Awarded to Chaucer Consulting

Start date: Monday 21 January 2019
Value: £514,000
Company size: SME
Home Office

Home Office – Law Enforcement Portfolio – Landscape Mapping

15 Incomplete applications

9 SME, 6 large

11 Completed applications

5 SME, 6 large

Important dates

Wednesday 10 October 2018
Deadline for asking questions
Wednesday 17 October 2018 at 11:59pm GMT
Closing date for applications
Wednesday 24 October 2018 at 11:59pm GMT


Summary of the work
Provide independent portfolio management across Law Enforcement national technology landscape. Perform integrated planning, risk and dependency identification and management. Maintain governance &oversight processes. Implement interconnected outcomes planning and realisation, and consistent programme management deliverables. Document related business, technical and architecture standards. Advise and inform clients on landscape issues with mitigations.
Latest start date
Saturday 1 December 2018
Expected contract length
2 years. Individual SoWs will be agreed for specific periods and requirements as they arise.
Organisation the work is for
Home Office
Budget range

About the work

Why the work is being done
The Home Office and the National Police Chiefs’ Council are currently implementing a number of National Law Enforcement initiatives. These have been mapped onto an application landscape using a VMOST approach, together with a joined-up critical milestone timing plan. This work must be taken forward to enable a more effective portfolio management approach and ensure that the initiatives are operating in a complementary manner (identifying any overlaps or gaps), understand any critical dependencies and map the critical milestones so that the Police Forces are able to ensure their business readiness.
Problem to be solved
Maintaining engagement with the various programme teams.
On boarding of further projects that come into scope;
Collection and maintenance of project data including planning, risk and Dependency and critical milestone identification;
Support and mange systems for reporting and governance.
Benefits management;
Implementation and improvement of a programme view;
Continually refresh and keep current all portfolio data;
Prepare management information across the landscape and specifically a connected and overarching view of the vision of these programmes in totality every 6 months within this parliament so as to provide a clear picture of the overall agenda for the digital transformation.
Who the users are and what they need to do
Users include but are not limited to law enforcement (Police Forces including Commissioners, National Crime Agency, etc), Home Office (Crime, Police & Fire Group and Digital, Data & Technology), College of Policing, Police ICT Co, Office of Security and Counter Terrorism.
Early market engagement
Any work that’s already been done
This requirement has been ongoing for 2 years and now enters a period of re-competition. A period of transition is expected between suppliers and should be provisioned for.
Existing team
The supplier will be working with civil servants, NPCC & APCC staff, Police Forces, programme teams, the Police ICT Co and multiple suppliers across various strands of work for delivery of the programmes.
Current phase

Work setup

Address where the work will take place
National Police Chiefs’ Council offices at 10 Victoria Street, London; Home Office London Sites: 2 Marsham Street and Croydon.
Working arrangements
General office working hours, core 10-4, Monday – Friday. Expenses will conform to HO internal policies and will not be payable within the M25. Occasional travel to other Police Forces (or partner organisation) offices may be required.
Security clearance
All staff must be security cleared (or be willing to be cleared) to SC level (required) along with NPPV3 Police Clearance (Desired).

Additional information

Additional terms and conditions
Standard DOS Terms and Conditions. Statements of Work can be T&M, Fixed Price or other.

This Call-Off Agreement is one of a number of agreements across the law enforcement area and the Customer requires that no single supplier can perform both a client side management role and a delivery role in this space, unless expressly permitted by the Home Office. For the avoidance of doubt, the provision of client side management and delivery roles across different programmes and areas within the Home Office will be permissible.

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 evidence of ability to rapidly establish credibility with senior management in the relevant business areas within the last twelve months.
  • Agility and flexibility to respond to changing demand and priorities e.g. from customer needs or own analysis within the last twelve months.
  • Demonstrable experience of delivering portfolio support and advice at a senior level across multiple technology programmes within the last twelve months.
  • Demonstrable experience of the creation and management of portfolio analysis models (e.g. VMOST) in a technology environment within the last twelve months.
  • Demonstrable experience of reviewing landscape complexity and assessing opportunities for improvement to both business and technology stakeholders within the last twelve months.
  • Proven capabilities and qualifications in portfolio and programme management within the last twelve months.
  • Demonstrable evidence of establishing demand and benefits management processes across a broad programme landscape within the last twelve months.
  • Demonstrable evidence of providing reports &assessments across the scope of work which are independent of suppliers working on constituent major projects (>£1million) &without potential conflicts of interest within last twelve-months
Nice-to-have skills and experience
  • Demonstrate experience of working successfully in a challenging and complex public-sector environment.
  • Familiarity with current Law Enforcement technology and related infrastructure, Policing strategy e.g. Policing Vision 2025, and Home Office priorities.
  • Awareness of the current main digital projects in the policing space and likely challenges they will encounter.
  • Experienced as a team; self organised having an ability to work on their own initiative and without constant direction.
  • Access to a range of additional resource and networks.
  • Proven track record of working in a multi-stakeholder environment and of bringing organisations together to deliver a shared objective.

How suppliers will be evaluated

How many suppliers to evaluate
Proposal criteria
  • Engagement and approach
  • Mobilisation
  • Team organisation and diversity
  • Team members skills and experience
  • Analytical Methods (VMOST)
  • Structured approach to deliverables/ outputs etc.
Cultural fit criteria
  • Work collaboratively with permanent staff and other suppliers.
  • Provide diversity of experience and ways of operating.
  • Be open, honest and transparent.
  • Share knowledge and participate in skills transfer.
  • Have a committed, proactive and professional approach to work.
  • Be flexible in adapting to meet changing priorities and business requirements.
Payment approach
Time and materials
Assessment methods
  • Written proposal
  • Work history
  • Presentation
Evaluation weighting

Technical competence


Cultural fit




Questions asked by suppliers

1. How will shortlisted suppliers be assessed?
Written proposal including anonymised profiles of proposed staff to demonstrate cultural fit criteria;
Work history – outcome based;
2. Are the experiences of proposed team members acceptable as evidence, if those experiences were when engaged with previous employers and not with the organisation applying?
Yes as long as they are within the currency requirement stated i.e. the last 12 months.
3. Can you confirm if the assignment sits inside or outside of IR35?
This is for an Outcome not a Specialist so IR35 is not applicable.
4. What is the daily pay rate for this assignment?
This is for an Outcome not a Specialist so there is no daily pay rate.
5. If the candidate has an existing SC Clearance, will the candidate be allowed on site, whilst the NPPV3 is being processed by the client?
Team members with confirmed Security Clearance will be allowed on site while NPPV3 is processed.
6. Are you open to use of analytical methods other than VMOST, or if this is a mandatory requirement?
Yes but these are to be discussed with the Home Office to analyse suitability, with VMOST required as a fall-back option.
7. What is the current tool or system (if any) in use at present for the management of the project portfolio?
Microsoft Office tools and Sharpcloud (visualisation tool). We are open to the suggestion of new tools but they must be compatible with HO and Police systems and require zero/minimal ongoing costs outside of this contract to support business-as-usual operations – if accepted.
8. How many projects are currently managed within the portfolio and what are their complexity levels?
Currently 16, although this number evolves depending on lifecycles, and the totality is complex but all employ standard programme management practices.
9. What is the expected number of projects that are likely to come in and out of scope over the next two years?
This information will be released in the Invitation to Tender document issued to shortlisted bidders.
10. Are each of the individual projects managed with a consistent tool such as MS Project and have consistent accounting practices?
No as they are led and managed by different organisations e.g. the Police and Home Office, who naturally have their own operating procedures.
11. The hours of operation are specified as 10 – 4. Is any support required outside of these times and if so to what level?
As stated in the advertisement working arrangements are General office working hours, core 10-4, Monday – Friday. This means that the core working hours are 10-4 around which general office hours apply.
12. How many users are there of the current system both in the incumbent suppliers team and the HO users?
We do not understand the question; what "system" are you referring to?
13. Can you please provide more clarity on what is defined as “client-side management role and delivery role” in relation to the additional terms and conditions section? In relation to what is meant by “delivery role” can you please describe what is covered in this definition?
The term ‘client-side management role’ refers to the scenario whereby an external supplier is working within and on behalf of the Home Office, representing and protecting its interests through delivery of technology programmes.

Client-side capability can cover any delivery role, including but not limited to Programme & Project management, PMO functions, Technical roles, Systems Integration roles, Implementation roles and Business Change & Transformation roles. ‘Delivery role’ in this context refers to the scenario whereby an external supplier is doing work for, but not working on behalf of, the Home Office, acting as an independent entity from the Home Office.
14. Specifically, which programmes are in scope of this constraint as you describe by the term “a number of agreements across the law enforcement area”?
This information will be made available to shortlisted bidders within the Invitation to ender documentation.
15. What is the number of regular reports that are currently delivered?
We will work with the supplier to design suitable performance management arrangements which meet key stakeholders needs, and these may or may not remain as per the current process.
16. With regards to an opportunity posted 2 years ago ( ), is there an incumbent supplier we would receive a handover from?
Yes; details will be provided to the successful bidder.
17. Does TUPE apply to the incumbent supplier?
TUPE will not apply.