367. CPA16: Ingeus-Deloitte - PTD Q&A

8/3/2019 367. CPA16: Ingeus-Deloitte - PTD Q&A

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PTD QuestionsIngeusCPA 16 – Yorkshire and the Humber (West Yorkshire)

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 16 submitted in the tender document of 13 th April 2011. Iagree should my clarification be accepted by DWP, I will be bound by all thedetails contained in the original proposal pack and to the additional points

below.

Part 5.1: Delivery Strategy

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

Ingeus-Deloitte’s 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 particular relevance to certain customer groups:

Customer Group

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 our Adapt software, which filters vacancies according to customers’skills, experience and goals. Underpinning this will be our

Employer Services Team, which will employ Employer Account 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 of delivering programmes such as Gateway to Work informs usthat many young people lack the skills necessary to enter and sustain in work. This group will benefit particularly fromthe services offered by our Vocational Routeways providers,who will deliver an integrated package of vocational skills

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



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 our Step Ahead programme for young people which aims to help them set

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

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

JSA SeriouslyDisadvantaged

We have put together the Accessible 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 our Engage 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 our Steps to Work module 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 of depression. 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 our Health and Wellbeing service, we will offer one-to-one counselling andsupport from Specialist Health Advisors. We also recognisethat the transition into work can be very challenging for thisgroup so they will be able to receive specialist support oncein work, and undertake an assessment of the suitability of the

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



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 customers’convenience; 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 West Yorkshire comprises redacted all employed byIngeus. Each of these managers will work closely with management teamsfrom our three Lead Providers. Together these management teams willprovide full coverage across this demographically diverse CPA. In line withour delivery strategy for West Yorkshire, Deputy Operations Managers willwork across Ingeus delivery sites, whilst Contract Managers will work acrossthe areas we have subcontracted to our Lead Providers.

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

Demographically diversearea

Deputy Operations Managers (and Lead Provider equivalents) will typically work in one delivery site,which ensures that each Deputy OperationsManager has a thorough understanding of localneeds and delivery challenges.

All local authorities aremembers of Leeds CityRegion, and LocalEnterprise Partnership.

Our highly experienced Director for Yorkshire andHumber will provide strong strategic leadershipacross the CPA and will engage and worktogether with JCP regional Customer ServiceDirectors, LEP and senior representatives fromLeeds City Region. A key priority will be to align

the Work Programme with existing services tostrengthen regional activities around Employment



and Enterprise. At a local level, DeputyOperations Managers, and Lead Provider equivalents, 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 Provider equivalents, will be based across one or two of themost closely located delivery sites. This willensure that Deputy Operations Managers have athorough understanding of the local geography,transport infrastructure, employment opportunitiesand local customers’ needs which varyconsiderably across parts of the CPA. For example, local infrastructure and employment

solutions will be very different in Bradfordcompared with Otley.

In-house andsubcontracted delivery

Deputy Operations Managers will support thedelivery of services across a small number of Ingeus sites. Lead provider equivalents will besupported by Ingeus Contract Managers in areaswhere Ingeus is not delivering. This ensures thatwe are able to effectively monitor and manage theperformance of our subcontractors, share bestpractices between Ingeus and our Lead Providers

and achieve consistency of service across theCPA. Operations Managers will provide additionalpractical advice and support to Deputy OperationsManagers, Lead Provider equivalents and ContactManagers.

Strong localmanagement teams

Each of our Lead Providers in West Yorkshirehave experienced and highly capable localmanagement teams in place. Ingeus, led by our experienced Regional Director, will utilise andbuild on the local expertise developed byDeloitte’s Leeds based practice. This means

decisions can be made on the ground bymanagers with local knowledge and expertise. Italso gives us the flexibility to adapt our deliverymodel to respond to local customer andstakeholder needs. For example, in WestYorkshire this may involve making changes to our delivery to support the needs of the aboveaverage proportion of carers in areas such asCalderdale.



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 chain’s 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 of location.

DELIVERYORGANISATION

ELEMENT(S) OFPROVISION TOBE DELIVERED

DELIVERY LOCATION(S) WITHIN THIS CPA TYPE OF OFFICE

Ingeus UK Ltd Prime Contractor for whole CPA

Lead provider/Endto End, deliveringall elements of theEvery DayCounts.

38 Vicar Lane, Bradford, West Yorkshire, BD1 5TA

LSI Headrow, 113 The Headrow, Leeds, LS1 3AA

Dysons Chambers, 12-14 Briggate, Leeds, LS1 6EP

The Media Centre - 7 Northumberland Street, Huddersfield, West Yorkshire HD11RL

Dewsbury – to be identified

Leased

Serviced

Leased

Leased



BEST Ltd Lead provider/Endto End, deliveringall elements of Every DayCounts.

Personal/vocational Routeways

Croft MylWest ParadeHalifaxHX1 2EQ

Marygate House9 Silver StreetWakefieldWF1 1UY

Exchange House3rd Floor,2 Queen StreetWakefield,WF1 1JR

2nd Floor 28 Market PlacePontefractWF8 1AT

Todmorden

Hemsworth

BEST Ltd4th 5th 8th Floor

West Riding HouseCheapsideBradfordBD1 4HR

BEST LtdWarwick HouseWade Lane

Leased

Leased

Leased

Leased

Outreach

Outreach

Leased

Leased



LeedsLS2 8NL

City of BradfordMetropolitanDistrict Council –Skills for Work

Lead provider/Endto End, deliveringall elements of Every DayCounts.


Keighley Training GroupMarlborough HouseMarlborough StreetKeighleyBD21 3HU

Woodville Activity Centre

Woodville RoadKeighleyBD20 6JB

Accredited Learning Services21-23 Neal StreetBradford, BD5 0BX

Kershaw House55.Well StreetBradford BD1 5PS

Appleton House130 Barkerend RoadBradfordBD3 9BD

Jacobs Well

Manchester RoadBradfordBD1 5RW

Leased

Leased

Leased

Leased

Leased

Leased

Pinnacle People Lead provider/Endto End, deliveringall elements of

Dewsbury – to be identified



Every DayCounts.

AccentRegenerationand CommunityPartnerships


Accent Training CentreBarkerend RoadBradfordWest YorkshireBD3 9DB

Leeds – to be identified

Leased

JHP Training Personal/vocation

al Routeways

2nd Floor

117 The HeadrowLeeds, LS1 5JW

Unit 11United Business ParkLow Fields Road Leeds, LS12 6UB

Leased

Leased

JobstepsEmploymentServices Ltd


Coburg House2 St.Andrew’s CourtLeeds, LS3 1JY

Leased

Action for BlindPeople

AccessibleCommunityExperts network –Provision of specialist servicesto customers withvisual

impairments

Outreach from leadprovider sites. Seeabove

Citizens AdviceBureau

AccessibleCommunityExperts network –Provision of specialist debtand financial




advice services

Clarion WorkFocus

AccessibleCommunityExperts network –Provision of specialist servicesto clients withaural impairments


UFI Ltd (Learn

Direct)

Accessible

CommunityExperts network –Provision of specialist servicesfor trainingcourses

Outreach from lead

provider sites. Seeabove

Phoenix Futures AccessibleCommunityExperts network –Provision of specialist servicesto clients withdrug and alcoholaddiction


Platform 51 AccessibleCommunityExperts network –Provision of

specialist servicesto women fromBangladeshi andPakistanicommunities


ExemplasHoldings Ltd

Self EmploymentRouteways

Outreach from Ingeusoffices.



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

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

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

Staff Volume increase: Ingeus’ Performance & Analysis Team willperform ongoing detailed labour market analysis to enable us topredict upcoming spikes in referrals. Should we anticipate asignificant increase in customer volumes, our Human Resources(HR) Team will contact all members of our pre-vetted applicants

and 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., Leeds to Bradford.Should this not be feasible due to an even distribution of lowreferrals, staff will be temporarily redeployed to support roles,

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 our supply chain to co-locate from each other’s premises, wherenecessary we will temporarily increase opening hours andstagger staff hours so that customer appointments are distributedover a greater period of time and resources are freed. Shouldreferrals remain persistently high, we will be able to secure larger or additional premises through a reserve list maintained on anongoing basis by our Head of Property & Facilities. This

approach 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 chain’s total capacity, we will be able to enlist

immediately the services of one or more of the additionalmembers of the Partner Network in West Yorkshire. Our approach to supply chain management will assist all



subcontractors to provide services that sit within their capacityand capabilities. In turn this will contribute to us achievingminimum performance levels.

Volume decrease: In the event of reduced customer referrals,Ingeus will continuously manage referrals to ensure that theoperating needs of our supply chain are met. During periods of low 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 our subcontractors.

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. For example, 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-Deloitte’s 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 of delivery may change and additional modules may be added. For example, inthe case of a significant increase in volumes, we may increase group activitiesand peer support methods. This will help Employment Advisors manage the

increased workload and benefit from the increased customer interaction.

Changes to customer groupsOur initial response to question 5.5 outlines our ability to change features of our 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 our Partner Network of preferred suppliers which includes specialist providers who are able tosupport customers with specific needs. All additional members of the Partner Network are able to deliver at immediate notice and Ingeus’ Facilities andContract Management teams will provide assistance with implementationwhere necessary. Expected performance standards will be set for each new



customer 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 person’s terms and conditions will not bemade (unless agreed with the individual), however in some circumstancesIngeus-Deloitte may need to make minor alterations which could includeworking hours, dress code and/or location of work. For example sometransferring employees may be required to work from a different location from

that 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 isn’t possible we will allocate theindividual to the nearest possible location. Ingeus-Deloitte may make minor alterations 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 other Ingeus-Deloitte employees.

Date Activity

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

8th – 20th April 11 Make contact with the other Preferred prime to arrange ameeting to coordinate information and discuss transfer plan for the region

8th – 20th April First meeting with the other preferred prime to discussTUPE strategy and exchange information on supplychain/delivery sites etc

15th - 29th April

11

Deadline for all outgoing providers to submit employee

information of their staff affected by TUPE

29th April – 27th

May 111. Complete due diligence process and cost benefit

analysis for all non-incumbent CPA’s2. Analyse all TUPE data received and identify gaps3. Hold initial meeting with the other preferred prime

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

sites

30th May – 9th

June 11

Hold face to face presentations to all TUPE transferees in

conjunction with their present employer. Designated HRManager to hold face to face meetings with transferees.



9th – 14th June 11 Transfer letter issued to incoming TUPE staff, setting outterms etc

15th June 11 1. Transferees start delivering Work Programme2. Provide all staff with a full induction alongside non-

TUPE transferees

3. Enrol all transferees in a change managementprogramme

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-Deloitte’sinduction.

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 West Yorkshire received an email from Ingeus-Deloitte within one week of contract award, outlining our position as preferredbidder (alongside BEST) within this CPA and providing an initial overview of our TUPE transfer process. They have been provided with contact details of our central Human Resources team in addition to a designated HR Manager

who will be responsible for communicating weekly with employers. Once atransfer plan has been established between Ingeus-Deloitte and the additionalpreferred bidder in this region, we will meet face to face with each existingemployer to discuss our rationale for the allocation of staff and invitefeedback. Ingeus-Deloitte will attend employers 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 of expertise 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 customer across West Yorkshire include:

Specific needs of customersacross West Yorkshire

How Ingeus-Deloitte’s activitiesand support will meet these



challenges to deliver an uplift in job outcome performance

Tackling complex barriers: WestYorkshire features a number of areaswith severe levels of deprivation.

Areas such as Ovenden in Halifaxand individual estates such as theSeacroft Estate in Leeds have someof the lowest employment rates in thecountry. Customers from these areasoften experience multiple and severebarriers to employment including poor health, unstable housing, limited workhistories and low-skill levels.

• Thorough diagnostics to identifythe full spectrum of customers’needs.

• Our in-house Health & Wellbeing service will provide integratedhealth and employment support.

• Specialist skills and mental healthsupport from partners our ACE(Accessible Community Experts)Network who will providespecialist support and targetinventions for customers. In WestYorkshire barriers that hardest-to-help customer groups face caninclude drug and alcohol misuse,debt, lack of work experience,health conditions and physicaldisabilities, and English languageneeds. We have thereforeselected Action for Blind People(sight impairment), Clarion WorkFocus (hearing impairment),learndirect (skills), Citizens Advice(legal and financial advice),

Phoenix Futures (substancemisuse counselling) and Platform51 (support for women fromBangladeshi and Pakistanicommunities) to work from Ingeusand our supply chain’s ninecommunity hubs across WestYorkshire.

Overcoming perceived age relatedbarriers to find employment: Thepercentage of jobseekers aged over

50 has increased by 63% in the lastthree years. Having been employed inthe same industry for many years,many of these customers struggle toapply their skills to other roles.

• Age Positive workshops thatenable customers to identifytransferable skills.

• Our Employer Services Team willsource vacancies with agepositive employers.

• Updating customers’ skills throughour Vocational Routeways,learndirect courses and throughInvisage – our online customer portal that offers more than 40training packages.

Overcoming intergenerational

patterns of worklessness: Thedecline in traditional industries across

• Motivational workshops using CBT

techniques to raise levels of motivation.



West Yorkshire has left manycommunities stuck in a cycle of inter-generational unemployment.

• Work placements that will helpcustomers’ gain the skills theyneed to enter employment will beoffered through our specialistsubcontractors and Deloitte’s

network of employers.• Peer-to-peer mentoring to raise

young people’s aspirations.

• Providing dedicated EmploymentAdvisors with specialist knowledgein childcare, relevant benefits, andsecuring roles with flexibleworking patterns. We will alsowork with the five boroughs’Family Information Services whoprovide up-to-date information toparents and carers on the fullrange of support available locally.

Overcoming English language andcultural barriers: There aresignificant BME communities acrossWest Yorkshire. More than 25% of Bradford’s population and 16% of Kirklees’ population are from BMEgroups and those from Bangladeshiand Pakistani ethnic backgrounds are

three times less likely to be inemployment than White Britishgroups. Barriers to employment thatthese customers often face include:low levels of spoken and writtenEnglish; a lack of appropriate ID; littleor no UK work experience; and a lackof understanding of job-searchingpractices.

• We have partnered withcommunity organisations QED-UKand Platform 51 who are highlyexperienced in engaging BMEresidents in areas of highdeprivation such as Manninghamand Toller in Bradford.

• Employing local staff who speak

community languages includingUrdu, Hindi, Punjabi and Arabic.

• Culturally-sensitive women-onlyworkshops.

• Ingeus’ in-house Working Englishcourse, assessed by Ofsted as‘the best in the country’, will offer an integrated package of Englishlanguage training, workexperience placements and job-searching skills needed to enter

sustainable employment.

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 through



two 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. Thisis currently being updated by our Implementation Programme Director,

[REDACTED], and Project Managers for West Yorkshire, [REDACTED],and[REDACTED],. This details all key activities and milestones as well as our resource allocation and the critical path.

This is as discussed with [REDACTED], from the DWP at a meeting on 12April 2011. A copy of the updated Gantt chart for West Yorkshire will be sentto the DWP in early May 2011.

Part 9.2 (1): Contingency Arrangements

Can you please explain how you will implement your proposals without

affecting your proposed supply chain’s ability to deliver any existing or recently awarded contracts?

Details of how we will implement our proposals without affecting our supplychain’s 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-Deloitte’s Partner Network selection 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 organisation’s: 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 trainingprocesses; management structure; performance management

systems/procedures; experience of TUPE; compliance; quality andperformance procedures; and partnership relations. This information wasentered into a secure database and used to assess each subcontractor’sability 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, each

subcontractor is assigned a designated Contract Manager and made aware of Ingeus-Deloitte’s support options. Implementation in each of Ingeus-Deloitte’s



Contract Package Areas will be accompanied by ‘kick off meetings’ that seekto involve our supply chain in the implementation process and provide anopen forum for feedback and discussion. We have also designed a readilyaccessible Q&A log for the purposes of clarification and additional support.Each subcontractor’s allocated Contract Manager will monitor each

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

Signed: [REDACTED],

In the capacity of: Chief Executive Officer

Name of organisation: Ingeus UK Limited

Date: 10th May 2011

367. CPA16: Ingeus-Deloitte - PTD Q&A

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Transcript of 367. CPA16: Ingeus-Deloitte - PTD Q&A