Adaptive Ofgem

Tender description

Why the Work is Being Done Ofgem's strategic narrative states it will deliver adaptive regulation and adopt new ways of working to be responsive to the transforming energy market. The drivers are: • increasing pace and radical nature of market changes • unexpected/changing priorities requires prompt responses and effective collaboration • changing responsibilities requires new Ofgem services to be ramped up quickly • digital can help maximise value for money for consumers through effective delivery To best deliver its outcomes, Ofgem will trial adaptive ways of working across regulatory and delivery teams to learn how best to embed new ways of working to be responsive and adaptive. Problem to Be Solved Ofgem is at the early stages of adopting agile approaches across regulatory and policy teams. We have not yet learnt how best to apply an agile mindset and approaches (e.g. user-centred design, Agile, service design, lean process improvement, automated tasks) to all of our work or where we should start to trial new ways of working and improve enabling services. Our teams do not always have the agile skills/knowledge to deliver their work in an adaptive way or the right agile coaching to help them deliver successfully. Who Are the Users The users are Ofgem staff (roughly 550 in London and 300 in Glasgow), and those we collaborate with to deliver outcomes: - teams working/wanting to work in agile ways - leaders and the executive - teams providing enabling services - delivery partners Needs include: - Teams: Agile delivery support/coaching to understand agile tools/techniques and trial ways of working in regulatory/policy/delivery teams - People: Understanding the agile mind-set and best practice e.g. GDS service standard - Leaders: Learn where and how to set-up and lead multi-disciplinary/agile teams - Teams: Learn where and how to start iteratively improving business-enabling services Early Market Engagement N/A. Work Already Done A short discovery phase ran in February 2019 and explored what people understood by an adaptive organisation, identified where teams were already working in agile ways and explored the challenges to working in new ways. The executive leadership and managers have started to explore what it means to be an adaptive organisation, what the challenges and opportunities are, and what actions they can take to support becoming an adaptive organisation. Some teams and leaders have done agile training and further training is organised for leaders, teams and practitioners (delivery managers and product managers). Existing Team Delivery Manager and access to Senior Leader Team and other subject-matter experts. Current Phase Discovery Work Location Ofgem’s London and Glasgow offices Working Arrangments The supplier's team are required to be co-located with teams at the Ofgem office, to enable agile ways of working. Flexible working arrangements are in place. Some travel between London and Glasgow may be required. Security Clearance Baseline Personnel Security Standard clearance required. Additional T&Cs Ofgem shall have the right to terminate the Contract at any time, by giving 4 weeks written notice to the Supplier, and Ofgem’s liability thereto shall be for costs reasonably incurred by the Supplier up until the termination date. Suppliers must confirm acceptance of this term. Skills & Experience have experience in providing agile/agility coaching to senior leaders and teams have experience in providing agile training to teams have experience in enabling organisations to scale out agile approaches have experience of delivering agile adoption in a similar organisation evidence your understanding of what defines adaptive organisations have experience of end to end delivery of transformational change projects demonstrate how you have applied agile approaches demonstrate how you have delivered organisational change incrementally/using agile lifecycles be able to provide bespoke training for team leaders and practitioners in an organisation of this size evidence how you have applied GDS standards and lifecycle to service delivery identify constraints to becoming an adaptive organisation and incremental approaches to reducing them demonstrate successful co-delivery with an internal team confirm you have sufficient resources available to commence in late November demonstrate how you apply the principles of continuous improvement Nice to Haves demonstrate relevant experience of working with a UK Regulatory Authority demonstrate relevant experience of working with a UK Central Government Department demonstrate evidence of an active diversity/equality plan demonstrate their policy, with examples, on building social value into their work No. of Suppliers to Evaluate 6 Proposal Criteria Suitability of approach to designing plans to meet the required outcomes (Discovery). Suitability of approach to alpha phases to meet the required outcomes Suitability of proposed training option/s Suitability of approach to supporting and upskilling of different teams and leaders Suitability of approach to removing blockers and understanding of these. Suitability of proposed delivery plans and inputs Understanding and application of GDS service standards Capability of delivery lead and team to design, iterate and build products and services using agile practices (including resource levels) Relevance of identified risks, dependencies, and offered approaches to manage them Relevance of proposed continuous improvement targets Relevance of proposed social value targets Cultural Fit Criteria Demonstrate capability of working with teams with mixed levels of agile maturity Demonstrate capability of influencing internal senior stakeholders. Demonstrate cultural diversity fit Have a sound approach to knowledge transfer Have a sound approach to integration with Ofgem team Take responsibility for delivering successfully Payment Approach Capped time and materials Assessment Method Evaluation Weighting Technical competence 55% Cultural fit 20% Price 25% Questions from Suppliers Budget range the overall budget is £300,000.