369. CPA16: Ingeus-Deloitte - Tender

8/3/2019 369. CPA16: Ingeus-Deloitte - Tender

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EMPLOYMENT RELATED SUPPORT SERVICESFRAMEWORK AGREEMENT

MINI COMPETITIONS FOR THE PROVISION OFTHE WORK PROGRAMME

Invitation to Tender Form


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Tender Round title: The Work Programme

Organisation Name: Ingeus UK Limited

Lot: 8

Contract Package Area (CPA): 16: Yorkshire and the Humber West Yorkshire


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PART 1: ORGANISATION DETAILS

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

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

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

Ingeus UK Limited

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

Company Registration Number: 4320853

Company Registered address: 29 Ludgate HillLondonEC4M 7JE

Head Office Address, if different: The Registry3 Royal Mint Court

London

EC3N 4QN

VAT Registration Number: Ingeus UK Limited: 799246858

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

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

Ingeus LtdGPO Box 3208BrisbaneQueenslandAustraliaRegistration number ABN 46 010 948731

Deloitte LLP2 New Street SquareLondonEC4A 3BZLLP Registered number OC303675

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

Address: The Registry3 Royal Mint Court

LondonEC3N 4QN

Telephone no: [REDACTED]

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


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Fax no: [REDACTED]

E-mail address: [REDACTED]

Alternative contact Name and Job Title: [REDACTED]

Chief Operating OfficerAddress (if different from above):

Telephone no: [REDACTED]

Mobile telephone no: [REDACTED]

Contact e-mail: [REDACTED]

PART 2: TENDERER DECLARATION[2.1] You must complete this Declaration by Tenderer. Failure to include this declarationmay result in your bid being disqualified.

To: The Secretary of State for Work and Pensions

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

Work 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


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

Name of Organisation: Ingeus UK Limited


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

[3.1]

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

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

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

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

Comments on The Work Programme Additional Requirements: -

MINI COMPETITION ADDITIONAL REQUIREMENTS (For Framework SupplierComments only)

No. of the clause(s) youwish to amend

Proposed amendment with proposed wording

Clause 2.13.7 (PerformanceImprovement Process)

Clause 3.1.10 (Fees and

Payment)

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

Could the Department confirm that the grossing-up

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

Clause 6.1.9 (Transfer andSub-Contracting)

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

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

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

caps in the contract.

Clause 8.8 (BusinessContinuity)

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


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

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

Name: [REDACTED]

Scanned Signature:[REDACTED]

Position: Chief Executive Officer - Ingeus UK Limited

Telephone No: [REDACTED]

Date: 12/02/11

DWP reserves the right to amend any provisions of The Work Programme AdditionalRequirements at any time during the mini-competition procurement exercise.


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PART 4: SERVICE REQUIREMENT

NOTE: MINIMUM SCORE APPLIES TO ALL QUESTIONS THAT ATTRACT A SCORE WITHINTHIS SECTION. BIDS SCORING 2 OR LESS ON ANY QUESTION WITHIN THIS SECTIONWILL BE REMOVED FROM THE COMPETITION. PLEASE NOTE SCORES ATTAINED INTHIS SECTION MAY ALSO BE USED IN A TIE-BREAK SITUATION WHERE APPROPRIATE.

[4.1] Customer Journey - Process

Please submit a process map showing the proposed end to end customer journey(s) andattach the process map as Annex 1.

This should include a detailed supporting description of the customer journey(s) 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.


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4.1 Ingeus-Deloittes Every Day Counts delivery model will provide every West YorkshireWork Programme customer with a tailored and intensive package of support, designed toquickly address complex barriers to work and provide a fast and effective route tosustained employment. Every Day Countswill harness the local knowledge and expertiseof a range of local providers and will prioritise high levels of intensive activity to increasespeed to placement. Every Day Countsis designed for all customer groups including

those on Jobseekers Allowance (JSA), Employment Support Allowance (ESA), IncapacityBenefit (IB) and Income Support (IS). The intensity of support and choice of interventionswill be tailored to each customers individual needs. Appropriate levels of mandatoryactivity will apply to key steps and JSA customers will experience increasing conditionalitythroughout the programme. All customers, but particularly those in receipt of ESA, IB andIS, will receive holistic support to tackle their barriers to employment which may includepoor health and caring commitments. Our core model has been adapted to meet theparticular requirements of customers in West Yorkshire (the CPA) and will be used by oursupply chain across the entire CPA.

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

Support, Skills Plusand Breakthroughduring which customers can enter employmentat any time. On entering employment, customers will automatically graduate to theCareers Academy, where they will receive a tailored package of support to help themremain in employment and build a sustainable career path. Each Stage ofEvery DayCounts will be underpinned by: the personal support of an Employment Advisor (EA);intensive job-searching activities with automated vacancy notification; tailored employerengagement; work placements; a range of skills options; practical face-to-face assistancefrom specialists in ourHealth & Wellbeingservice; advice and support on issues such asdebt and substance misuse from our Accessible Community Experts (ACE) Network; andaccess to our innovative online job-search and job-matching support tool, Invisage. Everystage on the programme is focused towards employment outcomes and customers will beencouraged to enter employment at the earliest and most suitable opportunity. Transitionsbetween stages will be marked by a Review & Refresh appointment at which thecustomer and their EA will assess progress and identify next steps.

Customer referralsOur dedicated PRaP team will process all Work Programme referrals from Jobcentre Plus(JCP). They will ensure that customers are contacted within 24 hours of being acceptedvia PRaP and aim to set up an appointment within five working days of referral. Our teamof Outreach Advisors (OAs) will conduct community outreach to local childrens centres,schools, GP surgeries and health centres to engage IB customers who have not yet

transferred to ESA and those in receipt of IS including lone parents with children underfive. OAs will be trained in engagement techniques and will build trust and rapport withcustomers who may not otherwise access a mainstream employment service. They willalso liaise with local JCP sites to oversee the smooth processing of referrals and resolveany issues. They will provide materials to JCP staff to promote the benefits of our WorkProgramme service and help engage voluntary customers, particularly those claiming ISand IB.

Stage 1 - Diagnostics (weeks 1 to 4)Prior to their first appointment, customers will be sent a Welcome Pack that includes:travel directions; a copy of our Pledge detailing our minimum service standards; ESF

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


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weeks and extending Enterprise into Stage 3. We expect self-employment to be a suitableoutcome for a wide range of customer groups, including those on JSA but also ESA, ISand IB groups who require a greater flexibility in their employment to accommodate theirhealth 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 based

on: psychosocial solutions such as Cognitive Behavioural Therapy (CBT) basedworkshops; peer mentoring; techniques to address low levels of motivation and self-esteem (common in customers from areas of severe deprivation and intergenerationalworklessness such as the Seacroft Estate in Leeds and Ovenden in Halifax); mentoringfrom local business people and, for younger customers, mentoring from students from thenine higher education institutions in West Yorkshire to raise their aspirations and providea role model; undertaking activities to address specific barriers to work including debt,substance misuse and housing; and encouraging customers to travel to areas of higheremployment such as the city centre of Leeds (which accounts for 407,800 jobs - justunder a third of all jobs in the City Region) and Bradford (the second largest employmentcentre accounting for 196,900 jobs). Customers accessing Engage will include JSA Early

Access customers who have more complex barriers to work such as a criminal record or amilitary background and IS and IB groups who require more specialist support to accessemployment. Interventions for IS and IB groups will include confidence building andcareer planning sessions. Lone parents will be able to access specialist EAs who haveexpert knowledge of local childcare facilities and access to part time job opportunities thatfit around school and nursery hours. Throughout Engage, customers will be provided withintensive job-search and vacancy matching support through one-to-one and group-basedactivities to maintain a consistent focus on securing employment.Steps to Work provides integrated health and employability support for customers forwhom health is the main barrier to employment. Over 43% of all benefit claimants in WestYorkshire are claiming due to a health condition and our analysis indicates that 17.5% ofthese customers suffer from musculoskeletal disorders and 43% suffer from psychologicalconditions, of which depression is the most common. This module has been specificallydesigned for ESA and IB customers who, due to health conditions, have been out of thelabour market for two years or more. They will receive advice from health professionals onmanaging health conditions and support from specialist EAs who will source workplacements which help customers make the transition into employment. Steps to Workwillhelp with pain management, improving mobility and tackling root causes of depression inorder to enter employment. A specialist Health Advisor will meet customers on a regularbasis to provide one-to-one employment support and refer them to services offeredthrough our ACE Network and Health & Wellbeingservice (described below), as well as

signposting to community referral partners such as Touchstone in Leeds and HuddersfieldMind. Activities will focus on developing a step-by-step plan back to employment. We willundertake active engagement of these customers, particularly those from voluntarygroups to ensure they remain on the programme. When ready to undertake moreintensive job seeking activity customers can move to another Stage. Customers willcontinue on Steps to Workfor as long as is necessary and transition points will be markedby regular Review & Refresh appointments.

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 two

Stages. Customers identified as having low basic skills may 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 Vocational


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Routeway will be supplemented by job-search activity and one-to-one support will beprovided by their EA throughout the rest of the Stage. Customers will choose from a rangeof Vocational Routeways provided by subcontractors that are experienced at deliveringtraining and apprenticeships and who have close employer links. These providers includeAccent Training, Jobsteps, and JHP Training. Due to the high proportion of customerswith ESOL needs across the CPA we expect a significant number of customers to be fast-

tracked to ourWorking English ESOL Vocational Routeway. Vocational Routeways havebeen informed by our work with local employers including British Gas, Ocado (which hasa major delivery site in Leeds) and the Co-operative (which has more than two hundredconvenience stores and a range of professional services across West Yorkshire). Theyhave been designed to take into account customers basic skills gaps, as well as Level 2learning (highlighted by Yorkshire Forward as the highest demand for employers) in WestYorkshires priority sectors including financial and business services, sales and marketing,wholesale and retail, customer care, construction, and manufacturing. 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 to 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 links withemployers and local volunteer bureaux to source a tailored six month community workplacement (mandatory for JSA customers) that fits with each customers job goal. Duringthis Stage, continued support will be provided by the ACE Network and EAs to tacklebarriers to employment and address the reasons why customers have not previouslyentered employment.

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

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

draw up an in-work Action Plan and undertake the necessary preparatory activitiesincluding completing forms for Working Tax Credits and Housing Benefit, sourcingchildcare and arranging travel passes. All customers will be encouraged to attend ourFlying Start workshop to find out about the in-work benefits available to them and to getadvice on managing their first few weeks in work, and common issues that may arise.

Through the Careers Academycustomers will have access to the following support:1. In-Work Advisor Support (delivered through our customer contact centre) whereCustomer Support Co-ordinators will provide six days a week support 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, ESA Volunteer, Ex-IB, IB and IS groups will all be tracked more


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intensively, as their higher support needs may make them more vulnerable to falling out ofwork. Customers needing more specialised attention will immediately have their caseelevated for a same day response from Specialist Support.2. Specialist Support where specialist In-Work Advisors provide advice over the phoneand in person on complex issues such as amending child maintenance payments and in-work dispute resolution. Where appropriate, Advisors will refer customers to community-

based experts such as local tax professionals and housing support advisors. After sixmonths in employment, customers will be referred to an IAG qualified team of In-workAdvisors who will offer a telephone based appointment to advise customers onprogression opportunities and further training.3. Rapid Response Team (RRT) any customer who is likely to or who has alreadyfallen out of work will be referred immediately to the local RRT who will work closely withour Employer Services Team to source viable alternative employment as quickly aspossible. Any customer who does not re-enter employment within four weeks will return tothe core programme.4. Online support customers will have online support through Invisage, our customerportal, which provides in-work advice and access to online learning modules.

Health and Wellbeing our integratedHealth & Wellbeingservice is delivered by ourteam of specialist Health Advisors and incorporates CBT-based interventions, workshopsincluding Relaxation Techniques and Healthy Eating and weekly walking groups. One-to-one counselling and support is also available. Health & Wellbeinginterventions will beoffered to all customer groups and are specifically designed in recognition of the fact thatmany disadvantaged customers experience poor health regardless of their benefit type.Invisage our online customer portal Invisage enables customers to independently job-search and undertake a range of e-learning modules. Customers will be provided with apersonal Invisage account which they will be able to access from the computer facilitiesavailable in every Ingeus-Deloitte and subcontractor delivery site, from home or fromanywhere with internet access. Customers with limited IT skills will be supported by theirEA when using Invisage. Key features include: intelligent job-scraping software whichfilters suitable job vacancies from multiple websites; a portal that enables customers tosubmit CVs to local employers; Working In... videos which give insights into working inparticular industries; and a suite of online training packages. We will make effective use oftelephone, web and SMS text channels for contact, reminders and notification of jobs.learndirect skills packages - customers will be able to access 3,500 learndirect onlinetraining packages, including Everyday English Skills, Keyboard Skills and Excel, from ourfully equipped Job Stations or through Invisage.The ACE Network not-for-profit providers who will work from core delivery sites to offer

holistic support that customers can access whilst undertaking job-search activities. Theseinclude Citizens Advice (legal and financial advice) and Platform 51 (specialists insupporting women from Pakistani and Bangladeshi backgrounds to overcome practicaland cultural barriers to employment). The ACE Network will support all customers,particularly those with multiple and severe barriers to employment such as those in theJSA Early Access, IB, IS and ESA ex-IB customer groups.Employer Services Team - our dedicated team of Employer Account Managers will beembedded within our delivery sites and, through Deloittes relationships with over 1,000local employers, will source vacancies to which our customers will have priority access. Inaddition to generating bulk vacancies, they will engage with employers to sourcevacancies with flexible working hours for customers who require greater flexibility in the

workplace, such as lone parents and carers. They will also work with employers toaccommodate customers with health conditions and broker Access to Work funding forworkplace adjustments.


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[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.


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4.1a Our customer journey brings together the experience and highest performingpractices from Ingeus 21 years experience of delivering welfare-to-work contracts withDeloittes expertise of designing customer journeys such as patient pathway reviews forNHS Trusts. Every Day Counts is based on the fact that speed to placement is key thelonger a customer is out of work, the harder it is to return. This is reflected in thesignificant levels of intergenerational unemployment in across West Yorkshire including

Batley and Dewsbury, following the decline of the textile industry, former mining townssuch as Pontefract and South Kirby, and areas of high immigration, such as Manninghamin Bradford, where 22.5% of residents have never worked. It also applies theories ofpositive psychology in motivating customers to achieve goals through structured activity.Every Day Counts has been designed to meet the needs of all Job Seekers Allowance(JSA), Employment Support Allowance (ESA), Incapacity Benefit (IB) and Income Support(IS) customers, and has been tailored to meet the specific needs of customers in WestYorkshire (the CPA). The model brings together proven techniques as well as innovativenew features designed specifically for the Work Programme.

Every Day Counts is based on the findings of a six month research project undertaken by

Ingeus- 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) conducted a study into why customers sustain in, or fall out of, work theresults of which were presented at the CESI 2010 Welfare-to-Work convention. In WestYorkshire we conducted consultations with local providers and stakeholders to tailor ourcore delivery model to achieve key local objectives such as promoting communitycohesion, raising aspirations in terms of qualifications and employment, especiallyamongst young people and customers from BME communities, and improving skillsat alllevels to meet the needs of local businesses. Our research identified the followingoverarching principles which have been embedded throughout our delivery model:

Every Day Counts - Our research demonstrated that customers must undertakemeaningful activity every day in order to best progress towards employment. Customerswith low activity levels tend to drift while those who are set structured activity in betweenappointments are substantially more likely to enter employment. For customers who arefurthest from work, the key is that activity should be focused on constant progress towardswork. Effective engagement is critical to ensuring customers keep progressing,particularly those from voluntary groups (e.g. ESA volunteers and IB/IS).Immediate engagement Reducing the time from customer referral to programme start

is key to maximising speed to placement. The importance of immediate engagement issupported by Australian DEEWR (Australian public employment service) research thatdemonstrates the negative effect on job outcome rates of longer lag times betweenreferral and first appointment. We will therefore aim to ensure that first appointments areconducted within five days of each customers PRaP referral.Holistic support - Our analysis and experience shows that over 90% of long-termunemployed customers experience at least one severe barrier to employment and in over50% of cases, customers experience multiple barriers. We know that these customers areunlikely to enter the workplace without holistic support that meets all their needs. Althoughall Work Programme customers will face at least one significant barrier to employment, weexpect the JSA Early Access, JSA ex-IB, ESA ex-IB and IB customer groups to have

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


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where customers can access a range of specialist services alongside employabilitysupport. This will be provided by our ACE Network who will work with customers to tackleissues such as high rates of drug and alcohol dependency, which are common in areassuch as Chapeltown in Leeds and Fagley in Bradford. IS customers will be supported byspecialist Advisors who specialise in supporting customers to find alternative caringarrangements and employment with flexible working hours.

Personalised support - Our research found that central to every customers journey backto 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 difficult 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. Specialist EAs will therefore work with thefollowing customer groups: those on health benefits; lone parents; and the hardest to help(more than three years out of work and experiencing multiple disadvantages).

Integrated health support Our experience of helping over 19,000 ESA and IBcustomers into employment shows that they benefit from employability and healthservices that are combined to create a coherent package of support. Every Day Countsoffers an in-house Steps to Workmodule and Health & Wellbeingservice that providesthem with access to trained health professionals who will support customers to managehealth conditions. This will complement the work of Employment Advisors (EAs).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 these transition points create. Therefore, all modules in Every DayCounts are time 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 UK regions that Ingeus serves, performance has improved by over 20% as weare able to immediately match customers with local vacancies using our ADAPTrecruitment software. Through a powerful combination of Ingeus and Deloittes employernetworks, our EST will work with over 1,000 local employers to source bulk vacancies, towhich Work Programme customers will have priority access. We expect this feature to beparticularly effective with JSA customer groups who will benefit from immediate matching

to suitable vacancies. Our strong links with employers will enable us to stay up to datewith the changing skills landscape over the lifetime of the contract.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. IngeusFlexible 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 elementsof the Diagnostics Stage, such as the AWARE online tool, are custom-built to form a total

picture of every customers support needs.Stage Two Intensive Support(maintaining high activity levels throughout):Our experience from FND and DWP ESF demonstrates that programmes with high levels


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of activity will deliver the strongest job outcome performance. Our Performance AnalysisTeam looked at the number of appointments attended during the first two months onIngeus FND contracts and the overall impact on conversion rates. Conversion rates were20% higher throughout the programme for customers who had attended over three EAsessions per week during the first two months. Both Boostand Engage develop intensiveactivity and job-searching habits early on in the customer journey and are key to

effectively engaging customers, particularly those in voluntary groups. We expect Boosttobe particularly suitable for JSA customers who will undertake high levels of activity tofacilitate a quick return to employment. To address psychosocial and lifestyle barriersearly in the programme, the Engage stream provides specialist Cognitive BehaviouralTherapy (CBT) support. This will be particularly effective for the JSA Early Access, JSAex-IB, ESA ex-IB, IB and IS customer groups who are further from employment. OurEnterprise module has been designed to drive up levels of self-employment, particularly inareas of low job creation such as Castleford and Pontefract.Stage Three Skills Plus (skills, training and work experience): West Yorkshire hassignificant concentrations of skills and employment deprivation. In Bradford, for example,16% of working age residents posses no qualifications against a national average of 12%.

The Personal Routeways Stage therefore provides each customer with a tailoredprogramme of vocational training, work experience and advice on working in specificindustries. Ingeus-Deloitte and our subcontractors will offer Vocational Routeways in awide range of sectors including construction, logistics, hospitality and businessadministration. Customers who we identify as having a basic skills need may be fasttracked to this Stage following diagnostics. We expect customers across all eight groupsto access this stage, however the JSA 18-24 group will be given particular priority to helpbreak NEET cycles and equip younger customers with marketable workplace skills.Stage Four Breakthrough (combining work placements and peer support):Breakthrough is based on evidence from our ND and FND contracts that mandatory/fixedactivity elements increase job outcomes. We see spikes in job entries before and duringfull time activity elements with both mandatory and voluntary customer groups. ThereforeBreakthrough incorporates a six-month work placement (sourced through our PlacementBroker Team) which is mandatory for JSA customers and encouraged for all others. Thepeer support element on our Gateway to Work (G2W) model has also proven effective atpositively changing ingrained behaviours. Our approach is designed to help customersbuild on the job-search and vocational skills they have developed during the previousStages to make the final step into employment. ESA, IB and IS customers will be matchedto a work placement that meets their specific requirements including accessibility if theyhave a disability and proximity to home if they have caring commitments.Careers Academy(ongoing personal support and career development): ICPRs

Sustainability Project discovered that for 81% of sustained job outcomes the following keyelements existed: the right job fit and work environment; tailored support in the first threemonths and appropriate behaviour. The Careers Academyhas therefore been designedwith the objectives of providing: meaningful support through the transition phase;opportunities for customers to progress within the workplace; and support with developingin-work behaviours. Our Advisors will use careers guidance training to help customersplan the necessary steps to achieve their long-term goals. All customers will require somelevel of workplace assistance, but we expect that the JSA Early Access, ESA Flow, ESAVolunteers, IS and IB customers will receive a more intensive service due to higher levelsof support needs. We will continue to support customers for an extended period of timeand for as long as is necessary. We have tailored Every Day Counts accordingly:

Benefits to individual customer groupsWe recognise that certain customer groups in West Yorkshire require specific types ofsupport and have tailored Every Day Counts accordingly:


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Hardest to help customers this group will include many customers from the JSA EarlyAccess (including ex-offenders, carers, homeless customers, care leavers, ex-armedforces and those with substance misuse issues), JSA ex-IB, ESA ex-IB and IB groups. Asparts of the CPA, such as Leeds and Wakefield, have significantly high rates of substancemisuse, our ACE Network includes specialist providers such as Phoenix Futures who willprovide specialist drug and alcohol counselling and manage referrals to rehabilitation

schemes.Black and Minority Ethnic (BME) Customers More than 25% of Bradfords populationand 16% of Kirklees population are from BME groups and those from Bangladeshi andPakistani ethnic backgrounds are three times less likely to be in employment than WhiteBritish groups. Barriers to employment that these customers often face include: low levelsof spoken and written English; a lack of appropriate ID; little or no UK work experience;and a lack of understanding of job-searching practices. To inform our strategy of engagingwith these groups, we have partnered with community organisations QED-UK andPlatform 51 who are highly experienced in engaging BME residents in areas of highdeprivation such as Manningham and Toller in Bradford. In these estates they haveestablished themselves as an integral part of the community through running educational

projects, employing local staff who speak community languages including Urdu, Hindi,Punjabi and Arabic, and running women-only workshops. In addition, Ingeus in-houseWorking English course, assessed by Ofsted as the best in the country, will offer anintegrated package of English language training, work experience placements and job-searching skills needed to enter sustainable employment.Families, including parents and carers We are committed to working with families tobreak the cycles of intergenerational unemployment across West Yorkshire. Key to this isaddressing the specific needs of carers, lone parents and families where women have nottraditionally worked. In hotspots such as St Johns in Calderdale where 2.7% of claimantsare caring for a relative (against a national average of 1.1%); Deighton in Kirklees wherethe rate of lone parent claimants is 4.7% (against a national average of 1.7%); andManningham where 35.4% of women are looking after the home and family (comparedwith Bradfords rate of 13.7%), we will provide dedicated EAs with specialist knowledge inchildcare, relevant benefits, and securing roles with flexible working patterns. We will alsowork with the five boroughs Family Information Services who provide up-to-dateinformation to parents and carers on the full range of support available locally.Customers with health and lifestyle barriers - Our in-house Health & Wellbeingserviceprovides on-site access to trained physiotherapists and psychologists and is critical to oursuccess. A Health & Wellbeingservice will be available throughout our delivery of theWork Programme to meet the needs of the customers for whom their health condition isthe main reason they are not in employment. We anticipate that the JSA and ESA ex-IB,

ESA and IB groups will particularly benefit from this service. In addition, we have a widerange of subcontractors, such as Jobsteps (the employment arm of Autism Plus), who willprovide additional support for customers with disabilities, building on their experience ofdelivering Pathways to Work and New Deal for Disabled People across the region.18-24 year old customers - Over the last three years, the number of unemployed 18-24year olds has increased by an average of 76% across the five boroughs peaking at 90%in Calderdale. OurStep Aheadprogramme for young people (at the beginning ofBoostand Engage) is modelled on our current G2W course to help young people set goals,develop positive behaviours and become more motivated. Subcontractors such as AccentTraining will help source training and apprenticeships in growth sectors.Over 50s - Ingeus has supported over 4,000 50+ customers into work and has consulted

with The Age and Employment Network and Open Age to ensure our services cater forolder customers. Support will include: identifying transferable skills; sourcing vacancieswith age positive employers; and updating skills through our Vocational Routeways.


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[4.1b] Service Requirement

DWP expect all customers to receive a minimum level of service. Please clearly define:

Your minimum service delivery levels for all customers within this CPA;

Your rationale that supports your approach:

How it addresses the needs by customer groups.

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


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4.1b Ingeus has an outstanding reputation for providing high levels of customer service inits welfare-to-work provision. In our recent Customer Satisfaction Survey, 83.2% ofcustomers described the service they received at Ingeus as Excellent or Very Good.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 West Yorkshire, we have agreed exacting minimumservice levels that will be applied across our whole supply chain to drive strongperformance and customer satisfaction. These service levels are outlined in ourCustomer Pledge whichwill be displayed prominently in all delivery sites. Everycustomer will also be sent a copy of the Pledge before their first appointment detailing ourcommitments. Performance against these minimum service levels will be measured forevery subcontractor and Ingeus-Deloitte delivery site throughout the lifetime of thecontract and will be shared with our customers at their initial appointment. Our Pledgecontains five commitments that all customers can expect and others that have beendesigned to meet the 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 which are close to public transport; programme literatureavailable in community languages; a freephone telephone number to contact us; internetaccess at all delivery sites; outreach services for those who cannot reach our premises;and a choice of appointment times that are flexible around customers religiousobservations (such as the Call to Prayer or key festivals) and for customers with family orcaring commitments. Rationale: Our experience has shown that motivation and customerengagement increases significantly when offices are accessible and access to Advisors isconvenient. This leads to more frequent attendance, higher levels of job-search activityand better outcomes for customers, especially for those with disabilities and/or mobilityissues. We expect flexibility of service to be particularly important for customers in theIncapacity Benefit (IB) and Income Support (IS) groups.2) A personalised package of support that is tailored to individual needs. This willinclude: a carefully selected and trained Employment Advisor (EA); a tailored CV, coverletter and benefit calculation (completed within the first four weeks of the programme); apersonally-tailored Action Plan outlining the support we will provide; access topersonalised support at least once every two weeks for the duration of the programme;and a choice of over 70 interventions such as tailored pre-employment routeways and

specialist health and wellbeing advice.Rationale: Our experience indicates that, to meet the needs of a diverse customergroup, it is essential to provide a service that is tailored to the unique personalcircumstances and needs of each customer. This is particularly true of West Yorkshirewhich features a diverse customer group including above average proportions of BMEcustomers, ESA claimants, carers, customers who have never worked and customerswith no UK work experience, all of whom tend to have higher support needs and require agreater degree of personalisation. Customers in the JSA Early Access and ex-IB/IBgroups will require even greater personalisation due to their higher support needs.3) A professional Careers Academyand in-work support service which will helpcustomers develop and progress in the workplace. This will include: ongoing support

from an EA to help manage the transition into employment; an in-work benefitscalculation; a freephone in-work helpline; online advice through Invisage and careersguidance from an IAG-qualified In-Work Advisor. Rationale: The Ingeus Centre for Policy


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and Researchs Sustainability Project supported the findings of the Joseph RowntreeFoundation and the Centre for Social Justice that two of the key conditions that supportsustainable employment are support during the transition from benefits to employmentand jobs that offer rewarding prospects. Our minimum service levels for in-work supportwill ensure all customers receive help in managing the transition to employment andcareers advice to develop sustainable careers.

4) Priority access to exclusive job vacancies and labour market information.Vacancies will be displayed in reception and on electronic job board, and will be promotedby EAs through our ADAPT recruitment software. Customers will be supplied with up-to-date accurate information about the relevance of their skills in the local labour market.Rationale: Customers who have been out of work for a prolonged period find the gap ontheir CV to be a disadvantage. WE will help them overcome this by providing priorityaccess to vacancies, sourced by our regional Employer Services Team in conjunction withDeloittes Leeds-based Practice.5) Treating customers with respect at all times and encouraging them to be activeparticipants in setting their own goals. Customers will be empowered to take control oftheir journey back to work and shape the best course of action at every stage. We will

provide easily accessible information on rights and responsibilities and a widelyadvertised feedback procedure. All feedback will receive a response within one week.Rationale: This approach is essential to providing a service that supports high levels ofmotivation and engagement amongst customers and provides us with critical informationto support performance improvement.

In addition to these minimum service levels that all customers can expect, we arecommitted to meeting the needs of customer groups who have specific support needs.Customers are therefore also entitled to expect priority access to a range of specialistsupport services through our Lead Providers, Accessible Community Expert (ACE)Network and a directory of local community services, including specific interventions for:Customers with complex barriers to work To ensure that all customers receive aholistic service that caters for multiple needs, our co-located approach with our ACENetwork of specialist providers including Citizens Advice (legal and financial advice) andPhoenix Futures (substance misuse counselling) will shorten lengthy referral times andprovide customers with a one-stop-shop of holistic support.Customers with skills needs To address low levels of numeracy, literacy andvocational skills across the five metropolitan boroughs (which are up to 33% higher thanthe national average), customers will have access to a range of skills courses through ourVocational Routeway providers and through our in-house learndirect packages.Customers with health-related barriers to work (ESA, ESA ex-IB, JSA ex-IB and IB

groups) To meet the needs of the 80,000 customers for whom health is a major barrierto employment across West Yorkshire, all customers will have priority access to free on-site health and wellbeing advice from healthcare professionals, regardless of benefit type.Customers with family and or caring responsibilities (all customers but particularlythose in the IS group) Our EAs will provide: information about local childcare provisionand support organisations for carers; flexible appointment times to fit around familycommitments; advice on part-time and flexible working; and work placements for thosewho have a significant gap on their CV due to caring responsibilities.Young people (all customers but particularly those in the JSA 18-24 group) To meetthe needs of increasing numbers of claimants who are NEET, young people will create acareers plan with an IAG-qualified Advisor. They will also participate in ourStep Ahead

motivational programme, to which we will invite successful business people and rolemodels from the local community to be guest speakers. Apprenticeships and training willbe sourced by our Employer Services Team and subcontractors.


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PART 5: SUPPLY CHAIN MANAGEMENT

[5.1] Delivery Strategy

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

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

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

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


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5.1 Ingeus-Deloittes delivery strategy for West Yorkshire is the result of a six-monthregional research project which encompassed: engagement with stakeholders includinglocal authorities, the Leeds City Region LEP and strategic health bodies such as NHSYorkshire and Humber; local labour market analysis undertaken by Deloitte economists;consultation with Deloittes Regional Practice; three consultation events with third sectorpartners on ourPartner Networkfor Yorkshire and the Humber; and face-to-face meetings

with more than 25 local providers. Our research concluded that a successful deliverystrategy for West Yorkshire should include the following features as a minimum: utilisationof the existing strong network of local providers with proven ability of working withcustomers from diverse communities; comprehensive geographical coverage across theregion, especially in areas where transport is limited; specialist support for customers withmultiple barriers to work, particularly in estates with high levels of deprivation; and a focuson raising levels of skills and educational attainment. Our strategy has been designed tomeet the needs of all customer groups and address each of the issues outlined above.

Summary of delivery strategyIngeus-Deloitte will act as Prime Contractor and will drive the overall performance of the

provision across the CPA. Delivering as Lead Provider in Bradford and Leeds, we will besupported by three other highly experienced Lead Providers: BEST (Calderdale, Kirkleesand Wakefield); Skills for Work - the employment arm of the City of Bradford MetropolitanDistrict Council (Keighley); and QED-UK (Manningham in Bradford). Lead Providers willdeliver all core elements of the Every Day Counts model: Diagnostics, Intensive Support,Personal Routeways, Breakthrough and in-work support using the Careers Academymodel as well as health and wellbeing interventions. Ingeus-Deloitte, BEST, Skills forWork and QED-UK will share vacancies across West Yorkshire and all Lead Providers willhave access to Ingeus-Deloittes Labour Market Portal and will be supported by:ACE (Accessible Community Experts) NetworkThe ACE Network will enable LeadProviders to draw on the expertise of specialist providers to support customers withcomplex barriers to work. These include Phoenix Futures (substance misuse counselling),Citizens Advice (legal and financial advice) and Mencap (support for those with learningdisabilities). Members of the ACE Network will work from the premises of Lead Providers(including Ingeus) so that customers receive a convenient and consistent service.Vocational Routeways ProvidersYorkshire Forward predicts that growth in demandfor labour will be strongly dominated by a demand for higher level skills. This will applyacross all five metropolitan boroughs but is most significant for Leeds economy. Our fiveskills providers will assist us to address skills shortages by providing tailored Routewaysfor customers, vocational training, work placements, basic skills and ESOL in sectors thatreflect local growth industries including retail, care, low carbon and finance.

The most effective approach for customers in West YorkshireOur strategy provides a unique combination of expertise and has been designed to meetthe diverse needs of all customers in West Yorkshire. Key strengths of our strategy are:Combining local knowledgeinternational best practiceOur delivery strategy for theCPA combines Ingeus experience of providing welfare-to-work services in sevencountries, with the knowledge of a strong network of local providers. Our 13subcontractors bring knowledge of the needs of local customers and employers and thepriorities of key stakeholders as well as expertise in providing support. For example,BEST has been delivering provision from deprived wards across all five boroughs for thelast 22 years. As our three Lead Providers were all established, and are headquartered, in

West Yorkshire they are firmly rooted within the communities they serve.Drawing on the expertise of specialist and third sector providers The ACE Networkhas been designed to utilise the expertise of small and third sector providers to meet the


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needs of customers with complex barriers to work. For example, Citizens Advice willprovide personal financial and legal advice. Citizens Advice has 14 permanent offices andmore than 85 outreach premises across the CPA and will also work from our sites. Theirexpertise and that of other organisations such as Platform 51 will be used to complementthat of our Lead Providers to ensure that we meet the needs of all customers, includingJSA Early Access and IB customers with multiple barriers.

Supply chain managementinformed by frontline delivery experience Ingeus-Deloitte will be both a Lead Provider and manager of the supply chain in West YorkshireThis gives us a unique ability to share best practice, adopt continuous improvementtechniques and enable all our providers to benefit from insight and techniques leveragedfrom Ingeus experience. The majority of Ingeus-Deloittes Contract Managers will havefrontline delivery experience to assist our practitioner approach which combines clearperformance management processes with support from industry experts.Addressing local skills needs We have selected five Skills Providers to help addressbasic and vocational skills gaps that exist in parts of this CPA. This is a particular problemin Bradford where 16% of residents have no qualifications 33% higher than the nationalaverage. Each of our selected providers has demonstrated the ability to address local

skills needs - Accent Training, for example, delivers accredited training and in-work skillsdevelopment services to more than 1,500 customers in Bradford each year. Customerscan also access 3,500 learndirect modules from our delivery sites and through Invisage,our online portal. This provision will benefit all customers but will be particularly relevantfor the JSA 18-24 customer group who are most likely to have skills needs.Convenient geographical coverage By utilising the existing infrastructure of our LeadProviders, along with Ingeus-Deloittes new premises, we will be able to provide fullgeographical coverage across West Yorkshire from 10 fixed premises and five outreachsites. Members of our ACE Network will also deliver services from these premises,affording customers convenient access to a wide range of services from a single location.This will be particularly important in outerlying areas such as Todmorden in Calderdale,where public transport is comparatively limited. Our approach will encourage frequentattendance for all customer groups but will be of particular relevance for IS customers withcaring responsibilities and those on IB or ESA with mobility issues.Rapid implementation Our delivery strategy has been designed to enable a rapid androbust implementation timetable that will produce strong performance from day one ofdelivery. To achieve this, we have selected a supply chain with significant existinginfrastructure across the CPA. Of the 12 core delivery sites that will be used for WorkProgramme delivery, 10 are already being used to provide similar services. Our LeadProviders employ a total of 619 staff members who have delivered employability servicesacross the CPA and understand the specific needs of local customers and employers.

Rationale for supply chain selectionA further feature of our strategy is a rigorous approach to supply chain selection. Weconducted a robust selection process over a four month period and received Expressionsof Interest from more than 1,000 organisations nationwide, including more than 100across Yorkshire and the Humber. Potential subcontractors were assessed againstcriteria covering performance, capacity, quality standards and innovation. In addition, weconsidered how and where Ingeus-Deloittes in-house delivery could be best utilised. Theinformation below outlines the rationale for the inclusion of each of our Lead Providers:Ingeus-Deloitte Bradford and Leeds. We will directly deliver services in the areas withthe highest rates of unemployment by drawing on our delivery experience in areas with

similar characteristics. For example, we have delivered four Employment Zone contractsin Southwark, Brent & Haringey, Birmingham and Nottingham through which we havehelped more than 16,550 long-term unemployed people into work from some of the most


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deprived wards in the country. This means we are expertly placed to deliver services inLeeds where 21% of Super Output Areas (SOAs) are in the UKs 10% most deprived andBradford where 41% of SOAs are in the UKs 20% most deprived.BEST Calderdale, Kirklees and Wakefield from sites in Halifax, Huddersfield,Batley, Wakefield and Pontefract. BEST is the most experienced provider of welfare-to-work services in West Yorkshire and has been supporting customers in the area for 22

years. Through New Deal, it has assisted over 7,000 customers into employment,contributing 9% of the national New Deal job outcomes. Its success in working with allcustomer groups across West Yorkshire is especially strong owing to delivery of eightcontracts including Work Prep (for customers with disabilities), New Start (for refugees),and E2E (for NEETs). As local authorities and other stakeholders have a strong history ofworking together across Calderdale, Kirklees and Wakefield, BEST will provide aconsistent, joined-up approach across these three boroughs.Skills for Work (City of Bradford Metropolitan District Council) Keighley. Skills forWork will provide comprehensive geographical coverage from two existing delivery sitesin Keighley. It has more than 25 years experience of delivering welfare-to-work provision,including New Deal, Workstep, Work Prep, SfA Apprenticeships, Skills for Jobs and Entry

to Employment. We believe this is the best approach for Keighley as the town has highcustomer flows, a unique identity and does not share travel to work patterns with BradfordCity.QED-UK Manningham, Bradford. QED-UK is West Yorkshires leading minority ethniccommunity economic development agency and has a delivery site in the centre ofManningham. It has experience of working with disadvantaged BME adults on DWPcontracts such as New Start and First Step, in addition to delivering a wide range ofcommunity literacy, ESOL and Life in the UK projects QED are experts in providingculturally-sensitive services that are embedded at the heart of local communities. Thisapproach is key to addressing Manninghams high level of deprivation which is reflected inits unemployment rate of 20.6% more than three times higher than Bradfords average.Of the 72% of residents who describe themselves as being of Pakistani, Indian orBangladeshi origin, many have never worked in the UK and have limited English.

Similarly rigorous criteria were used to select members of the ACE Network and our SkillsProviders. ACE Network members were required to demonstrate experience of meetingthe needs of hardest to help customers across the region. Phoenix Futures, for example,has a strong track record of supporting customers with drug and alcohol problems tocomplete treatment programmes. Each Vocational Routeways Provider demonstratedevidence of providing high quality skills training. JHP Training, for example, is one of theUKs largest training organisations and offers the widest range of skills training.

Working with subcontractors (including the voluntary sector)As Prime Contractor, we will co-ordinate the strategy to encourage joined-up working andto drive consistent performance. We will work with our supply chain to: co-ordinatecoherent employer and stakeholder engagement strategies across the CPA; provide eachsubcontractor with access to a range of key corporate services; share best practiceacross our supply chain through quarterly networking forums; and drive continuousimprovement through robust contract management. We will pay particular attention todrawing on the expertise of smaller and voluntary providers. As part of our commitment tothis, we have established a Third Sector Advisory Panel which brings together CEOs ofleading charities including [REDACTED]of ACEVO, [REDACTED]of Barnados and

[REDACTED] of Mind. The Panel will be chaired by Deloitte senior Partner[REDACTED]who leads Deloittes Third Sector practice. The panel will advise Ingeus-Deloitte on issues such as funding structures and how the third sector can deliver mostvalue.


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[5.2] Management Structure

Please provide:

a description of the proposed management structure and how the requiredmanagement skills and expertise, including working with local stakeholders, have

been identified and will be delivered. You should also include a description ofassociated responsibilities and reporting lines ;

a description of how you will work with the management teams of any supply chainorganisations and key delivery partners; and

explain why your management structure is appropriate for the Work Programmewithin this CPA;

Please include an organisation chart (attach as Annex 4) showing the proposed managementstructure for the Work Programme for this CPA.

Insert your response in the pre-set, shaded space of the following pages. Your response

MUST be limited to three sides of A4.

Note: Format requirement and page limit does not apply to the organisation chart(s)which you must insert as Annex 4.


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5.2 Our management structure for West Yorkshire (the CPA) combines local supply chaincapability and knowledge of local stakeholders with central resources focused onsupporting delivery. This structure has been adapted to meet the needs of the WorkProgramme using Ingeus experience as a successful provider of multiple FND andPathways to Work contracts. Our experienced Human Resources Team, in partnershipwith our recruitment advisors Alexander Mann Solutions (AMS), have developed detailed

competency-based job descriptions to identify internal and external candidates for all rolesand we will identify key members of the existing management team who will transfer tothe CPA to lead on Work Programme delivery.

Proposed management structure, skills and reporting linesLocal staff Our new Director for Yorkshire and the Humber (DYH) will be[REDACTED]who is an experienced member of Ingeus senior management team.[REDACTED]has more than 10 years experience in welfare-to-work, includingmanagement experience at Jobcentre Plus (JCP) and three years managing Ingeus NewDeal and Flexible New Deal contracts. [REDACTED] will be responsible for all Ingeus andsubcontractor performance across the CPA. He will also provide strategic leadership,

develop and maintain senior stakeholder relationships and work with JCP, key localemployers, the five local authorities and the Leeds City Region Local EnterprisePartnership to ensure our delivery is streamlined with other local provision.[REDACTED]has a strong track record of working with stakeholders. He will report to[REDACTED], our Chief Operating Officer (COO) and will work closely with [REDACTED],Local Public Services Partner for Deloitte. Based in Leeds, [REDACTED]has over 18years experience of working with public sector organisations and employers acrossYorkshire and is responsible for Deloittes work with Local Government, HousingAuthorities and the NHS.

The direct management of Ingeus-Deloittes direct delivery in the CPA will be undertakenby Operations Managers (OMs). OMs will report to [REDACTED]and will attend QuarterlyPerformance Reviews (QPRs). OMs are responsible for: ensuring all performance andbudgetary targets are met; leading teams to deliver a quality and contractually compliantservice; tailoring our delivery model to respond to local needs; and developing effectiveworking practices with stakeholder staff and local partners. OMs will be skilled in:leadership, operational performance management, stakeholder management and staffdevelopment. They will demonstrate an understanding of and commitment to resolvinglocal issues including increasing the employment rates of BME groups and effectivedelivery solutions for areas of entrenched intergenerational unemployment anddeprivation such as Leeds Harehills and University wards. OMs will be supported by

Deputy Operations Managers (DOMs), one of whom will have designated responsibilityfor each delivery site. They will directly manage frontline staff through a structuredperformance support system. DOMs will have exceptional management skills and anunderstanding of effective ways to work with local customers including those with drugand alcohol dependency and low-levels of basic skills. The OMs and DOMs will also beresponsible for maintaining effective relationships with local non-contracted providers,including those in Education, Probation, Health and Housing.

Each subcontractor will be allocated a locally based Contract Manager (CM) or Senior CMwho will provide subcontractors with regular support and manage performance against arange of KPIs. Each subcontractors management team will be responsible for the

management of their frontline delivery staff. CMs will conduct monthly progress meetingsand formal QPRs to set performance targets, review performance against KPIs andupdate the subcontractors Development Plan (agreeing action points to achievecontinuous improvement). There will be a number of local interfaces with our


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subcontractors, for example practical advice and support to managers and frontlinedelivery staff by our OMs and DOMs in the CPA. Managing relationships with localemployers will be critical for the CPA. Managers from our Employer Services Team willwork across West Yorkshire and co-ordinate closely with their opposite numbers in ourLead Providers: BEST, Skills for Work and QED-UK.

Centrally based staff (which support local teams) - Our Chief Executive Officer (CEO),[REDACTED] has over 20 years senior management experience with a track record ofsenior stakeholder engagement and delivering complex programmes in the public andprivate sectors. He is responsible for setting overall objectives, developing strategies fordelivery and maintaining high level stakeholder relationships throughout the lifetime of thecontact. Our Chief Operating Officer (COO), [REDACTED] , reports to [REDACTED] andis responsible for driving UK-wide standards and high performance of the WorkProgramme and all other contracts. [REDACTED] is highly experienced in themanagement of welfare-to-work provision and has an exceptional track record ofperformance delivery and improvement. The Head of In-Work Support will report directlyto [REDACTED] and will liaise closely with [REDACTED] to ensure that the service meets

the needs of customers in the CPA. Our Supply Chain Team (described below) will be ledby our Commercial Director (CD), [REDACTED], who also reports to [REDACTED].[REDACTED] is responsible for our supply chain strategy and the performance of oursubcontractors across all contracts. redacted has managed large and complex supplychains in a number of roles, including at Serco and other large suppliers to the publicsector, and brings extensive legal and financial expertise to our leadership team tosupport the challenges of delivering the Work Programme. Our centrally located corporatesupport functions include Performance and Analysis, Quality Performance, IT, HR andLearning and Development.

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-Deloitte and the three other Lead Providers in West Yorkshire. Day to day interactionswith our subcontractors in the CPA will be led by the regional Supply Chain Team

described above. This regional team will be supported by our national Head of ContractManagement (HCM), [REDACTED], who reports to the CD and will set and reviewperformance benchmarks for subcontractors, maintain relationships with key suppliersand attend the QRMs of Lead Providers who are failing to achieve performanceobjectives. [REDACTED] has more than 10 years experience of working in the welfare-to-work industry, of which five have been spent managing supply chains. Our Head ofPartnership Development (HPD), [REDACTED], also reports to the CD. [REDACTED]isresponsible for leading our subcontractor management teams through implementationand providing appropriate support - particularly to smaller and third sector organisations.[REDACTED] has over seven years experience in partner and contract management inthe skills and welfare-to-work sectors. All managers in our supply chain will also be

provided with support from experienced managers across our corporate functions,outlined above.Delivery Partners[REDACTED] will be the main point of contact for [REDACTED],JCPs Regional Director for the North East (of which West Yorkshire will be part), andother senior regional stakeholders such as Local Government Yorkshire and Humber.


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OMs will be the key contacts for local delivery partners in Ingeus-Deloitte delivery areasand will meet quarterly with each manager. [REDACTED] and OMs will also meet with[REDACTED], JCP District Manager for West Yorkshire. Subcontractor managers will beresponsible for working with partners and stakeholders in their locality to support delivery.

Why our management structure is appropriate for West Yorkshire

Robust organisation design Deloittes organisation design experts contributed to thedesign of our structures by: consulting with staff and senior management in Ingeus andour suppliers; leveraging best practice from Ingeus international operations; and usingrole profiles from Deloitte engagements in comparable organisations. Our HR Director hasdeveloped competency-based job descriptions to identify internal and external staff for allroles and Alexander Mann Solutions has appointed a dedicated Account Manager in theCPA to identify suitable candidates for management vacancies. Several members of oursenior management team are able to transfer to West Yorkshire and their proven skills willbe integral to successful delivery. Management roles will be filled by experienced Ingeus-Deloitte staff and new personnel who meet our requirements.Combining proven structures and 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 align with the requirements and expectations of theWork Programme. All of our subcontractors have a proven track record of successfullymanaging welfare-to-work provision. Each will be delivering from existing sites wheremanagement infrastructure is already in place and successful working relationships areestablished. This will enable strong leadership and performance from day one of delivery.Ensured locally focused delivery resource is supported by appropriate nationalcapabilities All managers and staff from [REDACTED], down will work within the CPAand will have or develop an in-depth understanding of the local geography; labour market;communities; needs of customers; and complementary services. We will build upon theestablished management teams of our three Lead Providers who each have more than 20years experience of delivering employability, ESOL and skills support for customersacross West Yorkshire. Local managers will be supported by our corporate teams who willwork across CPAs to facilitate consistency of delivery, drive performance and innovationand support our supply chain where it is needed.Clear roles, responsibilities and interfaces All roles in our proposed structures areclear and do not overlap with other roles. They all have specific responsibilities andaccountabilities which are clearly aligned at each level in our organisation with

counterparts in our supply chain and key stakeholders, to ensure effective joint working.Practitioner approach to contract management The balance betweensubcontracted and in-house Ingeus-Deloitte delivery enables us to leverage our directdelivery experience to support the development of our suppliers capability, rather thantake a narrow contract management approach. We will work closely with our supply chainby holding best practice sharing forums, setting up buddying schemes betweenorganisations and encouraging joined up employer engagement activity. We will seek tolearn from our subcontractors and develop a culture of transparency and openness.Developing capacity We will continue to develop the strength of our managementcapability in the CPA. Our Management and Leadership programme will enable frontlinedelivery staff to develop the skills to take on management positions as they emerge. More

than 50% of Ingeus managers were appointed having attended the course. Existingmanagers will continue to develop their skills through secondment opportunities toDeloitte and best practice sharing events for managers in our supply chain.


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[5.3] Management of Delivery

Please clearly describe:

How you and your supply chain will manage and monitor the quality 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.


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5.3 Ingeus-Deloitte has a track record of delivering outstanding performance across complexsupply chains. Ingeus has nine years experience in the UK of delivering 40 contracts andmanaging over 65 subcontractors and Deloittes award winning Supply Chain practice hashelped more than 400 businesses make supply chain improvements on programmes such asthe 2012 Olympics. OurDelivery Management Framework (DMF) sets out performance andquality objectives, monitoring and evaluating activities, performance improvement approaches

and remedial measures for our entire supply chain to enable continued achievement over theterm of the contact. [REDACTED],, Director for Yorkshire and the Humber, will be accountablefor applying the DMF in West Yorkshire (the CPA). The DMF has four key elements of activity:Key Performance Indicators (KPIs), Monitoring, Evaluation and Management andPerformance Improvement.

KPIs - We have set exacting targets based on our enhanced delivery model and these will beincreased year on year. KPIs are set out on a performance dashboard for all members of thesupply chain, in particular our Lead Providers: BEST, Skills for Work and QED-UK. We will setKPIs using the QPARM 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, milestoneadherence; and Management: performance reporting, communications, risk management.Our processes are accredited to the Matrix standard and are in line with the Merlin standard.

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 four sources:reports from our market leading ADAPT Management Information (MI) system; monthlyanalysis of key MI trends prepared by our Performance Analysis Team; quarterly auditreports; 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 MI reportswhich will provide frontline delivery staff and managers with instantaneous information toidentify customer attendance rates, performance rates by customer group and the types andregularity of customer activities. These will be used by Employment Advisors to monitor theprogress of individual customers and by managers to analyse the performance of individualAdvisors and delivery sites as well as outcomes according to customer group. ADAPTsreporting software will be available across our supply chain.

Monthly reporting Detailed monthly reports will be produced for all Operations Managers(Ingeus-Deloitte and Lead Providers) involved in delivery in the CPA, including those of oursubcontractors, by our Performance Analysis Team. The reports will provide analysis of keyperformance deliverables including customer starts, job and sustained outcomes and leaversbroken down by individual delivery sites. These will be presented in a user-friendly format andwill enable Operations Managers to identify key trends in data.Compliance and Audit Reports Our Quality Performance (QP) Team will conduct quarterlyspot checks and annual or bi-annual (depending on risk level) audits of all delivery sites. Theresulting report will be used to allocate a risk level to each delivery site. Audits will focus onthe compliance of our delivery - substantive checks will be made on all customer paperworkand electronic records to ensure adherence to our Minimum Service Levels and contractual

requirements. A deeper audit will be conducted with sites whose audits generate a variance ofgreater than 5%.


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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 EmployerServices Team. All feedback will be passed to our Continuous Improvement Team for furtheranalysis. The complaints process will be managed for our whole supply chain by Ingeus-

Deloitte.

EvaluationData will be evaluated against each subcontractor delivery site and staff member to assessperformance against KPIs. Management (Ingeus-Deloitte) and Contract Management teams(subcontractors) will check that targets are being met weekly. For example, we will be able toidentify the percentage of customers who have had action plans, CVs and benefitscalculations completed within their first four weeks on the programme (as outlined in ourminimum service levels) as well as the details of any who have 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 Contract Managers will explore underlying reasons forany poor performance by examining individual efficiency rates, engagement rates, caseloadnumbers and the performance of particular cohorts. All MI will feed into our UK PerformancePortal which contains a balanced score-card to benchmark each contracts performance. OurContinuous Improvement Team will analyse all customer feedback and complaints across oursupply chain 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 on thefindings of our monitoring and evaluation activities. This will enable us to drive consistentperformance and act on any cases of underperformance.Ingeus-Deloitte- All frontline staff will have monthly progress and formal QuarterlyPerformance Review (QPR) meetings with their Deputy Operations Manager (DOM) to reviewperformance against targets and examine areas for development. They will be encouraged totake up options from our Support Menu of developmental activities and training. Theseoptions include: observations and feedback on the quality of interactions; buddying schemes;caseload reviews; and activity plans. Staff will be expected to achieve green performanceevery quarter as a minimum. If performance is classed as red for one quarter or amber for twothen our Performance Support Process (PSP) will be triggered and a PerformanceImprovement Plan drawn up. More frequent review meetings will take place and staff will beexpected to take up options from our Support Menu. If their performance does not reach

green or gold for a further two quarters, remedial action will be taken which may result indismissal. These same principles will be applied when managing the performance of deliverysites. In each case, the DOM will have progress and QPR meetings with their OperationsManager who in turn will have the same with [REDACTED], All managers will review theiroperation informally on a weekly basis as a minimum. DOMs will incorporate resulting actionsinto a Development Plan. Performance trends across delivery sites will be addressed andsites which underperform for two or more quarters will be moved onto the PSP. Additionalsupport will be directed to these including additional training for staff; more frequent seniormanagement input; and the implementation of best-practice methodologies from high-performing sites.Subcontractors- All subcontractors in the CPA will be responsible for managing the

performance of their staff to achieve performance and quality targets. Each of our three LeadProviders has provided evidence of their performance management systems as


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part of supplier selection. Each subcontractor will have a designated Ingeus-Deloitte ContractManager who will hold monthly progress reviews and formal Quarterly Performance Reviewsin addition to providing ongoing hands-on support. Subcontractors will be issued with a copyof our DMF which outlines our PSP and the improvement interventions available through ourSupport Menu. Subcontractors whose performance is classed as amber for two quarters orred for one will be moved onto the PSP. Together with their Contract Manager, they will

update their Development Plan to incorporate interventions from our Support Menu. These willinclude (for staff and managers): buddying schemes; additional training; activity plans;observations; access to Deloittes Leadership Course; additional resource from Ingeus-Deloittes corporate functions; and more regular meetings with the Contract Manager. If thereis no improvement within a six month period, following consultation with JCP referrals may bereduced or a termination of contract notice served. Our Head of Contract Management will beresponsible for ensuring that the management of subcontractors adheres to the DWP Code ofConduct and M

369. CPA16: Ingeus-Deloitte - Tender

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