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					       Personal Independence Payment (PIP) Assessment Service
                          Document 4, Part 5
                  Tender and Supplier Information Form



DOCUMENT 4             PART 5




Personal Independence Payment (PIP) Assessment Service

Invitation to Tender

TENDER AND SUPPLIER INFORMATION FORM

2nd May 2012




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               Personal Independence Payment (PIP) Assessment Service
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      1. Executive Summary
[1.1] You should submit a statement that summarises your response to the final tender and
highlights what you view as its particular strengths. You should use this statement to;
Provide an overview of your proposed delivery for the Personal Independence Payment (PIP)
Assessment Service.
The Executive Summary will not be scored in its own right. However Suppliers will
present this at their Supplier Presentation. Overall information from any questions
asked and responses given at the Presentations will be used by bid evaluators and
moderators to inform the overall quality and risk scoring of the bids.
Present your response at the top of a new page, within these preset margins in Arial font size
12 on up to 3 sides of A4 including the question text and these instructions.
Atos is committed to supporting the Government’s welfare reform agenda, and in particular the
implementation of PIP to help disabled people to lead independent lives and exercise choice
and control. At the heart of Atos’ service will be: (1) a local service delivery by trusted
organisations; (2) a claimant journey creating a positive experience, and tailored to support the
needs of the individual; (3) a consistent approach which is fair and objective; (4) a low risk
implementation and delivery plan; and (5) a value for money proposition that supports the
Governments welfare reform agenda.
Local service delivery by trusted organisations - Atos will deliver PIP working in
partnership with the NHS, private hospitals, and a local network of physiotherapists. This
approach creates a supply chain of trusted organisations, with experienced staff, ready and in
place for day one, with the service delivery expertise of dealing with people with differing
needs, and based in locations rooted in their communities. As the prime contractor in the
partnership Atos will carry out the contract management; IT; contact centre; customer
management; supply chain management; audit, training, finance, account management;
stakeholder management and HR. Atos will also conduct paper based reviews and home
consultations, assisted by partner HPs. Face to face consultations will be conducted by supply
chain partner HPs. This approach provides flexibility in the two key areas of HP resource and
estate, and creates the capacity to be able to react rapidly to demand fluctuations.
We have calculated that across all 4 lots, our supply chain has headroom capacity for
over 1 million assessments per annum above the Authority’s stated ITT annual volumes
in every year of contract delivery, which can be accessed at short notice.
This is made possible by a network of 1,738 consultation centre sites across all Lots – a
ready-made estate which is fully compliant with the Equality Act. Their location, in particular
the NHS hospitals, is often at the centre of established transfer links, meaning that between
75% and 90% of claimants will be less than 30 minutes travel time from a consultation centre,
with the remainder only 60 minutes away. Our supply chain partners will not be recruiting new
HPs but will be identifying suitable candidates from within their existing workforce. These HPs
will be able to undertake face to face consultations within their current responsibilities, with the
PIP work typically taking up 25% to 40% of their time.
A claimant journey tailored to support the needs of the individual - Atos have delivered
health and disability assessment services for 14 years, however PIP is a new benefit, and we
wanted to be sure that the end-to-end claimant journey was focused on the individual, that it
was fully understood and was perceived as a positive experience which took into account the
different emotional and rational factors of those with differing needs. Before designing our PIP
solution, Atos engaged with Claimant Representative Groups, to take their views into account.
We employed Britain Thinks (a social policy market research organisation) to carry out 30, one
hour interviews with recipients of DLA to better understand; (1) the issues that influence

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attitudes towards the PIP assessment; (2) the information needed to enable individuals to
understand the process prior to an assessment; and (3) to test individual elements of the
claimant journey that we were designing. From this, we understood that the emotional needs
can be dealt with by ensuring that the claimants are reassured at every stage of the process
and that their rational needs are served by making the process as personalised as possible.
When we receive a referral, our HPs will carry out an immediate paper based review to fast-
track terminally ill cases. For all other cases we will establish the need for further medical
evidence, and decide whether the assessment can be concluded on the basis of a paper
based review only which they will conduct, or requires a face to face consultation. If a face to
face consultation is required, the HP will specify whether there are particular specialist skills
that are required – for instance a background in mental health, or neurological conditions.
Recommendations on a home consultation will also be taken into account having fully
considered the specific needs and barriers of individual claimants.
Claimants told us they wanted to receive a letter inviting them to a face to face consultation,
not a phone call “out of the blue”. Therefore we will send a tailored letter, including an
explanation of the purpose of the consultation; the appointment time, date and location, and
how claimants can contact Atos to reschedule; it will include a map; options for claiming
expenses; it will encourage claimants to bring any new FME to the consultation; and, it will
give details of the Claimant Enquiry Service. The claimant will also be directed to our
dedicated PIP website. On this site, claimants will get a detailed understanding of the process
and be able to; view a video of a typical face to face consultation; browse FAQs; send
feedback; suggested improvements or complaints; and follow links to social media sites where
peers will share their own previous experiences of the PIP process.
Claimants told us that a local, familiar location in which to be assessed was the best option,
and somewhere that they could maintain confidentiality and dignity, where other activities were
taking place, not making it obvious that they were being assessed for a claim to benefit. Atos
will work with our local partners to deliver consultations from NHS Trust hospitals, private
hospitals and local physiotherapists all of whom are well established in the community. These
locations are all designed for providing a service to people with a wide variety of needs. From
the moment that claimants come through the door, all of the staff from the receptionist to the
practitioners will be empathetic, respectful and understanding of the difficulties in claimants’
lives generally, as well as the stress involved in taking part in a face to face consultation in
particular. All staff will undergo training from experts within Atos in the specifics of the policy
intention and the approach to the PIP assessment, to supplement the knowledge and
experience that our partner’s staff already possess. Claimants told us that they wanted the
person carrying out the consultation to show they are genuinely listening to them; to make eye
contact; and not to interrogate them from behind a PC.
Atos will ensure that the consultations will take place with the claimant sitting side by
side with the practitioner, removing the barrier that the desk and the PC create, with
both able to look at the screen so that the claimant understands that their story is being
listened to and understood and accurately reflected in the assessment report itself. We
believe that this approach will reduce any future dispute or appeal on the basis that
insufficient account has been taken of their actual views and needs.
When the consultation has concluded, all claimants will be invited to give feedback online, or
via a written independent survey process. We will actively seek suggestions on how we can
improve and enhance the service, and claimants and their representatives will also be
encouraged to share their views on social media sites to help reassure those who are yet to
complete a consultation. Atos believe that this experience will be viewed by the claimant as
positive, objective, transparent and fair.

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A consistent approach which is fair and objective - PIP must deliver a consistent, high
standard of service to all claimants and must be seen to be fair. This means that consistency
of the process, and in particular the claimant experience and the content of the assessment
report, must be guaranteed. The two key elements of ensuring consistency are training and
audit. Atos train for our own staff and train the trainers of our supply chain partners. All staff
will attend a disability awareness day, to help understand the individual needs and barriers
that many disabled people face. The assessment reports are the key outputs from PIP, and
their consistency and quality will be key to ensure the fairness of the process and that correct
decisions have been taken. Atos will carry out an audit of the assessment reports, applied
equally to all HPs, using Integrated Quality Audit System (IQAS). All audit results will be fed
back to HPs. Any issues raised will be highlighted to them so that we minimise the number of
cases where the quality of the report could be improved. All audit outcomes will be recorded to
coordinate quality performance with the aim to ensure that HPs produce consistent reports
that are justifiable and fit for purpose. Atos believe that by creating an open and transparent
claimant journey, and delivering a fair and objective assessment report, we will be able to help
to increase the levels of claimant confidence that they have been offered every opportunity for
their story to be heard and reduce the number of cases which go to appeal.
Lower risk implementation and delivery - The Atos delivery model will be ready to go live in
April 2013 for Lot 1 and in June 2013 for the remaining Lots. The estate required for all four
Lots has already been identified, and in virtually all cases is ready to use now. The HPs
required both for go live and the subsequent phases up to January 2014 already exist within
our supply chain, and a detailed training plan has been developed. We are expanding existing
contact centre sites, as well as putting in place teams of admin staff who can support the new
IT systems currently being developed by DWP. We have a recruitment plan for these staff in
place which also takes account of the need to implement a clerical system for day one. The
flexibility of our supply chain model means that we have a built-in ability to manage service
capacity which takes account of any planned or unplanned fluctuating claimant volumes.
Contingency will be in place for day one, de-risking the PIP phased implementation approach
and providing us with an opportunity to handle the subsequent peaks as the re-assessment
volumes grow. Add flexibility over resources
A value for money proposition that supports welfare reform - It is vital that PIP is not only
a positive experience for the claimants, but that it delivers the welfare reform agenda for the
DWP and is fair for the taxpayer. The majority of costs associated with PIP are around the
need to use skilled people who are able to conduct the paper based reviews and the face to
face consultations, and the premises in which these take place. Our supply chain model
minimises the costs associated with a large scale recruitment exercise, maintaining a viable
pool of expert practitioners as well as the sourcing, purchase or rental, and fit out of a Lot-wide
network of assessment centres. The model also minimises the risks and costs associated with
handling fluctuating volumes both upwards, where there can be need for additional recruitment
or expensive overtime, and downwards where expensive resources and estate are
underutilised. Our supply chain has the capability to flex to meet demand in both directions
without affecting costs. Atos have incorporated the savings and efficiencies this delivery model
offers into our price in each Lot a price. We have provided full details of the way these prices
have been calculated and we will open our books for audit and independent benchmarking in
order to provide a commitment to value for money and transparency.
The new service which we have designed supports the implementation of PIP and it has the
highest priority in Atos. We are excited and energized at the prospect of working with DWP to
ensure that delivery occurs to plan and that the new benefit continues to be focused on those
who face the greatest financial challenges as they strive to take part in everyday life.

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      2. Risk
     Generic – Risk question
[2.1] Please describe, in detail, your plans for managing service capacity and potentially
fluctuating claimant volumes throughout the life of the PIP Assessment Service Contract,
highlighting all key stages throughout that period.
Present your response at the top of a new page, within these preset side margins, in Arial font
size 12, up to 3 sides of A4 including the question text and these instructions.
Volume Fluctuations and increasing and decreasing demands
Atos will deliver PIP in all Lots working in partnership with the NHS Acute and Community
services, Private Hospitals and national networks of locally-based Physiotherapists and
Occupational Therapists. This approach creates a supply chain of trusted organisations, with
experienced staff, ready and in place for day one, with the service delivery expertise of dealing
with people with differing needs, and based in locations rooted in their communities. As the
prime contractor in the partnership, Atos will carry out the contract management; IT; contact
centre; customer management; supply chain management; audit, training, finance, account
management; stakeholder management and HR. Atos will also conduct Paper Based
Reviews, and will be assisted in this by HPs working for two of our supply chain organisations.
These back office functions will be delivered through our Service Delivery Centres (SDCs),
and within existing partners’ estate. The majority of face-to-face consultations will be
conducted by our supply chain from their own estate, with the majority of home consultations
delivered by Atos HPs.

The key elements of service capacity impacted by fluctuating claimant volumes will be the
contact centre; the admin staff; the HPs; and, the consultation centres. Atos will propose that
workflow planning meetings take place with the Authority from July 2012 to gain a
comprehensive understanding of the future volumes of work, the type of referral that will be
required to be handled, and the geographical spread of the work. These meetings will be led
by the Atos General Manager and the Service Delivery Director. During the implementation
period, Atos will deploy its workflow planning system to ensure there are necessary resources
in place to handle the forecast flow of PIP work. The planning system will drive our resource
level requirements by staff types and by geography, including sensitivity analysis for
fluctuating volumes, and phased go live of referrals and calls associated with new claims,
natural re-assessments and managed re-assessments. From this we will create a managed
recruitment and training plan for the contact centre agents and administrative staff. They will
be based in extended, existing Atos locations in Crewe, Linwood and Newcastle where we
have already identified the additional capacity for the delivery requirements of all 4 Lots. For
Atos staff, we will implement a flexible working strategy including a mix of part-time and full-
time staff, staggered starting and ending times and split shifts to build in flexibility for volume
fluctuations. As a matter of policy, our resource plans will overstaff to deliver better customer
service, and ensure that service levels are met and exceeded.
The design of the Atos supply chain creates the capacity to be able to react rapidly to
fluctuations in the level of demand for resources to conduct Paper Based Reviews and face-
to-face consultations. In almost all geographic locations within all 4 Lots, we have at least two
supply chain partners, giving us both capacity and contingency. When confirming partners
onto our supply chain, we have required them to have the ability to flex capacity, as a
minimum requirement, to meet the first two volume bands above baseline. We have
confirmed with all our supply chain partners the number and types of HP and the percentage
of their availability which will be allocated to PIP (typically 25% to 40%); the number of rooms,

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and the times at which these rooms are available for PIP assessments. Based on this
information, providers have then confirmed to us the number of PIP assessments they are
able to undertake in different locations. We have calculated that across all 4 lots, our supply
chain has headroom capacity for over 1 million assessments per annum above the Authority’s
stated ITT annual volumes in every year of contract delivery, which can be accessed at short
notice. Additional and immediate capacity flex of 15% of monthly volumes can also be
provided, given that over 80% of our providers have indicated they are willing to flex and
increase staff resources and offer evening and/or weekend appointments from their facilities to
prevent any backlogs of assessments from occurring. This capacity, and our ability to access it
will be a key resource to ensure that we maintain and exceed agreed performance levels. The
scale and diversity of the Atos supply chain will ensure all contingencies are covered. We also
have agreements in place whereby the contractual commitments of any failing partner can be
picked up by another provider creating contingency and, ultimately, by Atos who will be
available to cover in any areas of shortfall.
To ensure that the capacity matches the demand, our Resource Management Team will
manage workflow, and capacity planning through weekly meetings with our supply chain. The
focus of the meetings will be the analysis of the Authority data regarding workflow as well as
the actual data measuring the working assumptions. The analysis will enable fully informed
decisions to be taken on the handling of the impact on service performance as well as
utilisation of our supply chain resource. Resource availability will be uploaded daily to the Atos
Practitioner Referral System (PRS) for up to six months in advance. Whilst this approach will
be important at the start of the contract there will be a continuing focus on the increasing
volumes of work during the PIP reassessment period as the need for additional resources
increase. Equally important is the managed ramp down of volumes as the reassessment
referrals come to an end in March 2016.
Atos propose that joint discussions take place between the Authority’s Chief Operating Officer
and Atos Service Delivery Director to reach agreement about the volume and pattern of
referrals and the effect that assumptions have on managing service capacity. These
assumptions include the rate of Further Medical Evidence requests, the fail to attend rates, the
number of cases which require a face to face assessment, and the length of time for the
completion of each piece of work. We will then agree which assumptions need to be tracked,
what trigger points need to be in place to allow immediate corrective action to be taken, and
how can the flow of work be brought back under control.
At these meetings, during implementation, Atos will share details of readiness for ‘go live’ The
meetings will enable a planning process to be put in place which delivers a high level of
confidence of having sufficient resources available for day one. Atos will provide a pack of key
MI which will cover details, of the agreed profiles, the head of work which sits in the various
stages of the Atos process and the profile of work received from the Authority. The pack will
include an analysis of the trends’ affecting workflow and the effect this is having upon service
capacity. Atos will also include an action plan which sets out key corrective actions if supply
and demand does not match. We will continue to hold these meetings monthly during the
whole term of the contract so that unplanned volume peaks or troughs are kept to a minimum
and corrective actions can be taken quickly.
In parallel with the planned Authority meetings, we will conduct weekly planning meetings with
our partners to ensure that the flow of work is fully managed. The Atos Supply Chain Director
will lead reviews to establish how additional resources can be made available if the profile of
work is exceeding the supply of HPs. A review of the forward schedule of availability will take
place to identify where additional resource needs to be made available including the sourcing
of additional rooms and HPs. The Service Delivery Director will present MI showing

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performance levels against agreed SLAs and take any corrective action, jointly with the supply
chain partner if required. Working out of normal working hours will be among the options that
will be discussed at these meetings. Our supply chain offers us considerable flexibility as we
have factored into our joint commercial agreement the ability to provide additional resource if
volumes exceed the profile as well as the ability to utilise resources that are not required due
to volume troughs. Our supply chain approach also removes the need for any recruitment
activity thereby enabling a much speedier mobilisation of the extra resources required.

Managing fluctuating volumes across the Lots - Atos are bidding for all 4 Lots and are fully
aware that we need to have a full service in place in Lot 1 for the controlled Go Live in April
2013, and the remaining Lots from June 2013. In all Lots, stand alone HP resources and
estate have been identified and are in place. In Lot 1, partners across the NW and the NE
have accommodation and HPs available to meet all possible combinations of demand, bearing
in mind that new claims could result from any post code across the two regions. There are key
dates where volumes increase significantly due to the staged implementation programme, and
details of these have been shared with our partners so that supply chain availability and
capacity grows in line with the increase in volumes of referrals from June 2013. We have
sensitivity plans prepared for winning different combinations of the 4 Lots. The supply chains
in each Lot stand alone, however we have planned for increased contact centre, admin and
management resources, and for recruitment of Atos HPs. We believe that using our supply
chain approach offers us a much greater level of flexibly to deliver any combination of Lots
and the volume increase planned, and any fluctuations that may occur.
Prioritisation of deployment of resources - In all instances, Terminally Ill cases take
resource priority. The large amounts of over capacity built into our supply chain, and our ability
to deploy this rapidly minimises the need for prioritisation, but where there are unplanned
volumes of additional work, the Atos Service Delivery Director will prioritise the arrangement of
face-to-face assessments and home consultations, as these elements of the service are key to
providing a positive claimant experience. The contact centre will prioritise inbound calls from
claimants who wish to change their appointment and for those who have questions about the
assessment process.
Prevention of backlogs - Our 14 years experience has shown that joint planning and
accurate forecasting will minimise any build up of a backlog. However we recognise that
measures need to be in place to ensure there is no backlog. Close monitoring of work queues
will ensure that we identify any potential issues before backlogs start to develop. Our supply
chains over capacity, ability to flex immediately increasing staff resources and offering evening
and/or weekend appointments from their facilities will prevent any build up of backlogs of
assessments from occurring.
Monitoring fluctuations - The Service Delivery Manager will monitor the flow of work on a
daily basis using the MI gathered by PRS, including the impact of workflow on performance
against SLAs. Daily referrals will be registered on the system and we will constantly measure
the flow of work through all stages of the new PIP process. Service Delivery Managers will
have access to MI to allow them to make decisions about the prioritisation of work, dependent
upon the circumstances at that time. The same approach will be carried out by the Service
Delivery Team with our supply chain partners. They will be provided with regular data about
the flow of work and they will be required to provide a schedule of availability of both their HPs
and accommodation on a weekly basis. The information requested will be: which practitioners
are available each day, how many hours are they available each day and from which
assessment room they will be working.


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    LOT Specific – Risk question
[2.2] Please describe in detail your estimates of, and plans to, manage the financial risks of
delivering the PIP Assessment Service.
Your response should include a plan to demonstrate how you will manage the level of
organisational and financial growth required to deliver this contract. Your plan should be
presented as a separate document in either Microsoft Word, Microsoft Excel or PDF format.
Please name these separate documents as follows:
‘Supplier Name’_ Financial Risk_Lot 1 (or Lot 2 or Lot 3….)
Present your response (per Lot) at the top of a new page, within these preset margins in Arial
font size 12 up to 3 sides of A4, per lot including the question text and these instructions.
Each response must be individually labelled for the Lot to which it refers, by completing the
heading below:
“LOT” SPECIFIC RESPONSE FOR LOT 1 - Scotland, NE England, NW England & Isle of
Man
Atos is a debt-free company and we are able to draw upon the resources of the newly
enlarged global Atos group. With assets currently on the balance sheet of £180billion and a
projected net-cash inflow for 2012 announced to the financial markets of £200million, financial
security is assured. PIP has the sponsorship of the UK CEO Ursula Morgenstern and the
support of the Global Leadership Team with direct approval from Group CEO, Thierry Breton.

Determining financial risks of delivering the PIP Assessment Service. Bidding for and
undertaking new contracts of this size requires a detailed understanding of the risks it will
cause to the organisation, its ability to deliver the service required by the contract, and other
services in the portfolio. Atos is a successful international organisation which has grown both
organically, through the winning of large contracts, and by acquisition. Both types of growth
have required us to be able to analyse, categorise and manage significant risks in and to our
business.

The Atos approach to risk management is demonstrated in our RAINBOW process (Risk
Assessment In New Business Opportunities Worldwide). This process ensures we identify
and mitigate risks which would impact on our ability to deliver PIP to the required quality,
timeliness and volumes, and that we have assessed the risks around the organisational and
financial growth required to deliver.

The RAINBOW process is based around a series of reviews: Strategy; Pursuit; Solution; Offer;
and, Handover. For an opportunity of the scale and importance of PIP, each review must gain
approval at UK and Global Board level.

These reviews focus on:
      Demand, being able to cope with fluctuating volumes, dealt with in financial risk
      Resource, critical risk for PIP is having the Health Professionals to deliver the service
      Assets, having estate in the right locations to the right standards in the right timescales
      Implementation, being ready to have a secure go-live, with a key dependency being IT
      Supply chain understanding and agreeing who does what, as this is a significant part
of our planned solution and mitigation of risk.
The final Offer reviews of the risks around the organisational and financial growth took place
on 10th May when the UK Board gave approval to bid all 4 Lots. Global approval was achieved
on 17th May in a meeting which included the group CFO and CEO. On both occasions, every
combination of possible individual and multi-Lot wins was analysed for financial and resource
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impact, including sensitivity analysis of volume assumptions to +/- 30%. The financial models
were signed off by UK and Global CFOs.

We have also modelled the scenarios requested in the question with volumes +/-15% and a
25% increase in working capital requirement. A review of the organisation growth in the
context of the size of the organisation and a review of the source of working capital, this
analysis can be found in the file Atos IT Services UK Ltd_Financial_Risk_Lot 1.xls.

Estimates of Financial Risks:

HP resource, Priority Risk: Availability of Health Professionals. We have systematically
assessed the risks using: Recruit, Train, Deploy and Retain HR approach.
Recruit HPs, large numbers of Health Professionals are required to service the contract. We
are currently seeing that the pipeline for the recruitment of HPs into a disability assessment
service requires a 5:1 conversion rate. There is also a considerable time-lag from expression
of interest through to availability of resource of approximately 3 months. In Lot 1 our
experience shows that the effort for recruiting each additional Health Professional is £2.6K and
we require to recruit 1,058 HP for this Lot. Mitigation HP resource In Lot 1 our solution
reduces the recruitment effort to 74 direct HP recruits. The balance of the capacity
requirement, equal to 984 HPs, is sourced from an increased utilisation of our supply chain
partners’ resource pool of HPs. Decreasing risk and working requirement.
Train: all our Health Professionals require training to ensure that they are skilled in disability
assessments. This entails 7.5 days of training, for Lot 1 that equates to a cost of £2.3m which
Atos will cover.
Deploy: bringing in large numbers of HPs in short timescales is problematic as a sudden influx
requires simultaneous induction, training, deployment, management, IT assets and
accommodation (both training and business as usual. To do this requires the underutilised
resource for that period of time, where salaries, on-costs including accommodation, are being
paid for, without any corresponding outputs delivered. This risk has been significantly
mitigated in terms of supply chain HPs, seen as variable costs in our financial model and risk
plan, there is a residual financial risk in our fixed cost element being the Atos direct recruit
HPs and the Atos admin staff being not fully utilised. These are built into the fixed cost
element of our financial model and risk plan summarised in Atos IT Services UK
Ltd_Financial_Risk_Lot 1.xls

Estates: having the available space required in the locations with sufficient flexibility for the
service provision. We see there being a financial risk, i.e. of funding the acquisition of a new
estate portfolio has being significant. Our solution mitigates this risk through the use of under-
utilised accommodation in the estates portfolio of our partners. Each partner has contractually
agreed to providing accommodation to the required specification. Atos has an
accommodation requirement which is greatly reduced for Lot 1 and this is built into our fixed
cost element of our pricing model.

IT: The IT requirement is an implementation issue and an organisational growth consideration
– we have included it into our risk profile with plans to manage and mitigate the financial risks
as the IT is a significant element of the working capital requirement.
Requirement for Working Capital: Our plans to mitigate the organisational risks and financial
risks by developing a structured supply-chain of local providers as our solution ensures the
lowest risk for us and for DWP in implementation, operations and delivering of this new health

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and disability assessment service. The use of underutilised third party resources and assets
reduces significantly the inherent financial risk and also implementation risk for this contract.

The amount of working capital required to fund the set-up is decreased as there is a marked
reduction in terms of:
-      Estates through the use of underutilised accommodation:
-      Recruitment: through the use of currently employed Health Professionals.
In our experience these are the two greatest areas of working capital consumption in the set-
up of a disability assessment service. This is an actual reduction, not just a displacement onto
the supply chain partners. The supply chain partners will be responsible for an element of
upfront investment to fund their management cost and some localised elements of the PIP
implementation which will include the accommodation selection and preparation activities from
their existing estate portfolio, and the selection of HPs to undertake the Atos funded training.
The Supply chain partners have provided for their working capital risk into the unit price they
have agreed with us.

Many further requirements will be met through the leverage of existing assets “owned by Atos”
existing contact centre space reduces organisational risk and financial risk for the contract.
There will be some elements which do require funding and they are built into our model.

Remaining elements requiring Working Capital funding are:
-       Training across the whole supply-chain Atos will fund and ensure the quality of this
activity, for Lot 1 this equates to 1,058 HP (heads not FTE) at 7.5 days initial training
-       IT system development and infrastructure roll-out is the sole responsibility of Atos as
prime contractor for Lot 1 £10.9Million

Lot 1 has a maximum working capital outflow of £16.1M set against the forecast total Atos
cash inflow of £200Million per year.

Our breakeven point for Lot 1 is February 2015.
The above required working capital will be funded internally by Atos and is a reduced amount
due to the provision of resources and estates by our private and public sector supply chain.

An overview of the breakdown of Atos versus supply chain source of working capital can be
found in the financial risk management plan Atos IT Services UK Ltd_Financial_Risk_Lot 1.xls

No specific credit arrangements will be entered into for this Contract other than standard credit
terms with our supply chain.




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       3. Claimant Journey
     Generic – Quality question
[3.1] Please describe the Claimant Journey through your PIP Assessment Service. This
should clearly demonstrate how every claimant will receive a positive experience, that the
journey will be tailored to take account of individual needs (detailing how you will address any
lot specific innovation for the customers) and that you clearly identify any innovative ideas for
delivery that adds value to the claimant journey.
NB: Suppliers can supply a flow chart or similar to illustrate their claimant journey in addition to
their narrative rationale described below.
Any such chart should be restricted to 2 sides A4 maximum and be presented in Word, Excel
or PDF format. Please name this separate document as follows: ‘Supplier Name’_
3.1_Claimant Journey. Where possible use universally understood terminology or give
explanation of internally used terms.
Present your response at the top of a new page, within these preset margins in Arial font size
12 up to 10 sides of A4 including the question text and these instructions.
Atos have delivered health and disability assessment services for 14 years. We recognise that
PIP is a new and very different benefit, and therefore we have designed an end-to-end
claimant journey that is much more focused on the needs of the individual. We want to ensure
that all claimants fully understand the process and that they perceive it to be a positive
experience which recognises and takes into account the emotional and rational factors of
those with differing needs. To be successful, claimants must believe that PIP is fair, objective,
transparent and consistent.
To help design a claimant journey which achieves this, we have engaged with a wide range of
Claimant Representative Groups (CRG), to take their views into account, and we instructed
Britain Thinks (a social policy market research organisation) to carry out 30, one hour
interviews with current recipients of DLA. This research activity was designed to better
understand the issues that influence attitudes towards the PIP assessment; to identify the
information needed to enable individuals to understand the process prior to an assessment;
and to test individual elements of the claimant journey that we were designing in our solution
to deliver PIP. The research findings allowed us to understand that the claimant’s emotional
needs can be dealt with by ensuring that we provide reassurance at every stage of the
process and confirm that we are listening to what they say; and that their rational needs are
best met by making the process as personalised and individually tailored as possible.

Our claimant journey will engage with the claimant in a way which will not be seen as
overwhelming, and that will take account of their individual needs, rather than a journey which
is driven by the requirement to complete an ‘impersonal process’. Each claimant will
experience a personal service which will be based on their expressed choices and
requirements. All personnel engaged in the delivery of this service to claimants will be security
cleared in line with the Authority’s requirements and trained to empathise with the challenges
faced by people living with a disability, to be considerate of the potential stresses a claimant
may suffer during their journey and to assist claimants with respect and consideration of their
personal circumstances. All HPs will be accredited by the Authority upon successful review of
their initial assessments.

Paper Based Review (PBR) and Further Medical Evidence (FME). From the point at which
Atos receive a referral from the Authority, the claimant’s individual circumstances are
considered. When a referral is received, it will be registered onto our Practitioner Referral

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System (PRS) by a member of our Administrative Team, and we will flag claimants that have
been identified by the Authority as having any sensorial, physical, mental or emotional
conditions which may impose particular barriers or indicate any specific needs that will require
additional support. We will also flag claimants living abroad, and cases that are considered to
be sensitive by the Authority. For claimants living abroad we will conduct a PBR with the
request of FME where required. Our processes allow for a telephone based interaction with
the medical practitioner caring for the claimant or a direct conversation with the claimant. The
small number of claimants deemed to need to be handled in a sensitive manner will be
managed according to Authority processes. Atos recognises that these cases are subject to a
higher level of security than other cases, and we intend to manage these cases clerically.
Our specifically trained Health Practitioner (HP) will log into PRS and pick up the cases from a
queue in order to review all of the information that has been provided, including the Part Two
Form and any scanned FME. HPs will consider each section of the Part Two form so that they
fully understand the nature of the claimant’s conditions and how this affects their needs for
additional care and assistance with mobility. They will analyse the additional supporting
evidence that the claimant has provided to see how this supports or contradicts what they
themselves have said about their needs. Any referrals identified as Terminally Ill, or potentially
Terminally Ill, are handled with priority, and cleared within the agreed Service Level
Agreement of 2 working days. We fully appreciate the sensitivity attached to these claims and
will make every effort to obtain the relevant further medical evidence (a DS1500) that enables
them to clear the case as a matter of priority.

For other referrals, if there is sufficient and relevant information contained within the case for
the HP to produce a Paper-Based Review Report, they will do so immediately. The HP will
consider all the evidence against the set descriptors, and they will produce a completed report
which sets out the justified recommendation for their conclusions. The report will be produced
in such a way that it will be understood by the claimant if they decide that they wish to see a
copy. Our HPs are very aware of the need to provide reports which explain in understandable
terms, free of medical jargon or abbreviations, what they have considered and why – a critical
aspect of making sure that the claimant feels involved in the end to end PIP process. This
approach results in the shortest possible journey for the claimant by ensuring that the action
required by them is kept to a minimum and it will contribute towards reducing any stress or
anxiety that they may be experiencing in association with the PIP assessment process. The
PBR Report will be provided to the Authority, either using the assessment tool or in hardcopy
during the initial clerical process, and after any audit if the report is selected as part of our
quality monitoring processes.

If insufficient information is available at the PBR stage, but there is a belief that additional
information may assist the HP in completing the report, we will seek FME from the
professionals indicated by the claimant as having the most relevant knowledge of them; be
that their GP, their social worker or any other professional who is well placed to offer
appropriate advice. The request for additional evidence will be developed into a specific
request for information which is pertinent to the individual claimant. It will also be constructed
in such a way that allows the professional to provide relevant information which links with their
level of knowledge of the claimant. It would be more appropriate to ask a Community
Psychiatric Nurse to provide information about their patient rather than a GP who may not
have the same level of knowledge about the claimant’s mental health care needs. We will use
our case management system, the Practitioner Referral System (PRS) to issue FME requests,
and we will ensure that follow up contact is made of those professionals who have not

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provided a prompt response. Our HPs will approach, and make an offer of assistance to any
professional who is finding it difficult to provide relevant and meaningful information. We will
look to build strong professional relationships with organisations which will be the source of
multiple FME reports – i.e. GPs practices in local communities which have a high prevalence
for PIP claims. This will ensure that the reasons for the FME request are fully understood and
will reduce delays in getting high quality reports returned. We have been informed through our
research that claimants feel that they often have to provide information repeatedly in order for
their claim to benefit to be progressed. Atos take the view that the use of FME reinforces the
claimant’s view that all relevant medical information about their condition is being taken into
account, and it removes the need for them to continually repeat themselves.

In some circumstances, it may be appropriate to contact the claimant to obtain further details
so that we can obtain any potential FME. To keep the claimant appraised of what is happening
with their claim we will inform them that FME is being sought, using the claimants preferred
communication channel. This is most likely the first direct contact that we will have with the
claimant and it is essential that it is a positive experience for them. It will be our opportunity to
make sure that the claimant fully understands the process. In the first instance, we will write to
claimants. Our research has helped us to understand that claimants prefer a letter initially
rather than a phone call ‘out of the blue’. Unannounced phone calls have been indicated as
having the potential to cause stress and confusion particularly for claimants with mental health
conditions. Therefore to keep anxiety to a minimum throughout the claimant journey telephone
contact will only be used if indicated by the claimant as their preferred communication
channel, or if we have informed them in advance that we would ring.

Completed FME reports will be sent directly to the Authority for scanning and will become
available for HPs to view on PIPCS. If the FME received means that the HP can now produce
a PBR Report, they will do so and the Report will be provided to the Authority following any
necessary quality audit. If the Authority decides that a report does not meet the fit for purpose
criteria set, this will be notified to us by the Decision Maker. The re-referral of the report will
indicate the reasons why a re-work is required. The Report will be reviewed and corrected in
the majority of cases by the original HP, and returned to the Authority in accordance with
agreed timescales and the quality standards as set out by the Authority. This feedback from
the Authority will be used by Clinical Delivery Managers to remind HPs about the criteria that
they must meet to ensure that a Report is able to be used as part of the decision making
process.

While reviewing the Part Two Form and any additional FME, the HP will identify any sensorial,
physical, mental and emotional conditions which may impose particular barriers or indicate
any specific needs that may affect the claimant taking part in the PIP process. The HP can if
appropriate, specify whether they believe there may be the need for a Mental Function
Champion or another condition specific Champion to be available to provide advice and
support to the HP. Relevant details will be included on the electronic case on PRS, and taken
into account by contact centre agents when communicating with claimants, receptionists when
welcoming them to a consultation centre and HPs carrying out consultations.

If the HP decides that a face-to-face consultation is required, they will create an appointment
request on PRS. Details will be recorded on PRS for the assessing HP to be aware that the
claimant may have a condition which may require them to seek additional support i.e. the need
to use a hearing loop system or the use of a more suitable chair. The HP will also record on

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PRS whether a home consultation (HC) is required based on evidence provided by the
claimant or their representatives, or requested specifically by the Authority.

If at any time Atos or the Authority are advised that a claimants circumstances have changed
then these changes will be recorded on PIPCS and PRS. Our staff will be fully aware of the
need to action these changes in order to prevent any embarrassing or distressing situations,
particularly in the case of a bereavement. Changes will be actioned immediately and
confirmation will be sought by an Atos Manager that any subsequent actions have been
considered.

Arranging the Face to Face Consultation. Atos believe that the face to face consultation is
an opportunity for the claimant to explain how their condition specifically affects their daily
living in one-to-one discussion with a specifically trained medical professional. This is a key
message that we will convey to all claimants at every opportunity. In all communications, we
will reassure the claimant regarding the purpose of the consultation to ensure we achieve a
positive view of the process, and a willingness to engage.

All claimants asked to attend a consultation centre will be sent a tailored appointment letter.
The letter will include an explanation of the purpose of the consultation; information on the
appointment time, date and location, and how claimants can make contact with us in order to
reschedule their appointment. It will also:
  Include a map showing the location of the consultation centre;
  detail the options for claiming expenses;
  encourage claimants to bring along a companion to support them;
  encourage claimants to bring along any new or previously overlooked FME to the
     consultation; and,
  give details of the Claimant Enquiry Service encouraging the claimant to inform us of any
     other specific needs that they may have, advise us of any changes to their circumstances
     or contact us for any additional information.

The letter will be available in a variety of formats to support the claimant, such as large font,
Braille or alternative languages. The claimant will also be directed to our dedicated PIP
website. On this site, claimants will be able to, view a video of a typical face-to-face
consultation, browse FAQs, send feedback, suggested improvements or complaints, and
follow links to social media sites where peers will share their own previous experiences of the
PIP process. The information on this website will also be available in alternative formats to
meet the needs of claimants with a wide range of disabilities and health conditions in line with
the Equality Act 2010. At all times, all communications will be directed to the appropriate
person, either the claimant or their appointee or representative.

The appointment will be arranged for a date which will allow for the seven days prescribed
written notice period to be met. In all communications, we will encourage claimants to be
accompanied by a companion during the assessment as we see this as a valuable support
measure for the claimant, especially those with additional requirements or very specific needs.
It will be made clear to the claimant that they have the option of rearranging the consultation to
a more convenient time and place. As standard, the appointment will be at the consultation
centre nearest to the claimant’s home, which, given that Atos and its supply chain has
identified 1,738 sites available to us to deliver the service across all 4 Lots, means that for
75% to 90% of claimants this will be within 30 minutes travel with the remainder travelling less
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then 60 minutes. However, should another location be more convenient for them, somewhere
nearer where they receive specialist care for example, they will be able to request a change of
location.

The claimant can contact us if they have any concerns about being unable to reach the
consultation centre due to their disability. Such concerns will be minimised through
identification at the PBR stage of individuals who require an HC. Should an HC not be
appropriate and concerns about travel remain then, we will arrange alternative transport such
as pre-booking a taxi to enable them to travel to the consultation centre and thereby help to
reduce the anxiety that may be caused if public transport is the only other option available to
them. As the majority of our face to face consultations will be carried out by our partners, we
will be able to offer mini-bus pick-ups by NHS partners in a number of areas.

At any time, a claimant may raise additional requests such as same sex HPs to undertake the
consultation or the need for the presence of an interpreter. Requirements which have been
raised earlier in the process i.e. at the point where the Part Two Form is reviewed, will be
taken into account at the point where we schedule an appointment. We will look to
accommodate these types of requests in all cases if the request is received before the day of
the appointment. As a minimum, 95% of requests received within 2 working days notice will be
met. If there is insufficient notice to accommodate the requirements, a mutually agreeable
alternative consultation time will be arranged to allow for the claimants special needs to be
met on the rearranged date.

Claimant Engagement. At the point the claimant is provided with details of their allocated
appointment they will also be signposted towards a range of sources of further information.
They will be informed of ways to engage directly with the process both for general queries and
for any additional information that they require. We will provide information that can be
accessed by the claimant either passively or actively, depending on their personal preference.
Atos will provide a Claimant Enquiry Service and this will be the primary source of
engagement with claimants. For specific information on the PIP process, a free-phone enquiry
line will be available from 8am to 8pm Monday to Friday, with at least 90% of all calls being
answered and 80% answered within 30 seconds. The contact centre agents answering calls
will be UK based, dedicated only to PIP, and trained in disability awareness. They will have
access to the claimant’s individual assessment journey as provided through PRS. They will
also have a full understanding of the PIP process that Atos have in place to carry out PIP
consultations. The extensive knowledge of the agents will allow for claimants queries to be
answered at the point of contact, with the provision of added information or context so that
anxious claimants can be put at ease. Agents will offer a call back service in order to minimise
costs which may be being incurred by the claimant.

In order to provide information in a format that claimants can access in their own time and at a
pace suitable to them, general information on the claimant journey will be available online 24
hours a day. It will be built to meet the UK government standard for accessibility - the standard
is Level Double-A of the W3C Web Content Accessibility Guidelines. It will be compatible with
major disability aids to maximise the number of claimants who can access it. Claimants will be
able to access a detailed explanation of the process, information about the type of location
they will be expected to attend and also some background into the training received by HPs
and staff. Links to social media sites will also be provided where claimants who have already
been through a consultation can share their experiences of the PIP consultation process, and

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offer reassurance to others who have yet to undergo the process. Many such discussion sites
already exist, some run by CRGs, and Atos is in discussion with them regarding the most
appropriate way to signpost these sites whilst allowing them to maintain their independence
and their desire to be perceived as advocates of the claimants.

Our key consideration in the design of the Claimant Enquiry Service and the PIP website is
that they should allow claimants to find the information they want in the way they find most
convenient to them. During our research claimants advised us that reading about the
experiences of other disabled people who have been assessed will significantly help to diffuse
their anxieties. Social media is a medium that is increasingly used by individuals to share their
experiences with others and discuss their concerns and this was confirmed through our
claimant research. The design of the solution for PIP offers an opportunity to allow claimants
to maintain this familiarity in their progression through the assessment process. All of the
initiatives we will implement are designed to provide a high level of customer service as well
as attempting to maximise the attendance rates at the face to face consultations. Our actions
are looking to create a service where a PIP consultation is seen as a positive experience and
an excellent chance for the claimant to explain the story of how they live their lives.

If there are any instances of unacceptable behaviour displayed by claimants during their
contact with the Claimant Enquiry Service or at the face to face consultation, details of the
incident will be recorded by Atos staff or by members of staff within our partner organisations
and the Authority will be advised. Any individual who then has claimant contact will be advised
to follow the Atos guidelines and to take all necessary precautions on handling the possibility
of a difficult situation. The content of training for all individuals providing claimant services will
include how to handle situations of this nature. All Atos guidance will be compliant with
guidance provided by the Authority.

The Face to Face Consultation at a Consultation Centre. We will send a text message
reminder in advance of the consultation to those claimants who have provided a mobile
number. The message will remind them of the appointment time and location, in order to
reduce the chance of the individual failing to attend for their consultation.

Signage at the location will be clear, but without it revealing what is the purpose of the
consultations which will be taking place. This discreet approach will help to reduce any
perception, and associated anxiety, that PIP claimants are in any way different, are being
singled out or that the consultation is anything out of the ordinary. The locations, particularly
the NHS locations, which our partners intend to use will also assist in not highlighting the fact
that a benefit assessment is being carried out. Our research indicated that claimants were
anxious to attend obvious locations which were closely associated with the claiming of
benefits. All consultation centres will have ground floor rooms, they will be located adjacent to
popular public transport routes and will be compliant with the Equality Act 2010.

From the moment that a claimant enters, all of the staff from the receptionist to the HPs will
demonstrate that they are empathetic and respectful. They will have an appreciation of the
challenges faced by claimants who live with a disability, as well as the possibility of the stress
claimants may be feeling. Their behaviour will show that they welcome the claimant into the
consultation centre and that they are there to help the claimant to partake as much as possible
in the process. All our staff will undergo training in the specifics of PIP as well as the need to
have a broad awareness of matters which relate to people who live with a disability. This will

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build upon the extensive knowledge and experience of working with people with disabilities
that our NHS, private hospitals and physiotherapist partners already have. Our partners have
successfully worked with disabled people for many years and have been able to ensure that
they feel engaged and involved in the services that they need to receive. How our partners
deliver their customer services has been a critical selection criterion in evaluating and forming
our supply chain. Consultation centre receptionists will be trained to be able to put claimants at
ease from the point of their arrival to the point at which they are taken into the consultation
room by the HP, which for at least 90% of claimants will happen within 30 minutes of the
appointment time. In every location we shall display the Atos Customer Charter so that all
claimants are fully aware of the service which they can expect to receive.

Receptionists will greet the claimant on arrival, recording their arrival time and they will
complete the necessary claimant identification checks in line with the Authority’s guidance.
Any reasonable expenses relating to the attendance for the consultation will also be recorded
in line with the claimant expenses process for those claimants and their companions who wish
to claim on the day. A claim form and envelope will be handed to those claimants who need
their return ticket before they can claim so that they can send their claim to the Atos Service
Delivery Centre for payment. These expenses will be reimbursed within 14 days of the
submission of the claim.

The claimant will also be informed on arrival and during their time of waiting of the current
state of running, and when they are likely to be seen, especially if it may not be the time
indicated on their appointment letter. The receptionist will play a key role in making the
claimant’s time at the consultation centre as stress free as possible, reassuring them where
necessary and providing answers to any previously unanswered queries they may have about
the process. Again the provision of receptionist services has been a key element in
developing our supply chain. No more than 1% of claimants who arrive on time and are fit to
be seen will be sent home unseen. If this is unavoidable the receptionist will manage this
situation immediately to ensure that any undue waiting is kept to a minimum. They will offer
our sincere apologies, explaining how the issue has arisen, and an alternative appointment at
a time convenient to the claimant will be booked. This will not affect the payment of expenses
incurred for either the original or the rearranged appointment.

All claimants will be collected in person from the waiting area by the HP who will be
conducting the consultation. This will allow the HP to immediately begin building a rapport with
the claimant and putting them at their ease. The initial contact with the HP will also enable the
sharing of an explanation of the nature of the consultation and how it is a chance for them to
expand on what they have already included in their Part Two Form.

Claimants have told us that they wanted the HP carrying out the consultation to show they are
genuinely listening to them. They wanted the HP to make eye contact with them and not to
interrogate them from behind a PC. Atos have used this feedback to ensure that the
consultations will take place with the claimant sitting side-by-side with the HP, removing the
barrier that the desk and the PC create, and with both participants being able to look at the
screen so that the claimant understands that their story is being heard and understood, and is
accurately reflected within the report. We believe that this approach will provide reassurance
to the claimant, and contribute considerably towards a reduction in any future disputes,
complaints or appeals on the basis that insufficient account has been taken in the production
of the assessment report of the claimant’s actual views and needs.

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The consultation will take as long as is necessary for the claimant to tell their story and for the
HP to gain the understanding they need to be able to complete the report as accurately as
possible. During the consultation the HP will also review any additional evidence that the
claimant has brought with them to ensure that a complete and up-to-date reflection of their
circumstances are considered. The HP will ensure that all the conditions presented by the
claimants are fully considered and that the variability of the conditions are investigated with
regards to their daily living activities. The HP will review the claimant’s medical history and
encourage them to explain what they do during a typical day. Claimants will be helped to
explain the tasks they can perform and the assistance they need in order to carry them out.
The HP will compare the claimant’s account of their needs, provided to them during the
consultation and then compare this against any FME that has been provided as well as the
Part Two Form completed at the outset. The HP will have access to a Mental Function
Champion or another condition specific Champion who will be available to provide advice and
support. HPs will also ensure that if they encounter an unexpected finding that they will
urgently communicate this to the claimants GP having fully considered the consent issues
associated with this action. Throughout the consultation process, the matter of safety for all
parties will be taken seriously so that precautions are taken to minimise any possible risk to
either party. Our previous 14 years experience in this area will inform greatly the approach
which we need to take for PIP. Following the consultation, the HP will complete the report and
the consultation will be recorded on PRS as complete.

Even though we will have made every effort to encourage claimants to attend for their
consultation there will be a number who fail to attend. Reception staff will record that they
have not attended on PRS, and provide the Authority with a record of the actions which have
been taken to ensure that a convenient appointment has been arranged. This report will assist
the decision maker to arrive at a good cause decision with regards to the claimants continued
entitlement to PIP and our staff fully appreciate the need for accuracy and completeness of
this information.

Home Consultation. We will undertake a consultation in the claimant’s home at the
Authority’s request, or at the claimant’s request, if supported by an appropriate health
condition or disability or where their HP has indicated that the claimant is unable to travel on
health grounds. We will allocate the case to an HP in the area where the claimant lives, and
that HP will engage directly with the claimant to arrange a suitable time and date for the visit to
take place. On the day of the appointment the HP will ensure that they arrive within one hour
of the appointment time. The HP will introduce themselves and show identification, and check
the identity of the claimant. The HP will make sure that the claimant is happy for the
consultation to take place and will explain in detail the process which will take place.
Throughout the consultation the HP will take notes of the conversation to make sure that the
story the claimant needs to tell about their disability is accurate and complete. The HP will
ensure that the claimant is put at their ease and is encouraged to provide all relevant
information including any additional evidence that they have kept at home. The HP will explain
the next steps in the PIP process and will provide the claimant with details of the website and
complaints process. If the HP is unable to complete the consultation due to the fact that the
person visited is not at home they will leave a calling card informing the claimant of the visit
and request that they contact the Claimant Enquiry Service to arrange another HC. Following
the successful completion of the HC the consultation report will be completed either on the
assessment tool or using the interim solution and provided to the Authority following any

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necessary auditing processes.

Post-consultation feedback. The claimant’s journey with Atos will not cease at the end of the
consultation. Feedback about the service provided is an integral part of our understanding
about how claimants have engaged with the PIP process. The HP will explain to the claimant
that Atos actively encourage feedback from everyone who takes part in the PIP process.
Feedback forms will be provided to claimants when they leave the consultation centre and can
be returned in a Freepost envelope, or the claimant can complete the feedback online. They
will be encouraged to immediately rate the various aspects of the service they have received
and to propose suggestions for improvement. Atos currently administer an internal initiatives
process, which we will extend to include ideas from claimants. This would mean that all
suggestions for service improvements made by claimants are reviewed and any with the
potential to lead to benefits for the wider claimant community and the Authority will proceed
through a more detailed qualification process.

In addition to this collection of feedback a third party satisfaction survey will be commissioned,
which will also be used to support the requirement that 90% of PIP claimants must be satisfied
with the Atos service. All feedback through this more formal route will be highlighted and
actioned. Results will be reported to the Authority and they will also feed into the continuous
improvement programme.

In most cases this is where the claimant journey will end with Atos. However, in a small
number of cases, it might be that the claimant is dissatisfied with the service they have
received. In this case the complaints process will be instigated.

Complaints process. The complaints process will be highlighted to claimants early in their
journey. Complaints can be made in various ways and at any point in the journey, keeping any
bureaucratic barriers that may put a claimant off complaining as low as possible, and ensuring
that a true reflection of the service is obtained. HPs and receptionists will have available
complaints leaflets if a claimant wishes to formally express their dissatisfaction with the service
they have received.

Once a claimant makes a complaint it will be treated on an individual basis and they will
receive a full response that addresses the specific issues they have raised. The Atos
Claimant Services Team (CST) will manage the complete journey of the complaint from receipt
through to investigation and resolution.

Issues raised by the claimant will be raised with any named individuals so that they can
respond. Any remedial or corrective action which needs to be taken will be progressed by both
Atos and our supply chain partners so that we maintain the high standard of service which is
expected. The level of complaints have again formed part of the selection process used when
forming our supply chain as has the methods used to investigate issues raised and how
lessons learned have been implemented.

All complaints will be acknowledged within 2 working days with 90% of all complaints
responded to in full within 20 working days. If a full response is not possible an interim
response will be provided to the claimant explaining what action is being taken and when a full
response will be made. Information about complaints will be reported on a monthly basis to
the Authority, with a random sample of responses being reviewed jointly to ensure that

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investigations and replies achieve a high standard. An independent tier will be available to
review how the complaint has been managed if the claimant continues to remain dissatisfied
with how the complaint has been resolved.

Continuous Improvement. Atos will use the feedback from rework cases, complaints, the
satisfaction survey and information from the web site will all be used to build a continuous
improvement programme. Atos will also involve representation from CRGs in this process.
This programme will be overseen by the PIP General Manager so that all elements of the
claimant journey are constantly reviewed from the perspective of the claimant and
improvements are implemented quickly along with ongoing evaluation of their effect.




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     Generic – Quality question
[3.2] Please detail how you will schedule and deliver the assessments by health professionals
for this service? Your response should address challenges identified within the service
requirements plus any additional challenges you have identified which would impact PIP
Assessment Service delivery.
Present your response at the top of a new page, within these preset margins in Arial font size
12 up to 3 sides of A4 including the question text and these instructions.
The key challenges to overcome are: an IT system to support scheduling and appointment
making; the collection of medical evidence; encouraging claimants to attend for their
consultations; a home consultation service which supports claimants who cannot travel;
provision of high quality advice reports; an advice service to support Decision Makers making
the correct decision and minimising the number of appeals. Additionally, because PIP
claimants have heightened mobility challenges we have designed a solution which means that
between 75% and 90% of claimants will be within 30 minutes travel of a local centre.
To schedule and deliver the assessments by Health Professionals (HPs) for PIP, Atos have
designed a new case management system – the Practitioner Referral System (PRS) - which
will manage the overall process for PIP referrals, and with which administrators and HPs
within Atos and its supply chain will interact. This tool, and the processes we have designed to
support it, will ensure that the challenges in the activities surrounding the scheduling and
delivery of the PIP assessments will be met. The majority of face to face consultations will be
carried out by our supply chain, as detailed in our Executive Summary. Atos admin staff will
respond to tasks raised in PIPCS and enter new referrals into PRS. PRS will provide real time
information on the status and progress of referrals. PRS will direct all referrals to a shared
work queue for HPs, who will select work using a ‘get next’ function, based on a KPI start date.
The HP will review all the information provided, including the Part 2 Form and any scanned
Further Medical Evidence (FME). Any referrals identified as Terminally Ill will be handled with
priority, and cleared within the SLA of 2 working days. For other referrals, if there is sufficient,
relevant information for the HP to produce a Paper-Based Review (PBR) Report, they will do
so immediately. The PBR Report will be provided to the Authority, after any appropriate audit.
FME - If insufficient information is available at the PBR stage, but additional information may
assist in completing the report, we will seek FME from the professionals indicated by the
claimant as having direct knowledge of their condition. Commonly, this will be their GP, but
may be FME from their social worker or district nurse. PRS will issue tailored requests for
FME asking for answers to specific questions, including a pre-paid envelope for return to the
Authority. A reminder call will be made, if no response occurs within 7 days. It may, in some
circumstances, be appropriate to contact the claimant to obtain further details of potential
FME. We will inform the claimant that FME is being sought, using their preferred channel of
communication. If the claimant brings FME to their consultation, we will copy it, return the
originals to them and forward the copy to the Authority for scanning, once the assessment has
been completed. Where FME is presented by the claimant at a Home Consultation (HC), we
will take the FME away, copy and return originals to the claimant and forward, as above. If the
claimant is unwilling to give originals, our HP will note the information, including the type, date
and body responsible for the source document. Where FME is returned directly to the
Authority and scanned into PIPCS, a task will be generated within PIPCS. An HP will review
the FME and decide if there is now sufficient and relevant information contained within the
case to produce a PBR. If not, arrangements will be made for a face to face consultation.
Scheduling face to face consultations - If the HP decides a face to face consultation is
required, they will create an appointment request on PRS, and can if appropriate, specify the
need for a Mental Function Champion or another condition specific Champion to be available

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to provide advice and support to the HP. If a preferred specialism is identified, an appointment
will be booked with an HP with the requisite skills and knowledge in a slot available at the
closest location. The HP will also record on PRS whether an HC is required, requested by the
Authority or based on evidence provided by the claimant, their representatives. The Atos
Resource Management Team will create consultation sessions in PRS against individual
consultation rooms, and appointment slots will be created within those sessions. Our supply
chain partners will provide specific HP resource availability on a weekly basis and this will be
updated by our team. PRS will book a default appointment immediately at the location closest
to the home of the claimant. These appointments will take into account the required statutory
notice period of 7 days. PRS will record any additional requirements, e.g. the need for a same
sex HP or an interpreter. Where a default appointment cannot be made immediately, there will
be a range of options, including creating further availability in the default location or booking
the appointment into an alternative nearby location. We will ensure that claimants are not
assessed by an HP who falls into any of the excluded categories. All HPs will be made aware
of the excluded categories, and our supply chain partners will be responsible for identifying
HPs who have been involved in a claimant’s clinical care, so that an alternative HP can be
scheduled. A tailored letter will be issued, including an explanation of the purpose of the
consultation; the appointment time, date and location, and how claimants can contact Atos to
reschedule; it will include a map; options for claiming expenses; it will encourage claimants to
bring any new FME to the consultation; and, it will give details of the Claimant Enquiry Service.
PRS will enable an appointment to be redirected to an HC request, where necessary. This is
only expected to occur in exceptional cases, e.g. where a client has been sent home unseen
and is reluctant to make a repeat journey. As standard, the appointment will be at the
consultation centre nearest to the claimant’s home. Given that Atos will utilise approximately
750 sites in Lot 1 to deliver the service, this means that between 75% and 90% of claimants
will be within 30 minutes travel of a local centre. For assessment centre consultations, the
receptionist will welcome the claimant, check their identification and log their arrival, so that
data to support KPIs on claimant waiting times can be derived. The HP will access PIPCS to
view the evidence gathered so far, and then conduct the assessment recording their findings
in the Authority’s assessment tool, where the completed report will be held in draft form.
Requests for a Home Consultation (HC) – Where an HC is requested, PRS will move the
referral into a work queue for allocation to an Atos HP. An Atos administrator will access the
referral from the electronic work queue and will make the allocation primarily on the basis of
geography. Before seeing the claimant, the HP will review the evidence available in PIPCS.
Following the HC, the HP will access the Authority’s assessment tool at their working location
and complete a full assessment report. The HP will then confirm on PRS that the assessment
has been completed. They will record data which is required to provide the requisite MI and
KPI reporting, e.g. assessment start/end times. PRS will then determine automatically whether
the report should be subject to medical quality audit. After the audit process has been
completed (or the report is not selected for auditing) the PRS workflow will progress the
referral to closure. Referrals at closure will be accessed in the shared work queue within PRS
by Atos staff who will open the corresponding report within the Authority’s Assessment Tool
and mark it as ‘authorised’. They will then transcribe the descriptors and other pertinent data
from that report into PIPCS, before closing the referral in PIPCS and PRS.
Failure to attend (FTA) – our approach to reducing the volumes of FTA centres on making
the opportunity to attend as easy as possible. We will achieve this by: Allowing the claimant to
reschedule appointments to the most convenient time; Including travel and public transport
information on the appointment letter, and an explanation of the travel expenses claim
process; Providing a large network of consultation centres in local locations which are

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recognisable to claimants i.e. NHS Acute and Community services, Private Hospitals and
national networks of locally-based Physiotherapists and Occupational Therapists; Offering a
travel time of less than 30 minutes for 75-90% of claimants, and less than 60 minutes for all
others; Sending a reminder, by text or telephone call, in advance of the appointment, based
on the claimant’s preference for communication.
In the Atos supply chain model, FTAs do not translate as lost time to an HP. Atos are
contracting with our supply chain for outputs, and supply chain partners have built their models
on utilising their HPs on non-PIP work for any FTAs.
Provision of High Quality Advice Reports - All HPs will be trained to (1) base their advice
on documentary evidence provided by the claimant; (2) ensure that inconsistencies in the
evidence are highlighted and explained to the Authority; (3) address, explain or refute any
unexpected variation in the conditions with which claimants present, and to clearly state this in
reports; (4) recognise the variable nature of some conditions; (5) record details of the effects
of the claimant’s disability which occur most of the time; (6) take fully into account the effects
of pain, fatigue and medication on the daily living of a claimant; (7) write reports free from
medical jargon, with medical terminology fully explained in lay terms; (8) include in reports the
consideration of the effect that all medical conditions, particularly if they are less tangible. HPs
will receive 7.5 days face to face training, including training in ‘soft’ skills, using role play and
audio/visual techniques, and covering working with vulnerable claimants. There will be a 5
days training per year for their continuing development, plus periodic update training, to
address any service improvements introduced by Atos. HPs cases are subject to 100% audit
until they have satisfactorily demonstrated their ability to produce reports using the
assessment tool. All audits will be carried out using the Integrated Quality Audit System
(IQAS). Each case will be reviewed against a set of clinical criteria and will be awarded a
quality category. An ‘A’ marking indicates a case meets all the requirements, a ‘B’ marking
highlights some errors or omissions which would not necessarily lead to an incorrect benefit
decision. A ‘C’ marking indicates the case is not fit for purpose and could mislead the decision
maker. Following an accompanied consultation, HPs need to achieve 4 ‘A’ markings in order
for Atos to apply to the Authority for approval for them to continue to carry out PIP
assessments. Following approval, the work of all HPs will continue to be monitored, using
random and targeted quality audit. Outcomes of audit will be recorded on PRS and made
available for analysis and reporting. Atos will analyse consistency of audit outcomes across a
Lot, to ensure inconsistencies are identified and investigated. Atos will collect and analyse
assessment data on all HPs, to identify apparent inconsistencies within an individual HP’s
performance, or within groups of HPs or partner organisations. The data to be collected will be
discussed and agreed with the Authority, but is likely to include analysis of assessment
durations, descriptors advised, prognoses, complaints data and rework rates. Any apparent
inconsistencies will be investigated and Atos will take appropriate action, where required.
Provision of an Advice Service - Atos HPs will be available to provide advice to Authority
Decision Makers (DMs). Advice will be required as a result of a consultation and/or the
provision of FME. PRS will allow for the request for Advice to be recorded, whether the
request comes through PIP CS, over the telephone or by email. An Atos HP will consider the
specific questions asked by the DM and also review the available evidence through PIP CS.
The HP will record their advice on the relevant Authority IT system, complete a telephone
conversation with a DM or respond to an email request. All types of replies will be subject to
random audit (using the IQAS process) to ensure that the advice is clinically sound and
relevant to the questions raised. This service will be provided urgently, as Atos HPs are fully
aware that a decision on entitlement to PIP is awaited by the claimants.


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     Generic – Quality question
[3.3] Please describe in detail how you will implement and deliver the completion of
consultation & assessment reports without an IT enabled assessment tool provided by DWP.
Present your response at the top of a new page, within these preset margins in Arial font size
12 up to 3 sides of A4 including the question text and these instructions.
Atos has designed a clerical solution which will implement and deliver the completion of
consultation and assessment reports without any handwritten processes. This solution will be
ready for the 2 months of Controlled Go Live from April 2013 and for full new claims from June
2013, until the IT enabled assessment tool is deployed by the Authority. Atos will develop and
implement a secure alternative IT system and provide HPs with a set of PDF templates. This
interim tool will be designed to minimise the effect on the resources required to deliver PIP
from April 2013. To produce the typed reports required by the Authority, Atos will deploy
standard PDF templates designed to replicate the content of the two PIP assessment reports.
These templates will be available to HPs through the Atos Practitioner Referral System (PRS).
These templates will be completely standalone, in that they will not integrate with PRS or other
supporting applications. They will be used to create all assessment reports including TI cases,
cases closed at Paper Based Review and those closed following a face-to-face consultation
either delivered in a claimant’s home or in a Consultation Centre.

Security
The reports will be created and stored in a secure central document repository referred to as
the electronic document management system (EDMS). All data will be stored within our
secure data centre, with no local storage of any EDMS reports. As the data being accessed
and stored in the EDMS system will be “sensitive personal data”, the EDMS system will be
subject to all appropriate Authority and HMG security controls relating to the impact level for
that data asset. The design of EDMS meets the security requirements of IL3 and IL4. Access
to stored assessment reports will be only be possible for approved practitioners, and service
delivery staff required to print reports, prior to returning them to the Authority. Reports will be
stored with a limited amount of metadata, including fields taken from the report content such
as National Insurance Number, claimant surname, author’s professional registration number
and date produced. Reports will be retrieved from EDMS on the basis of a search under a
range of data items i.e. author's professional registration number, date produced, NINo,
claimant surname.
The fundamental business processes remain generally unchanged, other than that reports are
created and reviewed within EDMS rather than the Assessment Tool. The only key difference
is the need for the reports to be printed and dispatched to the Authority as part of the referral
closure process for all cases that require these typed reports.

Impact on resources and mitigating actions
The IT based assessment report will be available for all types of outputs and it is estimated
that there will be additional clinical time required to complete assessment reports for face to
face alone because HPs will only be able to use free text to complete the reports, rather than
the drop down menus anticipated in the Assessment Tool. We propose a revised average
clinical time per referral are as follows:
       Face to face assessment              8 minutes
This amount of time is less than that suggested in the Service Specification as we believe that
our IT solution will not require the full 10 minutes. After the completion of the reports by the
HPs, the documents will need to be printed for dispatch to the Authority so that they can be
scanned and made available to Decision Makers through PIP CS. We will include new
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administrative activities which support the printing and dispatch of the reports. The amount of
additional administrative time is 3 minutes per referral.
There will be no impact on estates. The Atos supply chain model is to work in partnership with
the NHS, Private Hospitals and national networks of locally-based Physiotherapists and
Occupational Therapists. This approach creates a supply chain of trusted organisations, with
experienced staff, ready and in place for day one, with the service delivery expertise of dealing
with people with differing needs, and based in locations rooted in their communities. The small
amounts of additional time for HPs and administrative staff will not require any additional
estate. Similarly, there will be no impact on HP resourcing. The additional 8 minutes will have
no effect on the number of consultations that our supply chain can carry out in a day as they
have, on average, 200% overcapacity across the various Lots.
There are two mitigating actions that will minimise the impact of the non-availability of the
Assessment Tool. These are:
  The provision of the interim tool provides HPs with a template to use for the completion of
     the full range of outputs
  That the training of HPs on the Assessment Tool, once available, will be shorter, if those
     HPs have been involved in the clerical solution due to the familiarity of using two IT based
     report writing systems. Training on the Assessment Tool will be 1 day, but for this cohort
     of HPs, we believe they will only need 0.5 days. This saving has been factored into the
     two unit prices.
This approach delivers a number of additional advantages. The outputs will be stored securely
in the Atos secure data centre which will meets all security requirements of the Authority. This
allows for the outputs to be retrieved by auditors for review if the need arises; for the original
typed report to be amended following audit and/or rework; and, for the report to be retrieved
and printed by the administrative team in the Service Delivery Centres, to forward to the
Authority.

Accuracy, consistency and quality of reports
To ensure accuracy and consistency in the completion of the full range of PIP assessment
reports, Atos will train all HPs, who need to be in place during the clerical solution period, to
use the new templates. The ability for practitioners themselves to type in all assessment
outputs overcomes the challenges created by handwritten HP reports being retyped by
administrative staff. These reports would have required checking by an HP to ensure quality
and accuracy, particularly around the names of drugs and conditions.
The Atos clinical quality management system will be used to ensure that an agreed sample of
all the reports produced through the clerical solution will be subject to quality audit. The
approach taken by the team of expert Atos auditors will be consistent with the approach that
will be in place once the Assessment Tool becomes available. All audits will be carried out
using the Integrated Quality Assessment System (IQAS). Each case will be reviewed against a
set of clinical criteria and will be awarded a quality category. An ‘A’ marking indicates a case
which meets all the requirements, a ‘B’ marking highlights some errors or omissions which
would not necessarily lead to an incorrect benefit decision, and a ‘C’ marking indicates where
the case is not fit for purpose and could mislead a Decision Maker. Following accompanied
consultations, HPs need to achieve 4 ‘A’ markings in order to get approval to continue to carry
out PIP assessments. Following approval, the work of all HPs will continue to be monitored on
an ongoing basis, using random and targeted quality audit. Outcomes of audit will be recorded
on PRS and made available for analysis and reporting. Atos will analyse consistency of audit
outcomes across a Lot, to ensure any inconsistencies are identified and investigated. In
addition to audit, Atos will collect and analyse assessment data on all HPs, in order to identify
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apparent inconsistencies within an individual HP’s performance, or within groups of
HPs/partner organisations. The precise data to be collected will be discussed and agreed with
the Authority, but is likely to include analysis of average assessment durations, descriptors
advised, prognoses, complaints data and rework rates. Any apparent inconsistencies will be
investigated further and Atos will take appropriate action, as required.

Impact on the Claimant journey
The design we propose will have no impact on the claimant’s journey. The interim solution
provides an alternative tool for HPs and this represents the most effective way of ensuring that
the PIP claimant journey sees no obvious change during the early stages of PIP
implementation and the period after the Assessment Tool becomes available. The point where
the clerical solution will intersect with the claimant journey is when the face-to-face
consultation begins. In both the clerical and main solution, the HP will use the initial contact to
explain the nature of the consultation and how it is a chance for the claimant to expand on
what they have already included in their Part 2 Form. Our consultation approach is built
around collaboration, where the HP carrying out the consultation sits side by side with the
claimant; makes eye contact; and doesn’t appear to interrogate them from behind a PC. We
believe that an HP concentrating on a handwritten report reinforces some of these barriers
and prohibits the claimant from seeing what is being written. In our approach, the claimant will
be able to see the information that is being typed, both in the clerical and main solution.

Impact on SLAs
The design we propose will have no impact on the achievement of the relevant service levels.
The process that each referral will take will be the same, irrespective of the tool being used by
the HPs. Whether the HP uses the Atos interim tool or the Assessment Tool will not prevent
the case management of the referral. The referral will continue to move from registration to
PBR and then, if necessary, clearance or face-to-face consultation.

Future Contingency
Atos will ensure that all HPs are trained to be able to use the PDF templates in instances
where the Assessment Tool is not available. Practitioners will be instructed to adopt the
interim solution immediately, if the system becomes unavailable. This approach will ensure
that there is no interruption to the service received by PIP claimants.

IT
Atos recognises that, in order to deliver the PIP service, we will need to provide IT systems to
perform: Workflow Management; Customer Relationship Management; Telephony;
Notifications; appointment notifications; Payment of expenses; Management of HP
qualifications, audits, experience and training; Complaints; and Management Information.
These systems will be implemented, tested and fully operational to support the service from
April 2013 for Lot 1 and June 2013 for all other Lots.




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     LOT SPECIFIC – Quality question
[3.4] Please describe how you will identify and take into account the management of specific
needs and barriers of individual claimants who will be using the PIP Assessment Service and
the measures you will put in place to ensure a consistent high standard of customer care and
delivery of the service to all claimants demonstrating commitment and upholding the Equality
Act 2010. and/or Section 75 and Schedule 9 to the Northern Ireland Act 1998.
Your response should address challenges identified within the service requirements plus any
additional challenges you have identified which would impact PIP Assessment Service
delivery.
Present your response (per Lot) at the top of a new page, within these preset margins in Arial
font size 12 up to 3 sides of A4, per lot including the question text and these instructions.
Each response must be individually labelled for the Lot to which it refers, by completing the
heading below:
“LOT” SPECIFIC RESPONSE FOR LOT 1 - Scotland, NE England, NW England & Isle of
Man
Our solution for the delivery of PIP is designed around our understanding of, commitment to
and upholding of the Equality Act 2010. We are engaged with the Government Equalities
Office to ensure we are meeting and exceeding the requirements. At every stage of the
claimant journey, and with every interaction between our staff and the claimant, we have
designed processes to identify and take into account the management of specific needs and
barriers of individual claimants. These will deliver a positive claimant experience for all, to a
consistently high standard of customer care. All of our staff, from contact centre agents to
receptionists and Health Professionals (HPs), will attend disability awareness training
sessions. These are designed to help with identification and management of specific needs
and barriers, including sensorial, physical, mental and emotional conditions. The design of this
training, and the development of our PIP communication products issued to claimants, will be
carried out in partnership with the Authority and appropriate national and local Claimant
Representative Groups (CRG). This will include appropriate local CRGs, such as the Scottish
Association for Mental Health, Disability North and the Greater Manchester Coalition for
Disabled People.
When a referral is received, it will be registered onto our Practitioner Referral System (PRS).
We will flag claimants who have been identified by the Authority as potentially needing
additional support. We will also identify claimants living overseas, and cases that are
considered sensitive by the Authority. For claimants living abroad, we will conduct a Paper
Based Review (PBR) with a request for Further Medical Evidence (FME), where required, and
contact with the claimant, if necessary. HPs will telephone the health professional caring for
the claimant or call the claimant direct. The small number of claimants deemed to be sensitive
cases will be managed according to Authority processes. We recognise that these cases are
subject to a higher level of security than other cases, and may need to be managed clerically.
A further identification of needs and barriers will take place when our HP reviews the Part 2
Form and any additional FME. Our HP will be able to identify any sensorial, physical, mental
and emotional conditions which may impose particular barriers or indicate specific needs.
These will be included within the referral documentation, and taken into account by contact
centre agents when communicating with claimants, receptionists when welcoming them to a
consultation centre, and HPs carrying out consultations. This initial PBR will also allow the HP
to identify the need for a Mental Function, or other condition specific, Champion to be
available to provide advice and support to HPs if a face-to-face consultation is required. If a
preferred HP specialism is identified for the consultation, an appointment will be booked at the
default location with an appropriate HP. Where FME has been requested, we will inform the

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claimant that we have done so, taking into account the claimant’s preferred method of contact
and any language or sensory needs. This may mean a translated or large font letter or a
phone call. These communication preferences will also be applied to the booking of an
appointment when a face-to-face consultation is required. A tailored letter (or call) will include
information on an appointment date and how claimants can contact us to reschedule, or inform
us of any other specific needs up to the date of their appointment. The claimant will also be
directed to our PIP website for more information on how we can accommodate specific needs.
Our website will be built to meet UK government standards for accessibility - this standard is
known as Level Double-A of the W3C Web Content Accessibility Guidelines. The information
will be available in alternative formats to meet the needs of claimants with a wide range of
disabilities and conditions, in line with the Equality Act 2010, including the provision of large
font material, braille or audio format for visually impaired claimants. In Lot 1, significant
numbers of claimants will have a preferred language other than English, with long established
communities speaking Punjabi, Sylheti, Bengali, Urdu, Cantonese and Gaelic. There are also
more recently established communities in cities, such as the Romanian community in Glasgow
and the Polish community in Huddersfield. We will make provision for materials in these and
other appropriate ethnic minority languages. At all times, communications will be directed to
the appropriate person, either the claimant or their appointee/representative.
Atos engaged with a wide range of CRGs, to take their views into account, and we employed
Britain Thinks (a social policy market research organisation) to carry out 30, one hour
interviews with current recipients of DLA to better understand; the issues that influence
attitudes towards the PIP assessment; the information needed to enable individuals to
understand the process prior to an assessment; and to test individual elements of the claimant
journey that we were designing. The research indicates that face-to-face consultations are
perceived as being stressful, so we have designed our solution in a way which removes as
many of the barriers, and addresses as many needs as possible. Claimants indicated that the
key barriers to take into account in designing the new service are: a lack of accessibility to all
aspects of the PIP process, insufficient communication about PIP, and a lack of understanding
of what is happening to them as an individual. In all communications, we will encourage
claimants to be accompanied during the assessment. We see this as a valuable support
measure for claimants, especially those with care needs or mobility problems. Where a face-
to-face consultation is required, this will take place at one of our 750 consultation centres
across Lot 1, unless a home consultation is required. The consultation centres already exist,
and are provided by our supply chain partners from the NHS, Spire and BMI private hospitals
and private sector physiotherapists. Our supply chain delivery model is described in the
Executive Summary. All of these premises are fully Equality Act 2010 compliant, and have a
suitable ground floor area in all locations. In Lot 1, there are more than 3,000 disabled parking
spaces available across our delivery locations, and the 79 NHS and private hospital locations,
in particular, are located at the heart of local transport networks. Due to their mobility
problems, many claimants find it difficult to travel any length of distance and particularly to
make journeys of long durations. The large number of local centres that we have means that
approximately 75% of claimants will be less than 30 minutes travel from a convenient
consultation centre, with the remaining 25% under 60 minutes.
Upon arriving at the consultation centre, claimants will be welcomed by trained receptionists
who will confirm their identity. If the claimant informs us of any additional requirement at this
stage, such as requiring a same sex HP for religious or personal grounds, or for an interpreter
who had not been pre-booked, we will try to meet these requests on the same day. Where this
is not possible, we will arrange an alternative consultation there and then. We are aware that
there are many barriers, both religious and personal, that can affect a claimant and we will

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react to them in a sympathetic way. In the waiting area, we will make specific physical
considerations, such as spaces for wheelchairs and step free access, and open access and
visibility of the wider world whilst waiting, for claimants with emotional/psychological issues,
such as claustrophobia. This tailored approach ensures minimal distress, and will allow us to
deliver a consistently high customer service. For those claimants for whom attendance at a
consultation centre is not possible or appropriate, a home consultation will be available. This
ensures that those who cannot travel for any reason are not excluded from engaging with PIP.
Whilst the claimant’s home environment will already be adapted to allow them to undergo a
consultation, there may be additional needs i.e. an interpreter. Arrangements will be made in a
similar way as if the consultation was to take place at one of our centres. For the consultation,
our scheduling process will ensure that the HP has the relevant knowledge, capabilities and
skills to objectively assess the claimant, and that where appropriate, a condition specific
Champion is available to provide advice and support. The consultation rooms will be a
pleasant, professional environment of an appropriate size and with sufficient privacy (both
visual and audio) to ensure that the consultation is not viewed or overheard. They will be fitted
with the equipment necessary to facilitate the assessment of claimants with mobility issues.
As our consultation rooms are currently located in hospitals, health clinics and physiotherapist
practices, they have already been designed and fitted out with the needs of people with
disabilities taken into account. Typically, these centres will all have wheelchair accessible
reception areas and consulting rooms; a low level main reception counter; a hearing loop
system; wide doors; adjustable height examination couches; disabled toilets and baby
changing facilities. The layout of the consultation rooms will allow the claimant to sit side-by-
side with the HP. This is to remove the ‘barrier’ of the desk, allowing easier open discussion
of any issues. The claimant will also be able to view what the HP is inputting into the
computer, acting as a check on any possible misunderstandings caused by difficulties in
communication. At each point in the claimant journey, our HPs will be alert to any claimants
with unexpected findings which may include serious undiagnosed conditions, unknown to the
claimant or their GP at the time of the consultation, or severe worsening of already known
conditions. This information will be communicated urgently to the GP, taking into account the
relevant consent issues.
We will issue guidance to all staff on the process for identifying claimants that display
abnormal behaviour. If this is as a result of a medical condition, we will try to ensure that a
consultation is completed, with a companion for the claimant and a chaperone for the HP,
depending on the assessment of risk. All consultations will be undertaken in a dignified
manner, designed to minimise the distress of the claimant and any personal risk to the HP. We
will also issue guidance to all staff on the process for identifying claimants that display
Unacceptable Claimant Behaviour (UCB), in accordance with the Authority’s current
guidelines. We understand that the decision to classify someone as demonstrating UCB will
remain with the Authority. We will also provide the Authority with sufficient and relevant
information to enable the Authority to determine whether a claimant should be marked ‘UCB’.
Claimants will be encouraged to contact our Customer Enquiry Service and use our PIP
website at any point in the journey. Through both of these channels, we will continually check
that our service is meeting the needs of the individual, and that any additional measures that a
claimant may need are provided. Any additional requirements that are identified will be added
to PRS in real time, and prompts will be generated for either us or our partners to take action,
depending on the stage in the journey that the claimant is at. Our experience shows that
making available multiple touch-points not only decreases anxiety, but also increases
understanding of the process, increases active involvement in the process and improves the
claimant experience.

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     Generic – Quality question
[3.5] Please describe your understanding of dealing and engaging with claimant representative
groups (both local and national) who represent claimants affected by sickness and/or disability
– specifically disability organisations and customer representative groups.
Within your response you must describe how you will identify, engage and work with these
groups during implementation and full contract delivery, to deliver a PIP Assessment Service
which is coherent and integrated with their objectives and initiatives and how you will deal with
official enquiries originating from any of these groups. Your response should address
challenges identified within the service requirements plus any additional challenges you have
identified which would impact PIP Assessment Service delivery.
Present your response at the top of a new page, within these preset margins in Arial font size
12 up to 2 sides of A4 including the question text and these instructions.
Atos has a successful record of engagement with Claimant Representative Groups (CRG),
Special Interest and Pressure Groups who represent claimants affected by sickness and/or
disability, and we have experience and understanding of the challenges and opportunities that
this presents. We make sure that we have clear objectives, and a solid understanding of the
engagement intent and messaging. CRGs are important both as representative groups of
claimants with expertise on specific disability issues and as the first port of call for claimant
concerns with service delivery. Establishing relationships based on honesty and trust will help
Atos and the Authority to improve overall understanding of PIP across a wide range of groups,
and will feed into continuous service improvement. We engage with Citizens Advice, Mencap,
MIND, Disability Rights UK, Macmillan Cancer Support, SENSE, Rethink, RNIB, DPAC,
Northern Ireland Association for Mental Health, National Autistic Society and the Scottish
Association of Mental Health amongst others at a national level and regularly meet with
representatives at a local level to explain our role and discuss their concerns. We currently
have a database of more than 300 local CRGs for outbound communications.
Identifying CRGs. Our strategy for identifying CRGs is objective driven and risk based. Our
engagement effort will link back to a series of strategic objectives defined for the delivery of
PIP services; that it is seen to be fair, objective, transparent, consistent, and delivers a positive
claimant experience. This approach provides the necessary clarity as to our objectives for
engaging with each of the CRGs identified. By anticipating the specific risks in respect to
service development, delivery or reputation, we will look to identify and map both groups and
individuals where there are major impacts on them, or where they hold predefined
expectations and perceptions - e.g. policy intent or delivery priorities. This will expose where
tensions and impacts exist and will provide us with clarity on where to focus attention. We will
build on our extensive, existing local contacts, by analysing information providers and
influencers across all media and social networks. We will extend our current engagement in
on-line forums and we will feedback from claimants allowing us to map the “go-to” sources of
information and build them into our plans. This analysis helps us to understand particular
CRGs areas of interest and what influence they have. It also informs our choice of
engagement. We understand the challenge around stakeholders so to help identify the key
PIP and other high-profile stakeholders, including parliament and the media, both nationally
and locally, Atos has employed Public Affairs specialist Interel Consulting.
Engaging and working with CRGs. Our strategy for engaging determines the “how” of
engagement, and for this we have developed an approach which covers both formal and
informal approaches. It is balanced between being proactive, where we anticipate key aspects
to be handled, with being reactive to deal with emerging trends which could be handled
differently. Formally, in any Lot where we are successful, all staff will attend disability
awareness training sessions which have been designed into training programmes which will

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commence during implementation and continue through contract delivery. These will be
tailored to staff types such as contact centre agents, receptionists and HPs. We will invite local
and national CRGs to input to the training, and to present at the sessions. As part of Atos
governance for PIP delivery, we will establish a Service Delivery Board. We will invite local
CRGs to propose a non-executive member of that board and we will rotate the position six
monthly amongst local groups. Our Claimants Service Team (CST) will provide a single
dedicated CRG point of contact responsible for regular communication and to answer simple
queries and receive feedback. CST will fast-track official enquiries to resolution. Each enquiry
will be assigned to an individual case manager who will be responsible for the lifetime of the
enquiry and engagement, where appropriate, with senior managers within our supply chain.
We will also hold regular meetings with the Authority to ensure consistency of messages. Both
the Service Delivery Board and the CST will be in place during implementation and through
delivery. The advent of social media means that individuals and representative organisations
expect a two way dialogue with government and with service providers. Atos objective during
implementation is to establish open and creative dialogue alongside innovative partnerships
with credible organisations. We currently proactively monitor websites and social media using
the expertise of our suppliers Big Mouth Media for mentions of Atos and disability
assessments, and we will extend this during PIP. These on-line services are an opportunity for
local and national engagement with the Atos team, and for the general public to draw areas of
concern to our attention. Atos will set in place regular meetings with CRGs, both locally and
nationally in order to gain their input to the development of the Claimant Satisfaction Survey
assessment criteria and process. Atos will convene group meetings, held during
implementation then quarterly, to provide opportunities for the Authority, and all PIP providers
to communicate regularly with National CRGs on PIP progress and future strategy. These
meetings will provide a platform to announce innovations and improvements, and demonstrate
consistency of outcome across all PIP providers. They will ensure that implementation issues
CRGs want to discuss are raised at the earliest stage possible and discussed openly with all
relevant parties through a genuine two way dialogue. Throughout both formal and informal
engagements we will reinforce factual content and constantly seek to align with the objectives
and initiatives of the CRGs by showing how we will support vulnerable people through the PIP
process. We will also ensure that the results from all the contacts are shared with the Authority
so that we use the opportunities to reinforce the need for consistent key messages that need
to be communicated about PIP.
CRGs are a key source of information and opinion for the general public, and parliament and
are regularly used for third party comment by the media. The Atos Public Relations Manager
will identify and engage with MPs, MSPs and AMs who have interest and relationships with
CRGs, working closely with the Authority to build relationships. Similarly, our Press Office will
identify and engage with key opinion formers in the media and liaise weekly or more often
when required with the Authority’s Press Office and will agree lines to take in advance.
Service Challenges. In order to better understand claimant concerns, Atos commissioned
research from Britain Thinks, in 2012 which identified: Certain claimants won’t respond well to
letters or direct phone calls - Local and national CRGs will become a key link in the process to
overcome this; Some DLA customers are anxious and believe that PIP is simply a cost cutting
exercise, or will not apply to them - CRGs can help with dissemination of accurate information
and offer peer support; There will be a wide variety of claimants with different disabling
conditions, increasing the need for flexibility and responsiveness to individual needs; and other
condition specific Champions will need to be introduced when requested and in agreement
with the Authority - CRGs will be able to help identify areas of need. Our solution for PIP has
been informed by these findings as claimant engagement is a key element for success of PIP.

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      Generic – Quality question
[3.6] Please describe your understanding of dealing with and engaging with challenging high
profile stakeholders including the media; parliamentarians; external organisations such as
welfare rights and medical organisations (GMC) and MP questions.
Within your response you must describe how you will deal with these stakeholders during
implementation and full contract delivery, to deliver a PIP Assessment Service which is
coherent and integrated with the Authority objectives and how you will deal with official
enquiries originating from any of these groups. Your response should address challenges
identified within the service requirements plus any additional challenges you have identified
which would impact PIP Assessment Service delivery.
Present your response at the top of a new page, within these preset margins in Arial font size
12 up to 1 sides of A4 including the question text and these instructions.
Atos’ understanding of dealing with challenging high profile stakeholders is that we will need to
be highly responsive, in terms of speed of response – to deliver the information for Official
Correspondence, Parliamentary Questions and responding to complaints to both the
complainant and the Authority within the required timescale; accuracy of information given;
accessibility of our organisation to engage; and, the need at all times to be integrated with the
Authority’s objectives and coherent in the narrative.
Good stakeholder engagement will be critical during the implementation of PIP to gain their
understanding and support. The advent of social media means that individuals and
representative organisations expect a two way dialogue with government and with service
providers. Atos objective during implementation is to establish open and creative dialogue
alongside innovative partnerships with credible organisations. We currently proactively monitor
websites and social media using the expertise of our suppliers Big Mouth Media for mentions
of Atos and disability assessments, and we will extend this during PIP. These on-line services
are an opportunity for local and national engagement with the Atos team, and for the general
public to draw areas of concern to our attention.
Atos has employed Public Affairs specialist Interel Consulting to help identify the key PIP
stakeholders both nationally and locally. For external organisations such as National Claimant
Representative Groups (CRGs) and medical organisations, we already engage with many
national organisations and regularly meet with representatives at a local level to explain our
role and discuss their concerns. We currently have a database of more than 300 local CRGs
for outbound communications. Our relationship with the GMC and other key medical bodies is
managed by our Chief Medical Director. We are currently working very closely with the GMC in
relation to the forthcoming revalidation legislation, identifying the potential implications and
helping to ensure it would apply appropriately in a disability analysis context.
Relationships with MPs, MSPs and AMs will be handled by our Public Relations Manager, who
will liaise closely with the Authority. During implementation, we will arrange site visits for local
elected representatives. We will also provide “walk in” sessions in Westminster, Holyrood,
Cardiff and Stormont. This ‘self serve’ mechanism is effective for busy MPs, MSPs and AMs
who value access to service providers, but are often unable to commit to off-site visits. They
provide an opportunity to create accurate perceptions and build relationships, demonstrating
the scale and professionalism of the service. For official enquiries, our Public Relations
Manager will forward enquiries to the Authority within 2 working days, and work together with
the Authority to provide any requested information to assist in replying, to Official
correspondence; Ministerial correspondence; Ministerial briefing; Parliamentary questions;
Freedom of Information requests; Subject Access requests in the timescale required.
All press enquiries will be handled through our Press Office, who will liaise weekly or more
often when required with the Authority’s Press Office and will agree lines to take in advance.

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      4. Resources
    LOT SPECIFIC – Quality question
[4.1] Please detail the staff resource you will need to deliver and manage your PIP
Assessment Service across ALL aspects of that service delivery e.g: Managerial roles; admin
roles, data security including security accreditation through to HPs and providing
advice/clarification to decision makers (DMs).
Within your response you must detail this staff resource by job role and the numbers of staff
that you will have in each of those roles, their skills and experience, and your rationale to
support your proposals.
Your response should indicate how many of these are existing staff OR if how many will need
to be recruited and the processes and timescales for undertaking this recruitment. Where staff
are not intended to be a dedicated resource for PIP, you must indicate the percentage of time
they will spend working on PIP and what their other duties would be.
You must: provide Organisational Charts as detailed in Document 4, Part 6 of this ITT and
complete Annex 1a, Annex 1b and Annex 2 as detailed in Document 4, Part 6 of this ITT.
Ensure that your narrative response supports both the Organisational charts and Annex
information and clearly explains why this delivery structure has been chosen and why it is
appropriate and realistic for the approach you have chosen for PIP Assessment Service
delivery within your tender.
Present your response (per Lot) at the top of a new page, within these preset margins in Arial
font size 12 up to 6 sides of A4, per lot including the question text and these instructions.
Each response must be individually labelled for the Lot to which it refers, by completing the
heading below:
“LOT” SPECIFIC RESPONSE FOR LOT 1 - Scotland, NE England, NW England & Isle of
Man
Rationale for Resource Structure: The management resource structure we have designed
has clear lines of accountability and responsibility to the Chief Executive, to ensure successful
implementation and delivery of the PIP assessment service. At a strategic level, Wayne
Gibson, Senior Vice President Public Sector, Government and Health, has overall
responsibility for all services delivered into all Atos public sector clients. Wayne reports directly
to our UK Chief Executive, Ursula Morgenstern. The Executive responsible for Atos’s health
portfolio is Vice President of Healthcare, Lisa Coleman. She will oversee PIP delivery, but it
will be managed and resourced independently from Atos’s existing Medical Services contracts.
Nick Barry will be the PIP General Manager, with responsibility for delivering the service in line
with the contracted requirements and will report to Lisa Coleman. To support the PIP General
Manager, we have designed a structure to implement the service, and a structure to deliver
the ‘steady state’ running for PIP. The key staff and management resource to deliver this
service, their grade and organisation and rationale are detailed in the table below: (Atos’s
Global Capability Model (GCM) (1=junior, 9 = highest):
 Table of key staff for PIP Service Delivery Lot 1
 PIP General Manager (GCM 9) – Atos
 Overall responsibility for service delivery and relationship with the Authority.
 Service Delivery Director (GCM 8) – Atos
 Responsible for the performance and quality of the delivery teams, the contact centre
 for appointment scheduling, the resource and capacity management in the service,
 process design, business innovation and continuous improvement.
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 Clinical Delivery Director (GCM 8) – Atos
 Responsible for clinical quality, setting of clinical standards, clinical audit using the
 Integrated Quality Audit System, development and delivery of clinical training,
 ensuring a viable pool of approved and validated HPs.
 Claimant Service Director (GCM 7) - Atos
 Responsible for the claimant journey quality standards, challenging the business to
 ensure that standards are consistently met, claimant satisfaction and feedback
 collation and complaints handling, to ensure segregation and independence from
 service delivery.
 Supply Chain Director (GCM 8) – Atos
 Responsible for setting the requirements, performance management, continuous
 improvement and refreshing of the partners used in the supply chain. Will be
 responsible for ensuring the interface between Atos and the partners works
 appropriately.
 Finance Director (GCM 7) – Atos
 Responsible for the commercial relationship with the Authority, managing and
 reporting on the financial aspects of contract delivery and ensuring the financial
 position regarding invoicing, debtors and cash are managed in an accurate and timely
 manner.
 Account Manager (equivalent GCM 7) – All Supply chain partners
 Responsible for the delivery of the contracted service and the relationship with Atos
 Clinical Lead (equivalent GCM 7) – All Supply chain partners
 Responsible for implementing the clinical standards within the supply chain partner
Implementation period – Pre Go-live The implementation programme includes a number of
critical tasks which need to converge in readiness for Controlled go live in April 2013. The
implementation team will include strand leads for activities required for implementing the
service, as well as senior management oversight (Joint Authority / Atos Service Board), to
ensure milestones are met and that appropriate liaison/joint working takes place with the
Authority. The PIP Implementation Director will lead a team of experts who will ensure that the
entire infrastructure is in place, the correct numbers of skilled and trained individuals are in
place (HPs, admin staff and contact centre agents), that our partner’s accommodation is ready
and we have communicated all our actions to the wider PIP programme. The roles reporting in
are all implementation-specific. The Supply Chain Implementation Lead is critical, working with
our supply chain partners to ensure we are ready to cutover in April 2013. Extensive activity
since January 2012 has prepared them for delivery, but a great deal more is planned to
ensure that there is a fully trained resource pool of HPs ready to undertake the required
number of consultations in suitably prepared consultation rooms from ‘go live’. The provision
of IT, training estate and employed staff are key areas and all have lead roles within the team,
working alongside those responsible for clinical implementation, claimant services and
operational delivery. The Programme will require a governance structure so that progress on
the delivery of the plan is achieved. Arrangements are in place to work with the Authority and
other suppliers to ensure all milestones are achieved on time.
Post Implementation Structure: Post implementation, we will be moving to the ‘business as
usual’ organisation design. Our resourcing structure flexes over time to accommodate the
rising volumes, a period of maximum volumes running, and then a decrease through to a
‘steady state’.


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Contract Year 1 Blended structure: The chart below shows there is a significant element of
handover to the ‘business as usual’ team. A number of individuals who have been involved in
the development and
implementation of the PIP service
will fill roles in the new delivery
team to ensure continuity of
ownership and knowledge. In
particular, the General Manager
will have led the Implementation
Team, as well as having been
heavily involved in the design of
our PIP solution. The structure (as
set out in the Atos Organisation
Chart_Lot 1) is based around the
key business areas that form part of the new service. The Service Delivery Director will ensure
that all the contractual commitments are achieved through the new clinical and admin team in
place, that there are sufficient resources in place to match the demand for consultations
(either paper based or face-to-face) and that all cases progress efficiently. They will also
ensure that liaison takes place with the Authority on workflow and profiles, so future
requirements can be planned and any misalignments minimised. The Supply Chain Director
will work closely with other Directors to ensure the supply chain partners are planning ahead
and bringing on line sufficient resources to meet demand, and that the claimant’s needs are
fully considered. The Supply Chain Director is responsible for the interface with all of our
supply chain partners.
CY2 Structure 2, live ramp up: The ‘business as usual’ team will be expanded, with extra
management brought in to ensure the ‘ramp up’ of volume is achieved. The quality monitoring
and feedback of outputs is a key consideration for the Clinical Delivery Director at this point.
CY3 Structure 2, Live running – maximum volumes: With the workload increasing rapidly,
the key aspect that changes in CY3 in terms of structure is the size of the HP resource pool
supporting and delivering the face to face consultations, and the management of the additional
resources for these services. As the HPs, the most critical and scarce resource, are sourced
from our partners, the flexing up of the numbers is a process of selecting and training more
HPs from their existing pools, rather than having to recruit. This approach will allow a rapid
capacity increase, if the actual volumes of referrals differ from forecast.
 CY4 Structure 3, Ramp down: The volumes indicate the initial numbers of both paper
based review assessments and consultation assessments will decrease significantly in
Contract Year 4. The organisation structure has the same shape as in the previous contract
year, the size is again flexed. The flexibility of our service delivery model, leveraging the
supply chain partners HP resource pools, allows us to undertake a controlled resource ramp-
down with no adverse impact on the business delivery. It is even possible to deal with
potential peaks of volumes, which may come through on an ad-hoc basis even though the
volume trend is decreasing.
CY5: Structure 3, steady state: The volumes reach a projected steady state, and preparation
for handover to a new provider, or extension of the existing contract will be put in place.




Detailed list of all staff required to deliver the service, roles skills and numbers by year
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                   Role               Source                                                                     Skills and Experience                                                            Y1   Y2    Y3    Y4    Y5
PIP General Manager                   Atos     Complex change mgmt; communication skills; people management; significant experience managing large scale implementation programmes                1    1     1     1     1
Service Delivery Director             Atos     Manage the delivery of high quality services in line with SLAs; develop and implement strategy; experienced in operational management.             1    1     1     1     1
Service Delivery Manager              Atos     Manages services in line with SLAs; ensures efficiency and cost effectiveness; and experienced in resource and operational management.             1    1     1     1     1
Call Centre Team Leader               Atos     Ability to manage team; complete management checks and any process escalations; ability to support and train individuals in the process            1    1     1     1     1
Call Centre Operator                  Atos     Excellent communicator; skilled at issue resolution; and accurate recording of information.                                                        7    15    24    21    14
Registration/Clearance Team Leader    Atos     Ability to manage team; complete management checks and any process escalations; ability to support and train individuals in the process            1    1     1     1     1
Registration/Clearance Team Member    Atos     Able to accurately transfer data; manage personal workloads; and work to defined timeframes.                                                       1    7     11    9     7
FME Team Leader                       Atos     Coordinate the FME process, excellent communication skills, process improvement; team management skills                                            1    1     1     1     1
FME Team Member                       Atos     Collection of FME; communication skills; organisation and planning skills                                                                          1    4     6     5     4
PDT Team Leader                       Atos     Ability to manage team; completion of process guidance and management of quality review process.                                                   1    1     1     1     1
PDT Team Member                       Atos     Well organised and skilled at process management, redefinition and development.                                                                    3    4     6     5     4
Account/Change Team Leader            Atos     Change management; project management skills; senior account management experience in a service environment; team management skills                1    1     1     1     1
Account Change Team Member            Atos     Project management and change management skills, relationship management, account management experience in a service environment                   2    8     12    10    8
Clinical Delivery Director            Atos     Experienced HP skilled at delivering clinical training programmes; recruitment; and developing clinical audit processes.                           1    1     1     1     1
Clinical Delivery Manager             Atos     Senior HP able to implement clinical training programmes; deliver clinical training; and support the Clinical Delivery Director.                   1    1     1     1     1
Training Team Leader                  Atos     Highly experienced trainer and coach; communications skills                                                                                        1    1     1     1     1
Training Team Member                  Atos     Experienced trainer and coach; communications skills                                                                                               4    15    22    20    4
Audit Team Leader                     Atos     Senior HP with significant experience in disability assessment; experienced auditor; report writing; team management                               1    1     1     1     1
Audit Team Member                     Atos     HP with significant experience in conducting disability assessments; auditing skills; communication skills; report writing                         2    15    23    19    2
HR Advisor                            Atos     Can attract, develop and retain the best people; consultant for specific HR related activities                                                     1    1     1     1     1
Claimant Services Director            Atos     Improve claimant comms channels; manage all complaint cases; able to develop claimant services procedures, policies and standards.                 1    1     1     1     1
Claimant Services Manager             Atos     Improve claimant service processes; manage satisfaction; and experienced at leading claimant services organisations.                               1    1     1     1     1
Claimant Services Team Leader         Atos     Ability to manage claimant service team; communication skills; time management skills                                                              1    1     1     1     1
Claimant Services Team Member         Atos     Manage day to day claimant services; excellent communication skills                                                                                3    13    19    17    3
Supply Chain Director                 Atos     Responsible for supply chain assurance, forecasting, risk and KPI achievement; and experienced at managing contractual relationships.              1    1     1     1     1
Supply Chain Manager                  Atos     Manage day to day supply chain relationships; drive change; experienced at performance monitoring and management.                                  4    4     4     4     4
Supply Chain Estates Team Leader      Atos     Able to manage facilities; extensive property portfolio management; experienced in planning, costing and estimating project timescales.            1    1     1     1     1
Supply Chain Estates Team Member      Atos     Manage facilities, report writing, communications skills                                                                                           2    8     13    10    2
Finance Director                      Atos     Provide financial advice and support; develop financial management mechanisms to minimise risk; an experienced finance manager.                    1    1     1     1     1
Commerical Manager                    Atos     Commercial experience in a service environment; able to negotiate commercial deals; budget allocation and management.                              1    1     1     1     1
HP Resources Team Leader              Atos     Registered HP; minimum two years post registration experience; broad based experience and assessment skills; team management skills                1    1     1     1     1
HP Resources                          Atos     Registered HP; minimum two years post registration experience; broad based experience and assessment skills                                         1   26    41    36    25
Account Manager                       Partner Change management; project management skills; senior account management experience in a service environment; team management skills                 13   13    13    13    13
Clinical Lead                         Partner Clinical specialists team manangement; responsibility of meeting quality targets; highly qualified within their area of specialism                  13   13    13    13    13
HP Training Lead                      Partner Senior clinical specialist, excellent communication skills, coaching and mentoring skills                                                           13   13    13    13    13
Contracts/Operational Lead            Partner Contract management, account management, relationship management skills                                                                             13   13    13    13    13
Admin Coordinator                     Partner Resource management, expense management, communication skills                                                                                       25   99    155   136   95
HP Resources                          Partner Registered HP; minimum two years post registration experience; broad based experience and assessment skills                                          8   238   373   328   229


Staff recruitment required, timescales and process
Lot 1                                                                                        FTE                                                                Heads                            % to 
Role                                  Source                             Yr 1      Yr 2      Yr 3      Yr 4      Yr 5          % PIP             Yr 1       Yr 2 Yr 3 Yr 4               Yr 5   Recruit
Mgmt                                  Atos                                10        13        13        13        13             100%              10         13 13 13                     13       75%
                                      Supply chain                        13        13        13        13        13              50%              26         26 26 26                     26        0%
Contact centre                        Atos                                8         16        25        22        15             100%               8         16 25 22                     15      100%
                                      Supply chain                        0         0         0         0         0               N/A            N/A        N/A N/A N/A                  N/A        N/A
Admin                                 Atos                                19        74       117       103        72             100%              19         74 117 103                   72      100%
                                      Supply chain                        25        99       155       136        95              30%              83       330 517 453                  317         0%
HP                                    Atos                                8         26        41        36        25             100%               8         26 41 36                     25      100%
                                      Supply chain                        8        238       373       328       229              50%              16       476 746 656                  458         0%
IT & Security                         Atos                               103        42        43        40        38             100%            103          42 43 40                     38        0%
                                      Supply chain                        0         0         0         0         0               N/A            N/A        N/A N/A N/A                  N/A        N/A
Atos management - the requirement increases from 10 in CY1 to 13 in CY2 to 5. We will
recruit 8 managers, as we already have interim managers in place from our consulting
business. We will use our management recruitment business partner, AMS, to fill the
vacancies.
Atos Admin and contact centre staff – these will all be recruited, and we will employ the
required 19 new admin staff in CY1. As volumes increase, we will require a further 55 new
recruits in CY2 and 43 more in CY3. We require 8 contact staff in CY1 and a further 8 in CY2.
Our standard recruitment processes are in place with AMS, and will be offering the vacancies
to JobCentrePlus, Remploy and local Work Programme providers.
Atos HPs - we require a small number in CY1, increasing to 26 in CY2. We have engaged
SJB Medical to act as our medical recruiter, following their success in Northern Ireland.
Our supply chain - no recruitment required for Admin or HPs, as they will utilise existing staff.
The rationale for a supply chain is to enable us to utilise spare capacity in existing HPs,
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administrators and estate across a number of subcontractor organisations. This will secure
successful go live, and allows flexibility to meet the Authority’s volume requirements. The
schedule of approved subcontractors is attached in the Annexes. It covers the partner
organisations in our supply chain for Lot 1: NHS: Lanarkshire, Lancashire, Pennine,
Rotherham, Mid-Yorkshire and York. Our Private Hospital partners are Spire and BMI, and
our Physiotherapist Network providers are Premex, TICCS/Physioworld, Medacs, The
Treatment Network and Physiomed.
Details of the journeys, systems and resources required to support the key processes
 Process journey and systems.                      Resource CY3 and Atos (A) unless stated
 1. Referrals: Receive referral; process Terminally Ill (TI) cases (if applicable); carry out
 paper-based review; produce report
 Receive referral: this incorporates processes to create and log         Admin 20 (A)
 paper based review referral, identify referral type and gather
 claimant information. Systems used - PIPCS, PRS
 Process TI cases: this incorporates processes to select TI cases, Admin 2 (A)
 carry out paper-based reviews, complete an assessment report            HP 1 (A)
 and update the systems. Systems used – PIPCS, PRS
 Carry out paper-based review: this incorporates processes to            Admin 3 (A)
 select paper based review action, gather claimant details,              HP 3 (A)
 consider claim and evidence, determine whether an assessment            HP 27 Premex/TICCS
 can be completed using paper-based review only and carry out
 paper-based review. Systems used – PIPCS, PRS
 Produce report: to determine FME requirement and/or a face-to- Admin 1 (A)
 face consultation, produce report. Systems used – PIPCS, PRS            HP 6 (A) + partners
 2. Further Medical Evidence: Issue request, gather evidence and progress chase and
 make payment (if applicable).
 Issue request: to determine requirement, identify source of             HP 2 (A) + partners
 information, contact FME provider and Authority and inform
 claimant. Systems used – PIPCS, PRS
 Gather evidence and progress chase: to expedite (if applicable) Admin 3 (A)
 and receive FME, log receipt of FME and bring to the attention of
 HP. Systems used – PIPCS, PRS
 Make payment: to verify and approve payment, issue rejection            Admin 1 (A)
 notice, if applicable, and make payment.
 Systems used - PRS, BACS payment system
 3. Consultation: Scheduling, perform consultation and process expenses
 Scheduling: maintain plan of appointment slots, provider                Admin 25 (A)
 availability; requirement for home consultation (HC), specific HP,
 location slot; issue appointment notice, provide “enquiry” and
 “unable-to-attend” service. Systems used – Siebel, PRS
 Carry out consultation: to log claimant arrival/HC, record FTA (if Admin 165 (A)+partners
 applicable), review claimant details, FME and carry out                 HPs 25 (A)
 assessments. Systems used – PRS                                         HPs 215 partners
 Process claimant expenses: to receive claim, validate/reject            Admin 25 (A) + partners
 claim, enter claim and payment details on system and make
 payment. Systems used – Siebel, BACS payment system
 4. Completion: assessments & reports: Gather evidence, compose report and close case
 Gather evidence: this incorporates processes to gather info from HPs 27 (A) +partners

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 the face-to face consultation and FME. Systems - PRS, PIPCS
 Compose report: this incorporates processes to complete           HPs 100 (A) + partners
 clerical report for HC and finalise report on the Authority’s
 Assessment Tool. Systems used - PRS, PIPCS
 Close case: this incorporates processes to transcribe details of  Admin 40 (A)
 printed report into PIPCS, log completion of report in PRS and
 deliver report. Systems used- PRS, PIPCS
 5. Reconsideration advice: Receive request, gather evidence and report and close
 Receive request: this incorporates processes to receive and log   Admin 1 (A)
 reconsideration advice and allocate case. Systems used - PRS
 Gather evidence: this incorporates processes to gather            Admin 1 (A)
 additional information and FME. Systems used – PRS, PIPCS         HPs 3 (A)+ partners
 Report and close: this incorporates processes to report back to   Admin 1 (A)
 the Authority and log completion. Systems used - PRS, PIPCS       HP 2 (A) + partners
 6. Appeals: Receive request, gather evidence and report and close
 Receive request: this incorporates processes to receive and log   Admin 1 (A)
 reconsideration advice and allocate case. Systems used - PRS
 Gather evidence: this incorporates processes to gather            Admin 1 (A)
 additional information and FME. Systems used - PRS, PIPCS         HP 2 (A) + partners
 Report and close: this incorporates processes to report back to   Admin 1 (A)
 HMCTS and log completion. Systems used – PRS, PIPCS               HPs 1 (A) + partners
Outline timetable and assumptions for implementing the processes
  Implementation (July 12- March 13): The implementation team is put in place, with key
    staff from the bid team filling the critical roles. Much of the implementation activity has
    begun, due to the time pressure for delivering required processes, systems, resources
    and governance by April 2013.
  Controlled Go-live (April 13 – May 13): All relevant resources, processes and systems
    will be in place, the MoSCoW (Must have, Should have, Could have, Won’t have)
    prioritisation will ensure we focus on the “Must have” claimant journey processes, allowing
    us to handle referrals, TI referrals, paper based reviews, appointment scheduling and face
    to face consultations from day one. We will go live with a specifically selected trained HP
    pool. Other processes are also planned as “Should haves”, i.e. not critical for controlled
    go-live.
  Transition and ramp-up (June 13 – March 14): All processes, systems and resources
    will be in place, the resource pool will be selected and trained in the clerical solution. HPs
    will also be trained on the Authority’s assessment tool when it becomes available. We
    anticipate an increasing capacity coming on line and we will work with our partners to
    confirm future capacity requirements.
  Max running (April 14 – Nov 15): Steady state with fully extended resource pool of HPs
    in place.
  Ramp down (Dec 15 – June 16): Stable organisation in place with decreasing resource
    pool.
  Steady state (July 16 – June 17): Business as usual at steady state levels.




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     LOT Specific – Quality question
[4.2] Please describe in detail how you will recruit, train and retain your qualified
multidisciplinary HP and other staff (including your processes and timescales involved) to
ensure the delivery of a large scale PIP Assessment Service. Your response should include
how you will undertake HP planning and manage capacity and HP performance, throughout
the life of the contract and your manpower planning processes set against the context of
delivering anticipated volumes of work. Please also include how you will ensure that HPs are
appropriately skilled to conduct assessments.
Please give an indicative number, including sessional staff, by HP type that you anticipate will
be needed to deliver PIP and the rationale that supports your proposals. Your response
should address challenges identified within the service requirements plus any additional
challenges you have identified which would impact PIP Assessment Service delivery.
Present your response (per Lot) at the top of a new page, within these preset margins in Arial
font size 12 up to 6 sides of A4, per lot including the question text and these instructions.
Each response must be individually labelled for the Lot to which it refers, by completing the
heading below:
“LOT” SPECIFIC RESPONSE FOR LOT 1 - Scotland, NE England, NW England & Isle of
Man
The key challenges to overcome are: attracting, negotiating and contracting with a newly
formed supply chain which will provide the necessary skilled pool of HPs and non clinic staff;
designing training modules with enough flexibility to allows for HPs with other commitments to
achieve the necessary quality standards; introducing a manpower planning process across our
supply chain to manage availability of people and accommodation; and offering staff a
rewarding experience, which encourages them to stay and develop. Additionally we believe
there is a challenge to employ young and disabled people to deliver PIP. For employment in
our Service Delivery Centres we will offer apprenticeships, look to candidates from the Work
Programme, and all candidates with a disability who meet the minimum recruitment criteria will
automatically be called for an interview

Atos will deliver PIP through a supply chain. As prime contractor, Atos will be responsible for
delivering the back office functions including; Programme Management, Contract
Management; IT; Contact Centre; Supply Chain Management; Audit; Training; Finance;
Account Management; Stakeholder Management and HR. Atos will also provide Health
Professionals (HPs) staff to carry out the Paper Based Reviews (PBR) and Home
Consultations (HCs). The face-to-face consultations in Lot 1will be conducted by our partners
from the NHS, Private Hospitals and national physiotherapy network providers. This includes
Lanarkshire NHS Trust, Lancashire NHS Trust, Pennine NHS Trust, Rotherham NHS Trust,
Mid-Yorkshire NHS Trust, York NHS Trust, Spire, BMI, Premex, Physioworld, The Injury Care
Clinics, Medacs, The Treatment Network and Physiomed. The supply chain model means that
key delivery staff are already in place. Our partners have resources with expertise in delivering
health services and have identified that there is scope for the PIP work to be carried out within
their current responsibilities. This approach significantly reduces the need for time-consuming
and costly recruitment, and will allow Atos to focus on training specifically for PIP.
Recruiting Atos front and back office staff - Our supply chain has all the required HPs in
place to deliver the face to face consultations in Lot 1. However, Atos will be recruiting HPs to
carry out PBRs and to conduct HCs. We will also recruit contact centre agents and
administrative staff. Atos will use our existing recruitment agencies – SJB for clinical and
Alexander Mann Solutions for administrative and management recruitment. We selected these

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agencies following a competition and an objective evaluation on performance, including their
ability to articulate our diversity values, the specific needs of delivering a service to a
challenging group within the population, and to present candidates who are representative of
the local community. Atos will advertise job vacancies through multiple channels, including
internal employee referrals, the Atos website, Job Centre Plus, Remploy, Royal College of
Nursing and British Medical Journal websites, magazines and local fairs and job boards. We
will offer ‘taster days’ to allow HPs to understand the demands of the role before committing to
join us. For the recruitment of contact centre and administrative staff, we will run campaigns
with local Job Centre Plus and Remploy offices. Our recruitment procedure will involve CV
screening, telephone interview and a face-to-face interview. All candidates with a disability
who meet the minimum recruitment criteria will automatically be called for an interview. All
candidates must be able to demonstrate eligibility to work in the UK, and Atos will take a
rigorous approach to screening all candidates and ensuring that they have a valid Criminal
Records Bureau check prior to employment, and checking that they are not claiming any
precluded benefits. For contact centre agents, we will specifically look for candidates with
excellent ‘soft’ skills, who will be empathetic to claimants. At interview, we will involve
candidates in ‘mock calls’ to assess their patience and understanding with claimants, who may
find it difficult to communicate.
When recruiting for administrative roles, a key focus area of our diversity programme will be
the recruitment of ‘hard to reach’ groups. We will work with our recruitment partners to offer
apprenticeships to organisations and welfare to work charities that provide employment
opportunities to individuals who have complex barriers to work. We are ‘gold’ members of the
Employers’ Forum on Disability (EFD). We will use this forum to enhance our desire to include
as many disabled people as possible in the delivery of PIP. We will work in partnership with
Ingeus, Remploy, Job Centre Plus and Career Development Group (CDG) to employ
candidates from the Work Programme across the UK. We will make reasonable adjustments
to the selection process to accommodate the requirements of disabled applicants. We will
engage with the Access to Work (AtW) team to support applicants in obtaining grants or other
support, as required. We will also provide managers with disability awareness training, so that
disabled employees receive all the support they need to be active members of the PIP delivery
team.
The HPs Atos will employ for PIP delivery will be occupational therapists, nurses (level 1),
physiotherapists or doctors. The pre-screening stage checks that a candidate is fully
registered with their relevant licensing body, that they have no sanctions attached to
registration, and that they have at least 2 years post full registration experience. Shortlisted
candidates will attend a competency based interview with experienced managers and
practitioners, and, for HPs, this stage includes testing of qualifications and experience through
the candidate solving clinical scenarios. At interview, we will particularly look for candidates (i)
with knowledge of the clinical aspects and likely functional effects of a wide range of medical
conditions; (ii) with appropriate skills in assessing people with physical health conditions
including history taking, observation and ability to perform a relevant examination; (iii) who
demonstrate appropriate skills in assessing people with conditions affecting mental health,
intellectual and cognitive function including history taking, observation and ability to perform a
relevant examination; and (iv) who are able to critically evaluate evidence, and use logical
reasoning to provide accurate evidence-based advice.
Particular attention will be paid to inter-personal and written communication skills, that
including the ability to interact sensitively and appropriately, with particular regard to an
individual’s cultural background and issues specific to disabled people. Following successful
interview, the candidate must provide professional references and all professional certificates.

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Our supply chain partners will not be recruiting new HPs but will be identifying suitable
candidates from within their existing workforce. Candidates will be selected based upon the
exactly the same criteria listed above as Atos new recruits, and will be interviewed for the role
with an Atos manager attending the interview. Once selected and trained, these HPs will be
able to undertake face to face consultations within their current responsibilities, with the PIP
work typically taking up 30 to 40% of their time.
Manpower planning processes - Atos will propose that workflow planning meetings take
place with the Authority from July 2012 to gain a comprehensive understanding of the future
volumes of work, the type of referral that will be required to be handled, and the geographical
spread of the work. These meetings will be led by the Atos General Manager and the Service
Delivery Director, and will ensure that sufficient numbers of suitably qualified HPs are in place
to deliver the forecast volumes from the “Go Live” date. During the implementation period,
Atos will deploy its workflow planning system to ensure there are necessary resources in place
to handle the forecast flow of PIP work.
The process matches capacity with demand, forecasting volumes of work which will normally
need to be actioned whilst, at the same time, recognising a number of assumptions and
actions which will need to be monitored, in order to minimise the instances where unplanned
volume variations occur. Atos will produce key Management Information (MI) which will cover
details of the agreed profiles, the head of work which sits in the various stages of the Atos
process and the profile of work received from the Authority. The MI will highlight trends
affecting workflow and the effect this is having upon service capacity. Atos will host monthly
planning meetings with the Authority during the whole term of the contract, so that unplanned
volume peaks or troughs are kept to a minimum and corrective actions can be taken quickly.
In parallel with the planned Authority meetings, we will conduct weekly planning meetings with
our partners to ensure that the required and appropriate HP resources are available, and the
flow of work is fully managed. The Atos Supply Chain Director will lead reviews to establish
how additional resources can be made available, if the profile of work is exceeding the supply
of HPs. A review of the forward schedule of availability will take place to identify where
additional resources need to be made available, including the sourcing of additional rooms
and HPs. Working out of normal working hours will be among the options that will be
discussed at these meetings.
The Atos Resource Management Team will create consultation sessions in our Practitioner
Referral System (PRS). Sessions will be created against individual consultation rooms and
appointment slots will be created within those sessions. Resource availability will be updated
daily by our team who will be in contact with all of our partners. An appointment will be booked
where there is an appointment slot available at the default location, using PRS. Where a
default appointment cannot be made immediately, the request will be placed in an exception
queue for user attention. There will be a range of potential resolutions for exceptions, including
creating further availability in the default location or booking the appointment into an
alternative nearby location.
The design of the Atos supply chain model offers us considerable flexibility and creates the
capacity to be able to react rapidly to fluctuations in the level of demand. In our joint
commercial agreement with partners, we have the ability to utilise additional resource if
volumes exceed profile, as well as the ability to stand down resources on PIP, returning them
to their current responsibilities if they are not required. Our supply chain approach also
removes the need for any significant recruitment activity, thereby enabling a much speedier
mobilisation of the extra resources required. In Lot 1, our supply chain model can deliver over
200% of the PIP baseline capacity.
Induction training and establishing competence - The PIP induction training that will be

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delivered to all staff will be designed to give an understanding of the key objectives that the
PIP claimant journey should be objective, fair, consistent, transparent and deliver a positive
experience. The training will be modular, with separate programmes for contact centre
agents, administrative staff, managers and HPs. All staff will undertake disability awareness
training. Delivery will be a mixture of classroom-based training, contact centre training suites,
web-based learning, facilitator-led discussion (via teleconference and classroom-based) and
practical sessions/assessment. Recognising that HPs will come from different professional
disciplines, training for HPs will include ‘core’ and ‘support’ aspects. ‘Core’ training, delivered
to all HPs, will cover PIP legislation and context; principles of disability assessment; practical
skills (typical day, observation, justification); PIP activities and descriptors; completion of the
PIP assessment report; interaction with the customer and ‘soft skills’. ‘Support’ training
modules will be delivered to some HP groups, as appropriate. For example, physiotherapists
will require support in theoretical and practical aspects of mental health assessment, while
occupational therapists will require support for aspects of formal physical examination
techniques. PIP training, both in ‘core’ and ‘support’ areas, will be further spilt into modules,
with the aim of maximising the flexibility of delivery and making the most effective use of the
limited face-to-face training time that will be available. Much of the core knowledge in all
aspects of the training will be delivered using a combination of self-directed reading, web-
based modules and DVD material which can be accessed by HPs on a flexible basis, both at
their place of work and at home. Regular self-assessment - and remote facilitator assessment
- will be a key feature, as HPs progress through these modules, to provide individual HPs with
feedback on their performance. Additionally, each HP will be assigned to an experienced Atos
mentor and will access support and guidance via email as required, and by dialling into daily
‘training teleconferences’ where progress to date can be discussed and any queries
addressed. Face-to-face facilitative training will complement the knowledge acquired during
the modules, allowing for group discussion, observed practice of skills such as physical
examination and consultation techniques, and formal assessment of progress at key points of
learning. It is anticipated that most HPs will attend around 5 days of formal classroom-based
training in total. This will allow the use of professional role-players for both practice and
assessment purposes, with audio-visual support to allow for effective feedback. Each HP will
need to pass key assessment ‘checkpoints’ during their training course, testing both
theoretical and practical competency, prior to progressing to seeing ‘live’ cases. Particular
importance will be given to developing the interview skills of customer facing HPs. Atos will
use the techniques and methods developed for existing Work Capability Assessment training
– including the use of role-players and audio-visual trainee support – to promote HP
consultation techniques and communication skills.
Following successful completion of classroom-based training, all HPs will receive support and
feedback during their initial assessments and undergo 100% audit of their cases, until they
have demonstrated their competency to the level agreed with the Authority; at this stage the
details of their performance to date will be shared with the Authority to allow consideration of
formal approval. For our contact centre agents, in order to create a seamless transition from
classroom to ‘live’, we will establish a series of metrics that we expect from a day 1 agent and
set a performance-based test, including an IT proficiency test, which we will require them to
pass. The training modules will be regularly updated to ensure they match PIP requirements,
and will be delivered using a variety of methods. This will include delivery by a combination of
experienced Atos HP trainers and suitably-skilled clinical trainers from within partner
organisations, who will be trained by Atos to deliver selected aspects of the course. A
performance-based test will be used to determine graduation.
Staff retention and satisfaction rates - Our experience shows us that the key reasons staff

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leave are job content, job variety and salary. To mitigate the risk of these issues occurring, we
have a number of tools available:
Job content (nature of the role) – we provide an employee assistance programme to enable
HPs to cope with difficult claimants, and employ external agencies to deal with negative
publicity. We will pilot tools to safeguard practitioners from aggressive claimants.
Job variety – we will provide practitioners the opportunity to get involved in a range of roles
such as assessments, paper based reviews, training, mentoring, auditing, recruiting, medical
authoring and performance leadership, and will introduce a clinical career framework.
Salary – we will align nurse and physiotherapist salaries with market rates. Atos also offers a
management leadership and development programme for managers at all levels in the
organisation and it is linked to a university accreditation. To overcome staff retention issues
within our supply chain, we consider the best way is to work with partners who already have
staff who are happy with their salaries and the content of the role, but who are also looking for
more demanding work. Our supply chain partners have told us that their HPs are very
interested in PIP, as they believe it will offer them a new professional challenge and also an
opportunity for greater variety.
Monitoring staff performance and HP conduct - Individual performance is actively managed
in line with the company’s business goals and forms part of the annual performance appraisal
process. Managers and employees measure their own progress and achievements, including
individual and team performance through well-defined localised processes. Every team
member receives regular and informal feedback from their manager about their job and has a
six monthly appraisal to discuss their performance. This process involves an evaluation of an
employees’ personal effectiveness in their jobs, their performance in relation to objectives
already set, and an identification of training to meet any development needs. All HPs will be
made aware of the standards of conduct they are to follow in relation to their interaction with
the claimant, as set out and required by the Authority. For HPs, there is also clinical
mentoring, clinical supervision, opportunity to observe experienced practitioners and additional
clinical training to support them in meeting the requirements of the role. All HPs are audited
and both positive and negative feedback is immediately returned to the HP and line manager.
All complaints received in relation to HPs will be reviewed and analysed for issues which
require individual HPs to receive feedback or retraining. Trend analysis will also be carried out
to identify wider issues relating to HP conduct, which may require attention. HPs employed by
supply chain partners will receive feedback on all aspects of their performance via the
partners’ nominated clinical lead, in conjunction with the Atos Clinical Delivery Manager.
High standards of communications - Atos will use existing communications, training
materials and methods to train staff in PIP assessments. These include the innovative use of
professional role-players and audio-visual support during training. The professional role-
players will be given specific scenarios to follow, many of which will involve mental health
aspects or include some form of challenging behaviour. This approach allows the HP,
receptionist or contact centre agent to practice their communication skills and their handling of
challenging situations in a ‘safe’ environment, and to receive feedback on their performance,
using video recording of the simulated interaction. Throughout the training, interpersonal skills
and claimant awareness issues will be emphasised and reinforced, including, where relevant,
the importance of eye contact, ensuring that the claimant and any companion feels fully
engaged with the process. HPs will be required to demonstrate their competency during the
training courses, including in a full, simulated face-to-face consultation, to pass the classroom-
based training. Atos will ensure that all HPs are approved by the Authority’s Chief Medical
Adviser (CMA) for Lot 1, and will inform the CMA of any HPs who fail to continue to meet the
required quality standards, in order that they may consider revoking approval.

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Identify, monitor and evaluate training and Continuing Professional Development (CPD)
For HPs that have contact with claimants, we will carry out a training needs analysis, design a
Personal Development Plan (PDP) and maintain a portfolio of achievements, skills and
competencies and continuous development as part of their CPD. The plans contain mandatory
modules which cover: communicating in a professional, effective and courteous manner;
dealing with instances of unacceptable behaviour; training on relevant IT systems; and equal
opportunities, including disability awareness and multicultural awareness. We will continuously
monitor the training programme, to ensure it is consistent, and we will evaluate its success.
We will collect feedback from all trained staff, to confirm that they are acquiring the desired
skills and knowledge. We will collect Management Information (MI) around a series of key
metrics where we would expect to see improvements: claimant satisfaction; error rates on
reports; levels of re-work; audit results; complaints trends; and Authority feedback. This will
drive the form and content of CPD for the following year. CPD will be compulsory for all HPs
approved for PIP, whether directly employed by Atos or by a supply chain partner. We will
summarise the training programmes and their impact in an annual training evaluation report.
We will ensure that claimants are not assessed by an HP who falls into any of the excluded
categories. All HPs will be made aware of the excluded categories, and our supply chain
partners will be responsible for identifying HPs who have been involved in a claimant’s clinical
care, so that an alternative HP can be scheduled.
Supporting HP revalidation - Atos will ensure that all HPs undertake appropriate training,
education and CPD that satisfies the requirements of their professional associations and/or
Royal Colleges. For HPs employed by a partner, we will contribute towards their ongoing
revalidation by providing evidence for their portfolio. This will be complemented by the CPD
provided by our partners in relation to their broader clinical roles.
Qualifications in relation to disability assessment medicine - Atos has supported doctor
HPs in obtaining the Diploma in Disability Assessment Medicine (DDAM) since its inception,
organising pre-examination study courses in conjunction with the Authority, and sponsoring
employed doctor HPs for the examination itself. We will continue to offer support to HPs in
furthering their professional qualifications in the field of disability assessment medicine, as
appropriate. For doctor HPs who are part of our supply chain, we will encourage them to
pursue the DDAM, and sponsor them to attend DDAM weekend workshops, which we run
regularly throughout the year.
How we provide staff reward and recognition and use performance related pay - Atos
has an ‘Accolade’ Scheme, where employees are rewarded, and publicly recognised, for their
efforts and willingness to ‘go the extra mile’. Atos also has a talent management programme,
to support and develop the high potential employees within the company. Atos staff have
annual appraisals based upon agreed objectives and desired outcomes, which result in an
overall performance rating against those objectives for each employee. Salary reviews for
employed staff will include a performance-related aspect, based upon annual appraisal ratings
and other key performance indicators.
How many HPs we anticipate will be needed to deliver PIP in Lot 1
Based on the Authority’s volume assumptions for Lot 1, we anticipate that we will need to
utilise over 750 HPs over the life of the contract to deliver all of the PBRs and face to face
assessments. The vast majority of HPs will be either nurses or physiotherapists, and they will
be supplemented by occupational therapists and doctors. The proportions of HPs is as follows:
500 Physiotherapists, 200 Nurses, 40 Occupational Therapists, and 10 Doctors. The rationale
for this approach is based upon our knowledge and experience of the clinical requirement, the
availability of the HP we have chosen, the cost differentials between the types of HPs, the
existing presence of appropriate skills across the clinical professions and the desire for this

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work following contact with the types of HPs within our partner organisations.




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       5. Implementation / Delivery
     LOT Specific – Quality question
[5.1] Please provide your draft Implementation / Delivery Plan; your risk management of
service delivery processes and a risk/assumption log (with mitigation actions required &
likelihood & impact of the risk materialising) for each Lot you are bidding for. These should
cover the period from contract award to contract end - highlighting all key stages throughout
that period.
Your Implementation / Delivery plan and Risk / Assumptions log must include:
 an “overarching” plan / log AND plans/logs which specifically cover IT, Estate and Security
areas separately (and HP for Risk log only). These must be clearly identified and easy to
extract in order that DWP Expert Domains can remove these for their evaluation purposes.
You must provide a narrative response which supports the Implementation / Delivery Plan you
are proposing, identifying key associated risks and assumptions (supported by your risk logs)
and including your critical dependencies. It should also detail your risk management of service
delivery processes.
Your narrative response should detail alongside the challenges identified within the service
requirements any challenges / efficiencies you have identified which would impact PIP
Assessment Service delivery and how you would deal with these. Your response should also
include how these factors may change for any increase of numbers of contracts awarded, e.g.
if you are awarded more than one Lot for the PIP Assessment Service.
Your Implementation/Delivery Plans must be provided as separate documents replicated in
Microsoft Project and Microsoft Excel format. (NB: for ease the Excel plans can be submitted
in one Workbook rather than separately. Please ensure this is clearly identified in the subject
header of the attachment).
 Please clearly name separate documents as follows:
‘Supplier Name’_ Overarching Implementation/Delivery Plan_Lot 1 (or Lot 2 or Lot 3….)
“Supplier Name”_Estate Implementation/Delivery Plan_Lot 1 (or Lot 2 or Lot 3….)
“Supplier Name”_IT Implementation/Delivery Plan_ Lot 1 (or Lot 2 or Lot 3….)
“Supplier Name”_Security Implementation/Delivery Plan_ Lot 1 (or Lot 2 or Lot 3….) OR
“Supplier Name”_Excel Implementation/Delivery plans_x 1 (2, 3 or 4 etc dependent on
number of Lots bid for)
A page limit does not apply to your Implementation/Delivery plans. Where possible use
universally understood terminology or give an explanation of internally used terms.
You must download, complete and then upload the Risk/Assumption log provided on
BravoSolution. Please name this separate document as follows: ‘Supplier
Name’_Risk/Assumption Log
Present your response (per Lot) at the top of a new page, within these preset margins in Arial
font size 12 up to 5 sides of A4, per lot including the question text and these instructions.
Each response must be individually labelled for the Lot to which it refers, by completing the
heading below:
“LOT” SPECIFIC RESPONSE FOR LOT 1 - Scotland, NE England, NW England & Isle of
Man
Our Overarching Implementation/Delivery Plan for the life of the contract has been segmented
into six phases. These phases reflect the differing challenges for implementation and potential
capacity fluctuations based on the volumes that the Authority has provided. Detailed
milestones, activities, timescales and responsibilities are shown in our attached MS Project
plans and collectively within the Excel Implementation document. The approach we have
documented is based upon our experience of providing health and disability assessments for

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14 years. The phases match the need to be ready at go live, as well as building the capacity of
the service as the volumes of referrals build. The activities within the plans have been
sequenced and linked in a way which ensures the key aspect of the service are in place at the
right time. Our planning rationale is that we need to ensure that we build an IT system which
will support the delivery of the business and track performance. In order to meet contractual
commitments, we will source the necessary people we need to deliver the health and disability
assessments as well as the support activities, we will source the offices we need to occupy
and we will train everyone involved in the delivery of the service to a standard which delights
the claimant and meets our commitments. An example of our approach is that we will induct
senior managers into the business first, so that they can be involved in the recruitment and
training of the staff, liaison with our partners and the design of our accommodation. This
approach was very successful in recruiting and training over 100 people and occupying 10
locations, rolling out a new disability assessment service across Northern Ireland during 2011.
We will develop jointly with our supply chain partners, and the Authority, a detailed
implementation plan within 30 days of contract award through a series of integrated planning
and risk workshops, to ensure that the critical path and dependencies are understood. We will
use PRINCE II methodology. During this 30 day period, we will mobilise our service delivery
governance and assurance framework, to ensure effective project management through to the
Controlled Go-Live (April 2013) and beyond. We have set out below the activities which will
ensure that we meet the requirements for PIP.
Phase 1 ‘Set-up and Mobilisation’ (July 12 to March 13) – This includes the period from
contract award to the start of delivery, and requires extensive preparation. We will implement
the plan through a programme governance structure, closely integrated to the Authority’s own
PIP implementation programme. We have created work streams within the programme to
manage the main elements, on the basis that they are the key strands which support the
delivery team, including Estates, IT and Security, each of which has a specific plan attached.
Key development processes are explained below. From our experience of running ‘set up’
programmes, we will identify efficiencies in governance and resource that can be achieved,
and it is critical that we monitor interdependencies between strands. We will identify synergies
to avoid duplication of effort and joint actions taken to reduce the amount of elapsed time. We
will establish sign-off criteria both for Atos and our supply chain, and we will be put in place a
readiness and acceptance review process, with full transparency for the Authority to provide
information to its own stakeholders. In our approach we will:
   ensure that named individuals are available for each deliverable, thereby allowing clear
      and quick communication, and prompt identification and resolution of any issues.
   establish a flexible working model that considers the need for the Authority to complete an
      internal review cycle for each product, and therefore allows sufficient time for that to take
      place and for changes to be incorporated, before the required delivery deadline.
   have consistent and appropriate attendance at meetings, such as project boards, in order
      to provide continuity and speed up decision making.
We will minimise the risk associated with this phase by providing continuity of personnel from
the bid team through to service delivery. The senior operational management resource has
already been secured, and will draw upon our extensive experience of delivering similar
services. We consider that a defined stakeholder engagement strategy is important during this
phase because regular stakeholder engagement will increase buy-in before go-live, and allow
for refinement of the service, minimising the possibility of issues arising at go-live.
We will finalise our premises requirements, across the existing delivery locations within our
own, and our partners’, estate. Atos began to engage with partners in January 2012 to
ensure a smooth transition from the bid stage into mobilisation. We did this to allow us to
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setup and mobilise across large geographical areas within the challenging timescales. Lease
negotiations will take place to secure the additional space required in Atos existing sites
(Crewe, Newcastle and Linwood). The design of our service dictates the need for us to ensure
that our supply chain is evaluated for the suitability and availability of existing consultation
rooms, and we have confirmed that the required capacity is available. Atos will review all sites
prior to go-live, to ensure that they meet the Authority’s security and claimant experience
needs, and confirm that each is Equality Act compliant.
During this phase, we will design, test and build the IT systems for the operational
management and operational Implementation/Delivery of the PIP Assessment Services. Atos
is developing a new Business Application Suite (BAS). The BAS comprises the Practitioner
Referral System (PRS), a configurable Siebel package for resource management and
appointment booking, and a BACS Payment System (BPS). BAS will be hosted on the Atos
Shared Cloud Container Infrastructure which will be accredited via the Pan Government
Accreditor to IL4 standard, to meet all of the ISSS and HMG security requirements for
handling sensitive personal data.
The majority of the required HP resource is needed for face-to-face consultations. We have
confirmed with our supply chain partners that they have identified HP capacity in their own
organisations which averages 200% above what we need to deliver current Authority volume
requirements. We will work with our partners to select, assess and train appropriate HPs. We
will develop a detailed recruitment plan to recruit the resources Atos requires for contact
centre and administrative staff, and for HPs. We will develop the process guidance and
associated training materials to be ready for new recruits and supply chain staff. The Atos
process design team will develop products that support the PIP processes and these will be
shared and agreed with the Authority. Following approval, these processes will form the basis
for our training modules.
Our knowledge of the control requirements laid out in the Authority’s security requirements
(ISSS) and Cabinet Office’s Security Policy Framework allows us to develop physical,
electronic and process controls. We will embed these within our solution to satisfy the
Authority’s Accreditation requirements for the service. From our previous experience of
delivering disability assessments, we understand the requirements and challenges to achieve
Accreditation. Our detailed plans will be agreed with the Authority, following contract award, to
ensure successful Accreditation.
We will complete Implementation and Delivery Testing across all of the core service delivery
areas. For example, the IT system tests will be undertaken, once the BAS is developed. Once
this testing is complete, the BAS can then be considered for security accreditation, alongside
the other physical operational processes. We have identified our critical delivery
dependencies from within the plan as being:
 Atos                              Partners                        Authority
  Successful testing and           Capacity availability from  Provision of PIP specific
     implementation of BAS and        our partners                      guidance
     operational processes          Availability and training of  Provision of PIP CS and
  Roll out of IT to supply           highly capable staff              Assessment Tool
     chain partners                 Joint planning and detailed  Provision of the document
  Successful recruitment and         implementation targets            scanning service
     training of HPs, contact                                       Joint agreement to detailed
     centre and administrative                                          implementation plan
     staff prior to ‘go-live’                                       Merlin accreditation
These contribute to the following critical path:

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Phase 2 - Lot 1 controlled go-live (Apr 13 to June 13) – Our plan sets out the essential
tasks that need to be in place to allow for the April 2013 start of PIP. Tasks within the plan
identify the fact that we will need to have resource coverage and capacity across the Lot so
that PIP new claims can be assessed in any location in the North East or North West of
England. The Plan includes the actions we will take with our supply chain during this period,
particularly around the readiness of their locations and the training of their staff. Our readiness
checkpoints will include our partner’s senior managers, so that assurance can be achieved
within the limited timescales. The tasks around testing are highlighted in the plan, as we have
found during major programmes that there is a need to put in place a wide ranging testing
environment i.e. a model office prior to go live.
Phase 3 - Transition and ramp up (June 13 to Mar 14) - The plan has been designed during
this phase to concentrate upon the expansion of the service in the light of the rising volumes of
work. We have identified the key areas to be recruitment, accommodation and training. Our
plan indicates a series of actions that we will take with our supply chain, so that they can
mobilise people and accommodation required for the additional work. Our plan links actions
across a number of tasks, and the governance tasks ensure the active management of our
supply chain is in place to ensure that resource is available in the right place at the right time.
The plan also includes a series of regular joint review meetings with our supply chain, which
will assure readiness and ongoing delivery.
Phase 4 - Maximum Running (Apr 14 to Nov 15) - The plan during this phase concentrates
on the areas which require consolidation and/or improvement following a period of growth. Key
tasks are ensuring performance standards are maintained or improved during a particularly
demanding period, the review of processes and procedures so that service enhancements can
be proposed and carrying out stress tests to see where there are weaknesses in the end to
end delivery model. The regular activity highlighted in the plan provides a series of
opportunities for the formal review of what is being delivered and how this is be received.
Phase 5 - Ramp down (Dec 15 to May 16) – In view of the profile of volumes provided by the
Authority, there is a need to prepare to have fewer resources within the delivery model. The
plan therefore highlights tasks which will cover the need to reduce headcount of employed
staff and also to reduce the level of partner resource which had been required at the peak. As
volumes reduce over time, an individual plan will be developed prior to this period so that a
coordinated approach can be taken to ensure the continuation of a service which still requires
a significant level of resource.
Phase 6 - Steady Running (Jun 16 to Jun 17) – Our Plan at this stage includes tasks which
will consolidate team numbers and service delivery design. Regular review activities are
highlighted along with the need to achieve continuous improvement. Whilst we have included
tasks during this period, we believe that the key tasks and challenges during this phase will be
shaped by the environment at the time. The plan also includes tasks for handover to an
alternative provider, or preparation for a contract extension.

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Risk Management
Our Risk Management approach to delivery processes will ensure the management and
mitigation of risk is a key consideration throughout the life of the contract. Atos will use the
Authority’s risk methodology, which clearly identifies the processes for managing risks. Risk
management is a fundamental element of programme management and service governance.
All project and delivery team members are responsible for identifying, documenting, assessing
and carrying out actions to manage risks. These will be monitored and reviewed as standing
meeting agenda items during both the implementation programme meetings and ongoing
service delivery reviews. In addition to service delivery controls, Atos has an independent
Risk and Quality Assurance service that perform audits on request or to an agreed schedule.
Our current risks and assumptions are detailed in Atos IT Services UK Ltd_Risk
Assumptions Log.xls the Atos Risk/Assumption Log. These are already visible and being
managed through our Delivery Assurance Framework, which seeks to assure the quality of
delivery from the earliest pre-contract stages, through implementation, milestone and period
reviews, to the end of contract review. These will ensure that all key activities and deliverables
are being provided in an auditable and appropriate manner and to assure the overall delivery
governance. The following are the key risks to service delivery that Atos has identified, and the
assumptions we have applied in designing this service. The associated mitigation, likelihood
and impact are detailed in the Atos Risk/Assumption Log:-
Risks                                          Assumption
  HPs decide that they do not want to          HPs will be able to carry out the
     participate in PIP                            assessments within the predicted Average
  Atos fail to present the benefits of the        Assessment Duration provided by the
     Supply Chain solution                         Authority.
  The BAS is not ready for go-live             The supply chain can be flexible enough to
  The Solution has been built to support          handle significant volume fluctuation.
     incorrect volumes of assessments           The Authority will provide us with a secure
  The Authority will not fund an increase         courier service to move necessary
     in the Average Assessment Duration if         paperwork around the UK.
     the timing assumption is incorrect
Multiple Lots
If Atos is successful in more than one Lot, we would achieve economies of scale in many
areas. Service delivery and associated governance would be managed across Lot borders, to
maximise flexibility and simplify the Authority’s interaction with the successful providers. In
addition, the IT infrastructure and national physiotherapy networks underlying service delivery
can be expanded and accredited more easily. The centralisation of functions across Lot
borders, such as claimant enquiry services, clinical training and audit, and complaints
handling, would ensure that policies and processes are delivered consistently across a wider
geography, achieving the Authority’s stated aim in this area.
Key challenges and efficiencies that have been identified within our solution are the
immovable end date for delivery of PIP. The significant engagement with our supply chain
partners during the bid stage, and prior to implementation, will ensure a more efficient go-live
for the service. A key external challenge relates to the PIP Parliamentary process, still
undergoing debate during the implementation period. We will remain agile during this phase,
to enable us to incorporate late regulatory changes to process and guidance, with the
consequent need to train HPs and administrators prior to the Controlled go-live in April 2013.
We recognise these as challenges to be managed jointly with the Authority and other
successful providers.

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       6. Contract Management, Performance and Continuous Improvement
     Generic – Quality question
[6.1] Please detail the processes you will use to manage, monitor and evaluate the
performance of the PIP Assessment Service contract to the stated Service Level Agreements
(SLA’s). Your response should include how you will ensure that agreed SLA targets are met or
exceeded, efficiencies are monitored and improvements are planned and managed and how
general complaints will be handled.
Present your response at the top of a new page, within these preset margins in Arial font size
12 up to 2 sides of A4 including the question text and these instructions.
Quality and performance management will be built into every aspect of PIP service delivery.
Atos has a consistent and integrated approach for monitoring, managing and improving the
delivery performance of contracts to ensure that agreed SLA targets are met or exceeded,
efficiencies are monitored and improvements are made. Atos UK has developed its own
documented Business Management System (BMS), certified to ISO9001/TickIT. Risk
assurance is integral to our delivery processes. Risk is managed as a component of Atos
Origin’s ISO 9001:2000 and BS 7799 certificated quality management and security
management system. Certification to PRINCE2 exists for our programme and project
managers, and Information Technology Infrastructure Library (ITIL) training and certification
for our service managers. As part of our supply chain selection process we checked that all
NHS hospitals achieved Care Quality Commission (CQC) standards.
Quality monitoring, evaluating and reporting in the delivery of services - We will develop
an overarching Quality Plan (QP) during the implementation period. The QP defines how we
will deliver our service, how we will meet the Authority’s quality expectations, and our internal
quality standards (applied consistently across Atos and our supply chain). The QP will contain
details of quality expectations, the Service Level Agreements (SLA), responsibilities for
achieving each quality objective and SLA, the quality control and audit processes, and change
management procedures. It will set out the Key Performance Indicators which will measure
our performance against each SLA. To conduct the monitoring, evaluating and reporting, we
will use a component of our BMS the Quality, Cost, Logistics, Delivery, and Management
(QCLDM) Framework. Using this quality management system we will conduct quality
monitoring of the end-to-end PIP service including the administrative activities, our contact
centre, our supply chain, and claimant activities, and produce the required Management
Information. In addition, work will be undertaken during implementation to develop the process
guides required to manage and deliver this contract, and these will be submitted to the
Authority for approval. All of the HPs required for go live of the services will receive training
during this period on the quality management systems, and all administrators and managers
recruited will receive training in the quality management systems as part of their induction.
Assessment Reports - All assessment reports produced by Atos HPs and those in our supply
chain will be quality monitored through the Integrated Quality Audit System (IQAS). IQAS will
monitor the key service quality of assessment reports. IQAS includes a full suite of reports that
will be provided to internal management and the Authority monthly, to enable accurate
monitoring of medical quality. Prior to using HPs in the delivery of assessments, we will
assess each HP’s capabilities during training, and only allow them to commence work once
they have reached the required standard. IQAS measures: Presentation and Process –
legibility, completeness, and clarity. Consultation – evidence gathering and consideration,
assessment (including history and statement-taking), formal clinical examination, and
expression of clinical findings; Reasoning –all the step-by-step clinical reasoning and
deduction after consideration of evidence, or performance of a consultation, the advice which

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follows; and Professional Issues – general principles of good practice that underpin all of Atos’
work. Following training, the HP will undertake an approval audit that will consist of all work
being audited until they are submitted for full approval. Following full approval, a HP’s work
will then be included in the overall audit where cases are selected at random and outputs are
graded as an ‘A’, ‘B’ or ‘C’ grade.
Administrative Outputs - All administrative tasks will be quality monitored through a series of
measures. For data entry tasks, quality and validation checks are built into our IT systems to
ensure that data is correctly entered at the outset. The systems are designed so that work
cannot progress through a process unless mandatory data sets have been recorded. In
addition to the system checks, there are a series of random sample management checks that
will be undertaken by team leaders and our Operations Manager.
IT Systems - Atos will audit the quality of the data held on the IT systems. Validation checks
are built into all of our systems. However, there will still be instances where data will need to
be checked for accuracy, and this is done within a dedicated IT team within Atos. The
performance of our IT systems and network infrastructure will also be quality monitored on a
continual basis, to ensure that a quality service is delivered.
Supply Chain - When creating our supply chain, we followed the Merlin principles. We will
monitor, evaluate and improve supply chain performance using our Supplier Relationship
Management model which is part of our BMS and is aligned to the Merlin standard. Critical to
our success will be relationship management and developing a joint culture of continuous
improvement. We will flowdown all relevant SLAs, and monitor performance on a daily, weekly
and monthly basis to ensure SLAs are being met using QCLDM and IQAS.
Management Information (MI) - Atos will develop MI reports to support implementation and
delivery and to indicate the level of performance that is being achieved. We will supply these
to the Authority monthly and annually. The Service Delivery team will use this MI in order to
manage current and future performance, make any necessary corrections, and to drive
continuous service improvement. Our systems deliver high quality MI by implementing and
managing factors including: Choosing the right things to measure; Measuring them in an
appropriate way; Measuring them at the correct time; Recording the measurements correctly;
Transposing the information faithfully between systems (IT and manual); and Interpreting the
outcomes correctly. Our processes ensure that MI supplied to the Authority is validated,
accurate and fully auditable.
Complaints and feedback - Claimants will be made aware of the complaints procedure
through the new Atos PIP website and feedback leaflets will be provided at the consultation
centres and at home consultations. All complaints are logged so that trends can be tracked
and improvements considered. We will pull complaint files daily and present improvement
recommendations monthly to the Service Director. In addition, a third party satisfaction survey
will be commissioned, which will also be used to support the requirement that 90% of PIP
claimants must be satisfied with the service. To ensure that the service quality and
management, and claimant engagement requirements are met, we will use our QCLDM
Framework and IQAS to measure the full range of the claimant experience of the service
provided and drive quality and performance to meet the quality standards and expected
clearance times specified in the Service Levels from commencement of Go Live. Through
contract delivery, our evaluation of MI and action on feedback will drive a programme of
continuous improvement to the service, to exceed the standards specified in the Service
Levels. Ongoing contract and performance management will be carried out through structured
governance. Atos will attend monthly contract management meeting to manage the contract
and agree contractual change; review contractual performance; resolve operational and
contractual problems. Monthly regional meetings will review regional performance. Other,

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strategic meetings will review operational strategies, efficiency and innovation opportunities
plus the opportunities to share ideas with other Lot providers.




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     Generic – Quality question
[6.2] Please detail your approach to quality, including medical quality, complaint handling in
relation to the HP’s, auditing health professionals and continuous improvement of the service
in order to ensure that the service is of a consistently high standard, ensuring that the various
outcome objectives will be achieved or exceeded by you and fully meet the needs of claimants
ensuring that they receive a positive experience. Your response should address challenges
identified within the service requirements plus any additional challenges you have identified
which would impact PIP Assessment Service delivery and how you will ensure the
assessments are consistent, independent, medically reasonable and evidence based.
Present your response at the top of a new page, within these preset margins in Arial font size
12 up to 2 sides of A4 including the question text and these instructions.
Atos’ solution for delivering PIP has been designed with quality monitoring, evaluation and
improvement built into all key aspects of the service. The overarching Quality Plan (QP) will
define how we will deliver our service, how we will meet the Authority’s quality expectations,
and our internal quality standards (applied consistently across Atos and our supply chain). In
the key aspect of HP quality, we will define, monitor, evaluate and improve Health
Professionals (HP) quality through the end to end service to ensure it is of a consistently high
standard. We will define the quality through initial training, monitor and evaluate through audit
and feedback, and improve by Continuing Professional Development (CPD)
Training and CPD - all our HPs will receive 7.5 days initial training to ensure that they are
skilled in PIP assessments, and 5 days CPD each year. We will carry out a training needs
analysis which we will share with the Authority, design a Personal Development Plan (PDP)
and maintain a portfolio of achievements, skills and competencies and continuous
development as part of their CPD, including supporting HP revalidation and gaining
qualifications in relation to disability assessment medicine. The PDP contains mandatory
quality modules which cover: effective and courteous manner; communicating in a
professional; dealing with instances of unacceptable behaviour; training on relevant IT
systems; and disability awareness and multicultural awareness. We will continuously monitor
the training programme, to ensure it is consistent, and we will evaluate its success. We will
collect feedback from all trained staff, to confirm that they are acquiring the desired skills and
knowledge.
Quality of the HP service provided - We will collect Management Information (MI) on the
quality of the HP service provided around a series of key metrics where we would expect to
see improvements: claimant satisfaction; error rates on reports; levels of re-work; audit results;
complaints trends; and Authority feedback. This will drive the form and content of CPD for the
following year. CPD will be compulsory for all HPs approved for PIP, whether directly
employed by Atos or by a supply chain partner. We will summarise the training programmes
and their impact in an annual training evaluation report which will be shared with the Authority.
High quality outputs - All reports produced by our HPs will be quality monitored using the
Integrated Quality Audit System (IQAS). IQAS reports enable accurate monitoring of medical
quality and are provided to Atos and the Authority monthly. We assess HP’s capabilities during
training, and only allow them to commence work once they reach the required standard. IQAS
measures: Presentation/Process – legibility; completeness; clarity. Consultation – evidence
gathering; consideration; assessment (including history and statement-taking), formal clinical
examination; expression of clinical findings; Reasoning –all the step-by-step clinical reasoning
and deduction after consideration of evidence or performance of a consultation; the advice
which follows; and Professional Issues – general principles of good practice. IQAS ensures
the outputs are legible, free from medical jargon, consistent, evidence-based, fully justified,
independent, and address, explain or refute any variation of the claimant’s condition.

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Identify, address and improve inconsistencies - Following completion of training, all HPs
will receive support and feedback during their initial assessments and undergo 100% audit of
their cases, until they demonstrate their competency to the level agreed with the Authority for
formal approval. Following approval, an HP’s work will be included in the overall audit. Based
on the Lancaster Model, Atos will randomly audit all reports as part of our quality monitoring
processes. At audit, products are graded as an A grade: Key requirements are satisfied. The
product fully conforms to standards. B grade: Key requirements are adequately satisfied.
Specific elements would quantifiably enhance the value of the product. C grade: Key
requirements are not satisfied. The product fails to meet standards. All issues identified within
B grade reports are fed back to the HP concerned. All C grades will require action and
alteration before they are returned to the Authority. Atos will operate a ‘zero-tolerance’ policy
to C grade reports. Every HP producing a C grade report will receive individual feedback on
that case to ensure they understand the issues identified by the auditor, and any appropriate
guidance is offered. Additionally, Atos will ensure that the subsequent cases produced by that
HP are target audited, until it is clear that any quality concerns have been successfully
resolved. Persistent quality issues that do not respond to feedback will lead to a more
formalised action plan being constructed for that HP, and, ultimately, the recommendation of
their revocation if they fail to attain the required standards. Outcomes of audit will be recorded
and made available for analysis and reporting. Atos will analyse consistency of audit outcomes
across the Lot, to ensure any inconsistencies between HPs, partner organisations and/or
individual auditors are identified and can be investigated. We recognise that Atos are
ultimately responsible for the audit of all reports, produced by Atos and partners’ HPs.
Claimant Representative Groups (CRG) and claimant feedback - We will invite local and
national CRGs to input to the training design, and to present at disability awareness sessions.
We will establish a Service Delivery Board, and will invite local CRGs to propose a non-
executive member to ensure that their feedback is used to refine our HP processes. We will
rotate the position 6 monthly amongst local groups. Atos will set in place regular meetings with
CRGs, both locally and nationally in order to gain their input to the development of the
Claimant Satisfaction Survey assessment criteria and process. Atos will convene group
meetings, held during implementation then quarterly, to provide opportunities for the Authority,
and all PIP providers to communicate regularly with National CRGs on PIP progress and
future strategy. Feedback forms will be provided to claimants when they leave the consultation
centre, or the claimant can complete the feedback online. They will be encouraged to
immediately rate the various aspects of the service they have received and to propose
suggestions for improvement. All suggestions for service improvements made will be reviewed
and any with the potential to improve service will proceed through a more detailed qualification
process. Results will be reported to the Authority and will feed into the continuous
improvement programme.
HP conduct and complaints - Individual performance will be actively managed and all HPs
will be made aware of the standards of conduct they must follow in relation to their interaction
with the claimant, as required by the Authority. For HPs, there is clinical mentoring, clinical
supervision, opportunity to observe experienced HPs, and additional clinical training to support
them in meeting the requirements of the role. All HPs are audited and both positive and
negative feedback is immediately returned to the HP and line manager to ensure that these
are used to refine their processes. All complaints received in relation to HPs are reviewed and
analysed for issues requiring individual HPs to receive feedback or retraining. Trend analysis
will be carried out to identify wider issues relating to HP conduct, which may require attention.
HPs utilised by supply chain partners will receive feedback on all aspects of their performance
via the partners’ nominated clinical lead, in conjunction with the Atos clinical manager.

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      7. IT
     Generic - Quality question
[7.1] Please describe from receiving a referral from the PIP Assessment Service (PIP)
computer system:
a) what IT systems would support the claimant’s end to end journey and your processes.
Please supply a service block diagram in support of your narrative describing the claimant’s
end to end journey.
Your diagram should be restricted to 1 sides A4 maximum. Where possible use universally
understood terminology or give explanation of internally used terms.
b) how your existing systems need to be changed to support PIP and indicating how these
changes will be achieved by the implementation date and a risk log indicating key risks,
mitigation actions required, and the likelihood and impact of the risk materialising. NB: your
narrative response should be supported by your IT Implementation/Delivery plan and
Risk/Assumption log requested at Q 5.1;
c) how you believe the referrals could be integrated with your IT systems, highlighting your
experience of integrating different systems internal and external to your organisation.
Present your response at the top of a new page, within these preset margins in Arial font size
12 up to 5 sides of A4 including diagram and including the question text and these
instructions.
[7.1a] Atos is in the process of developing a new application suite Business Application
Suite (BAS) to support Atos’ wider BPO business. The IPR in BAS is owned exclusively by
Atos and will be licensed free of charge to the Authority for use in the provision of the PIP
services.
This suite supports the claimant’s end to end journey for PIP and comprise:
  PRS, the Practitioner Referral System: the Atos proprietary case management system;
  Siebel: a configurable COTS package for resource management and appointment
     booking;
  BACS Payment System (BPS): an Atos payments engine, issuing payments and
     remittance advice in respect of claimant expenses and chargeable FME provided.
In addition, Océ (our printed outputs provider) will print and dispatch FME requests, letters and
claimant notifications, and a MIS system will process and report on data from the primary data
sources PRS and Siebel. Until the Assessment Tool is available from the Authority, Atos will
implement the Clerical Solution using an electronic document management system (EDMS)
for the production and retention of all assessment reports.
The service block diagram on the following page, provides a scenario illustrating the systems’
inputs, outputs and interactions, and how they support the end to end journey:
Step 1: Atos admin users will enter ‘new referrals’ from PIPCS into PRS, thus launching a
workflow directing the referral to an appropriate national work queue.
Step 2: Health professionals (HPs) will action ‘paper-based review’ tasks from this work
queue. They will review material in PIPCS and DRS to determine how to progress the case.
Step 3: Where FME is required, an HP will create the request(s) in PRS, which in turn
dispatches these requests, via Océ for printing and dispatching. This includes the notification
to the claimant the details of the FME that has been requested, and from which sources.

Service Block Diagram

Step 4: Admin users will process ‘FME received’ tasks from PIPCS, accessing DRS to identify
the specific item received. PRS will then trigger a further ‘paper-based review’ task.
Step 5: An HP will select the ‘paper-based review’ task and review the new information in
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PIPCS and DRS. Where a consultation is required, this is indicated in PRS along with
whether a home consultation (HC) is appropriate and any specialist expertise pertinent to the
consultation. PRS will then pass this request to Siebel for appointment scheduling.
Step 6: The Siebel resource management and appointment booking system will contain full
details of HPs and their deployment within Atos’ network of consultation locations. Resource
managers will create appointment slots for practitioners and locations.
On receipt of an appointment request, Siebel will attempt to make a default appointment in the
preferred location for an HP with the requested specialist expertise. In the event that a
suitable slot does not exist, the appointment request will be placed in a shared admin users’
exception queue to be booked manually. The admin users will make the most appropriate
appointment for the claimant and their specific condition. An appointment letter will then be
dispatched providing supporting information including a map and directions. The claimant
may contact the claimant enquiry service, for example to reschedule an appointment.
Step 7: When the claimant arrives at the consultation centre a receptionist will log their arrival
time in PRS. The HP will review existing material then conduct the consultation and compose
an assessment report using the Assessment Tool (or EDMS, prior to the Assessment Tool
being available). The HP will then update PRS to indicate that that they have completed the
report, which will progress the workflow.
Step 8: Atos admin users then action ‘closure’ tasks from a national work queue in PRS. For
each task the user will transcribe into PIPCS, from the assessment report, the descriptors and
any other required data, finally closing the referral in PIPCS and PRS. In advance of the
Assessment Tool availability, the user will dispatch a paper copy of the report, printed from
EDMS, to the Authority.
Step 9: Atos admin users will record claimants’ expense claims in the Siebel system.
Authorised claims will be sent to BPS for payment and dispatch of a remittance advice.
Paper-based review reports: At steps 2 or 5 the HP may determine that a face-to-face
consultation is not necessary. In this case they will produce a paper-based review report in
the Assessment Tool (or EDMS). Closure at step 8 is then triggered.
MIS: On a nightly basis data will be automatically uploaded from PRS and Siebel to the MIS
system.
Clerical handoffs: There are some alternative process steps for which only partial IT support
is planned, and which involve a limited degree of clerical hand-off. These are as follows:
   Clinical quality audit: Administrative support will be required to manage cases through
     the clinical audit process. However, the process for selecting items for audit will be fully
     automated, and any amended reports will be produced electronically.
   Home consultations: The scheduling of home consultations is outside the scope of the
     planned IT support. Those requested at step 5 will be allocated by Atos admin staff to
     Atos health professionals. System support resumes at step 7 for report production.
   Specific needs request: Any specific needs such as a claimants request for their
     consultation to be held at home that is notified at or beyond step 6 will be considered
     clerically. Where a change in direction is required from a face-to-face consultation to a
     home consultation is required) a HP will update PRS accordingly. Atos administrators will
     pass these tasks clerically to HPs, and will notify the claimant.
Applications integration
PRS and Siebel will exchange data between each other using web services, with data
duplication between the two being kept to an absolute minimum. PRS and Siebel will send
data to BPS via an out of hours batch extract for BACS payments and data to Océ via an out
of hours batch process for letters production. They will send data to MIS via a staging area
allowing a bulk load of the data into the data store. Once in the data store, the Business
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Intelligence tools will be used to produce the necessary internal and external reports.
[7.1b] Timings of changing / introducing new systems
The Atos detailed IT Implementation / Delivery project plan has been provided in response to
Q5.1 Atos IT Services UK Ltd_IT Implementation Delivery Plan Lot 1,2,3,4. In summary our
approach to meet the overall PIP delivery timescale is:
Configure PRS and MIS PIP reports; Configure and integrate with: PRS; Siebel CRM; BPS,
Post Office Address File (PAF), Océ and EDMS packages.
To secure the go-live date we will plan and deliver the development phase as parallel streams
of workgroup activity, one for each core system, with package configuration specification and
build also as parallel streams. Development (code unit test/config.) will complete in October
2012.
System Test completes in December 2012. Integration & Performance tests complete in
February 2013.
User Acceptance Testing (UAT) and Operational Acceptance Testing (OAT) will complete by
the 1st of March 2013, with one month’s contingency before go-live.
Development and testing lifecycles applicable to each / all systems
The Atos approach is to use our Global Delivery Process (GDP) waterfall delivery lifecycle,
tailored with iterative techniques as appropriate. The following products will be produced:
Functional specification; high level design; detailed technical designs; CUT plans; Package
configuration; System, integration & performance test planning & execution; Security
penetration tests; UAT; OAT.
Internal Atos stakeholders will be required for the review and approval of all required functional
specifications, UAT plans and execution by 27th July 2012.
Authority stakeholders will be required to provide the specification and agree the final layout of
all Customer related output formats e.g. appointment letters by 27th July 2012.
Phased Approach
Atos will deliver the complete suite of systems and packages for phase 1 go-live to implement
the approved Functional Specification, in a single release. Atos do not propose to defer any
core functions for implementation post phase 1.
The Atos UK Quality Management System (the Business Management System or BMS) is
currently certificated to ISO 9001:2008. The ISO9001 certificate scope of registration includes
the design, build, operate and full IT lifecycle delivery including code control as part of Release
Management. Integrity of data will also be a key aspect of the full system testing and
regression testing completed prior to the deployment of any new version of the applications.
None of the proposed changes in moving from our temporary EDMS solution to the
Assessment Tool will be visible to the claimant, and will therefore have no impact on their
quality of the service. As part of moving from the tactical EDMS solution to the Assessment
Tool, the clerical processes for our Service Delivery Centre (SDC) back office administration
staff will be amended to remove the need for the printing of EDMS reports for forwarding to the
Authority and scanning into DRS. Our SDC staff will also receive training in the amended
processes prior to go-live to ensure a seamless change.
[7.1c] The key target areas for future integration are illustrated in Q7.1a. and are:
Step 1: A data feed from PIPCS to enable referrals to be registered automatically.
Step 4: DRS reading a unique identifier on PRS-sourced FME requests and passing it to
PIPCS, would enable a transaction to PRS to be sent instead of raising a user alert.
Step 8: PRS notifying PIPCS that a referral is to be closed. PIPCS would update the status of
the report in the Assessment Tool (from ‘draft’) and import the descriptor data.
Integration challenges may arise from:
Unclear commercial, security, business, functional, non-functional and technical requirements.

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The nature and composition of the data exchanged across any interface e.g.
Values/meaning/ranges/invalid items
The method and controls around the exchange mechanism e.g. security, protocol,
infrastructure, capacity and resilience.
Non-Functional modelling and analysis e.g. volumes, capacities, frequency (real time or batch
scheduling analysis: synchronous/asynchronous transactions)
Evidence of previous internal and external integration ability
Atos currently provides the medical assessments for Employment Support Allowance (ESA)
referrals and migrated cases from the Incapacity Benefit (IB) service to the Authority. To
support this we successfully integrated the following suite of systems and packages: MSRS;
Lima; Hub; ESA/IB MIS; Siebel CRM and CERiS. Much of the key data is replicated in the
separate systems, but we successfully integrated all of these, to ensure that data is only
entered once into whichever application user has access. This service processes around 1
million referrals per year and has been live since 2006. Data integrity within the integrated
systems is paramount, and Atos has many years of experience of successfully integrating
systems processing the Authority’s data.
During 2010 and Q1 2011 (ESA initial release) and Q4 2011 (BAU release) Atos successfully
completed two external integrations between the Job Seekers Allowance Payments System
(JSAPS) and the MSRS application to receive assessment referrals.
Atos has the relevant knowledge and experience to successfully integrate PIPCS with our
proposed applications, as and when required by the Authority, in a risk free and timely
manner.




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     Generic - Quality question
[7.2] For the IT systems that will be used, developed or changed to support PIP, please
describe:
a) the IT environments covering all test, training and model office environments as well as the
   production estate, and whether these are dedicated to the PIP process or shared.
Please supply appropriate service block diagrams in support of your narrative.
b) list the hardware & software products and versions used by your IT systems, and include
   whether these are supported or not;
Please supply this as a separate Microsoft Excel spreadsheet. (This will not count towards the
   page limits below). Please name this separate document as follows: ‘Supplier Name’_
   7.2_IT Systems.doc
c) the process for how you will implement changes to your IT as a result of for example, a
change in legislation, and the typical time it would take to implement changes. Your narrative
response should be supported by an indicative milestone plan showing high level phases only.
This should be presented in Microsoft Excel format. Please name this separate document as
follows: ‘Supplier Name’_ 7.2_IT changes.doc
Present your response at the top of a new page, within these preset margins in Arial font size
12 up to 5 sides of A4 including diagrams and including the question text and these
instructions.
[7.2 a] The Atos solution to the Authority for PIP is to be provided using our secure
Government cloud offering, Secure Cloud Container (SCC). The founding principle of SCC is
that it will be an accredited environment, able to support multi-tenanted Government and
Health clients, fully security accredited to IL4 with the Pan Government Accreditor.
The SCC infrastructure is an ‘Infrastructure as a Service’ (IaaS) platform upon which Atos is
able to provide ‘Software as a Service’ (SaaS) and ‘Platform as a Service’ (PaaS) offerings to
clients. The SCC represents the Atos UK strategy for introducing repeatable, re-useable and
accredited offerings to both Government and Health clients.

The SCC provides for both live and non-live environments. Live environments cover the
Production and Disaster Recovery (DR) environments. Both environments are sized to meet
the full production peak load, with geographical separation of the sites in our Birmingham and
Andover sites. The data centres are run in ‘active-passive’ mode, using log file replication
between the sites to ensure that the disaster recovery site is kept up to date and is able to
take over should the need arise.

Live environments and their key characteristics:
Production - This environment is used to deliver the PIP solution to the Authority using the
Business Application Suite (BAS), which is provided as SaaS. BAS supports the end to end
referral management of PIP cases from the Authority, via the PIPCS application. It is fully
sized to meet the peak processing requirement for PIP. The Production environment for Lot 1
has been sized to be equivalent to our existing Medical Services Production environment used
to support the ESA systems for the Authority, as it processes a similar number of transactions.

Disaster Recovery - The DR environment is a full size replica of the Production environment
and housed at the second data centre. It is originally built in parallel with the Production
environment, and is then kept aligned through Change Control at the server level and through
data replication at the data level.



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Testing environments and their key characteristics:
In support of the live environments, Atos will provision a number of testing environments. The
intention of these environments is to provide Atos and the Authority with a defined path to
‘live’, from both the functional and non-functional perspective.

Development / Systems Testing – This environment is primarily focused on the execution of
the initial system/package testing of the component applications of the solution from the
development teams. The environment is used to perform full functional regression and
targeted testing of new functionality, to ensure that the individual applications perform
functionally. Additionally, the environment will host a small volume of development
workstations that are used for environment-specific configuration and tuning of products, such
as the Siebel and Management Information systems. This environment is always the first
environment used to prove the new code/configuration for the overall system for PIP. In
compliance with the Pan Government Accreditation rules, security proving of the new
functionality will occur, to ensure the security of the overall environment. This environment will
be sized at 5% of the Production environment.

Integration Testing – This environment is used to ensure that the overall solution, which is
made up of interconnecting applications, performs all the functionality that is required of the
overall solution when exchanging messages between the applications. Testing in this
environment will follow on from Systems testing. This environment will be sized at 5% of the
Production environment.

Model Office - This environment is used to present the results of forthcoming functional
changes to our business users for acceptance. The environment is used to support medical
and administrative resources in ensuring that new software releases are fit for the business
purpose. This environment is sometimes called the User Acceptance Testing environment
(UAT). This environment will be sized at 5% of the Production environment.

Pre-Production Staging - This environment is used to perform key non-functional tests, such
as performance, ‘ready for operations’, resilience and redundancy testing, pre-live rollout trials
and supports the technology road map as the primary environment where operating system
and middleware changes are trialled. It will also be used to recreate non-functional production
environment incidents, and propose either temporary fixes or initial analysis into medium and
longer term fixes. This environment is sometimes called the Operational Acceptance Testing
environment (OAT). This environment will be sized at 50% of the Production environment.

Live Support – This environment is used by the functional support team located in the UK to
recreate issues seen in the production environment. The aim of the environment is to quickly
assess resolutions to the incidents reported in the production environment. The environment is
used to either propose and temporarily fix (functionally) production incidents, or to provide
initial analysis that will be used by the development teams for a medium to longer term fix.
This environment will be sized at 5% of the Production environment.

Each of the environments noted above are dedicated environments for the PIP solution that
are delivered through the SCC national secure IL4 cloud platform.
The following diagram highlights the proposed path to ‘live’ for both a functional and non-
functional project within the PIP environment:


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As the diagrams show, the path to ‘live’ for a functional change begins in the Systems Testing
environment, where the initial packages are proved in isolation, before the testing moves to
Integration Testing, where the packages interact with one another (and potentially, in the
future, external Authority systems). Model Office (UAT) testing is the next type of testing, when
the business users test the applications against the proposed business process. The final pre
go-live environment is the Pre-Production Staging environment, which ensures that the
support teams understand the operational requirements of the environment. If there is a key
performance requirement for the development cycle, then performance testing will occur. In all
deployments, Pre-Production Staging is used to validate the approach to rollout to de-risk go-
live activities.

For non-functional changes, the path to ‘live’ is initially shorter. The testing will focus on
verifying that the non-functional changes (e.g. operating system upgrade, Oracle upgrade) do
not have an impact of the functional baseline of the solution. This testing will occur in the
Integration Testing environment. Once the functional validation of the non-functional change
has occurred, the testing moves onto the Pre-Production Staging environment, where the bulk
of the testing occurs. The testing is largely non-functionally focused, but incorporates sufficient
further functional tests to assure whether the delivery is fit for purpose and ready for go-live.
In both the functional and non-functional changes, a number of environments begin their
upgrade in parallel to the go-live rollout. In both instances, the Live Support environment is
first as it must be in a position to accurately reflect the Production environment. This is then
followed by the remaining environments that were not on the critical path for go-live.

[7.2 b] All hardware and software products have been provided in the separate spreadsheet
[Atos IT Services UK Ltd_7.2_IT Systems.doc.

Emergency software patching / essential upgrade policy
Atos has an established patch management policy and process which covers the
identification, assessment, testing and deployment of software patches including emergency
patches. All issued patches are reviewed on a monthly basis. Emergency patches can be
assessed outside of this cycle, where appropriate. Vulnerabilities are grouped into four
categories based on advice provided by the vendor, and as assessed by the Atos Security
Group:

Non-Critical:- A change is raised and approved to test and deploy the patch within the agreed
patch cycle.

Critical: - A change is raised and approved to test and deploy the patch within the agreed
patch cycle unless otherwise advised by the Operational Security Manager. Out-of-cycle and
urgent patch releases may fall into this category as the vulnerability may warrant rapid action.

Emergency: - This is reserved for extreme cases where a serious attack has occurred on the
estate. An emergency Change Approval Board (CAB) is convened to approve, test and deploy
the patch to protect the integrity of the network as quickly as possible. The emergency CAB
considers the wider implementation of the patches to all other environments. Such changes
may need to be retrospectively authorised. The retrospective approval of emergency patches
includes a review to ensure that all the necessary documentation has been completed as soon
as possible after the event.

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Not Applicable: - The security alert or availability of a patch, hot fix or security upgrade is
noted; however, the current technical architecture doesn’t incorporate the product or platform.

A risk assessment of applying the patch (as well as that of not applying) is undertaken – for
example there may be a risk that a patch could cause an application to fail, or could
compromise the integrity of an imminent application release. The Technical Director or
nominee has ultimate sign-off of the approach.

The Patch Manager will raise the Request for Change (RFC), which must be cross referenced
to a Centre for the Protection of National Infrastructure (CPNI) alert, where applicable.

Essential upgrades are proactively identified and assessed. The implementation of new
software versions can introduce compatibility issues, so has to be addressed as part of an
overall technical strategy. Essential upgrades are carefully planned and fully tested (including
regression testing) as part of planned releases through the change management process.

Detailed remediation plans if software or hardware is not supported
Atos confirms that all software and hardware proposed for the PIP IT Service will be at
supported levels. Our policy is to maintain hardware and software at supported versions i.e. N
or N-1, for the majority of suppliers. When software or hardware is approaching the end of its
supported life, upgrade and/or replacement is considered as part of the overall technical
strategy and implemented through the change management process, fully planned and tested
as part of planned releases. If for operational or agreed commercial reasons, systems are
required to be kept at levels outside of these norms, Atos will, where able, ensure enhanced
support agreements are in place with the relevant suppliers.

[7.2 c] Change Management Process
Atos currently manages a formal change control process with the Authority to allow for the
consideration and/or implementation of any changes to the service to be provided. This
process is designed to fulfil your audit requirements as well as enabling the provision of robust
and timely impact analysis/solutions.

Our dedicated change control team receive a change control submission from the Authority
detailing the requirements, including any timeframes, dependencies, or prioritisation against
existing business or projects. Atos then initiates a robust impact assessment process,
involving key individuals from each area of the business involved in the service delivery.
During this process, discussions will take place with the Authority to clarify any aspects of the
request or the potential solution.

Where such a change also requires changes to the IT systems, a full impact analysis will be
performed against all related products (analysis; high level design; detailed design), and a
formal estimate made of all requisite changes. The estimate produced will include all
elements of the development lifecycle (analysis, design, coding, testing and implementation).
At the end of the impact assessment, Atos will issue a formal response to the Authority
detailing the proposed solution and the impact on service delivery, and the Authority, of the
solution. The time taken to reach a response point will depend on the complexity of the
change, but is always driven by the Authority’s requirements. Discussions then take place
until an agreement is reached, at which point a Change Control Note (CCN) is signed by both

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parties. Once the change has been approved, all required elements are managed by Atos to
ensure a successful implementation. The direct engagement of the business in the impact
assessment means that risks associated with implementation of changes are reduced. An
example of this is when Atos were requested to respond to an urgent request from the
Authority following the legislative change to introduce the new Employment and Support
Allowance (ESA). The legislation stated the date on which the new benefit would commence.
This change impacted all aspects of Atos service delivery (medical, process, accommodation
and IT). Atos was able to successfully implement all required changes, including the
development, testing and implementation of a whole suite of new IT applications in time for the
commencement of the new legislation, to facilitate the receipt of ESA assessment referrals
from the Authority.

Milestones and approach to change windows

Classification of changes:
 Small              <50 man days
 Medium             >50 <1000 man days
 Large              >1000 man days

Atos will schedule bi-annual maintenance releases for the proposed PIP IT suite of systems.
Each maintenance release will span a 3 month development, test and delivery window.
A 3 month lead is required to include small changes within a normal maintenance release
package. The contents of any maintenance release will be approved by our release manager.
Medium and large changes will be planned, resourced and scheduled as separate projects
from the bi-annual maintenance releases.




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     Generic - Risk question
[7.3] Explain how your IT systems will be capable of supporting and processing the forecast
business volumes for PIP across your service hours, specifically covering;
a) how you will determine the appropriate sizing of your IT systems and how much
   contingency is built in as standard;
b) how capacity thresholds are monitored and managed;
c) how you would meet the challenge of either increasing or decreasing the capacity
   of your IT systems and what timescales this can be achieved in;
d) what percentage level of availability you propose for your IT systems and how you could
   extend availability to support peaks / backlogs.
NB: DWP would expect a normal standard to be 99.6% over any commercial period.
Present your response at the top of a new page, within these preset margins in Arial font size
12 up to 3 sides of A4 including the question text and these instructions.
Appropriate Sizing – Atos is a leader in hi-volume transactional services. Through our
Worldline business we process 374 million remote payment transactions and 1 billion SMS
messages each year. For the Authority we already manage applications and infrastructure to
support the Medical Services ESA referrals which process more than three times the annual
assessment referral volumes of the largest lot for PIP. The sizing principles that have been
used for Business Application Suite (BAS) deployment will draw upon this proven and
successful design experience of high transaction volume systems. These principles will be
monitored and reviewed throughout the delivery of PIP and refined as necessary to cater for
future changes that could increase or decrease business volumes. As PIP is a new benefit
and the required processing load is not finalised, we have allowed for 100% spare capacity in
our initial capacity sizing. In conjunction with the proposed Secure Cloud Container (SCC)
Infrastructure that will host BAS, the following sizing principles have been applied:
 Where a single server deployment is sufficient to run the service, a second server will be
    provided for resilience/contingency
 Where a 2 server cluster is in use, the failure of 1 server will allow the full service to run
    with 20% contingency headroom in the remaining server
 Where 3 or more servers are used in a cluster the following approaches will be taken
o The remaining servers in the cluster will have sufficient capacity to run the service whilst
    consuming the workload of the failed server whilst continuing to provide 20% contingency
    headroom
o An additional server will be added to the server cluster for further redundancy
 Where a cluster of servers exceeds 10 in total, the principles noted in the above sub-bullets
    will be followed except 2 additional servers will be deployed
As part of the implementation project, all applications will be subjected to a performance
testing phase using the Atos preferred tool HP Loadrunner. By creating synthetic transactions
in Loadrunner to simulate the maximum workloads the PIP systems will be required to deliver,
we can ensure that all applications and supporting infrastructure are fully tested and will meet
the proposed referral, transaction, and user concurrency required to support the Lots that
Atos are contracted to deliver.
Were Atos to win multiple Lots, we can quickly re-size the capacity requirements using the
same logic as detailed above. We would expect to see significant economies of scale in the
required supporting central infrastructure should we in more than one Lot. A clear example of
this is in the case of Lot 4 combined with a larger Lot. In such a scenario, the larger Lot would
already have sufficient spare capacity to be able to also handle all of the required increase in
volumes that Lot 4 would bring. Additional infrastructure would then only be required if the
impact of Lot 4 breached the sizing principles above and additional servers were required to
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maintain contingency.
The advantage of hosting our solution on SCC is that this secure shared Government platform
is specifically designed to be able to quickly provision additional capacity as required. This
could be to meet a temporary peak in volumes, or to meet a permanent requirement (such as
to support multiple Lot delivery).
Capacity Thresholds - Our IT solution will be subject to the Atos Capacity Management
system. This involves the real time capture of performance statistics from the infrastructure
management tools delivered as part of SCC. These are used to monitor systems in real-time
and to automatically create monthly reporting packs. The monthly reports are provided to the
architecture and services management teams for analysis and action. The Capacity
Management trending analysis works on the basis of previous, current and predictive server
metrics with the intention of identifying performance risk to allow for solution scaling to occur
should that be required. Capacity Management also takes into account the business metrics
(previous, current and predictive) to identify the trends in server behaviour, this knowledge
being fundamental to the predictive analysis for scaling the deployed applications. Taking both
these into account, the Capacity Management team are guided by the following principles:
  Where a server cluster shows a combined key metric (e.g. RAM) utilisation in excess of
      60% for a sustained period of up to 4-weeks it is highlighted Amber. This triggers a lower
      level analysis including predictive utilisation based on business metrics to set a point in
      time where scale up/out is required at the server level.
  Where a server cluster is shows a combined key metric utilisation in excess of 70% for a
      sustained period of up to 4-weeks it is highlighted Red. This red status follows the amber
      status and is the point at which the need for scale up/out is executed at the server level.
Capacity Management is not restricted solely to servers, it is also used to monitor the
utilisation of the external network segments, network devices, security appliances, internal
networks and storage. In all cases a similar guiding principle is used to that for servers.
Atos will use many tools to capture information from the deployed applications and
infrastructure in support of Capacity Management, the table that follows indicates a subset of
the tools to be used as an example of our wider management solution:
 Tool                 Function                                                 Example
                                                                               Metrics
 Service Centre       A management server in the management zone and           RAM/CPU/Disk/
 Operations           a server based agent to capture out of the bespoke       IO utilisation
 Manager (SCOM)       server and operating system based metrics.
 CA eHealth           The tool polls the remote network devices every 5        WAN link
                      minutes to collect a set of Simple Network               bandwidth/CPU/
                      Management Protocol (SNMP) values.                       RAM utilisation
 Compuware            Offline HTTP URL analysis tool that is used to           Concurrent
 Vantage              analyse the performance of BAS applications at           users, location
                      various levels of granularity.                           performance
Increasing Or Decreasing The Capacity - The BAS service is provided on our SCC
infrastructure which is our implementation of a private UK Government secure cloud and is
designed to be a multi tenanted, accredited, IL4 platform. The benefit which this leverages for
PIP is scalability. The PIP solution will be initially sized to scale with the paper Based Review
and Consultation profile that the Authority has provided. This means that the infrastructure
environment will not be built for peak utilisation from day 1, but will grow steadily to the mid-
contract predicted peaks. The Capacity Management system enables the infrastructure
hosting BAS to react to the needs of both scale up and scale down as the profile of the Paper
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Based Reviews and Consultations changes. It would be the Atos deployment principle to scale
up within the architecture first, depending on the Capacity Management systems’ position,
before looking to scale the environment out with new hardware. As the SCC is based on a
virtualised platform these changes can be performed without loss of service and also removes
any realistic constraints that would inhibit its scalability.
For small scale changes in capacity, for example to accommodate events such as short term
peaks assessments, the SCC delivery platform enables the relevant virtual machine capacity
to flex without major infrastructure change. This means that these changes will be
accommodated as required in typically less than 5 days.
Any significant change in business volumetrics that has the potential to require a scale up or
down of the infrastructure are likely to have wider implications (such as requiring changes to
the medical resource requirement) than simply a change in the IT capacity. Therefore we
believe that such a requirement would be raised for impact, via the Technical Change
Management system, and that the IT requirement would be impacted as part of that overall
impact assessment. From the point of the IT capacity assessment, the analysis of the
requirement would be a 2-4 week exercise to provide an initial view on the capability required
to meet a potential change in the business profile. Once the Change is approved the increase
in capacity can be provided very quickly depending on the scale and nature of the
requirement. As SCC is built on standard building blocks with spare capacity it is expected that
small changes could be fulfilled in less than 5 days, and even very large increases in capacity
fulfilled in less than 10 days.
The SCC storage solution is a Storage Area Network (SAN). We have sized our SAN solution
to be capable, if required, of storing all required data for all Lots for the entire contract term. If
changes to the referral volumes during the contract mean that more storage is required, the
same change management process and timescales as described above for server
performance would apply for storage.
The BAS application has been designed by Atos to support our wider BPO business not just
the transaction volumes anticipated to support PIP. We anticipate no issues in the application
software itself in being able to handle much higher volumes of data than that required for PIP.
Additional scalability of the application will be achieved by scaling out the supporting server
infrastructure as described above.
Availability - The PIP solution will provide a minimum of 99.6% availability during core
working hours which are noted as Monday to Friday 8am to 8pm excluding public and bank
holidays. Outside of core hours the services will run at their normal 99.6 availability levels
unless a scheduled Change is required for planned system maintenance, at which point
availability will run at 98%. All such planned Changes will be managed by the technical
Change Management process, documented in the Forward Schedule of Changes which is
reviewed at the Change Advisory Board. Business drivers are a key element of this review and
as such if there is a forecasted requirement for extended core hours working then the change
will not be agreed and the systems will be available. As a result, whenever Atos are providing
services to the Claimant, either face to face or over the telephone, system availability of 99.6%
will be maintained.




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      Generic - Risk question
[7.4] Describe the resilience of your IT systems which are being used to support PIP. This
should explain;
a) what event monitoring tools are used and how they are configured to prevent any detriment
     in performance;
b) the level of resilience of your systems such that a fault in any one component does not
    cause an uncontrolled system failure. Please supply an appropriate service block diagram
    in support of your narrative.
c) how databases are backed up and restored to ensure data integrity;
d) your provision for Disaster Recovery including time to resume normal service.
NB: The Department normally contracts for an application to be operable within 24 hrs
and in certain circumstances e.g. data corruption a further 24 hrs.
Present your response at the top of a new page, within these preset margins in Arial font size
12 up to 3 sides of A4 including 1 page for diagram and including the question text and these
instructions.
Event Monitoring
The new Business Application Suite (BAS) is deployed on a principle of no single points of
failure for the online applications, the solution is hosted on the Atos Shared Cloud Container
(SCC) Infrastructure as a Service (IaaS) platform. The SCC environment will be accredited via
the Pan Government Accreditor (PGA) to IL4, to meet all of the ISSS and HMG security
requirements for handling sensitive personal data either singularly or in aggregation, on a multi
tenanted client basis. In the event of a failure (hardware or software), the tools and monitoring
solution in the SCC environment will detect the failure and automatically raise a system alert
that will trigger an intervention for recovery. Depending on the nature of the failure the
recovery can be either automated or manual administrator intervention. The following tools
ensure a high degree of automation and event resolution:
  SCOM –Set up as a management server in the management zone and a server based
      agent to capture out of the box/deployment bespoke server and operating system based
      metrics.
  CA eHealth – The tool polls the remote network devices every 5 minutes to collect a set of
      Simple Network Management Protocol (SNMP) values.
  Spectrum – WAN link availability and network device availability
  Cisco Works LMS – Configuration Management, network device backups, inventory and
      asset information
  Cisco Secure ACS – Remote Authentication Dial-In User Service (RADIUS) / Terminal
      Access Controller Access Control System (TACACS) authentication logs
  Checkpoint Smart Centre – Firewall device backups, inventory asset information, rule set
      configuration
The configuration of the tools will generate an exception event on incident (e.g. memory
failure, queue exception, failed service) which is captured locally on the server by a tool agent
and is transferred back to the management server for that tool. The management tool applies
rules to the failure (e.g. Actions to take, owning group to inform, key metric information,
incident severity) and issues the alert back through the core SCC infrastructure to the Atos
Service Desk through the Service Desk Manager 12 (SDM) tool. SDM is used by all
supporting administration service lines for Incident, Problem and Change management. On
receipt of the incident the allocated service line will note the urgency of the Incident through
the assigned Incident severity and respond within agreed SLAs (specific to PIP) and manage
the restoration of full service.
Resilience Of Systems - The diagram below is a high level view of the infrastructure Atos
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SCC will deploy from its SCC capability. It shows the high level of redundancy and fault
tolerance that is inherent in our proposed solution underpinning the high degree of resilience.

The following principles will be followed when planning and deploying the SCC infrastructure
to ensure minimal disruption to the delivered services and ensure the appropriate availability
for the PIP services being delivered.
  Where a single server deployment is sufficient to run the service, a second server will be
     provided for resilience/contingency
  Where a 2 server cluster is in use, the failure of 1 server will allow the full service to
     automatically run with 20% contingency headroom in the remaining server
  Where 3 or more servers are used in a cluster the following approaches will be taken
    o The remaining servers in the cluster will have sufficient capacity to automatically run the
        service whilst consuming the workload of the failed server whilst continuing to provide
        20% contingency headroom
    o An additional server will be added to the server cluster for further redundancy
    o Where a cluster of servers exceeds 10 in total, the principles noted above will be
        followed except 2 additional servers will be deployed
These principles combined with application level clustering ensure that when a single
component at any level in the IaaS provision fails the service will automatically fail over to a
spare component, continue to run normal services with unaffected availability of the
application. This ensures we will be operating our IT systems at 99.6% availability to be able
to meet the agreed SLAs and KPIs.
Database Back Up And Restore - The application suite utilises Oracle as the primary
RDBMS system and Atos will deploy all instances using Oracle RAC (Real Application
Clustering) for local high availability of the database service. The Atos back-up policy uses
Oracle Data Guard in maximum performance mode, to autonomously replicate data
asynchronously to the Disaster Recovery (DR) environment in the second datacentre. In
addition to Data Guard, Atos also employ a backup regime for a further copy of the data in the
Production environment. This uses a virtual tape back-up library (VTL) that copies data from
the Production environment to a lower tier disk storage. Netbackup is used as the utility for
backup management within SCC and the environment will be configured to take data from the
Production system and place it on Tier 4 storage as part of the Storage Area Network (SAN).
The backup solution will run on a nightly basis and apply backup files to the SAN, which will be
maintained for a period of 28 days. It is normal practice for a minimum of 1 full backup to be
taken per week (usually at weekends) with the other days being incremental backups that can
be applied over the top of the previous full backup. This approach means that the Recovery
Point Objective from tapes will be less than 24 hours as a worst case. As described in detail
below the testing of recovery from backup will be tested 4 times every year.

Disaster Recovery - The use of Oracle Data Guard delivers a high level of availability of the
data within the database, with the replication being streamed across the Atos private data
centre interconnects between the Production and DR environments. The use of Data Guard in
maximum performance mode means that replication will not delay the completion of the online
transaction in the Production data centre and the replication occurs through the underlying
Oracle log files at the earliest possible opportunity. Using this mode on a high transaction
based system Atos would expect the replication between sites to occur on a 5-15 minute basis
meaning that the Recovery Point Objective for data under catastrophic failure is less than 15
minutes.
The Production system will be migrated to the DR environment approximately 4 times per year
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to allow for maintenance activities to occur. In addition Atos will execute 1 DR test per annum
to prove and validate recovery process and procedures. The annual DR test will be used to
validate the Recovery Time Objective of the Atos solution for PIP. The significant advantages
that the PIP solution has over other similar solutions is that applications will be built and ready
to support live service and data is being streamed in close to real time from the Production to
the DR environment. As a consequence of the architecture the DR process is a simple
process of :
1.      Assessing the position of the streamed data
2.      Assessing the position of the running infrastructure
3.      Assessing position of the running applications
4.      Communicating with the Service Management and subject matter expert service lines
5.      Communicating with the key user groups of the Atos PIP solution
6.      Communicating with the data centre teams
7.      Communicating with key 3rd party suppliers (hardware, software, services)
8.      Issuing the intention to recover the Production service into the DR data centre
9.      Executing the DR invocation plan
Atos expects that full service would be recovered from the DR environment in less than 24
hours from the point of invocation. Therefore a Recovery Time Objective of 24 hours
maximum would be expected with a Recovery Point Objective of less than 15 minutes.




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     Generic - Quality question
[7.5] Describe what industry standards / best practice you follow for your IT Development &
Operations i.e. ITILv3 Framework, ISO20000, PRINCE II, Agile and CMMI (this is not an
exhaustive list).
Present your response at the top of a new page, within these preset margins in Arial font size
12 up to 1 side of A4 including the question text and these instructions.
Industry Standards, Best Practice & accreditation levels
The Atos Business Management System (BMS) is the Quality Assurance System used to
ensure that the quality of the services we deliver. It defines quality policies and procedures for
the management and delivery of IT services in accordance with our ISO certifications. It is
Currently certificated to ISO 9001:2008 and TickIT. The certificate number GB11/84595 is
valid to 28th November 2014. Atos IT Solutions and Services Limited (previously Siemens IT
Solutions and Services Ltd) is certified to ISO 9001: 20000. The certificate number is 302147
QM08 and is valid to 15th September 2014.
Atos places great emphasis on the security controls that are in place at our sites in the UK.
The Atos IT services sites are regularly inspected by our team of security advisors, who are all
qualified ISO 27001 internal auditors and who all have extensive experience in implementing
and assessing physical security controls. Atos UK has certification to ISO 27001: 2005. The
certificate is number GB11/84596 issued 28th November 2011 and is valid until 28th
November 2012.
As a consequence of the formal certification to ISO 9001:2008 and to ISO/IEC 27001, our
processes and practices are externally audited more than twice each year by external,
accredited certification bodies.
Industry Standards, best practice covering full life cycle
The Atos delivery model has been based on ITIL since its early inception and had been part of
our approach for a number of years. All Atos Service Managers must complete the 3-day ITIL
Foundation course and examination. Additionally staff from other disciplines including
Delivery Assurance, Service Desk, Field services, Scheduling, Procurement, Technical
Consulting and Systems Integration have successfully completed this course.
Atos is a certified organisation under the itSMF ISO 20000 Certification Scheme. The
certificate was issued on 28th November 2011 by SGS and is valid until 28th November 2012.
The certificate number is GB11/84598. The current scope of this certification is for the
provision of IT services for; support centres and service desk, desktop and distribution
services, voice and data networks, servers and storage services; IT consultancy for the design
and implementation services for IT Iife cycle management, software and hardware
configuration management services, network assessment, design and implementation, data
centre outsourcing and on demand utility server and storage management.
P2M is Atos Origin’s pragmatic and focussed application of PRINCE-2 and is compliant with
the OGC Managing Successful Programmes Framework (MSP). We have used this
methodology on implementations as diverse and complex as delivering ICT for the Olympic
Games, and the introduction of the Employment Support Allowance for DWP. Certification to
PRINCE2 exists for our programme, transition and project managers. We are a member of the
PRINCE2 user group. Where an iterative delivery is appropriate, we use the Agile project
delivery methodology.
CMMI Maturity Assessment
Atos UK Systems Integration Government and Health was successfully appraised at CMMI
v1.2 maturity level 3 in November 2011.


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        8. Estates Lot Specific
[8.1] Please describe in detail how you would source sufficient, appropriate and accessible
premises for conducting PIP Assessments across all the Lots you are bidding for.
You should include within your response consideration of both the availability of car parking
facilities (especially for blue badge holders) and public transport routes facilities at or near the
premises for PIP delivery.
Present your response (per Lot) at the top of a new page, within these preset margins in Arial
font size 12 up to 4 sides of A4, per lot including the question text and these instructions.
Each response must be individually labelled for the Lot to which it refers, by completing the
heading below:
“LOT” SPECIFIC RESPONSE FOR LOT 1 - Scotland, NE England, NW England & Isle of
Man
Atos will deliver PIP in Lot 1, working in partnership with the NHS Acute and Community
services, Private Hospitals and national networks of locally-based Physiotherapists and
Occupational Therapists. This approach creates a supply chain of trusted organisations, with
experienced staff, ready and in place for day one, with the service delivery expertise of dealing
with people with differing needs, and based in locations rooted in their communities. As the
prime contractor in the partnership, Atos will carry out the contract management; IT; contact
centre; customer management; supply chain management; audit, training, finance, account
management; stakeholder management and HR. Atos will also conduct Paper Based
Reviews, and will be assisted in this by HPs working for Premex and The Injury Care Clinics
(TICCs), two of our supply chain organisations. These back office functions will be delivered
through our Service Delivery Centres (SDCs) within existing Atos, Premex and TICCs estate.
The majority of face-to-face consultations will be conducted by our supply chain, with the
majority of home consultations delivered by Atos HPs.
To select the supply chain, commencing in January 2012, we approached more than 140
organisations across the UK, meeting with 78 and subsequently inviting 66 to take part in a
rigorous selection process which commenced with a formal Request for Information. In Lot 1,
we then invited 17 organisations to submit a detailed Request for Proposal. We conducted an
evaluation process, including site visits, to select the PIP consultation locations of the highest
quality. This has allowed us to identify sufficient, suitable accommodation, ready for go live
and available for the length of the contract. As a result, within Lot 1, we can deliver the PIP
service through an extensive estates network comprising 57 NHS, 22 Private Hospital and
over 650 Physiotherapy Practices. The NHS locations will be provided by Lancashire Care
NHS Foundation Trust, NHS Lanarkshire, Pennine Acute Hospitals NHS Trust, Rotherham
NHS Foundation Trust, Mid Yorkshire NHS Trust and York Teaching Hospital NHS Foundation
Trust. BMI and Spire will provide the private hospital accommodation, and the physiotherapy
practices will be managed by Premex, PhysioWorld, TICCs, PhysioMed and The Treatment
Network. We will also utilise a mobile assessment service through Medacs in those
geographies where fixed estate is in short supply. This creates a network of nearly 730 sites
across Lot 1 (as shown in the diagrams below) within which claimants can attend a face-to-
face consultation. In virtually all areas, there is coverage by more than one supply chain
partner, creating additional capacity and contingency. We have agreements in place whereby
the contractual commitments of a failing partner can be picked up by another, and ultimately,
by Atos HPs in continuing areas of shortfall.




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    Lot 1              1) Mobile solution          5) Network Providers
                                                   6) Within 60 minutes of a Provider
                       2) NHS Providers
    Solution           3) Private Providers        7) Within 30 minutes of a Provider




 




Local Delivery - Through this truly localised service delivery model, we estimate that no
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claimant will be required to travel more than 60 minutes by public transport to attend a PIP
assessment, over 75% of claimants will be able to reach a PIP delivery location within 30mins
and, many travel times will be considerably shorter. This provides a “hyper-local” service with
a primary focus on the immediate community. In addition to determining delivery locations, we
have confirmed with all our supply chain partners the number of rooms and the times at which
these rooms are available for PIP assessments. Based on this information, providers have
then confirmed to us the number of PIP assessments they are able to undertake in different
locations. We have calculated that, within Lot 1, our PIP supply chain has headroom capacity
of over 400,000 assessments per annum above the Authority’s stated ITT annual volumes in
every year of contract delivery, which can be accessed at short notice. Additional and
immediate capacity flex of 15% of monthly volumes can also be provided, given that over 80%
of our provider locations have indicated they are willing to flex and increase staff resources
and offer evening and/or weekend appointments from their facilities. All of the accommodation
required for Lot 1 face to face consultations exists now within our supply chain. It is tried and
tested in the delivery of medical services and has been used for this purpose for many years.
The locations are often well known and familiar within the community, located at public
transport hubs and have excellent facilities for claimants with mobility issues. We have
already had confirmed with our providers, through our provider selection process, that
accommodation has ample car parking facilities including provision for ‘blue-badge’ holders.
In many of our acute and community hospital locations there are 30-40 dedicated blue-badge
spaces available per site. Our other proposed accommodation, including GP surgeries, health
centres and Physiotherapist/Occupational practices, commonly have 2-5 spaces available
depending, on the size of the estate. We have confirmed that all estate locations have suitable
ground floor accommodation available, to enable all claimants to be dealt with in an
environment which suits their needs. To create a positive claimant experience, the
consultation rooms will be a pleasant, professional environment of an appropriate size and
with sufficient privacy (both visual and audio) to ensure that the consultation is not viewed or
overheard. Consultation rooms will be fitted with the equipment necessary to facilitate the
assessment of claimants with mobility issues. Given our consultation rooms are currently
located in hospitals, health clinics and physiotherapist clinics, they have already been
designed and fitted out with the needs of patients with disabilities taken into account. Typically,
these centres will all have: wheelchair accessible and appropriately sized reception areas and
consulting rooms; a low level main reception counter; a hearing loop system; wide doors or
electrically operated button controlled disability-friendly doors; adjustable height examination
couches in each consultation room; a disabled toilet and baby changing facilities. All our
supply chain partners have also confirmed they have existing agreements for translation
services for claimants who may have difficulty understanding English; that they will use
dedicated, accredited desktop computers to access the Authority’s specified IT systems and
they will have appropriate physical security at all locations to deal with claimants displaying
unacceptable behaviour such as threatening, or conducting violence against, a member of
staff. Our supply chain partners are also fully committed to actively encouraging and
accommodating the attendance of companions, advocates or carers at their assessment
locations. Given the experience of our supply chain partners, they recognise this will help
facilitate the process and reassure the claimant during the consultation process.
We have also been able to confirm with our supply chain partners that their accommodation is
(i) compliant with Statutory Legislation and satisfies the required Building Use and Planning
Consent; (ii) has leases that have been checked to ensure they last beyond contract expiry
date; and (iii) is compliant with the Equality Act 2010. Our supply chain partners have
submitted that all of the equipment required for the delivery of PIP is already in place, or can

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be easily sourced. During the service set-up period, this information will be validated by our
Estates Team. The team will apply the same criteria and conduct auditable due diligence
checks on all provider facilities against the Authority’s required standards. Our expectation is
that the need to ‘fit-out’ estate with additional equipment will be minimal. However, our Estates
Team will make available detailed plans showing the timescales, including key milestones and
review points for the fit out of all premises. They will also report any non-conformance and
meticulously manage any improvement work, in the unlikely event that it is required.
Our Estates Team will develop a process, satisfactory to the Authority, that will allow the
Authority’s estates assurance bodies to review the development and operation of the estate at
agreed times over the contract period. As part of the programme, we are committed to
operating a rolling programme of PIP estate audit and “spot checks”, across our entire supply
chain estate and throughout the contract period, as we recognise the quality of estate directly
impacts the claimant experience and pro-actively facilitates the assessment process. The
audit of our supply chain’s estate will also allow us to verify the existence of objective evidence
showing conformance to the required standards, judge the effectiveness of achieving any
defined target levels and act as a hands-on management tool for achieving continual
improvement in the estate provision. Audit and regular estate review by Atos will supplement
the already high standards of estate management which exist for our current medical services
delivery locations; which are regularly reviewed to ensure they meet patient expectations.
Mobile Solution - We are also able to offer, through our supply chain partner, Medacs, a
mobile consultation room solution. The Medacs mobile consultation units offer static short-
term provision to extend our community outreach within Lot 1 into the more rural areas of the
Scotland. All mobile consultation units will be staffed with an appropriately qualified HP,
contain a private consultation room, with storage for all required equipment. They have
separate and appropriately sized waiting areas fully meeting the Authority’s requirements.
The vehicles are of the highest quality, fully equipped to deal with the needs of claimants with
mobility issues, well maintained and have a professionally designed interior. Vehicles will be
parked in locations that are convenient for claimants and ensure that their privacy is protected.
Security – Atos, and our supply chain partners, will control physical access to all elements of
the service, in accordance with the Authority’s requirements. The safety of the claimants and
their information at all times is essential, and we will assess all physical locations used to
deliver the service. Given these control dependencies, we will perform these physical site
assessments early in the implementation project to identify controls to prevent unauthorised
access and schedule the commencement of mitigating controls. During the clerical solution
period, prior to the introduction of the Authority’s Health Assessment Tool, Atos and its supply
chain partners will need to produce paper based assessments. We will ensure that there are
appropriate physical security counter-measures in place across all the estate for secure
storage of documentation, for example, where FME is presented by a claimant and then
copied by an HP, prior to its despatch to the Authority. Information to be shared with the
Authority will be couriered securely on a daily basis, using the Authority’s secure courier
service. This is to prevent instances of aggregation through accumulation. No paper records
will be retained in any Atos or partner locations. All of our accommodation will be Health and
Safety Executive compliant, and the NHS and Private Hospitals all have their own Security
Departments with security officers who work 24 hours a day, 7 days a week, to make their
environments safe and secure. For our National Physiotherapist and Occupational Therapist
Networks, and for our mobile solution, we are producing additional security guidance. This will
highlight how to create a safe and secure work environment for staff and claimants, and will
detail procedures that need to be in place for evacuation as a result of a major incident.


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     Generic - Risk question
[8.2] Explain how you will manage your estate provision over the duration of the contract
period specifically covering;
a) availability and duration of availability of premises;
b) how capacity thresholds are monitored and managed;
c) how you would meet the challenge of either increasing or decreasing the capacity of your
estate and what timescales this can be achieved in;
d) details of any service contracts for cleaning, maintenance, security including whether these
are/will be sub-contracted (detailing any lot specific differences);
e) what percentage level of availability you propose for your estate and how you could extend
availability to support peaks / backlogs;
f) what are your business continuity/disaster recovery arrangements in relation to access to
estate;
g) what mechanisms are in place to maintain service.
Present your response at the top of a new page, within these preset margins in Arial font size
12 up to 3 sides of A4, including the question text and these instructions.
Atos will deliver PIP in all Lots working in partnership with the NHS, Private Hospitals and
national networks of locally-based Physiotherapists and Occupational Therapists. This
approach creates a supply chain of trusted organisations, with experienced staff, ready and in
place for day one, and based in locations rooted in their communities. Atos will require estate
for our Service Delivery Centres (SDCs) where we will carry out the back office functions
including contract management; IT; contact centre; customer management; supply chain
management; audit, training, finance, account management; stakeholder management and
HR. Atos will also use this estate to conduct Paper Based Reviews. The majority of face-to-
face consultations will be conducted by our supply chain, utilising their existing estate. Our
partner Medacs will provide mobile consultation units to offer static short-term provision into
more rural areas. To select the supply chain, we conducted an evaluation process, including
site visits, to select the PIP consultation locations of the highest quality. This has allowed us to
identify sufficient, suitable accommodation, ready for go live and available for the length of the
contract. For all combinations of the four Lots, we have ensured that we have scoped the size
of the SDCs to match, and developed plans to procure and fit out these locations. We have
agreements with our partners detailing their plans to provide suitable accommodation which
meets the timescales, fit out and volume requirements of the Authority.
Availability and duration of premises - Atos will agree new leases for additional space in
our existing accommodation at Linwood, Crewe and Newcastle to create the three required
SDCs. The leases will begin before the start date to allow for any fit out activity and they will
have a break for the contract end date. The Estates Team will ensure that a further two, one
year extensions to reflect the Authority’s contract. Our partners already own their
accommodation and we have made certain during the selection and evaluation process, that
the availability matches the volumes and timings we have profiled based upon the Authority’s
published volumes. In all cases, partners have been able to guarantee availability beyond the
second volume band (+15%) above baseline volumes. They have all stated that they have the
flexibility to expand their available accommodation if the need arises. If volume requirements
are significantly lower, the accommodation we intend to utilise in the supply chain partners
existing medical business will not attract an additional cost or risk to PIP. We have agreed with
our partners that their accommodation whether owned or leased will be available throughout
the term of the PIP contract and they have agreed to this requirement. Each Lot supply chain
stands alone and they are unaffected by multiple Lot wins.
How capacity thresholds are monitored and managed – Atos’ three SDCs will occupy

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locations which are sized to handle the growing volumes from the outset. The space occupied
will allow the growth of the number of staff required to handle the highest volumes of referrals
in the middle of 2015. The size of the properties will allow for a larger team of staff handling a
volume of work which is 35% higher than those set out in the forecast volumes. We have
shared with our partners the volume data which has been provided by the Authority. We have
discussed with them their plans for the provision of consultation rooms and this has been
predicated upon these figures. Our partners have looked at their current requirements for
consultation rooms and then at the level of PIP work they need to deliver. They have identified
locations which they wish to use and the number of rooms per day that they will occupy with
PIP consultations. Atos UK has developed its own documented Business Management
System (BMS), which is accessible to all staff via our intranet. A component of our BMS is the
Quality, Cost, Logistics, Delivery, and Management (QCLDM) Framework. Using this quality
management system we will monitor the end-to-end PIP service including the administrative
activities, our contact centre, our supply chain and claimant activities. We will use the
Management Information (MI) produced to monitor and manage the capacity thresholds of
Atos SDCs and supply chain partner estate. The Atos Service Delivery Team will review this
MI in the form of a Work In Progress (WIP) report daily to allow us to vary the size of the
consultation centre network across the Lot. The team will then liaise with our partners to
request changes to the level of accommodation required again on a daily basis. The WIP will
drive forecasting models highlighting any trends, identifying any geographical ‘hotspots’, and
preparing for any variables which will impact predictability of volumes.
Increasing or decreasing capacity - Along with our partners we have put in place for PIP
delivery an extensive, fully flexible, network of consultation centres which can react
immediately to any changes to the level of work which needs to be carried out. We have
included in the initial agreements with partners the need for them to be able to meet volume
fluctuations of +/- 15% beyond baseline. The Atos Service Delivery Team will engage with our
partners weekly to review work profiles and reach agreement if there is a need for expansion
of their estate or in fact if there is a need for contraction. In addition to being able to offer up
more accommodation many of centres are in close proximity to each other so there is an
opportunity to offer a number of alternative appointment locations within the required travel
times as set out in the requirements of the Authority. We have also taken into account from the
outset any increase in the floor space of the SDCs which may result from receiving additional
work. Our locations allow for additional agents within the team to cope with a 35% increase in
call volume traffic at peak times during the busiest days of the week. This contingency is built
upon our experience in successfully providing similar services over the past 14 years.
Service contracts - All Atos Facilities Management Services are single sourced via ISS
Facility Services under an Outsourced Managed Services Agreement. This includes such
things as: Soft FM Services, Cleaning, Vending, Security; Hard FM Maintenance of
environmental systems, electrical and mechanical systems; Project Management of Facilities
and Accommodation Fit Out Projects; Fire Extinguisher Maintenance; Manned Guarding, lock
/unlock service, mobile patrols. We will expand the service agreement to cater for the new PIP
locations. Our partners already have these services in place within their own accommodation.
They will be provided by them to us through a service agreement which we will put in place
once the service begins. We have been precise with our partners about the services we
require as set out in the Authority’s Service Requirements - these will flow-down contractually.
Our partners existing service contracts, particularly the NHS, are of a high standard that is
required for their existing medical work.
Business continuity/disaster recovery – the continuation of the service in times of disaster
has been paramount when considering how many locations we should have in our delivery

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network. Each of the three SDCs we will occupy has 35% over-capacity allowing two take over
all the activities if one of the centres is unavailable. Once a year we will test the processes and
procedures for closing one SDC and operate full volumes from two sites only. The design of
the partner network again has the need for business continuity in mind. Across virtually all
geographical locations, with the exclusion of the most rural areas, we have a minimum of two
partners providing services. If one location becomes unavailable due to a failure of IT and/or
the lack of essential services then a local alternative will be available so that the service can
continue. In the rural areas, we will rapidly deploy our mobile consultation solution. This is a
further advantage of our supply chain approach as we can have a flexible arrangement in
place within hours if required. We scenario plan for major outage in specific geographies once
per year to identify the partner locations in neighbouring locations that will undertake the
additional work. More detailed work will be undertaken during the implementation stage to fully
document all the Business Continuity Plan procedures and arrangements.
Appropriate sizing activities – Atos has an accommodation sizing model, a detail of which is
below. This model has been used to calculate the size of the accommodation that Atos require
to deliver PIP. The model allows us to consider alternative options for the provision of
accommodation and use a variety of costs to reach the most cost effective decisions. All costs
derive from the Atos Estate historical data for property are included i.e., run, maintenance and
set up costs by type: Office Accommodation, Consultation centre, Contact Centre
Accommodation, Serviced Accommodation, Casual Hire of Rooms for short term exam room
use.
Testing prior to go-live - Every new Atos site, and every existing partner site will be
assessed prior to go live for fit out, and installation and testing of IT systems. Where
applicable, this includes the availability of comms/server rooms for live testing and the
provision of a suitable commissioning period prior to occupation of site. All IT circuit
installations are delivered as new services and designed and implemented to achieve the
required performance. Services are tested by the Service Provider upon installation and by
Atos network teams.
Management of the Estates requirements - Each Atos location will be managed by a
dedicated Facilities Manager who in conjunction with the Atos Property and Facilities
Management team will manage the location in line with all contractual SLAs and requirements,
ensuring that our SLAs with landlords, and service providers match minimum levels; The
Supply Chain Director will be responsible for working with our partners to ensure that their
accommodation continues to meet the contractual requirements and that any issues
connected with consultation rooms and waiting areas are resolved quickly and professionally.
Estates matters will be a key agenda item at the regular review meetings which will take place
monthly (this will be weekly during the run up to, and during the first 3 months of delivery.)
The table below sets out the division of responsibilities with regard to the provision of suitable
accommodation.




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               Personal Independence Payment (PIP) Assessment Service
                                  Document 4, Part 5
                          Tender and Supplier Information Form

          9. Security Generic - Risk question
 [9.1] Please describe, in detail, your plans for managing and securing PIP data (especially
 sensitive personal data records - aggregated and unaggregated), in line with departmental
 (ISSS) and Cabinet Office security standards (Security Policy Framework).
 Your response should include, accommodation (physical), electronic (IT systems) and
 process elements of the service.
 Please also complete and upload your draft Security plan (see Document 4 Part 16) as a
 separate document. Please name this separate document as follows: ‘Supplier Name’_
 Draft Security Plan.
 This should also clearly identify (via separate Lot Annexe) where any of your security
 arrangements will differ, dependant on the Lot you are bidding for
 Please name these separate Annexes (if appropriate) as separate documents as follows:
 ‘Supplier Name’_ Draft Security Plan_Lot 1 Annex_(Lot 2 Annex …..etc)
Present your response at the top of a new page, within these preset side margins in Arial font
size 12 using up to 2 sides of A4 per Lot including the question text and these instructions.
Atos will manage and keep secure all PIP data, in line with Authority and HMG information
security and information assurance requirements. From project initiation to full operation with
the Authority’s automated Health Assessment tool, we will handle the information in
accordance with all Authority requirements and follow HMG standards. Atos recognise that
the security of sensitive personal data is of the upmost importance to the Authority therefore
we will implement compliant processes conforming to the Authority’s policies, for example, the
Protective Marking policy.
Atos has worked in an environment where secure data (both aggregated and unaggregated)
has been critical to with many of our customers. One example of this is our existing contract
with the Authority around the Medical Services contract. In this contract we defined the
handling processes for all data types and quantities and successfully implemented them
internally and across all third party suppliers which were used to deliver the service. Our
infrastructure, systems and processes have been accredited by the Authority’s Departmental
Security Team. Atos fully understands the requirements for managing different types of data
and we will apply our extensive experience of working with sensitive personal data records.
Our knowledge of the control requirements laid out in the Authority’s security requirements
(ISSS) and Cabinet Office’s Security Policy Framework allows us to develop physical,
electronic and process controls to embed within our proposed service delivery solution. Based
upon our experience, Atos will follow the overarching principle that we will implement controls
that are appropriate to the Impact Level of the data, whether in single records or aggregated.
Atos has identified the data elements that will be used in the service and categorised these, in
particular, personal sensitive data, as defined by the Information Commissioners Office. (Data
Groups: Operational; Technical; Claimant – Full; Claimant – Part; Audit; Test; and Project.) By
performing this exercise, we are able to identify opportunities to limit the data aggregation
through association to the minimum number of instances by segregating the data assets,
where feasible. As examples of how we will segregate, test data will be completely and
physically separated from any production data, and we will only transfer electronic or physical
data to, or store data in, systems where there is a specific business requirement. We will only
provide access to information as required for specific business or supporting processes.
We have also identified the potential areas of aggregation through accumulation, with the aim
of reducing these points to as few instances as possible, for example, physically in the data
centre. This is to reduce the overall risk to the service by limiting the attractiveness of
attacking this service. Our controls are split across multiple channels to provide a balanced
control route, whilst optimising the efficiencies of the processes.

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               Personal Independence Payment (PIP) Assessment Service
                                  Document 4, Part 5
                          Tender and Supplier Information Form

Physical/ accommodation:- Atos, and its supply chain partners, will control physical access
to all elements of the service in accordance with your requirements. The safety of the
claimants and their information at all times is essential and we will assess all physical
locations used to deliver the service. This includes data centres, ‘back office’ locations (such
as Service Delivery Centres) and all Consultation Centres. Given these control dependencies,
we will perform these physical site assessments early in the project to identify controls to
prevent unauthorised access and schedule the implementation of mitigating controls. The data
centres that we propose to use for PIP have already been assessed and are certified ISO
27000 compliant. During the clerical solution period, prior to the introduction of the Authority’s
Assessment Tool, Atos and its supply chain partners will need to produce paper based
assessments. We will ensure that there are appropriate physical security counter-measures in
place across all the estate for secure storage of documentation, for example, where FME is
presented by a claimant at the consultation centre and then copied by an HP, prior to its
despatch to the Authority. Information to be shared with the Authority will be couriered
securely on a daily basis, using the Authority’s secure courier service. This is to prevent
instances of aggregation through accumulation. No paper records will be retained in any Atos
or partner physical locations.
Process:- Our clerical solution (prior to the use of the Authority’s Assessment tool) and our
longer term solution (using the Authority’s Assessment tool) will remove all elements of
paperwork from the Claimant process. We will provide the Health Professionals (HPs) with
electronic access to the information to enable automated preventative and detective controls.
The aim of this approach is to limit the information available to HPs to the minimum required to
perform their function, via Role Based Access Control (RBAC) and process design.
Electronic (IT):- Atos will design and build any systems in line with HMG Cabinet Office and
the Authority’s Information Security requirements. Appropriate controls will be implemented in
both the long term solution and also within the temporary Electronic Document Management
System (EDMS) used during the clerical solution period. Mitigating controls for our solution
(appropriate to the Impact Level of the information) will be implemented on the desktop estate;
printers; applications; and non-PIP related applications. This is in addition to the infrastructure
on Atos’s Secure Cloud Container, the shared platform for all Government service delivery,
including servers and back up / contingency solutions, which will be accredited by the Pan
Government Accreditor during 2012.
Others:- We have considered the following aspects of the service and have included controls
covering:
 Personnel security checks at Baseline Personnel Security Standard (BPSS) level for all
   Atos and supply chain partner employees working on the service;
 Atos System Administrators with privileged access to the systems and infrastructure, who
   will require SC Security Clearance for unsupervised system administration;
 Supply chain partners will have security requirements laid out to them prior to agreeing to
   sub-contracting any elements of service delivery; and
 The infrastructure and network of the PIP service will be included within the ‘to-be’ PGA
   accredited IL4 SCC service.




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