150. CPA5 Ingeus-Deloitte PTD Q&A

8/3/2019 150. CPA5 Ingeus-Deloitte PTD Q&A

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PTD QuestionsIngeusCPA 5 North East

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 5 submitted in the tender document of 13th 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.

Section 5.1: Delivery Strategy

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

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

CustomerGroup

Specifically Relevant Elements of our Strategy

JSA 25 +JSA 18-24

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

Employer Services Team, which will employ EmployerAccount Managers who will generate and manage vacancieswith thousands of local and national employers. They willalso arrange bespoke employer routeways which willcombine pre-employment training and guaranteed interviewsfor customers with specific employers. Our experience ofdelivering programmes such as Gateway to Workinforms usthat many young people lack the skills necessary to enterand sustain in work. This group will benefit particularly fromthe services offered by ourVocational Routeways providers,who will deliver an integrated package of vocational 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 Routeways offered. We will also offer ourStep 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 and Wellbeingservice which incorporates one-to-one appointments withspecialist Health Advisors and a suite of workshops such asCoping with Pain and Stress Management.

JSA SeriouslyDisadvantaged

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

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

ESAVolunteers

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

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

ESA FlowESA Ex-IB

Customers in this group have been assessed as being readyfor work within a 3-6 months period. Through ourHealth 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 CPA toinclude locations and supply chain partners.

Please see attached PDF.

In addition please expand on your rationale for your chosen managementstructure 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 local

management structure in the North East comprises redacted all employed byIngeus. Each of these managers will work closely with management teamsfrom our three Lead Providers. Together these management teams willprovide full coverage across this large and diverse CPA. In line with ourdelivery strategy for the North East, Deputy Operations Managers will workacross Ingeus delivery sites, whilst Contract Managers will work across theareas we have subcontracted to our Lead Providers.

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

Large geographic area Deputy Operations Managers (and Lead Provider

equivalents) will work across a small number ofdelivery sites this will ensure they do not spendtime travelling between numerous locations. Italso ensures that each Deputy OperationsManager has a thorough understanding of localneeds and delivery challenges.

Active stakeholders, suchas Tyne and Wear CityRegion, taking anintegrated approach toservice delivery.

Our highly experienced Director for the North Eastwill provide strong strategic leadership across theCPA and will engage and work together with JCPregional Customer Service Directors, LEPs andsenior representatives from Tees Unlimited and

Tyne and Wear City Region. A key priority will beto align the Work Programme with existing


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services to strengthen regional activities aroundEmployment and Enterprise. At a local level,Deputy Operations Managers, and Lead Providerequivalents, will be the consistent point of contactfor stakeholders, such as JCP and local authority

frontline staff. This will enable highly effective,practical working relationships with localstakeholders.

Diverse customer needsacross the CPA

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

example, local infrastructure and employmentsolutions will be very different in Newcastle uponTyne compared with Easington.

In-house andsubcontracted delivery

Deputy Operations Managers will support thedelivery of services across a small number ofIngeus 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 best

practices 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

Two of our three lead providers in the North Easthave experienced and highly capable localmanagement teams in place. Ingeus, led by ourexperienced Regional Director, will utilise andbuild on the local expertise developed by

Deloittes regional practice in the North East. Thisexpertise will be extended to Triage, who will bedelivering in the area for the first time.This means decisions can be made on the groundby managers with local knowledge and expertise.It also gives us the flexibility to adapt our deliverymodel to respond to local customer andstakeholder needs. For example, in the NorthWest this may involve making changes to ourdelivery to support the needs of the aboveaverage proportion of Lone Parents in areas such

as South Tyneside.


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Part 5.4: Delivery Locations

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

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

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

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

Outreach locations are also listed, though addresses are not listed as these will be finalised as and when it is needed during WorkProgramme delivery. All other sites are core delivery sites, which were selected on their accessibility, suitability and proximity tocommercial locations. All customers across the CPA will be able to access all core modules of Ingeus Every Day Counts deliverymodel, regardless of location.

DELIVERYORGANISATION

ELEMENT(S) OFPROVISION TOBE DELIVERED

DELIVERY LOCATION(S) WITHIN THIS CPA TYPE OF OFFICE

Ingeus UKLimited

Prime contractorfor whole CPA

Lead providerdelivering the end-to-end service

Ashington - Bizspace Plc, Wansbeck Business Centre

Rotary Parkway, Ashington, Northumberland, NE63 8QZ

Ashington - Riverdale House, Ashington, NE63 NYU

Gateshead - DBH Serviced Business Centres Ltd, Gateshead, NE83HU

Serviced

Leased

Serviced


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Gateshead - eBaltimore House, Quarryfield Rd, Gateshead, NE8 3BA

Newcastle - The Executive Centre, Cuthbert House, Newcastle, NE12ET

Newcastle - Barons House, Neville Street, Newcastle, NE1 5EA

North Shields - Stephenson House, Stephenson Street, North Shields,

NE30 1QA

South Shields - South Tyneside House, Westoe Road, South Shields,NE33

Sunderland - Regus House, 4 Admiral Way, Doxford InternationalBusiness Park, Sunderland, SR3 3XW

Sunderland - Lynas House, 12 Frederick Street, Sunderland, SR1 1NA

Prudhoe

Morpeth

Blyth

Hexham

Blaydon

Leased

Serviced

Leased

Leased

Leased

Serviced

Leased

Outreach

Outreach

Outreach

Outreach

Outreach


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Washington Outreach

BTCV Lead provider delivering the end-to-end service

Personal /VocationalRouteways

Durham - 1-2 William Robson House, Claypath, Durham, Co Durham,DH1 1SA

Consett - Unit 53, Derwentside Business Centre, Consett BusinessPark, Villa Real, Consett, Co Durham, DH8 6BP

Peterlee - Ridgemount House, Bede Way, Peterlee, Co Durham, SR81EA

Chester-le-Street - Unit 3, Turnpark, Station Road, Chester-le-Street,Co Durham, DH3 3DY

Bishop Auckland - 1st Floor, Saddler House, Saddler Street, BishopAuckland, Co Durham, DL14 7HF

Ground Floor, Angel House, Borough Road, Sunderland, SR1 1HW

3 Northumberland Street, North Shields, NE30 1DS

Units 5 and 6, Waverley House, Market Dock, South Shields, NE331LE

Leased

Leased

Leased

Leased

Leased

Leased

Leased

Leased

Triage Lead provider delivering the end-to-end service

Middlesbrough - Centre North East, 73-75 Albert Road, Middlesbrough,TS1 2RU

Darlington - 11 Houndgate, Darlington, DL2 1LU

Hartlepool - Tranquility House, Harbour Walk, The Marina, Hartlepool

Leased

Leased

Leased


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Thornaby on Tees

Redcar

Guisborough

Loftus

Outreach

Outreach

Outreach

Outreach

GatesheadCouncil


Gateshead Town Centre, Jackson St, Gateshead, NE8 1HR Leased

GroundworkNorth East


6 Norfolk St, Sunderland, SR11EA

The Eco Centre, Windmill Way, Hebburn,NE31 1SR

Grainger Park Rd, Newcastle Upon Tyne, Tyne And Wear, NE4 8RY

Shiremoor Centre, Earsdon Road, Shiremoor,North Tyneside, NE27 0HJ

Hirst Welfare Centre, Alexandra Road, Ashington, Northumberland,NE63 9HF

Chad House, Tynegate Precinct, Sunderland Rd, Gateshead, Tyne andWear, NE8 3HY

Leased

Leased

Leased

Leased

Leased

Leased

inspire2

independence(training) Ltd


Stadium of Light, Sunderland, SR5 1SU

Bridge House, Off Bedford Street, Sunderland, SR1 1TE

Leased

Leased

NECA Personal / Clasper House, Clasper Way, Swalwell, Leased


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VocationalRouteways

Newcastle, NE16 3BE

NewcastleFutures


Go West Office, West Road, Newcastle upon Tyne Leased

Resources NorthEast


70 72 Camden Street, North Shields, NE30 1NH

3 Cookson House, Riverside Drive, South Shields, NE33 1TL

Leased

Leased

Sencia Ltd (partof ESG)


Unit 1, Echo 24, West Wear Street, Sunderland, SR1 1XD Leased

City ofSunderlandCollege


AccessibleCommunityExperts Network(Specialist

provision ofvarious courses)

North East Contact Centre Academy, The Teleport, DoxfordInternational Business Park, Sunderland, SR3 4AH

Bede Centre, Durham Road, Sunderland, SR3 4AH

Leased

Leased

Outreach from lead providersites. See above

Action for BlindPeople

AccessibleCommunityExperts Network(Specialistprovision of



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services to peoplewith visualimpairment)

Citizens AdviceBureau

AccessibleCommunityExperts Network(Specialistprovision of debtand financial

advice)


Clarion WorkFocus

AccessibleCommunityExperts Network(Specialistprovision ofservices to peopleaural impairment)


Phoenix Futures AccessibleCommunityExperts Network(Specialistprovision ofservices forsubstancemisuse)


UFI Ltd (LearnDirect)

AccessibleCommunityExperts Network(Specialistprovision oftraining courses)


InBiz Self Employment Outreach from Ingeus sites.


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Routeways 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 your proposed

supply chain to deal with circumstances of fluctuating volumes and changesto 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.


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Staff Volume increase: Ingeus Performance & Analysis Team willperform ongoing detailed labour market analysis to enable us topredict upcoming spikes in referrals. Should we anticipate asignificant increase in customer volumes, our Human Resources(HR) Team will contact all members of our pre-vetted applicantsand potential Deloitte secondees to ensure that named availablecandidates and HR processes are in place for immediaterecruitment. This will enable us to manage caseload sizes andtherefore maintain minimum performance levels.

Volume decrease: Should customer volumes decrease, in thefirst instance we will redistribute caseloads evenly acrossAdvisors. If this does not prove sufficient as a remedial measure

due to duration or deficit of referrals, we will subsequentlyexamine the possibility of immediate redeployment of staff toareas of higher referral within the CPA, e.g., Sunderland toGateshead. Should this not be feasible due to an evendistribution of low referrals, staff will be temporarily redeployed tosupport roles, working remotely where convenient, similar to ourcurrent strategy of reassigning staff from our Pathways to Workcontracts to corporate functions.

Property Volume increase: In addition to in-principle agreements with oursupply chain to co-locate from each others premises, wherenecessary we will temporarily increase opening hours and

stagger staff hours so that customer appointments are distributedover a greater period of time and resources are freed. Shouldreferrals remain persistently high, we will be able to secure largeror additional premises through a reserve list maintained on anongoing basis by our Head of Property & Facilities. Thisapproach will enable us to provide the appropriate facilitiesrequired to deliver minimum performance levels.

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

Supply chain Volume increase: Should customer volumes increase so as

extend beyond some subcontractors capacity, we will weight thedistribution of referrals to suppliers with spare capacity whilstongoing contract management will ensure that no member of thesupply chain is adversely affected. Should customer volumesexceed our supply chains total capacity, we will be able to enlistimmediately the services of one or more of the additionalmembers of the Partner Networkin the North East. Our approachto supply chain management will assist all subcontractors toprovide services that sit within their capacity and capabilities. Inturn this will contribute to us achieving minimum performancelevels.

Volume decrease: In the event of reduced customer referrals,

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


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In addition to these strategies, the following remedial measures will be takento ensure that minimum performance is maintained following fluctuations incustomer volumes:

Performance management

Our 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 theincreased workload and benefit from the increased customer interaction.

Changes to customer groupsOur initial response to question 5.5 outlines our ability to change features ofour delivery model in response to changes in customer groups. This includesour ability, through our Continuous Improvement Team, to design newmodules of delivery to take into account the needs of new groups. It alsoincludes our ability to draw on the expertise of ourPartner Networkofpreferred suppliers which includes specialist providers who are able tosupport customers with specific needs. All additional members of the PartnerNetworkare able to deliver at immediate notice and Ingeus Facilities andContract Management teams will provide assistance with implementationwhere necessary. Expected performance standards will be set for each newcustomer group (and maintained for existing groups), to provide an ongoing

focus 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 employee termsand conditions would be dealt with. In addition please provide a chronologicalplan 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 be

made (unless agreed with the individual), however in some circumstancesIngeus-Deloitte may need to make minor alterations which could include


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working hours, dress code and/or location of work. For example sometransferring employees may be required to work from a different location fromthat of their previous employer. Ingeus-Deloitte will work with the additionalincumbent prime to ensure that transferees are allocated to an office locationwhich is most convenient to them. If this isnt possible we will allocate the

individual to the nearest possible location. Ingeus-Deloitte may make minoralterations to a transferees working hours, for example an employee mayhave previously worked from 8-4. In consultation with the transferee we wouldseek to change their working hours from 9-5, which would be in line with otherIngeus-Deloitte employees.

Date Activity

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

8th 20th April11

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

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

15th - 29th April11

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

29th April

27

th

May 11

1. Complete due diligence process and cost benefit

analysis for all non-incumbent CPAs2. Analyse all TUPE data received and identify gaps3. Hold initial meeting with the other preferred prime to

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

sites

30th May to 9th

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

9th 14th June

11

Transfer letter issued to incoming TUPE staff, setting out

terms etc

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

TUPE transferees3. Enrol all transferees in a change management

programme

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

meeting with their HR Manager and be enrolled into Ingeus-Deloittesinduction.


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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 an effectiveand smooth process?

All existing employers within the North East received an email from Ingeus-Deloitte within one week of contract award, outlining our position as preferredbidder (alongside Avanta) within this CPA and providing an initial overview ofour TUPE transfer process. They have been provided with contact details ofour central Human Resources team in addition to a designated HR Managerwho will be responsible for communicating weekly with employers. Once a

transfer plan has been established between Ingeus-Deloitte and the additionalpreferred bidder in this region, we will meet face to face with each existingemployer to discuss our rationale for the allocation of staff and invitefeedback. Ingeus-Deloitte will attend employer consultation events, ensuringconsistent messages are disseminated.

Part 8.1a: Performance Rationale

Please provide more specific detail relating to the CPA to show how youractivity 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 North East include:

Specific needs of customersacross the North East How Ingeus-Deloittes activities andsupport will meet these challenges todeliver an uplift in job outcome

performance

Managing health conditions:26% of households in the NorthEast are in receipt of one ormore health-related benefits,compared to 16% of householdsin the UK. These customers areparticularly concentrated in the

North Easts ex-miningcommunities, which will see

OurSteps to Workmodule and Health& Wellbeingservice will providecustomers with access to trainedhealth professionals who will supportESA and IB customer groups inmanaging their health conditions.Interventions will include Coping with

Pain and Healthy Living workshopsand referrals to our ACE Network of


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significant number of customerswho will migrate from IB to JSA.

specialist providers including PhoenixFutures (substance misuse).

We will have Employment Advisorswho specialise in working withcustomers on health benefits.

Finding work in the NorthEasts competitive labourmarket: The North East has thethird highest proportion of publicsector employment of UKregions, which makes itparticularly vulnerable to joblosses caused by public sectorcuts. This will increase thecompetition for vacancies in theNorth East.

Immediate matching to local employervacancies sourced through ourEmployer Services Team (EST) andpromoted to customers through ourcutting edge ADAPT recruitmentsoftware.

Through Ingeus and Deloittesemployer networks, we haverelationships with more than 4000businesses across the North East. Wehave created the Employer Network, anetwork of local employers who willwork with us to ensure our deliveryobjectives remain aligned with localrequirements. Employers who havealready joined the NetworkincludeNAC Group and Nissan who are keento work with us as to recruit up to 50%of the 2,000 staff Nissan will require inthe next 18 months.

We will target the employers most

likely to create sustainable jobs in thenext five years including automotives(Nissan and TRW in Sunderland) andrenewable energy (NAREC hasrecently secured an additional 30million funding in Blyth and ClipperWindpower is building a blademanufacturing facility on the Tyne).

We will develop customisedVocational Routeways to addressspecific skills shortages and develop

opportunities in growth sectors. Thesewill be developed alongside membersof the Employer Networkand willincorporate vocational training sourcedthrough our local skills providers.

Tackling complex barriers:24.3% of homes in the NorthEast are classed as workless this is the highest of all regions.Workless households in areassuch as Blyth exhibit multipleindices of deprivation. Customersin these areas are likely to be

Thorough diagnostics to identify thefull spectrum of customers needs.

Our in-house Health & Wellbeingservice will provide integrated healthand employment support.

Specialist skills and mental healthsupport from partners our ACE


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hard to help with complexbarriers to work.

(Accessible Community Experts)Network who will provide specialistsupport and target inventions forcustomers. In the North East, barriersthat hardest-to-help customer groups

face can include drug and alcoholmisuse, debt, lack of work experience,health conditions and physicaldisabilities. We have thereforeselected City of Sunderland College(skills), Action for Blind People (sightimpairment), Clarion Work Focus(hearing impairment), learndirect(skills), Citizens Advice (legal andfinancial advice) and Phoenix Futures(substance misuse counselling) to

work from Ingeus and our supplychains 15 community hubs across theregion.

Supporting young people: At30.8%, youth unemployment inthe North East is the highest ofany region (against a nationalaverage of 27.9%). JSA 18-24customers often suffer from lowskills levels, lack of aspirationand narrow travel horizons(exacerbated in areas ofgenerational worklessness).

We will deliver a Step Aheadprogramme for young people (at thebeginning ofBoostand Engage) whichis modelled on our current G2Wcourse and our 13 week CommunityTaskforce group work package, tohelp young people set goals, develop

positive attitudes and behaviours andimprove their motivation.

Through our subcontractor andemployer relationships we will sourceapprenticeships for young people inthe North Easts growth sectors.

Providing careers guidance supportfrom trained professionals.

Part 9.1: Implementation Plan

Can you please supply a revised detailed implementation plan which relatesspecifically to the CPA? You should include critical path and named roles andresponsibilities 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,


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[REDACTED], Director for the North East, [REDACTED],, and ProjectManager for the North East, [REDACTED],. This details all key activities andmilestones as well as our resource allocation and the critical path.

This is as discussed with [REDACTED], from the DWP at a meeting on 12

April 2011. A copy of the updated Gantt chart for the North East 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 withoutaffecting your proposed supply chains ability to deliver any existing orrecently awarded contracts?

Details of how we will implement our proposals without affecting our supplychains ability to deliver any existing or recently awarded contracts can be

found in our Work Programme tender. The information below relatesspecifically to how we have/will ensure our subcontractors are able toimplement contracts without impacting on existing contracts and is based onfeedback received regarding our tender response.As part of Ingeus-Deloittes Partner Networkselection process, we requestedinformation from all potential subcontractors relevant to their ability toimplement without adversely affecting any aspect of current delivery,including: annual turnover; total number of staff; existing infrastructure;performance and experience (including KPIs and customer groups deliveredto); and quality and compliance. Subsequent to this potential subcontractorswere visited by a member of our Business Development Team to discuss andrecord the organisations: maximum and minimum referral capacity; number,type and capacity of shared resources; Advisor caseload sizes; short termstrategy in event of dramatic volume fluctuations; recruitment and 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 subcontractors

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


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will 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 that

breaks Work Programme implementation down into achievable milestonesthat will not impinge upon other responsibilities. Should this not ease theobligations put upon subcontractors, we will examine other remedial activities,such as allocating Ingeus-Deloitte resources or, where appropriate,temporarily redistributing or withholding customer volumes.

Signed: [REDACTED],

In the capacity of: Chief Executive Officer

Name of organisation: Ingeus UK Limited

Date: 10th May 2011

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150. CPA5 Ingeus-Deloitte PTD Q&A

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