028. CPA5 Ingeus-Deloitte - Tender Form Redacted FINAL

RESTRICTED – COMMERCIAL IN CONFIDENCE

MWA ITT Questionnaire FINAL V0.1 1

EMPLOYMENT RELATED SUPPORT SERVICES FRAMEWORK AGREEMENT

MINI COMPETITION FOR THE PROVISION OF

MANDATORY WORK ACTIVITY

Invitation to Tender Form

CONTRACT PACKAGE AREA TENDER FORM CPA 5 – EAST MIDLANDS

Tender Round title: Mandatory Work Activity

Organisation Name:

Ingeus UK Limited

CPA:

CPA5 EAST MIDLANDS



PART 1: ORGANISATION DETAILS [1.1] Your response to Part 1 is for information purposes only. If any of this information

has changed since the Framework Agreement application stage, please state this within the table below including a short explanation as to why. If you cannot provide any of the information below please explain this within the table. DWP will not be responsible for contacting anyone other than the persons named in this part of your form. If any of this information changes during the bidding period you must inform DWP of the changes by email to: [email protected]

Name of the Legal Entity in whose name this tender is submitted and with whom DWP will contract:

Ingeus UK Limited

Trading Name (if different from above):

Company Registration Number:

4320853

Company Registered address:

29 Ludgate Hill London EC4M 7JE

Head Office Address, if different:

The Registry 3 Royal Mint Court London EC3N 4QN

VAT Registration Number:

Ingeus UK Limited – 799246858

Website Address (if any):

www.ingeus.co.uk

Name, address and company registration number of parent company, where applicable:

1) Ingeus Ltd GPO Box 3208 Brisbane Queensland Australia, Registration number ABN 46 010 948 731 2) Deloitte LLP 2 New Street Square London

EC4A 3BZ

Name and Job Title of main contact: Redacted

Address: Redacted

Telephone no:

Redacted

Mobile telephone no:

Redacted

Fax no:

Redacted

E-mail address:

Redacted

Alternative contact Name and Job Title: Redacted

mailto:[email protected]

http://www.ingeus.co.uk/



Address (if different from above):

Redacted

Telephone no:

Redacted

Mobile telephone no:

Redacted

Contact e-mail:

Redacted

PART 2: TENDERER DECLARATION [2.1] You must complete this Declaration by Tenderer. Failure to include this declaration may result in your bid being disqualified. To: The Secretary of State for Work and Pensions For the benefit of the Department for Work and Pensions, we hereby warrant and undertake as follows:

1. We have examined, read, understand and accept in full the proposed Contract documents and all other documents and Annexes provided with this declaration and the clarifications issued during the Invitation to Tender period.

2. We have completed and submitted all information required in the Invitation to Tender

Form in the format and order required. 3. We confirm the information set out in our response is complete and accurate to the

best of our knowledge and belief.

4. We hereby acknowledge and agree that we have read, understand and accept

Mandatory Work Activity Call-Off Terms and Conditions, Mandatory Work Activity Specification and the draft Order Form.

Scanned Signature:

Redacted

Date:

25 February 2011

Name: Redacted

Job Title:

Redacted

Duly authorised to sign Tenders on behalf of:

Ingeus UK Limited

Name of Organisation:

Ingeus UK Limited





PART 3: MANDATORY WORK ACTIVITY CALL-OFF CONTRACT TERMS AND CONDITIONS - ALTERNATIVE AND/OR ADDITIONAL CLAUSES [3.1] 3.1 The terms and conditions of Mandatory Work Activity will be the Standard Call-Off

Terms and Conditions (set out in Schedule 4 of your Framework Agreement), as modified by Mandatory Work Activity service requirements (“Mandatory Work Activity Additional Requirements”).

3.2 Mandatory Work Activity Additional Requirements are set out in the „Call-Off

Terms and Conditions for Mandatory Work Activity‟ which is supplied with your Invitation to Tender. A document highlighting the modifications made to the Standard Call-Off Terms and Conditions to reflect Mandatory Work Activity Additional Requirements will be issued by Friday 18 February; for ease of identification, the changes made since the draft version issued on 8 December 2010 are shown in boxes within the document.

3.3 Any proposed amendments to Mandatory Work Activity Additional Requirement

must be detailed by completing the section below, giving full details of the clause(s)/Appendix you wish to amend and your proposed amendments. DWP will consider proposed amendments strictly on their merits. Please note that you may only propose amendments to Mandatory Work Activity Additional Requirements; proposed amendments to the Standard Call-Off Contract Terms and Conditions will not be considered.

Comments on Mandatory Work Activity Additional Requirements: -

MINI COMPETITION – ADDITIONAL REQUIREMENTS (For Framework Supplier Comments only)

No. of the clause(s)/Appendix you wish to amend

Proposed amendment with proposed wording

Other than those provisions identified above, Ingeus UK Limited confirms that it has reviewed the Call-Off Terms and Conditions for Mandatory Work Activity and agrees in principle to each of their provisions.



Name:

Redacted

Scanned Signature:

Redacted

Position:

Redacted

Telephone No:

Redacted

Date:

25 February 2011

DWP reserves the right to amend any provisions of Mandatory Work Activity Additional Requirements at any time during the mini-competition procurement exercise.



PART 4: SERVICE REQUIREMENT

[4.1] Customer Journey - Process

Please describe the end-to-end customer journey through your MWA proposal for this CPA. Your response should include:

your process to ensure that the customer will commence placement within 10 working days of the referral by Jobcentre Plus.

an explanation of how you will ensure that a customer completes the four week placement;

Confirmation that you will issue a completer certificate when a customer successfully completes placement, and when you will issue this certificate

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4



Days 1-3: Ingeus‟ Customer Contract Centre will provide a readily available service to

manage all Mandatory Work Activity (MWA) referrals from Jobcentre Plus. A team of dedicated Customer Contact Officers (CCO) will enable us to answer 100% of calls first time and provide Jobcentre Plus with a convenient service. During the referral phone call the CCO will take down the customer‟s details and book them a Placement Matching Appointment (PMA) with their local Placement Broker within the next three working days. Placement Brokers will be responsible for engaging customers and conducting PMAs, sourcing placements, raising sanction doubts, issuing Completers‟ Certificates to customers and processing JCP Feedback Forms. Following referral, Placement Brokers will immediately contact customers to provide them with further details of the appointment and what will be expected. They will call the customer and write to them using JCP‟s Notification Template with details of the appointment and of the requirement to actively participate in the Mandatory Work Activity and the potential sanctions if they do not. The majority of our customers will undertake a face-to-face PMA with their Placement Broker from one of 21 delivery sites across the East Midlands. Customers living in more rural areas will be offered an appointment by telephone and/or Skype. We will reimburse all expenses for attending PMAs and other appointments with Ingeus and our Lead Providers. During each customer‟s PMA, Placement Brokers will conduct diagnostics to ascertain their career aspirations and identify any barriers to completing the MWA placement. To support engagement and participation, each customer will be able to choose from a range of placements using our ADAPT software. ADAPT is used by 90% of the world‟s leading recruitment companies. ADAPT enables us to match customers to placements based on their skills, competencies and job goals. Our Placement Brokers retain a large bank of pre-vetted placements with volunteer bureaux, social enterprises and other employers. Our choice of community placements provides a wide choice for a diverse customer group and includes placements suitable for professionals and the newly redundant, those with low skills including low levels of English, younger customers, lone parents and those with specific job goals. Examples of the range of placements we are able to offer include groundwork roles with Whisby Nature Park, administration roles at Papworth Trust, and manual roles with Think 3E. Placement Brokers will use the information supplied with the PRaP referral including whether the customer has any disabilities, their signing arrangements, any previous incidents of violence or aggression and caring commitments to ensure they are able to provide the most suitable placement for customers. During the PMA, customers will be informed of their responsibilities whilst participating on the provision including the requirement to continue attending their Fortnightly Job Search Reviews (FJRs), and the consequences of failing to start, attend and complete their placement. They will be issued with a Placement Pack which includes: a freephone telephone number for customers to contact their Placement Broker; a Rights and Responsibilities leaflet including hours of attendance and dress code; a map and directions; and health and safety guidance. Placement Brokers will fully brief each customer on the nature of the placement, and will advise on the expected standards of behaviour, and discuss any concerns the customer may have. Placement Brokers will provide additional support to customers who may need extra help to successfully complete the MWA. For example, customers with children or caring commitments will be supported in sourcing alternative caring arrangements through our links with the local Family Information Services. The hours of each placement will be organised to fit around customer‟s FJR and other (e.g. Probation) appointments. In-Work Etiquette



Workshops are delivered across all our sites, and will be available for customers that require more preparation before commencing the placement. All customers will be provided with a weekly travel pass, which will be re-issued and sent to the customer after each week of the placement. At the end of each PMA, customers will be asked to sign a MWA Agreement to confirm they understand their responsibilities and that there are no barriers to successfully completing the MWA. Days 4-9: Placements will have immediate start dates and will commence a maximum of 2-3 days after the PMA. Customers will be expected to start the next day unless there are special or mitigating circumstances, such as the requirement to arrange childcare or the need for specialist equipment. Key to our ability to quickly match customers to placement is excellent customer engagement. Our Placement Brokers are well trained and are experts in supporting JSA customers on mandatory provision. By offering customers a choice of placement, and ensuring the placement meets their career objectives we are able to ensure high levels of customer buy-in. We currently match 90% of all customers to a three month placement within five days of referral on our Community Task Force (CTF) against a target of 85%. The Placement: On the first day of their placement, customers will undertake an induction, including a tour of the facilities and a health and safety briefing. Placement Brokers will contact customers (either through text or phone call) every day for the first five days of their placement to ensure they are settled and there are no issues. They will also call their Placement Provider at the end of the first day and at the end of the first week to check they are happy with the customer‟s progress and work. Placement Providers will send through weekly timesheets and will inform Placement Brokers immediately if there is any unauthorised absence or lateness so we are able to inform JCP within 24 hours of any non compliance. We will have Service Level Agreements with our Placement Providers to ensure these requirements are met. The placement will be designed to help customers develop work disciplines and develop their skills in areas such as customer service, health and safety, team work and money handling. The placement will be a real workplace, and customers will be expected to uphold professional standards of behaviour at all times. Throughout the customer‟s placement, Placement Brokers will be available to support customers with any issues that arise including conflict with their employer or health and childcare issues. Midway through the placement, Placement Brokers will review progress with the customer and their Placement Provider and check there are no ongoing concerns. If required, the Placement Broker will visit the Placement Provider to provide additional support. Referral back to JCP: Placement Brokers will meet with customers on the last day of their placement or the day after to issue a Completer‟s Certificate and assess progress made. Each customer‟s Completer‟s Certificate will outline the details of the placement and what skills they developed e.g. customer service. Customers will also be provided with a reference from their Placement Provider, which will help to enhance their future employability. Placement Brokers will complete a Feedback Form for all customers, whether which will clearly identify key achievements, areas for development and additional support that may be necessary to help the customer return to full time employment. Non-completers: Placement Brokers will inform Ingeus immediately of all customers

who leave the provision early, enter employment or leave benefit altogether. In turn Ingeus will inform Jobcentre Plus by telephone and in writing and update PRaP accordingly. We will complete a Feedback Form for every customer and send it to JCP within 10 days of leaving the placement. Ingeus will provide a consistent point of contact for JCP throughout the lifetime of the contract. We will support re-referrals to complete their placement and provide additional support e.g. additional visits if required.



PART 5: SUPPLY CHAIN MANAGEMENT [5.1] Delivery Strategy

Please describe in detail your delivery structure for all elements of Mandatory Work Activity provision across this CPA, in terms of overall percentage of delivery and geographical coverage, and explain why you consider your delivery strategy to be the best approach for customers in this CPA. If delivering of the Service includes by sub-contracting complete the following information: State clearly how you intend to work with your sub-contractors and describe how you will ensure the needs of the customers in this CPA are fully addressed from within your supply chain. Please also complete Annex 1 (Sub-contractor Declaration) for your proposed sub-contractors as appropriate. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4.



Ingeus‟ strategy for the delivery of the Mandatory Work Activity (MWA) in the East Midlands is built on our experience of supporting over 20,000 disadvantaged customers to complete work placements in a variety of organisations including charities, employers and social enterprises. Since 2003, we have supported over 40,800 JSA customers in the East Midlands through our delivery of our Employment Zone, Flexible New Deal (FND), and Jobcentre Plus Support Contracts. We have strong relationships with a variety of local stakeholders including Local Authorities such as Nottingham City Council and Northamptonshire County Council, the NHS, local voluntary organisations including Framework Housing Association and Enable. Using this experience, we have concluded that a successful delivery strategy for the East Midlands should include the following features: a diverse supply chain of local providers with strong track records of engaging JSA customers and sourcing placements; robust programme and supply chain management; comprehensive geographical coverage, making good use of existing delivery infrastructure; clear lines of communication for local Jobcentre Plus teams; and a focus on raising customer skills levels. Our strategy has been designed using the extensive experience of Ingeus and our supply chain in sourcing and managing a diverse range of placements, and our collective ability to provide comprehensive geographical coverage across the East Midlands. Summary of delivery strategy

Ingeus will act as Prime Contractor and will drive the overall performance of the provision across the East Midlands. We will also be embedded in the area and deliver as a Lead Provider in Nottinghamshire, Leicestershire and Northampton. We will undertake 59% of the overall delivery. We will be supported by three Lead Providers – BTCV in Derbyshire (23%), TNG in Lincolnshire (14%) and Papworth Trust in Northamptonshire (4%). Ingeus will manage all customer referrals through our Contact Centre and Lead Providers will deliver the end-to-end service including sourcing the placement, conducting the initial Placement Matching Appointment, providing in-placement support, liaising with JCP, issuing Completer Certificates and completing JCP Feedback Forms. Ingeus and our Lead Providers will work collaboratively, for instance by sharing best practice through quarterly forums. The best approach for customers in the East Midlands: Comprehensive geographical coverage – By utilising the existing infrastructure of

Ingeus and our Lead Providers, we will be able to provide full geographical coverage across the East Midlands from 19 fixed premises and additional outreach sites where appropriate. No customer will have to travel for more than 45 minutes to access appointments with their Placement Broker. We will also ensure that customers‟ MWA placements are within an acceptable commute of home. Experience in engaging with JSA customers – Ingeus has substantial experience of

engaging JSA customers onto mandatory activity, for example the Intensive Activity Provision (IAP) component of New Deal. Our supply chain is also experienced at delivering mandatory provision – TNG currently delivers FND and Community Task Force (CTF) in Lincolnshire, Papworth Trust delivers FND in Northamptonshire and BTCV has more than 20 years‟ experience of supporting hardest to help JSA customers such as offenders. Ingeus and our supply chain have a strong understanding of the barriers typically faced by JSA customers on Mandatory Work Activity, which can include: low level of skills; lack of work experience; negative perceptions of mandatory welfare-to-work provision; childcare and caring commitments; and access to suitable travel arrangements. Our services include interventions to address these needs



including: access to a variety of placements across a range of sectors; well trained and supportive staff; relationships with local support agencies including Childcare Information Services; and assistance with travel planning and costs. Clear points of contact for JCP – our strategy ensures that within each JCP District

there is a clear point of contact for JCP Personal Advisors. Ingeus will act as the key point of contact for Jobcentre Plus to help manage the referral and DMA processes. This will facilitate clear communication when dealing with issues as and when they arise. Maximum speed to placement – We currently place 98% of customers into

community placements within ten days of referral on our CTF contract and will apply this learning to MWA to ensure a fast and effective service. Access to a diverse range of placements – Ingeus and each of our Lead Providers are experienced in sourcing work placements, or providing placements within our own organisations. For example, TNG is able to offer a choice of placements through their portfolio of over 200 placement providers, and Papworth Trust has sourced over 350 placements in the past 12 months. Ingeus has sourced over 5,000 placements for JSA customers in the Midlands through contracts such as CTF and has a wide range of partnerships with volunteer bureaux and employers. Harnessing the expertise of the third sector – we have selected two of the East Midlands‟ leading charities as Lead Providers to ensure our delivery is informed by a commitment to community benefit. Papworth Trust will offer placements through its centres, which deliver a range of services to help people live independently, and BTCV runs community conservation projects in public wildlife areas in the East Midlands including tree planting at Dene Quarry, Derbyshire, and hedgerow regeneration in Pick Triange in Leicestershire. Supply chain management informed by frontline delivery experience – Ingeus will

be both a Lead Provider and manager of the supply chain. This gives us the ability to share best practice in supporting customers and enable all our providers to benefit from insight and techniques derived from our experience. Rapid implementation – Ingeus and its supply chain are able to commence delivery on

9th May due to strong existing infrastructure (17 existing sites, over 200 existing staff) and a dedicated Project Management Team. The team has successfully implemented multiple contracts at short notice including FND in Leicestershire, Northamptonshire and Nottinghamshire and will ensure all activities and key milestones are adhered to. Working with Lead Providers (including the voluntary sector)

Ingeus maintains a preferred supplier list in the East Midlands – the Ingeus Partner Network, which comprises 64 carefully selected organisations with employability and training expertise. Our MWA supply chain has been selected from the Network using criteria covering performance, capacity, quality standards and innovation. Each of our Lead Providers was required to demonstrate a strong track record in sourcing placements and supporting JSA customers. As the Prime Contractor, Ingeus will:

Co-ordinate coherent stakeholder engagement strategies;

Provide each Lead Provider with access to a range of key corporate services including IT, staff and customer training modules and recruitment processes;

Share best practice across our supply chain through quarterly networking forums; and

Drive continuous improvement through clear and robust contract management throughout the lifetime of the contract.



[5.2] Management Structure

Please provide:

A description of the proposed management structure for this CPA and how the required management skills and expertise, including working with local stakeholders, have been identified and will be delivered. You should also include a description of associated responsibilities and reporting lines ;

A description of how you will work with the management teams of any supply chain organisations and key delivery partners; and

An explanation why your management structure is appropriate for Mandatory Work Activity within this CPA.

Please include an organisation chart (attach as Annex 2) showing the proposed management structure for Mandatory Work Activity for this CPA. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4. Note: Format requirement and page limit does not apply to the organisation chart(s)

which you must insert as Annex 4.



Our management structure for the Mandatory Work Activity (MWA) provision in the East Midlands combines Ingeus‟ existing operational and corporate infrastructure with local supply chain capability. This structure has been adapted to meet the needs of MWA following comprehensive modelling undertaken by our Director for the Midlands (DfM) and HR Team in order to ensure the correct allocation of resources for the programme. Proposed management structure, skills and reporting lines Local staff – Our DfM, Redacted, will be responsible for all Ingeus and Lead Provider delivery across the East Midlands. She has been managing welfare-to-work provision in the Midlands for more than four years and has a demonstrable track record of working with stakeholders in Leicestershire, Northamptonshire and Nottinghamshire. She will provide strategic leadership; develop and maintain senior stakeholder relationships; and be the main point of contact for Jobcentre Plus (JCP), including the MWA Account Manager and Performance Manager. She will report to Ingeus‟ Chief Operating Officer, Redacted.

The management of both Ingeus and Lead Provider delivery will be overseen by a dedicated Project Manager, who will be an experienced manager from our current welfare-to-work provision. The Project Manager will report to the DfM and will attend Quarterly Performance Reviews with the DfM. The Project Manager will be responsible for: ensuring all performance and budgetary targets are met; leading Ingeus‟ team to deliver a high quality and contractually compliant service; conducting key engagement activities with JCP; providing Lead Providers with regular support and managing their performance against a range of Key Performance Indicators (KPIs); and developing effective working practices with local partners. The PM will be skilled in: leadership; operational performance management; communication; stakeholder management; and staff development. They will also draw upon best practice developed through Ingeus‟ experience of delivering Employment Zone and Pathways to Work in the East Midlands since 2003 and 2007 respectively. Each Lead Provider‟s management team will be responsible for the management of their frontline delivery staff. Each will have an Operations Manager who will be responsible for management of their delivery and who will act as a single point of contact for Ingeus‟ Project Manager. The Project Manager will conduct monthly progress meetings and formal Quarterly Performance Reviews (QPRs) to set performance targets, review performance against KPIs and update the Lead Provider‟s Development Plan (agreeing action points to achieve continuous improvement). There will be a number of other local interfaces with our Lead Providers - for example, practical advice and support to managers and frontline delivery staff by our Project Manager. Managing relationships with local employers and volunteer bureaux will be critical, therefore, managers from our Employer Services Team will work in the East Midlands and co-ordinate closely with their Lead Provider counterparts. Centrally based staff (which support local teams) – Our Chief Executive Officer

(CEO), Redacted , has over 20 years‟ senior management experience with a track record of senior stakeholder engagement and delivering complex programmes in the public and private sectors. He is responsible for setting overall objectives, developing strategies for delivery and maintaining key high level, stakeholder relationships. Our Chief Operating Officer, Redacted, reports to the CEO and is responsible for UK-wide standards and will drive high standards in the delivery of MWA and all other contracts. Redacted is highly experienced in the management of welfare-to-work provision and has an exceptional track record of performance delivery and improvement. Our Supply



Chain Team (described below) will be led by our Commercial Director (CD), Redacted, who also reports to our CEO, and is responsible for our supply chain strategy and the performance of our Lead Providers across all contracts. Redacted has managed large and complex supply chains in a number of roles, including at Serco and other large suppliers to the public sector, and brings extensive legal and financial expertise to our leadership team to support Work Programme delivery. Teams based at our corporate centre include: Performance Management; Quality and Performance; IT; HR; and Learning and Development. Supply chain – Day to day interactions with our Lead Providers will be led by the

Project Manager. They will be supported by our national Head of Contract Management (HCM), Redacted, who reports to the CD and will set and review performance benchmarks for Lead Providers and attend the Quarterly Performance Reviews of Lead Providers who are failing to achieve performance objectives. Redacted has ten years‟ experience in the welfare-to-work industry, of which five have been spent managing supply chains. Our Head of Partnership Development (HPD), Redacted, also reports to the CD. She is responsible for leading our Lead Provider management teams through implementation and providing appropriate support - particularly to smaller and third sector organisations. Redacted has seven years‟ experience in partnership and contract management. All managers in our supply chain will be provided with support from experienced managers across our corporate functions outlined above. Delivery Partners – Redacted will be the point of contact for JCP‟s Director for Central

England, as well as Account Managers and Performance Managers for MWA. The PM will be the key contact for local delivery partners in Ingeus delivery areas and will meet quarterly with each JCP manager. Lead Provider managers will be responsible for working with partners and stakeholders in their locality to support their delivery. Why our management structure is appropriate for MWA delivery in the East Midlands Robust organisation design – We consulted with staff and senior management in

Ingeus and our Lead Providers and adopted best practice from the delivery of our similar contracts e.g. Community Task Force. All members of our senior management team are already in post and their proven skills will be integral to successful delivery of MWA in the East Midlands. Our Project Manager will be transferred from one of our six Pathways to Work Contracts, which are finishing in March. Locally focused delivery supported by key corporate functions – All staff from the

DfM down will work within the East Midlands and will have an in-depth understanding of the local labour market and customer group. We will build upon the established management teams of our Lead Providers, which each have over ten years‟ experience of local delivery. The Project Manager will be supported by corporate teams (outlined above) who will facilitate consistency, drive performance and innovation and support our supply chain where it is needed. Clear roles, responsibilities and interfaces – All roles in our proposed structures are distinct and do not overlap with other roles. They all have specific responsibilities which are clearly aligned at each level in our organisation with counterparts in our supply chain and key stakeholders, to ensure effective joint working. ‘Practitioner’ approach to contract management – The balance between sub-contracted and direct Ingeus delivery will enable us to leverage our direct delivery experience to support the development of our suppliers‟ capability. We will work closely with our supply chain by holding best practice sharing forums and sharing placement opportunities.



[5.3] Management of Delivery

Please clearly describe:

How you and your supply chain will manage and monitor the quality of delivery of Mandatory Work Activity to ensure that the whole provision within this CPA is of a consistently high standard and meets the Service requirements;

Your approach to performance improvement activities for your supply chain as a whole, outlining how you and your supply chain will act on the findings of any monitoring activity including the resolution of issues from within your own supply chain, partners or other bodies.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4.



Ingeus has eight years‟ experience in the UK of delivering 40 contracts and managing over 65 Lead Providers. Our part-owners Deloitte also have an award winning Supply Chain Practice has helped more than 400 businesses make supply chain improvements on programmes such as the London Organising Committee for the Olympic and Paralympic Games. Our approach to performance management is built around three key strands of activity: Monitoring performance through comprehensive data gathering exercises; Key Performance Indicators that provide benchmarks against which performance can be assessed; and Evaluation, Management and Performance Improvement activities to drive continuous improvement. Monitoring Central to our approach to managing delivery will be gathering a set of performance and management information and qualitative feedback. We will collect this through three sources: reports from our market leading ADAPT Management Information (MI) system; monthly analysis of key MI trends prepared by our Performance Analysis Team; and quarterly audit reports: MI system – The ADAPT MI system is used by 90% of the world‟s largest recruitment agencies and will enable us to capture all key customer data including personal details and placement details. It features a comprehensive and flexible range of MI reports which will provide frontline delivery staff and managers with instantaneous information to identify customer attendance rates. ADAPT‟s reporting software will be available across our supply chain. Monthly reporting – Detailed monthly reports will be produced for the Project Manager (PM), by our Performance Analysis Team. The reports will provide site-by-site analysis of key performance deliverables including customer starts, speed-to-placement and attendance records. These will be presented in a user-friendly format and will enable the PM to identify key trends in data. Compliance and Audit Reports – Our Quality Performance (QP) Team will conduct quarterly spot checks and annual or bi-annual (depending on risk level) audits of Ingeus and Lead Provider sites. The resulting report will be used to allocate a risk level to each delivery site. Audits will focus on the compliance of delivery - substantive checks will be made on all customer paperwork and electronic records to ensure adherence to contractual requirements. A more stringent audit will be conducted with sites whose audits generate a variance of greater than 5%. Key Performance Indicators For Mandatory Work Activity (MWA), we have discerned four Key Performance Indicators (KPIs) as being particularly crucial to the success of the programme, against which all Ingeus employees will be performance managed and Lead Providers managed: Efficiency of Service – To ensure that the service is efficient and attuned to the needs of DWP, we will monitor: start and/or end dates being input onto PRaP within 24 hours of the customer starting or leaving their MWA placement; response times for our Contact Centre, with regard to fielding calls from JCP; and completion and return of the customer Feedback Form within ten working days of the customer leaving MWA. Speed to Placement – We will monitor the time taken for each customer to start their MWA placement, from the date of their referral – at maximum, ten days. On-Placement Attendance – We will provide each customer and each Placement Provider with a freephone number, in order for them to raise any issues (which will be logged). In addition, we will contact the placement provider on a weekly basis (as a minimum) to collect timesheets. Non-attendance and non-compliance will be reported immediately by Placement Providers. Customer Compliance – We will log situations where a customer has failed to comply



(e.g. by failing to attend appointments with their Lead Provider or not arriving for their MWA) to ensure that sanction doubts are raised to JCP within 24 hours. Evaluation, Management and Performance Improvement Data will be evaluated against each Ingeus staff member and Lead Provider delivery site to assess performance against KPIs. The Project Manager (PM) will check that targets are being met weekly. For example, we will be able to identify any customers who have not started their placement within the allotted ten day period. Each Lead Provider, delivery site and member of staff will be rated against their KPIs on a quarterly basis as gold (exceeding objectives), green (meeting objectives), amber (below required levels) or red (well below required levels). All MI will feed into our UK Performance Portal which contains a balanced scorecard to benchmark each contract‟s performance. Ingeus - All Placement Brokers will have monthly progress meetings and formal Quarterly Performance Review meetings with the PM to review performance against targets and examine areas for development. They will be encouraged to take up options from our Support Menu of developmental activities and training. These options include: observations and feedback on the quality of interactions; buddying schemes; and activity plans. Staff will be expected to achieve green performance every quarter as a minimum. If performance is classed as red for one quarter or amber for two then our Performance Support Process (PSP) will be triggered and a Performance Improvement Plan drawn up. More frequent review meetings will take place and staff will be expected to take up options from our Support Menu. If their performance does not reach green or gold for a further two quarters, remedial action will be taken which may result in dismissal. Lead Providers - All Lead Providers in the East Midlands will be responsible for

managing their staff to achieve performance and quality targets. Each Lead Provider has provided evidence of their performance management systems as part of supplier selection. The PM will hold monthly progress reviews with each Lead Provider, as well as formal Quarterly Performance Reviews, in addition to providing ongoing practical support. Lead Providers will be issued with a copy of our Delivery Management Framework which outlines our Performance Support Process (PSP) and the improvement interventions available through our Support Menu. Lead Providers whose performance is classed as „amber‟ for two quarters or „red‟ for one will be moved onto the PSP. Together with the PM, they will update their Development Plan to incorporate interventions from our Support Menu. These will include (for staff and managers): buddying schemes; additional training; activity plans; observations; access to Deloitte‟s Leadership Course; additional resource from Ingeus-Deloitte‟s corporate functions; and more regular meetings with the PM. If there is no improvement within a six month period, after consulting with JCP, referrals may be reduced or a termination of contract notice served. Our Head of Contract Management will be responsible for ensuring that the management of Lead Providers adheres to the DWP Code of Conduct and Merlin Standard at all times. Resolving issues within our supply chain, partners or other bodies We have a reputation for collaborative supply chain management and receive consistently excellent feedback from our suppliers. We will actively seek feedback from Lead Providers and partners through annual surveys and regular provider forums. If a Lead Provider has a particular concern, they can use our dispute resolution process. Parties should first raise their concerns with the PM. If this does not reach a satisfactory conclusion, they should write to our Director for the Midlands (DfM) who will respond within seven days. If it is still not resolved then our CEO will meet with the relevant parties. If no resolution can be found, the issue will be referred to an external mediator. Material issues raised by other bodies will be escalated to the DfM.



[5.4] Delivery Locations

Please provide details of where and how you and your supply chain will undertake the initial customer interview to ensure full geographical coverage of provision for the delivery of Mandatory Work Activity within this CPA.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 1 side of A4.



Ingeus and our supply chain will provide comprehensive coverage across the whole of the East Midlands. The majority of customers in the region live within 45 minutes travel of one of our 21 delivery sites and will therefore be able to attend face-to-face appointments from well-equipped premises. We have chosen this approach because our experience of service delivery indicates that face-to-face appointments encourage engagement and attendance on mandatory provision. All sites have been chosen for their ease of access and strong transport links to surrounding areas. All Ingeus premises are DDA compliant and those of our Lead Providers will be inspected by our experienced Facilities Team prior to delivery to ensure all Health and Safety standards have been met. Each Ingeus site comprises child friendly play zones for customers with children and quiet areas for prayer. We will reimburse all travel for customers travelling to our sites and to and from placements. For the small number of customers who do not live within a 45 minute journey of one of our offices, initial customer interviews will be conducted from outreach premises or by telephone using a freephone number. In these cases our Placement Brokers will book specific times for the telephone appointment and send appropriate documentation to the customer to ensure that they receive all the information they need. Our delivery locations for the East Midlands are provided below. Lincolnshire (nine sites) – To provide comprehensive coverage across Lincolnshire, TNG will deliver services from its nine permanent sites in Lincoln, Skegness, Boston, Stamford, Grantham, Gainsborough, Louth, Spalding and Sleaford. Each office will take referrals from the JCP office in the same town. Nottinghamshire (four sites) – Ingeus will provide comprehensive coverage across the county from existing sites in: Nottingham – our central Nottingham office will serve customers from Arnold, Beeston, Bulwell and Nottingham JCP offices; Mansfield – serving customers from Mansfield and Ashfield JCP offices; Worksop – taking referrals from Worksop JCP office and providing ease of access for customers from the deprived area of western Bassetlaw; and Newark – serving customers from Newark JCP office. Northamptonshire (four sites) – Provision across the county will be delivered by Ingeus and Papworth Trust from existing Flexible New Deal sites in: Northampton (Ingeus) – taking referrals from Northampton and Daventry JCP offices; Corby (Papworth Trust) taking referrals from Corby JCP office; Kettering (Papworth Trust) – this office will service customers from Kettering JCP; and Wellingborough (Papworth Trust) – taking referrals from Wellingborough and Rushden JCP offices. Leicestershire (four sites) – Ingeus will provide coverage across Leicestershire from four centrally located community sites in Leicester (taking referrals from Leicester and Melton Mowbray JCP offices), Loughborough (taking referrals from Loughborough JCP office and serving the neighbouring areas of Shepshed and Rothley), Coalville (taking referrals from Coalville JCP office and serving the towns of Ravenstone, Swannington and Ashby de la Zouch) and Hinckley (taking referrals from Hinkely JCP office and serving Burbage and Market Harborough). Derbyshire (a minimum of four sites) – BTCV will provide coverage across the county

from two existing, sites and a minimum of two community sites. BTCV‟s existing, conveniently located sites are in: Derby – taking referrals from Belper, Derby, Heanor, Ilkeston, Long Eaton and Wardwick JCP offices; and Chesterfield – taking referrals from Bolsover, Chesterfield, Matlock and Clay Cross JCP offices. BTCV will provide peripatetic outreach services in the Peak area to provide coverage for customers from Glossop and Buxton JCP offices, and in Swadlincote for customers from Swadlincote JCP office. Rutland - The majority of customers in Rutland sign on at Stamford JCP, with the

remainder signing on at Corby or Melton Mowbray. Customers will attend an initial interview at the delivery site closest to their JCP office.



[5.5] Volume Fluctuations and Customer Group Changes

Describe how you and your Supply Chain will maintain service delivery in the event of fluctuations in customer volumes and changes to the customer group referred including potential alterations resulting from changes to the welfare regime referred to in Annex 6 of the MWA Specification. Your response should include the following:

How you will maintain minimum performance levels;

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 1 side of A4.



Ingeus and our supply chain are well placed to maintain service delivery if customer volumes fluctuate or changes to customer groups occur during the delivery of Mandatory Work Activity (MWA). We expect that customer volumes will fluctuate according to JCP‟s caseload, which will be affected by factors including: local labour market conditions; employment „shocks‟ such as large-scale redundancies; changes in welfare-to-work policy (such as the migration of health-related benefit claimants onto JSA); and demographic factors, such as the age of the population. Furthermore, we anticipate that customer groups will change over time, for example with the move to Universal Credit and changes to Lone Parent eligibility. We will work closely with JCP to ensure that we have a clear steer on anticipated volumes, and have conducted a comprehensive scenario-planning exercise to model the impact of significant fluctuations. We have also minimised the impact of these changes by embedding flexibility at the heart of our MWA delivery. Mechanisms for planning and anticipating changes to customer volumes

The Project Manager (PM) will be responsible for anticipating volume fluctuations and customer group changes in the East Midlands throughout the lifetime of the contract. Each quarter they will forecast customer flows based on information prepared by our Performance Analysis Team (including regarding the above mentioned factors) and continuous dialogue with JCP (e.g. through monthly meetings). Findings will be collated in a quarterly report and disseminated across our supply chain to enable accurate forward planning. The Project Manager will be responsible for working with JCP to address any issues with volume fluctuations or customer group changes. For instance, if the customer volumes are too low, they will explore ways of driving up referrals such as: running awareness sessions for JCP Advisors; exploring co-location options with JCP; and investigating any reasons why referrals are lower than anticipated (e.g. unsuitable work placements) and troubleshooting accordingly.

Maintaining service delivery in response to fluctuations These forecast profiles will be used to ensure that the appropriate resources are allocated at all times. In order to provide a service with maximum responsiveness to JCP‟s needs, we have built in flexibility to adapt resources in the following areas:

Staff – We will employ dedicated staff for MWA, but will be able to put in place a

number of measures to cater for short-term fluctuations, for example: seconding staff from our other contracts in the East Midlands, on a temporary basis; seconding pre-trained Advisors from Deloitte (our part-owners); or employing temporary staff from recruitment agencies such as Crone Corkhill. For longer-term fluctuations (or for specialist staff needed because of customer group changes), we will direct our Recruitment Agents, Alexander Mann Solutions, to provide appropriate candidates. Premises – There is additional capacity within our delivery sites which can be used if necessary. In addition, we have agreements in-principle with all members of our supply chain to co-locate from each others‟ premises when required. Ingeus has also established a Stakeholder Network, which includes a number of Local Authorities, who have agreed to offer facilities on an outreach basis. Supply chain – Each of our Lead Providers has regional infrastructure and resources

to manage significant volume fluctuations. They each deliver a range of contracts in the area and have been selected by Ingeus as a Work Programme subcontractor. This gives them additional flexibility to adjust resources according to need on MWA. As a contingency, we will be able to draw on new providers from our Partner Network, which comprises 64 pre-vetted employability providers in the East Midlands, available on a call-off basis.



[5.6] Managing the Customer Experience

Please describe:

How you will evaluate and monitor the quality of the Mandatory Work Activity placement in this CPA;

What procedures will be in place for handling complaints as well as feedback from customers of their experiences on the programme; and

How you will act on any findings. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4.



Ingeus is committed to ensuring that every customer on Mandatory Work Activity (MWA) in the East Midlands accesses a high quality work placement and that they have a positive experience of our service. Each work placement must conform to Ingeus‟ minimum service levels for MWA, which include:

A choice of placements – for each customer to undertake a work placement that

teaches them relevant skills and to help with customer engagement, each Lead Provider must offer a range of placements. It is our expectation that each provider will offer, at least, five different types of placement at any one time.

Face-to-face appointments – the majority of appointments will be conducted on a

one-to-one and face-to-face basis to support customers to choose the correct placement and address any issues prior to starting MWA e.g. childcare or transport.

Suitability of placements – each placement offered must be appropriate to that

customer and meet their needs. For instance, if a customer has mobility difficulties, they should only be offered placements that conform to DDA standards. In addition, Lead Providers will be responsible for ensuring placements‟ compliance with Health and Safety Standards.

Availability to deal with on-placement issues – each customer and each

Placement Provider will be provided with a dedicated Placement Broker and freephone number to contact them with to ensure that they are able to raise issues, for instance attendance or the ongoing suitability of the placement. This will enable our service to proactively address any issues.

Compliance with these standards will be supported by two streams of activity: Stage One – Gather evidence and monitor Ingeus and our supply chain will utilise a range of mechanisms to gather evidence that will enable us to assess the quality of service that all customers receive: Customer Feedback – This is the most important method of monitoring service levels

and we will therefore adopt a proactive approach to obtaining feedback from all customers throughout their time on the programme. All customers will be encouraged to provide feedback to Placement Brokers at the end of their placement, and will be able to make comments or suggestions at any time in person, through a suggestions box, in writing, through our customer web portal Invisage, by telephone or email. We will also

commission an independent annual audit of customer service across all delivery sites which will ask customers to rate their satisfaction with different elements of our service. Partner and Stakeholder Feedback – Our Placement Providers will provide us with written feedback on a monthly basis to summarise successful customer completions, and identify the reasons why any customers dropped out of their placements early. On an annual basis we will ask JCP, our Placement Providers and Lead Providers, to complete a feedback survey on their perceptions and experiences of our service. We will also seek feedback from organisations that are able to advocate on behalf of customers who are less likely or able to participate in Ingeus‟ feedback processes e.g. those with mental health issues or learning disabilities. All local stakeholders will also be able to contact the Director for Midlands, Redacted to facilitate ongoing feedback at any time. As a key stakeholder, monthly feedback on performance will be sought from JCP. Monthly Management Information (MI) reporting – We will use our ADAPT MI system to capture key customer data including appointments, progress made and outcomes, and to produce management reports that will enable us to monitor performance against our minimum service levels. Frontline delivery staff and managers will be able to produce instantaneous reports from the system to monitor the progress of individual customers and the performance of individual Advisors. Data in our MI system will be reviewed by our Performance Analysis Team on a monthly basis.



Procedures for handling complaints We are committed to ensuring that all customers receive a high quality of service. However, if an individual has a complaint about any aspect of the service, we have procedures in place to ensure that we respond effectively and learn from any breaches in service standards. Our four-step complaints procedure will apply across Ingeus and all Lead Providers. It will be publicised on our website, on prominently displayed posters throughout delivery sites, and in Placement Packs given to all customers when they join the programme. It will describe an escalation process informing customers of how they can make the complaint, who will deal with it and the timescales involved at each stage. Customers who wish to make a complaint will be asked to do so, in the first instance, with their Placement Broker who will try to resolve the issue immediately. If the Placement Broker is unable to provide a response, or if the customer is not satisfied with the response given, it will be escalated to Step Two of the process which will be dealt with by the Project Manager (PM). The PM will meet with the customer and provide written confirmation of the outcome of the meeting within five working days. If the customer is not happy with the response they will be given the option to escalate the complaint to Step Three of the process. This will be dealt with by Director for Midlands (DfM) who will investigate the matter and confirm the outcome in a written response within a further ten working days. At Step Four of the process, a customer‟s complaint will be escalated to Ingeus‟ Chief Executive Officer who will provide a written response within ten working days. At this point, customers will be informed that they have reached the end of our internal complaints procedure and we will send all relevant details onto the Independent Case Examiner for mediation and, if necessary, investigation. Our internal audit team will be the point of contact for the Independent Case Examiner and will support them as appropriate to achieve a resolution. Stage Two – Evaluation, Action and Review The results of our monitoring activities, including a summary of all complaints, will be reviewed on a quarterly basis at all levels to ensure that we continue to enhance the quality of the customer experience. This will start at the level of each delivery site, where the PM will evaluate and summarise MI data and customer feedback. This will be discussed at Quarterly Performance Reviews with the DfM. Areas for improvement will be identified and clear, time-bound actions will be agreed to address them. Actions could include designing additional interventions or providing additional job-search facilities. These actions will be input into an operational Development Plan which will also identify clear review points and methods of evaluation to ensure that actions are followed up in full. On an annual basis, the DfM will review all operational Development Plans to identify trends across the CPA including any patterns of complaint. These will be fed into a contract Development Plan with performance improvement actions which could include sourcing additional Lead Providers to meet the needs of specific customer groups, or re-training staff to cover any areas of weakness. At a national level, Ingeus-Deloitte‟s Continuous Improvement Team will be responsible for analysing trends across all of our operations. Having identified an area for improvement they will design solutions, using methods such as staff or customer focus groups and researching best practice methods. They will then put forward a proposed solution which will be reviewed by Ingeus-Deloitte‟s Chief Operating Officer and all Regional Directors. If they are agreed, they will first be piloted in one or more delivery sites, before being rolled out nationally if successful. This will help to drive continuous improvement and efficiency throughout the lifetime of the contract. The DfM and the Continuous Improvement team will also monitor the quality of our Lead Providers‟ provision, and ensure all monitoring activity follows the same procedures as those of Ingeus.



PART 6: RESOURCES [6.1] Staff Resources – Staffing Numbers, Job Titles and Roles

Please provide:

Details of the number of staff, shown as full time equivalents, including job title and key roles you and your supply chain propose to employ to manage and deliver Mandatory Work Activity for this CPA.

a description of why you consider this staffing level is appropriate for this CPA at contract start date, together with details as to how you will manage the staffing levels as customer volumes rise and fall over the lifetime of the contract.

a detailed description of the number of staff to be drawn from o current resources, o those to be recruited by both your organisation and any supply chain

organisations involved.

Details of how you have identified the skills required by staff in your organisation, and your sub-contractors, to deliver the service you have proposed at Section 4. Details of how you will acquire staff with these skills.

A resource plan should be provided (attach as Annex 3) showing how staffing, by full time equivalent and job title/role, will be allocated across this CPA and a description of the job roles of staff shown in Annex . Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4. Note: Format requirement and page limit does not apply to the resource plan which you must insert as Annex 3.



6.1 Redacted



PART 7: STAKEHOLDER ENGAGEMENT] [7.1] Local Stakeholders

Please describe in detail, in relation to this CPA how you and your supply chain will engage with local Partners, voluntary sector organisations and employers to ensure effective on-going relationships with them throughout the life of the contract. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 2 sides of A4.



Ingeus has developed a Stakeholder Engagement Strategy to support our service delivery in the East Midlands. This draws on our seven years‟ experience of delivering employability services across Nottinghamshire and our FND delivery experience in Northamptonshire and Leicestershire. Our strategy has been designed in consultation with our existing network of stakeholders including: the Greater Nottingham Partnership, Leicester City Strategy Pathfinder, Derbyshire and Nottinghamshire Chamber of Commerce; and senior representatives from a number of Local Authorities (LAs) including Nottingham City Council, Northamptonshire County Council, and Rutland County Council. This Strategy underpins the provision of our five existing East Midlands contracts and will continue to do so for future contracts, such as the Work Programme and Mandatory Work Activity (MWA). We will adapt this strategy for MWA to ensure that we are working with the appropriate stakeholders in order to deliver tangible benefits to the community. We have a positive approach to partnership working and have identified the following as key partners in our MWA delivery: Jobcentre Plus (JCP); organisations from the voluntary sector; employers; local authorities (LAs); the six Local Enterprise Partnerships (LEPs); and Lead Providers. We have existing relationships with all of the above, and work closely with a number of the LAs to deliver a variety of existing contracts for JSA customers. By leveraging the aforementioned relationships, we will: generate placement opportunities for our customers; ensure the alignment of our MWA service with local objectives; and embed our delivery in the heart of the community. Ingeus‟ Director for the Midlands (DfM), Redacted, will lead on the execution and execution of our Stakeholder Engagement Strategy across our East Midlands programmes. Ingeus‟ Project Manager for the East Midlands will drive the stakeholder engagement strategy specifically for MWA and will be the designated point of contact for all stakeholders and delivery partners on a day-to-day basis. In addition, each of our Lead Providers has extensive relationships with stakeholders in their local delivery area, including employers and community-based organisations, and stakeholder engagement will be one of their Key Performance Indicators. For example, TNG works in close partnership with local stakeholders such as the Lincolnshire Learning Communities network and Lincolnshire County Council Skills and Employment Forum to generate Community Task Force placements. The Ingeus Stakeholder Network is the principal mechanism through which we engage stakeholders. This was established to facilitate regular communication between Ingeus and a wide variety of stakeholders across the UK. All members of the Network sign the Stakeholder Charter, which details commitments to partnership-building and alignment of services. Stakeholders who have already signed our Stakeholder Charter include the Greater Nottingham Partnership, Leicester City Council and Derbyshire Probation Trust. Members will be invited to attend quarterly forums where they will be able to network and receive updates on cross-contract performance and activities. We will promote MWA to these members as an opportunity for them to provide placements and give advice on how to ensure a beneficial impact on local communities, and at each quarterly forum we will encourage input regarding our MWA service delivery. Our Approach to Engagement with Key Stakeholders JCP – JCP will be our key partner in the delivery of MWA and we will prioritise continuous, collaborative partnership-working with all levels of JCP including Account Managers and Performance Managers, District Managers, and Personal Advisors. Ingeus‟ locally based Managers currently work with two of the three JCP District Managers in the East Midlands and will engage with the District Manager for Derbyshire and Claire McGuckin, the new Director for Central England. Our MWA Project Manager



will work with the District Managers to: provide a smooth transition for customers starting and completing MWA; liaise effectively to manage DMA procedures; and anticipate volume fluctuations. Our Project Manager will also attend regular Provider Engagement Meetings with JCP to maintain clear lines of communication, share information on local labour market changes and disseminate best practice. Voluntary sector organisations – Organisations from the voluntary sector will form a

vital component of Ingeus‟ MWA delivery in three ways: (i) as Lead Providers – we have selected not-for-profit providers Papworth Trust and BTCV to deliver the service, which will constitute 27% of our total delivery; (ii) as Placement Providers – as work placements will be expected to bring benefit to the local community, voluntary sector organisations are well placed to provide placements. Ingeus has comprehensive links with organisations such as Enable which we will leverage for MWA delivery; and (iii) in an advisory capacity – our national Third Sector Advisory Panel brings together the CEOs of some the UK‟s leading third sector organisations, including Redacted. We will consult the Panel about our MWA delivery on a regular basis, particularly with regard to issues such as capacity-building support and effective partnership working between the private and voluntary sectors. Employers – Ingeus and our Lead Providers will employ Placement Brokers who will be responsible for engaging with employers in order to source suitable placements for MWA customers. This will include utilising current relationships - Ingeus‟ regional Employer Services Team has accounts with over 100 local employers – and developing new relationships through cold-calling and pro-active marketing. Each Lead Provider was selected because of their proven record of sourcing work placements at short notice and is thus well placed to engage employers with respect to MWA. LAs– Our relationships with the 45 LAs will be key in aligning our services and ensuring

that the MWA contract is of community benefit throughout the life of the contract. Over the last six months we have had numerous consultations with them to discuss how we will embed their objectives into our delivery. For the MWA, this will include working collaboratively with the GNP by providing details on what we and our supply chain deliver, and maintaining a consistent, open dialogue throughout the duration of our provision. We will continuously engage with LAs to meet their concerns and have already put in place measures to tackle some of them, such as establishing our Stakeholder Network which encourages a transparent approach to partnership work. LEPs – This region includes six new LEPs all of which will be key stakeholders in ensuring we run a service that aligns with local services and addresses community priorities. We will invite each of them to contribute to our delivery on an ongoing basis by joining the Stakeholder Network and will work with them to ensure that placements reflect local developments – for example, we will work with the South East Midlands LEP to develop placements that will give customers the skills and experience to benefit from redevelopment projects such as the Grosvenor Centre and Greyfriars redevelopment in Northampton. Lead Providers – As part of our commitment to working with our Lead Providers as key stakeholders, we have created a Partner Network of 64 preferred suppliers to enable us to engage with the local provider base. Members of the Partner Network for the East Midlands were identified following a rigorous selection process in response to more than 180 applications. Members receive monthly newsletters containing Lead Provider case studies, policy updates, Ingeus performance figures and forthcoming tender opportunities. Members are also invited to regular networking events where they will share best practice and contribute to our approach to MWA delivery. In addition they will be able to access our online interactive Partner Network Portal. Via the Portal, frontline staff will be able to share best practice on how to motivate customers, ensure attendance and deal with challenging behaviour; and Managers will share details of partnerships and best practice across our supply chain.



PART 8: CONTRACT PERFORMANCE [8.1] Performance

Please explain in detail;

The types of work placements you will provide;

How you will source placement opportunities, often at short notice, for customers on the programme;

How these placements are of Community Benefit;

How you will tell JCP if a customer signs off benefit;

How you will raise a sanction doubt with JCP.




Our approach – a bank of immediately-accessible placements To ensure that each customer starts their placement within ten days of referral and to enable us to source placements at short notice, Ingeus and our supply chain will offer a diverse pool of pre-vetted placements. We have selected Lead Providers who already have a bank of over 11,000 community-oriented placements which will be immediately available to customers on Mandatory Work Activity (MWA). Our placement opportunities have been developed through our experience on other contracts. For example, Ingeus has sourced more than 5,000 placements in the Midlands through contracts such as Community Task Force (CTF). Likewise, our Lead Providers have strong experience of delivering community placement-focussed contracts – for example, TNG has supported over 750 CTF customers into community focused placements, from their portfolio of over 200 organisations, between April 2010 and February 2011. Through this experience, we have developed strong networks and work placement agreements with a wide range of local employers, public bodies and third sector organisations. The table below details examples of the type of placements offered by our Lead Providers that will be immediately available to our MWA customers, and how they will bring benefit to the community: Lead Provider

Placement Provider

Type of Placement

Community Benefit

TNG St Barnabus Hospice

Driving/delivery, warehouse /distribution, retail.

Working for a Hospice providing palliative care.

TNG Whisby Nature Park

Groundwork and environmental maintenance.

Working for a third sector organisation that provides educational and leisure opportunities to the community

BTCV Family Drop In Centre

Family support services

Supporting the work of professionals.

BTCV Impact Housing - Centre 47

Housing maintenance and admin

Providing services to supported housing residents.

Papworth Trust

Think 3E Manual roles A range of social enterprises such as recycling and green space projects.

Papworth Trust

Papworth Trust

Administration Supporting the work of a charity that delivers a range of services to disadvantaged people.

Papworth Trust

British Heart Foundation

Sales Assistant Working for a charity that supports those with heart conditions

Ingeus The Drum Creative arts Raising awareness of the para-olympics through art activities

Ingeus Islamic Relief Fundraising Raising funds for Pakistani Flood victims

Ingeus Kitchen Garden Cafe

Sales Assistant / Catering Assistant

Fairtrade, organic cafe.



How we will source placements and ensure they are of community benefit Placement Brokers will be responsible for updating our bank of placements and for maintaining relationships with Placement Providers throughout the lifetime of the contract. Brokers will identify suitable, community-oriented organisations through their existing networks of local charities, public sector organisations and housing associations. All organisations interested in offering work placements will be visited by the Placement Broker to help develop appropriate opportunities for customers. At these meetings the Placement Broker will explain the benefits of providing placements and the requirements including health and safety, recording attendance, the need to make placements available within 2-3 days‟ notice and the importance of community benefit. They will work together to draw up a placement description document which will outline: the tasks that customers will undertake; the skills that customers will need to have to be able to participate (e.g. spoken English or ability to read safety instructions); the skills that customers will gain by participating; who will supervise the customer; and how the placement will benefit the local community. Before being accepted as appropriate, each placement will be assessed to make sure that it directly or indirectly benefits the community and the premises will be inspected to ensure they meet health and safety standards. This information will be collated on a quarterly basis and assessed by our Project Manager to ensure that this is adhered to throughout the supply chain (as a Key Performance Indicator). Once finalised, details of work placement opportunities will be loaded into our ADAPT database. This will include the placement description document and contact details for the host organisation. Each participating Placement Provider will be required to commit to offering placements at no more than five working days notice to enable customers to start placements at short notice. Liaising with JCP Ingeus and our three other Lead Providers will work closely with Jobcentre Plus (JCP) at all stages of the Mandatory Work Activity process. Ingeus will inform JCP within 24 hours of the customer starting the placement via PRaP. Raising Sanction Doubts - If a customer does not meet the requirements of MWA

participation, the Placement Provider will contact the relevant Lead Provider immediately. Incidents leading to this action will include: refusal of the placement(s) identified for them; failure to attend on any day of the placement (without written evidence); late attendance for required activities; refusal to carry out required tasks; or misconduct such as unacceptable behaviour of refusal to adhere to the host organisation‟s code of conduct in the workplace. Each Placement Provider will be given a dedicated freephone number which they will call to contact the relevant Lead Provider if there are any problems and will complete weekly timesheets with each customer to monitor their attendance. The Lead Provider will then contact Ingeus who will inform Jobcentre Plus by telephone and in writing and will update PRaP accordingly. Ingeus will provide JCP with detailed information to support any DMA action that may be carried out. This information could include: the agreement that customers sign demonstrating their understanding of placement requirements; signed reports of incidents of misconduct; or timesheets highlighting non-attendance or late arrival. In each case, the JCP Advisor will be provided with contact details for the Placement Broker who will be able to provide further information if/when requested to support the DMA action. Signing off Benefit – In cases where a customer informs us that they are signing off benefit, our Placement Brokers will contact Ingeus who in turn will inform JCP Advisors by telephone and in writing and will update PRaP. Customers will also be advised of their responsibility to inform JCP of this change of circumstances.



PART 9: IMPLEMENTATION [9.1] Implementation Plan

Please provide:

An Implementation Plan for Mandatory Work Activity in this CPA clearly stating the date on which you are proposing to commence delivery of the service. The plan, which must be in the form of a Gantt chart (insert as Annex 4), must include the key activities required to put provision into place by the service commencement date. It must include key milestones, timescales for activities including start and end dates and who is responsible for each activity including the expected start date for delivery. It should also show the critical path and interdependencies.

A narrative to expand on the implementation plan which must identify and address all the key risks, including the impact of winning multiple Mandatory Work Activity contracts and how these risks will be mitigated.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to 1 side of A4. Note: Format requirement and page limit does not apply to the Gantt chart which you must insert as Annex 4.



Ingeus‟ key strengths in implementation include: having implemented 40 UK welfare-to-work programmes, including six Pathways to Work contracts; an experienced Programme Director, Redacted, who led the successful implementation of two FND contracts; and the existing regional infrastructure of Ingeus and our supply chain. Our Implementation Plan, shown in the Gantt chart at Annex 4, was drawn up by our Programme Director. It has been assessed as viable by senior operational staff and our corporate heads. It is designed for us to commence delivery of multiple Mandatory Work Activity contracts on 9 May 2011 and capitalises on the existing infrastructure of Ingeus, TNG, BTCV, and Papworth Trust who all deliver existing contracts in the area. All premises and staff are already in place. The plan is based on the following key dependencies: announcement of preferred bidder status (22/03/2011); and contract award (21/04/11). Implementation of all Ingeus Mandatory Work Activity contracts will be led by our Programme Director who will chair a Programme Board made up of all departmental heads, and Ingeus‟ Chief Operating Officer. The engagement of Placement Providers will be overseen by the Project Manager for the East Midlands. Key Risks: Supply chain readiness (Line ID 13-42)

Risk: Contracts not being signed in time, due diligence has not been completed, or reporting procedures are not in place. Mitigations: We have already made substantive checks on each Lead Provider – each has already been selected as part of our Work Programme supply chain and has existing infrastructure, requires no additional recruitment activity and has a track record of implementing new contracts on time. Contingencies: Commit additional Ingeus resources to implementation; replace the Lead Provider (we have identified contingency providers); deliver the provision ourselves; or adjust customer flows to other Lead Providers. IT (Line ID 63-71)

Risk: Failure to meet IT security requirements or systems failure e.g. server collapse. Mitigation: An IT Team with a track record of delivering all previous IT requirements on time, including full DWP security accreditation on time for FND Phase One. Contingencies: ADSL with hub, encrypted laptops with 3G wireless Internet connections can all be installed at short notice. Lack of vetted work placements

Risk: Insufficient work placements to meet the number of referrals. Mitigation: Anticipated and any additional flows can be comfortably accommodated by the existing bank of placements. Ingeus and our Lead Providers have current placements with a range of social enterprises, volunteer bureaux and employers. Contingencies: In the unlikely event that a Lead Provider is unable to provide placements at immediate notice, Ingeus will be able to draw upon the resources of over 90 Lead Providers and offer placements within our own organisation. Health & Safety

Risk: The health and safety procedures of Placement Providers and their premises are unable to be ascertained or not up to legal requirements, entailing that the customer is unable to start placement on time. Mitigation: Both Ingeus and our Lead Providers already have networks of approved Placement Providers to use for current or predicted Work Programme delivery. Contingencies: Should the initial choice of placement fail the ongoing checks of Ingeus or our providers, the customer will be immediately allocated to a second choice Placement Provider or a placement with the Lead Provider.



9.2 Contingency Arrangements

Please describe:

How your proposals for delivery of services within this CPA will be put in place without adversely affecting your organisation‟s or your Sub-contractors‟ ability to deliver existing and recently won contracts as well as other contracts you are bidding for.

Describe your contingency plan for maintaining the entire scope of your proposal within your bid should members of your supply chain withdraw at any point during the delivery of this contract.




Implementing multiple Mandatory Work Activity contracts whilst maintaining performance on other provision

We have planned for significant growth over the next two years including the implementation of multiple Work Programme contracts and diversification into areas such as working with offenders, skills provision and careers guidance. We have conducted a review of all governance structures, resource requirements and identified five key areas of focus. Our review confirmed that Ingeus and our Lead Providers possess appropriate resources in these areas and will be able to implement the Mandatory Work Activity (MWA) contract in the East Midlands, and up to six other areas while maintaining and improving performance on other provision. Clear governance structures: Each Mandatory Work Activity contract will have its own

Implementation Plan which will be managed by a Project Manager for each region to enable a focus on local activities. These plans will be incorporated into an overall Implementation Plan which will be managed by our Programme Director, Redacted. He will chair a Programme Board attended by other project management staff and key heads of departments. The group will monitor progress against the Implementation Plan and direct resources to departments/contracts as required. This structure will provide dedicated resources for each region and the ability to direct central resources where they are needed. Strict separation of responsibilities: Strict separations will be adopted between

members of staff involved in implementation and those working on existing operations. Key members of staff on existing contracts such as Operations Managers will not be involved in implementation activities and will focus on the performance of existing contracts. Each contract being implemented will have its own Project Manager to ensure appropriate attention is given to each. Using this method we managed to increase performance on our existing Pathways contracts increased at the same time as implementing two FND contracts. Supply chain capacity: Each of our Lead Providers is currently delivering in the region

and will be able to draw on resources from existing contracts or contracts which are ending, enabling them to transfer staff and premises directly across rather than drawing on other contracts. Our supply chain for the East Midlands has been selected in part for their likelihood of remaining an established presence in the East Midlands through the Work Programme. Each of our Lead Providers is able to comfortably accommodate the anticipated flows and any fluctuations without impact upon wider delivery. Existing infrastructure: Implementation of Mandatory Work Activity in the East Midlands will utilise Ingeus‟ and our Lead Providers‟ existing infrastructure of more than 200 members of staff and 15 established offices. The scope of our existing infrastructure ensures we already have sufficient resources to implement and manage the contract without impact on the current or predicted delivery of other contracts. Maintaining our supply chain in the event of Lead Provider withdrawal Ingeus has developed a Partner Network of 64 preferred suppliers in the East Midlands to provide a robust and responsive supply chain. The opportunity to join the Network was advertised widely and attracted more than 1,000 expressions of interest, more than 180 of which were in the East Midlands. Providers were assessed against core criteria including performance, track record, quality and innovation. The result is a pool of pre-vetted suppliers with whom we have established relationships, offering a breadth expertise including job brokerage, skills provision, substance misuse support and specialist mental health services. These preferred suppliers can be mobilised at short notice and provide a robust set of contingencies in the event of any Lead Provider



withdrawing. Our supply chain for Mandatory Work Activity was selected from our Partner Network according to strict criteria which included the ability to implement new contracts to tight timescales, and to manage the opportunity for growth through sustainable business models. These steps were taken to limit the likelihood of their withdrawal prior to contract commencement and throughout the duration of the contract, although we have planned for this possibility. Our three Lead Providers BTCV, TNG, and Papworth Trust will provide approximately 41% of our Mandatory Work Activity delivery between them and their withdrawal would therefore represent a risk to continuity of service. Should they withdraw, Ingeus‟ Implementation Programme Board will immediately hold a contingency meeting to evaluate the options set out in our Business Continuity Plan and determine the best course of remedial action. We are able to mitigate the impact of Lead Provider withdrawal through the following range of contingency options: Negotiate with the withdrawing Lead Provider: Our Head of Partnership

Development will immediately ascertain the reasons for withdrawal through discussions with the provider. Depending on the reasons for withdrawal we will discuss further support that could be offered to make delivery viable for them. This could include assistance in funding working capital requirements. Contingency providers: We have identified contingency suppliers from our Partner Network to cover each of our Lead Providers in the case of their withdrawal. Contingency providers have been identified based on existing staff and premises required to deliver services at short notice. Redacted Introduction of a new Lead Provider: Our Partner Network comprises 64 pre-selected

members across London who offer a diverse pool of resource that can be accessed at short notice. Members of the Partner Network will be invited to submit immediate proposals, which will be assessed by our Head of Partnership Development to identify any viable solutions. The scope of our Partner Network provides us with supply chain flexibility throughout the lifetime of the contract. Deliver ourselves: As a delivery organisation as well as a Prime Contractor, we have the ability to take on additional provision. Redacted To ensure that these measures are in place and ready for immediate implementation throughout the lifetime of the Mandatory Work Activity Contract, we will regularly test all contingency arrangements and provide relevant evidence and outcomes of tests to DWP via Account Managers.



PART 10: OFFSHORING PROPOSAL (including Landed Resources and Nearshoring) Are you and/or your Lead Providers proposing to use Offshoring, Landed Resources or Nearshoring in delivery of this Contract

(indicate where applicable)

NO (indicate where applicable)

If you have answered YES to this question, you must complete a DWP Offshore

Proposal Template and include with your tender. Please refer to paragraph 1.42 of the MWA Instructions to Bidders if you need the template.

Protect - Commercial

40 MWA ITT Questionnaire final V0.1

ANNEX 1

SUB-CONTRACTOR DECLARATION

A declaration should be signed and submitted on letter headed notepaper by each proposed sub-contractor (with the exception of ad-hoc suppliers) and attached to this Tender Form. Please note by attaching these declarations, tenderers will be deemed to agree to their contents.

To: Department for Work and Pensions Date: I confirm that we have agreed in principle with [name of bidding organisation], to deliver the following elements of the service described in their tender:- Please list below elements of service to be delivered. I have read and understood the specification for the elements of provision, which my organisation will deliver. I have agreed in principle terms of delivery for this provision and am content that reasonable and appropriate price and payment terms have been negotiated and agreed for delivery of these services. I confirm I have seen the full tender document (excluding any Commercial in Confidence information relating to other Providers) and am content with my role as described and with the terms I have agreed with the Prime Contractor. I confirm that the agreement in principle allows for my organisation to implement the appropriate level of planning and investment to deliver the service. In addition to the above I confirm that the agreement made is consistent with the general principles set out in the DWP Code of Conduct and the Merlin Standards. Signed: Name: Name of Sub-contractor: Note: the person signing the letter should be authorised to sign contractual agreements on behalf of their organisation.



Please submit the following as separate documents:

ANNEX 2

PART 5.2 MANAGEMENT STRUCTURE – ORGANISATION CHART ANNEX 3 PART 6.1a STAFF RESOURCES – RESOURCE PLAN REDACTED ANNEX 4 PART 9.1 IMPLEMENTATION PLAN

Documents

028. CPA5 Ingeus-Deloitte - Tender Form Redacted FINAL