Awarded to Capgemini UK plc

Start date: Monday 20 September 2021
Value: £2,000,000
Company size: large
Home Office

Transactional Project Services 3 (TPS3)

20 Incomplete applications

17 SME, 3 large

26 Completed applications

17 SME, 9 large

Important dates

Friday 18 June 2021
Deadline for asking questions
Friday 25 June 2021 at 11:59pm GMT
Closing date for applications
Friday 2 July 2021 at 11:59pm GMT


Off-payroll (IR35) determination
Contracted out service: the off-payroll rules do not apply
Summary of the work
Project Management and Technological support to facilitate, advise and deliver Technology change projects to the business areas that have been defined in scope.
Latest start date
Sunday 1 August 2021
Expected contract length
2 years
No specific location, for example they can work remotely
Organisation the work is for
Home Office
Budget range
Up to the maximum value of £4M over the term.

About the work

Why the work is being done
The work is to ensure that organisations that are part of the Home Office are able to continue to fully integrate with the HO and make use of technology capabilities. The second reason is to be able to support local HO capability where there may be skills which are not available or require developing and meet specific to the Business Area’s operational needs.
Problem to be solved
Deliver technology change in the wider HO Businesses , in a responsive way, through the use of skilled, experienced and qualified resources.
The supplier will fulfil teams and specialists within the following disciplines:
1. Programme Manager
2. Senior Project Manager
3. Project Manager
4. Assistant Project Manager
5. Technical Architect
6. Solution Architect
7. Business Architect
8. Business Analyst
9. Business Consultant/Change
10. Business Case Specialist
11. Service Architect
12. Service Transition Manager
13. User Researcher
14. Content Designer
15. Interaction Designer
16. Developer
Who the users are and what they need to do
• HO PPPT Arm’s Length Bodies, including, but not limited to, GLAA (Greater London Authority) ,DBS (Disclosure Barring Service ), IPCC(Independent Police Complaints commission), HMIC (HM Inspectorate of Constabulary), SIA (Security Industry Authority)
• HO PPPT-related Independent Enquiries
• HO PPPT-related work at the National Crime Agency
• Other PPPT project and programmes as required

An arm’s-length body is an organisation that delivers a public service, is not a ministerial government department, and which operates to a greater/lesser extent at a distance from Ministers. The term can include non-departmental public bodies (NDPBs), executive agencies, non-ministerial departments and public corporations.
Early market engagement
Any work that’s already been done
There are a number of projects that are currently in flight and being undertaken by the incumbent supplier. These projects are at varying stages of completion and should a new supplier be successful in bidding for this work there may be a requirement to handover and transition these projects as seamlessly as possible.
Existing team
The teams with which the supplier will be working will be different across the business units, although there is a single point of contact for the overall project as well as a single commercial lead.
Current phase
Not applicable

Work setup

Address where the work will take place
Home Office London Sites: 2 Marsham Street, Croydon, Hendon.
Potential for working on site of ALBs offices.
Other locations regionally as required.
Working arrangements
Statements of Work will have specific working arrangements and base locations included.

Typically the project team will be expected to be on client site 4 days a week with flexible working where required.
Security clearance
All staff must hold or be prepared to undergo SC Security Clearance to operate on this project.

NPPV may be required but this will be addressed on a case by case basis

Additional information

Additional terms and conditions
Standard DOS5 terms and conditions however any IP generated as a result of projects commissioned by the authority, shall vest with the authority.
The work may be undertaken on a fixed price or T&M basis.

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
  • Ability to provide highly qualified individuals or teams with SC clearance at short notice
  • Ability to articulate client requirements and turn these into SOWs with deliverables and outputs
  • Ability to manage, report and provide weekly flash updates with progress updates of projects to the individual project leads, TPS3 project and commercial leads
  • Ability to provide the right level of resources in terms of grades and provide a full justification for the individual proposed against the job descriptions and day rates
  • Engagement across Business areas to understand the individual projects and work packages, including budgets, plans, creation of ROMs, and approval process etc
  • Ability to work with stakeholders of different level of technology maturity, ability to understand complex technology solutions etc
  • Reporting on financial metrics on spend to date and project status across the portfolio of projects
  • Experience of client side delivery and ability to deliver on time and to budget
  • Creation of ROMs, Impact Assessments, and going through approvals processes
Nice-to-have skills and experience
  • Experience of working in central government department and delivering a similar offering to another government department
  • A pool of extensive in house resources and associate network,What the supplier will do to ensure availability of resource for particularly “in demand” roles
  • Ability to work with challenging stakeholders, working with them to articulate requirements and turn them into meaningful SOWs complete with deliverables and project outputs
  • Applicable case studies and lessons learnt

How suppliers will be evaluated

All suppliers will be asked to provide a written proposal.

How many suppliers to evaluate
Proposal criteria
  • Approach to project delivery and team
  • Project Mobilisation, handover and transition
  • Project management, budgeting and governance
  • Applicable case studies and lessons learnt
  • Value for Money
Cultural fit criteria
  • Ability to work collaboratively with permanent staff and suppliers.
  • Approach to knowledge transfer, upskilling and sharing of best practice with the client.
  • Flexibility in approach in order to meet changing priorities and business requirements.
Payment approach
Capped time and materials
Additional assessment methods
Evaluation weighting

Technical competence


Cultural fit




Questions asked by suppliers

1. Is there an incumbent?
Yes, there is an incumbent. This is a reprocurement of a contract which is ending.
2. Are the Home Office DDAT maximum rates for managed services the "Optimus" rate card? What are the Home Office DDAT maximum rates for managed services? See some examples below.
Role Type:: Maximum Daily Rates (ex VAT)::SFIA 3::SFIA 4::SFIA 5
IT Operations::£450::£650::£800

Note: HO DDaT does not believe that any resource above SFIA Level 5 is required in support of this delivery.
3. You state 1st August as start date is that correct?
Apologies, this was an error this should be 1st September
4. Will the current incumbent be re-applying?
All suppliers are entitled to apply and we have no knowledge at present to who and who will not be applying.
5. As this is a re-procurement of a contract which is ending, what would you like to see being delivered in this new contract that is nor being addressed well within the current arrangement?
We expect the service that we have been obtaining to date.
6. Who is the current incumbent?
Cap Gemini
7. Would the Buyer, be agreeable to use of nearshore or offshore resources?
Due to the nature of the work and locations that suppliers may/will need to attend then we would expect resources to be onshore.
8. The relatively high price weighting of 45% indicates that a high value is placed on cost. Will the pricing element solely be evaluated on lowest day rates or will other pricing factors be considered?
The price element is based on cost.
9. Can you advise the plans for a handover if the incumbent does not apply and / or applies and is not successful, as presumably the incumbent is quite established at this point given they have been in place for quite some time? For example, will the incumbent stay on post the end of their existing contract to complete a handover with the new supplier?
Yes the incumbent will stay in place to deliver a handover if they are not successful, each project/programme will liaise with all partiesto ensure a smooth transition.
10. It is mentioned in the response to Q5 that the expectation is ‘the service that we have been obtaining to date’ with no changes required. With this in mind, can further details on the current service be provided so that bidders can better understand the specifics of the service e.g. typical time taken to staff new teams etc.
Further information on this will be given at the RFP stage
11. It’s stated that the project team will typically be expected to be on client site 4 days a week. Is this correct given the current remote working guidance?
Home Office is currently observing Government guidelines but if staff are required to work within office environment then this should be followed. As guidelines relax we envisage getting back to a normal working environment.
12. We note that there is an incumbent in place. Please could you confirm the name of this organisation?
See question and answer 6
13. For Q13 “Applicable case studies and lessons learnt”, please could you clarify what you are looking to see as part of this question?
We are looking for examples of where you have done this previously and to show your added value.
14. Can you please confirm how long Capgemini has been the incumbent?
Cap Gemini won the original TPS contract in March 2017 and then won TPS2 again in June 2019
15. We note that there is a nice to have skill of working with a pool of extensive in house resources. We have successfully operated an associate-based model for several years in delivering similar services across Government (including at the Home Office). Please can you confirm that we will not be penalised in the scoring for utilising an associate-based model rather than an in house team.
scoring to questions will be based on answers provided and the above will not be marked down as long as the supplier can demonstrate they have the network of associates and timescales to employ them in sufficient time
16. What’s the difference between the question on SOWs in the Essential and Nice-to-Have sections?
in the nice to haves we require you to demonstrate how you have worked with difficult customers to provide this service
17. One of the nice to have skills is “Applicable case studies and lessons learnt”. The nature of the DOS framework is that all of the answers are essentially mini case studies evidencing the required skills. Please can you explain what specifically you are seeking in terms of evidence for the “Applicable case studies and lessons learnt” skill?
We require you to explain what you have done, how you did the work and what you learnt in the examples provided.
18. What is a ROM?
Rough Order of Magnitude
19. Which PM methodology/delivery approach do HO utilise across their business areas, there is no reference to a particular one i.e. Waterfall/agile?
HO uses both approaches
20. 'Applicable case studies and lessons’ several desired/essential skills have been highlighted by HO. However, are there any particular skills that the case study needs to address?
Those within the criteria for assessment.
21. Could you provide some examples of the different technologies and local capabilities used across HO?
Police and Public Protection Technology develops and sustains a range of technologies used by UK police forces, law enforcement agencies, and Arm’s Length Bodies. This includes operational functions such as offender, case and event management systems, customer payment and contact functions and specialist databases, as well as a number of network and infrastructure functions. Key requirements are around ensuring the completeness, accuracy and security of the systems and data held, as well as facilitating data sharing between agencies.

Key capabilities required under this contract will be business analysis, delivery management, software development and technical architecture.