Awarded to Mozaic-Services Limited

Start date: Monday 12 February 2018
Value: £429,000
Company size: SME
Highways England Ltd.

IT Service Transition, Management, Delivery and Digital Commercial Specialist Support

9 Incomplete applications

7 SME, 2 large

23 Completed applications

13 SME, 10 large

Important dates

Wednesday 29 November 2017
Deadline for asking questions
Wednesday 6 December 2017 at 11:59pm GMT
Closing date for applications
Wednesday 13 December 2017 at 11:59pm GMT


Summary of the work
Establish a capability to deliver service transition service management to oversee the successful and timely delivery of a range of projects aimed at migrating HE away from its current IT services tower model.
The supplier will be responsible for delivery of the service transition and alignment with agile partnering strategy.
Latest start date
Tuesday 2 January 2018
Expected contract length
12 months contract term + 12-month extension option
West Midlands
Organisation the work is for
Highways England Ltd.
Budget range
Highways England anticipates the total cost for service transition, service management, delivery management and digital commercial capability to be in the following range for 12 months (January 18 to December 18) £400,000 - £600,000. This is based upon benchmarked costs from existing suppliers providing similar levels of technical resources at SFIA levels 4 & 5.

About the work

Why the work is being done
Highways England’s IT Directorate (ITD) is transitioning from a SIAM Tower Model to a more agile partnering approach, including potential to develop 2020 and increase in-house capability.
Various IT Service contracts making up the corporate IT services are expiring over the next 12 months. The first is the SIAM contract which is being disaggregated and requires transition of various service elements to a new supply contract(s) and/or inhouse, the primary one being the Service Desk (due to transition mid-February).
This includes the early implementation of ServiceNow by mid-January, forming the basis for the service management of a number IT services.
Problem to be solved
Support transition of various SIAM Tower Model contracts to new dis-aggregated services against an aggressive delivery timescale and move to a more agile partnering model to support digital, data and technology services, with no impact to existing delivery of IT corporate services. There is currently limited service transition, service management, delivery management and digital commercial capability available within Highways England.
Who the users are and what they need to do
As a user of IT corporate services, I should see improvements in the delivery of the following services (not exhaustive):

• Service Desk
• Service Management e.g. self service
• Applications packaging, migration and decommissioning services
• Solution and technical architecture support
• Technical Engineering support
• Workplace services
• Data insight work through better data analysis/exploration tools
So that we can meet Highways England’s delivery imperatives for the Road Investment Strategies 1 & 2.
Early market engagement
There has been no market engagement.
Any work that’s already been done
Service Desk and Service Now implementation work packages are at the early stages of procurement. Limited work has begun in alignment with the agile partnering strategy and detailed scoping of other tower contract requirements with the intention of tendering is underway.
Existing team
Small internal HE team. This contract needs to support the existing IT Directorate Strategy & Commercial function. The supplier will be responsible for providing service transition, service management, delivery management and digital commercial capability. This capability will be require engagement and collaboration with SRO (Technology Strategy & Commercial Director), the IT PMO, commercial function, IT Service Operations and a range of third party suppliers (delivering a range of core services under the tower model). This will include provision of performance and cost information to the IT PMO and Finance Business partner.
Current phase
Not started

Work setup

Address where the work will take place
Highways England, The Cube,199 Wharfside Street, Birmingham, B1 1RN is the primary location, but depending on the level of capability offered by the supplier and to ensure the most efficient delivery and value for money Highways England will consider other locations and has offices around the UK. The expectation though is for an integrated delivery team based in Birmingham.
Working arrangements
The supplier will be required to work collaboratively which means working on site (5 days per week to allow sufficient stakeholder engagement and support). Supplier costs must be inclusive of all expenses. Travel and Expenses will be paid at the normal Highways England Policy.

The supplier is expected to stand up a team made up of the specialist skills required (service transition, service management, delivery management, digital commercial capabilities) to deliver the outcomes (as outlined in the summary of work below).
Security clearance

Additional information

Additional terms and conditions
Highways England will use the standard DOS2 contract.

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
  • Delivery of IT service transition projects within complex environments against aggressive timescales, whilst overseeing disaggregation from legacy supplier’s (2%)
  • Overall planning for service transitions and co-ordinate the resources for delivery of migration of existing tower contracts to a new agile partnering contract with minimum disruption of IT services (2%)
  • Delivery of IT service management capability as well as ensuring effective business relations are maintained across both IT and wider organisational teams as services are transitioned to new suppliers (2%)
  • Delivery management capability for effective delivery of complex, high risk services (2%)
  • Strong communications skills to support the effective delivery of the new services and business engagement with large numbers of end user’s (2%)
  • Demonstrate experience of digital/technology commercial partnering and development of these through contracts and/or frameworks (2%)
Nice-to-have skills and experience
  • Experience in skills and knowledge transfer of service transition, service management, delivery management and digital commercial skills (1%)
  • Account management to new supplier’s (1%)
  • Have demonstrable experience of matrix-managing a multi-disciplinary programme team within the last 12 months (1%)

How suppliers will be evaluated

How many suppliers to evaluate
Proposal criteria
  • Team members and experience
  • Team Structure
  • Mobilise team
  • Flexible resources
  • Approach and methodology
  • Value for money
Cultural fit criteria
  • Function effectively and collaborate in a multi-supplier environment
  • Working successfully in complex public-sector organisations
  • Approach to proactive issue management, problem resolution and improving ways of working (3%)
  • Share knowledge and experience with other teams
Payment approach
Capped time and materials
Assessment methods
  • Written proposal
  • Case study
  • Work history
  • Reference
  • Presentation
Evaluation weighting

Technical competence


Cultural fit




Questions asked by suppliers

1. The essential and nice to have skills each has a % score assigned which total 15%. Are these the sole criteria for shortlisting, or are there additional factors that make the figure up to 100%?
These will be part of the overall evaluation, VFM will be a significant consideration
2. "We are very interested in responding to this DOS opportunity. However, we note that Highways England has recently held a supplier day under G-Cloud for a potential SIAM requirement which we attended. We would like to confirm that there would not be any conflict between the two and that bidders would be free to bid for and potentially be successful with both. Could you please provide confirmation on this point?
There is no conflict
3. Is a 4 person team, envisaged to cover all four areas of specialism ? (service transition, service management, delivery management, digital commercial capabilities)” Thanks.
This is for the supplier to determine
4. What is the actual scope of the work that HE requires the supplier to undertake? The summary implies the requirement to set up and oversee the delivery of the programme (in a programme management capacity) whereas other parts imply the supplier is required to deliver a range of services, including service transition, service management, delivery management etc.
HE are seeking a partner to deliver the whole programme, which will include service transition, service management, delivery management
5. Are we expected to be involved with supplier sourcing, selection & negotiation?
6. How do the percentages associated with the questions, and the proposal/cultural criteria relate to the evaluation weighting?
These form part of the overall vfm consideration
7. How do the Assessment methods relate to the “questions and the proposal/cultural criteria?
These form part of the overall vfm consideration
8. How do the Assessment methods relate to the “questions and the proposal/cultural criteria?
These form part of the overall vfm consideration
9. What delivery capabilities are already in place with in-house resources?
This is currently being assessed.
10. Which (if any) of the IT service transition projects are expected to complete within this 12 month period?
All of them.
11. What is the purpose of the percentages associated with each question ?
To support supplier's understanding of how Highways England will be evaluating proposals.
12. What modules of Service Now are being implemented and will this be the core ITSM tool, or are there other tools being used?
The IT Service Management module will be implemented to support the go-live of the new Service Desk service in Mid-February 2018. There will be a requirement to import data from the current SIAM supplier into ServiceNow ITSM module. There is expected to be addtional modules over the next 12 months e.g. IT Ops Mgt, Security, GRC etc. but these are in the backlog and will be assessed and implemented once the new ITSM tool and Service Desk have bedded in.
13. Does the work include any business process analysis/development of an Operating Model, or do you intend to transition "As-Is"?
Initial transition is expected to be "as-is" due to the timescales, but if there are opportunities for business process improvement during transtion this would be welcomed.
14. Is there currently a supplier in post who is undertaking / has undertaken the design of the target state? 2) You mention 'account management to new suppliers' being a nice to have skill. Is this the management of 3rd parties as they are onboarded into the HE environment, or management in a BAU state?
Account Management - This will be management of 3rd parties as they are onboarded, but dependent of the pace of building in-house capability there may be a requirement of management in a BAU state. The desire that the latter is kept to a minimum if required, and that if required knowledge transfer is achieved with HE staff to take this on.
15. Hi, Please can you provide further detail around the experience required on “Account management to new supplier's”; what capability are you seeking to evidence? Kind regards James
Skills should be at SFIA Level 4/5 for Relationships and Engagement category.
16. You reference that the project has been supported by existing suppliers providing similar levels of technical resources at SFIA levels 4 & 5. Please can you confirm the names of existing suppliers and respective roles?
There are no existing suppliers for this capability it is a completely new requirement. There has been a review of rate cards on the DigitalMarketplace for the capabilities believed to be needed to support Highways England.
17. Are there any other suppliers working on this project or adjacent projects that we would need to work together with in collaboration?
The winning supplier will be expected to work in collaboration with both existing SIAM tower model suppliers and the new supplier's as we transition to new services.
18. Please can you provide information on the Service Desk and Service Now implementation work packages, the routes they are being procured under, and the selected suppliers if these outcomes are known?
The current Service Desk is provided through BAeSystems. The replacement contract is due to be awarded before Christmas. It was tendered via the Tech Services 2 Framework. The ServiceNow implementation contract is due to be awarded before Christmas. It was tendered via G-Cloud 9 Lot 3.
19. Please can you provide a summary of the existing tower model and suppliers, and the future sourcing strategy and/or agile partnering strategy?
Tower contracts with key suppliers eg Thales, CGI, Leidos, Unify, SCC Looking to more agile partnering arrangements
20. Please can you clarify the following: “Supplier costs must be inclusive of all expenses. Travel and Expenses will be paid at the normal Highways England Policy.”
All costs must include expenses, which will be authorised in line with Highways England expenses policy.
21. Please can you confirm how the capped T&M pricing will be evaluated at the second stage?
A full value foe money exercise will be undertaken
22. At the second stage, please can you confirm that prior work products developed by or shared with existing suppliers will be made available to all selected parties to facilitate quality tender responses?
Yes, confirmed.
23. Can you please help us to understand the balance between your requirements for project based transition support, and ongoing service management/delivery capabilities?
It is anticipated that for the first 6 months this will be 80% transition/delivery support.
24. Can you please confirm the anticipated timetable for subsequent proposal and case studies (if down-selected)?
This will be provided as part of any transition arrangements
25. You refer to Service Management as an essential capability for the preferred suppliers. Does this refer to the design of the new internal Service Management function, or do you require the supplier to perform a service management function during BAU as an interim solution?
Service Management is seen as an essential skill to ensure that new services are coherent as they go-live and into BAU to reduce management overhead and mitigate the risk of service conflicts or overlaps. Service Management may be required in the interim depending on the pace of the building of in-house capability and/or tranistion to a "thinner" SIAM contract. The preference is for SIAM to be move to in-house capability over time.