170. cpa6: ingeus-deloitte tender

8/3/2019 170. CPA6: 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: 7

Contract Package Area (CPA): CPA 6 NW C&LMH


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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]://www.ingeus.co.uk/http://www.ingeus.co.uk/http://www.ingeus.co.uk/mailto:[email protected]


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Mobile telephone no: [REDACTED]

Fax no: [REDACTED]

E-mail address: [REDACTED]

Alternative contact Name and Job Title: [REDACTED]

Chief Operating OfficerAddress (if different from above):

Telephone no: [REDACTED]

Mobile telephone no: [REDACTED]

Contact e-mail: [REDACTED]

PART 2: TENDERER DECLARATION

[2.1] You must complete this Declaration by Tenderer. Failure to include this declarationmay result in your bid being disqualified.

To: The Secretary of State for Work and Pensions

For the benefit of the Department for Work and Pensions, we hereby warrant and

undertake as follows:

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

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

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

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

Scanned Signature:[REDACTED]

Date: 12/02/11

Name: [REDACTED]


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Job Title: Chief Executive Officer Ingeus UK

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

Name of Organisation: Ingeus UK ltd


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

[3.1]

3.1 The terms and conditions of The Work Programme will be the Standard Call-Off

Terms and Conditions (set out in Schedule 4 of your Framework Agreement), asmodified by The Work Programme service requirements (The Work ProgrammeAdditional Requirements).

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

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

Comments on The Work Programme Additional Requirements: -

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

Proposed amendment with proposed wording

Clause 2.13.7 (PerformanceImprovement Process)

Clause 3.1.10 (Fees and

Payment)

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

Could the Department confirm that the grossing-up

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

Clause 6.1.9 (Transfer andSub-Contracting)

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

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

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

caps in the contract.

Clause 8.8 (BusinessContinuity)

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


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

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

Name: [REDACTED]

Scanned Signature:[REDACTED]

Position: 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 Cumbria,Lancashire, Merseyside & Halton Work Programme customer with a tailored and intensivepackage of support, designed to quickly address complex barriers to work and provide afast and effective route to sustained employment. Every Day Countswill harness the localknowledge and expertise of a range of local providers and will prioritise high levels ofintensive activity to increase speed to placement. Every Day Countsis designed for all

customer groups including those on JSA, ESA, IB and IS. The intensity of support andchoice of interventions will be tailored to each customers individual needs. Appropriatelevels of mandatory activity will apply to key steps and JSA customers will experienceincreasing conditionality throughout the programme. All customers, but particularly thosein receipt of ESA, IB and IS will receive holistic support to tackle their barriers toemployment which may include poor health and caring commitments. Our core model hasbeen adapted to meet the particular requirements of customers in Cumbria, Lancashire,Merseyside & Halton and will be used by our supply chain across the entire contractpackage 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 package of support to help themremain in work and build a sustainable career path. Each stage of Every Day Counts willbe underpinned by: the personal support of an Employment Advisor (EA); intensive job-search and job-matching activities with automated vacancy notification; tailored employerengagement; work placements; a range of skills options; practical face-to-face assistancefrom specialists in our Health & Wellbeingservice; advice and support on issues such asdebt and substance misuse from our Accessible Community Experts (ACE) Network; andaccess to our innovative online job-search and job-matching support tool, Invisage. Everystage on the programme is focused towards the work outcome and customers will beencouraged to enter employment at the earliest and most suitable opportunity. Transitionsbetween stages will be marked by a Review and Refresh appointment at which thecustomer and their EA will assess progress and identify next steps.

Customer referralsOur dedicated PRaP team will process all Work Programme referrals from JCP. They willensure that customers are contacted within 24 hours of being accepted via PRaP and aimto set up an appointment within five working days of referral. Our team of OutreachAdvisors (OAs) will conduct community outreach to local childrens centres, schools, GPsurgeries and health centres to engage IB customers who have not yet transferred to ESA

and those in receipt of IS including lone parents with children under five. OAs will betrained in engagement techniques and will build trust and rapport with customers whomay not otherwise be accessing a mainstream employment service. They will also liaisewith local JCP sites to oversee the smooth processing of referrals, and troubleshoot anyissues. They will provide materials to JCP staff to promote the benefits of our WorkProgramme service and help engage voluntary customers, particularly those claiming ISand 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 the pledge detailing our minimum service standards; ESF

guidelines; and a Rights and Responsibilities leaflet. To maximise speed to placement wewill undertake thorough diagnostics with every customer to identify barriers toemployment and ensure they are actively engaged. At their first appointment, each


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customer will be introduced to their EA. Customers will be given one-to-one support fromtheir EA to complete ourAWAREonline self-diagnosis assessment (designed to assessconfidence and motivation levels) andwhere relevant, our Health Assessment, which isdesigned to assess functional, vocational and psychosocial workplace capabilities andwhich builds on ESA customers Work Capability Assessment reports. Together, they willformulate an Action Plan based on: the customers employment and skills history; literacy

and numeracy levels; job goals; and personal circumstances.The Action Plan will bereviewed and updated at least once every eight weeks throughout the programme toensure our support adapts to the customers changing needs. Diagnosticswill beunderpinned by job-searching activity from day one and customers ready to enteremployment will be given a priority mock interview and immediately matched to a suitablevacancy. Diagnosticsmay take up to four weeks for customers with multiple and severebarriers to employment, such as those who have been claiming IB for more than fiveyears. Customers identified as having low basic skills may be fast-tracked to Stage 3 andmay 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 ourprogramme, 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 Diagnostics: Boost, Enterprise, Engageor Steps toWork. Customers will undertake intensive activity to either: fast-track them to employment(Boost); enter self-employment (Enterprise); receive holistic support to address theirpsychosocial barriers to work (Engage); or improve their health and wellbeing inpreparation for work (Steps to Work). A full list of Intensive Supportinterventions isavailable in Annex 1.Boost a high intensity approach to job searching which helps customers to improve thequality, quantity and effectiveness of their job seeking activities to enable them to moveinto sustainable work at the earliest opportunity. We expect the majority of JSA customersto access Boost,as well as those from other groups who are able to access work. Wehave designed the interventions within Boostto meet their specific needs. Key activitiesinclude: immediate matching to local employer vacancies sourced through our EmployerServices Team (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 withspeculative applications; basic skills support; advice on updating and improving CVs andcover letters; IT training workshops to undertake effective online applications and learn

how to use our customer IT portal Invisage; and reverse marketing (where EAsproactively market customers to prospective employers). 18-24 year old customers willalso be referred to our Step Aheadtwo week motivational course.Enterprise a comprehensive package of support for customers wishing to pursue self-employment. This will be delivered by self-employment specialists Exemplas who willwork alongside Chambers of Commerce and other organisations such as BusinessFinance Solutions to provide one-to-one support with business planning, and groupworkshops on book-keeping, tax advice and marketing strategies. This will besupplemented by additional support from Ingeus-Deloitte including help to access fundingand mentoring services. Customers will have the option of test trading their business forup to 26 weeks and extending Enterpriseinto Stage 3. We expect self employment to be

a suitable outcome for a wide range of customers groups, including those on JSA but alsoESA, IS and IB groups who require greater flexibility in their employment to accommodatetheir health condition and/or caring commitments.


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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) basedworkshops; peer mentoring; techniques to address low levels of motivation and self-esteem (common in customers from areas of severe deprivation and intergenerationalworklessness such as Knowsley); raising aspirations; encouraging customers to travel to

areas of higher employment; and addressing specific barriers to work, including debt,substance misuse and gang-related offending. Customers accessing Engagewill includeJSA Early Access customers who have more complex barriers to work, such as a criminalrecord or drug addiction, and IS and IB groups who require more specialist support toaccess employment. Interventions for IS and IB groups will include confidence buildingand career planning sessions. Lone parents will be able to access specialist EAs whohave expert knowledge of local childcare facilities and access to part time vacancies thatfit around school and nursery hours. Specialist subcontractor Scientiam will offer workplacements in a variety of sectors and social enterprises to help customers build theirconfidence and develop working habits. Throughout Engage, customers will be providedwith intensive job-search and vacancy matching support through one-to-one and group-

based activities to maintain a consistent focus on securing employment.Steps to Work provides integrated health and employability support for customers forIB and ESA Flow customers and those for whom health is the main barrier toemployment. Nearly 10% of the population across Cumbria, Lancashire, Merseyside &Halton are claiming due to a health condition and areas such as Barrow-in-Furness sufferfrom particularly high levels of IB claimants. Our analysis indicates that over 19% ofBarrow customers suffer from musculoskeletal disorders and 42% suffer frompsychological conditions (of which depression is the most common). This module hasbeen specifically designed for ESA Flow and ESA Volunteer, ex-IB customers 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 EAs who will source work placements which helpcustomers make the transition into employment. Steps to Workwill help with painmanagement, improving mobility and tackling root causes of depression in order to enteremployment. 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). Activities will focus on developing a step-by-step plan back toemployment. We will undertake active engagement of these customers, particularly thosein voluntary groups to ensure they remain on the programme. When ready to undertakemore intensive job seeking activity customers can move to another Stage. Customers will

continue on Steps to Workfor as long as is necessary, and transition points will bemarked by regular Review & Refresh appointments.

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 will be fast-tracked to this Stagefollowing Diagnostics. During this Stage, every customer will participate in an 18 weeksector-specific vocational training course and/or tailored work placement. The VocationalRouteway will be supplemented by job-search activity and one-to-one support will beprovided by their EA throughout the rest of the stage. Customers will choose from a range

of Vocational Routeways provided by subcontractors that are experienced at deliveringtraining and apprenticeships and who have close employer and stakeholder links. Theseproviders include Speke Training & Education Centre, Local Solutions, St Helens


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Chamber of Commerce and Inspire 2 Independence. Customers with English languageneeds (e.g. in Blackburn, where over one in ten residents were born outside the EU) willbe able to access a Working EnglishESOL Vocational Routeway. Vocational Routewayshave been informed by our work with local employers including British Gas, the Co-operative and Royal Mail to take into account local skills gaps particularly at Foundationand Level 1 and 2 in the health, retail and business administration sectors. One-to-one

job-search activities 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 per week to support oneanother with job-search activities and to maintain focus. At each weekly meeting (led by aGroup Facilitator) customers will jointly review progress and plan activities for the nextseven days. Our Placement Broker Team and subcontractors will utilise their employerlinks and those with local volunteer bureaux to source a tailored six month communitywork placement (mandatory for JSA customers and encouraged for all others) that fits

with each customers job goal. During this Stage, continued support will be provided byEAs to tackle barriers to employment and address the reasons why customers have notpreviously entered employment. Customers who continue to experience a severe barrierto employment will be referred to the ACE Network for advice on issues such assubstance misuse and disclosing criminal records and to external agencies such asHalton Mind and Toxteth BME Community Project for additional support.

The minority of customers who reach the end of the programme without finding work, willhave a Final Interview with their EA and together they will plan the next three months job-searching activity and complete a final Action Plan which will be shared with JCP.

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

the Careers Academy, customers will have access to the following support:1) In-Work Support (delivered through our customer contact centre) will provide six-days-a-week support for customers via a freephone telephone number, text and email.Staff will proactively contact in-work customers and will provide immediate responsesto incoming requests for support on issues such as budget management and in-workbenefits. Customers in the JSA Early Access, ESA Support, Ex-IB, IB and IS groupswill all be tracked more intensively, as their higher support needs may make it morelikely that they fall out of work. Customers needing more specialised attention willimmediately have their case elevated for a same day response from Specialist Support.

2) Specialist Support where specialist In-Work Advisors provide advice over the phoneand in person on complex issues such as amending child maintenance payments and

in-work dispute resolution. Advisors will refer customers to community based expertswhere appropriate such as local tax professionals and housing advisors. After sixmonths in employment, customers will be referred to an IAG-qualified team of In-Work


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Advisors who will offer a telephone based appointment to advise customers onprogression opportunities and further training.

3) Rapid Response Team (RRT) any customer who is likely to or who has alreadyfallen out of work will be referred immediately to the local RRT who will work closelywith our Employer Services Team to source viable alternative employment as quicklyas 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 online learning modules.

Cross Programme ServicesThroughout Every Day Counts, customers will be able to access the following serviceswhen appropriate:Health & Wellbeing - our integratedHealth & Wellbeingservice is delivered by our teamof Specialist Health Advisors and incorporates CBT based interventions, workshops onRelaxation Techniques and Healthy Eating and weekly walking groups. One-to-onecounselling and support is also available. Health & Wellbeinginterventions will be offered

to all customer groups and are specifically designed in recognition of the fact that manydisadvantaged customers experience poor health regardless of their benefit type. EAs willalso work in partnership with local health providers to make referrals to external provisionand locally available services.Invisage- our online customer portal Invisageenables customers to job-searchindependently from home or an internet caf and undertake a range of e-learningmodules. Customers will be provided with a personal Invisageaccount which they will beable to access from home or an internet caf, as well as from IT facilities available in allour sites. Customers with limited IT skills will be supported by their EA when usingInvisage. Key features include: intelligent job-scraping software which filters suitable jobvacancies from multiple websites; Working In...podcasts which give insights into workingin particular industries; and a suite of online training packages. We will make effective useof telephony, web and SMS text channels for contact, reminders and notification of jobs.learndirect skills packages - customers will be able to access a variety of learndirectonline training packages through our fully equipped Job Stations. These include EveryDay 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 Citizens Advice (financial and advocacy); Nacro (ex-offenders); RichmondFellowship (substance misuse); and Sencia (basic skills). Specialist Advisors from theseorganisations will be available to provide one-to-one support for customers which will

wrap around the services provided by EAs. The ACE Network will support customers,particularly those with multiple and severe barriers to employment such as those in theJSA Early Access, IB, IS and ESA ex-IB groups.Employer Services Team - our dedicated team of Employer Account Managers will beembedded within our delivery sites and will source thousands of vacancies each yearfrom local employers to which Work Programme customers will have priority access. Inaddition to generating bulk vacancies, they will focus on engaging with employers tosource part time opportunities for customers who require greater flexibility in theworkplace, such as lone parents and carers. They will also work with employers toaccommodate customers with health conditions and broker Access to Work funding forworkplace adjustments. They will also source a variety of work placements and taster

experiences for those who have been out of the job market for some time.


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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 brings together the highest performing practices from Ingeus 21years experience in delivering welfare-to-work contracts, with Deloittes expertise indesigning delivery models. For example, they have recently worked with BT at LancashireCounty Council on a large change management project to improve the way the Councilinteracts with a range of internal and external customers. Every Day Counts is based onthe fact that speed to placement is key the longer a customer is out of work, the harder

it is to return. It also applies theories of positive psychology in motivating customersachieve goals through structured activity. Every Day Counts has been designed to meetthe needs of all JSA, ESA, IB and IS customers, and has been tailored to meet thespecific needs of customers in Cumbria, Lancashire, Merseyside & Halton (the CPA). Themodel brings together proven techniques as well as innovative new features designedspecifically for the Work Programme.

Every Day Counts is based on the findings of a six month research project undertaken byIngeus and Deloittes Operations Excellence practice. The project combined an analysisof Ingeus existing operating models, input from 200 frontline staff, a study of over100,000 Ingeus customer records and feedback from over 500 customers. We conducted

consultations with local providers and stakeholders across Cumbria, Lancashire,Merseyside & Halton to tailor our core delivery model to reflect key local objectives suchas improving health and wellbeing, reaching full potential in education, skills andemployment, encouraging private sector development and increasing jobs and prosperity.Our research identified the following overarching principles which have been embeddedthroughout our delivery model:

Every Day Counts - Our research demonstrated that customers must undertakemeaningful activity every day in order to best progress towards employment. Customerswho stop doing activity tend to drift and disengage while those who are set structuredactivity in between appointments are substantially more likely to enter employment.Effective engagement is critical to ensuring customers keep progressing, particularlythose 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 appointment on job outcomes rates. Therefore we will aim to ensure thatfirst appointments are conducted within five days of each customers PRaP referral.Integrated health support Our experience of helping over 19,000 ESA and IBcustomers into employment shows us that they benefit from integrated employability and

health services. Every Day Counts offers an in-house Steps to Workmodule and Health& Wellbeingservice that provides customers with access to trained health professionalswho will support ESA and IB groups in managing their health conditions. This willcomplement the work of Employment Advisors (EAs). We expect many JSA Early Access,JSA ex-IB, ESA ex-IB and IB customers to have particularly acute health constraints.Holistic support - Our analysis and experience shows that over 50% of long-termunemployed customers, and those on health benefits, experience multiple barriers toemployment. We know that these customers are unlikely to enter the workplace withoutholistic support that meets al theirl needs. Although all Work Programme customers willface at fewest one significant barrier to employment, we expect the JSA Early Access andex-IB, ESA Flow and ESA Volunteer, and ex-IB and IB customer groups to have

particularly acute constraints. These may include poor mental health, lack ofqualifications, substance misuse, caring commitments and/or low levels of motivation andself esteem. We have therefore designed Every Day Counts as a one-stop-shop


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whereby customers can access a range of specialist support. This will be provided by ourAccessible Community Experts (ACE) who will work with customers to tackle the issuesthey face. IS customers will be supported by specialist Advisors who specialise in distinctareas such as sourcing alternative caring arrangements and part time opportunities.Personalised support - Our research found that central to every customers journeyback to work is a consistent relationship with an Employment Advisor (EA). All customer

groups demonstrate a greater ability to effect positive change and an increased chance ofsustaining in employment if they have developed a trust based relationship with their EA.This is principally because EAs are able to encourage customers to access differentinterventions and deliver challenging messages. Furthermore, we found that EAs whospecialise in a particular customer group perform better than generalist EAs. For example,we witnessed a 64% performance uplift on our Employment Zone contracts when weintroduced specialist lone parent Advisors. Specialist EAs will therefore work with thefollowing customer groups: those on health benefits; lone parents; and the hardest to help(more than three years out of work and experiencing multiple disadvantages).Fresh momentum for changing needs - Ingeus delivery experience in Australia on ourJob Services contract has proven that customers are more likely to move into

employment with regular changes of activity. Additionally, evidence from New Deal (ND)delivery in the UK has shown that job outcome rates increase by 35% around transitionsbetween different stages of the programme. This is due to fresh ideas and changes inmomentum that transition points create. Therefore, all modules in Every Day Counts aretime limited. Also, at the end of every Stage there will be a Review & Refresh session,where the customer and EA assess progress and set fresh objectives.Employer-focused delivery Since the expansion of our Employer Services Team intoall the areas we serve in the UK, performance has improved by over 20% as we are ableto immediately match customers with local vacancies using our ADAPT recruitmentsoftware. Our Employer Services Team in the North West will work with over 5,000 localemployers to source bulk vacancies, to which Work Programme customers will enjoypriority access. We expect this feature to be particularly effective with JSA customergroups who require immediate matching to suitable vacancies.

Rationale for each stage of the Customer Journey

Stage OneDiagnostics(identifying appropriate interventions): Thorough andengaging diagnostics are critical in identifying targeted interventions for each customer.They help to provide a personalised journey back to employment and increase customerengagement. Our Flexible New Deal (FND) delivery demonstrates that high qualitydiagnostics at the beginning of the customer journey increase conversion rates by over

5% in the first four weeks of the programme. Performance on subsequent stages alsoimproves. All the elements of the DiagnosticsStage, such as the AWARE online tool, arecustom-built to form a total picture of every customers support needs.Stage TwoIntensive Support(maintaining high activity levels throughout): Ourexperience from ESF and FND tells us that programmes with high levels of activity deliverthe strongest job outcome performance. Our Performance Analysis Team looked at thenumber of appointments attended during the first two months on our FND programme andthe overall impact on conversion rates. Conversion rates were 20% higher throughout theprogramme for customers who had attended over three EA sessions per week during thefirst two months. Both Boostand Engagetherefore develop job-searching habits early onin the customer journey. We expect Boostto be particularly suitable for JSA customers

who will undertake high levels of activity to facilitate a quick return to employment. Toaddress psychosocial and lifestyle barriers early in the programme, the Engagestreamprovides specialist Cognitive Behavioural Therapy (CBT) support. This will be


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particularly effective for the JSA early access, JSA ex-IB, ESA ex-IB, IB and IS customergroups who are further from the workplace. Our Enterprisemodule has been designed tostimulate entrepreneurism and drive up levels of self-employment, particularly in areas oflow job creation such as Burnley and Accrington.Stage ThreeSkills Plus(skills, training and work experience): The Cumbria,Lancashire, Merseyside & Halton area has wide concentrations of low skill areas and long

term claimants. In Liverpool, for example, 20% of working age residents possess noqualifications against a national average of 12%. The Skills Plusstage therefore provideseach customer with a tailored programme of vocational training, work experience andadvice on working in particular sectors. Ingeus and our subcontractors will offerRouteways, including in the following sectors: Business Administration (Inspire 2Independence); ICT and Health & Social Care (Speke Training & Education Centre); andRetail, Manual Trades and Hospitality (Scientiam). Customers who we identify as havinga basic skills need may be fast tracked to this stage following diagnostics. We expectcustomers across all eight groups to access this stage, however the JSA 18-24 group willbe given priority to help break Not in Education, Employment or Training cycles.Stage FourBreakthrough(combining work placements and peer support): The

design of Breakthroughis based on evidence from our ND and FND contracts thatmandatory/fixed activity elements increase job outcome performance. We see spikes injob entries before and during full time activity elements for both mandatory and voluntarycustomer groups. Breakthroughtherefore incorporates a six month work placement(sourced through our Placement Broker Team) which is mandatory for JSA customersand encouraged for all others. The peer support element on our Gateway to Work (G2W)model has also proven effective at positively changing ingrained attitudes and behaviours.Our approach is designed to help customers build on the job-search and vocational skillsthey have developed during the previous Stages to make the final step into employment.Customers within the ESA, IB and IS groups will be matched to a work placement thatmeets their specific requirements, including accessibility if they have a disability andproximity to home if they have caring commitments.Careers Academy(ongoing personal support and career development): ICPRsSustainability Project discovered that for 81% of sustained job outcomes the following keyelements existed - the right job fit, appropriate support in the first three months andappropriate attitudes. The Careers Academyhas therefore been designed with theobjectives of providing meaningful support through the transition phase, assistance withprogressing 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 will

receive 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 Cumbria, Lancashire, Merseyside & Haltonrequire specific types of support and have tailored Every Day Counts accordingly:18-24 year old customers A recent CBI survey found that 68% of employers are notsatisfied with the business and customer-facing skills of school/college leavers. In areassuch as Hyndburn, St Helens, Halton and Wirral, 18-24s account for over 30% of JSAclaimants. Our Step Aheadprogramme for young people will help young people set goals,develop positive attitudes and improve motivation. We will work alongside our

subcontractors such as Scientiam and others to source apprenticeships in locally relevantgrowth sectors including leisure & tourism, business administration and retail.Hardest-to-help customers This group will include many customers from the JSA


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Early Access (including ex-offenders, carers, homeless customers, care leavers andthose with substance misuse issues), JSA ex-IB and IB groups. Particular issues in thisCPA include substance misuse and and gang related offending, which is common inareas such as Croxteth in Liverpool. Our ACE Network includes providers such as Nacrowho will work with ex-offenders to break offending cycles.Customers with health conditions - A Health & Wellbeingservice will be available

across the CPA to support customers with a health condition (of particular relevance inareas such as Breckfield and Birkenhead where over 23% of working age residents claimESA/IB). In addition, Local Solutions will provide specialist mental health advice and ourin-house Health & Wellbeingservice will support customers with physical disabilities intheir job-search. We anticipate that the JSA and ESA ex-IB, ESA and IB groups willparticularly benefit from this service.Black & Minority Ethnic (BME) customers Parts of the CPA have significant BMEpopulations, for example 30% of Blackburns population is from a BME background.These groups face particular disadvantages in the labour market and can be up to 15%less likely to be in employment than white British groups. Our in-house Working Englishcourse, highly praised by Ofsted, will provide work focussed English lessons to assist

BME customers with low levels of spoken English into employment and EAs will speakcommunity languages such as Urdu and Punjabi.Over 50s - Ingeus has supported over 4,000 50+ customers into work, and has consultedwith the Age and Employment Network (TAEN) and Open Age to ensure our services aresuitable for older customers. All EAs will be trained using TAEN materials including theUnderstanding Older Adults and Overcoming Barriers to Work andLearning guide.Families, including parents and carers - To address the needs of customers indeprived areas - such as Knowsley where the rate of workless households reaches up to32% - we will provide dedicated EAs with specialist knowledge in childcare and relevantbenefits. We will also work with local Family Information Services who offer term timetraining and run workshops on relevant benefit entitlements, and Liverpool JET, who arehighly experienced in assisting Liverpools lone parents (where the claimant rate is 70%higher than the national average). Carers will be offered flexible appointment times andbe supported in sourcing alternative caring arrangements.Customers in areas of rural isolationResidents of the rural communities in Cumbriaand Lancashire will benefit from 9 outreach sites and services, as well as remoteappointments over the phone and through Invisage, our online customer portal. LeadProvider BTCV is an established presence in the area and has proven highly adept atsupporting customers in rural locations through tailoring services to the strengths of thelocal economy and supporting customers to travel to work.Customers in areas of low job creation A number of areas in this CPA suffer from low

job creation such as Barrow. Customers living in or around these areas are dependent onemployment from a small number of large employers, e.g. Vickers and the NHS. Topromote economic activity and job creation, Deloitte will promote membership ofestablished networks including that of local Chambers of Commerce and CBI to allemployers involved in our delivery. Deloitte events such as the Young ProfessionalNetworking Club, industry campaigns for the Financial Services, Manufacturing, Mediaand Real Estate sectors and their involvement with the Northwest Regional DevelopmentAgency ensure we are in a unique position to drive opportunity and encourage economicgrowth across the CPA, whilst securing the benefits for our customers.Self-employed customers Low rates of entrepreneurship in areas such as Preston andSt Helens will be addressed through our dedicated Enterprisescheme, and by providing

practical advice and mentoring through local business experts Business FinanceSolutions. Our self employment offer will provide additional levels of performance withESA, IB and IS groups who can require greater degrees of flexibility in their working life.


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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 Cumbria, Lancashire, Merseyside & Halton, wehave agreed exacting minimum service levels that will apply across our whole supplychain to drive strong performance and customer satisfaction. These service levels areoutlined in our Customer Pledge whichwill be displayed prominently in all delivery sites.Performance against these minimum service levels will be measured for everysubcontractor and Ingeus delivery site throughout the lifetime of the contract, and will beshared with customers at their initial appointment. Our Pledge contains five commitmentsthat all customers can expect and others that have been designed to meet the needs ofparticular customer groups:

1) A flexible service that is convenient and accessible. As a minimum this will

include: convenient office locations across Cumbria, Lancashire, Merseyside & Haltonwhich are close to public transport links; a freephone telephone number to contact us;web access at all delivery sites; outreach services for those who cannot reach ourpremises; flexible appointment times for customers with family or caring commitments;and programme literature available in community languages.Rationale: Our experience has shown that motivation and customer 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. This will be especially important for ESA and IB customers.2) A personalised package of support that is tailored to individual needs. This willinclude: a carefully-selected and well-trained Employment Advisor; a tailored CV, coverletter and benefit calculation (completed within the first four weeks of the programme); adetailed Action Plan outlining the support we will provide; access to support at least onceevery two weeks for the duration of the programme; and a choice of over 70 interventionssuch as tailored pre-employment routeways and specialist health and wellbeing advice.Rationale: Our experience indicates that, to meet the needs of a diverse customer group,it is essential to provide a service that is tailored to the unique personal circumstancesand needs of each customer. This is particularly true of the Cumbria, Lancashire,Merseyside & Halton CPA, which features a diverse customer group including aboveaverage proportions of lone parents, low skilled, ESA/IB claimants, and younger

customers, all of whom tend to have higher support needs and require a greater degree ofpersonalisation.3) A professional Careers Academyand in-work service which will help customersdevelop and progress in the workplace. This will include: ongoing support from an EAto help manage the transition into employment; an in-work benefits calculation; afreephone in-work helpline; online advice through Invisageand careers guidance from anInformation Advice and Guidance qualified In-work Advisor.Rationale: The Ingeus Centre for Policy & Researchs Sustainability Project found thattwo of the key conditions behind sustainable employment are support during the transitionfrom benefits to employment and jobs that offer rewarding prospects. Our minimumservice levels will ensure all customers receive help in managing the transition to

employment and careers advice to develop sustainable careers.4) Priority access to exclusive job vacancies and labour market information.Vacancies will be displayed in reception, on electronic job boards and promoted by EAs


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through our ADAPT recruitment software. Customers will be supplied with up-to-dateinformation 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 local labour market knowledge. We will help them overcomethis by providing priority access to vacancies.5) Treating customers with respect at all times and enabling them to be active

participants in setting their own goals.Customers will be empowered to take control of their journey back to work and shape thebest course of action at every stage. We will provide information on rights andresponsibilities and a widely advertised feedback procedure. All feedback will receive aresponse 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 Cumbria, Lancashire, Merseyside & Halton that have specific

requirements, so we have included minimum service levels for the following customers:Young people(all customers but particularly those in the JSA 18-24 group) our twoweek Step Aheadmotivational and goal setting course; access to a range ofapprenticeships and vocational training; and careers and life planning guidance.Rationale: 30% of JSA customers in the North West are 18-24 and youth unemploymentis of particular concern in areas such as Hyndburn where rates are as high as 38%.Customers with skills needs access to basic skills and over 3,500 learndirect coursesthrough our online portal Invisage; advice on local skills provision; and fast tracking to theSkills Plusstage of our delivery model if a skills need is identified during diagnostics.Rationale: 14% of local customers have no qualifications. The CPA suffers from low skillsgenerally, though those with low skills in areas such as South Lakeland and Lancaster,where up to 37% of residents are qualified to Level 4 and above, suffer disproportionately.BME customers-our Working EnglishESOL course; a culturally sensitive service withprivate rooms for prayer; and translation services where appropriate.Rationale: Although the CPAs population is predominantly White British, there areconcentrations of BME populations in urban centres such as Blackburn and Liverpool,where up to 30% of customers are from a BME background and have employment ratesup to 15% lower than those of equivalent white groups.Customers with family and or caring responsibilities(all customers but particularlythose in the Income Support group)- information about local childcare provision; flexibleappointment times; and access to specialist subcontractors such as JET who will support

customers in finding part-time and flexible work that fits around caring commitments.Rationale: In the North West 10% of claimants are lone parents and 7% are carers. Ratesare extremely high in areas such as Birkenhead, Breckfield and Linacre.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: 49% of benefit claims in the North West are due to poor health. Many of thesecustomers experience multiple barriers to employment.Customers with complex barriers to work- referral to our ACE Network of specialistproviders including Mencap (learning difficulties) and Nacro (ex-offenders).Rationale our experience of working with over 200,000 disadvantaged JSA, ESA and IB

shows that providing holistic services is key to tackling their barriers to employment.


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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 forCumbria, Lancashire, Merseyside & Halton (theCPA) is based on Deloittes knowledge of the region, developed through 30 years ofworking with local stakeholders and employers such as Peel Ports and Timpsons, and asix month local research project which encompassed: engagement with local authorities,CBI North West, the North West Regional Development Agency (NWDA) and strategichealth bodies; labour market analysis undertaken by Deloitte economists; and three

consultation events with local providers and third sector partners on our North WestPartner Network. Our research concluded that a successful delivery strategy for the CPAshould include the following features as a minimum:

Utilisation of a strong existing network of providers who are able to achieveoutstanding levels of performance;

Comprehensive geographical coverage across the CPA, especially in Cumbriawhere customer volumes are dispersed;

Specialist support for customers with multiple barriers to work, particularly in wardswith high levels of deprivation such as Everton and Speke Garston; and

A focus on raising skills levels, with a particular emphasis on areas such asBirkenhead and Blackpool, highlighted as a key priority for the NWDA.

Our strategy has been designed to meet the needs of all customer groups and addresseach of the issues outlined above:

Ingeus-Deloitte will combine Ingeus track record as an experienced Prime Contractorwith a reputation for fair and robust supply chain management, with the vast experience ofDeloitte as a contract and programme manager. Ingeus is one of the highest performingUK welfare-to-work providers (of our two Pathways to Work contracts are in the top fourfor job and sustained outcomes) and are experienced in delivering high performance inthe most deprived parts of the UK. We will therefore deliver directly in Merseyside and

Preston, and be embedded in the CPA to provide support to our supply chain. Ingeus-Deloitte and our four experienced local Lead Providers - Bootstrap, BTCV, Halton PeopleInto Jobs and Inspire 2 Independence who will deliver all core elements of the Every DayCounts model: Diagnostics, Intensive Support, Skills Plus, Breakthroughand in-worksupport using the Careers Academymodel. These providers possess strong experiencein the CPA through delivering programmes such as New Deal and Future Jobs Fund.Ingeus-Deloitte and our Lead Providers will share vacancies across the region, haveaccess to Ingeus-Deloittes Labour Market Portal and will also be supported by two furthertypes of subcontractors:ACE (Accessible Community Experts) Network - The ACE Network enables all Leadproviders to draw on the expertise of specialist providers to support customers with

complex barriers to work. These include Phoenix Futures (substance misuse counselling -Liverpool has the highest rate of hospital admissions for substance misuse in thecountry), Citizens Advice (financial and legal advice) and Mencap (support for those withlearning disabilities). Members of the ACE Network will work from the premises of all LeadProviders so that customers receive a convenient and consistent service.Vocational Routeway Providers - Our 8 Vocational Routeway providers will assist us toaddress skills shortages across the CPA. They will provide tailored Routeways forcustomers by offering vocational training, work placements and basic skills support. Wehave selected providers who offer Routeways, including in the following sectors to reflectlocal growth industries: Retail (St Helens Chamber of Commerce); Leisure and Tourism(JET); Construction (Scientiam); Business Administration (Real Time Training); and

Healthcare (Local Solutions). These routeways have been designed following discussionswith employers such as Teleperformance and Care UK, as well as local Chambers ofCommerce to reflect local skills needs.


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The best approach for customers in Cumbria, Lancashire, Merseyside & HaltonOur strategy provides a unique combination of expertise and has been designed toaddress local issues and meet the needs of all customers in Cumbria, Lancashire,Merseyside & Halton. The key strengths of our strategy are:Utilising local knowledge alongside international best practice Our researchidentified that a strong network of local providers already exists in this CPA. However, our

analysis also suggests that the introduction of Ingeus approaches developed through 21years experience of delivering services to disadvantaged groups in Australia, Europe andthe UK, as well as the continuous improvement and performance methodologiesdeveloped by Deloitte, will help to drive up levels of job outcome performance. We havetherefore designed a supply chain which is already situated in the area and draws on localexpertise to address a range of local issues.Comprehensive geographical coverage By utilising the existing infrastructure of ourfour Lead Providers, along with Ingeus-Deloittes new premises, we will be able to providefull coverage across the CPA from 19 fixed premises and 9 outreach sites. Members ofour ACE Network will also deliver services from these premises, thereby affordingcustomers convenient and coherent access to a wide range of services from the same

location. This will be particularly important in parts of central Cumbria, where access topublic services is comparatively limited. Our approach will encourage frequent attendancefor all customer groups, but will be particularly important for IS customers who may havecaring responsibilities and those on IB and ESA who may have mobility issues.Supply chain managementinformed by frontline delivery experience Ingeus-Deloitte will be both a Lead Provider and manager of the supply chain. This will give us aunique ability to share best practice, adopt continuous improvement techniques andenable all our providers to benefit from insight gained from Ingeus experience.Addressing local skills needs We have selected eight Vocational RoutewaysProviders to help us address the issue of basic and vocational skills gaps that exist inparts of this CPA. This is a particular problem in places such as Blackpool, where 19% ofresidents have no qualifications compared with 12% nationally. Each of our selectedproviders has demonstrated the ability to address local skills needs. This provision willbenefit all customer groups but will be particularly relevant for JSA 18-24 customers whoare most likely to have skills needs.Drawing on the expertise of specialist and third sector providersThe ACE Networkwill combine the expertise offered by third sector providers to meet the needs ofcustomers with complex barriers to work. For example, residents of Liverpool are themost likely to suffer poor mental health in the North West - we have therefore selectedRichmond Fellowship, who have delivered mental health services for 50 years. The ACENetwork will be used to ensure that we meet the needs of all customers, including the

hardest to help. This will include JSA Early Access, JSA ex-IB and ESA ex-IB customers.Rapid implementation Our delivery strategy has been designed to enable a rapid androbust implementation timetable that will produce strong performance from day one ofdelivery (June 27). To achieve this, we have selected a supply chain with significantexisting infrastructure in the CPA. Of the 19 sites that will be used for delivery of the WorkProgramme, 11 are already being used to provide similar services. Our supply chainalready employs a total of over 300 experienced staff in the area who have deliveredwelfare-to-work to services and understand the needs of local customers and employers.Rationale for supply chain selectionA 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. We

received expressions of interest from more than 1,000 organisations nationwide,including more than 200 in the North West. Subcontractors were assessed against criteriacovering performance, capacity, quality standards and innovation. In addition, we


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considered how and where Ingeus-Deloittes delivery could be best utilised.Ingeus-DeloitteMerseyside, South and Central Lancashire. We will directly deliverservices in areas with some of the highest rates of unemployment, by drawing on ourexperience in areas with similar characteristics. For example, we have delivered fourEmployment Zone contracts in Southwark, Brent & Haringey, Birmingham andNottingham through which we have helped more than 15,000 long-term unemployed

people into work from some of the most deprived wards in the country. This means weare expertly placed to deliver services in areas such as Liverpools Granby ward where45% of the residents claim out-of-work benefits and nearly one in four JSA claims areover a year old.Bootstrap East Lancashire. Bootstrap, a third sector organisation has deliveredemployability interventions across East Lancashire for over 20 years. They have particularexpertise in delivering in the most deprived communities of Blackburn and Burnley. Theyhave helped over 370 customers in East Lancashire into employment since 2008 andhave a particular expertise in supporting customers with disabilities - Ofsted awarded aGrade 2 for their Workstep programme in 2007.BTCV Cumbria. This region is characterised by low concentrations of customers,

relatively poor transport infrastructure and areas of rural isolation. BTCVs network of sitesand outreach services provides complete geographical coverage and helps individualsfrom largely rural areas into sustainable employment. In 2009, BTCV received a Grade 2from Ofsted for their New Deal delivery.Halton People Into Jobs Halton. Halton People Into Jobs is an established localprovider with expertise in supporting priority groups including lone parents, the over 50s,carers, ex-offenders and those with low skills. Since January 2010, they have helped over750 local customers into employment. They possess strong employer links throughrelationships with organisations such as the Halton Chamber of Commerce.Inspire 2 Independence (i2i) West and North Lancashire. i2i are an establishedFlexible New Deal provider and last year helped over 1,400 customers into employment inthe North West. They are experienced in tackling local issues such as seasonalemployment and low levels of aspirations.

Rigorous criteria were also used to select members of the ACE Network and ourVocational Routeways subcontractors. Members of our ACE Network were required todemonstrate experience of meeting the needs of the hardest to help. For example, in thepast five years Richmond Fellowship has supported over 88,000 individuals with mentalhealth issues. Each of our Vocational Providers was required to demonstrate a trackrecord of providing high quality skills support. For instance, Scientiam currently works withthe National Skills Academy for Retail and Liverpool One, as well as holding the licence to

operate the Academy ONE Retail Skills Shop in Merseyside and the wider North West.They specialise in helping customers achieve a meaningful Level 1 or Level 2qualification.

Working with subcontractors (including the voluntary sector)Ingeus-Deloitte willencourage joined-up working to drive consistent performance. We will work with oursupply chain to: co-ordinate employer and stakeholder engagement strategies; providesubcontractors with access to key services such as IT and HR; share best practice acrossour supply chain through quarterly forums; and drive improvement through robust contractmanagement. To ensure that we draw on the expertise third sector providers offer,Deloitte senior Partner [REDACTED] , who leads Deloittes Third Sector practice, will

chair a Third Sector Advisory Panel, bringing together Chief Executives of leadingcharities (such as ACEVO, Mind and Barnardos) to advise Ingeus-Deloitte on effectiveprivate and third sector partnerships.


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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 Greater Cumbria, Lancashire, Merseyside & Halton (theCPA) combines local supply chain capability and knowledge of local stakeholders withcentral resource focused on supporting delivery. The structure is based on Ingeusexperience of successful delivery of multiple Flexible New Deal and Pathways to Workcontracts. Our experienced Human Resources Team, in partnership with our recruitmentadvisor Alexander Mann Solutions (AMS), have developed detailed competency-based

job descriptions to identify internal and external candidates for all roles and we will identifykey members of the existing management team who will transfer to the Contract PackageArea (CPA) to lead on Work Programme delivery.

Proposed management structure, skills and reporting linesLocal staff Our Director for the North West (DNW), [REDACTED] will be responsible forall Ingeus and subcontractor performance across the CPA. She will provide strategicleadership, develop and maintain senior stakeholder relationships, develop co-commissioning proposals and work with JCP, key local employers, the 11 local authoritiesand the regional LEPs to ensure that delivery meets local needs. [REDACTED] is one ofIngeus highest performing senior staff with extensive experience of managing multiple

contracts and influencing regional stakeholder relationships. [REDACTED] will reportdirectly to the Chief Operating Officer (COO). She will also have direct access toDeloittes Practice Senior Partner in the North West, [REDACTED] , who is based inManchester and has 25 years experience of working in the North West, including closerelationships with some of Deloittes largest clients including Peel Holdings, JJB Sports, NBrown Group and Timpsons.

The management of Ingeus-Deloittes direct delivery in the CPA will be undertaken byOperations Managers (OMs). The OMs will report to [REDACTED] and will attendQuarterly Performance Reviews together. OMs are responsible for: ensuring allperformance and budgetary targets are met; leading their teams to deliver a quality andcontractually compliant service; and developing effective working practices withstakeholder staff and local partners. OMs will be skilled in: leadership; operationalperformance management; communication; stakeholder management; and staffdevelopment. They will demonstrate an understanding of and commitment to resolvinglocal issues including the poor level of basic skills across Merseyside and effectivedelivery solutions for areas of entrenched intergenerational unemployment anddeprivation such as Toxteth and Speke. OMs will be supported by Deputy OperationsManagers (DOMs), one of whom will have designated responsibility for each site. Theywill directly manage frontline staff through a structured performance support system.DOMs will have exceptional management skills and an understanding of effective ways to

work with local customers including those with drug and alcohol dependency and low-levels of basic skills. The OMs and DOMs are also responsible for maintaining effectiverelationships with local non-contracted providers such as local authorities, Education,Probation, Health, Housing, and Community Mental Health Teams. We will relocate anumber of managers from our existing pool of more than 60 OMs and DOMs to bringexpertise to our model.

Each subcontractor will be allocated a locally based Contract Manager (CM) or SeniorContract Manager who will provide subcontractors with regular support and manageperformance against a range of KPIs. Each subcontractors management team will beresponsible for the management of their frontline delivery staff. CMs will conduct monthly

progress meetings and formal Quarterly Performance Reviews to set performancetargets, review performance against KPIs and update the subcontractors DevelopmentPlan (agreeing action points to achieve continuous improvement). There will be a numberof other local interfaces with our subcontractors: for example, practical advice and support


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to managers and frontline delivery staff by our OMs and DOMs in the CPA. Managingrelationships with local employers will be critical for the CPA. Managers from ourEmployer Services Team will work in the North West and co-ordinate closely with theircounterparts in our subcontracted Lead Providers. Employer engagement activity will besupported by Deloittes local North West Practice, who will help to broker relationshipswith key major businesses.

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 of delivering complex, large scaleprogrammes in the public and private sectors. He is responsible for setting overallobjectives, developing strategies for successful delivery and maintaining key high level,stakeholder relationships. Our Chief Operating Officer (COO), [REDACTED] , reports tothe CEO and is responsible for driving UK wide standards and high performance of theWork Programme and all other contracts. [REDACTED] is highly experienced in themanagement of welfare-to-work provision and has an exceptional track record ofperformance delivery and improvement, and also has seven years experience in

Lancashire and Merseyside in a variety of sectors including Health and Retail. The Headof In-Work Support will report directly to the COO and will liaise closely with the DNW toensure that the service meets the needs of customers in the CPA. Our Supply ChainTeam (described below) will be led by our Commercial Director (CD), [REDACTED], who also reports to our CEO. [REDACTED] is responsible for our supply chain strategyand the performance of our subcontractors across all contracts. [REDACTED] hasmanaged large and complex supply chains in a number of roles, including at Serco andother large suppliers to the public sector and brings extensive legal and financial expertiseto our team to support the challenges of delivering the Work Programme. Our centrallylocated corporate functions include: Performance Management, Quality and Risk, IT, HR,and Learning and Development.

How we will work with our supply chain and delivery partnersIngeus recognises our role in deepening the welfare-to-work supply chain in the UK. Ourapproach is to balance high performance expectations with support for building capability.In passing on risk to suppliers we will consider their differing abilities to shoulder it. Wewill help specialist providers to understand how well their interventions move customerscloser to work and hence improve their service delivery. Page 6 of Annex 4 summariseskey interfaces between Ingeus, subcontractors and stakeholders.Supply chain Pages 7-10 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 the CPA 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 suppliersand attend the Quarterly Performance Reviews of Lead Providers who are failing toachieve objectives. [REDACTED] has 10 years experience in the welfare-to-workindustry of which five have been spent managing supply chains. Our Head of PartnershipDevelopment (HPD), [REDACTED] , also reports to the CD. She is responsible for leadingour subcontractor management teams through implementation and providing appropriatesupport - particularly to smaller and third sector organisations. [REDACTED] has overseven years in partnership and contract management experience in the skills and welfare-

to-work sectors. All managers in our supply chain will be provided with support fromexperienced managers across our corporate functions outlined above.


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Delivery Partners[REDACTED] will be the point of contact for JCPs Director for theNorth West and other senior regional stakeholders such as the two LEPs. The OMs willbe the key contact for local partners in Ingeus-Deloitte delivery areas and will meetquarterly with each manager. [REDACTED] and the OMs will also meet with the threeJCP District Managers as required. Subcontractor managers will be responsible forworking with partners and stakeholders in their locality to support their delivery.

Why our management structure is appropriate for this CPARobust organisation designDeloittes organisation design experts contributed to thedesign of our structures by: consulting with staff and senior management in Ingeus andour suppliers; leveraging best practice from Ingeus international operations; and usingrole profiles from Deloitte engagements in comparable organisations. Our HR Directorhas developed competency-based job descriptions to identify internal and external stafffor all roles and Alexander Mann Solutions have appointed a dedicated Account Managerin the CPA to identify suitable candidates for management vacancies. All members of ourcorporate senior management team are already in post and their proven skills will beintegral to successful delivery in this CPA. Management roles in the CPA will be filled by

experienced Ingeus-Deloitte staff and new personnel who meet our requirements.Combined proven structures with 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 New Deal contracts.We have taken the best of what works today, but have included new elements (such asthe dedicated in-work support team to manage the Careers Academyand the newContinuous Improvement Team) to align with the requirements and expectations of theWork Programme. All of our subcontractors have a proven track record of successfullymanaging welfare-to-work provision. Each will be delivering from existing sites wheremanagement infrastructure is already in place and successful working relationships areestablished. This will enable strong leadership and performance from day one of delivery.Locally focused delivery supported by national capabilitiesAll managers and stafffrom the DNW down will work within the CPA and will have or develop an in depthunderstanding of the local labour market, communities, customer needs and supportservices. We will build upon the established management teams of our Lead Providerswho have over 20 years experience of local delivery. Local managers will be supported byour corporate teams who will work across CPAs to facilitate consistency of delivery, driveperformance and innovation and support our supply chain where it is needed.Clear roles, responsibilities and interfaces All roles in our proposed structures areclear and do not overlap with other roles. They all have specific responsibilities andaccountabilities which are clearly aligned at each level in our organisation with

counterparts in our supply chain and key stakeholders, to ensure effective joint working.Practitioner approach to contract management The balance between sub-contracted and in-house Ingeus 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 of our managementcapability in the CPA. Our Management and Leadership programme will enable frontlinedelivery 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 whilst Deloittes award winning Supply Chain practicehas helped more than 400 businesses make supply chain improvements on programmessuch as the 2012 Olympics. Our Delivery Management Framework (DMF) sets outperformance and quality objectives, monitoring and evaluating activities, performance

improvement approaches and remedial measures for our entire supply chain to enablecontinued achievement over the term of the contract. [REDACTED] , the Director for theNorth West (DNW) will be accountable for the DMF in Cumbria, Lancashire, Merseyside &Halton. The DMF has four key elements: KPIs (Key Performance Indicators); Monitoring;Evaluation and Management; and Performance Improvement. Our processes areaccredited to the Matrix standard and are in line with the Merlin Standard.

KPIs - We have set exacting targets based on our enhanced delivery model and thesewill be increased year on year. KPIs are set out on a performance dashboard for allmembers of the supply chain, in particular our Lead Providers Bootstrap, BTCV, HaltonPeople Into Jobs and Inspire 2 Independence. We will set KPIs using the QPARM

methodology: Quality: customer satisfaction, equality of outcome measures;Performance: job outcomes, sustainability, referral-to-start ratios; Assurance:compliance with contractual requirements, maintenance of accurate records, compliancewith appropriate legislation (e.g. safeguarding); Responsiveness: process improvement,knowledge sharing, cost management, milestone adherence; and Management:performance reporting, communications, risk management. Ingeus-Deloittes qualitysystems are accredited to the Matrix and Merlin standards.

MonitoringCentral to our approach to managing delivery will be to gather a set of performance andmanagement information and qualitative feedback. We will collect this through foursources: reports from our market leading ADAPT Management Information (MI) system;monthly analysis of key MI trends prepared by the Performance Analysis Team; quarterlyaudit reports; and feedback from customers, JCP, employers and other stakeholders.MI 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 the

performance 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 the CPA, includingthose of our subcontractors, by our Performance Analysis Team. The reports will provideanalysis of key performance deliverables including customer starts, job and sustainedoutcomes and leavers broken down by individual delivery sites. These will be presented ina user-friendly format and will enable Operations Managers to identify key trends in data.Compliance and Audit Reports Our Quality Performance (QP) Team will conductquarterly spot checks and annual or bi-annual (depending on risk level) audits of Ingeus-Deloitte and subcontractor delivery sites. The resulting report will be used to allocate a

risk level to each delivery site. Audits will focus on the compliance of our delivery withsubstantive checks being made on all customer paperwork and electronic records toensure adherence to our Minimum Service Levels and contractual requirements. A


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more stringent audit will be conducted with sites whose audits generate a variance ofgreater than 5%.Customer and Stakeholder FeedbackFeedback on our customers experiences willbe collected through suggestion boxes, our customer portal Invisage, a formal complaintsprocess, an annual survey and quarterly focus groups. Feedback from JCP, otherstakeholders and employers will be collected by our local management team and

Employer Services Team. All feedback will be passed to our Continuous ImprovementTeam (CIT) for further analysis. The complaints process will be managed for our wholesupply 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 who

have 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 underlying reasons for any poor performance by examiningindividual efficiency rates, engagement rates, caseload numbers and the performance ofparticular cohorts. All MI will feed into our UK Performance Portal which contains abalanced score-card to benchmark each contracts performance. OurCIT will analyse allcustomer feedback and complaints across our supply chain and report key findingsquarterly for management teams.

Management and performance improvementOur DMF outlines clear roles, responsibilities and review points to ensure that we act onthe findings of our monitoring and evaluation activities. This will enable us to driveconsistent 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 (DOM) 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

170. cpa6: ingeus-deloitte tender

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