Awarded to Visual Meaning Ltd

Start date: Monday 3 August 2020
Value: £55,000
Company size: SME
Infrastructure & Projects Authority

Transforming Infrastructure Performance (TIP) roadmap visualisation

16 Incomplete applications

14 SME, 2 large

8 Completed applications

7 SME, 1 large

Important dates

Tuesday 9 June 2020
Deadline for asking questions
Tuesday 16 June 2020 at 11:59pm GMT
Closing date for applications
Tuesday 23 June 2020 at 11:59pm GMT


Summary of the work
Act as our partner to produce visualisations (a “roadmap”) which will establish a visual framework onto which the interventions necessary to deliver TIP are plotted, showing progress over time. The visualisation will be prepared through wide consultation and published in, amongst other publications, an updated Government Construction strategy.
Latest start date
Monday 6 July 2020
Expected contract length
12 weeks + 25% optional extension.
No specific location, for example they can work remotely
Organisation the work is for
Infrastructure & Projects Authority
Budget range
£40k - £55k (max).

About the work

Why the work is being done
The Infrastructure and Projects Authority (IPA) requires targeted support to produce a visualisation to communicate and provide clarity to stakeholders on how the government’s TIP programme will be implemented. Published in 2017, the TIP document described aspirations for the future of infrastructure delivery in 10 years’ time, and changes aligned to four themes. Delivering the aspirations TIP describes will require actions and interventions from multiple government, industry and academic stakeholders.

The IPA has a key role in the centre to reflect a shared vision for the future and draw together, coordinate and align the actions to enable that shared vision. The need for a roadmap is recognised by key players across government and industry, would provide the means to communicate clearly to a wider audience and address the need for greater communication and collaboration.

The output of this work will be a visualisation (a “roadmap”) which will establish a visual framework against which the interventions necessary to deliver TIP can be plotted, showing progress over time. The visualisation will be published in a number of formats and mediums, including an updated Government Construction strategy, and needs to be prepared alongside wider industry conversations concerning recovery from the COVID-19 pandemic.
Problem to be solved
The infrastructure and construction landscape is complex and fragmented, with a historic resistance to systemic change well documented over time in multiple and notable industry publications. As a result, there are many government departments, industry bodies and areas of academia whose work and focus is aimed at improving the typical outcomes from infrastructure delivery. However, these different workstreams are not currently brought together in a clear and comprehensible manner and aligned to a common depiction of the idealised future state. The creation of the TIP roadmap will address this problem.
Who the users are and what they need to do
As a government department, industry body or professional involved in the infrastructure/construction market I need to understand the shared vision for the future 10 years from now and the planned actions to achieve this vision. This is important so that all the stakeholders in this transformational process understand where they fit and help align industry on common goals and workstreams. As one of the identified stakeholders, I need to understand, identify and feel committed to the roadmap so that we are more likely to succeed as I have been consulted with during this process and my views accounted for.

The roadmap would be prepared in a consultative manner with stakeholders and in consideration of wider industry recovery plans and will address the following outcomes:

Outcome 1: A shared 10 year vision for the built environment and for the sequence of activities required to achieve that vision, represented in visualisations over 1 - 3 - 5 - 7 - 10 year planning horizons.

Outcome 2: Shared meaning and a vision that is relatable to relevant stakeholders.

Outcome 3: Consensus and commitment to achieving the vision set out in the visualisations, developed through a process of consultation and engagement with relevant stakeholders.
Early market engagement
A preparatory phase of works has been undertaken with the consultant Visual Meaning to build understanding of the intended requirements. A small round of stakeholder consultation was undertaken with circa 5 representatives from industry as part of this exercise. This work has produced a draft output which is available for information as part of this procurement, termed the 'Phase 1 Output'.
Any work that’s already been done
The Supplier will be required to progress from an initial piece of work completed by the consultant Visual Meaning in March 2020, referred to as the ‘Phase 1 Output’. Completing the Phase 1 Output involved a small round of consultation with circa 5 stakeholders from the representatives of relevant industry bodies. The Phase 1 Output was a) shared understanding across a small group of stakeholders as a result of consultation and engagement, and b) a graphic, which shows a draft representation of an idealised future state for infrastructure 10 years from now.
Existing team
The Supplier will be working with the IPA and in particular the Project Futures Team, with c. three individuals as the main points of engagement. Delivering the prescribed outcomes/outputs will require the Supplier to engage with multiple industry bodies and stakeholders, with a series of workshop style engagements to be arranged and facilitated by the Supplier. The Supplier is NOT working with any other suppliers in the course of delivering this work.
Current phase
Not applicable

Work setup

Address where the work will take place
Predominantly London, although given COVID-19 it is envisaged that most of the work will be done remotely and virtually.
Working arrangements
Virtually 5 days a week, with the occasional need to travel to an office location if COVID-19 measures allow. There is no provision for expenses. It is envisaged that the IPA Project Futures Team will work closely with the Supplier to establish a common understanding of the problem and requirements through a series of virtual calls and meetings. The Supplier will then arrange, host and facilitate a minimum of 12 workshops with industry stakeholders to build content and consensus for the roadmap. The Supplier will iteratively update the roadmap in consultation with the IPA to reflect the engagement.
Security clearance
The work is not subject to a security classification and clearance is therefore not needed.

Additional information

Additional terms and conditions

Skills and experience

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

Essential skills and experience
  • Track record in producing visualisations relating to transformation initiatives presenting content captured as a result of engagement with individuals associated with the transformation. 4%
  • Track record in producing published visualisations relating to the infrastructure and construction sector within the last 4 years. 4%
  • Track record in facilitating workshops with senior industry representatives, including senior infrastructure and construction sector representatives, within the last 4 years. 4%
  • Track record in using and manipulating software to visually portray complex and evolving concepts. 4%
  • A track record in responding dynamically to revise visualisations in real time whilst in workshop settings with stakeholders in response to feedback from those stakeholders. 4%
Nice-to-have skills and experience
  • Pre-prepared graphical content relevant to the construction and infrastructure sector that can be rapidly incorporated into visualisations. 2%
  • A track record in engagement and developing visualisations relating to construction/infrastructure systems engineering frameworks. 2%
  • A track record in engagement and developing visualisations relating to the construction/infrastructure built environment lifecycle. 1%

How suppliers will be evaluated

All suppliers will be asked to provide a written proposal.

How many suppliers to evaluate
Proposal criteria
  • Technical Solution - making reference to the essential and nice to have criteria. 10%
  • Approach and methodology - describe the engagement process, including 15 to 20 workshops, and capture of activities and their sequencing. 10%
  • How the approach or solution meets your organisation’s policy or goal. 10%
  • Estimated time frames for the work 5%
  • How they’ve identified risks and dependencies and offered approaches to manage them. 5%
  • Team structure. 5%
Cultural fit criteria
  • Work as a team with our organisation and other suppliers. 2%
  • Be transparent and collaborative when making decisions. 2%
  • Have a no-blame culture and encourage people to learn from their mistakes. 2%
  • Take responsibility for their work. 2%
  • Share knowledge and experience with other team members. 2%
Payment approach
Fixed price
Additional assessment methods
  • Case study
  • Work history
Evaluation weighting

Technical competence


Cultural fit




Questions asked by suppliers

1. As this is a Complex cross-organisational relationship and planning exercise, with considerable risk, will there be the opportunity to create a framework that sets the Governance (Sponsors role, Team involvement, meeting rules, review cycle, escalation paths) If not in place risk, depending on nature of parties, of not creating clarity is high?
It is intended that the Supplier work with the IPA as a partner in this exercise and form a small project team, subject to a scaled form of governance informed by the IPA’s role and structure. The creation of a specific framework for this is not seen as a necessary output of the work.
2. What would the delegated authority to make this work be, as there needs to be a mechanism to enforce a collaborative group?
It is intended that the Supplier work with the IPA as a partner in this exercise and the IPA will remain keenly involved throughout. Following on from the phase 1 work, the IPA expects that most stakeholders will be keen to have a hand in shaping the outcome and will therefore be willing to engage with the process. There is no intent to enforce or mandate engagement with the process and this is not envisaged as being necessary.
3. Will there be some effort to cover the physical administrative activities (software, graphics, meeting arrangement, secretariat...) or will that all reside with the successful consultancy?
The Supplier will need to cover all software, graphics and secretariat elements such as note taking from workshops, though minutes of workshops will not be required. Meetings and workshops need to be arranged by the Supplier, in liaison with the IPA, although the IPA can provide introductions as a facilitation to this process.
4. Who are the stakeholders and approximately how many are there (with specific regard as to who will be attending the workshops)?
Stakeholders will be drawn from a mix of government (departments and ALBs), industry, and trade/professional bodies and academia. We expect to collaboratively agree the list of stakeholders with the supplier in the early stages of the work, whilst noting that further stakeholders may be identified through the process of engagement. In many cases, the IPA will have existing contacts and working relationships with which to facilitate arranging workshops. Whilst the number of stakeholders is not yet determined, it would be reasonable to estimate in the order of 40 to 60 stakeholders would be engaged in the consultative process.
5. Will the estimated 12 workshops be held in one location or in multiple locations, or will they all be online due to COVID-19 restrictions?
The current expectation is that all the workshops and engagement will need to be done virtually in a digital environment.
6. Will there be a need for multiple “child” roadmaps/programmes to be created that link to the overall TIP Roadmap activities/outcomes, including dependencies from other programmes?
The exact number and format of outputs may flex to meet the requirements but the supplier should expect to create additional drawings, which could be thought of as roadmap ‘layers’ or ‘children’.
The expectation is that there will be 4 ‘layers’; one for each of the themes identified (provisionally - Digital, People, Environment, Business Models), though it is possible that additional themes will be agreed. These new ‘layers’ should be seen as coherent with the phase 1 output, and should represent the phased (via a time axis) progress of the activities necessary to achieve the vision for each theme.
7. Does the TIP Roadmap need to be interactive to facilitate collaboration and communication?
The supplier will not be required to provide an interactive element to the visualisations.
8. Will the TIP roadmap be published online?
We expect the roadmap to be made available in multiple print and digital mediums, including being published online.
9. If published online, is there need for stakeholders to be able to interact, ask questions, provide feedback, gain insight, and consume other content and connected information via the TIP Roadmap, to support collaboration and communication?
The roadmap will not need to provide an explicit means for future interaction with / feedback from stakeholders, and the supplier will not be required to provide solutions to interaction beyond the consultative process of engagement for the creation of the roadmap.