Digital Transformation Partner

Tender description

Why the Work is Being Done The Council needs to make savings, increase efficiency and also meet the expectations of the districts citizens in delivering services which are centered around their needs. It wishes to take an agile service design approach to transformation in order to make significant and accelerated progress to meet these key aims. this work will directly contribute to the outcomes defined in the Councils Plan and assist in delivering the £30.7m savings by 2020. Problem to Be Solved The Council needs to save money, become more efficient whilst enhancing the experience of customers and staff. Many processes and interactions involve traditional interventions. The customer and staff experience can be fragmented with no consistent digital delivery across services. The mindset in many areas remains a legacy delivery model and considerable changes need to be made to processes, being truly customer centric and addressing digital skills. Key target services are yet to be defined but candidates for redesign will include adult and children's social care. We are looking to increase design and change capacity and capability for digitally led transformation. Who Are the Users As a citizen, visitor, customer or business I want to engage with the Council in my own way at my own convenience. As an elected member I need to engage with my community, have information to make decisions and understand any issues. As a member of staff I need to work flexibly, be empowered and rewarded for my work. I also need to work in an open and transparent environment. As a partner I need to work collaboratively, have a shared vision for the place of Bradford and be clear on roles and responsibilities. Early Market Engagement Meetings have been held with four potential suppliers to discuss their approach and credentials in relation to: organisational design and transformation; digital development and improvements; and how service design has improved specific organisations. This included case studies of work which suppliers have undertaken for other organisations. This early market engagement has helped shape our thinking and shifted our focus from redesigning existing services to make them more efficient, to considering the art of the possible to redesign services end to end, back to front and in all channels. By truly putting the customer at the heart of defining the problem, this is expected to lead to the potential for more fundamental organisational transformation. Work Already Done We have run Discoveries in Housing Options and Revenue and Benefits to determine the benefits of an agile user centric design approach. The Housing Options work has resulted in some internal development work and a well defined set of requirements that are currently out to tender. The Revenues and Benefits work resulted in a better understanding of the customer journey and provided the basis for a future self service portal procurement. Existing Team The Council has an existing Programme Management team who are aligned with outcome work streams and oversee the Outcome and Budget delivery plans. We see this as needing to be supplemented by change agents to collaborate with the services on transformation projects. Each service has multiple project managers who work predominantly using the waterfall method. The IT service has a number of agile trained staff who have also worked on our other discovery projects. Current Phase Discovery Work Location City Of Bradford Metropolitan Council (CBMDC), Bradford, BD1 Working Arrangments On site, in services, with users and with our internal teams as much as possible. Security Clearance Where working directly and independently with vulnerable people the providers staff may need to hold DBS clearance. 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 T&Cs Payment for work packages is expected to be scheduled in line with the delivery of key milestones with a final payment on successful completion and sign off by the Digital Programme Strategic Board. Where appropriate payment will also be contingent on agreed transformational savings being met. Subsequent work defined in the discovery and alpha stages may be subject to a further procurement process. Skills & Experience 2% Demonstrable experience of delivering agile based service discovery and alpha outcomes to support complex transformation/ delivery of savings in a large-scale delivery enviroment. Please include a reference contract 2% Have experience of deploying an effective culturally integrated team to hit the ground running on the required date that consistently delivers to plan. 2% Demonstrate expertise in agile service discovery, alpha outcomes, transformation/savings in areas such as adults & children's social care. Including experience in change management, driving internal/external culture and behaviour change 2% Have proven ability to lead and coach public sector organisations through the digital transformation process aligned with the agile service design methodololgy Nice to Haves 1% Demonstrate experience of holding innovation labs 1% Demonstrate experience of the wider smarter cities agenda No. of Suppliers to Evaluate 4 Proposal Criteria 14% Please describe how your approach and methodology meets our needs? 13 % Please Provide a case study to demonstrate how your approach meets users needs 13% Please describe your experience of delivering large scale savings through digital transformation projects in tight time frames Cultural Fit Criteria 10% Have demonstrable experience of working as part of a team within an organisation and outline your style & approach to challenging the status quo. 10% Provide an example of where you have worked transparently & collaboratively when making decisions and recommendations Payment Approach Capped time and materials Assessment Method Written proposal Case study Work history Reference Presentation Evaluation Weighting Technical competence 50% Cultural fit 20% Price 30% Questions from Suppliers Budget range