168. cpa6 ingeus-deloitte ptd q&a

8/3/2019 168. CPA6 Ingeus-Deloitte PTD Q&A

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PTD QuestionsIngeusCPA 6 North West

Action:

Please enter your response after the relevant PTD question and return to[REDACTED] on your letter headed paper. If you are adding anyadditional documents (e.g. a revised implementation plan), pleaseensure that they also have a signed and dated declaration statementattached.

PTD DeclarationI should like to clarify minor aspects of my offer to deliver the WorkProgramme in CPA 6 submitted in the tender document of 13th April 2011. Iagree should my clarification be accepted by DWP, I will be bound by all thedetails contained in the original proposal pack and to the additional points

below.

Part 5.1: Delivery Strategy

Could you please provide further details to give assurance that allcustomer groups needs in the CPA will be met?

Ingeus-Deloittes delivery strategy is designed to meet the needs of allcustomers (as detailed in section 5.1 of the ItT). Principally, this will beachieved by offering a service that is personally tailored for each customer,however there are also elements of our strategy that will be of particularrelevance to certain customer groups:

CustomerGroup

Specifically Relevant Elements of our Strategy

JSA 25 +JSA 18-24

Our experience informs us that customers on JSA arerelatively closer to work than other customer groups. Tomaximise speed to placement, we will offer an industry-leading vacancy-matching service. This will utilise ourAdaptsoftware, which filters vacancies according to customersskills, experience and goals. Underpinning this will be our

Employer Services Team, which will employ EmployerAccount Managers who will generate and manage vacancieswith thousands of local and national employers. They willalso arrange bespoke employer routeways which willcombine pre-employment training and guaranteed interviewsfor customers with specific employers. Our experience ofdelivering programmes such as Gateway to Work informs usthat many young people lack the skills necessary to enterand sustain in work. This group will benefit particularly fromthe services offered by ourVocational Routeways providers,who will deliver an integrated package of vocational skills

and employability training. These providers have beenselected on the basis of the quality of their training and their


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track record in supporting disadvantaged customers intowork. In selecting these providers, we also considered theimpact of local growth industries and sought to reflect this inthe Routeways offered. We will also offer ourStep Aheadprogramme for young people which aims to help them set

goals, develop positive behaviours and increase motivation.JSA Ex-IB Many customers in this group will still suffer from health

problems, but have recently started to search for sustainablework. We will offer a Getting Startedworkshop that willencourage them to think about their job goals, and theirsuitability with regard to their health condition. They will alsobe able to access our integrated Heath and Wellbeingservice which incorporates one-to-one appointments withspecialist Health Advisors and a suite of workshops such asCoping with Pain and Stress Management.

JSA SeriouslyDisadvantaged

We have put together theAccessible Community Experts(ACE) Network to provide the best specialist advice tocustomers with multiple, complex problems. This comprisessubcontractors with specialisms in areas such as learningdisabilities, mental health, debt and offending. All of thesesubcontractors were selected on the quality of the advicethey offer and the depth of expertise they hold. They willwork from Lead Providers premises as a key part of a one-stop-shop that will deliver a holistic package of servicesunder one roof. Customers in this group will also be able toaccess ourEngage module, which is designed to provide

holistic support for the most disadvantaged through methodssuch as: Cognitive Behavioural Therapy; peer support;confidence building; and horizon-broadening exercises.

ESAVolunteers

As customers have been assessed as being in the ESASupport Group, they are likely to have more advanced healthneeds than any other group. Many will benefit from ourSteps to Workmodule which provides integrated health andemployability support. Customers will receive advice fromhealth professionals on condition management and one-to-one employability support from specialist Health Advisors.Support will be offered in areas such as pain management,

improving mobility and tackling the root causes ofdepression. This module will seek to empower customers totake control of their health situation and move into decent,lasting jobs.

ESA FlowESA Ex-IB

Customers in this group have been assessed as being readyfor work within a 3-6 months period. Through ourHealth andWellbeingservice, we will offer one-to-one counselling andsupport from Specialist Health Advisors. We also recognisethat the transition into work can be very challenging for thisgroup so they will be able to receive specialist support oncein work, and undertake an assessment of the suitability of the

job and any reasonable adjustments that could be madebefore starting work. Customers in this group will also be


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likely to benefit particularly from the services offered by theACE Network.

IB and IS We will seek to provide an engaging service that willmotivate all voluntary customers on their journey intosustainable work. For those with caring responsibilities

(including carers and lone parents), we will offer a flexibleservice, with: appointments at times to suit customersconvenience; remote jobsearching support through Invisage;e-learning training packages through learndirect;comprehensive geographical coverage, including outreachlocations in community locations; and six days a week phonesupport for in-work customers.

Part 5.2 (3): Management Structure

Please provide a detailed organisation chart for delivery within this CPAto include locations and supply chain partners.

Please see attached PDF.

In addition please expand on your rationale for your chosenmanagement structure being best suited for delivery within this CPA.

Our management structure features centralised corporate teams and amanagement team based permanently in the CPA. Centralised teams will befocussed on supporting all of our CPA based management teams. Our local

management structure in Cumbria, Lancashire, Merseyside & Haltoncomprises redacted all employed by Ingeus. Each of these managers willwork closely with management teams from our four Lead Providers. Togetherthese management teams will provide full coverage across this large anddiverse CPA. In line with our delivery strategy for Cumbria, Lancashire,Merseyside & Halton, Deputy Operations Managers will work across Ingeusdelivery sites, whilst Contract Managers will work across the areas we havesubcontracted to our Lead Providers.

Feature of the CPA Why management structure is best suited fordelivery within this CPA

Large geographic area Deputy Operations Managers (and Lead Providerequivalents) will work across a small number ofdelivery sites this will ensure they do not spendtime travelling between numerous locations. Italso ensures that each Deputy OperationsManager has a thorough understanding of localneeds and delivery challenges.

Active stakeholders, suchas Liverpool City Region,taking an integratedapproach to service

deliver.

Our highly experienced Director for the NorthWest will provide strong strategic leadershipacross the CPA and will engage and worktogether with JCP regional Customer Service

Directors, LEPs and senior representatives fromlocal authorities. A key priority will be to align the


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Work Programme with existing services tostrengthen regional activities around Employmentand Enterprise. At a local level, DeputyOperations Managers, and Lead Providerequivalents, will be the consistent point of contact

for stakeholders, such as JCP and local authorityfrontline staff. This will enable highly effective,practical working relationships with localstakeholders.

Diverse customer needsacross the CPA

Deputy Operations Managers, and Lead Providerequivalents, will be based across one or two of themost closely located delivery sites. This willensure that Deputy Operations Managers have athorough understanding of the local geography,transport infrastructure, employment opportunitiesand local customers needs which vary

considerably across parts of the CPA. Forexample, local infrastructure and employmentsolutions will be very different in Liverpool Citycompared with central Cumbria.

In-house andsubcontracted delivery

Deputy Operations Managers will support thedelivery of services across a small number ofIngeus sites. Lead provider equivalents will besupported by Ingeus Contract Managers in areaswhere Ingeus is not delivering. This ensures thatwe are able to effectively monitor and manage the

performance of our subcontractors, share bestpractices between Ingeus and our Lead Providersand achieve consistency of service across theCPA. Operations Managers will provide additionalpractical advice and support to Deputy OperationsManagers, Lead Provider equivalents and ContactManagers.

Strong localmanagement teams

Each of our Lead Providers in Cumbria,Lancashire, Merseyside & Halton haveexperienced and highly capable localmanagement teams in place. Ingeus, led by our

experienced Regional Director, will utilise andbuild on the local expertise developed byDeloittes regional practice in the North East. Thismeans decisions can be made on the ground bymanagers with local knowledge and expertise. Italso gives us the flexibility to adapt our deliverymodel to respond to local customer andstakeholder needs. For example, in Cumbria,Lancashire, Merseyside & Halton this may involvemaking changes to our delivery to support theneeds of the large ethnic minority populations in

areas such as Blackburn.


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Part 5.4: Delivery Locations

Please provide a comprehensive list of proposed delivery site addresses in the CPA including those of your supply chain

Can you provide an assurance that your entire range of Work Programme services will be available to all customers in theCPA regardless of location?

Below is an updated list of Ingeus-Deloitte and our supply chains proposed delivery locations. In some locations, it is our intention

to deliver from serviced offices for the first few months which will subsequently be replaced by the leased premises listed below.Both serviced and leased options are listed below, though these are currently being negotiated and are thus subject to changebefore contract start.

Outreach locations are also listed, though addresses are not listed as these will be finalised as and when it is needed during WorkProgramme delivery. All other sites are core delivery sites, which were selected on their accessibility, suitability and proximity tocommercial locations.

All customers across the CPA will be able to access all core modules of Ingeus Every Day Counts delivery model, regardless oflocation.

DELIVERYORGANISATION

ELEMENT(S) OFPROVISION TOBE DELIVERED

DELIVERY LOCATION(S) WITHIN THIS CPA TYPE OF OFFICE

Ingeus UK Ltd Prime Contractorfor whole CPA

Lead provider/Endto End, deliveringall elements ofEvery DayCounts.

Atlantic House, 18-22, Hamilton St, Birkenhead, Merseyside CH41 1AL

DBH Serviced Business Centres Ltd, Canal Street, Bootle, Merseyside L208AH

St Hughs House, Stanley Road, Bootle, L20 3QY

Pioneer Offices, Delphi Building, Moorgate Road, Liverpool, L33 7XL

Leased

Serviced

Leased

Serviced


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Deacon Park, Knowsley, L33 7RX

DBH Serviced Business Centres Ltd, 105 Boundary Street, Liverpool,Merseyside L5 9YJ

The Observatory, 1 Old Haymarket, Liverpool, L1 6EN

Regus, Unit 5, Albert Edward House, The Pavillions, Ashton-on-Ribble,Preston, PR2 2YB

Guildhall House, Guildhall Street, Preston, Lancashire, PR1 3NU

Hesketh Mount, Lord Street, Southport, PR8 1JR

Clare House, Clare House, 166 Lord Street, Southport, PR9 0QA

Century House, Hardshaw Street, St. Helens, Merseyside, WA10

Chorley

Leased

Serviced

Leased

Serviced

Leased

Serviced

Leased

Leased

Outreach

BootstrapEnterprises


16 Kierby Walk, Burnley, BB11 2DE

Bootstrap Enterprise, 35 Railway Road, Blackburn, BB1 1EZ

Bootstrap Annex, 1 Eanam, Blackburn, BB1 5BS

Bootstrap Training, 46 Byrom Street, Blackburn, BB1 2HN

Bootstrap, Unit 1, Back New Lane, Oswaldtwistle, BB5 3PH

Bacup

Nelson

Leased

Leased

Leased

Leased

Leased

Outreach

Outreach


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Clitheroe Outreach

Halton BoroughCouncil (HaltonPeople into Jobs)


1st Floor Rutland House, Halton Lea Shopping Centre, Runcorn, WA7 2GW

Moor Lane Business Centre, Moor Lane, Widnes

Kingsway Learning Centre, Kingsway, Widnes, WA8 7QY

Leased

Leased

Leased

Inspire2Independence (Training)Ltd

Lead provider/Endto End, deliveringall elements of

Every DayCounts.

Personal/Vocational Routeways

i2i Skelmersdale Centre, 3rd floor, Welmare House, Southway, Skelmersdale,WN8 6NT

i2i Blackpool Centre, 3rd floor, Prudential House, Topping Street, Blackpool,FY1 3AX

i2i Lancaster Centre, Office 106, Riverside House, Morecambe Road,Lancaster, LA1 2RX

Morecombe

Press Lounge, Everton FC, Goodison Park, Liverpool, L4 4EL

Liverpool FC, Anfield Stadium, Anfield Road, Liverpool, L40TH.

Preston North End Football Club, Sir Tom Finney Way, Deepdale, Preston,Lancs, PR1 6RU

Leased

Leased

Leased

Outreach

Serviced

Serviced

Serviced

BTCVEnterprises

Lead provider/Endto End, deliveringall elements ofEvery Day

Counts.

43, Trinity Enterprise, Barrow, LA14 2PN

3 Brunswick St, Carlisle CA1 1PB

Stricklandgate House, Kendal. L49 4PU.

5 Dora Crescent, Workington. CA14 2EZ

Ulverston

Cockermouth

Leased

Leased

Leased

Leased

Outreach

Outreach


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Millom

Penrith

Outreach

Outreach

Scientiam Ltd Personal/vocational Routeways

Stanley Buildings, Hanover Street, Liverpool. L1

Tower House, Tower Road, Birkenhead, Wirral. CH41 1FH

Leased

Leased

Local Solutions Personal/vocation

al Routeways

Local Solutions, Mount Vernon Green, Hall Lane, Liverpool L7 8TF

Homeground Building, 286-316 Scotland Road, Liverpool L5 5AE

Merseysport, 110 Mariners Wharf, Queens Dock, Liverpool L3 4DG

Unit 1 Helsby Court, Prescot Business Park, Knowsley L34 1PB

Leased

Leased

Leased

Leased

Sencia Ltd (partof ESG)

Personal/vocational Routeways

302/303 The Lauries Centre, Exmouth Street, Birkenhead, Wirral. CH41 4NG

Landmark House, 43/45 Merton Road, Bootle, Liverpool. L20 7AP

Suite 207, 208, 504 & 505 Cotton Exchange, Old Hall Street, Liverpool. L39LQ

Leased

Leased

Leased

Liverpool JETService(Liverpool CityCouncil)


7-8 Bridgeway, Norris GreenLiverpoolL11 8NZ

Dovecot MACBack of Dovecot PlaceDovecotLiverpoolL14 9BA

239 Breck Road

Leased

Leased

Leased


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AnfieldLiverpoolL5 6PT

85-87 South ParadeLiverpoolL24 2SF

49b County RdLiverpool

L4 3QA

Belle Vale OfficeBelle Vale Business DistrictAdjacent to Jobcentre PlusChildwall Valley RoadLiverpoolL25 2RJ

300 Park RoadToxtethLiverpool L8 4UE

3 Yanwath StreetToxtethLiverpoolL8 0XP

Leased

Leased

Leased

Leased

Leased

Real TimeTraining Group


Unit G Belle Vale Shopping Centre Childwall Valley Road Liverpool L25 2RF

Hillcrest Centre Leaside Halton Brook WA7 2DY

Leased

Leased

Speke Trainingand EducationCentre Ltd


Unit HouseVenture PointEvans Road, off Speke Boulevard

Leased


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SpekeLiverpoolL24 9HZ

St HelensChamber ofCommerce


St Helens Chamber, Salisbury St, St Helens, WA10 1FY

Starting Point, 4-6 Hardshaw St, St Helens WA10 1RE

Starting Point in the Community, Fleet Lane, Parr, St Helens WA9 2NB

Leased

Leased

Leased

Action for BlindPeople

AccessibleCommunity

Experts network Provision ofspecialist servicesto blind people

Outreach from leadprovider sites. See

above

Citizens AdviceBureau

AccessibleCommunityExperts network Provision ofspecialist debtand financialadvice services

Outreach from leadprovider sites. Seeabove

Clarion WorkFocus

AccessibleCommunityExperts network Provision ofspecialist servicesto clients withaural impairments


UFI Ltd (LearnDirect)

AccessibleCommunityExperts network Provision ofspecialist servicesfor trainingcourses



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Royal MencapSociety

AccessibleCommunityExperts network Provision ofspecialist servicesto clients learningdisabilities


Nacro AccessibleCommunityExperts network

Provision ofspecialist servicesto ex-offenders


RichmondFellowship

AccessibleCommunityExperts network Provision ofspecialist servicesto clients withmental healthissues


Phoenix Futures AccessibleCommunityExperts network Provision ofspecialist servicesto clients withdrug and alcohol

addiction issues


ExemplasHoldings Ltd

Self EmploymentRouteways

Outreach fromIngeus sites. Seeabove


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Part 5.5 (1): Volume Fluctuations and Customer Group Changes

Can you provide details of strategies in place with Ingeus and your

proposed supply chain to deal with circumstances of fluctuatingvolumes and changes to customer groups?

Details of how Ingeus-Deloitte and our supply chain will deal withcircumstances of fluctuating volumes and changes to customer groups are tobe found in our Work Programme tender response. A summary of thisinformation is provided below.

Staff Volume increase: Ingeus Performance & Analysis Team willperform ongoing detailed labour market analysis to enable us topredict upcoming spikes in referrals. Should we anticipate a

significant increase in customer volumes, our Human Resources(HR) Team will contact all members of our pre-vetted applicantsand potential Deloitte secondees to ensure that named availablecandidates and HR processes are in place for immediaterecruitment. This will enable us to manage caseload sizes andtherefore maintain minimum performance levels.

Volume decrease: Should customer volumes decrease, in thefirst instance we will redistribute caseloads evenly acrossAdvisors. If this does not prove sufficient as a remedial measuredue to duration or deficit of referrals, we will subsequentlyexamine the possibility of immediate redeployment of staff toareas of higher referral within the CPA, e.g., Knowsley toLiverpool. Should this not be feasible due to an even distributionof low referrals, staff will be temporarily redeployed to supportroles, working remotely where convenient, similar to our currentstrategy of reassigning staff from our Pathways to Work contractsto corporate functions.

Property Volume increase: In addition to in-principle agreements with oursupply chain to co-locate from each others premises, wherenecessary we will temporarily increase opening hours andstagger staff hours so that customer appointments are distributedover a greater period of time and resources are freed. Shouldreferrals remain persistently high, we will be able to secure larger

or additional premises through a reserve list maintained on anongoing basis by our Head of Property & Facilities. Thisapproach will enable us to provide the appropriate facilitiesrequired to deliver minimum performance levels.

Volume decrease: Resources and premises will be able toaccommodate decreased customer volumes and will bemaintained in the anticipation of a future increase.

Supply chain Volume increase: Should customer volumes increase so asextend beyond some subcontractors capacity, we will weight thedistribution of referrals to suppliers with spare capacity whilstongoing contract management will ensure that no member of the

supply chain is adversely affected. Should customer volumesexceed our supply chains total capacity, we will be able to enlist


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immediately the services of one or more of the additionalmembers of the Partner Networkin Merseyside, Lancashire &Cumbria. Our approach to supply chain management will assistall subcontractors to provide services that sit within their capacityand capabilities. In turn this will contribute to us achievingminimum performance levels.

Volume decrease: In the event of reduced customer referrals,Ingeus will continuously manage referrals to ensure that theoperating needs of our supply chain are met. During periods oflow volumes, our Contract Management Team will maintain aconstant dialogue with subcontractors to ensure that each isreceiving at least the minimum flows to ensure ongoing delivery.All redistribution of customer volumes will be fully informed byrobust financial analysis which will be shared with oursubcontractors.

In addition to these strategies, the following remedial measures will be takento ensure that minimum performance is maintained following fluctuations incustomer volumes:

Performance managementOur performance management processes have been designed to enablesubcontractors and individual members of staff achieve strong performance inall circumstances, including times when customer volumes rise or fall. Forexample, subcontractor performance will be measured (among other KPIs) onthe basis of a percentage conversion rate from starts to jobs. This approach(rather than relying purely on job outcome volumes) is designed to support

performance above minimum expectations regardless of volume fluctuations.In the case of individual members of staff, job outcome targets may beincreased if volumes and caseload sizes increase. Again, this will supportperformance at or above minimum levels.

Delivery modelIngeus-Deloittes delivery model has been designed to provide flexibility incases of volume fluctuations. It is intended that all core elements of our modelwill remain in place in cases of volume fluctuations. However, the method ofdelivery may change and additional modules may be added. For example, inthe case of a significant increase in volumes, we may increase group activities

and peer support methods. This will help Employment Advisors manage theincreased workload and benefit from the increased customer interaction.

Changes to customer groupsOur initial response to question 5.5 outlines our ability to change features ofour delivery model in response to changes in customer groups. This includesour ability, through our Continuous Improvement Team, to design newmodules of delivery to take into account the needs of new groups. It alsoincludes our ability to draw on the expertise of ourPartner Networkofpreferred suppliers which includes specialist providers who are able tosupport customers with specific needs. All additional members of the PartnerNetworkare able to deliver at immediate notice and Ingeus Facilities andContract Management teams will provide assistance with implementation


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where necessary. Expected performance standards will be set for each newcustomer group (and maintained for existing groups), to provide an ongoingfocus on minimum performance levels for each individual customer group.

Part 6.2a (1): TUPE Managing the Transfer

Please provide further details as to how potential changes to employeeterms and conditions would be dealt with. In addition please provide achronological plan of events for dealing with TUPE transfer of staff.

In cases where TUPE applies to an individual resulting in their transfer toIngeus-Deloitte, we will endeavour to match or provide equivalent terms andconditions. Significant changes to a persons terms and conditions will not bemade (unless agreed with the individual), however in some circumstancesIngeus-Deloitte may need to make minor alterations which could include

working hours, dress code and/or location of work. For example sometransferring employees may be required to work from a different location fromthat of their previous employer. Ingeus-Deloitte will work with the additionalincumbent prime to ensure that transferees are allocated to an office locationwhich is most convenient to them. If this isnt possible we will allocate theindividual to the nearest possible location. Ingeus-Deloitte may make minoralterations to a transferees working hours, for example an employee mayhave previously worked from 8-4. In consultation with the transferee we wouldseek to change their working hours from 9-5, which would be in line with otherIngeus-Deloitte employees.

Date Activity

8th April 11 Send emails to all outgoing providers explaining Ingeus-Deloittes position as preferred bidder in this region andprovide a timeline of events

8th 20th April11

Make contact with the other Preferred prime to arrange ameeting to coordinate information and discuss transfer planfor the region

8th 20th April First meeting with the other preferred prime to discuss TUPEstrategy and exchange information on supply chain/delivery

sites etc15th - 29th April11

Deadline for all outgoing providers to submit employeeinformation of their staff affected by TUPE

29th April 27th May 11

1. Complete due diligence process and cost benefit analysisfor all non-incumbent CPAs

2. Analyse all TUPE data received and identify gaps3. Hold initial meeting with the other preferred prime to

discuss TUPE strategy for the region4. Exchange information on supply chain and delivery sites

30th May - 9th

June 11Hold face to face presentations to all TUPE transferees inconjunction with their present employer. Designated HR


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Manager to hold face to face meetings with transferees.

9th 14th June11

Transfer letter issued to incoming TUPE staff, setting outterms etc

15th June 1. Transferees start delivering Work Programme2. Provide all staff with a full induction alongside non-TUPE

transferees3. Enrol all transferees in a change management

programme

All employees will transfer to Ingeus-Deloitte from the 15th June, however thiswill be an on-going process with the last TUPE cohort expected to havetransferred by the 2nd September. All TUPE transferees will have a one to onemeeting with their HR Manager and be enrolled into Ingeus-Deloittesinduction.

Part 6.2a (4): TUPE Managing the Transfer

Can you please detail how you will communicate and work with existingemployers to provide assurance that staff will be transferred in aneffective and smooth process?

All existing employers within Cumbria, Lancashire, Merseyside and Haltonreceived an email from Ingeus-Deloitte within one week of contract award,outlining our position as preferred bidder (alongside A4E) within this CPA andproviding an initial overview of our TUPE transfer process. They have been

provided with contact details of our central Human Resources team in additionto a designated HR Manager who will be responsible for communicatingweekly with employers. Once a transfer plan has been established betweenIngeus-Deloitte and the additional preferred bidder in this region, we will meetface to face with each existing employer to discuss our rationale for theallocation of staff and invite feedback. Ingeus-Deloitte will attend employerconsultation events, ensuring consistent messages are disseminated.

Part 8.1a: Performance Rationale

Please provide more specific detail relating to the CPA to show how

your activity and support links to the achievement of your performance.

The Ingeus-Deloitte Joint Venture provides a new and unique combination ofexpertise to deliver an uplift in performance throughout every year of our WorkProgramme delivery. In our four-page answer to Question 8.1a, we identifiedfour elements of the Work Programme specification which we will leverage toachieve strong performance and ten features of our Every Day Counts modelthat will drive performance improvement.

Specific features of our support that will lead to higher performance bymeeting the needs of Cumbria, Lancashire, Merseyside and Halton include:

Specific needs of customers How Ingeus-Deloittes activities and


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across Cumbria, Lancashire,Merseyside and Halton

support will meet these challengesto deliver an uplift in job outcome

performance

Overcoming English languageand cultural barriers: Parts of the

CPA have significant BMEpopulations, for example 30% ofBlackburns population is from aBME background. These groupsface particular disadvantages in thelabour market and can be up to15% less likely to be in employmentthan white British groups.

Our in-house Working Englishcourse, highly praised by Ofsted, will

provide work focussed Englishlessons to assist BME customerswith low levels of spoken Englishinto employment and EAs will speakcommunity languages such as Urduand Punjabi.

Customers will be able to access avariety of learndirect online trainingpackages through our fully equippedJob Stations including Every DayEnglish Skills

Low skills levels: The Cumbria,Lancashire, Merseyside & Haltonarea has wide concentrations of lowskill areas and long term claimants.In Liverpool, for example, 20% ofworking age residents possess noqualifications against a nationalaverage of 12%.

OurSkills Plus stage will provideeach customer with a tailoredprogramme of vocational training,work experience and advice onworking in particular sectors. Ingeusand our subcontractors will offerRouteways in the following sectors:Business Administration (Inspire 2Independence); ICT and Health &Social Care (Speke Training &

Education Centre); and Retail,Manual Trades and Hospitality(Scientiam).

Managing health conditions: Ofparticular relevance in areas suchas Breckfield and Birkenhead whereover 23% of working age residentsclaim ESA/IB. It is likely that manyof these customers will migrate fromIB to JSA in the next 12 months.

A Health & Wellbeingservice willbe available across the CPA tosupport customers with a healthcondition. Local Solutions willprovide specialist mental healthadvice and our in-house Health &Wellbeingservice will supportcustomers with physical disabilities

in their job-search. We anticipatethat the JSA and ESA ex-IB, ESAand IB groups will particularlybenefit from this service.

Our comprehensive conditionmanagement programme includesworkshops such as Coping withPain, Positivity in Action andPilates.

Health & Wellbeinginterventions

will be offered to all customergroups and are specifically


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designed in recognition of the factthat many disadvantagedcustomers experience poor healthregardless of their benefit type.Employment Advisors will also work

in partnership with local healthproviders to make referrals toexternal provision and locallyavailable services and one-to-onecounselling and support is alsoavailable.

Supporting young people whoare Not in Education,Employment or Training intosustainable work: Through ourexperience of working with this age

group we understand that particularissues include poor in-worketiquette, low levels of motivationand limited work-experience.

A recent CBI survey found that 68%of employers are not satisfied withthe business and customer-facingskills of school/college leavers. Inareas such as Hyndburn, StHelens, Halton and Wirral, 18-24saccount for over 30% of JSAclaimants. OurStep Aheadprogramme for young people willhelp young people set goals,develop positive attitudes andimprove motivation.

Work experience placements will beoffered through our partnerorganisations, such as St Helens

Chamber of Commerce and SpekeTraining and Education Centre. Inaddition, we will market to Deloittesnetwork of local employers tosource work experienceplacements.

Ingeus-Deloitte will work alongsideour subcontractors such asScientiam and others to sourceapprenticeships in locally relevantgrowth sectors including leisure &

tourism, business administrationand retail.

Part 9.1: Implementation Plan

Can you please supply a revised detailed implementation plan whichrelates specifically to the CPA? You should include critical path andnamed roles and responsibilities where appropriate.

An updated copy of our Milestone Control Schedule is attached. This

Schedule pulls together the milestones from all our underlying Gantt charts(CPA specific and central) and enables our Project Management Office to


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exercise programme-level control. At present, the critical path runs throughtwo project areas IT and Supply Chain. Both HR and Property are no morethan a few days off the critical path.

At the time of tender submission we provided a CPA specific Gantt chart. This

is currently being updated by our Implementation Programme Director,[REDACTED], Director for the North West, [REDACTED],, and ProjectManager for the North West, [REDACTED],. This details all key activities andmilestones as well as our resource allocation and the critical path.

This is as discussed with [REDACTED], from the DWP at a meeting on 12April 2011. A copy of the updated Gantt chart for Cumbria, Lancashire,Merseyside & Halton will be sent to the DWP in early May 2011.

Part 9.2 (1): Contingency Arrangements

Can you please explain how you will implement your proposals withoutaffecting your proposed supply chains ability to deliver any existing orrecently awarded contracts?

Details of how we will implement our proposals without affecting our supplychains ability to deliver any existing or recently awarded contracts can befound in our Work Programme tender. The information below relatesspecifically to how we have/will ensure our subcontractors are able toimplement contracts without impacting on existing contracts and is based onfeedback received regarding our tender response.

As part of Ingeus-Deloittes Partner Networkselection process, we requestedinformation from all potential subcontractors relevant to their ability toimplement without adversely affecting any aspect of current delivery,including: annual turnover; total number of staff; existing infrastructure;performance and experience (including KPIs and customer groups deliveredto); and quality and compliance. Subsequent to this potential subcontractorswere visited by a member of our Business Development Team to discuss andrecord the organisations: maximum and minimum referral capacity; number,type and capacity of shared resources; Advisor caseload sizes; short termstrategy in event of dramatic volume fluctuations; recruitment and training

processes; management structure; performance managementsystems/procedures; experience of TUPE; compliance; quality andperformance procedures; and partnership relations. This information wasentered into a secure database and used to assess each subcontractorsability to uphold appropriate staffing and capacity levels across all contracts,which we have made a prerequisite for all supply chain selection.Due to the robust selection criteria outlined above, we expect subcontractorsto have the capacity to manage Work Programme implementation without anegative impact on existing contracts. However, we have designed acomprehensive supply chain support process to provide facilitate the smoothimplementation of Work Programme contracts. This will minimise the impact

caused on existing and recently won contracts. Upon selection, eachsubcontractor is assigned a designated Contract Manager and made aware of


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Ingeus-Deloittes support options. Implementation in each of Ingeus-DeloittesContract Package Areas will be accompanied by kick off meetings that seekto involve our supply chain in the implementation process and provide anopen forum for feedback and discussion. We have also designed a readilyaccessible Q&A log for the purposes of clarification and additional support.

Each subcontractors allocated Contract Manager will monitor eachorganisations progress, undertake regular meetings (it is anticipated that thiswill be weekly) at their premises to discuss implementation and is openlyavailable for contact. This one-to-one approach reinforces accountability andensures clear and definite lines of communication. Should a subcontractor beidentified as requiring additional support in order to maintain other delivery,their Contract Manager will meet with them to draw up an action plan thatbreaks Work Programme implementation down into achievable milestonesthat will not impinge upon other responsibilities. Should this not ease theobligations put upon subcontractors, we will examine other remedial activities,such as allocating Ingeus-Deloitte resources or, where appropriate,

temporarily redistributing or withholding customer volumes.

Signed: [REDACTED],

In the capacity of: Chief Executive Officer

Name of organisation: Ingeus UK Limited

Date: 5

th

May 2011

168. cpa6 ingeus-deloitte ptd q&a

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