047. CPA1: Ingeus-Deloitte PTD (Post Tender Discussion) Q&A

8/3/2019 047. CPA1: Ingeus-Deloitte PTD (Post Tender Discussion) Q&A

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PTD QuestionsIngeusCPA 1 East of England

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

PTD DeclarationI should like to clarify minor aspects of my offer to deliver the WorkProgramme in CPA 1 submitted in the tender document of 13th April 2011. Iagree should my clarification be accepted by DWP, I will be bound by all the

details contained in the original proposal pack and to the additional pointsbelow.

Part 5.1: Delivery Strategy

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

Ingeus-Deloittes delivery strategy is designed to meet the needs of allcustomers (as detailed in section 5.1 of the ItT). Principally, this will beachieved by offering a service that is personally tailored for each customer,

however there are also elements of our strategy that will be of particularrelevance to certain customer groups:

CustomerGroup

Specifically Relevant Elements of our Strategy

JSA 25 +JSA 18-24

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

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


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

JSA Ex-IB Many customers in this group will still suffer from healthproblems, but have recently started to search for sustainablework. We will offer a Getting Startedworkshop that willencourage them to think about their job goals, and theirsuitability with regard to their health condition. They will alsobe able to access our integrated Heath & Wellbeingservicewhich incorporates one-to-one appointments with specialistHealth Advisors and a suite of workshops such as Copingwith Pain and Stress Management.

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

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

ESAVolunteers

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

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

ESA FlowESA Ex-IB

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


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

IB and IS We will seek to provide an engaging service that willmotivate all voluntary customers on their journey intosustainable work. For those with caring responsibilities(including carers and lone parents), we will offer a flexibleservice, with: appointments at times to suit customersconvenience; remote jobsearching support through Invisage;e-learning training packages through learndirect;comprehensive geographical coverage, including outreachlocations in community locations; and six days a week phonesupport for in-work customers.

Part 5.2 (3): Management Structure

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

Please see attached PDF

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

Our management structure features centralised corporate teams and amanagement team based permanently in the CPA. Centralised teams will be

focussed on supporting all of our CPA based management teams. Our localmanagement structure in the East of England redacted all employed byIngeus. Each of these managers will work closely with management teamsfrom our two Lead Providers. Together these management teams will providefull coverage across this diverse CPA. In line with our delivery strategy for theEast of England, Deputy Operations Managers will work across Ingeusdelivery sites, whilst Contract Managers will work across the areas we havesubcontracted to our Lead Providers.

Feature of the CPA Why management structure is best suited for

delivery within this CPADifficulty accessingLondon labour market

Customers in the East of England often find itdifficult to access opportunities within the Londonlabour market, despite geographical proximity.Our Operations Director will work across bothLondon and the East of England, will which enablehim to co-ordinate the work of the EmployerServices Teams in both regions and ensure thatEast of England customers are able tosuccessfully access London vacancies.

Fragmented employmentand skills provision

Employability and skills provision across theregion has historically been fragmented and


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limited in certain rural areas. Our highlyexperienced Director for the East of England willwork with strategic stakeholders across the CPAto ensure that Ingeus can help to align andcoordinate provision and services. At a local level,Deputy Operations Managers, and Lead Providerequivalents, will be the consistent point of contactfor stakeholders, such as JCP and local authorityfrontline staff. This will enable highly effective,practical working relationships with localstakeholders.

Diverse customer needsacross the CPA

Deputy Operations Managers, and Lead Providerequivalents, will be based across one or two of themost closely located delivery sites. This willensure that Deputy Operations Managers have a

thorough understanding of the local geography,transport infrastructure, employment opportunitiesand local customers needs which varyconsiderably across parts of the CPA. Forexample, local infrastructure and employmentsolutions will be very different in a major urbancentre such as Colchester from rural areas inNorfolk.

In-house andsubcontracted delivery

Deputy Operations Managers will support thedelivery of services across a small number ofIngeus sites. Lead provider equivalents will be

supported by Ingeus Contract Managers in areaswhere Ingeus is not delivering. This ensures thatwe are able to effectively monitor and manage theperformance of our subcontractors, share bestpractices between Ingeus and our Lead Providersand achieve consistency of service across theCPA. Operations Managers will provide additionalpractical advice and support to Deputy OperationsManagers, Lead Provider equivalents and ContactManagers.

Strong local leadership The majority of Ingeus Operations and Deputy

Operations Managers will be drawn from theexisting pool of high-quality, experiencedmanagers in London. This will ensure that ouroperations within the East of England are able tobenefit from strong leadership and managementexpertise from the beginning of the contract.Management teams will also utilise and build onlocal expertise developed by Deloittes Cambridgeand St Albans based practice.


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Part 5.4: Delivery Locations

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

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

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

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

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

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

DELIVERYORGANISATION

ELEMENT(S) OFPROVISION TOBE DELIVERED

DELIVERY LOCATION(S) WITHIN THIS CPA TYPE OF OFFICE

Ingeus UK Ltd Prime contractorfor whole CPA

Lead Provider -End-to-Endservice

Basildon - Essex Enterprise Centre,33 Nobel Square, Burnt Mills Industrial Estate, Basildon SS13 1LT

Basildon- Acorn House, Great Oaks, Basildon, Essex, SS14 1LL

Chelmsford- Regus, Victoria House, Victoria Road Chelmsford CM11JR

Serviced

Leased

Serviced


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Chelmsford- 31 Springfield Road, Chelmsford, CM2 6JE

Clacton-on-Sea to be identified

Colchester- Blackwater, Trinity Street, Colchester Essex,CO1 1JN

Colchester- The Riverside Office Centre, North Station Road,Colchester, CO1 1RE

Great Yarmouth - Fastolff Business Centre, Fastolff House, 30 RegentStreet, Great Yarmouth, Norfolk, NR30 1RR

Great Yarmouth - 36 North Quay, Great Yarmouth, Norfolk NR30 1JE

Harlow- Terminus House, Terminus Street, Harlow, Essex, CM20 1XA

Kings Lynn 33 Railway Road, Kings Lynn, Norfolk, PE30 1JT

Norwich - Cavell House, Stannard Place, Saint Crispins Road,Norwich, Norfolk NR3 1YE

Norwich - Grosvenor House, 112-114 Prince Of Wales Road, Norwich,Norfolk, NR1 1NS

Rainham - CEME, Marsh Way, Rainham, Essex, RM13 8EU

Southend- on- Sea- Thamesgate House, 33-41 Victoria Avenue,Southend, Essex, SS2 6DF

Stevenage- Wenta Business and Technology Centre, Bessemer Drive,Stevenage, Hertfordshire, SG1 2DX

Stevenage- Ardent House, Gates Way, Stevenage, SG1 3HG

Watford Forsyth Business Centre, 77 Clarendon Road, Watford,

Leased

Serviced

Leased

Serviced

Leased

Leased

Leased

Serviced

Leased

Leased

Serviced

Serviced

Leased


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Hertfordshire WD17 1DS

Cromer

Dereham

Diss

Downham Market

Fakenham

Harwich

North Walsham

Swaffham

Thetford

Waltham Cross

Serviced (permanent)

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Intraining Lead Provider -End-to-Endservice

Bedford- 49 Mill Street, Bedford, MK40 3UK

Luton- Midlands House, 41 King Street, Luton, LU1 2DN

Biggleswade

Leighton Buzzard

Leased

Leased

Outreach

Outreach

Papworth Trust Lead Provider-End-to-Endservice

Bury St Edmunds Unit 2, Greenwood Way, Skyliner Court, Bury StEdmunds, Suffolk

CambridgeCambridge Learning Centre, Hawthorn Way, Cambridge,Cambridgeshire, CB4 1 AX

Leased

Leased


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Haverhill - To be identified. Haverhill CB9

Huntingdon Saxongate Community Centre, Huntingdon,Cambridgeshire, PE29 3RR

Ipswich 52-54 Foundation Street, Ipswich, Suffolk IP 4 1BN

Lowestoft 3-23 Suffolk Road, Lowestoft Suffolk NR32 1DZ

Peterborough Brittannic House, 11-13 Cowgate, Peterborough, PE11LZ

Wisbech - To be identified. Wisbech PE13

Ely

Halesworth

Mildenhall

Newmarket

Stowmarket

Sudbury

Leased

Leased

Leased

Leased

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

All TradesTraining Ltd

Personal/VocationalRouteways

Norwich- ATT Limited, Berkeley House, Wendover Road, RackheathIndustrial Estate, Norwich, Norfolk, NR13 6LH

Leased

ATS Community Personal/ Harlow - 12th Floor, Terminus House, Terminus Street, Harlow, Essex, Leased


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Services VocationalRouteways

CM20 1XA

Southend - 8th Floor, Baryta House, 29 Victoria Avenue, Southend onSea, Essex, SS2 6AZ

Leased

ExemplasHoldings Ltd


Basildon- Unit 32, The Old Brickworks, Church Road, Harold Wood,Romford, RM3 0HU

Chelmsford

Rainham

Harlow

Stevenage- Biopark, Broadwater Road, Welwyn Garden City,Hertfordshire, AL7 3AX

Watford- 4 Bishops Square Business Park, Hatfield, Hertfordshire,AL10 9NE

Leased

From Ingeus office

From Ingeus office

From Ingeus office

Leased

Leased

F1 TrainingComputerServices andTraining Ltd


Norwich- 3 Spar Rd, Nortwich, NR6 6BY

Great Yarmouth- 43 Market Gates, Great Yarmouth, NR30 2BG

Leased

Leased

HIT Training Ltd Personal/VocationalRouteways

Basildon- Basildon Cornwallis Business Centre, Cornwallis House,Howard Chase, Basildon SS14 3BB

Norwich- Norwich Cafe Uno, 1-3 TomblandNorwich, Norfolk NR3 1HE

Grays- Tyrells Hall, 67 Dock Road, Little Thurrock, Grays, Essex RM176EY

Leased

Leased

Leased

Ixion Holdings Personal/ Chelmsford- Bishop Hall Lane, Chelmsford, Essex, CM1 1SQ Leased


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Ltd VocationalRouteways Kings Lynn- Tennyson Avenue, King's Lynn, Norfolk PE30 2QW Leased

MPower TrainingSolutions Ltd


Basildon- Woodland works, Chadwell heath Lane, Romford, RM 4NP

Rainham

Harlow

Leased

From Ingeus Office

From Ingeus Office

Sencia Ltd Personal/

VocationalRouteways

Norwich - to be identified

TBG LearningLtd


Clacton-on-Sea- 103-105 Carnarvon Road, Clacton-on-Sea, Essex,CO15 6QA

Colchester- Portal House, 27 Southway, Colchester CO2 7BA

Leased

Leased

Trade SkillsAcademy


Norwich From Ingeus Office

Action for BlindPeople

AccessableCommunityExperts Network(SpecialistProvision ofservices for thosewith visualimpairment)

From Lead Provider sites

Citizens AdviceBureau

AccessibleCommunityExperts Network(SpecialistProvision ofservices for debtand financialadvice)



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Provision ofservices for thosewith mental healthissues)

Suffolk CountyCouncil

AccessibleCommunityExperts Network(SpecialistProvision ofservices for work

experienceplacements andfinancial advice)


The GrowOrganisation UKLtd

Spot Purchase oftraining andexperienceprogrammes


ExemplasHoldings Ltd

Self-employmentRouteways

Outreach from Ingeus sites From Ingeus sites


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

Can you provide details of strategies in place with Ingeus and yourproposed supply chain to deal with circumstances of fluctuatingvolumes and changes to customer groups?

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

Staff Volume increase: Ingeus Performance & Analysis Team willperform ongoing detailed labour market analysis to enable us topredict upcoming spikes in referrals. Should we anticipate asignificant increase in customer volumes, our Human Resources

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

Volume decrease: Should customer volumes decrease, in thefirst instance we will redistribute caseloads evenly acrossAdvisors. If this does not prove sufficient as a remedial measuredue to duration or deficit of referrals, we will subsequentlyexamine the possibility of immediate redeployment of staff toareas of higher referral within the CPA, e.g., Chelmsford to

Basildon. Should this not be feasible due to an even distributionof low referrals, staff will be temporarily redeployed to supportroles, working remotely where convenient, similar to our currentstrategy of reassigning staff from our Pathways to Work contractsto corporate functions.

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

ongoing basis by our Head of Property & Facilities. Thisapproach will enable us to provide the appropriate facilitiesrequired to deliver minimum performance levels.

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

Supply chain Volume increase: Should customer volumes increase so asextend beyond some subcontractors capacity, we will weight thedistribution of referrals to suppliers with spare capacity whilstongoing contract management will ensure that no member of thesupply chain is adversely affected. Should customer volumesexceed our supply chains total capacity, we will be able to enlistimmediately the services of one or more of the 34 additional


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members of the Partner Networkin the East of England. Ourapproach to supply chain management will assist allsubcontractors to provide services that sit within their capacityand capabilities. In turn this will contribute to us achievingminimum performance levels.

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

In addition to these strategies, the following remedial measures will be taken

to ensure that minimum performance is maintained following fluctuations incustomer volumes:

Performance managementOur performance management processes have been designed to enablesubcontractors and individual members of staff achieve strong performance inall circumstances, including times when customer volumes rise or fall. Forexample, subcontractor performance will be measured (among other KPIs) onthe basis of a percentage conversion rate from starts to jobs. This approach(rather than relying purely on job outcome volumes) is designed to supportperformance above minimum expectations regardless of volume fluctuations.In the case of individual members of staff, job outcome targets may beincreased if volumes and caseload sizes increase. Again, this will supportperformance at or above minimum levels.

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

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

Changes to customer groupsOur initial response to question 5.5 outlines our ability to change features ofour delivery model in response to changes in customer groups. This includesour ability, through our Continuous Improvement Team, to design newmodules of delivery to take into account the needs of new groups. It alsoincludes our ability to draw on the expertise of ourPartner Networkofpreferred suppliers which includes specialist providers who are able tosupport customers with specific needs. All additional members of the Partner

Networkare able to deliver at immediate notice and Ingeus Facilities andContract Management teams will provide assistance with implementation


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

Part 6.2a (1): TUPE Managing the Transfer

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

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

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

Date Activity

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

8th 20th April11

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

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

15th - 29th April11

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

29th April 27th May 11

1. Complete due diligence process and cost benefitanalysis for all non-incumbent CPAs

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

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

sites

30th May to 9th

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


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Manager to hold face to face meetings with transferees.

9th 14th June11

Transfer letter issued to incoming TUPE staff, setting outterms etc

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

TUPE transferees3. Enrol all transferees in a change management

programme

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

Part 6.2a (4): TUPE Managing the Transfer

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

All existing employers within the East of England received an email fromIngeus-Deloitte within one week of contract award, outlining our position aspreferred bidder (alongside Seetec) within this CPA and providing an initialoverview of our TUPE transfer process. They have been provided with contactdetails of our central Human Resources team in addition to a designated HR

Manager who will be responsible for communicating weekly with employers.Once a transfer plan has been established between Ingeus-Deloitte and theadditional preferred bidder in this region, we will meet face to face with eachexisting employer to discuss our rationale for the allocation of staff and invitefeedback. Ingeus-Deloitte will attend employer consultation events, ensuringconsistent messages are disseminated.

Part 8.1a: Performance Rationale

Please provide more specific detail relating to the CPA to show howyour activity and support links to the achievement of your performance.

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

Specific features of our support that will lead to higher performance bymeeting the needs of the East of England include:

Specific needs of customersacross the East of England

How Ingeus-Deloittes activities andsupport will meet these challenges to


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deliver an uplift in job outcomeperformance

Ensuring comprehensivegeographical coveragetheEast of Englandis a large,geographically diverse region.There are large towns and citiessuch as Cambridge and Watfordwhich provide challenges inproviding to large customervolumes. There are also veryrural areas such as theFenlands, where connectivity ispoor.

In urban areas such as Norwich, Luton,Ipswich and Harlow, our offices will besituated in central locations with easyaccess to public transport.

In rural areas such as Thetford, Cromerand Diss, we will deliver outreachservices to customers in rural locationsthrough community premises.

Ingeus experience of deliveringvoluntary programmes for hardest tohelp groups indicates that the mostsuccessful method of engagement iscommunity-based outreach. Therefore,

we have identified a range of outreachpartners across the East of England.

OurPartner Networkincludesorganisations with strong deliveryinfrastructure e.g. Suffolk CountyCouncil.

We will offer e-services through ourjobsearching portal Invisage whichenables customers to independentlyjob-search and undertake a range of e-learning modules from any computer

with an internet connection.Ensuring that customers areupskilled to meet employersneeds although the East ofEngland has seen relativelystrong rates of growth, withrobust levels of job creation inindustries such as call centres,many of the most disadvantagedcustomers have failed to benefit

due to a lack of skills. In areassuch as Dogsthorpe inPeterborough, over 50% ofresidents have no qualifications.Customers with low skills levelssuffer due to the local high skillseconomy, as more than 60% ofCambridges residents arequalified to Level 4 or above.

We have designed VocationalRouteways in sectors that reflect theEast of Englands growth industries.Our 10 Vocational Routeway providers(including Ixion and MPower) will assistus to improve customers basic andvocational skills across the CPA. Theywill provide tailored Routeways forcustomers by offering vocational

training, work placements, basic skillsand ESOL support. We have selectedRouteway Providers that specialise inindustries highlighted by the East ofEngland Development Agency asfundamental to economic growthincluding Agriculture, Food and Drink,Retail, Hospitality, Health and SocialCare and Business Services. AllRouteways have been designed toreflect local needs following

discussions with a number ofstakeholders with expertise in the local


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skills arena, including Sarah Mortimer,Head of Skills for Central BedfordshireCouncil and Susanne Anderson, Headof Skills for Suffolk County Council.

Ingeus Employer Services Team (EST)currently has national accounts with adiverse range of employers includingCare UK, Royal Mail, Ocado and Tesco the latter two will be importantrelationships across the region asOcado is headquartered in Hatfield andTesco in Welywn Garden City. CareUK, which employers 6,000 staff acrossthe UK, has committed to working withus in the East of England to market

careers in the care sector to WorkProgramme customers and providethem with accredited training. Our ESTwill work with these employers toprepare our customers to meetemployers needs through bespoketraining packages and pre-screening.

Customers will be able to access 3,500learndirect online training packages,including Everyday English Skills,Keyboard Skills and Excel, from Ingeus

or our subcontractors fully equippedJob Stations or remotely throughInvisage, our interactive online portal.

Bringing together employersto provide them with a marketleading employer offer tocreate more job opportunitiesfor our customers.

Through Ingeus and Deloittesemployer networks, we haverelationships with more than 1,000businesses across the East ofEngland. We have created theEmployer Network, a network ofemployers across all six counties whowill work with us to ensure our deliveryobjectives remain aligned with localrequirements. More than 50 employersacross the East of England, includingMarshalls of Cambridge (the largestprivate sector employer inCambridge), Yule Catto, One Nucleus,Domino Printing, London UK FirstGroup, Barclays Wealth, Virgin Active,Allied Healthcare, Compass Catering,Interserve, Next, Sainsburys,

Vodafone and Santander have alreadyjoined the Employer Network.


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Responding to local needsEvidence from Ingeus existingdelivery indicates thatperformance is highest whendelivery is joined up with otherlocal provision.

We have selected 55 of the bestlocal providers to join the PartnerNetworkfor the East of England - ahighly skilled diverse network of third,public and private sector organisations.

The ACE (Accessible CommunityExperts) will provide specialist supportand target inventions for customers. Inthe East of England barriers thathardest-to-help customer groups facecan include drug and alcohol misuse,debt, lack of work experience, andhealth conditions and physicaldisabilities. We have therefore selectedAction for Blind People (sight

impairment), Clarion Work Focus(hearing impairment), learndirect(skills), Mencap (learning disabilities),Richmond Fellowship (mental health),Citizens Advice (legal and financialadvice), Phoenix Futures (substancemisuse counselling) and Suffolk CountyCouncil (work experience placementsand priority referrals to a wide range ofservices, including Family SupportServices) to work from Ingeus and our

supply chains 22 community hubsacross the East of England.

We have already consulted with awide range of stakeholders includingSuffolk County Council, Norfolk CountyCouncil and Central BedfordshireCouncil to discuss how our delivery cansupport their strategic plans. Ourpioneering approach to ongoingstakeholder engagement throughoutthe life of the Work Programme

includes a Regional Advisory Boardand Stakeholder Network to encouragejoined-up delivery. Nigel Brown OBE,Chairman of Greater CambridgePartnership and the CambridgeCitizens Advice Bureau has alreadyagreed to join the Regional AdvisoryBoard and further invitations will bemade to representatives from JCP, thefive LEPs and the East of England

Chamber of Commerce.


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Part 9.1: Implementation Plan

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

An updated copy of our Milestone Control Schedule is attached. ThisSchedule pulls together the milestones from all our underlying Gantt charts(CPA specific and central) and enables our Project Management Office toexercise programme-level control. At present, the critical path runs throughtwo project areas IT and Supply Chain. Both HR and Property are no morethan a few days off the critical path.

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

is currently being updated by our Implementation Programme Director,[REDACTED], Director for the East of England, [REDACTED], and ProjectManagers for the East of England [REDACTED] and [REDACTED]. Thisdetails all key activities and milestones as well as our resource allocation andthe critical path.

This is as discussed with [REDACTED] from the DWP at a meeting on 12April 2011. A copy of the updated Gantt chart for the East of England will besent to the DWP in early May 2011.

Part 9.2 (1): Contingency Arrangements

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

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

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

processes; management structure; performance managementsystems/procedures; experience of TUPE; compliance; quality and


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performance procedures; and partnership relations. This information wasentered into a secure database and used to assess each subcontractorsability to uphold appropriate staffing and capacity levels across all contracts,which we have made a prerequisite for all supply chain selection.

Due to the robust selection criteria outlined above, we expect subcontractorsto have the capacity to manage Work Programme implementation without anegative impact on existing contracts. However, we have designed acomprehensive supply chain support process to provide facilitate the smoothimplementation of Work Programme contracts. This will minimise the impactcaused on existing and recently won contracts. Upon selection, eachsubcontractor is assigned a designated Contract Manager and made aware ofIngeus-Deloittes support options. Implementation in each of Ingeus-DeloittesContract Package Areas will be accompanied by kick off meetings that seekto involve our supply chain in the implementation process and provide an

open forum for feedback and discussion. We have also designed a readilyaccessible Q&A log for the purposes of clarification and additional support.Each subcontractors allocated Contract Manager will monitor eachorganisations progress, undertake regular meetings (it is anticipated that thiswill be weekly) at their premises to discuss implementation and is openlyavailable for contact. This one-to-one approach reinforces accountability andensures clear and definite lines of communication. Should a subcontractor beidentified as requiring additional support in order to maintain other delivery,their Contract Manager will meet with them to draw up an action plan thatbreaks Work Programme implementation down into achievable milestonesthat will not impinge upon other responsibilities. Should this not ease the

obligations put upon subcontractors, we will examine other remedial activities,such as allocating Ingeus-Deloitte resources or, where appropriate,temporarily redistributing or withholding customer volumes.

Signed: [REDACTED]

In the capacity of: Chief Executive Officer

Name of organisation: Ingeus UK Limited

Date: 10th May 2011

Documents

047. CPA1: Ingeus-Deloitte PTD (Post Tender Discussion) Q&A