This opportunity is closed for applications

The deadline was Wednesday 13 October 2021
Ministry of Justice

HR Data and Insight Hub (DIH)

18 Incomplete applications

15 SME, 3 large

9 Completed applications

4 SME, 5 large

Important dates

Published
Wednesday 29 September 2021
Deadline for asking questions
Wednesday 6 October 2021 at 11:59pm GMT
Closing date for applications
Wednesday 13 October 2021 at 11:59pm GMT

Overview

Off-payroll (IR35) determination
Contracted out service: the off-payroll rules do not apply
Summary of the work
People Group at MoJ are seeking to leverage the power of data and insights to deliver more effective evidence-based decision-making. A Data and Insights Hub, consisting of people, process and technology elements should build on existing data infrastructure, optimise visualisation on a self-service platform and drive behavioural/cultural change across MoJ.
Latest start date
Wednesday 1 December 2021
Expected contract length
18 month delivery of a 2 year contract
Location
No specific location, for example they can work remotely
Organisation the work is for
Ministry of Justice
Budget range
Up to £1.3M

About the work

Why the work is being done
People Group People Analytics identified a need to build upon our existing data infrastructure work and strategic intent to improve the capability to make evidence-based decisions through maturing the analytical approach, improved access and visualisation of insights relating to People.

Through three interdependent strands (People, Process and Technology), the DIH will provide a coordinated approach to data, ensuring that stronger data and insights are available via self-service across the People Group; supporting staff to make better, evidence-based decisions to drive real change, enabling People Group to achieve its ambitions in providing a world class analytical service to MoJ.
Problem to be solved
' People related decisions are not always made using evidence and there is a lost opportunity to drive effectiveness, engagement and productivity through the workforce

End users are served it in a multitude of media and formats, and use it in an inconsistent manner. DIH needs to create consistency, deliver supported self-service and boost capability.

The solution: To build a Data and Insights Hub. It should be a community in which analysts and non-analysts work delivering behavioural and cultural change. It is also a Technology solution that allows users to access evidence and insights in a self-service manner from one platform.
Who the users are and what they need to do
Our users cover the length and breadth of MoJ and can broadly be grouped into the following 4 user groups:
- Corporate Decision Makers;
- Operational managers;
- Seniors leaders; and
- Analysts.

For example, an HR Business Partner (HRBP) as a corporate decision maker, plays a critical role in supporting the aims of the HR strategy, implementing HR initiatives and acting as the ‘bridge’ between key operational MoJ services and strategic, analytic and/or policy teams. As such, they use data and insights to drive their work and improve HR outcomes across the MoJ Service areas.
Early market engagement
No formal market engagement completed. Internal discovery work revealed that significant improvement is needed across people, process and technology elements of our approach to people analytics in MoJ. Improving the end users’ ability to easily make evidence-based decisions is the central aim of the DIH. The “People” component of the DIH design and implementation focuses on coordinating resources, expertise and experience from across the MoJ to ensure resources delivered effectively and efficiently. The DIH has been designed to incorporate not only data and analytics capabilities, but also wider cultural, process, governance and technology capabilities to provide a holistic service to end users of People analytics. The ‘Process’ component of the DIH outlines a hybrid model for delivery of the DIH. A robust technical architecture is essential to support the ambitions of the DIH. The ‘Technology’ component of the DIH outlines the tools and technologies required to enable the DIH (back-end infrastructure, visualization technology and dissemination technology).
Any work that’s already been done
A discovery phase has been undertaken and makes a number of recommendations relating to the design of the DIH. This included, an:
- Enabling Technology Review which proposed a To-Be technology architecture, a gap analysis against the To-Be technology architecture and the non-technological dependencies;
- A Data Maturity Assessment and Capability gap assessment which determined where we are now and where we want to be;
- Operating model design;
- Proposed Governance structure;
- Roadmap of activity required across People, Process and Technology strands
Existing team
The Supplier will be expected to lead the delivery of the DIH but will be required to work alongside colleagues within People Group, Digital and Technology and our Data and Analytical Services Directorate (DASD). A Governance Structure will be formalised once the contract has been awarded.
Current phase
Discovery

Work setup

Address where the work will take place
The expectation is that the work will be undertaken remotely and at: 102 Petty France, London, SW1H 9AJ.
Working arrangements
We expect to work in a hybrid manner with a mix of remote and onsite work, using MSTeams as the software of choice. We expect to take an agile approach and work in an integrated manner with key directorates internally. This may require specialist individuals to be onsite working up to twice per week. Collaborative workshops with the MoJ project team may be held onsite. It is anticipated they are unlikely to be required more than once per fortnight. Expenses will not be paid by MoJ. Suppliers must meet every deadline and deliver agreed works throughout the entire project.
Security clearance
Individuals should have BPSS security clearance

Additional information

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.

Essential skills and experience
  • Evidence of recent and successful experience in developing and implementing skills and talent development pathways for both analysts and non-analysts, including optimising use of technology solutions
  • Evidence of recent and successful experience of developing and implementing a communication strategy to shift an organisation to have a data/ evidence based culture
  • Evidence of recent and successful experience of carrying out UX research across different users of the same people-related data and implementing various tools to meet their differentiated visualisation/ dissemination requirements
  • Evidence of recent and successful experience of devising and implementing a successful governance approach across a number of different stakeholders for a single technological solution
  • Evidence of recent and successful experience of designing and implementing a large digital solution which was deployed across a number of different devices, platforms and technologies
  • Evidence of recent and successful experience of implementing a flexible, future proofed and agile digital solution which included hosting a variety of self service functionality and 3rd party tools
  • Evidence of recent and successful experience of designing/ developing and implementing a flexible, future proofed and agile digital solution which was integrated within the existing infrastructure of an organisation
  • Evidence of recent and successful experience of designing/ developing and implementing a flexible, future proofed and agile digital solution accessed via user based profiles
  • Evidence of recent and successful experience of designing/ developing and implementing a digital solution which fully dealt with, now and future, security and cyber threats
  • Evidence of recent and successful experience of designing/ developing and implementing a flexible, future proofed and agile self service solution hosted outside an organisations internal environment
  • Evidence of recent and successful experience of Identify/developing and implementing appropriate supporting tools, reports, scripts etc to assist in automated data cleansing and analysis.
  • Evidence of recent and successful experience of Implementing an agile and flexible enterprise data model to underpin a dissemination solution
  • Evidence of recent and successful experience of identifying/developing and implementing appropriate solutions to automatically and securely push data from external HR data sources to an analytical Platform (or equivalent)
  • Evidence of recent and successful experience of identifying/developing and implementing the latest Data Science solutions in a data environment
  • Evidence of recent and successful experience of identifying/developing and implementing visualisation/ dissemination solutions which are at the cutting edge of technology, accelerate digital transformation and innovation
  • Evidence of recent and successful experience of designing/ developing and implementing a digital solution which was fully compliant with the GDPR/data protection legislations and policies of an organisation
  • Evidence of delivering people, process and technological solutions to enhance decision making in organsiations within agreed timescales, to the expected standard and within budget
  • Evidence of recent and successful delivery of solutions that realised efficiencies, cut costs and redirected savings into critical services
  • Evidence of recent and successful delivery of Cloud and SaaS third party solutions which close the gap on current people insight and priority people topic areas
Nice-to-have skills and experience
  • Describe how you have successfully developed a new technological solution in a Government or public sector environment
  • Describe how you have successfully developed a large scale technological solution in a Government or public sector environment to time
  • Describe how you have successfully developed a large scale technological solution in a Government or public sector environment to budget
  • Evidence of delivery of end to end technology solutions and cultural and behavioural change adopting an agile approach

How suppliers will be evaluated

All suppliers will be asked to provide a written proposal.

How many suppliers to evaluate
5
Proposal criteria
  • Provide an explanation of the overall approach and how you will draw on your experience from a similar project to successfully execute this project.
  • Explain how your approach will successfully support People Group's goal to build and iterate a product that meets user needs.
  • Describe how you would ensure that the designed and implemented solution would meet the security expectations placed on them, both at initial deployment, and through life.
  • Describe how you will ensure that the delivery method and then implementation will meet applicable legislation, standards, and best practices in cyber security and data protection
  • Describe how you will ensure that the designed and implemented solution will integrate with existing infrastructure within an organisation
  • Describe how you will ensure that the designed and implemented solution will be future-proofed
  • Describe how you will realise efficiencies, streamline process and deliver tangible savings and benefits to MoJ as a result of delivery across the people, process and technology work strands
  • Demonstrate how you would document your work to ensure effective hand over to the business
Cultural fit criteria
  • Show how you have worked successfully and effectively in the public sector or a highly regulated environment.
  • Explain how you’ll ensure collaboration at all levels of the project and programme delivery between users, team members and management. Give examples of where you have successfully applied this approach.
  • Explain how you’ll ensure productive and successful collaboration with third party suppliers to understand how their technology aligns with MOJ business needs, and to ensure the technology addresses those needs.
  • Explain how you’ll ensure productive and successful collaboration with internal functions within MoJ (e.g. Digital& Technology) to understand how their technology and future strategy aligns with our users needs
Payment approach
Fixed price
Additional assessment methods
Presentation
Evaluation weighting

Technical competence

65%

Cultural fit

15%

Price

20%

Questions asked by suppliers

1. Please can you supply the details and outcome of the discovery phase – documents etc.
We are currently exploring whether or not we are able to provide these outputs. If we can then we will. The essential skills and experiences have been set based on the requirements that have come out of the discovery phase.
2. Can you please name the supplier for the Discovery phase ?
KPMG
3. Have you had external support in carrying out the Discovery phase referred to?
Yes we worked with, KPMG.
4. Can you share any of the outputs and recommendations from the Discovery phase at this stage?
We are currently exploring whether or not we are able to provide these outputs. If we can then we will. The essential skills and experiences have been set based on the requirements that have come out of the discovery phase.
5. Has a target technology platform been recommended / selected? If so, can you share details?
A conceptual representation of the architectures has been proposed as part of the initial discovery work along with data visualisation and self-tooling. However, the successful bidder is not tied to this design. The MoJ currently has an AWS based analytical platform which is currently used for data curation, transformation and storage and it is envisaged that this would continue to play a part in any solution.
6. Will the supplier supporting the discovery work be bidding for this follow on opportunity?
We are unable to confirm either way.
7. Will the successful bidder be tied to a high level design agreed in the discovery phase?
A conceptual representation of the architectures has been proposed as part of the initial discovery work along with data visualisation and self-tooling. However, the successful bidder is not tied to this design. The MoJ currently has an AWS based analytical platform which is currently used for data curation, transformation and storage and it is envisaged that this would continue to play a part in any solution.
8. Can details be provided on what MoJ’s existing infrastructure is built on?
In regards to our HR data, MoJ has an analytical platform which is a data analysis environment, providing modern tools and key datasets for our analysts. It offers: modern data tools and services;
centralised data; reproducible analysis; and secure and well-engineered environment.

The AP is cloud based using Amazon Web Services.
9. Is there an existing dissemination solution used within the MoJ?
There are a variety of dissemination software used within MoJ at the moment, these include Power BI, R-Shiny, Tableau and QuickSight. There is a recommendation as to what should be being used (power BI/ quick sight) but this has not been settled on, and work is being undertaken internally which may influence any recommendation.
10. What does delivery of Cloud and SaaS third party solutions which close the gap on current people insight and priority people topic areas mean?
These are essentially solution that will help MoJ leverage full value from people related data and supporting MoJ progress up the analytical maturity curve.
11. What gaps are anticipated at MoJ?
The purpose of the DIH is to ensure that stronger data and insights are available across the whole of People Group; some areas will be more advanced than others. Gaps will be across all three of the DIH strands.
12. Who carried out the discovery phase to make the recommendations relating to the design of the DIH? Is it a 3rd party consulting firm? If so, what is the name of the firm?
KPMG
13. Will the MOJ fast track BPSS security clearance if requested?
The expectation is that individuals will already have BPSS security clearance.
14. 3rd party tools can be self-service as well? Can examples be provided?
Yes they can. We see self service being more than just dashboards and will vary dpeending on the user group.
15. Have any specific technology choices been made regarding cloud, Saas, and other related software and hardware?
No specific technology choice has currently been made. We would prefer a solution within our cloud based environment and a recommendation has been made to use Power Bi and/ or QuickSight.
16. What technology direction decisions have already been made?
a. Would there be openness to exploring a completely different direction a part of this response?
No specific technology choice has been made. There is a preference that the solution would sit within our environment, but we also acknowledge that this may not be possible depending on what the final solution turns out to be. There will be the need to liaise with our colleagues in Digital and Technology when designing/ develop the final technological solution.

Yes there would be an openness to explore so long as it was a viable solution and met the requirements.
17. How much weight or importance will be placed on a communication strategy?
For the DIH to be a success a strong communication strategy will be necessary.
18. Regarding your point around ‘a flexible, future proofed and agile self-service solution hosted outside an organisation’s internal environment’
Could you please clarify what is meant by internal and external environments? Does this mean that data is held within the wider MoJ environment, but self-serving is accessed external to it? We are predominantly wanting to understand the kind of challenges you are anticipating arising from your definition of ‘external’ so we may provide the best example.
Ideally the DIH would be held within our current cloud-based environment. However, it is acknowledged that there is a possibility this may not be possible and further work will be needed to be undertaken with our Digital and technology team as the solution evolves.
19. Who are the main stakeholders of this project? What are their roles?
What’s important for them?
The stakeholders for DIH are Senior Officials within the MoJ.

Reasons why the DIH is important include, but not limited to:

Ensuring data is viewed as a strategic-asset enabling:
•Stronger evidence based decision-making
•Smarter strategic-investments through a comprehensive overview of HR landscape
•Improved trust & transparency.
•Increased capacity for staff to focus on value-adding tasks
•Improved staff morale and confidence in data.

The DIH will build a ‘forward-looking’ HR service enabling:
•Improved data-literacy for the workforce focused on cultivating the skills for the future
•Stronger predictive-analytics to improve strategy and policies going forward
•A culture of continuous improvement and innovation.
20. Can I check the incumbent supplier for this work ?
There isn't an incumbent. KPMG carried out the discovery piece.
21. What does implementing an agile digital solution which is integrated within the existing infrastructure mean? Can examples be provided?
It is expected that the solution will interact with our AWS-based analytical platform. The analytical platform will develop and evolve over time; and any digital solution will also need to be able adapt to this in an agile manner. As a further example, the digital solution may also need to evolve to incorporate new 3rd party tools that become available over the life time of the DIH.
22. Does MoJ follow an Agile development methodology?
We follow an Agile development methodology.
23. What is “agile and flexible enterprise data model to underpin a dissemination solution” referred to here?
An Enterprise Data Model (EDM) is currently being produced and is anticipated that this will facilitate the development of a data warehouse within our analytical platform (AP) environment which in turn will provide the data into any dissemination solution. It may be that all data is held within the AP and processing of data may happen outside of the AP.
24. What does “implementing an agile digital solution which includes hosting a variety of self-service functionality and 3rd party tool” mean?
Self-service and 3rd party tooling will be crucial in enabling us to maximize the value of people related data. Self-service capabilities are not necessarily restricted to one tool/ piece of software and may need to vary depending on user requirements. We see self-service being beyond just dashboards.
25. Can you please advise if the answers in the Essential Skills and Experience section are limited to one case study per 100 word answer or if we may mention (but not expand) other examples where we have demonstrated the same or similar skill/experience within the same 100 word answer?
We suggest using the approach that enables you to best convey your level of experience in relation to the relevant skill.
26. What level of importance is HR systems functionality knowledge play in this project? Or will this be more a pure technical integration type of role?
Knowledge of HR systems functionality is valuable to this project. The DIH consists of three pillars - people, process and technology.
27. In essential evidence 11, you say ‘outside an organisations internal environment’ do you mean, externally hosted i.e. not on clients’ cloud or on-premises infrastructure, or do you mean hosted in the cloud i.e. not on clients on-premises infrastructure?
In part both. Ideally it would be held within our cloud environment but would consider alternatives.
28. In Essential skills 5, you mentioned Governance, is this referring to operating model governance (e.g. team structures and processes) or data governance (data quality, standards, access and security)?
Both are obviously very important, this use of governance specifically related to operating model governance. Data governance is covered in the proposal criteria.
29. Regarding the Nice-to-have-skills seeking prior Public-sector experience, this deviates from the DOS5 best-practice and tends to favour incumbent public sector suppliers …Can you clarify if SME with private sector Data-Hub exposure can fairly bid for the Project ?Would you reject the supplier if the Nice to have skills are not met purely due to Public sector exposure ?
Thank you for raising this point, this is a fair challenge. If those with no public-sector experience can draw upon on their experience from the private sector. The content/ implementation is more important than the sector.
30. Any KPI’s can be shared?
There are currently no KPIs in place.
31. Please can you clarify what is preventing the department from publishing the discovery documents (as you have stated in the answers to previous questions). Without access to those documents, this cannot be a fair and open competition.
There has been some technical difficulties with uploading the requested discovery document. This issues has now been resolved. Please find the
discovery document as requested.
.https://drive.google.com/file/d/14dqChq60YM7IRZ_oee8qHMfeFuzeKOj1/view?usp=sharing
32. What are your expected deliverables ? Presentation / Proposal?
The scoping work proposes:

1.DIH Front Door: a landing-page which will enable MoJ People Group staff to access self-service tools for reporting and analytics, put in requests for data and interact with HR and workforce analytics staff.

2.DIH Operating Model :the foundation of the DIH. The DIH operating model will require support from staff to manage/deliver data and analytics services

A technology platform would help integrate the current data infrastructure (AWS) with new tools and services, to ensure data is managed and leveraged effectively from collection to deletion.

There are three components to the DIH - people, process and technology.
33. With respect to experience in digital solution delivery …what degree of prior solution completion will be weighted? Most agile transformation efforts are 2-5 year endeavours where supplemental value has been contributed
Where full value is yet to be realised, please provide detail around the expected supplementary value that is anticipated as well as the value achieved by the solution to date.