Start date: Monday 29 January 2018
Value: £89,000
Company size: large
Department for Transport

Increase Digital Skills Amongst Hard To Reach Employee Groups

3 Incomplete applications

2 SME, 1 large

9 Completed applications

7 SME, 2 large

Important dates

Wednesday 22 November 2017
Deadline for asking questions
Wednesday 29 November 2017 at 11:59pm GMT
Closing date for applications
Wednesday 6 December 2017 at 11:59pm GMT


Summary of the work
● Raise awareness of and confidence in the Digital Service/Digital Adoption team’s offer and available solutions
● Identify training needs priorities
● Foster greater self-reliance in resolving simple technical issues
● Provide Intensive and 121 training on technologies
● Identify qualitative feedback skills training need
● Demonstrate measurable productivity increase
Latest start date
Tuesday 2 January 2018
Expected contract length
6 months with an option to extend for up to a further 6 months
Organisation the work is for
Department for Transport
Budget range
Up to £100,000 Capped Time & Materials.

About the work

Why the work is being done
Current levels of digital capability are low amongst less digitally-savvy-staff. Conventional training activities haven’t been able to address this fully. These staff report they are too busy to attend training and the number of no-shows at our 30 minutes taster sessions is high. We believe this demographic may not see the value of digital skills as readily, so we are proposing an alternative approach with a more flexible and personal offering on site and at people’s desks.

If future technology and office environment change projects are to be successful then the base capability of the organisation needs to be raised.
Problem to be solved
● Increase productivity and collaboration using technology by promoting digital tools to hard to reach employee groups
● Raise digital capability of whole workforce
● Identify and engage with hard to reach employee groups
● Maximise investment in existing digital capabilities
● Create learning and innovation culture
● Reduce fear of asking questions about technology and exploring new digital tools
Who the users are and what they need to do
DfT employees who need to increase their basic digital skill set.
Early market engagement
Any work that’s already been done
Central training and guidance offered and local encouragement through a network of Digital Champions and learning at work events. A target list of systems and knowledge areas is available at Annex A:
Existing team
There is not a team providing this service. However we have the Digital Adoption team which is responsible for upskilling DfT’s staff and the Tech Bar which provides some hands-on support to staff albeit this is more focused on troubleshooting than training. There is also a network of 50+ Digital Champions who provide a mixed range of advice and guidance. Usually this is on an ad hoc basis and cannot be guaranteed.
Current phase
Not started

Work setup

Address where the work will take place
- DfT premises at Great Minster House, 33 Horseferry Road, London;
- Ashdown House, Seddlescombe Road North, Hastings; and
- Potentially occasional visits to satellite sites in the UK, such as Swansea.
Working arrangements
Self organising around a programme of training activity agreed with the contract manager. Expect 1-2 days per week activity with flexibility as required.
Security clearance
Minimum current Baseline Personnel Security Standard (BPSS) clearance. Evidence of which to be submitted with the Tenderer’s full proposal for final evaluation.

Additional information

Additional terms and conditions
Annex B - Travel and Subsistence Rates:

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
  • Demonstrable experience of increasing digital skills in a public sector organisation
  • Proven methodologies for raising engagement with hard to reach groups
  • Depth of experience in product areas (see Annex A)
  • Proven experience of being able to speak to users to identify their digital skills and resolve them on the spot.
  • Methodology for measurement of success during each phase and approach for continuous improvement through each phase
  • Depth and experience of people to support activities
  • Demonstrable experience of working alongside an in-house support team
  • Experience of maintaining a high-quality, long term relationship with clients
Nice-to-have skills and experience
Evidence of innovative approaches taken to educating users

How suppliers will be evaluated

How many suppliers to evaluate
Proposal criteria
  • Technical solution/approach and methodology (20%)
  • How the proposal will identify user needs (10%)
  • How the approach or solution meets our organisation’s policy or goal (10%)
  • How improvements, such as increase in productivity, will be measured (5%)
  • Estimated timeframes for the work (5%)
  • How the proposal identifies risks and dependencies and offers approaches to manage them (5%)
  • Team structure (5%)
Cultural fit criteria
  • Experience of working as a team with our DfT or other government departments (5%)
  • Experience of transparent and collaborative decision making (5%)
  • Experience of taking responsibility for their work and resolving problems effectively (5%)
  • Experience of sharing approach, knowledge and skills with other team members and with the department by example (5%)
Payment approach
Capped time and materials
Assessment methods
  • Written proposal
  • Case study
  • Reference
  • Presentation
Evaluation weighting

Technical competence


Cultural fit




Questions asked by suppliers

1. Please can you provide some context around staff:
What do you think is the total number of staff in scope for this project?
Do you have examples of roles or types of work that are hard-to-reach?
To what extent is DfT IT restricted? For example, can all staff access social media?
There are approximately 3000 staff. The “hard to reach” will benefit most from this but all are in scope across all locations
It is personalities not roles that are hard to reach i.e. people who don't understand digital or the benefits of it or who are busy. We don’t want to make assumptions about any groups.
Generally pretty open. Staff can access social media. Citrix can make some applications, such as video streaming, clunky. Staff are trusted to use the tools appropriately but sanctions exist if required.
2. The expected contract length is currently 6 months, are you open proposals suggesting different timelines based on our experience?
You can use a maximum of 6 months however we’ll listen to proposals for shorter periods if you can demonstrate the value.
3. The working arrangements mention “Self organising around a programme of training activity agreed with the contract manager. Expect 1-2 days per week activity with flexibility as required”. Does this mean you expect the team to be working only 1-2 days a week, or does this reference one element of the contract and you expect the team to work 5 days a week?
You will need to manage the costs within the overall budget and take a pragmatic approach based on the needs and availability of the users.