204. cpa8: ingeus-deloitte - tender

8/3/2019 204. CPA8: Ingeus-Deloitte - Tender

1/73

EMPLOYMENT RELATED SUPPORT SERVICESFRAMEWORK AGREEMENT

MINI COMPETITIONS FOR THE PROVISION OFTHE WORK PROGRAMME

Invitation to Tender Form


2/73

Tender Round title: The Work Programme

Organisation Name: Ingeus UK Limited

Lot: 10

Contract Package Area (CPA): CPA 8 Scotland


3/73

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(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 Ltd 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 010948 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]


4/73

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:

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]


5/73

Job Title: Ingeus UK Limited - CEO

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

Name of Organisation: Ingeus UK ltd


6/73

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 andPayment)

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

Could the Department confirm that the grossing-upprovisions in clause 3.1.10 relate to those checks carriedout under clause 3.1.9, and also provide some clarificationon what opportunity there may be for a Prime Contractor tosubmit additional evidence as part of this process?

Clause 6.1.9 (Transfer andSub-Contracting)

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

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

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

caps in the contract.

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


7/73

caps in the contract.

Clause 8.8 (BusinessContinuity)

We would welcome an opportunity to discuss with theDepartment how management escalation processes wouldoperate, prior to the Department choosing to exercise itsrights under 8.8.4

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

Name: [REDACTED]

Scanned

Signature:

[REDACTED]

Position: CEO 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.


8/73

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 four sides of A4.

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


9/73

4.1 Ingeus-Deloittes Every Day Counts delivery model will provide every WorkProgramme customer in Scotland with a tailored and intensive package of support,designed to quickly address complex barriers to work and provide a fast and effectiveroute to sustained employment. Every Day Counts will harness the knowledge andexpertise of a range of local providers and will prioritise high levels of intensive activity toincrease speed to placement. Every Day Counts is designed for all customer groups

including those on Jobseekers Allowance (JSA) and Employment Support Allowance(ESA). The intensity of support and choice of interventions will be tailored to eachcustomers individual needs. Appropriate levels of mandatory activity will apply to keysteps and JSA customers will experience increasing conditionality throughout theprogramme. All customers will receive holistic support to tackle their barriers toemployment. Our core model has been adapted to meet the particular requirements ofcustomers across the whole of Scotland.

Every Day Counts incorporates four specially developed stages: Diagnostics, IntensiveSupport, Skills Plusand Breakthrough, during which customers can enter employmentat any time. On entering employment, customers will automatically graduate to the

Careers Academy, where they will receive tailored support to help them remain inemployment and build a sustainable career path. Each stage will be underpinned by: thepersonal support of an Employment Advisor (EA); intensive job-searching activities;employer engagement; work placement services; a range of skills options; practical face-to-face assistance from specialists in our Health & Wellbeingservice; advice and supporton issues such as debt and substance misuse from our Accessible Community Experts(ACE) Network; and access to our innovative online job-search and matching supporttool, Invisage. EAs will perform in-work benefits calculations to assist clients tounderstand the financial benefits of work. Every stage on the programme is focused onthe employment outcome, and customers will be encouraged to find work at the earliestand most appropriate opportunity. Transitions between stages will be marked by a Review& Refresh appointment which will assess progress made and identify next steps.

Stage 1 - Diagnostics(weeks 1 to 4)Prior to their first appointment, customers will be sent a Welcome Pack that includes:travel directions; our Customer Pledge outlining our minimum service levels; and a Rightsand Responsibilities leaflet. To maximise speed to placement we will undertake thoroughdiagnostics with every customer to identify barriers to employment and ensure they areactively engaged. At their first appointment, each customer will be introduced to their EA.Customers will be given support from their EA to complete ourAWARE online self-diagnosis assessment, which assesses confidence and motivation levels and,where

relevant, our Health Assessment, which is designed to assess functional, vocational andpsychosocial workplace capabilities and which builds on ESA customers Work CapabilityAssessment reports. Together, they will build an Action Plan based on: the customersemployment and skills history; job goals; basic skills levels; and personal circumstances.The Action Plan will be reviewed and updated at least once every eight weeks to ensureour support reflects the customers changing needs. Diagnosticswill be underpinned byjob-searching activity from day one and customers ready to enter employment will begiven a priority mock interview and immediately matched to a suitable vacancy.Diagnosticsmay take up to four weeks for customers with multiple and severe barriers toemployment, such as those who have been claiming IB for more than five years.Customers identified as having low basic skills may be fast-tracked to Stage 3 and then

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.


10/73

4.1 (continued) 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. These modules either: fast-track them to employment (Boost); assist them to enterself-employment (Enterprise); provide holistic support to address their psychosocialbarriers to work (Engage); or improve their health and wellbeing in preparation for work

(Steps to Work). A full list of Intensive Supportinterventions is available in Annex 1.

Boost a high intensity approach to job-searching which enables customers to improvethe quality and quantity of their job-seeking activities in order to move into sustainablework at the earliest opportunity. We expect the majority of JSA customers to accessBoost, as well as any other customer immediately able to work. Key activities under Boostinclude: priority access to local vacancies sourced through our Employer Services Team(EST); Employer Routeways (consisting of vocational training and guaranteed interviews);Interview Skills workshops and mock interviews; help with speculative applications; basicskills support; updating and improving CVs and cover letters; IT training workshops toundertake effective online applications and use our online portal Invisage; and reverse

marketing (where EAs proactively market customers to prospective employers). 18-24year old customers will 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 DHP who will workalongside Chambers of Commerce, Business Gateway and organisations such as thePrinces Scottish Youth Business Trust to provide support with business planning andworkshops on book-keeping, tax advice and marketing. This will be supplemented bysupport from Ingeus-Deloitte such as help in accessing funding and an online Communityof Practice. Deloitte supports the Entrepreneurial Exchange Entrepreneur of the Yearawards, which place a particular emphasis on the importance of women in business. Wewill encourage all suitable customers to become self employed, and promote it to thosefrom disadvantaged groups. Customers will be able to test trade their business for up to26 weeks and extend Enterpriseinto Stage 3. We expect self-employment to be asuitable outcome for a wide range of customer groups, particularly ESA customers whomay require greater flexibility in their employment to accommodate a health condition.Engage provides holistic support to tackle multiple and complex barriers to ensurehardest to help customers move closer to and into work. Interventions are based on:psychosocial solutions such as Cognitive Behavioural Therapy (CBT) based workshops;workshops covering family topics such as budgeting and healthy eating; techniques toaddress low levels of motivation and self-esteem common in customers from areas ofsevere deprivation and intergenerational worklessness such as the Breich Valley in West

Lothian and Port Glasgow in Inverclyde; raising aspirations and levels of self-confidence;encouraging customers to travel to areas of higher employment such as Edinburgh andGlasgow; and undertaking activities to address specific barriers to work including debtand substance misuse. Customers requiring additional support will be referred to our ACENetwork and local support services. Throughout Engage, customers will be provided withintensive vacancy searching and matching support through one-to-one and groupactivities to maintain consistent focus on securing work. Customers accessing Engagewillinclude JSA Early Access customers who are more likely to have complex barriers.Steps to Work provides integrated health and employability support for customers forwhom health is the main barrier to employment. This module has been specificallydesigned for ESA Flow, ESA Volunteers and ESA ex-IB customers to help them prepare

for a return to job-seeking activity and work. Over 49% of all benefit claimants in Scotlandare claiming due to a health condition and in many urban parts of the Central Belt, poorhealth remains the most significant barrier to work. Steps to Workcontains particular


11/73

4.1 (continued) emphasis on pain management, improving mobility and tackling rootcauses of depression in order to enter employment. Specialist Health Advisors will meetcustomers on a regular basis to provide one-to-one employment support and refer themto specialist provision offered through our ACE Network and Health & Wellbeingservice(described below). Our EST will source suitable vacancies with flexible hours and willadvise employers on making any necessary workplace adjustments through Access to

Work funding. Customers who become able to undertake more intensive job-seekingactivity can move to another Stage at any point. Steps to Workcontinues until customersare able to undertake mainstream job-seeking activity. Transition points will be marked byregular review and refresh appointments.

Stage 3Skills Plus(weeks 17 to 52) The purpose of Stage 3 is to address customersskills needs and/or lack of recent work experience, and to build on job-search skillsdeveloped in the previous two Stages. Customers identified as having low basic skills willbe fast-tracked to this Stage following diagnostics. During this Stage, every customer willparticipate in an 18 week sector-specific vocational training course and/or tailored workplacement. The Vocational Routeway will be supplemented by job-search activity and

one-to-one support will be provided by their EA throughout the rest of the Stage.Customers will choose from a range of Vocational Routeways provided by subcontractorsthat are experienced at delivering training and apprenticeships and have close employerlinks. These providers include Capital City Partnership, the Lennox Partnership andRemploy. Vocational Routeways have been informed by our work with local employersincluding Royal Bank of Scotland, beCogent and Scottish Water to take into account localskills gaps, particularly at Foundation and Level 1 and 2 in the food and drink, care,business services and emerging energy and environmental sectors. One-to-one job-search activities will underpin this Stage throughout.

Stage 4Breakthrough(weeks 53 to 104) Stage 4 is designed to provide additionalsupport and increased conditionality for those who are still searching for work after a yearon the programme. Customers will be introduced to a group of peers who will meet atleast once per week to support one another with job-search activities and to maintainfocus. At each weekly meeting (led by a Group Facilitator) customers will jointly reviewprogress and plan activities for the next seven days. In addition, our Placement BrokerTeam and subcontractors will utilise their employer links and those with local volunteerbureaux to source a six month community work placement (mandatory for JSAcustomers) that fits with each customers job goal and aspirations. During this stage,continued support will be provided by the ACE Network and EAs to address the reasonswhy customers have not previously entered employment.

If customers reach the end of the programme, they will have a Final Interview with theirEA and together they will plan the next three months job-searching activity and completea final Action Plan which will be shared with Jobcentre Plus.

In-Work Support - the Careers AcademyWhen customers secure work, they willautomatically gain membership of the Careers Academywhich provides comprehensivein-work support and career development advice. Upon an offer of employment, andtypically during the first six months in employment, customers will be supported by theirdesignated EA. Before starting work, the customer and the EA will work together to drawup an in-work Action Plan and undertake the necessary preparatory activities including

completing Working Tax Credits and Housing Benefit forms, sourcing childcare andarranging travel passes. All customers will be encouraged to attend our Flying Startworkshop to find out about the in-work benefits available to them and to get advice on


12/73

4.1 (continued) managing the first few weeks in work and common issues that may arise.Through the Careers Academycustomers will have access to the following support:1) In-Work Advisor Support - Customer Support Co-ordinators will provide support for

customers six days a week via a freephone number, text and email from our CustomerContact Centre in Oban. Staff will regularly contact in-work customers and provideimmediate responses to queries and requests for support on issues such as budgeting

and in-work benefits. JSA Early Access, ESA Flow, ESA Volunteer, ESA ex-IB andJSA ex-IB customers will be tracked more intensively, as higher support needs maymake it more likely that they fall out of work. Customers needing more attention willhave their case escalated for a same day response from Specialist Support.

2) Specialist Support - specialist In-Work Advisors provide advice over the phone andin person on complex issues such as amending child maintenance payments and in-work dispute resolution. Advisors will refer customers to community based expertswhere appropriate such as local tax professionals and housing Support Workers.

3) Career Development Support - after six months in employment, customers will bereferred to an IAG qualified team of Advisors who will offer a telephone basedappointment to advise customers on progression opportunities.

4) Rapid Response Team (RRT) - any customer who is likely to or who has fallen out ofwork will be referred immediately to the local RRT who will work closely with our ESTto source viable alternative employment as quickly as possible. The model recognisesthat a quick response is critical to help customers sustain employment. Any customerwho does not find employment within four weeks will return to the core programme.

Cross Programme Services: Throughout Every Day Counts, customers will be able toaccess the following services when 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.Invisage- our online customer portal Invisageenables customers to job-search freelyfrom any internet enabled computer and undertake a range of e-learning modules. Eachcustomer will be provided with an Invisageaccount, training in how to make the most ofits functions, with support for those with limited IT skills. Key features include: intelligentjob-scraping software which filters suitable job vacancies from multiple websites; WorkingIn... podcasts; and a suite of online training packages. We will make effective use oftelephony, web and SMS text media for contact, reminders and notification of jobs.learndirect Scotland skills packages customers will be able to access a variety oflearndirect Scotland online training packages through our fully equipped Job Stations.

These include English for Speakers of Other Languages and Keyboard Skills.The ACE Network a pool of third sector providers who will work from core delivery sitesto offer specialist support that customers can access whilst on Every Day Counts. Theseinclude Clarion (for the aurally impaired); Action for Blind People (for the visuallyimpaired) and Apex (ex-offenders). The ACE Network will support all customers, butparticularly those with multiple and severe barriers to employment such as those in theJSA Early Access, ESA ex-IB and JSA ex-IB groups.Employer Services Team our dedicated team of Employer Account Managers will beembedded within our delivery sites across Scotland. Each year, they will sourcethousands of vacancies to which Work Programme customers in Scotland will havepriority access.


13/73

[4.1a] Customer Journey - Rationale

Please describe in detail:

your rationale for your proposed Customer Journey(s) detailed above in 4.1

within this CPA; and

the benefits to the individual customer groups of this approach.

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


14/73

4.1a Our customer journey brings together the experience and highest performingpractices from Ingeus 21 years experience in delivering welfare-to-work contracts withDeloittes expertise in designing customer journeys. For example, Deloitte has recentlyworked with Jobcentre Plus and NHS Scotland to streamline the journeys of theirrespective customers. Every Day Counts is based on the fact that speed to placement iskey the longer a customer is out of work, the harder it is to return. Every Day Counts

has been designed to meet the needs of JSA, ESA , IB and IS customers and has beentailored to meet the specific needs of customers in Scotland. The model brings togetherproven techniques as well as innovative new features designed specifically for the WorkProgramme.

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, a study of over 100,000 Ingeus customer recordsand feedback from over 500 customers. We conducted consultations with localstakeholders and tailored our core delivery model to achieve key objectives of theScottish Government including empowering people, supporting employers and

strengthening partnerships between the public, private and third sectors. We identified thefollowing overarching principles which have been embedded throughout:Every Day Counts Our research demonstrated that customers must undertakemeaningful activity every day in order to best progress towards employment. Customerswho become inactive tend to drift and disengage, while those who are set structuredactivity in between appointments are substantially more likely to enter employment. Forcustomers who are furthest from work, the key is that activity should be focused onconstant progress. Our model therefore encourages high levels of activity throughout.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 research that demonstrates the negative effect on joboutcome rates of long lag times between referral and first appointment. We will thereforeaim to conduct first appointments within five days of each customers PRaP referral.Integrated health support Our experience of helping over 3,700 ESA and IBcustomers in Scotland into employment shows us that they benefit from integratedemployability and health services. Every Day Counts offers an in-house Steps to Workmodule and Health & Wellbeingservice that provides customers with access to trainedhealth professionals who will support customers in the ESA and ex-IB groups in managingtheir health conditions.Holistic support - Over 50% of long-term unemployed customers and those on healthbenefits face multiple barriers to work common in areas of chronic intergenerational

unemployment, such as Whitfield in Dundee and Ferguslie Park in Paisley. We know thatthese customers are unlikely to find work without holistic support that meets all theirneeds. We have therefore designed Every Day Counts as a one-stop-shop wherecustomers can access a range of specialist support from our Accessible CommunityExperts (ACE) who will offer interventions to tackle barriers such as substancedependency and offending behaviour. Although all customers are likely to face at leastone barrier to work, we expect JSA Early Access, JSA ex-IB and ESA ex-IB groups tohave particularly acute constraints and therefore benefit most from this approach.Personalised support - Our research found that central to every customers journeyback to work is a consistent relationship with an Employment Advisor (EA). All customergroups demonstrate a greater ability to effect positive change if they have developed a

trust based relationship with their EA. This is principally because EAs are able toencourage customers to access different interventions and deliver difficult messages.Furthermore, we found that EAs who specialise in supporting a particular customer group


15/73

4.1a (continued) perform better than generalist EAs. For example, we witnessed a 67%performance uplift on our Employment Zone contracts when we introduced specialist loneparent Advisors. Every Day Counts will therefore incorporate specialist EAs for thefollowing customer groups: those on health benefits; lone parents; and the hardest to help(more than three years out of work and experiencing multiple barriers).Fresh momentum for changing needs - Evidence from New Deal (ND) delivery has

shown that job outcome rates increase by 35% around transitions between differentstages of the programme. This is due to the fresh ideas and changes in momentum thattransition points create. Therefore, all modules in Every Day Counts are time limited. Atthe end of every Stage there will be a Review & Refresh session, where the customer andEA assess progress and set fresh objectives.Employer-focused delivery Since the expansion of our Employer Services Team inScotland our job outcome performance improved by over 20% as we are able toimmediately match customers with local vacancies using our ADAPT recruitmentsoftware. For example, by working with Sainsburys for their new store opening inLivingston we were able to fill 85 jobs through the rigorous preparation, training andselection of our customers.

Rationale for each Stage of the Customer JourneyStage OneDiagnostics(identifying appropriate interventions): Thorough andengaging diagnostics are critical in identifying targeted interventions for each customerand need to be underpinned by job-search from day one. They help to provide apersonalised journey back to employment and increase customer engagement. OurFlexible New Deal (FND) delivery demonstrates that high quality diagnostics at thebeginning of the customer journey increase conversion rates by over 5% in the first fourweeks of the programme. Performance on subsequent stages also improves. All theelements of the DiagnosticsStage, such as the AWARE online tool, are custom-built toform a total picture of every customers support needs.Stage TwoIntensive Support(maintaining high activity levels throughout): Ourexperience from Flexible New Deal and Pathways to Work shows that programmes withhigh levels of activity deliver the strongest job outcome performance. Our Performanceand Analysis Team looked at the number of appointments attended during the first twomonths on FND. Conversion rates were 20% higher throughout the programme forcustomers who had attended over three EA sessions per week during the first twomonths. Both Boostand Engagetherefore develop intensive activity and job-searchinghabits early on in the customer journey. To address psychosocial barriers, the Engagestream also provides specialist Cognitive Behavioural Therapy (CBT) support. This will beparticularly important for the JSA Early Access, JSA ex-IB and ESA ex-IB customer

groups who will often be further from the labour market. Our Enterprisemodule has beendesigned to stimulate entrepreneurism and drive up levels of self-employment.Stage ThreeSkills Plus(skills, training and work experience): Scotland has severalconcentrations of low skill areas and long term claimants. In Motherwell, for example,19% of working age residents possess no qualifications against a UK average of 12%.The Skills Plusstage provides each customer with a tailored programme of vocationaltraining, work experience and advice on working in particular sectors. Ingeus and oursubcontractors will offer Routeways in growth sectors, such as food and drink and health.Stage FourBreakthrough(combining work placements and peer support):Breakthroughis based on evidence from our ND and FND contracts that fixed activityelements increase job outcome performance. We see spikes in job entries before and

during full time activity elements. Breakthroughtherefore incorporates a six month workplacement which is mandatory for JSA customers and encouraged for all others.Customers will be supported by a group of peers through a weekly group session this


16/73

4.1a (continued) is based on the group element of our New Deal Gateway to Workprogramme which has proven effective at changing ingrained behaviours. This will helpcustomers build on the skills they have developed to make the final step into employment.The Careers Academy(ongoing personal support and career development): IngeusCentre for Policy & Researchs (ICPR) Sustainability Project discovered that 81% ofsustained job outcomes were due to three core factors - the right job fit and work

environment, appropriate support in the first three months, and appropriate attitudes andbehaviour. The Careers Academyhas therefore been designed with the explicit objectivesof providing: meaningful support through the transition phase; opportunities for customersto progress within the workplace; help in increasing earning potential and support todevelop appropriate in-work attitudes. Our IAG qualified In-Work Advisors will breakcareer goals down into achievable milestones and help customers plan the necessarysteps to achieve their goals.

Benefits to individual customer groupsYoung people There are high numbers of JSA 18-24 customers across Scotland, whooften lack basic employability skills. Our Step Aheadgoal setting course will help younger

customers in their career planning. We will commission the services of specialistproviders, such as Street League, who will specialise in motivating young people throughsport. We will also work with our supply chain to help source apprenticeships andappropriate training opportunities.Customers with health and lifestyle barriersOur two Pathways to Work contracts areranked in the top four out of 34 contracts in the UK. Our in-house Health & Wellbeingservice provides on-site access to trained Physiotherapists and Psychologists and iscritical to our success. Health & Wellbeingwill be of particular relevance in areas such asGlasgow, where 13% of the citys population claim ESA/IB.Customers living in areas with high rates of seasonal employmentMany rural partsof Scotland feature seasonal industries such as agriculture and tourism. We will supportindividuals to secure permanent employment by balancing a portfolio of seasonal jobs. Onthe contracts we currently deliver in the Borders, for example, some customers work inagriculture during the peak season, in holiday parks for the summer and then progress toretail positions or work for Royal Mail for the Christmas period.Families, including parents and carersTo address the needs of customers in areassuch as Glasgow and Dundee where the rate of lone parent claimants is more thandouble the national average, we will provide dedicated EAs with specialist knowledge inchildcare, relevant benefits, and securing work with family friendly hours. We will alsowork with organisations who are part of local Family Information Services in Scotland whoprovide access to term time training and run workshops on relevant benefit entitlements.

Rural isolationResidents of rural and island communities will benefit from over 65outreach sites and appointments via the telephone and Invisage, our online portal. Toaddress the impact of the migration of the younger population from island areas ThirdSector Hebrides will encourage social integration for 50+ customers and support youngercustomers through job-matching to emerging local industries.Self-employment venturesBelow average rates of entrepreneurship (7% in EileanSiar and 5% in Fife) and a lack of employer vacancies in rural and island areas will beaddressed through our dedicated Enterprisescheme (delivered by DHP) and by providingmentoring through Deloitte and local business experts from local Chambers ofCommerce, who will help customers develop and test robust business plans.Black & Minority Ethnic (BME) Customers Although Scotland has a relatively low

BME population, there BME populations in Glasgow have lower that average employmentrates . We have partnered with the Scottish Refugee Council and Big Word Translationwho work with BME groups by providing ESOL and culturally sensitive engagement.


17/73

[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.


18/73

4.1b Ingeus has an outstanding reputation for providing high levels of customer service inits welfare-to-work provision. In our recent Customer Satisfaction Survey, 83.2% ofcustomers described the service they received at Ingeus as Excellent or Very Good.HMIe commented in their 2010 inspection of our Scottish Pathways to Work provision thatour work with disadvantaged customers was having a positive impact on participantsconfidence and work readiness. Forthe Work Programme in Scotland, we have agreed

exacting minimum service levels that will apply across our whole supply chain to drivestrong performance and customer satisfaction. These service levels are outlined in ourCustomer Pledge whichwill be displayed prominently in all delivery sites. Everycustomer will also be sent a copy of the Pledge before their first appointment detailing ourcommitments. Performance against these minimum service levels will be measured forevery subcontractor and Ingeus-Deloitte delivery site and will be shared with ourcustomers at their initial appointment. Our Pledge contains five commitments that allcustomers can expect and others that have been designed to meet the needs of particularcustomer groups.

Ingeus-Deloitte is committed to providing service excellence with integrity. Our customers

will be entitled to expect:1) A flexible service that is convenient and accessible. As a minimum this will include:convenient office locations which are close to public transport; a freephone number tocontact us; web access at all delivery sites; outreach services for those who cannot reachour premises; access to learndirect Scotland sites and online training content; flexibleappointment times for customers with family or caring commitments; outreach; online andtelephone support services for geographically isolated customers; and programmeliterature available in community languages.Rationale: Our experience across much of Scotland has shown that motivation andcustomer engagement increase significantly when offices are convenient and accessibleand access to Advisors is made easy. This leads to more frequent attendance, higherlevels of job-search activity and better outcomes for customers, especially for those withdisabilities and/or mobility issues including ESA and IB customer groups.2) A personalised package of support that is tailored to individual needs. This willinclude: a carefully selected and trained Employment Advisor (EA); a tailored CV, coverletter and benefit calculation (all completed within the first four weeks of the programme);a personally-tailored Action Plan outlining the support we will provide; access to supportat least once every two weeks for the duration of the programme; and a choice of over 70interventions such as tailored pre-employment routeways and specialist health andwellbeing advice.Rationale: Our experience indicates that, to meet the needs of diverse customer groups,

it is essential to provide a service that is tailored to the unique personal circumstances ofeach customer. This is particularly true of Scotland which features a variety ofgeographies including customers living in isolated rural locations and others in deprivedurban communities where multiple barriers to work are common. These customer groups,and those from the ESA ex-IB, JSA ex-IB and JSA Early Access customer groups, tend tohave higher support needs and require a greater degree of personalisation.3) A professional Careers Academyand in-work support service which will helpcustomers develop and progress in the workplace. This will include: ongoingsupport from an EA to help manage the transition into employment; an in-work benefitscalculation; a freephone in-work helpline; access to learndirect Scotland; online advicethrough Invisage; and careers guidance from an IAG-qualified In-Work Advisor.

Rationale: The Ingeus Centre for Policy & Researchs sustainability study supports thefindings of the Joseph Rowntree Foundation and the Centre for Social Justice, that twokey conditions behind sustainable employment are: support during the transition from


19/73

4.1b (continued) benefits to employment and jobs that offer rewarding prospects. Ourminimum service levels for in-work support will ensure all customers receive help inmanaging the transition to employment and advice to develop sustainable careers.4) Priority access to exclusive job vacancies and up to date labour marketinformation.Vacancies will be displayed in receptions and on electronic job boards and promoted by

EAs through our ADAPT recruitment software. Customers will be supplied with accurateinformation about the relevance of their skills in the local labour market.Rationale: Customers who have been out of work for a prolonged period find the gap ontheir CV to be a disadvantage. Our Employer Services Team will work with DeloittesPractice in Scotland to help them overcome this by providing priority access to thevacancies of over 5,000 employers.5) Treating customers with respect at all times and encouraging them to be activeparticipants in setting their own goals.Customers will be supported to take control of their journey back to work and shape thebest course of action at every stage. We will provide easily accessible information onrights and responsibilities and a widely advertised feedback procedure. All feedback will

receive a response within one week.Rationale: This approach is essential to providing a service that supports high levels ofmotivation and engagement amongst customers and provides us with critical informationto support performance improvement.

In addition to these core service levels that all customers are entitled to expect, we willmeet the needs of customer groups in Scotland that have specific support needs.Young people- We will provide careers guidance support from a trained professional tohelp customers plan their career path and our Step Aheadmotivational programme.Rationale - There are high levels of youth unemployment across Scotland - 27% of JSAcustomers in Scotland are aged 18-24.Customers with skills needs

EAs will advise on local training provision including basic

skills and English language training. Customers will be able to access learndirectScotland courses as well as a range of Vocational Routeways.Rationale A key reason for unemployment in this CPA is that 13% of Scotlandspopulation have no qualifications, rising to nearly 20% in areas such as Glasgow and 19%in Clackmannanshire.Customers with family and/or caring responsibilities we will provide information aboutlocal childcare provision, flexible appointment times to fit around family commitments,advice on part-time and flexible working and work placements for those who have asignificant gap on their CV due to caring responsibilities.

Rationale - Over 120,000 customers in Scotland have children or caring commitments.Customers with health-related barriers to workWe will offer all customers access to ourin-house Health & Wellbeingservice and advice from trained professionals.Rationale - 8.3% of Scotlands working age population claims ESA or IB, and manycustomers on JSA suffer from minor health concerns.Customers with complex barriers to workreferral to our ACE Network of providers whowill provide specialist support such as debt advice and criminal disclosure services.Rationale - many customers in Scotland face complex barriers to work, and areas such asRaploch in Stirling and Onthank in Kilmarnock face particular issues with substancemisuse and offending.Customers facing rural isolation for customers in isolated locations we will provide

remote appointments and support, access to outreach sites, learndirect Scotland servicesand, where necessary, home visits.Rationale over 12% of Scottish customers live in rural/island communities.


20/73

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.



21/73

5.1 Ingeus-Deloittes delivery strategy has been designed to meet the unique challengesof providing services in Scotland. These include providing coverage across a large area toa high volume of customers and delivering in some of the most deprived urban areas andmost isolated rural communities in the UK. Ingeus-Deloitte offers a unique combination ofexpertise that will enable us to address these challenges. Ingeus has a track record ofsuccessful delivery in Scotland and helped more local customers into employment last

year than any other provider. Deloitte is one of Scotlands largest professional servicesfirms. Through their audit, tax and corporate finance and consulting work they haverelationships with major employers and public sector stakeholders across Scotland.Our delivery strategy for Scotland has been designed following a six month researchproject which incorporated: consultations with Ingeus operational staff; analysis of over40,000 customer records in Scotland; focus groups with customers; labour marketanalysis undertaken by Deloitte economists; engagement with employers; and meetingswith development agencies, including Scottish Development International, ScottishEnterprise and Highlands & Islands Enterprise. Using our experience and research, wehave concluded that a successful delivery strategy for Scotland should include: providerswith a strong track record of delivery in the area; comprehensive geographical coverage,

especially in the Highlands, Islands and Borders where customer volumes are dispersed;specialist support for customers with multiple barriers to work; and a focus on developingskills in areas of projected growth, such as renewable energy and shared service centres.

Summary of delivery strategyIngeus-Deloitte will act as Prime Contractor and will drive the overall performance of theprovision across the whole country. We will also deliver as Lead Provider in areas wherewe currently deliver services under FND and Pathways to Work, as well as opening newsites in Paisley, Glasgow, Dumbarton, Aberdeen and Oban. We will be supported by sixother Lead Providers who will each cover different geographical areas. Our LeadProviders (Triage, LifeSkills, Regenerate Glasgow, Third Sector Hebrides, Argyll & ButeCouncil and The Shirlie Project) will deliver all core elements of the Every Day Countsmodel including: Diagnostics, Intensive Support, Skills Plusand Breakthrough, in-worksupport and Health & Wellbeinginterventions. Ingeus-Deloitte and our Lead Providers willbe supported by two further types of subcontractors:ACE (Accessible Community Experts) Network - The ACE Network will enable LeadProviders to draw on the expertise of specialist providers to support customers withcomplex barriers to work. These include Phoenix Futures (substance misuse counselling there are an estimated 15,000 problem users in Glasgow alone), Citizens AdviceScotland (financial advice) and SAMH (support for those with mental health issues andlearning disabilities). Members of the ACE Network will work from the premises of our

Lead Providers so that customers receive a convenient and consistent service.Vocational Routeway providers - Our 19 Vocational Routeway providers (listed inAnnex 3) will assist us to address skills shortages in Scotland. They will provide tailoredvocational training, work placements and basic skills support. We have selected providerswho offer Routeways in the following local growth industries: Retail (CEIS Ayrshire);Leisure and Hospitality (Microcom); Business Administration (Forward Training) and Care(WEA Scotland). These Routeways have been designed following discussions with localemployer and skills stakeholders, including Tesco, to reflect local skills needs.

The best approach for customers in ScotlandOur strategy draws upon our expertise and experience in Scotland and has been

designed to address local issues and the needs of all customers. Key strengths include:Understanding the needs of customers in ScotlandIngeus and our Lead Providersoffer local experience in providing welfare-to-work services. In total we have helped more


22/73

5.1 (continued) than 20,000 individuals into work in Scotland. Our 12 existing and 20 newsubcontractors will bring knowledge of the needs of local customers and keystakeholders. All of our Lead Providers are headquartered in Scotland.Drawing on the expertise of specialist and third sector providers The ACE Networkhas been designed to utilise the expertise offered by small and third sector providers tomeet the specific needs of customers in Scotland with complex barriers to work. This will

be especially important in areas such as Glasgow and North Ayrshire, which at 12.5%and 9.8% have among the highest rates of ESA/IB claimants in the UK and high volumesof customers who experience multiple and severe barriers to employment.Supply chain managementinformed by frontline delivery experience Ingeus-Deloitte will be a Lead Provider and manager of the supply chain in Scotland. This willenable us to share best practice and ensure our providers can benefit from Ingeusexperience. The majority of Ingeus-Deloittes Contract Managers will have frontlinedelivery experience to assist our practitioner approach which combines clear performancemanagement processes with support from industry experts.Addressing local skills needs We have selected a range of 19 Vocational Routewayproviders to help us address the issue of skills gaps in parts of Scotland. This is a

particular problem in places such as East Ayrshire where 17.5% of residents have noqualifications. All our providers have the proven ability to address local skills needs. Forexample, JHP Group has delivered accredited training in sectors such as care and retail,and in-work skills development services to more than 350,000 people over 27 years.Convenient geographical coverage By utilising the existing infrastructure of our sixLead Providers and Ingeus-Deloittes new and existing premises, we will provide fullgeographical coverage across urban centres and isolated rural communities using 35fixed premises, 38 outreach sites and mobile delivery. Our ACE Network of specialistproviders will also deliver services from these premises, thereby affording customerscoherent access to a wide range of services from a single location, which will beparticularly important in places such as Lochgilphead, Turriff, Mallaig, Aviemore, Dornochand Ullapool, where public transport is more limited. It will also be important for customersin the ESA Volunteer, ESA Flow and ESA ex-IB groups who may have mobility issues.Rapid implementation Ingeus-Deloitte and our supply chain are uniquely placed toimplement the contract across a large area. We possess strong experience of rapidlyrolling out delivery across Scottish regions through our Pathways and FND contracts andhave a robust implementation timetable in place which will produce performance from dayone. Our supply chain has significant existing infrastructure in Scotland. Of the 35 sitesthat will be used for delivery of the Work Programme, 29 are already being used toprovide similar services, and our supply chain employs a total of over 120 experiencedstaff who have firsthand knowledge of the needs of customers and employers in Scotland.

Rationale for our supply chain selectionIngeus-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 120 in Scotland. Subcontractors were assessed against criteriacovering performance, capacity, quality standards and innovation. Each of our LeadProviders demonstrated the ability to work with all customer groups. For example, Triagehas supported customers claiming JSA (New Deal) and ESA (Pathways to Work). Inaddition, we considered how and where Ingeus-Deloittes delivery could best be utilised.The information below outlines the rationale for inclusion of each of our Lead Providers:Ingeus-DeloitteAberdeenshire, Ayrshire, Glasgow (excluding Drumchapel and

Anniesland), Borders, Dunbartonshire, Edinburgh, Inverclyde, Lanarkshire(excluding Cumbernauld), Lothians, Oban and Renfrewshire. We will directly deliverservices in the areas that complement our existing geographies. In 2010 we helped more


23/73

5.1 (continued) customers into work (over 4,000) in Scotland than any other provider. Asan existing effective multiple contract provider in the area we will provide a serviceembedded with the expertise to tackle the areas pertinent issues, such as housing inEdinburgh, poor health in Paisley and employment deprivation in pockets of Galashiels.TriageForth Valley, Fife (excluding Perth) and Tayside.Triages Forth Valley, Fifeand Tayside Pathways to Work contract is the top ranked of the UKs 34 contracts. They

regularly exceed targets as a valued member of the current Ingeus supply chain. Triagealso maintains impressive performance on contracts for Skills Development Scotland(SDS) and Dundee City Strategy. Since 2000, Triage has assisted 16,700 local customersinto work and is the largest provider of welfare-to-work services in this part of Scotland.LifeSkillsDumfries & Galloway, Perth, Moray and North/North East Highlands(including Orkneys and Shetlands). LifeSkills currently delivers 39 contracts for theDWP, SDS, the Learning Skills Council/Skills Funding Agency and NHS. They possessstrong experience of providing employability services, health and wellbeing interventions,apprenticeships and basic skills training. LifeSkills works closely with Regional TransportPartnerships to address public transport barriers and isolation in rural areas.Regenerate Glasgow Drumchapel and Anniesland. Regenerate Glasgow will provide

a community-based service for customers from the Drumchapel area where theunemployment rate is three times the national average. They have more than 20 yearsexperience of working with people from the most deprived parts of the city and they helpapproximately 5,000 people into work each year.Argyll & Bute CouncilArgyll & Bute (excluding Oban).With ten years experience ofdelivering employability services, Argyll & Bute Council currently delivers New Deal,Jobcentre Plus Support and ESF contracts, and can cater for 4,000 customers annually.They are a proven employability services provider with a start to conversion rate of 43%.Third Sector HebridesEilean Siar. Third Sector Hebrides will operate from ten sitesacross the Western Isles and offer a minibus service in order to deliver services in thehomes of hard to reach customers. They currently deliver contracts for SDS, ScottishCouncil for Voluntary Organisations, Argyll & Bute Council and the DWP. They have anextensive network with local stakeholders to provide customers with a joined-up service.The Shirlie ProjectWest Highlands (including Skye). The Shirlie Project works withcustomers with diverse support needs in the West Highlands and provides a personcentred service in rural locations on contracts for the DWP, NHS Scotland, HighlandCouncil, SDS, Highlands & Islands Enterprise, and the Scottish Government.

Similarly, members of our ACE Network were required to demonstrate experience ofmeeting the needs of hardest to help customers, e.g., Apex were selected because theyprovide support services for 4,000 ex-offenders every year, 52% of whom secure work or

further training. Each of our Vocational Routeways providers was required to demonstratea track record of providing quality skills support.

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, willchair a Third Sector Advisory Panel, including [REDACTED] (CEO of leading Scottish

charity Forth Sector) and [REDACTED] (Chief Executive of ACEVO), bringing togetherChief Executives of leading charities to advise Ingeus-Deloitte throughout the lifetime ofthe contract.


24/73

[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.


25/73

5.2 Our management structure for Scotland combines Ingeus and our supply chainsexisting local capability and infrastructure with support from our corporate functions. Thestructure is based on Ingeus experience of delivering successful welfare-to-workprogrammes in Scotland, including Flexible New Deal and Pathways to Work, throughwhich we moved more clients into work than any other provider in the last 12 months. Ourexperienced Human Resources Team, in partnership with our recruitment services

provider AMS, have developed detailed competency-based job descriptions to identifyinternal and external candidates for all roles and we have identified those members ofstaff who will transfer from existing Ingeus provision in Scotland.

Proposed management structure, skills and reporting linesLocal staff Our Director for Scotland (DS), [REDACTED], possesses over 20 yearsexperience of working in the welfare-to-work sector in Scotland and has worked in boththe voluntary and private sectors. He will be responsible for all Ingeus and subcontractorperformance across the country. He will provide strategic leadership, develop andmaintain senior stakeholder relationships, develop co-commissioning proposals and workwith JCP, key local employers and the 32 local authorities to ensure that our delivery

addresses local issues, such as the severe economic downturn in Lanarkshire and thehigh percentage of young unemployed people in West Lothian. [REDACTED] will reportto the Chief Operating Officer (COO). He will also oversee employer engagement withDeloittes Public Sector Lead Partner in Scotland, [REDACTED] , who is based inGlasgow and has extensive links with employers and stakeholders across Scotland.

The management of Ingeus-Deloittes direct delivery in Scotland will be undertaken bythree Operations Managers (OMs) [REDACTED] and [REDACTED] will report to[REDACTED] and will attend quarterly performance reviews. They will be responsible for:ensuring all performance and budgetary targets are met; leading their teams to deliver aquality and contractually compliant service; and developing effective working practiceswith stakeholder staff and local partners. [REDACTED] all have more than three yearsexperience of managing welfare-to-work contracts and are skilled in: leadership,operational performance management, communication, stakeholder management andstaff development. They will take active measures in addressing local issues such as the9% lower employment rate for Pakistani and southern Asian groups in Glasgow andeffective delivery solutions for areas of entrenched intergenerational unemployment anddeprivation. The three OMs will be supported by 12 Deputy Operations Managers(DOMs), one of whom will have designated responsibility for each delivery site. They willdirectly manage frontline staff through a structured performance support system. DOMswill 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 ofbasic skills. The OMs and DOMs will also be responsible for maintaining effectiverelationships with local non-contracted providers such as local authority departments,Education providers, Health services, Housing Associations, and Community MentalHealth and Addiction Teams. All of the OMs and DOMs required for the Work Programmewill be drawn from our existing pool of 16 Managers in Scotland.

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 Development


26/73


27/73

5.2 (continued) managers across our corporate functions (outlined above).

Delivery partnersOur DS[REDACTED] will be the main point of contact for JCPsDirector forScotland and other senior Scottish stakeholders such as the ScottishGovernment Employability and Tackling Poverty Division. The OMs will be the key contactfor local delivery partners in Ingeus-Deloitte delivery areas and will meet quarterly with

each manager. [REDACTED] and the OMs will also meet with the four JCP DistrictManagers quarterly or as required. Subcontractor managers will be responsible forworking effectively with partners and stakeholders in their locality to support their delivery.

Why our management structure is appropriate for ScotlandRobust 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 usingtemplate role profiles from Deloitte engagements in comparable organisations. Our HRDirector has developed detailed competency-based job descriptions to identify internaland external staff for all roles and Alexander Mann Solutions have already appointed a

dedicated Account Manager in Scotland to identify suitable candidates for managementvacancies. All members of our senior management team are already in post and theirexpertise and proven skills will be integral to driving the successful delivery of the WorkProgramme. Additional management roles will be filled by experienced Ingeus-Deloittestaff and new personnel who meet our role requirements.Combining proven structures with innovation Our proposed structure is based onIngeus existing management structures which have already resulted in high qualitydelivery across Scotland, where we have moved more than 6,000 customers into worksince 2007. We have taken the best of what works today, but have included newelements (such as the dedicated in-work support team to manage the Careers Academy,and the new Continuous Improvement Team) to align with the requirements andexpectations of the Work Programme. All of our subcontractors have a successful trackrecord of managing welfare-to-work provision. Each will be delivering from existing siteswhere management infrastructure is already in place and successful working relationshipsare established. This will enable strong leadership and performance from day one ofdelivery.Nationally focused delivery supported by corporate capabilitiesAll managers andstaff from the DS down already have an in-depth understanding of local geography,labour market, communities, needs of customers and complementary services. We willbuild upon the expertise gained through our Pathways to Work and FND contracts inScotland, as well as that of our Lead Providers established management teams, to tailor

services to local needs and issues. Local managers will be supported by our corporateteams who will work across all 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 and withcounterparts in our supply chain and key stakeholders, to ensure effective joint working.Practitioner approach to contract management The balance in Scotland betweensubcontracted and in-house Ingeus-Deloitte delivery enables us to leverage our directdelivery experience to support our suppliers capability, rather than take a narrow contractmanagement approach. We will work closely with our supply chain by holding regular

best practice sharing forums, setting up buddying schemes between differentorganisations and ensuring joined-up employer engagement activity. We will seek to learnfrom our subcontractors and develop a culture of transparency and openness.


28/73

[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.



29/73

5.3 Ingeus-Deloitte has a track record of delivering outstanding performance acrosscomplex supply chains. Ingeus has eight years experience in the UK of delivering 40contracts and managing over 65 subcontractors and Deloittes award winning SupplyChain Practice has helped more than 400 businesses make supply chain improvementson programmes such as the 2012 Olympics. Our Delivery Management Framework(DMF) sets out performance and quality objectives, monitoring and evaluating activities,

performance improvement approaches and remedial measures for our entire supply chainto enable continued achievement over the term of the contract. The Director for Scotland(DS), [REDACTED], will be accountable for applying the DMF across the CPA. The DMFhas four key elements of activity: KPIs (Key Performance Indicators), Monitoring,Evaluation and Management and Performance Improvement. These quality systems areaccredited to the Matrix standard and are in line with the principles of the Merlin Standard.

KPIs We have set exacting targets based on our enhanced delivery model, which willbe increased year on year. KPIs are set out on a performance dashboard for all membersof the supply chain, in particular our Lead Providers Triage, LifeSkills, Argyll & ButeCouncil, Third Sector Hebrides, Regenerate Glasgow and The Shirlie Project. We will set

KPIs using the QPARM methodology to measure: Quality: customer satisfaction, equalityof outcome measures; Performance: job outcomes, sustainability, referral-to-start ratios;Assurance: compliance with contractual requirements, maintenance of accurate records,compliance with appropriate legislation (e.g. safeguarding); Responsiveness: processimprovement, knowledge sharing, cost management; and Management: performancereporting, communications, risk management.

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 and Analysis Team;quarterly audit reports; and feedback from customers, JCP, employers and stakeholders.MI system The ADAPT system is used by 90% of the worlds largest recruitmentagencies and will enable us to capture all key customer data including personal details,progress made and outcomes. It features a comprehensive and flexible range of MIreports which will provide frontline delivery staff and managers with instantaneousinformation to identify customer attendance rates, performance rates by customer groupand the types and regularity of customer activities. These will be used by EmploymentAdvisors to monitor the progress of individual customers and by managers to analyse theperformance of individual Advisors and delivery sites as well as outcomes according to

customer group.ADAPTs reporting software will be available across our supply chain.Monthly reporting Our Performance and Analysis Team will produce detailed monthlyreports for all Operations Managers (Ingeus-Deloitte and Lead Providers) involved indelivery in Scotland. The reports will provide analysis of key performance deliverablesincluding customer starts, job and sustained outcomes and leavers, broken down byindividual delivery sites. These will be presented in a user-friendly format and will enableOperations 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 reports will be used to allocate arisk level to each site. Audits will focus on compliance of delivery - substantive checks will

be made on all customer paperwork and electronic records to ensure adherence to ourMinimum Service Levels and contractual requirements. A deeper audit will be conductedwith sites whose audits show a variance of greater than 5% against required standards.


30/73

5.3 (continued) Customer and stakeholder feedback Feedback from customers 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 management and Employer ServicesTeams for Scotland. All feedback will be passed to our Continuous Improvement Team foranalysis. The complaints process for the supply chain will be managed by Ingeus-Deloitte.

EvaluationData will be evaluated against each subcontractor delivery site and staff member toassess performance against KPIs. Management (for Ingeus-Deloitte operations) andContract Management teams (for subcontractors) will check that targets are being metweekly. For example, we will be able to identify the percentage of customers who havehad action plans, CVs and benefits calculations completed within their first four weeks ofthe programme (as outlined in our minimum service levels) as well as the details of anywho have not. Each subcontractor, Ingeus-Deloitte delivery site and member of staff willbe rated against their KPIs on a quarterly basis as gold (exceeding objectives), green(meeting objectives), amber (below required levels) or red (well below required levels).

Managers and Contract Managers will explore underlying reasons for any poorperformance by examining individual efficiency rates, engagement rates, caseloadnumbers and the performance of particular cohorts. All MI will feed into our UKPerformance Portal which contains a balanced score-card to benchmark each contractsperformance. Our Continuous Improvement Team will analyse all customer feedback andcomplaints across our supply chain and report key findings quarterly to managementteams.

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 reviews and formalQuarterly Performance Reviews (QPRs) with their Deputy Operations Manager (DOM) toreview performance against targets and examine areas for development. They will beencouraged to take up options from our Support Menu of developmental activities andtraining. These options include: observations and feedback on the quality of interactions;buddying schemes; caseload reviews; and activity plans. Staff will be expected to achievegreen performance every quarter as a minimum. If performance is classed as red for onequarter or amber for two then our Performance Support Process (PSP) will be triggeredand a Performance Improvement Plan drawn up. Frequent review meetings will take

place and staff will be expected to take up options from our Support Menu. If theirperformance does not reach green or gold for a further two quarters, remedial action willbe taken which may result in dismissal. These same principles will be applied whenmanaging the performance of delivery sites. In each case, the DOM will have progressreviews and QPRs with their Operations Manager who will have the same with the DS. Allmanagers will review their operation informally on a weekly basis as a minimum. DOMswill incorporate actions resulting from the meetings into a Development Plan.Performance trends across delivery sites will be addressed and sites which underperformfor two or more quarters will be moved onto the PSP. Additional support will be directed tothese including additional training for staff; more frequent senior management input; andthe implementation of best practice methodologies from high-performing sites.

Subcontractors- All subcontractors in Scotland will be responsible for managing theperformance of their staff to achieve performance and quality targets. Each of our LeadProviders has provided evidence of their performance management systems as part of


31/73

5.3 (continued) our supplier selection. Each subcontractor will have a designated Ingeus-Deloitte Contract Manager who will hold monthly progress reviews and formal QPRs inaddition to providing ongoing hands-on support. Subcontractors will be issued with a copyof our DMF which outlines our PSP and the improvement interventions available throughour Support Menu. Subcontractors whose performance is classed as amber for twoquarters or red for one will be moved onto the PSP. Together with their Contract

Manager, they will update their Development Plan to incorporate interventions from ourSupport Menu. These will include (for staff and managers): buddying schemes; additionaltraining; activity plans; observations; access to Deloittes Leadership Course; additionalresource from Ingeus-Deloittes corporate functions; and more regular meetings with theContract Manager. If there is no improvement within a six month period, after consultingwith JCP, referrals may be reduced or a termination of contract notice served. Our Headof Contract Management will be responsible for ensuring that the management ofsubcontractors adheres to the DWP Code of Conduct and Merlin Standard at all times.

Continuous improvement activitiesWe have set ourselves stretching targets to improve performance on the Work

Programme throughout its duration, which will be achieved using proven continuousimprovement methodologies and pioneering new approaches. Each subcontractor,member of Ingeus-Deloitte staff and delivery site will have a Development Plan which willbe updated on a quarterly basis to identify actions that will be taken to improveperformance. In addition to this core approach, the following innovations will reinforce ourapproach to continuous improvement:

Splash Customised software will enable members of Ingeus-Deloitte staff andsubcontractors to contribute new ideas and to comment on others that have beensuggested. The most effective ideas will be implemented every 6 months.

Innovation Fund This is designed to enable members of our supply chain to bidfor funding to enact new and innovative ideas that will enhance performance.Competitions will be advertised, calling for proposals for ideas that will improve ourservice for customers, especially those who are hardest to help.

Osiris This cutting edge software will enable us to measure the impact of eachtype of intervention for each customer group. This will enable us to expandinterventions that are successful and eliminate those that are not.

Innovation Forum All members of our supply chain will be invited to attend a bi-annual national forum to discuss innovative ideas and share best practice. Thesewill be hosted at Deloittes ground breaking iZonecentre.

This will be led by our new Continuous Improvement Team which has been introduced todrive innovation and significant performance improvement over the life of the contract.

Resolving issues within our supply chain, partners or other bodiesWe have an excellent reputation for collaborative supply chain management and wereceive consistently good feedback from our suppliers. In our 2010 subcontractor survey,[REDACTED] at Action for Blind People says Ingeus as a prime contractor are simplyfirst class. The team of staff I work with are consistently efficient, responsive andsupportive. We will actively seek feedback from subcontractors and partners throughannual surveys and regular provider forums. If a subcontractor has a particular concern,they can use our dispute resolution process. Parties will first raise their concerns with theirdesignated point of contact. If this does not reach a satisfactory conclusion, they shouldwrite to our Director for Scotland who will respond within seven days. If it is still not

resolved then our CEO will meet with the relevant parties. If no resolution can be found,the issue will be referred to an external mediator. Material issues raised by other bodieswill be escalated to the DS.


32/73

[5.4] Delivery Locations

Provide details of the key delivery locations and explain how you and yoursupply chain will achieve full geographical coverage of provision for the deliveryof the Work Programme within this CPA; and

Detail what you have taken into account in terms of the needs of the customergroups in determining this approach.

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


33/73

5.4 Ingeus-Deloittes delivery strategy has been designed to meet the needs of customersacross the whole of Scotland, from those living in urban parts of the Central Belt to thosein isolated rural areas in The Highlands. The majority of services (including those providedby our Accessible Community Experts Network of specialist providers) will be providedfrom the premises of Ingeus-Deloitte and our six Lead Providers Triage, RegenerateGlasgow, Argyll & Bute Council, LifeSkills, Third Sector Hebrides and The Shirlie Project.

Between us we have 35 key delivery locations, 38 designated outreach locations and aflexible approach to delivery for customers in more remote rural areas and for those whoare unable to access our service due to health reasons. Support on managing our propertystrategy will be provided by Drivers Jonas Deloitte, one of the largest real estate advisorycompanies in Europe and winner of the Office Agency of the Year Award at the 2010Property Week Awards.

Office locationsWe identified these locations following the completion of a six month research project intothe needs of customers in Scotland, which included: consultation with stakeholders suchas the Scottish Governments Health Work and Wellbeing division and 18 local authorities;

a subcontractor selection process which took into account providers existinginfrastructure; analysis of our experience of delivery in three of the four new JCP districts;consideration of JCPs analysis of Scotland; mapping public transport travel times; and aproperty search conducted by Drivers Jonas Deloitte. Our strategy is based on thefollowing key principles: (i) accessibility customer journey times should be minimised andall sites must be located close to public transport stops; (ii) close proximity to commerciallocations where possible premises should be close to areas with readily available jobvacancies;(iii) customers living in the most isolated areas should not be disadvantaged;(iv) each site must have the capacity to accommodate our ACE Network of specialistproviders; and (v) sites need to be located near all areas of high customer concentration toreduce journey times for the greatest number of customers.

The following sections provide details of our strategy for each of the four new JCP districtsalong with the referral job centres for each site. Addresses for premises can be found inAnnex 2.West

Delivery site Referral Jobcentres Outreach locationsLifeSkillsDumfries

Annan and Dumfries

LifeskillsStranraer

Stranraer

Ingeus Ayr Ayr and Girvan Girvan and DalmellingtonIngeus Irvine Irvine, Kilbirnie and Saltcoats Isle of ArranIngeus

KilmarnockKilmarnock and Cumnock Cumnock

IngeusGreenock

Greenock and Port Glasgow Port Glasgow

Ingeus Paisley Barrhead, Johnstone, Paisley andRenfrew

Barrhead

IngeusDumbarton

Alexandria, Clydebank, Dumbartonand Helensburgh

Clydebank, Helensburgh

Argyll and Bute

Council -Campbeltown

Dunoon, Rothesay and

Campbeltown

Dunoon, Rothesay, Tiree, Coll,

Islay, Jura and Colonsay

Ingeus Oban Oban Mull


34/73

This district includes areas such as Ayrshire, Inverclyde, Renfrewshire and WestDunbartonshire which have good transport links and significant customer volumes. It alsoincludes Dumfries and Galloway and Argyll and Bute which are sparsely populated, havelimited public transport infrastructure and which therefore require some outreach delivery.Our delivery in Ayrshire, Dumfries and Galloway and Inverclyde will utilise six existingoffices that are used by Ingeus and Lifeskills for FND delivery. Ingeus-Deloitte will open

sites in Paisley and Dumbarton to cover Renfrewshire and West Dunbartonshire. Argyll &Bute Council will use their extensive infrastructure of 31 properties to cover the South andcentral parts of the local authority area, supported by a new Ingeus-Deloitte hub office inOban which will cover the North of the area including Mull.Central

Delivery site Referral Jobcentres Outreach locationsIngeus Glasgow Glasgow, Springburn, Maryhill, Partick,

Easterhouse, Langside, Rutherglen,Shettleston, Bridgeton, Shawlands, Govan,

Castlemilk, Parkhead and Laurieston

Various (see below)

Regenerate

Glasgow -Drumchapel

Drumchapel and Anniesland

Ingeus Hamilton Cambuslang, Coatbridge, East Kilbride andHamilton

IngeusMotherwell

Lanark, Motherwell, Bellshill Lanark

TriageCumbernauld

Airdrie, Cumbernauld and Kirkintilloch

Population is relatively dense across the majority of this area and transport infrastructure isgood, enabling convenient delivery from a relatively small number of hub offices. Services

in Lanarkshire and East Dunbartonshire will be delivered from premises that are currentlyused by Ingeus and Triage for our FND contract. In addition, Ingeus-Deloitte will open aflagship delivery site in Central Glasgow. The citys excellent transport infrastructuremeans that the centre is accessible for the vast majority of customers. By deliveringservices from a single city centre location we will be able to offer customers the maximumchoice of services (including more than 30 workshops, a regular presence from referralservices such as the local Healthy Living Centres and Volunteer Centres) in oneconvenient location. In addition, Regenerate Glasgow will deliver as the Lead Provider inthe Drumchapel district where 35% of residents claim out-of-work benefits. RegenerateGlasgow will also make the remainder of their 40 community-based delivery sites availableto Ingeus for use on an outreach basis.

EastDelivery site Referral Jobcentres Outreach locations

Ingeus Galashiels Galashiels, Eyemouth and Hawick Eyemouth, Hawick andDuns

IngeusMusselburgh

Dalkeith, Musselburgh and Penicuik Dalkeith, Newbattle,Gilmerton and Penicuik

Ingeus Edinburgh

204. cpa8: ingeus-deloitte - tender

Documents