087. cpa3: ingeus-deloitte - tender

8/3/2019 087. CPA3: 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: 3

Contract Package Area (CPA): CPA 3 London West


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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 Hill

London

EC4M 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:

1) Ingeus LtdGPO Box 3208BrisbaneQueenslandAustralia,Registration number ABN 46 010

948 7312) 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]
mailto:[email protected]:[email protected]:[email protected]


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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-upprovisions 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 liabilitycaps in the contract.


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Clause 8.8 (BusinessContinuity)

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


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Name: [REDACTED]

Scanned Signature:

[REDACTED]

Position: Chief Executive Officer Ingeus UK Limited

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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Ingeus-Deloittes Every Day Counts delivery model will provide every Work Programmecustomer in West London with a tailored and intensive package of support, designed toaddress complex barriers to work quickly and provide a fast and effective route tosustained employment. Every Day Counts will harness the local knowledge andexpertise of a range of local providers and will prioritise high levels of intensive activity toincrease speed to placement. Every Day Counts is designed for all customer groups

including those on Job Seekers Allowance (JSA), Employment Support Allowance (ESA),Incapacity Benefit (IB) and Income Support (IS). The intensity of support and choice ofinterventions will be tailored to each customers individual needs. Appropriate levels ofmandatory activity will apply to key steps and JSA customers will experience increasingconditionality throughout the programme. All customers, but particularly those in receipt ofESA, IB and IS, will receive holistic support to tackle their barriers to employment, whichmay include poor health and caring commitments. Our core model has been adapted tomeet the particular requirements of customers in West London and will be used by oursupply chain across the entire contract package area (CPA).

Every Day Counts incorporates four specially-developed stages: Diagnostics, Intensive

Support, 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 programme of support to help themremain in employment and build a sustainable career path. Each stage of Every DayCounts will be underpinned by: personal support from a dedicated Employment Advisor(EA); intensive job-searching activities, with automated vacancy notification; tailoredemployer engagement; work placements; a range of skills options; practical one-to-oneassistance from specialists in our Health & Wellbeingservice; advice and support onissues such as debt and substance misuse from our Accessible Community Experts(ACE) Network; and access to our innovative online job-search and job-matching supporttool, Invisage. Every Stage on the programme is focused towards employment andcustomers will be encouraged to enter employment at the earliest, most suitableopportunity. Transitions between stages will be marked by a Review & Refreshappointment, during which the customer and their EA will assess progress and identifynext steps.

Customer ReferralsOur dedicated PRaP team will process all Work Programme referrals from Jobcentre Plus(JCP). PRaP Adminstrators will ensure that customers are contacted within 24 hours ofbeing accepted via PRaP and aim to set up an appointment within five working days ofreferral. Our team of Outreach Advisors (OAs) will conduct community outreach, including

in local childrens centres, schools and health centres, to engage IB customers who havenot yet transferred to ESA and those in receipt of IS, including lone parents with childrenunder five. OAs will be trained in engagement techniques and will build trust and rapportwith 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 Programmeservice 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 toplacement, we will undertake thorough diagnostics with every customer to identify barriersto employment and ensure they are actively engaged. At their first appointment, each


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customer will be introduced to their EA. Customers will be given one-to-one support tocomplete our AWARE online self-diagnosis assessment (designed to assess confidenceand motivation levels) and where relevant, our Health Assessment, which is designed toassess functional, vocational and psychosocial workplace capabilities - building on ESAcustomers Work Capability Assessment reports. Together, they will formulate an ActionPlan based on: the customers employment and skills history; literacy and numeracy

levels; job goals; and personal circumstances. The Action Plan will be reviewed andupdated at least once every eight weeks throughout the programme to ensure our supportadapts to the customers changing needs. Diagnosticswill be underpinned by job-searching activity from day one, and customers ready to enter employment will be given apriority mock interview and immediately matched to suitable vacancies.

Diagnosticsmay take up to four weeks for customers with multiple and severe barriers toemployment, such as those who have claimed IB for more than five years. Customersidentified as having low basic skills or ESOL needs may be fast-tracked to Stage 3 andthen return 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 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 weekmodules based on the results of their Diagnosticsassessment, where they will workintensively to: fast-track into employment (Boost); enter self-employment (Enterprise);receive holistic support to address psychosocial barriers to work (Engage); or improvetheir health and wellbeing in preparation for work (Steps to Work). A full list of IntensiveSupportinterventions is available in Annex 1:

Boost a high intensity approach to job searching which helps customers to improve thequality and quantity of their job seeking activities to enable them to move into sustainablework at the earliest opportunity. We expect the majority of JSA 18-24 and 25+ customersto access Boost,as well as those from other groups for whom sustainable employment isboth immediately attainable and appropriate. We have designed the interventions withinBoostto meet their specific needs and career aspirations. Key activities include:immediate matching to local employer vacancies sourced by our Employer ServicesTeam (EST) and promoted to customers by our cutting-edge ADAPT recruitmentsoftware; access to local labour market summaries identifying growth industries and theskills required to work in these; Employer Routeways (consisting of vocational trainingand guaranteed interviews); Interview Skills workshops and mock interviews; help with

speculative applications; basic skills support; advice on updating and improving CVs andcover letters; IT training workshops to undertake effective online applications and facilitatethe use of our customer IT portal Invisage; and reverse marketing (where EAs proactivelymarket customers to prospective employers). 18-24 year old customers will also bereferred to our two-week Step Aheadmotivational course.Enterprise a comprehensive package of support for customers wishing to pursue self-employment. This will be delivered by self-employment specialists InBiz who will workalongside the London Enterprise Board, Greater London Enterprise, the London Chamberof Commerce and Industry and other organisations such as Portobello Business Centre toenhance our offer to customers pursuing self-employment. They will provide one-to-onesupport with business planning, and group workshops on book-keeping, tax advice and

marketing strategies. There will be additional support from Ingeus-Deloitte includingsupport to access funding and mentoring services. Customers will have the option of testtrading their business for up to 26 weeks and extending Enterpriseinto Stage 3.


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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 intheir employment to accommodate their health condition and/or caring commitments.Engage provides holistic support to tackle multiple and complex barriers to ensurehardest to help customers are able to move into employment. Interventions are basedon: psychosocial solutions such as Cognitive Behavioural Therapy (CBT) based

workshops; peer mentoring; techniques to address low levels of motivation and self-esteem, common in customers from areas of severe deprivation and intergenerationalworklessness such as Northumberland Park in Haringey and Golborne in Kensington andChelsea; activity programmes to raise aspirations and levels of self-confidence;encouraging customers to travel to areas of higher employment; and addressing specificbarriers to work including debt, substance misuse and gang-related offending. Customersaccessing Engagewill include JSA Early Access customers who have more complexbarriers to work, such as a criminal record or drug abuse, and IS and IB groups whorequire more specialist support to access employment. Interventions for IS and IB groupswill include confidence building and career planning sessions. Lone parents will be able toaccess 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 specialistsubcontractors Women Like Us are experts at working with employers to find flexible andpart-time roles. To maintain a consistent focus on securing employment, customers willbe provided with intensive job-search and vacancy matching support through one-to-oneand group-based activities throughout Engage.Steps to Work provides integrated health and employability support for customers forwhom health is the main barrier to employment. 32.6% of benefit claimants in WestLondon are claiming due to a health barrier (rising to over 41% in Westminster andCamden) and this module has been specifically designed for ESA Flow, ESA ex-IB and IBcustomers, who have been out of the labour market for two years or more due to theirhealth condition. They will receive advice from specialist Health Advisors on managinghealth conditions and support from dedicated Employment Advisors who will sourcesuitable 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 Workwill help with pain management, improving mobility and tackling root causes ofdepression. A specialist Health Advisor will meet customers on a regular basis to provideone-to-one employment support and refer them to services offered through ourAccessible Community Experts (ACE) Network and Health & Wellbeingservice (bothdescribed below). When appropriate, we will signpost customers to community referralpartners (such as Twining Enterprises peer support groups for people with mental healthconditions and drug and alcohol rehabilitation programmes). To ensure they remain on

the programme, we will undertake active engagement of these customers, particularlythose in voluntary groups. When ready to undertake more intensive job seeking activity,customers can move to another Stage. Customers will continue on Steps to Workfor aslong as is necessary (including into later stages), and transition points will be marked byregular Review & Refreshappointments.

Stage 3Skills Plus(weeks 17 to 52)The purpose of Stage 3 is to address customers vocational skills needs and/or lack ofrecent work experience, and to build on job-search skills developed in the previous twostages. Customers identified as having low basic skills or ESOL needs will be fast-trackedto 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. TheVocational Routeway will be supplemented by job-search activity and one-to-one supportwill be provided by their EA throughout the rest of the stage. Customers will choose from


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a range of Vocational Routeways provided by subcontractors that are experienced atdelivering training and apprenticeships and who have close employer links. Theseproviders include Renaisi, Excelsis Training Solutions, and Urban Futures. Customerswith English language needs (we anticipate that this will be 5-10% of customers in WestLondon) will be able to access a Working EnglishESOL Vocational Routeway. VocationalRouteways 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 isparticularly at Foundation and Levels 1 and 2, in growth sectors such as hospitality, retailand green jobs. 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 programme. Customers will beintroduced to a group of peers who will meet at least once a week to support one anotherwith job-search activities and to maintain focus. At each weekly meeting (led by a GroupFacilitator) customers will jointly review progress and plan activities for the next sevendays. 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 customers job goal. During this stage,continued support will be provided by the ACE Network and EAs to tackle underlyingbarriers to employment and address the reasons why the customer has not foundsustainable work on the programme through the previous three Stages.

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 of 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 todraw up an in-work Action Plan and undertake the necessary preparatory activitiesincluding completing Working Tax Credits and Housing Benefit forms, sourcing childcareand arranging travel passes. All customers will be encouraged to attend our Flying Startworkshop to find out about the in-work benefits available to them and get advice onmanaging their first few weeks in work and issues that frequently arise. Customers willhave access to the following types of support through the Careers Academy:

1) In-Work Support (delivered through our customer contact centre) - Customer SupportCo-ordinators will provide support six days a week for customers via a freephonetelephone number, text and email. Staff will proactively contact in-work customers andwill provide immediate responses to incoming requests for support on issues such asbudget management and in-work benefits. Customers in the JSA Early Access, ESASupport, JSA Ex-IB, IB and IS groups will all be tracked more intensively, as statisticalevidence demonstrates that these groups are most at risk of leaving employment.Customers needing more specialised attention will immediately have their caseelevated for a same-day response from Specialist Support.

2) Specialist Support - specialist In-Work Advisors provide advice over the phone andin 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


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who will offer a telephone-based appointment to advise customers on progressionopportunities and further training.

3) Rapid Response Team (RRT) any customer who is likely to or who has alreadycease employment will be referred immediately to the local RRT who will work closelywith our Employer Services Team to source suitable alternative employment asquickly 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 followingservices:Health and Wellbeing: our integratedHealth & Wellbeingservice is delivered by ourteam of Specialist Health Advisors and incorporates CBT-based interventions, workshopson Relaxation Techniques and Healthy Eating, and weekly walking groups. One-to-one

counselling and support is also available. Health & Wellbeinginterventions will be offeredto all customer groups and are specifically designed to account for the fact thatdisadvantaged customers can experience poor health regardless of their benefit type.Invisage: our online customer portal Invisageenables customers to job-searchindependently from home, an internet caf or IT facilities available in every office.Customers will be provided with a personal Invisageaccount, which they will be able toaccess from home or an internet caf, as well as from our sites. Customers with limited ITskills will be supported by their EA when using Invisage. Key features include: intelligentjob-scraping software which filters suitable job vacancies from multiple websites; WorkingIn... podcasts that give insights into working in particular industries; and a suite of e-learning modules. We will make effective use of telephony, web and SMS text channelsfor contact, reminders and notification of jobs.learndirect skills packages: customers will be able to access more than 3,500learndirect e-learning courses through our fully equipped Job Stations. These includeEvery Day English Skills and Keyboard Skills.The ACE Network: a pool of third sector providers who will work from core delivery sitesto 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 thosewith 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 inaddressing the needs of customers from areas of severe deprivation such as Clapton inHackney and Walworth in Southwark where there are high levels of crime, substancemisuse and personal debt.Employer Services Team(EST): our dedicated team of Employer Account Managers willbe embedded within our delivery sites within West London and will source thousands ofvacancies each year from local employers to which Work Programme customers will havepriority access. In addition to generating bulk vacancies, they will focus on engaging withemployers to source part-time opportunities for customers who require greater flexibility inthe workplace, such as lone parents and carers. They will also work with employers toaccommodate customers with health conditions and broker Access to Work funding for

workplace 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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Our customer journey combines the experience and highest performing practices drawnfrom Ingeus 21 years experience in delivering welfare-to-work contracts, with Deloittesexpertise in designing new operating models for a wide range of organisations, includingHammersmith and Fulham Council. Every Day Counts is based on the fact that speed toplacement is key the longer a customer is out of work, the harder it is to return. It alsoapplies 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 JobSeekers Allowance (JSA), Employment Support Allowance (ESA), Incapacity Benefit (IB)and Income Support (IS) customers, and has been tailored to meet the needs ofcustomers in West London. The model brings together proven techniques as well asinnovative new features designed specifically for the Work Programme.

Every Day Counts is based on the findings of a six-month research project undertakenby Ingeus-Deloittes Operations Excellence practice. The project combined an analysis ofIngeus existing operating models in the UK, Europe and Australia; input from over 200frontline staff; a study of over 100,000 Ingeus customer records; and feedback from over500 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 fallout, of work, the results of which were presented at the CESI 2010 Welfare-to-Workconvention. In West London, we consulted with local providers and stakeholders to tailorour delivery model to achieve key local objectives such as improving health andwellbeing, addressing poor skills, and supporting the most disadvantaged to benefit fromthe opportunities generated by the areas economic dynamism. Our research identifiedthe following overarching principles which have been embedded in our delivery model:

Every Day Counts - Our research demonstrated that customers must undertakemeaningful activity every day in order to make the strongest progress towardsemployment. Customers who stop activity tend to drift and disengage, while those whoare set structured activity between appointments are substantially more likely to enteremployment. For customers who are furthest from work, activity should focus on constantprogress towards work. Effective engagement is critical to ensuring customers keepprogressing, particularly those from voluntary groups (e.g 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 thatdemonstrates the negative effect on job outcome rates of longer lag times betweenreferral and first appointments. We will therefore aim to conduct first appointments withinfive days of each customers PRaP referral.

Holistic support - The London Mayors recent report on unemployment in Londonestimates that three-quarters of those out of work are long-term workless. Our experienceinforms us that these customers are likely to be characterised by multiple, complexbarriers to work and are unlikely to enter the workplace without holistic support that meetsall their needs. Although all Work Programme customers will face at least one significantbarrier to employment, we expect the JSA Early Access, JSA ex-IB, ESA Flow, ESAvolunteers, ESA ex-IB and IB customer groups to have particularly acute constraints.These may include poor mental health, lack of qualifications, substance misuse, caringcommitments 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 theconfidence 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-shopwhereby customers can access a range of specialist services alongside employabilitysupport. This will be provided by our in-house Health & Wellbeingservice (for customers


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with a health condition) and our Accessible Community Experts (ACE) who will offersupport to tackle issues that local customers face including housing problems and poorbasic skills. Lone Parents will be supported by specialist Advisors with expertise insupporting customers to find alternative caring arrangements and part-time employmentopportunities.Personalised support - Through delivering employability programmes to more than

32,000 customers in West London, we know that central to each customers journey backto work is their relationship with a dedicated Employment Advisor (EA). Performanceanalysis demonstrates that all customer groups undertake more positive change and havea greater chance of sustaining in employment if they develop a trust-based relationshipwith their EA. This is principally because EAs are able to encourage customers to accessdifferent interventions and to deliver challenging messages. Furthermore, we have foundthat EAs who specialise in working with a particular customer group perform better thangeneralist EAs. For example, we witnessed a 60% performance uplift on our Brent andHaringey Employment Zone contract when we introduced specialist lone parent Advisors.In West London, Every Day Counts will therefore incorporate specialist EAs for 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).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 a Health & Wellbeingservice that providescustomers with access to trained health professionals who will support ESA and IBgroups in managing their health conditions. This will complement the work of EAs.Employer-focused deliveryIngeus Employer Services Team already undertakessubstantial employer-focused activity in West London, with over 2,000 decent, lasting jobssecured through employer contacts here over the last year. We consulted employers suchas Vodafone and Virgin Active as part of the design of our delivery model. Theyhighlighted a shortfall of candidates with suitable skills; a view supported by the CBI whichhas found that 12% of companies are lacking employees with lower-level skills, withnumeracy and literacy the biggest issue. Therefore, we have tailored our Routeways inWest London to meet employers needs in basic skills, and also the specific skills neededto do particular jobs in growth industries e.g. customer service and hospitality, which willbe important ahead of developments including Brent Cross.Fresh momentum for changing needs - Evidence from New Deal (ND) delivery in theUK has shown that job outcome rates increase by 35% around transitions betweendifferent stages of the programme. This is due to the fresh ideas and changes inmomentum 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 & Refreshsession,where the customer and EA assess progress and set fresh objectives.

Rationale for each stage of the Customer JourneyStage OneDiagnostics(identifying appropriate interventions): Thorough andengaging diagnostics are crucial in identifying personalised and targeted interventions foreach customer. These need to be underpinned by job-search from day one. Our FlexibleNew Deal (FND) delivery demonstrates that high quality diagnostics at the beginning ofthe customer journey increase conversion rates by over 5% in the first four weeks of theprogramme. Performance on subsequent stages also improves by 25%. All the elementsof 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 multipledisadvantages, these diagnostics are critical in mapping out a customer journey thattackles all their barriers to work.


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Stage TwoIntensive Support(maintaining high activity levels throughout): Ourexperience from delivering Flexible New Deal and Pathways to Work tells us thatprogrammes with high levels of activity will deliver the strongest job outcomeperformance. Our Performance Analysis Team looked at the number of appointmentsattended during the first two months on our FND programme and the overall impact onconversion rates. Conversion rates were 20% higher throughout the programme for

customers who had attended over three EA sessions per week during the first twomonths. Both Boostand Engagetherefore develop intensive activity and job-searchinghabits early on in the customer journey and are key to engaging customers effectively,particularly those in voluntary groups. We expect Boostto be particularly suitable for JSAcustomers who will undertake high levels of activity to facilitate a quick return toemployment. To address psychosocial and lifestyle barriers early in the programme, theEngagestream provides specialist Cognitive Behavioural Therapy (CBT) support. Thiswill be particularly effective for the JSA early access, JSA ex-IB, ESA ex-IB, IB and IScustomer groups who are further from the workplace. Our Enterprisemodule has beendesigned to stimulate entrepreneurism, particularly in areas with low levels of self-employment such as Kingston Upon Thames and Ealing.

Stage ThreeSkills Plus(skills, training and work experience): We will provide eachcustomer with a tailored programme of vocational training, work experience and advice onworking in particular sectors. Due to Londons high skill economy, a lack of skills has agreater 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 oursubcontractors will offer Vocational Routeways that are focused on core skills in growthsectors 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 arange of industries in order to address limited work histories. Customers who we identifyas having a basic skills need will be fast tracked to this stage following diagnostics. Weexpect customers across all eight groups to access this stage, however the JSA 18-24group will be given particular priority to help break Not in Education, Employment orTraining cycles and equip younger customers with workplace skills.Stage FourBreakthrough(combining work placements and peer support): Ourapproach is designed to help customers build on the job-search and vocational skills theyhave developed during the previous Stages to make the final step into employment.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 for both mandatory and voluntary customer groups.Breakthroughtherefore incorporates a six-month work placement (sourced through our

Placement Broker Team) which is mandatory for JSA customers and encouraged for allothers. The peer support element on our Gateway to Work (G2W) model has also proveneffective at changing ingrained attitudes and behaviours positively. Customers within theESA, IB and IS groups will be matched to a work placement that meets their specificrequirements, including accessibility, if they have a disability and proximity to home if theyhave 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, anddiscussions with stakeholders such as [REDACTED], Senior Project Manager at the LDA,have informed us that staff turnover is a major problem. ICPRs Sustainability Projectfound 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 appropriateattitudes and behaviour. The Careers Academyhas therefore been designed with theobjectives of providing meaningful support through the transition phase, assistance with


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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 theircareer aspirations. All customers will require some level of workplace assistance, but weexpect that the JSA Early Access, ESA Flow and ESA Volunteer, IS and IB customers willreceive a more intensive service due to higher levels of support needs. We will continueto support customers for an extended period of time and for as long as is necessary.

Benefits to individual customer groupsWe recognise that certain customer groups in West London will require additional supportand have tailored Every Day Counts accordingly:18-24 year old customers - West London has a high rate of youth unemployment, whichis particularly marked in places such as Kensington and Chelsea and Haringey. Thismajor problem will be addressed by our Step Aheadprogramme for young people (at thebeginning of Boostand Engage), which is modelled on our current G2W course. This willhelp young people set goals, develop positive attitudes and behaviours and improve theirmotivation. We will also source apprenticeships and appropriate training opportunities ingrowth sectors specifically for young people (e.g. low carbon industries).

Customers with health and lifestyle barriers - Our in-house Health & Wellbeingservicewill provide on-site access to trained Physiotherapists and Psychologists. Experience ofworking with over 8000 customers on health-related benefits on our Pathways to Workprogrammes in Central London and Lambeth, Southwark and Wandsworth informs us thatproviding integrated condition management support is vital in supporting this customergroup into work. On this basis, we will make aHealth & Wellbeingservice availableacross West London to meet the needs of the customers for whom their health conditionis the main reason they are not in employment (highly relevant because 45% of peoplewith registered disabilities in London are unemployed). West London also has aparticularly high proportion of people with mental health conditions so Mind will providespecialist 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 disparitywhen comparing White/BME employment rates, with the largest disparity in Hammersmithand Fulham at 74%/44%. To tackle this problem, we have partnered with community-focused providers including Action Acton and Volunteer Centre Kensington and Chelsea,who target BME residents in key deprived wards such as South Acton (in Ealing) andGolborne (in Kensington and Chelsea) by providing access to ESOL and culturally-sensitive engagement. It was highlighted to by [REDACTED], Head of EconomicOpportunity at London Councils, that there is likely to be a shortfall in ESOL provisionacross London in future and so we will offer our in-house Working Englishcourse, highly

praised by Ofsted, which will provide work-focussed English lessons to assist customerswith low levels of spoken English into employment.Families, including parents and carers In London 6.1% of the working age populationare lone parents, compared to 5.1% for the UK. This is particularly prevalent in deprivedareas such as Northumberland Park in Haringey. HM Treasury analysis suggests thatbeing a lone parent is associated with a 14 percentage point reduction in employmentchances compared to a single person with no children and Level 3 qualifications. Toaddress their needs and those of other parents and carers, we will provide dedicated,experienced EAs with specialist knowledge in childcare/care, relevant benefits, andsecuring work with family friendly hours. These EAs will be transferred from our loneparent 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 subcontractto Women Like Us who specialise in sourcing part-time and flexible roles for customerswith caring responsibilities.


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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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Ingeus has an outstanding reputation for providing high levels of customer service in itswelfare-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 West London, we have agreed exacting minimumservice levels that will apply across our whole supply chain to drive strong performanceand customer satisfaction. These service levels are outlined in our Customer Pledgewhichwill be displayed prominently in all delivery sites. Performance against theseminimum service levels will be measured in every subcontractor and Ingeus-Deloittedelivery site throughout the lifetime of the contract, and will be shared with customers attheir initial appointment. Our Pledge contains five commitments and others that havebeen designed to meet the needs of particular customer groups. Customers on the WorkProgramme 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 West London which are close to public

transport links; a freephone telephone number to contact us; web access at all deliverysites; outreach services for those who cannot reach our premises; flexible appointmenttimes for customers with family or caring commitments; and programme literatureavailable in community languages.Rationale: Our experience has shown that motivation and customer engagementincreases significantly when offices are convenient and accessible and access toAdvisors is made easy. This leads to more frequent attendance, higher levels of job-search activity and better outcomes for customers, especially for those with disabilitiesand/or mobility issues. We therefore expect flexibility of service to be particularlyimportant 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 willinclude: a carefully selected and well trained EA; a tailored CV, cover letter and benefitcalculation (completed within the first four weeks of the programme); a detailed ActionPlan outlining the support we will provide; access to support once every two weeks (as aminimum) for the duration of the programme; and a choice of over 70 interventions, suchas tailored pre-employment routeways and specialist health and wellbeing advice.Rationale: To meet the needs of a diverse customer group, our experience indicates thatit is essential to provide a service that is tailored to the unique personal circumstancesand needs of each customer. This is particularly true of West London, which features adiverse customer group including above-average proportions of lone parents, black and

minority ethnic customers, ESA claimants, and younger customers, all of whom tend tohave higher support needs and require a greater degree of personalisation.3) A professional Careers Academyand in-work support service which will helpcustomers develop and progress in the workplace. This will include: ongoing supportfrom an EA to help manage the transition into employment; an in-work benefitscalculation; a freephone in-work helpline; online advice through Invisage;and careersguidance from an Information Advice and Guidance qualified In-Work Advisor.Rationale: The findings of the Ingeus Centre for Policy & Researchs SustainabilityProject supported research by the Joseph Rowntree Foundation and the Centre for SocialJustice that two of the key conditions that support sustainable employment are supportduring the transition from benefits to employment and jobs that offer rewarding prospects.

Our service will ensure all customers receive help in managing the transition toemployment and careers advice to develop sustainable careers. We expect theseservices to be important for JSA 18-24 customers who are at greater risk of leaving work.


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4) Priority access to exclusive job vacancies and labour market informationVacancies will be displayed in reception, on electronic job boards and promoted by EAsthrough 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 adisadvantage 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 activeparticipants in setting their own goals. Customers will be encouraged to take control oftheir journey back to work and shape the best course of action at every stage. We willprovide easily accessible information on rights and responsibilities and a widelyadvertised feedback procedure, as well as Review & Refreshsessions after all Stages intheir journey. All feedback will receive a response within one week.Rationale: This approach is essential to providing a service that supports high levels ofmotivation and engagement amongst customers and provides us with critical informationto support performance improvement.

In addition to these core service levels, we are committed to meeting the needs ofcustomer groups in West London that have specific support needs. Therefore we havedesigned 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 IBgroups):access to our on-site Health & Wellbeingservice; and support in accessing parttime and flexible vacancies.Rationale: Over 49% of benefit claims in West London are due to poor health.BME customers:our Working EnglishESOL course; a culturally sensitive service withprivate rooms for prayer; Advisors that speak community languages; and translationservices where appropriate.Rationale: 33% of people in West London are from a BME background and BME groupshave 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 Aheadmotivational and goal setting course; support in accessing a range of apprenticeships andvocational 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 asHaringey and Hammersmith have particularly high levels of youth unemployment.Customers with skills needs access to basic skills and learndirect courses through ouronline portal Invisage; advice on local skills provision; fast-tracking to Skills Plusif a skillsneed 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 thosein the IS group)- information about local childcare provision; flexible appointment times;and access to specialist subcontractors such as Women Like Us who will supportcustomers in finding part-time and flexible employment that fits around caringcommitments.Rationale: There are 60,000 people in West London claiming benefits on the basis thatthey are a lone parent or a carer.Customers with complex barriers to work- referral to our ACE Network of eight specialistproviders 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 toemployment, which may include debt, substance misuse and health conditions.


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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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Ingeus-Deloittes delivery strategy for West London is built on our vast experience ofsupporting disadvantaged customers into work in the area and a six-month researchproject into how best to deliver the Work Programme locally:Since 2002, Ingeus has helped more long-term unemployed people into work in WestLondon than any other provider through our delivery of 16 employability contractsincluding PSL New Deal in Hammersmith and Fulham; the Brent and Haringey

Employment Zone; a pan-London DWP ESF2 contract; and Pathways to Work in CentralLondon. We have incorporated this experience into our delivery strategy by: consultingoperational staff including our Director for London ([REDACTED], analysis ofmanagement information using over 40,000 local customer records; and focus groupswith local customers.

The research project encompassed: engagement with stakeholders including all localauthorities in West London, the LDA, the London Skills and Employment Board (LSEB)and London Councils; labour market analysis by Deloitte economists; consultation withDeloittes regional Practices; four consultation events with our third sector partners onthe 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 oflocal providers with strong track records, including Ingeus; programme management andoperational support from Deloitte, which has great experience of managing large, complexprogrammes, including the London Congestion Charge; comprehensive geographicalcoverage making excellent use of existing delivery infrastructure; specialist support forcustomers with multiple barriers to work, particularly in areas with high levels ofdeprivation; and a focus on raising customer skills levels to meet the high skill demands ofLondons employers. Our strategy has been designed to meet the needs of all customergroups.

Summary of Delivery StrategyIngeus-Deloitte will act as Prime Contractor and will drive the overall performance of theprovision across West London. We will also be embedded in the area and deliver as aLead Provider in West London. We will be supported by two other Lead Providers5 Eand Ixion. Lead Providers will deliver all core elements of the Every Day Counts model:Diagnostics, Intensive Support, Personal Routeways, Breakthrough and in-work supportusing the Careers Academymodel, as well as health and wellbeing interventions. Ingeus-Deloitte and our Lead Providers will work collaboratively, for instance through sharingvacancies. Lead Providers will be supported by two further types of subcontractors:ACE (Accessible Community Experts) Network - The ACE Network enables all LeadProviders to draw on the expertise of eight specialist providers to support customers with

complex barriers. These include Zacchaeus 2000 Trust (financial advice), CamdenSociety (learning disabilities), Mind (mental health) and Phoenix Futures (drug/alcoholabuse). Members of the ACE Network will work from the premises of all Lead Providers.Vocational Routeways providersOur 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, TheTraining Consortium, Urban Futures, Women Like Us and the Volunteer Centre forKensington and Chelsea) will assist us to address skills shortages in West London. Theywill provide tailored routeways to customers by offering vocational training, workplacements and basic skills support. We have selected providers who offer Routeways inthe 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 havebeen selected to run Routeways for specific employers (e.g. Urban Futures for BAA).


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The best approach for customers in West LondonWest London is characterised by the disparity between wealthy and severely deprivedcommunities with entrenched poverty three-quarters of Londons unemployed are long-term workless. These customers are likely to suffer multiple disadvantages amongthose with the lowest employment rates in London are lone parents, people withdisabilities, 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 groupssuffer a multiplier effect on their employment chances - by up to 70% in the case of thoseof Bangladeshi customers with disabilities. To tackle customers barriers, we willincorporate the following as key features of our delivery:Ingeus experience and the Third Sectors expertise in delivering to hardest-to helpcustomersIngeus has more experience supporting West Londoners with complexbarriers into work than any other provider (over 13,000 since 2002). This includes thedelivery of our pan-London DWP ESF Phase Two hardest-to-help contract (customersinclude ex-offenders, the economically inactive and homeless people), which is thehighest performing DWP ESF contract in the UK. We are therefore uniquely placed tosupport 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 providersto meet the specific needs of customers with complex barriers to work.A comprehensive, employer-led skills offerLow skill levels were identified by manyof our local stakeholders, including [REDACTED] , Head of Regeneration at BrentCouncil, as a serious problem for jobseekers and employers. In London, 40% of jobsrequire high skills compared to 35% nationally a figure expected to grow to over 50% by2020. This is a particular issue in places such as Hounslow and Ealing with highproportions of residents with no qualifications. Our network of 18 Vocational Routewaysproviders will help us address these basic and vocational skills gaps. Our EmployerServices Team will also ensure that our service consistently focuses on meetingemployers needs.Supply chain managementinformed by frontline delivery experience in WestLondonIngeus-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 complexneeds and enable all our providers to benefit from insight and techniques derived from ourexperience. Contract Managers will have delivery experience, enabling a practitionerapproach, combining clear performance management processes with expert support.An easily accessible serviceBy utilising the existing infrastructure of Ingeus and ourLead Providers, as well as several specially-sourced premises, we will be able to providefull geographical coverage across West London from 12 fixed premises and 5 outreachsites. Our ACE Network specialists will also deliver from these premises, thereby

affording customers convenient access to a wide range of services from the samelocation. In addition, we have selected Action for Blind People to support sight-impairedcustomers and Clarion Work Focus to deliver to Deaf and Hard of Hearing customers.Rapid implementationIngeus and its supply chain are able to commence delivery on 1June due to strong existing infrastructure (31 existing sites, over 2000 existing staff) andIngeus-Deloittes implementation capacity.

A further feature of our strategy is a rigorous approach to supply chain selection. Ingeus-Deloitte conducted a wide-reaching selection process over a four month period. Wereceived expressions of interest from more than 1,000 organisations nationwide, includingmore than 400 in London. Potential subcontractors were assessed against criteria

covering performance, capacity, quality standards and innovation. The information belowoutlines the rationale for the inclusion of each of our providers:Ingeus-DeloitteCentral London,Hammersmith and Fulham, Brent, Harrow, Ealing,Hillingdon and Haringey - We will deliver services directly in the areas with the highest


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rates of unemployment, where we already have considerable delivery experience andinfrastructure. In Central London, we currently deliver Pathways to Work; in Brent andHaringey we deliver the Employment Zone; we deliver PSL New Deal in Hammersmithand Fulham; and Ealing, Harrow and Hillingdon all fall within our Reach West Londonproject. 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 EBarnet and Enfield - Our third sector delivery partner 5 E has considerableexperience of supporting disadvantaged local residents. This includes both mandatoryDWP welfare-to-work contracts, having delivered New Deal since 2006, and programmesspecifically targeted at the most severely disadvantaged customers on their LDAWorkskills programme (targeted at groups including BME, lone parents and those withhealth conditions) they maintain a job outcome rate of almost 50%. The quality of theirdelivery is reflected by Ofsteds Grade One assessment of their provision.IxionKingston, Richmond and Hounslow - This area provides the twin challenge ofdelivering to severely disadvantaged customers living in pockets of deprivation (e.g. theBrabazon Estate in Hounslow) and above average numbers of customers from

professional backgrounds. Ixion is well placed to deliver to the former, due to itsexperience of delivering the Jobcentre Plus Support contract here, through which theysupport more than 40% of lone parents into work. Ixion has also developed a bespokemodel for professionals which will use the comprehensive employer links (e.g. O2 andOrange) developed through their Workforce Development Brokerage and Business Linkcontracts, and high quality training informed by their relationship with their parentcompany Anglia Ruskin University.

Similarly rigorous criteria were used to select members of the ACE Network and SkillsPlusproviders. Members of our ACE Network were required to demonstrate experience ofmeeting the needs of hardest to help customers in West London. For example, theCamden Society was selected because it provides effective support services to more than1000 local people with learning disabilities every year. Each of our Routeways Providerswas required to demonstrate a track record of providing high quality skills support. Forinstance, Acton Training Centre delivered an SFA/LSC Skills for Jobs contract where theysupported 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 includingIT, 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 managementthroughout the lifetime of the contract.

As part of our commitment to incorporating third sector expertise, we have established aThird Sector Advisory Panel which brings together Chief Executives of leading charitiesincluding Mind, ACEVO, and Barnardos. JCP representatives will also be invited to jointhe Panel which will be chaired by Deloitte senior Partner [REDACTED] who leadsDeloittes 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 adviseIngeus-Deloitte on issues such as capacity-building and drive continuous improvementthroughout the lifetime of the contract.


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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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Our management structure for West London combines Ingeus-Deloittes existingoperational and corporate infrastructure with local supply chain capability and theknowledge of local stakeholders. This structure has been adapted to meet the needs ofthe Work Programme using Ingeus experience as a successful provider of multiple FNDand Pathways to Work contracts. Our experienced Human Resources Team, inpartnership with our recruitment advisor Alexander Mann Solutions (AMS), has developed

detailed competency-based job descriptions to identify internal and external candidatesfor all roles and we will identify key members of the existing management team who willlead on Work Programme delivery in West London.

Proposed management structure, skills and reporting linesLocal staff Our Director for London (DfL), [REDACTED] , will be responsible for allIngeus and subcontractor performance across West London. He will provide strategicleadership; develop and maintain senior stakeholder relationships; develop co-commissioning proposals; and work with JCP, key local employers, the 33 localauthorities, the London Skills and Employer Board and the GLA to ensure that deliverymeets 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, hehas a good understanding of regional stakeholder issues and a strong track record ofworking with stakeholders. He will report to the Chief Operating Officer (COO) and workclosely with Deloittes Local Government Partner in London, [REDACTED], who hasworked extensively with local authorities and other organisations in West London. Forexample, he led on the development of new operating models for Hammersmith andFulham Borough Council - developing new processes, working practices and organisationdesign.

The management of Ingeus-Deloittes direct delivery in West London will be undertakenby our Operations Manager (OM), [REDACTED] , who has more than three yearsexperience managing welfare-to-work contracts in West London including Brent andHaringey 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 aremet, leading their teams to deliver a quality and contractually compliant service, anddeveloping effective working practices with stakeholder staff and local partners. Incommon with all of our OMs, [REDACTED] is skilled in leadership, operationalperformance management, communication, stakeholder management and staffdevelopment. He has an understanding of and commitment to resolving local issues andeffective delivery in areas of deprivation such as Tottenham and Harlesden. [REDACTED]

will be supported by seven Deputy Operations Managers (DOMs) selected from our poolof 15 DOMs in London, one of whom will have designated responsibility for each deliverysite. They will directly manage frontline staff through a structured performance supportsystem. All of our DOMs have exceptional management skills and an understanding ofeffective ways to work with local customers. The OMs and DOMs will also be responsiblefor maintaining effective relationships with local non-contracted providers such as localauthorities, 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 andmanage performance against a range of Key Performance Indicators (KPIs). Each

subcontractors management team will be responsible for the management of theirfrontline delivery staff. CMs will conduct monthly progress meetings and formal QuarterlyPerformance Reviews (QPRs) to set performance targets, review performance againstKPIs and update the subcontractors Development Plan (agreeing action points to achieve


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continuous improvement). There will be a number of other local interfaces with oursubcontractors - for example, practical advice and support to site managers and frontlinedelivery staff by our OM and DOMs in West London. As managing relationships with localemployers will be critical for West London, managers from our Employer Services Teamwill work in London and co-ordinate closely with their counterparts in our subcontractedLead Providers.

Centrally based staff (which support local teams)Our Chief Executive Officer(CEO), [REDACTED] , has over 20 years senior management experience with a trackrecord of senior stakeholder engagement and delivering complex programmes in thepublic and private sectors. He is responsible for setting overall objectives, developingstrategies for delivery and maintaining key high level, stakeholder relationships. Our ChiefOperating Officer (COO), [REDACTED] , reports to the CEO and is responsible for UK-wide standards and will drive the high performance of the Work Programme and all othercontracts. [REDACTED] is highly experienced in the management of welfare-to-workprovision 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 SupplyChain 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 theperformance of our subcontractors across all contracts. [REDACTED] has managed largeand complex supply chains in a number of roles, including at Serco and other largesuppliers to the public sector, and brings extensive legal and financial expertise to ourleadership team to support Work Programme delivery. Teams based at our corporate siteinclude: Performance Management; Quality and Performance; IT; HR; and Learning andDevelopment.

How we will work with our supply chain and delivery partnersIngeus recognises its role in deepening the welfare-to-work supply chain in the UK andhas already built the capacity of its supply chain in London. Our approach is to balancehigh performance expectations with support for building capability. In passing on risk tosuppliers we will consider their differing abilities to shoulder it. We will help specialistproviders to understand how well their interventions move customers closer to work andhence to improve their offerings. Page 6 of Annex 4 summarises key interfaces betweenIngeus-Deloitte, subcontractors and stakeholders.

Supply chain Pages 7-8 of Annex 4 show the detailed interfaces between Ingeus-Deloitte 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 ContractManagers and Senior Contract Managers. They will be supported by our national Head ofContract Management (HCM), [REDACTED] , who reports to the CD and will set andreview performance benchmarks for subcontractors, maintain relationships with keysuppliers and attend the Quarterly Performance Reviews of Lead Providers who arefailing to achieve performance objectives. [REDACTED] has 10 years experience in thewelfare-to-work industry, of which five have been spent managing supply chains. OurHead of Partnership Development (HPD), [REDACTED] also reports to the CD. She isresponsible for leading our subcontractor management teams through implementationand 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 managersacross our corporate functions outlined above.Delivery Partners[REDACTED] will be the main point of contact for JCPs Director for


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London and other senior regional stakeholders. [REDACTED] will be the key contact forlocal delivery partners in Ingeus-Deloitte delivery areas and will meet quarterly with eachmanager. [REDACTED] and [REDACTED] will also meet with the two JCP DistrictManagers quarterly or as required. Subcontractor managers will be responsible forworking effectively with partners and stakeholders in their locality to support their delivery.

Why our management structure is appropriate for West LondonRobust organisation designDeloittes organisation design experts contributed to thedesign of our structures by: consulting with staff and senior management in Ingeus andour suppliers; adopting best practice from Ingeus international operations; and using roleprofiles from Deloitte engagements in comparable organisations. Our HR Director hasdeveloped competency-based job descriptions to identify internal and external staff for allroles and Alexander Mann Solutions has appointed a dedicated Account Manager forLondon to identify suitable candidates for management vacancies. All members of oursenior management team are already in post and their proven skills will be integral tosuccessful delivery in West London. Management roles will be filled by experiencedIngeus-Deloitte staff and new personnel who meet our requirements.

Combining proven structures and innovation Our proposed structure is based onIngeus existing management structures, which have already resulted in high qualitydelivery and performance levels exceeding targets on our ESF and Pathways to Workcontracts in West London. We have taken the best of what works today, but haveincluded new elements (such as the dedicated In-Work Support Team to manage theCareers Academy, and the new Continuous Improvement Team) to align with therequirements and expectations of the Work Programme. All subcontractors have a proventrack record of successfully managing welfare-to-work provision. Each will be deliveringfrom sites where management infrastructure is already in place and successful workingrelationships have been established. This will enable strong leadership and performancefrom day one.Locally focused delivery supported by key corporate functionsAll managers andstaff from the DfL down will work within West London and will have an in-depthunderstanding of the local labour market, communities, customer needs and supportservices. We will build upon the established management teams of our Lead Providerseach have over 10 years experience of local delivery. Local managers will be supportedby 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 aredistinct and do not overlap with other roles. They all have specific responsibilities andaccountabilities 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 sub-contracted and direct Ingeus-Deloitte delivery enables us to leverage our direct deliveryexperience to support the development of our suppliers capability, rather than take anarrow contract management approach. We will work closely with our supply chain byholding best practice sharing forums, setting up buddying schemes betweenorganisations and encouraging joined-up employer engagement activity. We will seek tolearn from our subcontractors and develop a culture of transparency and openness.Developing capacityWe will continue to develop the strength and depth of ourmanagement capability. Our Management and Leadership programme will enabledelivery staff to develop the skills to take on management positions as they emerge. More

than 50% of Ingeus-Deloittes managers were appointed having attended the course.Existing managers will continue to develop their skills through secondment opportunitiesto Deloitte and best practice sharing events for managers in our supply chain.


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[5.3] Management of Delivery

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 of

a 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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Ingeus-Deloitte has a track record of delivering outstanding performance across complexsupply chains. Ingeus has eight years experience in the UK of delivering 40 contracts andmanaging over 65 subcontractors (including more than 40 in London) and Deloittesaward winning Supply Chain Practice has helped more than 400 businesses make supplychain 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 chainto 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 DMFhas 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 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 outlined below: Quality: customersatisfaction, equality of outcome measures; Performance: job outcomes, sustainability,

referral-to-start ratios; Assurance: compliance with contractual requirements, accuracy ofrecords, compliance with appropriate legislation (e.g. safeguarding); Responsiveness:process improvement, knowledge sharing, cost management, milestone adherence; and Management: performance reporting, communications, risk management. Our processesare accredited to Matrix and Merlin standards.

MonitoringCentral to our approach to managing delivery will be gathering 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 our Performance Analysis Team; quarterlyaudit reports; and feedback from customers, JCP, employers and other stakeholders.MI system The 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 tocustomer group. ADAPTs reporting software will be available across our supply chain.

Monthly reporting Detailed monthly reports will be produced for all OperationsManagers (Ingeus-Deloitte and Lead Providers) involved in delivery in West London, byour Performance Analysis Team. The reports will provide site-by-site analysis of keyperformance deliverables including customer starts, job and sustained outcomes andleavers. These will be presented in a user-friendly format and will enable OperationsManagers 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 sites. The resulting report will be used to allocate a risk level toeach delivery site. Audits will focus on the compliance of our delivery - substantive checkswill 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 beconducted with sites whose audits generate a variance of greater than 5%.Customer and Stakeholder FeedbackFeedback on customers experiences will be


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collected through suggestion boxes, our customer portal Invisage, a formal complaintsprocess, an annual survey and quarterly focus groups. Feedback from JCP, stakeholdersand employers will be collected by our local management team and Employer ServicesTeam. All feedback will be further analysed by our Continuous Improvement Team. Thecomplaints process will be managed for the 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 of theprogramme (as outlined in our Minimum Service Levels) as well as the details of any whohave not. Each subcontractor, delivery site and member of staff 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 reasons for any poor performance by examining individual

efficiency rates, engagement rates, caseload numbers and the performance of particularcohorts. All MI will feed into our UK Performance Portal which contains a balancedscorecard to benchmark each contracts performance. OurContinuous ImprovementTeam will analyse all customer feedback and complaints across our supply chain andreport key findings quarterly to management teams.

Management and performance improvementDeloitte has vast expertise and experience in performance improvement and havedeveloped the most comprehensive Lean Six Sigma capability within the consultingmarket. This ensures thorough understanding and the anticipation of issues andchallenges that arise as programmes deploy. We have based our Work Programme DMFon these principles. Our DMF outlines clear roles, responsibilities and review points toensure that we act on the findings of our monitoring and evaluation activities. This willenable us to drive consistent performance and act on any cases of underperformance.Ingeus-Deloitte- All frontline staff will have monthly progress and formal QuarterlyPerformance Review meetings with their Deputy Operations Manager to reviewperformance against targets and examine areas for development. They will beencouraged to take up options from our Support Menu of developmental activities andtraining. These options include: observations and feedback on the quality of interactions;buddying schemes; caseload reviews; and activity plans. Staff will be expected to achievegreen 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 triggeredand a Performance Improvement Plan drawn up. More frequent review meetings will takeplace and staff will be expected to take up options from our Support Menu. If theirperformance does not reach green or gold for a further two quarters, remedial action willbe taken which may result in dismissal. These same principles will be applied whenmanaging the performance of delivery sites. In each case, the Deputy OperationsManager will have progress and Quarterly Performance Review meetings with theirOperations Manager who in turn will have the same with the DfL. All managers will reviewtheir operation informally on a weekly basis as a minimum. Deputy Operations Managerswill 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 tothese including additional training for staff; more frequent senior management input; andthe implementation of best-practice methodologies from high-performing sites.


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Subcontractors- All subcontractors in West London will be responsible for managingtheir staff to achieve performance and quality targets. Each Lead Provider ha

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