Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form

DOCUMENT 4

PART 5

Personal Independence Payment (PIP) Assessment Service Invitation to Tender TENDER AND SUPPLIER INFORMATION FORM 2nd May 2012

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form 1. Executive Summary [1.1] You should submit a statement that summarises your response to the final tender and highlights what you view as its particular strengths. You should use this statement to; Provide an overview of your proposed delivery for the Personal Independence Payment (PIP) Assessment Service. The Executive Summary will not be scored in its own right. However Suppliers will present this at their Supplier Presentation. Overall information from any questions asked and responses given at the Presentations will be used by bid evaluators and moderators to inform the overall quality and risk scoring of the bids. Present your response at the top of a new page, within these preset margins in Arial font size 12 on up to 3 sides of A4 including the question text and these instructions. Atos is committed to supporting the Governments welfare reform agenda, and in particular the implementation of PIP to help disabled people to lead independent lives and exercise choice and control. At the heart of Atos service will be: (1) a local service delivery by trusted organisations; (2) a claimant journey creating a positive experience, and tailored to support the needs of the individual; (3) a consistent approach which is fair and objective; (4) a low risk implementation and delivery plan; and (5) a value for money proposition that supports the Governments welfare reform agenda. Local service delivery by trusted organisations - Atos will deliver PIP working in partnership with the NHS, private hospitals, and a local network of physiotherapists. This approach creates a supply chain of trusted organisations, with experienced staff, ready and in place for day one, with the service delivery expertise of dealing with people with differing needs, and based in locations rooted in their communities. As the prime contractor in the partnership Atos will carry out the contract management; IT; contact centre; customer management; supply chain management; audit, training, finance, account management; stakeholder management and HR. Atos will also conduct paper based reviews and home consultations, assisted by partner HPs. Face to face consultations will be conducted by supply chain partner HPs. This approach provides flexibility in the two key areas of HP resource and estate, and creates the capacity to be able to react rapidly to demand fluctuations. We have calculated that across all 4 lots, our supply chain has headroom capacity for over 1 million assessments per annum above the Authoritys stated ITT annual volumes in every year of contract delivery, which can be accessed at short notice. This is made possible by a network of 1,738 consultation centre sites across all Lots a ready-made estate which is fully compliant with the Equality Act. Their location, in particular the NHS hospitals, is often at the centre of established transfer links, meaning that between 75% and 90% of claimants will be less than 30 minutes travel time from a consultation centre, with the remainder only 60 minutes away. Our supply chain partners will not be recruiting new HPs but will be identifying suitable candidates from within their existing workforce. These HPs will be able to undertake face to face consultations within their current responsibilities, with the PIP work typically taking up 25% to 40% of their time. A claimant journey tailored to support the needs of the individual - Atos have delivered health and disability assessment services for 14 years, however PIP is a new benefit, and we wanted to be sure that the end-to-end claimant journey was focused on the individual, that it was fully understood and was perceived as a positive experience which took into account the different emotional and rational factors of those with differing needs. Before designing our PIP solution, Atos engaged with Claimant Representative Groups, to take their views into account. We employed Britain Thinks (a social policy market research organisation) to carry out 30, one hour interviews with recipients of DLA to better understand; (1) the issues that influence 2

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form attitudes towards the PIP assessment; (2) the information needed to enable individuals to understand the process prior to an assessment; and (3) to test individual elements of the claimant journey that we were designing. From this, we understood that the emotional needs can be dealt with by ensuring that the claimants are reassured at every stage of the process and that their rational needs are served by making the process as personalised as possible. When we receive a referral, our HPs will carry out an immediate paper based review to fasttrack terminally ill cases. For all other cases we will establish the need for further medical evidence, and decide whether the assessment can be concluded on the basis of a paper based review only which they will conduct, or requires a face to face consultation. If a face to face consultation is required, the HP will specify whether there are particular specialist skills that are required for instance a background in mental health, or neurological conditions. Recommendations on a home consultation will also be taken into account having fully considered the specific needs and barriers of individual claimants. Claimants told us they wanted to receive a letter inviting them to a face to face consultation, not a phone call out of the blue. Therefore we will send a tailored letter, including an explanation of the purpose of the consultation; the appointment time, date and location, and how claimants can contact Atos to reschedule; it will include a map; options for claiming expenses; it will encourage claimants to bring any new FME to the consultation; and, it will give details of the Claimant Enquiry Service. The claimant will also be directed to our dedicated PIP website. On this site, claimants will get a detailed understanding of the process and be able to; view a video of a typical face to face consultation; browse FAQs; send feedback; suggested improvements or complaints; and follow links to social media sites where peers will share their own previous experiences of the PIP process. Claimants told us that a local, familiar location in which to be assessed was the best option, and somewhere that they could maintain confidentiality and dignity, where other activities were taking place, not making it obvious that they were being assessed for a claim to benefit. Atos will work with our local partners to deliver consultations from NHS Trust hospitals, private hospitals and local physiotherapists all of whom are well established in the community. These locations are all designed for providing a service to people with a wide variety of needs. From the moment that claimants come through the door, all of the staff from the receptionist to the practitioners will be empathetic, respectful and understanding of the difficulties in claimants lives generally, as well as the stress involved in taking part in a face to face consultation in particular. All staff will undergo training from experts within Atos in the specifics of the policy intention and the approach to the PIP assessment, to supplement the knowledge and experience that our partners staff already possess. Claimants told us that they wanted the person carrying out the consultation to show they are genuinely listening to them; to make eye contact; and not to interrogate them from behind a PC. Atos will ensure that the consultations will take place with the claimant sitting side by side with the practitioner, removing the barrier that the desk and the PC create, with both able to look at the screen so that the claimant understands that their story is being listened to and understood and accurately reflected in the assessment report itself. We believe that this approach will reduce any future dispute or appeal on the basis that insufficient account has been taken of their actual views and needs. When the consultation has concluded, all claimants will be invited to give feedback online, or via a written independent survey process. We will actively seek suggestions on how we can improve and enhance the service, and claimants and their representatives will also be encouraged to share their views on social media sites to help reassure those who are yet to complete a consultation. Atos believe that this experience will be viewed by the claimant as positive, objective, transparent and fair. 3

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form A consistent approach which is fair and objective - PIP must deliver a consistent, high standard of service to all claimants and must be seen to be fair. This means that consistency of the process, and in particular the claimant experience and the content of the assessment report, must be guaranteed. The two key elements of ensuring consistency are training and audit. Atos train for our own staff and train the trainers of our supply chain partners. All staff will attend a disability awareness day, to help understand the individual needs and barriers that many disabled people face. The assessment reports are the key outputs from PIP, and their consistency and quality will be key to ensure the fairness of the process and that correct decisions have been taken. Atos will carry out an audit of the assessment reports, applied equally to all HPs, using Integrated Quality Audit System (IQAS). All audit results will be fed back to HPs. Any issues raised will be highlighted to them so that we minimise the number of cases where the quality of the report could be improved. All audit outcomes will be recorded to coordinate quality performance with the aim to ensure that HPs produce consistent reports that are justifiable and fit for purpose. Atos believe that by creating an open and transparent claimant journey, and delivering a fair and objective assessment report, we will be able to help to increase the levels of claimant confidence that they have been offered every opportunity for their story to be heard and reduce the number of cases which go to appeal. Lower risk implementation and delivery - The Atos delivery model will be ready to go live in April 2013 for Lot 1 and in June 2013 for the remaining Lots. The estate required for all four Lots has already been identified, and in virtually all cases is ready to use now. The HPs required both for go live and the subsequent phases up to January 2014 already exist within our supply chain, and a detailed training plan has been developed. We are expanding existing contact centre sites, as well as putting in place teams of admin staff who can support the new IT systems currently being developed by DWP. We have a recruitment plan for these staff in place which also takes account of the need to implement a clerical system for day one. The flexibility of our supply chain model means that we have a built-in ability to manage service capacity which takes account of any planned or unplanned fluctuating claimant volumes. Contingency will be in place for day one, de-risking the PIP phased implementation approach and providing us with an opportunity to handle the subsequent peaks as the re-assessment volumes grow. Add flexibility over resources A value for money proposition that supports welfare reform - It is vital that PIP is not only a positive experience for the claimants, but that it delivers the welfare reform agenda for the DWP and is fair for the taxpayer. The majority of costs associated with PIP are around the need to use skilled people who are able to conduct the paper based reviews and the face to face consultations, and the premises in which these take place. Our supply chain model minimises the costs associated with a large scale recruitment exercise, maintaining a viable pool of expert practitioners as well as the sourcing, purchase or rental, and fit out of a Lot-wide network of assessment centres. The model also minimises the risks and costs associated with handling fluctuating volumes both upwards, where there can be need for additional recruitment or expensive overtime, and downwards where expensive resources and estate are underutilised. Our supply chain has the capability to flex to meet demand in both directions without affecting costs. Atos have incorporated the savings and efficiencies this delivery model offers into our price in each Lot a price. We have provided full details of the way these prices have been calculated and we will open our books for audit and independent benchmarking in order to provide a commitment to value for money and transparency. The new service which we have designed supports the implementation of PIP and it has the highest priority in Atos. We are excited and energized at the prospect of working with DWP to ensure that delivery occurs to plan and that the new benefit continues to be focused on those who face the greatest financial challenges as they strive to take part in everyday life. 4

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form

2. Risk Generic Risk question [2.1] Please describe, in detail, your plans for managing service capacity and potentially fluctuating claimant volumes throughout the life of the PIP Assessment Service Contract, highlighting all key stages throughout that period. Present your response at the top of a new page, within these preset side margins, in Arial font size 12, up to 3 sides of A4 including the question text and these instructions. Volume Fluctuations and increasing and decreasing demands Atos will deliver PIP in all Lots working in partnership with the NHS Acute and Community services, Private Hospitals and national networks of locally-based Physiotherapists and Occupational Therapists. This approach creates a supply chain of trusted organisations, with experienced staff, ready and in place for day one, with the service delivery expertise of dealing with people with differing needs, and based in locations rooted in their communities. As the prime contractor in the partnership, Atos will carry out the contract management; IT; contact centre; customer management; supply chain management; audit, training, finance, account management; stakeholder management and HR. Atos will also conduct Paper Based Reviews, and will be assisted in this by HPs working for two of our supply chain organisations. These back office functions will be delivered through our Service Delivery Centres (SDCs), and within existing partners estate. The majority of face-to-face consultations will be conducted by our supply chain from their own estate, with the majority of home consultations delivered by Atos HPs. The key elements of service capacity impacted by fluctuating claimant volumes will be the contact centre; the admin staff; the HPs; and, the consultation centres. Atos will propose that workflow planning meetings take place with the Authority from July 2012 to gain a comprehensive understanding of the future volumes of work, the type of referral that will be required to be handled, and the geographical spread of the work. These meetings will be led by the Atos General Manager and the Service Delivery Director. During the implementation period, Atos will deploy its workflow planning system to ensure there are necessary resources in place to handle the forecast flow of PIP work. The planning system will drive our resource level requirements by staff types and by geography, including sensitivity analysis for fluctuating volumes, and phased go live of referrals and calls associated with new claims, natural re-assessments and managed re-assessments. From this we will create a managed recruitment and training plan for the contact centre agents and administrative staff. They will be based in extended, existing Atos locations in Crewe, Linwood and Newcastle where we have already identified the additional capacity for the delivery requirements of all 4 Lots. For Atos staff, we will implement a flexible working strategy including a mix of part-time and fulltime staff, staggered starting and ending times and split shifts to build in flexibility for volume fluctuations. As a matter of policy, our resource plans will overstaff to deliver better customer service, and ensure that service levels are met and exceeded. The design of the Atos supply chain creates the capacity to be able to react rapidly to fluctuations in the level of demand for resources to conduct Paper Based Reviews and faceto-face consultations. In almost all geographic locations within all 4 Lots, we have at least two supply chain partners, giving us both capacity and contingency. When confirming partners onto our supply chain, we have required them to have the ability to flex capacity, as a minimum requirement, to meet the first two volume bands above baseline. We have confirmed with all our supply chain partners the number and types of HP and the percentage of their availability which will be allocated to PIP (typically 25% to 40%); the number of rooms, 5

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form and the times at which these rooms are available for PIP assessments. Based on this information, providers have then confirmed to us the number of PIP assessments they are able to undertake in different locations. We have calculated that across all 4 lots, our supply chain has headroom capacity for over 1 million assessments per annum above the Authoritys stated ITT annual volumes in every year of contract delivery, which can be accessed at short notice. Additional and immediate capacity flex of 15% of monthly volumes can also be provided, given that over 80% of our providers have indicated they are willing to flex and increase staff resources and offer evening and/or weekend appointments from their facilities to prevent any backlogs of assessments from occurring. This capacity, and our ability to access it will be a key resource to ensure that we maintain and exceed agreed performance levels. The scale and diversity of the Atos supply chain will ensure all contingencies are covered. We also have agreements in place whereby the contractual commitments of any failing partner can be picked up by another provider creating contingency and, ultimately, by Atos who will be available to cover in any areas of shortfall. To ensure that the capacity matches the demand, our Resource Management Team will manage workflow, and capacity planning through weekly meetings with our supply chain. The focus of the meetings will be the analysis of the Authority data regarding workflow as well as the actual data measuring the working assumptions. The analysis will enable fully informed decisions to be taken on the handling of the impact on service performance as well as utilisation of our supply chain resource. Resource availability will be uploaded daily to the Atos Practitioner Referral System (PRS) for up to six months in advance. Whilst this approach will be important at the start of the contract there will be a continuing focus on the increasing volumes of work during the PIP reassessment period as the need for additional resources increase. Equally important is the managed ramp down of volumes as the reassessment referrals come to an end in March 2016. Atos propose that joint discussions take place between the Authoritys Chief Operating Officer and Atos Service Delivery Director to reach agreement about the volume and pattern of referrals and the effect that assumptions have on managing service capacity. These assumptions include the rate of Further Medical Evidence requests, the fail to attend rates, the number of cases which require a face to face assessment, and the length of time for the completion of each piece of work. We will then agree which assumptions need to be tracked, what trigger points need to be in place to allow immediate corrective action to be taken, and how can the flow of work be brought back under control. At these meetings, during implementation, Atos will share details of readiness for go live The meetings will enable a planning process to be put in place which delivers a high level of confidence of having sufficient resources available for day one. Atos will provide a pack of key MI which will cover details, of the agreed profiles, the head of work which sits in the various stages of the Atos process and the profile of work received from the Authority. The pack will include an analysis of the trends affecting workflow and the effect this is having upon service capacity. Atos will also include an action plan which sets out key corrective actions if supply and demand does not match. We will continue to hold these meetings monthly during the whole term of the contract so that unplanned volume peaks or troughs are kept to a minimum and corrective actions can be taken quickly. In parallel with the planned Authority meetings, we will conduct weekly planning meetings with our partners to ensure that the flow of work is fully managed. The Atos Supply Chain Director will lead reviews to establish how additional resources can be made available if the profile of work is exceeding the supply of HPs. A review of the forward schedule of availability will take place to identify where additional resource needs to be made available including the sourcing of additional rooms and HPs. The Service Delivery Director will present MI showing 6

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form performance levels against agreed SLAs and take any corrective action, jointly with the supply chain partner if required. Working out of normal working hours will be among the options that will be discussed at these meetings. Our supply chain offers us considerable flexibility as we have factored into our joint commercial agreement the ability to provide additional resource if volumes exceed the profile as well as the ability to utilise resources that are not required due to volume troughs. Our supply chain approach also removes the need for any recruitment activity thereby enabling a much speedier mobilisation of the extra resources required. Managing fluctuating volumes across the Lots - Atos are bidding for all 4 Lots and are fully aware that we need to have a full service in place in Lot 1 for the controlled Go Live in April 2013, and the remaining Lots from June 2013. In all Lots, stand alone HP resources and estate have been identified and are in place. In Lot 1, partners across the NW and the NE have accommodation and HPs available to meet all possible combinations of demand, bearing in mind that new claims could result from any post code across the two regions. There are key dates where volumes increase significantly due to the staged implementation programme, and details of these have been shared with our partners so that supply chain availability and capacity grows in line with the increase in volumes of referrals from June 2013. We have sensitivity plans prepared for winning different combinations of the 4 Lots. The supply chains in each Lot stand alone, however we have planned for increased contact centre, admin and management resources, and for recruitment of Atos HPs. We believe that using our supply chain approach offers us a much greater level of flexibly to deliver any combination of Lots and the volume increase planned, and any fluctuations that may occur. Prioritisation of deployment of resources - In all instances, Terminally Ill cases take resource priority. The large amounts of over capacity built into our supply chain, and our ability to deploy this rapidly minimises the need for prioritisation, but where there are unplanned volumes of additional work, the Atos Service Delivery Director will prioritise the arrangement of face-to-face assessments and home consultations, as these elements of the service are key to providing a positive claimant experience. The contact centre will prioritise inbound calls from claimants who wish to change their appointment and for those who have questions about the assessment process. Prevention of backlogs - Our 14 years experience has shown that joint planning and accurate forecasting will minimise any build up of a backlog. However we recognise that measures need to be in place to ensure there is no backlog. Close monitoring of work queues will ensure that we identify any potential issues before backlogs start to develop. Our supply chains over capacity, ability to flex immediately increasing staff resources and offering evening and/or weekend appointments from their facilities will prevent any build up of backlogs of assessments from occurring. Monitoring fluctuations - The Service Delivery Manager will monitor the flow of work on a daily basis using the MI gathered by PRS, including the impact of workflow on performance against SLAs. Daily referrals will be registered on the system and we will constantly measure the flow of work through all stages of the new PIP process. Service Delivery Managers will have access to MI to allow them to make decisions about the prioritisation of work, dependent upon the circumstances at that time. The same approach will be carried out by the Service Delivery Team with our supply chain partners. They will be provided with regular data about the flow of work and they will be required to provide a schedule of availability of both their HPs and accommodation on a weekly basis. The information requested will be: which practitioners are available each day, how many hours are they available each day and from which assessment room they will be working. 7

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form LOT Specific Risk question [2.2] Please describe in detail your estimates of, and plans to, manage the financial risks of delivering the PIP Assessment Service. Your response should include a plan to demonstrate how you will manage the level of organisational and financial growth required to deliver this contract. Your plan should be presented as a separate document in either Microsoft Word, Microsoft Excel or PDF format. Please name these separate documents as follows: Supplier Name_ Financial Risk_Lot 1 (or Lot 2 or Lot 3.) Present your response (per Lot) at the top of a new page, within these preset margins in Arial font size 12 up to 3 sides of A4, per lot including the question text and these instructions. Each response must be individually labelled for the Lot to which it refers, by completing the heading below: LOT SPECIFIC RESPONSE FOR LOT 1 - Scotland, NE England, NW England & Isle of Man Atos is a debt-free company and we are able to draw upon the resources of the newly enlarged global Atos group. With assets currently on the balance sheet of 180billion and a projected net-cash inflow for 2012 announced to the financial markets of 200million, financial security is assured. PIP has the sponsorship of the UK CEO Ursula Morgenstern and the support of the Global Leadership Team with direct approval from Group CEO, Thierry Breton. Determining financial risks of delivering the PIP Assessment Service. Bidding for and undertaking new contracts of this size requires a detailed understanding of the risks it will cause to the organisation, its ability to deliver the service required by the contract, and other services in the portfolio. Atos is a successful international organisation which has grown both organically, through the winning of large contracts, and by acquisition. Both types of growth have required us to be able to analyse, categorise and manage significant risks in and to our business. The Atos approach to risk management is demonstrated in our RAINBOW process (Risk Assessment In New Business Opportunities Worldwide). This process ensures we identify and mitigate risks which would impact on our ability to deliver PIP to the required quality, timeliness and volumes, and that we have assessed the risks around the organisational and financial growth required to deliver. The RAINBOW process is based around a series of reviews: Strategy; Pursuit; Solution; Offer; and, Handover. For an opportunity of the scale and importance of PIP, each review must gain approval at UK and Global Board level. These reviews focus on: Demand, being able to cope with fluctuating volumes, dealt with in financial risk Resource, critical risk for PIP is having the Health Professionals to deliver the service Assets, having estate in the right locations to the right standards in the right timescales Implementation, being ready to have a secure go-live, with a key dependency being IT Supply chain understanding and agreeing who does what, as this is a significant part of our planned solution and mitigation of risk. The final Offer reviews of the risks around the organisational and financial growth took place on 10th May when the UK Board gave approval to bid all 4 Lots. Global approval was achieved on 17th May in a meeting which included the group CFO and CEO. On both occasions, every combination of possible individual and multi-Lot wins was analysed for financial and resource 8

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form impact, including sensitivity analysis of volume assumptions to +/- 30%. The financial models were signed off by UK and Global CFOs. We have also modelled the scenarios requested in the question with volumes +/-15% and a 25% increase in working capital requirement. A review of the organisation growth in the context of the size of the organisation and a review of the source of working capital, this analysis can be found in the file Atos IT Services UK Ltd_Financial_Risk_Lot 1.xls. Estimates of Financial Risks: HP resource, Priority Risk: Availability of Health Professionals. We have systematically assessed the risks using: Recruit, Train, Deploy and Retain HR approach. Recruit HPs, large numbers of Health Professionals are required to service the contract. We are currently seeing that the pipeline for the recruitment of HPs into a disability assessment service requires a 5:1 conversion rate. There is also a considerable time-lag from expression of interest through to availability of resource of approximately 3 months. In Lot 1 our experience shows that the effort for recruiting each additional Health Professional is 2.6K and we require to recruit 1,058 HP for this Lot. Mitigation HP resource In Lot 1 our solution reduces the recruitment effort to 74 direct HP recruits. The balance of the capacity requirement, equal to 984 HPs, is sourced from an increased utilisation of our supply chain partners resource pool of HPs. Decreasing risk and working requirement. Train: all our Health Professionals require training to ensure that they are skilled in disability assessments. This entails 7.5 days of training, for Lot 1 that equates to a cost of 2.3m which Atos will cover. Deploy: bringing in large numbers of HPs in short timescales is problematic as a sudden influx requires simultaneous induction, training, deployment, management, IT assets and accommodation (both training and business as usual. To do this requires the underutilised resource for that period of time, where salaries, on-costs including accommodation, are being paid for, without any corresponding outputs delivered. This risk has been significantly mitigated in terms of supply chain HPs, seen as variable costs in our financial model and risk plan, there is a residual financial risk in our fixed cost element being the Atos direct recruit HPs and the Atos admin staff being not fully utilised. These are built into the fixed cost element of our financial model and risk plan summarised in Atos IT Services UK Ltd_Financial_Risk_Lot 1.xls Estates: having the available space required in the locations with sufficient flexibility for the service provision. We see there being a financial risk, i.e. of funding the acquisition of a new estate portfolio has being significant. Our solution mitigates this risk through the use of underutilised accommodation in the estates portfolio of our partners. Each partner has contractually agreed to providing accommodation to the required specification. Atos has an accommodation requirement which is greatly reduced for Lot 1 and this is built into our fixed cost element of our pricing model. IT: The IT requirement is an implementation issue and an organisational growth consideration we have included it into our risk profile with plans to manage and mitigate the financial risks as the IT is a significant element of the working capital requirement. Requirement for Working Capital: Our plans to mitigate the organisational risks and financial risks by developing a structured supply-chain of local providers as our solution ensures the lowest risk for us and for DWP in implementation, operations and delivering of this new health 9

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form and disability assessment service. The use of underutilised third party resources and assets reduces significantly the inherent financial risk and also implementation risk for this contract. The amount of working capital required to fund the set-up is decreased as there is a marked reduction in terms of: Estates through the use of underutilised accommodation: Recruitment: through the use of currently employed Health Professionals. In our experience these are the two greatest areas of working capital consumption in the setup of a disability assessment service. This is an actual reduction, not just a displacement onto the supply chain partners. The supply chain partners will be responsible for an element of upfront investment to fund their management cost and some localised elements of the PIP implementation which will include the accommodation selection and preparation activities from their existing estate portfolio, and the selection of HPs to undertake the Atos funded training. The Supply chain partners have provided for their working capital risk into the unit price they have agreed with us. Many further requirements will be met through the leverage of existing assets owned by Atos existing contact centre space reduces organisational risk and financial risk for the contract. There will be some elements which do require funding and they are built into our model. Remaining elements requiring Working Capital funding are: Training across the whole supply-chain Atos will fund and ensure the quality of this activity, for Lot 1 this equates to 1,058 HP (heads not FTE) at 7.5 days initial training IT system development and infrastructure roll-out is the sole responsibility of Atos as prime contractor for Lot 1 10.9Million Lot 1 has a maximum working capital outflow of 16.1M set against the forecast total Atos cash inflow of 200Million per year. Our breakeven point for Lot 1 is February 2015. The above required working capital will be funded internally by Atos and is a reduced amount due to the provision of resources and estates by our private and public sector supply chain. An overview of the breakdown of Atos versus supply chain source of working capital can be found in the financial risk management plan Atos IT Services UK Ltd_Financial_Risk_Lot 1.xls No specific credit arrangements will be entered into for this Contract other than standard credit terms with our supply chain.

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Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form

3. Claimant Journey Generic Quality question [3.1] Please describe the Claimant Journey through your PIP Assessment Service. This should clearly demonstrate how every claimant will receive a positive experience, that the journey will be tailored to take account of individual needs (detailing how you will address any lot specific innovation for the customers) and that you clearly identify any innovative ideas for delivery that adds value to the claimant journey. NB: Suppliers can supply a flow chart or similar to illustrate their claimant journey in addition to their narrative rationale described below. Any such chart should be restricted to 2 sides A4 maximum and be presented in Word, Excel or PDF format. Please name this separate document as follows: Supplier Name_ 3.1_Claimant Journey. Where possible use universally understood terminology or give explanation of internally used terms. Present your response at the top of a new page, within these preset margins in Arial font size 12 up to 10 sides of A4 including the question text and these instructions. Atos have delivered health and disability assessment services for 14 years. We recognise that PIP is a new and very different benefit, and therefore we have designed an end-to-end claimant journey that is much more focused on the needs of the individual. We want to ensure that all claimants fully understand the process and that they perceive it to be a positive experience which recognises and takes into account the emotional and rational factors of those with differing needs. To be successful, claimants must believe that PIP is fair, objective, transparent and consistent. To help design a claimant journey which achieves this, we have engaged with a wide range of Claimant Representative Groups (CRG), to take their views into account, and we instructed Britain Thinks (a social policy market research organisation) to carry out 30, one hour interviews with current recipients of DLA. This research activity was designed to better understand the issues that influence attitudes towards the PIP assessment; to identify the information needed to enable individuals to understand the process prior to an assessment; and to test individual elements of the claimant journey that we were designing in our solution to deliver PIP. The research findings allowed us to understand that the claimants emotional needs can be dealt with by ensuring that we provide reassurance at every stage of the process and confirm that we are listening to what they say; and that their rational needs are best met by making the process as personalised and individually tailored as possible. Our claimant journey will engage with the claimant in a way which will not be seen as overwhelming, and that will take account of their individual needs, rather than a journey which is driven by the requirement to complete an impersonal process. Each claimant will experience a personal service which will be based on their expressed choices and requirements. All personnel engaged in the delivery of this service to claimants will be security cleared in line with the Authoritys requirements and trained to empathise with the challenges faced by people living with a disability, to be considerate of the potential stresses a claimant may suffer during their journey and to assist claimants with respect and consideration of their personal circumstances. All HPs will be accredited by the Authority upon successful review of their initial assessments. Paper Based Review (PBR) and Further Medical Evidence (FME). From the point at which Atos receive a referral from the Authority, the claimants individual circumstances are considered. When a referral is received, it will be registered onto our Practitioner Referral 11

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form System (PRS) by a member of our Administrative Team, and we will flag claimants that have been identified by the Authority as having any sensorial, physical, mental or emotional conditions which may impose particular barriers or indicate any specific needs that will require additional support. We will also flag claimants living abroad, and cases that are considered to be sensitive by the Authority. For claimants living abroad we will conduct a PBR with the request of FME where required. Our processes allow for a telephone based interaction with the medical practitioner caring for the claimant or a direct conversation with the claimant. The small number of claimants deemed to need to be handled in a sensitive manner will be managed according to Authority processes. Atos recognises that these cases are subject to a higher level of security than other cases, and we intend to manage these cases clerically. Our specifically trained Health Practitioner (HP) will log into PRS and pick up the cases from a queue in order to review all of the information that has been provided, including the Part Two Form and any scanned FME. HPs will consider each section of the Part Two form so that they fully understand the nature of the claimants conditions and how this affects their needs for additional care and assistance with mobility. They will analyse the additional supporting evidence that the claimant has provided to see how this supports or contradicts what they themselves have said about their needs. Any referrals identified as Terminally Ill, or potentially Terminally Ill, are handled with priority, and cleared within the agreed Service Level Agreement of 2 working days. We fully appreciate the sensitivity attached to these claims and will make every effort to obtain the relevant further medical evidence (a DS1500) that enables them to clear the case as a matter of priority. For other referrals, if there is sufficient and relevant information contained within the case for the HP to produce a Paper-Based Review Report, they will do so immediately. The HP will consider all the evidence against the set descriptors, and they will produce a completed report which sets out the justified recommendation for their conclusions. The report will be produced in such a way that it will be understood by the claimant if they decide that they wish to see a copy. Our HPs are very aware of the need to provide reports which explain in understandable terms, free of medical jargon or abbreviations, what they have considered and why a critical aspect of making sure that the claimant feels involved in the end to end PIP process. This approach results in the shortest possible journey for the claimant by ensuring that the action required by them is kept to a minimum and it will contribute towards reducing any stress or anxiety that they may be experiencing in association with the PIP assessment process. The PBR Report will be provided to the Authority, either using the assessment tool or in hardcopy during the initial clerical process, and after any audit if the report is selected as part of our quality monitoring processes. If insufficient information is available at the PBR stage, but there is a belief that additional information may assist the HP in completing the report, we will seek FME from the professionals indicated by the claimant as having the most relevant knowledge of them; be that their GP, their social worker or any other professional who is well placed to offer appropriate advice. The request for additional evidence will be developed into a specific request for information which is pertinent to the individual claimant. It will also be constructed in such a way that allows the professional to provide relevant information which links with their level of knowledge of the claimant. It would be more appropriate to ask a Community Psychiatric Nurse to provide information about their patient rather than a GP who may not have the same level of knowledge about the claimants mental health care needs. We will use our case management system, the Practitioner Referral System (PRS) to issue FME requests, and we will ensure that follow up contact is made of those professionals who have not 12

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form provided a prompt response. Our HPs will approach, and make an offer of assistance to any professional who is finding it difficult to provide relevant and meaningful information. We will look to build strong professional relationships with organisations which will be the source of multiple FME reports i.e. GPs practices in local communities which have a high prevalence for PIP claims. This will ensure that the reasons for the FME request are fully understood and will reduce delays in getting high quality reports returned. We have been informed through our research that claimants feel that they often have to provide information repeatedly in order for their claim to benefit to be progressed. Atos take the view that the use of FME reinforces the claimants view that all relevant medical information about their condition is being taken into account, and it removes the need for them to continually repeat themselves. In some circumstances, it may be appropriate to contact the claimant to obtain further details so that we can obtain any potential FME. To keep the claimant appraised of what is happening with their claim we will inform them that FME is being sought, using the claimants preferred communication channel. This is most likely the first direct contact that we will have with the claimant and it is essential that it is a positive experience for them. It will be our opportunity to make sure that the claimant fully understands the process. In the first instance, we will write to claimants. Our research has helped us to understand that claimants prefer a letter initially rather than a phone call out of the blue. Unannounced phone calls have been indicated as having the potential to cause stress and confusion particularly for claimants with mental health conditions. Therefore to keep anxiety to a minimum throughout the claimant journey telephone contact will only be used if indicated by the claimant as their preferred communication channel, or if we have informed them in advance that we would ring. Completed FME reports will be sent directly to the Authority for scanning and will become available for HPs to view on PIPCS. If the FME received means that the HP can now produce a PBR Report, they will do so and the Report will be provided to the Authority following any necessary quality audit. If the Authority decides that a report does not meet the fit for purpose criteria set, this will be notified to us by the Decision Maker. The re-referral of the report will indicate the reasons why a re-work is required. The Report will be reviewed and corrected in the majority of cases by the original HP, and returned to the Authority in accordance with agreed timescales and the quality standards as set out by the Authority. This feedback from the Authority will be used by Clinical Delivery Managers to remind HPs about the criteria that they must meet to ensure that a Report is able to be used as part of the decision making process. While reviewing the Part Two Form and any additional FME, the HP will identify any sensorial, physical, mental and emotional conditions which may impose particular barriers or indicate any specific needs that may affect the claimant taking part in the PIP process. The HP can if appropriate, specify whether they believe there may be the need for a Mental Function Champion or another condition specific Champion to be available to provide advice and support to the HP. Relevant details will be included on the electronic case on PRS, and taken into account by contact centre agents when communicating with claimants, receptionists when welcoming them to a consultation centre and HPs carrying out consultations. If the HP decides that a face-to-face consultation is required, they will create an appointment request on PRS. Details will be recorded on PRS for the assessing HP to be aware that the claimant may have a condition which may require them to seek additional support i.e. the need to use a hearing loop system or the use of a more suitable chair. The HP will also record on 13

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form PRS whether a home consultation (HC) is required based on evidence provided by the claimant or their representatives, or requested specifically by the Authority. If at any time Atos or the Authority are advised that a claimants circumstances have changed then these changes will be recorded on PIPCS and PRS. Our staff will be fully aware of the need to action these changes in order to prevent any embarrassing or distressing situations, particularly in the case of a bereavement. Changes will be actioned immediately and confirmation will be sought by an Atos Manager that any subsequent actions have been considered. Arranging the Face to Face Consultation. Atos believe that the face to face consultation is an opportunity for the claimant to explain how their condition specifically affects their daily living in one-to-one discussion with a specifically trained medical professional. This is a key message that we will convey to all claimants at every opportunity. In all communications, we will reassure the claimant regarding the purpose of the consultation to ensure we achieve a positive view of the process, and a willingness to engage. All claimants asked to attend a consultation centre will be sent a tailored appointment letter. The letter will include an explanation of the purpose of the consultation; information on the appointment time, date and location, and how claimants can make contact with us in order to reschedule their appointment. It will also: Include a map showing the location of the consultation centre; detail the options for claiming expenses; encourage claimants to bring along a companion to support them; encourage claimants to bring along any new or previously overlooked FME to the consultation; and, give details of the Claimant Enquiry Service encouraging the claimant to inform us of any other specific needs that they may have, advise us of any changes to their circumstances or contact us for any additional information. The letter will be available in a variety of formats to support the claimant, such as large font, Braille or alternative languages. The claimant will also be directed to our dedicated PIP website. On this site, claimants will be able to, view a video of a typical face-to-face consultation, browse FAQs, send feedback, suggested improvements or complaints, and follow links to social media sites where peers will share their own previous experiences of the PIP process. The information on this website will also be available in alternative formats to meet the needs of claimants with a wide range of disabilities and health conditions in line with the Equality Act 2010. At all times, all communications will be directed to the appropriate person, either the claimant or their appointee or representative. The appointment will be arranged for a date which will allow for the seven days prescribed written notice period to be met. In all communications, we will encourage claimants to be accompanied by a companion during the assessment as we see this as a valuable support measure for the claimant, especially those with additional requirements or very specific needs. It will be made clear to the claimant that they have the option of rearranging the consultation to a more convenient time and place. As standard, the appointment will be at the consultation centre nearest to the claimants home, which, given that Atos and its supply chain has identified 1,738 sites available to us to deliver the service across all 4 Lots, means that for 75% to 90% of claimants this will be within 30 minutes travel with the remainder travelling less 14

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form then 60 minutes. However, should another location be more convenient for them, somewhere nearer where they receive specialist care for example, they will be able to request a change of location. The claimant can contact us if they have any concerns about being unable to reach the consultation centre due to their disability. Such concerns will be minimised through identification at the PBR stage of individuals who require an HC. Should an HC not be appropriate and concerns about travel remain then, we will arrange alternative transport such as pre-booking a taxi to enable them to travel to the consultation centre and thereby help to reduce the anxiety that may be caused if public transport is the only other option available to them. As the majority of our face to face consultations will be carried out by our partners, we will be able to offer mini-bus pick-ups by NHS partners in a number of areas. At any time, a claimant may raise additional requests such as same sex HPs to undertake the consultation or the need for the presence of an interpreter. Requirements which have been raised earlier in the process i.e. at the point where the Part Two Form is reviewed, will be taken into account at the point where we schedule an appointment. We will look to accommodate these types of requests in all cases if the request is received before the day of the appointment. As a minimum, 95% of requests received within 2 working days notice will be met. If there is insufficient notice to accommodate the requirements, a mutually agreeable alternative consultation time will be arranged to allow for the claimants special needs to be met on the rearranged date. Claimant Engagement. At the point the claimant is provided with details of their allocated appointment they will also be signposted towards a range of sources of further information. They will be informed of ways to engage directly with the process both for general queries and for any additional information that they require. We will provide information that can be accessed by the claimant either passively or actively, depending on their personal preference. Atos will provide a Claimant Enquiry Service and this will be the primary source of engagement with claimants. For specific information on the PIP process, a free-phone enquiry line will be available from 8am to 8pm Monday to Friday, with at least 90% of all calls being answered and 80% answered within 30 seconds. The contact centre agents answering calls will be UK based, dedicated only to PIP, and trained in disability awareness. They will have access to the claimants individual assessment journey as provided through PRS. They will also have a full understanding of the PIP process that Atos have in place to carry out PIP consultations. The extensive knowledge of the agents will allow for claimants queries to be answered at the point of contact, with the provision of added information or context so that anxious claimants can be put at ease. Agents will offer a call back service in order to minimise costs which may be being incurred by the claimant. In order to provide information in a format that claimants can access in their own time and at a pace suitable to them, general information on the claimant journey will be available online 24 hours a day. It will be built to meet the UK government standard for accessibility - the standard is Level Double-A of the W3C Web Content Accessibility Guidelines. It will be compatible with major disability aids to maximise the number of claimants who can access it. Claimants will be able to access a detailed explanation of the process, information about the type of location they will be expected to attend and also some background into the training received by HPs and staff. Links to social media sites will also be provided where claimants who have already been through a consultation can share their experiences of the PIP consultation process, and 15

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form offer reassurance to others who have yet to undergo the process. Many such discussion sites already exist, some run by CRGs, and Atos is in discussion with them regarding the most appropriate way to signpost these sites whilst allowing them to maintain their independence and their desire to be perceived as advocates of the claimants. Our key consideration in the design of the Claimant Enquiry Service and the PIP website is that they should allow claimants to find the information they want in the way they find most convenient to them. During our research claimants advised us that reading about the experiences of other disabled people who have been assessed will significantly help to diffuse their anxieties. Social media is a medium that is increasingly used by individuals to share their experiences with others and discuss their concerns and this was confirmed through our claimant research. The design of the solution for PIP offers an opportunity to allow claimants to maintain this familiarity in their progression through the assessment process. All of the initiatives we will implement are designed to provide a high level of customer service as well as attempting to maximise the attendance rates at the face to face consultations. Our actions are looking to create a service where a PIP consultation is seen as a positive experience and an excellent chance for the claimant to explain the story of how they live their lives. If there are any instances of unacceptable behaviour displayed by claimants during their contact with the Claimant Enquiry Service or at the face to face consultation, details of the incident will be recorded by Atos staff or by members of staff within our partner organisations and the Authority will be advised. Any individual who then has claimant contact will be advised to follow the Atos guidelines and to take all necessary precautions on handling the possibility of a difficult situation. The content of training for all individuals providing claimant services will include how to handle situations of this nature. All Atos guidance will be compliant with guidance provided by the Authority. The Face to Face Consultation at a Consultation Centre. We will send a text message reminder in advance of the consultation to those claimants who have provided a mobile number. The message will remind them of the appointment time and location, in order to reduce the chance of the individual failing to attend for their consultation. Signage at the location will be clear, but without it revealing what is the purpose of the consultations which will be taking place. This discreet approach will help to reduce any perception, and associated anxiety, that PIP claimants are in any way different, are being singled out or that the consultation is anything out of the ordinary. The locations, particularly the NHS locations, which our partners intend to use will also assist in not highlighting the fact that a benefit assessment is being carried out. Our research indicated that claimants were anxious to attend obvious locations which were closely associated with the claiming of benefits. All consultation centres will have ground floor rooms, they will be located adjacent to popular public transport routes and will be compliant with the Equality Act 2010. From the moment that a claimant enters, all of the staff from the receptionist to the HPs will demonstrate that they are empathetic and respectful. They will have an appreciation of the challenges faced by claimants who live with a disability, as well as the possibility of the stress claimants may be feeling. Their behaviour will show that they welcome the claimant into the consultation centre and that they are there to help the claimant to partake as much as possible in the process. All our staff will undergo training in the specifics of PIP as well as the need to have a broad awareness of matters which relate to people who live with a disability. This will 16

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form build upon the extensive knowledge and experience of working with people with disabilities that our NHS, private hospitals and physiotherapist partners already have. Our partners have successfully worked with disabled people for many years and have been able to ensure that they feel engaged and involved in the services that they need to receive. How our partners deliver their customer services has been a critical selection criterion in evaluating and forming our supply chain. Consultation centre receptionists will be trained to be able to put claimants at ease from the point of their arrival to the point at which they are taken into the consultation room by the HP, which for at least 90% of claimants will happen within 30 minutes of the appointment time. In every location we shall display the Atos Customer Charter so that all claimants are fully aware of the service which they can expect to receive. Receptionists will greet the claimant on arrival, recording their arrival time and they will complete the necessary claimant identification checks in line with the Authoritys guidance. Any reasonable expenses relating to the attendance for the consultation will also be recorded in line with the claimant expenses process for those claimants and their companions who wish to claim on the day. A claim form and envelope will be handed to those claimants who need their return ticket before they can claim so that they can send their claim to the Atos Service Delivery Centre for payment. These expenses will be reimbursed within 14 days of the submission of the claim. The claimant will also be informed on arrival and during their time of waiting of the current state of running, and when they are likely to be seen, especially if it may not be the time indicated on their appointment letter. The receptionist will play a key role in making the claimants time at the consultation centre as stress free as possible, reassuring them where necessary and providing answers to any previously unanswered queries they may have about the process. Again the provision of receptionist services has been a key element in developing our supply chain. No more than 1% of claimants who arrive on time and are fit to be seen will be sent home unseen. If this is unavoidable the receptionist will manage this situation immediately to ensure that any undue waiting is kept to a minimum. They will offer our sincere apologies, explaining how the issue has arisen, and an alternative appointment at a time convenient to the claimant will be booked. This will not affect the payment of expenses incurred for either the original or the rearranged appointment. All claimants will be collected in person from the waiting area by the HP who will be conducting the consultation. This will allow the HP to immediately begin building a rapport with the claimant and putting them at their ease. The initial contact with the HP will also enable the sharing of an explanation of the nature of the consultation and how it is a chance for them to expand on what they have already included in their Part Two Form. Claimants have told us that they wanted the HP carrying out the consultation to show they are genuinely listening to them. They wanted the HP to make eye contact with them and not to interrogate them from behind a PC. Atos have used this feedback to ensure that the consultations will take place with the claimant sitting side-by-side with the HP, removing the barrier that the desk and the PC create, and with both participants being able to look at the screen so that the claimant understands that their story is being heard and understood, and is accurately reflected within the report. We believe that this approach will provide reassurance to the claimant, and contribute considerably towards a reduction in any future disputes, complaints or appeals on the basis that insufficient account has been taken in the production of the assessment report of the claimants actual views and needs. 17

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form

The consultation will take as long as is necessary for the claimant to tell their story and for the HP to gain the understanding they need to be able to complete the report as accurately as possible. During the consultation the HP will also review any additional evidence that the claimant has brought with them to ensure that a complete and up-to-date reflection of their circumstances are considered. The HP will ensure that all the conditions presented by the claimants are fully considered and that the variability of the conditions are investigated with regards to their daily living activities. The HP will review the claimants medical history and encourage them to explain what they do during a typical day. Claimants will be helped to explain the tasks they can perform and the assistance they need in order to carry them out. The HP will compare the claimants account of their needs, provided to them during the consultation and then compare this against any FME that has been provided as well as the Part Two Form completed at the outset. The HP will have access to a Mental Function Champion or another condition specific Champion who will be available to provide advice and support. HPs will also ensure that if they encounter an unexpected finding that they will urgently communicate this to the claimants GP having fully considered the consent issues associated with this action. Throughout the consultation process, the matter of safety for all parties will be taken seriously so that precautions are taken to minimise any possible risk to either party. Our previous 14 years experience in this area will inform greatly the approach which we need to take for PIP. Following the consultation, the HP will complete the report and the consultation will be recorded on PRS as complete. Even though we will have made every effort to encourage claimants to attend for their consultation there will be a number who fail to attend. Reception staff will record that they have not attended on PRS, and provide the Authority with a record of the actions which have been taken to ensure that a convenient appointment has been arranged. This report will assist the decision maker to arrive at a good cause decision with regards to the claimants continued entitlement to PIP and our staff fully appreciate the need for accuracy and completeness of this information. Home Consultation. We will undertake a consultation in the claimants home at the Authoritys request, or at the claimants request, if supported by an appropriate health condition or disability or where their HP has indicated that the claimant is unable to travel on health grounds. We will allocate the case to an HP in the area where the claimant lives, and that HP will engage directly with the claimant to arrange a suitable time and date for the visit to take place. On the day of the appointment the HP will ensure that they arrive within one hour of the appointment time. The HP will introduce themselves and show identification, and check the identity of the claimant. The HP will make sure that the claimant is happy for the consultation to take place and will explain in detail the process which will take place. Throughout the consultation the HP will take notes of the conversation to make sure that the story the claimant needs to tell about their disability is accurate and complete. The HP will ensure that the claimant is put at their ease and is encouraged to provide all relevant information including any additional evidence that they have kept at home. The HP will explain the next steps in the PIP process and will provide the claimant with details of the website and complaints process. If the HP is unable to complete the consultation due to the fact that the person visited is not at home they will leave a calling card informing the claimant of the visit and request that they contact the Claimant Enquiry Service to arrange another HC. Following the successful completion of the HC the consultation report will be completed either on the assessment tool or using the interim solution and provided to the Authority following any 18

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form necessary auditing processes. Post-consultation feedback. The claimants journey with Atos will not cease at the end of the consultation. Feedback about the service provided is an integral part of our understanding about how claimants have engaged with the PIP process. The HP will explain to the claimant that Atos actively encourage feedback from everyone who takes part in the PIP process. Feedback forms will be provided to claimants when they leave the consultation centre and can be returned in a Freepost envelope, or the claimant can complete the feedback online. They will be encouraged to immediately rate the various aspects of the service they have received and to propose suggestions for improvement. Atos currently administer an internal initiatives process, which we will extend to include ideas from claimants. This would mean that all suggestions for service improvements made by claimants are reviewed and any with the potential to lead to benefits for the wider claimant community and the Authority will proceed through a more detailed qualification process. In addition to this collection of feedback a third party satisfaction survey will be commissioned, which will also be used to support the requirement that 90% of PIP claimants must be satisfied with the Atos service. All feedback through this more formal route will be highlighted and actioned. Results will be reported to the Authority and they will also feed into the continuous improvement programme. In most cases this is where the claimant journey will end with Atos. However, in a small number of cases, it might be that the claimant is dissatisfied with the service they have received. In this case the complaints process will be instigated. Complaints process. The complaints process will be highlighted to claimants early in their journey. Complaints can be made in various ways and at any point in the journey, keeping any bureaucratic barriers that may put a claimant off complaining as low as possible, and ensuring that a true reflection of the service is obtained. HPs and receptionists will have available complaints leaflets if a claimant wishes to formally express their dissatisfaction with the service they have received. Once a claimant makes a complaint it will be treated on an individual basis and they will receive a full response that addresses the specific issues they have raised. The Atos Claimant Services Team (CST) will manage the complete journey of the complaint from receipt through to investigation and resolution. Issues raised by the claimant will be raised with any named individuals so that they can respond. Any remedial or corrective action which needs to be taken will be progressed by both Atos and our supply chain partners so that we maintain the high standard of service which is expected. The level of complaints have again formed part of the selection process used when forming our supply chain as has the methods used to investigate issues raised and how lessons learned have been implemented. All complaints will be acknowledged within 2 working days with 90% of all complaints responded to in full within 20 working days. If a full response is not possible an interim response will be provided to the claimant explaining what action is being taken and when a full response will be made. Information about complaints will be reported on a monthly basis to the Authority, with a random sample of responses being reviewed jointly to ensure that 19

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form investigations and replies achieve a high standard. An independent tier will be available to review how the complaint has been managed if the claimant continues to remain dissatisfied with how the complaint has been resolved. Continuous Improvement. Atos will use the feedback from rework cases, complaints, the satisfaction survey and information from the web site will all be used to build a continuous improvement programme. Atos will also involve representation from CRGs in this process. This programme will be overseen by the PIP General Manager so that all elements of the claimant journey are constantly reviewed from the perspective of the claimant and improvements are implemented quickly along with ongoing evaluation of their effect.

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Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Generic Quality question [3.2] Please detail how you will schedule and deliver the assessments by health professionals for this service? Your response should address challenges identified within the service requirements plus any additional challenges you have identified which would impact PIP Assessment Service delivery. Present your response at the top of a new page, within these preset margins in Arial font size 12 up to 3 sides of A4 including the question text and these instructions. The key challenges to overcome are: an IT system to support scheduling and appointment making; the collection of medical evidence; encouraging claimants to attend for their consultations; a home consultation service which supports claimants who cannot travel; provision of high quality advice reports; an advice service to support Decision Makers making the correct decision and minimising the number of appeals. Additionally, because PIP claimants have heightened mobility challenges we have designed a solution which means that between 75% and 90% of claimants will be within 30 minutes travel of a local centre. To schedule and deliver the assessments by Health Professionals (HPs) for PIP, Atos have designed a new case management system the Practitioner Referral System (PRS) - which will manage the overall process for PIP referrals, and with which administrators and HPs within Atos and its supply chain will interact. This tool, and the processes we have designed to support it, will ensure that the challenges in the activities surrounding the scheduling and delivery of the PIP assessments will be met. The majority of face to face consultations will be carried out by our supply chain, as detailed in our Executive Summary. Atos admin staff will respond to tasks raised in PIPCS and enter new referrals into PRS. PRS will provide real time information on the status and progress of referrals. PRS will direct all referrals to a shared work queue for HPs, who will select work using a get next function, based on a KPI start date. The HP will review all the information provided, including the Part 2 Form and any scanned Further Medical Evidence (FME). Any referrals identified as Terminally Ill will be handled with priority, and cleared within the SLA of 2 working days. For other referrals, if there is sufficient, relevant information for the HP to produce a Paper-Based Review (PBR) Report, they will do so immediately. The PBR Report will be provided to the Authority, after any appropriate audit. FME - If insufficient information is available at the PBR stage, but additional information may assist in completing the report, we will seek FME from the professionals indicated by the claimant as having direct knowledge of their condition. Commonly, this will be their GP, but may be FME from their social worker or district nurse. PRS will issue tailored requests for FME asking for answers to specific questions, including a pre-paid envelope for return to the Authority. A reminder call will be made, if no response occurs within 7 days. It may, in some circumstances, be appropriate to contact the claimant to obtain further details of potential FME. We will inform the claimant that FME is being sought, using their preferred channel of communication. If the claimant brings FME to their consultation, we will copy it, return the originals to them and forward the copy to the Authority for scanning, once the assessment has been completed. Where FME is presented by the claimant at a Home Consultation (HC), we will take the FME away, copy and return originals to the claimant and forward, as above. If the claimant is unwilling to give originals, our HP will note the information, including the type, date and body responsible for the source document. Where FME is returned directly to the Authority and scanned into PIPCS, a task will be generated within PIPCS. An HP will review the FME and decide if there is now sufficient and relevant information contained within the case to produce a PBR. If not, arrangements will be made for a face to face consultation. Scheduling face to face consultations - If the HP decides a face to face consultation is required, they will create an appointment request on PRS, and can if appropriate, specify the need for a Mental Function Champion or another condition specific Champion to be available 21

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form to provide advice and support to the HP. If a preferred specialism is identified, an appointment will be booked with an HP with the requisite skills and knowledge in a slot available at the closest location. The HP will also record on PRS whether an HC is required, requested by the Authority or based on evidence provided by the claimant, their representatives. The Atos Resource Management Team will create consultation sessions in PRS against individual consultation rooms, and appointment slots will be created within those sessions. Our supply chain partners will provide specific HP resource availability on a weekly basis and this will be updated by our team. PRS will book a default appointment immediately at the location closest to the home of the claimant. These appointments will take into account the required statutory notice period of 7 days. PRS will record any additional requirements, e.g. the need for a same sex HP or an interpreter. Where a default appointment cannot be made immediately, there will be a range of options, including creating further availability in the default location or booking the appointment into an alternative nearby location. We will ensure that claimants are not assessed by an HP who falls into any of the excluded categories. All HPs will be made aware of the excluded categories, and our supply chain partners will be responsible for identifying HPs who have been involved in a claimants clinical care, so that an alternative HP can be scheduled. A tailored letter will be issued, including an explanation of the purpose of the consultation; the appointment time, date and location, and how claimants can contact Atos to reschedule; it will include a map; options for claiming expenses; it will encourage claimants to bring any new FME to the consultation; and, it will give details of the Claimant Enquiry Service. PRS will enable an appointment to be redirected to an HC request, where necessary. This is only expected to occur in exceptional cases, e.g. where a client has been sent home unseen and is reluctant to make a repeat journey. As standard, the appointment will be at the consultation centre nearest to the claimants home. Given that Atos will utilise approximately 750 sites in Lot 1 to deliver the service, this means that between 75% and 90% of claimants will be within 30 minutes travel of a local centre. For assessment centre consultations, the receptionist will welcome the claimant, check their identification and log their arrival, so that data to support KPIs on claimant waiting times can be derived. The HP will access PIPCS to view the evidence gathered so far, and then conduct the assessment recording their findings in the Authoritys assessment tool, where the completed report will be held in draft form. Requests for a Home Consultation (HC) Where an HC is requested, PRS will move the referral into a work queue for allocation to an Atos HP. An Atos administrator will access the referral from the electronic work queue and will make the allocation primarily on the basis of geography. Before seeing the claimant, the HP will review the evidence available in PIPCS. Following the HC, the HP will access the Authoritys assessment tool at their working location and complete a full assessment report. The HP will then confirm on PRS that the assessment has been completed. They will record data which is required to provide the requisite MI and KPI reporting, e.g. assessment start/end times. PRS will then determine automatically whether the report should be subject to medical quality audit. After the audit process has been completed (or the report is not selected for auditing) the PRS workflow will progress the referral to closure. Referrals at closure will be accessed in the shared work queue within PRS by Atos staff who will open the corresponding report within the Authoritys Assessment Tool and mark it as authorised. They will then transcribe the descriptors and other pertinent data from that report into PIPCS, before closing the referral in PIPCS and PRS. Failure to attend (FTA) our approach to reducing the volumes of FTA centres on making the opportunity to attend as easy as possible. We will achieve this by: Allowing the claimant to reschedule appointments to the most convenient time; Including travel and public transport information on the appointment letter, and an explanation of the travel expenses claim process; Providing a large network of consultation centres in local locations which are 22

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form recognisable to claimants i.e. NHS Acute and Community services, Private Hospitals and national networks of locally-based Physiotherapists and Occupational Therapists; Offering a travel time of less than 30 minutes for 75-90% of claimants, and less than 60 minutes for all others; Sending a reminder, by text or telephone call, in advance of the appointment, based on the claimants preference for communication. In the Atos supply chain model, FTAs do not translate as lost time to an HP. Atos are contracting with our supply chain for outputs, and supply chain partners have built their models on utilising their HPs on non-PIP work for any FTAs. Provision of High Quality Advice Reports - All HPs will be trained to (1) base their advice on documentary evidence provided by the claimant; (2) ensure that inconsistencies in the evidence are highlighted and explained to the Authority; (3) address, explain or refute any unexpected variation in the conditions with which claimants present, and to clearly state this in reports; (4) recognise the variable nature of some conditions; (5) record details of the effects of the claimants disability which occur most of the time; (6) take fully into account the effects of pain, fatigue and medication on the daily living of a claimant; (7) write reports free from medical jargon, with medical terminology fully explained in lay terms; (8) include in reports the consideration of the effect that all medical conditions, particularly if they are less tangible. HPs will receive 7.5 days face to face training, including training in soft skills, using role play and audio/visual techniques, and covering working with vulnerable claimants. There will be a 5 days training per year for their continuing development, plus periodic update training, to address any service improvements introduced by Atos. HPs cases are subject to 100% audit until they have satisfactorily demonstrated their ability to produce reports using the assessment tool. All audits will be carried out using the Integrated Quality Audit System (IQAS). Each case will be reviewed against a set of clinical criteria and will be awarded a quality category. An A marking indicates a case meets all the requirements, a B marking highlights some errors or omissions which would not necessarily lead to an incorrect benefit decision. A C marking indicates the case is not fit for purpose and could mislead the decision maker. Following an accompanied consultation, HPs need to achieve 4 A markings in order for Atos to apply to the Authority for approval for them to continue to carry out PIP assessments. Following approval, the work of all HPs will continue to be monitored, using random and targeted quality audit. Outcomes of audit will be recorded on PRS and made available for analysis and reporting. Atos will analyse consistency of audit outcomes across a Lot, to ensure inconsistencies are identified and investigated. Atos will collect and analyse assessment data on all HPs, to identify apparent inconsistencies within an individual HPs performance, or within groups of HPs or partner organisations. The data to be collected will be discussed and agreed with the Authority, but is likely to include analysis of assessment durations, descriptors advised, prognoses, complaints data and rework rates. Any apparent inconsistencies will be investigated and Atos will take appropriate action, where required. Provision of an Advice Service - Atos HPs will be available to provide advice to Authority Decision Makers (DMs). Advice will be required as a result of a consultation and/or the provision of FME. PRS will allow for the request for Advice to be recorded, whether the request comes through PIP CS, over the telephone or by email. An Atos HP will consider the specific questions asked by the DM and also review the available evidence through PIP CS. The HP will record their advice on the relevant Authority IT system, complete a telephone conversation with a DM or respond to an email request. All types of replies will be subject to random audit (using the IQAS process) to ensure that the advice is clinically sound and relevant to the questions raised. This service will be provided urgently, as Atos HPs are fully aware that a decision on entitlement to PIP is awaited by the claimants. 23

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Generic Quality question [3.3] Please describe in detail how you will implement and deliver the completion of consultation & assessment reports without an IT enabled assessment tool provided by DWP. Present your response at the top of a new page, within these preset margins in Arial font size 12 up to 3 sides of A4 including the question text and these instructions. Atos has designed a clerical solution which will implement and deliver the completion of consultation and assessment reports without any handwritten processes. This solution will be ready for the 2 months of Controlled Go Live from April 2013 and for full new claims from June 2013, until the IT enabled assessment tool is deployed by the Authority. Atos will develop and implement a secure alternative IT system and provide HPs with a set of PDF templates. This interim tool will be designed to minimise the effect on the resources required to deliver PIP from April 2013. To produce the typed reports required by the Authority, Atos will deploy standard PDF templates designed to replicate the content of the two PIP assessment reports. These templates will be available to HPs through the Atos Practitioner Referral System (PRS). These templates will be completely standalone, in that they will not integrate with PRS or other supporting applications. They will be used to create all assessment reports including TI cases, cases closed at Paper Based Review and those closed following a face-to-face consultation either delivered in a claimants home or in a Consultation Centre. Security The reports will be created and stored in a secure central document repository referred to as the electronic document management system (EDMS). All data will be stored within our secure data centre, with no local storage of any EDMS reports. As the data being accessed and stored in the EDMS system will be sensitive personal data, the EDMS system will be subject to all appropriate Authority and HMG security controls relating to the impact level for that data asset. The design of EDMS meets the security requirements of IL3 and IL4. Access to stored assessment reports will be only be possible for approved practitioners, and service delivery staff required to print reports, prior to returning them to the Authority. Reports will be stored with a limited amount of metadata, including fields taken from the report content such as National Insurance Number, claimant surname, authors professional registration number and date produced. Reports will be retrieved from EDMS on the basis of a search under a range of data items i.e. author's professional registration number, date produced, NINo, claimant surname. The fundamental business processes remain generally unchanged, other than that reports are created and reviewed within EDMS rather than the Assessment Tool. The only key difference is the need for the reports to be printed and dispatched to the Authority as part of the referral closure process for all cases that require these typed reports. Impact on resources and mitigating actions The IT based assessment report will be available for all types of outputs and it is estimated that there will be additional clinical time required to complete assessment reports for face to face alone because HPs will only be able to use free text to complete the reports, rather than the drop down menus anticipated in the Assessment Tool. We propose a revised average clinical time per referral are as follows: Face to face assessment 8 minutes This amount of time is less than that suggested in the Service Specification as we believe that our IT solution will not require the full 10 minutes. After the completion of the reports by the HPs, the documents will need to be printed for dispatch to the Authority so that they can be scanned and made available to Decision Makers through PIP CS. We will include new 24

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form administrative activities which support the printing and dispatch of the reports. The amount of additional administrative time is 3 minutes per referral. There will be no impact on estates. The Atos supply chain model is to work in partnership with the NHS, Private Hospitals and national networks of locally-based Physiotherapists and Occupational Therapists. This approach creates a supply chain of trusted organisations, with experienced staff, ready and in place for day one, with the service delivery expertise of dealing with people with differing needs, and based in locations rooted in their communities. The small amounts of additional time for HPs and administrative staff will not require any additional estate. Similarly, there will be no impact on HP resourcing. The additional 8 minutes will have no effect on the number of consultations that our supply chain can carry out in a day as they have, on average, 200% overcapacity across the various Lots. There are two mitigating actions that will minimise the impact of the non-availability of the Assessment Tool. These are: The provision of the interim tool provides HPs with a template to use for the completion of the full range of outputs That the training of HPs on the Assessment Tool, once available, will be shorter, if those HPs have been involved in the clerical solution due to the familiarity of using two IT based report writing systems. Training on the Assessment Tool will be 1 day, but for this cohort of HPs, we believe they will only need 0.5 days. This saving has been factored into the two unit prices. This approach delivers a number of additional advantages. The outputs will be stored securely in the Atos secure data centre which will meets all security requirements of the Authority. This allows for the outputs to be retrieved by auditors for review if the need arises; for the original typed report to be amended following audit and/or rework; and, for the report to be retrieved and printed by the administrative team in the Service Delivery Centres, to forward to the Authority. Accuracy, consistency and quality of reports To ensure accuracy and consistency in the completion of the full range of PIP assessment reports, Atos will train all HPs, who need to be in place during the clerical solution period, to use the new templates. The ability for practitioners themselves to type in all assessment outputs overcomes the challenges created by handwritten HP reports being retyped by administrative staff. These reports would have required checking by an HP to ensure quality and accuracy, particularly around the names of drugs and conditions. The Atos clinical quality management system will be used to ensure that an agreed sample of all the reports produced through the clerical solution will be subject to quality audit. The approach taken by the team of expert Atos auditors will be consistent with the approach that will be in place once the Assessment Tool becomes available. All audits will be carried out using the Integrated Quality Assessment System (IQAS). Each case will be reviewed against a set of clinical criteria and will be awarded a quality category. An A marking indicates a case which meets all the requirements, a B marking highlights some errors or omissions which would not necessarily lead to an incorrect benefit decision, and a C marking indicates where the case is not fit for purpose and could mislead a Decision Maker. Following accompanied consultations, HPs need to achieve 4 A markings in order to get approval to continue to carry out PIP assessments. Following approval, the work of all HPs will continue to be monitored on an ongoing basis, using random and targeted quality audit. Outcomes of audit will be recorded on PRS and made available for analysis and reporting. Atos will analyse consistency of audit outcomes across a Lot, to ensure any inconsistencies are identified and investigated. In addition to audit, Atos will collect and analyse assessment data on all HPs, in order to identify 25

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form apparent inconsistencies within an individual HPs performance, or within groups of HPs/partner organisations. The precise data to be collected will be discussed and agreed with the Authority, but is likely to include analysis of average assessment durations, descriptors advised, prognoses, complaints data and rework rates. Any apparent inconsistencies will be investigated further and Atos will take appropriate action, as required. Impact on the Claimant journey The design we propose will have no impact on the claimants journey. The interim solution provides an alternative tool for HPs and this represents the most effective way of ensuring that the PIP claimant journey sees no obvious change during the early stages of PIP implementation and the period after the Assessment Tool becomes available. The point where the clerical solution will intersect with the claimant journey is when the face-to-face consultation begins. In both the clerical and main solution, the HP will use the initial contact to explain the nature of the consultation and how it is a chance for the claimant to expand on what they have already included in their Part 2 Form. Our consultation approach is built around collaboration, where the HP carrying out the consultation sits side by side with the claimant; makes eye contact; and doesnt appear to interrogate them from behind a PC. We believe that an HP concentrating on a handwritten report reinforces some of these barriers and prohibits the claimant from seeing what is being written. In our approach, the claimant will be able to see the information that is being typed, both in the clerical and main solution. Impact on SLAs The design we propose will have no impact on the achievement of the relevant service levels. The process that each referral will take will be the same, irrespective of the tool being used by the HPs. Whether the HP uses the Atos interim tool or the Assessment Tool will not prevent the case management of the referral. The referral will continue to move from registration to PBR and then, if necessary, clearance or face-to-face consultation. Future Contingency Atos will ensure that all HPs are trained to be able to use the PDF templates in instances where the Assessment Tool is not available. Practitioners will be instructed to adopt the interim solution immediately, if the system becomes unavailable. This approach will ensure that there is no interruption to the service received by PIP claimants. IT Atos recognises that, in order to deliver the PIP service, we will need to provide IT systems to perform: Workflow Management; Customer Relationship Management; Telephony; Notifications; appointment notifications; Payment of expenses; Management of HP qualifications, audits, experience and training; Complaints; and Management Information. These systems will be implemented, tested and fully operational to support the service from April 2013 for Lot 1 and June 2013 for all other Lots.

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Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form LOT SPECIFIC Quality question [3.4] Please describe how you will identify and take into account the management of specific needs and barriers of individual claimants who will be using the PIP Assessment Service and the measures you will put in place to ensure a consistent high standard of customer care and delivery of the service to all claimants demonstrating commitment and upholding the Equality Act 2010. and/or Section 75 and Schedule 9 to the Northern Ireland Act 1998. Your response should address challenges identified within the service requirements plus any additional challenges you have identified which would impact PIP Assessment Service delivery. Present your response (per Lot) at the top of a new page, within these preset margins in Arial font size 12 up to 3 sides of A4, per lot including the question text and these instructions. Each response must be individually labelled for the Lot to which it refers, by completing the heading below: LOT SPECIFIC RESPONSE FOR LOT 1 - Scotland, NE England, NW England & Isle of Man Our solution for the delivery of PIP is designed around our understanding of, commitment to and upholding of the Equality Act 2010. We are engaged with the Government Equalities Office to ensure we are meeting and exceeding the requirements. At every stage of the claimant journey, and with every interaction between our staff and the claimant, we have designed processes to identify and take into account the management of specific needs and barriers of individual claimants. These will deliver a positive claimant experience for all, to a consistently high standard of customer care. All of our staff, from contact centre agents to receptionists and Health Professionals (HPs), will attend disability awareness training sessions. These are designed to help with identification and management of specific needs and barriers, including sensorial, physical, mental and emotional conditions. The design of this training, and the development of our PIP communication products issued to claimants, will be carried out in partnership with the Authority and appropriate national and local Claimant Representative Groups (CRG). This will include appropriate local CRGs, such as the Scottish Association for Mental Health, Disability North and the Greater Manchester Coalition for Disabled People. When a referral is received, it will be registered onto our Practitioner Referral System (PRS). We will flag claimants who have been identified by the Authority as potentially needing additional support. We will also identify claimants living overseas, and cases that are considered sensitive by the Authority. For claimants living abroad, we will conduct a Paper Based Review (PBR) with a request for Further Medical Evidence (FME), where required, and contact with the claimant, if necessary. HPs will telephone the health professional caring for the claimant or call the claimant direct. The small number of claimants deemed to be sensitive cases will be managed according to Authority processes. We recognise that these cases are subject to a higher level of security than other cases, and may need to be managed clerically. A further identification of needs and barriers will take place when our HP reviews the Part 2 Form and any additional FME. Our HP will be able to identify any sensorial, physical, mental and emotional conditions which may impose particular barriers or indicate specific needs. These will be included within the referral documentation, and taken into account by contact centre agents when communicating with claimants, receptionists when welcoming them to a consultation centre, and HPs carrying out consultations. This initial PBR will also allow the HP to identify the need for a Mental Function, or other condition specific, Champion to be available to provide advice and support to HPs if a face-to-face consultation is required. If a preferred HP specialism is identified for the consultation, an appointment will be booked at the default location with an appropriate HP. Where FME has been requested, we will inform the 27

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form claimant that we have done so, taking into account the claimants preferred method of contact and any language or sensory needs. This may mean a translated or large font letter or a phone call. These communication preferences will also be applied to the booking of an appointment when a face-to-face consultation is required. A tailored letter (or call) will include information on an appointment date and how claimants can contact us to reschedule, or inform us of any other specific needs up to the date of their appointment. The claimant will also be directed to our PIP website for more information on how we can accommodate specific needs. Our website will be built to meet UK government standards for accessibility - this standard is known as Level Double-A of the W3C Web Content Accessibility Guidelines. The information will be available in alternative formats to meet the needs of claimants with a wide range of disabilities and conditions, in line with the Equality Act 2010, including the provision of large font material, braille or audio format for visually impaired claimants. In Lot 1, significant numbers of claimants will have a preferred language other than English, with long established communities speaking Punjabi, Sylheti, Bengali, Urdu, Cantonese and Gaelic. There are also more recently established communities in cities, such as the Romanian community in Glasgow and the Polish community in Huddersfield. We will make provision for materials in these and other appropriate ethnic minority languages. At all times, communications will be directed to the appropriate person, either the claimant or their appointee/representative. Atos engaged with a wide range of CRGs, to take their views into account, and we employed Britain Thinks (a social policy market research organisation) to carry out 30, one hour interviews with current recipients of DLA to better understand; the issues that influence attitudes towards the PIP assessment; the information needed to enable individuals to understand the process prior to an assessment; and to test individual elements of the claimant journey that we were designing. The research indicates that face-to-face consultations are perceived as being stressful, so we have designed our solution in a way which removes as many of the barriers, and addresses as many needs as possible. Claimants indicated that the key barriers to take into account in designing the new service are: a lack of accessibility to all aspects of the PIP process, insufficient communication about PIP, and a lack of understanding of what is happening to them as an individual. In all communications, we will encourage claimants to be accompanied during the assessment. We see this as a valuable support measure for claimants, especially those with care needs or mobility problems. Where a faceto-face consultation is required, this will take place at one of our 750 consultation centres across Lot 1, unless a home consultation is required. The consultation centres already exist, and are provided by our supply chain partners from the NHS, Spire and BMI private hospitals and private sector physiotherapists. Our supply chain delivery model is described in the Executive Summary. All of these premises are fully Equality Act 2010 compliant, and have a suitable ground floor area in all locations. In Lot 1, there are more than 3,000 disabled parking spaces available across our delivery locations, and the 79 NHS and private hospital locations, in particular, are located at the heart of local transport networks. Due to their mobility problems, many claimants find it difficult to travel any length of distance and particularly to make journeys of long durations. The large number of local centres that we have means that approximately 75% of claimants will be less than 30 minutes travel from a convenient consultation centre, with the remaining 25% under 60 minutes. Upon arriving at the consultation centre, claimants will be welcomed by trained receptionists who will confirm their identity. If the claimant informs us of any additional requirement at this stage, such as requiring a same sex HP for religious or personal grounds, or for an interpreter who had not been pre-booked, we will try to meet these requests on the same day. Where this is not possible, we will arrange an alternative consultation there and then. We are aware that there are many barriers, both religious and personal, that can affect a claimant and we will 28

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form react to them in a sympathetic way. In the waiting area, we will make specific physical considerations, such as spaces for wheelchairs and step free access, and open access and visibility of the wider world whilst waiting, for claimants with emotional/psychological issues, such as claustrophobia. This tailored approach ensures minimal distress, and will allow us to deliver a consistently high customer service. For those claimants for whom attendance at a consultation centre is not possible or appropriate, a home consultation will be available. This ensures that those who cannot travel for any reason are not excluded from engaging with PIP. Whilst the claimants home environment will already be adapted to allow them to undergo a consultation, there may be additional needs i.e. an interpreter. Arrangements will be made in a similar way as if the consultation was to take place at one of our centres. For the consultation, our scheduling process will ensure that the HP has the relevant knowledge, capabilities and skills to objectively assess the claimant, and that where appropriate, a condition specific Champion is available to provide advice and support. The consultation rooms will be a pleasant, professional environment of an appropriate size and with sufficient privacy (both visual and audio) to ensure that the consultation is not viewed or overheard. They will be fitted with the equipment necessary to facilitate the assessment of claimants with mobility issues. As our consultation rooms are currently located in hospitals, health clinics and physiotherapist practices, they have already been designed and fitted out with the needs of people with disabilities taken into account. Typically, these centres will all have wheelchair accessible reception areas and consulting rooms; a low level main reception counter; a hearing loop system; wide doors; adjustable height examination couches; disabled toilets and baby changing facilities. The layout of the consultation rooms will allow the claimant to sit side-byside with the HP. This is to remove the barrier of the desk, allowing easier open discussion of any issues. The claimant will also be able to view what the HP is inputting into the computer, acting as a check on any possible misunderstandings caused by difficulties in communication. At each point in the claimant journey, our HPs will be alert to any claimants with unexpected findings which may include serious undiagnosed conditions, unknown to the claimant or their GP at the time of the consultation, or severe worsening of already known conditions. This information will be communicated urgently to the GP, taking into account the relevant consent issues. We will issue guidance to all staff on the process for identifying claimants that display abnormal behaviour. If this is as a result of a medical condition, we will try to ensure that a consultation is completed, with a companion for the claimant and a chaperone for the HP, depending on the assessment of risk. All consultations will be undertaken in a dignified manner, designed to minimise the distress of the claimant and any personal risk to the HP. We will also issue guidance to all staff on the process for identifying claimants that display Unacceptable Claimant Behaviour (UCB), in accordance with the Authoritys current guidelines. We understand that the decision to classify someone as demonstrating UCB will remain with the Authority. We will also provide the Authority with sufficient and relevant information to enable the Authority to determine whether a claimant should be marked UCB. Claimants will be encouraged to contact our Customer Enquiry Service and use our PIP website at any point in the journey. Through both of these channels, we will continually check that our service is meeting the needs of the individual, and that any additional measures that a claimant may need are provided. Any additional requirements that are identified will be added to PRS in real time, and prompts will be generated for either us or our partners to take action, depending on the stage in the journey that the claimant is at. Our experience shows that making available multiple touch-points not only decreases anxiety, but also increases understanding of the process, increases active involvement in the process and improves the claimant experience. 29

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Generic Quality question [3.5] Please describe your understanding of dealing and engaging with claimant representative groups (both local and national) who represent claimants affected by sickness and/or disability specifically disability organisations and customer representative groups. Within your response you must describe how you will identify, engage and work with these groups during implementation and full contract delivery, to deliver a PIP Assessment Service which is coherent and integrated with their objectives and initiatives and how you will deal with official enquiries originating from any of these groups. Your response should address challenges identified within the service requirements plus any additional challenges you have identified which would impact PIP Assessment Service delivery. Present your response at the top of a new page, within these preset margins in Arial font size 12 up to 2 sides of A4 including the question text and these instructions. Atos has a successful record of engagement with Claimant Representative Groups (CRG), Special Interest and Pressure Groups who represent claimants affected by sickness and/or disability, and we have experience and understanding of the challenges and opportunities that this presents. We make sure that we have clear objectives, and a solid understanding of the engagement intent and messaging. CRGs are important both as representative groups of claimants with expertise on specific disability issues and as the first port of call for claimant concerns with service delivery. Establishing relationships based on honesty and trust will help Atos and the Authority to improve overall understanding of PIP across a wide range of groups, and will feed into continuous service improvement. We engage with Citizens Advice, Mencap, MIND, Disability Rights UK, Macmillan Cancer Support, SENSE, Rethink, RNIB, DPAC, Northern Ireland Association for Mental Health, National Autistic Society and the Scottish Association of Mental Health amongst others at a national level and regularly meet with representatives at a local level to explain our role and discuss their concerns. We currently have a database of more than 300 local CRGs for outbound communications. Identifying CRGs. Our strategy for identifying CRGs is objective driven and risk based. Our engagement effort will link back to a series of strategic objectives defined for the delivery of PIP services; that it is seen to be fair, objective, transparent, consistent, and delivers a positive claimant experience. This approach provides the necessary clarity as to our objectives for engaging with each of the CRGs identified. By anticipating the specific risks in respect to service development, delivery or reputation, we will look to identify and map both groups and individuals where there are major impacts on them, or where they hold predefined expectations and perceptions - e.g. policy intent or delivery priorities. This will expose where tensions and impacts exist and will provide us with clarity on where to focus attention. We will build on our extensive, existing local contacts, by analysing information providers and influencers across all media and social networks. We will extend our current engagement in on-line forums and we will feedback from claimants allowing us to map the go-to sources of information and build them into our plans. This analysis helps us to understand particular CRGs areas of interest and what influence they have. It also informs our choice of engagement. We understand the challenge around stakeholders so to help identify the key PIP and other high-profile stakeholders, including parliament and the media, both nationally and locally, Atos has employed Public Affairs specialist Interel Consulting. Engaging and working with CRGs. Our strategy for engaging determines the how of engagement, and for this we have developed an approach which covers both formal and informal approaches. It is balanced between being proactive, where we anticipate key aspects to be handled, with being reactive to deal with emerging trends which could be handled differently. Formally, in any Lot where we are successful, all staff will attend disability awareness training sessions which have been designed into training programmes which will 30

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form commence during implementation and continue through contract delivery. These will be tailored to staff types such as contact centre agents, receptionists and HPs. We will invite local and national CRGs to input to the training, and to present at the sessions. As part of Atos governance for PIP delivery, we will establish a Service Delivery Board. We will invite local CRGs to propose a non-executive member of that board and we will rotate the position six monthly amongst local groups. Our Claimants Service Team (CST) will provide a single dedicated CRG point of contact responsible for regular communication and to answer simple queries and receive feedback. CST will fast-track official enquiries to resolution. Each enquiry will be assigned to an individual case manager who will be responsible for the lifetime of the enquiry and engagement, where appropriate, with senior managers within our supply chain. We will also hold regular meetings with the Authority to ensure consistency of messages. Both the Service Delivery Board and the CST will be in place during implementation and through delivery. The advent of social media means that individuals and representative organisations expect a two way dialogue with government and with service providers. Atos objective during implementation is to establish open and creative dialogue alongside innovative partnerships with credible organisations. We currently proactively monitor websites and social media using the expertise of our suppliers Big Mouth Media for mentions of Atos and disability assessments, and we will extend this during PIP. These on-line services are an opportunity for local and national engagement with the Atos team, and for the general public to draw areas of concern to our attention. Atos will set in place regular meetings with CRGs, both locally and nationally in order to gain their input to the development of the Claimant Satisfaction Survey assessment criteria and process. Atos will convene group meetings, held during implementation then quarterly, to provide opportunities for the Authority, and all PIP providers to communicate regularly with National CRGs on PIP progress and future strategy. These meetings will provide a platform to announce innovations and improvements, and demonstrate consistency of outcome across all PIP providers. They will ensure that implementation issues CRGs want to discuss are raised at the earliest stage possible and discussed openly with all relevant parties through a genuine two way dialogue. Throughout both formal and informal engagements we will reinforce factual content and constantly seek to align with the objectives and initiatives of the CRGs by showing how we will support vulnerable people through the PIP process. We will also ensure that the results from all the contacts are shared with the Authority so that we use the opportunities to reinforce the need for consistent key messages that need to be communicated about PIP. CRGs are a key source of information and opinion for the general public, and parliament and are regularly used for third party comment by the media. The Atos Public Relations Manager will identify and engage with MPs, MSPs and AMs who have interest and relationships with CRGs, working closely with the Authority to build relationships. Similarly, our Press Office will identify and engage with key opinion formers in the media and liaise weekly or more often when required with the Authoritys Press Office and will agree lines to take in advance. Service Challenges. In order to better understand claimant concerns, Atos commissioned research from Britain Thinks, in 2012 which identified: Certain claimants wont respond well to letters or direct phone calls - Local and national CRGs will become a key link in the process to overcome this; Some DLA customers are anxious and believe that PIP is simply a cost cutting exercise, or will not apply to them - CRGs can help with dissemination of accurate information and offer peer support; There will be a wide variety of claimants with different disabling conditions, increasing the need for flexibility and responsiveness to individual needs; and other condition specific Champions will need to be introduced when requested and in agreement with the Authority - CRGs will be able to help identify areas of need. Our solution for PIP has been informed by these findings as claimant engagement is a key element for success of PIP. 31

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Generic Quality question [3.6] Please describe your understanding of dealing with and engaging with challenging high profile stakeholders including the media; parliamentarians; external organisations such as welfare rights and medical organisations (GMC) and MP questions. Within your response you must describe how you will deal with these stakeholders during implementation and full contract delivery, to deliver a PIP Assessment Service which is coherent and integrated with the Authority objectives and how you will deal with official enquiries originating from any of these groups. Your response should address challenges identified within the service requirements plus any additional challenges you have identified which would impact PIP Assessment Service delivery. Present your response at the top of a new page, within these preset margins in Arial font size 12 up to 1 sides of A4 including the question text and these instructions. Atos understanding of dealing with challenging high profile stakeholders is that we will need to be highly responsive, in terms of speed of response to deliver the information for Official Correspondence, Parliamentary Questions and responding to complaints to both the complainant and the Authority within the required timescale; accuracy of information given; accessibility of our organisation to engage; and, the need at all times to be integrated with the Authoritys objectives and coherent in the narrative. Good stakeholder engagement will be critical during the implementation of PIP to gain their understanding and support. The advent of social media means that individuals and representative organisations expect a two way dialogue with government and with service providers. Atos objective during implementation is to establish open and creative dialogue alongside innovative partnerships with credible organisations. We currently proactively monitor websites and social media using the expertise of our suppliers Big Mouth Media for mentions of Atos and disability assessments, and we will extend this during PIP. These on-line services are an opportunity for local and national engagement with the Atos team, and for the general public to draw areas of concern to our attention. Atos has employed Public Affairs specialist Interel Consulting to help identify the key PIP stakeholders both nationally and locally. For external organisations such as National Claimant Representative Groups (CRGs) and medical organisations, we already engage with many national organisations and regularly meet with representatives at a local level to explain our role and discuss their concerns. We currently have a database of more than 300 local CRGs for outbound communications. Our relationship with the GMC and other key medical bodies is managed by our Chief Medical Director. We are currently working very closely with the GMC in relation to the forthcoming revalidation legislation, identifying the potential implications and helping to ensure it would apply appropriately in a disability analysis context. Relationships with MPs, MSPs and AMs will be handled by our Public Relations Manager, who will liaise closely with the Authority. During implementation, we will arrange site visits for local elected representatives. We will also provide walk in sessions in Westminster, Holyrood, Cardiff and Stormont. This self serve mechanism is effective for busy MPs, MSPs and AMs who value access to service providers, but are often unable to commit to off-site visits. They provide an opportunity to create accurate perceptions and build relationships, demonstrating the scale and professionalism of the service. For official enquiries, our Public Relations Manager will forward enquiries to the Authority within 2 working days, and work together with the Authority to provide any requested information to assist in replying, to Official correspondence; Ministerial correspondence; Ministerial briefing; Parliamentary questions; Freedom of Information requests; Subject Access requests in the timescale required. All press enquiries will be handled through our Press Office, who will liaise weekly or more often when required with the Authoritys Press Office and will agree lines to take in advance. 32

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form 4. Resources LOT SPECIFIC Quality question [4.1] Please detail the staff resource you will need to deliver and manage your PIP Assessment Service across ALL aspects of that service delivery e.g: Managerial roles; admin roles, data security including security accreditation through to HPs and providing advice/clarification to decision makers (DMs). Within your response you must detail this staff resource by job role and the numbers of staff that you will have in each of those roles, their skills and experience, and your rationale to support your proposals. Your response should indicate how many of these are existing staff OR if how many will need to be recruited and the processes and timescales for undertaking this recruitment. Where staff are not intended to be a dedicated resource for PIP, you must indicate the percentage of time they will spend working on PIP and what their other duties would be. You must: provide Organisational Charts as detailed in Document 4, Part 6 of this ITT and complete Annex 1a, Annex 1b and Annex 2 as detailed in Document 4, Part 6 of this ITT. Ensure that your narrative response supports both the Organisational charts and Annex information and clearly explains why this delivery structure has been chosen and why it is appropriate and realistic for the approach you have chosen for PIP Assessment Service delivery within your tender. Present your response (per Lot) at the top of a new page, within these preset margins in Arial font size 12 up to 6 sides of A4, per lot including the question text and these instructions. Each response must be individually labelled for the Lot to which it refers, by completing the heading below: LOT SPECIFIC RESPONSE FOR LOT 1 - Scotland, NE England, NW England & Isle of Man Rationale for Resource Structure: The management resource structure we have designed has clear lines of accountability and responsibility to the Chief Executive, to ensure successful implementation and delivery of the PIP assessment service. At a strategic level, Wayne Gibson, Senior Vice President Public Sector, Government and Health, has overall responsibility for all services delivered into all Atos public sector clients. Wayne reports directly to our UK Chief Executive, Ursula Morgenstern. The Executive responsible for Atoss health portfolio is Vice President of Healthcare, Lisa Coleman. She will oversee PIP delivery, but it will be managed and resourced independently from Atoss existing Medical Services contracts. Nick Barry will be the PIP General Manager, with responsibility for delivering the service in line with the contracted requirements and will report to Lisa Coleman. To support the PIP General Manager, we have designed a structure to implement the service, and a structure to deliver the steady state running for PIP. The key staff and management resource to deliver this service, their grade and organisation and rationale are detailed in the table below: (Atoss Global Capability Model (GCM) (1=junior, 9 = highest): Table of key staff for PIP Service Delivery Lot 1 PIP General Manager (GCM 9) Atos Overall responsibility for service delivery and relationship with the Authority. Service Delivery Director (GCM 8) Atos Responsible for the performance and quality of the delivery teams, the contact centre for appointment scheduling, the resource and capacity management in the service, process design, business innovation and continuous improvement. 33

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Clinical Delivery Director (GCM 8) Atos Responsible for clinical quality, setting of clinical standards, clinical audit using the Integrated Quality Audit System, development and delivery of clinical training, ensuring a viable pool of approved and validated HPs. Claimant Service Director (GCM 7) - Atos Responsible for the claimant journey quality standards, challenging the business to ensure that standards are consistently met, claimant satisfaction and feedback collation and complaints handling, to ensure segregation and independence from service delivery. Supply Chain Director (GCM 8) Atos Responsible for setting the requirements, performance management, continuous improvement and refreshing of the partners used in the supply chain. Will be responsible for ensuring the interface between Atos and the partners works appropriately. Finance Director (GCM 7) Atos Responsible for the commercial relationship with the Authority, managing and reporting on the financial aspects of contract delivery and ensuring the financial position regarding invoicing, debtors and cash are managed in an accurate and timely manner. Account Manager (equivalent GCM 7) All Supply chain partners Responsible for the delivery of the contracted service and the relationship with Atos Clinical Lead (equivalent GCM 7) All Supply chain partners Responsible for implementing the clinical standards within the supply chain partner Implementation period Pre Go-live The implementation programme includes a number of critical tasks which need to converge in readiness for Controlled go live in April 2013. The implementation team will include strand leads for activities required for implementing the service, as well as senior management oversight (Joint Authority / Atos Service Board), to ensure milestones are met and that appropriate liaison/joint working takes place with the Authority. The PIP Implementation Director will lead a team of experts who will ensure that the entire infrastructure is in place, the correct numbers of skilled and trained individuals are in place (HPs, admin staff and contact centre agents), that our partners accommodation is ready and we have communicated all our actions to the wider PIP programme. The roles reporting in are all implementation-specific. The Supply Chain Implementation Lead is critical, working with our supply chain partners to ensure we are ready to cutover in April 2013. Extensive activity since January 2012 has prepared them for delivery, but a great deal more is planned to ensure that there is a fully trained resource pool of HPs ready to undertake the required number of consultations in suitably prepared consultation rooms from go live. The provision of IT, training estate and employed staff are key areas and all have lead roles within the team, working alongside those responsible for clinical implementation, claimant services and operational delivery. The Programme will require a governance structure so that progress on the delivery of the plan is achieved. Arrangements are in place to work with the Authority and other suppliers to ensure all milestones are achieved on time. Post Implementation Structure: Post implementation, we will be moving to the business as usual organisation design. Our resourcing structure flexes over time to accommodate the rising volumes, a period of maximum volumes running, and then a decrease through to a steady state. 34

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Contract Year 1 Blended structure: The chart below shows there is a significant element of handover to the business as usual team. A number of individuals who have been involved in the development and implementation of the PIP service will fill roles in the new delivery team to ensure continuity of ownership and knowledge. In particular, the General Manager will have led the Implementation Team, as well as having been heavily involved in the design of our PIP solution. The structure (as set out in the Atos Organisation Chart_Lot 1) is based around the key business areas that form part of the new service. The Service Delivery Director will ensure that all the contractual commitments are achieved through the new clinical and admin team in place, that there are sufficient resources in place to match the demand for consultations (either paper based or face-to-face) and that all cases progress efficiently. They will also ensure that liaison takes place with the Authority on workflow and profiles, so future requirements can be planned and any misalignments minimised. The Supply Chain Director will work closely with other Directors to ensure the supply chain partners are planning ahead and bringing on line sufficient resources to meet demand, and that the claimants needs are fully considered. The Supply Chain Director is responsible for the interface with all of our supply chain partners. CY2 Structure 2, live ramp up: The business as usual team will be expanded, with extra management brought in to ensure the ramp up of volume is achieved. The quality monitoring and feedback of outputs is a key consideration for the Clinical Delivery Director at this point. CY3 Structure 2, Live running maximum volumes: With the workload increasing rapidly, the key aspect that changes in CY3 in terms of structure is the size of the HP resource pool supporting and delivering the face to face consultations, and the management of the additional resources for these services. As the HPs, the most critical and scarce resource, are sourced from our partners, the flexing up of the numbers is a process of selecting and training more HPs from their existing pools, rather than having to recruit. This approach will allow a rapid capacity increase, if the actual volumes of referrals differ from forecast. CY4 Structure 3, Ramp down: The volumes indicate the initial numbers of both paper based review assessments and consultation assessments will decrease significantly in Contract Year 4. The organisation structure has the same shape as in the previous contract year, the size is again flexed. The flexibility of our service delivery model, leveraging the supply chain partners HP resource pools, allows us to undertake a controlled resource rampdown with no adverse impact on the business delivery. It is even possible to deal with potential peaks of volumes, which may come through on an ad-hoc basis even though the volume trend is decreasing. CY5: Structure 3, steady state: The volumes reach a projected steady state, and preparation for handover to a new provider, or extension of the existing contract will be put in place.

Detailed list of all staff required to deliver the service, roles skills and numbers by year 35

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form
Role PIP General Manager Service Delivery Director Service Delivery Manager Call Centre Team Leader Call Centre Operator Registration/Clearance Team Leader Registration/Clearance Team Member FME Team Leader FME Team Member PDT Team Leader PDT Team Member Account/Change Team Leader Account Change Team Member Clinical Delivery Director Clinical Delivery Manager Training Team Leader Training Team Member Audit Team Leader Audit Team Member HR Advisor Claimant Services Director Claimant Services Manager Claimant Services Team Leader Claimant Services Team Member Supply Chain Director Supply Chain Manager Supply Chain Estates Team Leader Supply Chain Estates Team Member Finance Director Commerical Manager HP Resources Team Leader HP Resources Account Manager Clinical Lead HP Training Lead Contracts/Operational Lead Admin Coordinator HP Resources Source Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Atos Skills and Experience Complex change mgmt; communication skills; people management; significant experience managing large scale implementation programmes Manage the delivery of high quality services in line with SLAs; develop and implement strategy; experienced in operational management. Manages services in line with SLAs; ensures efficiency and cost effectiveness; and experienced in resource and operational management. Ability to manage team; complete management checks and any process escalations; ability to support and train individuals in the process Excellent communicator; skilled at issue resolution; and accurate recording of information. Ability to manage team; complete management checks and any process escalations; ability to support and train individuals in the process Able to accurately transfer data; manage personal workloads; and work to defined timeframes. Coordinate the FME process, excellent communication skills, process improvement; team management skills Collection of FME; communication skills; organisation and planning skills Ability to manage team; completion of process guidance and management of quality review process. Well organised and skilled at process management, redefinition and development. Change management; project management skills; senior account management experience in a service environment; team management skills Project management and change management skills, relationship management, account management experience in a service environment Experienced HP skilled at delivering clinical training programmes; recruitment; and developing clinical audit processes. Senior HP able to implement clinical training programmes; deliver clinical training; and support the Clinical Delivery Director. Highly experienced trainer and coach; communications skills Experienced trainer and coach; communications skills Senior HP with significant experience in disability assessment; experienced auditor; report writing; team management HP with significant experience in conducting disability assessments; auditing skills; communication skills; report writing Can attract, develop and retain the best people; consultant for specific HR related activities Improve claimant comms channels; manage all complaint cases; able to develop claimant services procedures, policies and standards. Improve claimant service processes; manage satisfaction; and experienced at leading claimant services organisations. Ability to manage claimant service team; communication skills; time management skills Manage day to day claimant services; excellent communication skills Responsible for supply chain assurance, forecasting, risk and KPI achievement; and experienced at managing contractual relationships. Manage day to day supply chain relationships; drive change; experienced at performance monitoring and management. Able to manage facilities; extensive property portfolio management; experienced in planning, costing and estimating project timescales. Manage facilities, report writing, communications skills Provide financial advice and support; develop financial management mechanisms to minimise risk; an experienced finance manager. Commercial experience in a service environment; able to negotiate commercial deals; budget allocation and management. Registered HP; minimum two years post registration experience; broad based experience and assessment skills; team management skills Registered HP; minimum two years post registration experience; broad based experience and assessment skills Y1 Y2 Y3 Y4 Y5

1 1 1 1 7 1 1 1 1 1 3 1 2 1 1 1 4 1 2 1 1 1 1 3 1 4 1 2 1 1 1 1 13 13 13 13 25 8

1 1 1 1 15 1 7 1 4 1 4 1 8 1 1 1 15 1 15 1 1 1 1 13 1 4 1 8 1 1 1 26 13 13 13 13 99 238

1 1 1 1 24 1 11 1 6 1 6 1 12 1 1 1 22 1 23 1 1 1 1 19 1 4 1 13 1 1 1 41 13 13 13 13 155 373

1 1 1 1 21 1 9 1 5 1 5 1 10 1 1 1 20 1 19 1 1 1 1 17 1 4 1 10 1 1 1 36 13 13 13 13 136 328

1 1 1 1 14 1 7 1 4 1 4 1 8 1 1 1 4 1 2 1 1 1 1 3 1 4 1 2 1 1 1 25 13 13 13 13 95 229

Partner Change management; project management skills; senior account management experience in a service environment; team management skills Partner Clinical specialists team manangement; responsibility of meeting quality targets; highly qualified within their area of specialism Partner Senior clinical specialist, excellent communication skills, coaching and mentoring skills Partner Contract management, account management, relationship management skills Partner Resource management, expense management, communication skills Partner Registered HP; minimum two years post registration experience; broad based experience and assessment skills

Staff recruitment required, timescales and process

Lot1 Role Mgmt Contactcentre Admin HP IT&Security Source Atos Supplychain Atos Supplychain Atos Supplychain Atos Supplychain Atos Supplychain Yr1 10 13 8 0 19 25 8 8 103 0 Yr2 13 13 16 0 74 99 26 238 42 0 FTE Yr3 13 13 25 0 117 155 41 373 43 0 Yr4 13 13 22 0 103 136 36 328 40 0 Yr5 13 13 15 0 72 95 25 229 38 0 %PIP 100% 50% 100% N/A 100% 30% 100% 50% 100% N/A Yr1 10 26 8 N/A 19 83 8 16 103 N/A Heads Yr2 Yr3 Yr4 13 13 13 26 26 26 16 25 22 N/A N/A N/A 74 117 103 330 517 453 26 41 36 476 746 656 42 43 40 N/A N/A N/A Yr5 13 26 15 N/A 72 317 25 458 38 N/A %to Recruit 75% 0% 100% N/A 100% 0% 100% 0% 0% N/A

Atos management - the requirement increases from 10 in CY1 to 13 in CY2 to 5. We will recruit 8 managers, as we already have interim managers in place from our consulting business. We will use our management recruitment business partner, AMS, to fill the vacancies. Atos Admin and contact centre staff these will all be recruited, and we will employ the required 19 new admin staff in CY1. As volumes increase, we will require a further 55 new recruits in CY2 and 43 more in CY3. We require 8 contact staff in CY1 and a further 8 in CY2. Our standard recruitment processes are in place with AMS, and will be offering the vacancies to JobCentrePlus, Remploy and local Work Programme providers. Atos HPs - we require a small number in CY1, increasing to 26 in CY2. We have engaged SJB Medical to act as our medical recruiter, following their success in Northern Ireland. Our supply chain - no recruitment required for Admin or HPs, as they will utilise existing staff. The rationale for a supply chain is to enable us to utilise spare capacity in existing HPs, 36

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form administrators and estate across a number of subcontractor organisations. This will secure successful go live, and allows flexibility to meet the Authoritys volume requirements. The schedule of approved subcontractors is attached in the Annexes. It covers the partner organisations in our supply chain for Lot 1: NHS: Lanarkshire, Lancashire, Pennine, Rotherham, Mid-Yorkshire and York. Our Private Hospital partners are Spire and BMI, and our Physiotherapist Network providers are Premex, TICCS/Physioworld, Medacs, The Treatment Network and Physiomed. Details of the journeys, systems and resources required to support the key processes Process journey and systems. Resource CY3 and Atos (A) unless stated 1. Referrals: Receive referral; process Terminally Ill (TI) cases (if applicable); carry out paper-based review; produce report Receive referral: this incorporates processes to create and log Admin 20 (A) paper based review referral, identify referral type and gather claimant information. Systems used - PIPCS, PRS Process TI cases: this incorporates processes to select TI cases, Admin 2 (A) carry out paper-based reviews, complete an assessment report HP 1 (A) and update the systems. Systems used PIPCS, PRS Carry out paper-based review: this incorporates processes to Admin 3 (A) select paper based review action, gather claimant details, HP 3 (A) consider claim and evidence, determine whether an assessment HP 27 Premex/TICCS can be completed using paper-based review only and carry out paper-based review. Systems used PIPCS, PRS Produce report: to determine FME requirement and/or a face-to- Admin 1 (A) face consultation, produce report. Systems used PIPCS, PRS HP 6 (A) + partners 2. Further Medical Evidence: Issue request, gather evidence and progress chase and make payment (if applicable). Issue request: to determine requirement, identify source of HP 2 (A) + partners information, contact FME provider and Authority and inform claimant. Systems used PIPCS, PRS Gather evidence and progress chase: to expedite (if applicable) Admin 3 (A) and receive FME, log receipt of FME and bring to the attention of HP. Systems used PIPCS, PRS Make payment: to verify and approve payment, issue rejection Admin 1 (A) notice, if applicable, and make payment. Systems used - PRS, BACS payment system 3. Consultation: Scheduling, perform consultation and process expenses Scheduling: maintain plan of appointment slots, provider Admin 25 (A) availability; requirement for home consultation (HC), specific HP, location slot; issue appointment notice, provide enquiry and unable-to-attend service. Systems used Siebel, PRS Carry out consultation: to log claimant arrival/HC, record FTA (if Admin 165 (A)+partners applicable), review claimant details, FME and carry out HPs 25 (A) assessments. Systems used PRS HPs 215 partners Process claimant expenses: to receive claim, validate/reject Admin 25 (A) + partners claim, enter claim and payment details on system and make payment. Systems used Siebel, BACS payment system 4. Completion: assessments & reports: Gather evidence, compose report and close case Gather evidence: this incorporates processes to gather info from HPs 27 (A) +partners 37

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form the face-to face consultation and FME. Systems - PRS, PIPCS Compose report: this incorporates processes to complete HPs 100 (A) + partners clerical report for HC and finalise report on the Authoritys Assessment Tool. Systems used - PRS, PIPCS Close case: this incorporates processes to transcribe details of Admin 40 (A) printed report into PIPCS, log completion of report in PRS and deliver report. Systems used- PRS, PIPCS 5. Reconsideration advice: Receive request, gather evidence and report and close Receive request: this incorporates processes to receive and log Admin 1 (A) reconsideration advice and allocate case. Systems used - PRS Gather evidence: this incorporates processes to gather Admin 1 (A) additional information and FME. Systems used PRS, PIPCS HPs 3 (A)+ partners Report and close: this incorporates processes to report back to Admin 1 (A) the Authority and log completion. Systems used - PRS, PIPCS HP 2 (A) + partners 6. Appeals: Receive request, gather evidence and report and close Receive request: this incorporates processes to receive and log Admin 1 (A) reconsideration advice and allocate case. Systems used - PRS Gather evidence: this incorporates processes to gather Admin 1 (A) additional information and FME. Systems used - PRS, PIPCS HP 2 (A) + partners Report and close: this incorporates processes to report back to Admin 1 (A) HMCTS and log completion. Systems used PRS, PIPCS HPs 1 (A) + partners Outline timetable and assumptions for implementing the processes Implementation (July 12- March 13): The implementation team is put in place, with key staff from the bid team filling the critical roles. Much of the implementation activity has begun, due to the time pressure for delivering required processes, systems, resources and governance by April 2013. Controlled Go-live (April 13 May 13): All relevant resources, processes and systems will be in place, the MoSCoW (Must have, Should have, Could have, Wont have) prioritisation will ensure we focus on the Must have claimant journey processes, allowing us to handle referrals, TI referrals, paper based reviews, appointment scheduling and face to face consultations from day one. We will go live with a specifically selected trained HP pool. Other processes are also planned as Should haves, i.e. not critical for controlled go-live. Transition and ramp-up (June 13 March 14): All processes, systems and resources will be in place, the resource pool will be selected and trained in the clerical solution. HPs will also be trained on the Authoritys assessment tool when it becomes available. We anticipate an increasing capacity coming on line and we will work with our partners to confirm future capacity requirements. Max running (April 14 Nov 15): Steady state with fully extended resource pool of HPs in place. Ramp down (Dec 15 June 16): Stable organisation in place with decreasing resource pool. Steady state (July 16 June 17): Business as usual at steady state levels.

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Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form

LOT Specific Quality question [4.2] Please describe in detail how you will recruit, train and retain your qualified multidisciplinary HP and other staff (including your processes and timescales involved) to ensure the delivery of a large scale PIP Assessment Service. Your response should include how you will undertake HP planning and manage capacity and HP performance, throughout the life of the contract and your manpower planning processes set against the context of delivering anticipated volumes of work. Please also include how you will ensure that HPs are appropriately skilled to conduct assessments. Please give an indicative number, including sessional staff, by HP type that you anticipate will be needed to deliver PIP and the rationale that supports your proposals. Your response should address challenges identified within the service requirements plus any additional challenges you have identified which would impact PIP Assessment Service delivery. Present your response (per Lot) at the top of a new page, within these preset margins in Arial font size 12 up to 6 sides of A4, per lot including the question text and these instructions. Each response must be individually labelled for the Lot to which it refers, by completing the heading below: LOT SPECIFIC RESPONSE FOR LOT 1 - Scotland, NE England, NW England & Isle of Man The key challenges to overcome are: attracting, negotiating and contracting with a newly formed supply chain which will provide the necessary skilled pool of HPs and non clinic staff; designing training modules with enough flexibility to allows for HPs with other commitments to achieve the necessary quality standards; introducing a manpower planning process across our supply chain to manage availability of people and accommodation; and offering staff a rewarding experience, which encourages them to stay and develop. Additionally we believe there is a challenge to employ young and disabled people to deliver PIP. For employment in our Service Delivery Centres we will offer apprenticeships, look to candidates from the Work Programme, and all candidates with a disability who meet the minimum recruitment criteria will automatically be called for an interview Atos will deliver PIP through a supply chain. As prime contractor, Atos will be responsible for delivering the back office functions including; Programme Management, Contract Management; IT; Contact Centre; Supply Chain Management; Audit; Training; Finance; Account Management; Stakeholder Management and HR. Atos will also provide Health Professionals (HPs) staff to carry out the Paper Based Reviews (PBR) and Home Consultations (HCs). The face-to-face consultations in Lot 1will be conducted by our partners from the NHS, Private Hospitals and national physiotherapy network providers. This includes Lanarkshire NHS Trust, Lancashire NHS Trust, Pennine NHS Trust, Rotherham NHS Trust, Mid-Yorkshire NHS Trust, York NHS Trust, Spire, BMI, Premex, Physioworld, The Injury Care Clinics, Medacs, The Treatment Network and Physiomed. The supply chain model means that key delivery staff are already in place. Our partners have resources with expertise in delivering health services and have identified that there is scope for the PIP work to be carried out within their current responsibilities. This approach significantly reduces the need for time-consuming and costly recruitment, and will allow Atos to focus on training specifically for PIP. Recruiting Atos front and back office staff - Our supply chain has all the required HPs in place to deliver the face to face consultations in Lot 1. However, Atos will be recruiting HPs to carry out PBRs and to conduct HCs. We will also recruit contact centre agents and administrative staff. Atos will use our existing recruitment agencies SJB for clinical and Alexander Mann Solutions for administrative and management recruitment. We selected these 39

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form agencies following a competition and an objective evaluation on performance, including their ability to articulate our diversity values, the specific needs of delivering a service to a challenging group within the population, and to present candidates who are representative of the local community. Atos will advertise job vacancies through multiple channels, including internal employee referrals, the Atos website, Job Centre Plus, Remploy, Royal College of Nursing and British Medical Journal websites, magazines and local fairs and job boards. We will offer taster days to allow HPs to understand the demands of the role before committing to join us. For the recruitment of contact centre and administrative staff, we will run campaigns with local Job Centre Plus and Remploy offices. Our recruitment procedure will involve CV screening, telephone interview and a face-to-face interview. All candidates with a disability who meet the minimum recruitment criteria will automatically be called for an interview. All candidates must be able to demonstrate eligibility to work in the UK, and Atos will take a rigorous approach to screening all candidates and ensuring that they have a valid Criminal Records Bureau check prior to employment, and checking that they are not claiming any precluded benefits. For contact centre agents, we will specifically look for candidates with excellent soft skills, who will be empathetic to claimants. At interview, we will involve candidates in mock calls to assess their patience and understanding with claimants, who may find it difficult to communicate. When recruiting for administrative roles, a key focus area of our diversity programme will be the recruitment of hard to reach groups. We will work with our recruitment partners to offer apprenticeships to organisations and welfare to work charities that provide employment opportunities to individuals who have complex barriers to work. We are gold members of the Employers Forum on Disability (EFD). We will use this forum to enhance our desire to include as many disabled people as possible in the delivery of PIP. We will work in partnership with Ingeus, Remploy, Job Centre Plus and Career Development Group (CDG) to employ candidates from the Work Programme across the UK. We will make reasonable adjustments to the selection process to accommodate the requirements of disabled applicants. We will engage with the Access to Work (AtW) team to support applicants in obtaining grants or other support, as required. We will also provide managers with disability awareness training, so that disabled employees receive all the support they need to be active members of the PIP delivery team. The HPs Atos will employ for PIP delivery will be occupational therapists, nurses (level 1), physiotherapists or doctors. The pre-screening stage checks that a candidate is fully registered with their relevant licensing body, that they have no sanctions attached to registration, and that they have at least 2 years post full registration experience. Shortlisted candidates will attend a competency based interview with experienced managers and practitioners, and, for HPs, this stage includes testing of qualifications and experience through the candidate solving clinical scenarios. At interview, we will particularly look for candidates (i) with knowledge of the clinical aspects and likely functional effects of a wide range of medical conditions; (ii) with appropriate skills in assessing people with physical health conditions including history taking, observation and ability to perform a relevant examination; (iii) who demonstrate appropriate skills in assessing people with conditions affecting mental health, intellectual and cognitive function including history taking, observation and ability to perform a relevant examination; and (iv) who are able to critically evaluate evidence, and use logical reasoning to provide accurate evidence-based advice. Particular attention will be paid to inter-personal and written communication skills, that including the ability to interact sensitively and appropriately, with particular regard to an individuals cultural background and issues specific to disabled people. Following successful interview, the candidate must provide professional references and all professional certificates. 40

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Our supply chain partners will not be recruiting new HPs but will be identifying suitable candidates from within their existing workforce. Candidates will be selected based upon the exactly the same criteria listed above as Atos new recruits, and will be interviewed for the role with an Atos manager attending the interview. Once selected and trained, these HPs will be able to undertake face to face consultations within their current responsibilities, with the PIP work typically taking up 30 to 40% of their time. Manpower planning processes - Atos will propose that workflow planning meetings take place with the Authority from July 2012 to gain a comprehensive understanding of the future volumes of work, the type of referral that will be required to be handled, and the geographical spread of the work. These meetings will be led by the Atos General Manager and the Service Delivery Director, and will ensure that sufficient numbers of suitably qualified HPs are in place to deliver the forecast volumes from the Go Live date. During the implementation period, Atos will deploy its workflow planning system to ensure there are necessary resources in place to handle the forecast flow of PIP work. The process matches capacity with demand, forecasting volumes of work which will normally need to be actioned whilst, at the same time, recognising a number of assumptions and actions which will need to be monitored, in order to minimise the instances where unplanned volume variations occur. Atos will produce key Management Information (MI) which will cover details of the agreed profiles, the head of work which sits in the various stages of the Atos process and the profile of work received from the Authority. The MI will highlight trends affecting workflow and the effect this is having upon service capacity. Atos will host monthly planning meetings with the Authority during the whole term of the contract, so that unplanned volume peaks or troughs are kept to a minimum and corrective actions can be taken quickly. In parallel with the planned Authority meetings, we will conduct weekly planning meetings with our partners to ensure that the required and appropriate HP resources are available, and the flow of work is fully managed. The Atos Supply Chain Director will lead reviews to establish how additional resources can be made available, if the profile of work is exceeding the supply of HPs. A review of the forward schedule of availability will take place to identify where additional resources need to be made available, including the sourcing of additional rooms and HPs. Working out of normal working hours will be among the options that will be discussed at these meetings. The Atos Resource Management Team will create consultation sessions in our Practitioner Referral System (PRS). Sessions will be created against individual consultation rooms and appointment slots will be created within those sessions. Resource availability will be updated daily by our team who will be in contact with all of our partners. An appointment will be booked where there is an appointment slot available at the default location, using PRS. Where a default appointment cannot be made immediately, the request will be placed in an exception queue for user attention. There will be a range of potential resolutions for exceptions, including creating further availability in the default location or booking the appointment into an alternative nearby location. The design of the Atos supply chain model offers us considerable flexibility and creates the capacity to be able to react rapidly to fluctuations in the level of demand. In our joint commercial agreement with partners, we have the ability to utilise additional resource if volumes exceed profile, as well as the ability to stand down resources on PIP, returning them to their current responsibilities if they are not required. Our supply chain approach also removes the need for any significant recruitment activity, thereby enabling a much speedier mobilisation of the extra resources required. In Lot 1, our supply chain model can deliver over 200% of the PIP baseline capacity. Induction training and establishing competence - The PIP induction training that will be 41

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form delivered to all staff will be designed to give an understanding of the key objectives that the PIP claimant journey should be objective, fair, consistent, transparent and deliver a positive experience. The training will be modular, with separate programmes for contact centre agents, administrative staff, managers and HPs. All staff will undertake disability awareness training. Delivery will be a mixture of classroom-based training, contact centre training suites, web-based learning, facilitator-led discussion (via teleconference and classroom-based) and practical sessions/assessment. Recognising that HPs will come from different professional disciplines, training for HPs will include core and support aspects. Core training, delivered to all HPs, will cover PIP legislation and context; principles of disability assessment; practical skills (typical day, observation, justification); PIP activities and descriptors; completion of the PIP assessment report; interaction with the customer and soft skills. Support training modules will be delivered to some HP groups, as appropriate. For example, physiotherapists will require support in theoretical and practical aspects of mental health assessment, while occupational therapists will require support for aspects of formal physical examination techniques. PIP training, both in core and support areas, will be further spilt into modules, with the aim of maximising the flexibility of delivery and making the most effective use of the limited face-to-face training time that will be available. Much of the core knowledge in all aspects of the training will be delivered using a combination of self-directed reading, webbased modules and DVD material which can be accessed by HPs on a flexible basis, both at their place of work and at home. Regular self-assessment - and remote facilitator assessment - will be a key feature, as HPs progress through these modules, to provide individual HPs with feedback on their performance. Additionally, each HP will be assigned to an experienced Atos mentor and will access support and guidance via email as required, and by dialling into daily training teleconferences where progress to date can be discussed and any queries addressed. Face-to-face facilitative training will complement the knowledge acquired during the modules, allowing for group discussion, observed practice of skills such as physical examination and consultation techniques, and formal assessment of progress at key points of learning. It is anticipated that most HPs will attend around 5 days of formal classroom-based training in total. This will allow the use of professional role-players for both practice and assessment purposes, with audio-visual support to allow for effective feedback. Each HP will need to pass key assessment checkpoints during their training course, testing both theoretical and practical competency, prior to progressing to seeing live cases. Particular importance will be given to developing the interview skills of customer facing HPs. Atos will use the techniques and methods developed for existing Work Capability Assessment training including the use of role-players and audio-visual trainee support to promote HP consultation techniques and communication skills. Following successful completion of classroom-based training, all HPs will receive support and feedback during their initial assessments and undergo 100% audit of their cases, until they have demonstrated their competency to the level agreed with the Authority; at this stage the details of their performance to date will be shared with the Authority to allow consideration of formal approval. For our contact centre agents, in order to create a seamless transition from classroom to live, we will establish a series of metrics that we expect from a day 1 agent and set a performance-based test, including an IT proficiency test, which we will require them to pass. The training modules will be regularly updated to ensure they match PIP requirements, and will be delivered using a variety of methods. This will include delivery by a combination of experienced Atos HP trainers and suitably-skilled clinical trainers from within partner organisations, who will be trained by Atos to deliver selected aspects of the course. A performance-based test will be used to determine graduation. Staff retention and satisfaction rates - Our experience shows us that the key reasons staff 42

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form leave are job content, job variety and salary. To mitigate the risk of these issues occurring, we have a number of tools available: Job content (nature of the role) we provide an employee assistance programme to enable HPs to cope with difficult claimants, and employ external agencies to deal with negative publicity. We will pilot tools to safeguard practitioners from aggressive claimants. Job variety we will provide practitioners the opportunity to get involved in a range of roles such as assessments, paper based reviews, training, mentoring, auditing, recruiting, medical authoring and performance leadership, and will introduce a clinical career framework. Salary we will align nurse and physiotherapist salaries with market rates. Atos also offers a management leadership and development programme for managers at all levels in the organisation and it is linked to a university accreditation. To overcome staff retention issues within our supply chain, we consider the best way is to work with partners who already have staff who are happy with their salaries and the content of the role, but who are also looking for more demanding work. Our supply chain partners have told us that their HPs are very interested in PIP, as they believe it will offer them a new professional challenge and also an opportunity for greater variety. Monitoring staff performance and HP conduct - Individual performance is actively managed in line with the companys business goals and forms part of the annual performance appraisal process. Managers and employees measure their own progress and achievements, including individual and team performance through well-defined localised processes. Every team member receives regular and informal feedback from their manager about their job and has a six monthly appraisal to discuss their performance. This process involves an evaluation of an employees personal effectiveness in their jobs, their performance in relation to objectives already set, and an identification of training to meet any development needs. All HPs will be made aware of the standards of conduct they are to follow in relation to their interaction with the claimant, as set out and required by the Authority. For HPs, there is also clinical mentoring, clinical supervision, opportunity to observe experienced practitioners and additional clinical training to support them in meeting the requirements of the role. All HPs are audited and both positive and negative feedback is immediately returned to the HP and line manager. All complaints received in relation to HPs will be reviewed and analysed for issues which require individual HPs to receive feedback or retraining. Trend analysis will also be carried out to identify wider issues relating to HP conduct, which may require attention. HPs employed by supply chain partners will receive feedback on all aspects of their performance via the partners nominated clinical lead, in conjunction with the Atos Clinical Delivery Manager. High standards of communications - Atos will use existing communications, training materials and methods to train staff in PIP assessments. These include the innovative use of professional role-players and audio-visual support during training. The professional roleplayers will be given specific scenarios to follow, many of which will involve mental health aspects or include some form of challenging behaviour. This approach allows the HP, receptionist or contact centre agent to practice their communication skills and their handling of challenging situations in a safe environment, and to receive feedback on their performance, using video recording of the simulated interaction. Throughout the training, interpersonal skills and claimant awareness issues will be emphasised and reinforced, including, where relevant, the importance of eye contact, ensuring that the claimant and any companion feels fully engaged with the process. HPs will be required to demonstrate their competency during the training courses, including in a full, simulated face-to-face consultation, to pass the classroombased training. Atos will ensure that all HPs are approved by the Authoritys Chief Medical Adviser (CMA) for Lot 1, and will inform the CMA of any HPs who fail to continue to meet the required quality standards, in order that they may consider revoking approval. 43

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Identify, monitor and evaluate training and Continuing Professional Development (CPD) For HPs that have contact with claimants, we will carry out a training needs analysis, design a Personal Development Plan (PDP) and maintain a portfolio of achievements, skills and competencies and continuous development as part of their CPD. The plans contain mandatory modules which cover: communicating in a professional, effective and courteous manner; dealing with instances of unacceptable behaviour; training on relevant IT systems; and equal opportunities, including disability awareness and multicultural awareness. We will continuously monitor the training programme, to ensure it is consistent, and we will evaluate its success. We will collect feedback from all trained staff, to confirm that they are acquiring the desired skills and knowledge. We will collect Management Information (MI) around a series of key metrics where we would expect to see improvements: claimant satisfaction; error rates on reports; levels of re-work; audit results; complaints trends; and Authority feedback. This will drive the form and content of CPD for the following year. CPD will be compulsory for all HPs approved for PIP, whether directly employed by Atos or by a supply chain partner. We will summarise the training programmes and their impact in an annual training evaluation report. We will ensure that claimants are not assessed by an HP who falls into any of the excluded categories. All HPs will be made aware of the excluded categories, and our supply chain partners will be responsible for identifying HPs who have been involved in a claimants clinical care, so that an alternative HP can be scheduled. Supporting HP revalidation - Atos will ensure that all HPs undertake appropriate training, education and CPD that satisfies the requirements of their professional associations and/or Royal Colleges. For HPs employed by a partner, we will contribute towards their ongoing revalidation by providing evidence for their portfolio. This will be complemented by the CPD provided by our partners in relation to their broader clinical roles. Qualifications in relation to disability assessment medicine - Atos has supported doctor HPs in obtaining the Diploma in Disability Assessment Medicine (DDAM) since its inception, organising pre-examination study courses in conjunction with the Authority, and sponsoring employed doctor HPs for the examination itself. We will continue to offer support to HPs in furthering their professional qualifications in the field of disability assessment medicine, as appropriate. For doctor HPs who are part of our supply chain, we will encourage them to pursue the DDAM, and sponsor them to attend DDAM weekend workshops, which we run regularly throughout the year. How we provide staff reward and recognition and use performance related pay - Atos has an Accolade Scheme, where employees are rewarded, and publicly recognised, for their efforts and willingness to go the extra mile. Atos also has a talent management programme, to support and develop the high potential employees within the company. Atos staff have annual appraisals based upon agreed objectives and desired outcomes, which result in an overall performance rating against those objectives for each employee. Salary reviews for employed staff will include a performance-related aspect, based upon annual appraisal ratings and other key performance indicators. How many HPs we anticipate will be needed to deliver PIP in Lot 1 Based on the Authoritys volume assumptions for Lot 1, we anticipate that we will need to utilise over 750 HPs over the life of the contract to deliver all of the PBRs and face to face assessments. The vast majority of HPs will be either nurses or physiotherapists, and they will be supplemented by occupational therapists and doctors. The proportions of HPs is as follows: 500 Physiotherapists, 200 Nurses, 40 Occupational Therapists, and 10 Doctors. The rationale for this approach is based upon our knowledge and experience of the clinical requirement, the availability of the HP we have chosen, the cost differentials between the types of HPs, the existing presence of appropriate skills across the clinical professions and the desire for this 44

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form work following contact with the types of HPs within our partner organisations.

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Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form 5. Implementation / Delivery LOT Specific Quality question [5.1] Please provide your draft Implementation / Delivery Plan; your risk management of service delivery processes and a risk/assumption log (with mitigation actions required & likelihood & impact of the risk materialising) for each Lot you are bidding for. These should cover the period from contract award to contract end - highlighting all key stages throughout that period. Your Implementation / Delivery plan and Risk / Assumptions log must include: an overarching plan / log AND plans/logs which specifically cover IT, Estate and Security areas separately (and HP for Risk log only). These must be clearly identified and easy to extract in order that DWP Expert Domains can remove these for their evaluation purposes. You must provide a narrative response which supports the Implementation / Delivery Plan you are proposing, identifying key associated risks and assumptions (supported by your risk logs) and including your critical dependencies. It should also detail your risk management of service delivery processes. Your narrative response should detail alongside the challenges identified within the service requirements any challenges / efficiencies you have identified which would impact PIP Assessment Service delivery and how you would deal with these. Your response should also include how these factors may change for any increase of numbers of contracts awarded, e.g. if you are awarded more than one Lot for the PIP Assessment Service. Your Implementation/Delivery Plans must be provided as separate documents replicated in Microsoft Project and Microsoft Excel format. (NB: for ease the Excel plans can be submitted in one Workbook rather than separately. Please ensure this is clearly identified in the subject header of the attachment). Please clearly name separate documents as follows: Supplier Name_ Overarching Implementation/Delivery Plan_Lot 1 (or Lot 2 or Lot 3.) Supplier Name_Estate Implementation/Delivery Plan_Lot 1 (or Lot 2 or Lot 3.) Supplier Name_IT Implementation/Delivery Plan_ Lot 1 (or Lot 2 or Lot 3.) Supplier Name_Security Implementation/Delivery Plan_ Lot 1 (or Lot 2 or Lot 3.) OR Supplier Name_Excel Implementation/Delivery plans_x 1 (2, 3 or 4 etc dependent on number of Lots bid for) A page limit does not apply to your Implementation/Delivery plans. Where possible use universally understood terminology or give an explanation of internally used terms. You must download, complete and then upload the Risk/Assumption log provided on BravoSolution. Please name this separate document as follows: Supplier Name_Risk/Assumption Log Present your response (per Lot) at the top of a new page, within these preset margins in Arial font size 12 up to 5 sides of A4, per lot including the question text and these instructions. Each response must be individually labelled for the Lot to which it refers, by completing the heading below: LOT SPECIFIC RESPONSE FOR LOT 1 - Scotland, NE England, NW England & Isle of Man Our Overarching Implementation/Delivery Plan for the life of the contract has been segmented into six phases. These phases reflect the differing challenges for implementation and potential capacity fluctuations based on the volumes that the Authority has provided. Detailed milestones, activities, timescales and responsibilities are shown in our attached MS Project plans and collectively within the Excel Implementation document. The approach we have documented is based upon our experience of providing health and disability assessments for 46

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form 14 years. The phases match the need to be ready at go live, as well as building the capacity of the service as the volumes of referrals build. The activities within the plans have been sequenced and linked in a way which ensures the key aspect of the service are in place at the right time. Our planning rationale is that we need to ensure that we build an IT system which will support the delivery of the business and track performance. In order to meet contractual commitments, we will source the necessary people we need to deliver the health and disability assessments as well as the support activities, we will source the offices we need to occupy and we will train everyone involved in the delivery of the service to a standard which delights the claimant and meets our commitments. An example of our approach is that we will induct senior managers into the business first, so that they can be involved in the recruitment and training of the staff, liaison with our partners and the design of our accommodation. This approach was very successful in recruiting and training over 100 people and occupying 10 locations, rolling out a new disability assessment service across Northern Ireland during 2011. We will develop jointly with our supply chain partners, and the Authority, a detailed implementation plan within 30 days of contract award through a series of integrated planning and risk workshops, to ensure that the critical path and dependencies are understood. We will use PRINCE II methodology. During this 30 day period, we will mobilise our service delivery governance and assurance framework, to ensure effective project management through to the Controlled Go-Live (April 2013) and beyond. We have set out below the activities which will ensure that we meet the requirements for PIP. Phase 1 Set-up and Mobilisation (July 12 to March 13) This includes the period from contract award to the start of delivery, and requires extensive preparation. We will implement the plan through a programme governance structure, closely integrated to the Authoritys own PIP implementation programme. We have created work streams within the programme to manage the main elements, on the basis that they are the key strands which support the delivery team, including Estates, IT and Security, each of which has a specific plan attached. Key development processes are explained below. From our experience of running set up programmes, we will identify efficiencies in governance and resource that can be achieved, and it is critical that we monitor interdependencies between strands. We will identify synergies to avoid duplication of effort and joint actions taken to reduce the amount of elapsed time. We will establish sign-off criteria both for Atos and our supply chain, and we will be put in place a readiness and acceptance review process, with full transparency for the Authority to provide information to its own stakeholders. In our approach we will: ensure that named individuals are available for each deliverable, thereby allowing clear and quick communication, and prompt identification and resolution of any issues. establish a flexible working model that considers the need for the Authority to complete an internal review cycle for each product, and therefore allows sufficient time for that to take place and for changes to be incorporated, before the required delivery deadline. have consistent and appropriate attendance at meetings, such as project boards, in order to provide continuity and speed up decision making. We will minimise the risk associated with this phase by providing continuity of personnel from the bid team through to service delivery. The senior operational management resource has already been secured, and will draw upon our extensive experience of delivering similar services. We consider that a defined stakeholder engagement strategy is important during this phase because regular stakeholder engagement will increase buy-in before go-live, and allow for refinement of the service, minimising the possibility of issues arising at go-live. We will finalise our premises requirements, across the existing delivery locations within our own, and our partners, estate. Atos began to engage with partners in January 2012 to ensure a smooth transition from the bid stage into mobilisation. We did this to allow us to 47

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form setup and mobilise across large geographical areas within the challenging timescales. Lease negotiations will take place to secure the additional space required in Atos existing sites (Crewe, Newcastle and Linwood). The design of our service dictates the need for us to ensure that our supply chain is evaluated for the suitability and availability of existing consultation rooms, and we have confirmed that the required capacity is available. Atos will review all sites prior to go-live, to ensure that they meet the Authoritys security and claimant experience needs, and confirm that each is Equality Act compliant. During this phase, we will design, test and build the IT systems for the operational management and operational Implementation/Delivery of the PIP Assessment Services. Atos is developing a new Business Application Suite (BAS). The BAS comprises the Practitioner Referral System (PRS), a configurable Siebel package for resource management and appointment booking, and a BACS Payment System (BPS). BAS will be hosted on the Atos Shared Cloud Container Infrastructure which will be accredited via the Pan Government Accreditor to IL4 standard, to meet all of the ISSS and HMG security requirements for handling sensitive personal data. The majority of the required HP resource is needed for face-to-face consultations. We have confirmed with our supply chain partners that they have identified HP capacity in their own organisations which averages 200% above what we need to deliver current Authority volume requirements. We will work with our partners to select, assess and train appropriate HPs. We will develop a detailed recruitment plan to recruit the resources Atos requires for contact centre and administrative staff, and for HPs. We will develop the process guidance and associated training materials to be ready for new recruits and supply chain staff. The Atos process design team will develop products that support the PIP processes and these will be shared and agreed with the Authority. Following approval, these processes will form the basis for our training modules. Our knowledge of the control requirements laid out in the Authoritys security requirements (ISSS) and Cabinet Offices Security Policy Framework allows us to develop physical, electronic and process controls. We will embed these within our solution to satisfy the Authoritys Accreditation requirements for the service. From our previous experience of delivering disability assessments, we understand the requirements and challenges to achieve Accreditation. Our detailed plans will be agreed with the Authority, following contract award, to ensure successful Accreditation. We will complete Implementation and Delivery Testing across all of the core service delivery areas. For example, the IT system tests will be undertaken, once the BAS is developed. Once this testing is complete, the BAS can then be considered for security accreditation, alongside the other physical operational processes. We have identified our critical delivery dependencies from within the plan as being: Atos Partners Authority Successful testing and Capacity availability from Provision of PIP specific implementation of BAS and our partners guidance operational processes Availability and training of Provision of PIP CS and highly capable staff Assessment Tool Roll out of IT to supply chain partners Joint planning and detailed Provision of the document Successful recruitment and implementation targets scanning service training of HPs, contact Joint agreement to detailed centre and administrative implementation plan staff prior to go-live Merlin accreditation These contribute to the following critical path: 48

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form

Phase 2 - Lot 1 controlled go-live (Apr 13 to June 13) Our plan sets out the essential tasks that need to be in place to allow for the April 2013 start of PIP. Tasks within the plan identify the fact that we will need to have resource coverage and capacity across the Lot so that PIP new claims can be assessed in any location in the North East or North West of England. The Plan includes the actions we will take with our supply chain during this period, particularly around the readiness of their locations and the training of their staff. Our readiness checkpoints will include our partners senior managers, so that assurance can be achieved within the limited timescales. The tasks around testing are highlighted in the plan, as we have found during major programmes that there is a need to put in place a wide ranging testing environment i.e. a model office prior to go live. Phase 3 - Transition and ramp up (June 13 to Mar 14) - The plan has been designed during this phase to concentrate upon the expansion of the service in the light of the rising volumes of work. We have identified the key areas to be recruitment, accommodation and training. Our plan indicates a series of actions that we will take with our supply chain, so that they can mobilise people and accommodation required for the additional work. Our plan links actions across a number of tasks, and the governance tasks ensure the active management of our supply chain is in place to ensure that resource is available in the right place at the right time. The plan also includes a series of regular joint review meetings with our supply chain, which will assure readiness and ongoing delivery. Phase 4 - Maximum Running (Apr 14 to Nov 15) - The plan during this phase concentrates on the areas which require consolidation and/or improvement following a period of growth. Key tasks are ensuring performance standards are maintained or improved during a particularly demanding period, the review of processes and procedures so that service enhancements can be proposed and carrying out stress tests to see where there are weaknesses in the end to end delivery model. The regular activity highlighted in the plan provides a series of opportunities for the formal review of what is being delivered and how this is be received. Phase 5 - Ramp down (Dec 15 to May 16) In view of the profile of volumes provided by the Authority, there is a need to prepare to have fewer resources within the delivery model. The plan therefore highlights tasks which will cover the need to reduce headcount of employed staff and also to reduce the level of partner resource which had been required at the peak. As volumes reduce over time, an individual plan will be developed prior to this period so that a coordinated approach can be taken to ensure the continuation of a service which still requires a significant level of resource. Phase 6 - Steady Running (Jun 16 to Jun 17) Our Plan at this stage includes tasks which will consolidate team numbers and service delivery design. Regular review activities are highlighted along with the need to achieve continuous improvement. Whilst we have included tasks during this period, we believe that the key tasks and challenges during this phase will be shaped by the environment at the time. The plan also includes tasks for handover to an alternative provider, or preparation for a contract extension. 49

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Risk Management Our Risk Management approach to delivery processes will ensure the management and mitigation of risk is a key consideration throughout the life of the contract. Atos will use the Authoritys risk methodology, which clearly identifies the processes for managing risks. Risk management is a fundamental element of programme management and service governance. All project and delivery team members are responsible for identifying, documenting, assessing and carrying out actions to manage risks. These will be monitored and reviewed as standing meeting agenda items during both the implementation programme meetings and ongoing service delivery reviews. In addition to service delivery controls, Atos has an independent Risk and Quality Assurance service that perform audits on request or to an agreed schedule. Our current risks and assumptions are detailed in Atos IT Services UK Ltd_Risk Assumptions Log.xls the Atos Risk/Assumption Log. These are already visible and being managed through our Delivery Assurance Framework, which seeks to assure the quality of delivery from the earliest pre-contract stages, through implementation, milestone and period reviews, to the end of contract review. These will ensure that all key activities and deliverables are being provided in an auditable and appropriate manner and to assure the overall delivery governance. The following are the key risks to service delivery that Atos has identified, and the assumptions we have applied in designing this service. The associated mitigation, likelihood and impact are detailed in the Atos Risk/Assumption Log:Risks Assumption HPs decide that they do not want to HPs will be able to carry out the participate in PIP assessments within the predicted Average Assessment Duration provided by the Atos fail to present the benefits of the Authority. Supply Chain solution The supply chain can be flexible enough to The BAS is not ready for go-live handle significant volume fluctuation. The Solution has been built to support The Authority will provide us with a secure incorrect volumes of assessments courier service to move necessary The Authority will not fund an increase paperwork around the UK. in the Average Assessment Duration if the timing assumption is incorrect Multiple Lots If Atos is successful in more than one Lot, we would achieve economies of scale in many areas. Service delivery and associated governance would be managed across Lot borders, to maximise flexibility and simplify the Authoritys interaction with the successful providers. In addition, the IT infrastructure and national physiotherapy networks underlying service delivery can be expanded and accredited more easily. The centralisation of functions across Lot borders, such as claimant enquiry services, clinical training and audit, and complaints handling, would ensure that policies and processes are delivered consistently across a wider geography, achieving the Authoritys stated aim in this area. Key challenges and efficiencies that have been identified within our solution are the immovable end date for delivery of PIP. The significant engagement with our supply chain partners during the bid stage, and prior to implementation, will ensure a more efficient go-live for the service. A key external challenge relates to the PIP Parliamentary process, still undergoing debate during the implementation period. We will remain agile during this phase, to enable us to incorporate late regulatory changes to process and guidance, with the consequent need to train HPs and administrators prior to the Controlled go-live in April 2013. We recognise these as challenges to be managed jointly with the Authority and other successful providers. 50

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form

6. Contract Management, Performance and Continuous Improvement Generic Quality question [6.1] Please detail the processes you will use to manage, monitor and evaluate the performance of the PIP Assessment Service contract to the stated Service Level Agreements (SLAs). Your response should include how you will ensure that agreed SLA targets are met or exceeded, efficiencies are monitored and improvements are planned and managed and how general complaints will be handled. Present your response at the top of a new page, within these preset margins in Arial font size 12 up to 2 sides of A4 including the question text and these instructions. Quality and performance management will be built into every aspect of PIP service delivery. Atos has a consistent and integrated approach for monitoring, managing and improving the delivery performance of contracts to ensure that agreed SLA targets are met or exceeded, efficiencies are monitored and improvements are made. Atos UK has developed its own documented Business Management System (BMS), certified to ISO9001/TickIT. Risk assurance is integral to our delivery processes. Risk is managed as a component of Atos Origins ISO 9001:2000 and BS 7799 certificated quality management and security management system. Certification to PRINCE2 exists for our programme and project managers, and Information Technology Infrastructure Library (ITIL) training and certification for our service managers. As part of our supply chain selection process we checked that all NHS hospitals achieved Care Quality Commission (CQC) standards. Quality monitoring, evaluating and reporting in the delivery of services - We will develop an overarching Quality Plan (QP) during the implementation period. The QP defines how we will deliver our service, how we will meet the Authoritys quality expectations, and our internal quality standards (applied consistently across Atos and our supply chain). The QP will contain details of quality expectations, the Service Level Agreements (SLA), responsibilities for achieving each quality objective and SLA, the quality control and audit processes, and change management procedures. It will set out the Key Performance Indicators which will measure our performance against each SLA. To conduct the monitoring, evaluating and reporting, we will use a component of our BMS the Quality, Cost, Logistics, Delivery, and Management (QCLDM) Framework. Using this quality management system we will conduct quality monitoring of the end-to-end PIP service including the administrative activities, our contact centre, our supply chain, and claimant activities, and produce the required Management Information. In addition, work will be undertaken during implementation to develop the process guides required to manage and deliver this contract, and these will be submitted to the Authority for approval. All of the HPs required for go live of the services will receive training during this period on the quality management systems, and all administrators and managers recruited will receive training in the quality management systems as part of their induction. Assessment Reports - All assessment reports produced by Atos HPs and those in our supply chain will be quality monitored through the Integrated Quality Audit System (IQAS). IQAS will monitor the key service quality of assessment reports. IQAS includes a full suite of reports that will be provided to internal management and the Authority monthly, to enable accurate monitoring of medical quality. Prior to using HPs in the delivery of assessments, we will assess each HPs capabilities during training, and only allow them to commence work once they have reached the required standard. IQAS measures: Presentation and Process legibility, completeness, and clarity. Consultation evidence gathering and consideration, assessment (including history and statement-taking), formal clinical examination, and expression of clinical findings; Reasoning all the step-by-step clinical reasoning and deduction after consideration of evidence, or performance of a consultation, the advice which 51

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form follows; and Professional Issues general principles of good practice that underpin all of Atos work. Following training, the HP will undertake an approval audit that will consist of all work being audited until they are submitted for full approval. Following full approval, a HPs work will then be included in the overall audit where cases are selected at random and outputs are graded as an A, B or C grade. Administrative Outputs - All administrative tasks will be quality monitored through a series of measures. For data entry tasks, quality and validation checks are built into our IT systems to ensure that data is correctly entered at the outset. The systems are designed so that work cannot progress through a process unless mandatory data sets have been recorded. In addition to the system checks, there are a series of random sample management checks that will be undertaken by team leaders and our Operations Manager. IT Systems - Atos will audit the quality of the data held on the IT systems. Validation checks are built into all of our systems. However, there will still be instances where data will need to be checked for accuracy, and this is done within a dedicated IT team within Atos. The performance of our IT systems and network infrastructure will also be quality monitored on a continual basis, to ensure that a quality service is delivered. Supply Chain - When creating our supply chain, we followed the Merlin principles. We will monitor, evaluate and improve supply chain performance using our Supplier Relationship Management model which is part of our BMS and is aligned to the Merlin standard. Critical to our success will be relationship management and developing a joint culture of continuous improvement. We will flowdown all relevant SLAs, and monitor performance on a daily, weekly and monthly basis to ensure SLAs are being met using QCLDM and IQAS. Management Information (MI) - Atos will develop MI reports to support implementation and delivery and to indicate the level of performance that is being achieved. We will supply these to the Authority monthly and annually. The Service Delivery team will use this MI in order to manage current and future performance, make any necessary corrections, and to drive continuous service improvement. Our systems deliver high quality MI by implementing and managing factors including: Choosing the right things to measure; Measuring them in an appropriate way; Measuring them at the correct time; Recording the measurements correctly; Transposing the information faithfully between systems (IT and manual); and Interpreting the outcomes correctly. Our processes ensure that MI supplied to the Authority is validated, accurate and fully auditable. Complaints and feedback - Claimants will be made aware of the complaints procedure through the new Atos PIP website and feedback leaflets will be provided at the consultation centres and at home consultations. All complaints are logged so that trends can be tracked and improvements considered. We will pull complaint files daily and present improvement recommendations monthly to the Service Director. In addition, a third party satisfaction survey will be commissioned, which will also be used to support the requirement that 90% of PIP claimants must be satisfied with the service. To ensure that the service quality and management, and claimant engagement requirements are met, we will use our QCLDM Framework and IQAS to measure the full range of the claimant experience of the service provided and drive quality and performance to meet the quality standards and expected clearance times specified in the Service Levels from commencement of Go Live. Through contract delivery, our evaluation of MI and action on feedback will drive a programme of continuous improvement to the service, to exceed the standards specified in the Service Levels. Ongoing contract and performance management will be carried out through structured governance. Atos will attend monthly contract management meeting to manage the contract and agree contractual change; review contractual performance; resolve operational and contractual problems. Monthly regional meetings will review regional performance. Other, 52

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form strategic meetings will review operational strategies, efficiency and innovation opportunities plus the opportunities to share ideas with other Lot providers.

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Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Generic Quality question [6.2] Please detail your approach to quality, including medical quality, complaint handling in relation to the HPs, auditing health professionals and continuous improvement of the service in order to ensure that the service is of a consistently high standard, ensuring that the various outcome objectives will be achieved or exceeded by you and fully meet the needs of claimants ensuring that they receive a positive experience. Your response should address challenges identified within the service requirements plus any additional challenges you have identified which would impact PIP Assessment Service delivery and how you will ensure the assessments are consistent, independent, medically reasonable and evidence based. Present your response at the top of a new page, within these preset margins in Arial font size 12 up to 2 sides of A4 including the question text and these instructions. Atos solution for delivering PIP has been designed with quality monitoring, evaluation and improvement built into all key aspects of the service. The overarching Quality Plan (QP) will define how we will deliver our service, how we will meet the Authoritys quality expectations, and our internal quality standards (applied consistently across Atos and our supply chain). In the key aspect of HP quality, we will define, monitor, evaluate and improve Health Professionals (HP) quality through the end to end service to ensure it is of a consistently high standard. We will define the quality through initial training, monitor and evaluate through audit and feedback, and improve by Continuing Professional Development (CPD) Training and CPD - all our HPs will receive 7.5 days initial training to ensure that they are skilled in PIP assessments, and 5 days CPD each year. We will carry out a training needs analysis which we will share with the Authority, design a Personal Development Plan (PDP) and maintain a portfolio of achievements, skills and competencies and continuous development as part of their CPD, including supporting HP revalidation and gaining qualifications in relation to disability assessment medicine. The PDP contains mandatory quality modules which cover: effective and courteous manner; communicating in a professional; dealing with instances of unacceptable behaviour; training on relevant IT systems; and disability awareness and multicultural awareness. We will continuously monitor the training programme, to ensure it is consistent, and we will evaluate its success. We will collect feedback from all trained staff, to confirm that they are acquiring the desired skills and knowledge. Quality of the HP service provided - We will collect Management Information (MI) on the quality of the HP service provided around a series of key metrics where we would expect to see improvements: claimant satisfaction; error rates on reports; levels of re-work; audit results; complaints trends; and Authority feedback. This will drive the form and content of CPD for the following year. CPD will be compulsory for all HPs approved for PIP, whether directly employed by Atos or by a supply chain partner. We will summarise the training programmes and their impact in an annual training evaluation report which will be shared with the Authority. High quality outputs - All reports produced by our HPs will be quality monitored using the Integrated Quality Audit System (IQAS). IQAS reports enable accurate monitoring of medical quality and are provided to Atos and the Authority monthly. We assess HPs capabilities during training, and only allow them to commence work once they reach the required standard. IQAS measures: Presentation/Process legibility; completeness; clarity. Consultation evidence gathering; consideration; assessment (including history and statement-taking), formal clinical examination; expression of clinical findings; Reasoning all the step-by-step clinical reasoning and deduction after consideration of evidence or performance of a consultation; the advice which follows; and Professional Issues general principles of good practice. IQAS ensures the outputs are legible, free from medical jargon, consistent, evidence-based, fully justified, independent, and address, explain or refute any variation of the claimants condition. 54

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Identify, address and improve inconsistencies - Following completion of training, all HPs will receive support and feedback during their initial assessments and undergo 100% audit of their cases, until they demonstrate their competency to the level agreed with the Authority for formal approval. Following approval, an HPs work will be included in the overall audit. Based on the Lancaster Model, Atos will randomly audit all reports as part of our quality monitoring processes. At audit, products are graded as an A grade: Key requirements are satisfied. The product fully conforms to standards. B grade: Key requirements are adequately satisfied. Specific elements would quantifiably enhance the value of the product. C grade: Key requirements are not satisfied. The product fails to meet standards. All issues identified within B grade reports are fed back to the HP concerned. All C grades will require action and alteration before they are returned to the Authority. Atos will operate a zero-tolerance policy to C grade reports. Every HP producing a C grade report will receive individual feedback on that case to ensure they understand the issues identified by the auditor, and any appropriate guidance is offered. Additionally, Atos will ensure that the subsequent cases produced by that HP are target audited, until it is clear that any quality concerns have been successfully resolved. Persistent quality issues that do not respond to feedback will lead to a more formalised action plan being constructed for that HP, and, ultimately, the recommendation of their revocation if they fail to attain the required standards. Outcomes of audit will be recorded and made available for analysis and reporting. Atos will analyse consistency of audit outcomes across the Lot, to ensure any inconsistencies between HPs, partner organisations and/or individual auditors are identified and can be investigated. We recognise that Atos are ultimately responsible for the audit of all reports, produced by Atos and partners HPs. Claimant Representative Groups (CRG) and claimant feedback - We will invite local and national CRGs to input to the training design, and to present at disability awareness sessions. We will establish a Service Delivery Board, and will invite local CRGs to propose a nonexecutive member to ensure that their feedback is used to refine our HP processes. We will rotate the position 6 monthly amongst local groups. Atos will set in place regular meetings with CRGs, both locally and nationally in order to gain their input to the development of the Claimant Satisfaction Survey assessment criteria and process. Atos will convene group meetings, held during implementation then quarterly, to provide opportunities for the Authority, and all PIP providers to communicate regularly with National CRGs on PIP progress and future strategy. Feedback forms will be provided to claimants when they leave the consultation centre, or the claimant can complete the feedback online. They will be encouraged to immediately rate the various aspects of the service they have received and to propose suggestions for improvement. All suggestions for service improvements made will be reviewed and any with the potential to improve service will proceed through a more detailed qualification process. Results will be reported to the Authority and will feed into the continuous improvement programme. HP conduct and complaints - Individual performance will be actively managed and all HPs will be made aware of the standards of conduct they must follow in relation to their interaction with the claimant, as required by the Authority. For HPs, there is clinical mentoring, clinical supervision, opportunity to observe experienced HPs, and additional clinical training to support them in meeting the requirements of the role. All HPs are audited and both positive and negative feedback is immediately returned to the HP and line manager to ensure that these are used to refine their processes. All complaints received in relation to HPs are reviewed and analysed for issues requiring individual HPs to receive feedback or retraining. Trend analysis will be carried out to identify wider issues relating to HP conduct, which may require attention. HPs utilised by supply chain partners will receive feedback on all aspects of their performance via the partners nominated clinical lead, in conjunction with the Atos clinical manager. 55

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form 7. IT Generic - Quality question [7.1] Please describe from receiving a referral from the PIP Assessment Service (PIP) computer system: a) what IT systems would support the claimants end to end journey and your processes. Please supply a service block diagram in support of your narrative describing the claimants end to end journey. Your diagram should be restricted to 1 sides A4 maximum. Where possible use universally understood terminology or give explanation of internally used terms. b) how your existing systems need to be changed to support PIP and indicating how these changes will be achieved by the implementation date and a risk log indicating key risks, mitigation actions required, and the likelihood and impact of the risk materialising. NB: your narrative response should be supported by your IT Implementation/Delivery plan and Risk/Assumption log requested at Q 5.1; c) how you believe the referrals could be integrated with your IT systems, highlighting your experience of integrating different systems internal and external to your organisation. Present your response at the top of a new page, within these preset margins in Arial font size 12 up to 5 sides of A4 including diagram and including the question text and these instructions. [7.1a] Atos is in the process of developing a new application suite Business Application Suite (BAS) to support Atos wider BPO business. The IPR in BAS is owned exclusively by Atos and will be licensed free of charge to the Authority for use in the provision of the PIP services. This suite supports the claimants end to end journey for PIP and comprise: PRS, the Practitioner Referral System: the Atos proprietary case management system; Siebel: a configurable COTS package for resource management and appointment booking; BACS Payment System (BPS): an Atos payments engine, issuing payments and remittance advice in respect of claimant expenses and chargeable FME provided. In addition, Oc (our printed outputs provider) will print and dispatch FME requests, letters and claimant notifications, and a MIS system will process and report on data from the primary data sources PRS and Siebel. Until the Assessment Tool is available from the Authority, Atos will implement the Clerical Solution using an electronic document management system (EDMS) for the production and retention of all assessment reports. The service block diagram on the following page, provides a scenario illustrating the systems inputs, outputs and interactions, and how they support the end to end journey: Step 1: Atos admin users will enter new referrals from PIPCS into PRS, thus launching a workflow directing the referral to an appropriate national work queue. Step 2: Health professionals (HPs) will action paper-based review tasks from this work queue. They will review material in PIPCS and DRS to determine how to progress the case. Step 3: Where FME is required, an HP will create the request(s) in PRS, which in turn dispatches these requests, via Oc for printing and dispatching. This includes the notification to the claimant the details of the FME that has been requested, and from which sources. Service Block Diagram Step 4: Admin users will process FME received tasks from PIPCS, accessing DRS to identify the specific item received. PRS will then trigger a further paper-based review task. Step 5: An HP will select the paper-based review task and review the new information in 56

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form PIPCS and DRS. Where a consultation is required, this is indicated in PRS along with whether a home consultation (HC) is appropriate and any specialist expertise pertinent to the consultation. PRS will then pass this request to Siebel for appointment scheduling. Step 6: The Siebel resource management and appointment booking system will contain full details of HPs and their deployment within Atos network of consultation locations. Resource managers will create appointment slots for practitioners and locations. On receipt of an appointment request, Siebel will attempt to make a default appointment in the preferred location for an HP with the requested specialist expertise. In the event that a suitable slot does not exist, the appointment request will be placed in a shared admin users exception queue to be booked manually. The admin users will make the most appropriate appointment for the claimant and their specific condition. An appointment letter will then be dispatched providing supporting information including a map and directions. The claimant may contact the claimant enquiry service, for example to reschedule an appointment. Step 7: When the claimant arrives at the consultation centre a receptionist will log their arrival time in PRS. The HP will review existing material then conduct the consultation and compose an assessment report using the Assessment Tool (or EDMS, prior to the Assessment Tool being available). The HP will then update PRS to indicate that that they have completed the report, which will progress the workflow. Step 8: Atos admin users then action closure tasks from a national work queue in PRS. For each task the user will transcribe into PIPCS, from the assessment report, the descriptors and any other required data, finally closing the referral in PIPCS and PRS. In advance of the Assessment Tool availability, the user will dispatch a paper copy of the report, printed from EDMS, to the Authority. Step 9: Atos admin users will record claimants expense claims in the Siebel system. Authorised claims will be sent to BPS for payment and dispatch of a remittance advice. Paper-based review reports: At steps 2 or 5 the HP may determine that a face-to-face consultation is not necessary. In this case they will produce a paper-based review report in the Assessment Tool (or EDMS). Closure at step 8 is then triggered. MIS: On a nightly basis data will be automatically uploaded from PRS and Siebel to the MIS system. Clerical handoffs: There are some alternative process steps for which only partial IT support is planned, and which involve a limited degree of clerical hand-off. These are as follows: Clinical quality audit: Administrative support will be required to manage cases through the clinical audit process. However, the process for selecting items for audit will be fully automated, and any amended reports will be produced electronically. Home consultations: The scheduling of home consultations is outside the scope of the planned IT support. Those requested at step 5 will be allocated by Atos admin staff to Atos health professionals. System support resumes at step 7 for report production. Specific needs request: Any specific needs such as a claimants request for their consultation to be held at home that is notified at or beyond step 6 will be considered clerically. Where a change in direction is required from a face-to-face consultation to a home consultation is required) a HP will update PRS accordingly. Atos administrators will pass these tasks clerically to HPs, and will notify the claimant. Applications integration PRS and Siebel will exchange data between each other using web services, with data duplication between the two being kept to an absolute minimum. PRS and Siebel will send data to BPS via an out of hours batch extract for BACS payments and data to Oc via an out of hours batch process for letters production. They will send data to MIS via a staging area allowing a bulk load of the data into the data store. Once in the data store, the Business 57

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Intelligence tools will be used to produce the necessary internal and external reports. [7.1b] Timings of changing / introducing new systems The Atos detailed IT Implementation / Delivery project plan has been provided in response to Q5.1 Atos IT Services UK Ltd_IT Implementation Delivery Plan Lot 1,2,3,4. In summary our approach to meet the overall PIP delivery timescale is: Configure PRS and MIS PIP reports; Configure and integrate with: PRS; Siebel CRM; BPS, Post Office Address File (PAF), Oc and EDMS packages. To secure the go-live date we will plan and deliver the development phase as parallel streams of workgroup activity, one for each core system, with package configuration specification and build also as parallel streams. Development (code unit test/config.) will complete in October 2012. System Test completes in December 2012. Integration & Performance tests complete in February 2013. User Acceptance Testing (UAT) and Operational Acceptance Testing (OAT) will complete by the 1st of March 2013, with one months contingency before go-live. Development and testing lifecycles applicable to each / all systems The Atos approach is to use our Global Delivery Process (GDP) waterfall delivery lifecycle, tailored with iterative techniques as appropriate. The following products will be produced: Functional specification; high level design; detailed technical designs; CUT plans; Package configuration; System, integration & performance test planning & execution; Security penetration tests; UAT; OAT. Internal Atos stakeholders will be required for the review and approval of all required functional specifications, UAT plans and execution by 27th July 2012. Authority stakeholders will be required to provide the specification and agree the final layout of all Customer related output formats e.g. appointment letters by 27th July 2012. Phased Approach Atos will deliver the complete suite of systems and packages for phase 1 go-live to implement the approved Functional Specification, in a single release. Atos do not propose to defer any core functions for implementation post phase 1. The Atos UK Quality Management System (the Business Management System or BMS) is currently certificated to ISO 9001:2008. The ISO9001 certificate scope of registration includes the design, build, operate and full IT lifecycle delivery including code control as part of Release Management. Integrity of data will also be a key aspect of the full system testing and regression testing completed prior to the deployment of any new version of the applications. None of the proposed changes in moving from our temporary EDMS solution to the Assessment Tool will be visible to the claimant, and will therefore have no impact on their quality of the service. As part of moving from the tactical EDMS solution to the Assessment Tool, the clerical processes for our Service Delivery Centre (SDC) back office administration staff will be amended to remove the need for the printing of EDMS reports for forwarding to the Authority and scanning into DRS. Our SDC staff will also receive training in the amended processes prior to go-live to ensure a seamless change. [7.1c] The key target areas for future integration are illustrated in Q7.1a. and are: Step 1: A data feed from PIPCS to enable referrals to be registered automatically. Step 4: DRS reading a unique identifier on PRS-sourced FME requests and passing it to PIPCS, would enable a transaction to PRS to be sent instead of raising a user alert. Step 8: PRS notifying PIPCS that a referral is to be closed. PIPCS would update the status of the report in the Assessment Tool (from draft) and import the descriptor data. Integration challenges may arise from: Unclear commercial, security, business, functional, non-functional and technical requirements. 58

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form The nature and composition of the data exchanged across any interface e.g. Values/meaning/ranges/invalid items The method and controls around the exchange mechanism e.g. security, protocol, infrastructure, capacity and resilience. Non-Functional modelling and analysis e.g. volumes, capacities, frequency (real time or batch scheduling analysis: synchronous/asynchronous transactions) Evidence of previous internal and external integration ability Atos currently provides the medical assessments for Employment Support Allowance (ESA) referrals and migrated cases from the Incapacity Benefit (IB) service to the Authority. To support this we successfully integrated the following suite of systems and packages: MSRS; Lima; Hub; ESA/IB MIS; Siebel CRM and CERiS. Much of the key data is replicated in the separate systems, but we successfully integrated all of these, to ensure that data is only entered once into whichever application user has access. This service processes around 1 million referrals per year and has been live since 2006. Data integrity within the integrated systems is paramount, and Atos has many years of experience of successfully integrating systems processing the Authoritys data. During 2010 and Q1 2011 (ESA initial release) and Q4 2011 (BAU release) Atos successfully completed two external integrations between the Job Seekers Allowance Payments System (JSAPS) and the MSRS application to receive assessment referrals. Atos has the relevant knowledge and experience to successfully integrate PIPCS with our proposed applications, as and when required by the Authority, in a risk free and timely manner.

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Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Generic - Quality question [7.2] For the IT systems that will be used, developed or changed to support PIP, please describe: a) the IT environments covering all test, training and model office environments as well as the production estate, and whether these are dedicated to the PIP process or shared. Please supply appropriate service block diagrams in support of your narrative. b) list the hardware & software products and versions used by your IT systems, and include whether these are supported or not; Please supply this as a separate Microsoft Excel spreadsheet. (This will not count towards the page limits below). Please name this separate document as follows: Supplier Name_ 7.2_IT Systems.doc c) the process for how you will implement changes to your IT as a result of for example, a change in legislation, and the typical time it would take to implement changes. Your narrative response should be supported by an indicative milestone plan showing high level phases only. This should be presented in Microsoft Excel format. Please name this separate document as follows: Supplier Name_ 7.2_IT changes.doc Present your response at the top of a new page, within these preset margins in Arial font size 12 up to 5 sides of A4 including diagrams and including the question text and these instructions. [7.2 a] The Atos solution to the Authority for PIP is to be provided using our secure Government cloud offering, Secure Cloud Container (SCC). The founding principle of SCC is that it will be an accredited environment, able to support multi-tenanted Government and Health clients, fully security accredited to IL4 with the Pan Government Accreditor. The SCC infrastructure is an Infrastructure as a Service (IaaS) platform upon which Atos is able to provide Software as a Service (SaaS) and Platform as a Service (PaaS) offerings to clients. The SCC represents the Atos UK strategy for introducing repeatable, re-useable and accredited offerings to both Government and Health clients. The SCC provides for both live and non-live environments. Live environments cover the Production and Disaster Recovery (DR) environments. Both environments are sized to meet the full production peak load, with geographical separation of the sites in our Birmingham and Andover sites. The data centres are run in active-passive mode, using log file replication between the sites to ensure that the disaster recovery site is kept up to date and is able to take over should the need arise. Live environments and their key characteristics: Production - This environment is used to deliver the PIP solution to the Authority using the Business Application Suite (BAS), which is provided as SaaS. BAS supports the end to end referral management of PIP cases from the Authority, via the PIPCS application. It is fully sized to meet the peak processing requirement for PIP. The Production environment for Lot 1 has been sized to be equivalent to our existing Medical Services Production environment used to support the ESA systems for the Authority, as it processes a similar number of transactions. Disaster Recovery - The DR environment is a full size replica of the Production environment and housed at the second data centre. It is originally built in parallel with the Production environment, and is then kept aligned through Change Control at the server level and through data replication at the data level.

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Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Testing environments and their key characteristics: In support of the live environments, Atos will provision a number of testing environments. The intention of these environments is to provide Atos and the Authority with a defined path to live, from both the functional and non-functional perspective. Development / Systems Testing This environment is primarily focused on the execution of the initial system/package testing of the component applications of the solution from the development teams. The environment is used to perform full functional regression and targeted testing of new functionality, to ensure that the individual applications perform functionally. Additionally, the environment will host a small volume of development workstations that are used for environment-specific configuration and tuning of products, such as the Siebel and Management Information systems. This environment is always the first environment used to prove the new code/configuration for the overall system for PIP. In compliance with the Pan Government Accreditation rules, security proving of the new functionality will occur, to ensure the security of the overall environment. This environment will be sized at 5% of the Production environment. Integration Testing This environment is used to ensure that the overall solution, which is made up of interconnecting applications, performs all the functionality that is required of the overall solution when exchanging messages between the applications. Testing in this environment will follow on from Systems testing. This environment will be sized at 5% of the Production environment. Model Office - This environment is used to present the results of forthcoming functional changes to our business users for acceptance. The environment is used to support medical and administrative resources in ensuring that new software releases are fit for the business purpose. This environment is sometimes called the User Acceptance Testing environment (UAT). This environment will be sized at 5% of the Production environment. Pre-Production Staging - This environment is used to perform key non-functional tests, such as performance, ready for operations, resilience and redundancy testing, pre-live rollout trials and supports the technology road map as the primary environment where operating system and middleware changes are trialled. It will also be used to recreate non-functional production environment incidents, and propose either temporary fixes or initial analysis into medium and longer term fixes. This environment is sometimes called the Operational Acceptance Testing environment (OAT). This environment will be sized at 50% of the Production environment. Live Support This environment is used by the functional support team located in the UK to recreate issues seen in the production environment. The aim of the environment is to quickly assess resolutions to the incidents reported in the production environment. The environment is used to either propose and temporarily fix (functionally) production incidents, or to provide initial analysis that will be used by the development teams for a medium to longer term fix. This environment will be sized at 5% of the Production environment. Each of the environments noted above are dedicated environments for the PIP solution that are delivered through the SCC national secure IL4 cloud platform. The following diagram highlights the proposed path to live for both a functional and nonfunctional project within the PIP environment: 61

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form

As the diagrams show, the path to live for a functional change begins in the Systems Testing environment, where the initial packages are proved in isolation, before the testing moves to Integration Testing, where the packages interact with one another (and potentially, in the future, external Authority systems). Model Office (UAT) testing is the next type of testing, when the business users test the applications against the proposed business process. The final pre go-live environment is the Pre-Production Staging environment, which ensures that the support teams understand the operational requirements of the environment. If there is a key performance requirement for the development cycle, then performance testing will occur. In all deployments, Pre-Production Staging is used to validate the approach to rollout to de-risk golive activities. For non-functional changes, the path to live is initially shorter. The testing will focus on verifying that the non-functional changes (e.g. operating system upgrade, Oracle upgrade) do not have an impact of the functional baseline of the solution. This testing will occur in the Integration Testing environment. Once the functional validation of the non-functional change has occurred, the testing moves onto the Pre-Production Staging environment, where the bulk of the testing occurs. The testing is largely non-functionally focused, but incorporates sufficient further functional tests to assure whether the delivery is fit for purpose and ready for go-live. In both the functional and non-functional changes, a number of environments begin their upgrade in parallel to the go-live rollout. In both instances, the Live Support environment is first as it must be in a position to accurately reflect the Production environment. This is then followed by the remaining environments that were not on the critical path for go-live. [7.2 b] All hardware and software products have been provided in the separate spreadsheet [Atos IT Services UK Ltd_7.2_IT Systems.doc. Emergency software patching / essential upgrade policy Atos has an established patch management policy and process which covers the identification, assessment, testing and deployment of software patches including emergency patches. All issued patches are reviewed on a monthly basis. Emergency patches can be assessed outside of this cycle, where appropriate. Vulnerabilities are grouped into four categories based on advice provided by the vendor, and as assessed by the Atos Security Group: Non-Critical:- A change is raised and approved to test and deploy the patch within the agreed patch cycle. Critical: - A change is raised and approved to test and deploy the patch within the agreed patch cycle unless otherwise advised by the Operational Security Manager. Out-of-cycle and urgent patch releases may fall into this category as the vulnerability may warrant rapid action. Emergency: - This is reserved for extreme cases where a serious attack has occurred on the estate. An emergency Change Approval Board (CAB) is convened to approve, test and deploy the patch to protect the integrity of the network as quickly as possible. The emergency CAB considers the wider implementation of the patches to all other environments. Such changes may need to be retrospectively authorised. The retrospective approval of emergency patches includes a review to ensure that all the necessary documentation has been completed as soon as possible after the event. 62

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form

Not Applicable: - The security alert or availability of a patch, hot fix or security upgrade is noted; however, the current technical architecture doesnt incorporate the product or platform. A risk assessment of applying the patch (as well as that of not applying) is undertaken for example there may be a risk that a patch could cause an application to fail, or could compromise the integrity of an imminent application release. The Technical Director or nominee has ultimate sign-off of the approach. The Patch Manager will raise the Request for Change (RFC), which must be cross referenced to a Centre for the Protection of National Infrastructure (CPNI) alert, where applicable. Essential upgrades are proactively identified and assessed. The implementation of new software versions can introduce compatibility issues, so has to be addressed as part of an overall technical strategy. Essential upgrades are carefully planned and fully tested (including regression testing) as part of planned releases through the change management process. Detailed remediation plans if software or hardware is not supported Atos confirms that all software and hardware proposed for the PIP IT Service will be at supported levels. Our policy is to maintain hardware and software at supported versions i.e. N or N-1, for the majority of suppliers. When software or hardware is approaching the end of its supported life, upgrade and/or replacement is considered as part of the overall technical strategy and implemented through the change management process, fully planned and tested as part of planned releases. If for operational or agreed commercial reasons, systems are required to be kept at levels outside of these norms, Atos will, where able, ensure enhanced support agreements are in place with the relevant suppliers. [7.2 c] Change Management Process Atos currently manages a formal change control process with the Authority to allow for the consideration and/or implementation of any changes to the service to be provided. This process is designed to fulfil your audit requirements as well as enabling the provision of robust and timely impact analysis/solutions. Our dedicated change control team receive a change control submission from the Authority detailing the requirements, including any timeframes, dependencies, or prioritisation against existing business or projects. Atos then initiates a robust impact assessment process, involving key individuals from each area of the business involved in the service delivery. During this process, discussions will take place with the Authority to clarify any aspects of the request or the potential solution. Where such a change also requires changes to the IT systems, a full impact analysis will be performed against all related products (analysis; high level design; detailed design), and a formal estimate made of all requisite changes. The estimate produced will include all elements of the development lifecycle (analysis, design, coding, testing and implementation). At the end of the impact assessment, Atos will issue a formal response to the Authority detailing the proposed solution and the impact on service delivery, and the Authority, of the solution. The time taken to reach a response point will depend on the complexity of the change, but is always driven by the Authoritys requirements. Discussions then take place until an agreement is reached, at which point a Change Control Note (CCN) is signed by both 63

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form parties. Once the change has been approved, all required elements are managed by Atos to ensure a successful implementation. The direct engagement of the business in the impact assessment means that risks associated with implementation of changes are reduced. An example of this is when Atos were requested to respond to an urgent request from the Authority following the legislative change to introduce the new Employment and Support Allowance (ESA). The legislation stated the date on which the new benefit would commence. This change impacted all aspects of Atos service delivery (medical, process, accommodation and IT). Atos was able to successfully implement all required changes, including the development, testing and implementation of a whole suite of new IT applications in time for the commencement of the new legislation, to facilitate the receipt of ESA assessment referrals from the Authority. Milestones and approach to change windows Classification of changes: Small Medium Large <50 man days >50 <1000 man days >1000 man days

Atos will schedule bi-annual maintenance releases for the proposed PIP IT suite of systems. Each maintenance release will span a 3 month development, test and delivery window. A 3 month lead is required to include small changes within a normal maintenance release package. The contents of any maintenance release will be approved by our release manager. Medium and large changes will be planned, resourced and scheduled as separate projects from the bi-annual maintenance releases.

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Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Generic - Risk question [7.3] Explain how your IT systems will be capable of supporting and processing the forecast business volumes for PIP across your service hours, specifically covering; a) how you will determine the appropriate sizing of your IT systems and how much contingency is built in as standard; b) how capacity thresholds are monitored and managed; c) how you would meet the challenge of either increasing or decreasing the capacity of your IT systems and what timescales this can be achieved in; d) what percentage level of availability you propose for your IT systems and how you could extend availability to support peaks / backlogs. NB: DWP would expect a normal standard to be 99.6% over any commercial period. Present your response at the top of a new page, within these preset margins in Arial font size 12 up to 3 sides of A4 including the question text and these instructions. Appropriate Sizing Atos is a leader in hi-volume transactional services. Through our Worldline business we process 374 million remote payment transactions and 1 billion SMS messages each year. For the Authority we already manage applications and infrastructure to support the Medical Services ESA referrals which process more than three times the annual assessment referral volumes of the largest lot for PIP. The sizing principles that have been used for Business Application Suite (BAS) deployment will draw upon this proven and successful design experience of high transaction volume systems. These principles will be monitored and reviewed throughout the delivery of PIP and refined as necessary to cater for future changes that could increase or decrease business volumes. As PIP is a new benefit and the required processing load is not finalised, we have allowed for 100% spare capacity in our initial capacity sizing. In conjunction with the proposed Secure Cloud Container (SCC) Infrastructure that will host BAS, the following sizing principles have been applied: Where a single server deployment is sufficient to run the service, a second server will be provided for resilience/contingency Where a 2 server cluster is in use, the failure of 1 server will allow the full service to run with 20% contingency headroom in the remaining server Where 3 or more servers are used in a cluster the following approaches will be taken o The remaining servers in the cluster will have sufficient capacity to run the service whilst consuming the workload of the failed server whilst continuing to provide 20% contingency headroom o An additional server will be added to the server cluster for further redundancy Where a cluster of servers exceeds 10 in total, the principles noted in the above sub-bullets will be followed except 2 additional servers will be deployed As part of the implementation project, all applications will be subjected to a performance testing phase using the Atos preferred tool HP Loadrunner. By creating synthetic transactions in Loadrunner to simulate the maximum workloads the PIP systems will be required to deliver, we can ensure that all applications and supporting infrastructure are fully tested and will meet the proposed referral, transaction, and user concurrency required to support the Lots that Atos are contracted to deliver. Were Atos to win multiple Lots, we can quickly re-size the capacity requirements using the same logic as detailed above. We would expect to see significant economies of scale in the required supporting central infrastructure should we in more than one Lot. A clear example of this is in the case of Lot 4 combined with a larger Lot. In such a scenario, the larger Lot would already have sufficient spare capacity to be able to also handle all of the required increase in volumes that Lot 4 would bring. Additional infrastructure would then only be required if the impact of Lot 4 breached the sizing principles above and additional servers were required to 65

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form maintain contingency. The advantage of hosting our solution on SCC is that this secure shared Government platform is specifically designed to be able to quickly provision additional capacity as required. This could be to meet a temporary peak in volumes, or to meet a permanent requirement (such as to support multiple Lot delivery). Capacity Thresholds - Our IT solution will be subject to the Atos Capacity Management system. This involves the real time capture of performance statistics from the infrastructure management tools delivered as part of SCC. These are used to monitor systems in real-time and to automatically create monthly reporting packs. The monthly reports are provided to the architecture and services management teams for analysis and action. The Capacity Management trending analysis works on the basis of previous, current and predictive server metrics with the intention of identifying performance risk to allow for solution scaling to occur should that be required. Capacity Management also takes into account the business metrics (previous, current and predictive) to identify the trends in server behaviour, this knowledge being fundamental to the predictive analysis for scaling the deployed applications. Taking both these into account, the Capacity Management team are guided by the following principles: Where a server cluster shows a combined key metric (e.g. RAM) utilisation in excess of 60% for a sustained period of up to 4-weeks it is highlighted Amber. This triggers a lower level analysis including predictive utilisation based on business metrics to set a point in time where scale up/out is required at the server level. Where a server cluster is shows a combined key metric utilisation in excess of 70% for a sustained period of up to 4-weeks it is highlighted Red. This red status follows the amber status and is the point at which the need for scale up/out is executed at the server level. Capacity Management is not restricted solely to servers, it is also used to monitor the utilisation of the external network segments, network devices, security appliances, internal networks and storage. In all cases a similar guiding principle is used to that for servers. Atos will use many tools to capture information from the deployed applications and infrastructure in support of Capacity Management, the table that follows indicates a subset of the tools to be used as an example of our wider management solution: Tool Service Centre Operations Manager (SCOM) CA eHealth Function A management server in the management zone and a server based agent to capture out of the bespoke server and operating system based metrics. The tool polls the remote network devices every 5 minutes to collect a set of Simple Network Management Protocol (SNMP) values. Offline HTTP URL analysis tool that is used to analyse the performance of BAS applications at various levels of granularity. Example Metrics RAM/CPU/Disk/ IO utilisation WAN link bandwidth/CPU/ RAM utilisation Concurrent users, location performance

Compuware Vantage

Increasing Or Decreasing The Capacity - The BAS service is provided on our SCC infrastructure which is our implementation of a private UK Government secure cloud and is designed to be a multi tenanted, accredited, IL4 platform. The benefit which this leverages for PIP is scalability. The PIP solution will be initially sized to scale with the paper Based Review and Consultation profile that the Authority has provided. This means that the infrastructure environment will not be built for peak utilisation from day 1, but will grow steadily to the midcontract predicted peaks. The Capacity Management system enables the infrastructure hosting BAS to react to the needs of both scale up and scale down as the profile of the Paper 66

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Based Reviews and Consultations changes. It would be the Atos deployment principle to scale up within the architecture first, depending on the Capacity Management systems position, before looking to scale the environment out with new hardware. As the SCC is based on a virtualised platform these changes can be performed without loss of service and also removes any realistic constraints that would inhibit its scalability. For small scale changes in capacity, for example to accommodate events such as short term peaks assessments, the SCC delivery platform enables the relevant virtual machine capacity to flex without major infrastructure change. This means that these changes will be accommodated as required in typically less than 5 days. Any significant change in business volumetrics that has the potential to require a scale up or down of the infrastructure are likely to have wider implications (such as requiring changes to the medical resource requirement) than simply a change in the IT capacity. Therefore we believe that such a requirement would be raised for impact, via the Technical Change Management system, and that the IT requirement would be impacted as part of that overall impact assessment. From the point of the IT capacity assessment, the analysis of the requirement would be a 2-4 week exercise to provide an initial view on the capability required to meet a potential change in the business profile. Once the Change is approved the increase in capacity can be provided very quickly depending on the scale and nature of the requirement. As SCC is built on standard building blocks with spare capacity it is expected that small changes could be fulfilled in less than 5 days, and even very large increases in capacity fulfilled in less than 10 days. The SCC storage solution is a Storage Area Network (SAN). We have sized our SAN solution to be capable, if required, of storing all required data for all Lots for the entire contract term. If changes to the referral volumes during the contract mean that more storage is required, the same change management process and timescales as described above for server performance would apply for storage. The BAS application has been designed by Atos to support our wider BPO business not just the transaction volumes anticipated to support PIP. We anticipate no issues in the application software itself in being able to handle much higher volumes of data than that required for PIP. Additional scalability of the application will be achieved by scaling out the supporting server infrastructure as described above. Availability - The PIP solution will provide a minimum of 99.6% availability during core working hours which are noted as Monday to Friday 8am to 8pm excluding public and bank holidays. Outside of core hours the services will run at their normal 99.6 availability levels unless a scheduled Change is required for planned system maintenance, at which point availability will run at 98%. All such planned Changes will be managed by the technical Change Management process, documented in the Forward Schedule of Changes which is reviewed at the Change Advisory Board. Business drivers are a key element of this review and as such if there is a forecasted requirement for extended core hours working then the change will not be agreed and the systems will be available. As a result, whenever Atos are providing services to the Claimant, either face to face or over the telephone, system availability of 99.6% will be maintained.

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Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Generic - Risk question [7.4] Describe the resilience of your IT systems which are being used to support PIP. This should explain; a) what event monitoring tools are used and how they are configured to prevent any detriment in performance; b) the level of resilience of your systems such that a fault in any one component does not cause an uncontrolled system failure. Please supply an appropriate service block diagram in support of your narrative. c) how databases are backed up and restored to ensure data integrity; d) your provision for Disaster Recovery including time to resume normal service. NB: The Department normally contracts for an application to be operable within 24 hrs and in certain circumstances e.g. data corruption a further 24 hrs. Present your response at the top of a new page, within these preset margins in Arial font size 12 up to 3 sides of A4 including 1 page for diagram and including the question text and these instructions. Event Monitoring The new Business Application Suite (BAS) is deployed on a principle of no single points of failure for the online applications, the solution is hosted on the Atos Shared Cloud Container (SCC) Infrastructure as a Service (IaaS) platform. The SCC environment will be accredited via the Pan Government Accreditor (PGA) to IL4, to meet all of the ISSS and HMG security requirements for handling sensitive personal data either singularly or in aggregation, on a multi tenanted client basis. In the event of a failure (hardware or software), the tools and monitoring solution in the SCC environment will detect the failure and automatically raise a system alert that will trigger an intervention for recovery. Depending on the nature of the failure the recovery can be either automated or manual administrator intervention. The following tools ensure a high degree of automation and event resolution: SCOM Set up as a management server in the management zone and a server based agent to capture out of the box/deployment bespoke server and operating system based metrics. CA eHealth The tool polls the remote network devices every 5 minutes to collect a set of Simple Network Management Protocol (SNMP) values. Spectrum WAN link availability and network device availability Cisco Works LMS Configuration Management, network device backups, inventory and asset information Cisco Secure ACS Remote Authentication Dial-In User Service (RADIUS) / Terminal Access Controller Access Control System (TACACS) authentication logs Checkpoint Smart Centre Firewall device backups, inventory asset information, rule set configuration The configuration of the tools will generate an exception event on incident (e.g. memory failure, queue exception, failed service) which is captured locally on the server by a tool agent and is transferred back to the management server for that tool. The management tool applies rules to the failure (e.g. Actions to take, owning group to inform, key metric information, incident severity) and issues the alert back through the core SCC infrastructure to the Atos Service Desk through the Service Desk Manager 12 (SDM) tool. SDM is used by all supporting administration service lines for Incident, Problem and Change management. On receipt of the incident the allocated service line will note the urgency of the Incident through the assigned Incident severity and respond within agreed SLAs (specific to PIP) and manage the restoration of full service. Resilience Of Systems - The diagram below is a high level view of the infrastructure Atos 68

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form SCC will deploy from its SCC capability. It shows the high level of redundancy and fault tolerance that is inherent in our proposed solution underpinning the high degree of resilience. The following principles will be followed when planning and deploying the SCC infrastructure to ensure minimal disruption to the delivered services and ensure the appropriate availability for the PIP services being delivered. Where a single server deployment is sufficient to run the service, a second server will be provided for resilience/contingency Where a 2 server cluster is in use, the failure of 1 server will allow the full service to automatically run with 20% contingency headroom in the remaining server Where 3 or more servers are used in a cluster the following approaches will be taken o The remaining servers in the cluster will have sufficient capacity to automatically run the service whilst consuming the workload of the failed server whilst continuing to provide 20% contingency headroom o An additional server will be added to the server cluster for further redundancy o Where a cluster of servers exceeds 10 in total, the principles noted above will be followed except 2 additional servers will be deployed These principles combined with application level clustering ensure that when a single component at any level in the IaaS provision fails the service will automatically fail over to a spare component, continue to run normal services with unaffected availability of the application. This ensures we will be operating our IT systems at 99.6% availability to be able to meet the agreed SLAs and KPIs. Database Back Up And Restore - The application suite utilises Oracle as the primary RDBMS system and Atos will deploy all instances using Oracle RAC (Real Application Clustering) for local high availability of the database service. The Atos back-up policy uses Oracle Data Guard in maximum performance mode, to autonomously replicate data asynchronously to the Disaster Recovery (DR) environment in the second datacentre. In addition to Data Guard, Atos also employ a backup regime for a further copy of the data in the Production environment. This uses a virtual tape back-up library (VTL) that copies data from the Production environment to a lower tier disk storage. Netbackup is used as the utility for backup management within SCC and the environment will be configured to take data from the Production system and place it on Tier 4 storage as part of the Storage Area Network (SAN). The backup solution will run on a nightly basis and apply backup files to the SAN, which will be maintained for a period of 28 days. It is normal practice for a minimum of 1 full backup to be taken per week (usually at weekends) with the other days being incremental backups that can be applied over the top of the previous full backup. This approach means that the Recovery Point Objective from tapes will be less than 24 hours as a worst case. As described in detail below the testing of recovery from backup will be tested 4 times every year. Disaster Recovery - The use of Oracle Data Guard delivers a high level of availability of the data within the database, with the replication being streamed across the Atos private data centre interconnects between the Production and DR environments. The use of Data Guard in maximum performance mode means that replication will not delay the completion of the online transaction in the Production data centre and the replication occurs through the underlying Oracle log files at the earliest possible opportunity. Using this mode on a high transaction based system Atos would expect the replication between sites to occur on a 5-15 minute basis meaning that the Recovery Point Objective for data under catastrophic failure is less than 15 minutes. The Production system will be migrated to the DR environment approximately 4 times per year 69

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form to allow for maintenance activities to occur. In addition Atos will execute 1 DR test per annum to prove and validate recovery process and procedures. The annual DR test will be used to validate the Recovery Time Objective of the Atos solution for PIP. The significant advantages that the PIP solution has over other similar solutions is that applications will be built and ready to support live service and data is being streamed in close to real time from the Production to the DR environment. As a consequence of the architecture the DR process is a simple process of : 1. Assessing the position of the streamed data 2. Assessing the position of the running infrastructure 3. Assessing position of the running applications 4. Communicating with the Service Management and subject matter expert service lines 5. Communicating with the key user groups of the Atos PIP solution 6. Communicating with the data centre teams 7. Communicating with key 3rd party suppliers (hardware, software, services) 8. Issuing the intention to recover the Production service into the DR data centre 9. Executing the DR invocation plan Atos expects that full service would be recovered from the DR environment in less than 24 hours from the point of invocation. Therefore a Recovery Time Objective of 24 hours maximum would be expected with a Recovery Point Objective of less than 15 minutes.

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Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Generic - Quality question [7.5] Describe what industry standards / best practice you follow for your IT Development & Operations i.e. ITILv3 Framework, ISO20000, PRINCE II, Agile and CMMI (this is not an exhaustive list). Present your response at the top of a new page, within these preset margins in Arial font size 12 up to 1 side of A4 including the question text and these instructions. Industry Standards, Best Practice & accreditation levels The Atos Business Management System (BMS) is the Quality Assurance System used to ensure that the quality of the services we deliver. It defines quality policies and procedures for the management and delivery of IT services in accordance with our ISO certifications. It is Currently certificated to ISO 9001:2008 and TickIT. The certificate number GB11/84595 is valid to 28th November 2014. Atos IT Solutions and Services Limited (previously Siemens IT Solutions and Services Ltd) is certified to ISO 9001: 20000. The certificate number is 302147 QM08 and is valid to 15th September 2014. Atos places great emphasis on the security controls that are in place at our sites in the UK. The Atos IT services sites are regularly inspected by our team of security advisors, who are all qualified ISO 27001 internal auditors and who all have extensive experience in implementing and assessing physical security controls. Atos UK has certification to ISO 27001: 2005. The certificate is number GB11/84596 issued 28th November 2011 and is valid until 28th November 2012. As a consequence of the formal certification to ISO 9001:2008 and to ISO/IEC 27001, our processes and practices are externally audited more than twice each year by external, accredited certification bodies. Industry Standards, best practice covering full life cycle The Atos delivery model has been based on ITIL since its early inception and had been part of our approach for a number of years. All Atos Service Managers must complete the 3-day ITIL Foundation course and examination. Additionally staff from other disciplines including Delivery Assurance, Service Desk, Field services, Scheduling, Procurement, Technical Consulting and Systems Integration have successfully completed this course. Atos is a certified organisation under the itSMF ISO 20000 Certification Scheme. The certificate was issued on 28th November 2011 by SGS and is valid until 28th November 2012. The certificate number is GB11/84598. The current scope of this certification is for the provision of IT services for; support centres and service desk, desktop and distribution services, voice and data networks, servers and storage services; IT consultancy for the design and implementation services for IT Iife cycle management, software and hardware configuration management services, network assessment, design and implementation, data centre outsourcing and on demand utility server and storage management. P2M is Atos Origins pragmatic and focussed application of PRINCE-2 and is compliant with the OGC Managing Successful Programmes Framework (MSP). We have used this methodology on implementations as diverse and complex as delivering ICT for the Olympic Games, and the introduction of the Employment Support Allowance for DWP. Certification to PRINCE2 exists for our programme, transition and project managers. We are a member of the PRINCE2 user group. Where an iterative delivery is appropriate, we use the Agile project delivery methodology. CMMI Maturity Assessment Atos UK Systems Integration Government and Health was successfully appraised at CMMI v1.2 maturity level 3 in November 2011.

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Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form 8. Estates Lot Specific [8.1] Please describe in detail how you would source sufficient, appropriate and accessible premises for conducting PIP Assessments across all the Lots you are bidding for. You should include within your response consideration of both the availability of car parking facilities (especially for blue badge holders) and public transport routes facilities at or near the premises for PIP delivery. Present your response (per Lot) at the top of a new page, within these preset margins in Arial font size 12 up to 4 sides of A4, per lot including the question text and these instructions. Each response must be individually labelled for the Lot to which it refers, by completing the heading below: LOT SPECIFIC RESPONSE FOR LOT 1 - Scotland, NE England, NW England & Isle of Man Atos will deliver PIP in Lot 1, working in partnership with the NHS Acute and Community services, Private Hospitals and national networks of locally-based Physiotherapists and Occupational Therapists. This approach creates a supply chain of trusted organisations, with experienced staff, ready and in place for day one, with the service delivery expertise of dealing with people with differing needs, and based in locations rooted in their communities. As the prime contractor in the partnership, Atos will carry out the contract management; IT; contact centre; customer management; supply chain management; audit, training, finance, account management; stakeholder management and HR. Atos will also conduct Paper Based Reviews, and will be assisted in this by HPs working for Premex and The Injury Care Clinics (TICCs), two of our supply chain organisations. These back office functions will be delivered through our Service Delivery Centres (SDCs) within existing Atos, Premex and TICCs estate. The majority of face-to-face consultations will be conducted by our supply chain, with the majority of home consultations delivered by Atos HPs. To select the supply chain, commencing in January 2012, we approached more than 140 organisations across the UK, meeting with 78 and subsequently inviting 66 to take part in a rigorous selection process which commenced with a formal Request for Information. In Lot 1, we then invited 17 organisations to submit a detailed Request for Proposal. We conducted an evaluation process, including site visits, to select the PIP consultation locations of the highest quality. This has allowed us to identify sufficient, suitable accommodation, ready for go live and available for the length of the contract. As a result, within Lot 1, we can deliver the PIP service through an extensive estates network comprising 57 NHS, 22 Private Hospital and over 650 Physiotherapy Practices. The NHS locations will be provided by Lancashire Care NHS Foundation Trust, NHS Lanarkshire, Pennine Acute Hospitals NHS Trust, Rotherham NHS Foundation Trust, Mid Yorkshire NHS Trust and York Teaching Hospital NHS Foundation Trust. BMI and Spire will provide the private hospital accommodation, and the physiotherapy practices will be managed by Premex, PhysioWorld, TICCs, PhysioMed and The Treatment Network. We will also utilise a mobile assessment service through Medacs in those geographies where fixed estate is in short supply. This creates a network of nearly 730 sites across Lot 1 (as shown in the diagrams below) within which claimants can attend a face-toface consultation. In virtually all areas, there is coverage by more than one supply chain partner, creating additional capacity and contingency. We have agreements in place whereby the contractual commitments of a failing partner can be picked up by another, and ultimately, by Atos HPs in continuing areas of shortfall.

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Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form

Lot 1 Solution

1) Mobile solution 2) NHS Providers 3) Private Providers

5) Network Providers 6) Within 60 minutes of a Provider 7) Within 30 minutes of a Provider

Local Delivery - Through this truly localised service delivery model, we estimate that no 73

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form claimant will be required to travel more than 60 minutes by public transport to attend a PIP assessment, over 75% of claimants will be able to reach a PIP delivery location within 30mins and, many travel times will be considerably shorter. This provides a hyper-local service with a primary focus on the immediate community. In addition to determining delivery locations, we have confirmed with all our supply chain partners the number of rooms and the times at which these rooms are available for PIP assessments. Based on this information, providers have then confirmed to us the number of PIP assessments they are able to undertake in different locations. We have calculated that, within Lot 1, our PIP supply chain has headroom capacity of over 400,000 assessments per annum above the Authoritys stated ITT annual volumes in every year of contract delivery, which can be accessed at short notice. Additional and immediate capacity flex of 15% of monthly volumes can also be provided, given that over 80% of our provider locations have indicated they are willing to flex and increase staff resources and offer evening and/or weekend appointments from their facilities. All of the accommodation required for Lot 1 face to face consultations exists now within our supply chain. It is tried and tested in the delivery of medical services and has been used for this purpose for many years. The locations are often well known and familiar within the community, located at public transport hubs and have excellent facilities for claimants with mobility issues. We have already had confirmed with our providers, through our provider selection process, that accommodation has ample car parking facilities including provision for blue-badge holders. In many of our acute and community hospital locations there are 30-40 dedicated blue-badge spaces available per site. Our other proposed accommodation, including GP surgeries, health centres and Physiotherapist/Occupational practices, commonly have 2-5 spaces available depending, on the size of the estate. We have confirmed that all estate locations have suitable ground floor accommodation available, to enable all claimants to be dealt with in an environment which suits their needs. To create a positive claimant experience, the consultation rooms will be a pleasant, professional environment of an appropriate size and with sufficient privacy (both visual and audio) to ensure that the consultation is not viewed or overheard. Consultation rooms will be fitted with the equipment necessary to facilitate the assessment of claimants with mobility issues. Given our consultation rooms are currently located in hospitals, health clinics and physiotherapist clinics, they have already been designed and fitted out with the needs of patients with disabilities taken into account. Typically, these centres will all have: wheelchair accessible and appropriately sized reception areas and consulting rooms; a low level main reception counter; a hearing loop system; wide doors or electrically operated button controlled disability-friendly doors; adjustable height examination couches in each consultation room; a disabled toilet and baby changing facilities. All our supply chain partners have also confirmed they have existing agreements for translation services for claimants who may have difficulty understanding English; that they will use dedicated, accredited desktop computers to access the Authoritys specified IT systems and they will have appropriate physical security at all locations to deal with claimants displaying unacceptable behaviour such as threatening, or conducting violence against, a member of staff. Our supply chain partners are also fully committed to actively encouraging and accommodating the attendance of companions, advocates or carers at their assessment locations. Given the experience of our supply chain partners, they recognise this will help facilitate the process and reassure the claimant during the consultation process. We have also been able to confirm with our supply chain partners that their accommodation is (i) compliant with Statutory Legislation and satisfies the required Building Use and Planning Consent; (ii) has leases that have been checked to ensure they last beyond contract expiry date; and (iii) is compliant with the Equality Act 2010. Our supply chain partners have submitted that all of the equipment required for the delivery of PIP is already in place, or can 74

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form be easily sourced. During the service set-up period, this information will be validated by our Estates Team. The team will apply the same criteria and conduct auditable due diligence checks on all provider facilities against the Authoritys required standards. Our expectation is that the need to fit-out estate with additional equipment will be minimal. However, our Estates Team will make available detailed plans showing the timescales, including key milestones and review points for the fit out of all premises. They will also report any non-conformance and meticulously manage any improvement work, in the unlikely event that it is required. Our Estates Team will develop a process, satisfactory to the Authority, that will allow the Authoritys estates assurance bodies to review the development and operation of the estate at agreed times over the contract period. As part of the programme, we are committed to operating a rolling programme of PIP estate audit and spot checks, across our entire supply chain estate and throughout the contract period, as we recognise the quality of estate directly impacts the claimant experience and pro-actively facilitates the assessment process. The audit of our supply chains estate will also allow us to verify the existence of objective evidence showing conformance to the required standards, judge the effectiveness of achieving any defined target levels and act as a hands-on management tool for achieving continual improvement in the estate provision. Audit and regular estate review by Atos will supplement the already high standards of estate management which exist for our current medical services delivery locations; which are regularly reviewed to ensure they meet patient expectations. Mobile Solution - We are also able to offer, through our supply chain partner, Medacs, a mobile consultation room solution. The Medacs mobile consultation units offer static shortterm provision to extend our community outreach within Lot 1 into the more rural areas of the Scotland. All mobile consultation units will be staffed with an appropriately qualified HP, contain a private consultation room, with storage for all required equipment. They have separate and appropriately sized waiting areas fully meeting the Authoritys requirements. The vehicles are of the highest quality, fully equipped to deal with the needs of claimants with mobility issues, well maintained and have a professionally designed interior. Vehicles will be parked in locations that are convenient for claimants and ensure that their privacy is protected. Security Atos, and our supply chain partners, will control physical access to all elements of the service, in accordance with the Authoritys requirements. The safety of the claimants and their information at all times is essential, and we will assess all physical locations used to deliver the service. Given these control dependencies, we will perform these physical site assessments early in the implementation project to identify controls to prevent unauthorised access and schedule the commencement of mitigating controls. During the clerical solution period, prior to the introduction of the Authoritys Health Assessment Tool, Atos and its supply chain partners will need to produce paper based assessments. We will ensure that there are appropriate physical security counter-measures in place across all the estate for secure storage of documentation, for example, where FME is presented by a claimant and then copied by an HP, prior to its despatch to the Authority. Information to be shared with the Authority will be couriered securely on a daily basis, using the Authoritys secure courier service. This is to prevent instances of aggregation through accumulation. No paper records will be retained in any Atos or partner locations. All of our accommodation will be Health and Safety Executive compliant, and the NHS and Private Hospitals all have their own Security Departments with security officers who work 24 hours a day, 7 days a week, to make their environments safe and secure. For our National Physiotherapist and Occupational Therapist Networks, and for our mobile solution, we are producing additional security guidance. This will highlight how to create a safe and secure work environment for staff and claimants, and will detail procedures that need to be in place for evacuation as a result of a major incident. 75

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Generic - Risk question [8.2] Explain how you will manage your estate provision over the duration of the contract period specifically covering; a) availability and duration of availability of premises; b) how capacity thresholds are monitored and managed; c) how you would meet the challenge of either increasing or decreasing the capacity of your estate and what timescales this can be achieved in; d) details of any service contracts for cleaning, maintenance, security including whether these are/will be sub-contracted (detailing any lot specific differences); e) what percentage level of availability you propose for your estate and how you could extend availability to support peaks / backlogs; f) what are your business continuity/disaster recovery arrangements in relation to access to estate; g) what mechanisms are in place to maintain service. Present your response at the top of a new page, within these preset margins in Arial font size 12 up to 3 sides of A4, including the question text and these instructions. Atos will deliver PIP in all Lots working in partnership with the NHS, Private Hospitals and national networks of locally-based Physiotherapists and Occupational Therapists. This approach creates a supply chain of trusted organisations, with experienced staff, ready and in place for day one, and based in locations rooted in their communities. Atos will require estate for our Service Delivery Centres (SDCs) where we will carry out the back office functions including contract management; IT; contact centre; customer management; supply chain management; audit, training, finance, account management; stakeholder management and HR. Atos will also use this estate to conduct Paper Based Reviews. The majority of face-toface consultations will be conducted by our supply chain, utilising their existing estate. Our partner Medacs will provide mobile consultation units to offer static short-term provision into more rural areas. To select the supply chain, we conducted an evaluation process, including site visits, to select the PIP consultation locations of the highest quality. This has allowed us to identify sufficient, suitable accommodation, ready for go live and available for the length of the contract. For all combinations of the four Lots, we have ensured that we have scoped the size of the SDCs to match, and developed plans to procure and fit out these locations. We have agreements with our partners detailing their plans to provide suitable accommodation which meets the timescales, fit out and volume requirements of the Authority. Availability and duration of premises - Atos will agree new leases for additional space in our existing accommodation at Linwood, Crewe and Newcastle to create the three required SDCs. The leases will begin before the start date to allow for any fit out activity and they will have a break for the contract end date. The Estates Team will ensure that a further two, one year extensions to reflect the Authoritys contract. Our partners already own their accommodation and we have made certain during the selection and evaluation process, that the availability matches the volumes and timings we have profiled based upon the Authoritys published volumes. In all cases, partners have been able to guarantee availability beyond the second volume band (+15%) above baseline volumes. They have all stated that they have the flexibility to expand their available accommodation if the need arises. If volume requirements are significantly lower, the accommodation we intend to utilise in the supply chain partners existing medical business will not attract an additional cost or risk to PIP. We have agreed with our partners that their accommodation whether owned or leased will be available throughout the term of the PIP contract and they have agreed to this requirement. Each Lot supply chain stands alone and they are unaffected by multiple Lot wins. How capacity thresholds are monitored and managed Atos three SDCs will occupy 76

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form locations which are sized to handle the growing volumes from the outset. The space occupied will allow the growth of the number of staff required to handle the highest volumes of referrals in the middle of 2015. The size of the properties will allow for a larger team of staff handling a volume of work which is 35% higher than those set out in the forecast volumes. We have shared with our partners the volume data which has been provided by the Authority. We have discussed with them their plans for the provision of consultation rooms and this has been predicated upon these figures. Our partners have looked at their current requirements for consultation rooms and then at the level of PIP work they need to deliver. They have identified locations which they wish to use and the number of rooms per day that they will occupy with PIP consultations. Atos UK has developed its own documented Business Management System (BMS), which is accessible to all staff via our intranet. A component of our BMS is the Quality, Cost, Logistics, Delivery, and Management (QCLDM) Framework. Using this quality management system we will monitor the end-to-end PIP service including the administrative activities, our contact centre, our supply chain and claimant activities. We will use the Management Information (MI) produced to monitor and manage the capacity thresholds of Atos SDCs and supply chain partner estate. The Atos Service Delivery Team will review this MI in the form of a Work In Progress (WIP) report daily to allow us to vary the size of the consultation centre network across the Lot. The team will then liaise with our partners to request changes to the level of accommodation required again on a daily basis. The WIP will drive forecasting models highlighting any trends, identifying any geographical hotspots, and preparing for any variables which will impact predictability of volumes. Increasing or decreasing capacity - Along with our partners we have put in place for PIP delivery an extensive, fully flexible, network of consultation centres which can react immediately to any changes to the level of work which needs to be carried out. We have included in the initial agreements with partners the need for them to be able to meet volume fluctuations of +/- 15% beyond baseline. The Atos Service Delivery Team will engage with our partners weekly to review work profiles and reach agreement if there is a need for expansion of their estate or in fact if there is a need for contraction. In addition to being able to offer up more accommodation many of centres are in close proximity to each other so there is an opportunity to offer a number of alternative appointment locations within the required travel times as set out in the requirements of the Authority. We have also taken into account from the outset any increase in the floor space of the SDCs which may result from receiving additional work. Our locations allow for additional agents within the team to cope with a 35% increase in call volume traffic at peak times during the busiest days of the week. This contingency is built upon our experience in successfully providing similar services over the past 14 years. Service contracts - All Atos Facilities Management Services are single sourced via ISS Facility Services under an Outsourced Managed Services Agreement. This includes such things as: Soft FM Services, Cleaning, Vending, Security; Hard FM Maintenance of environmental systems, electrical and mechanical systems; Project Management of Facilities and Accommodation Fit Out Projects; Fire Extinguisher Maintenance; Manned Guarding, lock /unlock service, mobile patrols. We will expand the service agreement to cater for the new PIP locations. Our partners already have these services in place within their own accommodation. They will be provided by them to us through a service agreement which we will put in place once the service begins. We have been precise with our partners about the services we require as set out in the Authoritys Service Requirements - these will flow-down contractually. Our partners existing service contracts, particularly the NHS, are of a high standard that is required for their existing medical work. Business continuity/disaster recovery the continuation of the service in times of disaster has been paramount when considering how many locations we should have in our delivery 77

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form network. Each of the three SDCs we will occupy has 35% over-capacity allowing two take over all the activities if one of the centres is unavailable. Once a year we will test the processes and procedures for closing one SDC and operate full volumes from two sites only. The design of the partner network again has the need for business continuity in mind. Across virtually all geographical locations, with the exclusion of the most rural areas, we have a minimum of two partners providing services. If one location becomes unavailable due to a failure of IT and/or the lack of essential services then a local alternative will be available so that the service can continue. In the rural areas, we will rapidly deploy our mobile consultation solution. This is a further advantage of our supply chain approach as we can have a flexible arrangement in place within hours if required. We scenario plan for major outage in specific geographies once per year to identify the partner locations in neighbouring locations that will undertake the additional work. More detailed work will be undertaken during the implementation stage to fully document all the Business Continuity Plan procedures and arrangements. Appropriate sizing activities Atos has an accommodation sizing model, a detail of which is below. This model has been used to calculate the size of the accommodation that Atos require to deliver PIP. The model allows us to consider alternative options for the provision of accommodation and use a variety of costs to reach the most cost effective decisions. All costs derive from the Atos Estate historical data for property are included i.e., run, maintenance and set up costs by type: Office Accommodation, Consultation centre, Contact Centre Accommodation, Serviced Accommodation, Casual Hire of Rooms for short term exam room use. Testing prior to go-live - Every new Atos site, and every existing partner site will be assessed prior to go live for fit out, and installation and testing of IT systems. Where applicable, this includes the availability of comms/server rooms for live testing and the provision of a suitable commissioning period prior to occupation of site. All IT circuit installations are delivered as new services and designed and implemented to achieve the required performance. Services are tested by the Service Provider upon installation and by Atos network teams. Management of the Estates requirements - Each Atos location will be managed by a dedicated Facilities Manager who in conjunction with the Atos Property and Facilities Management team will manage the location in line with all contractual SLAs and requirements, ensuring that our SLAs with landlords, and service providers match minimum levels; The Supply Chain Director will be responsible for working with our partners to ensure that their accommodation continues to meet the contractual requirements and that any issues connected with consultation rooms and waiting areas are resolved quickly and professionally. Estates matters will be a key agenda item at the regular review meetings which will take place monthly (this will be weekly during the run up to, and during the first 3 months of delivery.) The table below sets out the division of responsibilities with regard to the provision of suitable accommodation.

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Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form 9. Security Generic - Risk question [9.1] Please describe, in detail, your plans for managing and securing PIP data (especially sensitive personal data records - aggregated and unaggregated), in line with departmental (ISSS) and Cabinet Office security standards (Security Policy Framework). Your response should include, accommodation (physical), electronic (IT systems) and process elements of the service. Please also complete and upload your draft Security plan (see Document 4 Part 16) as a separate document. Please name this separate document as follows: Supplier Name_ Draft Security Plan. This should also clearly identify (via separate Lot Annexe) where any of your security arrangements will differ, dependant on the Lot you are bidding for Please name these separate Annexes (if appropriate) as separate documents as follows: Supplier Name_ Draft Security Plan_Lot 1 Annex_(Lot 2 Annex ..etc) Present your response at the top of a new page, within these preset side margins in Arial font size 12 using up to 2 sides of A4 per Lot including the question text and these instructions. Atos will manage and keep secure all PIP data, in line with Authority and HMG information security and information assurance requirements. From project initiation to full operation with the Authoritys automated Health Assessment tool, we will handle the information in accordance with all Authority requirements and follow HMG standards. Atos recognise that the security of sensitive personal data is of the upmost importance to the Authority therefore we will implement compliant processes conforming to the Authoritys policies, for example, the Protective Marking policy. Atos has worked in an environment where secure data (both aggregated and unaggregated) has been critical to with many of our customers. One example of this is our existing contract with the Authority around the Medical Services contract. In this contract we defined the handling processes for all data types and quantities and successfully implemented them internally and across all third party suppliers which were used to deliver the service. Our infrastructure, systems and processes have been accredited by the Authoritys Departmental Security Team. Atos fully understands the requirements for managing different types of data and we will apply our extensive experience of working with sensitive personal data records. Our knowledge of the control requirements laid out in the Authoritys security requirements (ISSS) and Cabinet Offices Security Policy Framework allows us to develop physical, electronic and process controls to embed within our proposed service delivery solution. Based upon our experience, Atos will follow the overarching principle that we will implement controls that are appropriate to the Impact Level of the data, whether in single records or aggregated. Atos has identified the data elements that will be used in the service and categorised these, in particular, personal sensitive data, as defined by the Information Commissioners Office. (Data Groups: Operational; Technical; Claimant Full; Claimant Part; Audit; Test; and Project.) By performing this exercise, we are able to identify opportunities to limit the data aggregation through association to the minimum number of instances by segregating the data assets, where feasible. As examples of how we will segregate, test data will be completely and physically separated from any production data, and we will only transfer electronic or physical data to, or store data in, systems where there is a specific business requirement. We will only provide access to information as required for specific business or supporting processes. We have also identified the potential areas of aggregation through accumulation, with the aim of reducing these points to as few instances as possible, for example, physically in the data centre. This is to reduce the overall risk to the service by limiting the attractiveness of attacking this service. Our controls are split across multiple channels to provide a balanced control route, whilst optimising the efficiencies of the processes. 79

Personal Independence Payment (PIP) Assessment Service Document 4, Part 5 Tender and Supplier Information Form Physical/ accommodation:- Atos, and its supply chain partners, will control physical access to all elements of the service in accordance with your requirements. The safety of the claimants and their information at all times is essential and we will assess all physical locations used to deliver the service. This includes data centres, back office locations (such as Service Delivery Centres) and all Consultation Centres. Given these control dependencies, we will perform these physical site assessments early in the project to identify controls to prevent unauthorised access and schedule the implementation of mitigating controls. The data centres that we propose to use for PIP have already been assessed and are certified ISO 27000 compliant. During the clerical solution period, prior to the introduction of the Authoritys Assessment Tool, Atos and its supply chain partners will need to produce paper based assessments. We will ensure that there are appropriate physical security counter-measures in place across all the estate for secure storage of documentation, for example, where FME is presented by a claimant at the consultation centre and then copied by an HP, prior to its despatch to the Authority. Information to be shared with the Authority will be couriered securely on a daily basis, using the Authoritys secure courier service. This is to prevent instances of aggregation through accumulation. No paper records will be retained in any Atos or partner physical locations. Process:- Our clerical solution (prior to the use of the Authoritys Assessment tool) and our longer term solution (using the Authoritys Assessment tool) will remove all elements of paperwork from the Claimant process. We will provide the Health Professionals (HPs) with electronic access to the information to enable automated preventative and detective controls. The aim of this approach is to limit the information available to HPs to the minimum required to perform their function, via Role Based Access Control (RBAC) and process design. Electronic (IT):- Atos will design and build any systems in line with HMG Cabinet Office and the Authoritys Information Security requirements. Appropriate controls will be implemented in both the long term solution and also within the temporary Electronic Document Management System (EDMS) used during the clerical solution period. Mitigating controls for our solution (appropriate to the Impact Level of the information) will be implemented on the desktop estate; printers; applications; and non-PIP related applications. This is in addition to the infrastructure on Atoss Secure Cloud Container, the shared platform for all Government service delivery, including servers and back up / contingency solutions, which will be accredited by the Pan Government Accreditor during 2012. Others:- We have considered the following aspects of the service and have included controls covering: Personnel security checks at Baseline Personnel Security Standard (BPSS) level for all Atos and supply chain partner employees working on the service; Atos System Administrators with privileged access to the systems and infrastructure, who will require SC Security Clearance for unsupervised system administration; Supply chain partners will have security requirements laid out to them prior to agreeing to sub-contracting any elements of service delivery; and The infrastructure and network of the PIP service will be included within the to-be PGA accredited IL4 SCC service.

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