Awarded to Deloitte LLP

Start date: Wednesday 15 December 2021
Value: £1,230,000
Company size: large
National Highways (previously Highways England)

ITEP0175 - Digital Roads – Digital Change Office

7 Incomplete applications

6 SME, 1 large

18 Completed applications

9 SME, 9 large

Important dates

Tuesday 14 September 2021
Deadline for asking questions
Tuesday 21 September 2021 at 11:59pm GMT
Closing date for applications
Tuesday 28 September 2021 at 11:59pm GMT


Off-payroll (IR35) determination
Contracted out service: the off-payroll rules do not apply
Summary of the work
The successful bidder will establish run the Digital Change Office, provide overarching independent programme assurance. Include
• Integrated planning
• Workplan maintenance & tracking
• Stakeholder management & communication
• Communication & coordinate Executive engagement
• Benefits management
• Risk & issue management
• Dependency management between the 3 pillars
Latest start date
Monday 22 November 2021
Expected contract length
From contract award to 31/3/2023
No specific location, for example they can work remotely
Organisation the work is for
National Highways (previously Highways England)
Budget range

About the work

Why the work is being done
The Digital Roads strategy will leverage Digital, Data and Technology to improve the way that we design, construct, maintain and operate the Strategic Road Network (SRN), as well as enhancing the customer experience for all. This is a long-term ambition and the next 4 years to 2025 will build the foundations for our future vision.
An independent programme assurance function, the Digital Change Office, is required to ensure that the outcomes and benefits expected from the programme are achieved.

Further details here:

(Please email for access).
Problem to be solved
Our Digital Roads strategy is being delivered via 3 programme pillars: Digital Design and Construction, Digital Operations and Digital Customer. There is currently no means to present an overarching, joined-up view of the programme plans or delivery status at an Executive level. We do not understand all interdependencies between the programme pillars or have any independent means to validate the status that is being reported by each programme.
Who the users are and what they need to do
This Digital Change Office should deliver the following outcomes:

• The National Highways Executive Board has a single trusted view of status that is derived independently from the project delivery teams
• Programme delivery status reports allow the Executive to understand progress against plan or support intervention where required to correct variance from target
• The key organisational activities or structures required to ensure success are identified and embedded in programme governance and delivery
• Programme leading indicators are embedded to identify risk of departure from plan at the earliest possible point of detection
• Escalated risks and issues are presented to exec to manage timely review and decision making
• Significant attention is paid to scope control so that peripheral activities identified as out of scope are escalated and managed
• Key stakeholder groups are identified and managed so that they are engaged and actively supporting delivery as required
• Other National Highways or wider government programmes that my influence or impact Digital Roads are understood and fully aligned
• Will ensure independence from any involvement in the Digital Roads Delivery
Early market engagement
Not Applicable
Any work that’s already been done
The ambition statements and associated high level work plans have been agreed with National Highways (NH) Executives for each of the programme pillars. We have procured contracts to deliver the digital solutions needed for Digital Design and Construction and are currently tendering the Digital for Customer discovery phase.
Existing team
The successful bidder will be required to work with the National Highways programme teams (for Design and Construction, Operations and Customer) and their contracted suppliers. Each programme pillar has a National Highways named sponsor and delivery lead assigned.
Current phase
Not started

Work setup

Address where the work will take place
Nationwide, predominantly London, Bedford, and Birmingham.
Working arrangements
Our business is located across the whole of England and so are our teams and suppliers. We would expect our supplier to work flexibly and be mobile when required, but also support remote working and the utilisation of collaboration tools. Subject to prevailing COVID restrictions some co-location at the customer or supplier’s offices may be necessary.
Security clearance
We expect all roles in the Digital Change Office to have BPSS as a minimum

Additional information

Additional terms and conditions
5 suppliers

Digital Change Office SharePoint site

SharePoint site provides you with an overview of our Digital Roads strategy and delivery programmes, together with the role of the Digital Change Office.

For the pricing evaluation, shortlisted bidders will be provided with a rate card to complete at stage 2. Weightings for each rate will also be confirmed at this stage.

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
  • Enterprise digital change programme assurance in large public body in past 3 years. Assurance of programme plans to deliver against long term organisational ambitions.
  • Overarching coordination of plans across multiple programme streams to present an integrated view of delivery that supports decision making.
  • Assurance of programme delivery in an environment that utilises a mix of waterfall and Agile delivery methods.
  • Assurance of corporate change programmes led by digital transformation initiatives. Experience of digital and data led change.
  • Developing leading indicators of programme performance
  • Executive reporting and engagement in a large public body
  • Collaboration in a complex multi-supplier programme delivery environment
  • Dependency identification and management, including technical, data and business dependencies. Building integrated programme plans for sharing with the National Highways executive
  • Programme risks and issues management and escalation
  • Senior stakeholder (Exec / Exec -1) management and communications
  • Programme benefits tracking in an evolving landscape
  • Understanding of complex business change and all elements needed to successfully deliver the expected outcomes and benefits
  • Competence with Primavera P6 and Microsoft Project planning tools
Nice-to-have skills and experience
  • Transport / Infrastructure sector experience
  • National Highways experience

How suppliers will be evaluated

All suppliers will be asked to provide a written proposal.

How many suppliers to evaluate
Proposal criteria
  • How will you establish the Digital Change Office to meet the outcomes expected from it?
  • What specific skills does your proposed team bring to this work? (i.e., this is the skills and experience of the individuals who you are proposing to utilise on this contract).
  • What business change activities will be needed to successfully embed the Digital Change Office as the assurance lead for Digital Roads?
  • How will you work with the programme delivery leads to establish an integrated programme plan view?
  • How will you manage exec / senior stakeholders to hold them to account for delivering agreed commitments?
  • How will you ensure that the Digital Change Office delivers an independent view of programme status?
  • How will you build and demonstrate gravitas for the Digital Change Office?
  • How have you previously demonstrated the delivery of both cashable and non-cashable programme benefits in a similar programme environment?
  • How will you work with the National Highways supply chain over the course of the project?
  • How will you establish a model for the Digital Change Office that can be re-used by NH after this engagement?
  • How will you ensure value for money and how will this be evidenced in your delivery of the Digital Change Office? Where will you innovate?
  • Where have you learned lessons from similar engagements elsewhere? Particularly those that have proven less successful than intended.
Cultural fit criteria
  • How do you hold senior programme sponsors and delivery leads to account for their commitments?
  • How do you work effectively in a complex multi-supplier programme delivery environment?
  • How do you excite and engage programme stakeholders?
  • How does this project align with the values and goals of your own business?
  • What will be different at National Highways following this project as a result of your involvement?
Payment approach
Capped time and materials
Additional assessment methods
Evaluation weighting

Technical competence


Cultural fit




Questions asked by suppliers

1. Is there an indicative budget for this work
At this stage we are not disclosing budget
2. The notice states that the supplier ‘Will ensure independence from any involvement in the Digital Roads Delivery’, please confirm whether the successful supplier will be excluded from bidding for digital roads delivery work.
Successful supplier will not be excluded from bidding
3. Gaining governance sign off to bid this exciting opportunity will be a real challenge without even an indicative budget – could NH provide a range to help?
We are not able to disclose budget. However, we have provided an indicative set of roles / resource profile (in Digital Market Place) that should help you. Your can apply your rate card to derive an overall cost.

We are looking for a capped time and materials bid based upon day rates for UK-based resources where the rate card is the weighted average of the day rates for the following roles and SFIA levels:

Level 3 Level 4 Level 5
Senior programme manager
Programme office analyst
Enterprise architect
4. When do suppliers to deliver the 3 pillars come online to start their delivery?
"The Digital Design and Construction Suppliers are in place now and are currently in the discovery phase of their programme.
We are currently procuring a supplier for the first (discovery / design) phase of Digital Customer. We expect this to be in place in around 3 months from now.
No contracts have been placed for Digital Operations. Our in house Digital Lab is delivering a number of initiatives for this programme."
5. Can you please clarify whether the successful supplier will be conflicted with any potential work under the ITCF?
The ITCF will come online around April 2022. There are no known conflicts but we have to retain the principle that the Digital Change Office supplier will retain complete independence from any part of Digital Roads programme delivery.
6. Will bidding for this Digital Change Office preclude a supplier from being selected / delivering the Digital for Customer work
Please see the response to question 7
7. The notice states that the supplier ‘Will ensure independence from any involvement in the Digital Roads Delivery’ – by independence, do you mean NDA walls internally as an acceptable approach? Are we still allowed to bid for other work under Digital Roads Delivery?
"Bidding for this contract will not preclude you from bidding for other work in the Digital Roads delivery programme.
Your response should explain to us how you will maintain the independence that will prevent delivery bias in the Digital Change Office status reports."
8. Please can you clarify that complete independence can be retained between the Digital Change Office supplier and Digital Roads Programme delivery if a robust conflict management plan and NDAs be put in place. E.g an Ethical wall.
Please see the response to question 7
9. For the roles stated above in Q3’s answer – are these roles fixed, or do you anticipate a team needing to flex to a larger/smaller size and skills sets dependant on programme progression?
We have given an indication of what we believe the core roles will be but we anticipate that the team may need to flex up or down during the course of the programme.
10. On essential skill: “Dependency identification and management, including technical, data and business dependencies. Building integrated programme plans for sharing with the National Highways executive” – can you clarify whether this means we must evidence experience in sharing with NH executive specifically? Or are other client organisations suitable to answer this where we have done so elsewhere?
It will be acceptable to evidence this through experience with other large client organisations.
11. Is there an existing supplier providing the required or similar services?
No, this is a new service that is being established. There is no incumbent.
12. Is experience of Primavera P6 an essential requirement?
Yes, it is listed under essential skills.
13. What is meant by “developing leading indicators of programme performance”?
We don't feel it is appropriate to answer this question. Please research this independently if required.
14. We note that there are a relatively large number of questions listed under “Proposal criteria” for the second stage of the procurement. Can you confirm whether there will be any word limit for the second stage proposal and that this will be sufficient to allow us to cover the questions you pose?
we will provide the criteria for stage 2 if you were to be successful in stage 1.
15. "Should this question have been split into two spirit lines or did you intend them to be answered with one case study? Where do you want the focus to be?
• Assurance of corporate change programmes led by digital transformation initiatives. Experience of digital and data led change.”
Please interpret this as one criterion which is: "Assurance of corporate change programmes led by digital and data transformation initiatives"