Annual Self-Assessment Report - CDG-Wise Ability · P a g e | 3 Partnership Director’s Foreword Welcome to CDG – WISE Ability’s Self-Assessment Report for 2013-14, concerning

Annual Self-Assessment Report

2013-14

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Table of Contents

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Partnership Director’s Foreword

Welcome to CDG – WISE Ability’s Self-Assessment Report for 2013-14, concerning our management

and delivery of the Government’s Work Choice programme. What follows herein is a detailed report

on our strengths, our areas for improvement and any aspects that can be further improved.

I am incredibly proud of what has been achieved this year – from exceeding all annual targets set by

the Department for Work and Pensions, to being awarded excellence under the Merlin Standard. On

behalf of the Board of Trustees, a heartfelt thank you to you all for your hard work and dedication. I

truly believe we continue to be the best Work Choice supply chain in the country.

As is customary within our line of work, we mustn’t be complacent. The forthcoming year presents

several, significant challenges – and we must all remain fully committed to building upon our successes

in order that we continue to provide the best possible service to all of our stakeholders.

A Quality Improvement Plan will be prepared in response to this report, and will be supported by the

Steering Group.

Linda Matthews CDG – WISE Ability Partnership Director

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About Work Choice

Work Choice is a specialist disability employment programme, introduced by the Department for Work

and Pensions (DWP) in October 2010, replacing the WORKSTEP and Work Preparation programmes.

It provides employment-related support to people who face complex barriers due to their disability

or long-term health condition, particularly those for whom ‘mainstream’ employment provision would

not be appropriate. A key principle underpinning the programme is a greater focus on those who

need specialist support.

The Work Choice programme, delivered in partnership with Jobcentre Plus (JCP), is match-funded by

the European Social Fund (ESF).

About the Prime Provider & Supply Chain

CDG – WISE Ability was created as a special purpose vehicle (SPV) by Careers Development Group

(now merged with Shaw Trust) and WISE Employment. It is a separate company limited by guarantee,

is jointly owned by Shaw Trust and WISE Employment, and has its own Board of Trustees.

It was formed to tender for the Work Choice contract in Hampshire and the Isle of Wight (CPA 24).

CDG – WISE Ability’s provision portfolio is currently limited to the Work Choice programme. It is

supported by infrastructure of Shaw Trust covering accounts, human resources, marketing, security

and IT.

CDG – WISE Ability operate a management agent model; all delivery is carried out by members of the

supply chain. The supply chain is illustrated in the diagram below.

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Assessment Methodology

This self-assessment report was informed by exhaustive consultation with supply chain partners and

other key stakeholders, including customers and employers.

CDG – WISE Ability facilitated an interactive one-day workshop to collect the views of operational

management and delivery staff working within the supply chain. A variety of evidence sources have

been used to inform the findings of this report.

This self-assessment has been conducted in line with the requirements and approach as outlined in

DWP’s Generic Provider Guidance, Chapter 7 – Self Assessment. As a result, this report considers all

11 statements as defined in the DWP Self-Assessment Tool (SAT).

Assessment Criteria

Following the DWP Self-Assessment Tool, this report measures:

The quality of all provision delivered to all customers engaged with the programme;

Customers’ experience of provision across the partnership network;

Adherence to statutory, legal and programme requirements.

As part of our commitment to sustainable excellence and positive partnership working within supply

chains, this report also considers all 4 Merlin Standard principles:

Supply Chain Design

Commitment

Conduct

Review

Finally, this report also considers statements from the Office for Standards in Education, Children’s

Service and Skills (OFSTED) Common Inspection Framework (CIF) where deemed relevant.

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Evaluation & Grading Methodology

This report groups all key statements (outlined above) into 7 categories in order to facilitate more

effective grading:

Our Performance

Customer Experience

Quality & Continuous Improvement

Staff & Support

Leadership & Management

Capacity to Improve

Overall Effectiveness

This report uses a four-point grading scale (as used in Ofsted’s Common Inspection Framework) to

summarise the judgements made about all aspects of provision:

Grade 1: Outstanding

Grade 2: Good

Grade 3: Satisfactory/ Requires Improvement

Grade 4: Inadequate

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Summary of Grades Awarded

There has been continued improvement in the partnership network’s performance to profile for Short

Job Outcomes during 2013-14, supplemented by continued solid performance to both Progressions

and Sustained Job Outcomes targets.

Overall customer satisfaction with programme delivery for 2013-14 was measured at 90%. This is the

second time that the partnership network has met this internal target. Customers’ employers were

also surveyed during this contractual year, with 100% satisfied with service received.

The supply chain was awarded the highest rating following DWP Merlin Standard Assessment. This

has mirrored ongoing improvements in the partnership network’s performance with regards to quality

and compliance.

Management Information systems and processes continue to be simple, streamlined and effective.

Relevant and accurate data continues to be shared throughout all levels of the partnership network.

Overall, the supply chain’s performance is judged to be “Grade 1 – Excellent”, significantly building upon the grades awarded during the three previous contractual years. A strategic priority for the next year is to maintain this grade.

Category 2010-11 2011-12 2012-13 2013-14

Our Performance Inadequate Satisfactory Good Excellent

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There has been continued improvement in Advisers’ initial needs-assessment over the contractual

year, and relevant documentation is now completed to a generally good standard. However, further

improvement is still required to ensure that needs-assessment is of the highest standard throughout

all stages of programme delivery.

All members of the partnership network continue to support customers in accessing other relevant

support services outside of the formal supply chain through collaborative agreements with Specialist

Support Organisations (SSOs).

Detailed customer feedback continues to be gathered through the annual Stakeholder Satisfaction

Survey. Further processes improvements have been incorporated into programme delivery in order

to encourage customer feedback through more “informal” channels across the partnership network.

Whilst the supply chain’s overall management of Equality and Diversity is satisfactory, it has not yet

been fully embedded in IAG delivery (and other programme activities) across all partners’ provision.

Overall, the supply chain’s performance is judged to be “Grade 2 – Good”, maintaining the grade awarded during previous contract year. A strategic priority for the next year is to at least maintain this grade.

Category 2010-11 2011-12 2012-13 2013-14

Customer Experience Inadequate Satisfactory Good Good

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Improvements have been made to the observations process during the contractual year. Additionally,

the frequency of observations carried out across the partnership network has increased.

DWP’s Merlin Standard Assessment Team judged CDG – WISE Ability’s quality assurance processes to

be effective, with their report particularly praising the “supportive approach” taken to supply chain

partner monitoring. However, quality assurance systems and processes within some supply chain

partners continue to be under-developed or under-utilised.

The sharing of best practice and collaborative working across the supply chain, through the Steering

Group and Practitioners’ Forums is considered to be a particular strength.


Category 2010-11 2011-12 2012-13 2013-14

Continuous Improvement Inadequate Inadequate Satisfactory Good

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CDG – WISE Ability has continued to support the on-going development of supply chain partner staff

through quarterly training workshops. Feedback remains consistently positive; delivery continues to

be judged as effective. Quarterly training workshops are continuing to support partner staff to grow

and develop over and above “basic” operational competency.

Continued improvements have been made to way in which staff are supported, both on a daily basis

and through structured performance management. Increased numbers of staff report having an ever-

better understanding of what’s expected of them (particularly with regards to contract quality and

compliance) and welcome further guidance on how to improve. Motivation and morale across the

partnership network appears high.


Category 2010-11 2011-12 2012-13 2013-14

Staff & Support Inadequate Satisfactory Good Good

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CDG – WISE Ability and its supply chain remain fully committed to both managing and delivering the

Work Choice programme to the highest possible standard; we promise a high level of service to all

customers and we strive to provide it.

Communication throughout the partnership network continues to be proactive and positive. When

supply chain partners (or their staff) are not sure how best to proceed, all are encouraged to ask for

further support and guidance, safe in knowledge that doing so is a positive thing.

CDG – WISE Ability continues to employ a positive and consultative approach to the management of

the partnership network. There continues to be some excellent examples of extensive consultation

with the supply chain, resulting in meaningful improvements to systems and processes.

Contract management review activity takes place at least monthly between the Partnership Director

and individual supply chain partner. Under-performance continues to be appropriately challenged by

the Partnership Director during both contract management and Steering Group activities. Supply

chain partners are keen to emphasise the supportive approach to the contract management process.

Overall, the supply chain’s performance is judged to be “Grade 1 – Excellent”, significantly building upon the grades awarded during the three previous contractual years. A strategic priority for the next year is to maintain this grade.

Category 2010-11 2011-12 2012-13 2013-14

Our Performance Satisfactory Satisfactory Good Excellent

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The partnership network’s capacity to improve continues to be good. Throughout the contractual

year, CDG – WISE Ability and the supply chain have remained committed to taking effective action to

continually improve performance, systems and processes. Staff understanding of the programme, at

all levels, has continued to evolve and improve. This is supported by sustained levels of stakeholder

satisfaction, as well as the attainment of a final Grade 2 at this self-assessment. Further improvements

across all aspects of the programme’s management and delivery are anticipated during 2014-15.

Overall, the network’s overall effectiveness is judged to be “Grade 2 – Good”, significantly building upon the grades awarded during the two previous contractual years. A strategic priority for the next year is to at least maintain this grade.

Category 2010-11 2011-12 2012-13 2013-14

Capacity to Improve Satisfactory Satisfactory Good Good

Overall Effectiveness Inadequate Satisfactory Good Good

OVERALL EFFECTIVENESS

Capacity to Improve 2

2

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Key Strengths

Continued good performance against all annual profiles set by the Department for Work and

Pensions. In addition, CDG – WISE Ability has fully demonstrated the essential behaviours

expected of a Prime provider under the Merlin Standard;

Values and principles are shared, embraced and embedded across partners’ organisational

practices. The supply chain places a very strong emphasis both on treating customers as

individuals and having a positive impact on their lives;

A skilfully fostered culture, which promotes positive and supportive interactions between

staff across the partnership network. Interactions are underpinned by professional and

responsive managers – who set high standards and raise both expectations and aspirations;

Very high levels of collaboration across the supply chain, including the sharing of resources,

knowledge and ideas – these collaborative practices promote the sharing of best practice

and support the creation of new solutions to complex issues.

What Customers & Employers Like

“My Adviser has been really helped me overcome my barriers and is always on hand when I

need that extra bit of support. Without my Adviser I don't know how I would cope.”

“My Adviser is very friendly and I don’ feel stressed or worried around him. I feel

comfortable to speak to my Adviser about any sort of problem – he is always there to help.”

“The support our fledging business has received has been very good – the Adviser has taken

the time to understand what skills we need to help us grow and develop further.”

“The current Adviser provides an excellent service. She is always supportive – and makes

herself available at short notice if an issues arises which we need to meet about.”

What Partners & Staff Like

“I am proud to tell people that I work as part of a supply chain that is focused on improving

the lives and future of vulnerable people.”

“An Adviser’s job is so difficult in so many ways, but to know that you have really made a

difference to someone’s life is an amazing feeling.”

“It’s great that we don’t count beans – we treat people as individuals, with needs.”

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Key Areas for Improvement

Ensure that the transition to a more partner-led quality assurance approach, currently

underway, maintains the very robust activities and comprehensive outputs employed under

the previous prime-led approach;

Improve assessment and review activities, to support the partnership network to better

recognise and measure its contribution to (and impact on) the wider social objectives of the

Department for Work and Pensions – including the value for money it offers;

Whilst the management of staff CPD is broadly satisfactory across the supply chain, further

work is required within some supply chain partners to ensure the on-going assessment of

staff competency, with personal development plans formulated as a result.

What Customers & Employers Think Could Improve

“My Adviser was very helpful and supportive but needs more understanding of the barriers

someone faces when they have a physical disability.”

“My Adviser used a shared office – which meant that another Adviser joined in the

discussion with his own views. My discussion should have been private and confidential.”

“Speaking from an employer’s perspective, I think you should advertise your services more –

as not a lot of people seem to know about it.”

What Partners & Staff Think Could Improve

“Whilst I feel that I have the opportunity to contribute to decisions that will affect me, I

don’t feel that management decisions are always fully explained.”

“Sometimes there is too much information about topics that are quite abstract in relation to

my role.”

“As Advisers, we need more support in maintaining a workable balance between our main

duties, and the meetings and training that we have to attend.”

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Detailed Findings

Performance

1. There has been continued good performance by the partnership network against its in-year

and contract life-to-date Short Job Outcome profiles. For this contractual year, the supply

chain achieved 102% of profile for Short Job Outcomes; this is the second consecutive year

that over-performance has been achieved (cf. 105% of profile for 2012-13; 69% of profile for

2011-12; 54% of profile for 2010-11). Performance against the performance network’s

contract life-to-date profile for Short Job Outcomes now stands at 83% (a 7% improvement on

last year’s position).

2. There has been an upturn in the supply chain’s Progressions performance, against both in-year

and contract life-to-date profiles. For this contractual year, the partnership network achieved

102% of profile for Progressions (cf. 83% of profile for 2012-13; 68% of profile for 2011-12;

222% of profile for 2010-11). Performance against the supply chain’s contract life-to-date

profile for Progression now stands at 112%.

3. The network had performed solidly with regards to the achievement of Sustained Job

Outcomes during 2012-13, and this solid performance has continued during this contractual

year, with the supply chain achieving 141% of profile (cf. 119% of profile for 2012-13; 168% of

profile for 2011-12; 239% of profile for 2010-11). Performance against the performance

network’s contract life-to-date profile for Sustained Job Outcomes now stands at 154%.

4. A detailed overview of performance for 2013-14 can be found at Annex 1. An overview of

contract life-to-date performance following the end of the previous contract year has also

been provided for comparison.

5. There has been continued good performance with regards to the partnership network’s

customer satisfaction targets. Overall customer satisfaction with programme delivery for the

contractual year was measured at 90%, meeting the internal target for the second consecutive

year (cf. 90% for 2012-13; 82% for 2011-12; 76% for 2010-11).

6. A copy of the Stakeholder Satisfaction Report for 2013-14 is available upon request. Further

judgements relating to customer, employer and staff satisfaction can also be found with the

Customer Experience and Staff & Support sections of this report.

7. Following DWP’s Merlin Standard assessment in November 2014, the supply chain was

awarded a “90% – Excellent” rating (the highest assessment level that can be awarded). The

report praised the continued improvements implemented since the previous assessment

(carried out in April 2011) in which “75% – Excellent” was awarded.

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“It is evident to the Assessment Team that CDG – WISE Ability and its supply chain are clearly committed

to developing their excellent approach, in order to ensure the best possible outcomes for the customers

they support.” - Merlin

8. To the best of the partnership network’s knowledge, no other Work Choice supply chain has

achieved a combined “Strong Assurance” from DWP Provider Assurance Team (PAT) and

“Excellent” from the Merlin Standard.

9. A copy of the Merlin Standard Assessment Report for November 2014 is available upon

request. Further details from the report regarding the principles of supply chain design,

commitment, conduct and review have also been included within sections of this report where

appropriate.

10. CDG – WISE Ability continues to use simple and streamlined processes (introduced at the start

of programme delivery) to collect, measure and analyse management information (MI).

Comparative performance MI continues to be shared at all levels throughout the supply chain.

11. At supply chain partner level, all subcontractors delivering an end-to-end service must

complete and submit actual and forecast performance MI templates on a weekly basis. Those

subcontractors responsible for the management of protected places (places within supported

businesses, with guaranteed funding from DWP) complete a specialised template on a monthly

basis, detailing the number of filled and vacant places.

“CDG – WISE Ability’s simple approach to management information is well-liked by supply chain

partners, who feel it works very effectively for them – as it reduces administrative burden, allowing them

to focus their efforts on supporting customers.” - Merlin

12. At prime provider level, performance management information is recorded within a variety of

tools. The Customer Support Adviser and Administrator control the reporting of performance

management information via an internal whiteboard; the Partnership Director through Excel

Established processes to identify, collect and measure internal management information are in place

Management information systems are robust, producing consistent and accurate performance information

Management information assesses performance in supporting customers into work, encouraging progression and securing sustainable employment

Performance management information is shared at all levels throughout the supply chain

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spreadsheets (one spreadsheet is specifically used for reporting to the Board of Trustees, the

other for reporting to all subcontractors).

13. The effectiveness of these processes (particularly with regards to both performance and

financial reporting) continues to be routinely tested as part of bi-annual governance auditing

activities. There is robust evidence to demonstrate that the production of management

information (and correlative financial claims to DWP) continues to represent a strong aspect of

CDG – WISE Ability’s organisational governance.

14. Performance continues to only ever be reported (either internally to subcontractors and the

Board of Trustees, or externally to DWP and other stakeholders) where it has been reconciled

against compliant evidence of activity, ensuring that programme delivery is managed on

accurate, timely and mutually agreed performance MI. In addition, a full reconciliation of all

management information continues to be carried out at the end of each contract year.

15. Contract performance and trend analyses have continued to develop over the life of the

contract as more MI has been made available, both internally and from DWP. As detailed

within the Performance section above, there is evidence of a consistently positive trend of

performance improvement across the partnership network.

16. In addition to the processes outlined above, CDG – WISE Ability’s utilizes supplementary MI

resulting from quality assurance and contract monitoring activities, to guard against an over-

reliance on using performance management information as the principle mechanism to assess

programme delivery. These activities are explored in greater detail within the Continuous

Improvement section of this report.

Customer Experience

17. Through the various channels available to them, customers continue to report a generally

positive experience whilst engaged in the programme. When programme delivery has been

directly observed (by both CDG – WISE Ability and subcontractors themselves), Advisers have

been seen to employ an open, friendly and supportive approach.

18. Following this year’s Stakeholder Satisfaction Survey, approximately 9 in every 10 customers

(96%) agreed that their Adviser is approachable, friendly and willing to help. In addition, just

under 9 in every 10 customers (88%) agreed that their Adviser helps to make them feel more

confident, as well as helping them with any problems.

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19. Needs-assessment documentation continues to provide Advisers with a sufficiently robust

platform to explore their customers’ strengths, barriers to employment or barriers to

education. All needs-assessment processes continue to be supported by detailed instruction

within the Supplier Guidance, to ensure all tools are being used in the most effective (and

consistent way).

20. The quality of Advisers’ approach to needs-assessment continues to be evaluated through

customer satisfaction surveys, direct observation of programme delivery and quality assurance

auditing. There is robust evidence to demonstrate that CDG – WISE Ability’s delivery model

and customer documentation continues to facilitate a person-centred, individualised approach

to needs-assessment.

21. Around 9 in every 10 customers (91%) surveyed agreed with the statement that their Adviser

understands their needs at this initial stage on their journey (cf. 91% in 2012-13; 83% in 2011-

12; 88% in 2010-11).

22. These findings are similarly borne out through the results of this year’s observations of

programme delivery. There is clear evidence to demonstrate that customers’ needs are being

appropriately identified at the beginning of their journey on programme. Advisers generally

use their skills and expertise to quickly establish close rapport with their customers, promoting

trust and understanding.

23. Where Advisers have not been directly observed (and judgements have been based solely on

evidence presented in customers’ files), needs-assessment documentation continues to have

been completed to a generally good standard (maintaining the improvement from the previous

contractual year). The level of detail is sufficient to assure that Advisers are discussing all key

areas with their customers and have a solid understanding of their disability or health

condition-related barriers.

24. Further improvements are evident with regards to Advisers ensuring the on-going

identification of customer need, particularly for customers who have moved into employment.

Approximately 8 in every 10 customers (87%) surveyed agreed with the statement that their

Adviser identifies their needs on an on-going basis (cf. 68% in 2012-13; 68% in 2011-12; 64% in

2010-11). This is an improvement on the previous contractual year.

Initial assessment identifies the needs and abilities of all customers, to ensure the service delivered supports the needs of all individuals

Advisers use their skills and expertise to plan and deliver information, advice and guidance to meet each customer’s needs

Advisers initially assess customer’s starting points, monitor their progress and set challenging tasks

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25. Working closely with Jobcentre Plus, CDG – WISE Ability remains proactive in ensuring that

customers are allocated to the most appropriate subcontractor at the point of referral. There

are continued, clear examples of where customers have been transferred within the supply

chain to ensure they receive the best possible support – with partners working together to

share relevant information and make the transition as easy as possible.

26. In addition, CDG – WISE Ability continues to ensure that customers have access to wider

support services “outside” of formal the supply chain, should they need (delivered by “Tier 3”

providers, with whom CDG – WISE Ability have formal agreements in place). A register of such

Specialist Support Organisations (SSOs) is periodically communicated to all delivery staff and

has continued to expand in number since the beginning of the programme (77 organisations

engaged contract life-to-date).

27. Engaging organisations to become SSOs is primarily carried out by the Partnership Director;

however all subcontractors are encouraged to identify (as well as review the ongoing suitability

of) such organisations. The SSO Register was reviewed as part of this year’s self-assessment

activities and continues to remain fit for purpose as a result.

“The supply chain have every effective strategies in place to ensure that customers have access to

additional support outside of the supply chain – partners report feeling empowered to use these wider

networks to enhance the support provided to customers.” - Merlin

28. In addition, CDG – WISE Ability promotes the use of Access to Work (AtW) funding (where

appropriate), in order to support customers (and their Employers) to overcome any practical

obstacles and enable them to do their job (e.g., adaptations to equipment, or travel to and

from work).

29. Additional collaborative activities are explored in greater detail within the Continuous

Improvement section of this report.

Effective strategies are in place to deliver comprehensive support services to customers through the use of wider networks outside of the supply chain

The supply chain works collaboratively to deliver comprehensive services to customers

Review and improvement strategies ensures that the supply chain continues to evolve and improve to meet the changing needs of customers

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30. Throughout the supply chain, all forms of customer feedback are viewed as an opportunity to

review and improve our service delivery. The procedures governing customers’ formal

feedback and complaints have been designed with the intention of “encouraging” customers

to share their views. In addition, the supply chain is committed to addressing any problems or

issues in both a positive and proactive way, in order to ensure that they are resolved

appropriately and efficiently.

31. Following a customer’s start on programme, Advisers are expected to explain their own

organisation’s complaints process in addition to CDG – WISE Ability’s feedback mechanisms.

Where appropriate, Advisers are also expected to prompt their customers to share and discuss

their views throughout their time on programme (in particular as part of quarterly progress

reviews). As a consequence of Advisers generally employing an open, honest and friendly

approach, almost all customers raise queries or concerns directly with their Adviser on an

“informal” basis.

32. There has been further improvement with regards to Advisers communicating these feedback

mechanisms to customers, as reported via this year’s Stakeholder Satisfaction Survey – with

88% of customers agreeing that their Adviser has clearly explained how to raise a query or

make a complaint (cf. 76% in 2012-13; 73% in 2011-12; 68% in 2010-11). Further improvement

is anticipated during the next contractual year.

33. Where appropriate, customers’ comments are escalated to CDG – WISE Ability; the

organisation’s own queries and complaints procedure continues to be both well managed by

the Partnership Director, and fully understood by the other members of the Contracts Team.

34. The effectiveness of these processes continues to be routinely tested as part of bi-annual

governance auditing activities. There is robust evidence to demonstrate that all queries and

complaints continue to thoroughly investigated and resolved in a timely fashion.

35. The majority of stakeholders’ formal feedback is gathered through CDG – WISE Ability’s annual

Stakeholder Satisfaction Survey. The latest survey was conducted between April and August

2014. In total, 678 surveys were sent to customers, with 164 surveys (24%) completed and

returned; 138 surveys were also sent to customers’ employers, with 13 surveys (9%)

completed and returned. The response rate from both customers and employers remains

broadly in line with previous contractual years.

Customers’ feedback and complaints are routinely used to identify and implement continuous improvements to programme delivery

The supply chain actively seeks and uses feedback from all stakeholder groups to inform and improve practices

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36. There is clear evidence demonstrating that the supply chain is continuing to assure that all

customers are engaged in healthy and safe Work Choice provision, particularly where

customers move into employment.

37. In partnership with employers, Advisers continue to ensure the completion of a workplace risk-

assessment (the Health & Safety Pre-Vet) once a customer starts their job. Supply chain

partners are now expected to employ more rigorous internal checks, in order to assure that

this has been completed.

38. In addition (but with the exception of those customers who have progressed directly from

Module One into self-declared unsupported employment1), CDG – WISE Ability’s claims

process requires supply chain partners to assure that all pre-vet activity has been carried out

prior to customers commencing work, so that the supply chain only (and ever) claims for

healthy and safe employment outcomes.

39. Whilst the partnership network’s management of customer health and safety is generally

satisfactory, further monitoring is also required by individual partners, to assure that

employers’ health and safety arrangements remain compliant with UK legislation on an on-

going basis. Ensuring that Advisers continue to work in partnership with employers, to review

completed workplace risk-assessments on an annual basis, remains an area for development

for the coming year.

40. Whilst improved mechanisms were introduced across the supply chain (in 2013) to manage,

control and report accidents or incidents involving customers, in some limited instances

subcontractors have not reported these according to process. Ensuring all accidents and

incidents are reported immediately to CDG – WISE Ability remains an area for development

over the next contractual year.

41. Valid HMG Baseline Security Standard (BPSS) disclosures are in place for all relevant members

of staff across the partnership network. Enhanced criminal records checks (as undertaken by

the Disclosure & Barring Service) continue to be completed as part of supply chain partners’

recruitment and selection processes.

1 In some instances, customers wish to progress directly from the pre-employment stage of the programme into unsupported employment, but do not wish their employer to know of their previous participation on the programme. This is termed “self-declared” unsupported employment, as the customer is responsible for providing CDG – WISE Ability with the evidence required to substantiate a claim for payment from DWP. In these instances only, Advisers are not required to complete a workplace risk-assessment with the customer’s employer, as doing so would disclose their previous participation on the programme.

There is effective operation of policy and processes to promote the health and safety of customers and to ensure compliance with Health & Safety legislation

Policies and processes are operating effectively to ensure the safeguarding of vulnerable groups

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42. Each partner continues to maintain their own health, safety and safeguarding policies and

procedures. The routine review and monitoring of these policies and procedures continues to

be satisfactorily completed as part of CDG – WISE Ability’s contract management and Site

Monitoring Visit activities. As part of this activities, CDG – WISE Ability continues to conduct

health and safety inspections of subcontractors’ premises on at least an annual basis.

43. Staff understanding of their organisation’s own health, safety and safeguarding policies and

procedures continues to be satisfactory. Whilst there is evidence to demonstrate that these

areas are an integral part of partners’ commitment to staff members’ initial continual

professional development (CPD), it is not clear that annual refresher is independently taking

place across all subcontractors.

44. However, CDG – WISE Ability has continued to promote staff understanding and awareness of

health, safety and safeguarding throughout the contractual year as part of quarterly training

workshops. The partnership network has recently implemented a Safeguarding “champion”,

who shares their expert knowledge with all staff.

45. During the contractual year there has been some improvement with regards to Advisers raising

and testing their customers’ understanding and awareness of health, safety and safeguarding

as part IAG delivery (in particular, as part of quarterly progress-review activities). Ensuring that

all Advisers embed the health, safety and safeguarding cross-cutting themes into programme

delivery remains an area for development for the coming year.

46. The supply chain’s commitment to providing facilities or materials that meet the needs of

particular customer groups remains satisfactory. CDG – WISE Ability continues to ensure that

all customer-facing documentation is available in “easy-read” formats for the visually impaired.

Additionally, one member of the supply chain has moved to premises which offer improved

accessibility to their customers.

47. Where appropriate, Advisers continue to promote the use of Access to Work (AtW), in order to

support customers to overcome any practical obstacles through reasonable adjustments,

enabling them to participate in both the programme and employment itself. The partnership

network has recently implemented an Access to Work “champion”, who shares their expert

knowledge with all staff.

There is evidence of compliance with Equal Opportunities legislation and attaining results across a diverse range of customer groups

Equality and Diversity is promoted through the delivery of information, advice and guidance activities

The supply chain actively promotes Equality and Diversity and tackles both bullying and discrimination

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48. CDG – WISE Ability has continued to establish relationships with additional Statutory Referral

Organisations (SROs) throughout the programme’s lifetime, in an effort to engage potential

customers who are not typically engaged with Jobcentre Plus services.

“The partnership network demonstrate a strong commitment to ensure an alignment of their

commitments to Equality & Diversity.” - Merlin

49. Equality & Diversity MI continues to be collected for all customers who voluntarily wish to

share such information. This data is analysed annually alongside performance data (as well as

compared with local demographic data) in order to ensure parity of outcomes across all

customer groups. Trend analyses have continued to develop over the life of the contract as

more MI has been made available (both internally and from DWP).

50. As the partnership network cannot directly refer potential customers onto the programme,

there is extremely limited scope to directly respond to any changes in the demography of the

Contract Package Area (CPA) or to directly engage with any under-represented customer

groups. Consequently, there are no strategic targets to increase the numbers of certain

customers not engaged in the programme.

51. Each partner continues to maintain their own Equality & Diversity policies and procedures.

The routine review and monitoring of policies and procedures continues to be satisfactorily

completed as part of CDG – WISE Ability’s contract management and Site Monitoring Visit

activities.

52. Staff understanding of their organisation’s own Equality & Diversity policies and procedures

continues to be satisfactory. Whilst there is evidence to demonstrate that these areas are an

integral part of partners’ commitment to staff members’ initial continual professional

development (CPD), it is not clear that annual refresher is independently taking place across all

subcontractors.

53. During the contractual year there has been some improvement with regards to Advisers raising

and testing their customers’ understanding and awareness of Equality & Diversity as part of

IAG delivery (in particular, as part of quarterly progress-review activities). Ensuring that all

Advisers embed the Equality & Diversity cross-cutting themes into programme delivery

remains an area for development for the coming year.

54. Further improvement work is also required to ensure the promotion of employers’

understanding and awareness of equality, diversity and equality and opportunity (e.g.,

ensuring that all Employers meet the legislative requirements of equality of opportunity

through inspection and review; challenging poor employer practices with regards to Equality &

Diversity).

P a g e | 24

Continuous Improvement

55. Observations of programme delivery continue to be completed by CDG – WISE Ability, to

ensure that all partners’ programme delivery is compliant with DWP requirements, quality-

assured and continually improving. Observations are now completed by CDG – WISE Ability on

at least a quarterly basis (previously bi-annually).

56. Supply chain partners are now also expected to complete internal observations of their

Advisers’ programme delivery on at least quarterly basis; CDG – WISE Ability now conducts

more rigorous checks as part of quarterly Subcontractor Monitoring Visits (SMVs), in order to

assure that this has been completed. As a result, the practice of observations has been further

embedded into subcontractors’ approach to performance management and quality assurance.

57. In addition, the supply chain has begun holding observation moderation meetings, in an effort

to strengthen the identification and sharing of best practice (as well as supporting the

standardization of judgements that result from the observations themselves). As result, minor

improvements have been made to the Observation Template. The supply chain has committed

to continuing all moderation activities over the coming year.

58. CDG – WISE Ability continues to undertake Quality Monitoring Visits (QMVs) on a quarterly

basis for all subcontractors. All findings from this audit assurance activity are formally

reported to CDG – WISE Ability’s Partnership Director and individual supply chain partner;

where any issues are identified, clear Quality Improvement Plans (QIPs) are implemented to

remedy any areas for development.

59. QMV activity continues to place its greatest focus on the key Adviser competencies necessary

for excellent service delivery (e.g., assessing individual need; planning of customer

development and support; reviewing of customer progress; and providing information, advice

and guidance) believing quality – rather than contractual compliance – to be main driver of

customer satisfaction and performance improvement.

60. However, monitoring of adherence to all contractual requirements (e.g., setting minimum

Guided Support Hours; meeting face-to-face with customers at least monthly; and completing

Progress Reviews at least quarterly) continues to be undertaken as part of audit assurance

activity, with any variance communicated to supply chain partners.

Effective processes and policies are in place to review and assess the quality of service and customer experience

Processes are in place to ensure access to and provision of effective information, advice and guidance

Quality assurance activity is monitored and analysed to inform and improve service delivery for customers

P a g e | 25

61. The results of both observations of programme delivery and Quality Monitoring Visits continue

to inform the planning and content of all-staff quarterly training workshops.

“CDG – WISE Ability uses a range of tools to ensure effective and proportionate approaches are in place

to monitor the quality of delivery and customer experience within the supply chain. These approaches

are well-liked by partners as it supports them to build capacity and improve delivery.” - Merlin

62. Supply chain partners are now also expected to complete their own internal audit activity on at

least a quarterly basis; CDG – WISE Ability now conducts more rigorous checks, as part of

quarterly Subcontractor Monitoring Visits (SMVs), in order to assure that this has been

completed. As a result, internal audit practices have been further embedded into

subcontractors’ approach to performance management and quality assurance.

63. One member of the supply chain has now assigned a dedicated member of staff to provide

quality and compliance support to their Advisers. This has helped Advisers to improve their

understanding of both the programme’s compliance requirements and how evaluative

judgements regarding quality have been made. This is an improvement on the previous

contractual year.

“Current quality assurance arrangements place too much reliance on CDG – WISE Ability and there is a

need to ensure that the transition to the more partner-led approach, currently underway, maintains the

very robust activities and comprehensive outputs.” - Merlin

64. Collaborative working and the sharing of best practice are now firmly embedded within the

culture and day-to-day operating practices of the supply chain. However, these aspects of

supply chain excellence take place to the greatest extent through quarterly Steering Group

meetings and Practitioners’ Forums.

65. Steering Group meetings are attended by senior management staff (both of the supply chain

and of key stakeholders, such as DWP and Jobcentre Plus) and discuss consistency of

programme delivery, quality assurance and continuous improvement. Continued

improvements have been made as a result (e.g., the introduction of Pre-PRaP Advisers across

the partnership network), with analogous increases in customer engagement.

The supply chain identifies, understands and learns from factors which facilitate or hinder delivery of high quality service provision

Good practices and innovative approaches that have resulted in improved performance results are verified and shared across the supply chain

The supply chain works collaboratively to support and promote the performance of the entire network

P a g e | 26

66. Excellent collaborative working also takes place at a local level, with supply chain partners

meeting each other regularly – and through careful facilitation by CDG – WISE Ability, the

partnership network works very well in developing and sharing operational solutions. Suitable

employment vacancies for customers continue to be shared between Advisers, promoting the

Short Job Outcome performance of the entire network.

67. Practitioners’ Forums are attended by delivery staff from across supply chain and discuss

common delivery issues, challenges and areas for improvement. Case-conferencing is now a

standard feature of Practitioners’ Forums and, in some instances, good practice has been

identified and shared (particularly concerning some of the programme’s hardest-to-help

customers).

“CDG – WISE Ability and its supply chain demonstrated that they work in a highly collaborative manner,

including the sharing of resources, knowledge and ideas – these collaborative practices promote the

sharing of best practice and support the creation of new solutions to complex issues” - Merlin

P a g e | 27

Staff & Support

68. In addition to annual appraisals, supply chain partners are expected to support their staff

through 1:1s on at least a monthly basis; CDG – WISE Ability now conducts more rigorous

checks, as part of quarterly Subcontractor Monitoring Visits (SMVs), in order to assure that this

has been completed.

69. As detailed within the Continuous Improvement section above, partners are expected to

provide additional support to Advisers’ through internal observations and audit activity. As a

result of this support, staff have an improved understanding of what’s expected of them and

continue to welcome further advice and guidance on how to improve aspects of their

performance.

70. Whilst staff support mechanisms require further improvement within some supply chain

partners, overall morale across the supply chain appears high and staff generally report being

happy and motivated in their roles.

71. Across the partnership network, new staff continued to be inducted to a broadly good

standard. Continuing the improvements implemented in late 2012, newly recruited Advisers

are given the opportunity to shadow well-established members of staff in order to gain a

robust understanding of how best to go about their duties. Where appropriate, new staff are

also nominated a “buddy” to help them settle into their new organisation and role as quickly

as possible.

72. CDG – WISE Ability has continued to supported partners with the initial orientation and

induction of their new members of staff, through one-day workshops with the Quality

Manager. These workshops have supported new staff to understand: the customer and

delivery journeys; all customer and outcome documentation; and the quality and compliance

requirements of the programme. This continues to be appreciated and valued by the supply

chain.

Provision is improved through rigorous performance management and appropriate professional development

Staff are in post with the skills and expertise to meet the needs of participants

Leaders successfully support the planning and management of the programme, to ensure the needs and interests of customers are met

The Prime actively promotes and facilitates the development of staff within its supply chain

P a g e | 28

73. CDG – WISE Ability also continued its commitment to the general development of partner staff

throughout the contractual year, principally through quarterly all-staff training workshops

(these events generally focused on the development or improvement of competencies

necessary for staff to complete their role effectively). Staff are invited to complete an

evaluative review following a workshop, supporting CDG – WISE Ability to analyse

effectiveness and inform future practice. Feedback from training workshops remains

consistently positive and delivery is judged to be effective.

“Supply chain partners are supported and developed very well and individual partners report CDG – WISE

Ability’s approach to be excellent. CDG – WISE Ability strongly believe in their role as facilitators, to

ensure that partners’ capacity is built and developed.” - Merlin

74. Each partner continues to maintain their own continual professional development (CPD)

policies and procedures. The routine review and monitoring of policies and procedures

continues to be satisfactorily completed as part of CDG – WISE Ability’s contract management

and Site Monitoring Visit activities.

75. Whilst the management of staff CPD is broadly satisfactory across the supply chain, further

work is required within some supply chain partners to ensure the on-going assessment of staff

competency, with personal development plans formulated as a result. CDG – WISE Ability has

continued to signpost (and encourage the take-up of) appropriate external training

opportunities to the partnership network.

76. CDG – WISE Ability has held a number of events throughout the contractual year, to formally

recognise the hard work and successes of partners and their staff – including the second

annual Rewards & Recognition event was in January 2014, which was well-received by all who

attended.

“The team at CDG – WISE Ability are great and very supportive, they know all the staff by name and they

care – that’s evident through the way they say thanks.” - Partner feedback at Merlin Assessment

P a g e | 29

Leadership & Management

77. CDG – WISE Ability and its partners remain as committed as ever to operating the Work Choice

programme with integrity. From the Board of Trustees down to the Contracts Team, we

demand a high level of service for all of our customers and our supply chain strive to provide it.

Staff within all subcontractors remain fully committed to quality improvement.

78. CDG – WISE Ability’s parent organisations (Shaw Trust and WISE Ability) remain committed to:

innovation and integrity in the way the partnership network is managed; achieving and

maintaining excellent performance, alongside delivering a high quality service; and

encouraging customer self-sufficiency and empowerment through employment. We strive,

individually and collectively, for a society in which employment is available to all persons.

“CDG – WISE Ability have developed a supply chain that shares its very strong commitment to its own

organisational values. The partnership network has a very strong focus on the person whom it supports,

and staff at all levels passionately display their belief in inclusive employment.” - Merlin

79. The supply chain’s “working environment” continues to be open and honest. Success is

celebrated as a team, and all partners strive to learn from one another, by sharing best

practice, in order continually improve.

80. When partners or their staff are not sure how best to proceed, all are encouraged to ask for

further support and guidance from CDG – WISE Ability, safe in the knowledge that doing so is a

positive thing. Problems or issues are addressed positively and proactively, in order to ensure

that they are effectively resolved.

Leaders demonstrate an ambitious vision, have high expectations for what all customers can achieve and attain high standards of quality and performance

The supply chain is governed by a mutually agreed set of core principles that are embedded in organisational practices

The supply chain has created a culture in which communication is open and honest

Interactions between managers and staff are positive and supportive at all levels throughout the supply chain

The supply chain communicates proactively and effectively at all stages of programme delivery, underpinned by established communication processes

P a g e | 30

“Interactions are very positive and supportive – this is an area of particular strength for the partnership

network. A ‘no fear culture’ has been established and staff readily confirm that they feel safe to ask

questions where they feel unsure about anything.” - Merlin

81. Communication throughout the supply chain continues to be very proactive and positive. CDG

– WISE Ability recognises the importance of clear, consistent and timely communication, as

well as the requirement of all staff to understand fully what is expected of them.

Consequently, CDG – WISE Ability remains committed to transparent and inclusive

communication to ensure that this is the case.

82. All supply chain partner staff take individual responsibility for their own understanding of what

is expected of them, and where they feel that piece of communication has not been

adequately clear, take the initiate to ask for further information, or ask questions to clarify.

83. The Partnership Director continues to manage the dissemination of vital information via email

(the e-Bulletin). Over the contractual year, CDG – WISE Ability has continued to support supply

chain partner staff to better understand the “operational priority” of e-Bulletins, through the

use of the “traffic light” colour-coding system.

84. Whist the Merlin Standard Assessors judged CDG – WISE Ability’s management of

communication to be highly effective, a proportion of staff (particularly Advisers) continue to

report that the volume of information can at times be extensive, such that they find it difficult

to fully digest all bulletins. As part of our commitment to quality improvement, CDG – WISE

Ability will continue to review all communication methods in order to ensure they remain

effective as possible.

85. CDG – WISE Ability continues to recognise that consultation is a key stage of engagement with

all of its stakeholders, as it ensures that any decisions are informed by listening to those who

may be affected by new proposals. As a result, CDG – WISE Ability has continued to actively

consult with its stakeholders when designing, modifying or improving its systems and processes.

86. The views and suggestions of subcontractor staff (particularly Advisers) were sought as part of

the on-going improvement work to customer documentation and the Supplier Guidance during

April 2014.

Consultation with the supply chain informs decisions, including the designs of systems and processes

An effective and inclusive process for generating an annual Self-Assessment Report and resultant Quality Improvement Plan is in place

P a g e | 31

“Supply chain partners are very complimentary of the consultative approach to the design and

improvements of systems and processes – staff describe clearly how they feel empowered to approach

CDG – WISE Ability with both ideas and concerns.” - Merlin

87. CDG – WISE Ability and its supply chain recognise that self-assessment is a fundamental

condition of its contract with the Department for Work and Pensions. More pertinently, we

also recognise its importance in driving improvements across all aspects of our management

and delivery. As a result, annual self-assessment and improvement-planning are the

cornerstones of our approach to the Work Choice programme.

88. An objective and honest evaluation was carried out in July 2014, covering all 11 statements

within DWP’s Self-Assessment Tool. Our evaluations have been based on the partnership

network as a whole; our judgements have been based on clear, solid and comprehensive

evidence (including feedback from customers and staff, performance data, observations of

programme delivery and quality monitoring visit reports).

89. CDG – WISE Ability continued to engender an inclusive and cooperative self-assessment

process. This self-assessment report was informed by effective consultation with members of

staff from all levels across the partnership network, as well as other key stakeholders

(including customers, their employers and Jobcentre Plus).

90. An interactive one-day workshop was facilitated to collect the views of both operational

management and delivery staff working within the supply chain. Advisers and Administrators

were encouraged to team-up and engage with peers from outside their organisation;

Managers were similarly supported to lead groups containing other partners’ members of

staff. This approach continued to foster greater levels of transparency and accountability

across the partner network.

91. As part of CDG – WISE Ability’s commitment to its quality values of honesty, integrity,

transparency and accountability, the findings of this Self-Assessment Report will be shared

with all supply chain partners, the Steering Group, the Board of Trustees, the Department for

Work and Pensions and our participants (via our website).

92. As part of our commitment to rectifying any areas for development and improving the overall

quality of provision, CDG – WISE Ability and the supply chain have committed to preparing and

finalising a Quality Improvement Plan immediately.

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93. At all levels the partnership network communicates clearly with one another, as well as

working hard to ensure that all reporting (both internally and to our key stakeholders) is

accurate and provides a true reflection of the work that is actually being done.

94. Contract management review activity takes place at least monthly between the Partnership

Director and individual supply chain partner. CDG – WISE Ability’s Contract Management

Framework and Risk Register supports all partners in remaining fully aware of their obligations

and responsibilities in the management and delivery of the programme.

“CDG – WISE Ability has an excellent approach to performance management – a skilfully fostered culture

has been developed and interactions are mutually beneficial. Partners confirmed that Contract Reviews

provide excellent opportunities to identify and challenges or support needs.” – Merlin

95. Performance expectations are clear, well-designed and understood by all parties. Under-

performance continues to be clearly highlighted and challenged by the Partnership Director

during both contract management and Steering Group activities.

96. Each supply chain partner remains fully accountable for their own performance and, where

they foresee issues arising, continue to raise them proactively and as early as possible, so that

they can be supported in the most appropriate way. CDG – WISE Ability has continued to offer

further guidance and support to partners who have had difficulties in meeting performance or

quality targets.

97. The very open and honest discussion between CDG – WISE Ability and individual partners are

very effective in quickly identifying differences in anticipated performance outcomes. The

information gathered and analysed ensures that support can be deployed quickly, in order to

ensure that the success of the entire network is not compromised.

“CDG – WISE Ability ask us challenging questions when we don’t come in with the results we’d promised

– but it’s done in a supportive way, not in an accusatory way.” - Partner feedback at Merlin Assessment

Clear communication channels are in place to ensure that there is no ambiguity regarding the relationship underpinning supply chain arrangements

Clear channels are available for regular performance review of supply chain partners

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98. CDG – WISE Ability continues to support the Government’s main goals as set out in the UK

Strategy for Sustainable Development; the targets as outlined in Greening Government

Operations and Procurement; and European Social Fund (ESF) Match Funding’s cross-cutting

commitments.

99. CDG – WISE Ability and each individual supply chain partner continue to maintain their own

policy statement demonstrating how they will satisfy and adhere to the principles of

sustainable development. The routine review and monitoring of this policy (and associated)

procedures continues to be satisfactorily completed as part of CDG – WISE Ability’s contract

management and Site Monitoring Visit activities.

100. CDG – WISE Ability continues to undertake assurance activity to ensure that supply chain

partners’ waste is disposed of by registered waste collectors; that ink cartridges and toners are

recycled (of disposed of correctly); and that Waste Electrical and Electronic Equipment (WEEE)

regulations are observed.

101. CDG – WISE Ability has a fully compliant Sustainable Development Plan in place, detailing a

baseline assessment of the supply chain’s current position in terms of waste minimisation,

recycling levels and energy consumption, as well as on-going estimates of any progress made

over the contractual year.

102. However, further improvements are required to ensure that sustainable development is firmly

integrated into programme delivery, so that environmental (or community) benefits can be

delivered alongside improving the employability of participants. Improvement work should

continue to focus on raising staff and participants’ understanding and awareness of their

sustainable development responsibilities.

Policies and processes are in place to ensure environmental sustainability is embedded and monitored throughout the supply chain

There is evidence of compliance with contractual requirements relating to sustainable development

Through the activities of supply chain partners there is a positive impact on improving environmental sustainability

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Annex 1

Performance Overview 2013-14 (Year 4)

# %

Programme Referrals 360 521 161 145%

Programme Starts 312 467 155 150%

Short Job Outcomes 188 191 3 102%

Progressions 107 109 2 102%

Sustained Unsupported Job Outcomes 73 103 30 141%



Short Job Outcomes 143 136 -7 95%










Short Job Outcomes 27 32 5 119%

Progressions 15 10 -5 67%


Programme Referrals 0 8 8 -

Programme Starts 0 9 9 -

Short Job Outcomes 0 7 7 -

Progressions 0 6 6 -

Sustained Unsupported Job Outcomes 0 2 2 -






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Performance Overview, 2010-14 (Contract Life to Date, Years 1-4)

# %














Progressions 40 32 -8 80%

Sustained Unsupported Job Outcomes 26 25 -1 96%
















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Documents

Annual Self-Assessment Report - CDG-Wise Ability · P a g e | 3 Partnership Director’s Foreword Welcome to CDG – WISE Ability’s Self-Assessment Report for 2013-14, concerning