councils, Local Enterprise Partnerships (LEPs) and organisational networks that cover voluntary and third sector organisations, all of which enable a holistic service to be delivered. (1a.1, 1a.2 & 4a.1) The processes related to the procurement of new partners and the associated communications were all found to be of a high standard within Intraining. From the communication of opportunities in the first instance, to the process for selection and notification of outcome, Intraining have demonstrated process that partners describe as both transparent and fair. In particular, the defining and communication to partners of the scoring and weighting mechanisms, together with the approaches to providing feedback to applicants were found to reflect good practice. Nor is effective communication restricted to the procurement process. Partners were equally complementary when it came to describing the approaches for communication generally. A collegiate approach to doing business provides partners with ample opportunity for two-way communications and all were very clear when it came to describing the business relationships in place across the various supply chains. The effective communications also play a part in defining and helping partners to understand performance expectations in a robust and consistent fashion across the entirety of the supply chains. (2a.1, 2a.4, 2a.5, 2c.1 & 3d.3) Contracting and funding arrangements were also found to be of the highest order throughout this Merlin assessment, with partners citing effective contractual documentation and a clear understanding of obligations and expectations across the supply chains. Negotiations were found to consistently be open and adaptive to supply chain partner requirements and all those partners interviewed confirmed that pre-contract agreements have been honoured during the delivery phase in all cases. Equally the transfer of funds across the network were found to be without issue, in some cases with payments being made ahead of schedule where individual needs demanded prudence. (2c.3, 2c.5, 2c.6, 2c.7 & 3c.1) With staff transferring both to and from other organisations, it could be clearly demonstrated that Intraining has very effectively managed the TUPE situation in all cases. Partners and staff questioned regarding their personal experiences were highly complementary in the description of the support they received throughout the transition, citing highly effective communications at all stages and a genuine desire on the part of Intraining to make the process as trouble and stress free as possible. (3a.2) 4 TMX Merlin Report Template

7 A large part of the success around the communications is as a result of highly positive interactions between Intraining and its partners all levels. Openness and transparency are the foundations for these relationships, with partners commenting that arrangements give more of a sense of partnership than simply of prime contractor and subcontractor. This commercial integrity also gives rise to some effective processes and working practices in the maintenance and monitoring of legislative and regulatory requirements, with regular reviews and discussions monitoring the effectiveness of application and implementation. (3a.3 & 3a.4) The clear communications identified previously in describing the procurement processes also play a part in determining due diligence in matters related to data security, health and safety and safeguarding. With very effective checks of policies by subject matter experts, working practices are also reviewed through on site visits to good effect. Support for partners in these matters is provided through the supply of model policies and mandated training that is renewed on an annual basis. Similar approaches equally apply in ensuring the partnership arrangements fully meet Intraining s own standards and commitment when it comes to diversity and equality. Presentations to partner and wider stakeholder groups are furthered in the individual discussions held throughout procurement and again within due diligence checks. Partners consistently commented around the alignment of Intraining s approach and commitment to equality and diversity and their own. (3b.4, 3b.5, 3b.6 & 3e.1) 5 TMX Merlin Report Template

8 5. Areas for Improvement Whilst the Merlin Standard has been achieved, the following areas for improvement-could be considered for review and improvement. The numbers in brackets cross-reference the findings to the relevant element and criteria of the Merlin Standard. Opportunities now exist for Intraining to further on their approaches to delivering the wider social objectives of the various commissioners. Whilst partners held a general view that they were indeed impacting on such wider social objectives as wellbeing and poverty, they are less clear as to the actual level of impact that is being realised as a result of their efforts. In particular, it is felt that Intraining could achieve much by defining clear targets and objectives around environmental sustainability and driving these down through the supply chains, recognising that the organisation itself has already commenced down this route internally. (3b.7, 4a.4 & 4a.6) In discussions with the partners, it became apparent that many would welcome the opportunity to come together periodically in order to share experiences and information in a face-to-face manner, rather than remotely through their Supply Chain Manager (SCM) as is the case in some areas currently. In particular, partners in Scotland identified benefits to themselves from having a wider understanding of the specialists that support the supply chain. There may also be benefits to be gained from helping partners to better understand how and when Intraining are consulting with them and the impact such consultation has on any revisions to approaches and practices. This management of expectations would help to further establish the sense of partnership and provide clarity to partners around the benefits to themselves from participating in consultative arrangements. (1a.3, 2a.2 & 2a.3) In reviewing the contracting and the funding arrangements, it is recommended that consideration be given to helping partners understand more around their allocation of market share. Not only could this help to improve transparency, a key feature of this criteria, it could also help partners to understand the scale of their provision and provide a benchmark for organisational growth. Consideration could also be given to the introduction of a sliding scale for the management fees that bases itself on services required from Intraining by way of support, over and above a basic package. (2c.4 & 2c.8) Discussions with partners revealed a range of approaches to the collection and analysis of data associated with Diversity and Equality. What was evident was that partners are not consistently collecting and using demographic data to determine how well take up of their provision is matching the requirements and make up of their local populations and this may be worth further review by Intraining. It is also recommended that the management team reviews how Diversity and Equality data is shared across the supply chain with the aim of improving consistency and robustness. (3e.3) 6 TMX Merlin Report Template

9 It is clear that changes in the marketplace, customer needs and commissioner requirements have continued to drive the evolution of the supply chain. Nonetheless, it is suggested that the management team at Intraining looks to develop a more consistent approach to the inclusion of partners in the production of the Self-Assessment Report, as some partners appear unaware that they have made any contributions to the process. Benefits could also be gained from improving the consistency of understanding when it comes to partner awareness of how the supply chain is evolving, as there were mixed views in this regard from the partners themselves. (4a.2 & 4a.5) 7 TMX Merlin Report Template

10 6. Findings Against the Merlin Standard 1) Supply Chain Design 1a) Supply Chain Design The scope and variety of the supply chain was found to be of a high standard with a good representation of public, private and third sector organisations forming the network used to deliver services across the various supply chains. This use of a diverse range of delivery partners, including a range of major employers, community and voluntary organisations and other Prime contractors, enables the commissioner s objectives to be addressed effectively, for example in the areas of employability and health and well-being, as well as helping to address the various localism agendas. The partners within the supply chain are able to deliver services to a wide range of customer groups with varying needs. They were initially, and continue to be, selected based on geographical coverage, experience and track record, as well as for their capabilities and particular specialisms. Element 2c carries more detail of the selection process itself. The design of any supply chain starts with the specification, for example the requirements for any specialists to be involved. We also take account of geography and our presence in that area it doesn t make economic sense for us to set up in a new area where partners already exist. (Senior Manager) There is clear evidence that Intraining undertook effective research and consultation regarding local demographics and existing supply chains and delivery models, as well as employer and customer needs. In addition to an analysis of their own experiences in delivering a range of contracts, this research consisted of discussions with various local authorities, government departments, food banks, churches, mental health associations, existing providers, JobcentrePlus, Local Enterprise Partnerships (LEPs) and other key players in the areas covered by the various contracts. In recent times, two members of Intraining staff have established the Research Observatory with a specific remit for reviewing current arrangements on the ground. Customers are also invited to attend senior leadership team meetings two or three times a year to provide direct feedback to Intraining for example on job-search arrangements and other issues. In Scotland, for the apprenticeship provision, there is more of a bottom up approach to the design of the supply chain. Here, partners are invited to provide details around what they are capable of delivering, along with supporting evidence, and Intraining are then required to match this against what the funders (Skills Development Scotland) are requiring. We work together to make sure that clients needs, deliverers and other stakeholders like employers all have an input into getting the best solution. (Partner) Over the course of the contract thus far, there is evidence of an evolving supply chain and examples were provided of a number of new partners being brought in to reinforce and enrich the range of provision on offer, for example to provide additional support for people who are disabled and those with mental health issues. We re a small training provider; we were approached to bid for the contract (skills) because we are on the DPS (Dynamic Purchasing System) and we complement the other providers. As a small charity, we were somewhat surprised to be awarded the contract on work programme, but I can see we fill a niche to give all round cover. (Partners) 8 TMX Merlin Report Template

11 Intraining also draws on a number of organisations outside its own supply chain order to provide further support of a more specialist nature and this was confirmed in some of the discussions with partners. Examples here include: Job Centre Plus, housing associations, borough and district councils and mental health support organisations. Mental health is a huge issue in each of the areas we work in. We held a conference with the specialist providers, including Health & Wellbeing organisations, and found for example that in Birmingham, people can have a free health and wellness pass and we shared with other partners. (Staff). We each have our own area of expertise and Intraining have mixed us with others who have different skills to give an all round service. We had a learner with Bi-Polar disorder and also other things and we mentioned this to Intraining and they give me information and support around how to help him. (Partners) 9 TMX Merlin Report Template

12 2) Resources 2a) Collaboration, Cooperation and Communication The procurement processes for partners joining the Intraining supply chains were found to be highly effective and transparent. Partners commented that they found the communications throughout the procurement process to be of high order and that there are good links to established best practice, for example the scoring of applications and the use of weighting to prioritise the importance of the selection criteria. The communication processes adopted by Intraining throughout the procurement phase have included a number of presentations and events for all interested parties, together with s, face-to-face discussions with existing networks and with individual organisations seeking more specific details. Through the up front communications, we ve helped the potential partners to better understand the selection criteria, how applications will be judged, the timeframes for the various processes and the typical volumes that could be expected. (Manager) Opportunities to engage with Intraining s Dynamic Purchasing System have been posted on their own web and on the Organisation s ProContract (previously Intend ) e-tendering portal and partners commented in very favourable terms regarding these early day communications. We received notification that Intraining we looking for apprenticeships though Intend we downloaded and wrote the bid based on the specification. This specification clearly sets out geography, occupational areas and other information around labour market information. They were very clear about volumes and defined a minimum *** contract value and also set a financial ceiling for each individual company, based on a risk assessment. (Partner) Unsuccessful supply chain applicants confirmed that they are routinely ed with a brief description of the outcomes of the procurement process and this has been followed up subsequently with phone calls from Intraining staff to further explain the rationale for the decisions and to discuss opportunities for further development. Intraining has certainly proved to the satisfaction of its partners that they listen and act on what they hear through the range of feedback opportunities and effective communications have led to a collegiate approach to managing relationships that exists. Examples of feedback and consultation opportunities include monthly and quarterly partner meetings with SCMs (depending on the contract being delivered) that allow the gathering of information that can be fed back to assist in the process of system design based on the evidence of partners. Opportunities for consultation also exist in the shape of ongoing dialogue with partners on a very frequent basis and the various network meetings. This consultation has impacted on many aspects, including the development of the latest version of the Supply Chain Management Framework (SCMF) and the redevelopment of the action planning review that was found by partners to be too lengthy and was shortened as a result. In another example provided, a partner approached Intraining with regards to the development of a new standard for the sector that included a move away from the previous framework approach to a more standards based approach and the Intraining Trailblazer programme was developed. I feel that Intraining have a very open approach to doing business with its partners. We have regular dialogue and you can see that your comments are listened to and actually used. (Partner) 10 TMX Merlin Report Template

13 Partners delivering the Work Programme were equally positive when it came to describing the encouragement provided by Intraining for partners to collaborate with each other. Partner network meetings are specifically designed to bring the partners together, with the seating arrangements looking to optimise on opportunities for collaboration between specific partners. Examples here included the sharing of vacancies and partners working together within specific sectors, for example homelessness and poverty. Fewer opportunities for collaboration however exist within the skills contracts (apprenticeships), as partners, particularly those in Scotland, indicated that they tend not to come together, as with the Work Programme partners. This is a largely due to these skills providers feeling little value from such events in the past, especially as there is a competitive element to the skills contracts that is not present within the Work Programme. We all work together and share ideas because we all face the same issues. There is a lot of ringing each other outside of the forums, we all know each other and sharing ideas, or clients is not seen as a threat. We even share vacancies. (Work Programme Partners) All those partners interviewed within this assessment were clear as to the business relationships underpinning supply chain arrangements now in place and there was no ambiguity evident. Reinforced through the contracting arrangements and within the SCMF, relationships were found to be clear from the outset, with SCMs and Contract Managers providing further guidance and insight for partners as needs dictate. Our Contract Manager is very supportive and helpful and any problems we have, we are guided to the appropriate people in a very effective manner. The communication processes are excellent and I m quite certain about our respective positions in the business relationship. (Partner) Referencing earlier comments within this report, communications are seen as a key strength for Intraining at both senior and operational levels, with the cascade of information being cited by all partners to be open, honest and highly effective. In addition to face-to-face discussions, for example at the monthly and quarterly performance reviews and within that the quality assurance audits, the development of a web-based portal where information can be lodged and exchanged with partners and stakeholders supports the communications in an effective manner. Alongside this run the daily and weekly and phone contacts and overall, communications for Intraining were found to be excellent. They were very honest with us and did a performance presentation at the last meeting. They were very open about where we sat as a business and sharing that type of information is good; it shows how open they actually are. All communication in writing is set out very clearly and can be confirmed by contact with the (Supply Chain) Manager or any of the team at Intraining. They are all really helpful when queries are raised. Nothing is off limits; you can ask or say what you want about the contract or performance. I never feel that my card is being marked for being honest. I trust the people I work for. (Partners) 2b) Developing Supply Chain Partners With pre-existing providers in the supply chain, many partner organisations are already well established and at an advanced state of strategic development, requiring little in the way of further development by Intraining. That said, Intraining did provide examples of providing policies to some partners whose own policies did not fully meet requirements and guidance to some partners on the design of curricula, for example in order to deliver British Values as part of the requirement within the Common Inspection Framework. In one case, a partner received 11 TMX Merlin Report Template

14 hands on support in order to better recognise mental illness at an early stage and refer participants to an appropriate counselling service. In another example a supply chain partner was supported in the Expression of Interest (EoI) to a suitable standard, thus ensuring that that the organisation show a true reflection of what they could offer to the contract they had applied for. My Manager in Intraining tends to see issues before they become a problem. I never feel afraid to raise my concerns. We get advice, information and personal coaching to get things right. The SCM has helped us as an organisation, we are more professional in our approach to business management because of her involvement in getting us to look wider than working on the Work Programme contract. We are planning better and more able to look forward. One of the key elements for us is making sure we learn from the Primes systematically and with effective processes. Intraining work very, very well in relation to this and are undoubtedly World class. (Partners) There is good evidence to show that additional funding streams have been brought to the attention of partners. Several partners commented that they had been able to identify alternative bid opportunities as a result of advice and information from Intraining. In one example provided, an SCM in the Work Programme assisted a couple of organisations in the supply chain to develop Company Profiles, together with the defining of skills and attributes the organisations were comfortable with. The process assisted the partners to build additional capacity and empowered them to bid for involvement in additional contracts. One partner was successful both within the Intraining supply chain as well as externally and the other partner was successful within the Intraining supply chain. In both cases the organisations gained additional funding through being involved in delivering additional contracts. The Dynamic Purchasing System (DPS) also notifies partners of potential funding opportunities and issues automatic s to partners when such opportunities arise. The DPS sends s to trigger activity and also alerts us to opportunities - it s really good. It was good before but they ve really upped the anti now!. We were quite good at delivering what we had delivered for years. **** (SCM) encouraged us to develop the Company s outlook and use our substantial skills in another area. It paid off with new contracts. (Partners) In regards to developing the staff within the partner organisations, there are many examples of development opportunities being offered, in the main associated with systems and processes, but also including wider aspects such as data security and Health and Safety, with British Safety Council Level 2 courses being offered. Provision offered by Intraining has also included a 2 day programme on how to carry out assessments, looking at the principles of risk and the approach to managing risk, whilst other partner staff have attended SMART target setting training, training for advisors to upskill for NVQs in information, advice and guidance and effective team leader training. The training offered thus far has been without cost to the partners and has been delivered Intraining s own training staff and specialists. There are also examples of Intraining working with partners to identify staff development needs and in some cases are looking to jointly resource these needs. Partners are also actively encouraged by their SCM, or Contract Manager to raise areas where they consider that their staff would benefit from training or development activity. We have access to quite a lot of training. I prefer face-to-face training and I have taken part in some of that for Quality and Compliance, but we have rolled out quite a lot of online courses to our staff. The presentations are very professional and useful for our staff. I have discussed upskilling several of my staff with the SCM and it happened; 12 TMX Merlin Report Template

15 sometimes it was a course or even shadowing or desk training. All were valuable to us. We just don t have the resources to commission it ourselves. (Partners) 2c) Contracting and Funding From a thorough review of the processes and discussions with partners, the contracting processes were found to be highly effective, fair and equitable by all those interviewed and, as identified above, communications are good throughout the process. The procurement process commences with preparation for procurement and includes the research and consultation efforts mentioned earlier, including discussions and consultation with potential partners through the provision of bidder events and briefing sessions and through examining its own experiences of direct delivery through its own centres. Within the SDS contracts, this early activity then moves on to formal bidding and winning of the bids by Intraining and concludes with contracting with partners and transition into delivery. Potential partners are required to complete a DPS questionnaire that basically acts as a selfcertification process and all applicants are then accepted onto the DPS. Thereafter and as opportunities arise, partners on DPS undergo due diligence checks and are graded 1-4 by a team of Intraining specialists. Those applicants receiving a Grade 4, highlighting areas requiring significant development, are then withdrawn from the DPS, whilst partners gaining Grades 1 & 2s automatically proceed to contract award. Those partners receiving a grade of 2 or 3 are provided with further support in order to address the identified weaknesses, with grade 3 recipients then being offered a contract once they have completed their agreed action plans. Unsuccessful applicants receive feedback sufficient to be able to take action to improve through an automated system, with the option to get further guidance on improvement required should they require/request it. Communications previously commented upon also include helping applicants to understand the selection criteria, scoring arrangements and weighting of criteria. Partners commented that they have found the detailed feedback provided to those unsuccessful partners to be of sufficient nature as to enable development, with opportunities to discuss still further should the applicant wish. I know this is about the transparency of the procurement, but it went further than that; we got detailed feedback which showed us where we were perhaps not up to scratch. It caused us to look at all our policies and procedures and make substantial amendments. We are a much more professional and organised Company now thanks to their (Intraining) openness in the way it dealt with our application. They are straight John Bull - you get to know your individual scores and how you might improve. (Partners) Partners commented favourably on the fact that the communications had made the funding arrangements and payment structures clear from the very start. Financial Ceiling Calculations, (contracting limits) are set based on each partners financial turnover and partners are each risk banded and consultations with partners actually led to the lifting of the original ceiling limits. Individual business cases can be made to raise these limits still further on a case by case basis, e.g. where a partner has a significant number of learners lined up with an employer, but this would take them above their ceiling. In the early days of Work Programme, the payment was not high and Intraining paid in advance on occasions for job outcomes, even when they had not 13 TMX Merlin Report Template

16 been paid by DWP. (Partner). All those partners interviewed were complimentary about the prompt, low risk payment system, made all the more easy by self-billing. As previously stated, partners confirmed that Intraining has devised and distributed highly effective and robust contract and guidance documents that clearly define the obligations of both Intraining and its partners. Partners also confirmed that they receive a copy of the draft contracts as part of the contracting process itself. Performance, quality and compliance were included in this documentation, as are expectations in respect of Health and Safety, safeguarding, data security, environmental sustainability and the customer journey. This is not an exhaustive list, however partners had no difficulty in understanding their obligations that are audited on a monthly basis. Specialist partners have in the past have been issued with Service Level Agreements, though this was felt by these partners not to be appropriate. Specialist partners now operate under purchase order arrangements for services where payments change hands. For these specialists, it is felt to be the responsibility of the procurer to set down expectations related to service levels. They cover everything in contracts but they re relatively easy to read and in any case they will help if you don t understand any part of it. We had the draft contract to take away and study before we accepted it. Everything was clear and had been explained. (Partners) Any changes to full contracts are subject to formal variations issued, e.g. where the Skills Funding Agency made last minute changes to their terms in the contract with Intraining, with the additional requirement to meet the priorities of LEPs. Market share has been defined and agreed largely based on geographic areas for the Work Programme, with a degree of flexibility when it comes to larger conurbations that can support multiple deliverers. Specialisms also play a part and, as a result of the presentations and up front discussions in advance of contracts being issued, in which the delivery model was outlined, Partners are generally aware of how market share was allocated. The contracts in place for the Work Programme extension contain indicative numbers and are subject to referral numbers from the appropriate organisations. Partners were relatively content with the arrangements and the indicative numbers were more or less accurate over the periods thus far. The Skills contract however, was somewhat different, as partners were required to indicate the numbers they believed they could deliver within the current academic year, with the potential to extend for another 2 years where minimum performance expectations are met and the partner continues to meet Intraining s strategic fit. We know what everybody s performance against profile is because we discuss it in open forum with**** (SCM). Our joint performance is added to Intraining s to get the complete picture of what we deliver to our customers. I don t need to know what every body else is doing. We are trying to achieve what we said we would at the outset. (Partners) There is also evidence to show that proactive negotiation took place regarding volumes and expectations, with examples being provided where numbers have been adjusted under contract variations to better reflect demand and capacities/capabilities, as well as the requirements of the partners themselves. An example provided of this, related to the Skills contract, where Intraining proactively negotiated what each potential provider believed they could provide in terms of numbers. These numbers were accepted and included in the body of the subsequent contract. An 14 TMX Merlin Report Template

17 example from the Work Programme was the opportunity to accept or reject the opportunity to continue with the programme extension of one year. Some partners accepted the detail of the new contract and others left the programme at that stage although they are still in the supply chain until all customers on their contract have completed. We considered that the extension was not a viable option for us so we didn t take on the contract. Like the rest of their (Intraining) contracting, the full details were provided, setting out funding, indicative numbers and job outcomes. We thought that it was okay and proceeded with the contract. (Partners). All Skills contract providers confirmed that they were actively involved pre-contract in determining the number of outcomes and the related payments. In the event all of those spoken to received a contract with the agreed details embedded. No problems, they are as good as their word. Obviously the number of referrals has decreased significantly but that was always explained and discussed with us. No complaints at all. (Partners) The transfer of funds throughout the supply chain is working highly effectively for all those partners interviewed, with payments being found to be both accurate and timely. Self-billing is found by partners to be highly efficient, with several commenting positively on the levels of accuracy and transparency the system affords to partners. Payment on time has never been a problem. Their self-billing system really speeds up things at our end. It flags up where we might have gone wrong so we can put it right. There are the odd blip with payments usually down to an incorrect claim but we do get paid. Self billing works they produce a proforma invoice form on Maytas that they send to us we check it and submit an invoice based on this. (Partners). The initial presentations and discussions around procurement, together with contracting arrangements have done an effective job and partners are aware of the level of management fee and its purpose, citing the management information system, staff training, Intraining s infrastructure, the development of systems and processes, communication tools and support generally. When you look at the x% Management Fee I do think they earn it training, systems, support, etc. I think they offer good value for money. We calculated that if we were on a direct contract, it would probably cost us y%, so an extra 5% is well worth it. We did get told at conference that they were looking at a sliding scale, but has yet to get fully worked up. The management fee of x% is pretty standard they have talked about reducing that to y% to take account of reduced levels of support required. 15 TMX Merlin Report Template

18 3) Conduct 3a) Demonstrating Commercial and Business Integrity The working relationships between Intraining and its partners across the range of supply chains are at a good level. There are particularly good relationships between partners and the SCMs and feedback from partners suggests that these relationships are fundamental to the effective working of the supply chain going forward. The core principles and operating philosophy of Intraining are shared with partners throughout the procurement process and are reinforced within the SCMF and the contracts issued to partners. Many partners interviewed commented that they share Intraining s values and that this was one of the key drivers for them engaging with Intraining at the start. The willingness of Intraining to be flexible and to be influenced by partner comments, demonstrates to the partners that the values are more than just words and are being carried through in to day-to-day practices and behaviours. We share company values honesty and transparency are key to any relationship and I think they are that with their supply chain. **** (SCM) does display those attributes. I can t really remember where they are, but I do know that when they were published, we were in line with them. I don t know the exact words because there are many ways to describe some of the themes, but I will say that they are ethical and honest in the way that they deal with us. (Partners) With significant experience under their belt and the support of internal Subject Matter Experts (SMEs), Intraining has demonstrated an excellent understanding of the TUPE processes and requirements and on each occasion where it has been required, the transfer of staff between organisations were effectively managed. Intraining representatives have also provided a high degree of support to other importing organisations in order to address any experience or resource shortfall. The development and issue of a TUPE Toolkit is particularly worthy of comment. This Toolkit contains key documents, including Frequently Asked Questions and indicative timescales and provides the vast majority of information required by transferring members of staff. These Toolkits are further supported through the various workshops, regular meetings and discussions and frequent s, all of which have helped TUPE d staff to make the transition and allay any concerns they might otherwise have had. We discussed consultation arrangements, held group and individual meetings and helped individuals to prepare for knock backs. We also got legal advice to help support people where there was a question as to whether TUPE actually applies. (Staff) They put in place a plan for TUPE they went through the do s and don ts and kept us in the loop at every stage of the process. We were adequately prepared to do things properly. They gave us the best we could expect from any organisation. They were very amicable after the end of TUPE and we still have a weekly call and have meetings as necessary It was overall very effectively managed. (Partner) As identified earlier in this report, the relationships and interactions between Intraining and its partners are wholly positive and, in particular, partners are responding well to the efforts of the SCMs, quality assurance staff and other specialists within Intraining. Several partners illustrated a positive and supportive relationship with Intraining, describing how the SCM monthly and quarterly review process highlighted performance, quality/compliance issues and many other areas and how these were used as the platform for them to work proactively with the partner to rectify issues rather than being punitive in approach. Examples here included approaches to address underperformance, incomplete or incorrectly completed claims for payment and any discrepancies in Health and Safety check records. 16 TMX Merlin Report Template

19 Partners reported that they considered the actions of Intraining to be highly supportive in assisting them to correct issues. Unfortunately we had a problem with our profile and quickly realised that we were not going to be able to complete the contract. I wrote a letter to Intraining and they very quickly worked with us to transfer the learners we did have to another provider. Then we had a very civilised and quite proper period of closing everything off. They were exemplary in the way they operated. The support we receive from them is very positive since the loss of the contract a strong attitude and fortitude and we have kept our heads above the water they have a fantastic team to keep us motivated to this point. (Partners) Changes in legislation and statutory requirements are notified effectively through discussions and s and these are again reinforced within the various performance and quality reviews and discussions with Intraining staff. The online portal also play a large part in helping partners to keep up to date with latest legislative and regulatory requirements, as do DWP s Exchange updates. The effective relationships and open dialogue provide for a good degree of understanding amongst partners regarding interpretation and implications of funding, regulatory and legislative changes. 3b) Quality Assurance and Compliance From discussion with Intraining and partner staff, Quality Assurance (QA) processes and practices are considered to be good at this time. Quality assurance commences with the checks done at due diligence stage and by recruiting well qualified and experienced partners. Intraining have also designed a robust approach to monitoring the delivery of the service, including the customer experience that is fully embedded across the various supply chains. Partners described a range of policies, processes and activities that they have implemented within their organisation to ensure the quality of provision, for example, audits on files, skills action plans and supporting evidence and through the collection of feedback from customers and the observations of their staff. In addition, audits are undertaken by Intraining s own quality team, which are conducted either remotely or on-site, and include files checks, reviews of skills action plans and supporting evidence and observations of delivery sessions. All partners are expected to complete assurance questionnaires (29 pages) in line with PAT requirements. A risk rating then determines the frequency of assurance audits. (Staff) In addition, reference was made to the comments, compliments and complaints procedures that partners have in place, which are being monitored throughout the audits and reviews. Customer progression and feedback is also considered as part of the assessment to determine whether or not a quality product is being delivered and throughout these methodologies, the partners have the opportunity to provide additional material for consideration and to suggest their own opportunities to improve performance where appropriate. Our customers are the reason we are here in the first place. It s really important that we have a credible system to track their progress on this journey. The audits are a good thing. We can show how good we are and help our customers to get back in to society s mainstream. (Partners) All results of QA activities and feedback are shared with the partners. Partners commented that they have found the reviews with their SCM and quality staff to be useful for discussing quality issues, which have then been picked up and shared with their own staff. We ve also done deep dives we identified the embedding of maths and English, stretch and challenge and British Values as areas requiring further development for some of our partners. (Staff). 17 TMX Merlin Report Template

20 We re not audited to death, but the depth is appropriate to our contract. It was very useful as we identified a need to improve our action planning following the observations. They forward anything they think we might find useful. Performance Management Review is a mega-spreadsheet in reality, a monthly review that covers everything, learner and employer feedback, learner MIS data and the quality action points included in our action plan. It also has KPIs and observations of staff feedback and the grades we ve been given for our KPIs. All that helps us to stay at our very best and that benefits everyone. (Partners) Through its supply chain design, its accreditation against the matrix standard and with well established partners, many of whom having a long history in the field of Information, Advice and Guidance (IAG), Intraining is able to demonstrate that access to good quality IAG provision is made available and promoted to customers. The matrix standard is also a requirement for partners, and if not already held, needs to be achieved within a six-month period of contract commencement. Through the various communication channels, networking approaches and one-to-one dialogue, partners are generally aware of the IAG available in their geographic areas, although a small number of partners commented that they would like to know more about the other specialists operating within their geographic area. We get observed and monitored while we are working with customers. It s the basics of what we do. It has to be at a good level. (Partners). Data security within Intraining is guided by the ISO standards and DWP requirements and is closely monitored and implemented during the Due Diligence process at the outset, through physical visits by Intraining s own SMEs. All partners are required to produce a Security Plan, based on the partners arrangements for open source systems, data storage, communications and security monitoring. The performance and quality reviews then provide ongoing opportunities to ensure compliance by ensuring, for example, that computer screens are cleared and locked down when partner staff leave the position where they are viewing information and that hardcopy information/records are maintained and stored in a secure manner at all times. Security of data training is mandated and is provided in on-line format, with a mandation for all partners to undertake annual refresher training. s are all encrypted and permissions levels ensure that data is ring fenced and only accessible by appropriate persons through the Client Record Management (CRM) system, a Microsoft Dynamic based package. Penetration testing is a DWP requirement for Intraining itself and this is now a service that is offered to partners who want to test out their own social engineering arrangements. We are red hot at security data. All of our customers are potentially vulnerable and so security of data is extremely important. Intraining have actually offered to help us to get the ISO (Partners) Health and Safety policies are equally assessed at the initial stages as part of the procurement process and again reviewed as part of the quality and performance discussions between the partners and their Intraining contacts. A specialist review is undertaken for all partners successful in winning a mini-competition. This is a common document with various sections including Health and Safety (H&S), Quality, Equality and Diversity and Safeguarding and these are graded according to Ofsted s 1-4 grading this grading will then help to determine the level of contracting at a future date. Where Specialists identify any concerns with policies and plans, a visit is arranged. For example, a partner had a visit based on identified H&S issues. The outcome was to recommend training and this has now been undertaken. Where issues prevail and scores of 2 and 3 are awarded, the partner will be given an Onboarding Action Plan that will need to be 18 TMX Merlin Report Template