Government Digital Service, part of Cabinet Office

WP1559: Procurement and contracting reforms multi-discipline team (re-issued)

Incomplete applications

8
Incomplete applications
5 SME, 3 large

Completed applications

11
Completed applications
8 SME, 3 large
Important dates
Opportunity attribute name Opportunity attribute value
Published Tuesday 6 March 2018
Deadline for asking questions Tuesday 13 March 2018 at 11:59pm GMT
Closing date for applications Tuesday 20 March 2018 at 11:59pm GMT

Overview

Overview
Opportunity attribute name Opportunity attribute value
Summary of the work Design and implementation of:
(1) digital, data and technology procurement and contracting reforms
(2) flexible service/resourcing models to support cross government demand
(3) collaborative stakeholder relationship plans
Latest start date Wednesday 18 April 2018
Expected contract length 12 months
Location London
Organisation the work is for Government Digital Service, part of Cabinet Office
Budget range Up to £328,900 excluding VAT

About the work

About the work
Opportunity attribute name Opportunity attribute value
Why the work is being done The delivery of procurement and contracting reforms in support of the government’s digital, data and technology delivery, is central to a range of related critical government and wider public sector strategies published throughout 2017. The delivery of transformation will rest upon the ability to provide the right capabilities for government. In order to do this government must have the right services in place and flexibility to be able to meet changes in demand, departmental priorities and expectations of delivery.
Problem to be solved - To help address the current issues that arise from inconsistent, lengthy and complex digital, data and technology procurement and contracting in the UK public sector
- To help departments and public sector organisations transform by reducing friction within the digital, data and technology procurement and contracting lifecycle
Who the users are and what they need to do User: Central and local government, and wider public sector organisations
As a user I need: a simple clear and fast method to commission specialist resources and capabilities from suppliers
So that: I can deliver digital, data and technology programmes and projects
Early market engagement
Any work that’s already been done Information on the three areas of focus from the on-going discovery is being reviewed internally and will be made available to the shortlisted suppliers.
Existing team The Digital Marketplace team, Digital Commercial Programme team and Crown Commercial Service teams. It is unknown yet whether another supplier will also be supporting this engagement
Current phase Alpha

Work setup

Work setup
Opportunity attribute name Opportunity attribute value
Address where the work will take place The Whitechapel building, Whitechapel High Street, London, E1 8QS and occasional travel to Norwich (Crown Commercial Service)
Working arrangements 5 days a week in the office unless meetings require travel and work from alternative locations
Security clearance It is preferred all team members have SC clearance.

Additional information

Additional information
Opportunity attribute name Opportunity attribute value
Additional terms and conditions All expenses must be pre-agreed with between the parties and must comply with the Cabinet Office (CO) Travel and Subsistence (T&S) Policy.

All vendors are obliged to provide sufficient guarantees to implement appropriate technical and organisational measures so that the processing meets the requirements of GDPR and ensures the protection of the rights of data subjects. For further information please see the Information Commissioner's Office website:https://ico.org.uk/for-organisations/data-protection-reform/overview-of-the-gdpr/

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
  • Demonstrate strategy and planning experience
  • Demonstrate a good understanding of working in a Product-led environment, based on Aglie principles
  • Have a proven track record in delivering similar work for large organisations. Please give at least two examples.
  • Have 3 years analytical experience within a business change environment
  • Have experience in providing digital capabilities and capacity to support the development and delivery of a digital product/service;
  • Strong written and verbal communication skills, required in order to explain new techniques, concepts and analyses to internal stakeholders, to influence their decision making.
Nice-to-have skills and experience
  • Demonstrate their experience of working with diverse public sector organisations
  • Provide examples of managing diverse stakeholders with differing view point
  • Have general commercial and public sector procurement experience

How suppliers will be evaluated

How suppliers will be evaluated
Opportunity attribute name Opportunity attribute value
How many suppliers to evaluate 3
Proposal criteria
  • The proposed approach and methodology
  • How the approach or solution meets the business or policy goal
  • How they’ve identified risks and dependencies and offered approaches to manage them
  • The proposed technical solution
  • Value for money
  • Team structure and organisational make-up
  • Please provide Work Histories of all proposed team members. All submitted Work Histories will be scored as a set.
  • All proposed team members must provide evidence that demonstrates they meet all the cultural fit criteria
Cultural fit criteria
  • Work effectively as part of a multidisciplinary team and across a variety of stakeholders.
  • Stand up for the needs of the user and champion the agreed business need.
  • Work well with autonomy and have the integrity to be trusted to progress their own work without close supervision.
  • Challenge poor practice.
Payment approach Capped time and materials
Assessment methods
  • Written proposal
  • Work history
  • Presentation
Evaluation weighting

Technical competence

60%

Cultural fit

20%

Price

20%

Questions asked by suppliers

Questions asked by suppliers
Supplier question Buyer answer
1. Are you looking for 1 FTE (which might be a different person across the year depending on required skills)? This is an outcomes-based required so we're neither prescribing the types or range of skills or capabilities that potential suppliers may bring to bear on achieving these outcomes, nor the numbers of people with those skills or capabilities. Potential suppliers should propose a team profile over the course of the 12-month contract period that they feel would best achieve the required outcomes.
2. Can you clarify the deliverables we are expected to produce? Using the discovery findings available, across the three high-level areas we would expect a range of initiatives to have been designed, tested with users, iterated accordingly and incrementally implemented, with a good sense of further developments that could be delivered in a subsequent contract, or this contract if extended. This should also include the transfer of knowledge, skills and capability to internal GDS / CCS teams so that they're able to continue as much of the work as possible.
3. Is there an internal team that we will work with and what are their skills / capabilities? Yes, in GDS there is the Digital Marketplace and the Digital Commercial Programme teams. The nature of the outcomes may require some engagement with other parts of GDS. In CCS there is the Digital Future and the Procurement Operations teams within the Technology Strategic Category, as well as the Digital Services team, and Policy Implementation team. It is unknown yet whether another supplier will also be supporting this engagement, however the potential supplier should be suitably skilled and experienced in working effectively as part of multidisciplinary team and across a variety of stakeholders, in product-led environment, based on agile principles.
4. Why was the tender re-issued? Some elements of the opportunity needed updating.
5. With the potential changes in the regulatory environment due to Brexit, with one option being to maintain regulatory compliance with the European Union, why is this exercise being carrying out now? Is the intent to maintain the current framework, whilst supporting more rapid procurement? This opportunity has been published now because we require action to be taken across the three high-level areas, over the course of the next 12 months, and potentially beyond. We expect that whatever initiatives are implemented, these will be designed for constant evolution, able to adapt to changing circumstances. If any of the initiatives designed and implemented identify opportunities for improvements to procurement and contracting, which are outside of the scope of this brief, these can be shared with appropriate stakeholders for discussion and consideration.
6. What experience does the panel have in evaluating new, innovative practises for procurement, especially from innovative organisations in the private sector? The panel is sufficiently skilled and experienced to evaluate potential suppliers' responses to this opportunity, using the criteria set out within.
7. What would the organisation like to get to? Can the organisation expand its example below to give a detailed "case" of a situation that they'd like to have solved differently, faster, at less cost etc? "As a user I need: a simple clear and fast method to commission specialist resources and capabilities from suppliers So that: I can deliver digital, data and technology programmes and projects" Please use Given... When... Then... syntax to expand this for the primary scenario (aka Happy Path). Expanding on example provided and in response to 'Given / When / Then' syntax, find here one example from a negative perspective or an 'unhappy' path:

Given: friction can occur at various stages throughout the end-to-end procurement and contracting process
When: there's a cultural, behavioural and operational mismatch between digital, data and technology delivery teams and commercial, procurement, finance and HR (i.e. 'business' teams)
Then: which can lead to an expansion of timescales, frustrations on all sides (including suppliers involved in the process), and lack of trust and empowerment between the digital, data and technology delivery teams and 'business' teams
8. Please can you confirm if there is an incumbent supplier who has been supporting the ongoing Discovery work? One incumbent supplier has supported the research and analysis work relating to the 'flexible service/resourcing models to support cross government demand' element of this opportunity. A summary of their work will be included in the information on the three areas of focus from the on-going discovery, which is being reviewed internally and will be made available to the shortlisted suppliers.
9. Please can you describe how this work interfaces with the Government Commercial Function/Crown Commercial Services? The Digital Marketplace team and Digital Commercial Programme team in GDS have predominantly been working with the following CCS teams: the Digital Future category team and the Procurement Operations team within Technology Strategic Category, as well Digital Services team, and Policy Implementation team. In work relating to Supplier Standard for Digital and Technology Service Providers (https://www.gov.uk/government/consultations/supplier-standard-for-digital-and-technology-service-providers/supplier-standard-for-digital-and-technology-service-providers), GDS has also worked with Government Commercial Function as they developed their Supplier Code of Conduct (https://www.gov.uk/government/publications/supplier-code-of-conduct), which was published September 2017. The Crown Commercial Service and the Government Commercial Function, are significant stakeholders in the delivery of the required outcomes of this opportunity.
10. Will Security Clearance be sponsored? It is preferred team members have security clearance however GDS can sponsor the security clearance process. The cost of the process will be charged to the supplier.
11. There are many possible improved end states that procurement of digital services can reach within the CCS and OJEU procurement rules. The UK procurement process is the longest and most expensive in Europe by some margin. Its also the most cumbersome, with suppliers having little confidence in UK Gov's ability to evaluate submissions effectively. Lowering participation. The vast majority of the change is culture & capability. This may take longer than 12 months to complete sustainability. What would be defined as a successful endpoint in the 12 months? By end of the 12-month period, across the three high-level areas we’d expect a range of initiatives to have been designed, tested with users, iterated accordingly and incrementally implemented, with a good sense of further developments that could be delivered in a subsequent contract, or this contract if extended. This should also include knowledge transfer to GDS / CCS teams. We expect initiatives implemented to be designed for constant evolution, able to adapt to changing circumstances. If opportunities arise for improvements to procurement and contracting, which are outside of this brief’s scope, they’ll be shared with appropriate stakeholders for consideration.
12. How many people are expected to be involved in the programme? Is there a desire to change "all of them" at once, or would the desire to be to incrementally delivery a solid robust smaller team, who can "train the trainers" in real world settings, to allow for a self-sustaining coaching and development within CCS services? We're neither prescribing types / range of skills / capabilities that potential suppliers may use to achieve these outcomes, nor numbers of people with those skills / capabilities. Potential suppliers should propose a team profile over the contract period that they feel would best achieve these outcomes. Across the three high-level areas we’d expect a range of initiatives to have been designed, tested with users, iterated accordingly and incrementally implemented, with good sense of further developments that could be delivered in a subsequent contract, or this contract if extended. This should also include knowledge transfer to GDS / CCS teams.
13. Please can you confirm the implementation timetable to implement changes to the reforms ie. pre/post EU Exit as this will impact what is and isn't potentially possible? By end of the 12-month period, across the three high-level areas we’d expect a range of initiatives to have been designed, tested with users, iterated accordingly and incrementally implemented, with a good sense of further developments that could be delivered in a subsequent contract, or this contract if extended. This should also include knowledge transfer to GDS / CCS teams. We expect initiatives implemented to be designed for constant evolution, able to adapt to changing circumstances. If opportunities arise for improvements to procurement and contracting, which are outside of this brief’s scope, they’ll be shared with appropriate stakeholders for consideration.
14. To clarify, can we ask what phase in line with the GDS Service Manual this procurement is for? Also what phase this budget is expected to cover. So far discovery research and analysis has been undertaken, therefore we may assume that this opportunity relates to alpha and beta; by the end of the 12-month period, across the three high-level areas we would expect a range of initiatives to have been designed, tested with users, iterated accordingly and incrementally implemented, with a good sense of further developments that could be delivered in a subsequent contract, or this contract if extended. This should also include knowledge transfer to GDS / CCS teams. The stated budget is expected to cover the costs of achieving the required outcomes for this opportunity.
15. What roles do you envisage the team being made up of This is an outcomes-based requirement so we're neither prescribing the types or range of skills or capabilities that potential suppliers may bring to bear on achieving these outcomes, nor the numbers of people with those skills or capabilities. Potential suppliers should propose a team profile over the course of the 12-month contract period that they feel would best achieve the required outcomes.
16. Where can we find more information on the contracting reforms? Information on the three areas of focus from the on-going discovery, is being reviewed internally and will be made available to the shortlisted suppliers.
17. Who (please list if poss) are the stakeholders on the project? The Digital Marketplace team and the Digital Commercial Programme team (GDS) have predominantly been working with the following CCS teams: Digital Future category team and Procurement Operations team within Technology Strategic Category, as well as Digital Services team, and Policy Implementation team. In work relating to the Supplier Standard for Digital and Technology Service Providers (https://www.gov.uk/government/consultations/supplier-standard-for-digital-and-technology-service-providers/supplier-standard-for-digital-and-technology-service-providers), GDS has also worked with Government Commercial Function as they developed their Supplier Code of Conduct (https://www.gov.uk/government/publications/supplier-code-of-conduct), which was published in September 2017. The Crown Commercial Service and Government Commercial Function, are significant stakeholders in the delivery of the required outcomes of this opportunity.
18. Is this work for Central Government or to include Wider Public Sector? The work is likely to span central government but due to the nature of the scope, local government and wider public sector should also be considered.
19. How have you calculated the maximum budget? A estimate of around £25k per month as a cost for delivery, with some room for additional expenses if business travel is required on the project. (All travel is subject to approval in advance and must adhere to Cabinet Office Travel and Subsistence Policy.)
20. Can the Authority clarify the percentage scores for each of the Essential and Nice to Have criteria. We have not individually weighted the criteria. The total score at the end of the assessment stage will be weighted by the percentages published.
21. In relation to question 4: Is this question asking for examples where we have demonstrated three years’ experience within a business change environment at one client or three years’ experience within a business change environment overall? Three year's experience overall.
22. Please can you advise whether securing this opportunity and supporting GDS with their procurement strategy may lead to the supplier being precluded from future digital procurement delivery under GDS and other government departments? No; securing this opportunity will not preclude the successful supplier from future digital procurement delivery under GDS and other government departments, providing any potential conflicts of interest are disclosed and managed appropriately by contracting authorities.
23. Given this service is in Alpha, can information on the three areas of focus from the on-going Discovery (being reviewed internally) be released to support DOS applications. Please see attached: https://drive.google.com/file/d/1LVNzphWQc8XjFBvpHojCAcBD_eK3KAzn/view?usp=sharing