152. CPA5 Ingeus-Deloitte Tender

8/3/2019 152. CPA5 Ingeus-Deloitte Tender

1/79

EMPLOYMENT RELATED SUPPORT SERVICESFRAMEWORK AGREEMENT

MINI COMPETITIONS FOR THE PROVISION OFTHE WORK PROGRAMME

Invitation to Tender Form


2/79

Tender Round title: The Work Programme

Organisation Name: Ingeus UK Limited

Lot: 9

Contract Package Area (CPA): CPA 5 North East


3/79

PART 1: ORGANISATION DETAILS

[1.1] Your response to Part 1 is for information purposes only. If any of this informationhas changed since the Framework Agreement application stage, please state this withinthe table below including a short explanation as to why. If you cannot provide any of theinformation below please explain this within the table.

DWP will not be responsible for contacting anyone other than the persons named in thispart of your form. If any of this information changes during the bidding period you mustinform DWP of the changes by email to:[email protected]

Name of the Legal Entity in whose name thistender is submitted and with whom DWP willcontract:

Ingeus UK Limited

Trading Name (if different from above): Ingeus UK Limited(referred to in bid as Ingeus-Deloitte)

Company Registration Number: 4320853

Company Registered address: 29 Ludgate HillLondonEC4M 7JE

Head Office Address, if different: The Registry3 Royal Mint CourtLondonEC3N 4QN

VAT Registration Number: Ingeus UK Limited 799246858

Website Address (if any): www.ingeus.co.uk

Name, address and company registration numberof parent company, where applicable:

1) Ingeus LtdGPO Box 3208BrisbaneQueenslandAustralia,Registration number ABN 46 010 9487312) Deloitte LLP

2 New Street SquareLondonEC4A 3BZ

Name and Job Title of main contact: [REDACTED]Director of Business Development

Address: The Registry3 Royal Mint Court

London

EC3N 4QN

Telephone no: [REDACTED],

Mobile telephone no: [REDACTED],
mailto:[email protected]:[email protected]


4/79

Fax no: [REDACTED],

E-mail address: [REDACTED],

Alternative contact Name and Job Title: [REDACTED],Chief Operating Officer

Address (if different from above):

Telephone no: [REDACTED],

Mobile telephone no: [REDACTED],

Contact e-mail: [REDACTED],

PART 2: TENDERER DECLARATION

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

To: The Secretary of State for Work and Pensions

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

the clarifications issued during the Invitation to Tender period.

2. We have completed and submitted all information required in the Invitation toTender Form 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],

Job Title: Chief Executive Officer, Ingeus UK Limited

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


5/79

Name of Organisation: Ingeus UK Limited


6/79

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

[3.1]

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

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

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

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

Comments on The Work Programme Additional Requirements: -

MINI COMPETITION ADDITIONAL REQUIREMENTS (For Framework SupplierComments only)

No. of the clause(s) youwish to amend

Proposed amendment with proposed wording

Clause 2.13.7 (PerformanceImprovement Process)

Clause 3.1.10 (Fees and

Payment)

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

Could the Department confirm that the grossing-up

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

Clause 6.1.9 (Transfer andSub-Contracting)

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

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

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


7/79

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.


8/79

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.


9/79

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) specific tothis CPA. Your response must describe how you will ensure the customer journey istailored to meet the specific needs and barriers of individual customers, and include thecustomer requirements defined in the Specification.

Please note your response to this question will not be scored but will act as areference point for the scoring of questions 4.1a and 4.1b

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

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


10/79

4.1 Ingeus-Deloittes Every Day Counts delivery model will provide every WorkProgramme customer in the North East 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 Job Seekers Allowance (JSA), Employment Support Allowance (ESA),Incapacity Benefit (IB) and Income Support (IS). The intensity of support and choice ofinterventions will be tailored to each customers individual needs. Appropriate levels ofmandatory activity will apply to key steps and JSA customers will experience increasingconditionality throughout the programme. All customers, but particularly those in receipt ofESA, IB and IS, will receive holistic support to address their constraints to employmentwhich may include poor health and caring commitments. Our core model has beenadapted to meet the particular requirements of customers in the North East and will beused by our supply chain across the entire region.

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

Support, Skills Plusand Breakthrough. On entering employment, customers willautomatically graduate to the Careers Academy, where they will receive a tailoredpackage of support to help them remain in employment and build a sustainable careerpath. Each Stage ofEvery Day Counts will be underpinned by: the personal support ofan Employment Advisor (EA); intensive job-searching activities with automated vacancynotification; tailored employer engagement; work placements; a range of skills options;practical face-to-face assistance from specialists in ourHealth & Wellbeingservice;advice and support on issues such as debt and substance misuse from our AccessibleCommunity Experts (ACE) Network; and access to our innovative online job-search andmatching support tool, Invisage. Every Stage on the programme is focused towards thework outcome and customers will be encouraged to find employment at the earliestsuitable opportunity. Transitions between Stages will be marked by a Review and Refreshappointment at which the customer and EA will assess progress and identify next steps.

Customer ReferralsOur dedicated PRaP team will process all Work Programme referrals from Jobcentre Plus(JCP). They will ensure that customers are contacted within 24 hours of being acceptedvia PRaP and will aim to set up an appointment with an EA within five working days ofreferral. Our team of Outreach Advisors (OAs) will conduct community outreach to localchildrens centres, schools, GP surgeries and health centres to engage IB customers whohave not yet transferred to ESA, and those in receipt of IS, including lone parents with

children under five. OAs will be trained in engagement techniques and will build trust andrapport with customers who may not otherwise access a mainstream employment service.They will also liaise with local Jobcentre Plus (JCP) sites to oversee the smoothprocessing of referrals, and troubleshoot any issues. They will provide JCP staff withmaterials to promote the benefits of our Work Programme service and help engagevoluntary customers, particularly those claiming IS and IB.

Stage 1 - Diagnostics (weeks 1 to 4)Prior to their first appointment, customers will be sent a Welcome Pack that includes:travel directions; a Pledge Card detailing our minimum service standards; ESF guidelines;and a Rights and Responsibilities leaflet. To maximise speed to placement we will

undertake thorough diagnostics with every customer to identify their barriers toemployment and ensure they are actively engaged. At their first appointment, eachcustomer will be introduced to their EA. They will then be given one-to-one support from


11/79

4.1 (continued) their EA to complete our AWARE online self-diagnosis tool (designed toassess confidence and motivation levels) and, where relevant, our Health Assessment, toassess functional, vocational and psychosocial workplace capabilities (building on ESAcustomers Work Capability Assessment reports). The customer and EA will formulate anAction Plan based on: the customers employment history; skills; literacy and numeracylevels; job goals; and personal circumstances. The Action Plan will be reviewed and

updated at least once every eight weeks throughout the programme to ensure our supportadapts to the customers changing needs. Diagnostics will be underpinned by job-searching activity from day one and customers ready to enter employment will be given amock interview as a priority and immediately matched to a suitable vacancy.

During Diagnostics, all customers will attend our induction session to gain an overview ofour programme, the support available, and health and safety practices. Diagnostics maytake up to four weeks for customers with multiple and severe barriers to employment,such as those who have been claiming IB for more than five years. Customers identifiedas having low basic skills may be fast-tracked to Stage 3 and then may return to Stage 2 ifrequired. All other customers will progress to Stage 2.

Stage 2 - Intensive Support(weeks 5 to 16)During this Stage customers will undertake intensive activity to either: fast-track them toemployment (Boost); enter self-employment (Enterprise); receive holistic support toaddress their psychosocial barriers to work (Engage); or improve their health andwellbeing in preparation for work (Steps to Work). A full list ofIntensive Supportinterventions is available in Annex 1. At the start of stage 2, customers will enter into oneof the following 12 week modules based on the outcome of theirDiagnosticstage:

Boost a high intensity and high frequency approach to job searching which helpscustomers to improve the quality, quantity and effectiveness of their job seeking activitiesto enable them to move into sustainable work at the earliest opportunity. We expect themajority of JSA 18-24 and 25+ customers to access Boost,as well as those from othergroups who are immediately ready to access work. We have designed the interventionswithin Boostto meet their specific needs. Key activities include: immediate matching tolocal employer vacancies sourced through our Employer Services Team (EST) andpromoted to customers by our cutting edge ADAPT recruitment software; access to locallabour market summaries, identifying growth industries and the skills required to work inthese areas; Employer Routeways (consisting of vocational training and guaranteedinterviews); interview skill workshops and mock interviews; help with speculativeapplications; basic skills support; advice on updating and improving CVs and cover letters;

IT training workshops to support the effective undertaking effective online applications andthe use of our customer IT portal Invisage; and reverse marketing (where EAs proactivelymarket customers to prospective employers). 18-24 year old customers will also bereferred to ourStep 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 InBiz who will workalongside local agencies such as the Chambers of Commerce, the Local EnterprisePartnerships (LEPs), and One North Easts Enterprise Programme to provide one-to-onesupport with business planning, and group workshops on book-keeping, tax advice andmarketing strategies. Additional support will be provided by Ingeus-Deloitte includingaccess to funding and mentoring services. Customers will have the option of test trading

their business for up to 26 weeks and extending Enterprise into Stage 3. We expect self-employment to be a suitable outcome for a range of customer groups, including those onJSA and ESA, IS and IB groups who require greater flexibility in their work to


12/79

4.1 (continued) accommodate their health condition and/or caring commitments.Engage provides holistic support to tackle multiple and complex barriers to ensurehardest to help customers are able to move into employment. Interventions are basedon: psychosocial solutions such as Cognitive Behavioural Therapy (CBT) basedworkshops; peer mentoring; techniques to address low levels of motivation and self-esteem (common in customers from areas of severe deprivation and intergenerational

worklessness such as Easington which is the seventh most deprived district in the UK);raising aspirations; encouraging customers to travel to areas of higher employment (suchas Newcastle and Gateshead); and addressing specific barriers to work including debt,substance misuse and low skills levels. Customers accessing Engage will include JSAEarly Access customers who have more complex barriers to work such as criminalrecords or substance misuse, and IS and IB groups who require more specialist supportto access employment. Interventions for IS and IB groups will include confidence buildingand career planning sessions. Lone parents will receive support from specialist EAs whohave expert knowledge and will advise on in-work benefits, childcare options and flexibleand part-time job opportunities. All customers will receive support to identify transferableskills and develop confidence and specialist partners such as Citizens Advice will be

invited to deliver services from our sites to help customers with issues such as debt andhousing. Throughout Engage, customers will be provided with intensive job-search andvacancy matching support through one-to-one and group-based activities to maintain aconsistent focus on securing employment.Steps to Work In the North East, 8.9% of working age inhabitants are claiming IB/ESA,the highest of any region in England, with Middlesbrough and Durham being two of theworst affected areas. To help address this, we have specifically designed ourSteps toWorkmodule for ESA Flow and ESA volunteers, ESA ex-IB and IB customers in theregion who, due to their health condition, have been out of the labour market for two ormore years. Customers on this module will receive advice from trained healthprofessionals on managing health conditions and support from EAs (trained to work withcustomers with a health condition/disability) who will source work placements which helpcustomers make the transition into employment. Steps to Workwill help with painmanagement, improving mobility and tackling root causes of depression in order to enteremployment. A specialist Health Advisor will meet customers on a regular basis to provideone-to-one employment support and refer them to services offered through our AccessibleCommunity Expert (ACE) Network and Health & Wellbeingservice (both describedbelow). Activities will focus on developing a step-by-step back to employment plan. Wewill undertake active engagement of these customers, particularly those in voluntarygroups to ensure they remain on the programme. When ready to undertake moreintensive job seeking activity customers can move to another Stage. Customers will

continue on Steps to Work(throughout subsequent stages if necessary) until they areready for work, and transition points will be marked by regular Review and Refreshappointments.

Stage 3 Skills Plus (weeks 17 to 52)The purpose of Stage 3 is to address customers vocational skills needs and/or lack ofrecent work experience, and to build on job-search skills developed in the previous twoStages. Customers identified as having poor basic skills will be fast-tracked to this Stagefollowing Diagnostics. During this Stage, every customer will participate in an 18 weeksector-specific vocational training course and/or tailored work placement. The VocationalRouteway will be supplemented by job-search activity and one-to-one support will be

provided by their EA throughout the rest of the stage. Customers will choose from a rangeof Vocational Routeways provided by subcontractors that are experienced in deliveringtraining and apprenticeships and who have close employer links. These providers include


13/79

4.1 (continued) BTCV, Sencia, NECA and Newcastle Futures. Vocational Routewayshave been informed by our work with employers operating in the local area, includingArriva, to take into account local skills gaps, particularly at Foundation and Level 1 and 2,in key business sectors in the region including chemicals, healthcare, energy andautomotive. One-to-one job-search activities will underpin this stage throughout.

Stage 4 Breakthrough (weeks 53 to 104)Stage 4 is designed to provide additional support and increased conditionality for thosewho are still searching for work after a year on the programme. Customers will beintroduced to a group of peers who will meet at least once a week to support one anotherwith job-search activities and maintain focus. At each weekly meeting (led by a GroupFacilitator) customers will jointly review progress and plan activities for the next sevendays. Our Placement Broker Team and subcontractors will utilise their employer links andthose with local volunteer bureaux to source a tailored six month community workplacement (mandatory for JSA customers) that fits with each customers job goal. DuringStage 4, continued support will be provided by the ACE Network and EAs to tacklebarriers to employment and address the reasons why customers have not entered

employment.

If customers reach the end of the programme without finding work, they will have a FinalInterview with their EA and together they will plan the next three months job-searchingactivity and complete a final Action Plan which will be shared with JCP.

In-Work Support - the Careers AcademyWhen customers secure work, they will automatically gain membership of the CareersAcademywhich provides comprehensive in-work support and career development advice.Prior to and during their first six months in employment customers will be supported bytheir designated EA. Before starting work, the customer and the EA will work together todraw up an in-work Action Plan and undertake the necessary preparatory activitiesincluding completing Working Tax Credits and Housing Benefit forms, sourcing childcareand arranging travel passes. All customers will be encouraged to attend our Flying Startworkshop to find out about the in-work benefits available to them and to get advice onmanaging their first few weeks in work, and the common issues that may arise.Through the Careers Academycustomers will have access to the following support:1) In-Work Support (delivered through our customer contact centre) - where Customer

Support Co-ordinators will provide support six days a week for customers via afreephone telephone number, text and email. Staff will proactively contact in-workcustomers and will provide immediate responses to incoming requests for support on

issues such as budget management and in-work benefits. Customers in the JSA EarlyAccess, ESA Flow and ESA Volunteers, Ex-IB, IB and IS groups will all be trackedmore intensively, as their higher support needs may make it more likely that they fallout of work. Customers needing more specialised attention will immediately have theircase elevated for a same day response from Specialist Support.

2) Specialist Support - where specialist In-Work Advisors provide advice over the phoneand in person on complex issues such as amending child maintenance payments andin-work dispute resolution. They will refer customers to community based expertswhere appropriate, such as local tax professionals and housing advisors. After sixmonths in employment, customers will be referred to an Information Advice andGuidance qualified team of in-work Advisors who will offer a telephone based

appointment to advise customers on progression opportunities and further training3) Rapid Response Team (RRT) any customer who is likely to or who has already


14/79

4.1 (continued) fallen out of work will be referred immediately to the local RRT who willwork closely with our Employer Services Team to source viable alternative employmentas quickly as possible. Any customer who does not re-enter employment within four

weeks will return to the core programme.4) Online support customers will have online support through Invisage, our customer

portal, which provides in-work advice and access to online learning modules.

Cross Programme Services - Throughout Every Day Counts, customers will be able toaccess the following services when appropriate:Health and Wellbeing - Our integratedHealth & Wellbeingservice will be delivered byour team of Specialist Health Advisors and incorporates CBT based interventions,workshops (e.g. Relaxation Techniques and Healthy Eating) and weekly walking groups.One-to-one counselling and support is also available. Health & Wellbeinginterventionswill be offered to all customer groups, in recognition of the fact that many disadvantagedcustomers experience poor health regardless of their benefit type.Invisage - Our online customer portal Invisage enables customers to job-searchindependently from any of our sites, at home or in an internet caf. Customers will be

provided with a personal Invisage account, training in how to make the most of itsfunctions, and support for those with limited IT skills.Key features include: intelligent job-scraping software which filters suitable job vacancies from multiple websites; a portal thatenables customers to submit applications to local employers; Working In...podcasts whichgive insights into working in particular industries; and a suite of online training packages.We will use phone calls, emails and text messages to contact customers, send remindersand notify them of job vacancies.Skills Hub Our offices in Newcastle, Middlesbrough and Sunderland will act as SkillsHubs for the region. We will design a range of Employer Routeways to meet the needs ofthe local economy, particularly in local growth sectors such as manufacturing (in particularcar manufacturing in Sunderland); logistics (for access to vacancies in local distributioncentres such as Tesco (Middlesbrough) and Asda (Washington)); and customer service(for the large number of local call centres, e.g. EDF and T-Mobile in Sunderland).Customers will be able to access our 120,000 per annum Skills Fund to undertake shortvocational training that can be applied in the local labour market. Courses andqualifications will be delivered by City of Sunderland College and may include COSHH,CSCS, and Portable Appliance Testing. Customers will also be offered a variety oflearndirect online training packages at each core delivery site, through our Job Stations.These packages include Every Day Maths Skills, Word 2007 and Manual Handling.The ACE Network - A pool of third sector providers who will work from core delivery sitesto offer specialist support that each customer can access whilst undertaking job-search

activities. These include our subcontractors e.g. Phoenix Futures (substance misusecounselling) and Citizens Advice (debt and financial advice) and a wide range of localreferral partners who will be invited for deliver from our premises, e.g. The WomensHealth Advice Centre and Homestart Teeside. The ACE Network will support allcustomers - particularly those with multiple and severe barriers to employment such asthose in the JSA Early Access, IB, IS and ESA ex-IB groups.Employer Focused Delivery - A dedicated Employer Services Team will be embeddedwithin our delivery sites and will source thousands of priority access vacancies each yearfrom local employers. In addition to generating bulk vacancies, they will focus onengaging with employers to source part time opportunities for customers who requiregreater flexibility in the workplace, such as lone parents and carers. They will also work

with employers to accommodate customers with health conditions and broker Access toWork funding for workplace adjustments. Our strong links with employers will enable us tostay up-to-date with the changing skills landscape over the lifetime of the contract.


15/79

[4.1a] Customer Journey - Rationale

Please describe in detail:

your rationale for your proposed Customer Journey(s) detailed abovein 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 four sides of A4.


16/79

4.1a OurEvery Day Counts customer journey brings together the experience andhighest performing practices from Ingeus 21 years experience in delivering welfare-to-work contracts, with that of Deloittes expertise in designing delivery models, such as forthe Learning and Skills Council for the North East. Every Day Counts is based on thefact that speed to placement is key the longer a customer is out of work, the harder it isto return. It also applies theories of positive psychology in motivating customers to

achieve goals through structured activity. Our model has been designed to meet theneeds of JSA and ESA/IB customers in the North East with the in-built flexibility to provideeach customer with a tailored journey. The model brings together proven techniques aswell as innovative new features designed specifically for the Work Programme.

Every Day Counts is underpinned by a six month research project undertaken by Ingeusand Deloittes Operations Excellence Practice. The project combined an analysis ofIngeus existing operating models, in the UK, Europe and Australia, input from 200frontline staff, a study of over 100,000 Ingeus customer records and feedback from over500 customers through focus groups and surveys. The Ingeus Centre for Policy andResearch (ICPR) also looked at why customers sustain in, or fall out, of work. In the North

East we conducted consultations with local providers and stakeholders to tailor our coredelivery model to reflect key local objectives. Our priorities for the North East are: to raiseskills levels; promote enterprise and self-employment; and improve health and wellbeing.We have tailored our customer journey accordingly, embedding the following keyprinciples throughout Every Day Counts:Every Day Counts - Our research demonstrated that customers must undertakemeaningful activity every day in order to best progress towards employment. Customerswith lower levels of activity tend to drift whilst those who are set structured activity inbetween appointments are substantially more likely to enter employment. For customerswho are furthest from work, including those from areas of second generationworklessness such as Sunderland and Easington, the key is that activity should befocused on constant progress towards work. Effective engagement is critical to ensuringcustomers keep progressing, particularly those from voluntary groups.Immediate engagement - Reducing the time from customer referral to programme startis key to maximising speed to placement. The importance of immediate engagement issupported by Australian DEEWR (Australian public employment service) research thatdemonstrates the negative effect of longer lag times between referral and firstappointment. We will therefore aim to ensure that first appointments are conducted withinfive days of each customers PRaP referral.Integrated health support Our experience of helping over 19,000 ESA and IBcustomers into work shows us that they benefit from employability and health services

that are combined to create a coherent package of support. Every Day Counts offers anin-house Steps to Workmodule and Health & Wellbeingservice that provides customerswith access to trained health professionals who will support ESA and IB groups inmanaging their health conditions. Consultation with [REDACTED], from NHS North Eastindicated that this should be a particular priority in the North East where the rate ofESA/IB claims is a third above the national average.Holistic support - Our analysis and experience shows that over 50% of long-termunemployed customers, including those on health benefits, experience multiple barriers toemployment. These customers are unlikely to enter the workplace without holistic supportto meet their needs. Although all Work Programme customers will face at least onesignificant barrier to employment, we expect the JSA Early Access, JSA ex-IB, ESA ex-IB

and IB customer groups to have particularly acute constraints. These may include poormental health, substance misuse, caring commitments; lack of qualifications and/or lowlevels of motivation and self esteem. We have therefore designed Every Day Counts as


17/79

4.1a (continued)a one-stop-shop whereby customers can access a range of specialistsupport alongside employability support. This will be provided by our AccessibleCommunity Experts (ACE) who will work with customers to tackle the issues they face. IScustomers will be supported by specialist Advisors with expertise in helping customers tofind alternative caring arrangements and part time employment opportunities.Personalised support - Our research found that central to every customers journey back

to work is a consistent relationship with an Employment Advisor (EA). All customer groupsdemonstrate a greater ability to effect positive change and an increased chance ofsustaining in employment if they have developed a trust based relationship with their EA.This is principally because EAs are able to encourage customers to access differentinterventions and deliver challenging messages. Furthermore, we found that EAs whospecialise in a particular customer group perform better than generalist EAs. For example,we witnessed a 20% performance uplift on our Employment Zone contracts when weintroduced specialist lone parent Advisors. We will therefore have specialist EAs to workwith the following customer groups: those on health benefits; lone parents; and thehardest to help (more than three years out of work and experiencing multipledisadvantages).

Fresh momentum for changing needs - Ingeus delivery experience in Australia on ourJob Services contract has proven that customers are more likely to move into employmentwith regular changes of activity. Additionally, evidence from New Deal (ND) delivery in theUK has shown that job outcome rates increase by 35% around transitions betweendifferent stages of the programme. This is due to the fresh ideas and changes inmomentum that transition points create. Therefore, all modules in Every Day Counts aretime limited. Also, at the end of every Stage there will be a Review & Refreshappointment, where the customer and EA assess progress and set fresh objectives.Employer-focused delivery - Since the expansion of our Employer Services Team (EST)into all the areas we serve in the UK, performance has improved by over 20% as we areable to match customers immediately with local vacancies using our ADAPT recruitmentsoftware. Our EST will work with local employers across the region to source vacancies,to which Work Programme customers will enjoy priority access. We expect this feature tobe particularly effective with JSA customer groups who require immediate matching tosuitable vacancies. Building on Deloittes regional Practice relationships, our EST willengage with local businesses to understand how we can help fulfil their skills andrecruitment needs. The team will be supported by Deloittes regional Practice which willcontinue to support SMEs and market our service through existing links with employersincluding PD Ports, Southern Cross and Arriva. We will provide training opportunities anddevelop Employer Routeways to match local demands and will support customers furtherfrom the labour market to access these opportunities.

Rationale for each stage of the Customer JourneyStage One Diagnostics (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 Diagnostics Stage, such as the AWARE online tool, are custom-built tohelp form a total picture of every customers support needs.Stage Two Intensive Support(maintaining high activity levels throughout): Our

experience from FND and ESF tells us that programmes with high levels of activity willdeliver the strongest job outcome performance. Our Performance Analysis Team lookedat the number of appointments attended during the first two months on our FND


18/79

4.1a (continued) programme and overall impact on conversion rates. Conversion rateswere 20% higher throughout the programme for customers who had attended more thanthree appointments per week during the first two months. Both Boostand Engagetherefore develop intensive activity and job-searching habits early on in the customerjourney and are key to effectively engaging customers, particularly those in voluntarygroups. We expect Boostto be particularly suitable for JSA customers, who will undertake

high levels of activity to facilitate a quick return to employment. To address psychosocialand lifestyle barriers early in the programme, the Engage stream provides specialistCognitive Behavioural Therapy (CBT) support. This will be particularly effective for theJSA Early Access, JSA ex-IB, IB and IS customer groups who are further from theworkplace. OurEnterprise module has been designed to stimulate entrepreneurship anddrive up levels of self-employment, particularly in areas of low job creation and/orseasonal unemployment such as north Northumberland. Increasing the below averagerates of business start ups and survivals is a priority for the Local Enterprise Partnershipsand other bodies in the region and we will link our services with established localinitiatives such as TEDCO (Tyneside Economic Development Company) to enhance ourdelivery.

Stage Three Skills Plus (skills, training and work experience): Skills North East hashighlighted the importance of developing the employability skills of long term unemployedpeople as one of the ways of improving employment and productivity rates in the region.The Skills Plus stage will therefore provide customers with a tailored programme ofvocational training, work experience and advice on working in particular sectors to helpthem improve their skills, identify transferrable skills and prepare for specific vacancies.We, and our subcontractors, will offer Routeways in growing sectors including logistics,customer service (retail), automotives and energy. Customers will also have access to avariety of learndirect online training packages to address skills needs and our Skills Fundto undertake a qualification, both of which will be available throughout the programme.Stage Four Breakthrough (combining work placements and peer support): Thedesign ofBreakthrough is based on evidence from our ND and FND contracts thatmandatory/fixed activity elements increase job outcome performance. We see spikes injob entries before and during full time activity elements for both mandatory and voluntarycustomer groups. Breakthrough therefore incorporates a six month work placement(sourced through our Placement Broker Team) which is mandatory for JSA customersand encouraged for all others. The peer support element on our Gateway to Work (G2W)model has also proven effective at positively changing ingrained attitudes and behaviours.Our approach is designed to help customers build on the job-search and vocational skillsdeveloped during the previous Stages to make the final step into employment. Customerswithin the ESA, IB and IS groups will be matched to a work placement that meets their

specific requirements including accessibility if they have a disability, and proximity tohome if they have caring commitments.Careers Academy(ongoing personal support and career development): ICPRsSustainability Project discovered that for 81% of sustained job outcomes the following keyelements existed - the right job fit, appropriate support in the first three months andappropriate attitudes. The Careers Academyhas therefore been designed with theobjectives of providing meaningful support through the transition phase, assistance withprogressing in the work place, and support with developing appropriate in-work attitudes.Our IAG qualified Advisors will help customers plan the necessary steps to realise theircareer aspirations. All customers will require some level of workplace assistance, but weexpect that the JSA Early Access, ESA Flow and ESA Volunteer, IS and IB customers will

receive a more intensive service due to higher levels of support needs. We will continue tosupport customers for an extended period of time and for as long as is necessary.


19/79

4.1a (continued) Benefits to individual customer groups - We recognise that certaincustomer groups in the North East require specific types of support and have tailoredEvery Day Counts accordingly:Customers with low skills levels Our delivery model for the North East is stronglyfocused on skills development as nearly 15% of people in the region have noqualifications (20% above the national average). In addition to Vocational Routeways

(described above) all customers will have the opportunity to undertake vocationalqualifications paid for by our Skills Fund. We will refer customers to external SkillsFunding Agency provision when appropriate and we will offer all customers 3,500 freeonline learning modules in a range of subjects through our partnership with learndirect. Allskills provision will be targeted at key vocational sectors such as customer service/callcentres, manufacturing and logistics to help match customers to local jobs opportunities.Customers with complex barriers In the North East, almost a quarter of all householdsare workless. We know from our delivery experience that those living in communities withhigh concentrations of worklessness typically face multiple disadvantages includingsubstance misuse, offending and poor health (such as industrial illness). To help addressthese issues, we have built support options into our delivery model including: Steps to

Work; one-to-one support from an EA; an in-house Health & Wellbeingservice, and onsiteaccess to our ACE network of specialists to address lifestyle issues such as debt,substance misuse and offending. We expect these services to be accessed by manycustomers from the JSA Early Access, JSA ex-IB, ESA Support Group and IB groups.Young People At 30.8%, youth unemployment in the North East is the highest of anyregion (against a national average of 27.9%). JSA 18-24 customers often suffer from lowskills levels, lack of aspiration and narrow travel horizons (exacerbated in areas ofgenerational worklessness). To address these issues, we will deliver a Step Aheadprogramme for young people (at the beginning ofBoostand Engage) which is modelledon our current G2W course and our 13 week Community Taskforce group work package,to help young people set goals, develop positive attitudes and behaviours and improvetheir motivation. Through our subcontractor and employer relationships we will sourceapprenticeships for young people in local growth sectors.Families, including Parents & Carers To address the needs of customers in areassuch as South Tyneside, where the rate of lone parent claimants is 41% higher than thenational average, lone parents will be supported by specialist Advisors who only work withthis customer group. To facilitate access to our services by lone parents and those withcaring responsibilities, we will ensure all appointments, workshops, training courses andwork experience placements are timetabled around caring commitments. Advisors andour EST will identify and develop part-time job opportunities.Over 50s - Ingeus has supported over 4,000 50+ customers into work, and has consulted

with the Age and Employment Network (TAEN) and Open Age to ensure our services aresuitable for older customers. All EAs will be trained using TAEN materials including theUnderstanding Older Adults and Overcoming Barriers to Work and Learning actionguide. This includes advice on how to conduct skills transfer analyses and sourcingemployment opportunities with age positive local employers. We will also link our serviceswith local projects such as the Over 50s Mentoring programme in South Durham.Customers in rural areas Customers in some rural parts of the North East (e.g. northNorthumbria) experience barriers to work such as limited public transport, a lack ofsupport services and seasonal employment patterns. To address this, we will supportindividuals to secure permanent employment by balancing a portfolio of seasonal jobs.This model is already used by Ingeus on contracts in the Borders of Scotland. E.g. some

customers work in agriculture during the peak season, in holiday parks for the summer,and then in retail positions or for Royal Mail over the Christmas period. We will alsoprovide outreach services for those customers living in the most remote rural areas.


20/79

[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.


21/79

4.1b Ingeus has an outstanding reputation for providing a high standard of customerservice in its welfare-to-work provision. In our recent Customer Satisfaction Survey,83.2% of customers described the service they received at Ingeus as Excellent or VeryGood. Ofsted commented in their 2010 inspection of our Pathways to Work provision,participants feel safe, well supported and they are able to raise matters of concern withstaff. Relationships between participants and staff are excellent with high levels of mutual

respect. For the Work Programme in the North East, we have agreed exacting minimumservice levels that will apply across our whole supply chain to drive strong performanceand customer satisfaction. These service levels are outlined in ourCustomer Pledgewhichwill be displayed prominently in all delivery sites. Performance against theseminimum service levels will be measured for every subcontractor and Ingeus delivery siteand will be shared with our customers at their initial appointment. Our Pledge contains fivecommitments that all customers can expect and others that have been designed to meetthe needs of particular customer groups.

Ingeus-Deloitte is committed to providing service excellence with integrity. Customers onthe Work Programme with Ingeus-Deloitte will be entitled to expect:

1) A flexible service that is convenient and accessible. As a minimum this will include:convenient office locations across the North East which are close to public transport links;a freephone telephone number to contact us; internet access at all delivery sites; outreachservices for those who cannot reach our premises; flexible appointment times forcustomers with family or caring commitments; and programme literature available incommunity languages.Rationale: Our experience has shown that motivation and customer engagementincreases significantly when offices are conveniently located and access to Advisors ismade easy. This leads to more frequent attendance, higher levels of job-search activityand better outcomes for customers, especially for those with disabilities and/or mobilityissues. This will be important for all customer groups, but especially for ESA and IBcustomers. Providing a flexible service will be crucial in the North East where nearly onethird of the population lives in a rural area where public transport options are limited. Wealso expect flexibility of service to be particularly important for customers in the IncapacityBenefit (IB) and Income Support (IS) groups.2) A personalised package of support that is tailored to individual needs. This willinclude: a tailored CV, cover letter and benefit calculation (completed within the first fourweeks of the programme); a personally-tailored Action Plan outlining the support we willprovide; a designated Employment Advisor (EA); access to support at least once everytwo weeks for the duration of the programme; and a choice of over 70 interventions suchas tailored pre-employment routeways and specialist health and wellbeing advice.

Rationale: Our experience indicates that to meet the needs of a diverse customer group,it is essential to provide a service that is tailored to the unique personal circumstancesand needs of each customer. This will be particularly important in the North East whichfeatures high numbers of customers from deprived areas and workless households, manyof whom will have multiple barriers to work including health. As a result, these customersare all likely to have higher support needs and will require greater personalisation.3) A professional Careers Academyand in-work service which will help customersdevelop and progress in the workplace. This will include: ongoing support from an EAto help manage the transition into employment; an in-work benefits calculation; afreephone in-work helpline; online advice through Invisage and careers guidance from anInformation Advice and Guidance qualified in-work Advisor.

Rationale: The Ingeus Centre for Policy & Researchs sustainability study supported thefindings of the Joseph Rowntree Foundation and the Centre for Social Justice that two ofthe key conditions that enable sustainable employment are support during the transition


22/79

4.1b (continued) from benefits to employment and jobs that offer rewarding prospects.Our minimum service levels will ensure all customers receive help in managing thetransition to employment and careers advice to develop sustainable careers. This supportwill also help customers move out of in-work poverty which is a particular issue in theNorth East where residents have the lowest gross household income per head of anyregion in England.

4) Priority access to exclusive job vacancies and labour market informationVacancies will be displayed in reception, on electronic job boards and will be promoted byEAs through our ADAPT recruitment software. Customers will be supplied with up-to-dateaccurate information about the relevance of their skills in the local labour market.Rationale: Customers who have been out of work for a prolonged period can find the gapon their CV to be a disadvantage. We will help them to overcome this by providing priorityaccess to vacancies, and our Employer Services Team will work with Deloittes Practice inthe North East to access the vacancies of thousands of local employers.5) Treating customers with respect at all times and enabling them to be activeparticipants in setting their own goalsCustomers will be empowered to take control of their journey back to work and determine

the best course of action at every stage. We will provide easily accessible information onrights and responsibilities and a widely advertised feedback procedure. All feedback willreceive a response within one week.Rationale: This approach is essential to providing a service that supports high levels ofmotivation and engagement amongst customers and provides us with critical informationto support performance improvement.

In addition to these core service levels, we are committed to meeting the needs ofcustomer groups in the North East that have specific requirements. Therefore we havedesigned a set of minimum service levels for the following customer groups:

Customers with skills needs An issue in many parts of the region e.g. Easington,where 21.9% of residents have no qualifications compared to 12% nationally. Each of ourselected providers has demonstrated the ability to address local skills needs. We willprovide access to a range ofVocational Routeways to help customers develop the skillsto succeed in their chosen career and/or identify transferrable skills and (through ourSkills Hub) online learning packages and vocational qualifications.Customers with complex barriers including health (ESA, ESA and JSA ex-IB and IBgroup)The proportion of residents in the region with a long term health condition is thehighest of any English region. To help address these barriers, we will grantpriority accessto ourHealth & Wellbeing Service delivered by trained professionals. Interventions will

include Coping with Pain and Healthy Living workshops and referrals to our ACE Networkof specialist providers including Phoenix Futures (substance misuse).Customers with family and or caring responsibilities (all customers, but particularlythose in the IS group)To support this customer group 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.Young people (all customers but particularly those in the JSA 18-24 group) High levelsof youth unemployment are an issue across the region, and in particular in rural areassuch as Northumberland, where 18-24 year olds account for 31.3% of JSA claimants. Tohelp raise the aspirations and attainment of this customer group, we will provide careers

guidance support from a trained professional, ourStep Aheadmotivational programmeand support to access apprenticeships.


23/79

PART 5: SUPPLY CHAIN MANAGEMENT

[5.1] Delivery Strategy

Please describe in detail your delivery structure for all elements of the Work Programmeprovision across this CPA and explain why you consider your delivery strategy to be thebest approach for customers in this CPA. You should clearly state how you intend to workwith your sub-contractors and how you will ensure the needs of all your customers,including the hardest to help, are fully addressed from within your supply chain includingvoluntary sector organisations where appropriate.Please also complete:

Annex 2 to show the structure to be put in place within the supply chain todeliver the Work Programme provision in terms of overall percentage ofdelivery, specialism and geographical coverage; and

Annex 3 (Sub-contractor Declaration) for your proposed sub-contractors asappropriate.

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


24/79

5.1 The design of our delivery structure has been informed by the findings of a six-monthregional research project which involved: meetings with 35 prospective subcontractors; 3consultation events with third sector partners on our North East Partner Network;discussions with delivery partners and stakeholder contacts in the region; labour marketanalysis undertaken by Deloitte economists; and consultation with Deloittes regionalPractice. Our research highlighted that the North East is a particularly diverse region the

main towns and cities here account for more than 80% of the regions population. Bycontrast, almost two thirds of the region is rural, where challenges include a lack of full-time opportunities and transport issues. Barriers to employment commonly faced bycustomers in this region include poor health and transport, and low aspirations resultingfrom intergenerational worklessness and lack of opportunity. Our strategy for the regiondraws on Ingeus experience of delivery in geographically comparable areas, such asSouth Scotland which also includes large urban areas such as Edinburgh and rural areasincluding the Borders. We concluded that a successful delivery strategy for the North Eastshould include the following features as a minimum:

Utilisation of experienced Lead Providers and local specialists to enable us to deliverhigh performance from day one;

Comprehensive geographical coverage across the region - particularly important inNorthumberland and County Durham where customer volumes are dispersed overlarge geographical areas;

Specialist support for customers with multiple barriers to work, particularly in wardswith high levels of deprivation e.g. Grangetown and South Bank in Redcar andCleveland;

A focus on aligning customers skills with employers needs to address skills gaps andlow educational attainment in the region; and

A commitment to job creation and driving up levels of entrepreneurship.

Summary of delivery strategyIngeus-Deloitte will act as Prime Contractor and will drive the overall performance of theprovision across the region. We will also be embedded in the area and deliver as LeadProvider across Tyne and Wear and in South Northumberland. We will be supported bythree other highly experienced Lead Providers: Learning Choices (Central and NorthNorthumberland); BTCV (County Durham); and Triage (Tees Valley). Lead Providers willdeliver all core elements of the Every Day Counts model: Diagnostics, Intensive Support,Skills Plus, Breakthrough and in-work support using the Careers Academymodel as wellas health and well-being interventions. Ingeus-Deloitte and our Lead Providers will sharevacancies across the sub-region, will all have access to Ingeus-Deloittes Labour MarketPortal and will also be supported by two further types of subcontractors:

ACE (Accessible Community Experts) Network - The ACE Network enables all LeadProviders to draw on the expertise of specialist subcontractors and referral partners suchas Phoenix Futures to support customers with complex barriers to work. ACE Networkmembers will work from the premises of all Lead Providers so that customers receive aconvenient and holistic service.Vocational Routeway Providers -Our 11 Vocational Routeway providers, includingResources North East (Tyneside) and NECA (Newcastle) will assist us to address skillsshortages in the North East. They will provide tailored Routeways for customers byoffering vocational training, work placements and basic skills and ESOL support. We haveselected providers who offer Routeways in growth industries such as energy, healthcareand customer service.

Rationale for supply chain designKey to our strategy is a rigorous approach to supply chain selection. Ingeus-Deloitteconducted a wide-reaching selection process over a four month period. We received more


25/79

5.1 (continued) than 100 Expressions of Interest in the North East. Existing and potentialsubcontractors were assessed against criteria covering performance, capacity, qualitystandards and innovation. We also considered how and where Ingeus-Deloittes in-housedelivery could be best utilised. The information below outlines the rationale for inclusion ofeach of our Lead Providers:Ingeus-Deloitte Tyne and Wear and South Northumberland

We will directly deliver services in Tyne and Wear by drawing on our delivery experiencein areas with similar characteristics. Ingeus has a proven track record of successfuldelivery in areas of high customer concentration and deprivation. For example, throughthe delivery of four Employment Zones in Birmingham, Brent and Haringey, Southwarkand Nottingham, we have helped more than 16,500 long-term unemployed people intowork from some of the most deprived wards in the country. This means we are expertlyplaced to support customers in this predominately urban part of the region.Triage Tees ValleyIngeus-Deloitte has developed a successful working relationship with Triage through ourFND contract in Scotland (where Triage act as a subcontractor to Ingeus) and throughcollaborative working on our Pathways to Work contracts in neighbouring areas. We have

chosen to extend this partnership into the North East from the adjacent area of SouthernScotland which has many similar characteristics. For more than 13 years, Triage hassuccessfully delivered welfare-to-work programmes, in urban and rural Scotland. Triage iscurrently the highest performing UK provider on Pathways to Work. As a result, Triage isideally placed to deliver services to JSA customers and those in receipt of ESA/IB.Learning Choices Central and South NorthumberlandLearning Choices is a leading provider of welfare-to-work services in Northumberland andis headquartered in the county. They have been delivering DWP and ESF employabilityprogrammes in area for more than 11 years. We have selected Learning Choices basedon their local knowledge, which includes an excellent understanding of the needs of localcustomers, including those with a health condition/disability and those with complexbarriers such as substance misuse and offending behaviour. Its staff have particularexpertise in working with young people, through the delivery of New Deal Gateway toWork, which will be invaluable in an area where 18-24 year old unemployment rates are12% higher than the national average.BTCV County DurhamBTCV has over 25 years experience of supporting disadvantaged customers, includingthose with a health condition/disability, through the delivery of PSL New Deal, ESF, WorkPreparation and Community Task Force contracts. BTCV has been delivering New Dealas a prime provider in County Durham which has led to highly effective workingrelationships with local stakeholders and employers. This locally embedded charity has

also developed an excellent understanding of the needs of local customers and means ofengaging, particularly those in rural parts of the county. BTCV is also able to provideenvironmental volunteering and training opportunities as part of its Vocational Routewaysoffer.

Similarly rigorous criteria were used to select members of the ACE Network and ourVocational Routeway providers. Members of our ACE Network were required todemonstrate experience of meeting the needs of hardest to help customers in this regionand each of our Vocational Routeway providers was required to demonstrate a trackrecord of providing high-quality skills support services.

Why our delivery strategy is the best approach for customers in the North EastOur strategy provides a unique combination of experience and expertise to addressissues at a local level and to meet the needs of all customers across the North East. The


26/79

5.1 (continued) key strengths of our strategy are:Convenient geographical coverage By utilising the existing infrastructure of BTCVand Learning Choices, together with Triage and Ingeus-Deloittes new premises, we willbe able to provide full geographical coverage across the region from 16 fixed premisesand a minimum of 16 outreach sites. Members of our ACE Network of specialist providerswill also deliver services from these premises, thereby affording customers convenient

and coherent access to a wide range of services from the same location. This will beparticularly important in north Northumberland and the west of County Durham wherepublic transport options are limited. Our approach will encourage frequent attendance forall customer groups but will be particularly important for IS customers who may havecaring responsibilities and those on IB or ESA who may have mobility issues.Combining local knowledge and international best practice Our delivery strategy forthe North East combines Ingeus-Deloittes knowledge of delivering best practice welfare-to-work services in seven countries; a proven partnership with one of the UKs highest-performing providers (Triage); and the local expertise of two of the regions leadingemployability providers (Learning Choices and BTCV). We will share best practicethrough regular networking events to ensure that delivery in all parts of the North East

benefits from this unique combination of expertise.Supply chain managementinformed by frontline delivery experience Ingeus-Deloitte will be both a Lead Provider and manager of the supply chain. This gives us aunique ability to share best practice, adopt continuous improvement techniques andenable our providers to benefit from the insight and techniques leveraged from Ingeusexperience.Promoting enterprise and self employment To address low levels of job creation inthe North East, and to help counter the effect of the 50,000 planned public sectorredundancies, we will offer a dedicated Enterprise stream which will support customers toset up successful small businesses. Our delivery structure for the region thereforeincludes a specialist self-employment provider (InBiz) to promote and support enterprise.Drawing on the expertise of specialist and third sector providers The ACE Networkenables us to complement the work of all Lead Providers with expertise from small andthird sector providers to meet the specific needs of customers with complex barriers towork. This will be particularly important for JSA ex-IB and Early Access, ESA ex-IB, ISand IB customers who are likely to have the highest support needs.Addressing local skills needs We have selected Lead Providers and 11 VocationalRouteway providers to help us improve the basic and vocational skills of our customers.Each of our selected providers has demonstrated the ability to address local skills needs.For example, Sunderland City College will deliver courses including Health and Safetyand Entry Level Certificate in Mechanisms to meet car manufacturing employer need in

Sunderland. This provision will be of particular relevance for JSA 18-24 customers whoare likely to have the greatest skills needs.

Working with subcontractors (including the voluntary sector) in the North EastAs the Prime Contractor, Ingeus-Deloitte will co-ordinate the strategy outlined above toencourage joined-up working and to drive consistent performance. We will: co-ordinatecoherent employer and stakeholder engagement strategies; provide each subcontractorwith access to a range of key corporate services; share best practice through quarterlynetworking forums; and drive continuous improvement through robust contractmanagement throughout the lifetime of the contract. To ensure we harness the expertiseprovided by third sector providers, we have established a Third Sector Advisory Panel

which brings together leading national and local charities along with our Chief ExecutiveOfficer. This will be chaired by the head of Deloittes Third Sector Practice, [REDACTED],and will include the CEOs of Papworth Trust, ACEVO, Barnardos, Forth Sector and Mind.


27/79

[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.


28/79

5.2 Our management structure for the North East combines local supply chain capabilityand knowledge of local stakeholders with centralised resources focused on supportingdelivery. The structure is based on Ingeus experience of successful delivery of multipleFlexible New Deal and Pathways to Work contracts. Our experienced Human ResourcesTeam, in partnership with our recruitment advisor Alexander Mann Solutions (AMS), hasdeveloped detailed competency-based job descriptions to identify internal and external

candidates for all roles and we will identify key members of the existing managementteam who will transfer to the region to lead on Work Programme delivery.

Proposed management structure, skills and reporting linesLocal staff Our Director for the North East (DNE), [REDACTED],, has more than threeyears management experience with Ingeus and previously worked in operationalmanagement and partnership roles with Jobcentre Plus. She will be responsible for allIngeus and subcontractor performance across the region and she will provide strategicleadership, develop and maintain senior stakeholder relationships develop co-commissioning proposals and work with JCP, key local employers, the 12 local authoritiesand the two regional LEPs to reach full potential in education, skills and employment to

ensure that delivery meets local needs. [REDACTED], has a good understanding ofstakeholder issues, experience of leading service delivery and a track record of workingwith stakeholders. As DNE she will report to the Chief Operating Officer (COO).[REDACTED], will also work closely with Deloittes Local Public Service Partner,[REDACTED], who has 18 years local experience and close relationships with some ofDeloittes largest clients.

The management of Ingeus-Deloittes direct delivery in the region will be undertaken bytwo Operations Managers (OMs). They will report to the DNE and will attend QuarterlyPerformance Reviews with the DNE. OMs will be responsible for ensuring all performanceand budgetary targets are met, leading their teams to deliver a quality and contractuallycompliant service, tailoring our delivery model to respond to local needs, and developingeffective working practices with stakeholder staff and local partners. OMs will be skilled inleadership, operational performance management, communication, stakeholdermanagement and staff development. They will demonstrate an understanding of andcommitment to resolving local issues including how best to support customers fromworkless households and effective delivery solutions for areas of entrenchedintergenerational unemployment and deprivation such as the Parkfield and Portrack andTilery wards in Stockton. Our two OMs will be supported by six Deputy OperationsManagers (DOMs), one of whom will have designated responsibility for each delivery site.They will directly manage front line staff through a structured performance support

system. DOMs will have exceptional management skills and an understanding of effectiveways to work with local customers including those with drug and alcohol dependency andlow-levels of basic skills. The OMs and DOMs will also be responsible for maintainingeffective relationships with local non-contracted providers such as local authorities,education, probation, health, housing, and community mental health teams. We willrelocate a number of mangers from our existing pool of OMs and DOMs to bring expertisein our model and approaches.

Each CPA subcontractor will be allocated a locally based Contract Manager (CM) orSenior Contract Manager who will provide subcontractors with regular support andmanage performance against a range of KPIs. Each subcontractors management team

will be responsible for the management of their frontline delivery staff. CMs will conductmonthly progress meetings and formal Quarterly Review Meetings (QRMs) to setperformance targets, review performance against KPIs and update the subcontractorsDevelopment Plan (agreeing action points to achieve continuous improvement). There will


29/79

5.2 (continued) be a number of other local interfaces with our subcontractors - forexample, practical advice and support to managers and frontline delivery staff by our OMsand DOMs in the CPA. Managing relationships with local employers will be critical for theCPA. Managers from our Employer Services Team will work in the North East and co-ordinate closely with their opposite numbers in our subcontracted Lead Providers.

Centrally based staff (which support local teams) Our Chief Executive Officer(CEO), [REDACTED], has over 20 years senior management experience with a trackrecord of senior stakeholder engagement and delivering complex programmes in thepublic and private sectors. He is responsible for setting overall objectives, developingstrategies for delivery and maintaining key high level, stakeholder relationships throughoutthe life of the contract. Our COO, [REDACTED],, reports to the CEO and is responsiblefor driving UK wide standards and high performance of the Work Programme and all othercontracts. [REDACTED], is highly experienced in the management of welfare-to-workprovision and has an exceptional track record of performance delivery and improvement.The Head of In-Work Support will report directly to the COO and will liaise closely with theDNE to ensure that the service meets the needs of customers in the region. Our Supply

Chain Team (described below) will be led by our Commercial Director (CD),[REDACTED],, who also reports to our CEO. [REDACTED], is responsible for our supplychain strategy and the performance of our subcontractors across all contracts.[REDACTED], has managed large and complex supply chains in a number of roles,including at Serco and other large suppliers to the public sector and brings extensive legaland financial expertise to our leadership team. Our centrally located corporate functionsinclude Performance Management, Quality and Performance, IT, HR, and Learning andDevelopment.

How we will work with our supply chain and delivery partnersIngeus recognises its role in deepening the welfare-to-work supply chain in the UK. Ourapproach is to balance high performance expectations with support for building capability.In passing on risk to suppliers we will consider their differing abilities to shoulder it. We willhelp specialist providers to understand how well their interventions move customerscloser to work and hence to improve their offerings. Page 6 of Annex 4 summarises keyinterfaces between Ingeus, subcontractors and stakeholders.

Supply chain Pages 7-9 of Annex 4 show the detailed interfaces between Ingeus andeach Lead Provider in the CPA. Day to day interactions with our subcontractors in theCPA will be led by the regional Supply Chain Team of Contract Managers and SeniorContract Managers. They will be supported by our national Head of Contract Management

(HCM), [REDACTED],, who reports to the CD and will set and review performancebenchmarks for subcontractors, maintain relationships with key suppliers and attend theQuarterly Performance Reviews of Lead Providers who are failing to achieve performanceobjectives. [REDACTED], has ten years experience of in the welfare-to-work industry ofwhich five have been spent managing supply chains. Our Head of PartnershipDevelopment (HPD), [REDACTED],, also reports to the CD. She is responsible for leadingour subcontractor management teams through implementation and providing appropriatesupport - particularly to smaller and third sector organisations. [REDACTED], has overseven years experience in partnership and contract management in the skills andwelfare-to-work sectors. All managers in our supply chain will be provided with supportfrom experienced managers across our corporate functions (outlined above).

Delivery Partners The DNE will be the main point of contact for JCPs Director for theNorth East and other senior regional stakeholders such as the Employment Manager atthe Tyne and Wear City Region. The OMs will be the key contact for local delivery


30/79

5.2 (continued) partners in Ingeus-Deloitte delivery areas and will meet quarterly witheach manager. The DNE and the OM will also meet with the three JCP District Managersquarterly or as required. Subcontractor managers will be responsible for working withpartners and stakeholders in their locality to support their delivery.

Why our management structure is appropriate for this CPA

Robust organisation design process Deloittes organisation design experts aided thedesign of our structures by: consulting with staff and management in Ingeus and ourproviders in the region; sharing best practice from Ingeus international operations; andusing template role profiles from Deloitte engagements in comparable organisations. OurHR Director has developed competency-based job descriptions to identify staff for all rolesand AMS has already appointed an Account Manager in the region to identify suitablecandidates for management vacancies. All members of our senior management team arealready in post and their proven skills will be integral to driving the successful delivery ofthe Work Programme in this region. Management roles within the region will be filled byexperienced Ingeus-Deloitte staff and new personnel who meet our requirements.Combining proven structures with innovation Our proposed structure is based on

Ingeus existing management structures, which have already resulted in high qualitydelivery and performance levels exceeding targets on our ESF and New Deal contracts.We have taken the best of what works today, but have included new elements (such asthe dedicated in-work support team to manage the Careers Academyand the newContinuous Improvement Team) to meet the requirements and expectations of the WorkProgramme. All of our subcontractors have a proven track record of successfullymanaging welfare-to-work provision. Each will be delivering from existing sites wheremanagement infrastructure is already in place and successful working relationships areestablished. This will enable strong leadership and performance from day one of delivery.Locally focused delivery resource is supported by appropriate national capabilities All managers and staff from the DNE down will work within the region and will have, ordevelop, an in depth understanding of the local labour market, communities, customerneeds and support services. We will build upon the established management teams of ourLead Providers who have local delivery experience. Local managers will be supported byour corporate teams who will work across CPAs to facilitate consistency of delivery, driveperformance and innovation and support our supply chain as required.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 withcounterparts in our supply chain and key stakeholders to ensure effective joint working.Practitioner approach to contract management The balance between sub-

contracted and in-house delivery enables us to utilise our direct delivery experience tosupport the development of our suppliers capability, rather than take a narrow contractmanagement approach. We will work closely with our supply chain by holding bestpractice sharing forums, setting up buddying schemes between organisations andencouraging joined up employer engagement activity. We will also encourage ourexperienced providers to share their delivery best practices with the supply chain.Developing capacityWe will continue to develop the strength and depth of ourmanagement capability in the CPA. Our Management and Leadership programme willenable frontline delivery staff to develop the skills to take on management positions asthey emerge. More than 50% of Ingeus-Deloittes managers were appointed havingattended the course. Existing managers will continue to develop their skills through

secondment opportunities to Deloitte and best practice-sharing events for managers inour supply chain. This will help to build a team of people with the requisite skills tomaintain performance over the term of the contract.


31/79

[5.3] Management of Delivery

Please clearly describe:

How you and your supply chain will manage and monitor the quality ofdelivery of 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 supplychain as a whole, outlining how you and your supply chain will act on thefindings of any monitoring activity including the resolution of issues from withinyour own supply chain, partners or other bodies.

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


32/79

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. OurDelivery Management Framework(DMF) sets out performance and quality objectives, monitoring and evaluating activities,

performance improvement approaches and remedial measures for our supply chain toenable continued achievement over the term of the contract. The Director for the NorthEast (DNE), [REDACTED], will be accountable for applying the DMF across the region.The DMF has four key elements of activity: KPIs (Key Performance Indicators),monitoring, evaluation, and management and performance improvement. Ourmanagement processes are Matrix accredited and in line with the Merlin Standard.

KPIs - We have set exacting targets based on our enhanced delivery model and these willbe increased year on year. KPIs are set out on a performance dashboard for all membersof the supply chain, in particular our three Lead Providers. We will set KPIs using theQPARM methodology. Key indicators for each component are outlined below:

Quality: customer satisfaction, equality of 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: process improvement, knowledge sharing, cost management,milestone adherence; andManagement: performance reporting, 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 Analysis Team; quarterlyaudit reports; and feedback from customers, JCP, employers and other stakeholders.MI system The ADAPT MI system is used by 90% of the worlds largest recruitmentagencies and will enable us to capture all key customer data including personal details,progress made and outcomes. It features a comprehensive and flexible range of MIreports which will provide frontline delivery staff and managers with instantaneousinformation to identify customer attendance rates, performance rates by customer groupand the types and regularity of customer activities. These will be used by EmploymentAdvisors to monitor the progress of individual customers and by managers to analyse the

performance of individual Advisors and delivery sites, as well as outcomes according tocustomer group. ADAPTs reporting software will be available across our supply chain.Monthly reporting Detailed monthly reports will be produced for all OperationsManagers (Ingeus-Deloitte and Lead Providers) involved in delivery in the CPA, includingthose of our subcontractors, by our Performance Analysis Team. The reports will provideanalysis of key performance deliverables including customer starts, job and sustainedoutcomes and leavers, broken down by individual delivery sites. These will be presentedin a user-friendly format and will enable Operations Managers to identify key trends.Compliance and Audit Reports Our Quality Performance (QP) Team will conductquarterly spot checks and annual or bi-annual (depending on risk level) audits of Ingeus-Deloitte and subcontractor delivery sites. The resulting report will be used to allocate a

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


33/79

5.3 (continued) A deeper audit will be conducted with sites whose audits generate avariance of greater than 5%.Customer and stakeholder feedback Feedback on our customers experiences will becollected through suggestion boxes, our customer portal Invisage, a formal complaintsprocess, an annual survey and quarterly focus groups. Feedback from JCP, otherstakeholders and employers will be collected by our local management team and

Employer Services Team. All feedback will be passed to our Continuous ImprovementTeam for further analysis. The complaints process will be managed for our whole supplychain by Ingeus-Deloitte.EvaluationData will be evaluated against each subcontractor delivery site and staff member toassess performance against KPIs. Management (Ingeus-Deloitte) and ContractManagement Teams (subcontractors) will check that targets are being met weekly. Forexample, we will be able to identify the percentage of customers who have had actionplans, CVs and benefits calculations completed within their first four weeks of theprogramme (as outlined in our minimum service levels) as well as the details of any whohave not. Each subcontractor, delivery site and member of staff will be rated against 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 ContractManagers will explore underlying reasons for any poor performance by examiningindividual efficiency rates, engagement rates, caseload numbers and the performance ofparticular cohorts. All MI will feed into our UK Performance Portal which contains abalanced score-card to benchmark each contracts performance. Our ContinuousImprovement Team will analyse all customer feedback and complaints across our supplychain and report key findings quarterly for management teams.Management and performance improvementOur DMF outlines clear roles, responsibilities and review points to ensure that we act onthe findings of our monitoring and evaluation activities. This will enable us to driveconsistent performance and act on any cases of underperformance.Ingeus-Deloitte - All frontline staff will have monthly progress and formal QuarterlyPerformance Reviews with their Deputy Operations Manager (DOM) to reviewperformance against targets

152. CPA5 Ingeus-Deloitte Tender

Documents

Transcript of 152. CPA5 Ingeus-Deloitte Tender