This opportunity is closed for applications

The deadline was Wednesday 22 May 2019
Surrey County Council

Surrey County Council - Digital Transformation Partner

36 Incomplete applications

32 SME, 4 large

30 Completed applications

20 SME, 10 large

Important dates

Wednesday 8 May 2019
Deadline for asking questions
Wednesday 15 May 2019 at 11:59pm GMT
Closing date for applications
Wednesday 22 May 2019 at 11:59pm GMT


Summary of the work
Surrey County Council are seeking a partner to accelerate our transformation by helping the organisation to see that digital is a critical component of both service design and delivery to enable better outcomes for our customers/residents and to support us to deliver savings.
Latest start date
Thursday 20 June 2019
Expected contract length
3-8 months (to be confirmed within Proposals at Stage 2 of procurement process)
Organisation the work is for
Surrey County Council
Budget range
Initial estimate between £80,000-£100,000

About the work

Why the work is being done
Suitable teams available from June 2019– January 2020.
Digital Partner to deliver against Focus Area 1: A detailed engagement and design programme, reviewing existing Change plans by applying ‘Digital’, ‘Data’ and ‘Agile Working’ lenses. Identify opportunities and the value to implement new service designs, solutions and/or working practices within existing council transformation programme (2019/20 and 2021/22). Deliver against Focus Area 2 - Run facilitated workshops to explore and develop the vision for how digital, data and agile working opportunities will support Surrey’s Strategic plans, e.g. the Surrey Health and Wellbeing strategy. Full brief and deliverables at
Problem to be solved
See other sections and link to full brief
Who the users are and what they need to do
Surrey residents, Council staff and Partners organisations (e.g. Health, District and Borough councils, charities etc.)
Early market engagement
Recorded webinar
Since the webinar, we have decided to search the market for suppliers with relevant experience specific to the public sector, particularly in key areas of Adults and Childrens social care (A&CSC), Special Educational Needs (SEND).
Any work that’s already been done
Both Digital and Agile Workforce programmes established to support and enable the wider council Transformation Programme. Initial opportunities and proof of concept activities have been identified with some in delivery. A technology-based architecture and roadmap has been drafted identifying the areas for investment. Collectively this has met the objective of deploying an initial footprint of new capabilities which can be scaled to other use cases.

A summary of the projects already initiated by Digital and Agile teams is in the recorded webinar.

Proposed work considered as a Discovery to Alpha phase. Some use cases already delivered or in Beta.
Existing team
The Digital and Agile Workforce transformation programmes are delivered by the IT & Digital service. The programmes are supported by internal digital consultants, solution architects and programme managers in addition to project delivery teams including technical specialists.
Some of the other council service projects are supported by various external suppliers, Surrey County Council will coordinate where Statements of Work may overlap.
Specialist technology consultants are also used to implement specific technology capabilities as appropriate, Surrey County Council will coordinate where Statements of Work may overlap.
Current phase
Not applicable

Work setup

Address where the work will take place
Surrey County Council, County Hall, Penryhn Road, Kingston Upon Thames, KT1 2DW. Potential for travel and working within other Surrey County Council sites as appropriate.
Working arrangements
The people will keep Agile and Digital programme team hours in order to maximise knowledge transfer and integrate with team development processes: Monday to Friday based in our office starting work by 9.00am, 7.5 hours per day + lunch time.
The winning supplier’s personnel will be expected to work within the Programme project management protocols, reporting and approvals structure.
Security clearance
Individuals may be required to demonstrate or undergo Disclosure Barring Service checks.

Additional information

Additional terms and conditions
Surrey County Council will not reimburse expenses relating to participation in this procurement.
Suppliers should be aware that in the event that a contract is awarded, Surrey County Council does not reimburse supplier expenses. In exceptional circumstances that stance may change however all expenses must be pre-agreed by authorised personnel within Surrey County Council.
The successful supplier will be expected sign the Council’s Bidders Warranty statement

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
  • Suitable teams available for deployment from June 2019- January 2020. Confirm Yes / No.
  • Experience of developing a technology and data/insight led transformation plan delivering tangible benefits to existing public services within short timeframe (6-12 months) within Public sector organisations including A&CSC and SEND
  • Experience of applying design thinking to challenge existing public services business model to take advantage of emergent technologies. Higher scores for experience within A&CSC and SEND.
  • Experience of developing and informing digital strategies aligned to organisation strategic plans/objectives.
  • Ability to turn research data into clear findings to inform what you build
  • 3 years proven experience of iteratively designing and prototyping digital services as part of multidisciplinary team, using methods e.g. those outlined in Government Service Design Manual and Digital Service Standard
  • Referenced proof of experience of delivering improved customer outcomes and monetary savings within public sector services including Adults and Childrens social care, Special Educational Needs.
  • Experience within public services of deploying an effective, culturally integrated team to hit the ground running on the required date with a proven discovery/design methodology.
  • Demonstrable application of appropriate business analysis and design skills such as, customer experience/journey mapping, story boards, use case and user story definitions.
  • Have evidence of building capability in client departments and leaving a self-sufficient, sustainable internal capability.
Nice-to-have skills and experience
  • Outline examples of how you have acquired and applied sector specific industry knowledge to inform business process/model design within client organisations.
  • Expertise in architecting and developing scalable services using public cloud technologies.

How suppliers will be evaluated

How many suppliers to evaluate
Proposal criteria
  • Detail the processes and activities used for examination of Service Change Plans to challenge assumptions and identify new opportunities for savings and efficiencies.
  • Evidence methods and experience to identifying opportunities, designing use cases and defining value that will feed into Programme Plans for delivery by Surrey County Council.
  • Demonstrate how you will ensure that you will have continuity of service and provide realistic timescales and a thorough handover if key personnel move.
  • Team structure – including roles, responsibilities and how the team will adapt according to changing priorities.
  • Identify risks and dependencies and offer approaches to managing them while developing a digital service.
  • Demonstrate how you would measure success of this engagement programme experience working in multidisciplinary teams.
  • Cost controls against the proposed solution.
  • Please provide Work Histories of all proposed team members. All submitted Work Histories will be scored as a set against both the essential and nice-to-have criteria
  • Outline examples of how you have acquired and applied sector specific industry knowledge to inform business process/model design within client organisations.
Cultural fit criteria
  • Work as a team with our organisation and with other suppliers
  • Transparent and collaborative when making decisions
  • Have a no-blame culture and encourage people to learn from their mistakes
  • Ability to build a user centric digital service based on user needs
  • Fostering a collaborative approach to meet users’ needs or organisation challenges
  • Demonstrate the methods used and experience to upskill /knowledge transfer to Surrey County Council staff.
  • Experience of running service design workshops with all levels of staff and organisation leadership (1.5%).
  • Confirm that you do not work for or are associated with a software solution or technology platform provider (2.5%).
Payment approach
Capped time and materials
Assessment methods
  • Written proposal
  • Presentation
Evaluation weighting

Technical competence


Cultural fit




Questions asked by suppliers

1. Q1 ) You have asked for very specific essential experience of A&CSC and SEND. This will drastically limit the amount of suppliers that can respond and therefore limit the range of experience you will get proposals based on. Would Surrey CC consider broadening the required experience to public sector organisations in general to receive a variety of proposals and suppliers?
A1 ) We are looking to source a supplier with relevant experience in these niche areas as we feel this will provide the greatest benefit to Surrey County Council in progressing towards meeting our objectives. Adults, Children's Social Care and SEND are a critical focus area for our Transformation Programme.
2. Q2) Please state the weighting associated with each of the Proposal Criteria.
A2) Each of the Proposal criteria are equally weighted.
3. Q3) Can you please confirm whether teams are expected to engage full time for the length of the engagement?
A3) The resource model should reflect your experience in undertaking similar projects elsewhere to ensure Surrey County Council gets the maximum output from your team. We are open to suggestions regarding team structure and roles within the proposal (stage 2) of the procurement process.
4. Q4) Re: working arrangements – are you open to remote working plus regular on-site presence as opposed to full-time on-site presence?
A4) We are open to some remote working for preparation, write up and documentation however the expectation is that the partner will work closely with internal teams onsite for the majority of the time, with the need to engage directly with a range of public service staff.
5. Q5) “Experience of applying design thinking to challenge existing public services business model to take advantage of emergent technologies. Higher scores for experience within A&CSC and SEND."
Can you please confirm that you mean service design when you refer to design in this requirement?
A5) Yes we mean service design in a broad sense that takes account of both digital and the physical service provided to residents, partners or staff.
6. Q6) What is the current state of digital? (Surrey's existing practice). What Components/areas of governance included under current digital model ?
A digital programme is in place that has developed some proof of value/concept innovations across portals and online activity, automation, data & insight and IoT technologies. The target operating model indicates some high level design principles with some further, more technical, design principles also established. Surrey County Council has also signed up to the Local Digital Declaration which sets out some broad commitments to digital ways of working. A new governance framework is being established for the programme to include a Digital and Agile Workforce programme board.
7. Q7) What all civic/resident service portals are currently operational and will be considered under the purview of this statement of work?
A7) As part of the digital programme we have developed new customer resident portal. This is embryonic at this stage, but we hope will become the focal point for deployment of online services (where relevant) to improve the customer journey and service efficiency. Other portals are present and are relevant to specific technologies, such as a client portal for the social care application.
8. Q8 ) Is the portal informative/transactional (range of services offered)?
A8) The portal is intended to cover both of these aims for residents. We seek to improve the customer journey where we inform, interact, transact with residents and resolve enquiries at the earliest opportunity.
9. Q9) Has Surrey County’s existing Digital Program team completed primary User Research and have listed problem statements to be addressed in the Discovery Phase or that would be the work done in collaboration by Partner Team and existing team of Surrey County?
A9) We would expect the definition of some service problem statements to be established through this discovery programme. There are a number of areas of opportunity identified already, at differing stages of development to help target the work. However, we would also expect the partner to help assess the ambition of other service change plans to see how digital, data and an agile workforce could support these to assure benefits or achieve further benefits.
10. Q10) Would partner team be allowed to interact with actual users and observe them while they being at work or it would be more of analyzing existing Surrey County portal(s), various task-flows and identify potential problems that users may face and provide design solutions to those?
A10) All these avenues of research are potential options based on what may be most effective.
11. Q11) How many, which User Groups and Sample Size per Group are we targeting for primary user research?
A11) This will need to be prioritised as part of the work. As a guide, those user groups relevant to the services specified in the proposal would be a priority.
12. Q12) What defines success of this discovery phase in terms of deliverables/out come of discovery phase from UX Design Deliverables standpoint? For example – Paper Prototypes or Clickable wireframes or detailed visual design mockups are expected?
A12) Either may be acceptable as an output of the discovery phase dependent on the value of the opportunity/ies identified. The key requirement is to identify the problem statement/s to be addressed, the value proposition of the work, a high level design and a realistic plan to deliver. If possible prototypes would be highly valuable to engage and guide further exploration and delivery.
13. Q13) How is the resident registry managed, and what is the citizen identifier used? (Tax Identification Number/DOB)
A13) There is currently no unifying ‘resident registry’ in place. The digital programme will be implementing both a citizen identity and a new Data Management platform that will allow for a registry to be created, relevant to the service being provided.
14. Q14) What county portals need to be consolidated/unified for access under Single Sign On. Can you share URLs of these county portals for reference?
A14) This is not a core objective of the work, but improving customer experience is. This deliverable would not be expected as an output of this discover work.
15. Q15) What percentage of operations are currently 100% manual or semi automated (RPA suited)? What kind of automation exists?
A15) There are few end-to-end digital services within the council. A number of online transactions are available (see the Surrey County Council website). In addition, we have recently deployed a number of Robotics Process Automation processes, typically these have covered simple data transfer or backlog activities. We do not have sufficient information to provide a percentage at this stage.
16. Q16) Which county portals are form dominated and have high data usage/traffic?
A16) Please refer to Q7.
17. Q17) Where is the data currently stored (cloud based/data centers)?
A17) Both. The council makes use of both SaaS applications and also operates a Tier 3 data centre environment.
18. Q18) You have mentioned that technology-based architecture and road map has been drafted identifying the areas for investment. Could you please elaborate the technologies that are in consideration?
Enterprise Data Management Platform
Data Integration Platform
Online Portal
Robotic Process Automation
Chat Bots
Citizen identity solution/service
IoT Sensors (and associated Data repository)
Advanced Analytics tools for predictive modelling
AI capabilities
Cloud data processing capabilities

Mobile working platforms
Hybrid tablet/laptop devices
Enhanced network capability to support mobile end points
Personalised intranet
Deployment of MS Collaboration Tools

Rapid Application Development Platform
Customer ticketing SaaS product
Enterprise Data Discover and Dashboard
Existing collaborative intranet
Existing collaboration productivity suite
Existing RPA product
Existing data preparation tool
19. Q19) Are there any specific non functional requirements in consideration for the discovery phase, apart from the standard Performance, Security, Accessibility and Availability (To be detailed during discovery session)?
A19) Not identified as yet.
20. Q20) Its mentioned as part of the work already done, that a technology based architecture and road map has been drafted identifying areas of investment. Are block chain based DLT capabilities part of the technological road map ? Are the internal teams already working/focusing on any block chain-based initiative or use case for the council?
A20) The use of block chain technologies has not yet been explored, but that does not prohibit their inclusion if delivering value.
21. Q21) What all services are to be considered as part of Discovery phase and are all those services accessed from or there are any other portals too?
A21) This work will focus on the use of digital, data and an agile workforce to improve public services, both physical and digital services.

The focus is not a review of existing online content but in delivering meaningful change to public services using new technology capabilities to support and inform the physical service design.
22. Q22) Please share the current challenges and issues experienced on each of the county service/portal?
A22) To clarify, the focus of a Digital Partner will be to work alongside the programme team and staff from our core services to identify, explore and design opportunities to use Digital, Data and Agile Working technologies in the way we deliver services to the public. There are a number of varying online activities that can already be accessed by the public which include a number of unique portals (see ...
23. Q22) ...
A22) ... Our ambition is to ensure digital technologies are a fundamental and complimentary component of physical public service design. We would like to provide improved experiences of accessing services for our residents and achieve efficiencies in how these are delivered. In addition to offering support to those most in need, we are keen to help communities do more for themselves and each other.
24. Q23) What are the current security protocols in place within existing portals?
A23) We do not see this as relevant in the context of the work of a Digital Partner at this stage. o clarify, the focus of a Digital Partner will be to work alongside the programme team and staff from our core services to identify, explore and design opportunities to use Digital, Data and Agile Working technologies in the way we deliver services to the public.
25. Q24) What is the expected number of active users?
A24) This Discovery and Design work will identify the potential for increased digital services and efficient operations. An estimate of active users would follow the discovery work. As a guide, the council has c.9’500 staff IT users. The Surrey County Council website sees c.330,000 monthly visitors, with c.10,500 completed online transactions completed each month (with a c.70% completion rate, versus c.30% drop out rate).