202. CPA8: Ingeus-Deloitte - PTD (Post Tender Discussion) Q&A

8/3/2019 202. CPA8: Ingeus-Deloitte - PTD (Post Tender Discussion) Q&A

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PTD QuestionsIngeusCPA 8 Scotland

Action:

Please enter your response after the relevant PTD question and returnto[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 8 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 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 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 and Wellbeingservice which incorporates one-to-one appointments withspecialist Health Advisors and a suite of workshops such asCoping with 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 CPA

to 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 Scotland comprises redacted all employed byIngeus. Each of these managers will work closely with management teamsfrom our six Lead Providers. Together these management teams will providefull coverage across this large and diverse CPA. In line with our deliverystrategy for the Scotland, 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

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.

High number of keystakeholders e.g. 32 localauthorities

Our highly experienced Director for Scotland willprovide strategic leadership across the countryand will engage with JCP regional CustomerService Directors, senior representatives fromlocal authorities and other key stakeholders. He

will be able to ensure that delivery is aligned withother services and addresses local issues. At a


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local level, Deputy Operations Managers, andLead Provider equivalents, will be the consistentpoint of contact for stakeholders, such as JCP andlocal authority frontline staff. This will enablehighly effective, practical working relationships

with local stakeholders.Diverse customer needsacross the CPA

Deputy Operations Managers, and Lead Providerequivalents, will be based across one or two ofthe 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 country. Forexample, local infrastructure and employmentsolutions will be very different in Glasgow

compared with the West Highlands.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 bestpractices between Ingeus and our Lead Providersand achieve consistency of service across thecountry. Operations Managers will provideadditional practical advice and support to DeputyOperations Managers, Lead Provider equivalentsand Contact Managers.

Strong localmanagement teams inexistence

Ingeus and each of our Lead Providers inScotland have experienced and highly capablelocal management teams in place. All IngeusOperations and Deputy Operations Managers willbe drawn from the existing pool of managers inScotland. This means decisions can be made onthe ground by managers with local knowledge and

expertise. It also gives us the flexibility to adaptour delivery model to respond to local customerand stakeholder needs. For example, in Scotlandthis may involve making changes to our delivery tosupport the needs of the high percentage ofyoung unemployed people in West Lothian.


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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 Countsdeliverymodel, 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 provider /end to end(delivering allelements of theEvery DayCounts)

1st floor, 35 Carrick Street, Ayr, KA7 1NS

Enterprise House, Galabank Business Park, Galashiels, TD1 1PR

Harbour Point, Newhailes Road, Musselburgh, East Lothian, EH21 6QD

1st Floor North, 44 Bank Street, Irvine, KA12 0LP

Leased

Leased

Leased

Leased


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New Cross Centre, Hamilton, ML3 6AH

Ground Floor, Building 1, Almondview Business Park, Livingston, EH54 6SF

44 York Place, Edinburgh, EH1 3HU

32 Portland Road, Kilmarnock, KA1 2DL

99-101 Dalrymple Street, Greenock, PA15 1QS

90 Brandon Parade East , Brandon Centre, Motherwell, ML1 1LY

Regus, Riverside Drive, Aberdeen, AB11 7LH

2nd Floor, 4/5 Union Terrace, Aberdeen,

AB11 6BX

Meadowbank St, Dumbarton, G82

The Centrum Building, 38 Queen Street, Glasgow G1 3DX

Granite House, Stockwell St, Glasgow, G1 4RZ

Albany Terrace, Oban, Argyll PA34 5NY

1 Smithhills St, Paisley, PA1 1EB

Mull

Leased

Leased

Leased

Leased

Leased

Leased

Serviced

Leased

Leased

Serviced

Leased

Leased

Leased

Outreach


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Lanark

Eyemouth

Hawick

Duns

Dalkeith

Newbattle

Penicuik

Wester Hailes

Bathgate

Fauldhouse

Girvan

Dalmellington

Isle of Arran

Cumnock

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach


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Port Glasgow

Barrhead

Clydebank

Helensburgh

Braemar

Ballater

Macduff

Fraserburgh

Peterhead

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Argyll and Bute subcontractor and premises to be identified

Life Skills CentralLtd

Lead provider /end to end(delivering all

elements of theEvery DayCounts)

Dumfries Hestan South, The Chilton, Bankend Road, Dumfries, DG1 4TA

126 High Street, Elgin, IV30 1BU

Drummond House, 6 Scott Street, Perth, PH1 5EJ

97 High Street, Wick, Caithness, KW1 4LR

Leased

Leased

Leased

Leased


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Personal /VocationalRouteways

2 Seafield Road, Inverness, IV1 1SG

Outreach Ryan Centre, Fairhurst Road, Stranraer, DG9 7AP

Morrich House, 20 Davidson Drive, Invergordon, IV18 OSA

11 Market Street, Lerwick, Shetland, ZE1 OPJ

2 Tankerness Lane, Kirkwall, Orkney, KW15 1AR

Outreach to customers northwards from Inverness and Ullapool including Orkneyand Shetland

Custom House, 28 Guild Street, Aberdeen,

AB11 6JY

Leased

Leased

Leased

Leased

Leased

Outreach

Leased

RegenerateGlasgow


Personal /

VocationalRouteways

Adelphi Centre, 12 Commercial Road, Glasgow G5 0PQ

Adelphi Centre, 12 Commercial Road, Glasgow G5 0PQ

Leased

Leased

The ShirlieProject

Lead provider /end to end(delivering allelements of theEvery Day

West Highland College, Carmichael Way, Fort William, PH 33 6FF

Outreach covering the north west area from Fort William to Ullapool

Leased

Outreach


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Counts)

Third SectorHebrides


Lewis Voluntary Resource Centre, 30 Francis Street, Stornoway, HS1 2ND

Outreach across the Western Isles

Leased

Outreach

Triage CentralLtd


Unit 3, Halbeath Interchange Business Park, Halbeath, Dunfermline, KY11 8RY

2nd

Floor, 31 Albert Square, Dundee, DD1 1DJ

Suite 2/3, Carron House, Carron Way, Cumbernauld, G67 1ER

8/14 High Street, Falkirk, FK1 1EY

Office Suite Wing A, Carlyle House, Carlyle Road, Kirkcaldy, KY1 1DB

Unit 22H, Thistle Industrial Estate, Kerse Road, Stirling, FK7 7QQ

Orchard Mill, John Street West, Arbroath, DD11 1XA

Montrose

Forfar

Glenrothes

Leased

Leased

Leased

Leased

Leased

Leased

Leased

Outreach

Outreach

Outreach


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Alloa

Leven

Cupar

Outreach

Outreach

Outreach

Access toIndustry

Personal /Vocational

Routeways

156 Cowgate, Edinburgh, EH1 1RP Leased

Capital CityPartnership


Waverley Court, 4 East Market Street, Edinburgh EH8 8BG

11 Pennywell Court, Edinburgh,EH11 2SY

Inch Park, Old Dalkeith Road, Edinburgh EH16 5UF

55 Sighthill Road, Edinburgh, EH11 4PB

4 Hay Avenue, Edinburgh, EH16 4AQ

156 Cowgate, Edinburgh, EH1 1RP

28-30 Ferry Road Drive, Edinburgh, EH4 4BR

Leased

Leased

Leased

Leased

Leased

Leased

Leased

CEiS Ayrshire Personal /VocationalRouteways

26 Eglinton Street, Irvine, KA12 8AS

98 Dockhead Street, Saltcoats, KA21 5EL

51 Kyle Street, Ayr, KA7 1RS

Leased

Leased

Leased


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John Pollock Centre, Mainholm Road, Ayr, KA8 0QD

Kilbirnie

Largs

Stevenston

Beith

Annan

Girvan

Stranraer

Newton Stewart

Leased

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Outreach

Forth Sector Personal /VocationalRouteways

11 Harewood Road Edinburgh, EH16 4NT Leased

Forward Training

Partnership Ltd

Personal /

VocationalRouteways

Motherwell - premises to be identified

4th

Floor Pentland House, Almondvale South, Livingston EH54 6HT Leased

JHP Training Personal /VocationalRouteways

Pentland House, Ground Floor Suite, Livingston, EH54 6NG

Old Stables Eskmills Park, Station Road, Musselburgh, EH21 7PQ

Leased

Leased


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Ballast Stadium, New Douglas Park, Cudzow Avenue, Hamilton, ML3 OLU

Dalziel Building, 7 Scott Street, Motherwell, ML1 1PN

Carleton Suite, 11 Grange Place, Kilmarnock, KA1 2AB

Room 305, 3rd Floor Tower Mill, Kirkstile, Hawick, TD9 0A

Leased

Leased

Leased

Leased

InverclydeCommunityDevelopmentTrust


16 Nicolson Street, Greenock, PA15 1UL Leased

M I TechnologiesLtd


Ashfield House, 402 Sauchiehall Street, Glasgow, G2 3JD Leased

MicrocomTraining Ltd


8 ,Miller Rd, Ayr, KA7 2AY

2nd

Floor , Rivergate House, Irvine, KA12 8EH

324/326, Brandon St, Motherwell, ML1 1XA

Leased

Leased

Leased

Momentum Personal /VocationalRouteways

12a Galabank Business Park, Galashiels

South Wing, Migvie House, 23 North Silver Street, Aberdeen AB1 1RJ

The White Studios, Room 203 & 206, Templeton Business Centre, 62 TempletonStreet, Glasgow G40 1DA

Leased

Leased

Leased

Penna Plc Personal /VocationalRouteways

Aberdeen premises to be identified

1 Cadogan Square, Cadogan Street, Glasgow, G2 7HF Leased


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80 Commercial Quay, Leith, Edinburgh, EH6 6LX Leased

Remploy Ltd Personal /VocationalRouteways

145 St Vincent Street, Glasgow, G2 5JF

22 - 24 Earl Grey Street, Edinburgh, EH3 9BN

135 Quarry Street, Hamilton, ML3 7DR

Leased

Leased

Leased

RenfrewshireCouncil Personal /VocationalRouteways

Assurance House, Paisley Leased

The TellOrganisation Ltd


Tell House, 8/4 Bankend Road, Dumbarton, G82 2RT

9 Ash Road, Broadmeadow Industrial Estate, Dumbarton, G82 2RS

Leased

Leased

The LennoxPartnership


Carus House, 201 Dumbarton Road, Clydebank, G81 4XJ

Inverclyde / Greenock premises to be identified

Leased

WEA Scotland Personal /VocationalRouteways

19A Dean Street, Kilmarnock, East Ayrshire, KA3 1DY

163 King Street, Aberdeen, AB24 5AE

Leased

Leased

Action for BlindPeople

AccessibleCommunity

Experts Network(Specialistprovision ofservices to peoplewith visualimpairment)

Outreach from leadprovider sites. See

above

Apex Scotland Accessible Outreach from lead


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CommunityExperts Network(Specialistprovision ofservices to ex-offenders)

provider sites. Seeabove

Clarion WorkFocus

AccessibleCommunityExperts Network

(Specialistprovision ofservices to peopleaural impairment)

Outreach from leadprovider sites. Seeabove

LAMH RecycleLtd

AccessibleCommunityExperts Network(Specialistprovisionplacementbrokerage)


Phoenix Futures AccessibleCommunityExperts Network(Specialistprovision ofservices for

substancemisuse)


ScottishAssociation forMental Health

AccessibleCommunityExperts Network(Specialistprovision of



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services formental healthissues)

Scottish MentalHealth Co-operative

(LanarkshireAssociation forMental Health

and RenfrewshireAssociation forMental Health)

AccessibleCommunityExperts Network(Specialistprovision ofservices for

mental healthissues)


Scottish WildlifeTrust

AccessibleCommunityExperts Network(Specialistprovision ofplacementbrokerage)


UFI Ltd (LearnDirect)

AccessibleCommunityExperts Network(Specialistprovision oftraining courses)


DHP ScotlandLtd

Self EmploymentRouteways



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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 thepossibility of immediate redeployment of staff to areas of higherreferral within the CPA, e.g., Paisley to Glasgow. Should this notbe feasible due to an even distribution of low referrals, staff will betemporarily redeployed to support roles, working remotely whereconvenient, similar to our current strategy of reassigning staff fromour Pathways to Work contracts 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 staggerstaff hours so that customer appointments are distributed over agreater period of time and resources are freed. Should referralsremain persistently high, we will be able to secure larger or

additional premises through a reserve list maintained on anongoing basis by our Head of Property & Facilities. This 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 are likely to 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 whilstongoing contract management will ensure that no member of the

supply chain is adversely affected. Should customer volumesexceed our supply chains total capacity, we will be able to enlist


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immediately the services of one or more of the additionalmembers of the Partner Networkin Scotland. 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 takento ensure that minimum performance is maintained following fluctuations in

customer 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 be

increased 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 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 andContract 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 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 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 Scotland received an email from Ingeus-Deloittewithin one week of contract award, outlining our position as preferred bidder(alongside Working Links) 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 Manager

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

Part 8.1a: Performance Rationale

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

The Ingeus-Deloitte Joint Venture provides a new and unique combination 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 customers across Scotland include:

Specific needs of customersacross Scotland

How Ingeus-Deloittes activities andsupport will meet these challenges to


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deliver an uplift in job outcomeperformance

Managing health conditions:Scotland has a high proportion ofhouseholds living on health-

related benefits. In Glasgow, forexample, the IB claimant rate isdouble the UK average. Many ofthese customers are likely tomove from IB to JSA or ESA.

Ingeus-Deloittes Health & Wellbeingservice will be of particular relevance inareas such as Glasgow, where 13% of

the citys working aged residents claimESA/IB.

Our Steps to Workstage for customerswith health conditions containsemphasis on pain management,improving mobility and tackling rootcauses of depression in order to enteremployment, common across theCentral Belt and in urban areas.

8.3% of Scotlands working agepopulation claims ESA or IB, and manycustomers on JSA suffer from minorhealth concerns. We will offer allcustomers access to our in-houseHealth & Wellbeingservice and advicefrom trained professionals.

For customers with mobility issuesand/or mental health issues such asanxiety or stress it may be necessary toconduct appointments closer to wherethey live. Therefore, in addition to

incorporating home visits into ourdelivery, we have identified 38 outreachsites throughout Scotland. We willcontinue to consult with members of theAccessible Community Expert (ACE)Network and local disability advocacygroups to ensure that our premisesmeet the needs of all customers.

We have extensive relationships withhealth providers such as Penumbraand The Ability Centre through our

delivery of Pathways to Work inEdinburgh, Lothian and Borders. Inaddition both the Scottish Associationfor Mental Health and the ScottishMental Health Co-operative have beenselected as part of our ACE Network.

Addressing addictions:Scotland suffers from higher thanaverage rates of addiction forexample, people in Scotland aretwice as likely to die an alcohol-

related death as in other parts ofthe UK.

ACE Network members such asPhoenix Futures and O.A.S.I.S. will beable to assist customers withdependency issues. Areas such asRaploch in Stirling and Onthank inKilmarnock face particular issues withsubstance misuse.


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Extra ACE Network and signpostinghas been factored-in in larger areassuch as Glasgow, where there are anestimated 15,000 problem users.

Travelling to employability

provision and work: Publictransport is expensive and ofteninfrequent in parts such asDumfries & Galloway, Fife,Tayside and the Borders. Manycustomers in the Highlands andIslands face major challenges intravelling to work and theirappointments.

By utilising the existing infrastructure

of our six Lead Providers and Ingeus-Deloittes new and existing premises,we will provide full geographicalcoverage across urban centres andisolated rural communities using 35fixed premises, 38 outreach sites andmobile delivery. Our ACE Network ofspecialist providers will also deliverservices from these premises, therebyaffording customers coherent accessto a wide range of services from asingle location, which will beparticularly important in places suchas Lochgilphead, Turriff, Mallaig,Aviemore, Dornoch and Ullapool,where public transport is more limited.

Over 12% of the Scottish populationlive in rural or island areas. Forisolated customers we will provideremote appointments and support,access to outreach sites, learndirect

Scotland services and, wherenecessary, home visits.

Residents of rural and islandcommunities will benefit fromappointments via the telephone andInvisage, our online portal. To addressthe impact of the migration of theyounger population from island areasThird Sector Hebrides will encouragesocial integration for 50+ customersand support younger customers

through job-matching to emerginglocal industries.

We will offer e-services through ourjobsearching portal Invisagewhichenables customers to independentlyjob-search and undertake a range ofe-learning modules from any computerwith an internet connection.

Customers living in areas withhigh rates of seasonalemployment: Many rural parts

of Scotland feature seasonalindustries such as agriculture

In rural areas, we will supportindividuals to secure permanentemployment by balancing a portfolio ofseasonal jobs. On the contracts wecurrently deliver in the Borders, for


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and tourism, for example theBorders, and Islands andHighlands.

example, some customers work inagriculture during the peak season, inholiday parks for the summer and thenprogress to retail positions or work forRoyal Mail for the Christmas period.

Our Rapid Response service willprovide additional support forcustomers who live in areas ofseasonal employment, minimising therisk of falling out of work or the timebetween jobs.

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. This

is currently being updated by our Implementation Programme Director,[REDACTED], Director for Scotland, [REDACTED], and Project Manager forScotland, [REDACTED]. This details all key activities and milestones as wellas 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 Scotland will be sent to theDWP 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 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 requestedinformation from all potential subcontractors relevant to their ability to


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implement 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 and

record 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 a

negative 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 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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