Leeds City Council

Core Services Transformation - Operating Model, Business Case and Roadmap

Incomplete applications

12
Incomplete applications
9 SME, 3 large

Completed applications

7
Completed applications
5 SME, 2 large
Important dates
Opportunity attribute name Opportunity attribute value
Published Tuesday 24 September 2019
Deadline for asking questions Tuesday 1 October 2019 at 11:59pm GMT
Closing date for applications Tuesday 8 October 2019 at 11:59pm GMT

Overview

Overview
Opportunity attribute name Opportunity attribute value
Summary of the work Using previous experience of delivering significant change to core local government support services, provide insight, intelligence, benchmarking, approaches to validate our vision, design principles, accelerate development of business case, case for transformation, signpost to financial savings and an accelerated programme roadmap
Future Operating Model, Business Case, Roadmap delivered March 2020.
Latest start date Friday 1 November 2019
Expected contract length Maximum 6 months
Location Yorkshire and the Humber
Organisation the work is for Leeds City Council
Budget range Maximum of £50,000

About the work

About the work
Opportunity attribute name Opportunity attribute value
Why the work is being done The Council is transforming how core services of Finance, HR, Payroll and Procurement are delivered. Current systems and processes are often bureaucratic and bespoke resulting in unsustainable operating models requiring review. The Council is looking to transform through maximising the potential of new technology.
Key outcomes:
• Standardise work. Automate routine/transactional activities;
• Maximise potential from new standardised technology;
• Enable the workforce to be the best they can / skills for the future;
• Maximise the use of our modern workplace, enable modern work styles;
• Maximise the use of use of mobile working;
• Enhance the user journey.
Problem to be solved The Council operates a mixture of internally developed and “off the shelf” systems with a complicated architecture. A large number of these are highly bespoke in terms of functionality and business process. The Council is looking to maximise the potential of any new technology, using an approach of adopting how that technology works rather than adapting it to meet our specific circumstances.
Our future operating model, case for change and roadmap need to encapsulate this core principle, demonstrating how service delivery can be swiftly transformed through maximising the potential of standardised technology solutions and standard ways of working.
Who the users are and what they need to do The programme will focus of reviewing the organisational structures, policies, processes and systems in operation to support the Finance, Procurement, HR and Payroll activities of the Council. To a greater or lesser extent these activities involve officers from all areas of the Council, at all levels, plus external partners such as schools. The main administrative effort is focused in:
• Financial Services – Finance, Commercial and Financial Management;
• Shared Services – Pensions, Business Support and Business Administration;
• HR
• Procurement
Early market engagement A pre-market engagement exercise has been conducted with suppliers of IT systems to understand the technologies available, however we have not completed any market testing of partners that could support our transformational programme and implementation plans.
Any work that’s already been done We are at the start of our journey. We have formed the core programme team, are developing our vision, design principles and understanding our current environment.
Existing team Programme Manager
Lead Business Analyst
Finance Lead
HR Lead
Business Support Lead
Current phase Discovery

Work setup

Work setup
Opportunity attribute name Opportunity attribute value
Address where the work will take place Civic Hall, Leeds.
Working arrangements Flexible – both office based and remote as required. The Council operates a flexible working policy encouraging remote working to reduce travel and office space requirements. We expect the supplier to be available for meetings on site if required but also to be able to deliver the required outcomes through remote working.
Security clearance N/A

Additional information

Additional information
Opportunity attribute name Opportunity attribute value
Additional terms and conditions N/A

Skills and experience

Buyers will use the essential and nice-to-have skills and experience to help them evaluate suppliers’ technical competence.

Skills and experience
Opportunity attribute name Opportunity attribute value
Essential skills and experience
  • Proven track record of delivering large-scale transformation in relation to Finance/HR/Payroll and Procurement services within the Public Sector (3 Points)
  • Proven track record of developing strategic vision for Finance/HR/Payroll and Procurement services within a Public Sector organisation (3 Points)
  • Proven track record of developing a revised operating model for Finance/HR/Payroll and Procurement services within a Public Sector organisation (3 Points)
  • Proven track record of developing a roadmap for change for Finance/HR/Payroll and Procurement services within a Public Sector organisation (3 Points)
  • Proven track record of aiding and accelerating development of business case for new systems and processes relating to Finance/HR/Payroll/Procurement systems and services in Public Sector organisation (3 points)
  • Ability to provide intelligence, insight and benchmarking data minimally relating to resources, processes, operating models, costs, savings, benefits (3 points)
  • Experience of working with Local Government Financial, Procurement, HR and Payroll rules and regulations (2 points)
  • Ability to introduce Leeds CC to other Public Sector organisations who have undertaken similar programmes and projects to enable shared learning (2 points)
  • Proven track record of advising on options relating to procurement approach for new Finance/HR/Payroll and Procurement systems for a Public Sector organisation (3 points)
Nice-to-have skills and experience
  • Relevant experience has been gained by working with other large Councils (2 points)
  • Proven track record of implementing ERP and Best of Breed solutions within a large Council (1 point)
  • Ability to introduce Leeds CC to other large Councils who have undertaken similar programmes and projects to enable shared learning (1 point)
  • Proven track record of working with other Councils to migrate Finance/HR/Payroll/Procurement systems from on-premise to the Cloud (1 point)

How suppliers will be evaluated

How suppliers will be evaluated
Opportunity attribute name Opportunity attribute value
How many suppliers to evaluate 4
Proposal criteria
  • Approach - Collaborative, provides challenge, offers alternatives. Works with the team developing skills and knowledge (4 points)
  • Method - previous experience, based on tried and tested approach, based on Public Sector standards and rules, uses own “off the shelf” materials and research to fast-track work (4 points)
  • Timescale - Focussed on meeting deadlines as previously stated (4 points)
  • Team Size - Proportionate, representative of a collaborative approach (4 points)
  • Risks and Dependencies - Realistic, limited to a top 10, clearly articulated (4 points)
Cultural fit criteria
  • Collaborative, open and positive in approach and opinions (4 points)
  • Willing to share knowledge, intelligence, insights in open and transparent way (4 points)
  • Able to work alongside established programme team and able to establish positive working relationships (3 points)
  • Able to work remotely from the team whilst maintaining strong relationships (3 points)
  • Willing to provide challenge and offer alternatives in a constructive manner (3 points)
  • Have a structured approach to planning and sharing knowledge (3 points)
Payment approach Capped time and materials
Assessment methods
  • Written proposal
  • Case study
  • Work history
  • Reference
  • Presentation
Evaluation weighting

Technical competence

50%

Cultural fit

20%

Price

30%

Questions asked by suppliers

Questions asked by suppliers
Supplier question Buyer answer
1. Please can you confirm the expected duration for the work to be carried out? Do you have a fixed timescale? Latest start date: Friday 1 November 2019
Expected contract length: Maximum 6 months
As detailed within the requirements.
2. Can you please give some more information on the work the Council has done to date on this project. What stage is the internal team at in developing each of the items noted in ITT, namely: “validate our vision, design principles, accelerate development of business case, case for transformation, signpost to financial savings and an accelerated programme roadmap”?
For example, is there an existing business case you wish the consultant to validate or is the role to help you create a business case?
The project is in initiation stage. The brief has been approved. We are looking to accelerate development of a business case due 31st March.
We are looking for consultants who have extensive experience in working with Public Sector organisations, ideally other Councils, in transforming Finance/Procurement/HR/Payroll/Admin who can support the core project team by contributing their experience, insights and intelligence to determine level of savings achievable, given where we are now and where we could be by adopting new technology and changing how we work.
3. Can you expand on what role you would like the consultant to do: it is not clear if this is an assurance and guidance role or a delivery role alongside the council for each of the items listed?
As a follow on question, please can you outline across all of the areas you have mentioned (validate our vision, design principles, accelerate development of business case, case for transformation, signpost to financial savings and an accelerated programme roadmap) your expectation for the role the consultant will play?
(2) We are looking for Consultants who can, based on relevant experience, provide insight, guidance, intelligence and advice on our methodologies and approach to accelerated business case development as well as advice on a roadmap for implementation of new systems relating to Procurement/Finance/HR/Payroll. Including validate and challenge our vision; aid identification of potential savings; signposting to other organisations (ideally Councils); help build case for change; provide insights, intelligence, benchmarking data; aid maximisation of savings achievable from utilising modern technology. We anticipate a 5 year project and are looking for assistance to develop a roadmap for implementation, change and transformation.
4. We note that your requirements are for a supplier to use previous experience to ‘provide insight, intelligence, benchmarking, approaches to validate our vision, design principles, accelerate development of business case, case for transformation, signpost to financial savings and an accelerated programme roadmap’. There are no hard deliverables specified in the requirements document. Are we right in our understanding that you are looking for a partner who can work alongside your programme team to advise and support the delivery of outputs (Future Operating Model, Business Case, Roadmap) on capped time and materials basis, rather being responsible for those products ? Yes, the project team will be responsible for providing the outputs, we are looking for Consultants to work alongside the current project team to provide the benefit of their experience, insights, information, data, benchmarking information, advice, support and challenge.
5. Are you looking for insights and advice into the development of your operating model, business case and roadmap or for the final deliverables and if so what are these? Yes, we are looking for insights that come from having extensive experience of working with other public sector organisations (ideally Council’s) enabling an assessment of our current AS-IS position in relation to Finance, Procurement, HR, Payroll and Administration and can then signpost us to operational improvements, modernisation and exploitation of technology that will result in cashable savings.
6. Has the Council had any external advice so far on this transformation? We have been undertaking initial research over the past 12 months, which includes talking to a small number of other councils, inviting technology suppliers to deliver demonstrations and talking to existing council partners and advisors on an informal basis.
7. Can you advise if/when suppliers be required to deliver presentations please. It is anticipated that shortlisted suppliers will be invited to deliver presentations w/c 21st October.