1. Work & Health: mainstreaming Working Well Market Engagement Event
Mat Ainsworth: GMCA
8th February 2017

2. AGENDA National picture – ERSA perspective Overview of GM priorities
Learning from Working Well
Information on the GM Working Well (WHP) commission
Information on the funding and payment model
Procurement Process
Question & answer session

3. Strategic context: work & skills part of a wider system
40% of GM children entering school who are not school ready
47% of GM young people leaving school without 5 GCSEs including English and Maths
70% of the Adult Skills Budget spent on level 2 qualifications
Over £1bn spent on in work tax credits
Low levels of productivity and innovation
Low-paid jobs often with poor career progression
Businesses face difficulty recruiting skilled staff
227,000 GM residents of working age claiming an out of work benefit
140,000 out of work due to ill-health – costing £600m every year
Poor mental & physical health a significant issue

4. Greater Manchester Work and Skills Strategy , and ‘Taking Charge’ GM Health and Social Care Strategy recognise the interdependence of health and work – evidence base is very clear that not only do we need people to be healthy to be productive at work, but that being in good quality work is very important for improved health outcomes.
We know that being out of work is associated with
Higher mortality;
Poorer physical health, mental health and long-term limiting illness;
Increased alcohol and tobacco consumption, decreased physical activity
Higher rates of medical consultation, medication consumption and hospital admission rates
And that moving back into work can improve general health, mental health, self-esteem and confidence.
GM Strategy refresh identifies the importance not just of economic growth, but inclusive growth – growing prosperity is not necessarily associated with growing inclusion if the benefits are not effectively distributed. Skill levels and employment participation are key to reducing poverty, enhancing prosperity, and inclusion.
As the GM Population grows, and lives longer, we need to support our people to live longer working lives.
Have made strong progress with Govt to co-design and test an alternative approach to traditional welfare to work programmes through GM Working Well – Theresa will talk more about this later.
Our level of ambition goes far beyond what has been achieved so far – GM H&SC Devolution gives us the opportunity to bring employment and health systems far closer together and test innovative ways of delivering support that gives every GM resident the chance to achieve their potential, regardless of health condition or disability.
This is why the GM Population Health Plan has made work and health a key priority within the plan.

5. Where we want to be
An effective early intervention system available to GM residents in work who become ill and risk falling out of the labour market
Early intervention for those newly out of work who need an enhanced health support offer
Better support for the diverse range of people who are long-term economically inactive in GM
Development to enable GM employers to provide ‘good work’, and for people to stay healthy and productive in work

6. Vision
Our ambition is to create an integrated eco-system, which has the individual and employer at its heart, and that better responds to the needs of residents, business and contributes to the growth and productivity of the GM economy.

7. PRINCIPLES

8. Working Well – from pilot to mainstream
WORKING WELL PILOT
Supporting 1 claimant group for whom the WP has not delivered results
WORKING WELL EXPANSION
Continuing to wrap Personalised Support provision around the existing employment and skills landscape: extended cohorts including JSA, Lone Parents, ESA Support Group & Universal Credit
WORKING WELL (WHP)
GM’s Work & Health programme is the next phase of Working Well
Up to two years of intensive dedicated key worker support for 5,000 ESA WPL
40-50:1 keyworker ratio
Continuing to support up to and beyond 50,000 GM residents who would benefit from the WW approach
Co-commissioning with DWP
Local design input from JCP, Local Authorities, health, skills and broad range of stakeholders.
Fully utilise health & skills devolution to create a new delivery ‘eco-system’
Delivering support within a reformed landscape, taking account of changes to the skills and broader employment support framework
Increased signposting – greater engagement with health & skills
Work primary outcome, but health improvement, skills attainment, in-work progression also key success factors
Supporting 15,000 people .
Voluntary participation
Screening & triage based on: health, debt, low, skills & housing issues.
Clients will have access to the Talking Therapies Service for mental Health and the Skills for Employment Service for improving skills and access to work placements and apprenticeships via a 1 to 1 learning mentor.
Bespoke and sequenced packages of support, drawing on a range of local services
Testing GP referral route into support. Where possible, supporting people earlier on their journey
Up to one year of in-work support
20% enter work
15% sustain work for a year

9. Principles: Learning from Working Well
Personalised Support: Providers will support clients to access an appropriate range of
services and provide bespoke packages of support to ensure that their personal barriers to
employment and progression are tackled comprehensively and in an integrated and
sequenced way.
Integration: We recognise that clients will have multiple, complex needs and will work with providers to ensure they are properly integrated with local services in order to succeed
A new ‘eco system’ of work, health and skills: the programme will fundamentally change
how skills, health and employment services function together, by offering a seamless, coordinated and sequenced package of services to the client enabling the achievement of
multiple outcomes. Keyworker support for those with the most significant barriers to
employment sits at the heart of this ‘eco-system’, facilitating the client journey.
Evaluation: There will be a robust evaluation of the programme to ensure wider application
of successful delivery and outcomes, which will inform the development of future work.
Market shaping: This provides an opportunity to demonstrate that locally commissioned and managed services are more able to integrate and achieve better outcomes for clients

10. Principles: Most efficient, innovative and creative ways possible
Sustained good employment is the primary outcome
Assessments will need to go wider than an individual’s work and skills experience to identify in-depth barriers to employment, including working with the whole family where appropriate
Intensive and regular support will be required. Bidders will be expected to show how they can deliver the appropriate level of support for clients over the lifetime of their journey to sustained employment.
Keyworker skills and knowledge are vital to the success of this programme
Ongoing case management and review will be expected, and co-case management will be required. This will be essential where support is drawn in for a client from other parts of the eco system.
Provider(s) will need to be proactive in their engagement with employers to identify job opportunities

11. GEOGRAPHY & CONTRACT

12. Where will it be run?
Trafford Council is acting as the procurer on behalf of the GMCA to appoint a provider/s. The programme will be delivered across all ten Local Authority areas of GM.
GM will not be using DWP’s Umbrella Agreement.

13. Contract
Where?
GM will be a single Contract Package Area, but bids will be welcome from consortia, prime contractors with sub-contractors or single end-to-end providers.
Commissioner?
Although Trafford Council is commencing the procurement process, the contract is expected to be awarded by Greater Manchester Combined Authority
Governance?
All contract and performance management will be undertaken by GMCA, supported by a joint governance board of GMCA and DWP officials.
What?
15 months of out of work support, plus up to 6 months in work support.
Contract length?
Referrals will be made for up to 5 years, expecting to commence in early 2018

14. COHORTS & REFERRALS

15. Cohort: We will continue to support those groups that will otherwise cause greatest long-term cost to Government and local partners
As with the national Work & Health Programme, GM’s programme will support:-
People who have a disability on a voluntary basis;
Early access disadvantaged groups on a voluntary basis; and 
Long-Term Unemployed on a mandatory basis.
Clients will be referred who have a reasonable chance of securing employment, but will have a combination of complex and compounding issues, such as:-
Mental and/or physical health problems
Offending history
Debt problems
Homelessness and housing problems e.g. threat of eviction
Drug and/or alcohol dependency
Literacy and numeracy problems
Family problems e.g. domestic violence or relationship breakdown
Caring responsibilities
Limited transport
Limited job search geography
Financial impact of loss of passported benefits

16. Referrals: We will look to build upon the processes put in place for Working Well..
JCP: Will be primary referral agent and gatekeeper for all referrals to the programme.
Referrals will be made via PRaP
JCP selection tool will determine suitability
JCP Gatekeeper will provide quality assurance & confirm eligibility
Local signposting:
GPs & Health Services: Currently piloting a GP referral route into Working Well in 4 GM districts. Will look to increase this for pan-GM coverage and also test with other health services.
Local Integration Boards: Local Authorities, housing providers, community and voluntary organisations and others will be in contact with people who could benefit from this support.
Troubled Families & other reform programmes: There are individuals and families engaged in other programmes and we would like to harmonise approaches where possible

17. FUNDING & PERFORMANCE

18. How will it be funded?
The anticipated value of this contract is £52.6 million.
The contract values will be fixed at bidding stage.
The direct funding currently in scope for the contract is:-
Devolved DWP
European Social Fund (awaiting confirmation from ESF Managing Authority)
Additional aligned budgets or those for potential future inclusion include:-
Local Growth Fund
Adult Education Budget
GM Health Transformation & Innovation Funds
Domestic ESF successor funds (if applicable)
Total payments made to provider(s) will depend on referral numbers to the programme and provider performance.

19. Payment model: We will go out to market on cost as well as quality of provision, final payment model will therefore be agreed through the contracting process
GM will maintain some consistency with the national programme:-
Delivery fee (30%) & Payment by Results (70%)
Earnings as outcome measure
Validation via RTI (if possible).
However, there could be local variation to the model:-
Incentivise better paid jobs
Incentivise job sustainment
Accelerator model
Minimum Service Levels
These will be finalised before Invitation to Participate in Dialogue / Invitation to Submit Outline Solutions

20. GREY BOX

21. Funding related outcomes, outputs and interventions
We will look to strike the balance between flexibility to allow for innovation and specified service requirements. It is likely that in the design of the eco-system there will be a number of pre-requisite elements. This may include specifying assessment tools, frequency of intervention as well as:-
Skills: Work experience, achievement of qualifications, core employability skills
Health: Mental health & musculoskeletal provision, Individual Placement & Support, motivational interviewing, occupational health.
Sports & physical activity: Yoga, pilates, community and leisure activities
Co-location: Delivery in health, local authority & community settings
Integration Boards: Providers will play an active role in the functioning and development of local integration boards
Performance Management & Evaluation: This is a crucial element of the programme with a robust evaluation methodology. We will take an open and transparent approach to performance management, driven by continuous improvement

22. James Hunter: Category Manager STAR Shared Procurement Service
Procurement process
James Hunter: Category Manager
STAR Shared Procurement Service

23. Competitive Dialogue Overview
Supplier Selection Questionnaire Issue Date: 17th - 21st February 2017
ISPD/ISOS Issue Date:19th April 2017 – 28th April 2017
Competitive Dialogue Meetings and Clarifications: 15th May 2017 – 9th June 2017
Evaluation of Outline Solutions: 12th June - 23rd June 2017
ISDS Issue Date: 5th July 2017
Close 2nd Competitive Dialogue Meetings & Call for Final Tenders: 4th September 2017
Final Tenders Submitted: 27th September 2017
Contract Award Target Date: 2nd November 2017
**Timelines are Indicative and are subject to change**

24. Supplier Assessment Questionnaire
2 Parts to the Supplier Assessment Questionnaire
Part 1
Pass and Fail:
Economic and Financial Standing – Mint Analysis and Ratio Analysis
Insurance
Health & Safety
Safeguarding
Part 2
Scored Technical Questions evaluated by Panel consisting of Local Leads
Quality Threshold Included

25. Tips
This is a Competitive Dialogue Procedure which will be advertised on the Chest (Ref DN179418) and can be found under the current opportunities for Trafford Council.
If you are interested you will need to register your organisation on the Chest and then, under current opportunities for Trafford Council, register an interest using your user name and password.
You will then be sent an from the Chest containing a link that will take you back into the tender and allow you to download the tender documents.
Should you still have any problems please contact ProActis directly on:
Telephone:

26. Question and Answers
To ensure transparency and fairness, any Q&A’s raised will be published via the Chest Q&A section to ensure that all organisations are provided with the same information.
The only exceptions will be questions marked as “confidential”
Companies asking questions that are marked as “confidential” but which are not deemed to be confidential by the Council will be asked to re-submit their question as a public question.
Questions sent in spreadsheets or more than one per message will not be responded to and Providers will be asked to re-submit as individual Questions.

27. QUESTIONS