The Home Office

NLEDP 073-National Law Enforcement Data Programme - Systems Integration Team

Incomplete applications

6
Incomplete applications
2 SME, 4 large

Completed applications

12
Completed applications
5 SME, 7 large
Important dates
Opportunity attribute name Opportunity attribute value
Published Thursday 4 January 2018
Deadline for asking questions Thursday 11 January 2018 at 11:59pm GMT
Closing date for applications Thursday 18 January 2018 at 11:59pm GMT

Overview

Overview
Opportunity attribute name Opportunity attribute value
Summary of the work A team is required to deliver outcomes related to the technical transition of interfaces on the legacy systems to the new system. These include Interface design amendments, transition plans with dependency logs, internal communications, and Products for the Agile release teams . The Transition is expected over 18 months.
Latest start date Thursday 1 March 2018
Expected contract length Up to 2 years
Location South East England
Organisation the work is for The Home Office
Budget range £2M to £4M

About the work

About the work
Opportunity attribute name Opportunity attribute value
Why the work is being done The NLED Programme will replace legacy data systems, such as the Police National Computer & Police National Database, with the Law Enforcement Data Service (LEDS). LEDS shall ensure continuity of business services, and act as a platform for innovation to transform the way the HO manages and supplies data services to Law Enforcement Communities and other authorised Agencies throughout the UK and internationally.
As part of that transition, existing legacy services and integration points must be treated, either transitioned or replaced, to sustain external business interactions and access to external data.
Problem to be solved The transition architecture and approach seeks to minimise mandated external change whilst sustaining existing legacy interactions. Each legacy interface requires an interface approach/treatment/definition and dependency roadmap that is agreed with the respective integration partner or partners. Partners typically are other government departments, law enforcement agencies, and commercial vendors of services and products. The agreements must align with our expected programme releases, whilst minimising external dependencies and costs.

There is an incumbent supplier providing the current team that will transition out. There will be a handover phase during the first 1-2 months of the contract to the new supplier.
Who the users are and what they need to do LEDS must support its UI and API interactions by using information flows to external systems. It shall also provide system interfaces to enable approved external organisations to initiate interactions with LEDS data. This integration uses several Enterprise Integration Patterns.
The target for NLEDP is to reduce the numerous legacy integration points but, to avoid significant software and business change, NLEDP aims to support the existing information flows until external partners can modernise their interfaces alongside the necessary business change.
Early market engagement n/a
Any work that’s already been done The existing Systems Integration team has an Interface Catalogue and proposed treatments against each. The team has outlined an Interface Treatment lifecycle to articulate the tasks and products required to transition an interface and an overall roadmap of work. The pipeline of work is related to the team size and only the priority interfaces have been progressed through the early phase of the lifecycle; none have progressed to the implementation stage. Some interface treatments have been elaborated and are being documented, others have not started elaboration.
Existing team The NLED Programme comprises of a Portfolio of Projects, workstreams and Feature teams of which the SI Team is one. Others include,
• Sustainment Transition
• Project Management, Support & governance
• Developers
• Business Design/Analysis
• Compliance
The SI team has a Product Owner and several established team members.
New team members will be expected to work with the Product Owner in this context, sometimes dependent upon other programme teams for deliverables, content or assurance.
NLEDP sits within the Crime, Policing and Fire Group (CPFG) who may require related Outcomes to be delivered within the scope of this contract.
Current phase Not applicable

Work setup

Work setup
Opportunity attribute name Opportunity attribute value
Address where the work will take place The team is expected to be at the Home Office in Croydon most days, but we require some travel to external stakeholders.
Some remote working can be accommodated where HO IT enables it.
Working arrangements Currently, each interface is allocated to an Analyst and a Technical Architect with each person working on several interfaces at any time. This keeps the team hierarchy lean and flat.
The supplier should provide team members with technical skills and a breadth of project and communication skills to plan and deliver the outcomes within the context of the team priorities.
We expect the supplier to be flexible to our needs, scaling accordingly to accommodate the desired work.
There are weekly team meetings, specific internal and external meetings that require face-to-face and phone interactions.
Security clearance Team members must have Security Clearance (SC) or be prepared to undergo Security Clearance. For full access to programme resources, NPPV Level 3 is also required and new members will be put through this vetting.
NPPV is non-police personal vetting, performed by the police.

Additional information

Additional information
Opportunity attribute name Opportunity attribute value
Additional terms and conditions

Skills and experience

Buyers will use the essential and nice-to-have skills and experience to help them evaluate suppliers’ technical competence.

Skills and experience
Opportunity attribute name Opportunity attribute value
Essential skills and experience
  • Experience of operating effectively in blended, multi-discipline, multi-vendor team environments and providing a flexible resource profile that can adapt to demands across the engagement, taking direction where required
  • Skills to manage personal and team effectiveness to deliver outcomes and necessary interactions with the broader programme
  • Experience of successfully delivering multiple interface agreement and transition outcomes.
  • Experience of common integration technology, protocols and patterns and the implications that change often has
  • Architectural diagramming skills to convey designs from various viewpoints
  • Experience of providing Project support for projects with many complex dependencies
  • Experience of negotiating change with internal and external stakeholders
  • Analysis skills to understand information flows (who, why, when, how) and experience of describing data, business and service requirements
  • Effective communication skills to run workshops, elicit detail, articulate solutions, document technical material concisely and drive out agreements
  • Ability to flex resource (increase & decrease) within the team
  • Demonstrate experience of on-boarding and initial integration with existing teams
  • Experience of designing and implementing security controls used to protect confidentiality, integrity and accessibility of data
Nice-to-have skills and experience
  • Experience of the Scaled Agile Framework (SAFe) method of delivery. If not, then the supplier will be expected to train their staff in the SAFe method.
  • Skills and experience in managing financial & contractual processes where change must be negotiated with and funded by Stakeholders
  • Skills in defining integration flows for ESB-type software or messaging software such as Apache Camel
  • Experience of using Apache Camel to deliver various Enterprise Integration Patterns

How suppliers will be evaluated

How suppliers will be evaluated
Opportunity attribute name Opportunity attribute value
How many suppliers to evaluate 3
Proposal criteria
  • Approach to the work, illustrating flexibility in team roles and multi-skilled personnel to meet NLEDP goals.
  • How to be effective in a small focussed team
  • Team structure
  • Demonstrate Value for Money in your approach with transparent costs
  • Ability to plan and anticipate for risks and provide potential mitigations
Cultural fit criteria
  • Have a no-blame culture and encourage people to learn from their mistakes
  • Share knowledge and experience with other team members
  • Be transparent and collaborative with colleagues and Product owners to make informed decisions
  • Work as a team with our organisation and other suppliers
  • Adaptable and flexible people able to deliver against changing priorities of team goals as they evolve
  • Proactive issue management, problem resolution and improving ways of working
Payment approach Capped time and materials
Assessment methods
  • Written proposal
  • Case study
  • Reference
  • Presentation
Evaluation weighting

Technical competence

50%

Cultural fit

20%

Price

30%

Questions asked by suppliers

Questions asked by suppliers
Supplier question Buyer answer
1. What are the technologies being used ? NLEDP is currently seeking to use Apache Camel or more broadly Fuse ESB to handle many integration points with SOAP, REST, FTP and SMTP using CSV, XML, JSON data payloads. However, there are multiple legacy interfaces that use technologies such as Fujitsu Universal Transaction Manager (UTM) and Software AG Entire X Broker to support IBM 3270 and EDIFACT messaging and then also EJBs that should be modernised but may need to be sustained in some instances.
2. Can you give more detail around the technical stack this team works with? NLEDP is currently seeking to use Apache Camel or more broadly Fuse ESB to handle many integration points with SOAP, REST, FTP and SMTP using CSV, XML, JSON data payloads. However, there are multiple legacy interfaces that use technologies such as Fujitsu Universal Transaction Manager (UTM) and Software AG Entire X Broker to support IBM 3270 and EDIFACT messaging and then also EJBs that should be modernised but may need to be sustained in some instances.
3. Can you provide guidance on whether the intent of the ITT evaluation and selection is to appoint a single prime contractor or whether there is scope for a SME collaboration to be sensibly considered ? Given the time and effort that goes in to the bid process, a candid response would be appreciated if the latter is not considered a realistic option in this case. The range and diversity of skills required has prompted the request. To avoid ambiguity there would still a single contracting party with the HO that drew on relevant SMEs. The Home Office would consider a collaboration of suppliers. However, we would need to be clear during the bid process on the legal form such a collaboration would take, such as a Joint Venture, Consortium, or a single supplier with subcontracting arrangements with other suppliers. The Home Office will only enter into a contract with a single entity which has full, legally binding responsibility for the delivery of all services, outcomes, contractual responsibilities & liabilities.
4. You mention an existing team on this project from an incumbent supplier. Will this team definitely be transitioning out or is this supplier able to apply for this project? Yes, the incumbent supplier's team will be transitioning out. However, we cannot comment on whether or not the incumbent supplier will apply for this opportunity.
5. Could you please confirm that the incumbent supplier "will transition out" so are not competing. The incumbent supplier will be transitioning out but we cannot comment on whether or not they will compete for this opportunity.
6. In relation to the following question: “Skills and experience in managing financial & contractual processes where change must be negotiated with and funded by Stakeholders”. Please could you clarify what is meant by the financial and contractual processes? Is this the resourcing and financing of the specific project, or do you see it as wider than this? Please could you also clarify whether by Stakeholders you mean internal (within the organisation) or 3rd parties / other suppliers. Many Thanks This relates to working with external stakeholders who have an integration point with the Home Office systems in scope, either providing us data, consuming our data or processing data on our behalf. These are the organisations who are system owners, and frequently they involve their service providers in technical and roadmap discussions. We need to influence the technical change and understand how we can negotiate who funds those changes to avoid automatic financial impact to the NLED Programme.
7. Is this project outside IR35? The IR35 status for individuals engaged on each SoW under the contract, will be assessed on a case by case basis. Therefore we cannot say that if the whole project is in or outside of IR35.