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 8 16: Yorkshire and the Humber West Yorkshire

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: Head Office Address, if different: 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 Ingeus Ltd GPO Box 3208 Brisbane Queensland Australia Registration number ABN 46 010 948 731 Deloitte LLP 2 New Street Square London EC4A 3BZ LLP Registered number OC303675 Name and Job Title of main contact: Address: [REDACTED] Director of Business Development The Registry 3 Royal Mint Court London EC3N 4QN [REDACTED] [REDACTED]

VAT Registration Number: Website Address (if any): Name, address and company registration number of parent company, where applicable:

Telephone no: 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] 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: Job Title: 12/02/11 [REDACTED] 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? 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. We would welcome an opportunity to discuss with the Department how management escalation processes would

Clause 6.1.9 (Transfer and Sub-Contracting) Clause 7.1.1(k) (Liability, Indemnity and Insurance) Clause 8.8 (Business Continuity)

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: Scanned Signature: Position: Telephone No: Date:

[REDACTED] [REDACTED] Chief Executive Officer - Ingeus UK Limited [REDACTED] 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 West Yorkshire Work Programme customer 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 Jobseekers 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 steps and JSA customers will experience increasing conditionality throughout the programme. All customers, but particularly those in receipt of ESA, IB and IS, will receive holistic support to tackle their barriers to employment which may include poor health and caring commitments. Our core model has been adapted to meet the particular requirements of customers in West Yorkshire (the CPA) and will be used by our supply chain across the entire CPA. 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 employment 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 job-searching 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 employment outcomes and customers will be encouraged to enter employment at the earliest and most suitable opportunity. Transitions between stages will be marked by a Review & 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 aim to set up an appointment 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 JCP sites to oversee the smooth processing of referrals and resolve any issues. They will provide materials to JCP staff 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 copy of our Pledge 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 which identify barriers to employment and ensure they are actively engaged. At their first appointment, each

customer will be introduced to their EA. Customers will be given one-to-one support from their EA to complete our AWARE online self-diagnosis assessment (designed to assess confidence and motivation levels) and, where relevant, our Health Assessment, which is designed to assess functional, vocational and psychosocial workplace capabilities and which builds on ESA customers Work Capability Assessment reports. Together, they 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 priority mock interview and immediately matched to suitable vacancies. Diagnostics may take up to four weeks for customers with multiple and 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 return to Stage 2 if appropriate. All other customers will progress to Stage 2. During Diagnostics, customers will attend our induction session to gain an overview of our programme, the support available and health and safety practices. Stage 2 - Intensive Support (weeks 5 to 16) At the beginning of Stage 2, each customer will enter into one of the following 12 week modules based on the results of their Diagnostics assessment. 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. Boost a high intensity and high frequency approach to job searching which enables 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 ready to enter employment immediately. 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; Employer Routeways (consisting of vocational training and guaranteed interviews); Interview Skills workshops and mock interviews; help with speculative applications; basic skills support; advice on updating and improving CVs and cover letters; IT training workshops to undertake effective online applications; 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 our self-employment specialists Exemplas who will work alongside local entrepreneur [REDACTED] our Enterprise Champion, the three Chambers of Commerce, the Leeds City Region Local Enterprise Partnership and other organisations such as Bradford Kickstart and the West Yorkshire Rural Partnership. They will provide one-to-one support with business planning and group workshops on bookkeeping, tax advice and marketing strategies. This support will be supplemented by additional support from Ingeus-Deloitte including mentoring services and support to access funding. Customers will have the option of test trading their business for up to 26

weeks and extending Enterprise into Stage 3. We expect self-employment to be a suitable outcome for a wide range of customer groups, including those on JSA but also ESA, IS and IB groups who require a greater flexibility in their employment 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 Seacroft Estate in Leeds and Ovenden in Halifax); mentoring from local business people and, for younger customers, mentoring from students from the nine higher education institutions in West Yorkshire to raise their aspirations and provide a role model; undertaking activities to address specific barriers to work including debt, substance misuse and housing; and encouraging customers to travel to areas of higher employment such as the city centre of Leeds (which accounts for 407,800 jobs - just under a third of all jobs in the City Region) and Bradford (the second largest employment centre accounting for 196,900 jobs). Customers accessing Engage will include JSA Early Access customers who have more complex barriers to work such as a criminal record or a military background 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 access to part time job opportunities that fit around school and nursery hours. Throughout Engage, customers will be provided with intensive job-search and vacancy matching support through one-to-one 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 43% of all benefit claimants in West Yorkshire are claiming due to a health condition and our analysis indicates that 17.5% of these customers suffer from musculoskeletal disorders and 43% suffer from psychological conditions, of which depression is the most common. This module has been specifically designed for ESA and IB customers who, due to health conditions, have been out of the labour market for two years or more. They will receive advice from health professionals on managing health conditions and support from specialist EAs who will source work placements which help customers make the transition into employment. Steps to Work will help with pain management, improving mobility and tackling root causes of depression in order to enter employment. 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 ACE Network and Health & Wellbeing service (described below), as well as signposting to community referral partners such as Touchstone in Leeds and Huddersfield Mind. Activities will focus on developing a step-by-step plan back to employment. We will undertake active engagement of these customers, particularly those from 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 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 low 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 include Accent Training, Jobsteps, and JHP Training. Due to the high proportion of customers with ESOL needs across the CPA we expect a significant number of customers to be fasttracked to our Working English ESOL Vocational Routeway. Vocational Routeways have been informed by our work with local employers including British Gas, Ocado (which has a major delivery site in Leeds) and the Co-operative (which has more than two hundred convenience stores and a range of professional services across West Yorkshire). They have been designed to take into account customers basic skills gaps, as well as Level 2 learning (highlighted by Yorkshire Forward as the highest demand for employers) in West Yorkshires priority sectors including financial and business services, sales and marketing, wholesale and retail, customer care, construction, and manufacturing. One-to-one jobsearch 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 a 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 links with employers and local volunteer bureaux to source a tailored six month community 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. The minority of customers who reach the end of the programme without finding work will have a Final Interview with their EA and together they will plan the next three months jobsearching 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 to 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 forms for Working Tax Credits and Housing Benefit, 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 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) where Customer Support Co-ordinators will provide six days a week support for customers 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 Flow, ESA Volunteer, Ex-IB, IB and IS groups will all be tracked more

intensively, as their higher support needs may make them more vulnerable to falling 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 inwork dispute resolution. Where appropriate, Advisors will refer customers to communitybased experts such as local tax professionals and housing support advisors. After six months in employment, customers will be referred to an IAG qualified team of In-work Advisors 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 or who has already fallen out of work will be referred immediately to the local RRT who will work closely with our Employer Services Team to source viable alternative employment as quickly as possible. Any customer who does not re-enter employment within four weeks will return to the core programme. 4. Online support customers will have online support through Invisage, our customer portal, which provides in-work advice and access to online learning modules. Health and Wellbeing our integrated Health & Wellbeing service is delivered by our team of specialist Health Advisors and incorporates CBT-based interventions, workshops including Relaxation Techniques and Healthy Eating and weekly walking groups. One-toone counselling and support is also available. Health & Wellbeing interventions will be offered to all customer groups and are specifically designed 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 independently jobsearch and undertake a range of e-learning modules. Customers will be provided with a personal Invisage account which they will be able to access from the computer facilities available in every Ingeus-Deloitte and subcontractor delivery site, from home or from anywhere with internet access. Customers with limited IT skills will be supported by their EA when using Invisage. Key features include: intelligent job-scraping software which filters suitable job vacancies from multiple websites; a portal that enables customers to submit CVs to local employers; Working In... videos which give insights into working in particular industries; and a suite of online training packages. We will make effective use of telephone, web and SMS text channels for contact, reminders and notification of jobs. learndirect skills packages - customers will be able to access 3,500 learndirect online training packages, including Everyday English Skills, Keyboard Skills and Excel, from our fully equipped Job Stations or through Invisage. The ACE Network 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 (legal and financial advice) and Platform 51 (specialists in supporting women from Pakistani and Bangladeshi backgrounds to overcome practical and cultural barriers to employment). 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 customer groups. Employer Services Team - our dedicated team of Employer Account Managers will be embedded within our delivery sites and, through Deloittes relationships with over 1,000 local employers, will source vacancies to which our customers will have priority access. In addition to generating bulk vacancies, they will engage with employers to source vacancies with flexible working hours 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.

[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 experience of delivering welfare-to-work contracts with Deloittes expertise of designing customer journeys such as patient pathway reviews for NHS Trusts. 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. This is reflected in the significant levels of intergenerational unemployment in across West Yorkshire including Batley and Dewsbury, following the decline of the textile industry, former mining towns such as Pontefract and South Kirby, and areas of high immigration, such as Manningham in Bradford, where 22.5% of residents have never worked. 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 Job Seekers Allowance (JSA), Employment Support Allowance (ESA), Incapacity Benefit (IB) and Income Support (IS) customers, and has been tailored to meet the specific needs of customers in West Yorkshire (the CPA). 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- 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) 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. In West Yorkshire we conducted consultations with local providers and stakeholders to tailor our core delivery model to achieve key local objectives such as promoting community cohesion, raising aspirations in terms of qualifications and employment, especially amongst young people and customers from BME communities, and improving skills at all levels to meet the needs of local businesses. Our research identified the following overarching principles which have been embedded 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 low activity levels tend to drift 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 (e.g. ESA volunteers and IB/IS). 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 on job outcome rates of longer lag times between referral and first appointment. We will therefore aim to ensure that first appointments are conducted within five days of each customers PRaP referral. Holistic support - Our analysis and experience shows that over 90% of long-term unemployed customers experience at least one severe barrier to employment and in over 50% of cases, customers experience multiple barriers. We know that these customers are unlikely to enter the workplace without holistic support that meets all their needs. Although all Work Programme customers will face at least one significant barrier to employment, we expect the JSA Early Access, JSA ex-IB, ESA ex-IB and IB customer groups to have particularly acute constraints. These may include mental health conditions, 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

where customers can access a range of specialist services alongside employability support. This will be provided by our ACE Network who will work with customers to tackle issues such as high rates of drug and alcohol dependency, which are common in areas such as Chapeltown in Leeds and Fagley in Bradford. IS customers will be supported by specialist Advisors who specialise in supporting customers to find alternative caring arrangements and employment with flexible working hours. Personalised support - Our research found that central to every customers journey back to work is a consistent relationship with an Employment Advisor (EA). All customer groups demonstrate a greater ability to effect positive change and an increased chance of sustaining in employment if they have developed a trust-based relationship with their EA. This is principally because EAs are able to encourage customers to access different interventions and deliver difficult messages. Furthermore, we found that EAs who specialise in a particular customer group perform better than generalist EAs. For example, we witnessed a 20% performance uplift on our Employment Zone contracts when we introduced specialist lone parent Advisors. Specialist EAs will therefore 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). Integrated health support Our experience of helping over 19,000 ESA and IB customers into employment shows that they benefit from employability and health services that are combined to create a coherent package of support. Every Day Counts offers an in-house Steps to Work module and Health & Wellbeing service that provides them with access to trained health professionals who will support customers to manage health conditions. This will complement the work of Employment Advisors (EAs). 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 these 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 all the UK regions that Ingeus serves, performance has improved by over 20% as we are able to immediately match customers with local vacancies using our ADAPT recruitment software. Through a powerful combination of Ingeus and Deloittes employer networks, our EST will work with over 1,000 local employers to source bulk vacancies, to which Work Programme customers will have priority access. We expect this feature to be particularly effective with JSA customer groups who will benefit from immediate matching to suitable vacancies. Our strong links with employers will enable us to stay up to date with the changing skills landscape over the lifetime of the contract. 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. Ingeus 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 elements of the Diagnostics Stage, such as the AWARE online tool, are custom-built to 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 demonstrates that programmes with high levels

of activity will deliver the strongest job outcome performance. Our Performance Analysis Team looked at the number of appointments attended during the first two months on Ingeus FND contracts and the overall impact on conversion rates. Conversion rates were 20% higher throughout the programme for customers who had attended over three EA sessions per week during the first two months. Both Boost and Engage 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 employment. Our Enterprise module has been designed to drive up levels of self-employment, particularly in areas of low job creation such as Castleford and Pontefract. Stage Three Skills Plus (skills, training and work experience): West Yorkshire has significant concentrations of skills and employment deprivation. In Bradford, for example, 16% of working age residents posses no qualifications against a national average of 12%. The Personal Routeways Stage therefore provides each customer with a tailored programme of vocational training, work experience and advice on working in specific industries. Ingeus-Deloitte and our subcontractors will offer Vocational Routeways in a wide range of sectors including construction, logistics, hospitality and business administration. Customers who we identify as having a basic skills need 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 help break NEET cycles and equip younger customers with marketable workplace skills. 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 outcomes. We see spikes in job entries before and during full time activity elements with both mandatory and voluntary customer groups. Therefore Breakthrough 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 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. ESA, IB and IS customers 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 and work environment; tailored support in the first three months and appropriate behaviour. The Careers Academy has therefore been designed with the objectives of providing: meaningful support through the transition phase; opportunities for customers to progress within the workplace; and support with developing in-work behaviours. Our Advisors will use careers guidance training to help customers plan the necessary steps to achieve their long-term goals. All customers will require some level of workplace assistance, but we expect that the JSA Early Access, ESA Flow, ESA Volunteers, 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. We have tailored Every Day Counts accordingly: Benefits to individual customer groups We recognise that certain customer groups in West Yorkshire require specific types of support and have tailored Every Day Counts accordingly:

Hardest to help customers this group will include many 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 ex-IB and IB groups. As parts of the CPA, such as Leeds and Wakefield, have significantly high rates of substance misuse, our ACE Network includes specialist providers such as Phoenix Futures who will provide specialist drug and alcohol counselling and manage referrals to rehabilitation schemes. Black and Minority Ethnic (BME) Customers More than 25% of Bradfords population and 16% of Kirklees population are from BME groups and those from Bangladeshi and Pakistani ethnic backgrounds are three times less likely to be in employment than White British groups. Barriers to employment that these customers often face include: low levels of spoken and written English; a lack of appropriate ID; little or no UK work experience; and a lack of understanding of job-searching practices. To inform our strategy of engaging with these groups, we have partnered with community organisations QED-UK and Platform 51 who are highly experienced in engaging BME residents in areas of high deprivation such as Manningham and Toller in Bradford. In these estates they have established themselves as an integral part of the community through running educational projects, employing local staff who speak community languages including Urdu, Hindi, Punjabi and Arabic, and running women-only workshops. In addition, Ingeus in-house Working English course, assessed by Ofsted as the best in the country, will offer an integrated package of English language training, work experience placements and jobsearching skills needed to enter sustainable employment. Families, including parents and carers We are committed to working with families to break the cycles of intergenerational unemployment across West Yorkshire. Key to this is addressing the specific needs of carers, lone parents and families where women have not traditionally worked. In hotspots such as St Johns in Calderdale where 2.7% of claimants are caring for a relative (against a national average of 1.1%); Deighton in Kirklees where the rate of lone parent claimants is 4.7% (against a national average of 1.7%); and Manningham where 35.4% of women are looking after the home and family (compared with Bradfords rate of 13.7%), we will provide dedicated EAs with specialist knowledge in childcare, relevant benefits, and securing roles with flexible working patterns. We will also work with the five boroughs Family Information Services who provide up-to-date information to parents and carers on the full range of support available locally. Customers with health and lifestyle barriers - Our in-house Health & Wellbeing service provides on-site access to trained physiotherapists and psychologists and is critical to our success. A Health & Wellbeing service will be available throughout our delivery of the Work Programme to meet the needs of the customers for whom their health condition is the main reason they are not in employment. We anticipate that the JSA and ESA ex-IB, ESA and IB groups will particularly benefit from this service. In addition, we have a wide range of subcontractors, such as Jobsteps (the employment arm of Autism Plus), who will provide additional support for customers with disabilities, building on their experience of delivering Pathways to Work and New Deal for Disabled People across the region. 18-24 year old customers - Over the last three years, the number of unemployed 18-24 year olds has increased by an average of 76% across the five boroughs peaking at 90% in Calderdale. Our Step Ahead programme for young people (at the beginning of Boost and Engage) is modelled on our current G2W course to help young people set goals, develop positive behaviours and become more motivated. Subcontractors such as Accent Training will help source training and apprenticeships in growth sectors. Over 50s - Ingeus has supported over 4,000 50+ customers into work and has consulted with The Age and Employment Network and Open Age to ensure our services cater for older customers. Support will include: identifying transferable skills; sourcing vacancies with age positive employers; and updating skills through our Vocational Routeways.

[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 high levels of customer service in its welfare-to-work provision. In our recent Customer Satisfaction Survey, 83.2% of customers 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 West Yorkshire, we have agreed exacting minimum service levels that will be applied 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 prominently in all delivery sites. Every customer will also be sent a copy of the Pledge before their first appointment detailing our commitments. Performance against these minimum service levels will be measured for every subcontractor and Ingeus-Deloitte delivery site throughout the lifetime of the contract and will be shared with our 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 service excellence 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; programme literature available in community languages; a freephone telephone number to contact us; internet access at all delivery sites; outreach services for those who cannot reach our premises; and a choice of appointment times that are flexible around customers religious observations (such as the Call to Prayer or key festivals) and for customers with family or caring commitments. Rationale: Our experience has shown that motivation and customer engagement increases significantly when offices are accessible and access to Advisors is convenient. 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. We 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 carefully selected and trained Employment Advisor (EA); 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; access to personalised 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 true of West Yorkshire which features a diverse customer group including above average proportions of BME customers, ESA claimants, carers, customers who have never worked and customers with no UK work experience, all of whom tend to have higher support needs and require a greater degree of personalisation. Customers in the JSA Early Access and ex-IB/IB groups will require even greater personalisation due to their higher support needs. 3) A professional Careers Academy and in-work support service which will help customers develop and progress in the workplace. 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 In-Work Advisor. Rationale: The Ingeus Centre for Policy

and Researchs Sustainability Project supported the findings of the Joseph Rowntree Foundation and the Centre for Social Justice that two of the key conditions that support sustainable employment are support during the transition from benefits to employment and jobs that offer rewarding prospects. Our minimum service levels for in-work support will ensure all customers receive help in managing the transition to employment and careers advice to develop sustainable careers. 4) Priority access to exclusive job vacancies and labour market information. Vacancies will be displayed in reception and on electronic job board, and will be promoted by EAs through our ADAPT recruitment software. Customers will be supplied with up-todate 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 find the gap on their CV to be a disadvantage. WE will help them overcome this by providing priority access to vacancies, sourced by our regional Employer Services Team in conjunction with Deloittes Leeds-based Practice. 5) Treating customers with respect at all times and encouraging them to be active participants in setting their own goals. Customers will be empowered 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. All feedback will receive a response within one week. Rationale: This approach is essential to providing a service that supports high levels of motivation and engagement amongst customers and provides us with critical information to support performance improvement. In addition to these minimum service levels that all customers can expect, we are committed to meeting the needs of customer groups who have specific support needs. Customers are therefore also entitled to expect priority access to a range of specialist support services through our Lead Providers, Accessible Community Expert (ACE) Network and a directory of local community services, including specific interventions for: Customers with complex barriers to work To ensure that all customers receive a holistic service that caters for multiple needs, our co-located approach with our ACE Network of specialist providers including Citizens Advice (legal and financial advice) and Phoenix Futures (substance misuse counselling) will shorten lengthy referral times and provide customers with a one-stop-shop of holistic support. Customers with skills needs To address low levels of numeracy, literacy and vocational skills across the five metropolitan boroughs (which are up to 33% higher than the national average), customers will have access to a range of skills courses through our Vocational Routeway providers and through our in-house learndirect packages. Customers with health-related barriers to work (ESA, ESA ex-IB, JSA ex-IB and IB groups) To meet the needs of the 80,000 customers for whom health is a major barrier to employment across West Yorkshire, all customers will have priority access to free onsite health and wellbeing advice from healthcare professionals, regardless of benefit type. Customers with family and or caring responsibilities (all customers but particularly those in the IS group) Our EAs will provide: information about local childcare provision and support organisations for carers; flexible appointment times to fit around family commitments; advice on part-time and flexible working; and work placements for those who have a significant gap on their CV due to caring responsibilities. Young people (all customers but particularly those in the JSA 18-24 group) To meet the needs of increasing numbers of claimants who are NEET, young people will create a careers plan with an IAG-qualified Advisor. They will also participate in our Step Ahead motivational programme, to which we will invite successful business people and role models from the local community to be guest speakers. Apprenticeships and training will be sourced by our Employer Services Team and subcontractors.

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 West Yorkshire is the result of a six-month regional research project which encompassed: engagement with stakeholders including local authorities, the Leeds City Region LEP and strategic health bodies such as NHS Yorkshire and Humber; local labour market analysis undertaken by Deloitte economists; consultation with Deloittes Regional Practice; three consultation events with third sector partners on our Partner Network for Yorkshire and the Humber; and face-to-face meetings with more than 25 local providers. Our research concluded that a successful delivery strategy for West Yorkshire should include the following features as a minimum: utilisation of the existing strong network of local providers with proven ability of working with customers from diverse communities; comprehensive geographical coverage across the region, especially in areas where transport is limited; specialist support for customers with multiple barriers to work, particularly in estates with high levels of deprivation; and a focus on raising levels of skills and educational attainment. 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 CPA. Delivering as Lead Provider in Bradford and Leeds, we will be supported by three other highly experienced Lead Providers: BEST (Calderdale, Kirklees and Wakefield); Skills for Work - the employment arm of the City of Bradford Metropolitan District Council (Keighley); and QED-UK (Manningham in Bradford). Lead Providers will deliver all core elements of the Every Day Counts model: Diagnostics, Intensive Support, Personal Routeways, Breakthrough and in-work support using the Careers Academy model as well as health and wellbeing interventions. Ingeus-Deloitte, BEST, Skills for Work and QED-UK will share vacancies across West Yorkshire and all Lead Providers will have access to Ingeus-Deloittes Labour Market Portal and will be supported by: ACE (Accessible Community Experts) Network The ACE Network will enable Lead Providers to draw on the expertise of specialist providers to support customers with complex barriers to work. These include Phoenix Futures (substance misuse counselling), Citizens Advice (legal and financial advice) and Mencap (support for those with learning disabilities). Members of the ACE Network will work from the premises of Lead Providers (including Ingeus) so that customers receive a convenient and consistent service. Vocational Routeways Providers Yorkshire Forward predicts that growth in demand for labour will be strongly dominated by a demand for higher level skills. This will apply across all five metropolitan boroughs but is most significant for Leeds economy. Our five skills providers will assist us to address skills shortages by providing tailored Routeways for customers, vocational training, work placements, basic skills and ESOL in sectors that reflect local growth industries including retail, care, low carbon and finance. The most effective approach for customers in West Yorkshire Our strategy provides a unique combination of expertise and has been designed to meet the diverse needs of all customers in West Yorkshire. Key strengths of our strategy are: Combining local knowledge international best practice Our delivery strategy for the CPA combines Ingeus experience of providing welfare-to-work services in seven countries, with the knowledge of a strong network of local providers. Our 13 subcontractors bring knowledge of the needs of local customers and employers and the priorities of key stakeholders as well as expertise in providing support. For example, BEST has been delivering provision from deprived wards across all five boroughs for the last 22 years. As our three Lead Providers were all established, and are headquartered, in West Yorkshire they are firmly rooted within the communities they serve. Drawing on the expertise of specialist and third sector providers The ACE Network has been designed to utilise the expertise of small and third sector providers to meet the

needs of customers with complex barriers to work. For example, Citizens Advice will provide personal financial and legal advice. Citizens Advice has 14 permanent offices and more than 85 outreach premises across the CPA and will also work from our sites. Their expertise and that of other organisations such as Platform 51 will be used to complement that of our Lead Providers to ensure that we meet the needs of all customers, including JSA Early Access and IB customers with multiple barriers. Supply chain management informed by frontline delivery experience IngeusDeloitte will be both a Lead Provider and manager of the supply chain in West Yorkshire 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 five Skills Providers to help address basic and vocational skills gaps that exist in parts of this CPA. This is a particular problem in Bradford where 16% of residents have no qualifications 33% higher than the national average. Each of our selected providers has demonstrated the ability to address local skills needs - Accent Training, for example, delivers accredited training and in-work skills development services to more than 1,500 customers in Bradford each year. Customers can also access 3,500 learndirect modules from our delivery sites and through Invisage, our online portal. This provision will benefit all customers but will be particularly relevant for the JSA 18-24 customer group who are most likely to have skills needs. Convenient geographical coverage By utilising the existing infrastructure of our Lead Providers, along with Ingeus-Deloittes new premises, we will be able to provide full geographical coverage across West Yorkshire from 10 fixed premises and five outreach sites. Members of our ACE Network will also deliver services from these premises, affording customers convenient access to a wide range of services from a single location. This will be particularly important in outerlying areas such as Todmorden in Calderdale, where public transport is comparatively limited. Our approach will encourage frequent attendance for all customer groups but will be of particular relevance for IS customers with caring responsibilities and those on IB or ESA with mobility issues. Rapid implementation Our delivery strategy has been designed to enable a rapid and robust implementation timetable that will produce strong performance from day one of delivery. To achieve this, we have selected a supply chain with significant existing infrastructure across the CPA. Of the 12 core delivery sites that will be used for Work Programme delivery, 10 are already being used to provide similar services. Our Lead Providers employ a total of 619 staff members who have delivered employability services across the CPA and understand the specific needs of local customers and employers. Rationale for supply chain selection A further feature of our strategy is a rigorous approach to supply chain selection. We conducted a robust selection process over a four month period and received Expressions of Interest from more than 1,000 organisations nationwide, including more than 100 across Yorkshire and the Humber. Potential subcontractors were assessed against criteria covering performance, capacity, quality standards and innovation. In addition, we considered how and where Ingeus-Deloittes in-house delivery could be best utilised. The information below outlines the rationale for the inclusion of each of our Lead Providers: Ingeus-Deloitte Bradford and Leeds. We will directly deliver services in the areas with the highest rates of unemployment by drawing on our delivery experience in areas with similar characteristics. For example, we have delivered four Employment Zone contracts in Southwark, Brent & Haringey, Birmingham and Nottingham through which we have helped more than 16,550 long-term unemployed people into work from some of the most

deprived wards in the country. This means we are expertly placed to deliver services in Leeds where 21% of Super Output Areas (SOAs) are in the UKs 10% most deprived and Bradford where 41% of SOAs are in the UKs 20% most deprived. BEST Calderdale, Kirklees and Wakefield from sites in Halifax, Huddersfield, Batley, Wakefield and Pontefract. BEST is the most experienced provider of welfare-towork services in West Yorkshire and has been supporting customers in the area for 22 years. Through New Deal, it has assisted over 7,000 customers into employment, contributing 9% of the national New Deal job outcomes. Its success in working with all customer groups across West Yorkshire is especially strong owing to delivery of eight contracts including Work Prep (for customers with disabilities), New Start (for refugees), and E2E (for NEETs). As local authorities and other stakeholders have a strong history of working together across Calderdale, Kirklees and Wakefield, BEST will provide a consistent, joined-up approach across these three boroughs. Skills for Work (City of Bradford Metropolitan District Council) Keighley. Skills for Work will provide comprehensive geographical coverage from two existing delivery sites in Keighley. It has more than 25 years experience of delivering welfare-to-work provision, including New Deal, Workstep, Work Prep, SfA Apprenticeships, Skills for Jobs and Entry to Employment. We believe this is the best approach for Keighley as the town has high customer flows, a unique identity and does not share travel to work patterns with Bradford City. QED-UK Manningham, Bradford. QED-UK is West Yorkshires leading minority ethnic community economic development agency and has a delivery site in the centre of Manningham. It has experience of working with disadvantaged BME adults on DWP contracts such as New Start and First Step, in addition to delivering a wide range of community literacy, ESOL and Life in the UK projects QED are experts in providing culturally-sensitive services that are embedded at the heart of local communities. This approach is key to addressing Manninghams high level of deprivation which is reflected in its unemployment rate of 20.6% more than three times higher than Bradfords average. Of the 72% of residents who describe themselves as being of Pakistani, Indian or Bangladeshi origin, many have never worked in the UK and have limited English. Similarly rigorous criteria were used to select members of the ACE Network and our Skills Providers. ACE Network members were required to demonstrate experience of meeting the needs of hardest to help customers across the region. Phoenix Futures, for example, has a strong track record of supporting customers with drug and alcohol problems to complete treatment programmes. Each Vocational Routeways Provider demonstrated evidence of providing high quality skills training. JHP Training, for example, is one of the UKs largest training organisations and offers the widest range of skills training. Working with subcontractors (including the voluntary sector) As Prime Contractor, we will co-ordinate the strategy to encourage joined-up working and to drive consistent performance. We will work with our supply chain to: co-ordinate coherent employer and stakeholder engagement strategies across the CPA; provide each subcontractor with access to a range of key corporate services; share best practice across our supply chain through quarterly networking forums; and drive continuous improvement through robust contract management. We will pay particular attention to drawing on the expertise of smaller and voluntary providers. As part of our commitment to this, we have established a Third Sector Advisory Panel which brings together CEOs of leading charities including [REDACTED]of ACEVO, [REDACTED]of Barnados and [REDACTED] of Mind. The Panel will be chaired by Deloitte senior Partner [REDACTED]who leads Deloittes Third Sector practice. The panel will advise IngeusDeloitte on issues such as funding structures and how the third sector can deliver most value.

[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 West Yorkshire (the CPA) combines local supply chain capability and knowledge of local stakeholders with central resources focused on supporting delivery. This structure has been adapted to meet the needs of the Work Programme using Ingeus experience as a successful provider of multiple FND and Pathways to Work contracts. Our experienced Human Resources Team, in partnership with our recruitment advisors Alexander Mann Solutions (AMS), have 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 transfer to the CPA to lead on Work Programme delivery. Proposed management structure, skills and reporting lines Local staff Our new Director for Yorkshire and the Humber (DYH) will be [REDACTED]who is an experienced member of Ingeus senior management team. [REDACTED]has more than 10 years experience in welfare-to-work, including management experience at Jobcentre Plus (JCP) and three years managing Ingeus New Deal and Flexible New Deal contracts. [REDACTED] will be responsible for all Ingeus and subcontractor performance across the CPA. He will also provide strategic leadership, develop and maintain senior stakeholder relationships and work with JCP, key local employers, the five local authorities and the Leeds City Region Local Enterprise Partnership to ensure our delivery is streamlined with other local provision. [REDACTED]has a strong track record of working with stakeholders. He will report to [REDACTED], our Chief Operating Officer (COO) and will work closely with [REDACTED], Local Public Services Partner for Deloitte. Based in Leeds, [REDACTED]has over 18 years experience of working with public sector organisations and employers across Yorkshire and is responsible for Deloittes work with Local Government, Housing Authorities and the NHS. The direct management of Ingeus-Deloittes direct delivery in the CPA will be undertaken by Operations Managers (OMs). OMs will report to [REDACTED]and will attend Quarterly Performance Reviews (QPRs). OMs are responsible for: ensuring all performance and budgetary targets are met; leading teams to deliver a quality and contractually compliant service; tailoring our delivery model to respond to local needs; and developing effective working practices with stakeholder staff and local partners. OMs will be skilled in: leadership, operational performance management, stakeholder management and staff development. They will demonstrate an understanding of and commitment to resolving local issues including increasing the employment rates of BME groups and effective delivery solutions for areas of entrenched intergenerational unemployment and deprivation such as Leeds Harehills and University wards. 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 drug and alcohol dependency and low-levels of basic skills. The OMs and DOMs will also be responsible for maintaining effective relationships with local non-contracted providers, including those in Education, Probation, Health and Housing. Each subcontractor will be allocated a locally based Contract Manager (CM) or Senior CM who will provide subcontractors with 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 QPRs 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 local interfaces with our

subcontractors, for example practical advice and support to managers and frontline delivery staff by our OMs and DOMs in the CPA. Managing relationships with local employers will be critical for the CPA. Managers from our Employer Services Team will work across West Yorkshire and co-ordinate closely with their opposite numbers in our Lead Providers: BEST, Skills for Work and QED-UK. Centrally based staff (which support local teams) - Our Chief Executive Officer (CEO), [REDACTED] has over 20 years senior management experience with a track record of senior stakeholder engagement and delivering complex programmes in the public and private sectors. He is responsible for setting overall objectives, developing strategies for delivery and maintaining high level stakeholder relationships throughout the lifetime of the contact. Our Chief Operating Officer (COO), [REDACTED] , reports to [REDACTED] and is responsible for driving UK-wide standards and high performance of the Work Programme and all other contracts. [REDACTED] is highly experienced in the management of welfare-to-work provision and has an exceptional track record of performance delivery and improvement. The Head of In-Work Support will report directly to [REDACTED] and will liaise closely with [REDACTED] to ensure that the service meets the needs of customers in the CPA. Our Supply Chain Team (described below) will be led by our Commercial Director (CD), [REDACTED], who also reports to [REDACTED]. [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 to support the challenges of delivering the Work Programme. Our centrally located corporate support functions include Performance and Analysis, Quality Performance, IT, HR and Learning and Development. How we will work with our supply chain and delivery partners Ingeus recognises its role in deepening 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 hence to improve their offerings. 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 IngeusDeloitte and the three other Lead Providers in West Yorkshire. Day to day interactions with our subcontractors in the CPA will be led by the regional Supply Chain Team described above. This regional team 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 QRMs of Lead Providers who are failing to achieve performance objectives. [REDACTED] has more than 10 years experience of working in the welfare-towork 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 skills and welfare-to-work sectors. All managers in our supply chain will also be provided with support from experienced managers across our corporate functions, outlined above. Delivery Partners [REDACTED] will be the main point of contact for [REDACTED], JCPs Regional Director for the North East (of which West Yorkshire will be part), and other senior regional stakeholders such as Local Government Yorkshire and Humber.

OMs will be the key contacts for local delivery partners in Ingeus-Deloitte delivery areas and will meet quarterly with each manager. [REDACTED] and OMs will also meet with [REDACTED], JCP District Manager for West Yorkshire. Subcontractor managers will be responsible for working with partners and stakeholders in their locality to support delivery. Why our management structure is appropriate for West Yorkshire 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 suppliers; leveraging best practice from Ingeus international operations; and using role profiles from Deloitte engagements in comparable organisations. Our HR Director has developed competency-based job descriptions to identify internal and external staff for all roles and Alexander Mann Solutions has appointed a dedicated Account Manager in the CPA to identify suitable candidates for management vacancies. Several members of our senior management team are able to transfer to West Yorkshire and their proven skills will be integral to successful delivery. Management roles will be filled by experienced IngeusDeloitte 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 already resulted in high quality delivery and performance levels exceeding targets on our ESF and New Deal contracts. 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 and the new Continuous Improvement Team) to align with the requirements and expectations of the Work Programme. All of our subcontractors have a proven track record of successfully managing welfare-to-work provision. Each will be delivering from existing sites where management infrastructure is already in place and successful working relationships are established. This will enable strong leadership and performance from day one of delivery. Ensured locally focused delivery resource is supported by appropriate national capabilities All managers and staff from [REDACTED], down will work within the CPA and will have or develop an in-depth understanding of the local geography; labour market; communities; needs of customers; and complementary services. We will build upon the established management teams of our three Lead Providers who each have more than 20 years experience of delivering employability, ESOL and skills support for customers across West Yorkshire. Local managers will be supported by our corporate teams who will work across CPAs 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 between subcontracted and in-house Ingeus-Deloitte delivery enables us to leverage our direct delivery experience to support the development of our suppliers capability, rather than take a narrow contract management approach. We will work closely with our supply chain by holding best practice sharing forums, setting up buddying schemes between organisations and encouraging joined up employer engagement activity. We will seek to learn from our subcontractors and develop a culture of transparency and openness. Developing capacity We will continue to develop the strength of our management capability in the CPA. 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 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-Deloitte has a track record of delivering outstanding performance across complex supply chains. Ingeus has nine years experience in the UK of delivering 40 contracts and managing 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 performance and quality objectives, monitoring and evaluating activities, performance improvement approaches and remedial measures for our entire supply chain to enable continued achievement over the term of the contact. [REDACTED],, Director for Yorkshire and the Humber, will be accountable for applying the DMF in West Yorkshire (the CPA). The DMF has four key elements of activity: Key Performance Indicators (KPIs), Monitoring, Evaluation and Management and Performance Improvement. 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: BEST, Skills for Work and QED-UK. 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. Our processes are accredited to the Matrix standard and are in line with the Merlin standard. Monitoring Central to our approach to managing delivery will be to gather a set of 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 and 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 to monitor the progress of individual customers and by managers to analyse the performance of individual Advisors 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 in data. Compliance and Audit Reports Our Quality Performance (QP) Team will conduct quarterly spot checks and annual or bi-annual (depending on risk level) audits of all 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 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 will be managed for our whole supply chain by IngeusDeloitte. Evaluation Data will be evaluated against each 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. For example, 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 on 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 Review (QPR) meetings 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 QPR meetings with their Operations Manager who in turn will have the same with [REDACTED], All managers will review their operation informally on a weekly basis as a minimum. DOMs will incorporate resulting actions into a Development Plan. Performance 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 additional training for staff; more frequent senior management input; and the implementation of best-practice methodologies from highperforming sites. Subcontractors - All subcontractors in the CPA will be responsible for managing the performance of their staff to achieve performance and quality targets. Each of our three Lead Providers has provided evidence of their performance management 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 IngeusDeloittes corporate functions; and more regular meetings with the Contract Manager. If there is no improvement within a six month period, following consultation 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 IngeusDeloitte staff and delivery site will have a Development Plan which will be updated on a quarterly basis to identify actions that will be taken to improve performance. In addition to this core approach, the following innovations will reinforce our approach to continuous improvement: Splash Customised software will enable 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 will enable members of our supply chain to bid for funding to enact innovative ideas that will enhance performance. Once a year a competition will be advertised, calling for proposals for ideas that will improve our service for customers, especially those who are hardest to help. Osiris This cutting edge 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 bi-annual national forum to discuss innovative ideas developed locally and share best practice. These will be hosted at Deloittes groundbreaking 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 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 actively 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 [REDACTED],, DYH, who will respond within seven days. If it is still not resolved 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 [REDACTED],

[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 whole of West Yorkshire (the CPA). This approach is designed to provide convenient access for all customers and will promote frequent attendance and high activity levels for all customer groups. This will be particularly important for IS customers who may have caring responsibilities and ESA and IB customers who may have mobility issues. The majority of services (including those provided by ACE Network of specialist providers) will be provided from the premises of Ingeus-Deloitte and our three Lead Providers: BEST, Skills for Work and QED-UK. Between us we will have 12 key delivery locations and five designated outreach locations, as illustrated on the map below:

Office Locations 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 including Yorkshire Forward and the five local authorities; a subcontractor selection process which took into account providers existing infrastructure; consideration of JCPs analysis of West Yorkshire; assessing public transport travel times; and a property search conducted by Drivers Jonas Deloitte. Our strategy is based on the following key principles: (i) accessibility no customer should have to travel for more than 45 minutes to access our services, all sites must be located close to public transport stops; (ii) close proximity to commercial locations where possible premises should be close to areas with readily available job vacancies; (iii) capacity to accommodate our ACE Network of specialist providers; and (iv) sites in all areas of high customer concentration to reduce journey times for the greatest number of customers. For the small percentage of customers who may have difficulty accessing one of our sites, we will have outreach sites in five community locations. The following sections provide details of our strategy for West Yorkshire along with public transport links for each site. Addresses for premises can be found in Annex 2. Leeds and Bradford

city centres accessible for the majority of customers. We have therefore decided to locate flagship offices in the city centres of Leeds and Bradford. Due to the large number of customers that these offices will serve, we will be able to offer the widest possible range of services from these two locations, including hosting a range of local referral partners such as Local Authority Housing Benefit teams, NHS Improving Access to Psychological Therapies teams and Family Information Services to provide support with issues such as housing and childcare. This integrated approach will be particularly important in Leeds and Bradford as a high proportion of estates are in the most deprived 10% in the country, meaning customers are more likely to have complex barriers to work. Delivery from these offices will be supplemented by QED-UKs community location in the heart of Manningham. A significant majority of Manninghams residents are from ethnic minority groups and the estate is well below the Bradford average for income, health, employment and education deprivation. QED-UK has a 20-year history of engaging with hard to reach customer groups, including women who have never worked. In addition, Skills for Work will deliver from two delivery sites in the outerlying district of Keighley. We have therefore identified the following proposed delivery locations: Ingeus-Deloitte Leeds (Taking referrals from Leeds Eastgate, South Leeds, Seacroft, Rothwell, Morley, Otley and Guisely JCP offices) We have identified premises at Prince William House, Queen Street, which are prominently situated in the very heart of the central business district for Leeds which employs over 130,000 people and accounts for 31% of Leeds employment. This will provide customers with convenient access to local job opportunities. The office is a five minute walk from City Square, Leeds City rail station and Leeds City bus station, which is served by more than 75 bus routes. Customers from Otley and Guiseley JCP will have the option of accessing our services from IngeusDeloittes outreach sites in Otley and Wetherby (described below). Ingeus-Deloitte Bradford (Taking referrals from Bradford Eastbrook, Bradford Vicar Lane, Stanningly and Shipley JCP offices) Our Property and Facilities Team has identified premises in Well Street in the heart of Bradfords commercial district. Pennine House is convenient to the public transport interchange as well as being easily accessible to the main arterial routes to and from the City. It is just 0.3 miles from Bradford Interchange rail station and 0.5 miles from Bradford Forster Square rail station, and a five minute walk from Bradford Interchange bus station, served by more than 80 bus routes. Skills for Work Keighley (Taking referrals from Keighley JCP) Skills for Work will deliver from their two existing sites in Keighley: Marlborough Street (in the North East) and Woodville Road (in the North West). Marlborough Street is a fifteen minute walk from Keighleys Airedale Shopping Centre and just 0.2 miles from Keighley rail station. Both Marlborough Street and Woodville Road are less than 10 minutes from Keighley bus station which has regular services to Riddlesden, Thwaites Brow, Bracken Bank and Laycock. Bus route 762 services Silsden and buses from Steeton include 762 and 903. QED-UK Manningham (Working with all customers who live in Manningham, likely to be referred by Bradford JCP) From their office on Manningham Lane, QED-UK has been working in Manningham for more than 20 years and has established relationships with its residents, 72% of whom identify themselves as from BME communities. For customers who would prefer not to access QED-UKs office on foot, Manningham Lane is served by more than 50 bus routes including routes 622, 571 and 645. We have also identified community locations in Otley, Shipley and Wetherby, where our EAs will meet with customers who have difficulty in accessing our Leeds and Bradford offices. In addition, through our relationship with learndirect, customers will be able to access 13 skills centres across West Yorkshire and the Vocational Routeways element of our delivery model will be provided by five skills providers.

Calderdale, Kirklees and Wakefield BEST will deliver an end-to-end service to customers living in Kirklees, Calderdale and Wakefield from their existing premises. These areas combined account for 40% of the anticipated customer volumes in this CPA and BEST will deliver from seven established offices in Batley, Huddersfield, Wakefield, Pontefract and Halifax to provide ease of access for all customers. BESTs Batley office is conveniently located for customers living in Spen Valley and Dewsbury, as well as Batley. Huddersfield is a natural centre for locating delivery sites as it is Kirklees commercial hub and accounts for a high percentage of customer volumes. BESTs two offices in Wakefield Road and Highfield Road in Huddersfield are centrally located and adjacent to excellent transport links. BEST also has two delivery offices in Wakefield and one in Halifax as they are both commercial hubs and well served by public transport. The location of BESTs Pontefract office reflects local travel patterns to provide an easily accessible service for customers from Castleford and Pontefract. BEST Halifax (Taking referrals from Halifax, Brighouse and Todmorden JCP offices) Adjacent to Brunswick Industrial Estate in the commercial hub of Halifax, BESTs office is less than a 10 minute walk from Halifax rail and bus stations. Buses from Brighouse include the 571 and 278 and buses from Todmorden include the 592 and 590. BEST Huddersfield (Taking referrals from Huddersfield JCP office) Located in Central Huddersfield, BESTs office is a five minute walk from Huddersfield rail station. Buses from Lockwood include 324 and 316 and buses from Sheepridge include 327 and 363. BEST Batley (Taking referrals from Batley, Dewsbury and Spen Valley JCP offices) A five minute walk from Batley rail station and close to numerous bus routes including the 283 which services Dewsbury and 202 and 213 which service the Spen Valley. BEST Wakefield (Taking referrals from Wakefield and Hemsworth JCP offices) Less than a 5 minute walk from Wakefield Westgate rail station and Wakefield bus station. Route 223 services Hemsworth and buses from Hillingthorpe include the 443 and 110. BEST Pontefract (Taking referrals from Castleford and Pontefract JCP offices) BESTs Pontefract office is less than 100 metres from Pontefracts bus station, from where buses to Castleford include the 134 and 136, buses from Knottingley include the 148 and 149, and buses from Featherstone include the 147. It is also less than a 5 minute walk from Pontefract Baghill rail station. To provide comprehensive geographical coverage and an option for the small number of customers who may have difficulty accessing these sites, BESTs EAs will also work from community locations in Todmorden and Hemsworth. Meeting the needs of all customer groups Our strategy for West Yorkshire has been designed to meet the needs of all customers across the CPA. We have set clear minimum standards for all delivery sites to ensure that the customer experience is of the highest possible standard. These minimum standards stipulate that all premises must as a minimum include: a wide range of free and readily available job-search facilities including computers with fast broadband access, fax machines, telephones, trade journals and newspapers; training rooms suitable for group work; private rooms for confidential or sensitive discussions; space to host staff from referral partners and members of our ACE Network; and disabled access. All premises of our three Lead Providers are currently used to deliver similar services to the Work Programme and are therefore suitably equipped. Ingeus-Deloittes proposed new sites in Bradford and Leeds will be designed and fitted out according to our exacting standards that have been used in more than 80 locations across seven countries. The locations of and facilities available at our premises have also been designed to take into account the particular needs of customer groups that have specific requirements:

Customers with complex barriers to work The range of specialist services provided by our ACE Network of providers will be co-located from the premises of Ingeus-Deloitte and our three Lead Providers. This will enable customers to access services from Lead Providers and specialist subcontractors conveniently from the same site. It will encourage joined-up working between supply chain members and offer a user-friendly service for customers. This will be particularly important for customers in the JSA Early Access, ESA ex-IB and JSA ex-IB groups who are likely to be furthest from the labour market. Customers with health conditions and/or disabilities Our delivery sites (and those of our supply chain) will be accessible for customers with disabilities. However, we recognise that customers with mobility issues and/or mental health issues such as anxiety or stress may need to attend appointments closer to where they live. We have therefore identified outreach sites in five locations (Otley, Wetherby, Shipley, Todmorden and Hemsworth) that will be used when necessary. To supplement this service, customers will have access to Invisage our online portal which enables customers to access job-search and training activities from any computer with internet access. We will continue to consult with members of the ACE Network and disability advocacy groups to ensure that we continuously make adjustments to our premises to meet the needs of all customers. These features will be of particular relevance for ESA flow, ESA volunteer, ESA ex-IB and IB/IS customer groups. BME customers to meet the needs of customers across West Yorkshire who identify themselves as of BME origin, we will ensure we provide a culturally sensitive service including: a private room for prayer; translation services; materials in community languages such as Urdu and Punjabi; and our market-leading Working English course. Customers with caring responsibilities, including lone parents We will encourage parents to attend Work Programme provision by offering secure, child-friendly areas in each office. All delivery premises in our supply chain will: incorporate a baby change facility; provide easy access for customers with pushchairs; and will be located close to bus stops and/or train stations for ease of access. Staff at each office 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 and we will invite local Family Information Services to our offices to advise customers on local carer services. This joined-up working will be of particular importance to customers in the IS group. Continuous Improvement Our premises strategy will be continuously reviewed and updated to ensure that it meets the needs of all customer groups throughout the lifetime of the contract. Support on managing our property strategy will be provided by Drivers Jonas Deloitte, one of the largest real estate advisory companies in Europe and winner of the Office Agency of the Year Award at the 2010 Property Week Awards. They will advise Ingeus-Deloitte and members of our supply chain on sourcing new premises, making adjustments for specific customer groups, negotiating leases and fitting out properties. In addition to these, we expect to improve our delivery premises options throughout the lifetime of the contract by exploring the potential for co-locating services with other delivery organisations and stakeholders in the area. This will involve Ingeus-Deloitte or Lead Provider staff working from stakeholder sites e.g. local authorities or us hosting delivery staff from other local service providers e.g. childcare or housing advisory services. This approach is intended to encourage more convenient and user-friendly service delivery for customers. We already have an in-principle agreement from Leeds City Region to explore this possibility in future.

[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 on Ingeus New Deal contracts and volumes on its Pathways to Work contracts have varied by more than 75% over the contract term. For the Work Programme in West Yorkshire, 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 built flexibility into our delivery approach which will enable us to effectively manage significant volume fluctuations. Mechanisms for planning and anticipating changes to customer volumes [REDACTED],, Director for Yorkshire and the Humber, will be responsible for anticipating volume fluctuations and customer group changes across the CPA throughout the lifetime of the contract. Each quarter they 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 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 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 [REDACTED], 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. Along with our three Lead Providers (BEST, Skills for Work and QEDUK), we 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. To provide short-term solutions in the event of sharp increases in volumes for example as a result of redundancies (such as the recent job losses by Rok offices in Morley and Wakefield, and Kirklees Councils prediction of 1,700 redundancies 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 the anticipated flows. 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 in-principle agreements with all members of our supply chain to co-locate from each others premises when required. For example, BEST has six additional delivery sites that are not proposed as core Work Programme delivery premises but can be utilised when necessary. Our Head of Property and Facilities will maintain a comprehensive database of serviced premises in each sub-region which can be ready for use within two weeks. Supply chain There are 56 preferred suppliers on Ingeus-Deloittes Partner Network for Yorkshire and the Humber, 13 of which have been selected to support our Work Programme delivery. Therefore, another 43 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 to be able to better scale up and adapt Ingeus frontline delivery capability using Deloittes substantial financial and operational capacity. We are well placed to manage longer term changes to customer volumes through: 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 across Yorkshire and the Humber. We have established a Partner Network of 56 preferred suppliers with whom we communicate regularly through regular 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 additional flows or work with new customer groups. Where appropriate, we will discuss the utilisation of Ingeus-Deloittes financial strength to help subcontractors with the working capital requirements of 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 St Giles Trust and DISC 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 agent Drivers Jonas Deloitte (DJD), one of the UKs leading property firms, has already identified all of our proposed Work Programme premises. If increasing customer volumes require us to source 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 (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 specialist third sector organisations such as Richmond Fellowship.

[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 across West Yorkshire (the CPA) 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 CPA 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 throughout the duration of the Programme, 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, in writing, through our customer web portal Invisage, by telephone or 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 & 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 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 IngeusDeloitte (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 Chief Executives Officers of a number of charitable organisations including [REDACTED], of ACEVO, [REDACTED], of Barnardos, [REDACTED], of Mind and [REDACTED], of Forth Sector. The Panel 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-Deloitte and all subcontractors will use our MI system to capture key customer data including appointments, progress made and outcomes to produce management reports that will enable us to monitor performance against our minimum service levels. Frontline delivery staff and managers will be able to produce instantaneous reports from the system to monitor the progress of individual customers and the performance of individual Advisors. Data from our MI system will be reviewed by [REDACTED],, Head of Performance and Analysis, 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.

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-Deloitte 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 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 subcontractors). The OM will meet with the customer 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 [REDACTED], Ingeus-Deloittes new Director for Yorkshire and the Humber (DYH), 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 Ingeus Chief Executive Officer, [REDACTED],, who will provide a written response within 10 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 throughout the lifetime of the contract. This will start at the level of each delivery site, where the Deputy Operations Manager (or equivalent in the case of subcontractors) will evaluate and summarise MI data and customer feedback. This will be discussed at Quarterly Performance Reviews with the Operations Managers or Contract Manager in the case of subcontractors. Areas for improvement will be identified and 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, [REDACTED], will review operational Development Plans to identify trends across the CPA including any patterns of complaints. 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 retraining 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 redacted, 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.

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 already 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 have received written confirmation that they are committed to meeting their obligations. In addition, our pension advisors, Capital Management Solutions, have 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 following preferred bidders status, we will establish a TUPE Steering Committee. This will 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 West Yorkshire in consultation with transferring providers. During transfer Following notification of the names of individuals who may fall under TUPE, we will work with transferring employers to establish Consultation Groups for each. 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 CPA; 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 are more individuals with appropriate skills for a role than the number of such roles in our delivery model, we will

conduct a fair and open selection process and offer unsuccessful candidates alternative roles (with appropriate retraining) and investigate appropriate roles with our subcontractors. In addition, a Pre-Start Orientation will offer the opportunity to visit an Ingeus-Deloitte site before their transfer to address any anxiety prior to their start. 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 which addresses 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 (held jointly with the transferring employer) 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 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 distributed to all elected representatives for further distribution. How we will monitor subcontractors compliance with TUPE requirements All subcontractors completed a Partnership Information Form which asks 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 who 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. The Consultation Group will assist subcontractors in drawing up a TTP, against which progress will be reviewed fortnightly by Ingeus-Deloittes HR and Contract Management Teams. 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 and staff representatives in accordance with TUPE regulations 5 and 6. In addition, Ingeus-Deloittes legal advisors will provide advice on TUPE to our supply chain. Our supply chain will also have access to the pension scheme(s) identified by our pension advisers (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 incumbent providers about members of staff 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, including 39 welfare to work contracts. We have used this experience, Deloittes expertise in managing TUPE and 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. Pre-TUPE consultations on Ingeus Flexible New Deal (FND) contract in South Scotland took too long, which led to potential transferees receiving misinformation. 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 Working Links (the other Prime) to disseminate information to potential transferees. This ensured all potential 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 to this procurement, notably: (i) potential TUPE transferees from existing providers where Ingeus-Deloitte wins contracts will need to be identified; (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 Stakeholder Engagement Strategy Ingeus-Deloittes Stakeholder Engagement Strategy for West Yorkshire (the CPA) has been drawn up in consultation with Deloittes public sector practice for Yorkshire and the Humber and with input from more than 15 local stakeholders including CBI Yorkshire and Humber, Yorkshire Forward, NHS Yorkshire and the Humber, the Leeds City Region Partnership and members of our Partner Network of preferred suppliers in Yorkshire and the Humber. Our strategy outlines the key stakeholders across the CPA, the purpose of engaging with them and who (from Ingeus-Deloitte or our supply chain) will act as their lead contact. We will work together with local stakeholders throughout the life of the contract to achieve common objectives around work, skills and health. Our aim is to reduce levels of unemployment, enhance skills levels to enable customers to move into work and progress their careers, and tackle other health and deprivation barriers to work. [REDACTED],, Ingeus-Deloittes new Director for Yorkshire and the Humber (DYH) will lead on the evolution and execution of our strategy, with support from Deloittes Regional Practice in Leeds and Ingeus-Deloittes Operations Managers in the CPA. In addition, each member of our supply chain will leverage their extensive relationships across the region - the Managing Director of BEST is the Director of the West Yorkshire Learning Partnership and a board member of the Leeds City Region Employer Coalition and the CEO of QED-UK is a member of the Governments BME Employment and Skills Taskforce. The principle mechanisms for engaging stakeholders across the CPA have been incorporated into our strategy and are set out below: Regional Advisory Board (RAB) Consisting of senior personnel from key stakeholders in the area who will have an input into the ongoing design of our provision. The RAB will be hosted by Ingeus-Deloitte and our Lead Providers and will meet on a quarterly basis to: consider performance and activity reports from Ingeus-Deloitte; provide updates on local service provision; share best practice of meeting delivery challenges based on stakeholders experiences; and explore opportunities to join up services through colocation, matched funding and/or cross referral arrangements. [REDACTED]for CBI Yorkshire and Humber and [REDACTED],, local entrepreneur, have already agreed to join the RAB Board, and further invitations will be made to representatives from JCP, the three LEPs and the local Chambers of Commerce. 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. We have consulted with more than 15 stakeholders across West Yorkshire, to whom we will promote membership of the Network. Members 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 which demonstrate how we work in partnership to achieve positive outcomes. All local JCP offices will be invited to these meetings and will be sent the newsletter. We have invited stakeholders in the region to sign up to our Stakeholder Charter which provides a clear statement of intent of the ways which we will work with local stakeholders including Yorkshire Forward and Leeds City Region LEP. Our approach to each of the key local stakeholder groups is set out below. Local Enterprise Partnerships (LEPs) The Leeds City Region LEP will be a key stakeholder as a potential partner in co-commissioning provision and in promoting economic development. In order to continually understand its priorities and identify practical ways of aligning our respective services, we will invite a member of its Board to join our RAB. Following conversations with [REDACTED],, we understand that one of the

LEPs priorities is to do more to create the conditions for businesses to start, grow and thrive, including the provision of robust infrastructure, enhancing the skills of the local workforce, and providing enterprise support that is tailored to the changing needs of local businesses. We will work with the LEP to develop our Enterprise module which is designed to stimulate entrepreneurism in the local economy. We will work alongside the LEPs business support agency and with our Enterprise Champion for West Yorkshire (Wakefield entrepreneur [REDACTED],) to ensure that the range of support that we will offer to self-employed individuals is tailored to local needs. We will also work together to develop packages of industry-specific training that will prepare local customers for emerging opportunities in areas of economic growth, such as construction and retail opportunities arising from developments such as the 500,000-sq ft Trinity Walk shopping centre in Wakefield. Jobcentre Plus [REDACTED],, along with his team of Operation Managers, will engage with [REDACTED],, JCP District Manager for West Yorkshire and [REDACTED],, JCP Director for the North East 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. Our Operations Managers will attend regular 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. This approach has worked on our delivery of Pathways to Work where we saw an increase in attendance rates at initial appointments following staff co-location. We will provide all JCP staff with a quarterly newsletter detailing recent performance, customer case studies, our Partner Network directory and updates on new services. Local Authorities (LAs) - The LAs will be key stakeholders in aligning our services and identifying opportunities for co-location and co-commissioning across the CPA. For example, [REDACTED], from Local Government Yorkshire and the Humber indicated that local authorities in West Yorkshire would be interested in co-locating services with Work Programme providers. We will therefore invite local authority housing benefit and childcare information services to work from our premises. Bradford Council has identified long waiting lists for ESOL provision as a barrier for customers in areas which have large BME populations, so our in-house ESOL training (assessed by Ofsted as the best in the country) and that of our subcontractors will be central to our offer. We will also proactively pursue co-commissioning opportunities, to address local issues - we have already discussed the need for more intensive support for those with multiple barriers to work problems with Leeds City Council. Aligning funding streams, regular consultations and performance sharing will enable us to continually assess how our delivery is best aligned with local priorities as strategic landscapes change throughout the life of the contract. Smaller and voluntary sector organisations - We will work closely with smaller and voluntary sector organisations that provide unique value as: members of our supply chain; referral partners that provide services for customers that complement our own through other funding streams; and as organisations that understand the needs of a range of customer groups including those who are hardest to help. 62% of our supply chain including Jobsteps, QED-UK and Platform 51, are not-for profit (third or public sector) and at least one member of our Advisory Board will be from a third sector organisation. Through our Stakeholder Network, we have established referral relationships with organisations that provide support services such as counselling, housing advice and mental health support. Our operations teams will be responsible for drawing up Service Level Agreements with each delivery partner outlining the referral process, service

expectations and designated points of contact. Finally, our national Third Sector Advisory Panel brings together senior representatives from some of the UKs leading charities, including: [REDACTED],, Chief Executive Officer (CEO) of ACEVO; [REDACTED],, CEO of Barnardos; [REDACTED],, CEO of Mind; [REDACTED],, CEO of Forth Sector; and [REDACTED],, Director of Operations for Papworth Trust. The Panel will advise us on issues such as capacity-building support and effective partnership working between the private and third sector. Health Providers - We have already engaged with a wide range of health-focussed organisations such as NHS Yorkshire and the Humber, to develop a health offer that meets specific local priorities. Based on these discussions, we are aware that improving mental health is a particular priority and in large cities, such as Leeds, 47.5% of healthrelated benefit claimants primary condition is on mental health grounds. Therefore, access to specialist health and support services will be a central feature of our delivery model through our Steps to Work health stream. We will invite our health partners such as the Leeds Improving Access to Psychological Therapies team to work alongside our Accessible Community Expert (ACE) Network at our delivery sites and we will seek to colocate 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 West Yorkshires skills landscape is informed by Deloittes 40 years experience of working in partnership with local skills providers to equip young people with the skills required by employers through delivery of its Employability Initiative from four West Yorkshire colleges - Bradford College, Calderdale College, Leeds Thomas Danby College and Shipley College. To design Vocational Routeways and training that will enable customers to gain skills and progress in work, tackling low pay, no pay cycles (a key priority for the Skills Funding Agency) we have consulted with Leeds City College and, as part of our commitment to regular open dialogue we will have at least one Employment and Skills Board on our RAB. As basic vocational skills have been identified as a major issue across the CPA, particularly in Bradford and Kirklees, we have identified five skills partners with employer links (including BEST and Skills for Work) to deliver Vocational Routeways in growth industries including business administration, low carbon and hospitality . The nature of pre-employment training, Vocational Routeways and careers development packages will be reviewed at quarterly Stakeholder Forums to ensure that they meet changing local skills priorities, labour market needs and employer requirements throughout the lifetime of the contract. Subcontractors - Ingeus-Deloitte has created a Partner Network of 56 preferred suppliers in Yorkshire and the Humber to enable us to engage with the local provider base. Members of the Partner Network were identified following a rigorous selection process in response to more than 100 applications. Members receive monthly newsletters providing subcontractor case studies, policy updates, Ingeus-Deloitte performance figures and forthcoming tender opportunities. They are also 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, frontline 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-Deloitte has designed a comprehensive Employer Engagement Strategy (EES) for West Yorkshire (the CPA) which draws on Ingeus experience of working with over 5,000 employers across the UK and the local knowledge of Deloittes Regional Practice for Yorkshire and the Humber, which has existing senior level relationships with more than 1,000 employers across the region. Our strategy will enable effective engagement with local and national employers to maximise sustainable job opportunities for Work Programme customers and enable employers and stakeholders to contribute to regional objectives. Core features of our strategy 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 the skills local employers require; SME Business Mentoring Scheme staff volunteers from Deloittes Leeds practice will provide business advice and mentoring to SMEs in areas of deprivation; and Market leading in-work support offer to enhance employers job retention rates and provide sustainable employment for our customers. Ingeus-Deloittes Head of Employer Partnerships (HEP) for Yorkshire and the Humber will work alongside [REDACTED],, Local Public Services Partner for Deloitte, to develop and implement our EES which will apply across our supply chain to enable our subcontractors to benefit from each others expertise and employer contacts. Our HEP for Yorkshire and the Humber will manage a Regional Employer Services Team (EST) consisting of five Employer Account Managers, each of whom will support employers within specific sectors. Each of our three Lead Providers (BEST, Skills for Work and QED-UK) will also have employer services teams which will develop employer links in geographical areas that match their service delivery locations. Each of our three Lead Providers are headquartered in West Yorkshire and they have relationships with more than 4,000 employers between them. Our Lead Provider QED-UK runs the Asian Employers Network (AEN) which has in excess of 50 members including Carnation Ltd, National Securities and Yorkshire Poultry. Through the AEN, these employers work in partnership to offer unemployed adults from BME communities work placements that address ESOL needs and improve understanding of UK work culture. Through their ESF Skills for Jobs contract, Skills for Work has developed an employer database of over 2,000 local businesses. Employers that cover multiple parts or all of West Yorkshire will be given a single contact with Ingeus-Deloitte or one of our Lead Providers. The HEP will also liaise with JCP employer engagement teams to ensure our engagement activity is aligned. These approaches will ensure that employers benefit from clear and consistent communication. All vacancies sourced by Ingeus-Deloitte or 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 team will be supported by: Ingeus-Deloittes 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 a diverse range of employers, including the Co-operative, Ocado and Royal Mail, who all have a significant presence in West Yorkshire. Deloittes Regional Practice From its regional practice in Leeds, Deloitte has a 40year history of providing services to businesses across the East of England, through which it has established relationships with major employers including West Yorkshire Building Society, Provident Financial and SIG plc. Deloitte will leverage its relationship to shape service delivery and make introductions to our local EST in West Yorkshire.

The Employer Network We have a network of employers across the CPA who will work with us to ensure our delivery objectives remain continually aligned with local requirements. Together with Deloittes Regional Practice, our EST will promote the benefits of joining the Employer Network which include: regionally hosted networked events hosted in Deloittes Leeds offices; 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. More than 50 employers across West Yorkshire have already joined the Network including First Group, Barclays Wealth, Virgin Active, YoSushi, Allied Healthcare, Compass Catering, Interserve, Next, Sainsburys, Care UK, Vodafone and Santander, Allied Healtcare, Axix, Brighthouse and Premier Inn. At quarterly network forums we will consult with members to 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. Employer Feedback Employers will be able to provide us with feedback on our service through their Account Manager and an annual employer survey. Our National Employer Services Team recently conducted a survey of 4,000 SME organisations which indicated that they would like to be better informed about the local economy. We have therefore included labour market updates in the design of our Employer Network. Employer Representative Bodies We will consult with employer organisations as a means of understanding the views of a wide range of employers. This will be achieved through Deloittes relationships with the three Chambers of Commerce and membership of the Yorkshire and Humber CBI. [REDACTED], for the CBI Yorkshire and Humber, has also agreed to sit on our Regional Advisory Board for West Yorkshire which consists of senior representatives from key local stakeholders. It will advise Ingeus-Deloitte to ensure that our delivery incorporates local requirements. The findings that emerge from our consultation activity will be used to inform our employer services offer and develop a number of specific proposals including: Vocational Routeways We will offer customised Routeways to address specific skills shortages and develop opportunities in growth sectors. These will be developed alongside members of the Employer Network and will incorporate vocational training sourced through our local skills providers. The design of Routeways draws on Deloittes experience of delivering flagship programmes to improve the quality of vocational courses delivered at Bradford College, Leeds College of Building and Leeds Thomas Danby College, and Ingeus experience of running industry-approved training courses for employers such as Wilkinsons and Travelodge. 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 Wakefields Trinity Walk Shopping Centre opening later in 2011. Our approach has proven successful with a number of employers including Sainsburys, with whom Ingeus worked to resource their new Farringdon store in the City of London, recruiting 25 candidates in time for store opening 71% of the overall workforce. A tailored offer for SMEs: SMEs are critical to the employment growth of the local and national economy, especially in West Yorkshires rural communities, and over 75% of Ingeus outcomes are with an SME. Our research and consultation activity, including our recent employer survey, indicate 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 therefore designed our

employer offer to include specific interventions for SMEs, including training our Employer Account Managers in HR and recruitment practices and the ability to advertise vacancies to customers through our online customer portal, Invisage. Volunteers from Deloittes Leeds office will provide free advice to support SMEs in areas of deprivation to expand. 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: A professional, responsive and free recruitment service any employer who contacts us can expect a response from an Account Manager within 24 hours and a suitable shortlist of candidates within 72 hours. Every employer will be allocated a designated Employer Account Manager who specialises in their sector and who will remain their consistent point of contact. 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. Funded training Building on West Yorkshires priorities to develop skills at Level 2 and 3 in environmental technologies, food and drink and financial services (three of the seven growth industries identified by Yorkshire Forward) we will work with employers to fund pre-work and in-work QCF qualifications and Routeways in these sectors. Employer Portal Network members can access our portal through Invisage, our interactive online resource. Through their personal employer account, employers will be able to: upload job specifications and podcasts; register vacancies and track progress; use skills matching and candidate sifting software; access local labour market analysis and Deloitte research and insights; download advice on issues such as reducing absenteeism; undertake e-training modules. It will also include links to useful local labour market resources such as Leeds City Region Local Enterprise Partnerships website. Workplace support, including Health & Wellbeing All employers who recruit an Ingeus-Deloitte customer will be offered a free in-work support service that will enhance their staff retention and support sustainable outcomes for our customers. Our Employer Account Managers will work with the employer and customer to: resolve any 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 Ingeus recently placed 30 customers at Royal Mails London office, an Ingeus Employer Account Manager was placed there one day a week to provide support with three-way reviews and advice on inwork 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 Ingeus delivery of two Fit for Work contracts), to support management teams in identifying and responding to the signs of stress. These will be made available to all employers. Creating opportunities for the hardest to help we will help employers to adapt their recruitment and workplace practices to make them more accessible for under-represented groups such as customers from BME communities, lone parents returning to work and people with disabilities. Ingeus assisted Ocado to introduce new working practices, such as part-time hours, that proved successful in recruiting more women into delivery driver roles. Corporate Social Responsibility (CSR) Members of the Employer Network will be able to contribute directly to delivery of services to customers through a wide range of options including mentoring, specialist mock interviews, work experience placements and business start-up support. This will help employers to meet their CSR aims and contribute to their local community.

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 from referrals to job outcomes for each customer group. 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 5.61% 0.11% 5.51% 0.01% 5.67% 0.17% 6.97% 1.47% 3.26% 1.06% 2.21% 1.11% 11.58% 0.58% Year 2 33.06% 0.06% 29.74% 2.24% 16.59% 0.09% 28.16% 11.66% 14.53% 3.53% 9.30% 3.80% 29.67% 2.17% Year 3 45.13% 1.13% 40.17% 7.17% 20.32% 3.82% 36.62% 14.62% 20.10% 9.10% 13.19% 7.69% 46.30% 2.30% Year 4 45.09% 1.09% 41.26% 8.26% 21.11% 4.61% 37.26% Year 5 46.22% 2.22% 40.69% 7.69% 21.17% 4.67% 37.21% Year 6 36.50% 3.50% 31.81% 4.31% 14.76% 3.76% 25.38% 14.38% 1.94% 0.84% 28.78% 12.28% 31.70% 4.20% Year 7 12.01% 1.01% 9.19% 3.69% 3.79% 0.00% 5.72% 3.52% 0.00% 1.72% 0.62% 10.56% 5.06%

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

15.26% 15.21% 62.00% 18.58% 18.00% 2.08% 31.66% 163.20% 15.16% 64.20% 77.12% 0.12% 56.86% 1.86%

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

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 demonstrating our commitment to achieving a step change in performance. Customer group Income Support and Incapacity Benefit % uplift Year 1 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 throughout every year of our 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; Targeted community outreach; 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; and 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, enhancing them 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 (e.g. ex-offenders and people who are homeless) 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, 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%. 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. In each case the level of performance uplift it is expected to contribute has been quantified. Best practice and innovation - all customer groups Sequential delivery (14%): Evidence from Ingeus New Deal (ND) and Flexible New Deal (FND) contracts in the UK and Job Network and Personal Support Programme in Australia demonstrates that segmented delivery models (with different 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 module. This is due to the additional momentum that is created when customers commence and finish activities. Our Every Day Counts model therefore features four sequential stages, each separated by a Review & Refresh appointment 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 - from 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 IT system - ADAPT; the extensive employer contacts provided by Deloittes Leeds-based Regional Practice; 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%): The 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 these findings 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 falling, or who has already fallen, out of work to find an alternative, thereby further increasing sustainable outcomes. The ACE Network (16%): Our innovative Accessible Community Expert Network will provide specialist support and targeted interventions for customers who are hardest to help. 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. This will include redacted CBI Yorkshire and Humber 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.

Increasing conditionality (7% - JSA customers): Cohort analysis of FND customers highlights that increasing levels of mandatory activity such as the MWRA help 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 a 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. Employment Support Allowance customers Effective engagement (8% - ESA customers): Ingeus six Pathways to Work (PtW) and two New Deal for Disabled People 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 PtW contracts helped increase conversion rates of starts to jobs by 77%. The Steps to Work module in our delivery model builds on this experience by offering an intensive one-to-one support and innovative new group activities to help customers engage in looking for work. Integrated health and employability services (12% - ESA customers): 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 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 improvements throughout the lifetime of the contract. The key features of this approach are provided below: 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 400 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 methodology which looks at quality, performance, assurance, responsiveness and management.

Continuous Improvement Team (CIT): Our CIT is tasked with key performance improvement activity. They will conduct monthly balanced score card analysis to identify 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 and 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 these customer groups; 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 that are of most benefit to IB and IS customers are: targeted outreach; the ACE Network of specialist providers; the focus on engagement offered through our Steps to Work module; and our integrated health and wellbeing service. Each of these elements is designed for customers with significant barriers to work, including health. They will therefore be suitable for IB/IS claimants, many of whom have been out of work for a considerable period of time. Our performance offer is also supported by the features of our delivery which are specifically designed to meet these customers needs: 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 employment services. For example, the average length of a claim for IB is more than eight years. Ingeus 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 Ingeus outreach programme for the London Development Agency successfully engaged 2,000 economically inactive customers from many of the most deprived parts of London, exceeding its performance targets for BME customers and lone parents. 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. In West Yorkshire we have already identified a range of outreach partners including GP surgeries, childrens centres and community mental health teams. 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 establish links with the childcare information service 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 and Research, and the Employers Forum on Disabilities indicates that , 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 Flexible New Deal contracts; the ability to call on resources from Deloittes 100 strong Programme Leadership practice, with its experience of supporting major programmes such as Congestion Charging and the Learning and Skills Council for West Yorkshire; and the existing infrastructure of our supply chain who, between them, employ more than 700 people across West Yorkshire. 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 27 June 2011. The plan is based on the following key dependencies: supplier guidance issued 31 March; announcement of preferred bidder status 15 April; and contract award 6 May. The Implementation Plan is structured around operational, functional and change management workstreams, grouped into two major phases: Preparation (ID 2 to 106 on the Gantt) and Implementation (ID 116 to 723 on the Gantt). Preparation activities are those that will be undertaken prior to announcement of preferred bidder status to enable swift implementation and include IT 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, for example 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, our Chief Operating Officer and Chief Executive Officer. We have explicitly designed our implementation planning 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 new Director for Yorkshire and the Humber, [REDACTED],, with support from [REDACTED],, Project Manager for West Yorkshire. This structure is key to implementing in multiple CPAs in parallel and will enable Doug 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 critical issues across all CPAs or in West Yorkshire. 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 to 97 Preparation and 437 to 514 Implementation) Risk That one or more of our Lead Providers (Skills for Work, BEST and QED-UK) are not ready to deliver on time. Mitigations We have made substantive checks on each Lead Provider - each has existing infrastructure, requires minimal recruitment activity and has a track record of implementing new contracts on time. We will support our Lead Providers throughout the

implementation phase. Contingencies Commit additional Ingeus-Deloitte resources to implementation; replace the subcontractor with another member of our Partner Network (we have identified contingency providers to cover each Lead Provider); temporarily deliver the provision ourselves; or adjust customer flows to other subcontractors. Premises and fit out (Task ID 58 to 74 Preparation and 260 to 296 Implementation) Risk That premises are not ready by contract commencement. Mitigations A highly experienced Property and Facilities Team with a track record of opening fully fitted out offices to tight timeframes, including 11 offices in less than four months for FND Phase One delivery; and the support of our property consultants, Drivers Jonas Deloitte. We will only open two new premises and we have already identified suitable premises. Contingencies We have in-principle agreements in place with all members of our supply chain and a number of stakeholders to use their premises (which between them provide coverage across the whole CPA) if necessary. The Property and Facilities Team retains a database of suitable, serviced offices in the CPA and can arrange for staff to operate out of a serviced office at two weeks notice. Human Resources (Task ID 75 to 83 Preparation and 297 to 436 Implementation) Risk That insufficient high-calibre, trained staff are ready for day one of delivery. Mitigations An HR Team that has led significant recruitment projects, including sourcing 270 staff for six Pathways to Work contracts and managing TUPE transfers on 39 welfare to work contracts; 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 into frontline roles (we have already successfully seconded Deloitte staff into operational roles in our London offices). We will also be able to utilise our existing relationships with recruitment agencies such as Crone Corkill and Hays to provide temporary staff at short notice. IT (Task ID 45 to 57 Preparation and 189 to 259 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 line with hub, mobile phones for staff and encrypted laptops with 3G wireless Internet connections can all be installed at short notice with permanent solutions being applied later. 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 for the risks associated with winning multiple contracts, we will be able to 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 clearly identified leads for each CPA and each functional area; an experienced Programme Director with support from Deloittes Programme Leadership Capability; and the 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 of adjacent space 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 [REDACTED],) to enable a focus on local activities. These plans will be incorporated into an overall Implementation Plan which will be managed by [REDACTED],, our Programme Director. redacted 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, IT 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 Leeds and 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 and therefore mitigate the impact on them. Supply chain capacity Our supply chain for West Yorkshire has been designed to mitigate any adverse impact of winning multiple contracts. BEST, Skills for Work and QED-UK are all headquartered in West Yorkshire and are solely focused on delivery within Yorkshire and the Humber. BEST and Skills for Work will both be able to draw on resources from their existing New Deal contracts that will be replaced by the Work Programme, enabling them to transfer staff and premises directly across rather than drawing on other contracts. Maintaining our supply chain in the event of subcontractor withdrawal Ingeus-Deloitte has developed a Partner Network of more than 56 preferred suppliers across Yorkshire and the Humber 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 100 of which were from organisations in Yorkshire and the Humber. 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 pool of preferred suppliers can be mobilised at short notice to provide a robust set of contingencies in the event of any subcontractor withdrawing. We will maintain the Network throughout the term of the contract to ensure we have back-up suppliers for every year of delivery. 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 sustainable business models. 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 three Lead Providers: BEST, Skills for Work and QED-UK. They will provide approximately 43% 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 event that Skills for Work withdraws, either Ingeus-Deloitte or BEST will be able to take over Skills for Works role in Keighley. In each case in-principle agreements have been signed by proposed contingency providers. Introduction of a new subcontractor our Partner Network comprises 56 pre-selected members across Yorkshire and the Humber 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. 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.