IT Service Transition, Management, Delivery and Digital Commercial Specialist Support

Tender description

Summary of the work The supplier will be responsible for running delivery of service transition, including but not limited to the delivery of tender documents, project plans, programme deliverables, procurement, budgets and business engagement. The primary areas for support are around transforming core ICT with changes to HE requirements for Telephony and Connectivity Services. Expected Contract Length 12 months with an option to extend for up to a further 12 months Latest start date Tuesday 30 April 2019 Budget Range The total cost for service transition, service management, delivery management and digital commercial capability to be in the following range for 8 months (April 19 to December 19) £400,000 - £600,000, based upon benchmarked costs at SFIA levels 4 & 5. Why the Work is Being Done In line with wider HE strategy to bring capability in-house, ITD wishes to move away from its current technology focused contractual arrangements with its IT service providers, to a ‘lines of service’ approach. Our objective is to implement a new partnering approach by having a ‘strategic’ partner(s) client-side providing both technical support and capability building, and a number of specialist ‘delivery’ partners on a call-off contractual basis. There is a significant amount of work to do over the next 8-months to continue the contract design, procurement, and transition to new service arrangements. Problem to Be Solved Support transition of various SIAM Tower Model contracts to new dis-aggregated services against an aggressive delivery timescale. Who Are the Users As a user of IT corporate services, improvements are expected in: • Service Desk • Service Management e.g. self service • Applications packaging, migration and decommissioning services • Solution and technical architecture support • Technical Engineering support • Workplace services • Data insight work through better data analysis/exploration tools Early Market Engagement None to date Work Already Done Service Desk and Service Now implementation work packages are at the early stages of procurement. Existing Team Small internal HE team. This contract needs to continue the work already commenced and support the existing IT Directorate Strategy & Commercial function. The supplier will be responsible for providing service transition, service management, delivery management and digital commercial capability. This capability will be require engagement and collaboration with SRO (Technology Strategy & Commercial Director), the IT PMO, commercial function, IT Service Operations and a range of third party suppliers Current Phase Not started Skills & Experience • Deliver complex IT service transition projects/contracts within large complex environments against aggressive timescales, whilst overseeing disaggregation from legacy suppliers • Overall planning for service transitions, co-ordinate resources for delivery of a migration of existing tower contracts to a new agile partnering contract with minimum disruption of IT services • Delivery of IT service management capability as well as ensuring effective business relations are maintained across both IT and wider organisational teams as services are transitioned to new suppliers • Delivery management capability for effective delivery of complex, high risk services • Strong communications skills to support the effective delivery of the new services and business engagement with large numbers of end user’s • Demonstrate experience of digital/technology commercial partnering and development of these through contracts and/or frameworks Nice to Haves • Experience in skills and knowledge transfer of service transition, service management, delivery management and digital commercial skills • Account management to new supplier’s. • Have demonstrable experience of matrix-managing a multi-disciplinary programme team within the last 12 months Work Location Highways England, The Cube,199 Wharfside Street, Birmingham, B1 1RN Working Arrangments The supplier will be required to work collaboratively which means working on site (at least 3 days per week to allow sufficient stakeholder engagement and support). Supplier costs must be inclusive of all expenses. Travel and Expenses will be paid at the normal Highways England Policy. The supplier is expected to stand up a team made up of the specialist skills required (service transition, service management, delivery management, digital commercial capabilities) to deliver the outcomes (as outlined in the summary of work) Security Clearance Baseline Additional T&Cs Highways England will use the standard Digital Outcomes and Specialists contract. No. of Suppliers to Evaluate 4 Proposal Criteria • Team members and experience • Team Structure • Mobilise team • Flexible resources • Approach and methodology • Value for money Cultural Fit Criteria • Function effectively and collaborate in a multi-supplier environment • Working successfully in complex public-sector organisations • Approach to proactive issue management, problem resolution and improving ways of working • Share knowledge and experience with other teams Payment Approach Capped time and materials Evaluation Weighting Technical competence 65% Cultural fit 10% Price 25% Questions from Suppliers 1. Please can you confirm if there is a supplier who is currently delivering or has recently delivered these services to Highways England. There is a supplier currently delivering these services within HE 2. Please can we request you to elaborate or clarify this essential requirement "Demonstrate experience of digital/technology commercial partnering and development of these through contracts and/or frameworks"? It seems a little subjective to some of us and we would like to be absolutely sure. Highways England is seeking examples of where suppliers have taken and developed their "need" and used available commercial frameworks 3. Can HE provide more detail on what they perceive the future lines of service to be? This is currently being developed. 4. Can HE give more detail on who are the internal users of the services and their envisaged requirements and likewise who are the external customers of the services and their envisaged requirements? HE has circa 5,000 internal staff using the core IT service and circa 2,000 "external" users of the core IT services. 5. Have any/many of the new 'strategic' or specialist ‘delivery’ partners been selected yet? Some have been identified and are currently being transitioned in trhough internal resources. 6. What team size would you expect to be provided by the supplier to meet your requirements? This will be dependent on the requirement for the services 7. Can we confirm the scope is ICT only and does not include other areas e.g. facilities/ utilities?Do HE see ‘service transition’ as including existing supplier Exit? Can HE assure that Exit Plans deliver in the timescales stated?“digital commercial capability” definition?The indicative price is for 8 months (April 19 to December 19) £400k – £600k. Therefore a 12 month quote of £600k to £900k. Is that how you see it? “better data analysis/exploration tools” are these in place or part of the transition?How many users is “large numbers of end user’s”? This is ICT only. It does not include facitilies or utilities. Yes, there is likely to be some activity to successfully exit the existing supplier (s). Detailed exit plans have not yet been created. The suppliers have not been identified fully yet. We would expect the services to be priced through to December 2019. For tools, we would see this as part of the transition activity. For users - see answer above. 8. How small is the internal HE team and what capability does it have? HE see this resource to fill any shortages in the internal capacity in HE. The team has the capability but not sufficient to manage multiple transitions. 9. General – Do you have a proposed target operating model for to-be arrangements that could be shared with bidders? In line with wider HE strategy to bring capability in-house, ITD wishes to move away from its current technology focused arrangements, to a ‘lines of service’ approach. Our objective is to implement a new partnering approach by having a ‘strategic’ partner(s) client-side providing both technical support and capability building, and a number of specialist ‘delivery’ partners on a call-off contractual basis, both of which will be able to support the current Roads Investment Strategy (RIS1) and the emerging RIS2 10. Essential skills and requirements:Box 1 – Is your current model based on a prime contractor or several contractors in a SIAM type arrangement?Box 4 – What is meant by complex and high-risk services? Can you provide examples?Box 6 – Could you define your meaning of commercial partnering? 1 Our plan is to disaggregate the current SIAM Service into a Service Management Assistance contract. Aspects of SIAM service will be insourced, and for elements which remain outsourced – there’ll be new IT contracts and a residual ‘Core SMA Service contract. The new contract will not be classified as a SIAM Service, core Governance and reporting functions will be insourced. 4 - Highways England has legacy applications which are retained for business critical KPIs or hold information critical to our infrastructure. 6 - Collaborative working between HE and supplier 11. How many SIAM Tower Model contracts are you wanting to transfer away from? See answer to 3 above re: SMA.