050. cpa1: ingeus-deloitte - tender

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    EMPLOYMENT RELATED SUPPORT SERVICESFRAMEWORK AGREEMENT

    MINI COMPETITIONS FOR THE PROVISION OFTHE WORK PROGRAMME

    Invitation to Tender Form

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    Tender Round title: The Work Programme

    Organisation Name: Ingeus UK Limited

    Lot: 4

    Contract Package Area (CPA): CPA 1 East of England

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    PART 1: ORGANISATION DETAILS

    [1.1] Your response to Part 1 is for information purposes only. If any of this informationhas changed since the Framework Agreement application stage, please state this withinthe table below including a short explanation as to why. If you cannot provide any of theinformation below please explain this within the table.

    DWP will not be responsible for contacting anyone other than the persons named in thispart of your form. If any of this information changes during the bidding period you mustinform DWP of the changes by email to:[email protected]

    Name of the Legal Entity in whose name thistender is submitted and with whom DWP willcontract:

    Ingeus UK Limited

    Trading Name (if different from above): Ingeus UK Limited(referred to in bid as Ingeus-Deloitte)

    Company Registration Number: 4320853

    Company Registered address: 29 Ludgate HillLondonEC4M 7JE

    Head Office Address, if different: The Registry3 Royal Mint Court

    London

    EC3N 4QN

    VAT Registration Number: Ingeus UK Limited 799246858

    Website Address (if any): www.ingeus.co.uk

    Name, address and company registration numberof parent company, where applicable:

    Ingeus LtdGPO Box 3208BrisbaneQueenslandAustraliaRegistration number ABN 46 010 948731

    Deloitte LLP2 New Street SquareLondonEC4A 3BZLLP Registered number OC303675

    Name and Job Title of main contact: [REDACTED]Director of Business Development

    Address: The Registry3 Royal Mint Court

    LondonEC3N 4QN

    Telephone no: [REDACTED]Mobile telephone no: [REDACTED]

    mailto:[email protected]:[email protected]:[email protected]
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    Fax no: [REDACTED]

    E-mail address: [REDACTED]

    Alternative contact Name and Job Title: [REDACTED]

    Chief Operating OfficerAddress (if different from above):

    Telephone no: [REDACTED]

    Mobile telephone no: [REDACTED]

    Contact e-mail: k [REDACTED]

    PART 2: TENDERER DECLARATION

    [2.1] You must complete this Declaration by Tenderer. Failure to include this declarationmay 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 andundertake as follows:

    1. We have examined, read, understand and accept in full the proposed Contractdocuments and all other documents and Annexes provided with this declaration andthe clarifications issued during the Invitation to Tender period.

    2. We have completed and submitted all information required in the Invitation to TenderForm in the format and order required.

    3. We confirm the information set out in our response is complete and accurate to thebest of our knowledge and belief.

    4. We hereby acknowledge and agree that we have read, understand and accept theWork Programme Call-Off Terms and Conditions, the Work Programme Specificationand the draft Order Form.

    Scanned Signature:[REDACTED]

    Date: 12/02/11

    Name: [REDACTED]

    Job Title: Chief Executive Officer Ingeus UK

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

    Name of Organisation: Ingeus UK Limited

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    PART 3: THE WORK PROGRAMME CALL-OFF CONTRACT TERMS ANDCONDITIONS - ALTERNATIVE AND/OR ADDITIONAL CLAUSES

    [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), asmodified by The Work Programme service requirements (The Work ProgrammeAdditional Requirements).

    3.2 The Work Programme Additional Requirements are set out in the Call-Off Termsand Conditions for The Work Programme which is supplied with your Invitation toTender. A document highlighting the modifications made to the Standard Call-OffTerms and Conditions to reflect The Work Programme Additional Requirements isalso supplied with your Invitation to Tender; for ease of identification, the changesmade since the draft version issued on 8 December 2010 are shown in boxeswithin the document.

    3.3 Any proposed amendments to The Work Programme Additional Requirement mustbe detailed by completing the section below, giving full details of the clause(s) youwish to amend and your proposed amendments. DWP will consider proposedamendments strictly on their merits. Please note that you may only proposeamendments to The Work Programme Additional Requirements; proposedamendments to the Standard Call-Off Contract Terms and Conditions will not beconsidered.

    Comments on The Work Programme Additional Requirements: -

    MINI COMPETITION ADDITIONAL REQUIREMENTS (For Framework SupplierComments only)No. of the clause(s) youwish to amend

    Proposed amendment with proposed wording

    Clause 2.13.7 (PerformanceImprovement Process)

    Clause 3.1.10 (Fees and

    Payment)

    We are content with the performance improvementprocess specified, and would welcome further clarificationfrom the Department regarding presumed managementescalation prior to termination

    Could the Department confirm that the grossing-up

    provisions in clause 3.1.10 relate to those checks carriedout under clause 3.1.9, and also provide some clarificationon what opportunity there may be for a Prime Contractor tosubmit additional evidence as part of this process?

    Clause 6.1.9 (Transfer andSub-Contracting)

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

    Could the Department clarify that any breach of clause6.1.9 would be treated the same as other breaches, for thepurposes of determining whether or not it is material?

    We would like to propose an amendment to this provisionto introduce a liability cap, in line with the other liability

    caps in the contract.

    Clause 8.8 (BusinessContinuity)

    We would welcome an opportunity to discuss with theDepartment how management escalation processes would

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    operate, prior to the Department choosing to exercise itsrights under 8.8.4

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

    Name: [REDACTED]

    Scanned Signature:[REDACTED]

    Position: CEO Ingeus UK

    Telephone No: [REDACTED]

    Date: 12/02/11

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

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    PART 4: SERVICE REQUIREMENT

    NOTE: MINIMUM SCORE APPLIES TO ALL QUESTIONS THAT ATTRACT A SCORE WITHINTHIS SECTION. BIDS SCORING 2 OR LESS ON ANY QUESTION WITHIN THIS SECTIONWILL BE REMOVED FROM THE COMPETITION. PLEASE NOTE SCORES ATTAINED INTHIS SECTION MAY ALSO BE USED IN A TIE-BREAK SITUATION WHERE APPROPRIATE.

    [4.1] Customer Journey - Process

    Please submit a process map showing the proposed end to end customer journey(s) andattach the process map as Annex 1.

    This should include a detailed supporting description of the customer journey(s) specificto this CPA. Your response must describe how you will ensure the customer journey istailored to meet the specific needs and barriers of individual customers, and include thecustomer requirements defined in the Specification.

    Please note your response to this question will not be scored but will act as areference 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 responseMUST be limited to five sides of A4.

    Note: Format requirement and page limit does not apply to the process map which youmust insert as Annex 1.

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    4.1 Ingeus-Deloittes Every Day Counts delivery model will provide every WorkProgramme customer across the East of England with a tailored and intensive package ofsupport, designed to quickly address complex barriers to work and provide a fast andeffective route to sustained employment. Every Day Counts will harness the localknowledge and expertise of a range of local providers and will prioritise high levels ofintensive activity to increase speed to placement. Every Day Counts is designed for all

    customer groups including those on Jobeekers Allowance (JSA), Employment SupportAllowance (ESA), Incapacity Benefit (IB) and Income Support (IS). The intensity ofsupport and choice of interventions will be tailored to each customers individual needs.Appropriate levels of mandatory activity will apply to key steps and JSA customers willexperience increasing conditionality throughout the programme. All customers, butparticularly those in receipt of ESA, IB and IS, will receive holistic support to tackle theirbarriers to employment which may include poor health and caring commitments. Our coremodel, which will be used by our supply chain across the entire region, has been adaptedto meet the particular requirements of customers across the East of England - a diverseregion that features significant pockets of deprivation within urban areas (such asPeterborough, Luton, Thurrock, Southend-on-Sea, Norwich, Kings Lynn, Harlow,

    Basildon and Ipswich), in rural parts of the region (including Fenland in Cambridgeshire)and coastal areas (such as Tendring in Essex, Great Yarmouth and Lowestoft).

    Every Day Counts incorporates four specially developed stages: Diagnostics, IntensiveSupport, Skills Plusand Breakthroughduring which customers can enter employmentat any time. On entering employment, customers will automatically graduate to theCareers Academy, where they will receive a tailored package of support to help themremain in work and build a sustainable career path. Each stage of Every Day Counts willbe underpinned by: the personal support of an Employment Advisor (EA); intensive job-search and job-matching activities with automated vacancy notification; tailored employerengagement; work placements; a range of skills options; practical face-to-face assistancefrom specialists in our Health & Wellbeingservice; advice and support on issues such asdebt and substance misuse from our Accessible Community Experts (ACE) Network; andaccess to our innovative online job-search and matching support tool, Invisage. Everystage on the programme is focused towards employment outcomes and customers will beencouraged to enter employment at the earliest and most suitable opportunity. Transitionsbetween stages will be marked by a Review & Refresh appointment at which thecustomer and their EA will assess progress and identify next steps.

    Customer referralsOur dedicated PRaP team will process all Work Programme referrals from Jobcentre Plus

    (JCP). They will ensure that customers are contacted within 24 hours of being acceptedvia PRaP and aim to set up an appointment within five working days of referral. Our teamof Outreach Advisors (OAs) will conduct outreach at local community venues includingchildrens centres, schools, GP surgeries and health centres to engage IB customers whohave not yet transferred to ESA and those in receipt of IS, including lone parents withchildren under five. OAs will be trained in engagement techniques and will build trust andrapport with customers who may not otherwise access a mainstream employment service.They will also liaise with local JCP offices to oversee the smooth processing of referrals,and resolve any issues. They will provide materials to JCP staff to promote the benefits ofour Work Programme service and help engage voluntary customers, particularly thoseclaiming IS and IB.

    Stage 1Diagnostics(weeks 1 to 4)Prior to their first appointment, customers will be sent a Welcome Pack that includes:

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    travel directions; a copy of the pledge detailing our minimum service standards; ESFguidelines; and a Rights and Responsibilities leaflet. To maximise speed to placement wewill undertake thorough diagnostics with every customer to identify barriers toemployment and ensure they are actively engaged. At their first appointment, eachcustomer will be introduced to their EA. Customers will be given one-to-one support fromtheir EA to complete our AWARE online self-diagnosis assessment (designed to assess

    confidence and motivation levels) and, where relevant, our Health Assessment, which isdesigned to assess functional, vocational and psychosocial workplace capabilities andwhich builds on ESA customers Work Capability Assessment reports. Together, they willformulate an Action Plan based on: the customers employment history; literacy andnumeracy levels; skills; job goals; and personal circumstances. The Action Plan will bereviewed and updated at least once every eight weeks throughout the programme toensure our support adapts to the customers changing needs. Diagnosticswill beunderpinned by job-searching activity from day one and customers ready to enteremployment will be given a priority mock interview and immediately matched to suitablevacancies.

    Diagnosticsmay take up to four weeks for customers with multiple and severe barriers toemployment, such as those who have been claiming IB for more than five years.Customers identified as having low basic skills may be fast-tracked to Stage 3 and thenreturn to Stage 2 if required. All other customers will progress to Stage 2. DuringDiagnostics, all customers will attend our induction session to gain an overview of ourprogramme, the support available and health and safety practices.

    Stage 2Intensive Support(weeks 5 to 16)At the beginning of Stage 2, each customer will enter into one of the following 12-weekmodules based on the results of their Diagnostics: Boost, Enterprise, Engageor Steps toWork. Customers will undertake intensive activity to either: fast-track them to employment(Boost); enter self-employment (Enterprise); receive holistic support to address theirpsychosocial barriers to work (Engage); or improve their health and wellbeing inpreparation for work (Steps to Work). A full list of Intensive Supportinterventions isavailable in Annex 1.

    Boost a high intensity and high frequency approach to job searching which enablescustomers to improve the quality, quantity and effectiveness of their job seeking activitiesto enable them to move into sustainable work at the earliest opportunity. We expect themajority of JSA 18-24 and 25+ customers to access Boost,as well as those from othergroups who are ready to enter employment immediately. We have designed the

    interventions within Boostto meet their specific needs. Key activities include: immediatematching to local employer vacancies sourced through 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 skillsrequired to work in these; Employer Routeways (consisting of vocational training andguaranteed interviews); Interview Skills workshops and mock interviews; help withspeculative applications; basic skills support; advice on updating and improving CVs andcover letters; IT training workshops to undertake effective online applications and use ofour customer IT portal Invisage; and reverse marketing (where EAs proactively marketcustomers to prospective employers). 18-24 year old customers will also be referred toour Step Aheadtwo-week motivational course.

    Enterprise a comprehensive package of support for customers wishing to pursue self-employment. This will be delivered by self-employment specialist Exemplas who will workalongside the six Chambers of Commerce, the five Local Enterprise Partnerships and

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    other organisations such as Business Link East and Norfolk Knowledge to provide one-to-one support with business planning, and group workshops on book-keeping, tax adviceand marketing strategies. This will be supplemented by additional support from Ingeus-Deloitte, including mentoring and advice on accessing local funding. Customers will havethe option of test trading their business for up to 26 weeks and extending EnterpriseintoStage 3. We expect self-employment to be a suitable outcome for a wide range of

    customer groups, including those on JSA but also those in receipt of ESA, IS and IB whorequire more flexible employment to accommodate their health condition and/or caringcommitments.Engage provides holistic support to tackle multiple and complex barriers to ensurehardest to help customers are given support to move closer to and into employment.Interventions are based on: psychosocial solutions such as Cognitive BehaviouralTherapy (CBT) based workshops; peer mentoring; techniques to address low levels ofmotivation and self-esteem (common in customers from areas of severe deprivation andintergenerational worklessness such as Fenland); raising aspirations (of particularimportance for the very high percentage of young people who are NEET in Luton,Peterborough and Basildon) and levels of self-confidence; encouraging customers to

    travel to areas of higher employment such as Cambridge, which is predicted to generate30,000 new jobs by 2015; and undertaking activities to find solutions to customersspecific barriers to work including the lack of public transport for the 30% of customerswho live in rural areas. Customers accessing Engagewill include JSA Early Accesscustomers who have more complex barriers to work, such as a criminal record orsubstance misuse, and IS and IB groups who require more specialist support to accessemployment. Interventions for IS and IB groups will include confidence building andcareer planning sessions. Lone parents will be able to access specialist EAs who haveexpert knowledge of local childcare facilities and access to part-time job opportunities thatfit around school and nursery hours. Throughout Engage, customers will be provided withintensive job-search and vacancy matching support through one-to-one and group-basedactivities to maintain a consistent focus on securing employment.Steps to Work provides integrated health and employability support for customers forwhom health is the main barrier to employment. Over 58% of all claimants in the East ofEngland are claiming due to a health condition and our analysis indicates that over 43%of these customers suffer from psychological conditions, of which depression is the mostcommon. This module has been specifically designed for ESA flow, ESA volunteers, ex-IBcustomers and IB customers who, due to health conditions, have been out of the labourmarket for two years or more. They will receive advice from trained health professionalson managing health conditions and support from specialist EAs who will source workplacements which help customers make the transition into employment. Steps to Work

    will help with pain management, improving mobility and tackling root causes of depressionin order to enter employment. A specialist Health Advisor will meet customers on aregular basis to provide one-to-one employment support and refer them to servicesoffered by our Accessible Community Experts (ACE) Network and our in-house Health &Wellbeingservice (both described below). Activities will focus on developing a step-by-step plan back to employment. We will undertake active engagement of these customers,particularly those from voluntary groups to ensure they remain on the programme. Whenready to undertake more intensive job seeking activity, customers can move to anotherStage. Customers will continue on Steps to Workfor as long as is necessary andtransition points will be marked by regular Review & Refresh appointments.

    Stage 3Skills Plus(weeks 17 to 52)As improving skills is a major regional priority for the East of England, the purpose ofStage 3 is to address customers vocational skills needs and/or lack of recent work

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    experience, and to build on job-search skills developed in the previous two Stages.Customers identified as having low basic skills may be fast-tracked to this Stage followingDiagnostics. During this Stage, every customer will participate in an 18-week sectorspecific vocational training course and/or tailored work placement. The VocationalRouteway will be supplemented by job-search activity and one-to-one support will beprovided by their EA throughout the rest of the Stage. Customers will choose from a wide

    range of Vocational Routeways provided by 10 subcontractors with experience ofdelivering training and apprenticeships and who have close employer links. Theseproviders include TBG Learning, All Trades Training and HIT Training. Customersneeding to improve English language skills will be able to access a Working EnglishESOL Vocational Routeway. Vocational Routeways have been informed by our work witha number of local employers (including Tesco and Ocado which are both headquarteredin the East of England) to take into account local skills gaps in sectors including customerservice, hospitality and tourism, food manufacturing, and low carbon and renewableenergy. One-to-one job-search activities will underpin this stage throughout.

    Stage 4Breakthrough(weeks 53 to 104)

    Stage 4 is designed to provide additional support and increased conditionality for thosewho are still searching for work after a year on the Work Programme. Customers will beintroduced to a group of peers who will meet at least once per week to support oneanother with job-search activities and to maintain focus. At each weekly meeting (led by aGroup Facilitator) customers will jointly review progress and plan activities for the nextseven days. Our Placement Broker Team and subcontractors will utilise their links withemployers and local volunteer bureaux to source a tailored six-month community workplacement (mandatory for JSA customers) that fits with each customers job goal. Duringthis stage, continued support will be provided by the ACE Network and EAs to tacklebarriers to employment and address the reasons why customers have not previouslyentered employment.

    If customers reach the end of the programme without finding work, they will have a FinalInterview with their EA and together they will plan the next three months job-searchingactivity and complete a final Action Plan which will be shared with JCP.

    In-Work Support - the Careers AcademyWhen customers secure work, they will automatically gain membership to the CareersAcademywhich provides comprehensive in-work support and career development advice.Prior to and during their first six months in employment, customers will be supported bytheir designated EA. Before starting work, the customer and the EA will work together to

    draw up an in-work Action Plan and undertake all preparatory activities includingcompleting forms for Working Tax Credits and Housing Benefit, sourcing childcare andarranging travel passes. All customers will be encouraged to attend our Flying Startworkshop to find out about the in-work benefits available to them and to receive advice onmanaging their first few weeks in work.Through the Careers Academycustomers will have access to the following support:1) In-Work Advisor Support (delivered through our customer contact centre)Customer Support Co-ordinators will provide six days a week support for customers via afreephone telephone number, text and email. Staff will proactively contact in-workcustomers and will provide immediate responses to incoming requests for support onissues such as budget management and in-work benefits. Customers in the JSA Early

    Access, ESA Flow, ESA Volunteer, Ex-IB, IB and IS groups will all be tracked moreintensively, as their higher support needs may make them more vulnerable to falling out ofwork. Customers needing more specialised attention will immediately have their case

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    elevated for a same day response from Specialist Support.2) Specialist Support where specialist In-Work Advisors provide advice over the phoneand in person on complex issues such as amending child maintenance payments andresolving in-work disputes. Where appropriate, Advisors will refer customers tocommunity-based experts such as local tax professionals and housing advisors. After sixmonths in employment, customers will be referred to an IAG-qualified team of In-Work

    Advisors who will offer a telephone based appointment to advise customers onprogression opportunities and further training.3) Rapid Response Team (RRT) any customer who is likely to or who has alreadyfallen out of work will be referred immediately to the local RRT who will work closely withour EST to source viable alternative employment as quickly as possible. Any customerwho 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 customerportal, which provides in-work advice and access to online learning modules.

    Cross Programme Services

    Throughout Every Day Counts, customers will be able to access the following services:Health and Wellbeing - our integratedHealth & Wellbeingservice is delivered by ourteam of specialist Health Advisors and incorporates CBT-based interventions, workshopsincluding Relaxation Techniques and Healthy Eating, and weekly walking groups. One-to-one counselling and support is also available. Health & Wellbeinginterventions will beoffered to all customer groups and are specifically designed in recognition of the fact thatmany disadvantaged customers experience poor health regardless of their benefit type.Invisage- our online customer portal Invisageenables customers to independently job-search and undertake a range of e-learning modules. Customers will be provided with apersonal Invisageaccount which they will be able to access from the computer facilitiesavailable in every Ingeus-Deloitte and subcontractor delivery site, from home or fromanywhere with internet access. Customers with limited IT skills will be supported by theirEA when using Invisage. Key features include: intelligent job-scraping software whichfilters suitable job vacancies from multiple websites; a portal that enables customers tosubmit CVs to local employers; Working In... videos which give insights into working inparticular industries; and a suite of online training packages. We will make effective use oftelephone, web and SMS text channels for contact, reminders and notification of jobs.learndirect skills packages - customers will be able to access 3,500 learndirect onlinetraining packages, including Everyday English Skills, Keyboard Skillsand Excel, from ourfully equipped Job Stations or through Invisage.The ACE Network - not-for-profit providers that will work from core delivery sites to offer

    holistic support that customers can access whilst undertaking job-search activities. Theseinclude Citizens Advice (legal and financial advice) and Suffolk County Council (workexperience placements and priority referrals to a wide range of services, including Drugand Alcohol Action teams and Family Support Services). The ACE Network will support allcustomers, particularly those with multiple and severe barriers to employment such asthose in the JSA Early Access, IB, IS and ESA ex-IB customer groups.Employer Services Team - our dedicated team of Employer Account Managers will beembedded within our delivery sites and, through Deloittes relationships with over 1,000local employers, they will source vacancies to which our customers will have priorityaccess. In addition to generating bulk vacancies, they will engage with employers tosource vacancies with flexible working hours for customers who require greater flexibility

    in the workplace, such as lone parents and carers. They will also work with employers toaccommodate customers with health conditions and broker Access to Work funding forworkplace adjustments.

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    [4.1a] Customer Journey - Rationale

    Please describe in detail:

    your rationale for your proposed Customer Journey(s) detailed above in 4.1within 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 responseMUST be limited to four sides of A4.

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    4.1a Our customer journey brings together the highest performing practices from Ingeus21 years experience of delivering welfare-to-work contracts, with Deloittes extensiveexpertise in designing and improving service delivery models such as its recent patientpathway review for West Suffolk Hospital NHS Trust. Every Day Counts is based on thefact that speed to placement is key the longer a customer is out of work, the harder it isto return. This is reflected in areas of persistent unemployment and economic inactivity

    across the East of England, especially North and West Norfolk, Waveney in Suffolk andTendring and Thurrock in Essex.It also applies theories of positive psychology inmotivating customers to achieve goals through structured activity. Every Day Counts hasbeen designed to meet the needs of all Jobseekers Allowance (JSA), EmploymentSupport Allowance (ESA), Incapacity Benefit (IB) and Income Support (IS) customers,and has been tailored to meet the specific needs of customers in the East of England. Itbrings together proven techniques as well as innovative new features designedspecifically for the Work Programme.

    Every Day Counts is based on the findings of a six-month research project undertakenby Ingeus and Deloittes Operations Excellence practice. The project combined an

    analysis of Ingeus existing operating models in the UK, Europe and Australia, input from200 frontline staff, a study of over 100,000 Ingeus customer records and feedback fromover 500 customers through focus groups and surveys. The Ingeus Centre for Policy andResearch (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.We consulted with local providers and stakeholders across Bedfordshire, Hertfordshire,Essex, Norfolk, Suffolk and Cambridgeshire in order to tailor our core delivery model tosupport all six counties objective of raising skills levels and providing a holistic package ofsupport that will enable families to break cycles of generational unemployment. Ourresearch identified the following overarching principles which have been embeddedthroughout our delivery model:Every Day Counts Our research demonstrated that customers must undertakemeaningful activity every day in order to progress towards employment. Customers withlow activity levels tend to drift and disengage and those who are set structured activity inbetween appointments are substantially more likely to enter employment. For customerswho are furthest from work, the key is that activity should be focused on constantprogress towards work. Effective engagement is critical to ensuring customers keepprogressing - particularly those from voluntary groups including ESA volunteers and IB/IS.Immediate engagement Reducing the time from customer referral to programme startis key to maximising speed to placement. The importance of immediate engagement issupported by Australian DEEWR (Australian public employment service) research that

    demonstrates the negative effect on job outcome rates of longer lag times betweenreferral and first appointment. We will therefore aim to conduct first appointments withinfive days of each customers PRaP referral.Integrated health support Our experience of helping over 19,000 ESA and IBcustomers into employment shows us that they benefit from employability and healthservices that are combined to create a coherent package of support. Every Day Countsoffers an in-house Steps to Workmodule and Health & Wellbeingservice that providescustomers with access to health professionals who will support ESA and IB customergroups to manage their health conditions. This will complement the work of EmploymentAdvisors (EAs).Holistic support Our analysis and experience shows that over 50% of long-term

    unemployed customers and those on health benefits experience multiple barriers toemployment. We know that these customers are unlikely to enter the workplace withoutholistic support that meets all of their needs. Although all Work Programme customers

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    will face at least one significant barrier to employment, we expect the JSA Early Access,JSA ex-IB, ESA ex-IB and IB customer groups to have particularly acute constraints.These may include mental health conditions, a lack of qualifications, substance misuse,caring commitments and/or low levels of motivation and self esteem. We have thereforedesigned Every Day Counts as a one-stop-shop whereby customers can access a rangeof specialist services alongside employability support. This will be provided by our

    Accessible Community Experts (ACE) Network which will work with customers to tackleeach of their barriers. IS customers will be supported by EAs who specialise in supportingcustomers to find alternative caring arrangements and employment opportunities withflexible working hours.Personalised supportOur research found that central to every customers journeyback to work is a consistent relationship with an Employment Advisor (EA). All customergroups demonstrate a greater ability to effect positive change and an increased chance ofsustaining in employment if they have developed a trust-based relationship with their EA.This is principally because EAs are able to encourage customers to access differentinterventions and deliver challenging messages. Furthermore, we found that EAs whospecialise in a particular customer group perform better than generalist EAs. For example,

    we witnessed a 64% performance uplift on our Employment Zone contracts when weintroduced specialist lone parent Advisors. Specialist EAs will therefore work with thefollowing customer groups: those on health benefits; lone parents; and the hardest to help(more than three years out of work and experiencing multiple disadvantages).Fresh momentum for changing needsIngeus delivery experience in Australia on itsJob Services contract has proven that customers are more likely to move intoemployment with regular changes of activity. Additionally, evidence from New Deal (ND)delivery in the UK has shown that job outcome rates increase by 35% around transitionsbetween different stages of the programme. This is due to the fresh ideas and changes inmomentum that these transition points create. Therefore, all modules in Every DayCounts are time limited. Also, at the end of every Stage there will be a Review & Refreshappointment, where the customer and EA assess progress and set fresh objectives.Employer-focussed delivery Since the expansion of our Employer Services Team(EST) into all the UK regions that Ingeus serves, performance has improved by over 20%as we are able to immediately match customers with local vacancies using our ADAPTrecruitment software. Through a powerful combination of Ingeus and Deloittes employernetworks, our EST in the CPA will work with over 1,000 local employers to source bulkvacancies, to which Work Programme customers will have priority access. We expect thisfeature to be particularly effective with JSA customer groups who will benefit fromimmediate matching to suitable vacancies. Our strong links with employers will enable usto stay up to date with the changing skills landscape over the lifetime of the contract.

    Rationale for each stage of the Customer JourneyStage OneDiagnostics(identifying appropriate interventions): Thorough andengaging diagnostics are critical in identifying targeted interventions for each customerand need to be underpinned by job-search from day one. They help to provide apersonalised journey back to employment and increase customer engagement. IngeusFlexible New Deal (FND) delivery demonstrates that high quality diagnostics at thebeginning of the customer journey increase conversion rates by over 5% in the first fourweeks of the programme. Performance outcomes on subsequent stages also improve. Allthe elements of the DiagnosticsStage, such as the AWARE online tool, are custom-builtto form a total picture of each customers support needs.

    Stage TwoIntensive Support(maintaining high activity levels throughout): Ingeusexperience from FND and DWP ESF demonstrates that programmes with high levels ofactivity deliver the strongest job outcome performance. Our Performance Analysis Team

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    looked at the number of appointments attended during the first two months on IngeusFND contracts and the overall impact on conversion rates. Conversion rates were 20%higher throughout the programme for customers who had attended over three EAsessions per week for the first two months. Both Boostand Engagetherefore developintensive activity and job-searching habits early in the customer journey and are key toeffectively engaging customers, particularly those in voluntary groups. We expect Boostto

    be particularly suitable for JSA customers who will undertake high levels of activity tofacilitate a quick return to employment. To address psychosocial and lifestyle barriersearly in the programme, the Engagestream provides specialist Cognitive BehaviouralTherapy support. This will be particularly effective for the JSA Early Access, JSA ex-IB,ESA ex-IB and IS customer groups who are further from employment. Our Enterprisemodule has been designed to stimulate entrepreneurism and drive up levels of self-employment, particularly in areas of low job creation such as Harlow and Stevenage.Stage ThreeSkills Plus(skills, training and work experience): Central to all ourdiscussions with stakeholders across the East of England was the fundamental need toaddress the regions low skills profile, especially in areas such as Dallow in Luton andDogsthorpe in Peterborough where the percentage of working age residents with no

    qualifications is up to five percentage points higher than the national average of 12.3%.The Skills PlusStage therefore provides each customer with a tailored programme ofvocational training, work experience and advice on working in particular sectors. Ingeus-Deloitte and our subcontractors will offer Routeways in the growth sectors including: care(F1 Training); tourism and hospitality (HIT Training); and security (ATS CommunityEmployment). Customers who we identify as having basic skills needs may be fasttracked to this Stage following diagnostics. We expect customers across all eight groupsto access this Stage, however the JSA 18-24 group will be given particular priority to helpbreak NEET cycles and equip them with marketable workplace skills.Stage FourBreakthrough(combining work placements and peer support):Breakthroughis based on evidence from our ND and FND contracts that mandatory/fixedactivity elements increase job outcome performance. We see spikes in job entries beforeand during full time activity elements with both mandatory and voluntary customer groups.The design ofBreakthroughtherefore incorporates a six-month work placement (sourcedthrough our Placement Broker Team) which is mandatory for JSA customers andencouraged for all others. The peer support element on our Gateway to Work (G2W)model has also proven effective at positively changing ingrained attitudes and behaviours.Our approach is designed to help customers build on the job-search and vocational skillsthey have developed during the previous Stages to make the final step into employment.Customers within the ESA, IB and IS groups will be matched to a work placement thatmeets their specific requirements, including accessibility if they have a disability and

    proximity to home if they have caring commitments.Careers Academy(ongoing personal support and career development): ICPRsSustainability Project discovered that for 81% of sustained job outcomes the following keyelements existed: the right job fit and work environment; tailored support in the first threemonths; and appropriate attitudes and behaviour. The Careers Academyhas thereforebeen designed with the objectives of providing: meaningful support through the transitionphase; opportunities for customers to progress within the workplace; and support withdeveloping appropriate in-work attitudes. Our Advisors will use careers guidance trainingto help customers plan the necessary steps to achieve their goals and realise their careeraspirations. All customers will require some level of workplace assistance, but we expectthat the JSA Early Access, ESA flow, ESA volunteers, IS and IB customers will receive a

    more intensive service due to higher levels of support needs. We will continue to supportcustomers for an extended period of time and for as long as is necessary. We havetailored Every Day Counts accordingly:

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    Self-employed customers Our dedicated Enterprisescheme (delivered by Exemplas)will provide customers with self employment advice, supporting the five Local EnterprisePartnerships aims of increasing local enterprise to make the East of England a global hubfor enterprise. Our self-employment offer will increase employment outcomes forcustomers in receipt of ESA, IB and IS who require greater flexibility at work to cater fortheir changing needs.

    Customers with health conditions A Health & Wellbeingservice will be available tosupport customers with health conditions (of particular relevance in areas such asPeterborough where IB ESA claims account for 11% of total benefit claimants acrossCambridgeshire and Suffolk) and the ACE Network will provide additional support, forexample Richmond Fellowship will provide specialist support for customers with mentalhealth conditions. JSA and ESA ex-IB, ESA Flow, ESA Volunteers, Work Related Activityand IB customers will particularly benefit from the ACE Networks services.Families, including parents and carers To address the needs of those with caringresponsibilities, our Employer Services Team (EST) will work with employers to source awide range of roles with varied working patterns including compressed hours, flexi-time,home working, job-sharing and staggered hours. Parents and carers will be offered

    flexible appointment times, and we will provide dedicated EAs with specialist knowledgein local childcare provision and relevant benefits. This will be particularly important inareas such as Luton where there are more than 3,000 lone parents claiming benefits.Customers in rural areasAs more than 30% of customers in this CPA live in ruralcommunities, our EAs will provide outreach services from community premises in markettowns such as Downham Market and Swaffham. We will also work with organisationssuch as Norfolk Rural Communities Council and Bedfordshire Rural Communities Council(both members of our Partner Network) to develop travel to work solutions.Customers living in areas with high rates of seasonal employment To addressshort-term employment cycles caused by seasonal employment across the East ofEngland, such as the agriculture industry in Swaffham and North Waltham, and tourism incoastal towns such as Lowestoft, we will support individuals into permanent employmentthrough balancing a succession of jobs. This approach has been successful on IngeusFND and Pathways contracts in South Scotland, where our EST has built a portfolio ofseasonal opportunities for customers that provide year-round work - for exampleemployment in agriculture during the peak season, in holiday parks over the summer andthen progression to retail positions or working for Royal Mail over the Christmas period.Over 50s Ingeus has supported over 4,000 50+ customers into work, and has consultedwith The Age and Employment Network (TAEN) and Open Age to ensure our services aresuitable for older customers. All EAs will be trained using TAEN materials which includeadvice on conducting skills transfer analyses and sourcing employment opportunities with

    age positive employers. Customers will also undertake skills training through VocationalRouteways and in-house learndirect courses, which include a wide range of IT modules.18-24-year-olds In areas such as Waveney, 18-24-year-oldsaccount for over 30% ofJSA claimants. Our Step Aheadprogramme for young peopleis modelled on IngeusG2W course, which helps young people set goals, develop positive behaviours andbecome more motivated. Our Vocational Routeway providers, such as HIT Training whichis one of the UKs largest providers of hospitality apprenticeships, will help sourceapprenticeships in growth sectors.Black and Minority Ethnic (BME) customers In Luton and Peterborough, BME groupsare up to 47% less likely to be in employment than white British groups. To supportcustomers with low levels of spoken English to improve their language skills, gain UK

    work experience and improve their understanding of workplace practices, our in-houseWorking Englishcourse, assessed as the best in the country by Ofsted, will provide anintegrated package of English language training and work experience placements.

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    [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 responseMUST be limited to two sides of A4.

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    4.1b Ingeus has an outstanding reputation for providing high levels of customer service inits welfare-to-work provision. In our recent Customer Satisfaction Survey, 83.2% ofcustomers 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 withstaff. Relationships between participants and staff are excellent with high levels of mutual

    respect. For the Work Programme in the East of England, we have agreed exactingminimum service levels that will be applied across our whole supply chain to drive strongperformance and customer satisfaction. These service levels are outlined in ourCustomer Pledge whichwill be displayed prominently in all delivery sites. Performanceagainst these minimum service levels will be measured for every subcontractor andIngeus site throughout the lifetime of the contract and will be shared with our customers attheir initial appointment. Our Pledge contains five commitments that all customers canexpect and others that have been designed to meet the needs of particular customergroups. Ingeus-Deloitte is committed to providing service excellence with integrity.

    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 willinclude: convenient office locations across the East of England which are close to publictransport links; a freephone telephone number to contact us; internet access at all deliverysites; outreach services for those who cannot reach our premises; and flexibleappointment times for customers with family or caring commitments. Rationale: Ourexperience has shown that motivation and customer engagement increase significantlywhen offices are accessible and access to Advisors is convenient. This leads to morefrequent attendance, higher levels of job-search activity and better outcomes forcustomers, especially for those with disabilities and/or mobility issues. We expectflexibility of service to be particularly important for ESA/IB and IS customers.2) A personalised package of support that is tailored to individual needs. This willinclude: a carefully selected and well trained Employment Advisor (EA); a tailored CV,cover letter and benefit calculation (completed within the first four weeks of theprogramme); a detailed Action Plan outlining the support we will provide; access tosupport at least once every two weeks for the duration of the programme; and a choice ofover 70 interventions such as tailored pre-employment Routeways and specialist healthand wellbeing advice. Rationale: Our experience indicates that, to meet the needs ofdiverse customers, it is essential to provide a service that is tailored to each customersunique needs. This is particularly true of the East of England which features a diversecustomer group including customers aged over 50, BME customers, ESA claimants andNEETs, all of whom tend to have higher support needs and require more personalised

    support. A personalised approach will be particularly important for ESA ex-IB, IB/IS andJSA early access customers who are the most likely to have complex barriers to work.3) A professional Careers Academyand in-work service which will help customersdevelop and progress in the workplace. This will include: ongoing support from an EAto help manage the transition into employment; an in-work benefits calculation; a free in-work helpline; online advice through Invisageand careers guidance from an IAG qualifiedIn-Work Advisor. Rationale: The Ingeus Centre for Policy and Researchs sustainabilitystudy supported the findings of the Joseph Rowntree Foundation and the Centre forSocial Justice that two of the key conditions that support sustainable employment aresupport during the transition from benefits to employment and jobs that offer rewardingprospects. Our minimum service levels will ensure all customers receive help in managing

    the transition to employment and careers advice to develop sustainable careers.4) Priority access to exclusive job vacancies and labour market information.Vacancies will be displayed at reception and on electronic job boards and will be

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    promoted by EAs through our ADAPT recruitment software. Customers will be giveninformation 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. We will helpthem overcome this by providing priority access to vacancies sourced by our EmployerServices Team (EST), in conjunction work with Deloittes Cambridge and St Albansoffices.

    5) Treating customers with respect at all times and enabling them to be activeparticipants in setting their own goals.Customers will be empowered to take control of their journey back to work. We willprovide easily accessible information on our pledge and a widely advertised feedbackprocedure. All feedback will receive a response within one week. Rationale: Thisapproach is essential to providing a service that supports high levels of motivation andengagement amongst customers and provides us with critical information to supportperformance improvement.

    In addition to these core service levels, we are committed to meeting the needs ofcustomer groups across the East of England who have specific requirements. Therefore

    we have designed a set of minimum service levels for the following customer groups:Customers with skills needs access to 3,500 learndirect courses, basic skills and ITtraining through our online portal Invisage, advice on local skills provision, fast-tracking toSkills Plusif a skills need is identified and a wide choice of Vocational Routeways.Rationale: In areas such as Dogsthorpe in Peterborough, over 50% of residents have noqualifications. Customers with low skills levels suffer due to the local high skills economy,as more than 60% of Cambridges residents are qualified to Level 4 or above.Customers with complex barriers to work- referral to our ACE Network of specialistsincluding Citizens Advice, who offer legal and financial advice and Phoenix Futures forsupport with substance misuse issues. Rationale: A significant proportion of customershave multiple barriers to employment which can include the high cost of living in someparts of the region, debt and rural isolation.Customers living in rural areas We will provide outreach services in market townssuch as Swaffham (to correspond with market day transport). Customers will also benefitfrom our learndirect skills packages which they can access from one of 68 sites acrossthe CPA or remotely from any computer. Rationale: 30% of the regions population live indispersed rural locations and have difficulty accessing provision.50+ customers One-to-one support, identifying transferable skills, career guidance, andskills development through our Vocational Routeways and online packages, which includea choice of 3,500 learndirect modules. Our EST will engage with employers, such asB&Q, who offer flexible working practices. Rationale: Across the East of England, 17% of

    JSA claimants are over the age of 50, against a national average of 15%.Customers with health-related barriers to work (ESA, ESA ex-IB, JSA ex-IB and IBgroups)access to our on-site Health & Wellbeingservice and a range of vacancies withflexible working practice sourced by our EST. Rationale: Over 58% of benefit claims in theEast of England are due to health reasons.Customers with family and or caring responsibilities (all customers but particularlythose in receipt of IS) flexible appointment times, jobs with flexible working patternssourced by our EST and sign posting to support groups. Rationale: There are over 2,500lone parents in Basildon and over 10% of all benefit claimants in Maldon are carers.BME customers our Working EnglishESOL course, a culturally sensitive service withprivate rooms available for prayer, Advisors who speak community languages and

    translation services where appropriate. Rationale: Areas such as Luton and Peterboroughhave many BME residents who have employment rates up to 47% lower than those ofwhite British groups.

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    PART 5: SUPPLY CHAIN MANAGEMENT

    [5.1] Delivery Strategy

    Please describe in detail your delivery structure for all elements of the Work Programmeprovision across this CPA and explain why you consider your delivery strategy to be thebest approach for customers in this CPA. You should clearly state how you intend to workwith 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 includingvoluntary sector organisations where appropriate.Please also complete:

    Annex 2 to show the structure to be put in place within the supply chain todeliver the Work Programme provision in terms of overall percentage ofdelivery, specialism and geographical coverage; and

    Annex 3 (Sub-contractor Declaration) for your proposed sub-contractors asappropriate.

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

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    5.1 Ingeus-Deloittes delivery strategy for the East of England is the result of a six-monthregional research project which encompassed: face-to-face meetings with nine localauthorities across all six counties; consultation with JCP, CBI East of England, the East ofEngland Development Agency and strategic health bodies, such as the East of EnglandHealth Authority; labour market analysis undertaken by Deloitte economists; consultationwith Deloittes offices in Cambridge and St Albans which have relationships with more

    than 1,000 employers and more than 15 local authorities; consultation events with thirdsector partners on our Partner Networkfor the East of England; and meetings with morethan 25 local delivery providers. We concluded that a successful delivery strategy thatmeets the needs of all customers across the region should include the following features:

    A focus on raising skill levels in line with employers needs in areas such as Luton andThurrock which have the East of Englands lowest rates ofeducational attainment;

    Comprehensive geographical coverage across the region, especially in North Essexand North Norfolk where customer volumes are dispersed and transport is limited;

    Specialist support for customers with multiple barriers to work, particularly in areaswith high levels of deprivation; and

    Joining up current welfare-to-work and skills providers across a region whichhistorically has had multiple separate programmes and funding streams.

    Summary of delivery strategyIngeus-Deloitte will act as Prime Contractor and will drive the overall performance ofprovision across the East of England, delivering as the Lead Provider across Essex,Hertfordshire and Norfolk. We will be supported by two highly experienced Lead Providers- Papworth Trust (Suffolk and Cambridgeshire) and Intraining (Bedfordshire). Ingeus,Papworth Trust and Intraining have a strong track record of working together to supportcustomers into work on Ingeus Flexible New Deal and Jobcentre Plus Support contractsin Leicestershire, Northamptonshire and Nottinghamshire and we will bring this provendelivery expertise to this adjacent region. Lead Providers will deliver all core elements of

    the Every Day Counts model: Diagnostics, Intensive Support, Skills Plus, Breakthroughand in-work support using the Careers Academymodel as well as health and wellbeinginterventions. Lead Providers will share vacancies, have access to our Labour MarketPortal and will be supported by two further types of subcontractors:ACE (Accessible Community Experts) Network - The ACE Network enables LeadProviders to draw on the expertise of specialist providers such as Citizens Advice(financial and legal advice) and Mencap (learning disabilities) to support customers withcomplex barriers to work. ACE Network members will work from the premises of LeadProviders to provide a convenient and holistic service for customers.Vocational Routeway Providers -10 Vocational Routeway providers (including Ixionand MPower) will assist us to improve customers basic and vocational skills across the

    CPA. They will provide tailored Routeways for customers by offering vocational training,work placements, basic skills and ESOL support. We have selected Routeway Providersthat specialise in industries highlighted by the East of England Development Agency asfundamental to economic growth including Agriculture, Food and Drink, Retail, Hospitality,Health and Social Care and Business Services. All Routeways have been designed toreflect local needs following discussions with a number of stakeholders with expertise inthe local skills arena, including [REDACTED], Bedfordshire Council.

    The best approach for customers in the East of EnglandOur strategy provides a unique combination of expertise and has been designed toaddress local issues and meet the needs of all customers across the East of Englands

    six counties. The key strengths of our strategy are:Convenient geographical coverage Although strong networks of local providers existacross some parts of the CPA, the extent of its geography and wide range of different

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    contracts means that there are significant gaps in provision and customers receive a verydifferent service depending on where they live. By utilising the existing infrastructure ofour Lead Providers, along with Ingeus-Deloittes new premises, we will be able to providefull geographical coverage across the six counties from 22 fixed premises and 18outreach sites. This will be particularly important in rural parts of North Essex and NorthNorfolk where public transport is comparatively limited. Members of our ACE Network will

    also deliver services from these premises, creating a one-stop-shop where customers canaccess multiple services from a single location. Our approach will encourage frequentattendance for all customer groups but especially those on IS who may have caringresponsibilities, and those on IB or ESA who may have mobility issues.Drawing on the expertise of specialist providersThe ACE Network will utilise theexpertise of small and voluntary providers to meet the complex needs of all customersacross the East of England. For example, as the high cost of living and low availability ofhousing is a significant barrier to work for customers living in city centres, such asCambridge, we have selected Citizens Advice to be part of the ACE Network to provideour customers with financial and legal advice. Citizens Advice has 53 permanent officesand more than 320 outreach premises across the region. Its expertise, together with that

    of organisations such as Mencap and Suffolk County Council, will complement the work ofLead Providers to ensure that we meet the needs of all customers, including those whoare hardest to help. These services will be particularly important for JSA ex-IB, JSA EarlyAccess, ESA ex-IB, IS and IB customers who are likely to have higher support needs.Supply chain managementinformed by frontline delivery experience Ingeus-Deloitte will be both a Lead Provider and manager of the supply chain across the region.Our unique combination of Lead Providers has proven experience of working with us tobenefit from insight and techniques from Ingeus delivery experience and together sharebest practice and adopt continuous improvement techniques. The majority of our ContractManagers will have frontline delivery experience to assist our practitioner approach whichcombines clear performance management processes with support from industry experts.A comprehensive, employer-led skills offerDue to the East of Englands high skilleconomies, local jobseekers and employers are often disadvantaged by low skills levels.This is a particular issue in areas such as Tendring and Peterborough where extremelyhigh percentages of residents have no qualifications. Our network of 10 VocationalRouteways providers will help us address these basic and vocational skills gaps. OurEmployer Services Team will also ensure that our service consistently focuses onmeeting employers needs. This provision will benefit all customer groups but will beparticularly relevant for JSA 18-24 customers who are most likely to have skills needs.Rapid implementation Our delivery strategy has been designed to enable a rapid androbust implementation timetable that will produce strong performance from day one of

    delivery. We have agreements in place with all our subcontractors to deliver from theirexisting premises upon contract award. Drivers Jonas Deloitte, our commercial propertyconsultants, along with Ingeus Premises and Facilities Team, has identified suitableoffice locations for Ingeus-Deloitte in Hertfordshire, Essex and Norfolk and for PapworthTrust in Lowestoft, Peterborough, Haverhill and Wisbech which would be operationalseven weeks from contract award. Moreover, our Lead Providers already employ morethan 100 experienced staff across the region who are ready for service delivery.

    Rationale for supply chain selectionA further feature of our strategy is a rigorous approach to supply chain selection. Weconducted a wide-reaching selection process over a four-month period. We received

    Expressions of Interest from more than 1,000 organisations nationwide, including morethan 110 from the East of England. Potential subcontractors were assessed againstcriteria covering performance, capacity, quality standards and innovation. In addition, we

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    considered how and where our in-house delivery could be best utilised. The informationbelow outlines the rationale for inclusion of each Lead Provider:Ingeus-DeloitteHertfordshire and Essex. Hertfordshire and Essex are characterisedby extreme affluence and pockets of deprivation. By drawing on our delivery experience inareas with similar characteristics, we are expertly placed to deliver services in areas suchas Southend-on-Sea, where economic inactivity is significantly higher than the national

    average and St Albans, where unemployment has historically been low, but has increasedby 130% over the last three years due to the recession. In addition, our consultations withwelfare-to-work providers across the two counties revealed that they struggle to formrelationships with London-based employers, despite close proximity to Londons4,250,000 jobs. Our relationships with more than more than 10,000 employers acrossLondon will enable sharing of vacancies and employer and stakeholder relationshipsacross county boundaries, resulting in increased employment opportunities for customers.Ingeus-DeloitteNorfolk. Norfolk ischaracterised by high concentrations of customersin well connected areas such as Norwich, Great Yarmouth and Kings Lynn and lowconcentrations of customers in areas with relatively poor transport infrastructure in theNorth and South West. Ingeus-Deloittes strategy for Norfolk builds on Ingeus hub and

    spoke delivery model, where we locate one-stop-shop delivery sites in easily accessibletowns and cities, which offer a wide range of services and provide peripatetic services tosurrounding rural communities. This approach has proven successful in meetingcustomers needs on Ingeus FND and Pathways to Work in the Scottish Borders.Papworth Trust Suffolk and Cambridgeshire. Through delivery of Pathways to Work,Workstep and Work Prep, Papworth Trust has over 20 years experience ofsupportingpeople with disabilities and health conditions into employment. As an end-to-endsubcontractor for Ingeus on FND in Northamptonshire, Papworth Trust has been thehighest performing provider in supporting JSA customers into sustainable employment.Intraining Bedfordshire. Through the delivery of ESF, FND and two Pathways to Workcontracts, Intraining is highly experienced in supporting long-term JSA customers, inaddition to customers with health conditions. As part of Newcastle College Group, aleading skills provider with Grade One Ofsted status, Intraining is also well placed todeliver Vocational Routeways to address Bedfordshires skills shortages. Intraining willdeliver from its existing sites in Luton and Bedford.

    Members of the ACE Network and Vocational Routeways providers were required todemonstrate a strong track record of meeting the needs of the hardest to help customersand/or providing high quality skills support. Ixion, for example, has campuses in KingsLynn and Chelmsford and, as part of Anglia Ruskin University, it is highly experienced indelivering Level 2 and 3 NVQs, Skills for Life and Train to Gain contracts.

    Working with subcontractors (including the voluntary sector)As Prime Contractor, we will co-ordinate the strategy to encourage joined-up working andto drive consistent performance. We will work with our supply chain to: co-ordinatecoherent employer and stakeholder engagement strategies across the region; provideeach subcontractor with access to a range of key corporate services; share best practiceacross our supply chain through quarterly networking forums; and drive continuousimprovement through robust contract management. We will pay particular attention todrawing on the expertise of smaller and voluntary providers. As part of our commitment tothis, we have established a Third Sector Advisory Panel which brings together CEOs ofleading charities including [REDACTED]. The Panel will be chaired by Deloitte senior

    Partner [REDACTED] who leads Deloittes Third Sector practice. The panel will adviseIngeus-Deloitte on issues such as funding structures and how the third sector can delivermost value.

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    [5.2] Management Structure

    Please provide:

    a description of the proposed management structure and how the requiredmanagement skills and expertise, including working with local stakeholders, have

    been identified and will be delivered. You should also include a description ofassociated responsibilities and reporting lines ;

    a description of how you will work with the management teams of any supply chainorganisations and key delivery partners; and

    explain why your management structure is appropriate for the Work Programmewithin this CPA;

    Please include an organisation chart (attach as Annex 4) showing the proposed managementstructure 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.

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    5.2 Our management structure for the East of England combines local supply chaincapability and knowledge of local stakeholders with central resources focused on supportingdelivery. The structure is based on Ingeus experience of successful delivery of multipleFlexible New Deal (FND) and Pathways to Work (PtW) contracts. Our experienced HumanResources 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 existingmanagement team who will transfer to the region to lead on Work Programme delivery.

    Proposed management structure, skills and reporting linesLocal staff Our new Director for the East of England (DEE) will be [REDACTED] who isan experienced member of Ingeus senior management team. [REDACTED] has more than20 years experience in welfare-to-work, including 15 years at Jobcentre Plus (JCP) and twoyears managing Ingeus Employment Zone, PtW and ESF contracts. [REDACTED] will beresponsible for all Ingeus-Deloitte and subcontractor performance across the region. Shewill provide strategic leadership, develop and maintain senior stakeholder relationships,develop co-commissioning proposals and work with JCP, key local employers, local

    authorities and the five Local Enterprise Partnerships (LEPs) to ensure delivery meetsregional needs and contributes to the East of Englands aim of reaching full potential ineducation, skills and employment. [REDACTED] has a strong track record of working withstakeholders. She will report to the Chief Operating Officer (COO) and will work closely with[REDACTED], Local Public Sector Partner for Deloitte, who has close relationships withsome of Deloittes largest clients across the East of England including the University ofCambridge, DuPont and Renault and key stakeholders.

    The management of Ingeus-Deloittes direct delivery in the CPA will be undertaken byOperations Managers (OMs). OMs will report to[REDACTED] , with whom they will attendQuarterly Performance Reviews (QPRs). OMs are responsible for: ensuring performanceand budgetary targets are met; leading teams to deliver a quality and contractuallycompliant service; tailoring our delivery to respond to local needs; and developing effectiveworking practices with stakeholder staff and local partners. OMs will be skilled in:leadership, operational performance management, stakeholder management and staffdevelopment. They will demonstrate an understanding of and commitment to finding joined-up solutions to local issues such as improving customers skill levels and effective deliverysolutions for rural areas such as North Norfolk, North West Essex and coastal Suffolk wherepublic transport is limited. OMs will be supported by Deputy Operations Managers (DOMs),one of whom will have designated responsibility for each delivery site. They will directlymanage frontline staff through a structured performance support system. DOMs will have

    exceptional management skills and an understanding of effective ways to work with localcustomers including those with drug and alcohol dependency and low-levels of basic skills.OMs and DOMs are also responsible for maintaining effective relationships with local non-contracted providers, including those in Education, Probation, Health and Housing.

    Each subcontractor will be allocated a locally based Contract Manager (CM) or Senior CMwho will provide subcontractors with regular support and manage performance against arange of KPIs. Each subcontractors management team will be responsible for themanagement of their frontline delivery staff. CMs will conduct monthly progress meetingsand formal QPRs to set performance targets, review performance against KPIs and updatethe subcontractors Development Plan (agreeing action points to achieve continuous

    improvement). There will be a number of other local interfaces with our

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    subcontractors: for example, practical advice and support to managers and frontline deliverystaff by our OMs and DOMs across the region. Managing relationships with local employerswill be critical for the CPA. Employer Account Managers from our Employer Services Teamwill work across the East of England and co-ordinate closely with their opposite numbers atPapworth Trust and Intraining.Centrally based staff (which support local teams) Our Chief Executive Officer (CEO),

    [REDACTED], has over 20 years senior management experience with a track record ofsenior stakeholder engagement and of delivering complex, large-scale programmes in thepublic and private sectors. He is responsible for setting overall objectives, developingstrategies for delivery and maintaining key high level, stakeholder relationships throughoutthe lifetime of the contract. Our Chief Operating Officer (COO), [REDACTED], reports to theCEO and is responsible for driving UK-wide standards and overall high performance of theWork Programme and all other contracts. [REDACTED] is highly experienced in themanagement of welfare-to-work provision and has an exceptional track record ofperformance delivery and improvement. The Head of In-Work Support will report directly tothe COO and will liaise closely with [REDACTED] to ensure that the service meets theneeds of customers across the CPA. Our Supply Chain Team (described below) will be led

    by our Commercial Director (CD), [REDACTED], , who also reports to our CEO.[REDACTED] is responsible for our supply chain strategy and the performance of oursubcontractors across all contracts. [REDACTED] has managed large and complex supplychains 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 thechallenges of delivering the Work Programme. Further details for all senior roles are shownin pages 1-4 of Annex 4. Our centrally located corporate functions include PerformanceManagement, Quality Performance, IT, HR, and Learning and Development.

    How we will work with our supply chain and delivery partnersIngeus-Deloitte recognises its role in deepening the welfare-to-work supply chain in the UK.Our approach is to balance high performance expectations with support for buildingcapability. In passing on risk to suppliers we will consider their differing abilities to shoulderit. We will help specialist providers to understand how well their interventions movecustomers closer to work and hence to improve their offerings. Page 6 of Annex 4summarises key interfaces between Ingeus, subcontractors and stakeholders.Supply chain Pages 7-8 of Annex 4 show the detailed interfaces between Ingeus-Deloitte, Papworth Trust and Intraining. Day-to-day interactions with our subcontractorsacross the region will be led by the regional Supply Chain Team of Contract Managers andSenior Contract Managers described above. They will be supported by our national Head ofContract Management (HCM), [REDACTED], who reports to the CD and will set and review

    performance benchmarks for subcontractors, maintain relationships with key suppliers andattend the QPRs of Lead Providers who are failing to achieve performance objectives.[REDACTED] has 10 years experience in welfare-to-work, of which five have been spentmanaging supply chains. Our Head of Partnership Development (HPD), [REDACTED], alsoreports to the CD. [REDACTED] is responsible for leading our subcontractor managementteams through implementation and providing appropriate support, particularly to smaller andthird sector organisations. [REDACTED] has over seven years experience in partner andcontract management in the skills and welfare-to-work sectors. All managers in our supplychain will also be provided with support from experienced managers across our corporatefunctions (outlined above).Delivery Partners [REDACTED] will be the main point of contact for JCPs Director for

    the East of England and other senior regional stakeholders such as the five LEPs. OMs willbe the ke contact for local deliver artners in In eus-Deloitte deliver areas and will meet

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    relevant OM will also meet with the JCP District Managers within the CPA - [REDACTED]- quarterly or as required. Subcontractor managers will be responsible for working effectivelywith partners and stakeholders in their locality to support their delivery.

    Why our management structure is appropriate for the East of EnglandRobust organisation processDeloittes organisation design experts contributed to the

    design of our structures by: consulting with staff and senior management of Ingeus and oursuppliers; leveraging best practice from Ingeus international operations; and using templaterole profiles from Deloitte engagements in comparable organisations. Our HR Director hasdeveloped detailed competency-based job descriptions to identify internal and external stafffor all roles and AMS has already appointed a dedicated Account Manager in the region toidentify a range of suitable candidates for management vacancies. Several members of oursenior management team are able to transfer to the East of England and their proven skillswill be integral to driving the successful delivery of the Work Programme across the region.Management roles across the region will be filled by experienced Ingeus-Deloitte staff andnew personnel who meet our requirements.Combining proven structures with innovation Our proposed structure is based on

    Ingeus existing management structures, which have already resulted in high quality deliveryand performance levels exceeding targets on ESF and New Deal contracts. We have takenthe best of what works today, but have included new elements (such as the dedicated in-work support team to manage the Careers Academy, or the new Continuous ImprovementTeam) to align with the new expectations of the Work Programme. All of our subcontractorshave a proven track record of successfully managing welfare-to-work provision. Each will bedelivering from existing sites where management infrastructure is already in place andsuccessful working relationships have been established. This will enable strong leadershipand performance from day one of delivery.Locally focussed delivery supported by national capabilitiesAll managers and stafffrom [REDACTED], DEE, down will work within the CPA and will have or develop an indepth understanding of the local labour market, communities, customer needs and supportservices. We will build upon the established management teams of our Lead Providers whoare highly experienced in local delivery. Local managers will be supported by our corporateteams who will work across CPAs to facilitate consistency of delivery, drive performanceand innovation and support our supply chain where it is needed.Clear roles, responsibilities and interfaces All roles in our proposed structures areclear and do not overlap with other roles. They all have specific responsibilities andaccountabilities which are clearly aligned at each level in our organisation with counterpartsin our supply chain and key stakeholders, to ensure effective joint working.Practitioner approach to contract management The balance between subcontracted

    and Ingeus-Deloitte delivery enables us to leverage our direct delivery experience to supportthe development of our suppliers capability, rather than take a pure narrow contractmanagement approach. We will work closely with our supply chain by holding best practicesharing forums, setting up buddying schemes and ensuring collaborative and joined-upemployer engagement activity. We will seek to learn from our subcontractors and develop aculture of transparency and openness.Developing capacity We will continue to develop the strength of our managementcapability across the CPA. Our Management and Leadership programme will enablefrontline staff to develop the skills to take on management positions - over 50% of Ingeusmanagers were appointed having completed the course. Existing managers will continue todevelop skills through secondment opportunities to Deloitte and best practice sharing events

    for managers in our supply chain. This will help to build a cadre of people with the requisitemana ement skills to maintain erformance over the term of the contract.[5.3] Management of Delivery

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    Please clearly describe:

    How you and your supply chain will manage and monitor the quality of deliveryof the Work Programme to ensure that the whole provision within this CPA is ofa consistently high standard and meets your minimum service levels;

    Your approach to performance improvement activities for your supply chain asa whole, outlining how you and your supply chain will act on the findings of anymonitoring activity including the resolution of issues from within your own supplychain, partners or other bodies.

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

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    5.3 Ingeus-Deloitte has a track record of delivering outstanding performance acrosscomplex supply chains. Ingeus has nine years experience in the UK of delivering 40contracts and managing over 65 subcontractors and Deloittes award winning SupplyChain practice has helped more than 400 businesses make supply chain improvementson programmes such as the 2012 Olympics. 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 chainto enable continued achievement over the lifetime of the contract. [REDACTED], our newDirector for the East of England (DEE), will be accountable for applying the DMF acrossthe region. The DMF has four key elements of activity: Key Performance Indicators(KPIs), Monitoring, Evaluation and Management, and Performance Improvement. Ourprocesses are accredited to the Matrix standard.

    KPIs: We have set exacting targets based on our enhanced delivery model and these willbe increased year on year. KPIs are set out on a performance dashboard for all membersof the supply chain, in particular our Lead Providers. We will set KPIs using the QPARMmethodology. Key indicators for each component are: Quality: customer satisfaction,

    equality of outcome measures; Performance: job outcomes, sustainability, referral-to-start ratios; Assurance: compliance with contractual requirements, maintenance ofaccurate records, compliance with appropriate legislation (e.g. safeguarding);Responsiveness: process improvement, knowledge sharing, cost management,milestone adherence; and Management: performance reporting, communications, riskmanagement. Ingeus-Deloittes quality systems are accredited to the Matrix standard.

    MonitoringCentral to our approach to managing delivery will be to gather a set of performance andmanagement information and qualitative feedback. We will collect this through foursources: reports from our market leading ADAPT Management Information (MI) system;monthly analysis of key MI trends prepared by the Performance Analysis Team; quarterlyaudit reports; and feedback from customers, JCP, employers and other stakeholders.MI systemThe ADAPT MI system is used by 90% of the worlds largest recruitmentagencies 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 MIreports which will provide frontline delivery staff and managers with instantaneousinformation to identify customer attendance rates, performance rates by customer groupand the types and regularity of customer activities. These will be used by EmploymentAdvisors to monitor the progress of individual customers and by managers to analyse theperformance of individual Advisors and delivery sites as well as outcomes according to

    customer group. ADAPTs reporting software will be available across our supply chain.Monthly reporting Detailed monthly reports will be produced for all OperationsManagers (OMs) (Ingeus-Deloitte and Lead Providers) involved in delivery in the region,including those of our subcontractors, by our Performance Analysis Team. The reportswill provide analysis of key performance deliverables including customer starts, job andsustained outcomes and leavers broken down by individual delivery sites. These will bepresented in a user-friendly format and will enable OMs to identify key trends in data.Compliance and Audit Reports Our Quality Performance (QP) Team will conductquarterly spot checks and annual or bi-annual (depending on risk level) audits of Ingeus-Deloitte and subcontractor delivery sites. The report will be used to allocate a risk level toeach delivery site. Audits will focus on the compliance of our delivery substantive

    checks will be made on all customer paperwork and electronic records to ensureadherence to our Minimum Service Levels and contractual requirements. A more stringentaudit will be conducted with sites whose audits generate a variance of greater than 5%.

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    Customer and Stakeholder FeedbackFeedback on our customers experiences willbe collected through suggestion boxes, our customer portal Invisage, a formal complaintsprocess, an annual survey and quarterly focus groups. Feedback from Jobcentre Plus(JCP), other stakeholders and employers will be collected by our local management teamand Employer Services Team. All feedback will be passed to our ContinuousImprovement Team for further analysis. The complaints process will be managed for our

    whole supply chain by Ingeus-Deloitte.

    EvaluationData will be evaluated against each subcontractor delivery site and staff member toassess performance against KPIs. Management (Ingeus-Deloitte) and ContractManagement Teams (subcontractors) will check that targets are being met weekly. Forexample, we will be able to identify the percentage of customers who have had actionplans, CVs and benefits calculations completed within their first four weeks on theprogramme (as outlined in our minimum service levels) as well as the details of any whohave not. Each subcontractor, delivery site and staff member will be rated against theirKPIs on a quarterly basis as gold (exceeding objectives), green (meeting objectives),

    amber (below required levels) or red (well below required levels). Managers and ContractManagers will explore underlying reasons for any poor performance by examiningindividual efficiency rates, engagement rates, caseload numbers and the performance ofparticular cohorts. All MI will feed into our UK Performance Portal which contains abalanced scorecard to bench