PTD Questions Ingeus CPA 3 West London Action: Please enter your response after the relevant PTD

D question and return to [REDACTED] on your letter headed paper. If you are adding any additional documents (e.g. a revised implementation plan), please ensure that they also have a signed and dated declaration statement attached. PTD Declaration I should like to clarify minor aspects of my offer to deliver the Work Programme in CPA 3 submitted in the tender document of 13th April 2011. I agree should my clarification be accepted by DWP, I will be bound by all the details contained in the original proposal pack and to the additional points below. Part 5.1: Delivery Strategy Could you please provide further details to give assurance that all customer groups needs in the CPA will be met? Ingeus-Deloittes delivery strategy is designed to meet the needs of all customers (as detailed in section 5.1 of the ItT). Principally, this will be achieved by offering a service that is personally tailored for each customer, however there are also elements of our strategy that will be of particular relevance to certain customer groups: Customer Group JSA 25 + JSA 18-24 Specifically Relevant Elements of our Strategy Our experience informs us that customers on JSA are relatively closer to work than other customer groups. To maximise speed to placement, we will offer an industryleading vacancy-matching service. This will utilise our Adapt software, which filters vacancies according to customers skills, experience and goals. Underpinning this will be our Employer Services Team, which will employ Employer Account Managers who will generate and manage vacancies with thousands of local and national employers. They will also arrange bespoke employer routeways which will combine pre-employment training and guaranteed interviews for customers with specific employers. Our experience of delivering programmes such as Gateway to Work informs us that many young people lack the skills necessary to enter and sustain in work. This group will benefit particularly from the services offered by our Vocational Routeways providers, who will deliver an integrated package of vocational skills and employability training. These providers have been selected on the basis of the quality of their training and their

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

IB and IS

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

Part 5.2 (3): Management Structure Please provide a detailed organisation chart for delivery within this CPA to include locations and supply chain partners. Please see attached PDF. In addition please expand on your rationale for your chosen management structure being best suited for delivery within this CPA. Our management structure features centralised corporate teams and a management team based permanently in the CPA. Centralised teams will be focussed on supporting all of our CPA based management teams. Our local management structure in West London comprises redacted all employed by Ingeus. Each of these managers will work closely with management teams from our two Lead Providers. Together these management teams will provide full coverage across this complex and diverse CPA. In line with our delivery strategy for West London, Deputy Operations Managers will work across Ingeus delivery sites, whilst Contract Managers will work across the areas we have subcontracted to our Lead Providers. Feature of the CPA Numerous diverse communities within a small geographical region Why management structure is best suited for delivery within this CPA Deputy Operations Managers (and Lead Provider equivalents) will work across a small number of delivery sites. This will ensure that they are able to develop an in-depth understanding of the needs of the many diverse community groups within each area, and the services available to support them. Our Director for London has extensive experience working in the area and will provide co-ordination at a strategic level to ensure that delivery is aligned with the priorities of multiple stakeholder groups. At a local level, Deputy Operations Managers, and Lead Provider equivalents, will be the consistent point of contact for stakeholders,

Multiple stakeholder groups, e.g. West London Alliance, Greater London Authority, panLondon LEP

Diverse customer needs across the CPA

In-house and subcontracted delivery

Strong local management teams in existence

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

Part 5.4: Delivery Locations Please provide a comprehensive list of proposed delivery site addresses in the CPA including those of your supply chain Can you provide an assurance that your entire range of Work Programme services will be available to all customers in the CPA regardless of location? Below is an updated list of Ingeus-Deloitte and our supply chains proposed delivery locations. In some locations, it is our intention to deliver from serviced offices for the first few months which will subsequently be replaced by the leased premises listed below. Both serviced and leased options are listed below, though these are currently being negotiated and are thus subject to change before contract start. Outreach locations are also listed, though addresses are not listed as these will be finalised as and when it is needed during Work Programme delivery. All other sites are core delivery sites, which were selected on their accessibility, suitability and proximity to commercial locations. All customers across the CPA will be able to access all core modules of Ingeus Every Day Counts delivery model, regardless of location.
DELIVERY ORGANISATION Ingeus UK Ltd ELEMENT(S) OF PROVISION TO BE DELIVERED Prime Contractor for whole CPA Lead provider Delivering the End to End Service Hammersmith - 1st Floor, Brook House, 229-243 Shephards Bush Road, Hammersmith, W6 7AN Hammersmith - The Triangle, 5-17 Hammersmith Grove, W6 0LG Existing, to be used at contract start Leased DELIVERY LOCATION(S) WITHIN THIS CPA TYPE OF OFFICE

Ealing - Regus, Uxbridge Road, Uxbridge, W5 5TL Ealing - Exchange Plaza, 58 Uxbridge Road, W5 2SL

Serviced Leased

Harrow - Spencer House, 29 Grove Hill Road, Harrow, HA1 3BN Kings Cross - Lighterman House, 26 Wharfdale Road, Kings Cross, London N1 9RY Haringey - 102 Blackstock Road, Finsbury Park, London, N4 2DR

Leased Leased

Existing, to be used at contract start Leased

Tottenham - Block Two, Unit Five, Fountayne Business Centre, Tottenham, N15 4EQ

Wandsworth - Argyll House, All Saints Passage, Wandsworth, SW18 1EP Willesden - Chandelier Building, 8 Scrubs Lane, NW10 6RB

Serviced

Leased

Uxbridge - Uxbridge House, 460/464 Uxbridge Rd, Uxbridge, UB4 0SD Uxbridge - Wellington House, Cowley Road, Uxbridge, UB8 2XW Hayes Southall Barnes Camden 5 E Ltd Lead provider Delivering the End to End Service Colindale - Merit House, 1 Floor, 508 Edgware Road, Colindale, London, NW9 5AF
st

Serviced Leased

Outreach Outreach Outreach Outreach Leased

Enfield - 2nd Floor Part (North), St. Georges Chambers, Edmonton Green, London, N9 0TS Barnet Ixion Holdings Ltd Lead provider Delivering the End to End Service Suite 9, Second Floor Neals Corner 2 Bath Road Hounslow TW3 3HJ 133 London Road Kingston upon Thames Surrey KT2 6NH Action Acton Acton Training Centre Ltd Personal/vocation al Routeways Personal/vocation al Routeways Morris House Units 7-9 Swainson Road Acton, W3 7UP Acton Training Centre Swarn House 296-304 High Street Acton W3 9BJ Action Hill Studio Acton Hill Mews Uxbridge Road Acton W3 9QN Unit 11 Acton Hill Mews Uxbridge Road Acton W3 9QN Estate House

Leased

Outreach Leased

Leased

Leased Leased

Leased

Leased

Leased

154 Saxon Drive West Acton W3 0NT Adult Training Network Personal/vocation al Routeways Kings Hall Methodist Church South Rd Southall Middx UB1 1RB ATN Hillingdon 460 Uxbridge Rd Hillingdon Middx UB4 0SD Units 5 and 6 Townmead Business Centre William Morris Way London SW6 2SZ 6 Stanley Gardens Ealing London W3 7SZ 20 Wandsworth Plane Wandsworth SW18 1HQ Morden Cottage Morden Hall Park Morden SM4 5JD Leased

Leased

Excelsis Training Solutions

Personal/vocation al Routeways

Leased

Groundwork London

Personal/vocation al Routeways

Leased

Leased

Leased

MEL Productions Ltd

Personal/vocation al Routeways

MEL Productions (Music Education Language Productions) Ltd 25 Churchfield Road,Acton London W3 6BD

Leased

Renaisi Ltd

Personal/vocation al Routeways

Sencia Ltd (part of ESG) The Training Consortium TTC

Personal/vocation al Routeways Personal/vocation al Routeways

5th Floor Union House 65-69 Shepherds Bush Green London W12 8TX Tottenham to be identified 21-23 Tileyard Studios Tileyard Road Kings Cross London N7 9AH 1-2 Craven Road, Ealing W5 2UA.

Leased

Leased

The Citizens Trust Urban Futures London Ltd

Personal Personal/vocation al Routeways Personal/vocation al Routeways

Leased

Urban Futures (London) Ltd Unit A012 The Chocolate Factory Clarendon Road London N22 6XJ Heathrow Academy Newall Road Hayes, Middlesex TW6 2RQ Volunteer Centre Kensington & Chelsea Canalside House

Leased

Leased

Volunteer Centre for Kensington &

Personal/vocation al Routeways

Leased

Chelsea

383 Ladbroke Grove London W10 5AA Volunteer Centre Hammersmith & Fulham 148 King Street London W6 0QU Volunteer Centre Westminster 53-55 Praed Street London W2 1NR Volunteer Centre Camden 293 299 Kentish Town Road London NW5 2TJ Brent Active Citizen York House Empire Way Wembley Middlesex HA9 0PA Leased

Leased

Leased

Leased

Women Like Us

Personal/vocation al Routeways Accessible Community Experts network Provision of specialist services to blind people

5-11 Lavington Street, London SE1 0NZ Bickerton House, 25 Bickerton Road, London N19 5JT

Leased Leased Outreach from lead provider sites. See above

Action for Blind People

Broadway

Clarion Work Focus

Hammersmith & Fulham MIND

Phoenix Futures

Accessible Community Experts network Provision of specialist services to clients requiring housing, short term accommodation, real mentoring, money and debt advice support Accessible Community Experts network Provision of specialist services to clients with aural impairments Accessible Community Experts network Provision of specialist services to client with mental health issues Accessible Community Experts network Provision of specialist services to clients with drug and alcohol addiction issues

Outreach from lead provider sites. See above

Outreach from lead provider sites. See above

Outreach from lead provider sites. See above

Outreach from lead provider sites. See above

The Camden Society

UFI Ltd (Learn Direct)

The Zacchaeus 2000 Trust

InBiz Ltd

Accessible Community Experts network Provision of specialist services to clients learning disabilities Accessible Community Experts network Provision of specialist services for training courses Accessible Community Experts network Provision of specialist services to clients requiring debt advice Self Employment Routeways

Outreach from lead provider sites, see above

Outreach from lead provider sites, see above

Outreach from lead provider sites, see above

Outreach from Ingeus sites, see above

Part 5.5 (1): Volume Fluctuations and Customer Group Changes Can you provide details of strategies in place with Ingeus and your proposed supply chain to deal with circumstances of fluctuating volumes and changes to customer groups? Details of how Ingeus-Deloitte and our supply chain will deal with circumstances of fluctuating volumes and changes to customer groups are to be found in our Work Programme tender response. A summary of this information is provided below. Staff Volume increase: Ingeus Performance & Analysis Team will perform ongoing detailed labour market analysis to enable us to predict upcoming spikes in referrals. Should we anticipate a significant increase in customer volumes, our Human Resources (HR) Team will contact all members of our pre-vetted applicants and potential Deloitte secondees to ensure that named available candidates and HR processes are in place for immediate recruitment. This will enable us to manage caseload sizes and therefore maintain minimum performance levels. Volume decrease: Should customer volumes decrease, in the first instance we will redistribute caseloads evenly across Advisors. If this does not prove sufficient as a remedial measure due to duration or deficit of referrals, we will subsequently examine the possibility of immediate redeployment of staff to areas of higher referral within the CPA, e.g., Willesden to Hammersmith. Should this not be feasible due to an even distribution of low referrals, staff will be temporarily redeployed to support roles, working remotely where convenient, similar to our current strategy of reassigning staff from our Pathways to Work contracts to corporate functions. Property Volume increase: In addition to in-principle agreements with our supply chain to co-locate from each others premises, where necessary we will temporarily increase opening hours and stagger staff hours so that customer appointments are distributed over a greater period of time and resources are freed. Should referrals remain persistently high, we will be able to secure larger or additional premises through a reserve list maintained on an ongoing basis by our Head of Property & Facilities. This approach will enable us to provide the appropriate facilities required to deliver minimum performance levels. Volume decrease: Resources and premises will be able to accommodate decreased customer volumes and will be maintained in the anticipation of a future increase. Supply chain Volume increase: Should customer volumes increase so as extend beyond some subcontractors capacity, we will weight the distribution of referrals to suppliers with spare capacity whilst ongoing contract management will ensure that no member of the supply chain is adversely affected. Should customer volumes

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

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

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

27 May 11 1st June 11 September 11

th

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

All employees will transfer to Ingeus-Deloitte from the 15th June, however this will be an on-going process with the last TUPE cohort expected to have transferred by the 2nd September. All TUPE transferees will have a one to one meeting with their HR Manager and be enrolled into Ingeus-Deloittes induction. Part 6.2a (4): TUPE Managing the Transfer Can you please detail how you will communicate and work with existing employers to provide assurance that staff will be transferred in an effective and smooth process? All existing employers within West London received an email from IngeusDeloitte within one week of contract award, outlining our position as preferred bidder (alongside Maximus and Reed in Partnership) within this CPA and providing an initial overview of our TUPE transfer process. They have been provided with contact details of our central Human Resources team in addition to a designated HR Manager who will be responsible for communicating weekly with employers. Once a transfer plan has been established between Ingeus-Deloitte and the additional preferred bidder in this region, we will meet face to face with each existing employer to discuss our rationale for the allocation of staff and invite feedback. Ingeus-Deloitte will attend employers consultation events, ensuring consistent messages are disseminated. Part 8.1a: Performance Rationale Please provide more specific detail relating to the CPA to show how your activity and support links to the achievement of your performance. The Ingeus-Deloitte Joint Venture provides a new and unique combination of expertise to deliver an uplift in performance throughout every year of our Work Programme delivery. In our four-page answer to Question 8.1a, we identified four elements of the Work Programme specification which we will leverage to achieve strong performance and ten features of our Every Day Counts model that will drive performance improvement. Specific features of our support that will lead to higher performance by meeting the needs of customer across West London include: Specific needs of customers across West London How Ingeus-Deloittes activities and support will meet these challenges to

Supporting young people: West London has seen a disproportionate increase in the unemployment rate for 18-24 years over the last 5 compared with any other age group. 50% of 18-24 year olds in West London are workless, which is particularly marked in places such as Hammersmith & Fulham and Haringey.

Overcoming English language and cultural barriers: West London has the highest concentration of BME customers in the UK. The employment rate of BME communities in West London is 14% lower than that of White British communities.

deliver an uplift in job outcome performance Our Step Ahead programme for young people (at the beginning of Boost and Engage) is modelled on our current G2W course. This programme will help young people set goals, develop positive attitudes and behaviours and improve their motivation. We will also source apprenticeships and appropriate training opportunities in growth sectors (e.g. low carbon industries). 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 disparity can be attributed to the fact that younger customers respond more positively to structured and groupbased activity. For this reason, young customers will be required to undertake higher levels of structured group activity from the outset of their journey. Customers with English language needs, which we anticipate to be 510% of customers in West London, will be able to access a Working English ESOL Vocational Routeway. 33% of people in West London are from a BME background and BME groups have employment rates up to 15% lower than those of equivalent white groups. Therefore we shall have Advisors that speak community languages and will provide translation services where appropriate. To meet the needs of the 46% of customers in this CPA that are of BME origin, we will ensure sites provide a culturally sensitive service including materials in community languages. We have identified the need for Advisors who speak community languages such as Urdu and Somali in our Ealing, Brent and Hammersmith offices to enable engagement with

Managing mental health conditions: London has the UKs highest proportion of customers in receipt of health related benefits due to mental health conditions. Approximately 33% of working age residents in West London are in receipt of IB and ESA and mental health is a particular problem as significant numbers of JSA customers in West London have undiagnosed mental health conditions including anxiety, depression and schizophrenia.

Helping lone parents access a flexible service: In London 6.1% of the working age population are lone parents, compared to 5.1% for the UK. This is particularly prevalent in deprived areas such as Northumberland Park in Haringey where childcare / nursery places can be particularly difficult to secure.

ethnic communities and have implemented recruitment practices to reflect this. ACE Network member Mind will provide specialist mental health support to our customers. We recognise that for customers with mental health issues such anxiety or stress, it may be necessary to conduct appointments closer to where they live. We have therefore identified outreach sites in five locations (Barnes, Camden, Hayes, Barnet and Southall) that will be used when necessary. We have identified a network of community referral partners for customers with mental health concerns, such as Twining Enterprises peer support groups. Through our three Pathways to Work contracts in London, we maintain strong links with local PCTs and Community Mental Health and Drug Action Teams. We will invite our health partners such as the Improving Access to Psychological Therapies service to our delivery sites and seek to co-locate our services within our health partners premises, such as GP surgeries. We will provide dedicated, experienced Employment Advisors with specialist knowledge in childcare/care, relevant benefits, and securing work with family friendly hours. These Employment Advisors will be transferred from our lone parent provision in Hammersmith and Fulham, and Brent and Haringey where we maintain a job outcome rate for this customer group of over 45%. We will encourage parents to attend lone Work Programme provision by offering secure, child-friendly areas in each office. In addition, staff at each office will work in partnership with local childcare facilities to make it easier for parents to access our services. We will invite a regular presence from social services and childcare information services to advise on carer/childcare services.

 We have enlisted the expertise of specialist subcontractors Women Like Us, who work with employers to find flexible and part-time roles. Ixion will provide end-to-end services in the boroughs of Kingston, Richmond and Hounslow, where they have experience of supporting more than 40% of lone parents into work on their Jobcentre Plus Support contract. Part 9.1: Implementation Plan Can you please supply a revised detailed implementation plan which relates specifically to the CPA? You should include critical path and named roles and responsibilities where appropriate. An updated copy of our Milestone Control Schedule is attached. This Schedule pulls together the milestones from all our underlying Gantt charts (CPA specific and central) and enables our Project Management Office to exercise programme-level control. At present, the critical path runs through two project areas IT and Supply Chain. Both HR and Property are no more than a few days off the critical path. At the time of tender submission we provided a CPA specific Gantt chart. This is currently being updated by our Implementation Programme Director, [REDACTED] Director for London, [REDACTED] and Project Managers for West London [REDACTED] . This details all key activities and milestones as well as our resource allocation and the critical path. This is as discussed with [REDACTED] from the DWP at a meeting on 12 April 2011. A copy of the updated Gantt chart for West London will be sent to the DWP in early May 2011. Part 9.2 (1): Contingency Arrangements Can you please explain how you will implement your proposals without affecting your proposed supply chains ability to deliver any existing or recently awarded contracts? Details of how we will implement our proposals without affecting our supply chains ability to deliver any existing or recently awarded contracts can be found in our Work Programme tender. The information below relates specifically to how we have/will ensure our subcontractors are able to implement contracts without impacting on existing contracts and is based on feedback received regarding our tender response. As part of Ingeus-Deloittes Partner Network selection process, we requested information from all potential subcontractors relevant to their ability to implement without adversely affecting any aspect of current delivery,

including: annual turnover; total number of staff; existing infrastructure; performance and experience (including KPIs and customer groups delivered to); and quality and compliance. Subsequent to this potential subcontractors were visited by a member of our Business Development Team to discuss and record the organisations: maximum and minimum referral capacity; number, type and capacity of shared resources; Advisor caseload sizes; short term strategy in event of dramatic volume fluctuations; recruitment and training processes; management structure; performance management systems/procedures; experience of TUPE; compliance; quality and performance procedures; and partnership relations. This information was entered into a secure database and used to assess each subcontractors ability to uphold appropriate staffing and capacity levels across all contracts, which we have made a prerequisite for all supply chain selection. Due to the robust selection criteria outlined above, we expect subcontractors to have the capacity to manage Work Programme implementation without a negative impact on existing contracts. However, we have designed a comprehensive supply chain support process to provide facilitate the smooth implementation of Work Programme contracts. This will minimise the impact caused on existing and recently won contracts. Upon selection, each subcontractor is assigned a designated Contract Manager and made aware of Ingeus-Deloittes support options. Implementation in each of Ingeus-Deloittes Contract Package Areas will be accompanied by kick off meetings that seek to involve our supply chain in the implementation process and provide an open forum for feedback and discussion. We have also designed a readily accessible Q&A log for the purposes of clarification and additional support. Each subcontractors allocated Contract Manager will monitor each organisations progress, undertake regular meetings (it is anticipated that this will be weekly) at their premises to discuss implementation and is openly available for contact. This one-to-one approach reinforces accountability and ensures clear and definite lines of communication. Should a subcontractor be identified as requiring additional support in order to maintain other delivery, their Contract Manager will meet with them to draw up an action plan that breaks Work Programme implementation down into achievable milestones that will not impinge upon other responsibilities. Should this not ease the obligations put upon subcontractors, we will examine other remedial activities, such as allocating Ingeus-Deloitte resources or, where appropriate, temporarily redistributing or withholding customer volumes.

Signed: [REDACTED]

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