Essex County Council

0590 Service Design Partner

Incomplete applications

17
Incomplete applications
13 SME, 4 large

Completed applications

19
Completed applications
14 SME, 5 large
Important dates
Opportunity attribute name Opportunity attribute value
Published Tuesday 17 July 2018
Deadline for asking questions Tuesday 24 July 2018 at 11:59pm GMT
Closing date for applications Tuesday 31 July 2018 at 11:59pm GMT

Overview

Overview
Opportunity attribute name Opportunity attribute value
Summary of the work To partner with an expert in service design and strategy for the internet age to:

-Provide senior management advisory and strategic support
-Embed user-centred design capabilities and an agile mindset across the organisation
-Support the development of our in-house service design capability and lay the foundations for sustainable digital services
Latest start date Monday 3 September 2018
Expected contract length 24 months
Location East of England
Organisation the work is for Essex County Council
Budget range This opportunity is formed of two elements:

1. Core strategic support, capability building, service design support and scoping of service design statements of work - up to £500,000 over 24 months.

2. Delivery of service design discovery, alpha and beta statements of work, to be scoped and defined in as part of core strategic support – up to £1,500,000 over 24 months. Please note that this is not guaranteed work, and each statement of work may be subject to additional internal governance and approval processes.

About the work

About the work
Opportunity attribute name Opportunity attribute value
Why the work is being done Essex County Council (ECC) works to enable better lives for people in Essex, and our Organisation Strategy (https://www.essex.gov.uk/Documents/Organisation_Strategy.pdf) articulates 4 priority areas of focus.

We need to think very differently about how we operate in order to achieve our ambitions whilst supporting the delivery of savings targets of £186 million by 2021.

We are looking to partner with an expert in service design and strategy for the internet age, to support, challenge and lead the work of the council’s teams, deliver efficiencies and embed user-centred design and an agile mindset as ‘the way we do things’ across the organisation.
Problem to be solved Our senior leadership teams require strategic support to help identify and explore transformational opportunities, and to move away from traditional delivery approaches and reliance on legacy systems.

A programme of practical capability development is required to shift the mindset, capabilities and delivery models of ECC teams towards being more citizen-focussed, and to embed these new approaches and an awareness of the Government Service Standards as ‘the way we work’.

Our ECC service design team requires support to develop its capability, capacity and roadmap of activity, and to build on its work to lay the foundations for sustainable digital services.
Who the users are and what they need to do As an ECC leader I need to identify and explore transformation and innovation opportunities, so that I can organise my teams and modernise services to effectively meet the needs of Essex residents and businesses.

As a corporate development leader I need to help my team develop and embed new capabilities and ways of working, so that we can deliver effective transformational support to the organisation.

As an employee of ECC I need to understand how and why our organisation is evolving, so that I am empowered to take advantage of new opportunities and do my best work.
Early market engagement None
Any work that’s already been done We have undertaken recent discovery work around a number of areas including:

- ECC’s approach towards user-centred design
- the implementation of government service standards
- the building of agile and service design capabilities and communities of practice
- analysis and improvement of adult social care and waste and recycling customer journeys
- early exploration around essex.gov.uk as a platform for public service in Essex
-prototyping and testing of a new alpha.essex.gov.uk website

The work in this opportunity will also be aligned to other existing ECC programmes of work which are delivering improvements to end user computing and cloud migration.
Existing team The ECC Corporate Development (CD) function was recently created to drive innovation across Essex County Council. It brings together a range of capabilities to support innovation including Strategy, Research and Customer Insight, Data Science and Analytics, Delivery and Service Design, Technology Services, Communications, Equalities and Partnerships and Commercial teams.

CD staff work in multidisciplinary delivery teams aligned against key organisational priorities.

It is envisioned that the partner will help to identify capability gaps and skills development opportunities, and will support the building of capability across CD teams to the benefit of the whole council.
Current phase Discovery

Work setup

Work setup
Opportunity attribute name Opportunity attribute value
Address where the work will take place Work will primarily be based at County Hall in Chelmsford, but there may also be a need to work with teams at other ECC and partner locations across Essex.
Working arrangements We generally encourage flexible working but the partner will be expected to spend an appropriate amount of time working on-site, with services, with users and teams across the County.
Security clearance Where working directly with vulnerable people the providers staff may need to hold DBS clearance (which may be gained during the contract).

In the absence of this, staff from the relevant service areas would need to be present and need to be considered as part of the work.

Additional information

Additional information
Opportunity attribute name Opportunity attribute value
Additional terms and conditions Service design statements of work will be defined as part of core support activity. Payment for individual service design statements of work will be tied to the definition and delivery of key deliverables, with a final payment on successful completion and sign off by the Executive Director for Corporate Development or other relevant Programme Strategic Board or Director.

Where appropriate payment will also be contingent on agreed transformational savings being met.

Further work packages defined in core support or service design statements of work activities may also be subject to a further procurement process.

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
  • Successfully delivering agile service discovery and alpha outcomes, to support complex transformation and the delivery of savings in a large-scale political organisation.
  • Successfully delivering agile service discovery and alpha outcomes, to support complex transformation and the delivery of savings in complex areas such as adults & children's social care.
  • Successfully deploying an effective, culturally integrated team to hit the ground running on the required date and that consistently delivers the required outcomes.
  • Successfully leading and coaching large public sector organisations through the digital transformation process, aligned to an agile service design methodology, including programmes of internal/external culture and behaviour change.
  • Successfully leading on the discovery, design, prototyping and testing of innovative or disruptive digital solutions.
  • Successfully establishing trusted advisory relationships with political and/or corporate leaders of local government organisations of a similar size and scale to ECC.
Nice-to-have skills and experience
  • Setting up and running innovation labs
  • Understanding and working within political environments and the challenges faced within the UK public sector
  • Accessing a wide network of partners and suppliers to compliment your skills

How suppliers will be evaluated

How suppliers will be evaluated
Opportunity attribute name Opportunity attribute value
How many suppliers to evaluate 3
Proposal criteria
  • Describe how your approach and methodology meets our needs in terms of providing senior management advisory and strategic support
  • Describe how your approach and methodology meets our needs in terms of supporting the ongoing development of our in-house service design team capacity, capability and roadmap
  • Describe how your approach and methodology meets our needs in terms of a programme of practical capability development
  • Describe your experience of delivering large scale savings through complex digital transformation projects in tight timeframes
  • Provide a case study which demonstrates how your approach has met user needs, and what sustainable benefits this has enabled
Cultural fit criteria
  • Demonstrate how you have established trusted advisory relationships with political and/or corporate leaders of local government organisations of a similar size and scale to ECC.
  • Demonstrate experience of working as part of a team within a complex organisation, outlining your style & approach to challenging the status quo.
  • Provide an example of where you have worked transparently & collaboratively when making decisions and recommendations.
Payment approach Capped time and materials
Assessment methods
  • Written proposal
  • Case study
  • Work history
  • Reference
  • Presentation
Evaluation weighting

Technical competence

40%

Cultural fit

20%

Price

40%

Questions asked by suppliers

Questions asked by suppliers
Supplier question Buyer answer
1. Please can you confirm if there are any incumbent suppliers that provide service design capability at Essex County Council, or have helped shape this opportunity? We have recently done work with FutureGov who have supported some of the activities listed in the ‘work that has already been done’ section. FutureGov have not been directly involved in the shaping of this opportunity.
2. Do you have any expectations/limits on maximum day rate for the consultants carrying out this work? We don’t have any preconceived expectations/limits on maximum day rates.
3. Socitm Advisory have recently been awarded a £1.9M contract with Essex County Council to deliver work packages aimed at transforming technology services function and developing ECC's technical portfolio of change. How does this 'Service Design Partner' piece of work fit in with the work which has already been awarded? Whilst the focus of the two pieces of work are very different there will clearly be some interdependencies between the work of the Service Design Partner and the ongoing development of our Technology Services function by Socitm Advisory. Due to the ‘discovery’ nature of both pieces of work our expectation is that these interdependencies will be explored ‘in delivery’, and that both partners will play an active role in helping us to explore and build effective interfaces and ways of working between these key functional areas, for the benefit of the whole organisation.
4. You mentioned you have undertaken recent discovery work - please could you confirm which organisation carried this out? Discovery work has been led by the ECC Service Design team, with support from FutureGov for some of the activities.
5. What are the biggest challenges you see to delivering on the plans you describe in the opportunity outline? Our main challenges are around having the capability and capacity to deliver transformational change across the organisation, whilst continuing to manage existing business as usual activities. The service design partner will support our Corporate Development teams to help services to think beyond their current pressures, and to explore how they might do things differently to meet the needs of users in the internet age.
6. Are you open to challenging service models or policy to achieve outcomes in addition to developing digital services? Yes, we are open to challenging service models and policy where appropriate. Please note that we expect to work closely with ECC service teams to ensure that they are part of the change journey and that proposed changes to service models or policy are supported and sustainable.
7. Are you adopting a GDS like focus on digitising transactional services or do you see the need to transform services to achieve goals? Local Government services are generally less ‘transactional’ than many central government services, and we will need to consider how we optimise all channels (including face to face support) in the design of services to support users in achieving their goals.
8. How closely are you integrating service design (digital) with transformation (workflow, process etc) activities? We do not view the design of digital services and changes to process or workflow as separate things: https://servicedesign.blog.essex.gov.uk/2018/03/26/service-design-not-digital/
9. We have 2 specialists that have filled this exact same role at other Local authorities, would you consider more than one application as due to the diverse nature of the role it may be that you miss the ideal specialist. In our opinion it would be sensible to review resumes rather than the questions, is that possible? We are looking to call off under the Digital Outcomes element of the framework, so would not expect separate submissions from individual Specialists.
10. You mention developing and embedding new capabilities and ways of working – could you expand on this. E.g. Are you looking to expand the service design capabilities or are you looking for a partner that can help with more wholesale behavioural changes across the Council. We are looking for a partner to help us build core capability in the service design team, and also to help teams across the wider organisation to develop an understanding and appreciation for user-centred design and agile approaches.
11. You mention that “A programme of practical capability development is required to shift the mindset, capabilities and delivery models of ECC teams towards being more citizen-focussed”. Could you please provide more detail about your thinking on this? The work of our service design team will be reliant on close collaboration with subject matter experts and management teams from across the organisation. Many of these teams operate and organise their work in more traditional ways, and our service design partner will work with us to help the wider organisation to understand the value of these approaches, and to explore how they might be adopted on a wider basis.
12. You mention “supporting the development of our in-house service design capability and lay the foundations for sustainable digital services”. Could you please provide more detail about your thinking on this? Our partner will help us to build on the initial work that we have started (as detailed in response to other questions), whilst helping us to develop a roadmap of activity and build relationships across the organisation and with our commissioned partners as appropriate. We see all of these activities as pre-requisites for the creation of high quality, user-centred and sustainable modern services.
13. Can we confirm that your focus is on service design rather than developing/changing your target operating model? Yes, our focus is on user centred service design, not changing the target operating model of the organisation.
14. You mention that you have “undertaken recent discovery work around a number of areas” – are there output documents from this work? If so are you able to make those reports available please? This initial work is on-going, and we regularly share progress around our approach and specific pieces of work on our blog at: https://servicedesign.blog.essex.gov.uk/
15. You indicate that “where appropriate payment will also be contingent on agreed transformational savings being met”. However your payment approach is “capped time and materials”. Can you provide more detail about your thinking on this, please? The core support element is capped time and materials. The reference to ‘Payment being contingent on agreed transformational savings being met’ relates to any additional statements of work, the payment details of which will be agreed during the core support period.
16. You mention savings targets of £186m by 2021. Is this net additional targets from this point or have some savings already been identified and/or delivered? Also, can you breakdown the savings targets by Directorate, please? This is a net additional target from now, and our approach is not to split targets by function – it is a corporate position. The budget report for 2018/19 stated a £35m gap in 2019/20, £92m for 2020/21 and £59m for 2021/22 to arrive at the £186m cumulative gap position.