087. CPA3: Ingeus-Deloitte - Tender

Published on January 2017 | Categories: Documents | Downloads: 32 | Comments: 0 | Views: 210
of 79
Download PDF   Embed   Report




Invitation to Tender Form

Tender Round title: Organisation Name: Lot: Contract Package Area (CPA):

The Work Programme Ingeus UK Limited 3 CPA 3 London West

[1.1] Your response to Part 1 is for information purposes only. If any of this information has changed since the Framework Agreement application stage, please state this within the table below including a short explanation as to why. If you cannot provide any of the information below please explain this within the table. DWP will not be responsible for contacting anyone other than the persons named in this part of your form. If any of this information changes during the bidding period you must inform DWP of the changes by email to: [email protected] Name of the Legal Entity in whose name this tender is submitted and with whom DWP will contract: Trading Name (if different from above): Company Registration Number: Company Registered address: Ingeus UK Limited

Ingeus UK Limited (referred to in bid as Ingeus-Deloitte) 4320853 29 Ludgate Hill London EC4M 7JE The Registry 3 Royal Mint Court London EC3N 4QN Ingeus UK Limited – 799246858 www.ingeus.co.uk 1) Ingeus Ltd GPO Box 3208 Brisbane Queensland Australia, Registration number ABN 46 010 948 731 2) Deloitte LLP 2 New Street Square London EC4A 3BZ LLP Registered number OC303675 [REDACTED] Director of Business Development The Registry 3 Royal Mint Court London EC3N 4QN [REDACTED]

Head Office Address, if different:

VAT Registration Number: Website Address (if any): Name, address and company registration number of parent company, where applicable:

Name and Job Title of main contact: Address:

Telephone no:

Mobile telephone no: Fax no: E-mail address: Alternative contact Name and Job Title:

[REDACTED] 0207 265 3001 [REDACTED] [REDACTED] Chief Operating Officer

Address (if different from above): Telephone no: Mobile telephone no: Contact e-mail: [REDACTED] [REDACTED] [REDACTED]

[2.1] You must complete this Declaration by Tenderer. Failure to include this declaration may result in your bid being disqualified. To: The Secretary of State for Work and Pensions

For the benefit of the Department for Work and Pensions, we hereby warrant and undertake as follows: 1. We have examined, read, understand and accept in full the proposed Contract documents and all other documents and Annexes provided with this declaration and the clarifications issued during the Invitation to Tender period. 2. We have completed and submitted all information required in the Invitation to Tender Form in the format and order required. 3. We confirm the information set out in our response is complete and accurate to the best of our knowledge and belief. 4. We hereby acknowledge and agree that we have read, understand and accept the Work Programme Call-Off Terms and Conditions, the Work Programme Specification and the draft Order Form.

[REDACTED] Scanned Signature:

Date: Name:

12/02/11 [REDACTED]

Job Title:

Chief Executive Officer – Ingeus UK

Duly authorised to sign Tenders on behalf of: Name of Organisation: Ingeus UK Limited

Ingeus UK Limited

[3.1] 3.1 The terms and conditions of The Work Programme will be the Standard Call-Off Terms and Conditions (set out in Schedule 4 of your Framework Agreement), as modified by The Work Programme service requirements (“The Work Programme Additional Requirements”). The Work Programme Additional Requirements are set out in the „Call-Off Terms and Conditions for The Work Programme‟ which is supplied with your Invitation to Tender. A document highlighting the modifications made to the Standard Call-Off Terms and Conditions to reflect The Work Programme Additional Requirements is also supplied with your Invitation to Tender; for ease of identification, the changes made since the draft version issued on 8 December 2010 are shown in boxes within the document. Any proposed amendments to The Work Programme Additional Requirement must be detailed by completing the section below, giving full details of the clause(s) you wish to amend and your proposed amendments. DWP will consider proposed amendments strictly on their merits. Please note that you may only propose amendments to The Work Programme Additional Requirements; proposed amendments to the Standard Call-Off Contract Terms and Conditions will not be considered.



Comments on The Work Programme Additional Requirements: MINI COMPETITION – ADDITIONAL REQUIREMENTS (For Framework Supplier Comments only) No. of the clause(s) you Proposed amendment with proposed wording wish to amend Clause 2.13.7 (Performance We are content with the performance improvement Improvement Process) process specified, and would welcome further clarification from the Department regarding presumed management escalation prior to termination. Clause 3.1.10 (Fees and Payment)

Could the Department confirm that the grossing-up provisions in clause 3.1.10 relate to those checks carried out under clause 3.1.9, and also provide some clarification on what opportunity there may be for a Prime Contractor to submit additional evidence as part of this process? Could the Department clarify that any breach of clause 6.1.9 would be treated the same as other breaches, for the purposes of determining whether or not it is material?

Clause 6.1.9 (Transfer and Sub-Contracting)

Clause 7.1.1(k) (Liability, Indemnity and Insurance)

We would like to propose an amendment to this provision to introduce a liability cap, in line with the other liability caps in the contract.

Clause 8.8 (Business Continuity)

We would welcome an opportunity to discuss with the Department how management escalation processes would operate, prior to the Department choosing to exercise its rights under 8.8.4.

Other than those provisions identified above, Ingeus UK Limited confirms that it has reviewed the Call-Off Terms and Conditions for The Work Programme and agrees in principle to each of their provisions.



Scanned Signature: Position: Telephone No: Chief Executive Officer Ingeus UK Limited [REDACTED]



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




[4.1] Customer Journey - Process Please submit a process map showing the proposed end to end customer journey(s) and attach the process map as Annex 1. This should include a detailed supporting description of the customer journey(s) specific to this CPA. Your response must describe how you will ensure the customer journey is tailored to meet the specific needs and barriers of individual customers, and include the customer requirements defined in the Specification. Please note your response to this question will not be scored but will act as a reference point for the scoring of questions 4.1a and 4.1b Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to five sides of A4. Note: Format requirement and page limit does not apply to the process map which you must insert as Annex 1.

Ingeus-Deloitte‟s Every Day Counts delivery model will provide every Work Programme customer in West London with a tailored and intensive package of support, designed to address complex barriers to work quickly and provide a fast and effective route to sustained employment. Every Day Counts will harness the local knowledge and expertise of a range of local providers and will prioritise high levels of intensive activity to increase speed to placement. Every Day Counts is designed for all customer groups including those on Job Seeker‟s Allowance (JSA), Employment Support Allowance (ESA), Incapacity Benefit (IB) and Income Support (IS). The intensity of support and choice of interventions will be tailored to each customer‟s individual needs. Appropriate levels of mandatory activity will apply to key steps and JSA customers will experience increasing conditionality throughout the programme. All customers, but particularly those in receipt of ESA, IB and IS, will receive holistic support to tackle their barriers to employment, which may include poor health and caring commitments. Our core model has been adapted to meet the particular requirements of customers in West London and will be used by our supply chain across the entire contract package area (CPA). Every Day Counts incorporates four specially-developed stages: Diagnostics, Intensive Support, Skills Plus and Breakthrough during which customers can enter employment at any time. On entering employment, customers will automatically graduate to the Careers Academy, where they will receive a tailored programme of support to help them remain in employment and build a sustainable career path. Each stage of Every Day Counts will be underpinned by: personal support from a dedicated Employment Advisor (EA); intensive job-searching activities, with automated vacancy notification; tailored employer engagement; work placements; a range of skills options; practical one-to-one assistance from specialists in our Health & Wellbeing service; advice and support on issues such as debt and substance misuse from our Accessible Community Experts (ACE) Network; and access to our innovative online job-search and job-matching support tool, Invisage. Every Stage on the programme is focused towards employment and customers will be encouraged to enter employment at the earliest, most suitable opportunity. Transitions between stages will be marked by a Review & Refresh appointment, during which the customer and their EA will assess progress and identify next steps. Customer Referrals Our dedicated PRaP team will process all Work Programme referrals from Jobcentre Plus (JCP). PRaP Adminstrators will ensure that customers are contacted within 24 hours of being accepted via PRaP and aim to set up an appointment within five working days of referral. Our team of Outreach Advisors (OAs) will conduct community outreach, including in local children‟s centres, schools and health centres, to engage IB customers who have not yet transferred to ESA and those in receipt of IS, including lone parents with children under five. OAs will be trained in engagement techniques and will build trust and rapport with customers who may not otherwise be accessing a mainstream employment service. They will also liaise with local JCP sites to oversee the smooth processing of referrals. They will provide materials to JCP staff to promote the benefits of our Work Programme service and help engage voluntary customers, particularly those claiming IS and IB. Stage 1 - Diagnostics (weeks 1 to 4) Prior to their first appointment, customers will be sent a Welcome Pack that includes: travel directions; a copy of our pledge detailing our minimum service standards; ESF guidelines; and a Rights and Responsibilities leaflet. To promote the fastest speed to placement, we will undertake thorough diagnostics with every customer to identify barriers to employment and ensure they are actively engaged. At their first appointment, each

customer will be introduced to their EA. Customers will be given one-to-one support to complete our AWARE online self-diagnosis assessment (designed to assess confidence and motivation levels) and where relevant, our Health Assessment, which is designed to assess functional, vocational and psychosocial workplace capabilities - building on ESA customers‟ Work Capability Assessment reports. Together, they will formulate an Action Plan based on: the customer‟s employment and skills history; literacy and numeracy levels; job goals; and personal circumstances. The Action Plan will be reviewed and updated at least once every eight weeks throughout the programme to ensure our support adapts to the customer‟s changing needs. Diagnostics will be underpinned by jobsearching activity from day one, and customers ready to enter employment will be given a priority mock interview and immediately matched to suitable vacancies. Diagnostics may take up to four weeks for customers with multiple and severe barriers to employment, such as those who have claimed IB for more than five years. Customers identified as having low basic skills or ESOL needs may be fast-tracked to Stage 3 and then return to Stage 2 if required. All other customers will progress to Stage 2. During Diagnostics, all customers will attend our induction session to gain an overview of our programme, the support available and health and safety practices. Stage 2 - Intensive Support (weeks 5 to 16) At the beginning of Stage 2, each customer will enter into one of the following 12 week modules based on the results of their Diagnostics assessment, where they will work intensively to: fast-track into employment (Boost); enter self-employment (Enterprise); receive holistic support to address psychosocial barriers to work (Engage); or improve their health and wellbeing in preparation for work (Steps to Work). A full list of Intensive Support interventions is available in Annex 1: Boost – a high intensity approach to job searching which helps customers to improve the quality and quantity of their job seeking activities to enable them to move into sustainable work at the earliest opportunity. We expect the majority of JSA 18-24 and 25+ customers to access Boost, as well as those from other groups for whom sustainable employment is both immediately attainable and appropriate. We have designed the interventions within Boost to meet their specific needs and career aspirations. Key activities include: immediate matching to local employer vacancies sourced by our Employer Services Team (EST) and promoted to customers by our cutting-edge ADAPT recruitment software; access to local labour market summaries identifying growth industries and the skills required to work in these; Employer Routeways (consisting of vocational training and guaranteed interviews); Interview Skills workshops and mock interviews; help with speculative applications; basic skills support; advice on updating and improving CVs and cover letters; IT training workshops to undertake effective online applications and facilitate the use of our customer IT portal Invisage; and reverse marketing (where EAs proactively market customers to prospective employers). 18-24 year old customers will also be referred to our two-week Step Ahead motivational course. Enterprise – a comprehensive package of support for customers wishing to pursue selfemployment. This will be delivered by self-employment specialists InBiz who will work alongside the London Enterprise Board, Greater London Enterprise, the London Chamber of Commerce and Industry and other organisations such as Portobello Business Centre to enhance our offer to customers pursuing self-employment. They will provide one-to-one support with business planning, and group workshops on book-keeping, tax advice and marketing strategies. There will be additional support from Ingeus-Deloitte including support to access funding and mentoring services. Customers will have the option of test trading their business for up to 26 weeks and extending Enterprise into Stage 3.

Self-employment will be a suitable outcome for a wide range of customers groups, including those on JSA but also ESA, IS and IB groups who require greater flexibility in their employment to accommodate their health condition and/or caring commitments. Engage – provides holistic support to tackle multiple and complex barriers to ensure „hardest to help‟ customers are able to move into employment. Interventions are based on: psychosocial solutions such as Cognitive Behavioural Therapy (CBT) based workshops; peer mentoring; techniques to address low levels of motivation and selfesteem, common in customers from areas of severe deprivation and intergenerational worklessness such as Northumberland Park in Haringey and Golborne in Kensington and Chelsea; activity programmes to raise aspirations and levels of self-confidence; encouraging customers to travel to areas of higher employment; and addressing specific barriers to work including debt, substance misuse and gang-related offending. Customers accessing Engage will include JSA Early Access customers who have more complex barriers to work, such as a criminal record or drug abuse, and IS and IB groups who require more specialist support to access employment. Interventions for IS and IB groups will include confidence building and career planning sessions. Lone parents will be able to access specialist EAs who have expert knowledge of local childcare facilities and access to part time job opportunities that fit around school and nursery hours. Our specialist subcontractors Women Like Us are experts at working with employers to find flexible and part-time roles. To maintain a consistent focus on securing employment, customers will be provided with intensive job-search and vacancy matching support through one-to-one and group-based activities throughout Engage. Steps to Work – provides integrated health and employability support for customers for whom health is the main barrier to employment. 32.6% of benefit claimants in West London are claiming due to a health barrier (rising to over 41% in Westminster and Camden) and this module has been specifically designed for ESA Flow, ESA ex-IB and IB customers, who have been out of the labour market for two years or more due to their health condition. They will receive advice from specialist Health Advisors on managing health conditions and support from dedicated Employment Advisors who will source suitable work placements which will help customers make the transition into employment. Activities will focus on developing a step-by-step plan back to employment. Steps to Work will help with pain management, improving mobility and tackling root causes of depression. A specialist Health Advisor will meet customers on a regular basis to provide one-to-one employment support and refer them to services offered through our Accessible Community Experts (ACE) Network and Health & Wellbeing service (both described below). When appropriate, we will signpost customers to community referral partners (such as Twining Enterprise‟s peer support groups for people with mental health conditions and drug and alcohol rehabilitation programmes). To ensure they remain on the programme, we will undertake active engagement of these customers, particularly those in voluntary groups. When ready to undertake more intensive job seeking activity, customers can move to another Stage. Customers will continue on Steps to Work for as long as is necessary (including into later stages), and transition points will be marked by regular Review & Refresh appointments. Stage 3 – Skills Plus (weeks 17 to 52) The purpose of Stage 3 is to address customers‟ vocational skills needs and/or lack of recent work experience, and to build on job-search skills developed in the previous two stages. Customers identified as having low basic skills or ESOL needs will be fast-tracked to this Stage following Diagnostics. During this Stage, every customer will participate in an 18 week sector-specific vocational training course and/or tailored work placement. The Vocational Routeway will be supplemented by job-search activity and one-to-one support will be provided by their EA throughout the rest of the stage. Customers will choose from

a range of Vocational Routeways provided by subcontractors that are experienced at delivering training and apprenticeships and who have close employer links. These providers include Renaisi, Excelsis Training Solutions, and Urban Futures. Customers with English language needs (we anticipate that this will be 5-10% of customers in West London) will be able to access a Working English ESOL Vocational Routeway. Vocational Routeways have been informed by our work with local employers and sector skills councils, such as Skillsmart Retail, to take into account local skills gaps. This is particularly at Foundation and Levels 1 and 2, in growth sectors such as hospitality, retail and „green‟ jobs. One-to-one job-search activities will underpin this stage throughout. Stage 4 – Breakthrough (weeks 53 to 104) Stage 4 is designed to provide additional support and increased conditionality for those who are still searching for work after a year on the programme. Customers will be introduced to a group of peers who will meet at least once a week to support one another with job-search activities and to maintain focus. At each weekly meeting (led by a Group Facilitator) customers will jointly review progress and plan activities for the next seven days. Our Placement Team and subcontractors will utilise their employer links and those with local volunteer bureaux to source a tailored six-month community work placement (mandatory for JSA customers) that fits with each customer‟s job goal. During this stage, continued support will be provided by the ACE Network and EAs to tackle underlying barriers to employment and address the reasons why the customer has not found sustainable work on the programme through the previous three Stages. If customers reach the end of the programme without finding work, they will have a Final Interview with their EA and together they will plan the next three months‟ job-searching activity and complete a final Action Plan which will be shared with JCP. In-Work Support - the Careers Academy When customers secure work they will automatically gain membership of the Careers Academy which provides comprehensive in-work support and career development advice. Prior to and during their first six months in employment customers will be supported by their designated EA. Before starting work, the customer and the EA will work together to draw up an in-work Action Plan and undertake the necessary preparatory activities including completing Working Tax Credits and Housing Benefit forms, sourcing childcare and arranging travel passes. All customers will be encouraged to attend our Flying Start workshop to find out about the in-work benefits available to them and get advice on managing their first few weeks in work and issues that frequently arise. Customers will have access to the following types of support through the Careers Academy: 1) In-Work Support (delivered through our customer contact centre) - Customer Support Co-ordinators will provide support six days a week for customers via a freephone telephone number, text and email. Staff will proactively contact in-work customers and will provide immediate responses to incoming requests for support on issues such as budget management and in-work benefits. Customers in the JSA Early Access, ESA Support, JSA Ex-IB, IB and IS groups will all be tracked more intensively, as statistical evidence demonstrates that these groups are most at risk of leaving employment. Customers needing more specialised attention will immediately have their case elevated for a same-day response from Specialist Support. 2) Specialist Support - specialist In-Work Advisors provide advice over the phone and in person on complex issues such as amending child maintenance payments and in-work dispute resolution. Advisors will refer customers to community-based experts, where appropriate, such as local tax professionals. After six months in employment, customers will be referred to an IAG-qualified team of Careers Professionals

who will offer a telephone-based appointment to advise customers on progression opportunities and further training. 3) Rapid Response Team (RRT) – any customer who is likely to or who has already cease employment will be referred immediately to the local RRT who will work closely with our Employer Services Team to source suitable alternative employment as quickly as possible. Any customer who does not re-enter employment within four weeks will return to the core programme. 4) Online support – customers will have online support through Invisage, our customer portal, which provides in-work advice and access to e-learning modules. Cross Programme Services At all stages of Every Day Counts, customers will be able to access the following services: Health and Wellbeing: our integrated Health & Wellbeing service is delivered by our team of Specialist Health Advisors and incorporates CBT-based interventions, workshops on Relaxation Techniques and Healthy Eating, and weekly walking groups. One-to-one counselling and support is also available. Health & Wellbeing interventions will be offered to all customer groups and are specifically designed to account for the fact that disadvantaged customers can experience poor health regardless of their benefit type. Invisage: our online customer portal Invisage enables customers to job-search independently from home, an internet café or IT facilities available in every office. Customers will be provided with a personal Invisage account, which they will be able to access from home or an internet café, as well as from our sites. Customers with limited IT skills will be supported by their EA when using Invisage. Key features include: intelligent job-scraping software which filters suitable job vacancies from multiple websites; Working In... podcasts that give insights into working in particular industries; and a suite of elearning modules. We will make effective use of telephony, web and SMS text channels for contact, reminders and notification of jobs. learndirect skills packages: customers will be able to access more than 3,500 learndirect e-learning courses through our fully equipped Job Stations. These include „Every Day English Skills‟ and „Keyboard Skills‟. The ACE Network: a pool of third sector providers who will work from core delivery sites to offer holistic support that customers can access whilst undertaking job-search activities. These include Zacchaeus 2000 Trust (debt and financial advice); The Camden Society (learning disabilities); Phoenix Futures (substance misuse); Broadway (homelessness) and Mind (mental health). The ACE Network will support customers, particularly those with multiple and severe barriers to employment such as those in the JSA Early Access, IB, IS and ESA ex-IB groups. We expect the ACE Network will be particularly important in addressing the needs of customers from areas of severe deprivation such as Clapton in Hackney and Walworth in Southwark where there are high levels of crime, substance misuse and personal debt. Employer Services Team (EST): our dedicated team of Employer Account Managers will be embedded within our delivery sites within West London and will source thousands of vacancies each year from local employers to which Work Programme customers will have priority access. In addition to generating bulk vacancies, they will focus on engaging with employers to source part-time opportunities for customers who require greater flexibility in the workplace, such as lone parents and carers. They will also work with employers to accommodate customers with health conditions and broker Access to Work funding for workplace adjustments.

[4.1a] Customer Journey - Rationale Please describe in detail:

your rationale for your proposed Customer Journey(s) detailed above in 4.1 within this CPA; and the benefits to the individual customer groups of this approach.

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

Our customer journey combines the experience and highest performing practices drawn from Ingeus‟ 21 years‟ experience in delivering welfare-to-work contracts, with Deloitte‟s expertise in designing new operating models for a wide range of organisations, including Hammersmith and Fulham Council. Every Day Counts is based on the fact that speed to placement is key – the longer a customer is out of work, the harder it is to return. It also applies theories of positive psychology in motivating customers to achieve goals through structured activity. Every Day Counts has been designed to meet the needs of all Job Seekers Allowance (JSA), Employment Support Allowance (ESA), Incapacity Benefit (IB) and Income Support (IS) customers, and has been tailored to meet the needs of customers in West London. The model brings together proven techniques as well as innovative new features designed specifically for the Work Programme. Every Day Counts is based on the findings of a six-month research project undertaken by Ingeus-Deloitte‟s Operations Excellence practice. The project combined an analysis of Ingeus‟ existing operating models in the UK, Europe and Australia; input from over 200 frontline staff; a study of over 100,000 Ingeus customer records; and feedback from over 500 customers through focus groups and surveys. In addition, the Ingeus Centre for Policy and Research (ICPR) also conducted a study into why customers sustain in, or fall out, of work, the results of which were presented at the CESI 2010 Welfare-to-Work convention. In West London, we consulted with local providers and stakeholders to tailor our delivery model to achieve key local objectives such as improving health and wellbeing, addressing poor skills, and supporting the most disadvantaged to benefit from the opportunities generated by the area‟s economic dynamism. Our research identified the following overarching principles which have been embedded in our delivery model: Every Day Counts - Our research demonstrated that customers must undertake meaningful activity every day in order to make the strongest progress towards employment. Customers who stop activity tend to drift and disengage, while those who are set structured activity between appointments are substantially more likely to enter employment. For customers who are furthest from work, activity should focus on constant progress towards work. Effective engagement is critical to ensuring customers keep progressing, particularly those from voluntary groups (e.g ESA volunteers and IB/IS). Immediate engagement - Reducing the time from customer referral to programme start is key to maximising speed to placement. The importance of immediate engagement is supported by Australian DEEWR (Australian public employment service) research that demonstrates the negative effect on job outcome rates of longer lag times between referral and first appointments. We will therefore aim to conduct first appointments within five days of each customer‟s PRaP referral. Holistic support - The London Mayor‟s recent report on unemployment in London estimates that three-quarters of those out of work are long-term workless. Our experience informs us that these customers are likely to be characterised by multiple, complex barriers to work and are unlikely to enter the workplace without holistic support that meets all their needs. Although all Work Programme customers will face at least one significant barrier to employment, we expect the JSA Early Access, JSA ex-IB, ESA Flow, ESA volunteers, ESA ex-IB and IB customer groups to have particularly acute constraints. These may include poor mental health, lack of qualifications, substance misuse, caring commitments and/or low levels of motivation and self esteem. In severely deprived areas, such as Stonebridge in Brent and the White City estate, many customers also lack the confidence and communication skills to seek additional support when required. Therefore, our Every Day Counts model is ideal for West London as it promotes a „one-stop-shop‟ whereby customers can access a range of specialist services alongside employability support. This will be provided by our in-house Health & Wellbeing service (for customers

with a health condition) and our Accessible Community Experts (ACE) who will offer support to tackle issues that local customers face including housing problems and poor basic skills. Lone Parents will be supported by specialist Advisors with expertise in supporting customers to find alternative caring arrangements and part-time employment opportunities. Personalised support - Through delivering employability programmes to more than 32,000 customers in West London, we know that central to each customer‟s journey back to work is their relationship with a dedicated Employment Advisor (EA). Performance analysis demonstrates that all customer groups undertake more positive change and have a greater chance of sustaining in employment if they develop a trust-based relationship with their EA. This is principally because EAs are able to encourage customers to access different interventions and to deliver challenging messages. Furthermore, we have found that EAs who specialise in working with a particular customer group perform better than generalist EAs. For example, we witnessed a 60% performance uplift on our Brent and Haringey Employment Zone contract when we introduced specialist lone parent Advisors. In West London, Every Day Counts will therefore incorporate specialist EAs for the following customer groups: those on health benefits; lone parents; and the hardest to help (more than three years out of work and experiencing multiple disadvantages). Integrated health support – Our experience of helping over 19,000 ESA and IB customers into employment shows us that they benefit from employability and health services that are combined to create a coherent package of support. Every Day Counts offers an in-house Steps to Work module and a Health & Wellbeing service that provides customers with access to trained health professionals who will support ESA and IB groups in managing their health conditions. This will complement the work of EAs. Employer-focused delivery – Ingeus‟ Employer Services Team already undertakes substantial employer-focused activity in West London, with over 2,000 decent, lasting jobs secured through employer contacts here over the last year. We consulted employers such as Vodafone and Virgin Active as part of the design of our delivery model. They highlighted a shortfall of candidates with suitable skills; a view supported by the CBI which has found that 12% of companies are lacking employees with lower-level skills, with numeracy and literacy the biggest issue. Therefore, we have tailored our Routeways in West London to meet employers‟ needs in basic skills, and also the specific skills needed to do particular jobs in growth industries e.g. customer service and hospitality, which will be important ahead of developments including Brent Cross. Fresh momentum for changing needs - Evidence from New Deal (ND) delivery in the UK has shown that job outcome rates increase by 35% around transitions between different stages of the programme. This is due to the fresh ideas and changes in momentum that transition points create. Therefore, all modules in Every Day Counts are time limited. Also, at the end of every stage there will be a Review & Refresh session, where the customer and EA assess progress and set fresh objectives. Rationale for each stage of the Customer Journey Stage One – Diagnostics (identifying appropriate interventions): Thorough and engaging diagnostics are crucial in identifying personalised and targeted interventions for each customer. These need to be underpinned by job-search from day one. Our Flexible New Deal (FND) delivery demonstrates that high quality diagnostics at the beginning of the customer journey increase conversion rates by over 5% in the first four weeks of the programme. Performance on subsequent stages also improves by 25%. All the elements of the Diagnostics stage, such as the AWARE online tool, are custom-built to form a total, holistic assessment. In West London, where many customers have multiple disadvantages, these diagnostics are critical in mapping out a customer journey that tackles all their barriers to work.

Stage Two – Intensive Support (maintaining high activity levels throughout): Our experience from delivering Flexible New Deal and Pathways to Work tells us that programmes with high levels of activity will deliver the strongest job outcome performance. Our Performance Analysis Team looked at the number of appointments attended during the first two months on our FND programme and the overall impact on conversion rates. Conversion rates were 20% higher throughout the programme for customers who had attended over three EA sessions per week during the first two months. Both Boost and Engage therefore develop intensive activity and job-searching habits early on in the customer journey and are key to engaging customers effectively, particularly those in voluntary groups. We expect Boost to be particularly suitable for JSA customers who will undertake high levels of activity to facilitate a quick return to employment. To address psychosocial and lifestyle barriers early in the programme, the Engage stream provides specialist Cognitive Behavioural Therapy (CBT) support. This will be particularly effective for the JSA early access, JSA ex-IB, ESA ex-IB, IB and IS customer groups who are further from the workplace. Our Enterprise module has been designed to stimulate entrepreneurism, particularly in areas with low levels of selfemployment such as Kingston Upon Thames and Ealing. Stage Three – Skills Plus (skills, training and work experience): We will provide each customer with a tailored programme of vocational training, work experience and advice on working in particular sectors. Due to London‟s high skill economy, a lack of skills has a greater impact than elsewhere - almost nine in ten Londoners with high skills are in work, compared to just 44% with no qualifications. For this reason, Ingeus and our subcontractors will offer Vocational Routeways that are focused on core skills in growth sectors including Hospitality (Adult Training Network), Environmental (Groundwork), Retail (Urban Futures), Creative Industries (MEL Productions), and Customer Service (Excelsis Training). Customers on this stage will also be offered work experience in a range of industries in order to address limited work histories. Customers who we identify as having a basic skills need will be fast tracked to this stage following diagnostics. We expect customers across all eight groups to access this stage, however the JSA 18-24 group will be given particular priority to help break „Not in Education, Employment or Training‟ cycles and equip younger customers with workplace skills. Stage Four – Breakthrough (combining work placements and peer support): Our approach is designed to help customers build on the job-search and vocational skills they have developed during the previous Stages to make the final step into employment. Breakthrough is based on evidence from our ND and FND contracts that mandatory/fixed activity elements increase job outcome performance - we see spikes in job entries before and during full-time activity elements for both mandatory and voluntary customer groups. Breakthrough therefore incorporates a six-month work placement (sourced through our Placement Broker Team) which is mandatory for JSA customers and encouraged for all others. The peer support element on our Gateway to Work (G2W) model has also proven effective at changing ingrained attitudes and behaviours positively. Customers within the ESA, IB and IS groups will be matched to a work placement that meets their specific requirements, including accessibility, if they have a disability and proximity to home if they have caring commitments. Ingeus Careers Academy (ongoing personal support and career development): 55% of JSA claimants in London return to a benefit within six months of leaving, and discussions with stakeholders such as [REDACTED], Senior Project Manager at the LDA, have informed us that staff turnover is a major problem. ICPR‟s Sustainability Project found that 81% of sustained job outcomes were due to three core factors: the right job fit and work environment; appropriate support in the first three months; and appropriate attitudes and behaviour. The Careers Academy has therefore been designed with the objectives of providing meaningful support through the transition phase, assistance with

progressing in the work place and support with developing appropriate in-work attitudes. Our IAG qualified Advisors will help customers plan the necessary steps to realise their career aspirations. All customers will require some level of workplace assistance, but we expect that the JSA Early Access, ESA Flow and ESA Volunteer, IS and IB customers will receive a more intensive service due to higher levels of support needs. We will continue to support customers for an extended period of time and for as long as is necessary. Benefits to individual customer groups We recognise that certain customer groups in West London will require additional support and have tailored Every Day Counts accordingly: 18-24 year old customers - West London has a high rate of youth unemployment, which is particularly marked in places such as Kensington and Chelsea and Haringey. This major problem will be addressed by our Step Ahead programme for young people (at the beginning of Boost and Engage), which is modelled on our current G2W course. This will help young people set goals, develop positive attitudes and behaviours and improve their motivation. We will also source apprenticeships and appropriate training opportunities in growth sectors specifically for young people (e.g. low carbon industries). Customers with health and lifestyle barriers - Our in-house Health & Wellbeing service will provide on-site access to trained Physiotherapists and Psychologists. Experience of working with over 8000 customers on health-related benefits on our Pathways to Work programmes in Central London and Lambeth, Southwark and Wandsworth informs us that providing integrated condition management support is vital in supporting this customer group into work. On this basis, we will make a Health & Wellbeing service available across West London to meet the needs of the customers for whom their health condition is the main reason they are not in employment (highly relevant because 45% of people with registered disabilities in London are unemployed). West London also has a particularly high proportion of people with mental health conditions so Mind will provide specialist mental health support to our customers. Black & Minority Ethnic (BME) Customers – West London has a diverse population, with BME comprising 47% of the working age population. Often there is a large disparity when comparing White/BME employment rates, with the largest disparity in Hammersmith and Fulham at 74%/44%. To tackle this problem, we have partnered with communityfocused providers including Action Acton and Volunteer Centre Kensington and Chelsea, who target BME residents in key deprived wards such as South Acton (in Ealing) and Golborne (in Kensington and Chelsea) by providing access to ESOL and culturallysensitive engagement. It was highlighted to by [REDACTED], Head of Economic Opportunity at London Councils, that there is likely to be a shortfall in ESOL provision across London in future and so we will offer our in-house Working English course, highly praised by Ofsted, which will provide work-focussed English lessons to assist customers with low levels of spoken English into employment. Families, including parents and carers – In London 6.1% of the working age population are lone parents, compared to 5.1% for the UK. This is particularly prevalent in deprived areas such as Northumberland Park in Haringey. HM Treasury analysis suggests that being a lone parent is associated with a 14 percentage point reduction in employment chances compared to a single person with no children and Level 3 qualifications. To address their needs and those of other parents and carers, we will provide dedicated, experienced EAs with specialist knowledge in childcare/care, relevant benefits, and securing work with family friendly hours. These EAs will be transferred from our lone parent provision in Hammersmith and Fulham, and Brent and Haringey where we maintain a job outcome rate for this customer group of over 45%. We will also subcontract to Women Like Us who specialise in sourcing part-time and flexible roles for customers with caring responsibilities.

[4.1b] Service Requirement DWP expect all customers to receive a minimum level of service. Please clearly define:
  

Your minimum service delivery levels for all customers within this CPA; Your rationale that supports your approach: How it addresses the needs by customer groups.

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

Ingeus has an outstanding reputation for providing high levels of customer service in its welfare-to-work provision. In our recent Customer Satisfaction Survey, 83.2% of customers described the service they received at Ingeus as „Excellent‟ or „Very Good‟. Ofsted commented in their 2010 inspection of our Pathways to Work provision, “participants feel safe, well supported and they are able to raise matters of concern with staff. Relationships between participants and staff are excellent with high levels of mutual respect”. For the Work Programme in West London, we have agreed exacting minimum service levels that will apply across our whole supply chain to drive strong performance and customer satisfaction. These service levels are outlined in our Customer Pledge which will be displayed prominently in all delivery sites. Performance against these minimum service levels will be measured in every subcontractor and Ingeus-Deloitte delivery site throughout the lifetime of the contract, and will be shared with customers at their initial appointment. Our Pledge contains five commitments and others that have been designed to meet the needs of particular customer groups. Customers on the Work Programme with Ingeus-Deloitte will be entitled to expect: 1) A flexible service that is convenient and accessible. As a minimum this will include: convenient office locations across West London which are close to public transport links; a freephone telephone number to contact us; web access at all delivery sites; outreach services for those who cannot reach our premises; flexible appointment times for customers with family or caring commitments; and programme literature available in community languages. Rationale: Our experience has shown that motivation and customer engagement increases significantly when offices are convenient and accessible and access to Advisors is made easy. This leads to more frequent attendance, higher levels of jobsearch activity and better outcomes for customers, especially for those with disabilities and/or mobility issues. We therefore expect flexibility of service to be particularly important for customers in the Incapacity Benefit (IB), Employment Support Allowance (ESA) and Income Support (IS) groups. 2) A personalised package of support that is tailored to individual needs. This will include: a carefully selected and well trained EA; a tailored CV, cover letter and benefit calculation (completed within the first four weeks of the programme); a detailed Action Plan outlining the support we will provide; access to support once every two weeks (as a minimum) for the duration of the programme; and a choice of over 70 interventions, such as tailored pre-employment routeways and specialist health and wellbeing advice. Rationale: To meet the needs of a diverse customer group, our experience indicates that it is essential to provide a service that is tailored to the unique personal circumstances and needs of each customer. This is particularly true of West London, which features a diverse customer group including above-average proportions of lone parents, black and minority ethnic customers, ESA claimants, and younger customers, all of whom tend to have higher support needs and require a greater degree of personalisation. 3) A professional Careers Academy and in-work support service which will help customers develop and progress in the workplace. This will include: ongoing support from an EA to help manage the transition into employment; an in-work benefits calculation; a freephone in-work helpline; online advice through Invisage; and careers guidance from an Information Advice and Guidance qualified In-Work Advisor. Rationale: The findings of the Ingeus Centre for Policy & Research‟s Sustainability Project supported research by the Joseph Rowntree Foundation and the Centre for Social Justice that two of the key conditions that support sustainable employment are support during the transition from benefits to employment and jobs that offer rewarding prospects. Our service will ensure all customers receive help in managing the transition to employment and careers advice to develop sustainable careers. We expect these services to be important for JSA 18-24 customers who are at greater risk of leaving work.

4) Priority access to exclusive job vacancies and labour market information Vacancies will be displayed in reception, on electronic job boards and promoted by EAs through our ADAPT recruitment software. Customers will be supplied with up-to-date, accurate information about the relevance of their skills in the local labour market. Rationale: Long term unemployed customers find the gap on their CV to be a disadvantage and often lack labour market knowledge. We will help them overcome this by providing priority access to vacancies. 5) Treating customers with respect at all times and supporting them to be active participants in setting their own goals. Customers will be encouraged to take control of their journey back to work and shape the best course of action at every stage. We will provide easily accessible information on rights and responsibilities and a widely advertised feedback procedure, as well as Review & Refresh sessions after all Stages in their journey. All feedback will receive a response within one week. Rationale: This approach is essential to providing a service that supports high levels of motivation and engagement amongst customers and provides us with critical information to support performance improvement. In addition to these core service levels, we are committed to meeting the needs of customer groups in West London that have specific support needs. Therefore we have designed a set of minimum service levels for the following customers: Customers with health-related barriers to work (ESA, ESA ex-IB, JSA ex-IB and IB groups): access to our on-site Health & Wellbeing service; and support in accessing part time and flexible vacancies. Rationale: Over 49% of benefit claims in West London are due to poor health. BME customers: our Working English ESOL course; a culturally sensitive service with private rooms for prayer; Advisors that speak community languages; and translation services where appropriate. Rationale: 33% of people in West London are from a BME background and BME groups have employment rates up to 15% lower than those of equivalent white groups. Young people (particularly those in the JSA 18-24 group) – our two week Step Ahead motivational and goal setting course; support in accessing a range of apprenticeships and vocational training; and careers and life planning guidance from a trained professional. Rationale: 50% of 18-24 year olds in West London are workless and areas such as Haringey and Hammersmith have particularly high levels of youth unemployment. Customers with skills needs – access to basic skills and learndirect courses through our online portal Invisage; advice on local skills provision; fast-tracking to Skills Plus if a skills need is identified during diagnostics; and a range of Vocational Routeways. Rationale: In areas such as Ealing, 13% of residents have no qualifications and find it hard to compete with the 50% of local people are qualified to Level 3 and above. Customers with family and or caring responsibilities (all customers, but particularly those in the IS group) - information about local childcare provision; flexible appointment times; and access to specialist subcontractors such as Women Like Us who will support customers in finding part-time and flexible employment that fits around caring commitments. Rationale: There are 60,000 people in West London claiming benefits on the basis that they are a lone parent or a carer. Customers with complex barriers to work - referral to our ACE Network of eight specialist providers including Zacchaeus 2000 Trust (financial and debt advice), Phoenix Futures (substance misuse) and Broadway (homelessness). Rationale: Over 50% of customers in West London have more than one severe barrier to employment, which may include debt, substance misuse and health conditions.



[5.1] Delivery Strategy Please describe in detail your delivery structure for all elements of the Work Programme provision across this CPA and explain why you consider your delivery strategy to be the best approach for customers in this CPA. You should clearly state how you intend to work with your sub-contractors and how you will ensure the needs of all your customers, including the hardest to help, are fully addressed from within your supply chain including voluntary sector organisations where appropriate. Please also complete:

Annex 2 to show the structure to be put in place within the supply chain to deliver the Work Programme provision in terms of overall percentage of delivery, specialism and geographical coverage; and Annex 3 (Sub-contractor Declaration) for your proposed sub-contractors as appropriate.

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

Ingeus-Deloitte‟s delivery strategy for West London is built on our vast experience of supporting disadvantaged customers into work in the area and a six-month research project into how best to deliver the Work Programme locally: Since 2002, Ingeus has helped more long-term unemployed people into work in West London than any other provider through our delivery of 16 employability contracts including PSL New Deal in Hammersmith and Fulham; the Brent and Haringey Employment Zone; a pan-London DWP ESF2 contract; and Pathways to Work in Central London. We have incorporated this experience into our delivery strategy by: consulting operational staff including our Director for London ([REDACTED], analysis of management information using over 40,000 local customer records; and focus groups with local customers.  The research project encompassed: engagement with stakeholders including all local authorities in West London, the LDA, the London Skills and Employment Board (LSEB) and London Councils; labour market analysis by Deloitte economists; consultation with Deloitte‟s regional Practices; four consultation events with our third sector partners on the London Partner Network; and meetings with more than 80 local providers. Using this experience and research, we have concluded that a successful delivery strategy for West London should include the following features: a diverse supply chain of local providers with strong track records, including Ingeus; programme management and operational support from Deloitte, which has great experience of managing large, complex programmes, including the London Congestion Charge; comprehensive geographical coverage making excellent use of existing delivery infrastructure; specialist support for customers with multiple barriers to work, particularly in areas with high levels of deprivation; and a focus on raising customer skills levels to meet the high skill demands of London‟s employers. Our strategy has been designed to meet the needs of all customer groups. Summary of Delivery Strategy Ingeus-Deloitte will act as Prime Contractor and will drive the overall performance of the provision across West London. We will also be embedded in the area and deliver as a Lead Provider in West London. We will be supported by two other Lead Providers – 5 E and Ixion. Lead Providers will deliver all core elements of the Every Day Counts model: Diagnostics, Intensive Support, Personal Routeways, Breakthrough and in-work support using the Careers Academy model, as well as health and wellbeing interventions. IngeusDeloitte and our Lead Providers will work collaboratively, for instance through sharing vacancies. Lead Providers will be supported by two further types of subcontractors: ACE (Accessible Community Experts) Network - The ACE Network enables all Lead Providers to draw on the expertise of eight specialist providers to support customers with complex barriers. These include Zacchaeus 2000 Trust (financial advice), Camden Society (learning disabilities), Mind (mental health) and Phoenix Futures (drug/alcohol abuse). Members of the ACE Network will work from the premises of all Lead Providers. Vocational Routeways providers – Our network of 13 Vocational Routeways providers (Acton Training Centre, Action Acton, Adult Training Network, Excelsis Training Solutions, Groundwork, MEL Productions, Renaisi, Sencia (part of ESG), The Citizens Trust, The Training Consortium, Urban Futures, Women Like Us and the Volunteer Centre for Kensington and Chelsea) will assist us to address skills shortages in West London. They will provide tailored routeways to customers by offering vocational training, work placements and basic skills support. We have selected providers who offer Routeways in the following sectors to reflect local growth industries (as outlined by the LSEB statement of skills priority 2011/12), such as: Retail (Excelsis); Low Carbon and Environmental (Groundwork); and Hospitality (Adult Training Network). In addition, some providers have been selected to run Routeways for specific employers (e.g. Urban Futures for BAA).

The best approach for customers in West London West London is characterised by the disparity between wealthy and severely deprived communities with entrenched poverty – three-quarters of London‟s unemployed are longterm workless. These customers are likely to suffer multiple disadvantages – among those with the lowest employment rates in London are lone parents, people with disabilities, people aged 16-25, and people of Pakistani/Bangladeshi ethnicity. Analysis of HM Treasury data suggests that customers that fall into two or more of these groups suffer a multiplier effect on their employment chances - by up to 70% in the case of those of Bangladeshi customers with disabilities. To tackle customers‟ barriers, we will incorporate the following as key features of our delivery: Ingeus’ experience and the Third Sector’s expertise in delivering to hardest-to help customers – Ingeus has more experience supporting West Londoners with complex barriers into work than any other provider (over 13,000 since 2002). This includes the delivery of our pan-London DWP ESF Phase Two hardest-to-help contract (customers include ex-offenders, the economically inactive and homeless people), which is the highest performing DWP ESF contract in the UK. We are therefore uniquely placed to support severely disadvantaged local residents into work. This will be supported by our ACE Network, designed to utilise the expertise offered by small and third sector providers to meet the specific needs of customers with complex barriers to work. A comprehensive, employer-led skills offer – Low skill levels were identified by many of our local stakeholders, including [REDACTED] , Head of Regeneration at Brent Council, as a serious problem for jobseekers and employers. In London, 40% of jobs require high skills compared to 35% nationally – a figure expected to grow to over 50% by 2020. This is a particular issue in places such as Hounslow and Ealing with high proportions of residents with no qualifications. Our network of 18 Vocational Routeways providers will help us address these basic and vocational skills gaps. Our Employer Services Team will also ensure that our service consistently focuses on meeting employers‟ needs. Supply chain management informed by frontline delivery experience in West London – Ingeus-Deloitte will be both a Lead Provider and manager of the supply chain. This gives us the ability to share best practice in supporting customers with complex needs and enable all our providers to benefit from insight and techniques derived from our experience. Contract Managers will have delivery experience, enabling a „practitioner approach‟, combining clear performance management processes with expert support. An easily accessible service – By utilising the existing infrastructure of Ingeus and our Lead Providers, as well as several specially-sourced premises, we will be able to provide full geographical coverage across West London from 12 fixed premises and 5 outreach sites. Our ACE Network specialists will also deliver from these premises, thereby affording customers convenient access to a wide range of services from the same location. In addition, we have selected Action for Blind People to support sight-impaired customers and Clarion Work Focus to deliver to Deaf and Hard of Hearing customers. Rapid implementation – Ingeus and its supply chain are able to commence delivery on 1 June due to strong existing infrastructure (31 existing sites, over 2000 existing staff) and Ingeus-Deloitte‟s implementation capacity. A further feature of our strategy is a rigorous approach to supply chain selection. IngeusDeloitte conducted a wide-reaching selection process over a four month period. We received expressions of interest from more than 1,000 organisations nationwide, including more than 400 in London. Potential subcontractors were assessed against criteria covering performance, capacity, quality standards and innovation. The information below outlines the rationale for the inclusion of each of our providers: Ingeus-Deloitte – Central London, Hammersmith and Fulham, Brent, Harrow, Ealing, Hillingdon and Haringey - We will deliver services directly in the areas with the highest

rates of unemployment, where we already have considerable delivery experience and infrastructure. In Central London, we currently deliver Pathways to Work; in Brent and Haringey we deliver the Employment Zone; we deliver PSL New Deal in Hammersmith and Fulham; and Ealing, Harrow and Hillingdon all fall within our Reach West London project. This means that we are perfectly placed to continue delivering across the area, due to our existing footprint, experienced staff and expertise in supporting local customers into work. 5 E – Barnet and Enfield - Our third sector delivery partner 5 E has considerable experience of supporting disadvantaged local residents. This includes both mandatory DWP welfare-to-work contracts, having delivered New Deal since 2006, and programmes specifically targeted at the most severely disadvantaged customers – on their LDA Workskills programme (targeted at groups including BME, lone parents and those with health conditions) they maintain a job outcome rate of almost 50%. The quality of their delivery is reflected by Ofsted‟s Grade One assessment of their provision. Ixion – Kingston, Richmond and Hounslow - This area provides the twin challenge of delivering to severely disadvantaged customers living in pockets of deprivation (e.g. the Brabazon Estate in Hounslow) and above average numbers of customers from professional backgrounds. Ixion is well placed to deliver to the former, due to its experience of delivering the Jobcentre Plus Support contract here, through which they support more than 40% of lone parents into work. Ixion has also developed a bespoke model for professionals which will use the comprehensive employer links (e.g. O2 and Orange) developed through their Workforce Development Brokerage and Business Link contracts, and high quality training informed by their relationship with their parent company Anglia Ruskin University. Similarly rigorous criteria were used to select members of the ACE Network and Skills Plus providers. Members of our ACE Network were required to demonstrate experience of meeting the needs of hardest to help customers in West London. For example, the Camden Society was selected because it provides effective support services to more than 1000 local people with learning disabilities every year. Each of our Routeways Providers was required to demonstrate a track record of providing high quality skills support. For instance, Acton Training Centre delivered an SFA/LSC Skills for Jobs contract where they supported customers with sub-level two skills to gain skills and enter sustainable work, with their success reflected by a job outcome rate of 58%. Working with subcontractors (including the voluntary sector) As the Prime Contractor, Ingeus-Deloitte will:  Co-ordinate coherent employer and stakeholder engagement strategies;  Provide each subcontractor with access to a range of key corporate services including IT, staff and customer training modules and recruitment processes;  Adopt a flexible and consultative approach to funding arrangements;  Share best practice across our supply chain through quarterly networking forums; and  Drive continuous improvement through clear and robust contract management throughout the lifetime of the contract. As part of our commitment to incorporating third sector expertise, we have established a Third Sector Advisory Panel which brings together Chief Executives of leading charities including Mind, ACEVO, and Barnardo‟s. JCP representatives will also be invited to join the Panel which will be chaired by Deloitte senior Partner [REDACTED] who leads Deloitte‟s Third Sector Practice and is a former chair of the London Development Agency. The panel will advise Ingeus on issues such as capacity-building. The panel will advise Ingeus-Deloitte on issues such as capacity-building and drive continuous improvement throughout the lifetime of the contract.

[5.2] Management Structure Please provide:  a description of the proposed management structure and how the required management skills and expertise, including working with local stakeholders, have been identified and will be delivered. You should also include a description of associated responsibilities and reporting lines ; a description of how you will work with the management teams of any supply chain organisations and key delivery partners; and explain why your management structure is appropriate for the Work Programme within this CPA;

 

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

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4. Note: Format requirement and page limit does not apply to the organisation chart(s) which you must insert as Annex 4.

Our management structure for West London combines Ingeus-Deloitte‟s existing operational and corporate infrastructure with local supply chain capability and the knowledge of local stakeholders. This structure has been adapted to meet the needs of the Work Programme using Ingeus‟ experience as a successful provider of multiple FND and Pathways to Work contracts. Our experienced Human Resources Team, in partnership with our recruitment advisor Alexander Mann Solutions (AMS), has developed detailed competency-based job descriptions to identify internal and external candidates for all roles and we will identify key members of the existing management team who will lead on Work Programme delivery in West London. Proposed management structure, skills and reporting lines Local staff – Our Director for London (DfL), [REDACTED] , will be responsible for all Ingeus and subcontractor performance across West London. He will provide strategic leadership; develop and maintain senior stakeholder relationships; develop cocommissioning proposals; and work with JCP, key local employers, the 33 local authorities, the London Skills and Employer Board and the GLA to ensure that delivery meets local needs. [REDACTED] has been Ingeus‟ Director for London for 18 months and has six years‟ experience in managing welfare-to-work operations in London. As such, he has a good understanding of regional stakeholder issues and a strong track record of working with stakeholders. He will report to the Chief Operating Officer (COO) and work closely with Deloitte‟s Local Government Partner in London, [REDACTED], who has worked extensively with local authorities and other organisations in West London. For example, he led on the development of new operating models for Hammersmith and Fulham Borough Council - developing new processes, working practices and organisation design. The management of Ingeus-Deloitte‟s direct delivery in West London will be undertaken by our Operations Manager (OM), [REDACTED] , who has more than three years‟ experience managing welfare-to-work contracts in West London including Brent and Haringey Employment Zone and Hammersmith and Fulham PSL New Deal. [REDACTED] will report to the DfL and will attend Quarterly Performance Reviews. As OM, [REDACTED] will be responsible for ensuring all performance and budgetary targets are met, leading their teams to deliver a quality and contractually compliant service, and developing effective working practices with stakeholder staff and local partners. In common with all of our OMs, [REDACTED] is skilled in leadership, operational performance management, communication, stakeholder management and staff development. He has an understanding of and commitment to resolving local issues and effective delivery in areas of deprivation such as Tottenham and Harlesden. [REDACTED] will be supported by seven Deputy Operations Managers (DOMs) selected from our pool of 15 DOMs in London, one of whom will have designated responsibility for each delivery site. They will directly manage frontline staff through a structured performance support system. All of our DOMs have exceptional management skills and an understanding of effective ways to work with local customers. The OMs and DOMs will also be responsible for maintaining effective relationships with local non-contracted providers such as local authorities, education, probation, health, housing, and Community Mental Health Teams. Each West London subcontractor will be allocated a locally based Contract Manager (CM) or Senior Contract Manager who will provide subcontractors with regular support and manage performance against a range of Key Performance Indicators (KPIs). Each subcontractor‟s management team will be responsible for the management of their frontline delivery staff. CMs will conduct monthly progress meetings and formal Quarterly Performance Reviews (QPRs) to set performance targets, review performance against KPIs and update the subcontractor‟s Development Plan (agreeing action points to achieve

continuous improvement). There will be a number of other local interfaces with our subcontractors - for example, practical advice and support to site managers and frontline delivery staff by our OM and DOMs in West London. As managing relationships with local employers will be critical for West London, managers from our Employer Services Team will work in London and co-ordinate closely with their counterparts in our subcontracted Lead Providers. Centrally based staff (which support local teams) – Our Chief Executive Officer (CEO), [REDACTED] , has over 20 years‟ senior management experience with a track record of senior stakeholder engagement and delivering complex programmes in the public and private sectors. He is responsible for setting overall objectives, developing strategies for delivery and maintaining key high level, stakeholder relationships. Our Chief Operating Officer (COO), [REDACTED] , reports to the CEO and is responsible for UKwide standards and will drive the high performance of the Work Programme and all other contracts. [REDACTED] is highly experienced in the management of welfare-to-work provision and has an exceptional track record of performance delivery and improvement. The Head of In-Work Support will report directly to the COO and will liaise closely with the DfL to ensure that the service meets the needs of customers in the CPA. Our Supply Chain Team (described below) will be led by our Commercial Director (CD), [REDACTED] , who also reports to our CEO, and is responsible for our supply chain strategy and the performance of our subcontractors across all contracts. [REDACTED] has managed large and complex supply chains in a number of roles, including at Serco and other large suppliers to the public sector, and brings extensive legal and financial expertise to our leadership team to support Work Programme delivery. Teams based at our corporate site include: Performance Management; Quality and Performance; IT; HR; and Learning and Development. How we will work with our supply chain and delivery partners Ingeus recognises its role in deepening the welfare-to-work supply chain in the UK and has already built the capacity of its supply chain in London. Our approach is to balance high performance expectations with support for building capability. In passing on risk to suppliers we will consider their differing abilities to shoulder it. We will help specialist providers to understand how well their interventions move customers closer to work and hence to improve their offerings. Page 6 of Annex 4 summarises key interfaces between Ingeus-Deloitte, subcontractors and stakeholders. Supply chain – Pages 7-8 of Annex 4 show the detailed interfaces between IngeusDeloitte and each Lead Provider in the CPA. Day to day interactions with our subcontractors in West London will be led by the regional Supply Chain Team of Contract Managers and Senior Contract Managers. They will be supported by our national Head of Contract Management (HCM), [REDACTED] , who reports to the CD and will set and review performance benchmarks for subcontractors, maintain relationships with key suppliers and attend the Quarterly Performance Reviews of Lead Providers who are failing to achieve performance objectives. [REDACTED] has 10 years‟ experience in the welfare-to-work industry, of which five have been spent managing supply chains. Our Head of Partnership Development (HPD), [REDACTED] also reports to the CD. She is responsible for leading our subcontractor management teams through implementation and providing appropriate support - particularly to smaller and third sector organisations. [REDACTED] has seven years‟ experience partnership and contract management. All managers in our supply chain will be provided with support from experienced managers across our corporate functions outlined above. Delivery Partners – [REDACTED] will be the main point of contact for JCP‟s Director for

London and other senior regional stakeholders. [REDACTED] will be the key contact for local delivery partners in Ingeus-Deloitte delivery areas and will meet quarterly with each manager. [REDACTED] and [REDACTED] will also meet with the two JCP District Managers quarterly or as required. Subcontractor managers will be responsible for working effectively with partners and stakeholders in their locality to support their delivery. Why our management structure is appropriate for West London Robust organisation design – Deloitte‟s organisation design experts contributed to the design of our structures by: consulting with staff and senior management in Ingeus and our suppliers; adopting best practice from Ingeus‟ international operations; and using role profiles from Deloitte engagements in comparable organisations. Our HR Director has developed competency-based job descriptions to identify internal and external staff for all roles and Alexander Mann Solutions has appointed a dedicated Account Manager for London to identify suitable candidates for management vacancies. All members of our senior management team are already in post and their proven skills will be integral to successful delivery in West London. Management roles will be filled by experienced Ingeus-Deloitte staff and new personnel who meet our requirements. Combining proven structures and innovation – Our proposed structure is based on Ingeus‟ existing management structures, which have already resulted in high quality delivery and performance levels exceeding targets on our ESF and Pathways to Work contracts in West London. We have taken the best of what works today, but have included new elements (such as the dedicated In-Work Support Team to manage the Careers Academy, and the new Continuous Improvement Team) to align with the requirements and expectations of the Work Programme. All subcontractors have a proven track record of successfully managing welfare-to-work provision. Each will be delivering from sites where management infrastructure is already in place and successful working relationships have been established. This will enable strong leadership and performance from day one. Locally focused delivery supported by key corporate functions – All managers and staff from the DfL down will work within West London and will have an in-depth understanding of the local labour market, communities, customer needs and support services. We will build upon the established management teams of our Lead Providers each have over 10 years‟ experience of local delivery. Local managers will be supported by corporate teams (outlined above) who will work across CPAs to facilitate consistency, drive performance and innovation and support our supply chain where it is needed. Clear roles, responsibilities and interfaces – All roles in our proposed structures are distinct and do not overlap with other roles. They all have specific responsibilities and accountabilities which are clearly aligned at each level in our organisation with counterparts in our supply chain and key stakeholders, to ensure effective joint working. ‘Practitioner’ approach to contract management – The balance between subcontracted and direct Ingeus-Deloitte delivery enables us to leverage our direct delivery experience to support the development of our suppliers‟ capability, rather than take a narrow „contract management‟ approach. We will work closely with our supply chain by holding best practice sharing forums, setting up buddying schemes between organisations and encouraging joined-up employer engagement activity. We will seek to learn from our subcontractors and develop a culture of transparency and openness. Developing capacity – We will continue to develop the strength and depth of our management capability. Our Management and Leadership programme will enable delivery staff to develop the skills to take on management positions as they emerge. More than 50% of Ingeus-Deloitte‟s managers were appointed having attended the course. Existing managers will continue to develop their skills through secondment opportunities to Deloitte and best practice sharing events for managers in our supply chain.

[5.3] Management of Delivery Please clearly describe:

How you and your supply chain will manage and monitor the quality of delivery of the Work Programme to ensure that the whole provision within this CPA is of a consistently high standard and meets your minimum service levels; Your approach to performance improvement activities for your supply chain as a whole, outlining how you and your supply chain will act on the findings of any monitoring activity including the resolution of issues from within your own supply chain, partners or other bodies.

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

Ingeus-Deloitte has a track record of delivering outstanding performance across complex supply chains. Ingeus has eight years‟ experience in the UK of delivering 40 contracts and managing over 65 subcontractors (including more than 40 in London) and Deloitte‟s award winning Supply Chain Practice has helped more than 400 businesses make supply chain improvements on programmes. Our Delivery Management Framework (DMF) sets out performance and quality objectives, monitoring and evaluating activities, performance improvement approaches and remedial measures for our entire supply chain to enable continued achievement over the term of the contract. The Director for London (DfL), [REDACTED] will be accountable for applying the DMF in West London. The DMF has four key elements of activity: KPIs (Key Performance Indicators); Monitoring; Evaluation; and Management and Performance Improvement. KPIs- We have set exacting targets based on our enhanced delivery model and these will be increased year on year. KPIs are set out on a performance dashboard for all members of the supply chain, in particular our Lead Providers. We will set KPIs using the QPARM methodology. Key indicators for each component are outlined below: Quality: customer satisfaction, equality of outcome measures; Performance: job outcomes, sustainability, referral-to-start ratios; Assurance: compliance with contractual requirements, accuracy of records, compliance with appropriate legislation (e.g. safeguarding); Responsiveness: process improvement, knowledge sharing, cost management, milestone adherence; and Management: performance reporting, communications, risk management. Our processes are accredited to Matrix and Merlin standards. Monitoring Central to our approach to managing delivery will be gathering a set of performance and management information and qualitative feedback. We will collect this through four sources: reports from our market leading ADAPT Management Information (MI) system; monthly analysis of key MI trends prepared by our Performance Analysis Team; quarterly audit reports; and feedback from customers, JCP, employers and other stakeholders. MI system – The ADAPT MI system is used by 90% of the world‟s largest recruitment agencies and will enable us to capture all key customer data including personal details, progress made and outcomes. It features a comprehensive and flexible range of MI reports which will provide frontline delivery staff and managers with instantaneous information to identify customer attendance rates, performance rates by customer group and the types and regularity of customer activities. These will be used by Employment Advisors to monitor the progress of individual customers and by managers to analyse the performance of individual Advisors and delivery sites as well as outcomes according to customer group. ADAPT‟s reporting software will be available across our supply chain. Monthly reporting – Detailed monthly reports will be produced for all Operations Managers (Ingeus-Deloitte and Lead Providers) involved in delivery in West London, by our Performance Analysis Team. The reports will provide site-by-site analysis of key performance deliverables including customer starts, job and sustained outcomes and leavers. These will be presented in a user-friendly format and will enable Operations Managers to identify key trends in data. Compliance and Audit Reports – Our Quality Performance (QP) Team will conduct quarterly spot checks and annual or bi-annual (depending on risk level) audits of IngeusDeloitte and subcontractor sites. The resulting report will be used to allocate a risk level to each delivery site. Audits will focus on the compliance of our delivery - substantive checks will be made on all customer paperwork and electronic records to ensure adherence to our Minimum Service Levels and contractual requirements. A more stringent audit will be conducted with sites whose audits generate a variance of greater than 5%. Customer and Stakeholder Feedback – Feedback on customers‟ experiences will be

collected through suggestion boxes, our customer portal Invisage, a formal complaints process, an annual survey and quarterly focus groups. Feedback from JCP, stakeholders and employers will be collected by our local management team and Employer Services Team. All feedback will be further analysed by our Continuous Improvement Team. The complaints process will be managed for the whole supply chain by Ingeus-Deloitte. Evaluation Data will be evaluated against each subcontractor delivery site and staff member to assess performance against KPIs. Management (Ingeus-Deloitte) and Contract Management Teams (subcontractors) will check that targets are being met weekly. For example, we will be able to identify the percentage of customers who have had action plans, CVs and benefits calculations completed within their first four weeks of the programme (as outlined in our Minimum Service Levels) as well as the details of any who have not. Each subcontractor, delivery site and member of staff will be rated against their KPIs on a quarterly basis as gold (exceeding objectives), green (meeting objectives), amber (below required levels) or red (well below required levels). Managers and Contract Managers will explore reasons for any poor performance by examining individual efficiency rates, engagement rates, caseload numbers and the performance of particular cohorts. All MI will feed into our UK Performance Portal which contains a balanced scorecard to benchmark each contract‟s performance. Our Continuous Improvement Team will analyse all customer feedback and complaints across our supply chain and report key findings quarterly to management teams. Management and performance improvement Deloitte has vast expertise and experience in performance improvement and have developed the most comprehensive Lean Six Sigma capability within the consulting market. This ensures thorough understanding and the anticipation of issues and challenges that arise as programmes deploy. We have based our Work Programme DMF on these principles. Our DMF outlines clear roles, responsibilities and review points to ensure that we act on the findings of our monitoring and evaluation activities. This will enable us to drive consistent performance and act on any cases of underperformance. Ingeus-Deloitte - All frontline staff will have monthly progress and formal Quarterly Performance Review meetings with their Deputy Operations Manager to review performance against targets and examine areas for development. They will be encouraged to take up options from our Support Menu of developmental activities and training. These options include: observations and feedback on the quality of interactions; buddying schemes; caseload reviews; and activity plans. Staff will be expected to achieve green performance every quarter as a minimum. If performance is classed as red for one quarter or amber for two then our Performance Support Process (PSP) will be triggered and a Performance Improvement Plan drawn up. More frequent review meetings will take place and staff will be expected to take up options from our Support Menu. If their performance does not reach green or gold for a further two quarters, remedial action will be taken which may result in dismissal. These same principles will be applied when managing the performance of delivery sites. In each case, the Deputy Operations Manager will have progress and Quarterly Performance Review meetings with their Operations Manager who in turn will have the same with the DfL. All managers will review their operation informally on a weekly basis as a minimum. Deputy Operations Managers will incorporate actions resulting from the meetings into a Development Plan. Performance trends across delivery sites will be addressed and sites which underperform for two or more quarters will be moved onto the PSP. Additional support will be directed to these including additional training for staff; more frequent senior management input; and the implementation of best-practice methodologies from high-performing sites.

Subcontractors - All subcontractors in West London will be responsible for managing their staff to achieve performance and quality targets. Each Lead Provider has provided evidence of their performance management systems as part of supplier selection. Each subcontractor will have a designated Ingeus-Deloitte Contract Manager who will hold monthly progress reviews and formal Quarterly Performance Reviews, in addition to providing ongoing practical support. Subcontractors will be issued with a copy of our DMF which outlines our PSP and the improvement interventions available through our Support Menu. Subcontractors whose performance is classed as „amber‟ for two quarters or „red‟ for one will be moved onto the PSP. Together with their Contract Manager, they will update their Development Plan to incorporate interventions from our Support Menu. These will include (for staff and managers): buddying schemes; additional training; activity plans; observations; access to Deloitte‟s Leadership Course; additional resource from Ingeus-Deloitte‟s corporate functions; and more regular meetings with the Contract Manager. If there is no improvement within a six month period, after consulting with JCP, referrals may be reduced or a termination of contract notice served. Our Head of Contract Management will be responsible for ensuring that the management of subcontractors adheres to the DWP Code of Conduct and Merlin Standard at all times. Continuous Improvement Activities We have set ourselves stretching targets to improve performance throughout the Work Programme‟s duration, which will be achieved using proven continuous improvement methodologies and pioneering new approaches. Each subcontractor, member of IngeusDeloitte staff and delivery site will have a Development Plan which will be updated on a quarterly basis to identify actions that will be taken to improve performance. In addition, the following innovations will reinforce our approach to continuous improvement:  Splash – Customised software that will enable members of Ingeus-Deloitte staff and subcontractors to contribute new ideas and comment on others that have been suggested. The most effective ideas will be agreed and implemented every 6 months.  Innovation Fund – This is designed to enable members of our supply chain to bid for funding to enact innovative ideas that will enhance performance. Competitions will be advertised, calling for proposals for ideas that will improve our service for customers.  Osiris – This cutting-edge software will enable us to measure the impact of each type of intervention for each customer group. This will enable us to expand interventions that are successful and eliminate those which are not.  Innovation Forum – All members of our supply chain will be invited to attend a bi-annual national forum to discuss innovative ideas and share best practice. These will be hosted at Deloitte‟s ground-breaking iZone centre. This will be led by our new Continuous Improvement Team, which has been introduced to drive innovation and significant performance improvement over the life of the contract. Resolving issues within our supply chain, partners or other bodies We have a reputation for collaborative supply chain management and receive consistently excellent feedback from our suppliers. In our 2010 subcontractor survey, [REDACTED] at Action for Blind People said “Ingeus as a prime contractor are first class. The team of staff I work with are consistently efficient, responsive and supportive.” We will actively seek feedback from subcontractors and partners through annual surveys and regular provider forums. If a subcontractor has a particular concern, they can use our dispute resolution process. Parties should first raise their concerns with their designated point of contact. If this does not reach a satisfactory conclusion, they should write to our DfL who will respond within seven days. If it is still not resolved then our CEO will meet with the relevant parties. If no resolution can be found, the issue will be referred to an external mediator. Material issues raised by other bodies will be escalated to the DfL.

[5.4] Delivery Locations

Provide details of the key delivery locations and explain how you and your supply chain will achieve full geographical coverage of provision for the delivery of the Work Programme within this CPA; and Detail what you have taken into account in terms of the needs of the customer groups in determining this approach.

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

Ingeus-Deloitte and our supply chain will provide comprehensive coverage across the whole of West London (the CPA). This approach is designed to provide convenient access for all customers. This will promote frequent attendance and high activity levels for all customer groups but will be particularly important for Income Support (IS) customers who may have caring responsibilities, and Employment Support Allowance (ESA) and Incapacity Benefit (IB) customers who may have mobility issues. The majority of services (including those provided by our Accessible Community Experts (ACE) Network of specialist providers) will be provided from the premises of Ingeus and our two Lead Providers – Ixion and 5E. Between us we will have 12 key delivery locations and 5 designated outreach locations, as illustrated on the map below:

Office Locations We identified these locations following the completion of a six month research project into the needs of customers in the area, which included: consultation with local stakeholders such as the London Development Agency and eight local authorities; a subcontractor selection process which took into account providers‟ existing infrastructure; consideration of JCP‟s analysis of the region; mapping public transport travel times; and a property search conducted by Drivers Jonas Deloitte, one of the largest real estate advisory companies in Europe and winner of the „Office Agency of the Year Award‟ at the 2010 Property Week Awards. Our strategy is based on the following key principles: (i) accessibility – no customer should have to travel for more than 45 minutes to access our services, all sites must be located close to public transport stops; (ii) close proximity to commercial locations – where possible premises should be close to areas with readily-

available job vacancies; (iii) capacity to accommodate our ACE Network of specialist providers; and (iv) sites in all areas of high customer concentration to reduce journey times for the greatest number of customers. For the small percentage of customers who have difficulty accessing one of our sites we will have outreach sites in 5 community locations, and will conduct home visits where appropriate. Additionally, we have provisional agreements with a number of stakeholders to co-locate services and will look to develop these arrangements throughout the lifetime of the contract. The following sections provide details of our strategy for each JCP district in the CPA along with public transport links for each site. Addresses for premises can be found in Annex 2. Our experience of delivery in West London indicates that transport infrastructure is excellent throughout, but that it can be difficult to engage with customers from some of the most deprived parts such as Tottenham, Grahame Park and Harlesden. Our delivery sites have therefore been selected to provide convenient coverage across West London in locations that are easily accessible by public transport for the majority of our customers. Locations were chosen either because they are close to high customer concentrations or because of their proximity to commercial centres. For example, our King‟s Cross office is located less than half a mile from the site of a major regeneration scheme which is expected to create 25,000 jobs and training opportunities during the lifetime of the Work Programme contracts. Our Tottenham office will be located close to some of the most deprived wards in London such as Tottenham Green and Northumberland Park where the unemployment rate is more than twice the national average. Of our 12 key delivery sites, six are established offices where we or our delivery partners have extensive experience in providing welfare-to-work services, and have already built relationships with local employers and stakeholders, including the JCP offices from which our customers are referred. Ingeus: Wandsworth (Taking referrals from Clapham Common and Wandsworth JCPs). This office will serve all customers living in the borough of Wandsworth. It is situated just off West Hill (A3) and within five minutes of the Southside Shopping Centre. The office is 11 minutes‟ walk from Wandsworth Town Rail and there are very frequent buses to Putney, Clapham and Vauxhall which include the 37, 39, 87, 156 and 639. Ixion: Kingston (Referrals from Kingston and Twickenham JCPs). This office will be used by all customers from the boroughs of Kingston and Richmond Upon Thames. It is situated at the centre of Kingston on the busy Eden Street, which holds a range of high street shops, banks, restaurants and cafes. There are a very large number of bus services from Eden Street, which include the 57, 85, 131, 281, 418, 465, 671 and 691. Ixion: Hounslow (Referrals from Hounslow JCP) The office will serve customers from across the borough of Hounslow, from a central site five minutes from the shops, restaurants and related jobs of the High Street. It is within ten minutes of both Hounslow Central Underground and Hounslow rail station, and customers from Feltham will be able to reach Hounslow in five minutes via train, and in 30 minutes by bus. Ingeus: Uxbridge (Referrals from Hayes, Heathrow and Uxbridge JCPs). Our new premises in Uxbridge will cover the whole borough of Hillingdon. It has been selected to capitalise on the excellent transport links in Uxbridge including the 222, U7 and 427 bus routes and Uxbridge station. There will be an outreach site in Hayes to meet the needs of customers living in disadvantaged areas such as West Drayton and Yiewsley. Ingeus: Harrow-on-the-Hill (Referrals from Harrow Kings House and Station Road JCPs). We will establish a new office in Harrow, based on Grove Hill Road, which will provide ease of access for customers from across the borough, including those living in the disadvantaged areas around Harrow Road and Wealdstone. Our site is 5 minutes‟ walk from Harrow on the Hill station, which has both overland and Metropolitan Line

Underground services. Many local buses stops are within a 5 minute walk of the office, including 182, 186, 223, 258, H10 and H18. Ingeus: Willesden (Referrals from Harlesden, Kilburn, Wembley and Willesden JCPs). We have chosen to establish a new delivery site in Willesden which is in the heart of Brent, one of London‟s most deprived boroughs. The High Road office is ten minutes‟ walk from Dollis Hill underground, and is accessible from Kilburn, Harlesden and Wembley within 20, 30 and 40 minutes respectively by Underground or bus. Ingeus: Ealing (Referrals from Action, Ealing and Southall JCPs). Our new office will expand our service to the west of the CPA, in an area with considerable welfare-to-work requirements. We have identified premises on Uxbridge Road, within a ten minute walk from both West Ealing rail station and Ealing Broadway Underground station, which is on the Central and District lines. Buses to the site include 83, 195, 427 and 607. This provision will be supported by an outreach site in Southall, which will provide an accessible service for customers unable to travel to Ealing, and will service the Southall and Southall Broadway, Norwood Green and Lady Margaret areas - the top four most deprived wards in Ealing. Southall has frequent overland train services and a variety of bus routes which make our site accessible. Ingeus: Hammersmith (Referrals from Fulham, Hammersmith, North Kensington and Shepherds Bush JCPs). The office is extremely well-located in the centre of Hammersmith and a 15 minute walk from Shepherd‟s Bush. It is a four minute walk from Hammersmith Underground, with the Hammersmith & City, Circle, District and Piccadilly lines. It is also four minutes from Hammersmith Broadway bus station, with buses from all directions and across the Thames, including 9, 10, 27, 33, 72, 190, 211, 220, 266, 267, 283, 295, 391, 419, 485, 609, H91. Ingeus: Kings Cross (Referrals from Barnsbury, Denmark St, Finsbury Park, Kentish Town, Marylebone, Westminster JCPs). Our office is situated off Caledonian Road, and a five minute walk from the Kings Cross St Pancras transport interchange. Bus stops within one-two minutes of the office are served by a wide range of buses from all directions including the 10, 17, 30, 59, 63, 73, 390 and 476. This office will service Camden and Islington, and provides ease of access for the high volume of customers living in the St Pancras and Somers Town and Barnsbury wards. 5E: Colindale (Referrals from Barnet, Edgware, Finchley, Hendon and Highgate JCPs). The office, based in a busy location on Edgware Road, will be one of four offices supporting customers in the northernmost part of West London. It is close to the Grahame Park Estate which has some of the highest levels of unemployment in North West London. 5E‟s fully-accessible centre has three ESOL teaching rooms, six training rooms, two ICT suites and a prayer room, as well as facilities including a kitchen and a library. Buses 32, 142 and 292 stop within 1-2 minutes‟ walk from the office. The office is also easily accessible by London Underground, with Burnt Oak station 11 minutes‟ walk and Colindale station 15 minutes. The provision will be supported by an additional outreach site in Barnet. 5E: Enfield (Referrals from Enfield, Edmonton and Palmers Green JCPs). Located in the heart of Edmonton Green, this site is highly accessible for customers from Edmonton and Ponders End. The office has 22 large ESOL classrooms and a large ICT suite with 45 computers. It is easily reachable from Edmonton Green and Angel Road stations (both of which are 15 minutes‟ walk away), the 192 bus stops 1-2 minutes from the office, which is also ten minutes from further bus stops including 34, 444 and W8. Ingeus: Tottenham (Referrals from Tottenham and Wood Green JCPs). We will establish a new office in Tottenham in the Fountayne Business Centre which is equidistant from Tottenham Hale and Seven Sisters stations, and on the 41, 230 and W4 bus routes. This site will be close to areas of high customer concentrations including Tottenham Green and Seven Sisters, both of which are within walking distance.

Meeting the needs of all customer groups Our strategy for West London has been designed to meet the needs of all customers in the CPA. We have set clear minimum standards for all delivery sites to ensure that the customer experience is of the highest possible standard throughout the lifetime of the contract. These minimum standards stipulate that all premises must include: a wide range of free and readily available job-search facilities including computers with fast broadband access, fax machines, telephones, trade journals and newspapers; training rooms suitable for group work; private rooms for confidential or sensitive discussions; space to host staff from referral partners and members of our ACE Network; and disabled access. All the premises are currently used to deliver similar services to the Work Programme and are therefore suitably equipped. Ingeus-Deloitte‟s proposed new sites in Ealing, Harrow, Tottenham, Uxbridge and Willesden will be designed and fitted out according to our exacting standards – upheld in more than 80 locations across seven countries. The locations of each site and the facilities available at have been designed to take into account the particular needs of customer groups that will have specific requirements: Customers with health conditions and/or complex barriers to work – Our premises (and those of our supply chain) will all be accessible and appropriate for customers with disabilities and multiple barriers to work. We recognise that for customers with mobility issues and/or mental health issues such anxiety or stress, it may be necessary to conduct appointments closer to where they live. We have therefore identified outreach sites in five locations (Barnes, Camden, Hayes, Barnet and Southall) that will be used when necessary. Our ACE Network will provide specialist services from core delivery locations to address key issues that our customers face including debt and substance misuse. To supplement this service, customers will be able to remotely access Invisage, our on-line customer portal. This will be particularly important for customers in the JSA early access, ESA and ex-IB groups who are likely to be furthest from the labour market. BME customers - To meet the needs of the 46% of customers in this CPA that are of BME origin, we will ensure sites provide a culturally sensitive service including: a private room for prayer; translation services; materials in community languages such as Somali and Urdu; and our market-leading Working English course. Customers with caring responsibilities, including lone parents – We will encourage parents to attend Work Programme provision by offering secure, child-friendly areas in each office. In addition, staff at each office will work in partnership with the nearest Sure Start Children‟s Centre or a similar childcare facility to make it easier for parents to access our services. To support customers with caring responsibilities such as those in the IS group, we will invite a regular presence from social services and childcare information services to advise on carer/childcare services. Continuous Improvement Our premises strategy will be continuously reviewed and updated to ensure that it meets the needs of all customer groups throughout the lifetime of the contract. Support on managing our property strategy will be provided by Drivers Jonas Deloitte. This support will include advice for Ingeus-Deloitte and members of our supply chain on sourcing new premises, making adjustments for specific customer groups, negotiating leases and fitting out properties. In addition to these, we will enhance our delivery by co-locating services in partnerships with local stakeholders. For example, Lead Providers will host local childcare and housing services from core delivery sites. This approach is intended to encourage more convenient and user-friendly service delivery for customers. We will continue to update our office locations in response to emerging needs throughout the lifetime of the contract.

[5.5] Volume Fluctuations and Customer Group Changes Describe how you and your Supply Chain will maintain service delivery in the event of fluctuations in numbers of customers and changes to the customer groups referred including potential alterations resulting from changes to the welfare regime referred to you (see Future Services Schedule). Your response should include the following:   How you will maintain minimum performance levels; How you will manage expanding/contracting business as a result of Market Shift or economic factors without an adverse effect on service delivery.

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

The Work Programme is likely to be characterised by significant fluctuations in customer volumes and changes in customer groups caused by factors including: economic circumstances; redundancies; the migration of Incapacity Benefit customers to JSA and ESA; market share shift; and the introduction of additional customer groups e.g. exoffenders. Ingeus has significant experience in managing fluctuations and changes to customer groups. For example, lone parents were introduced as a new customer group onto our Employment Zone contracts; and volumes on our Pathways to Work contracts have varied by more than 75% over the contract term. For the Work Programme in West London we will liaise with JCP, as well as conducting our own analysis, to estimate likely short and long term changes to customer groups and volumes. We have conducted a thorough scenario-planning exercise to model the impact of fluctuations in volumes and established flexible strategies for staff, premises, supply chain and delivery model design. This will enable us to manage volume fluctuations throughout the lifetime of the contract Mechanisms for planning and anticipating changes to customer volumes Our Director for London (DfL), [REDACTED] , will be responsible for anticipating volume fluctuations and customer group changes in West London throughout the lifetime of the contract. Each quarter he will forecast customer flows for the year ahead and highlight any implications – particularly on staffing levels. This process will be informed by: evaluation of Management Information prepared by our Performance Analysis Team (including anticipated referral numbers by contract, JCP district and each individual JCP office as well as referral by ethnic group, customer group, duration of unemployment and age); analysis undertaken by the Ingeus Centre for Policy and Research into the effects of policy changes (e.g. the move to Universal Credit); data from Ingeus‟ Labour Market Portal; research undertaken by Deloitte economists into claimant counts and prevailing international, national and local economic and labour market trends; and high-level discussions with key stakeholders such as JCP. Findings will be collated in a quarterly report and disseminated across our supply chain to enable managers to plan ahead. Maintaining minimum service levels in response to short term fluctuations The forecast profiles produced by our DfL will be used to enable us to maintain minimum service levels in response to short-term fluctuations by allocating the appropriate staff, property and supply chain resources that will be required: Staff – Ingeus-Deloitte and members of our supply chain will use profile forecasts to plan recruitment activity. We, and our two Lead Providers (5E Ltd and Ixion), will conduct rolling recruitment activity throughout the life of the contract to ensure we have sufficient staffing levels at all times. This activity will be increased if customer flows are forecast to rise, and will be stopped if flows are expected to fall. For Ingeus-Deloitte this process will be managed by leading global recruitment services provider Alexander Mann Solutions (AMS). Their approach is to develop and maintain a „pool‟ of pre-vetted candidates that can be called upon to enter the final stage of the recruitment process at short notice, thereby offering us complete flexibility. AMS‟ services will also be available to our Lead Providers who will have very similar recruitment requirements. To provide short-term solutions in the event of sharp increases in volumes, for example as a result of redundancies (such as those caused by public sector cuts), we are able to second pretrained Deloitte staff on a temporary basis. Deloitte staff could be in post within one week as Employment Advisors or to provide additional management resource. We have already placed Deloitte staff in operational roles, on six month secondment programmes, demonstrating our ability to respond rapidly to short term resource needs using Deloitte staff. All subcontractors will be able to consult with Deloitte‟s Workforce Planning Team to ensure that their recruitment plans are appropriate for the anticipated flows. Property – To enable us to manage fluctuations, Ingeus-Deloitte‟s delivery premises

have been designed to accommodate customer flows in excess of the peak volumes anticipated by the DWP. In addition, we have in-principle agreements with all members of our supply chain to co-locate from each others‟ premises when required. Ingeus‟ Head of Property and Facilities will also maintain a comprehensive database of serviced premises in each sub-region which can be ready for use within two weeks. Supply chain – There are 92 preferred providers on Ingeus-Deloitte‟s Partner Network for London, 25 of which have been selected to support our Work Programme delivery. Therefore, another 67 members of the Network with whom we have an established relationship would be able to take on additional flows at short notice. We will not only be able to bring in a new provider if there is a significant increase in customer flows, but also if there is a change in the composition of the customer group. For example, in cases of falling volumes we will re-distribute customer volumes across our supply chain to ensure that delivery remains viable for all subcontractors. Managing expanding/contracting volumes in the longer term Ingeus and Deloitte formed a joint venture (JV) to be able to scale up and adapt Ingeus‟ frontline delivery capability using Deloitte‟s substantial financial and operational capacity. This JV is well placed to manage longer term changes to customer volumes through: Managing supply chain capacity – As a provider on DWP‟s Framework Agreement, we have developed a long-term strategy to develop the capacity of our supply chain and other service providers in London. We have established a Partner Network of 92 providers with whom we communicate regularly through regular networking events and a monthly newsletter. Regular opportunities to join the Network will be advertised to expand its capacity. To address long-term increases in customer volumes we will run minicompetitions to source members of the Network to take on additional flows or work with new customer groups. Where appropriate, we will discuss the utilisation of IngeusDeloitte‟s financial strength to help subcontractors with the working capital requirements of increased volumes. Portfolio diversification – Ingeus-Deloitte‟s growth strategy for the next five years includes plans to expand into new areas of business including skills, working with offenders and careers guidance. Our Partner Network includes many organisations such as St Giles Trust with expertise in these areas and with whom we anticipate working. This growth strategy will ensure that we, and members of our supply chain, are not dependent on Work Programme revenue streams and are therefore able to manage long-term reductions in customer volumes. Properties – Our commercial property agent Drivers Jonas Deloitte (DJD) is one of the UK‟s leading property firms and has already identified all of our proposed Work Programme premises. If increasing customer volumes require us to source one or more additional permanent delivery sites, we will commission DJD to do this. If customer volumes fall, we expect to be able to make use of any excess resource by securing new business through our diversification agenda. Delivery Model Design – To enable us to respond to changing customer groups (either through the introduction of new groups or shifts in the balance of benefit types), we have a clear delivery model design and innovation process which will be managed by our Continuous Improvement Team. When a change in customer groups is identified, the team will conduct research, using international best practice from Ingeus‟ delivery in seven countries and Deloitte‟s experience of programme design. Solutions may involve the introduction of new programme features such as additional group activities or online tools being rolled out across Ingeus-Deloitte delivery sites. In other cases specialist expertise may be required, in which case we will commission services through The Partner Network which includes specialists in areas such as learning disabilities (The Camden Society) and mental health (Mind).

[5.6] Managing the Customer Experience Please describe:

How you will evaluate and monitor the quality of the Work Programme provision to ensure that it meets the needs of individual customers; What procedures will be in place for handling complaints as well as feedback from customers of their experiences on the programme; and how you will act on any findings.

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

Ingeus-Deloitte is committed to ensuring that every customer on the Work Programme in West London receives a high quality service that meets their needs. Our commitment is reflected in our Customer Pledge, which incorporates our minimum service levels. Our Customer Pledge will be displayed in all Work Programme delivery sites (including subcontractors) across West London to enable all customers to see the standards of service they are entitled to expect. To ensure we meet the needs of all individual customers throughout the duration of the programme, we have identified a clear twostage process for monitoring service standards, dealing effectively with any complaints and identifying actions that will enhance the customer experience. Stage One – Gather evidence and monitor Ingeus-Deloitte and our supply chain will utilise a range of mechanisms to gather evidence that will enable us to assess the quality of service that all customers receive: Customer Feedback – This is the most important method of monitoring service levels and we will therefore adopt a pro-active approach to obtaining feedback from all customers throughout their time on the programme. Customers will be encouraged to make comments or suggestions at any time in person, through a suggestions box, in writing, through our customer web portal Invisage, by telephone or email. We will also actively seek customers‟ feedback through workshop evaluation forms and an online customer survey which is accessible through Invisage and can be completed by the customer at any time. Review & Refresh appointments will be held at the end of every Stage in the programme, during which customers will be asked to comment on how well the service is meeting their individual needs. We will also commission an independent annual audit of customer service across all delivery sites which will ask customers to rate their satisfaction with different elements of our service. Stakeholder feedback – On an annual basis we will ask all key stakeholders, including subcontractors and referral partners, to complete a feedback survey on their perceptions and experiences of our service. In particular we will seek feedback from organisations that are able to advocate on behalf of customers who are less likely or able to participate in Ingeus-Deloitte‟s feedback processes e.g. those with mental health issues or learning disabilities. All local stakeholders will also have a designated point of contact at IngeusDeloitte (or in our supply chain) to facilitate ongoing feedback at any time. We have also established a national Third Sector Advisory Panel (made up of the Chief Executives of a number of major and smaller not-for-profit and charitable organisations including Barnardo‟s, ACEVO and Mind) which will meet twice a year to advise Ingeus-Deloitte on issues including how to meet the needs of customers who are hardest to help. Regular feedback on performance from JCP will be sought, in accordance with an agreed schedule. Monthly Management Information (MI) reporting – Ingeus and all subcontractors will use our ADAPT MI system to capture key customer data including appointments, progress made and outcomes, and to produce management reports that will enable us to monitor performance against our minimum service levels. Frontline delivery staff and managers will be able to produce instantaneous reports from the system to monitor the progress of individual customers and the performance of individual Advisors. Data in our MI system will be reviewed by our Head of Performance Analysis on a monthly basis. Data analytics – Our pioneering Osiris software has been designed to measure the effectiveness of each type of intervention for each customer group. Using sophisticated algorithms and statistical techniques to analyse all previous customer records, we will be able to evaluate the impact of interventions and advise customers about which are most likely to work for them based on their personal profiles.

Procedures for handling complaints We are committed to ensuring that all customers receive a high quality of service. However, if an individual has a complaint about any aspect of the service, we have procedures in place to ensure that we respond effectively and learn from any breaches in service standards. Our four-step complaints procedure will apply across Ingeus-Deloitte and all subcontractors. It will be publicised on our website, on prominently displayed posters throughout our delivery sites, and in welcome packs given to all customers when they join the programme. It will describe an escalation process informing customers of how they can make the complaint, who will deal with it and the timescales involved at each stage. Customers who wish to make a complaint will be asked to do so, in the first instance, with their Employment Advisor who will try to resolve the issue immediately. If the Advisor is unable to provide a response, or if the customer is not satisfied with the response given, it will be escalated to Step Two of the process which will be dealt with by the Operations Manager (or Contract Manager for subcontractors). The Operations Manager / Contract Manager will meet with the customer and provide written confirmation of the outcome of the meeting within five working days. If the customer is not happy with the response they will be given the option to escalate the complaint to Step Three of the process. This will be dealt with by Director for London (DfL) who will investigate the matter and confirm the outcome in a written response within a further ten working days. At Step Four of the process, a customer‟s complaint will be escalated to Ingeus‟ Chief Executive Officer who will provide a written response within ten working days. At this point, customers will be informed that they have reached the end of our internal complaints procedure and we will send all relevant details onto the Independent Case Examiner for mediation and, if necessary, investigation. Our internal audit team will be the point of contact for the Independent Case Examiner and will support them as appropriate to achieve a resolution. Stage Two – Evaluation, Action and Review The results of our monitoring activities, including a summary of all complaints, will be reviewed on a quarterly basis at all levels to ensure that we continue to enhance the quality of the customer experience. This will start at the level of each delivery site, where the Deputy Operations Manager (or equivalent in the case of subcontractors) will evaluate and summarise MI data and customer feedback. This will be discussed at Quarterly Performance Reviews with the Operations Managers (or Contract Manager in the case of subcontractors). Areas for improvement will be identified and clear, time-bound actions will be agreed to address them. Actions could include designing additional interventions or providing additional job-search facilities. These actions will be input into an operational Development Plan which will also identify clear review points and methods of evaluation to ensure that actions are followed up in full. On a quarterly basis, the DfL will review all operational Development Plans to identify trends across the CPA including any patterns of complaint. These will be fed into a contract Development Plan with performance improvement actions which could include sourcing additional subcontractors to meet the needs of specific customer groups, or re-training staff to cover any areas of weakness. At a national level, Ingeus-Deloitte‟s Continuous Improvement Team will be responsible for analysing trends across all of our operations. Having identified an area for improvement they will design solutions, using methods such as staff or customer focus groups and researching best practice methods. They will then put forward a proposed solution which will be reviewed by Ingeus-Deloitte‟s Chief Operating Officer and all Regional Directors. If they are agreed, they will first be piloted in one or more delivery sites, before being rolled out nationally if successful. This will help to drive continuous improvement and efficiency throughout the lifetime of the contract.



[6.1] Staff Resources – Staffing Numbers, Job Titles and Roles Please provide:  Details of the number of staff, shown as full time equivalents, you and your supply chain propose to employ to manage and deliver the Work Programme for this CPA. You should include a description of why you consider this staffing level is appropriate for this CPA at contract start date, together with details as to how you will manage the staffing levels as customer volumes rise and fall over the lifetime of the contract. This should include a description in detail of the number of staff to be drawn from current resources, those to be recruited by both your organisation and any supply chain organisations involved. Please provide details of how you have identified the skills required by staff in your organisation, and that of any sub-contractors, to deliver the service you have proposed at Section 4. You should describe how you propose to acquire staff with these skills or provide the appropriate training to ensure that these skills are available to commence delivery of the service on the date you have proposed. A resource plan should be provided (attach as Annex 5) showing how staffing, by full time equivalent and job title/role, will be allocated across this CPA and a description of the job roles of staff shown in Annex 5.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to five sides of A4. Note: Format requirement and page limit does not apply to the resource plan which you must insert as Annex 5.


[6.2] Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE) Please refer to the Provision Specification and Supporting Information before completing the following TUPE questions. [6.2a] TUPE – Managing the Transfer Please detail your plans and those of any Sub-contractors for managing TUPE transfers which will/may result from this Work Programme contract. Your response should include:  measures you propose to take under Regulation 13 of the TUPE regulations, (including any proposals to seek agreement to change terms and conditions of employment or any redundancies for organisational, technical or economic reasons over the life of the Contract), to enable you to meet their statutory requirements; how you propose to communicate with transferring staff prior and immediately after the transfer date; an outline of your plan of activity to transfer in staff; how you propose to work with existing employers to ensure a smooth transfer of staff; and details of how you plan to ensure that any Sub-contractors will fulfil the requirements of TUPE Regulations and any relevant Codes and Statements of Practice.

   

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

Measures we will take under Regulation 13 In line with Regulation 13, we will adopt four key principles during the TUPE process, as well as other measures set out below. We will:  Ensure clear and transparent processes are embedded throughout implementation and contract delivery - allowing the smooth transfer of staff to and from Ingeus-Deloitte and our supply chain;  Present any options for agreeing to changed terms and conditions clearly and objectively to transferring staff to help them make informed choices;  Monitor the compliance of all members of our supply chain with TUPE legislation including the Code of Practice on Workforce Matters, A Fair Deal for Staff Pensions and all other relevant codes of practice; and  Seek to avoid redundancies – our principle is that redundancies will only occur in material economic, technical or organisational circumstances. Our high level plan of activity for working with existing employers to transfer staff In preparation for the likely transfer of staff under TUPE, we have already conducted an assessment of potential liabilities using figures provided by DWP. We have consulted with members of our supply chain to forecast the implications for each organisation, and have received written confirmation that they are committed to meeting their obligations. In addition, our pension advisors, Capital Management Solutions, have identified pension schemes that are broadly comparable with those from the public sector, should this be required. Our plans for managing the transfer of staff under TUPE are outlined in a detailed plan, produced in consultation with Deloitte‟s Human Capital Practice. Our plan has three key phases (pre-, during- and post- transfer): Pre-transfer – Immediately following preferred bidder status being conferred, we will establish a TUPE Steering Committee. This will be chaired by the Ingeus-Deloitte HR Director and include representatives from Deloitte‟s Human Capital and Pensions Practices. The Committee will meet fortnightly throughout the transfer period. Our HR Director will have overall responsibility for Ingeus-Deloitte and our supply chain to meet all relevant codes of practice. Within a week of contract award, we will establish contact with all existing employers and provide them with a point of contact in our HR Team. Using information gathered from existing employers and our supply chain, we will conduct a more detailed assessment of TUPE liabilities, including the potential liabilities for each of our Lead Providers (to whom we expect transfers to apply). We will provide all subcontractors with our TUPE toolkit, which includes a „Guide to TUPE Information Pack‟. Within three weeks, of contract award we will draw up individual TUPE Transition Plans (TTP) with all of our Lead Providers, in consultation with transferring providers. During transfer - Following notification of the names of individuals who may fall under TUPE, we will work with transferring employers to establish Consultation Groups for each. We will aim to set these Groups up within two weeks of contract award, and they will meet on a fortnightly basis to review progress on the TTP and gather feedback from affected staff. Each group will include: elected employee representatives (including trade union representatives if appropriate); the existing employer; an Ingeus-Deloitte HR Manager; HR officers for the other prime providers in the CPA; and nominated representatives from each of our subcontractors. Each affected member of staff will be invited to a one-to-one meeting with their designated Ingeus-Deloitte HR Manager to discuss their current details of employment, and give them the opportunity to ask questions about the TUPE process. Representatives will also be provided with information about our delivery model, job descriptions and locations of our operational sites. In each case, all transferees will be asked to specify their preferred role and location. Where there are more individuals with appropriate skills for a role than the number of such roles in our delivery model, we will conduct a fair and open selection process and offer unsuccessful candidates

alternative roles (with appropriate retraining) and investigate appropriate roles with our subcontractors. In addition, a Pre-Start Orientation will offer transferees the opportunity to visit an Ingeus-Deloitte site before their transfer to address any anxiety prior to their start. Post-transfer - Ingeus and Deloitte‟s previous experience of large-scale TUPE transfers and organisational change has demonstrated that change management is critical to the successful transfer of staff. All new staff will therefore attend formal training on our Service Delivery model, core delivery skills, Quality Standards and Performance Management approach. We will also Implement a Cultural Integration Programme, delivered over the first two months post-transfer. This has been designed to integrate all new transferees into Ingeus-Deloitte through a range of informal and formal social events including: welcome groups; peer group meetings; active mentoring programmes; and social evenings. Transferring staff will also be able to access a designated TUPE helpline and webpage to address frequently asked questions and other common issues. How we will communicate with staff and work with existing employers We have developed a robust communications plan to ensure that affected staff are kept informed and consulted with at all stages of the process. This plan includes:  We will communicate with staff and work with existing employers by giving presentations to all members of staff (held jointly with the transferring employer) within four weeks of contract award informing them of: their legal obligations and rights; the date of transfer; and details of the consultation process;  A commitment to communicating via trade union representatives as requested;  A TUPE helpline and a dedicated Ingeus-Deloitte point of contact for all transferees to enable rapid responses to all queries;  Formal fortnightly communications delivered via the Consultation Group, including the distribution of meeting minutes to all affected members of staff;  Working with existing employers by appointing elected representatives to the IngeusDeloitte Consultation Group, demonstrating our commitment to providing consistent messages to all affected and non-affected staff; and  A TUPE Q&A log which will offer employees the opportunity to email queries to a dedicated email address, the answers to which will be distributed to all elected representatives for further discussion. How we will monitor subcontractors compliance with TUPE requirements All subcontractors have completed a Partnership Information Form which asked them to set out their experience of handling TUPE transferees. We have followed this with a formal Risk Assessment. Ingeus-Deloitte has only agreed formal contracting arrangements with subcontractors who have confirmed they will adhere to TUPE regulations. In addition, all subcontracting prices have included an allowance for likely pension liabilities, estimated using information provided by DWP. Each subcontractor will be assisted by the Consultation Group in drawing up a TTP, against which progress will be reviewed by Ingeus-Deloitte‟s HR Team and the Contract Management Team on a fortnightly basis. The TTP will include: how each subcontractor will consult with affected members of staff; their plans to meet the Code of Practice on Workforce Matters; and how they will engage with trade unions or other staff representatives in accordance with TUPE regulations 5 and 6. In addition, Ingeus-Deloitte‟s legal advisors will provide legal advice on TUPE to our supply chain. All members of our supply chain will also have access to the pension scheme(s) identified by our pension advisors (Capital Management Solutions) as being broadly comparable to those accessed by individuals transferring from public sector schemes. We will also share information we have been given by contracting authorities and/or incumbent providers about staff that are expected to fall under TUPE.

[6.2b] TUPE – Managing the Transfer Please supply details of what lessons you and any of your Sub-contractors have learned from TUPE transfers and/or major organisational change which will influence how you would handle similar issues in the context of this Work Programme contract including details of how it influences how you would manage any transfer/change which may arise as a result of this Work Programme contract. Please describe what aspects of TUPE you consider will be relevant to this procurement. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to one side of A4.

To date, Ingeus-Deloitte has successfully managed the TUPE transfers of more than 2000 staff to its organisations including 39 welfare-to-work contracts. We have used this experience and the experience of our Lead Providers, to design our TUPE processes for the Work Programme. Key lessons include: Consult early with all staff members on the scope of TUPE. TUPE consultations on Ingeus‟ FND contract in south Scotland took too long, which led to potential transferees receiving misinformation from their existing (pre-TUPE) employers. To ensure this does not happen, we will liaise with affected organisations at the earliest opportunity, deliver presentations to affected staff, consult with Trade Union representatives (if appropriate), communicate on a regular basis with each elected employee representative to provide updates and answer queries, conduct one-to-one meetings with affected staff, undertake skills/job matching, and provide a pre-start Orientation day. Collaborate with the other incoming Primes. Upon notification of contract award for FND in Leicestershire, Northamptonshire and Nottinghamshire, Ingeus collaborated with Working Links (the other Prime) to disseminate information to potential transferees. This ensured all potential transferees received consistent messages which facilitated a smooth transfer. For the Work Programme, we will invite a representative from the other incoming Prime immediately following contract award to attend our Consultation Group to agree clear messages to be disseminated to potential transferees. Ensure all transferees participate in a robust Cultural Integration Programme (CIP). After the TUPE transfer of 1,500 staff from Arthur Andersen to Deloitte, a comprehensive review identified cultural integration as the key success criterion. Recognising this, we have developed a robust Change Management Framework which incorporates structured communications, an integration strategy and evaluation mechanisms. Our CIP for the Work Programme will include: welcome events; peer group meetings; mentoring programmes; training in our systems and performance management processes; and access to a designated TUPE helpline. Social events will also help new employees integrate in a less formal environment. Ingeus embedded a similar approach when implementing FND and its success is reflected by employee feedback – 100% of TUPE transferees wrote that they were satisfied with the information and support received throughout the process and more than 80% responded that they were „extremely happy‟. Lead and support members of our supply chain through the TUPE process. Previous experience confirms the importance of providing advice and support to our subcontractors (in particular smaller organisations) throughout the TUPE process. For the Work Programme we will: co-ordinate the sharing of information between existing employers and our supply chain; obtain independent legal advice which will be used to produce common interpretations of TUPE legislation; manage the high-level process of consultation with affected members of staff; assist our subcontractors with the identification of appropriate pension schemes for incoming staff; and ensure that all subcontractors adhere to their legal obligations and relevant statements of practice. Other lessons learned include ensuring dedicated resource, governance and programme management processes are in place to manage large-scale change. Relevant aspects of TUPE - Based on advice from our lawyers and Deloitte‟s Pensions Practice, we consider that many aspects of TUPE will be relevant to this procurement, notably: (i) potential TUPE transferees from existing providers where Ingeus wins contracts will need to be identified (and conversely, employees transferring out will need to be identified, should Ingeus-Deloitte not win a Work Programme contract); (ii) the requirement to inform and consult must be met in full, including employee liability information; and (iii) there will be specific issues related to the transfer of employees from the public sector, including but not limited to, public sector terms and conditions, pension requirements for GAD certification and redundancy payment requirements.



[7.1] Local Stakeholders Please describe in detail how, in relation to this CPA you and your supply chain will engage with key local stakeholders including smaller and voluntary sector organisations to ensure effective on-going relationships with them throughout the life of the contract. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4.

Ingeus-Deloitte‟s Stakeholder Engagement Strategy has been drawn up in consultation with Deloitte‟s Local Government Partner for London, [REDACTED] , with input from stakeholders including the London Development Agency, West London City Strategy, and senior stakeholders from Brent, Wandsworth, Kensington & Chelsea, Hillingdon, Islington and Westminster Councils. It draws on Ingeus‟ eight years‟ experience of delivering employability services in the region. We have a joint approach to partnership working and have identified the following as key partners in our West London Work Programme Delivery: the London Mayor, and the London Skills and Employment Board (LSEB) which he chairs; Jobcentre Plus (JCP); the Greater London Authority; the other two Work Programme Prime Contractors; the West London Alliance; the North London Partnership; all local authorities (LAs); smaller and voluntary sector organisations; our subcontractors; small healthcare providers and the NHS; and skills partners, including the SFA and learndirect. Ingeus has existing working relationships with the above, and works closely with the LAs and London Development Agency to deliver a variety of existing contracts for JSA and Incapacity Benefit customers. Our combined track record of local delivery and of engaging local partners means we are uniquely placed to ensure a collaborative approach to Work Programme delivery. Stakeholder Engagement Strategy Ingeus-Deloitte‟s Director for London (DfL), [REDACTED] will lead on the evolution and execution of our strategy, with support from Deloitte‟s London Public Sector Practice and Ingeus-Deloitte‟s Operations Manager for West London, [REDACTED]. In addition, each member of our supply chain has extensive relationships across the region, for example 5E has close working relationships with both Enfield and Barnet local authorities. A core objective of our strategy is to keep abreast of changing needs, and ensure we remain responsive to the local environment throughout the lifetime of the contract. The principal mechanisms for engaging stakeholders in West London have been incorporated into our strategy and are set out below: The Regional Advisory Board (RAB) –This will be hosted by Ingeus-Deloitte and our Lead Providers and will meet on a quarterly basis to: discuss performance and activity reports; provide updates on local provision; share best practice of meeting delivery challenges based on members‟ experience of meeting local customer needs; and explore opportunities to join up services through co-location, matched funding and/or cross referral arrangements. [REDACTED] from London Councils will join the RAB, and further invitations will be made to representatives from JCP, the GLA/LSEB and CBI London. The Stakeholder Network – This has been established to facilitate regular communication between Ingeus-Deloitte and local stakeholders, to keep them informed of developments within our provision and to ensure that we listen to concerns and tailor our delivery accordingly. We have already engaged with more than 100 stakeholders in West London, to whom we will promote membership of the Network. Members will sign up to the Stakeholder Charter, which provides a statement of intent that outlines the ways in which we will work with stakeholders in this region including our approach to co-location, co-commissioning and alignment of services. Stakeholders that have agreed to sign up include Kensington and Chelsea, Brent, Hillingdon, Westminster and Islington Councils. We will also host local forums which will provide an opportunity for stakeholders to share best practice and inform our Work Programme delivery. Our approach to engagement with key stakeholders 1) The London Mayor and the LSEB – As part of our existing delivery and through the tendering process, we have had a series of meetings with representatives of the London Mayor and the LSEB. Ingeus-Deloitte will embed their objectives into its delivery by:

 Providing the LSEB with regular performance data from Ingeus and our supply chain in order to contribute to the London Employability Performance Rating (LEPR);  Supporting the development of the London Skills and Employment Observatory, by recognising it as a vital portal for important information such as the LEPR and possibly through funding arrangements;  Establishing an Innovation Fund which will be available to pilot delivery methods;  Working collaboratively by providing details to the London Employment and Skills Directory on what we and our supply chain deliver;  Maintaining a consistent, open dialogue throughout the duration of our provision; and  Exploring opportunities to co-commission provision. 2) Jobcentre Plus –[REDACTED] and his team of Operations Managers already work closely with JCP District Managers in London, with whom we will continue to work collaboratively to: provide a smooth transition for customers starting and completing the Work Programme; identify additional, complementary JCP provision; share performance data effectively; and combine our employer partnerships to create more job opportunities for our customers. Our Operations Managers will continue to attend monthly Provider Engagement Meetings with JCP to maintain clear lines of communication, share information on new employment initiatives and local labour market changes, disseminate best practice and pre-empt any fluctuations in customer volumes. We will offer JCP the opportunity to locate delivery staff in our premises and will work from their premises if appropriate. This approach has worked on our delivery of Pathways to Work in Central London where we saw an 18% increase in attendance rates at initial appointments following staff co-location. We will provide all JCP staff with a quarterly newsletter detailing recent performance, our Partner Network directory and updates on new services. 3) Local Authorities (LAs) – Ingeus-Deloitte has strong relationships with LAs in West London and considerable experience of working together to meet the needs of customers - we currently deliver the West London Sustained Employment Programme on behalf of the West London Alliance. LAs will be key in identifying opportunities for collaborative working - for example, [REDACTED] , Senior Policy Advisor at Westminster Council, and[REDACTED] , Economic Development Advisor for Wandsworth Council, expressed a strong interest in co-locating services, and we have already discussed the need for commissioning intensive support for customers with drug and alcohol issues with Islington Council. Discussions with stakeholders including [REDACTED] , CEO of Islington Council, and [REDACTED] , Head of Regeneration at Brent, highlighted four main concerns regarding the Work Programme: (i) the hardest to help will not be supported; (ii) existing services will not receive adequate funding due to public sector cuts; (iii) concerns over adapting to London‟s new delivery landscape, with the divide between East and West and the move towards four JCP districts; and (iv) how the Prime Contractors will work together – something raised in particular by [REDACTED] , Director of Economic Development at Kensington & Chelsea. We will engage with LAs to help address these concerns – for instance, we will invite the other Prime Contractors to join our RAB, and have put together a transition plan for working with LA employability services that are closing, where we will encourage comprehensive information-sharing to ensure that the insight and links within the provider are not lost. Aligning funding streams, regular consultations and performance sharing will enable us to assess continually how our delivery contributes to local priorities. 4) Smaller and voluntary sector organisations - We will work closely with smaller and voluntary sector organisations that will provide unique value as members of our supply chain, referral partners that provide complementary services, and organisations that understand the needs of a range of customer groups. Over 70% of our proposed supply chain in West London is from the third sector, and at least one member of our RAB will be from a third sector organisation. Through our Stakeholder Network we have established

referral relationships with organisations that provide support services such as counselling and housing advice. Our operations teams will be responsible for drawing up Service Level Agreements with each delivery partner outlining the referral process, service expectations and designated points of contact. Our national Third Sector Advisory Panel brings together the senior representatives from some of the UK‟s leading third sector organisations, such as ACEVO, Mind, Papworth Trust, Barnardo‟s and Forth Sector and will advise us on issues such as capacity-building support and effective partnership working between the private and third sectors. 5) Health Providers – Through our three Pathways to Work contracts in London, we maintain strong links with local PCTs and Community Mental Health and Drug Action Teams. Informed by consultations with these partners, research and our delivery experience, we are aware that approximately 33% of working age residents in West London are in receipt of IB and ESA and mental health is a particular problem. Therefore, access to specialist health and support services will be a central feature of our delivery model through our Steps to Work module and Health & Wellbeing service. We will invite our health partners such as the Improving Access to Psychological Therapies (IAPT) service to our delivery sites and seek to co-locate our services within our health partners‟ premises, such as GP surgeries. Our collaboration with health providers was recognised by Ofsted who noted in their inspection of our Pathways to Work provision in Lambeth, Southwark and Wandsworth that “Participants benefit from particularly successful partnerships with other agencies to support and manage their health conditions, especially for those with psychological conditions, hearing impairments or learning difficulties.” 6) Skills Partners - Our knowledge of the skills landscape in West London is informed by Deloitte‟s extensive experience of working in partnership with local skills providers to equip young people with the skills required by employers, through the delivery of its Employability Initiative from Barnet College, City and Islington College and Highbury College. To design Vocational Routeways and in-work training that will enable customers to gain new skills and progress in work, tackling „low pay, no pay‟ cycles (a key priority for the London Mayor), we have consulted with the Skills Funding Agency. As part of our commitment to regular open dialogue, we will invite an LSEB representative onto our Regional Advisory Board. As improving skills has been identified as a major issue in West London, we have identified 18 skills-focused partners with comprehensive employer links (including Acton Training Centre and Renaisi) to deliver Vocational Routeways in growth industries including care, hospitality and retail. The effectiveness of pre-employment training, Vocational Routeways and careers development packages will be reviewed at the quarterly Stakeholder Forums to ensure that they meet changing local skills priorities throughout the lifetime of the contract. 7) Subcontractors - Ingeus-Deloitte is committed to working with its subcontractors as key stakeholders. We have created a Partner Network of 92 preferred suppliers in London to enable us to engage with the local provider base. Members receive monthly newsletters containing subcontractor case studies, policy updates, Ingeus-Deloitte performance figures and forthcoming tender opportunities. Members are also invited to regular networking events where they will be able to share best practice and contribute to our approach to delivery. In addition they will be able to access our online interactive Partner Network Portal. Via the Portal, frontline staff will be able to share best practice on how to motivate customers and the best sources of local job vacancies; Employer Account Managers will ensure that employer engagement activity is co-ordinated across West London to provide a single employer offer; and Managers will share details of partnerships and best practice across our supply chain. Ingeus-Deloitte will lead on senior stakeholder engagement across London, and local subcontractor managers will engage local partners within their delivery area.

[7.2] Employers Please describe in detail how you and your supply chain will actively engage with employers to develop proposals that accurately reflect local needs and describe how you will work collaboratively with employers on an ongoing basis to secure job outcomes for customers attending the Work Programme in this CPA. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4.

Ingeus-Deloitte has designed a comprehensive Employer Engagement Strategy (EES) for West London which draws on Ingeus‟ experience of working with over 2,000 employers in West London (including Sainsbury‟s and Ocado), and the local knowledge of Deloitte‟s London Practice which has senior level relationships with more than 1000 employers including the BBC and Experian. Our strategy will build on our existing, effective engagement with local and national employers to maximise the number of sustainable job opportunities for Work Programme customers. Core features of our strategy include:  A co-ordinated approach to employer engagement in partnership with JCP and our supply chain to provide employers with a joined-up service;  SME Business Mentoring Scheme – local Deloitte staff volunteers will provide business advice and mentoring to SMEs located in areas of deprivation;  The Employer Network – providing employers with free, professional recruitment services and consultation forums to help develop proposals that meet local needs;  Tailored training packages to provide customers with the skills that West London‟s employers require (such as basic skills and customer service); and  A market-leading in-work support offer to tackle the problem of employee churn in West London and provide sustainable employment for our customers. Ingeus-Deloitte‟s Head of Employer Partnerships (HEP) for London, [REDACTED] will develop and implement our EES which will apply across our supply chain to enable our subcontractors to benefit from each others‟ expertise and employer contacts. [REDACTED] currently manages a London Employer Services Team consisting of Employer Account Managers, each of whom support employers within specific sectors, which will ensure effective employer engagement from contract commencement. Both our Lead Providers (5E and Ixion) have employer services teams which that have strong employer relationships. As a provider of Business Link, employer relationships are a key strength for Ixion, which works with more than 2000 employers in London, and 5E has close ties to a large number of local employers including Boots, John Lewis and Tesco. Employers that cover multiple parts or all of West London will be given a single contact with Ingeus-Deloitte or one of our subcontractors. Our HEP will be responsible for continuous dialogue with JCP employer engagement teams to ensure our engagement activity is aligned. This strategy will ensure that employers benefit from clear, consistent communication. All vacancies sourced by Ingeus-Deloitte or our supply chain will be shared on our industry-leading database ADAPT, which is used by 90% of the world‟s leading recruitment companies. Our local team will be supported by: Ingeus’ National Employer Services Team (EST) based in London - responsible for brokering national relationships with large employers and using them to develop vacancies for our regional teams. They have national accounts with over 100 employers including Santander and Allied Healthcare who have a significant London presence. Deloitte’s Practice for London – Deloitte‟s regional Practice has currently has accounts with over 1000 major employers including BBC, British Airways and BT. Deloitte is already actively engaging with these employers to support our Work Programme delivery. Employers including Morrison‟s and Arriva have agreed to collaborate with us on the development of employer services for the benefit of Work Programme customers. Engaging with employers to develop local proposals Ingeus-Deloitte‟s EES outlines frequent engagement activities with employers which will help us to develop proposals that meet their needs and generate opportunities for our customers. This will include: The Employer Network – We have a network of employers in West London who will work with us to ensure our delivery objectives remain continually aligned with local requirements. Our EST and Deloitte‟s London Practice will promote the benefits of joining

the Employer Network which include: networking events in Deloitte‟s London offices; access to Deloitte‟s industry seminars; free training on issues such as staff retention and workforce development; access to our Invisage employer portal which includes e-training modules and the opportunity to advertise vacancies; and free subscription to Deloitte‟s Insights Service which includes regular economic updates. More than 50 employers in the area that have already joined the Network, including Teleperformance – the World‟s largest outsourced call centre. At quarterly network forums we will consult with members to ensure we understand: future recruitment plans; how our service could be improved; and any local skills needs. Employer Feedback – Employers will provide us with feedback on our service through their Account Manager and an annual employer survey. Our national Employer Services Team recently conducted a survey of 4,000 SMEs which indicated that they „would like to be better informed about the local economy‟. Therefore, we will make information from our cutting-edge Labour Market Information Portal to all members of the Employer Network. Employer Representative Bodies – We will consult with employer organisations as a means to understanding the views of a wide range of employers. This will be augmented by Deloitte‟s membership of the London Chamber of Commerce and Industry and CBI London. We will invite representatives from both these organisations to join our Regional Advisory Board. This will ensure that Ingeus-Deloitte‟s delivery continues to meet employer‟s requirements throughout the lifetime of the contract. The findings that emerge from our consultation activity with employers will be used to inform our employer services offer and develop locally-tailored proposals including: Vocational Routeways – London‟s employers have informed us that improving customer skill levels is vital to meet employers needs – the CBI London Business Survey (2010) found that “12% of companies…are lacking employees with lower-level skills”, in particular customer service and literacy/numeracy. To meet this challenge, we will offer customised Routeways to address specific skills shortages and develop opportunities in growth sectors (e.g. retail/hospitality). These will be developed alongside members of the Employer Network and will incorporate vocational training sourced through our local skills providers. The design of Routeways draws on Deloitte‟s experience of delivering flagship programmes to improve the quality of vocational course delivery in Further Education colleges such as Highbury and Islington College, and Ingeus‟ experience of running industry-standard training courses for employers such as Wilkinsons and Travelodge Our Rapid Response Service – Due to the unique dynamism of London‟s economy, responsiveness to employers‟ needs will be crucial. Therefore, employers who inform us that they are expanding will be offered a rapid response service to provide them with suitable candidates at short notice. We will undertake bulk CV sifting, screening activity and training for large numbers of customers within appropriate timeframes. This approach will be particularly relevant when new developments emerge such as Brent Cross. Our approach has proven successful with a number of London employers including Sainsbury‟s, with whom we worked to staff their new store in the City of London. We recruited 25 candidates in time for store opening – 71% of the overall workforce. A tailored offer for SMEs - 88% of the 70,000 businesses in the West London boroughs employ 10 or fewer staff and our delivery experience in the area informs us that over 75% of Ingeus‟ job outcomes are with an SME. Our research and consultation activity, including our recent employer survey, indicate that the top three things SMEs would like support with are: (i) promoting online vacancy advertisements; (ii) access to personal support with HR issues when required; and (iii) help with CV sifting. We have therefore designed our employer offer to include specific interventions for SMEs, for instance by training our Employer Account Managers to take account of typical SME recruitment practices and giving SMEs the ability to advertise vacancies to customers

through our online customer portal, Invisage. Volunteers from Deloitte‟s experienced staff will provide free advice to support local SMEs to expand, including in deprived areas. Comprehensive workplace support - The London Skills and Employer Board (LSEB) has highlighted high staff turnover as a major problem for London‟s employers. This has a high cost to businesses - the CIPD has estimated the median total cost of labour turnover per employee to be over £3,500 for a low skilled service worker. This is a particular problem when recruiting staff leaving benefits as 55% of JSA claimants in London return to a benefit within six months of leaving. All employers that recruit an Ingeus-Deloitte customer will be offered a free in-work support service that will enhance their staff retention and support sustainable outcomes for our customers. Our Account Managers will work with the employer and customer to: resolve any issues in adapting to the new workplace; identify training to address skills gaps; and source Access to Work funding for customers with disabilities. For example, when we recently placed 30 Ingeus customers into jobs at Royal Mail‟s London Office, we stationed an Ingeus Account Manager there one day a week to provide support with three-way reviews and advice on in-work benefits. This resulted in a 100% sustainability rate for Ingeus customers. Working collaboratively with employers to secure sustainable job outcomes In addition, all employers nationally will be able to access a wide range of services that will meet their recruitment needs and therefore secure job outcomes for our customers: A professional, responsive and free recruitment service – any employer who contacts us can expect a response from an Account Manager within 24 hours and a shortlist of suitable candidates within 72 hours. Each employer will be allocated a designated Account Manager who specialises in a particular sector and will remain their point of contact. The speed and flexibility of our service is designed to make Ingeus-Deloitte the recruitment provider of choice and give our customers priority access to vacancies. Funded training – We will seek to meet key regional priorities (as outlined by the LSEB) in developing skills at Level 2 and 3 for low carbon industries, customer service, English fluency, and literacy/numeracy. We will work with employers to fund pre-work and in-work QCF qualifications and Routeways in these areas. We are also able to offer 3,500 learndirect e-learning courses to customers before and after entering employment. The Employer Portal – Network members will have their own employer accounts on Invisage, our interactive online resource. They will be able to: upload job specifications and podcasts; register vacancies and track progress; use skills-matching and candidate sifting software; access local labour market analysis; download advice on issues such as reducing absenteeism; and undertake e-training modules. It will also include links to useful local labour market resources such as the London Skills and Employment Observatory and Deloitte‟s research and insight resources. A Health & Wellbeing Service: The primary reasons for workplace sickness are stress and depression, often exacerbated by managers poorly trained in responding to these. Ingeus-Deloitte‟s Health Team, which comprises professionally trained psychologists, has designed a suite of training materials (developed through our delivery of two Fit for Work contracts), to support management teams in identifying and responding to the signs of stress. These will be made available to all employers in West London. Creating opportunities for the hardest to help – We will help employers to adapt their recruitment and workplace practices to make them more accessible for under-represented groups such as people with disabilities, lone parents or people from ethnic minorities. Corporate Social Responsibility – Members of the Employer Network will be able to contribute directly to the delivery of services through a wide range of options including: providing mentors; conducting specialist mock interviews; arranging work placements; and/or offering business start-up support. This will help employers to meet their corporate social responsibility aims and make a real contribution to their local communities.

[8.1] Performance – Job Outcomes Using worksheet “C. Outcome Volumes” provided in the Pricing Proposal document, please detail your expected performance in this CPA and provide comment on how this compares to the national benchmark levels detailed at paragraph A4.18 of the Work Programme Specification. Your response must address individual customer groups separately and differentiate between job starts/outcomes and sustained job outcomes. Please note your response to this question shall not be scored but will be used to inform the evaluation of your response to question 8.1a Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two sides of A4.

The table below outlines Ingeus-Deloitte‟s performance offer represented as percentage conversion ratesof job outcomes in the year, compared to referrals in the same year. It also illustrates the percentage point uplift that this represents against DWP‟s minimum performance expectations for core customer groups (ESA flow, JSA 18-24 and JSA 25+) and against the illustrative figures (plus10%) provided by DWP for all other customer groups (excluding IB/IS). As highlighted in the table, our performance offer is above these minimum performance levels for each year of the contract for each customer group. Year 1 5.55% 0.05% 5.50% 0.00% 6.46% 0.96% 8.51% 3.01% 3.43% 1.23% 2.39% 1.29% 11.05% 0.05% Year 2 33.02% 0.02% 31.86% 4.36% 17.10% 0.60% 29.43% 12.93% 14.70% 3.70% 9.36% 3.86% 30.85% 3.35% Year 3 45.82% 1.82% 40.75% 7.75% 20.62% 4.12% 36.87% 14.87% 20.11% 9.11% 13.20% 7.70% 46.48% 2.48% Year 4 45.09% 1.09% 41.23% 8.23% 21.11% 4.61% 37.24% 15.24% 61.54% 17.54% 31.64% 15.14% 77.05% 0.05% Year 5 46.26% 2.26% 40.68% 7.68% 21.17% 4.67% 37.19% 15.19% 18.05% 1.55% 164.46% 65.46% 57.04% 2.04% Year 6 36.31% 3.31% 31.58% 4.08% 14.63% 3.63% 25.06% 14.06% 1.93% 0.83% 29.30% 12.80% 31.34% 3.84% Year 7 12.13% 1.13% 9.22% 3.72% 3.83% 0% 5.69% 3.49% 0.00% 1.76% 0.66% 10.75% 5.25%

JSA 18-24 % uplift JSA 25+ % uplift ESA Flow % uplift JSA early access % uplift JSA ex-IB % uplift ESA ex-IB % uplift ESA volunteers % uplift

These performance figures were produced using a model constructed exclusively for the Work Programme, but drawing on Ingeus‟ experience of modelling performance on 40 welfare-to-work programmes. The model is built around cohorts of customers who are identified according to the month they start the programme and the customer group to which they belong. A conversion rate (from referrals to jobs) has been identified for each cohort along with the length of time it will, on average, take them to find work. The table below outlines the average number of sustained payments that we expect to be able to claim for each customer who qualifies for a job outcome payment. These figures build on the job outcome table outlined above and include assumptions about the sustainability of first jobs and an assessment of our ability to help people re-enter employment if they fall out. Customer group JSA 18-24 JSA 25+ JSA early access JSA ex-IB ESA volunteers ESA flow ESA ex-IB Average number of weeks qualifying for sustainment payments (per job outcome) 43.6 43.2 58.8 57.6 59.2 58 70

Income Support and Incapacity Benefit customers The table below outlines Ingeus-Deloitte‟s performance offer for customers claiming Incapacity Benefit (IB) or Income Support (IS), who will be referred under the European Social Fund element. Our offer is represented as a percentage conversion rate from referrals to job outcomes (as defined in the specification). Included in the table is the percentage point uplift that this represents when compared to the non-intervention level for ESA volunteer customers. This group has been used as a benchmark as it most closely resembles the IB/IS group – both groups participate on a voluntary basis and both are expected to feature significant proportions of customers with complex barriers to work. Customer group Income support and Incapacity Benefit % uplift Year 1 7.2% 3.8% Year 2 37.2% 9.7% Year 3 83.7% 39.7%

Our performance offer for sustained outcomes (outlined in the table above) for IB/IS customers represents an average of 9.12 sustained payments claimed for each customer. This represents an average of 49.48 weeks in employment (including 13 weeks job outcome qualifying period) per customer who starts work. The performance offer for IB/IS customers has been developed using the same proven modelling techniques used for the other seven customer groups as well as the unique characteristics of this customer group. A full explanation of the rationale for our performance offer can be found in the answer to question 8.1a. Customer group IB/IS Average number of weeks qualifying for sustainment payments (per job outcome) 36.48

[8.1a] Performance - Rationale Please provide your rationale for your expected Job Outcome Performance levels, by individual customer groups as detailed in 8.1. Explain the activities and support that will be introduced to help secure the achievement of these performance levels together with any other best practice evidence to support your proposed performance. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to four sides of A4.

The Ingeus-Deloitte joint venture provides a new and unique combination of expertise to deliver an uplift in performance through The Work Programme. It combines Ingeus‟ experience of helping more than 100,000 unemployed people into work in seven countries, with Deloitte‟s expertise in employer services, supply chain management, programme management and continuous improvement. Our performance offer and our pioneering Every Day Counts delivery model reflect our commitment to achieving a step change in performance. They are informed by in-depth analysis and research undertaken over the past 12 months including:  An assessment of the key features of the Work Programme specification that will enable an improvement in performance;  A six month Operational Model Design and Innovation (OMDI) project undertaken with over 200 frontline delivery staff and Deloitte‟s Operations Excellence Team to identify the most effective methodologies in our current operations;  Analysis of performance on existing UK welfare-to-work contracts;  Detailed labour market reports undertaken by Deloitte Economists in partnership with Oxford Economics, a leading global forecasting practice;  Analysis of the features of high performing international employment programmes;  An assessment of the performance uplift we can expect to achieve through our systems of continuous improvement and innovation. The results of this analysis indicate that a significant uplift in performance (against DWP‟s baseline figures) can be achieved in the following three ways: (i) utilising performanceenabling features of The Work Programme specification; (ii) identifying best practice methodologies, enhancing them and implementing them consistently; and (iii) adopting market-leading methods of continuous improvement that will drive ongoing innovation and performance improvement, throughout the lifetime of the contract. How the Work Programme design will enable higher levels of performance We have identified four elements of the Work Programme specification which we will leverage to achieve strong performance. Firstly, JSA customers aged 18-24 and those facing particular disadvantage (e.g. ex-offenders and people who are homeless) will be referred to the Work Programme earlier than has been the case on other provision. Our analysis of JSA off-flow rates and performance on current programmes, such as Employment Zones and Flexible New Deal (FND), demonstrate that customers are on average 10% more likely to find work when referred early. Secondly, we expect a 15% performance uplift as a result of the increase in the maximum length of the customer journey to two years. Thirdly, the ESA ex-IB and ESA flow customer groups will be closer to work than those currently referred to Pathways to Work as they have been identified as likely to be fit for work within three to six months. We expect that this will increase conversion ratios by 20% above what is being achieved compared to existing provision. Finally, increased maximum revenues of up to £14,000 for some customer groups will enable us to target the highest levels of investment in those who are hardest to help. In addition to these programme design elements, we have identified ten features of our Every Day Counts model that will drive performance improvement. Each feature combines proven methodologies with new innovations for The Work Programme. For each we have identified the proportion of our overall uplift that we expect it to contribute (included in brackets and expressed as a percentage). Best practice and innovation - all customer groups Sequential delivery - (14%) Evidence from Ingeus‟ New Deal (ND) and FND contracts in the UK and Job Network and Personal Support Programme in Australia, demonstrates that segmented delivery models (those with different stages and clear transition points for

customers), achieve, on average, 15% higher performance than those with no changes of activity. We identified spikes in performance immediately before customers finish one module and within the first few weeks of the next module. This is due to the additional momentum that is created when customers commence and finish activities. Our Every Day Counts model therefore features four sequential stages, each separated by a Review & Refresh appointment. A market leading employer offer - (20%) Since 2007, Ingeus has supported over 20,000 customers into vacancies sourced by our Employer Services Team. We provide every employer who recruits our customers with tailored packages of support - from major employers through to micro businesses - with a promise that we will help them generate cost savings. Our Employer Services function has enabled us to achieve a 22% uplift in outcomes across all our sites. This offer has been enhanced for The Work Programme to include the following innovations: a market-leading job matching IT system - ADAPT; the extensive employer contacts provided by Deloitte‟s London Practice; a unique business support offer for SMEs; and the Employer Network, which will facilitate consultation with employers and drive continuous improvement of our employer offer. The Careers Academy and Rapid Response service - (16%) Ingeus‟ Centre for Policy and Research conducted a sustainability survey using over 100,000 customer records, customer focus groups and interviews with frontline Advisors. It identified that for 81% of sustainable outcomes the following conditions existing: the right job fit and pay; personalised support in managing the transition back to work; and appropriate customer attitudes and behaviour. They also found that specialist in-work Advisors help achieve sustainability rates of over 85%, compared to 75%, when generalist Advisors are used. The Ingeus-Deloitte Careers Academy will build on the findings of this research by providing an enhanced package of in-work support which focuses on developing customers‟ in-work skills and supporting them through the transition from benefits to employment. Our new Rapid Response service will immediately target any customer who is in danger of, or who has already, fallen out of work to find an alternative, thereby further increasing sustainable outcomes. The ACE Network - (15%) our innovative Accessible Community Expert Network will provide specialist support and targeted interventions for customers who are hardest-tohelp. They will work from the same sites as our Employment Advisors to provide a joinedup, holistic service and provide advice on key issues that customers face including debt, substance misuse and homelessness. This will enable us to provide targeted investment to customers with the most severe barriers (particularly the JSA early access and ex-IB customer groups) to employment. Responding to local needs – (15%) Evidence from Ingeus‟ existing delivery indicates that performance is highest when our delivery is joined up with other local provision. For example, job outcome performance on our City and East London Pathways to Work programme increased after we developed referral relationships with the local Improving Access to Psychological Therapies programme and the introduction of our Working English programme which was run in partnership with Tower Hamlets Primary Care Trust. We have therefore developed a pioneering approach to stakeholder engagement which includes a Regional Advisory Board and Stakeholder Network. Best practice and innovation - Jobseekers Allowance customers Intensive activity - (8% - JSA customers) Ingeus‟ delivery experience has demonstrated the importance of high levels of activity from day one. Analysis of our FND contracts highlighted a 20% increase in conversion rates for customers who attended most frequently in the first month of the programme. Every Day Counts therefore incorporates intensive levels of activity within each core stage and from day one.

Increasing conditionality - (7% - JSA customers) Cohort analysis of FND customers highlights that increasing levels of mandatory activity, such as the MWRA, helps to boost job outcomes by up to 5% within each three month stage when compared to similar programmes such as Employment Zones (EZs), which feature less structured activity. Our Work Programme delivery will include increasing levels of mandatory activity for JSA customers, culminating in mandatory full-time six month work placements for those who have been on the programme for more than a year without finding work. Structured activity for young people - (5% - JSA customers) 18-24 year old JSA customers on our New Deal and Community Task Force (CTF) programmes have job outcome rates 70% higher than the same customer group on our EZ contracts. Our analysis suggests that this disparity can be attributed to the fact that younger customers respond more positively to structured and group-based activity. For this reason, New Deal incorporates a two week Gateway to Work programme and CTF provides a three-month mandatory work placement. Additionally, our Suburbs of Hope contract in France provides training and employment support to over 10,500 16 to 25 year olds, 61% of whom enter employment against a national average of 39% on similar programmes. Young people accessing our Work Programme delivery will be able to choose from a range of options designed around their needs including: work placements to facilitate understanding of the requirements of different jobs; and Step Ahead, a two-week engagement and goal setting course. Employment Support Allowance customers Effective engagement - (8% - ESA customers) Our six Pathways to Work and two NDDP contracts have supported over 19000 ESA and IB customers into employment. This experience demonstrated that prioritising effective initial engagement is essential. Many IB and ESA customers do not initially feel able to look for work, and as such need careful support to make the transition to job seeking activity. The introduction of a dedicated Customer Engagement Advisor role for this purpose, on our Pathways contracts helped increase our conversion rates of starts to jobs by 77%. The Steps to Work module in our delivery model, builds on this experience by offering intensive one-to-one support and innovative new group activities to help customers to engage in looking for work. Integrated health and employability services (12% - ESA customers): Ingeus runs two of the top four performing Pathways contracts (out of 34) in the UK and our in-house health services, consisting of embedded Psychologists and Physiotherapists, are critical to supporting ESA customers into employment. Every Work Programme delivery site will feature an updated Health & Wellbeing service which includes proven interventions (e.g. „Healthy Eating‟ and „Dealing with Stress‟ workshops) as well as new features including a range of online resources accessed through our customer portal Invisage. Innovations that will drive continuous improvement In addition we have developed a pioneering approach to continuous improvement that will enable us to drive efficiencies and performance improvement throughout the lifetime of the contract. The key features of this approach are provided below: Advanced analytics - Our bespoke Osiris data analytics software will track the effectiveness of each type of intervention for all customer groups. This will assist Advisors in identifying the most appropriate intervention for each customer. It will also enable our managers to refine our service delivery. Supply chain optimisation - Deloitte‟s Supply Chain practice will utilise methodologies used to enhance the performance of over 100 complex supply chains (including that of the London 2012 Olympic Games) to optimise the performance of our Work Programme subcontractors. This includes adopting a QPARM approach which looks at quality, performance, assurance, responsiveness and management.

Continuous Improvement Team (CIT) - Our CIT is tasked with key performance improvement activity. They will conduct monthly balanced score card analysis to identify underperforming customer groups and will routinely collect evidence on the effectiveness of particular interventions. Our CIT will manage a fund to pilot innovative projects that pioneer new and more effective ways of working. Customers claiming Income Support (IS) and Incapacity Benefit (IB) Our performance offer for this customer group draws on the analysis outlined above, and has been updated to take into account specific considerations that apply to this group: performance with IB and IS customers on existing welfare-to-work programmes; core elements of our Every Day Counts model that will benefit this customer group; and tailored features of our model that have been designed for these customers. The resulting performance offer, in common with those for other groups, reflects our commitment to achieving levels of performance which are higher than DWP‟s minimum expectations. The elements of our Every Day Counts model that are of most benefit to IB and IS customers are: the ACE Network of specialist providers; holistic support offered by our Engage module; and our integrated health and wellbeing service. Each of these elements is designed for customers with significant barriers to work. They will therefore be suitable for IB/IS claimants, many of whom have been out of work for a considerable period of time. Our performance offer is also supported by the following features of our delivery which are specifically designed to meet the needs of this customer group: Effective outreach – Many of the customers in this group have been out of work for a considerable period of time and do not engage with mainstream employment services. For example, the average length of a claim for IB is more than eight years and after two years on the benefit, they are more likely to die or retire than find work. Ingeus‟ experience of delivering voluntary programmes for hardest to help groups (e.g. DWP ESF contracts in London and Working Neighbourhoods Fund programmes in Birmingham) indicates that the most successful method of engagement is community-based outreach. For example our outreach programme for the London Development Agency successfully engaged over 1000 economically inactive customers from many of the most deprived parts of London, exceeding our performance targets with lone parents and BME customers. We will therefore employ Outreach Advisors to develop partnerships with local support services that already work with the target customer groups. Through these links, our Outreach Advisors will promote the benefits of returning to work directly to customers and encourage them to join our programme. We have a range of established referral and outreach partners across West London including GP surgeries and children‟s centres. Specialist support – 22% of all lone parents in the UK are unemployed but say they want to work (Labour Force Survey, ONS 2010), with most citing their lack of knowledge about affordable childcare as a major barrier. A similar situation exists for carers, who are often unsure of the financial and practical support available to them. We will establish links with the childcare information service and social service departments for each local authority in the CPA to ensure customers have the support they need to return to work. Promoting flexible working - Research by the Ingeus Centre for Policy and Research, The Princess Royal Trust for Carers and the Employers‟ Forum on Disabilities indicates that lone parents, carers and people with disabilities are more likely to return to work if flexible working options are available. This will also apply to customers who are in education and claiming IS. Our Employer Services team will therefore work with employers to demonstrate the business case for offering flexible working. We successfully adopted this approach when working with Ocado who initiated flexible shift patterns for Driver roles to encourage a more diverse workforce. This resulted in an increase in the number of women they employed and a reduction in their staff turnover rates.




[9.1] Implementation Plan Please provide:

an Implementation Plan for the Work Programme in this CPA clearly stating the date on which you are proposing to commence delivery of the service. The plan, which must be in the form of a Gantt chart (insert as Annex 6), must include the key activities required to put provision into place by the service commencement date. It must include key milestones, timescales for activities including start and end dates and who is responsible for each activity including the expected start date for delivery. It will also show the critical path and interdependencies. A narrative to expand on the implementation plan which must identify and address all the key risks, including the impact of winning multiple Work Programme contracts and how these shall be mitigated.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two sides of A4. Note: Format requirement and page limit does not apply to the Gantt chart which you must insert as Annex 6.

Ingeus-Deloitte‟s key strengths in implementation include: having implemented 40 UK welfare-to-work programmes, including six Pathways to Work contracts (three in London); an experienced Programme Director who led the successful implementation of two FND contracts; the ability to call on resources from Deloitte‟s 100-strong Programme Leadership Practice, with its experience of supporting major programmes such as the London Congestion Charge; and the existing infrastructure of Ingeus-Deloitte and our supply chain who have 31 delivery sites and over 2,000 staff in West London. Implementation Plan, structure and governance Our Implementation Plan, shown in the Gantt chart at Annex 6, was drawn up by our Work Programme Implementation Director (WPID), with input and assurance from Deloitte‟s Programme Leadership Practice. It has been assessed as viable by senior operational staff and each of our corporate heads and endorsed by the Directors of the Joint Venture. It is designed for us to commence delivery of the Work Programme on 1 June 2011 and capitalises on the existing infrastructure of Ingeus-Deloitte, Ixion and 5E who all deliver existing welfare-to-work contracts in the area. The plan is based on the following key dependencies: supplier guidance issued (31 March); announcement of preferred bidder status (15 April); and contract award (6 May). The Implementation Plan is structured around operational, functional and change management workstreams, grouped into two major phases: Preparation (ID 2 - 106 on the Gantt) and Implementation (ID 116 734 on the Gantt). Preparation activities are those that will be undertaken prior to announcement of preferred bidder status to enable swift implementation and include I.T. systems design, property searches and advertising job vacancies through our recruitment partners Alexander Mann Solutions (AMS). Implementation activities include those that will be undertaken upon notification of preferred bidder status (e.g. negotiating heads of terms on properties and finalising terms with subcontractors), and those dependent on contract signing such as issuing job offers and signing contracts with subcontractors. Implementation of all Ingeus-Deloitte Work Programme contracts will be led by our Implementation Director, [REDACTED] who will chair a Programme Board made up of all departmental heads, Chief Operating Officer and Ingeus‟ CEO. We have explicitly designed our implementation planning in anticipation of multiple contract awards: implementation activity across different regions will be managed by a centralised Implementation Team (led by our Programme Director) and local activities, including the engagement of key stakeholders and employers will be overseen by our Director for London, [REDACTED] , with support from [REDACTED] , the Project Manager for West London. Central and local implementation teams will be supported by expert practitioners from Deloitte‟s Programme Leadership Practice. This structure is key to implementing in multiple CPAs in parallel and will enable the Project Manager to assure local progress. It will also enable the Programme Board to have a broad understanding of progress and interdependencies and to be able to quickly resolve critical issues across all CPAs or within West London. The critical path is shown in red on the Gantt chart and is predicated on the dates for preferred bidder status, issuing of provider guidance and contract signing being met. The path runs through recruitment activity for members of staff required on the first day of delivery, and then moves through mobilisation of our subcontractors. Key Risks: Subcontractors (ID 84 - 97 Preparation and 325 - 358 and 493 - 529 Implementation) Risk: A Lead Provider (Ixion or 5 E) is not ready to deliver on time. Mitigations: We have made substantive checks on each Lead Provider in the CPA – each has existing infrastructure, requires minimal recruitment activity and has a track record of implementing new contracts on time.

Contingencies: Commit additional Ingeus-Deloitte resources to implementation; replace the subcontractor with another member of our Partner Network (we have identified contingency providers to cover each Lead Provider); deliver the provision ourselves; or adjust customer flows to other subcontractors. Premises and fit out (ID 58 - 74 Preparation and 245 – 256, 389 - 421 Implementation) Risk: Premises are not ready for fit out by contract commencement. Mitigations: Of the 12 key delivery sites required for day one delivery, six are already open and used for similar purposes. Suitable premises have already been identified for new premises by our highly experienced Property and Facilities Team who have a track record of opening fully fitted out offices to tight timeframes, including 11 offices in three months for FND phase one delivery. This will be supported by our property consultants, Drivers Jonas Deloitte. We have already identified suitable premises for each location. Contingencies: We have in-principle agreements in place with all members of our supply chain and a number of stakeholders to use their premises (which between them provide coverage across the whole CPA) if necessary. The Property and Facilities Team retains a database of suitable, serviced offices in the CPA (operational within two weeks‟ notice) Human Resources (ID 75 - 83 Preparation and 257 - 324, 422 - 492 Implementation) Risk: Insufficient, high-calibre, trained staff are ready for day one of delivery. Mitigations: Ingeus-Deloitte and our Lead Providers already employ over 400 staff on a range of contracts including Pathways to Work and New Deal and therefore have sufficient staff in place for day one delivery. This will be supported by Ingeus-Deloitte‟s HR Team that has led significant recruitment projects, including sourcing 270 staff for six Pathways to Work contracts, and managing TUPE transfers from ten organisations; and dedicated support from AMS, a recruitment outsourcing company which recruits more than 50,000 people every year and are already identifying a pool of suitable candidates. Contingencies: Second additional staff from Deloitte (we have already successfully seconded Deloitte staff into frontline operational roles). We will also be able to utilise our existing relationships with recruitment agencies such as Crone Corkhill and Hays to provide temporary staff at short notice. IT (Task ID 45 - 57 Preparation and 197 - 244 and 365 - 388 Implementation) Risk: Adequate IT infrastructure is not in place due to delay in installation/delivery of equipment or failure to meet IT security requirements. Mitigation: An IT Team with a track record of delivering all previous IT requirements on time, including full DWP security accreditation on time for FND Phase One. They will be supplemented by experts from Deloitte‟s 1,000 strong Technology Practice. Contingencies: ADSL with hub, mobile phones for staff and encrypted laptops with 3G wireless Internet connections can all be installed at short notice, with permanent solutions being applied later. Winning multiple Work Programme contracts Risk: Delivery and leadership resources are stretched too thinly to address implementation issues as they arise. Mitigation: The Ingeus-Deloitte Joint Venture has been formed to deliver multiple Work Programme contracts. Our Implementation Plans have been designed as an integrated programme and we have the resource, expertise and financial capacity to implement and deliver any combination of contracts on time. To mitigate the risks associated with winning multiple contracts, we will be able to draw on Deloitte‟s considerable resources in supply chain management, programme management and property services at short notice. We will also be able to deploy resources from specialist practices within 48 hours if required. Further mitigation strategies include: a well structured Governance model with clearly identified leads for each CPA and each functional area; an experienced Programme Director with support from Deloitte‟s Programme Leadership Capability; and a Programme Board of the most senior members of Ingeus-Deloitte to make clear, rapid decisions.


Contingency Arrangements

Please describe:

how your proposals for delivery of services within this CPA will be put in place without adversely affecting your organisation‟s or your Sub-contractors‟ ability to deliver existing and recently won contracts as well as other contracts you are bidding for. in detail your contingency plan for maintaining the entire scope of your proposal within your bid should members of your supply chain withdraw prior to commencement of delivery of this contract.

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

Implementing multiple Work Programme contracts whilst maintaining performance on other provision The Ingeus-Deloitte joint venture is a key part of the business strategies of both Ingeus Ltd. and Deloitte LLP, reflected in the fact that the Managing Director of Ingeus Ltd and the Chief Executive of Deloitte both sit on the Joint Venture Board. We have planned for significant growth over the next two years including the implementation of multiple Work Programme contracts and diversification into areas such as working with offenders, skills provision and careers guidance. In planning for growth, Deloitte‟s Organisation Design Practice have conducted a review of all governance structures, resource requirements and departmental five key areas of focus that will enable us to implement multiple Work Programme contracts while maintaining and improving performance on other provision: Clear governance structures: Each Work Programme contract will have its own Implementation Plan which will be managed by a Project Manager for each region (in this case[REDACTED] ) to enable a focus on local activities. These plans will be incorporated into an overall Implementation Plan which will be managed by our Programme Director. He will chair a fortnightly Programme Board attended by other project management staff and key heads of departments. The group will monitor progress against the Implementation Plan and direct resources to departments/contracts as required. This structure will provide dedicated resources for each region and the ability to direct central resources where they are needed. Strict separation of responsibilities: Strict separations will be adopted between members of staff involved in implementation and those working on existing operations. Key members of staff on existing contracts such as Operations Managers will not be involved in implementation activities and will focus on the performance of existing contracts. Implementation activities will be conducted by staff from corporate support functions and practitioners from Deloitte‟s Programme Leadership Practice. Each contract being implemented will have its own Project Manager to ensure appropriate attention is given to each. Using this method we managed to increase performance on our existing Pathways contracts increased at the same time as implementing two FND contracts. Responsive resourcing: To manage the spike in resources required to implement multiple contracts (without impacting on existing provision) we will draw on the substantial resources of Deloitte‟s Supply Chain, Programme Leadership, I.T. and Human Capital Practices. Deloitte has over 1,700 practitioners in these fields, approximately 25% of whom are available for new assignments at any one time. They can be deployed within 48 hours to support our implementation, and Deloitte‟s large London Practice is able to provide additional project management and supply chain support when required. This will enable us to resource the implementation of multiple Work Programme contracts without having to draw on staff from existing contracts, thereby mitigating the impact on our existing programmes. Supply chain capacity: Our supply chain for West London has been designed to mitigate any adverse impact of winning multiple contracts. Each of our Lead Providers is currently delivering in the region and will be able to draw on resources from existing contracts or contracts which are ending, enabling them to transfer staff and premises directly across rather than drawing on other contracts. Existing infrastructure: Implementation of the Work Programme in West London will build on Ingeus‟ existing infrastructure of more than 140 members of staff and 12 offices. To implement the Work Programme in full and on time in West London, Ingeus-Deloitte will only need to open a few new premises and envisages that recruitment of new staff will be

Be minimal. This will limit the impact of implementation activity on existing contracts. Maintaining our supply chain in the event of subcontractor withdrawal Ingeus-Deloitte has developed a Partner Network of 92 preferred suppliers in London to provide a robust and responsive supply chain. The opportunity to join the Network was advertised widely and attracted more than 1,000 expressions of interest, more than 300 of which were in London. Providers were assessed against core criteria including performance, track record, quality and innovation. The result is a pool of pre-vetted suppliers with whom we have established relationships, offering a breadth of expertise including job brokerage, skills provision, substance misuse support and specialist mental health services. These preferred suppliers can be mobilised at short notice and provide a robust set of contingencies in the event of any subcontractor withdrawing. Our supply chain for the Work Programme was selected from our Partner Network according to strict criteria which included the ability to implement new contracts to tight timescales, and to manage the opportunity for growth through sustainable business models. These steps were taken to limit the likelihood of their withdrawal prior to contract commencement. However, we have planned for this possibility, in particular by focusing on our three Lead Providers Ixion, Community Links and Resources Plus. They will provide approximately 26% of our Work Programme delivery between them and therefore represent the greatest risk to continuity of service. Should they withdraw, IngeusDeloitte‟s Implementation Programme Board will immediately hold a contingency meeting to evaluate the options set out in our Business Continuity Plan and determine the best course of remedial action. We are able to mitigate the impact of subcontractor withdrawal through the following range of contingency options: Negotiate with the withdrawing subcontractor: Our Head of Partnership Development will immediately ascertain the reasons for withdrawal through discussions with the provider. Depending on the reasons for withdrawal we will discuss further support that could be offered to make delivery viable for them. This could include additional support from our HR Team in managing TUPE transfers, or assistance in funding working capital requirements. Contingency providers: We have identified contingency suppliers from our Partner Network to cover each of our Lead Providers in the case of their withdrawal. Contingency providers have been identified based on existing staff and premises required to deliver services at short notice. For example, In the highly unlikely event that Ixion withdraws, Sencia has the capacity to take over the running of the service in the area. In each case, in-principle agreements have been signed by proposed contingency providers. Introduction of a new subcontractor: Our Partner Network comprises 92 pre-selected members across London who offer a diverse pool of resource that can be accessed at short notice. Members of the Partner Network will be invited to submit immediate proposals, which will be assessed by our Head of Partnership Development to identify any viable solutions. Deliver ourselves: As a delivery organisation as well as a Prime Contractor, we have the ability to take on additional provision. This was one of the strategies we adopted when the Wise Group withdrew from our supply chain during the implementation of our FND contract in southern Scotland. We took on a large proportion of their customer volumes, opened an additional six offices and recruited an additional 28 staff in order to deliver from day one.

Sponsor Documents

Or use your account on DocShare.tips


Forgot your password?

Or register your new account on DocShare.tips


Lost your password? Please enter your email address. You will receive a link to create a new password.

Back to log-in