PTD Questions Ingeus CPA 6 North West 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 6 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 ESA Ex-IB for work within a 3-6 months period. Through our Health and 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 Cumbria, Lancashire, Merseyside & Halton 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 Cumbria, Lancashire, Merseyside & Halton, 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 North West will provide strong strategic leadership across the CPA and will engage and work together with JCP regional Customer Service Directors, LEPs and senior representatives from local authorities. A key priority will be to align the

Active stakeholders, such as Liverpool City Region, taking an integrated approach to service deliver.

Work Programme with existing services to strengthen regional activities around Employment and Enterprise. At a local level, Deputy Operations Managers, and Lead 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. Diverse customer needs Deputy Operations Managers, and Lead Provider across the CPA 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 Liverpool City compared with central Cumbria. In-house and Deputy Operations Managers will support the subcontracted delivery 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. Strong local Each of our Lead Providers in Cumbria, management teams Lancashire, Merseyside & Halton have experienced and highly capable local management teams in place. Ingeus, led by our experienced Regional Director, will utilise and build on the local expertise developed by Deloittes regional practice in the North East. 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 Cumbria, Lancashire, Merseyside & Halton this may involve making changes to our delivery to support the needs of the large ethnic minority populations in areas such as Blackburn.

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 whole CPA Lead provider/End to End, delivering all elements of Every Day Counts. DELIVERY LOCATION(S) WITHIN THIS CPA Atlantic House, 18-22, Hamilton St, Birkenhead, Merseyside CH41 1AL DBH Serviced Business Centres Ltd, Canal Street, Bootle, Merseyside L20 8AH St Hughs House, Stanley Road, Bootle, L20 3QY Pioneer Offices, Delphi Building, Moorgate Road, Liverpool, L33 7XL TYPE OF OFFICE Leased Serviced Leased Serviced

Deacon Park, Knowsley, L33 7RX DBH Serviced Business Centres Ltd, 105 Boundary Street, Liverpool, Merseyside L5 9YJ The Observatory, 1 Old Haymarket, Liverpool, L1 6EN Regus, Unit 5, Albert Edward House, The Pavillions, Ashton-on-Ribble, Preston, PR2 2YB Guildhall House, Guildhall Street, Preston, Lancashire, PR1 3NU Hesketh Mount, Lord Street, Southport, PR8 1JR Clare House, Clare House, 166 Lord Street, Southport, PR9 0QA Century House, Hardshaw Street, St. Helens, Merseyside, WA10 Chorley Bootstrap Enterprises Lead provider/End to End, delivering all elements of Every Day Counts. 16 Kierby Walk, Burnley, BB11 2DE Bootstrap Enterprise, 35 Railway Road, Blackburn, BB1 1EZ Bootstrap Annex, 1 Eanam, Blackburn, BB1 5BS Bootstrap Training, 46 Byrom Street, Blackburn, BB1 2HN Bootstrap, Unit 1, Back New Lane, Oswaldtwistle, BB5 3PH Bacup Nelson

Leased Serviced Leased Serviced Leased Serviced Leased Leased Outreach Leased Leased Leased Leased Leased Outreach Outreach

Halton Borough Council (Halton People into Jobs)

Lead provider/End to End, delivering all elements of Every Day Counts. Lead provider/End to End, delivering all elements of Every Day Counts.

Clitheroe 1st Floor Rutland House, Halton Lea Shopping Centre, Runcorn, WA7 2GW Moor Lane Business Centre, Moor Lane, Widnes Kingsway Learning Centre, Kingsway, Widnes, WA8 7QY i2i Skelmersdale Centre, 3rd floor, Welmare House, Southway, Skelmersdale, WN8 6NT i2i Blackpool Centre, 3rd floor, Prudential House, Topping Street, Blackpool, FY1 3AX i2i Lancaster Centre, Office 106, Riverside House, Morecambe Road, Lancaster, LA1 2RX Morecombe

Outreach Leased Leased Leased Leased Leased Leased Outreach Serviced Serviced Serviced Leased Leased Leased Leased Outreach Outreach

Inspire2Independ ence (Training) Ltd

Personal/Vocation al Routeways

Press Lounge, Everton FC, Goodison Park, Liverpool, L4 4EL Liverpool FC, Anfield Stadium, Anfield Road, Liverpool, L40TH. Preston North End Football Club, Sir Tom Finney Way, Deepdale, Preston, Lancs, PR1 6RU 43, Trinity Enterprise, Barrow, LA14 2PN 3 Brunswick St, Carlisle CA1 1PB Stricklandgate House, Kendal. L49 4PU. 5 Dora Crescent, Workington. CA14 2EZ Ulverston Cockermouth

BTCV Enterprises

Lead provider/End to End, delivering all elements of Every Day Counts.

Millom Penrith Scientiam Ltd Personal/vocation al Routeways Personal/vocation al Routeways Stanley Buildings, Hanover Street, Liverpool. L1 Tower House, Tower Road, Birkenhead, Wirral. CH41 1FH Local Solutions Local Solutions, Mount Vernon Green, Hall Lane, Liverpool L7 8TF Homeground Building, 286-316 Scotland Road, Liverpool L5 5AE Merseysport, 110 Mariners Wharf, Queens Dock, Liverpool L3 4DG Unit 1 Helsby Court, Prescot Business Park, Knowsley L34 1PB Sencia Ltd (part of ESG) Personal/vocation al Routeways 302/303 The Lauries Centre, Exmouth Street, Birkenhead, Wirral. CH41 4NG Landmark House, 43/45 Merton Road, Bootle, Liverpool. L20 7AP Suite 207, 208, 504 & 505 Cotton Exchange, Old Hall Street, Liverpool. L3 9LQ Liverpool JET Service (Liverpool City Council) Personal/vocation al Routeways 7-8 Bridgeway, Norris Green Liverpool L11 8NZ Dovecot MAC Back of Dovecot Place Dovecot Liverpool L14 9BA 239 Breck Road

Outreach Outreach Leased Leased Leased Leased Leased Leased Leased Leased Leased Leased

Leased

Leased

Anfield Liverpool L5 6PT 85-87 South Parade Liverpool L24 2SF 49b County Rd Liverpool L4 3QA Belle Vale Office Belle Vale Business District Adjacent to Jobcentre Plus Childwall Valley Road Liverpool L25 2RJ 300 Park Road Toxteth Liverpool L8 4UE 3 Yanwath Street Toxteth Liverpool L8 0XP Real Time Training Group Speke Training and Education Centre Ltd Personal/vocation al Routeways Personal/vocation al Routeways Unit G Belle Vale Shopping Centre Childwall Valley Road Liverpool L25 2RF Hillcrest Centre Leaside Halton Brook WA7 2DY Unit House Venture Point Evans Road, off Speke Boulevard Leased

Leased

Leased

Leased

Leased

Leased Leased Leased

St Helens Chamber of Commerce Action for Blind People

Personal/vocation al Routeways

Speke Liverpool L24 9HZ St Helens Chamber, Salisbury St, St Helens, WA10 1FY Starting Point, 4-6 Hardshaw St, St Helens WA10 1RE Starting Point in the Community, Fleet Lane, Parr, St Helens WA9 2NB

Leased Leased Leased Outreach from lead provider sites. See above

Citizens Advice Bureau

Clarion Work Focus

UFI Ltd (Learn Direct)

Accessible Community Experts network Provision of specialist services to blind people Accessible Community Experts network Provision of specialist debt and financial advice services Accessible Community Experts network Provision of specialist services to clients with aural impairments Accessible Community Experts network Provision of specialist services for training courses

Outreach from lead provider sites. See above

Outreach from lead provider sites. See above

Outreach from lead provider sites. See above

Royal Mencap Society

Nacro

Richmond Fellowship

Phoenix Futures

Exemplas Holdings Ltd

Accessible Community Experts network Provision of specialist services to clients learning disabilities Accessible Community Experts network Provision of specialist services to ex-offenders Accessible Community Experts network Provision of specialist services to clients with mental health issues Accessible Community Experts network Provision of specialist services to clients with drug and alcohol addiction issues Self Employment Routeways

Outreach from lead provider sites. See above

Outreach from lead provider sites. See above

Outreach from lead provider sites. See above

Outreach from lead provider sites. See above

Outreach from Ingeus 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., Knowsley to Liverpool. 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 will 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 Merseyside, Lancashire & Cumbria. 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 8th April 11 Activity

Send emails to all outgoing providers explaining IngeusDeloittes position as preferred bidder in this region and provide a timeline of events 8th 20th April Make contact with the other Preferred prime to arrange a 11 meeting to coordinate information and discuss transfer plan for the region th th 8 20 April First meeting with the other preferred prime to discuss TUPE strategy and exchange information on supply chain/delivery sites etc th th 15 - 29 April Deadline for all outgoing providers to submit employee 11 information of their staff affected by TUPE 29th April 1. Complete due diligence process and cost benefit analysis th 27 May 11 for all non-incumbent CPAs 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 30th May - 9th June 11 Hold face to face presentations to all TUPE transferees in conjunction with their present employer. Designated HR

9 14 June 11 15th June

th

th

Manager to hold face to face meetings with transferees. 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 non-TUPE 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 Cumbria, Lancashire, Merseyside and Halton 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 employer 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 Cumbria, Lancashire, Merseyside and Halton include: Specific needs of customers How Ingeus-Deloittes activities and

support will meet these challenges to deliver an uplift in job outcome performance Overcoming English language Our in-house Working English and cultural barriers: Parts of the course, highly praised by Ofsted, will CPA have significant BME provide work focussed English populations, for example 30% of lessons to assist BME customers Blackburns population is from a with low levels of spoken English BME background. These groups into employment and EAs will speak face particular disadvantages in the community languages such as Urdu labour market and can be up to and Punjabi. 15% less likely to be in employment Customers will be able to access a than white British groups. variety of learndirect online training packages through our fully equipped Job Stations including Every Day English Skills Low skills levels: The Cumbria, Our Skills Plus stage will provide Lancashire, Merseyside & Halton each customer with a tailored area has wide concentrations of low programme of vocational training, skill areas and long term claimants. work experience and advice on In Liverpool, for example, 20% of working in particular sectors. Ingeus working age residents possess no and our subcontractors will offer qualifications against a national Routeways in the following sectors: average of 12%. Business Administration (Inspire 2 Independence); ICT and Health & Social Care (Speke Training & Education Centre); and Retail, Manual Trades and Hospitality (Scientiam). Managing health conditions: Of A Health & Wellbeing service will particular relevance in areas such be available across the CPA to as Breckfield and Birkenhead where support customers with a health over 23% of working age residents condition. Local Solutions will claim ESA/IB. It is likely that many provide specialist mental health of these customers will migrate from advice and our in-house Health & IB to JSA in the next 12 months. Wellbeing service will support customers with physical disabilities in their job-search. We anticipate that the JSA and ESA ex-IB, ESA and IB groups will particularly benefit from this service. Our comprehensive condition management programme includes workshops such as Coping with Pain, Positivity in Action and Pilates. Health & Wellbeing interventions will be offered to all customer groups and are specifically

across Cumbria, Lancashire, Merseyside and Halton

Supporting young people who are Not in Education, Employment or Training into sustainable work: Through our experience of working with this age group we understand that particular issues include poor in-work etiquette, low levels of motivation and limited work-experience.

designed in recognition of the fact that many disadvantaged customers experience poor health regardless of their benefit type. Employment Advisors will also work in partnership with local health providers to make referrals to external provision and locally available services and one-to-one counselling and support is also available. A recent CBI survey found that 68% of employers are not satisfied with the business and customer-facing skills of school/college leavers. In areas such as Hyndburn, St Helens, Halton and Wirral, 18-24s account for over 30% of JSA claimants. Our Step Ahead programme for young people will help young people set goals, develop positive attitudes and improve motivation. Work experience placements will be offered through our partner organisations, such as St Helens Chamber of Commerce and Speke Training and Education Centre. In addition, we will market to Deloittes network of local employers to source work experience placements. Ingeus-Deloitte will work alongside our subcontractors such as Scientiam and others to source apprenticeships in locally relevant growth sectors including leisure & tourism, business administration and retail.

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 North West, [REDACTED],, and Project Manager for the North West, [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 Cumbria, Lancashire, Merseyside & Halton 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