Palace of Westminster Restoration & Renewal (R&R) Programme

Bespoke Retained Capability Foundation

Incomplete applications

4
Incomplete applications
3 SME, 1 large

Completed applications

2
Completed applications
2 SME, 0 large
Important dates
Opportunity attribute name Opportunity attribute value
Published Thursday 21 November 2019
Deadline for asking questions Thursday 28 November 2019 at 11:59pm GMT
Closing date for applications Thursday 5 December 2019 at 11:59pm GMT

Overview

Overview
Opportunity attribute name Opportunity attribute value
Summary of the work To provision a small team to plan an MVP approach and create a foundational, bespoke Retained Capability, performing within best practice frameworks, that will plan, develop and perform the initial operation of an area which supports the SMO in its endeavours to partner, monitor and validate the digital services supplied.
Latest start date Monday 9 December 2019
Expected contract length approximately 4 (four) months with possibility of extension.
Location London
Organisation the work is for Palace of Westminster Restoration & Renewal (R&R) Programme
Budget range £257,935 excl VAT for the whole team (based on 9/12/19-31/3/20)

About the work

About the work
Opportunity attribute name Opportunity attribute value
Why the work is being done The R&R Programme has been established to undertake the significant work that needs to be carried out to protect and preserve the Palace of Westminster and ensure it can continue to serve as home to the UK Parliament. The Programme is currently part of the House of Commons Strategic Estates directorate, supported by the Parliamentary Digital Service. The Programme will become part of a substantive Delivery Authority (DA) early next year.

The outcome is to assure the DA that the Services being provisioned by the suppliers are being monitored and governed adequately.
Problem to be solved The substantive DA will require its own Digital Service, discrete from that currently being provided by the Parliamentary Digital Service. As such, the digital services being provisioned will need to be monitored and governed in an appropriate manner to assure the DA that they are being provided to agreed levels and that supplier information is validated and accurate.

The new Service Management Office (SMO) will need to perform this function and this responsibility will be performed by the Retained Capability team.

This small team, in collaboration with the Service Transition Manager and Relationship Manager, will, in the first instance, need to create a plan and drive the development of this function, in line with best practice, but using an MVP approach.

It will then perform the initial operation of this function to support the SMO in its endeavours to partner, monitor and validate the digital services supplied on behalf of its Customers. It will need to identify, document and agree the processes with other areas, perform performance reporting, have budget and accounting responsibilities, oversee the hardware and software financial asset management, support customer relations, aid with procurement, and perform the general administration of the SMO.
Who the users are and what they need to do As the Service Management Office, we need to expand the team to have the ability to monitor and govern the service providers and future service integrator effectively within an appropriate framework, so that the substantive DA is assured of the Digital Service performance as supplied by its providers for its user base.
Early market engagement
Any work that’s already been done There is already an incumbent provider who is working to supply the early iteration of the Digital Service, its support and operational Service Management (Service Desk, processes, toolset, etc). This is being performed under one programme whilst further providers are also developing services to be included within the Portfolio under other programmes.

There is also a Service Transition process, incorporating Service Design Packages and Quality Gates, which the Service Transition Manager will own.
Existing team There is currently a Service Management Office Lead in situ who is heading the SMO. Two further roles, a Service Transition Manager and a Business/Supplier Relationship Manager are being sought external to this outcome but will interact and collaborate with this team.

The required team will work alongside these other members of the SMO, the existing R&R Data & Digital Team and any providers.
Current phase Not applicable

Work setup

Work setup
Opportunity attribute name Opportunity attribute value
Address where the work will take place 7 Millbank and other areas of the Parliamentary Estate.
Working arrangements We expect the team to work onsite 5 days weekly, as required, for face to face meetings and engagement with Customers, Service Providers and the R&R Data & Digital Team.

Expenses will not be paid.
Security clearance Parliamentary (not Government) Security Clearance is required and will be organised by PSD (Parliamentary Security Department). It would help if all members of the team to be supplied already hold BPSS clearance.

Additional information

Additional information
Opportunity attribute name Opportunity attribute value
Additional terms and conditions The UK Parliament Mandatory Terms for External Contract Arrangements will also apply.

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
  • have 5 years of demonstrable ability to plan, execute and deliver an operational function of this type
  • have 5 years' experience delivering within tight timescales using an MVP approach
  • have 5 years' experience in the roles they expect to utilise (and name those roles)
  • have 5 years' experience of the best practices they believe are required (and name those practices)
  • utilise individuals in these roles who have experience performing hybrid / cross-discipline roles and can cover for other members of the team
  • explain the use of SLA/OLA/UC in a multi-provider environment
  • explain the method by which they would deliver an MVP approach
  • offer an example where they have challenged dicrepancies between their financial figures and those of a supplier and the outcome
  • offer 3 examples where they have challenged the KPIs offered by a supplier and the outcome
  • offer 5 examples of data to report upon which would be useful in such an environment
Nice-to-have skills and experience
  • list the best practice experience of the person fulfilling each role (qualification, version, level, years of experience where relevant)
  • list the roles where the person to fulfil it is BPSS-cleared and experienced in public sector environment
  • list the roles where the person to fulil it has active Parliamentary security clearance and experience in this environment (not government)

How suppliers will be evaluated

All suppliers will be asked to provide a written proposal.

How suppliers will be evaluated
Opportunity attribute name Opportunity attribute value
How many suppliers to evaluate 3
Proposal criteria
  • Best practices that will be used
  • Approach and method for delivery and operation
  • How the proposal will meet our needs as a department
  • How the proposal will meet the needs of our Customers
  • Structure of the team for the period
  • Value for money and the deliverables within the timeframe
  • Interaction and collaboration with partners (internal & external)
  • Use of data, its validation and how it can be used to offer truths
  • Support of Customer Relation type activites
  • Use of financial controls for assets and operation
  • Coverage of the activities as detailed
  • Further considerations from own experience
  • How the proposal meets our cultural fit
Cultural fit criteria
  • No-blame culture and encourage people to learn from mistakes.
  • Supportive of and mentor to colleagues with less experience.
  • Challenge the process and champion the discipline.
  • Working as a team with supplier partners within a programme structure.
  • Active Stakeholder Management.
  • Can explain technical aspects to non-technical people.
  • Working environment experience (ideally, but not essential, with Houses of Parliament).
Payment approach Capped time and materials
Additional assessment methods
  • Case study
  • Work history
Evaluation weighting

Technical competence

40%

Cultural fit

10%

Price

50%

Questions asked by suppliers

Questions asked by suppliers
Supplier question Buyer answer
1. Please can you clarify if there is an incumbent? There is an incumbent supplier who has begun work on ITIL processes amongst other things. It would be their commercial decision whether to bid for this or not.
2. Are all hardware Assets owned by the authority or leased? Hardware Assets currently tend to be owned.