HM Courts and Tribunal Service (HMCTS) & Crown Prosecution Service (CPS)

Crime Programme Automated Track Case Management (ATCM)

Incomplete applications

9
Incomplete applications
6 SME, 3 large

Completed applications

18
Completed applications
10 SME, 8 large
Important dates
Opportunity attribute name Opportunity attribute value
Published Friday 5 April 2019
Deadline for asking questions Friday 12 April 2019 at 11:59pm GMT
Closing date for applications Friday 19 April 2019 at 11:59pm GMT

Overview

Overview
Opportunity attribute name Opportunity attribute value
Summary of the work Provide solutions to enable functionality that will include:
- DVLA SJP case progression
- Single/multi-defendant Police SJP case progression
- Enabling multiple Magistrates to work on SJP cases
- Enhancements to ATCM
- Migration to the API model with decommission of current solution
- Management/redress of live service issues
Latest start date Monday 6 May 2019
Expected contract length Initial 16 months (until August 2020), with option to extend for up to a further 6 months
Location London
Organisation the work is for HM Courts and Tribunal Service (HMCTS) & Crown Prosecution Service (CPS)
Budget range The total Supplier charge will be evaluated as per the DOS evaluation criteria % with the lowest bid achieving the highest percentage score.

The initial Statement of Work and ATCM Roadmap is available upon request. It is recommended that interested parties request this document.

Target Rates:
Delivery Manager: £700
Developers: £650
Tester: £700

Up to £3,000,000. However it should be noted that the contract will not commit the Buyer to any spend until services are called off by SOWs.

About the work

About the work
Opportunity attribute name Opportunity attribute value
Why the work is being done The Single Justice Service (SJS) contains all services delivered by the Magistrates’ court which can be considered by a single magistrate building on the Single Justice Procedure (SJP) (introduced to process 850,000 non-imprisonable cases). SJS seeks to deal more proportionately with least serious offences.

SJS is underpinned by ATCM, allowing cases to be managed digitally by magistrate courts without the need for paper. The service is live for cases prosecuted by Transport for London (TfL) and a pilot is underway for TV Licensing (TVL) cases. Functionality uplifts are needed to enable roll out to the DVLA, Police and non-police prosecutors.
Problem to be solved The ATCM service is live for cases prosecuted by TfL and a pilot is underway for TVL cases. Subject to legislation changes and Government Digital Service (GDS) assessments, functionality uplifts are needed to enable roll out to DVLA, Police and other smaller non-police prosecutors. This includes roll out functionality to refer cases to magistrates’ court where a defendant plea requires a court hearing, implementation of the transparency feature (publish online) and a national TVL rollout will follow.
Who the users are and what they need to do There are around 850,000 low level offences that could be dealt with under the SJS. ATCM provides a digital platform which allows prosecutors to create cases, court administrators to update cases and magistrates to adjudicate cases with the help of legal advisors. Defendants are also able to plead online via a citizen facing service (instead of a paper plea) which interfaces with the ATCM service. The purpose is to completely digitise the entire process without the need for paper.
Early market engagement
Any work that’s already been done So far, the ATCM service has been live for cases prosecuted by TFL and TVL. The prosecutors can create the cases by uploading them via UI or via an API into ATCM; and the single magistrate can adjudicate the case with the support of a legal adviser – all on a digital platform without the need for paper.

ATCM is a system of record and has dealt with over 21000 cases online – giving rapid certainty to those involved and reducing the need for physical transportation of files.
Existing team We are looking for a supplier that can provide an Agile team who can take the roadmap and deliver against it. We are looking for the supplier to advise on the optimum team to deliver this. The supplier will have access to the following functions: Business Analyst, UX Researcher, Content Designer, Business Product Owner. These roles will be a mix of contractors and Civil Servants with, on average, one year’s experience within the programme.
Current phase Beta

Work setup

Work setup
Opportunity attribute name Opportunity attribute value
Address where the work will take place Southern House, Wellesley Grove Croydon CR0 (the "Base location", although some visits to other locations may be required.)
Working arrangements The team will report to the Programme Director. Quality and performance standards are set by the Test Practice Lead. The team will work to SAFe Agile principles. Work will be tracked and monitored on Atlassian Jira and quality documentation using Confluence. Adherence to Programme and MOJ security governance and standards is mandatory and only approved products are to be used. The team will be required to work from the Base location 5 days-a-week (Monday to Friday) with out-of-hours and weekend working in support of planned releases. Participation in stand-ups, planning sessions, show & tells and retrospectives as required.
Security clearance BPSS (Disclosure Scotland dated within 3 Months of start date)

Additional information

Additional information
Opportunity attribute name Opportunity attribute value
Additional terms and conditions The initial Statement of Work (SOW) will be Time and Materials but the Buyer will be reserving the right in the contract to use alternative payment mechanisms such as Fixed Price or Capped T&M for future SOWs.
Expenses shall be submitted in line with the MOJ Standard T&S policy and agreed in advance of expenditure.
Liability Insurance –minimum level of cover £5,000,000
Professional Indemnity –minimum level of cover £1,000,000
Suppliers shall provide transparency to the Buyer on the rates paid to resources and any third parties in the supply chain.

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
  • Providing references, demonstrate how you have planned and delivered Agile projects, within complex transformation programmes(5%)
  • Providing references demonstrate how you have adopted waterfall methods for tracking and reporting progress alongside Roadmap based planning.(5%)
  • Providing references, demonstrate how you have designed and delivered microservice based products; including system integration, where there are teams from multiple suppliers, managing multiple cross stream dependencies(6%)
  • Providing references ,demonstrate your ability to deliver capability within an existing enterprise governance framework (including pre-existing architecture, engineering practices, CI/CD pipeline and QA approval processes). (4%)
  • Providing references, demonstrate your ability to provide close knit, technically led JAVA development teams. It is essential you can demonstrate they have experience of successful efficient delivery as pre-existing teams.(6%)
  • Providing references, demonstrate your approach to agile testing and QA including automation tools, unit, integration, functional, non-functional tests(4%)
Nice-to-have skills and experience

How suppliers will be evaluated

How suppliers will be evaluated
Opportunity attribute name Opportunity attribute value
How many suppliers to evaluate 5
Proposal criteria
  • Outline your understanding of the challenge. Please provide an overview of your approach to fulfilling these needs. Explain how you would organise and manage your team to deliver the requirements(4%)
  • Using references, describe where and how you successfully delivered microservice application services that integrate functionality from multiple projects/suppliers. Show how collaboratively you consumed and delivered these services, explain the governance(4%)
  • Describe how you would work with existing team members (from various suppliers and civil servants) to exploit expertise and knowledge gained from work to date (federated delivery model).(4%)
  • Explain your proposed delivery model. Describe solutions to key challenges and present the resumes for the proposed team(4%)
  • Explain how you would manage dependencies between components and from the business applications that will be dependent upon the components you deliver.(4%)
  • Provide case studies of relevant previous engagements articulating lessons learnt and avoidable challenges for similar service development/support. Identify the relevant team members that worked on the service development. (4%)
  • Describe your ability to flex your service offering to meet rapid demand/technology change, including resource rotation/replacement within a 2-week notice period without reducing the team’s velocity.(3%)
  • Providing references, evidence where you have delivered outcome based solutions – working to Agile and waterfall methodologies (3%)
  • Describe the KPIs you have contracted against, the governance to manage the delivery and associated penalties/resulting actions for non-delivery.(2%)
  • Explain the Value Proposition; including detail of the methodology you intend to apply for future fixed price SoWs including transparency on your % risk premium to be applied(3%)
Cultural fit criteria
  • Explain how you’ll ensure collaboration at all levels of the project and programme delivery between users, team members and management. Give examples of where you have taken this approach.(2%)
  • Explain how you would maintain a no-blame culture and encourage people to learn from their mistakes and provide examples of this.(2%)
  • Explain how will work closely in partnership with other suppliers and HMCTS to deliver solutions in a collaborative and efficient manner.(1%)
Payment approach Time and materials
Assessment methods
  • Written proposal
  • Case study
  • Work history
  • Reference
  • Presentation
Evaluation weighting

Technical competence

65%

Cultural fit

5%

Price

30%

Questions asked by suppliers

Questions asked by suppliers
Supplier question Buyer answer
1. Please advise the IR35 status of the future contract? CP currently assess this opportunity to be a Services contract and outside of the scope of IR35. We are not in a position to speculate on any future assessments of IR35 which may be undertaken by HMRC.
2. How do I request a bid pack and 1st Draft SOW? Please email Crime-Commercial@justice.gov.uk and request a bid pack.
3. "Could you break apart some of your questions so that we can give a proper response to them.

This example is three questions/requirements in one:
Using references, describe where and how you successfully delivered microservice application services that integrate functionality from multiple projects/suppliers. Show how collaboratively you consumed and delivered these services, explain the governance.

..and will be almost impossible to answer properly in 100 words.
"
The Authority is unable to break apart the question.
Where word limits have been imposed you are advised to ensure your response addresses the essential elements of the question.
4. Are you looking to extend the existing out-of-contract ATCM team or are you actively looking for a new/additional supplier? This procurement is for a new service which has not been previously tendered.
Depending on the outcome of the evaluation, we hope to appoint a supplier to provide the new service.
5. Could you indicate who undertook the Discovery and the Alpha phases please? Information on the supplier responsible for the discovery stage is confidential, however bidders are advised that the work was undertaken by a range of suppliers working together under a "rainbow" team. Bidders should note we are currently in Alpha.
6. Can you please explain the level of detail required for references within the 100-word limit for each response? Where word limits apply, the level of detail should be sufficient to demonstrate compliance with all elements of the questions.
7. Who are the incumbent suppliers delivering Beta for HMCTS and CPS? Bidders are advised we are currently in Alpha.
Due to the confidentiality nature of the contracts we are unable to divulge the names of the incumbent suppliers.
Please note, this service is for HMCTS and not CPS.
8. Previous HMCTS responses where references have been requested, they've not needed to be included in the 100 word response but emailed separately. Please can you confirm if this is the case here? If the question refers to the use of references, as in "providing references" then bidders should evidence / demonstrate (within their response) how the solution was implemented elsewhere.
If the question relates to the Authority specifically requesting you to submit references, then these may form the next stages of the procurement process and may be emailed separately, if and when requested by the Authority.
9. "In terms of day rates, we understand these are ""Target"" rates, therefore we could submit higher rates? (Appreciate we would therefore score lower marks).
We may choose for some roles to be higher and others lower. Will it therefore be an average day rate that will be used for assessment?
"
Bidders are able to submit higher or lower rates than the target rates included in our requirements, all submitted rates will be evaluated in line with the evaluation methodology.
10. Please could you confirm who completed the Discovery and Alpha Bidders are advised we are currently in Aplha.
Due to the confidentiality nature of the contracts we are unable to divulge the names of the incumbent suppliers.
11. Please can you explain what you mean by “pre-existing teams” in terms of the service that you are looking for suppliers to provide? The make-up of our pre-existing teams vary, however as an example a team could consist of: Delivery / Release managers, Developers (front and back), Testers, UX, DevOps, Business Analysts, all from a range of suppliers.
12. Given that the deadline for submission is close of Good Friday, rather than publishing the answers to questions by close of Thursday could these be published on Wednesday 17 April? The Authority intends to publish responses on an ongoing basis prior to the deadline. The final publication date for responses will be 18 April.
13. "1. All your questions are asking about references, do you want us to provide more than one example at the RFI stage
2. For references do you want us to provide a separate reference sheet with the basic details
"
"1. Bidders should note our request for references within the questions relate to the bidder evidencing / demonstrating (within their response) how the solution was implemented elsewhere.
One example within your response would be sufficient for this stage of the process.
2. At this stage in the process, we do not require a reference sheet."
14. You have said that, "Quality and performance standards are set by the Test Practice Lead".
Please could you provide the current performance standards for test and show how they are expressed?
Where and if relevant, the Authority may provide the standards to suppliers who pass the first stage of this tender process and are subsequently invited to stage 2 of the process.
15. "1. What’s the point of exit of the incumbent suppliers from a delivery perspective?
2. What’s incumbent suppliers contractual obligations of a successful handover; is the documentation completed, release phase appropriate, eg: not half way through a Go-Live?
• Please clarify the numbers on the right hand side on the road map slide eg:90, 20 etc
• What are your release management structure and processes? Eg: Dev, Test, UAT, and Live
"
"1. In accordance with guidelines, DOS contracts are in place for a limited period only. When a contract ends, all services provided by the supplier under the contract ends.
2. The handover arrangements will be available to the successful supplier who passes both stages of this procurement and is subsequently awarded the contract.
3. The numbers on the right hand side of the slide refer to ""programme points"". This indicates the effort required to complete the activities.
4. The Authority's opinion that this item is relevant to the second stage of this process, and not this initial stage."
16. You reference that “the team will work to SAFe Agile principles.” Please could you characterise how the Programme is applying SAFe principles, with respect to the “SAFe Implementation Roadmap”. The programme has commenced and is looking further to implement SAFe Agile principles as much as possible throughout the digital delivery builds recognizing the constraints as with all government departments that drive cost envelopes and delivery timescales. We are looking for perspective suppliers to identify areas for improvement.
17. With regard to SAFe, what is your Programme Increment pattern composed of? An example might be 4 development iterations, followed by one innovation and planning iteration? The current delivery roadmap is split into incremental development phases spread across the teams within the digital delivery space. This procurement focuses increments that will build the capability to enable the onboarding of multiple non-police prosecutors.
18. Can you please expand on essential skill 2? ("...how you have adopted waterfall methods for tracking and reporting progress alongside Roadmap based planning") How does this align with your intention to utilize agile development methodology? The agile development methodology is pivitol for software development however the build out of the infrastructure to support that capability is not necessarily appropriate to be built in the same way. In addition, as this is a government organization, the appropriate level of reporting and governance will be applicable and therefore the successful bidder will be required to respond to that requirement.
19. We note the requirement to deliver a number of EPICs in the first SOW with size of the team to be determined by the supplier. Is there a more detailed product backlog and will this be shared with suppliers shortlisted to the next stage? A more detailed backlog can be shared as appropriate during the 2nd stage of the procurement.
20. Have you been working with suppliers on the delivery of this project to date and if so can you advise who you have been working with, and the number of resources that are provided by each supplier. We currently have a number of rainbow teams that contain multiple suppliers. This project is in live service with this procurement being based on the uplift and onboarding of future users. The number of resources currently on ATCM is matched to the number requested in the first draft SOW.
21. Can you advise on the status of the current delivery activity? Are there any specific challenges you would like the successful supplier to overcome or process improvements that you would like delivered during this engagement? This delivery activity is in live service but for a limited numbers of cases. The challenge for the successful bidder will relate to the successful uplift in both numbers of cases when onboarding all of the remaining non police and police prosecutors while ensuring that the application is able to size, flex and scale.
22. In your statement of work it mentions extend NPP user journey to enable DVLA to access details of court decisions on SJP cases including and changes to case details. Will you provide the current User Journey to suppliers shortlisted to the next stage? Yes, this can be supplied at stage 2
23. In the ATCM Roadmap PowerPoint there are a number of small numbers next to each item. Can you advise what these mean? This is a high level estimation of the effort required to complete each increment.