EMPLOYMENT RELATED SUPPORT SERVICES FRAMEWORK AGREEMENT MINI COMPETITIONS FOR THE PROVISION OF THE WORK PROGRAMME

Invitation to Tender Form

Tender Round title: Organisation Name: Lot: Contract Package Area (CPA):

The Work Programme Ingeus UK Limited 5 CPA 2 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: WORK.PROGITTCLARIFICATION@DWP.GSI.GOV.UK Name of the Legal Entity in whose name this tender is submitted and with whom DWP will contract: Trading Name (if different from above): Company Registration Number: Company Registered address: Ingeus UK Limited

Ingeus UK Limited (referred to in bid as Ingeus-Deloitte) 4320853 29 Ludgate Hill London EC4M 7JE The Registry 3 Royal Mint Court London EC3N 4QN Ingeus UK Limited 799246858 www.ingeus.co.uk

Head Office Address, if different:

VAT Registration Number: Website Address (if any):

Name, address and company registration number 1) Ingeus Ltd of parent company, where applicable: 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] Director of Business Development Address: The Registry 3 Royal Mint Court London EC3N 4QN Telephone no: [REDACTED]

Mobile telephone no: Fax no: E-mail address: Alternative contact Name and Job Title: Address (if different from above): Telephone no: Mobile telephone no: Contact e-mail:

[REDACTED] [REDACTED] [REDACTED] [REDACTED] Chief Operating Officer

[REDACTED] [REDACTED] [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 the Work Programme Call-Off Terms and Conditions, the Work Programme Specification and the draft Order Form.

[REDACTED] Scanned Signature:

Date: Name:

12/02/11 [REDACTED]

Job Title:

Chief Executive Officer, Ingeus UK

Duly authorised to sign Tenders on behalf of: Name of Organisation: Ingeus UK Limited

Ingeus UK Limited

PART 3: THE WORK PROGRAMME CALL-OFF CONTRACT TERMS AND CONDITIONS - ALTERNATIVE AND/OR ADDITIONAL CLAUSES
[3.1] 3.1 The terms and conditions of The Work Programme will be the Standard Call-Off Terms and Conditions (set out in Schedule 4 of your Framework Agreement), as modified by The Work Programme service requirements (The Work Programme Additional Requirements). The Work Programme Additional Requirements are set out in the Call-Off Terms and Conditions for The Work Programme which is supplied with your Invitation to Tender. A document highlighting the modifications made to the Standard Call-Off Terms and Conditions to reflect The Work Programme Additional Requirements is also supplied with your Invitation to Tender; for ease of identification, the changes made since the draft version issued on 8 December 2010 are shown in boxes within the document. Any proposed amendments to The Work Programme Additional Requirement must be detailed by completing the section below, giving full details of the clause(s) 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 The Work Programme Additional Requirements; proposed amendments to the Standard Call-Off Contract Terms and Conditions will not be considered.

3.2

3.3

Comments on The Work Programme Additional Requirements: MINI COMPETITION ADDITIONAL REQUIREMENTS (For Framework Supplier Comments only) No. of the clause(s) you Proposed amendment with proposed wording wish to amend Clause 2.13.7 (Performance We are content with the performance improvement Improvement Process) process specified, and would welcome further clarification from the Department regarding presumed management escalation prior to termination. Clause 3.1.10 (Fees and Payment)

Could the Department confirm that the grossing-up provisions in clause 3.1.10 relate to those checks carried out under clause 3.1.9, and also provide some clarification on what opportunity there may be for a Prime Contractor to submit additional evidence as part of this process? Could the Department clarify that any breach of clause 6.1.9 would be treated the same as other breaches, for the purposes of determining whether or not it is material?

Clause 6.1.9 (Transfer and Sub-Contracting)

Clause 7.1.1(k) (Liability, Indemnity and Insurance)

We would like to propose an amendment to this provision to introduce a liability cap, in line with the other liability caps in the contract.

Clause 8.8 (Business Continuity)

We would welcome an opportunity to discuss with the Department how management escalation processes would operate, prior to the Department choosing to exercise its rights under 8.8.4.

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

Name:

[REDACTED] [REDACTED]

Scanned Signature: Position: Telephone No: CEO Ingeus UK [REDACTED]

Date:

12/02/11

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

PART 4:

SERVICE REQUIREMENT

NOTE: MINIMUM SCORE APPLIES TO ALL QUESTIONS THAT ATTRACT A SCORE WITHIN THIS SECTION. BIDS SCORING 2 OR LESS ON ANY QUESTION WITHIN THIS SECTION WILL BE REMOVED FROM THE COMPETITION. PLEASE NOTE SCORES ATTAINED IN THIS SECTION MAY ALSO BE USED IN A TIE-BREAK SITUATION WHERE APPROPRIATE.

[4.1] Customer Journey - Process Please submit a process map showing the proposed end to end customer journey(s) and attach the process map as Annex 1. This should include a detailed supporting description of the customer journey(s) specific to this CPA. Your response must describe how you will ensure the customer journey is tailored to meet the specific needs and barriers of individual customers, and include the customer requirements defined in the Specification. Please note your response to this question will not be scored but will act as a reference point for the scoring of questions 4.1a and 4.1b Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to five sides of A4. Note: Format requirement and page limit does not apply to the process map which you must insert as Annex 1.

4.1 Ingeus-Deloittes Every Day Counts delivery model will provide every Work Programme customer in the East Midlands with a tailored and intensive package of support, designed to quickly address complex barriers to work and provide a fast and effective route to sustained employment. Every Day Counts will harness the local knowledge and expertise of a range of local providers and will prioritise high levels of intensive activity to increase speed to placement. Every Day Counts is designed for all customer groups including those on Job Seekers Allowance (JSA), Employment Support Allowance (ESA), Incapacity Benefit (IB) and Income Support (IS). The intensity of support and choice of interventions will be tailored to each customers individual needs. Appropriate levels of mandatory activity will apply to key stages and JSA customers will experience increasing conditionality throughout the programme. All customers, and particularly those in receipt of ESA, IB and IS will receive holistic support to tackle their constraints to employment which may include poor health and caring commitments. Our core model has been adapted to meet the diverse requirements of customers across the region (e.g. multiple support needs in the cities and issues such as isolation and seasonal employment in rural areas) and will be used by our supply chain across the region. Every Day Counts incorporates four specially developed stages: Diagnostics, Intensive Support, Skills Plus and Breakthrough during which customers can enter employment at any time. On entering employment, customers will automatically graduate to the Careers Academy, where they will receive a tailored package of support to help them remain in work and build a sustainable career path. Each stage of Every Day Counts will be underpinned by: the personal support of an Employment Advisor (EA); intensive jobsearching activities with automated vacancy notification; tailored employer engagement; work placements; a range of skills options; practical face-to-face assistance from specialists in our Health & Wellbeing service; advice and support on issues such as debt and substance misuse from our Accessible Community Experts (ACE) Network; and access to our innovative online job-search and job-matching support tool, Invisage. Every stage on the programme is focused towards the work outcome and customers will be encouraged to enter employment at the earliest and most suitable opportunity. Transitions between stages will be marked by a Review and Refresh appointment at which the customer and their EA will assess progress and identify next steps. Customer Referrals Our dedicated PRaP team will process all Work Programme referrals from Jobcentre Plus (JCP). They will ensure that customers are contacted within 24 hours of being accepted via PRaP and will aim to set up an appointment with an EA within five working days of referral. Our team of Outreach Advisors (OAs) will conduct community outreach to local childrens centres, schools, GP surgeries and health centres to engage IB customers who have not yet transferred to ESA and those in receipt of IS, including lone parents with children under five. OAs will be trained in engagement techniques and will build trust and rapport with customers who may not otherwise access a mainstream employment service. They will also liaise with local Jobcentre Plus (JCP) sites to oversee the smooth processing of referrals, and troubleshoot any issues. They will provide JCP staff with materials to promote the benefits of our Work Programme service and help engage voluntary customers, particularly those claiming IS and IB. Stage 1 - Diagnostics (weeks 1 to 4) Prior to their first appointment, customers will be sent a Welcome Pack that includes: travel directions; a Pledge Card detailing our minimum service standards; ESF guidelines; and a Rights and Responsibilities leaflet. To maximise speed to placement we will undertake thorough diagnostics with every customer to identify their barriers to

4.1 (continued) employment and ensure they are actively engaged. At their first appointment, each customer will be introduced to their EA. They will then be given one-toone support from their EA to complete our AWARE online self-diagnosis tool (designed to assess confidence and motivation levels) and, where relevant, our Health Assessment, to assess functional, vocational and psychosocial workplace capabilities, (building on ESA customers Work Capability Assessment reports). The customer and EA will formulate an Action Plan based on: the customers employment history; skills; literacy and numeracy levels; job goals; and personal circumstances. The Action Plan will be reviewed and updated at least once every eight weeks throughout the programme to ensure our support adapts to the customers changing needs. Diagnostics will be underpinned by jobsearching activity from day one and customers ready to enter employment will be given a mock interview as a priority and immediately matched to a suitable vacancy. During Diagnostics, all customers will attend our induction session to gain an overview of our programme, the support available and health and safety procedures. Diagnostics may take up to four weeks for customers with multiple and/or severe barriers to employment, such as those who have been claiming IB for more than five years. Customers identified as having low basic skills may be fast-tracked to stage 3 and then returned to stage 2 if required. All other customers will progress to stage 2. Stage 2 - Intensive Support (weeks 5 to 16) During this Stage customers will undertake intensive activity to either: fast-track them to employment (Boost); enter self-employment (Enterprise); receive holistic support to address their psychosocial barriers to work (Engage); or improve their health and wellbeing in preparation for work (Steps to Work). A full list of Intensive Support interventions is available in Annex 1. At the start of stage 2, customers will enter into one of the following 12 week modules based on the outcome of their Diagnostic stage: Boost a high intensity and high frequency approach to job searching which helps customers to improve the quality, quantity and effectiveness of their job seeking activities to enable them to move into sustainable work at the earliest opportunity. We expect the majority of JSA 18-24 and 25+ customers to access Boost, as well as those from other groups who are immediately ready to access work. We have designed the interventions within Boost to meet their specific needs. Key activities include: immediate matching to local employer vacancies sourced through our Employer Services Team (EST) and promoted to customers by our cutting edge ADAPT recruitment software; access to local labour market summaries identifying growth industries and the skills required to work in these areas; Employer Routeways (consisting of vocational training and guaranteed interviews); interview skill workshops and mock interviews; help with speculative applications; basic skills support; advice on updating and improving CVs and cover letters; IT training workshops to support the effective undertaking effective online applications and the use of our customer IT portal Invisage; and reverse marketing (where EAs proactively market customers to prospective employers). 18-24 year old customers will also be referred to our Step Ahead two week motivational course. Enterprise a comprehensive package of support for customers wishing to pursue selfemployment. This will be delivered by self-employment specialists InBiz who will work alongside Chambers of Commerce, the six Local Enterprise Partnerships, and other organisations such as Business Finance Solutions, to provide one-to-one support with business planning, and group workshops on book-keeping, tax advice and marketing strategies. This support will be supplemented by help from Ingeus-Deloitte including support to access funding and mentoring services. Customers will have the option of test trading their business for up to 26 weeks and extending Enterprise into stage 3.

4.1 (continued) We expect self-employment to be a suitable outcome for a wide range of customers groups, including those on JSA and ESA, IS and IB groups who require flexibility in their work to accommodate their health condition and/or caring commitments. Engage provides holistic support to tackle multiple and complex barriers to ensure hardest to help customers are able to move into employment. Interventions are based on: psychosocial solutions such as Cognitive Behavioural Therapy (CBT) based workshops; peer mentoring; techniques to address low levels of motivation and selfesteem (common in customers from areas of severe deprivation and intergenerational worklessness such as the former coalfields areas); raising aspirations; encouraging customers to travel to areas of higher employment (such as Derby and Northampton); and addressing specific barriers to work including debt, substance misuse and gang-related offending. Customers accessing Engage will include JSA Early Access customers who have more complex barriers to work such as a criminal record or substance misuse, and IS and IB groups who require more specialist support to access employment. Interventions for IS and IB groups will include confidence building and career planning sessions. Lone parents will be able to access specialist EAs who have expert knowledge of local childcare facilities and the availability of part time job opportunities that fit around school and nursery hours. This will draw on Ingeus experience of having helped more than 2,000 lone parents into work in the East Midlands. Throughout Engage, customers will be provided with intensive job-search and vacancy matching support through one-toone and group-based activities to maintain a consistent focus on securing employment. Steps to Work provides integrated health and employability support for customers for whom health is the main barrier to employment. Over 45% of benefit claimants in the East Midlands are claiming due to a health condition and our analysis indicates that over 18% of these customers suffer from musculoskeletal disorders and 40% from psychological conditions (of which depression is the most common). This module has been specifically designed for ESA Flow, ex-IB and IB customers who, due to their health condition, have been out of the labour market for two or more years. They will receive advice from trained health professionals on managing health conditions and support from EAs (trained to work with customers with a health condition/disability) who will source work placements to help customers make the transition into employment. Steps to Work will help with pain management, improving mobility and tackling root causes of depression. A Specialist Health Advisor will meet customers on a regular basis to provide one-to-one employment support and refer them to services offered through our Accessible Community Experts (ACE) Network and Health & Wellbeing service (described below). Activities will focus on developing a step-by-step back to employment plan. We will undertake active engagement of these customers, particularly those in voluntary groups to ensure they remain on the programme. When ready to undertake more intensive job seeking activity customers can move to another Stage. Customers will continue on Steps to Work for as long as is necessary (including subsequent stages of the programme) and transition points will be marked by regular Review & Refresh appointments. Stage 3 Skills Plus (weeks 17 to 52) The purpose of stage 3 is to address customers vocational skills needs and/or lack of recent work experience, and to build on job-search skills developed in the previous two Stages. Customers identified as having poor basic skills may be fast-tracked to this Stage following Diagnostics. During this Stage, every customer will participate in an 18 week sector-specific vocational training course and/or tailored work placement. The Vocational Routeway will be supplemented by job-search activity and one-to-one support will be provided by their EA throughout the rest of the stage. Customers will choose from a range of Vocational Routeways provided by subcontractors that are experienced at delivering training and apprenticeships and who have close employer links. These providers

4.1 (continued) include Enable, Community Enterprise Derby, Framework Housing Association, Business in the Community and BTCV. Customers with English language needs, more likely in ethnically diverse areas such as Leicester and Northampton, will be able to access a Working English ESOL Vocational Routeway. Vocational Routeways have been informed by our work with more than 1,000 employers in Nottinghamshire, Leicestershire and Northamptonshire including Nottingham City Homes, Royal Mail and Matalan to take into account local skills gaps, particularly at Foundation and Levels 1 and 2, in the food and drink, business services and emerging energy and environmental sectors. One-to-one job-search activities will underpin this stage throughout. Stage 4 Breakthrough (weeks 53 to 104) Stage 4 is designed to provide additional support and increased conditionality for those who are still searching for work after a year on the programme. Customers will be introduced to a group of peers who will meet at least once per week to support one another with job-search activities and to maintain focus. At each weekly meeting (led by a Group Facilitator) customers will jointly review progress and plan activities for the next seven days. Our Placement Broker Team and subcontractors will utilise their employer links and those with local volunteer bureaux to source a tailored six month community based work placement (mandatory for JSA customers) that fits with each customers job goal. During this stage, continued support will be provided by the ACE Network and EAs to tackle barriers to employment and address the reasons why customers have not previously entered employment. If customers reach the end of the programme without finding work, they will have a Final Interview with their EA and together they will plan the next three months job-searching activity and complete a final Action Plan which will be shared with JCP. In-Work Support - the Careers Academy When customers secure work, they will automatically gain membership of the Careers Academy which provides comprehensive in-work support and career development advice. Prior to and during their first six months in employment, customers will be supported by their designated EA. Before starting work, the customer and the EA will work together to draw up an in-work Action Plan and undertake the necessary preparatory activities including completing Working Tax Credits and Housing Benefit forms, sourcing childcare and arranging travel passes. All customers will be encouraged to attend our Flying Start workshop to find out about the in-work benefits available to them and to get advice on managing their first few weeks in work, and the common issues that may arise. Through the Careers Academy customers will have access to the following support: 1) In-Work Advisor Support (delivered through our customer contact centre). Customer Support Co-ordinators will provide support for customers six days a week via a freephone telephone number, text and email. Staff will proactively contact in-work customers and will provide immediate responses to incoming requests for support on issues such as budget management and in-work benefits. Customers in the JSA Early Access, ESA Support, Ex-IB, IB and IS groups will all be tracked more intensively, as their higher support needs may make it more likely that they fall out of work. Customers needing more specialised attention will immediately have their case elevated for a same day response from Specialist Support. 2) Specialist Support, where specialist In-Work Advisors provide advice over the phone and in person on complex issues such as amending child maintenance payments and in-work dispute resolution. Advisors will refer customers to community based experts where appropriate such as local tax professionals and housing advisors. After six months in employment, customers will be referred to an IAG qualified team of Advisors

4.1 (continued) who will offer a telephone based appointment to advise customers on progression opportunities and further training. 3) Rapid Response Team (RRT) any customer who is likely to fall, or who has already fallen, out of work will be referred immediately to a local RRT member who will work closely with our Employer Services Team to source viable alternative employment as quickly as possible. The model recognises that responding quickly will be critical to help customers sustain employment. The EST will also prepare for the autumn, when seasonal jobs end, by sourcing winter opportunities in sectors such as retail and call centres. Any customer who does not re-enter employment within four weeks will return to the core programme. 4) Online support customers will have access to online support through Invisage, our customer portal, which provides in-work advice and access to online learning modules. Cross Programme Services - Throughout Every Day Counts, customers will be able to access the following services when appropriate: Health and Wellbeing - our integrated Health & Wellbeing service is delivered by our team of Specialist Health Advisors and incorporates CBT based interventions, workshops on Relaxation Techniques and Healthy Eating and weekly walking groups. One-to-one counselling and support is also available. Specifically designed Health & Wellbeing interventions will be offered to all customer groups in recognition of the fact that many disadvantaged customers experience poor health regardless of their benefit type. Invisage - our online customer portal Invisage enables customers to job-search independently from any of our offices, at home or in an internet caf. Customers will be provided with a personal Invisage account, training in how to make the most of its functions, and support for those with limited IT skills. Key features include: intelligent jobscraping software which filters suitable job vacancies from multiple websites; a portal that enables customers to submit applications to local employers; Working In...podcasts which give insights into working in particular industries; and a suite of online training packages. We will use phone calls, emails and text messages to contact customers, send reminders and notify them of job vacancies. learndirect skills packages - customers will be able to access a variety of learndirect online training packages through our fully equipped Job Stations in every office and Invisage. These include Every Day English Skills and Keyboard Skills. The ACE Network - a pool of not-for-profit providers who will work from core delivery sites to offer holistic support that customers can access whilst undertaking job-search activities. These include Citizens Advice (financial and advocacy); Leicestershire and Rutland Probation Trust, as the lead for all five probation trusts in the region (exoffenders); Mencap (learning disabilities); Clarion (hearing impairments); Action for Blind People (sight impairments) and Phoenix Futures (substance misuse). The ACE Network will support all customers - particularly those with multiple and severe barriers to employment such as those in the JSA Early Access, IB, IS and ESA ex-IB groups. Employer Focused Delivery - Employer Services Team will be embedded within our delivery sites and will source thousands of priority access vacancies each year from local employers. This will draw on Ingeus existing relationships with key employers in the East Midlands including Boots, Sainsburys, Sodexo and Virgin Active. In addition to generating bulk vacancies, they will focus on engaging with employers to source part time opportunities for customers who require greater flexibility in the workplace, such as lone parents and carers. They will also work with employers to accommodate customers with health conditions and broker Access to Work funding for workplace adjustments. Our strong links with employers will enable us to stay up to date with the changing skills landscape over the lifetime of the contract.

[4.1a] Customer Journey - Rationale Please describe in detail:

your rationale for your proposed Customer Journey(s) detailed above in 4.1 within this CPA; and the benefits to the individual customer groups of this approach.

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

4.1a Our customer journey brings together the experience and highest performing practices from Ingeus 21 years of experience in delivering welfare-to-work contracts, with Deloittes extensive expertise in designing delivery models. For example, they have recently worked with a number of Primary Care Trusts in the Midlands to design a methodology and reporting tool to map and monitor customer journeys. Every Day Counts is based on the fact that speed to placement is key the longer a customer is out of work, the harder it is to return. It also applies theories of positive psychology in motivating customers to achieve goals through structured activity. Every Day Counts has been designed to meet the needs of all JSA, ESA, IB and IS customers, and has been tailored to meet the specific needs of customers in the East Midlands. The model brings together proven techniques as well as innovative new features designed specifically for the Work Programme. Every Day Counts is based on the findings of a six month research project undertaken by Ingeus and Deloittes Operations Excellence Practice. The project combined an analysis of Ingeus existing operating models in the UK, Europe and Australia, input from 200 frontline staff, a study of over 100,000 Ingeus customer records and feedback from over 500 customers through focus groups and surveys. The Ingeus Centre for Policy and Research (ICPR) also conducted a study into why customers sustain in, or fall out, of work, the results of which were presented at the CESI 2010 Welfare-to-Work convention. Based on Ingeus delivery experience in the East Midlands, and consultations with local employers, providers and stakeholders, we have a strong understanding of key local objectives. These include raising skills levels (particularly amongst young people), addressing in-work poverty, improving retention rates, and facilitating the integration of excluded groups. We have tailored the customer journey accordingly and embedded the following overarching principles throughout our delivery model: Every Day Counts - Our research demonstrated that customers must undertake meaningful activity every day in order to best progress towards employment. Customers with lower levels of activity tend to drift and disengage while those who are set structured activity in between appointments are substantially more likely to enter employment. For customers who are furthest from work, the key is that activity should be focused on constant progress towards work. Effective engagement is critical to ensuring customers keep progressing, particularly those from voluntary groups. Immediate engagement - Reducing the time from customer referral to programme start is key to maximising speed to placement. The importance of immediate engagement is supported by Australian DEEWR (Australian public employment service) research that demonstrates the negative effect of longer lag times between referral and first appointment on job outcome rates. We will therefore aim to ensure that first appointments are conducted within five days of each customers PRaP referral. Integrated health support - Our experience of helping over 19,000 ESA and IB customers into employment shows that they benefit from combined employability and health services. Every Day Counts offers an in-house Steps to Work module and Health & Wellbeing service that provides customers with access to trained health professionals who will support ESA and IB groups in managing their health conditions. This will complement the work of Employment Advisors (EAs). Holistic support - Our analysis and experience shows that over 50% of long-term unemployed customers, including those on health benefits, experience multiple barriers to employment. We know that these customers are unlikely to enter the workplace without holistic support that meets all their needs. Multiple and severe barriers to employment are particularly common in customers living in areas of intergenerational unemployment, such as Bassetlaw and Mansfield. Although all Work Programme customers will face at least one significant barrier to employment, we expect the JSA Early Access JSA ex-IB, ESA

4.1a (continued) Flow, ESA ex-IB and IB customer groups to have particularly acute constraints. These may include poor mental health, lack of qualifications, substance misuse, caring commitments and/or low levels of motivation and self esteem. We have therefore designed Every Day Counts as a one-stop-shop whereby customers can access a range of specialist services alongside employability support. Specialist Services will be provided by our Accessible Community Experts (ACE) who will work with customers to tackle the issues they face. IS customers will receive support from Specialist Advisors to find alternative caring arrangements and part time employment opportunities. Personalised support Through our experience of delivering employability support to more than 35,000 customers in the region, we have identified that a consistent relationship with an EA is central to every customers journey to work. All customer groups demonstrate a greater ability to effect positive change and an increased chance of sustaining in employment if they have built a trusting relationship with their Employment Advisor (EA). This is principally because EAs are able to encourage customers to access different interventions and deliver challenging messages. Furthermore, we found that EAs who specialise in a particular customer group perform better than generalist EAs - we witnessed a 67% performance uplift on our Employment Zone contract in Nottingham when we introduced lone parent Advisors. We will therefore have specialist EAs to work with the following customer groups: those on health benefits; lone parents; and the hardest to help (more than three years out of work and experiencing multiple disadvantages). Fresh momentum for changing needs Ingeus delivery experience in Australia on our Job Services contract has proven that customers are more likely to move into employment with regular changes of activity. Additionally, evidence from New Deal (ND) delivery in the UK has shown that job outcome rates increase by 35% around transitions between different stages of the programme. This is due to the fresh ideas and changes in momentum that transition points create. Therefore, all modules in Every Day Counts are time limited. Also, at the end of every stage there will be a Review & Refresh appointment, where the customer and EA assess progress and set fresh objectives. Employer-focused delivery Since the expansion of our Employer Services Team (EST) into the Midlands, performance has improved by over 20% as we are able to immediately match customers with local vacancies using our ADAPT recruitment software. Our EST in the East Midlands already works with over 1,000 local employers including Matalan, Tesco, Care UK, Nottingham City Homes and Wilkinsons. We will use these relationships to source bulk vacancies to which Work Programme customers will enjoy priority access. We expect this feature to be particularly effective with JSA customer groups who require immediate matching to suitable vacancies. Our EST will also source flexible and part-time opportunities for IB, ESA and IS customer groups. Rationale for each stage of the Customer Journey Stage One Diagnostics (identifying appropriate interventions): Thorough and engaging diagnostics are critical in identifying targeted interventions for each customer and need to be underpinned by job-search from day one. They help to provide a personalised journey back to employment and increase customer engagement. Our Flexible New Deal (FND) delivery demonstrates that high quality diagnostics at the beginning of the customer journey increase conversion rates by over 5% in the first four weeks of the programme. Performance on subsequent stages also improves. All the elements of the Diagnostics Stage, such as the AWARE online tool, are custom-built to help form a total picture of every customers support needs. Stage Two Intensive Support (maintaining high activity levels throughout): Our experience from FND and DWP ESF tells us that programmes with high levels of activity deliver the strongest job outcome performance. Our Performance Analysis Team looked

4.1a (continued) at the number of appointments attended during the first two months on our FND programme and the overall impact on conversion rates. These rates were 20% higher throughout the programme for customers who attended over three appointments per week during the first two months. Both Boost and Engage therefore develop intensive activity and job-searching habits early on in the customer journey and are key to effectively engaging customers, particularly those in voluntary groups. We expect Boost to be particularly suitable for JSA customers who will undertake high levels of activity to facilitate a quick return to employment. To address psychosocial and lifestyle barriers early in the programme, the Engage stream provides specialist Cognitive Behavioural Therapy (CBT) support. This will be particularly effective for the JSA early access, JSA ex-IB, ESA ex-IB, IB and IS customer groups who are further from the workplace. Our Enterprise module has been designed to stimulate entrepreneurship and drive up levels of self-employment, particularly in areas of low job creation such as the Lincolnshire Coast. Stage Three Skills Plus (skills, training and work experience): Skills levels and educational attainment in the East Midlands are below the national average. For example, the proportion of young people qualified to NVQ Level 2 in the region is 3.2% lower than the national average. To help address the significant skills gap in a number of parts of the region such as North Derbyshire, Leicester and costal Lincolnshire, the Skills Plus stage will provide each customer with a tailored programme of vocational training, work experience and advice on working in particular sectors. Ingeus and our subcontractors will offer Routeways in growth sectors including health, food and drink, care and administration services. Customers identified as having basic skills needs may be fast tracked to this stage following Diagnostics. We expect customers across all eight groups to access this stage, however the JSA 18-24 group will be given particular priority to equip them with marketable workplace skills to help break NEET cycles. Stage Four Breakthrough (combining work placements and peer support): Breakthrough is based on evidence from our ND and FND contracts that mandatory/fixed activity elements increase job outcome performance. We see spikes in job entries before and during full time activity elements for both mandatory and voluntary customer groups. Breakthrough therefore incorporates a six month work placement (sourced through our Placement Broker Team) which is mandatory for JSA customers and encouraged for all others. The peer support element on our Gateway to Work (G2W) model has also proven effective at positively changing ingrained attitudes and behaviours. Our approach is designed to help customers build on the job-search and vocational skills they have developed during the previous stages to make the final step into employment. Customers within the ESA, IB and IS groups will be matched to a work placement that meets their specific requirements including accessibility if they have a disability and proximity to home if they have caring commitments. Careers Academy (ongoing personal support and career development): ICPRs Sustainability Project discovered that for 81% of sustained job outcomes the following key elements existed - the right job fit, appropriate support in the first three months and appropriate attitudes. The Careers Academy has therefore been designed with the objectives of providing meaningful support through the transition phase, assistance with progressing in the work place, and support with developing appropriate in-work attitudes. Our IAG qualified Advisors will help customers plan the necessary steps to realise their career aspirations. All customers will require some level of workplace assistance, but we expect that the JSA Early Access, ESA Flow and ESA Volunteer, IS and IB customers will receive a more intensive service due to higher levels of support needs. We will continue to support customers for an extended period of time and for as long as is necessary. Benefits to individual customer groups - We know from delivering across three counties in the region that certain customer groups will require additional support, and we

4.1a (continued) have tailored Every Day Counts accordingly: 18-24 year old customers In parts of the East Midlands, youth unemployment is particularly high (e.g. 59% higher than the national average in Bolsover) and young people often lack employability skills - a recent CBI survey found that 68% of employers are not satisfied with the business and customer-facing skills of school/college leavers. To address these issues, we will deliver a Step Ahead programme for young people (at the beginning of Boost and Engage) which is modelled on our current G2W course and our Community Task Force group work package. Step Ahead will help young people set goals, develop positive attitudes and behaviours and improve their motivation. Providers such as Chesterfield College will also help source apprenticeships in growth sectors. Hardest-to-help customers - This group will include customers from the JSA Early Access (including ex-offenders, carers, homeless customers, care leavers, ex-armed forces and those with substance misuse issues), JSA ex-IB, ESA Flow and IB groups. Particular issues in the East Midlands include substance misuse, prevalent in some of the most deprived communities within this region such as Normanton and Skegness, and patterns of violence in areas such as Leicester and Nottingham. Our ACE Network includes Leicestershire and Rutland Probation Trust who will work with ex-offenders to break offending cycles, and Phoenix Futures who will provide specialist drug and alcohol advice and manage referrals to community rehabilitation schemes. Customers with health conditions - A Health & Wellbeing service will be available across the region to support customers with a health condition (of particular relevance in areas such as East Lindsey and Bolsover, where IB claims account for over 44% of all claims, compared to an East Midlands average of 36.68%). We anticipate that the JSA ex-IB, ESA ex-IB, ESA and IB groups will particularly benefit from this service. In addition, Mencap will provide specialist support for customers with learning disabilities. Black & Minority Ethnic (BME) customers - In ethnically diverse areas such as Leicester and Northampton, Pakistani and Bangladeshi customers have employment rates up to 20% lower than those of white British residents. Ingeus has a strong local track record of working with BME groups, and achieves parity of outcomes for BME customers on our contracts in Nottinghamshire. Based on this experience, we have incorporated into our model in-house skills courses including ESOL, skills matching services, culturally sensitive work experience opportunities, and EAs that speak community languages. Over 50s - Ingeus has supported over 4,000 50+ customers into work, and has consulted with the Age and Employment Network (TAEN) and Open Age to ensure our services are suitable for older customers. All EAs will be trained using TAEN materials including the Understanding Older Adults and Overcoming Barriers to Work and Learning action guide. This includes advice on how to conduct skills transfer analyses and sourcing employment opportunities with age positive local employers. Families, including parents and carers - To address the needs of customers in areas such as Aspley in Nottingham, where the number of lone parent households is more than three times the national average, we will provide dedicated EAs with specialist knowledge in childcare and relevant benefits. We will also work with local Family Information Services who offer term time training and run workshops on relevant benefit entitlements. Carers will be offered flexible appointment times and will be supported to source alternative caring arrangements. Customers with low skills levels Improving the employability of those without qualifications/ low skills has been identified as a priority action in the East Midlands Regional Economic Strategy 2006-2020. In support of this, we will offer all customers with low skills the opportunity to undertake a Vocational Routeway to acquire basic/vocational skills and work experience in growth industries. We have partnered with learndirect to offer all customers free online learning modules in a range of subjects.

[4.1b] Service Requirement DWP expect all customers to receive a minimum level of service. Please clearly define:

Your minimum service delivery levels for all customers within this CPA; Your rationale that supports your approach: How it addresses the needs by customer groups.

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

4.1b Ingeus has an outstanding reputation for providing a high standard of customer service in its welfare-to-work provision. In our recent Customer Satisfaction Survey, 83.2% described the service they received at Ingeus as Excellent or Very Good. Ofsted commented in their 2010 inspection of our Pathways to Work provision, participants feel safe, well supported and they are able to raise matters of concern with staff. Relationships between participants and staff are excellent with high levels of mutual respect. For the Work Programme in the East Midlands, we have agreed exacting minimum service levels that will apply across our whole supply chain to drive strong performance and customer satisfaction. These service levels are outlined in our Customer Pledge which will be displayed in all delivery sites and sent to every customer prior to their first appointment. Performance against these minimum service levels will be measured for every Ingeus delivery site and subcontractor throughout the lifetime of the contract, and will be shared with customers at their initial appointment. Our Pledge contains five commitments that all customers can expect and others that have been designed to meet the needs of particular customer groups. Ingeus-Deloitte is committed to providing an excellence service with integrity. Customers on the Work Programme with Ingeus-Deloitte will be entitled to expect: 1) A flexible service that is convenient and accessible. As a minimum this will include: convenient office locations which are close to public transport; a freephone telephone number to contact us; internet access at all delivery sites; outreach services for those who cannot reach our premises; flexible appointment times for customers with family or caring commitments; and programme literature available in community languages. Rationale: Our experience has shown that motivation and customer engagement increases significantly when offices are convenient and accessible and access to Advisors is made easy. This leads to more frequent attendance, higher levels of job search activity and better outcomes for customers, especially for those with disabilities and/or mobility issues. Providing a flexible service is particularly significant in a region where nearly one third of the population lives in a rural area, and where there are significant numbers of lone parents and customers with healthcare issues who may not find it easy to travel. We therefore expect flexibility of service to be particularly important for customers in the Incapacity Benefit (IB) and Income Support (IS) groups. 2) A personalised package of support that is tailored to individual needs. This will include: a tailored CV, cover letter and benefit calculation (completed within the first four weeks of the programme); a personally-tailored Action Plan outlining the support we will provide; a designated Employment Advisor (EA); access to support at least once every two weeks for the duration of the programme; and a choice of over 70 interventions such as tailored pre-employment routeways and specialist health and wellbeing advice. Rationale: Our experience indicates that, to meet the needs of a diverse customer group, it is essential to provide a service that is tailored to the unique personal circumstances and needs of each customer. This is particularly important in the East Midlands as customer needs vary widely across the region. For example in Leicester there are high numbers of BME customers, ESA/IB claimant numbers are particularly high in Lincoln and Mansfield, and Nottingham has an above average proportion of lone parents. All these groups tend to have higher support needs and require greater personalisation. 3) A professional Careers Academy and in-work support service which will help customers develop and progress in work. This will include: ongoing support from an EA to help manage the transition into employment; an in-work benefits calculation; a freephone in-work helpline; online advice through Invisage and careers guidance from an IAG-qualified Advisor. Rationale: The Ingeus Centre for Policy & Researchs sustainability study supported the findings of the Joseph Rowntree Foundation and the Centre for Social Justice that two of

4.1b (continued) the key conditions that enable sustainable employment are support during the transition to employment and jobs that offer rewarding prospects. Our minimum service levels will ensure all customers receive help in managing the transition to employment and careers advice to develop sustainable careers. This support will also help customers move out of in-work poverty which is a particular issue in the East Midlands, where workers typically earn 6.6% less than the national average. 4) Priority access to exclusive job vacancies and labour market information. Vacancies will be displayed in reception, on electronic job boards and promoted by EAs through our ADAPT recruitment software. Customers will be supplied with up-to-date and accurate information about the relevance of their skills in the local labour market. Rationale: Customers who have been out of work for a prolonged period can find the gap on their CV to be a disadvantage. We will help them overcome this by priority access to vacancies, and our Employer Services Team will work with Deloittes Practice in the East Midlands to access the vacancies of thousands of local employers. 5) Treating customers with respect at all times and enabling them to be active in setting their own goals. Customers will be encouraged to take control of their journey back to work and shape the best course of action at every stage. We will provide easily accessible information on rights and responsibilities and a widely advertised feedback procedure. We promise that all feedback will receive a response within one week. Rationale: Ingeus-Deloitte is committed to providing a service that supports high levels of motivation and engagement amongst customers and which provides us with critical information to support performance improvement. In addition to these core service levels that all customers are entitled to expect, we are committed to meeting the needs of customer groups in the East Midlands that have specific support needs. We have therefore designed a set of minimum service levels for the following customer groups: Customers with health-related barriers to work (ESA, ESA and JSA ex-IB and IB groups) The proportion of residents in the region with a long-term health condition is higher than the national average and adult obesity rates are the highest of any English region. To help address these issues, we will provide a Health & Wellbeing Service delivered by trained professionals and make referrals to our ACE Network of specialist providers including Phoenix Futures (substance misuse) and Mencap (learning disabilities). BME customers Parts of the region, such as Northampton East and Leicester, have high numbers of customers with ESOL needs. Support for these customers will include advice given in their community language and access to ESOL classes. This will help to address some the issues that are most important to members of this customer group. Young people (all 18-24 year olds but particularly those in the JSA group) Low educational attainment and youth unemployment are issues in parts of the region such as Derby, where 18-24 year olds account for 33% of JSA claimants. To help raise the aspirations and attainment of this customer group, we will provide careers guidance support from a trained professional and our Step Ahead motivational programme. Customers with family and/or caring responsibilities (all customers, but particularly those in the IS group) There are many lone parent households in parts of the region (e.g. Nottingham). To support these customers we will provide information about local childcare provision, flexible appointment times to fit around family commitments, advice on parttime and flexible working and work placements for those who have a significant gap on their CV due to caring responsibilities. Customers with skills needs An issue in parts of the region, e.g. Leicester, where 16.9% of residents have no qualifications compared to 12.3% nationally. We have ensured that each of our providers has the ability to address local skills needs. We will provide English language training and access to a range of Vocational Routeways to help customers develop the skills to succeed in their chosen career and/or identify transferable skills.

PART 5:

SUPPLY CHAIN MANAGEMENT

[5.1] Delivery Strategy Please describe in detail your delivery structure for all elements of the Work Programme provision across this CPA and explain why you consider your delivery strategy to be the best approach for customers in this CPA. You should clearly state how you intend to work with your sub-contractors and how you will ensure the needs of all your customers, including the hardest to help, are fully addressed from within your supply chain including voluntary sector organisations where appropriate. Please also complete:

Annex 2 to show the structure to be put in place within the supply chain to deliver the Work Programme provision in terms of overall percentage of delivery, specialism and geographical coverage; and Annex 3 (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 three sides of A4.

5.1 Ingeus-Deloittes delivery strategy for the East Midlands is the best approach for local customers because it combines comprehensive delivery coverage across the entire region with a personalised service, delivered by highly experienced Lead Providers and local specialists. Since 2003, Ingeus has assisted more than 11,200 unemployed people in the region through the delivery of Employment Zone (Nottingham), Pathways to Work, (Nottinghamshire) and FND (Leicestershire, Nottinghamshire and Northamptonshire). We also deliver Fit for Work and JCPSC locally. Our experience of supporting JSA, IB, ESA and IS claimants has been evaluated and incorporated into our delivery strategy. Our six month regional research project involved: consultations with local stakeholder contacts; labour market analysis undertaken by Deloitte economists; consultation with Deloittes regional Practices; two consultation events with third sector partners and meetings with more than 35 local providers on our East Midlands Partner Network. We concluded that a successful delivery strategy for the East Midlands should include, as a minimum: Utilisation of successful existing subcontractors and additional local providers to enable us to deliver high performance from day one; Comprehensive geographical coverage across the region, especially in more rural areas such as Lincolnshire and Derbyshire where customer volumes are dispersed; Specialist support for customers with multiple barriers to work, particularly in areas with high levels of deprivation; and A focus on aligning customers skills with employers needs to address skills gaps in the region. Our strategy has been designed to meet the needs of all customer groups and address each of the issues outlined above. Summary of Delivery Strategy - Ingeus-Deloitte will act as Prime Contractor and will drive the overall performance of the provision across the region. We will also be embedded in the area and deliver as Lead Provider in Nottinghamshire and Northamptonshire, where we deliver FND, and in Derbyshire (excluding the High Peak). We will be supported by four other highly experienced Lead Providers: Juniper Training (High Peak), TNG (Lincolnshire) and our current subcontractors Intraining (Leicestershire) and Papworth Trust (East Northamptonshire). Lead Providers will deliver all core elements of our Every Day Counts model: Diagnostics, Intensive Support, Skills Plus, Breakthrough and in-work support using the Careers Academy model as well as health and well-being interventions. Lead Providers will share vacancies across the region, have access to Ingeus-Deloittes Labour Market Portal and will be supported by two further types of subcontractors: ACE (Accessible Community Experts) Network - The ACE Network enables all Lead Providers to draw on the expertise of specialist providers to support customers with complex barriers to work. ACE Network members will work from the premises of all Lead Providers so that customers receive a convenient and holistic service. Our ACE Network providers in the East Midlands are Phoenix Futures (substance misuse). Citizens Advice (financial and debt advice), Mencap (learning disabilities), Leicestershire and Rutland Probation Trust (working with offenders across the East Midlands), Clarion (Hearing Impairment and Action for Blind People (sight impairment). Vocational Routeway Providers - Our 18 Vocational Routeway providers, including, Learn Today and Co-operative Community Action, will assist us in addressing skills shortages. They will provide tailored Routeways comprising vocational training, work placements, basic skills and ESOL. We have selected providers who offer Routeways in growth industries such as food and drink, business services, healthcare, and transport. Rationale for supply chain design Key to our strategy is a rigorous approach to supply chain selection. Ingeus-Deloitte conducted a wide-reaching selection process over a four month period. We received expressions of interest from more than 180 organisations in the East Midlands. Existing

5.1 (continued) and potential subcontractors were assessed against criteria covering performance, capacity, quality standards and innovation. We also considered how and where Ingeus-Deloittes in-house delivery could be best utilised. The information below outlines the rationale for inclusion of each of our Lead Providers: Ingeus-Deloitte Northampton, West Northamptonshire, Nottinghamshire, and Derbyshire (excluding the High Peak). Our knowledge, experience, infrastructure and track record of performance in two JCP Districts in the region means that we are ideally placed to deliver Work Programme services in the areas where we currently deliver FND to JSA customers (and out-rank the other provider by ten places in performance tables) and Pathways to Work (ranked 4th out of 34 nationally) to IB and ESA customers. We will expand our delivery into Derbyshire to link in with the high number of successful joint initiatives between Derbyshire and Nottinghamshire such as the Chamber of Commerce and the LEP. Intraining Leicestershire. For more than ten years, Intraining has delivered employability programmes across Leicestershire, including ESF and ND, for which it was awarded Grade One status by Ofsted. Intraining is currently delivering FND for Ingeus across Leicestershire, from four permanent sites. Through the delivery of ESF in Leicestershire and two Pathways to Work contracts in other regions, Intraining has experience in supporting customers with health conditions in addition to its expertise in working with long-term JSA customers. As part of Newcastle College Group, a leading skills provider, Intraining is also well placed to deliver Vocational Routeways. Papworth Trust Corby, Kettering, Wellingborough and East Northamptonshire. Papworth Trust has over twenty years experience of supporting people with disabilities, those with a health condition and those who are disadvantaged, through the delivery of FND, Pathways to Work and Work Choice. As an end-to-end provider for Ingeus on FND in Northamptonshire, Papworth Trust has supported more than 1,700 JSA customers. Juniper Training the High Peak. Juniper Training has been delivering employment and skills training in the Midlands for over 25 years. Having delivered ND, Workstep and FND, Juniper Training is ideally placed to deliver services to JSA, ES and IB customers. Juniper Training also delivers a range of vocational and key skills qualifications which will be offered to all customers undertaking a Vocational Routeway. TNG Lincolnshire. TNG currently delivers FND, ESF, CTF, and Pathways to Work in Lincolnshire making it the most experienced provider in this rural county. They have a network of nine delivery sites in the county and an excellent understanding of the geographic challenges and needs of local customers. As part of the Avanta Training Group, one of the UKs largest training providers, TNG will also be able to offer customers a wide variety of Vocational Routeway options. Similarly rigorous criteria were used to select members of the ACE Network and our Vocational Routeway providers. Members of our ACE Network were required to demonstrate experience of meeting the needs of hardest to help customers in this region and each of our Vocational Routeway providers was required to demonstrate a track record of providing high-quality skills support services. Why our delivery strategy is the best approach for customers in the East Midlands The East Midlands is a particularly diverse region the three cities account for almost half of the regions population and businesses but there are pockets of extreme deprivation. By contrast, the region also has large rural areas where challenges include lack of fulltime opportunities and transport issues. Our strategy provides a unique combination of experience and expertise to address issues at a local level and to meet the needs of all customers across the East Midlands. Key strengths of our strategy are: Utilising local delivery experience and knowledge All Lead Providers (including Ingeus-Deloitte) are local experts; four of our Lead Providers are currently delivering FND in the region and Juniper Training is delivering two employability contracts in the High

5.1 (continued) Peak and FND in the West Midlands. In addition, four have expertise in delivering services to customers with a health condition. As a result, each Lead Provider has a thorough understanding of the geography, labour markets and customer needs as well as extensive existing infrastructure in the areas in which they will be delivering. Drawing on the expertise of specialist and third sector providers The ACE Network enables us to complement the work of all Lead Providers with expertise from small and third sector providers to meet the specific needs of customers with complex barriers to work. For example, Citizens Advice provided financial and legal advice to more than two million people in 2009/10. ACE Network services will be particularly important for JSA exIB, ESA ex-IB, IS and IB customers who are likely to have the highest support needs. Supply chain management informed by frontline delivery experience IngeusDeloitte will be both a Lead Provider and manager of the supply chain in the region. This gives us a unique ability to share best practice, adopt continuous improvement techniques and enable all our providers to benefit from insight and techniques leveraged from Ingeus experience. The majority of Ingeus-Deloittes Contract Managers will have frontline delivery experience to assist our practitioner approach which combines clear performance management processes with support from industry experts. Addressing local skills needs We have selected Lead Providers and a range of Vocational Routeway providers that can help us address the basic and vocational skills gaps that exist in parts of this region, such as Leicester, where 16.9% of residents have no qualifications compared to 12.3% nationally. Each of our selected providers has demonstrated the ability to address local skills needs - e.g. Chesterfield College delivers accredited training and in-work skills courses to more than 11,000 learners per year in Derbyshire. This provision will benefit all customer groups, but will be particularly relevant for JSA 18-24 customers who are the most likely to have skills needs. Convenient geographical coverage By utilising the existing infrastructure of Ingeus and our four Lead Providers, along with Ingeus-Deloittes two new premises, we will be able to provide full geographical coverage across the region from 25 fixed premises and a minimum of 13 outreach sites. Members of our ACE Network of specialist providers will also deliver services from these premises, affording customers convenient and coherent access to a wide range of services from the same location. This will be particularly important in parts of Derbyshire and Lincolnshire where public transport options are limited. This convenience will encourage frequent attendance for all customer groups but will be particularly important for IS customers who may have caring responsibilities, and those on IB or ESA who have mobility issues. Rapid implementation Our delivery strategy has been designed to enable a rapid, robust implementation timetable that will produce strong performance from day one of delivery. Ingeus-Deloitte and our supply chain have 53 delivery sites and more than 500 employees in the East Midlands that will be deployed to enable this rapid implementation. Working with subcontractors (including the voluntary sector) in the East Midlands As the Prime Contractor, Ingeus-Deloitte will co-ordinate the strategy outlined above to encourage joined-up working and to drive consistent performance. We will: Co-ordinate coherent employer and stakeholder engagement strategies; Provide each subcontractor with access to a range of key corporate services including IT, staff and customer training modules and recruitment processes; Share best practice through quarterly networking forums; and Drive continuous improvement through clear and robust contract management. To harness the expertise of smaller and third sector providers, we have established a Third Sector Advisory Panel which brings together Executives of leading national and local charities along with our Chief Executive Officer and Chief Operating Officer. The panel will be chaired by [REDACTED] , head of Deloittes third sector Practice, and will also include the CEOs of ACEVO, Mind, Barnardos, Forth Sector and Papworth Trust.

[5.2] Management Structure Please provide: a description of the proposed management structure 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 explain why your management structure is appropriate for the Work Programme within this CPA;

Please include an organisation chart (attach as Annex 4) showing the proposed management structure for the Work Programme for this CPA. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4. Note: Format requirement and page limit does not apply to the organisation chart(s) which you must insert as Annex 4.

5.2 Our management structure for the East Midlands combines Ingeus and our supply chains existing local capability and infrastructure with centralised resources focused on supporting local delivery. The structure is based on Ingeus experience of delivering successful welfare-to-work programmes, including FND in Leicestershire, Nottinghamshire and Northamptonshire. Our Human Resources Team, in partnership with our recruitment advisor Alexander Mann Solutions (AMS), has developed detailed competency-based job descriptions to identify internal and external candidates for all roles and we will identify key members of the existing management team who will lead on Work Programme delivery in the region. Proposed management structure, skills and reporting lines Local staff Our Director for the Midlands (DM), [REDACTED] , will be responsible for all Ingeus and subcontractor performance across the region. She will provide strategic leadership; develop and maintain senior stakeholder relationships; develop cocommissioning proposals; and work with JCP, key local employers, the 46 local authorities and the six regional LEPs to ensure that delivery meets local needs. 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. [REDACTED] will report to the Chief Operating Officer (COO). She will work closely with regional Deloitte Local Public Services Partner, [REDACTED]. The management of Ingeus-Deloittes direct delivery in the region will be undertaken by two Operations Managers (OMs) [REDACTED]. Both OMs currently manage Ingeus welfare-to-work programmes in the region, have more than ten years experience of working in the industry and have previously managed Jobcentre Plus operations. They will report to [REDACTED] and attend Quarterly Performance Reviews. OMs are responsible for ensuring performance and budgetary targets are met, leading their teams to deliver a quality and contractually compliant service, tailoring our delivery model to meet local needs, and developing effective working practices with stakeholders and local partners. OMs will be skilled in leadership, operational performance management, communication, stakeholder management and staff development. They will demonstrate a commitment to resolving local issues including developing effective delivery solutions for areas of entrenched intergenerational unemployment and deprivation such as Bolsover and Northampton East. OMs will be supported by Deputy Operations Managers (DOMs), one of whom will have designated responsibility for each delivery site. They will directly manage frontline staff through a structured performance support system. DOMs will have exceptional management skills and an understanding of effective ways to work with local customers including those with dependency issues and low-levels of basic skills. OMs and DOMs will be responsible for maintaining effective relationships with local noncontracted providers such as local authorities, education, probation, health, housing, and community mental health teams. The OMs and DOMs for the Work Programme will be drawn from our pool of 11 Managers in the region. Each subcontractor will be allocated a locally based Contract Manager (CM) who will provide regular support and manage performance against a range of KPIs. Each subcontractors management team will be responsible for the management of their frontline delivery staff. CMs will conduct monthly progress meetings and formal Quarterly Performance Reviews to set performance targets, review performance against KPIs and update the subcontractors Development Plan (agreeing action points to achieve continuous improvement). There will be a number of other local interfaces with our subcontractors e.g. practical advice and support to site managers and frontline delivery

5.2 (continued) staff from our managers in the region. Managing relationships with local employers will be critical for the region. Our team of Account Managers will be led by REDACTED (our Head of Employer Partnerships for the Midlands) who has worked locally in the recruitment industry for more than 12 years. Ingeus-Deloittes Account Managers will work closely with their opposite numbers in our Lead Providers. Centrally based staff (which support local teams) Our Chief Executive Officer (CEO), [REDACTED], has over 20 years senior management experience and a track record of senior stakeholder engagement and of delivering complex, large scale 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 COO, [REDACTED], reports to the CEO and is responsible for driving UK wide standards and overall high performance of the Work Programme across all CPAs. Chris is highly experienced in the management of welfare-to-work provision and has an exceptional track record of managing delivery and performance improvement. The Head of In-Work Support will report directly to the COO and will liaise closely with the DM to ensure that the service meets the needs of customers in the region. Our Supply Chain Team (described below) will be led by our newly-appointed Commercial Director (CD), [REDACTED], who also reports to our CEO. [REDACTED] is responsible for our supply chain strategy and the performance of our subcontractors 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. Further details for all senior roles are shown in pages 1-4 of Annex 4. Our centrally based teams also include a range of corporate functions, such as Performance Analysis, Quality and Performance, Employer Services, IT, and Learning and Development, all of which support locally based teams. How we will work with our supply chain and delivery partners Ingeus recognises its role in developing the welfare-to-work supply chain in the UK. Our approach is to balance high performance expectations with support for building capability. In passing on risk to suppliers we will consider their differing abilities to shoulder it. We will help specialist providers to understand how well their interventions move customers closer to work and enabling them to improve their performance. Page 6 of Annex 4 summarises key interfaces between Ingeus, subcontractors and stakeholders. Supply chain Pages 7-9 of Annex 4 show the detailed interfaces between Ingeus and each Lead Provider in the East Midlands. Day-to-day interactions with each of our subcontractors in the region will be led by their designated CM. CMs 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 subcontractors, maintain relationships with key suppliers and attend the Quarterly Performance Reviews of Lead Providers who are failing to achieve performance objectives. [REDACTED] has more than ten years experience of working 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. ), [REDACTED], is responsible for leading our subcontractor management teams through implementation and providing appropriate support, particularly to smaller and third sector organisations ), [REDACTED], has over seven years experience in partner and contract management in the welfare-to-work and skills sectors. All managers in our supply chain will also be provided with support from experienced managers across our corporate functions. Delivery Partners The DM will be the main point of contact for JCPs Director for Central England and other senior regional stakeholders such as the six LEPs. The OMs

5.2 (continued) will be the key contacts for local delivery partners in Ingeus-Deloitte delivery areas and will meet quarterly with each manager. The DM, ), [REDACTED],, and the OM will also meet with the three JCP District Managers quarterly or as required. Subcontractor managers will be responsible for working effectively with partners and stakeholders in their locality to support their delivery. Why our management structure is appropriate for this region Robust organisation design Deloittes organisation design experts contributed to the design of our structures by: consulting with staff and senior management in Ingeus and our providers in the region; sharing best practice from Ingeus international operations; and using template role profiles from Deloitte engagements in comparable organisations. Our HR Director has developed competency-based job descriptions to identify staff for all roles and AMS has already appointed a dedicated Account Manager in the region to identify suitable candidates for management vacancies. All members of our senior management team are already in post and their proven skills will be integral to driving the successful delivery of the Work Programme in this region. Management roles within the region will be filled by experienced Ingeus-Deloitte staff and new personnel who meet our requirements. Combining proven structures and innovation Our proposed structure is based on Ingeus existing management structures, which have resulted in high quality delivery and performance levels in the East Midlands. We have taken the best of what works today, but have included new elements (such as the dedicated In-Work Support Team to manage the Careers Academy, or the new Continuous Improvement Team) to meet the requirements and expectations of the Work Programme. All our Lead Providers have a proven track record of successfully managing welfare-to-work provision. Each will be delivering from existing sites (three of the four from FND offices) where management infrastructure is already in place and successful working relationships have been established. This will enable strong leadership and performance from day one of delivery. Locally focused delivery supported by national capabilities We will build upon Ingeus established management teams in the East Midlands and those of our Lead Providers, each of whom has a minimum of ten years delivery experience in the region. All Ingeus managers and staff from the DM down will work in the East Midlands and will have an in-depth understanding of the local geography, labour market, communities, needs of customers, and complementary services. Our national managers will work across all regions to facilitate consistency of delivery, 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 clear and do not overlap with other roles. They all have specific responsibilities and accountabilities 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 in the East Midlands between subcontracted and in-house delivery enables us to leverage our extensive experience to support the development of our suppliers capability, rather than take a narrow contract-management approach. We will also encourage our experienced providers to share their delivery best practices with the supply chain. Developing capacity We will continue to develop the strength and depth of our management capability in the East Midlands. Our Management and Leadership programme will enable frontline delivery staff to develop the skills to take on management positions as they emerge. More than 50% of Ingeus-Deloittes managers were appointed having attended the course. Existing managers will continue to develop their skills through secondment opportunities to Deloitte and best practice-sharing events for managers in our supply chain.

[5.3] Management of Delivery Please clearly describe:

How you and your supply chain will manage and monitor the quality of delivery of the Work Programme to ensure that the whole provision within this CPA is of a consistently high standard and meets your minimum service levels; 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 three sides of A4.

5.3 Ingeus and Deloitte have track records of delivering outstanding performance across complex supply chains. Ingeus has delivered 40 welfare-to-work contracts in the UK and managed over 65 subcontractors and Deloittes award winning Supply Chain Practice has helped more than 400 businesses make supply chain improvements on programmes such as the 2012 Olympics. Our Delivery Management Framework (DMF) sets out quality objectives, monitoring and evaluating activities, performance improvement approaches and remedial measures for our entire supply chain. The Director for the Midlands (DM), [REDACTED], will be accountable for applying the DMF in the region. The DMF has four key elements of activity: KPIs (Key Performance Indicators), monitoring, evaluation, and management and performance improvement. Ingeus-Deloittes quality systems are Matrix accredited and in line with the Merlin Standard. KPIs - We have set exacting targets based on our enhanced delivery model and these will be increased year on year. KPIs are set out on a performance dashboard for all members of the supply chain, in particular our Lead Providers Intraining, TNG, Papworth Trust and Juniper Training. We will set KPIs using the QPARM methodology. Key indicators for each component are outlined below: Quality: customer satisfaction, equality of outcome measures; Performance: job outcomes, sustainability, referral-to-start ratios; Assurance: compliance with contractual requirements, maintenance of accurate records, compliance with appropriate legislation (e.g. safeguarding); Responsiveness: process improvement, knowledge sharing, cost management, milestone adherence; and Management: performance reporting, communications, risk management. Monitoring Central to our approach to managing delivery will be gathering performance and management information and qualitative feedback. We will collect this through four sources: reports from our market leading ADAPT Management Information (MI) system; monthly analysis of key MI trends prepared by our Performance Analysis Team; quarterly audit reports; and feedback from customers, JCP, employers and other stakeholders MI system The ADAPT MI system is used by 90% of the worlds largest recruitment agencies and will enable us to capture all key customer data including personal details, progress made and outcomes. It features a comprehensive, flexible range of MI reports which will provide frontline delivery staff and managers with instantaneous information to identify customer attendance rates, performance rates by customer group and the types and regularity of customer activities. These will be used by Employment Advisors (EAs) to monitor the progress of individual customers and by managers to analyse the performance of individual EAs and delivery sites as well as outcomes according to customer group. ADAPTs reporting software will be available across our supply chain. Monthly reporting Detailed monthly reports will be produced for all Operations Managers (Ingeus-Deloitte and Lead Providers) involved in delivery in the CPA, including those of our subcontractors, by our Performance Analysis Team. The reports will provide analysis of key performance deliverables including customer starts, job and sustained outcomes and leavers, broken down by individual delivery sites. These will be presented in a user-friendly format and will enable Operations Managers to identify key trends. 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 IngeusDeloitte and subcontractor delivery sites. The resulting report will be used to allocate a risk level to each delivery site. Audits will focus on the compliance of our delivery substantive checks will be made on all customer paperwork and electronic records to ensure adherence to our Minimum Service Levels and contractual requirements. A

5.3 (continued) deeper audit will be conducted with sites whose audits generate a variance of greater than 5%. Customer and stakeholder feedback Feedback on our customers experiences will be collected through suggestion boxes, our customer portal Invisage, a formal complaints process, an annual survey and quarterly focus groups. Feedback from JCP, other stakeholders and employers will be collected by our local management team and Employer Services Team. All feedback will be passed to our Continuous Improvement Team for further analysis. The complaints process for our whole supply chain will be managed by Ingeus-Deloitte. Evaluation Data will be evaluated against each Ingeus-Deloitte subcontractor delivery site and staff member to assess performance against KPIs. Management (Ingeus Deloitte) and Contract Management teams (subcontractors) will check that targets are being met weekly - e.g. we will be able to identify the percentage of customers who have had action plans, CVs and benefits calculations completed within their first four weeks of the programme (as outlined in our minimum service levels) as well as the details of any who have not. Each subcontractor, 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). Managers and Contract Managers will explore underlying reasons for any poor performance by examining individual efficiency rates, engagement rates, caseload numbers and the performance of particular cohorts. All MI will feed into our UK Performance Portal which contains a balanced score-card to benchmark each contracts performance. Our Continuous Improvement Team will analyse all customer feedback and complaints across our supply chain and report key findings quarterly for management teams. Management and performance improvement Our DMF outlines clear roles, responsibilities and review points to ensure that we act on the findings of our monitoring and evaluation activities. This will enable us to drive consistent performance and act on any cases of underperformance. Ingeus-Deloitte - All frontline staff will have monthly progress and formal Quarterly Performance Reviews with their Deputy Operations Manager (DOM) 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; caseload reviews; 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. These same principles will be applied when managing the performance of delivery sites. In each case, the DOM will have progress and Quarterly Performance Reviews with their Operations Manager who in turn will have the same with the DM. All managers will review their operation informally on a weekly basis as a minimum. DOMs will incorporate actions resulting from the meetings into a Development Plan. Trends across delivery sites will be addressed and sites which underperform for two or more quarters will be moved onto the PSP. Additional support will be directed to these including training for staff; more frequent senior management input; and the implementation of best practice methodologies from high-performing sites. Subcontractors - All subcontractors in the East Midlands will be responsible for managing the performance of their staff to achieve performance and quality targets. Each of our lead Providers has provided evidence of their performance management

5.3 (continued) systems as part of supplier selection. Each subcontractor will have a designated Ingeus-Deloitte Contract Manager who will hold monthly progress reviews and formal Quarterly Performance Reviews in addition to providing ongoing hands-on support. Subcontractors will be issued with a copy of our DMF which outlines our PSP and the improvement interventions available through our Support Menu. Subcontractors whose performance is classed as amber for two quarters or red for one will be moved onto the PSP. Together with their Contract Manager, 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 Deloittes Leadership Course, additional resource from Ingeus-Deloittes corporate functions, and more regular meetings with the Contract Manager. 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 subcontractors adheres to the DWP Code of Conduct and Merlin Standard at all times. Continuous Improvement Activities We have set ourselves stretching targets to improve performance on the Work Programme throughout its duration, which will be achieved using proven continuous improvement methodologies and pioneering new approaches. Each subcontractor, member of Ingeus-Deloitte staff and delivery site will have a Development Plan which will be updated on a quarterly basis to identify performance improvement actions. In addition, the following innovations will reinforce our approach to continuous improvement: Splash Customised software will enable members of Ingeus-Deloitte staff and subcontractors to contribute new ideas and to comment on others that have been suggested. The most effective ideas will be agreed and implemented every 6 months. Innovation Fund This is designed to enable members of our supply chain to bid for funding to enact new and innovative ideas that will enhance performance. Competitions will be advertised, calling for proposals for ideas that will improve our service for customers, especially those who are hardest to help. Osiris Our pioneering software will enable us to measure the impact of each type of intervention for each customer group. This will enable us to expand interventions that are successful and eliminate those that are not. Innovation Forum All members of our supply chain will be invited to attend a biannual national forum to discuss innovative ideas developed locally and share best practice. These will be hosted at Deloittes ground breaking iZone centre. This will be led by our new Continuous Improvement Team which has been introduced to drive innovation and significant performance improvement over the life of the contract. Resolving issues within our supply chain, partners or other bodies We have an excellent reputation for collaborative supply chain management and we receive consistently good feedback from our suppliers. In our 2010 subcontractor survey, , [REDACTED], at Action for Blind People says Ingeus as a prime contractor are simply first class. The team of staff I work with are consistently efficient, responsive and supportive. We will seek feedback from subcontractors and partners through annual surveys and regular provider forums. If a subcontractor has a particular concern, they can use our dispute resolution process. Parties should first raise their concerns with their designated point of contact. If this does not reach a satisfactory conclusion, they should write to our DM 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 DM.

[5.4] Delivery Locations

Provide details of the key delivery locations and explain how you and your supply chain will achieve full geographical coverage of provision for the delivery of the Work Programme within this CPA; and Detail what you have taken into account in terms of the needs of the customer groups in determining this approach.

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

5.4 Ingeus-Deloitte and our supply chain will provide comprehensive coverage across the East Midlands from 24 core delivery sites and a minimum of 12 community outreach locations. This approach is designed to provide convenient access for all customers, particularly in areas of deprivation and to promote frequent attendance and high activity levels. Good accessibility will be particularly important for IS customers who may have caring responsibilities and ESA and IB customers, some of whom will have mobility issues. We identified these locations following the completion of a six month research project into the needs of customers in the area, which included: consultation with local stakeholders such as JCP and ten local authorities; consideration of providers existing infrastructure; JCP analysis of the region; public transport routes and frequencies; and a property search, led by Drivers Jonas Deloitte, one of the largest real estate advisory companies in Europe. Of our 24 key delivery sites, 22 are in established locations where we or our delivery partners have already built relationships with local employers and stakeholders, including the JCP staff at the offices from which our customers are referred. Our locations have been selected using the following principles: Good transport links no customer should have to travel for more than 45 minutes; Locations in commercial hubs which provide readily available job vacancies; Proximity to the customer base; and Ability to accommodate our Accessible Community Experts (ACE) Network of specialist providers. The majority of services will be provided from the premises of Ingeus and our four Lead Providers TNG, Intraining, Papworth Trust and Juniper Training. Our core sites and outreach locations are illustrated on the map below. Full delivery addresses are listed in Annex 2.

5.4 (continued) Derbyshire - Ingeus-Deloittes offices in Derby and Chesterfield both benefit from excellent transport infrastructures which make these urban locations highly accessible. We will offer a wide range of services from these sites including debt advice and signposting to childcare. This integrated approach will be important for customers facing multiple, complex barriers to work. Transport infrastructure in the North West of the county is more limited this sub-region will be covered by Juniper Training Derby: the office is located in the centre, five minutes from the bus station and busy Westfield centre. It will take referrals from Belper, Derby, Heanor, Ilkeston, Long Eaton and Wardwick JCP and is close to Normanton and Arboretum, areas of high customer volumes. Chesterfield: our Chesterfield office is similarly central, and will provide easy access for its customers from Bolsover, Chesterfield and Clay Cross JCP. A ten minutes walk from Chesterfield station and a range of buses e.g. from Bolsover and Clay Cross. Glossop: Juniper Trainings existing site will support customers from the Peak area and take referrals from Glossop and Buxton JCP. The site is close to Glossop station, which serves Dinting and Hadfield, and buses that serve Hadfield and Hollingworth. Outreach: We will run a regular service from a central location in Swadlincote through our partnership with Derbyshire and Nottinghamshire Chamber of Commerce. This will take referrals from Swadlincote JCP serving customers in the south of the county. For customers in the rural High Peak area, Juniper Training will offer outreach in Buxton. Ingeus-Deloitte will outreach to Matlock to cover the Bakewell and Wirksworth areas, and to Ilkeston North to target areas of particular deprivation in Erewash. Leicestershire - Coverage across Leicestershire will be offered through Intrainings four sites in Leicester, Loughborough, Coalville and Hinckley, all places with high customer concentrations. These towns have all been identified as key regeneration and investment areas, which will result in job opportunities in the future such as those created by the extension to Coalvilles Belvoir Shopping Centre which will include a Sainsburys, new shops and cafes, and a six-screen cinema. Leicester: this site will take referrals from Leicester and Melton Mowbray JCP offices and is in a central location, close to the Haymarket Centre and rail station, and has multiple buses stop outside the office. The Leicester site is within walking distance of areas which suffer from particularly acute deprivation such as the St Matthews Estate. Coalville: the Coalville office is five minutes walk from the high street and close to the local JCP. It is served by buses to Ravenstone, Swannington and Ashby de la Zouch. Loughborough: this site will take referrals from Loughborough JCP and is close the Eastern quarter of the city, an area of considerable deprivation. It is five minutes walk from the high street and close to bus stops for routes to Shepshed and Rothley. Hinckley: close to the high street shops, this site will serve Hinckley JCP and is easily accessible from Burbage and Market Harborough - key locations for investment. Outreach: Intraining will deliver services in Melton Mowbray and Market Harborough for customers in the south and west of the county who are unable to reach our main offices. Lincolnshire - Given the low population density and dispersed nature of Lincolnshires towns, it will be important to have an extensive network of offices. TNG will have nine permanent sites, based in existing locations, and at least two outreach sites. Each office will take referrals from JCP office in the same town, which will help to make our services accessible for the majority of customers. Lincoln: five minutes from Lincolnshire County Council and Lincoln City Council, and ten minutes walk from the central bus station and train station. Close to Lincoln Green and St Giles areas which have high customer concentrations. Skegness: the office is in the Business Centre, accessible by multiple buses and ten

5.4 (continued) minutes from the JCP office and rail and bus stations. The site is well located to support disadvantaged customers from the coastal areas of the town. Boston: the office is served by buses to Sutterton, Wyberton, Kirton and West Keal. It is also six minutes from Boston bus station and is 10 minutes from the local JCP. Stamford: in a central location, within 10-15 minutes walk of Stamford JCP, bus station and rail station. It is well placed for customers to access vacancies within the local retail, service and professional sectors. Grantham: the office is in The George Shopping Centre, and ten minutes walk from the railway station and bus services to neighbouring towns and villages e.g Ropsley. Gainsborough: the office is five minutes from both the rail station and Trinity St bus stop (buses towards Scunthorpe and Willingham) and Heaton St (buses run to Retford or stops towards Grayingham). It is located centrally to benefit from the local commercial developments such as Marshalls Yard. Louth: the central Eastgate office is five minutes walk from Louth bus station buses run towards Skegness (via Sutton on Sea and Ingoldmells). Spalding: ten minutes walk from both Spalding station and the multi-route bus station. It is close to St Johns and Wygate wards, areas with high claimant counts. Sleaford: located in the town centre, close to Moneys Yard and a short walk from the bus stops at Market Place and Southgate, JCP and the train station Outreach: TNG will have outreach sites in Market Rasen and Mablethorpe, to provide a service for those unable to access the permanent sites. Northamptonshire - We will deliver our provision in Northamptonshire from four existing sites Ingeus in Northampton and three Papworth Trust offices. All are in areas of predicted urban growth, which will provide employment opportunities for our customers. Northampton: will take referrals from Northampton and Daventry JCPs. It is in an easilyaccessible site ten minutes from the rail station and Grosvenor Shopping Centre. Corby: located in Earlstrees Industrial Estate, accessible by buses from Corby town Centre (including numbers 5 and 8) and buses from Oundle, Weldon and Stanion. Kettering: next to Kettering business park, it is accessible by a range of local buses and will service Kettering JCP. Wellingborough: customers from both Wellingborough and Rushden JCP offices will be referred to this site which will benefit from vacancies generated by the planned urban expansion to the town. Outreach: will be conducted in Daventry and Northampton East with a particular focus on the Blackthorn, Bellinge and Lumbertubs wards. Nottinghamshire - Deprivation in this county is largely concentrated in the north west, particularly Mansfield, Ashfield and western Bassetlaw, with clusters in other largely urban centres. Our Nottingham, Worksop, Newark and Mansfield offices were originally established to address this particular geographical need, and will continue to do so. This spread of locations will also enable us to reach customers across the county. Nottingham: this centrally located office serves both the densely populated city of Nottingham and surrounding rural areas. Ingeus existing Nottingham office will service as a key hub, with a large number of customers, referred from Arnold, Beeston, Bulwell and Nottingham JCP offices. It will therefore offer the widest possible range of services, including hosting a range of local referral partners to provide support for issues such as housing and childcare. Our Employer Engagement Team is based here and will generate vacancies with local employers including Matalan, Allied Healthcare and ABS. Mansfield: servicing the deprived areas in and around Mansfield and Ashfield. It is a short walk from the rail station and close to a large number of bus routes. Worksop: our office is in the Dukeries Business Centre and will take referrals from

5.4 (continued) Worksop JCP. It is half a mile from the town centre and a short bus ride from the rail station. It will provide ease of access for customers from the deprived area of western Bassetlaw. Newark: the office is located in the Aura Commerce and Technology Centre and is a two minute walk from the rail station and close to the town centre. Rutland - The majority of customers in Rutland sign on at Stamford JCP, with the remainder signing on at Corby or Melton Mowbray. Given the rural nature of the area, our Lead Providers Intraining, TNG and Papworth Trust will deliver outreach services from a community venue in Oakham. Meeting the needs of all customer groups Our strategy is designed to meet the needs of all customers, with clear minimum standards to ensure their experience is of the highest standard. All premises must as a minimum include: a range of free, readily available job-search facilities; computers with fast broadband access, faxes, phones, trade journals and newspapers; training rooms; private rooms for confidential discussions; space to host staff from referral partners and ACE Network; and disabled access. All existing premises deliver similar services to the Work Programme and are thus suitably equipped. New sites will be fitted out according to our exacting standards that are used in more than 80 locations across seven countries. The locations and facilities available at our premises have also been designed to take into account the particular needs of customer groups that will have specific requirements: Customers with complex barriers to work The range of specialist services provided by our ACE Network will be co-located from the premises of Ingeus and our four Lead Providers. This user-friendly service will allow customers to access services conveniently from one site, and will encourage joined-up working between supply chain members. This will be particularly important for customers in the JSA Early-Access, ESA and JSA ex-IB and IB groups who are likely to be furthest from the labour market. Customers with health conditions and/or disabilities While all premises will be accessible for customers with disabilities, much of the region is rural and this provides challenges in terms of accessibility. To address this we will hold appointments closer to home through outreach or home visits. Customers will also have access to Invisage, our on-line portal which enables job-search to be conducted from home or community facilities. We expect these services to be largely used by customers in the ESA flow, ESA volunteer, ESA ex-IB, IB and IS groups. Customers with caring responsibilities, including lone parents We will encourage parents to attend our provision by offering secure, child-friendly areas in each office. Staff will work in partnership with the nearest Sure Start Childrens Centre or a similar childcare facility to make it easier for parents to access our wide-ranging services. To support customers with caring responsibilities we will invite a regular presence from social services at our delivery sites, to discuss local carer and childcare options. This service will be accessed by all customer groups but particularly those in the IB and IS groups. Continuous Improvement Our premises strategy will be continuously reviewed to ensure that it meets the needs of all customer groups throughout the lifetime of the contract. Drivers Jonas Deloitte will provide support on managing our property strategy, including advice on sourcing new premises and making adjustments for specific customer groups. We will seek to co-locate with other stakeholders to provide joined up services for customers and already have an agreement with Northampton Council to deliver services from their one-stop shop.

[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 numbers of customers and changes to the customer groups referred including potential alterations resulting from changes to the welfare regime referred to you (see Future Services Schedule). Your response should include the following: How you will maintain minimum performance levels; How you will manage expanding/contracting business as a result of Market Shift or economic factors without an adverse effect on service delivery.

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

5.5 The Work Programme is likely to be characterised by significant fluctuations in customer volumes and changes in customer groups caused by factors including: economic circumstances; redundancies; the migration of IB customers to JSA and ESA; market share shift; and the introduction of additional customer groups e.g. ex-offenders. Ingeus has significant experience in managing fluctuations and changes to customer groups. For example lone parents were introduced as a new customer group onto our New Deal contracts and volumes on our Pathways to Work contracts have varied by more than 75% over the contract term. For the Work Programme in the East Midlands, we will liaise with JCP, as well as conducting our own analysis, to estimate likely short and long term changes to customer groups and volumes. We have conducted a thorough scenarioplanning exercise to model the impact of fluctuations in volumes and established flexible strategies for staff, premises, supply chain and delivery model design. This will enable us to manage significant volume fluctuations throughout the lifetime of the contract. Mechanisms for planning and anticipating changes to customer volumes Our Director for the Midlands (DM), [REDACTED],, will be responsible for anticipating volume fluctuations and customer group changes in this region throughout the lifetime of the contract. Each quarter she will forecast customer flows for the year ahead and highlight any implications particularly on staffing levels. This process will be informed by: evaluation of Management Information prepared by our Performance Analysis Team (including anticipated referral numbers by contract, JCP district and each individual JCP office as well as referral by ethnic group, customer group, duration of unemployment and age); analysis undertaken by the Ingeus Centre for Policy and Research into the effects of policy changes (e.g. the move to Universal Credit); data from Ingeus Labour Market Portal; research undertaken by Deloitte economists into claimant counts and prevailing international, national and local economic and labour market trends; and high-level discussions with key stakeholders such as JCP. Findings will be collated in a quarterly report and disseminated across our supply chain to enable managers to plan ahead. Maintaining minimum service levels in response to short term fluctuations The forecast profiles produced by our DM will be used to enable us to maintain minimum service levels in response to short-term fluctuations by flexing the appropriate staff, property and supply chain resources that will be required: Staff Ingeus-Deloitte and members of our supply chain will use profile forecasts to plan recruitment activity. We, and our four Lead Providers (Intraining, Papworth Trust, Juniper Training, TNG), will conduct rolling recruitment activity throughout the life of the contract to ensure we have sufficient staffing levels at all times. This activity will be increased if customer flows are forecast to rise, and will be stopped if flows are expected to fall. For Ingeus-Deloitte this process will be managed by leading global recruitment services provider Alexander Mann Solutions (AMS). Their approach is to develop and maintain a pool of pre-vetted candidates that can be called upon to enter the final stage of the recruitment process at short notice, thereby offering us complete flexibility. AMS services will also be available to our Lead Providers who will have very similar recruitment requirements. To provide short-term solutions in the event of sharp increases in volumes e.g. as a result of redundancies (Unison has predicted up to 29,000 job losses within the public sector over the next four years), we are able to second Deloitte staff on a temporary basis. Deloitte staff could be in post within one week as Employment Advisors or to provide additional management resource. We have already placed Deloitte staff in operational roles, on six month secondment programmes, demonstrating our ability to respond rapidly to short term resource needs using Deloitte staff. All subcontractors will be able to consult with Deloittes Workforce Planning Team to ensure that their recruitment plans are appropriate for anticipated flows.

5.5 Property To enable us to manage fluctuations, Ingeus-Deloittes delivery premises have been designed to accommodate customer flows in excess of the peak volumes anticipated by the DWP. In addition, we have agreements in-principle with all members of our supply chain to co-locate from each others premises when required. Ingeus Head of Property and Facilities will also maintain a comprehensive database of serviced premises in each sub-region which can be ready for use within two weeks. Supply chain There are 64 preferred suppliers on Ingeus-Deloittes Partner Network for the East Midlands, 28 of which have been selected to support our Work Programme delivery. Therefore, another 36 members of the Network, with whom we have an established relationship, would be able to take on additional flows at short notice, if necessary. We will not only be able to bring in a new provider if there is a significant increase in customer flows, but also if there is a change in the composition of the customer group. In cases of falling volumes we will re-distribute customer volumes across our supply chain to ensure that delivery remains viable for all subcontractors. Managing expanding/contracting volumes in the longer term Ingeus and Deloitte formed a joint venture (JV) to be able to better scale up and adapt Ingeus frontline delivery capability using Deloittes substantial financial and operational capacity. This JV is well placed to manage longer term changes to customer volumes: Managing supply chain capacity As a provider on DWPs Framework Agreement, we have developed a long-term strategy to develop the capacity of our supply chain and other service providers in the region. We have established a Partner Network of 64 preferred suppliers with whom we communicate regularly through networking events and a monthly newsletter. Regular opportunities to join the Network will be advertised to expand its capacity. To address long-term increases in customer volumes we will run mini-competitions to source members of the Network to take on flows or work with new customer groups. Where appropriate, we will discuss using Ingeus-Deloittes financial strength to help subcontractors with capital requirements to manage increased volumes. Portfolio diversification Ingeus-Deloittes growth strategy for the next five years includes plans to expand into new areas of business including skills, working with offenders and careers guidance. Our Partner Network includes many organisations such as three regional probation trusts and more than ten colleges with expertise in these areas and with whom we anticipate working. This growth strategy will ensure that we, and members of our supply chain, are not dependent on Work Programme revenue streams and are therefore able to manage long-term reductions in customer volumes. Properties our commercial property agents Drivers Jonas Deloitte (DJD) is one of the UKs leading property firms and has already identified all of our proposed Work Programme premises. If increasing customer volumes require us to source one or more additional permanent delivery sites, we will commission DJD to do this. If customer volumes fall, we expect to be able to make use of any excess resource by securing new business through our diversification agenda. Delivery Model Design To enable us to respond to changing customer groups (either through the introduction of new groups or shifts in the balance of benefit types), we have a clear delivery model design and innovation process which will be managed by our Continuous Improvement Team. When a change in customer groups is identified, the team will conduct research, using international best practice from Ingeus delivery in seven countries and Deloittes experience of programme design. Solutions may involve the introduction of new programme features such as additional group activities or online tools being rolled out across Ingeus-Deloitte delivery sites. In other cases specialist expertise may be required, in which case we will commission services through The Partner Network which includes specialists in areas such as substance misuse (Phoenix Futures), learning disabilities (Mencap) and visual impairment (Action for Blind People).

[5.6] Managing the Customer Experience Please describe:

How you will evaluate and monitor the quality of the Work Programme provision to ensure that it meets the needs of individual customers; 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 two sides of A4.

5.6 Ingeus-Deloitte is committed to ensuring that every customer on the Work Programme in the East Midlands receives a high quality service that meets their needs. Our commitment is reflected in our Customer Pledge, which incorporates our minimum service levels. Our Customer Pledge will be displayed in all Work Programme delivery sites (including subcontractors) across the region to enable all customers to see the standards of service they are entitled to expect. To ensure we meet the needs of all individual customers, we have identified a clear two-stage process for monitoring service standards, dealing effectively with any complaints and identifying actions that will enhance the customer experience. Stage One Gather evidence and monitor Ingeus-Deloitte 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 pro-active approach to obtaining feedback from all customers throughout their time on the programme. Customers will be encouraged to make comments or suggestions at any time in person, through a suggestions box, through our customer web portal Invisage, by telephone or by email. We will also actively seek customers feedback through workshop evaluation forms and an online customer survey which is accessible through Invisage and can be completed by the customer at any time. Review and Refresh appointments will be held at the end of every Stage in the programme, during which customers will be asked to comment on how well the service is meeting their individual needs. 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. Stakeholder Feedback On an annual basis we will ask all key stakeholders, including subcontractors and referral partners, to complete a feedback survey on their perceptions and experiences of our service. In particular, we will seek feedback from organisations that are able to advocate on behalf of customers who are less likely or less able to participate in Ingeus-Deloittes feedback processes e.g. those with mental health issues or learning disabilities. All local stakeholders will also have a designated point of contact at Ingeus-Deloitte (or in our supply chain) to facilitate ongoing feedback at any time. We have also established a national Third Sector Advisory Panel (made up of the CEOs of a number of major and smaller not-for-profit and charitable organisations, including ACEVO, Barnardos and Mind) which will meet twice a year to advise Ingeus-Deloitte on issues including how to meet the needs of customers who are hardest to help. Regular feedback on performance from JCP will be sought in accordance with an agreed schedule. Monthly Management Information (MI) reporting Ingeus and all subcontractors 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 Employment Advisors. Data in our MI system will be reviewed by our Performance Analysis Team on a monthly basis. Data analytics Our pioneering Osiris software will measure the effectiveness of each type of intervention for each customer group. Using sophisticated algorithms and statistical techniques to analyse all previous customer records, we will be able to evaluate the impact of interventions and advise customers about which are most likely to work for them based on their personal profiles.

5.6 (continued) Procedures for handling complaints We are committed to ensuring that all customers receive a high-quality 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 subcontractors. It will be publicised on our website, on prominently displayed posters throughout our delivery sites, and in welcome 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 Employment Advisor who will try to resolve the issue immediately. If the Employment Advisor 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 Operations Manager (OM) or Contract Manager for our subcontractors. The OM/Contract Manager will meet with the customer within five working days and will 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 the Director for the Midlands (DM) 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 customers complaint will be escalated to the 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 Deputy Operations Manager will evaluate and summarise MI data and customer feedback. This will be discussed at Quarterly Performance Reviews with the Operations Manager or Contract Manager in the case of subcontractors. 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 a quarterly basis the DM will review all operational Development Plans to identify trends across the East Midlands including any patterns of complaint. These will be fed into a contract Development Plan with performance improvement actions which could include sourcing additional subcontractors to meet the needs of specific customer groups, or re-training staff to cover any areas of weakness. At a national level, Ingeus-Deloittes 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-Deloittes 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 efficiencies throughout the life of the contract.

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, you and your supply chain propose to employ to manage and deliver the Work Programme for this CPA. You should include 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. This should include a description in detail of the number of staff to be drawn from current resources, those to be recruited by both your organisation and any supply chain organisations involved. Please provide details of how you have identified the skills required by staff in your organisation, and that of any sub-contractors, to deliver the service you have proposed at Section 4. You should describe how you propose to acquire staff with these skills or provide the appropriate training to ensure that these skills are available to commence delivery of the service on the date you have proposed. A resource plan should be provided (attach as Annex 5) 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 5.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to five sides of A4. Note: Format requirement and page limit does not apply to the resource plan which you must insert as Annex 5.

6.1 [REDACTED]

[6.2] Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE) Please refer to the Provision Specification and Supporting Information before completing the following TUPE questions. [6.2a] TUPE Managing the Transfer Please detail your plans and those of any Sub-contractors for managing TUPE transfers which will/may result from this Work Programme contract. Your response should include: measures you propose to take under Regulation 13 of the TUPE regulations, (including any proposals to seek agreement to change terms and conditions of employment or any redundancies for organisational, technical or economic reasons over the life of the Contract), to enable you to meet their statutory requirements; how you propose to communicate with transferring staff prior and immediately after the transfer date; an outline of your plan of activity to transfer in staff; how you propose to work with existing employers to ensure a smooth transfer of staff; and details of how you plan to ensure that any Sub-contractors will fulfil the requirements of TUPE Regulations and any relevant Codes and Statements of Practice.

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

6.2a Measures we will take under Regulation 13 In line with Regulation 13, we will adopt four key principles during the TUPE process, as well as other measures set out below. We will: Ensure clear and transparent processes are embedded throughout implementation and contract delivery - allowing the smooth transfer of staff to and from Ingeus-Deloitte and our supply chain; Present any options for agreeing to changed terms and conditions clearly and objectively to transferring staff to help them make informed choices; Monitor the compliance of all members of our supply chain with TUPE legislation including the Code of Practice on Workforce Matters, A Fair Deal for Staff Pensions and all other relevant codes of practice; and Seek to avoid redundancies by committing that redundancies will only occur in material economic, technical or organisational circumstances. Our high-level plan of activity for working with existing employers to transfer staff In preparation for the likely transfer of staff under TUPE we have conducted an assessment of potential liabilities using figures provided by DWP. We have consulted with members of our supply chain to forecast the implications for each organisation and received written confirmation that they are committed to meeting their obligations. In addition, our pension advisor, Capital Management Solutions, has identified pension schemes that are broadly comparable with those from the public sector, should this be required. Our plans for managing the transfer of staff under TUPE are outlined in a detailed plan, produced in consultation with Deloittes Human Capital Practice. Our plan has three key phases (pre, during and post transfer): Pre-transfer Immediately after preferred bidder status, we will establish a TUPE steering committee, to be chaired by the Ingeus-Deloitte HR Director and include representatives from Deloittes Human Capital and Pensions Practices. The Committee will meet on a fortnightly basis throughout the transfer period. Our HR Director will have overall responsibility for Ingeus-Deloitte and our supply chain meeting all relevant codes of practices. Within a week of contract award notification we will establish contact with all existing employers and provide them with a point of contact in our HR Team. Using information gathered from existing employers and our supply chain we will conduct a more detailed assessment of TUPE liabilities, including the potential liabilities for each of our Lead Providers (to whom we expect transfers to apply). We will provide all members of our supply chain with our TUPE toolkit, which includes a Guide to TUPE Information Pack. Within three weeks of contract award we will draw up individual TUPE Transition Plans (TTP) with all of our Lead Providers in the East Midlands. During transfer - Following notification of the names of individuals who may fall under TUPE, we will establish a Consultation Group for each existing employer. We will aim to set these Groups up within two weeks of contract award, and they will meet on a fortnightly basis to review progress on the TTP and gather feedback from affected staff. Each group will include elected employee representatives (including trade union representatives if appropriate); the existing employer; an Ingeus-Deloitte HR Manager; HR officers for the other prime provider in the region; and nominated representatives from each of our subcontractors. Each affected member of staff will be invited to a one-to-one meeting with their designated Ingeus-Deloitte HR Manager to discuss their current details of employment, and give them the opportunity to ask questions about the TUPE process. Representatives will also be provided with information about our delivery model, job descriptions and locations of our operational sites. In each case, all transferees will be asked to specify their preferred role and location. Where there is a surplus of individuals with appropriate skills for a role than, we will conduct a fair and open selection process and offer unsuccessful candidates alternative roles (with appropriate retraining) and

6.2a (continued) investigate appropriate roles with our subcontractors. In addition, a PreStart Orientation will offer transferees the opportunity to visit an Ingeus-Deloitte site before their transfer. Post-transfer - Ingeus and Deloittes previous experience of large scale TUPE transfers and organisational change has demonstrated that change management is critical to the successful transfer of staff. All new staff will therefore attend formal training on our Service Delivery model, core delivery skills, Quality Standards and Performance Management approach. We will also Implement a Cultural Integration Programme, delivered over the first two months post-transfer, that has been designed to integrate all new transferees into Ingeus-Deloitte through a range of informal and formal social events including: welcome groups; peer group meetings; active mentoring programmes; and social evenings. Transferring staff will also be able to access a designated TUPE helpline and webpage to help address frequently asked questions and other common issues. How we will communicate with staff and work with existing employers We have developed a robust communications plan to ensure that affected staff are informed and consulted with at all stages of the process. This plan includes: Presentations to all members of staff within four weeks of contract award informing them of: their legal obligations and rights; the date of transfer; the consultation process; and measures it is envisaged the transferee will take. Non-affected staff members will be invited to attend the initial presentation we conduct with all potential transferees to ensure all those involved understand TUPE and its implications for colleagues; A commitment to communicating via trade union representatives as requested; A TUPE helpline and a dedicated Ingeus-Deloitte point of contact for all transferees to enable rapid responses to all queries; Formal fortnightly communications delivered via the Ingeus-Deloitte Consultation Group, including the distribution of meeting minutes to all affected members of staff; Working with existing employers by appointing elected representatives to the IngeusDeloitte Consultation Group, demonstrating our commitment to providing consistent messages to all affected and non-affected staff; and A TUPE Q&A log which will offer employees the opportunity to email queries to a dedicated email address, the answers to which will be sent to all elected representatives for further distribution. How we will monitor subcontractors compliance with TUPE requirements All subcontractors completed a Partnership Information Form which asked suppliers to set out their experience of handling TUPE transferees. We have followed this with a formal Risk Assessment. Ingeus-Deloitte has only agreed formal contracting arrangements with subcontractors that have confirmed they will adhere to TUPE regulations. In addition, all subcontracting prices have included an allowance for likely pension liabilities, estimated using information provided by DWP. Each subcontractor will be assisted by the Consultation Group in drawing up a TTP, against which progress will be reviewed by Ingeus-Deloittes HR Team and the Contract Management Team on a fortnightly basis. The TTP will include: how each subcontractor will consult with affected members of staff; their plans to meet the Code of Practice on Workforce Matters; and how they will engage with trade unions or other staff representatives in accordance with TUPE Regulations 5 and 6. In addition, Ingeus-Deloittes legal advisors will provide legal advice on TUPE to our supply chain. All members of our supply chain will also have access to the pension scheme(s) identified by our pension advisors (Capital Management Solutions) as being broadly comparable to those accessed by individuals transferring from public sector schemes. We will also share information we have been given by contracting authorities and/or incumbent providers about members of staff that are expected to fall under TUPE.

[6.2b] TUPE Managing the Transfer Please supply details of what lessons you and any of your Sub-contractors have learned from TUPE transfers and/or major organisational change which will influence how you would handle similar issues in the context of this Work Programme contract including details of how it influences how you would manage any transfer/change which may arise as a result of this Work Programme contract. Please describe what aspects of TUPE you consider will be relevant to this procurement. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to one side of A4.

6.2b To date, Ingeus and Deloitte have successfully managed the TUPE transfers of more than 1,600 staff across a variety of different contracts. We have used this experience, Deloittes expertise in managing major organisational change, and the experience of our Lead Providers, to design our TUPE processes for the Work Programme. Key lessons learned include: Consult early with all staff members on the scope of TUPE. TUPE consultations on Ingeus Flexible New Deal (FND) contract in south Scotland took too long, which led to potential transferees receiving mis-information. To ensure this does not happen on the Work Programme we will: liaise with affected organisations at the earliest opportunity; deliver presentations to affected staff; consult with Trade Union representatives (if appropriate); communicate on a regular basis with each elected employee representative to provide updates and answer queries; conduct one-to-one meetings with affected staff; undertake skills/job matching; and provide a pre-start Orientation day. Collaborate with the other incoming Prime to disseminate key messages. Upon notification of contract award (for FND in Leicestershire, Northamptonshire and Nottinghamshire) Ingeus collaborated with the other Prime to disseminate information to potential transferees. This ensured all transferees received consistent messages which facilitated a smooth transfer process. For the Work Programme, immediately following contract award, we will invite a representative from the other incoming Prime to attend our Consultation Group to agree clear messages to be disseminated to potential transferees. Ensure all transferees participate in a robust Cultural Integration Programme (CIP). After the large-scale TUPE transfer of 1,500 staff from Arthur Andersen to Deloitte, a comprehensive review identified cultural integration as the key success criterion. Recognising this, we have developed a robust Change Management Framework which incorporates structured communications, an integration strategy and evaluation mechanisms. Our CIP for the Work Programme will include: welcome events; peer group meetings; mentoring programmes; training in our systems and performance management processes and access to a designated TUPE helpline. Informal social events will also help new employees integrate in a less formal environment. The success of this approach is reflected through Ingeus FND employee feedback 100% of TUPE transferees wrote that they were satisfied with the information and support received throughout the process and more than 80% responded that they were extremely happy. Lead and support members of our supply chain through the TUPE process. Previous experience confirms the importance of providing advice and support to our subcontractors (in particular smaller organisations) throughout the TUPE process. For the Work Programme we will: co-ordinate the sharing of information between existing employers and our supply chain; obtain independent legal advice which can be used to produce common interpretations of TUPE legislation; manage the high-level process of consultation with affected members of staff; assist our subcontractors with the identification of appropriate pension schemes for incoming staff; and ensure that all of our subcontractors adhere to their legal obligations and relevant statements of practice. Other lessons learned include ensuring dedicated resource, governance and programme management processes are in place to manage large scale change. Relevant aspects of TUPE - Based on advice from our lawyers and Deloittes Pensions Practice, we consider that many aspects of TUPE will be relevant, notably: (i) potential TUPE transferees from existing providers where Ingeus wins contracts will need to be identified and conversely, employees transferring out will need to be identified, should Ingeus-Deloitte not win a Work Programme contract; (ii) the requirement to inform and consult must be met in full including employee liability information; (iii) there will be specific issues related to the transfer of employees from the public sector, including but not limited to, public sector terms and conditions, pension requirements for GAD certification and redundancy payment requirements.

PART 7:

STAKEHOLDER ENGAGEMENT]

[7.1] Local Stakeholders Please describe in detail how, in relation to this CPA you and your supply chain will engage with key local stakeholders including smaller and voluntary sector organisations 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 three sides of A4.

7.1 Ingeus-Deloittes Stakeholder Engagement Strategy (SES) for the East Midlands draws on Ingeus seven years local delivery experience. It has been drawn up in consultation with Deloittes Local Public Services Partner, [REDACTED], and incorporates the views of existing local stakeholders including the Skills Funding Agency, Connexions, Department of Health East Midlands, Derbyshire County Council, Derby City Council, Greater Nottingham Partnership, and Leicester City Strategy Pathfinder. Our strategy is to build up and develop dynamic and innovative relationships to improve our service offer and to work with local stakeholders to achieve shared objectives around work, skills and health. We already have a deep understanding of the local delivery landscape, and of shaping services to fit with local objectives. We will leverage existing relationships to create a strong regional network to ensure the Work Programme is underpinned by collaboration and joined-up working. Ingeus-Deloittes highly experienced Director for the Midlands (DM), [REDACTED], will lead on the execution and evolution of our strategy, with support from Deloittes regional practice and Ingeus-Deloittes Operations Managers in the region. Each of our Lead Providers will be involved in the ongoing design of our strategy and will be required to engage and work with stakeholders in their local area (it will be written into their contract as a KPI). The principle mechanisms for engaging stakeholders in the region have been incorporated into our strategy and are set out below: Regional Advisory Board This will consist of senior personnel from major stakeholders who will have an input into the ongoing design of our provision. The Advisory Board will meet on a quarterly basis to: consider performance and activity reports from IngeusDeloitte; provide updates on local service provision; share best practice of meeting delivery challenges based on stakeholders experiences of meeting local customer needs; and explore opportunities to join up services through co-location, matched funding and/or cross referral arrangements. Invitations to join the Board will be made to, amongst others, the Jobcentre Plus Director for Central England, the six LEPs and the CBI. Stakeholder Network This has been established to encourage engagement at a more local level and to facilitate regular communication between Ingeus-Deloitte and a wide range of local stakeholders. Membership of our Network has been promoted to our existing stakeholders and will be promoted to our supply chains local stakeholders following contract award. Members, including JCP, will be invited to attend quarterly forums at which they will be able to network and receive updates on Work Programme performance and details of our latest operational activities. They will also receive a quarterly newsletter featuring case studies from local providers and customer good news stories as examples of effective partnership working. Stakeholder Charter In order to identify organisations that are committed to supporting the aims of the Work Programme and working collaboratively with Ingeus-Deloitte to achieve them, we have invited key stakeholders in the region to sign up to our Stakeholder Charter. The document provides a clear statement of intent that outlines the ways in which we will work with stakeholders in this region to: address low skills and provide solutions to skills shortage vacancies; develop a culture of enterprise and entrepreneurism; join up health and employment outcomes to help customers improve their prospects in both; and work together to tackle transport and seasonal barriers to employment. Local stakeholders that have already signed up include the Greater Nottingham Partnership (GNP), Derbyshire Probation Trust, and Leicester City Council. Based on our experience, we have identified eight key local stakeholder groups and have set out below how Ingeus and our Lead Providers will work with each one: Jobcentre Plus [REDACTED]already works closely with two of the three JCP District Managers in the region and will engage with the District Manager for Derbyshire and [REDACTED], the new Director for Central England. [REDACTED]will work closely with them

7.1 (continued) to design an engagement strategy that will enable us to: provide a smooth transition for customers starting and completing the Work Programme; identify additional JCP provision that complements our delivery; share performance data effectively; and combine our employer partnerships to create more job opportunities for our customers. Ingeus delivery staff, and those of our Lead Providers, already liaise with frontline JCP staff on a regular basis to facilitate customer transitions and will continue to do so. Our Operations Managers, [REDACTED], will attend monthly Provider Engagement Meetings with JCP to maintain clear lines of communication, share information on new employment initiatives and local labour market changes, disseminate best practice and pre-empt any fluctuations in customer volumes. We will offer JCP the opportunity to locate delivery staff in our premises and will work from their premises if required. We will keep frontline JCP staff updated on our services and successes through quarterly newsletters. Local Enterprise Partnerships (LEPs) The six new LEPS will be key stakeholders as potential partners in co-commissioning provision and in promoting economic development. We will invite representatives from the LEPs to join our Advisory Board to understand their different priorities and identify practical ways of aligning our respective services. The Nottinghamshire and Derbyshire LEP has expressed an interest in cocommissioning services and is looking to build on the work we have already undertaken with the GNP). We worked closely with GNP and Nottingham City Council to design and deliver a specific package of employability support for the 2,000 council staff expected to be made redundant. To promote self-employment, a priority for a number of the LEPs, we will set aside a proportion of our Work Programme budget to invest in innovative pilot programmes and will work with the LEPs and the Chamber of Commerce to develop our Enterprise programme, through which we aim to assist 5% of Work Programme customers into self-employment. Local Authorities (LAs) Our relationships with the 45 LAs will be important in enabling us to align our delivery with local capacity and priorities and we will engage with each individually. Through our established and new relationships with county and local councils, we aim to: understand local customer needs, facilitate access to housing support, childcare information and benefits administration; share customer data; explore opportunities to co-commission and co-design new programmes; and create local delivery agreements with a council or group of councils such as co-locating. We already work closely with Nottinghamshire County Council to support customers with moderate to severe disabilities though their supported employment schemes, and have an agreement with Northampton Borough Council to co-locate services and conduct outreach in Northampton East, to ensure the particularly deprived areas of Weston Favell, Bellinge and Eckton Brook receive a targeted service. We will extend joint working with the local authorities in the region through community budget pilots in Lincolnshire and Leicestershire. These will tackle social problems through early intervention programmes for families with complex needs, and we will seek to provide additional services through the Work Programme to support these. Smaller and voluntary sector organisations We, and our Lead Providers, work with a wide variety of third sector organisations in the region. These play a vital role in supporting economic and community development and we will work closely with them as members of our supply chain and referral partners that provide complementary services. Over 59% of our proposed supply chain is not for profit, including Community Enterprise Derby, owned by Community Action Derby, and almost 30% of our Partner Network in the region is made up of small or VCS organisations At least one member of our Advisory Board will be from a third sector organisation and our national Third Sector Advisory Panel will advise us on issues such as capacity-building support, effective working between the private and third sector and how the third sector can deliver most value.

7.1 (continued) Health Providers Each of our Lead Providers (including Ingeus) has delivered employability services to local customers on a health benefit and has worked with a wide range of local health-focussed organisations such as Department for Health East Midlands, MIND and Action for Blind People, to develop a health offer that meets local needs. Based on our experience, we are aware that local health priorities include: targeting areas with high levels of IB/ESA claimants such as Mansfield and Lincoln and improving health (particularly mental health) in the workplace. To help achieve these aims we will work with health providers to deliver an embedded Health & Wellbeing service to all customers, before and after they enter employment, and to ensure customers with a health condition receive a joined up service. We will invite our health partners such as the NHS Leicester IAPT (Improving Access to Psychological Therapies) programme to work alongside our Accessible Community Expert (ACE) Network, at our delivery sites and we will seek to co-locate our services within our health partners premises, such as GP surgeries. We will also look to co-commission Fit for Work Services, if appropriate, to help people stay in, or return to, work more quickly after illness or when they develop a health condition. Our collaboration with Health Providers was recognised by Ofsted who noted Participants benefit from particularly successful partnerships with other agencies to support and manage their health conditions, especially for those with psychological conditions, hearing impairments or learning difficulties. Ofsted Inspection Report 2010 (Pathways to Work). Skills Partners Our knowledge of the skills landscape in this region is informed by Deloittes experience of working in partnership with local colleges, including New College Nottingham, to equip young people with the skills required by employers through delivery of its Employability Initiative. To design Vocational Routeways and training that will enable customers to gain new skills and progress in work, tackling low pay, no pay cycles (a key priority for the SFA), we have consulted with the New College Nottingham, New College Stamford and Chesterfield College and, as part of our commitment to regular open dialogue we will have at least one Employment and Skills Board on our Regional Advisory Board. As basic vocational skills have been identified as a major issue in parts of the region including coastal Lincolnshire and north Nottinghamshire, we have identified 18 skills partners with comprehensive employer links (including the Big Training Company) to deliver Vocational Routeways in growth industries including care, hospitality and retail. Housing Associations Deloitte and Ingeus have existing working relationships with numerous housing associations and social landlords in the region such as Framework Housing, Midland Heart, the Anchor and Nottingham Community Housing. We will work with these organisations to explore innovative housing solutions for our customers such as bonus equity schemes. Our objective is to make it easier for customers to find work and to provide incentives for customers to stay in employment. Subcontractors Ingeus already works with 13 subcontractors in Nottinghamshire, Leicestershire and Northamptonshire, and Ingeus-Deloitte has created a Partner Network of 64 rigorously-selected suppliers in the East Midlands. We will continue to engage with our local provider base through monthly newsletters providing subcontractor case studies, policy updates, Ingeus-Deloitte performance figures and forthcoming tender opportunities. Members will also be invited to regular networking events where they will be able to share best practice and contribute to our approach to delivery. In addition they will be able to access our online interactive Partner Network Portal. Via the Portal, front-line staff will be able to share best practice on how to motivate customers and the best sources of local job vacancies; Employer Account Managers will ensure that employer engagement activity is co-ordinated across the CPA to provide a single employer offer; and Managers will share details of strategic and delivery partnerships and best practice on performance management across our supply chain.

[7.2] Employers Please describe in detail how you and your supply chain will actively engage with employers to develop proposals that accurately reflect local needs and describe how you will work collaboratively with employers on an ongoing basis to secure job outcomes for customers attending the Work Programme in this CPA. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to three sides of A4.

7.2 Ingeus-Deloittes comprehensive Employer Engagement Strategy (EES) will enable us to build and develop relationships with employers in the East Midlands to deepen our insight into their needs, shape our services accordingly, and work with them to place customers into sustainable jobs. The Joint Venture is exceptionally well placed to do this, and to provide employers with a market-leading offer, owing to Ingeus eight years experience of working with hundreds of employers in the region and Deloittes relationships at senior management level with its large client base across the East Midlands and neighbouring regions. Our EES will also incorporate the experience of our Lead Providers in engaging effectively with local employers. These existing strong relationships will enable us to link customers to appropriate, sustainable jobs from day one of the Work Programme. Throughout the life of the contract we will explore job opportunities with employers in growth sectors which currently include logistics, retail, healthcare and food processing. Core features of the EES include: A co-ordinated approach to employer engagement in partnership with JCP and our supply chain to provide employers with a joined-up service; The Employer Network provides employers with free, professional recruitment services, economic updates provided by Deloittes Chief Economist and regular consultation forums to help develop proposals that meet local needs; Tailored training packages to provide customers with skills that local employers require; Market leading in-work support offer to enhance employers job retention rates and provide sustainable employment for our customers; and SME Business Mentoring Scheme local Deloitte staff volunteers will provide business advice and mentoring to SMEs located in areas of deprivation. Ingeus-Deloittes Head of Employer Partnerships (HEP) for the Midlands, [REDACTED], will develop and implement our EES across our supply chain to ensure that we provide a joined-up offer to employers and share expertise. The HEP will also liaise with JCP employer engagement teams to ensure our engagement activity is aligned. Our HEP will manage a regional Employer Services Team (EST) consisting of eight Account Managers, four of whom are already in post that will support employers within specific sectors. Ingeus East Midlands Employer Services Team has established relationships with an extensive network of key local employers including Wilkinsons, Boots, Sodexo, Sainsburys, and Virgin Active. Our growing EST reputation has recently resulted in a partnership to provide apprenticeships at Boots Analytical Services. Each of our Lead Providers has an established EST and will build on existing employer links in their delivery areas. To ensure employers have access to a wide pool of suitable candidates, all vacancies sourced by Ingeus-Deloitte or a member of our supply chain will be shared on our industry-leading database, ADAPT, which is used by 90% of the worlds leading recruitment companies. Our local EST will be supported by: Ingeus National EST - responsible for brokering relationships at a national level with large employers and using them to develop vacancies for our regional teams. They have national accounts with more than 100 employers including the Co-operative, Tesco and Sodexo who all have a significant presence in the region and First Group who plan to recruit more than 5,000 staff in 2011. Deloittes East Midlands Practice - auditor to 20 of the biggest companies headquartered in the East Midlands, including Travis Perkins (Northampton) and Office Depot (Leicester), with relationships with SMEs and over 60 business support providers. Deloitte, which is already engaging with employers to support our Work Programme delivery, has previously worked with employers and FE colleges to design and deliver a course that provides people with the skills, attitudes and behaviour required to secure and sustain employment. This course is currently being delivered by three colleges in the region and will be an additional benefit for employers on the Employer Network.

Engaging with employers to develop local proposals Our EES outlines frequent engagement activities with employers to help us develop proposals that meet their needs and generate opportunities for our customers including: Employer Network During seven years of welfare-to-work delivery in the East Midlands, Ingeus has developed relationships with an extensive network of employers. To grow this Network, we will target the employers most likely to create sustainable jobs in the next five years - Ingeus and Deloitte teams in the region have identified that these include agri-food, logistics and distribution, call centres, tourism, and construction. Our Employer Services Teams and Deloittes local Practice will promote the benefits of joining our Employer Network which include: regionally hosted networking events held in Deloitte offices across the region; access to Deloittes industry seminars; free training on issues such as staff retention and workforce development; access to our Invisage employer portal, which includes e-training modules and the opportunity to advertise vacancies; and free subscription to Deloittes Insights Service which includes regular economic updates. Deloitte is already actively engaging with employers to add to Ingeus relationships. For example, [REDACTED] , a major logistics firm based in Alfreton, and, [REDACTED], have each expressed an interest in working with Ingeus-Deloitte to recruit staff. Consultations at quarterly network forums will ensure we understand which organisations are planning to recruit in the near future; how our service to employers could be improved; and any local skills shortages they have identified. Employers will also have opportunities to provide us with feedback on our service through a designated Account Manager and an annual employer survey. Strategic Bodies We will consult with employer representative organisations as a means of understanding the views of a wide range of employers. This will be achieved through existing relationships such as Ingeus partnership with Derbyshire and Nottinghamshire Chamber of Commerce and Deloittes membership of Derbyshire and Nottinghamshire Chambers of Commerce and CBI. Our Director for the Midlands will be responsible for identifying similar relationships among our supply chain and developing new links to ensure broad consultation. Our Advisory Board for the East Midlands will consist of senior representatives from local stakeholders, and will advise Ingeus-Deloitte to ensure that our delivery incorporates local requirements. In turn, we will sit on relevant boards and have been invited by Lincolnshire County Council to sit on their Employment and Skills Board and Employability steering groups if we win an East Midlands Work Programme contract. Ingeus-Deloitte has used its combined experience and the findings from our consultations to design a comprehensvie employer services offer which includes: 1. Vocational Routeways Customised Routeways will address specific skills shortages and develop opportunities in growth sectors. These will be developed in partnership with the Employer Network and will include vocational training delivered by our local skills providers. For example, Chesterfield College will provide Routeways in growth sectors of logistics and construction. The design of Routeways will draw on Deloittes experience of delivering employability courses from New College Stamford and New College Nottingham, consultation with [REDACTED] from Skillsmart Retail (the retail sector skills council), and Ingeus experience of running training courses for employers such as Wilkinsons and Travelodge. 2. Rapid response Employers who inform us that they are expanding will be offered a rapid response service to provide them with suitable candidates at short notice. We will undertake bulk CV sifting, screening activity and training for large numbers of customers within appropriate timeframes. This approach will be particularly relevant when new developments emerge such as the Grosvenor Centre and Greyfriars redevelopment in Northampton. Our approach has proven successful with a number of employers including

7.2 (continued) Tesco, with whom we worked to resource their new store in Bulwell. We recruited 11 candidates in time for store opening 15% of the overall workforce. 3. Tailored offer for SMEs: SMEs are critical to the growth of the local and national economy. Over 75% of Ingeus job outcomes are with an SME, and 90% of local businesses fall within this category. Our consultation activity indicates that the top three things SMEs would like support with are promoting online vacancy advertisements, being able to access personal support with HR issues when required, and help with CV sifting. We have incorporated specific interventions for local SMEs into our EES such as Deloitte volunteers who will provide periodic advice to support expansion. Working collaboratively with employers to secure sustainable job outcomes Employers will be able to access a wide range of services that will meet their recruitment needs and therefore secure job outcomes for our customers. They will be able to choose from a menu of options including: i. A professional, responsive and free recruitment service Any employer who contacts us can expect to be allocated a designated Account Manager, who specialises in their particular sector, within 24 hours. Employer vacancies will be immediately promoted to customers across our supply chain through our online portal Invisage, and employers can expect a suitable shortlist of candidates within 72 hours. The Account Manager will be the employers consistent point of contact and will support all recruitment activity. The speed and flexibility of our service is designed to make Ingeus-Deloitte the recruitment provider of choice and give our customers priority access to vacancies. ii. Funded training Building on key regional priorities (as outlined in the Regional Economic Strategy for the East Midlands) to develop adult workforce skills (Pathways for Learning) and matching skills provision to employer demand, we will work with employers to fund pre-work and in-work qualifications and Routeways in growth areas. We have already met with the sector skills councils for the retail and energy sectors to make sure that the training we offer is in line with industry best practice and employer requirements. iii. Employer Portal Network members can access our portal through Invisage, our interactive online resource. This will enable them to: upload job specifications and podcasts; register vacancies and track progress; use skills matching and candidate sifting software; access local labour market analysis; download advice on issues such as reducing absenteeism; and undertake e-training modules. It will also include links to useful local labour market resources such as thisisbusiness-eastmidlands.co.uk and the six relevant Local Enterprise Partnership websites, as well as access to Deloittes research and insight resources. iv. Workplace support, including Health & Wellbeing Employers will be offered a free in-work support service to enhance their staff retention and support sustainable outcomes for our customers. Our Account Managers will work with the employer and customer to: resolve issues in adapting to the new workplace; identify training to address skills gaps; and source Access to Work funding for customers with disabilities. For example when we recently placed 30 Ingeus customers at Royal Mails London office, we placed an Ingeus Account Manager there one day a week to provide support such as three-way reviews and advice on in-work benefits. This resulted in a 100% sustainability rate for Ingeus customers. To support the wellbeing of customers we place into work, we also have a suite of training materials (developed through our delivery of Fit for Work in Nottingham), to support management teams in identifying and responding to the signs of stress. These will be made available to all employers. v. Creating opportunities for the hardest to help We will help employers to adapt their recruitment and work place practices to make them more accessible for underrepresented groups such as people with disabilities, lone parents or people from ethnic minority groups. We provided this service to Ocado, who we helped to develop flexible working practices that helped attract more women into their delivery driver roles.

PART 8: CONTRACT PERFORMANCE

[8.1] Performance Job Outcomes Using worksheet C. Outcome Volumes provided in the Pricing Proposal document, please detail your expected performance in this CPA and provide comment on how this compares to the national benchmark levels detailed at paragraph A4.18 of the Work Programme Specification. Your response must address individual customer groups separately and differentiate between job starts/outcomes and sustained job outcomes. Please note your response to this question shall not be scored but will be used to inform the evaluation of your response to question 8.1a Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two sides of A4.

8.1 The table below outlines Ingeus-Deloittes performance offer represented as percentage conversion rates of job outcomes in the year, compared to referrals in the same year. It also illustrates the percentage point uplift that this represents against DWPs minimum performance expectations for core customer groups (ESA flow, JSA 18-24 and JSA 25+) and against the illustrative figures (plus10%) provided by DWP for all other customer groups (excluding IB/IS). As highlighted in the table, our performance offer is above these minimum performance levels for each year of the contract for each customer group. Year 1 5.52% 0.02 5.51% 0.01 6.31% 0.81 8.24% 2.74 3.28% 1.08 2.37% 1.27 11.16% 0.16 Year 2 33.02% 0.02 31.91% 4.41 17.15% 0.65 29.34% 12.84 14.55% 3.55 9.40% 3.90 30.82% 3.32 Year 3 45.92% 1.92 40.79% 7.79 20.62% 4.12 36.90% 14.90 20.10% 9.10 13.12% 7.71 46.77% 2.77 Year 4 45.10% 1.10 41.26% 8.26 21.11% 4.61 37.26% 15.26 61.95% 17.95 31.66% 15.16 77.07% 0.07 Year 5 46.21% 2.21 40.69% 7.69 21.17% 4.67 37.21% 15.21 18.52% 2.02 163.34% 64.34 56.87% 1.87 Year 6 36.46% 3.46 31.78% 4.28 14.75% 3.75 25.35% 14.35 1.94% 0.84 28.84% 12.34 31.65% 4.15 Year 7 11.99% 0.99 9.19% 3.69 3.79% -1.71 5.71% 3.51 0.00 1.72% 0.62 10.57% 5.07

JSA 18-24 % uplift JSA 25+ % uplift ESA Flow % uplift JSA early access % uplift JSA ex-IB % uplift ESA ex-IB % uplift ESA volunteers % uplift

These performance figures were produced using a model constructed exclusively for the Work Programme, but drawing on Ingeus experience of modelling performance on 40 welfare-to-work programmes. The model is built around cohorts of customers who are identified according to the month they start the programme and the customer group to which they belong. A conversion rate (from referrals to jobs) has been identified for each cohort along with the length of time it will, on average, take them to find work. The table below outlines the average number of sustained payments that we expect to be able to claim for each customer who qualifies for a job outcome payment. These figures build on the job outcome table outlined above and include assumptions about the sustainability of first jobs and an assessment of our ability to help people re-enter employment if they fall out. Customer group JSA 18-24 JSA 25+ JSA early access JSA ex-IB ESA volunteers ESA flow ESA ex-IB Average number of weeks qualifying for sustainment payments (per job outcome) 43.6 43.2 58.8 57.6 59.2 58 70

8.1 (Continued) Income Support and Incapacity Benefit customers The table below outlines Ingeus-Deloittes performance offer for customers claiming Incapacity Benefit (IB) or Income Support (IS), who will be referred under the European Social Fund element. Our offer is represented as a percentage conversion rate from referrals to job outcomes (as defined in the specification). Included in the table is the percentage point uplift that this represents when compared to the non-intervention level for ESA volunteer customers. This group has been used as a benchmark as it most closely resembles the IB/IS group both groups participate on a voluntary basis and both are expected to feature significant proportions of customers with complex barriers to work. The information in the table highlights that we will be achieving a significant uplift which demonstrates our commitment to achieving a step change in performance. Year 1 Income support and Incapacity Benefit % uplift 7.2% 3.8% Year 2 37.2% 9.7% Year 3 83.7% 39.7%

Our performance offer for sustained outcomes (outlined in the table above) for IB/IS customers represents an average of 9.12 sustained payments claimed for each customer. This represents an average of 49.48 weeks in employment (including 13 weeks job outcome qualifying period) per customer who starts work. The performance offer for IB/IS customers has been developed using the same proven modelling techniques used for the other seven customer groups as well as the unique characteristics of this customer group. A full explanation of the rationale for our performance offer can be found in the answer to question 8.1a. Customer group IB/IS Average number of weeks qualifying for sustainment payments (per job outcome) 36.48

[8.1a] Performance - Rationale Please provide your rationale for your expected Job Outcome Performance levels, by individual customer groups as detailed in 8.1. Explain the activities and support that will be introduced to help secure the achievement of these performance levels together with any other best practice evidence to support your proposed performance. Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to four sides of A4.

8.1a The Ingeus-Deloitte Joint Venture provides a new and unique combination of expertise to deliver an uplift in performance through The Work Programme. It combines Ingeus experience of helping more than 150,000 unemployed people into work in seven countries, with Deloittes expertise in employer services, supply chain management, programme management and continuous improvement. Our performance offer and our pioneering Every Day Counts delivery model reflect our commitment to achieving a step change in performance. They are informed by in-depth analysis and research undertaken over the past 12 months including: An assessment of the key features of the Work Programme specification that will enable an improvement in performance; A six month Operational Model Design and Innovation (OMDI) project undertaken with over 200 frontline delivery staff and Deloittes Operations Excellence Team to identify the most effective methodologies in our current operations; Analysis of performance on existing UK welfare-to-work contracts; Detailed labour market reports undertaken by Deloitte economists in partnership with Oxford Economics, a leading global forecasting practice; Analysis of the features of high performing international employment programmes; An assessment of the performance uplift we can expect to achieve through our systems of continuous improvement and innovation. The results of this analysis indicate that a significant uplift in performance (against DWPs baseline figures) can be achieved in the following three ways: (i) utilising performanceenabling features of the Work Programme specification; (ii) identifying best practice methodologies and implementing them consistently; and (iii) adopting market-leading methods of continuous improvement that will drive ongoing innovation and performance improvement throughout the lifetime of the contract. How the Work Programme design will enable higher levels of performance We have identified four elements of the Work Programme specification which we will leverage to achieve strong performance. Firstly, JSA customers aged 18-24 and those facing particular disadvantage will be referred to the Work Programme earlier than has been the case on other provision. Our analysis of JSA off-flow rates and performance on current programmes, such as Employment Zones and FND, demonstrate that customers are on average 10% more likely to find work when referred early. Secondly, we expect a 15% performance uplift as a result of the increase in the maximum length of the customer journey to two years. Thirdly, the ESA ex-IB and ESA flow customer groups will be closer to work than those currently referred to Pathways to Work as they have been identified as likely to be fit for work within three to six months. We expect that this will increase conversion ratios by 20% when compared to existing provision. Finally, increased maximum revenues of up to 14,000 for some customer groups will enable us to target the highest levels of investment in those who are hardest to help. In addition to these programme design elements, we have identified ten features of our Every Day Counts model that will drive performance improvement. Each feature combines proven methodologies with new innovations for the Work Programme. We have identified the proportion of our overall uplift that we expect each to contribute (included in brackets and expressed as a percentage). Best practice and innovation - all customer groups Sequential delivery (14%): Evidence from Ingeus New Deal (ND) and FND contracts in the UK demonstrates that segmented delivery models (those with stages and clear transition points for customers), achieve on average, 15% higher performance than those with no changes of activity. We identified spikes in performance immediately before customers finish one module and within the first few weeks of the next. This is due to the

8.1a (continued) additional momentum that is created when customers commence and finish activities. Our Every Day Counts model therefore features four sequential stages, separated by Review & Refresh appointments to provide constant pace and purpose. A market leading employer offer (20%): Since 2007, Ingeus has supported over 20,000 customers into vacancies sourced by our Employer Services Team. We provide every employer who recruits our customers with tailored packages of support for major through to micro businesses with a promise that we will help to generate savings off their bottom line. Our Employer Services function has enabled us to achieve a 22% uplift in outcomes across all our sites. This offer has been enhanced for the Work Programme to include the following innovations: a market-leading job matching I.T. system - ADAPT; the extensive employer contacts provided by Deloittes Practice for the East Midlands; a unique business support offer for SMEs; and the Employer Network which will facilitate consultation with employers and drive continuous improvement of our employer offer. The Careers Academy and Rapid Response service (16%): Ingeus Centre for Policy and Research conducted a sustainability survey using over 100,000 customer records, customer focus groups and interviews with frontline Advisors. It identified that for 81% of sustainable outcomes the following conditions existed: the right job fit and pay; personalised support in managing the transition back to work; and appropriate customer attitudes and behaviour. They also found that specialist in-work Advisors help achieve sustainability rates of over 85%, compared to 75%, when generalist Advisors are used. The Ingeus-Deloitte Careers Academy will build on the findings of this research by providing an enhanced package of in-work support which focuses on developing customers in-work skills and supporting them through the transition from benefits to employment. Our new Rapid Response service will immediately target any customer who is in danger of, or who has already, fallen out of work to find an alternative, thereby further increasing sustainable outcomes. We also recognise that certain customers may have a portfolio or succession of jobs reflecting seasonal conditions and availability in local markets. Managing this will be a key part of our approach to achieving sustained outcomes with these groups. The ACE Network (15%): Our innovative Accessible Community Expert Network will provide specialist support and targeted interventions for customers who are hardest-tohelp. They will work from the same sites as our Employment Advisors to provide a joined up and holistic service and provide advice on key issues that customers face including debt, substance misuse and homelessness. This will enable us to provide targeted investment to customers with the most severe barriers (particularly the JSA Early Access and ex-IB customer groups) into employment. Responding to local needs (15%): Evidence from Ingeus existing delivery indicates that performance is highest when our delivery is joined up with other local provision. For example, performance on our City and East London Pathways to Work programme increased after we developed referral relationships with the local Improving Access to Psychological Therapies programme and the introduction of our Working English programme which was run in partnership with Tower Hamlets Primary Care Trust. We have therefore developed a pioneering approach to stakeholder engagement which includes a Regional Advisory Board and Stakeholder Network to encourage joined-up delivery. Best practice and innovation - Jobseekers Allowance customers Intensive activity (8% JSA customers): Ingeus delivery experience has demonstrated the importance of high levels of activity from day one. Analysis of our FND contracts highlighted a 20% increase in conversion rates for customers who attended most frequently in the first month of the programme. Every Day Counts therefore incorporates intensive levels of activity within each core stage and from day one.

8.1a (continued) Increasing conditionality 7% JSA customers): Cohort analysis of FND customers highlights that increasing levels of mandatory activity, such as the MWRA, helps to boost job outcomes by up to 5% within each three month stage when compared to similar programmes such as Employment Zones (EZs) which feature less structured activity. Our Work Programme delivery will include increasing levels of mandatory activity for JSA customers, culminating in mandatory full-time six month work placements for those who have been on the programme for more than a year without finding work. Structured activity for young people (5% JSA customers): 18-24 year old JSA customers on our New Deal and Community Task Force (CTF) programmes have job outcome rates 70% higher than the same customer group on our EZ contracts. Our analysis suggests that this differential can be attributed to the fact that younger customers respond more positively to structured and group based activity. New Deal incorporates two week Gateway to Work programme and CTF provides a three month mandatory work placement. Additionally, our Suburbs of Hope contract in France provides training and employment support to over 10,500 16 to 25 year olds, 61% of whom enter employment against a national average of 39% on similar programmes. Young people accessing our Work Programme delivery will be able to choose from a range of options designed around their needs including: work placements to help customers understand the requirements of different jobs; and Step Ahead, a two-week engagement and goal setting course. Best practice and innovation - Employment Support Allowance customers Effective engagement (8% ESA customers): Our six Pathways to Work and two NDDP contracts have supported over 19,000 ESA and IB customers into employment. This experience has shown us that effective initial engagement is essential. Many IB and ESA customers do not initially feel able to look for work, and as such need to be carefully supported to make the transition to job seeking activity. The introduction of a dedicated Customer Engagement Advisor role for this purpose, on our Pathways contracts helped increase our conversion rates of starts to jobs by 77%. The Steps to Work module in our delivery model, builds on this experience by offering a intensive one-to-one support and innovative new group activities to help customers engage in looking for work. Integrated health and employability services (12%): Ingeus runs two of the top four performing Pathways contracts (out of 34) in the UK and our in-house health services, consisting of embedded Psychologists and Physiotherapists, are critical to supporting ESA customers into employment. Every Work Programme delivery site will feature an updated Health & Wellbeing service which includes proven interventions (e.g. Healthy Eating and Dealing with Stress workshops) as well as new features including a range of on-line resources through our online customer portal Invisage. Innovations that will drive continuous improvement - In addition we have developed a pioneering approach to continuous improvement that will enable us to drive efficiencies and performance improvement throughout the lifetime of the contract. Key features are: Advanced analytics: Our bespoke Osiris data analytics software will track the effectiveness of each type of intervention for each customer group. This will assist Advisors in identifying the most appropriate intervention for each customer. It will also enable our managers to evolve and improve our service delivery. Supply chain optimisation: Deloittes Supply Chain Practice will utilise methodologies used to enhance the performance of over 100 complex supply chains, including that of the London 2012 Olympic Games, to optimise the performance of our Work Programme subcontractors. This includes adopting our proven QPARM approach which looks at quality, performance, assurance, responsiveness and management. Continuous Improvement Team (CIT): Our CIT is tasked with key performance improvement activity. CIT will conduct monthly balanced score card analysis to identify

8.1a (continued) underperforming customer groups and will routinely collect evidence on the efficacy of particular interventions. Our Innovation Team will manage a fund to pilot innovative projects that pioneer new, more effective ways of working. Customers claiming Income Support (IS) and Incapacity Benefit (IB) Our performance offer for this customer group draws on the analysis outlined above, and has been updated to take into account specific considerations that apply to this group: performance with IB and IS customers on existing welfare-to-work programmes; core elements of our Every Day Counts model that will benefit this customer group; and tailored features of our model that have been designed for these customers. The resulting performance offer, in common with those for other groups, reflects our commitment to achieving levels of performance which are higher than DWPs minimum expectations. Elements of our Every Day Counts Model of most benefit to IB and IS customers are: the ACE Network of specialist providers; the focus on engagement offered through our Steps to Work module; targeted outreach; and our integrated Health & Wellbeing service. Each of these elements is designed for customers with significant barriers to work, including health. They will thus be suitable for IB and IS claimants, many of whom have been out of work for a considerable period of time. Our performance offer is also supported by the following features, specifically designed to meet the needs of this customer group: Effective outreach Many of the customers in this group have been out of work for a considerable period of time and do not engage with mainstream employment services. For example, the average length of a claim for IB is more than eight years, and after two years on the benefit, they are more likely to die or retire than find work. Our experience of delivering voluntary programmes for hardest to help groups (e.g. DWP ESF contracts in London and Working Neighbourhoods Fund programmes in Birmingham) indicates that the most successful method of engagement is community-based outreach. For example our outreach programme for the London Development Agency successfully engaged 1,000 economically inactive customers from many of the most deprived parts of London and exceeded our performance targets for BME and Lone Parent customers. We will therefore employ Outreach Advisors to develop partnerships with local support services that already work with the target customer groups. Through these links our Outreach Advisors will promote the benefits of returning to work directly to customers and encourage them to join our programme. Across the East Midlands we already work closely with a range of outreach partners including GP surgeries, childrens centres, community mental health teams and social services. Specialist support 22% of all lone parents in the UK are unemployed but say they want to work (Labour Force Survey, ONS 2010), with most citing their lack of knowledge about affordable childcare as a major barrier. A similar situation exists for carers who are often unsure of the financial and practical support available to them. We will therefore establish links with family information services and social service departments for each local authority in the CPA to ensure customers have the support they need to return to work. Promoting flexible working Research by the Ingeus Centre for Policy Research, the Princess Royal Trust for Carers and the Employers Forum on Disabilities indicates that lone parents, carers and people with disabilities are more likely to return to work if flexible working options are available. This will also apply to customers who are in education and claiming IS. Our Employer Services team will therefore work with employers to demonstrate the business case for offering flexible working. We successfully adopted this approach when working with Ocado who initiated flexible shift patterns for driver roles to encourage a more diverse workforce. This resulted in an increase in the number of women they employed and a reduction in their staff turnover rates.

PART 9:

IMPLEMENTATION

NOTE: MINIMUM SCORE APPLIES TO ALL QUESTIONS WITHIN THIS SECTION. BIDS SCORING 2 OR LESS ON ANY QUESTION WITHIN THIS SECTION WILL BE REMOVED FROM THE COMPETITION. PLEASE NOTE SCORES ATTAINED IN THIS SECTION MAY ALSO BE USED IN A TIE-BREAK SITUATION WHERE APPROPRIATE.

[9.1] Implementation Plan Please provide:

an Implementation Plan for the Work Programme 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 6), 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 will 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 Work Programme contracts and how these shall be mitigated.

Insert your response in the pre-set, shaded space of the following pages. Your response MUST be limited to two sides of A4. Note: Format requirement and page limit does not apply to the Gantt chart which you must insert as Annex 6.

9.1 Ingeus-Deloittes 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 Ingeus through the successful implementation of two FND contracts (including one in the East Midlands); the ability to call on resources from Deloittes 100 strong Programme Leadership Practice, with its experience of supporting major programmes such as the restructuring of Leicestershire Council; and the existing infrastructure of Ingeus-Deloitte and our supply chain who have 53 delivery sites and employ more than 500 staff in the East Midlands between them. Implementation Plan, structure and governance Our Implementation Plan, shown in the Gantt chart at Annex 6, was drawn up by our Programme Management Office (PMO), with input and assurance from Deloittes Programme Leadership Practice. It has been assessed as viable by senior operational staff and each of our corporate heads and endorsed by the Directors of the Joint Venture. It is designed for us to commence delivery of the Work Programme on 01 June 2011 and capitalises on the existing infrastructure of Ingeus-Deloitte, TNG, Papworth Trust and Intraining who all deliver FND in the area. The Plan is based on the following key dependencies: supplier guidance issued 31st March; announcement of preferred bidder status 15th April; and contract award 6th May. It is structured around operational, functional and change management workstreams, grouped into two major phases: Preparation (ID 2 - 106 on the Gantt) and Implementation (ID 116 - 744 on the Gantt). Preparation activities are those that will be undertaken prior to announcement of preferred bidder status to enable swift implementation and include I.T. systems design, property searches and advertising job vacancies through our recruitment partners Alexander Mann Solutions (AMS). Implementation activities include those that will be undertaken upon notification of preferred bidder status e.g. negotiating heads of terms on properties and finalising terms with subcontractors, and those that will be dependent on contract signing such as issuing formal job offers and signing contracts with subcontractors. Implementation of all Ingeus-Deloitte Work Programme contracts will be led by our Programme Director, [REDACTED], who will chair a Programme Board made up of all departmental heads, Chief Operating Officer and Ingeus CEO. We have designed our Implementation Plan in anticipation of multiple contract awards: implementation activity across different regions will be managed by a centralised Implementation Team (led by[REDACTED]) and local activities, including the engagement of key stakeholders and employers will be project led by our Director for the Midlands, [REDACTED]which support from our Project Manager for the Midlands, [REDACTED]. This structure is key to implementing in multiple CPAs in parallel and will enable [REDACTED] to assure local progress. It will also enable the Programme Board to have a broad understanding of progress and interdependencies and to be able to quickly resolve issues across all CPAs or within the East Midlands. The critical path is shown in red on the Gantt chart and is predicated on the dates for preferred bidder status, issuing of provider guidance and contract signing being met. The path runs through recruitment activity for members of staff required on the first day of delivery, and then moves through mobilisation of our subcontractors. Key Risks Subcontractors (Task ID 84-97 Preparation and 322-371 and 503-539 Implementation) Risk That one or more of our Lead Providers (TNG, Intraining, Papworth Trust and Juniper Training) are not ready to deliver on time. Mitigations We have made substantive checks on each Lead Provider in the region each has existing staff, premises and stakeholder relationships, requires little recruitment

9.1 (continued) activity and has a record of implementing new contracts on time. Contingencies Commit additional Ingeus-Deloitte resources to support subcontractor implementation; replace the subcontractor with another member of our Partner Network (we have identified contingency providers to cover each Lead Provider); deliver the provision ourselves; or adjust customer flows to other subcontractors. Premises/ fit out (Task ID 58-74 Preparation and 247-253 & 402-431 Implementation) Risk That premises are not ready by contract commencement. Mitigations 22 of our 24 delivery sites are already open and used for similar purposes. The only new sites are in Derby and Chesterfield. Suitable premises have already been identified by our Property and Facilities Team which has a track record of opening fully fitted out offices to tight timeframes, including 12 offices in less than three months for FND delivery. The team will be supported by our property consultants, Drivers Jonas Deloitte. Contingencies We have agreements in-principle with all members of our supply chain, and a number of stakeholders, to use their premises (providing coverage across the whole region) if necessary. The Property and Facilities Team retains a database of local, suitable, serviced offices which staff can operate from at two weeks notice. Human Resources (Task ID 75-83 Preparation and 254-321 & 432-502 Implementation) Risk That insufficient, high-calibre, trained staff are ready for day one of delivery. Mitigations Ingeus-Deloitte and our four Lead Providers already employ more than 200 staff on FND and Pathways to Work (contracts which the Work Programme replaces) in the East Midlands and therefore have sufficient staff in place for day one delivery. This will be supported by Ingeus-Deloittes HR Team that has led significant recruitment projects, including sourcing 270 staff for six Pathways to Work contracts, and managing TUPE transfers from over ten organisations; and dedicated support from AMS, a recruitment outsourcing company which recruits more than 50,000 people every year and are already identifying a pool of suitable candidates. Contingencies Second additional staff from Deloittes Practice (we have already successfully seconded Deloitte staff into frontline operational roles). We will also be able to utilise our existing relationships with recruitment agencies such as Crone Corkhill and Hays to provide temporary staff at short notice. IT (Task ID 45-57 Preparation and 199-246 & 378-401 Implementation) Risk That adequate IT infrastructure is not in place due to delay in installation/delivery of equipment or failure to meet IT security requirements. 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. They will be supplemented by experts from Deloittes 1,000 strong Technology Practice. Contingencies ADSL with hub, mobile phones for staff and encrypted laptops with 3G wireless Internet connections can all be installed temporarily at short notice. Winning multiple Work Programme contracts Risk That delivery and leadership resources are stretched too thinly to address implementation issues as they arise. Mitigation The Ingeus-Deloitte Joint Venture has been formed to deliver multiple Work Programme contracts. Our Implementation Plans have been designed as an integrated Programme and we have the resource, expertise and financial capacity to fully implement and deliver any combination of contracts on time. To mitigate the risks associated with winning multiple contracts, we can draw on Deloittes considerable resources in supply chain management, programme management and property services at short notice. We will be able to deploy resources from specialist practices within 48 hours as and when required. Further mitigation strategies include: a well structured Governance model with identified leads for each CPA and each functional area; an experienced Programme Director with support from Deloittes Programme Leadership Capability; and a Programme Board of the most senior members of Ingeus-Deloitte to make clear, rapid decisions.

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 organisations or your Sub-contractors ability to deliver existing and recently won contracts as well as other contracts you are bidding for. in detail your contingency plan for maintaining the entire scope of your proposal within your bid should members of your supply chain withdraw prior to commencement of delivery of this contract.

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

9.2 Implementing multiple Work Programme contracts whilst maintaining performance on other provision The Ingeus-Deloitte joint venture is a key part of the business strategies of both Ingeus Ltd. and Deloitte LLP, reflected in the fact that the Managing Director of Ingeus and the Chief Executive of Deloitte both sit on the Joint Venture Board. 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. In planning for growth, Deloittes Organisation Design Practice has conducted a review of all governance structures, resource requirements and departmental capabilities to ensure they are equipped to manage the planned growth. We have also identified four key areas of focus that will enable us to implement multiple Work Programme contracts while maintaining and improving performance on other provision: Clear governance structures - Each Work Programme contract will have its own Implementation Plan which will be managed by a Project Manager for each region (in this case the Director for the Midlands) 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. He will chair a fortnightly 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. Implementation activities will be conducted by staff from corporate support functions and practitioners from Deloittes Programme Leadership Practice. 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 by 15% at the same time as implementing two FND contracts. Responsive resourcing - To manage the spike in resources required to implement multiple contracts (without impacting on existing provision) we will draw on the substantial resources of Deloittes Supply Chain, Programme Leadership, I.T. and Human Capital Practices. Deloitte has 1,700 practitioners in these fields, approximately 25% of whom are available for new assignments at any one time. They can be deployed within 48 hours to support our implementation. Deloittes Regional Practice is located in Nottingham and is able to provide additional project management and supply chain support when required. This will enable us to resource the implementation of multiple Work Programme contracts without having to draw on staff from existing contracts thereby mitigating the impact on our existing programmes. Existing infrastructure - Implementation of the Work Programme in the East Midlands will build on Ingeus existing infrastructure of more than 120 members of staff and six offices. To implement the Work Programme in full and time in the East Midlands, IngeusDeloitte will only need to open two new premises and does not envisage needing to recruit new staff. This will limit the impact of implementation activity on existing contracts. Supply chain capacity - Our supply chain for the East Midlands has been designed to mitigate any adverse impact of winning multiple contracts. Each of our four Lead Providers is currently delivering in the region and will be able to draw on resources from contracts that will be replaced by the Work Programme (FND for TNG, Intraining and Papworth Trust), enabling them to transfer staff directly across rather than drawing on other contracts and utilise existing premises.

9.2 Maintaining our supply chain in the event of subcontractor withdrawal Ingeus-Deloitte 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 of expertise including job brokerage, skills provision, substance misuse support and specialist mental health services. This deep pool of preferred suppliers can be mobilised at short notice and provide a robust set of contingencies in the event of any subcontractor withdrawing. Our supply chain for the Work Programme 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 the Work Programme. These steps were taken to limit the likelihood of their withdrawal prior to contract commencement. However, we have planned for this possibility, in particular by focusing on our four Lead Providers Juniper Training, TNG, Intraining and Papworth Trust. They will provide approximately 44% of our Work Programme delivery between them and therefore represent the greatest risk to continuity of service. Should they withdraw, Ingeus-Deloittes 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 subcontractor withdrawal through the following range of contingency options: Negotiate with the withdrawing subcontractor - 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 additional support from our HR Team in managing TUPE transfers, or 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. For example, In the highly unlikely event that TNG withdraws, Papworth Trust will take over TNGs role in the south of the county and Ingeus-Deloitte will cover the remaining areas. In each case, in-principle agreements have been signed by proposed contingency providers. Introduction of a new subcontractor - Our Partner Network comprises 64 pre-selected members across the East Midlands who offer a diverse pool of resource that can be accessed at short notice. Members of the Network will be invited to submit immediate proposals which will be assessed by our Head of Partnership Development to identify any viable solutions. Several members of the Partner Network have already expressed an interest in delivering as a Lead Provider, have existing infrastructure in the area and would be able to take on additional capacity these include Phoenix Enterprises and Apex. Deliver ourselves - As a delivery organisation as well as a Prime Contractor, we have the ability to take on additional provision. This was one of the strategies we adopted when the Wise Group withdrew from our supply chain during the implementation of our FND contract in southern Scotland. We took on a large proportion of their customer volumes, opened an additional six offices and recruited an additional 28 staff. We have extensive existing infrastructure in the East Midlands which would support the opening of new offices and recruitment of additional staff at short notice.