085. CPA3: Ingeus-Deloitte PTD (Post Tender Discussion) Q&A

8/3/2019 085. CPA3: Ingeus-Deloitte PTD (Post Tender Discussion) Q&A

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PTD QuestionsIngeusCPA 3 West London

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 3 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-Deloittes delivery strategy is designed to meet the needs of allcustomers (as detailed in section 5.1 of the ItT). Principally, this will beachieved by offering a service that is personally tailored for each customer,however there are also elements of our strategy that will be of particularrelevance to certain customer groups:

CustomerGroup

Specifically Relevant Elements of our Strategy

JSA 25 +JSA 18-24

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

Employer Services Team, which will employ EmployerAccount Managers who will generate and manage vacancieswith thousands of local and national employers. They willalso arrange bespoke employer routeways which willcombine pre-employment training and guaranteed interviewsfor customers with specific employers. Our experience ofdelivering programmes such as Gateway to Workinforms usthat many young people lack the skills necessary to enterand sustain in work. This group will benefit particularly fromthe services offered by our Vocational Routewaysproviders,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


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track record in supporting disadvantaged customers intowork. In selecting these providers, we also considered theimpact of local growth industries and sought to reflect this inthe Routewaysoffered. We will also offer our Step Aheadprogramme 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 Startedworkshop that willencourage them to think about their job goals, and theirsuitability with regard to their health condition. They will alsobe able to access our integrated Heath & Wellbeingservicewhich incorporates one-to-one appointments with specialistHealth Advisors and a suite of workshops such as Copingwith Painand Stress Management.

JSA Seriously

Disadvantaged

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 Engagemodule, which is designed to provideholistic 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 Stepsto Workmodule which provides integrated health andemployability support. Customers will receive advice fromhealth professionals on condition management and one-to-one employability support from Specialist Health Advisors.Support will be offered in areas such as pain management,

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

ESA FlowESA Ex-IB

Customers in this group have been assessed as being readyfor work within a 3-6 months period. Through our Health andWellbeingservice, 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


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

IB and IS We will seek to provide an engaging service that willmotivate all voluntary customers on their journey intosustainable work. For those with caring responsibilities

(including carers and lone parents), we will offer a flexibleservice, with: appointments at times to suit customersconvenience; remote jobsearching support through Invisage;e-learning training packages through learndirect;comprehensive geographical coverage, including outreachlocations in community locations; and six days a week phonesupport for in-work customers.

Part 5.2 (3): Management Structure

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

Please see attached PDF.

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

Our management structure features centralised corporate teams and amanagement team based permanently in the CPA. Centralised teams will befocussed on supporting all of our CPA based management teams. Our localmanagement structure in West London comprises redacted all employed byIngeus. Each of these managers will work closely with management teamsfrom our two Lead Providers. Together these management teams will providefull coverage across this complex and diverse CPA. In line with our deliverystrategy for West London, Deputy Operations Managers will work acrossIngeus delivery sites, whilst Contract Managers will work across the areas wehave subcontracted to our Lead Providers.

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

Numerous diversecommunities within asmall geographicalregion

Deputy Operations Managers (and Lead Providerequivalents) will work across a small number ofdelivery sites. This will ensure that they are able todevelop an in-depth understanding of the needs ofthe many diverse community groups within eacharea, and the services available to support them.

Multiple stakeholdergroups, e.g. WestLondon Alliance, GreaterLondon Authority, pan-London LEP

Our Director for London has extensive experienceworking in the area and will provide co-ordinationat a strategic level to ensure that delivery isaligned with the priorities of multiple stakeholdergroups. At a local level, Deputy Operations

Managers, and Lead Provider equivalents, will bethe consistent point of contact for stakeholders,


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such as JCP and local authority frontline staff.This will enable highly effective, practical workingrelationships with local stakeholders.

Diverse customer needsacross the CPA

Deputy Operations Managers, and Lead Providerequivalents, will be based across one or two of

the most 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. Forexample, local infrastructure and employmentsolutions will be very different in Brent comparedwith Wandsworth.

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 Providersand 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 inexistence

Ingeus and each of our Lead Providers in WestLondon have experienced and highly capablelocal management teams in place. All IngeusOperations and Deputy Operations Managers willbe drawn from the existing pool of Londonmanagers to ensure they are able to make use oftheir local knowledge and expertise from thebeginning of the contract. This means decisionscan be made on the ground by managers withlocal knowledge and expertise. It also gives us the

flexibility to adapt our delivery model to respond tolocal customer and stakeholder needs. Forexample, in West London this may involve makingchanges to our delivery to support the needs ofthe large homeless community in Westminster.


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Part 5.4: Delivery Locations

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

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

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

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

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

All customers across the CPA will be able to access all core m odules of Ingeus Every Day Countsdelivery model, regardless oflocation.

DELIVERYORGANISATION

ELEMENT(S) OFPROVISION TOBE DELIVERED

DELIVERY LOCATION(S) WITHIN THIS CPA TYPE OF OFFICE

Ingeus UK Ltd Prime Contractorfor whole CPA

Lead providerDelivering the Endto End Service

Ealing - Regus, Uxbridge Road, Uxbridge, W5 5TL

Ealing - Exchange Plaza, 58 Uxbridge Road, W5 2SL

Hammersmith - 1st Floor, Brook House, 229-243 Shephards BushRoad, Hammersmith, W6 7AN

Hammersmith - The Triangle, 5-17 Hammersmith Grove, W6 0LG

Serviced

Leased

Existing, to be used atcontract start

Leased


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Harrow - Spencer House, 29 Grove Hill Road, Harrow, HA1 3BN

Kings Cross - Lighterman House, 26 Wharfdale Road, Kings Cross,London N1 9RY

Haringey - 102 Blackstock Road, Finsbury Park, London, N4 2DR

Tottenham - Block Two, Unit Five, Fountayne Business Centre,

Tottenham, N15 4EQ

Wandsworth - Argyll House, All Saints Passage, Wandsworth, SW181EP

Willesden - Chandelier Building, 8 Scrubs Lane, NW10 6RB

Uxbridge - Uxbridge House, 460/464 Uxbridge Rd, Uxbridge, UB4 0SD

Uxbridge - Wellington House, Cowley Road, Uxbridge,UB8 2XW

Hayes

Southall

Barnes

Camden

Leased

Leased

Existing, to be used atcontract start

Leased

Serviced

Leased

Serviced

Leased

Outreach

Outreach

Outreach

Outreach

5 E Ltd Lead providerDelivering the Endto End Service

Colindale - Merit House, 1st

Floor, 508 Edgware Road, Colindale,London, NW9 5AF

Leased


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Enfield - 2nd Floor Part (North), St. Georges Chambers, EdmontonGreen, London, N9 0TS

Barnet

Leased

Outreach

Ixion HoldingsLtd

Lead providerDelivering the Endto End Service

Suite 9, Second FloorNeals Corner2 Bath RoadHounslowTW3 3HJ

133 London RoadKingston upon ThamesSurreyKT2 6NH

Leased

Leased

Action Acton Personal/vocational Routeways

Morris House Units 7-9 Swainson RoadActon, W3 7UP

Leased

Acton TrainingCentre Ltd

Personal/vocational Routeways

Acton Training CentreSwarn House296-304 High StreetActonW3 9BJ

Action Hill StudioActon Hill MewsUxbridge RoadActon W3 9QN

Unit 11 Acton Hill MewsUxbridge RoadActonW3 9QN

Estate House

Leased

Leased

Leased

Leased


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154 Saxon DriveWest ActonW3 0NT

Adult TrainingNetwork


Kings Hall Methodist ChurchSouth RdSouthallMiddxUB1 1RB

ATN Hillingdon460 Uxbridge RdHillingdonMiddxUB4 0SD

Leased

Leased

Excelsis TrainingSolutions


Units 5 and 6 Townmead Business CentreWilliam Morris WayLondon SW6 2SZ

Leased

GroundworkLondon


6 Stanley GardensEalingLondonW3 7SZ

20 Wandsworth PlaneWandsworthSW18 1HQ

Morden CottageMorden Hall ParkMordenSM4 5JD

Leased

Leased

Leased


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MEL ProductionsLtd


MEL Productions (Music Education Language Productions) Ltd25 Churchfield Road,ActonLondon W3 6BD

Leased

Renaisi Ltd Personal/vocational Routeways

5th Floor Union House65-69 Shepherds Bush Green

LondonW12 8TX

Leased

Sencia Ltd (partof ESG)


Tottenham to be identified

The TrainingConsortium -TTC


21-23 Tileyard StudiosTileyard RoadKings CrossLondonN7 9AH

Leased

The CitizensTrust

PersonalPersonal/vocational Routeways

1-2 Craven Road, Ealing W5 2UA. Leased

Urban FuturesLondon Ltd


Urban Futures (London) LtdUnit A012The Chocolate FactoryClarendon RoadLondon N22 6XJ

Heathrow AcademyNewall RoadHayes, MiddlesexTW6 2RQ

Leased

Leased

Volunteer Centrefor Kensington &


Volunteer Centre Kensington & ChelseaCanalside House

Leased


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Chelsea 383 Ladbroke GroveLondonW10 5AA

Volunteer Centre Hammersmith & Fulham148 King StreetLondonW6 0QU

Volunteer Centre Westminster

53-55 Praed StreetLondonW2 1NR

Volunteer Centre Camden293 299 Kentish Town RoadLondonNW5 2TJ

Brent Active CitizenYork HouseEmpire WayWembleyMiddlesexHA9 0PA

Leased

Leased

Leased

Leased

Women Like Us Personal/vocational Routeways

5-11 Lavington Street, London SE1 0NZ

Bickerton House, 25 Bickerton Road, London N19 5JT

Leased

LeasedAction for BlindPeople

AccessibleCommunityExperts networkProvision ofspecialist servicesto blind people

Outreach from lead providersites. See above


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Broadway AccessibleCommunityExperts networkProvision ofspecialist servicesto clients requiringhousing, shorttermaccommodation,real mentoring,

money and debtadvice support


Clarion WorkFocus

AccessibleCommunityExperts networkProvision ofspecialist servicesto clients withaural impairments


Hammersmith &Fulham MIND

AccessibleCommunityExperts networkProvision ofspecialist servicesto client withmental healthissues


Phoenix Futures Accessible

CommunityExperts networkProvision ofspecialist servicesto clients withdrug and alcoholaddiction issues

Outreach from lead provider

sites. See above


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The CamdenSociety

AccessibleCommunityExperts networkProvision ofspecialist servicesto clients learningdisabilities

Outreach from lead providersites, see above

UFI Ltd (LearnDirect)

AccessibleCommunityExperts network

Provision ofspecialist servicesfor trainingcourses


The Zacchaeus2000 Trust

AccessibleCommunityExperts networkProvision ofspecialist servicesto clients requiringdebt advice


InBiz Ltd Self EmploymentRouteways

Outreach from Ingeus sites,see above


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

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

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

Staff Volume increase: Ingeus Performance & Analysis Team willperform ongoing detailed labour market analysis to enable us to

predict upcoming spikes in referrals. Should we anticipate asignificant increase in customer volumes, our Human Resources(HR) Team will contact all members of our pre-vetted applicantsand potential Deloitte secondees to ensure that named availablecandidates and HR processes are in place for immediaterecruitment. This will enable us to manage caseload sizes andtherefore maintain minimum performance levels.

Volume decrease: Should customer volumes decrease, in the firstinstance we will redistribute caseloads evenly across Advisors. Ifthis does not prove sufficient as a remedial measure due toduration or deficit of referrals, we will subsequently examine the

possibility of immediate redeployment of staff to areas of higherreferral within the CPA, e.g., Willesden to Hammersmith. Shouldthis not be feasible due to an even distribution of low referrals,staff will be temporarily redeployed to support roles, workingremotely where convenient, similar to our current strategy ofreassigning staff from our Pathways to Work contracts tocorporate functions.

Property Volume increase: In addition to in-principle agreements with oursupply chain to co-locate from each others premises, wherenecessary we will temporarily increase opening hours and staggerstaff hours so that customer appointments are distributed over agreater period of time and resources are freed. Should referrals

remain persistently high, we will be able to secure larger oradditional premises through a reserve list maintained on anongoing basis by our Head of Property & Facilities. This approachwill enable us to provide the appropriate facilities required todeliver minimum performance levels.

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

upplyhain

Volume increase: Should customer volumes increase so asextend beyond some subcontractors capacity, we will weight thedistribution of referrals to suppliers with spare capacity whilst

ongoing contract management will ensure that no member of thesupply chain is adversely affected. Should customer volumes


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exceed our supply chains total capacity, we will be able to enlistimmediately the services of one or more of the additionalmembers of the Partner Networkin West London. Our approach tosupply chain management will assist all subcontractors to provideservices that sit within their capacity and capabilities. In turn thiswill contribute to us achieving minimum 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 lowvolumes, our Contract Management Team will maintain a constantdialogue with subcontractors to ensure that each is receiving atleast the minimum flows to ensure ongoing delivery. Allredistribution of customer volumes will be fully informed by robustfinancial 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. Forexample, subcontractor performance will be measured (among other KPIs) onthe basis of a percentage conversion rate from starts to jobs. This approach(rather than relying purely on job outcome volumes) is designed to supportperformance above minimum expectations regardless of volume fluctuations.

In the case of individual members of staff, job outcome targets may beincreased if volumes and caseload sizes increase. Again, this will supportperformance at or above minimum levels.

Delivery modelIngeus-Deloittes delivery model has been designed to provide flexibility incases of volume fluctuations. It is intended that all core elements of our modelwill remain in place in cases of volume fluctuations. However, the method ofdelivery may change and additional modules may be added. For example, inthe case of a significant increase in volumes, we may increase group 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 ofour delivery model in response to changes in customer groups. This includesour ability, through our Continuous Improvement Team, to design newmodules of delivery to take into account the needs of new groups. It alsoincludes our ability to draw on the expertise of our Partner Networkofpreferred suppliers which includes specialist providers who are able tosupport customers with specific needs. All additional members of the PartnerNetworkare able to deliver at immediate notice and Ingeus Facilities and

Contract Management teams will provide assistance with implementationwhere necessary. Expected performance standards will be set for each new


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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 persons terms and conditions will not bemade (unless agreed with the individual), however in some circumstancesIngeus-Deloitte may need to make minor alterations which could 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 isnt possible we will allocate theindividual to the nearest possible location. Ingeus-Deloitte may make minoralterations to a transferees working hours, for example an employee mayhave previously worked from 8-4. In consultation with the transferee we wouldseek to change their working hours from 9-5, which would be in line with otherIngeus-Deloitte employees.

Date Activity

5th April 11 Send emails to all outgoing providers explaining Ingeus-Deloittes position as preferred bidder in this region andprovide a timeline of events

5th April 11 Make contact with the other Preferred prime to arrange ameeting to coordinate information and discuss transfer planfor the region

6th 29th April11

1. Collect information from outgoing providers regardingemployee information of their staff affected by TUPE

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

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

sites18th April - 6thMay 11

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

2. Conduct analysis of the differences in terms andconditions including annual leave and sick pay

6th May 9thMay

1. Complete TUPE allocation process with the otherpreferred prime and supply chain

2. All outgoing providers informed of measures9th May to 26th

May 11

Hold face to face presentations with all TUPE transferees in

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


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agree transfer dates.27th May 11 Transfer letter issued to incoming TUPE staff, setting out

terms etc1st June 11September 11

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

TUPE transferees3. Enrol all transferees in a change management

programme

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

Part 6.2a (4): TUPE Managing the Transfer

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

All existing employers within West London received an email from Ingeus-Deloitte within one week of contract award, outlining our position as preferredbidder (alongside Maximus and Reed in Partnership) within this CPA andproviding an initial overview of our TUPE transfer process. They have beenprovided with contact details of our central Human Resources team in addition

to a designated HR Manager who will be responsible for communicatingweekly with employers. Once a transfer plan has been established betweenIngeus-Deloitte and the additional preferred bidder in this region, we will meetface to face with each existing employer to discuss our rationale for theallocation of staff and invite feedback. Ingeus-Deloitte will attend employersconsultation events, ensuring consistent messages are disseminated.

Part 8.1a: Performance Rationale

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

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

Specific features of our support that will lead to higher performance bymeeting the needs of customer across West London include:

Specific needs of customersacross West London

How Ingeus-Deloittes activities andsupport will meet these challenges to


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deliver an uplift in job outcomeperformance

Supporting young people:WestLondon has seen adisproportionate increase in the

unemployment rate for 18-24years over the last 5 comparedwith any other age group. 50% of18-24 year olds in West Londonare workless, which isparticularly marked in placessuch as Hammersmith & Fulhamand Haringey.

Our Step Aheadprogramme for youngpeople (at the beginning of BoostandEngage) is modelled on our current

G2W course. This programme will helpyoung people set goals, developpositive attitudes and behaviours andimprove their motivation.

We will also source apprenticeshipsand appropriate training opportunitiesin growth sectors (e.g. low carbonindustries).

18-24 year old JSA customers on ourNew Deal and Community Task Force(CTF) programmes have job outcomerates 70% higher than the samecustomer group on our EZ contracts.Our analysis suggests that thisdisparity can be attributed to the factthat younger customers respond morepositively to structured and group-based activity. For this reason, youngcustomers will be required toundertake higher levels of structuredgroup activity from the outset of their

journey.Overcoming English languageand cultural barriers: WestLondon has the highestconcentration of BME customersin the UK. The employment rateof BME communities in WestLondon is 14% lower than that ofWhite British communities.

Customers with English languageneeds, which we anticipate to be 5-10% of customers in West London, willbe able to access a Working EnglishESOL Vocational Routeway.

33% of people in West London are froma BME background and BME groupshave employment rates up to 15% lowerthan those of equivalent white groups.Therefore we shall have Advisors that

speak community languages and willprovide translation services whereappropriate.

To meet the needs of the 46% ofcustomers in this CPA that are of BMEorigin, we will ensure sites provide aculturally sensitive service includingmaterials in community languages.

We have identified the need forAdvisors who speak communitylanguages such as Urdu and Somali inour Ealing, Brent and Hammersmithoffices to enable engagement with


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ethnic communities and haveimplemented recruitment practices toreflect this.

Managing mental healthconditions: London has the

UKs highest proportion ofcustomers in receipt of healthrelated benefits due to mentalhealth conditions. Approximately33% of working age residents inWest London are in receipt of IBand ESA and mental health is aparticular problem as significantnumbers of JSA customers inWest London have undiagnosedmental health conditions

including anxiety, depression andschizophrenia.

ACE Network member Mind will providespecialist mental health support to our

customers. We recognise that for customers with

mental health issues such anxiety orstress, it may be necessary to conductappointments closer to where they live.We have therefore identified outreachsites in five locations (Barnes, Camden,Hayes, Barnet and Southall) that will beused when necessary.

We have identified a network ofcommunity referral partners forcustomers with mental health concerns,such as Twining Enterprises peersupport groups.

Through our three Pathways to Workcontracts in London, we maintain stronglinks with local PCTs and CommunityMental Health and Drug Action Teams.We will invite our health partners suchas the Improving Access toPsychological Therapies service to our

delivery sites and seek to co-locate ourservices within our health partnerspremises, such as GP surgeries.

Helping lone parents access aflexible service: In London 6.1%of the working age population arelone parents, compared to 5.1%for the UK. This is particularlyprevalent in deprived areas suchas Northumberland Park inHaringey where childcare /

nursery places can beparticularly difficult to secure.

We will provide dedicated, experiencedEmployment Advisors with specialistknowledge in childcare/care, relevantbenefits, and securing work with familyfriendly hours. These EmploymentAdvisors will be transferred from ourlone parent provision in Hammersmithand Fulham, and Brent and Haringey

where we maintain a job outcome ratefor this customer group of over 45%.

We will encourage parents to attendlone Work Programme provision byoffering secure, child-friendly areas ineach office. In addition, staff at eachoffice will work in partnership with localchildcare facilities to make it easier forparents to access our services.

We will invite a regular presence fromsocial services and childcareinformation services to advise oncarer/childcare services.


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We have enlisted the expertise ofspecialist subcontractors Women LikeUs, who work with employers to findflexible and part-time roles.

Ixion will provide end-to-end services in

the boroughs of Kingston, Richmondand Hounslow, where they haveexperience of supporting more than40% of lone parents into work on theirJobcentre Plus Support contract.

Part 9.1: Implementation Plan

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

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

At the time of tender submission we provided a CPA specific Gantt chart. Thisis currently being updated by our Implementation Programme Director,

[REDACTED] Director for London, [REDACTED] and Project Managers forWest London [REDACTED] . This details all key activities and milestones aswell 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 London will be sent tothe 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 chains ability to deliver any existing orrecently awarded contracts?

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

As part of Ingeus-Deloittes Partner Networkselection process, we requested

information from all potential subcontractors relevant to their ability toimplement without adversely affecting any aspect of current delivery,


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including: annual turnover; total number of staff; existing infrastructure;performance and experience (including KPIs and customer groups deliveredto); and quality and compliance. Subsequent to this potential subcontractorswere visited by a member of our Business Development Team to discuss andrecord the organisations: maximum and minimum referral capacity; number,

type and capacity of shared resources; Advisor caseload sizes; short termstrategy in event of dramatic volume fluctuations; recruitment and trainingprocesses; management structure; performance managementsystems/procedures; experience of TUPE; compliance; quality andperformance procedures; and partnership relations. This information wasentered into a secure database and used to assess each subcontractorsability to uphold appropriate staffing and capacity levels across all contracts,which we have made a prerequisite for all supply chain selection.Due to the robust selection criteria outlined above, we expect subcontractorsto have the capacity to manage Work Programme implementation without anegative impact on existing contracts. However, we have designed a

comprehensive supply chain support process to provide facilitate the smoothimplementation of Work Programme contracts. This will minimise the impactcaused on existing and recently won contracts. Upon selection, eachsubcontractor is assigned a designated Contract Manager and made aware ofIngeus-Deloittes support options. Implementation in each of Ingeus-DeloittesContract Package Areas will be accompanied by kick off meetings that seekto involve our supply chain in the implementation process and provide anopen forum for feedback and discussion. We have also designed a readilyaccessible Q&A log for the purposes of clarification and additional support.Each subcontractors allocated Contract Manager will monitor eachorganisations progress, undertake regular meetings (it is anticipated that thiswill be weekly) at their premises to discuss implementation and is openlyavailable for contact. This one-to-one approach reinforces accountability andensures clear and definite lines of communication. Should a subcontractor beidentified as requiring additional support in order to maintain other delivery,their Contract Manager will meet with them to draw up an action plan thatbreaks Work Programme implementation down into achievable milestonesthat will not impinge upon other responsibilities. Should this not ease 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: 5th May 2011

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085. CPA3: Ingeus-Deloitte PTD (Post Tender Discussion) Q&A

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