PTD Questions Ingeus CPA 2 East Midlands Action: Please enter your response after the relevant PTD

D question and return to [REDACTED] on your letter headed paper. If you are adding any additional documents (e.g. a revised implementation plan), please ensure that they also have a signed and dated declaration statement attached. PTD Declaration I should like to clarify minor aspects of my offer to deliver the Work Programme in CPA 2 submitted in the tender document of 13th April 2011. I agree should my clarification be accepted by DWP, I will be bound by all the details contained in the original proposal pack and to the additional points below. Part 5.1: Delivery Strategy Could you please provide further details to give assurance that all customer groups needs in the CPA will be met? Ingeus-Deloittes delivery strategy is designed to meet the needs of all customers (as detailed in section 5.1 of the ItT). Principally, this will be achieved by offering a service that is personally tailored for each customer, however there are also elements of our strategy that will be of particular relevance to certain customer groups: Customer Group JSA 25 + JSA 18-24 Specifically Relevant Elements of our Strategy Our experience informs us that customers on JSA are relatively closer to work than other customer groups. To maximise speed to placement, we will offer an industryleading vacancy-matching service. This will utilise our Adapt software, which filters vacancies according to customers skills, experience and goals. Underpinning this will be our Employer Services Team, which will employ Employer Account Managers who will generate and manage vacancies with thousands of local and national employers. They will also arrange bespoke employer routeways which will combine pre-employment training and guaranteed interviews for customers with specific employers. Our experience of delivering programmes such as Gateway to Work informs us that many young people lack the skills necessary to enter and sustain in work. This group will benefit particularly from the services offered by our Vocational Routeways providers, who will deliver an integrated package of vocational skills and employability training. These providers have been selected on the basis of the quality of their training and their

track record in supporting disadvantaged customers into work. In selecting these providers, we also considered the impact of local growth industries and sought to reflect this in the Routeways offered. We will also offer our Step Ahead programme for young people which aims to help them set goals, develop positive behaviours and increase motivation. JSA Ex-IB Many customers in this group will still suffer from health problems, but have recently started to search for sustainable work. We will offer a Getting Started workshop that will encourage them to think about their job goals, and their suitability with regard to their health condition. They will also be able to access our integrated Heath and Wellbeing service which incorporates one-to-one appointments with specialist Health Advisors and a suite of workshops such as Coping with Pain and Stress Management. JSA Seriously We have put together the Accessible Community Experts Disadvantaged (ACE) Network to provide the best specialist advice to customers with multiple, complex problems. This comprises subcontractors with specialisms in areas such as learning disabilities, mental health, debt and offending. All of these subcontractors were selected on the quality of the advice they offer and the depth of expertise they hold. They will work from Lead Providers premises as a key part of a onestop-shop that will deliver a holistic package of services under one roof. Customers in this group will also be able to access our Engage module, which is designed to provide holistic support for the most disadvantaged through methods such as: Cognitive Behavioural Therapy; peer support; confidence building; and horizon-broadening exercises. ESA As customers have been assessed as being in the ESA Volunteers Support Group, they are likely to have more advanced health needs than any other group. Many will benefit from our Steps to Work module which provides integrated health and employability support. Customers will receive advice from health professionals on condition management and one-toone employability support from Specialist Health Advisors. Support will be offered in areas such as pain management, improving mobility and tackling the root causes of depression. This module will seek to empower customers to take control of their health situation and move into decent, lasting jobs. ESA Flow Customers in this group have been assessed as being ready for work within a 3-6 months period. Through our Health and ESA Ex-IB Wellbeing service, we will offer one-to-one counselling and support from Specialist Health Advisors. We also recognise that the transition into work can be very challenging for this group so they will be able to receive specialist support once in work, and undertake an assessment of the suitability of the job and any reasonable adjustments that could be made before starting work. Customers in this group will also be

IB and IS

likely to benefit particularly from the services offered by the ACE Network. We will seek to provide an engaging service that will motivate all voluntary customers on their journey into sustainable work. For those with caring responsibilities (including carers and lone parents), we will offer a flexible service, with: appointments at times to suit customers convenience; remote jobsearching support through Invisage; e-learning training packages through Learndirect; comprehensive geographical coverage, including outreach locations in community locations; and six days a week phone support for in-work customers.

Part 5.2 (3): Management Structure Please provide a detailed organisation chart for delivery within this CPA to include locations and supply chain partners. Please see attached PDF. In addition please expand on your rationale for your chosen management structure being best suited for delivery within this CPA. Our management structure features centralised corporate teams and a management team based permanently in the CPA. Centralised teams will be focussed on supporting all of our CPA based management teams. Our local management structure in the East Midlands comprises redacted all employed by Ingeus. Each of these managers will work closely with management teams from our four Lead Providers. Together these management teams will provide full coverage across this large and diverse CPA. In line with our delivery strategy for the East Midlands, Deputy Operations Managers will work across Ingeus delivery sites, whilst Contract Managers will work across the areas we have subcontracted to our Lead Providers. Feature of the CPA Large geographic area Why management structure is best suited for delivery within this CPA Deputy Operations Managers (and Lead Provider equivalents) will work across a small number of delivery sites this will ensure they do not spend time travelling between numerous locations. It also ensures that each Deputy Operations Manager has a thorough understanding of local needs and delivery challenges. Our highly experienced Director for the East Midlands will provide strategic leadership across the CPA and will engage with JCP regional Customer Service Directors, LEPs and senior representatives from local authorities. At a local level, Deputy Operations Managers, and Lead

High number of key stakeholders e.g. six LEPs

Diverse customer needs across the CPA

In-house and subcontracted delivery

Strong local management teams in existence

Provider equivalents, will be the consistent point of contact for stakeholders, such as JCP and local authority frontline staff. This will enable highly effective, practical working relationships with local stakeholders. Deputy Operations Managers, and Lead Provider equivalents, will be based across one or two of the most closely located delivery sites. This will ensure that Deputy Operations Managers have a thorough understanding of the local geography, transport infrastructure, employment opportunities and local customers needs which vary considerably across parts of the CPA. For example, local infrastructure and employment solutions will be very different in Nottingham compared with Skegness. Deputy Operations Managers will support the delivery of services across a small number of Ingeus sites. Lead provider equivalents will be supported by Ingeus Contract Managers in areas where Ingeus is not delivering. This ensures that we are able to effectively monitor and manage the performance of our subcontractors, share best practices between Ingeus and our Lead Providers and achieve consistency of service across the CPA. Operations Managers will provide additional practical advice and support to Deputy Operations Managers, Lead Provider equivalents and Contact Managers. Ingeus and each of our Lead Providers in the East Midlands have experienced and highly capable local management teams in place. This means decisions can be made on the ground by managers with local knowledge and expertise. It also gives us the flexibility to adapt our delivery model to respond to local customer and stakeholder needs. For example, in the East Midlands this may involve making changes to our delivery to support the needs of the large ethnic minority populations in areas such as Leicester.

Part 5.4: Delivery Locations Please provide a comprehensive list of proposed delivery site addresses in the CPA including those of your supply chain Can you provide an assurance that your entire range of Work Programme services will be available to all customers in the CPA regardless of location? Below is an updated list of Ingeus-Deloitte and our supply chains proposed delivery locations. In some locations, it is our intention to deliver from serviced offices for the first few months which will subsequently be replaced by the leased premises listed below. Both serviced and leased options are listed below, though these are currently being negotiated and are thus subject to change before contract start. Outreach locations are also listed, though addresses are not listed as these will be finalised as and when it is needed during Work Programme delivery. All other sites are core delivery sites, which were selected on their accessibility, suitability and proximity to commercial locations. All customers across the CPA will be able to access all core modules of Ingeus Every Day Counts delivery model, regardless of location.
DELIVERY ORGANISATION Ingeus UK Ltd ELEMENT(S) OF PROVISION TO BE DELIVERED Prime Contractor for the whole CPA Lead Provider End-to-End service DELIVERY LOCATION(S) WITHIN THIS CPA TYPE OF OFFICE

Chesterfield- St Mary's Court, St Mary's Gate, Chesterfield, S41 7TD Derby- The Old Courthouse, 18-20 St Peters Churchyard, Derby, DE1 1NN Derby - Becket St, Derby, DE1 1JP

Leased

Serviced

Leased

Mansfield- Chaucer House, Commercial Street, Mansfield, NG18 1SY Newark- Aura Commerce & Technology Centre, Manners Road, Newark, NG24 1BS Northampton- Ground Floor, Charles House, 61 Derngate, Northampton, NN1 1UE Nottingham- 55 Maid Marian Way, Nottingham, NG1 6GE Worksop- Dukeries Business Centre 31-33 Retford Road, Worksop S80 2PU Alfreton

Leased Leased

Leased

Leased

Leased

Outreach Daventry Outreach Ilkeston Outreach Matlock Outreach Northampton East Outreach Swadlincote Outreach

TNG (part of Avanta Enterprises Ltd)

Lead Provider End-to-End service

Boston - 51-53 High Street, Boston, Lincolnshire, PE21 8SP

Leased

Gainsborough - Unit 2B Britannia House, Marshall Yard, Beaumonte Street, Gainsborough, DN21 2ER Grantham - Suite 1The George Shopping Centre, Grantham, NG31 6LH Lincoln - 25 Tentercroft Street, Lincoln, LN5 7DB Louth - Unit 5 Meridian House, 41 Eastgate, Louth, LN11 9PL Skegness - Heath Road, Wainfleet Road Industrial Estate, Skegness, PE25 3 SJ Sleaford - 1 Mill House, Carre Street, Sleaford, NG34 7TW

Leased Leased Leased Leased Leased Leased Leased Leased Outreach Outreach Outreach

Spalding- Broad Street Business Centre, Spalding, PE11 1TB Stamford -1 Scotgate Mews, Stamford, PE9 2FX

Market Rasen Mablethorpe

Oakham

Intraining Ltd

Lead Provider End-to-End service

Coalville- Unit 7 and 8 Enterprise House, Ashby Road, Coalville, Leicestershire, LE67 3LA Hinckley- Suite 4, 2 LE10 1DA
nd

Leased

Floor, 1 Castle Street, Hinckley, Leicestershire,

Leased

Leicester- Humber House, 81 Humber stone Gate, Leicester, LE1 1WB Loughborough- Shenton House, 23 Leicester Road, Loughborough, LE11 2AE Melton Mowbray Market Harborough

Leased Leased Outreach Outreach Outreach

Oakham

Papworth Trust

Lead Provider End-to-End service

Corby- 1 Earltrees Court, Corby, Northants NN17 4AX Kettering- 8 Orion Park, Kettering, Northants NN15 6PP Wellingborough- 6 Floor, 12 Sheep Street, Wellingborough, Northants NN8 1BL Oakham
th

Leased Leased Leased

Outreach Leased Outreach Leased

Derbyshire and Nottinghamshire Chamber of Commerce (DNCC)

Lead Provider End-to-end service

Bradbury Community House, Market Street, Glossop, SK13 8AR Outreach in Buxton Chesterfield- DNCC, Commerce Centre, Canal Wharf, Chesterfield, Derbyshire, S41 7NA Derby- DNCC, Commerce House, 2 Victoria Way, Pride Park, Derby,

Personal/ Vocational Routeways

Leased

Derbyshire, DE24 8AN Nottingham- DNCC, Ashfield School, Sutton Road, Kirkby in Ashfield, Nottinghamshire, NG17 8HP Nottingham- DNCC, 8 Experian Way, NG2 Business park, Nottingham, Nottinghamshire NG2 1EP

Leased

Leased

Leased Swadlincote- DNCC, George Holmes Business Centre, George Holmes Way, Swadlincote, Derbyshire, DE11 9DF

The Big Training Company

Personal/ Vocational Routeways

Mansfield- Chadburn House, Weighbridge Road, Mansfield, Nottinghamshire, NG18 1AH Newark- 36 Castlegate, Newark Nottinghamshire, NG24 1BG

Leased

Leased

Business in the Community (BITC) BTCV

Personal/ Vocational Routeways Personal/ Vocational Routeways

Nottingham

From a range of employer offices Leased

Chesterfield- The Old Methodist Church, 10a Marsden Street, Chesterfield, Derbyshire, S40 1JY Derby- Sitwell House, Sitwell, 9 Sitwell Street, Derby, DE1 2JD

Leased Leased

Co-operative Community Action (CCA)

Personal/ Vocational Routeways

Nottingham- 42 Gregory Boulevard, Hyson Green, Nottingham, NG7 6BG

Chesterfield College

Personal/ Vocational Routeways

Chesterfield- Chesterfield College, Infirmary Road, Chesterfield, S41 7NG Chesterfield- Tapton House, Brimington Road, Chesterfield, S41 0TD

Leased

Leased

Community Enterprise Derby Concept Care Solutions Enable

Personal/ Vocational Routeways Personal/ Vocational Routeways Personal/ Vocational Routeways Personal/ Vocational Routeways

Derby- Community Action Derby, 4 Charnwood Street, Derby, DE1 2GT Northampton- No 3 Notre Dames Mews, Northampton NN1 2BG

Leased

Leased

Worksop- The Crossing, Newcastle Street, Worksop, S80 2AT

Leased

Framework Housing Association

Nottingham- Central Office, Val Roberts House, 25 Gregory Boulevard, Nottingham, NG7 6NX Mansfield- The Heath, Fritchley Court, Mansfield, Nottingham, NG18 3QE

Leased

Leased

Groundwork Derby and Derbyshire

Personal/ Vocational Routeways

Derbyshire- Bridge Centre, 43 Cromford Rd, Langley Mill, Derbyshire, NG16 4EF

Leased

Derbyshire- Toolbox, Market Place, Somercotes, Derbyshire DE55 4HT Derby- 158-162 Abbey St, Derby DE22 3SS

Leased

Leased

JHP

Personal/ Vocational Routeways

Nottingham- 4th Floor, Market Square House, St James' Street, Nottingham, NG1 6FJ Nottingham- 26 Eldon Business Park, Eldon Road, Chilwell, Nottingham, NG9 6DZ Northampton- Suite 12, Collingwood Business Centre, Lower Harding Street, Northampton, NN1 2JL Northampton- Evans Business Centre, Regents Pavilions, 4 Summerhouse Road, Moulton Park, Northampton, NN3 6BJ

Leased

Leased Leased

Leased Leased

Learn Today

Personal/ Vocational Routeways Personal/ Vocational Routeways

Northampton- 56 Lorne Road, Northampton, NN1 3RN

North Nottinghamshire College

Nottingham- Idle Valley Rural Learning Centre, Off Great North Road, Retford, Nottingham, DN22 8SG. Worksop- College Main Site, Carlton Road, Worksop, Nottingham, S81 7HP Worksop- Shireoaks Triangle, Worksop, Nottingham, S81 8AL

Leased

Leased Leased Leased

Pitman Training

Personal/ Vocational Routeways

Derby- Pitman Training, 5 Derwent Court, Macklin Street, Derby DE1 1SG Derby- Pitman Training, 30 Curzon Street, Derby, DE1 1LL

Leased Leased

Support-intowork TBG Learning

Personal/ Vocational Routeways Personal/

Derby- Floor 4, St Peters House, Gower Street. Derby, DE1 1SB

Derby- St Peters House, Gower Street, Derby DE1 1SB

Leased

Vocational Routeways Action for Blind People Accessible Community Experts Network (Specialist Provision of services for debt and Financial Services) Accessible Community Experts Network (Specialist Provision of services for debt and Financial Services) Accessible Community Experts Network (Specialist Provision of services for those with aural impairment) Accessible Community Experts Network

Nottingham- 15 Middle Pavement, Nottingham, NG1 7DX

Leased Outreach from lead provider sites, see above

Citizens Advice Bureau

Outreach from lead provider sites, see above

Clarion Work Focus

Outreach from lead provider sites, see above

Ufi Ltd (Learn Direct)

Outreach from lead provider sites, see above

(Specialist Provision of services for training courses) Leicestershire and Rutland Probation Trust Accessible Community Experts Network (Specialist Provision of services for exoffenders) Accessible Community Experts Network (Specialist Provision of services for those with learning disabilities) Accessible Community Experts Network (Specialist Provision of services for substance misuse) Self- Employment Outreach from lead provider sites, see above

Royal Mencap Society

Outreach from lead provider sites, see above

Phoenix Futures

Outreach from lead provider delivery sites, see above

InBiz Ltd (part of

Outreach from Ingeus

Avanta Enterprises Ltd)

Routeways

delivery sites, see above

Part 5.5 (1): Volume Fluctuations and Customer Group Changes Can you provide details of strategies in place with Ingeus and your proposed supply chain to deal with circumstances of fluctuating volumes and changes to customer groups? Details of how Ingeus-Deloitte and our supply chain will deal with circumstances of fluctuating volumes and changes to customer groups are to be found in our Work Programme tender response. A summary of this information is provided below.

Staff

Volume increase: Ingeus Performance & Analysis Team will perform ongoing detailed labour market analysis to enable us to predict upcoming spikes in referrals. Should we anticipate a significant increase in customer volumes, our Human Resources (HR) Team will contact all members of our pre-vetted applicants and potential Deloitte secondees to ensure that named available candidates and HR processes are in place for immediate recruitment. This will enable us to manage caseload sizes and therefore maintain minimum performance levels. Volume decrease: Should customer volumes decrease, in the first instance we will redistribute caseloads evenly across Advisors. If this does not prove sufficient as a remedial measure due to duration or deficit of referrals, we will subsequently examine the possibility of immediate redeployment of staff to areas of higher referral within the CPA, e.g., Derby to Nottingham. Should this not be feasible due to an even distribution of low referrals, staff will be temporarily redeployed to support roles, working remotely where convenient, similar to our current strategy of reassigning staff from our Pathways to Work contracts to corporate functions.

Property

Volume increase: In addition to in-principle agreements with our supply chain to co-locate from each others premises, where necessary we will temporarily increase opening hours and stagger staff hours so that customer appointments are distributed over a greater period of time and resources are freed. Should referrals remain persistently high, we will be able to secure larger or additional premises through a reserve list maintained on an ongoing basis by our Head of Property & Facilities. This approach will enable us to provide the appropriate facilities required to deliver minimum performance levels. Volume decrease: Resources and premises will be able to accommodate decreased customer volumes and are likely to be maintained in the anticipation of a future increase.

Supply chain

Volume increase: Should customer volumes increase so as extend beyond some subcontractors capacity, we will weight the distribution of referrals to suppliers with spare capacity whilst ongoing contract management will ensure that no member of the supply chain is adversely affected. Should customer volumes exceed our supply chains total capacity, we will be able to enlist immediately the services of one or more of the additional members of the Partner Network in the East Midlands. Our

approach to supply chain management will assist all subcontractors to provide services that sit within their capacity and capabilities. In turn this will contribute to us achieving minimum performance levels. Volume decrease: In the event of reduced customer referrals, Ingeus will continuously manage referrals to ensure that the operating needs of our supply chain are met. During periods of low volumes, our Contract Management Team will maintain a constant dialogue with subcontractors to ensure that each is receiving at least the minimum flows to ensure ongoing delivery. All redistribution of customer volumes will be fully informed by robust financial analysis which will be shared with our subcontractors. In addition to these strategies, the following remedial measures will be taken to ensure that minimum performance is maintained following fluctuations in customer volumes: Performance management Our performance management processes have been designed to enable subcontractors and individual members of staff achieve strong performance in all circumstances, including times when customer volumes rise or fall. For example, subcontractor performance will be measured (among other KPIs) on the basis of a percentage conversion rate from starts to jobs. This approach (rather than relying purely on job outcome volumes) is designed to support performance above minimum expectations regardless of volume fluctuations. In the case of individual members of staff, job outcome targets may be increased if volumes and caseload sizes increase. Again, this will support performance at or above minimum levels. Delivery model Ingeus-Deloittes delivery model has been designed to provide flexibility in cases of volume fluctuations. It is intended that all core elements of our model will remain in place in cases of volume fluctuations. However, the method of delivery may change and additional modules may be added. For example, in the case of a significant increase in volumes, we may increase group activities and peer support methods. This will help Employment Advisors manage the increased workload and benefit from the increased customer interaction. Changes to customer groups Our initial response to question 5.5 outlines our ability to change features of our delivery model in response to changes in customer groups. This includes our ability, through our Continuous Improvement Team, to design new modules of delivery to take into account the needs of new groups. It also includes our ability to draw on the expertise of our Partner Network of preferred suppliers which includes specialist providers who are able to support customers with specific needs. All additional members of the Partner Network are able to deliver at immediate notice and Ingeus Facilities and Contract Management teams will provide assistance with implementation where necessary. Expected performance standards will be set for each new

customer group (and maintained for existing groups), to provide an ongoing focus on minimum performance levels for each individual customer group. Part 6.2a (1): TUPE Managing the Transfer Please provide further details as to how potential changes to employee terms and conditions would be dealt with. In addition please provide a chronological plan of events for dealing with TUPE transfer of staff. In cases where TUPE applies to an individual resulting in their transfer to Ingeus-Deloitte, we will endeavour to match or provide equivalent terms and conditions. Significant changes to a persons terms and conditions will not be made (unless agreed with the individual), however in some circumstances Ingeus-Deloitte may need to make minor alterations which could include working hours, dress code and/or location of work. For example some transferring employees may be required to work from a different location from that of their previous employer. Ingeus-Deloitte will work with the additional incumbent prime to ensure that transferees are allocated to an office location which is most convenient to them. If this isnt possible we will allocate the individual to the nearest possible location. Ingeus-Deloitte may make minor alterations to a transferees working hours, for example an employee may have previously worked from 8-4. In consultation with the transferee we would seek to change their working hours from 9-5, which would be in line with other Ingeus-Deloitte employees. Date 5th April 11 5th April 11 6th 29th April 11 Activity Send emails to all outgoing providers explaining IngeusDeloittes position as preferred bidder in this region and provide a timeline of events. Make contact with the other Preferred prime to arrange a meeting to coordinate information and discuss transfer plan for the region. 1. Collect information from outgoing providers regarding employee information of their staff affected by TUPE 2. Analyse all TUPE data received and identify gaps 3. Hold initial meeting with the other preferred prime to discuss TUPE strategy for the region 4. Exchange information on supply chain and delivery sites 1. Complete due diligence process and cost benefit analysis for all incumbent CPAs 2. Conduct analysis of the differences in terms and conditions including annual leave and sick pay 1. Complete TUPE allocation process with the other preferred prime and supply chain 2. All outgoing providers informed of measures Hold face to face presentations with all TUPE transferees in conjunction with their present employer. Designated HR Manager to hold face to face meetings with transferees and

18th April - 6th May 11 6th May 9th May 9th May to 26th May 11

27 May 11 1st June 11 September 11

th

agree transfer dates. Transfer letter issued to incoming TUPE staff, setting out terms etc. 1. Transferees start delivering Work Programme 2. Provide all staff with a full induction alongside nonTUPE transferees 3. Enrol all transferees in a change management programme

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

Part 6.2a (4): TUPE Managing the Transfer Can you please detail how you will communicate and work with existing employers to provide assurance that staff will be transferred in an effective and smooth process? All existing employers within the East Midlands received an email from Ingeus-Deloitte within one week of contract award, outlining our position as preferred bidder (alongside A4E) within this CPA and providing an initial overview of our TUPE transfer process. They have been provided with contact details of our central Human Resources team in addition to a designated HR Manager who will be responsible for communicating weekly with employers. Once a transfer plan has been established between Ingeus-Deloitte and the additional preferred bidder in this region, we will meet face to face with each existing employer to discuss our rationale for the allocation of staff and invite feedback. Ingeus-Deloitte will attend employers consultation events, ensuring consistent messages are disseminated. Part 8.1a: Performance Rationale Please provide more specific detail relating to the CPA to show how your activity and support links to the achievement of your performance. The Ingeus-Deloitte Joint Venture provides a new and unique combination of expertise to deliver an uplift in performance throughout every year of our Work Programme delivery. In our four-page answer to Question 8.1a, we identified four elements of the Work Programme specification which we will leverage to achieve strong performance and ten features of our Every Day Counts model that will drive performance improvement. Specific features of our support that will lead to higher performance by meeting the needs of the East Midlands include:

Specific need across the East Midlands

Overcoming English language and cultural barriers: A number of towns within the region have large concentrations of BME groups. For example, 50% of people living in Leicester city are from ethnic minorities. The East Midlands employment rate of BME groups is 13% lower than that of White British customers.

Managing physical health conditions: The East Midlands will see a significant increase in the number of active jobseekers as IB customers transfer to ESA and JSA. These customers are particularly concentrated in the former Coalfields areas in North Derbyshire and North Nottinghamshire, Corby and the Lincolnshire coastal area.

How Ingeus-Deloittes activities and support will meet these challenges to create an uplift in job outcome performance In ethnically diverse areas such as Leicester and Northampton, Pakistani and Bangladeshi customers have employment rates up to 20% lower than those of white British residents. Ingeus has a strong local track record of working with BME groups, and achieves parity of outcomes for BME customers on our contracts in Nottinghamshire. Ingeus in-house Working English course, assessed by Ofsted as the best in the country, will offer an integrated package of English language training, work experience placements and job-searching skills needed to enter sustainable employment. Customers with English language will have access to our skills matching services and culturally sensitive work experience opportunities. We will recruit staff members who speak community languages (e.g. Bengali and Urdu). All programme literature will be available in community languages. Every Day Counts offers an in-house Steps to Work module and Health & Wellbeing service that provides customers with access to trained health professionals who will support ESA and IB groups in managing their health conditions. The service is delivered by our team of specialist Health Advisors and incorporates CBT-based interventions, workshops on Relaxation Techniques and Healthy Eating and weekly walking groups. One-to-one counselling and support is also available.

Travelling to employability provision and work: Public transport in the region is expensive and often infrequent. This can impact on the financial viability of employment, particularly in rural areas, as reflected in the high level of longterm unemployment in rural Lincolnshire.

Moving on from offending behaviours: The East Midlands accounts for 13% of the national prison population and 7% of the national probation caseload and has the 4th highest crime rate in UK. Approximately 68% of offenders are unemployed compared to 5% of the general population (2006 Government figures).

By utilising the existing infrastructure of Ingeus and our four Lead Providers, along with Ingeus-Deloittes two new premises, we will be able to provide full geographical coverage across the region from 25 fixed premises and a minimum of 13 outreach sites. Members of our ACE Network of specialist providers will also deliver services from these premises, affording customers convenient and coherent access to a wide range of services from the same location. We will offer e-services through our jobsearching portal Invisage which enables customers to independently job-search and undertake a range of e-learning modules from any computer with an internet connection. Our Employer Services Team will liaise with employers and seek to replicate our partnership with Sainsburys, who run a programme to recruit and support ex-offenders into work. We have identified a pool of not-forprofit providers who will work from core delivery sites to offer holistic support that customers can access whilst undertaking job-search activities. Leicestershire and Rutland Probation Trust which act as the lead for all five probation trusts in the region to provide specialist support to ex-offenders to break offending behaviour and patterns.

Part 9.1: Implementation Plan Can you please supply a revised detailed implementation plan which relates specifically to the CPA? You should include critical path and named roles and responsibilities where appropriate. An updated copy of our Milestone Control Schedule is attached. This Schedule pulls together the milestones from all our underlying Gantt charts (CPA specific and central) and enables our Project Management Office to exercise programme-level control. At present, the critical path runs through two project areas IT and Supply Chain. Both HR and Property are no more than a few days off the critical path.

At the time of tender submission we provided a CPA specific Gantt chart. This is currently being updated by our Implementation Programme Director, REDACTED, Director for the East Midlands, REDACTED , and Project Manager for the East Midlands, REDACTED. This details all key activities and milestones as well as our resource allocation and the critical path. This is as discussed with REDACTED from the DWP at a meeting on 12 April 2011. A copy of the updated Gantt chart for the East Midlands will be sent to the DWP in early May 2011. Part 9.2 (1): Contingency Arrangements Can you please explain how you will implement your proposals without affecting your proposed supply chains ability to deliver any existing or recently awarded contracts? Details of how we will implement our proposals without affecting our supply chains ability to deliver any existing or recently awarded contracts can be found in our Work Programme tender. The information below relates specifically to how we have/will ensure our subcontractors are able to implement contracts without impacting on existing contracts and is based on feedback received regarding our tender response. As part of Ingeus-Deloittes Partner Network selection process, we requested information from all potential subcontractors relevant to their ability to implement without adversely affecting any aspect of current delivery, including: annual turnover; total number of staff; existing infrastructure; performance and experience (including KPIs and customer groups delivered to); and quality and compliance. Subsequent to this potential subcontractors were visited by a member of our Business Development Team to discuss and record the organisations: maximum and minimum referral capacity; number, type and capacity of shared resources; Advisor caseload sizes; short term strategy in event of dramatic volume fluctuations; recruitment and training processes; management structure; performance management systems/procedures; experience of TUPE; compliance; quality and performance procedures; and partnership relations. This information was entered into a secure database and used to assess each subcontractors ability to uphold appropriate staffing and capacity levels across all contracts, which we have made a prerequisite for all supply chain selection. Due to the robust selection criteria outlined above, we expect subcontractors to have the capacity to manage Work Programme implementation without a negative impact on existing contracts. However, we have designed a comprehensive supply chain support process to provide facilitate the smooth implementation of Work Programme contracts. This will minimise the impact caused on existing and recently won contracts. Upon selection, each subcontractor is assigned a designated Contract Manager and made aware of Ingeus-Deloittes support options. Implementation in each of Ingeus-Deloittes Contract Package Areas will be accompanied by kick off meetings that seek to involve our supply chain in the implementation process and provide an

open forum for feedback and discussion. We have also designed a readily accessible Q&A log for the purposes of clarification and additional support. Each subcontractors allocated Contract Manager will monitor each organisations progress, undertake regular meetings (it is anticipated that this will be weekly) at their premises to discuss implementation and is openly available for contact. This one-to-one approach reinforces accountability and ensures clear and definite lines of communication. Should a subcontractor be identified as requiring additional support in order to maintain other delivery, their Contract Manager will meet with them to draw up an action plan that breaks Work Programme implementation down into achievable milestones that will not impinge upon other responsibilities. Should this not ease the obligations put upon subcontractors, we will examine other remedial activities, such as allocating Ingeus-Deloitte resources or, where appropriate, temporarily redistributing or withholding customer volumes.

Signed: REDACTED

In the capacity of: Chief Executive Officer Name of organisation: Ingeus UK Limited Date: 5th May 2011