This opportunity is closed for applications

The deadline was Monday 30 January 2023
Civil Aviation Authority

SERVICE DESIGN AND CUSTOMER EXPERIENCE

10 Incomplete applications

8 SME, 2 large

33 Completed applications

23 SME, 10 large

Important dates

Published
Monday 16 January 2023
Deadline for asking questions
Monday 23 January 2023 at 11:59pm GMT
Closing date for applications
Monday 30 January 2023 at 11:59pm GMT

Overview

Off-payroll (IR35) determination
Contracted out service: the off-payroll rules do not apply
Summary of the work
To design and complete the Discovery phase, including user research, target operational model impact assessment and input into the proposed Alpha and Beta phases. Additionally, we require the supplier to design and build a CX toolkit for service improvement initiatives and support building the CX reporting suite.
Latest start date
Monday 6 March 2023
Expected contract length
Anticipated to be 12 weeks for discovery
Location
South East England
Organisation the work is for
Civil Aviation Authority
Budget range
Capped at £250k (for discovery, CX reporting, CX toolkit only. Does not include Alpha and Beta).
Refined estimates and costs for Alpha and Beta are expected to be developed through Discovery. Alpha and Beta will be subject to a separate tender following the award of Discovery and subject to funding being approved within the CAA.

About the work

Why the work is being done
The CAA Executive Committee have confirmed that improving CAAs’ service provision and performance is a strategic priority for FY22/23 and beyond. As an organisation the CAA has been reviewing its service offering for a number of years, however whilst various attempts have been made to improve service delivery, the lack of an overarching CAA customer experience strategy has constrained the organisation’s ability to make co-ordinated progress and achieve the ‘One CAA’ ambition for our services.
Problem to be solved
Historical siloed development of organically grown legacy services has led to resource intensive, high cost, inefficient processes (e.g. receiving an application via email, printing it out then scanning it back in), with the customer being required to complete the ‘heavy lifting’ to achieve an outcome. Across the CAA departments specify their own delivery timescales, reporting standards and SLAs (Service Level Agreement) resulting in disjointed customer experiences which frustrates customers and leads to complaints, an increasing number of which are being addressed to the Secretary of State for Transport.
This project will prove the benefits of taking a customer experience approach to improve existing services in need of transformation rather than new, greenfield sites. Working with a partner, using knowledge gained from successful projects as well as developing a CAA customer experience strategy and framework, we want to demonstrate both dramatic improvements in customer experience and significant reductions in operating costs. In addition, we need to develop the first iteration of CX reporting plus a toolkit.
Who the users are and what they need to do
In this phase the users are:
Aviation Security team who are accountable for security vetting staff
Aviation Security Training team who are accountable for auditing and ensuring the quality of security training regulations and packages
Consumers and Markets colleagues who look after the ATOL process. In addition, Teleperformance (outsource contact centre service provider)

A list of user groups has been identified and they will need to be consulted as part of the Discovery phase and the results from the consultation needs to be included as part of the findings and potential solutions proposed to increase reporting.
Early market engagement
None has taken place to date – however there is a wide amount of interest in this topic and other organisations are keen to see improvements in reporting in this area.
Any work that’s already been done
Foundation work including the production of CAA focused CX vision, principles and next steps was presented to the CAA Executive Committee on the 5th May 2022 where approval to proceed with this project was given.
Existing team
Executive Sponsor
Product Owner/ CAA Customer Experience and Service Design Lead
Project Manager
2 x Subject Matter Experts
Senior Business Analyst
CAA COO Finance – Procurement Specialist
Current phase
Discovery

Work setup

Address where the work will take place
No specific location, for example working remotely. However, for face-to-face meetings which may be required our offices are based near Gatwick airport.

Aviation House (Gatwick)
Crawley
West Sussex
RH6 0YR
Working arrangements
Based on current assumptions, the Strategic Partner is not required in the office full time, however there may be occasions that face-to-face meetings at the CAA offices are required which will be dependent on specific delivery requirements.
Security clearance
In line with CAA processes, SC level clearance is required. Staff working on this project must be SC cleared day one of project initiation and the CAA will not be sponsoring any supplier staff to be SC cleared.

Additional information

Additional terms and conditions
The CAA reserves the right to cancel the contract with 4 weeks’ notice (break clause) without cause.

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
  • Please provide examples of proven experience of delivering a Discovery phase in line with GDS Service Standard in a UK regulatory body
  • Define experience of creating Customer Experience toolkits and building Customer Experience dashboards/reports appropriate for executive level
  • Please name any organisations where you have successfully run a project to review and improve the Customer Experience within UK government/ regulator within the last 3 years
  • Discuss your approach to engaging with CAA's internal and external stakeholders at various seniority levels within the business throughout the discovery phase
  • Evidence your experience in rapidly identifying and arranging customer research sessions both remotely and face to face
  • Confirmation that you can provide appropriately skilled resources who are security cleared to SC level and available to start work March 2023 for the duration of the project
Nice-to-have skills and experience
  • Experience of working with Aviation organisations
  • Define your approach to knowledge sharing and upskilling CAA staff throughout the Discovery phase

How suppliers will be evaluated

All suppliers will be asked to provide a written proposal.

How many suppliers to evaluate
4
Proposal criteria
  • Implementation of CX Framework
  • Track Record of Discovery
  • Familiarity of GDS Framework
  • Information collaboration & management
  • Understanding requirements
  • Team & Methodology
Cultural fit criteria
  • Demonstrate that their proposed team have experience in similar projects
  • Have a successful and proven track records of providing Agile delivery
  • Have experience of working as a team with our (or similar) organisation and other suppliers
  • Have experience of transparent and collaborative decision making
  • Have experience of taking responsibility for their work and resolving problems effectively
  • Have experience of sharing approach, knowledge and skills with other team members and with the department by example
Payment approach
Capped time and materials
Additional assessment methods
  • Case study
  • Work history
  • Reference
  • Presentation
Evaluation weighting

Technical competence

50%

Cultural fit

20%

Price

30%

Questions asked by suppliers

1. 1.Will SC clearance be required for the full team, or only those with access to sensitive data?
2. Will SC clearance be required from the start, or can the team start work pending clearance?
3. Will CAA support SC clearance applications for the team?
1. The full term
2. Clearance is required before the team starts
3. No
2. Please name any organisations where you have successfully run a project to review and improve the Customer Experience within UK government/ regulator within the last 3 years” – if we have done this for a private sector company rather than UK government/ regulator will this be acceptable?
No. We are looking for partners who have experienced the unique challenges delivering customer experience improvements for government or regulatory services
3. In requiring that your supplier have experience of conducting discovery work with a UK regulatory body, you are potentially vastly reducing the number of eligible suppliers. Would you consider relaxing that requirement?
We are looking for government or UK regulatory experience. We will not consider relaxing this requirement
4. Please expand on what you mean by: “building Customer Experience dashboards/reports”?
There is a requirement to create a reporting framework with agreed CX indicators. Ideally this will be automated where possible using Power BI.
5. You state for one example to be provided for each response, in question 3 you ask us to name any organisations we worked with that improve CX, should this be a list of orgs and projects or still just the one example organisation?
The minimum is a list of organisations and area. Adding specific project information is nice to have
6. What are your existing reporting and data visualisation tools?
Power BI is the corporate reporting tool.
7. What (legacy) content already exists:
a) Baseline Research
b) Customer Journey Mapping and Framework
c) Key Moments of Truth (Pain and Gain)
d) Customer Charter / Customer Charter Playbook?
a)Internal sessions with key stakeholders
b)As an organisation we are familiar with customer journey maps although these have not been completed for the pilot areas. We would be looking for the successful partner to support this work.
c)As an organisation we are familiar with the concept of 'key moments of pain' although these have not been completed for the pilot areas. We would be looking for the successful partner to support this work.
d)We have a CX vision and high level principles. As yet we do not have a customer charter.
8. Does “Complaint Root Cause Analysis” exist and will it be made available?
We do not have this available for the pilot areas.
9. Do you have a Microsoft enterprise licence, if so which licence?
We have an ESA agreement
10. What are the current key providers and solutions used within CX in CAA?
It is not clear what this question is asking, could you please provide a further question with more details in order for an answer to be provided
11. Is there a clear universally accepted definition of internal, B2B and B2C customers / User Groups, and is this to be made available?
We can provide an overview of the customer segments
12. What is the remit and scope of the Outsource Call Centre?
The outsource call centre is a telephony service acting on behalf of the CAA’s ATOL Crisis Management Department. They are required to provide telephony and, on occasion, social media services which is in the form of providing advice to consumers affected by the failure of an ATOL holder. This typically involves providing advice to consumers in support of repatriation operations and general claims advice
13. We have a basic disclosure and we're going through BPSS at the moment. Does this meet your security requirements
SC clearance is required
14. Question 6 appears to require a yes or no answer. Please can the Authority provide guidance on the form of the answer that would score full marks. For example, would a simple “Yes” score full marks or is the Authority looking for a single case study or multiple case studies to demonstrate where we have provide similar support?
Q6 asked "Confirmation that you can provide appropriately skilled resources who are security cleared to SC level and available to start work March 2023 for the duration of the project." Answering yes gets full points.
15. Does the cited budget include VAT at standard rate?
No the budget is £250,000 net
16. In the ‘Who the users are and what they need to do’ section, regarding “security vetting staff”, are these aviation organisation staff or specifically CAA staff?
This is aviation organisation staff and CAA staff
17. Are CAA willing to accept individuals with prior SC clearance for different organisations, whose clearance can be transferred to CAA immediately following contract award?
Yes this is acceptable to the CAA
18. With regard question 6 on supplying SC cleared staff, does the Authority want us to respond with evidence of how we provided staff in a similar engagement as per the DOS guidance, or just that we can supply SC cleared staff for this engagement, or both?
The CAA need confirmation that you are able to provide SC cleared staff
19. What is the minimum number of examples you would expect to see for question 1 ‘Please provide examples of proven experience of delivering a Discovery phase in line with GDS Service Standard in a UK regulatory body’?
we would require a minimum of 2 examples
20. Is the budget with or without VAT?
the budget is without VAT
21. How will you measure improvements in customer experience as a result of this project? What’s the current benchmark and what’s the target?
Part of the work is to assist with benchmarking the current service and agreeing a realistic improvement based on previous experience and best practice.
22. We understand the CAA has previously reviewed its service offering, will our proposed team have access to this prior work and if so, when?
Yes access will be shared following successful appointment
23. In the ‘Who the users are and what they need to do’ section, it is stated that other user groups have been identified. Would it be possible to provide estimated details on the number and size of the user groups and the organisations and capabilities that they cover?
We have c 700 training organisations we are accountable for but we would only expect a representative sample to be included in user research. In crisis response it is more difficult to quantify the numbers as they can range from large organisations to smaller.
24. Can you clarify your definition of what you refer to as Customer Experience toolkits?
This refers to the creation and provision of digital knowledge management tools and other artefacts to colleagues and projects across the CAA to ensure that any work on improving service design and customer experience follows best practice approaches and agreed CAA standards
25. How many user interviews do you envisage are required for Discovery?
We expect the successful organisation to provide a view on this based on previous experience and best practice
26. Can you explain more about the ‘One CAA’ ambition for your services?
Historically there has been a lack of consistency in terms of service design and delivery across the CAA. The ambition is that, regardless of what service you are applying for (e.g. pilot licence, organisation approval, space operators licence) the experience is the same
27. Please can you clarify the scope of the intended Target Operational Model impact assessment?
The scope of this work is to look at the pockets of customers
28. For the third essential criteria (Please name any organisations where you have successfully run a project to review and improve the Customer Experience within UK government/ regulator within the last 3 years), are you expecting us to respond with more than one organisation?
At least one
29. In relation to question 2, What do you define as a CX dashboard? is that a visual tracking of key metrics or is it a real-time dynamic display of live data?
A visual tracking of key metrics. This does not need to be real time at this point.
30. In relation to question 3, are you seeking an exhaustive list of those UK government bodies that we have worked with in the given context or will one example suffice regardless of how many we have worked with?
To score top points we would want to see at least one good example
31. Given the existing team that you have listed, will this team all be attending daily agile ceremonies, and if not what will the relationship between our proposed consultant team and CAA staff be?
Yes this team will attend daily agile ceremonies
32. Can you please clarify legislative deadlines for the different phases of work?
Apologies, this should have been removed
33. Please can you confirm whether Stage 1 scores will be carried over and used as part of the evaluation at Stage 2?
the scores from Stage 1 will help us to be informed at stage 2 of the evaluation. We will not be adding the scores on to stage 2
34. Please could you confirm what scoring methodologies will be applied at Stage 1 and Stage 2?
The scoring methodology applied at Stage 1 will be the DOS scoring which is a 0 to 3 approach, the scoring at Stage 2 will be a full tender scoring approach ranging from 0 to 5 which is the standard scoring approach used by the CAA for the tender phases
35. Please can you provide a timeline indicating the dates on which you intend to notify suppliers they have been shortlisted, the submission deadline for Stage 2, and the date of award etc.?
the anticipated date for notifying suppliers they have been shortlisted is 2nd February 2023. Submission dead line for response to tenders at stage 2 is anticipated to be 16th February 2023. award of contract is anticipated to be 28th February 2023. Every effort will be made to meet these timescales, however, please be aware that dates can be subject to change by the CAA
36. Regarding the response criteria at Stage 2, please can you confirm that the Case Study, Work History, Reference and Presentation and each of the 6 points listed in the Proposal Criteria section will be equally weighted within the 50% allocated to Technical Competence within the evaluation?
Details of the scoring methodology will be provided in the tender document
37. Please clarify how you expect buyers to approach question 4 ‘Discuss your approach to engaging with CAA’s internal and external stakeholders at various seniority levels within the business throughout the discovery phase’, and question 8 ‘Define your approach to knowledge sharing and up-skilling CAA staff throughout the Discovery phase’. Should buyers respond with a pertinent prior example of this activity as per the DOS guidance? If not, please detail what level of information you would expect buyers to provide within the 100-word response limit.
We would expect to see data on your approach/ methodology to stakeholder engagement and knowledge sharing/upskilling
38. Does the 20% weighting for cultural fit include social value, or is social value part of the technical weighting?
It is include within cultural fit
39. Are there particular milestones required within the timeline of the engagement?
The timeline will be ratified during the tender stage.
40. Can you confirm that the CAA team will help to brief in and schedule interviews with target users?
We will provide an overview that can be used as part of the scheduling process. We would look the supplier to schedule the interviews
41. Are the existing services that require transformation already web-based? Can you share any examples?
Not that we are aware of. The existing services were not designed to be digital first.
42. Are all the CAA resources outlined dedicated to this specific discovery?
The Project Manager, BA and Product Owner are full time. The SME will make themselves available as required.
43. Are there any other CAA resources included in the extended team e.g. IT
Not explicit at this point but could be made available if required
44. If our staff have SC clearance gained at another dept, will CAA support the transfer of their clearance to CAA?
Yes
45. Will the existing CAA team be dedicated to this project full-time?
The Project Manager, BA and Product Owner are full time. The SME will make themselves available as required.
46. Please can you provide more detail about the Customer Experience Toolkit and what you anticipate this will include?
This refers to the creation and provision of digital knowledge management tools and other artefacts to colleagues and projects across the CAA to ensure that any work on improving service design and customer experience follows best practice approaches and agreed CAA standards
47. Did you have any external support with the foundation work that took place back in May, which included the production of a CAA focused CX Vision, if so who?
Yes we used an external partner to deliver this work. The agency used was BJSS.
48. Can you provide any more information around the CAA focused vision that was devised back in May?
This will be provided at the tender stage
49. What do you have in the form of a Target Operating Model that has already been developed?
At present nothing has been produced that focuses on CX
50. In the problem to be solved, it mentions ” dramatic improvements in customer experience and significant reductions in operating costs” – would you expect this piece of work to include forecasts for these benefits?
It is assumed the approved supplier will assist us in defining what reasonable and realistic benefits will be.
51. Are there any further user groups identified, in addition to those already referenced in this opportunity, where this activity would be replicated as part of a future phase?
There are other user groups who utilise CAA services that we would like to improve. If the solutions can be replicated then that would be looked at in the future.
52. Can you please offer some clarification on how you define a ‘UK regulatory body’
"Regulatory bodies carry out a range of functions in relation to the professions they regulate, including making sure individuals have the necessary qualifications and/or experience to practise the profession and taking any necessary enforcement action. In some cases, these functions are carried out by a single regulator for an individual profession and in other cases the functions are distributed across several regulators.

Examples are Pensions Regulator, Financial Conduct Authority, Environment Agency, OFWAT, OFGEM"
53. In reference to questions 1 and 3, is having experience of working with a UK regulatory body of secondary importance to experience of conducting Discovery phases in line with GDS Service Standards
Both are important but experience with a UK regulatory body or government service is slightly more important for this stage.
54. For question 4, do you want to find out about our proposed approach and method if we were to work with the CAA, or how we have done this at other organisations previously?
Proposed approach
55. In relation to question 6, do you want an indication of our scheduling process, and how that determines our confidence to provide the appropriately skilled resources?
If you feel this would be appropriate. We are looking for confirmation that you have appropriately skilled staff that can meet the requirements in the documentation provided.