FN4G programme strategy 22/23

Tender description

Summary of the work We are looking for a supplier who can deliver the digital outcome to enable PSN users to adopt modern connectivity solutions, meaning they can migrate off PSN in a more straightforward manner, and strengthen their network security posture. Expected Contract Length 1 year Latest start date Saturday 1 October 2022 Why the Work is Being Done CDDO is looking for a supplier who can deliver the digital outcome to enable Public Services Network (PSN) users to adopt modern connectivity solutions, meaning they can migrate off PSN and strengthen their network security posture. The digital outcomes are to generate a set of resources that enable PSN users to adopt more modern ways to access the network, and to provide direct support to do this. The resources should be hosted on a publicly accessible platform which any PSN user can access, who wants to migrate off PSN. Resources include, architectural patterns and technical documentation, guidance, website content, case studies and direct engagement. The primary hosting environment will be Public Services Network gov.uk webpages. This requirement is to support the FN4G programme that has identified alternative technical concepts in the marketplace that offer not only improved security and performance, but also an ability to access legacy networks. FN4G wants to open up this opportunity to all PSN users so that they can get the best value for money from their PSN connection. By adopting a more modern way to connect to PSN, this will simplify the process for network user’s when migration of larger PSN applications are completed. Problem to Be Solved There are 484 public sector organisations that connect to core business applications via the PSN. This means that suppliers of services, as well as both central and local government are entirely dependent on legacy, insecure and poor performing network architecture to administer essential services for citizens. Organisations are exposed to any performance or security issues from a network that was first introduced in 2008. With little to no transparency on use or cost, they are also forced to continue to pay inflated charges to a small group of PSN suppliers. Departments have to wait months to set up network connectivity on the PSN, causing delays in onboarding any new services. The delays and complexity of implementing these changes risks extending the life of existing legacy systems, exposing departments to unnecessary risks and, as a result, increased support costs. Cyber attacks in Redcar & Cleveland (total cost of £10.4m) and Hackney (total cost of £10m) are recent examples of what could happen if the PSN is overlooked again. With the entire platform operating on a MOU rather than explicit insurance policies with defined Service Level Agreements, there is no obvious course of redress, rendering government services unusable. Who Are the Users The PSN usage can generally be broken down into different user types; those that consume services over the PSN (users) and those that publish services over the PSN (hosters) There are a number of different PSN user types: PSN consumers are by far the most prolific and they can be attributed to several categories 1.Low volume Local Authority users - These users have a small number of PSN users (<10) 2.Mid volume Local Authority and small government department users - These would typically have between 10 and 50 regular users of PSN applications 3.High volume PSN users - These would typically be central government departments who not only have a large number of PSN users, but also often have automated processes running on the PSN PSN publishers are government departments who host PSN applications on the PSN. These departments often have interlinks over the PSN with other government organisations. These are usually complex and have several dependencies on datasets throughout the government, using the PSN as the transport mechanism. Work Already Done An outline scope and technical roadmap for 2022/23 Proof of concepts for adopting more modern, connectivity solutions Gathered and assembled evidence on migrations Proactively shaped PSN Exit Programmes Identified key product owners to target Maintained active dialogue with HO Published new FN4G web content Published migration dates Made headway with departments to move away from PSN Completed technical deep dive investigation and analysis into GCN outage Established relationships with GCN suppliers Reviewed TESTA usage over PSN Analysed PSN applications and produce alternative ways of consuming Disseminated PSN exit information to Local Authorities Identified interim strategic objectives Existing Team Four contractors, which includes two technical architects and two communications and engagement specialists. This team works with a team of Civil Servants, which includes two Compliance Assessors, a FN4G Programme Delivery Manager, and a Service Desk Manager. The successful supplier for this work will replace the four contractors currently in post. Current Phase Alpha Skills & Experience • Demonstrable, recent, and at least 5 years' experience of managing technical analysis of architecture typology and solutions projects. • Demonstrable, recent, and at least 5 years’ experience of PSN community and stakeholder engagement, that included delivery of cross-organisation transformation programmes • Demonstrable, recent, and at least 5 years’ experience of delivering a programme that involves meeting UK government security standards • Demonstrable experience of effectively relaying insights back to the customer and producing high quality findings reports for a variety of audiences, including senior stakeholders in the security industry • Demonstrable, recent, and at least 5 years' experience of managing complex projects according to Agile methodology and user-centred design principles. • Demonstrable substantive experience of providing a secure network architecture within a complex and nuanced landscape • Demonstrable experience of handling responsibility for delivering a transformation programme over to a third party Nice to Haves Experience working with government stakeholders in the Security profession Work Location Remote working Working Arrangments Full time, remote working Security Clearance SC level No. of Suppliers to Evaluate 15 Proposal Criteria • Outline how the requirements will be integrated into the project and provide an outline of outputs to be delivered • Provide an overview of the proposed methodology and approach to project delivery and explain how this embraces a user-centric, agile way of working • Provide a detailed resource plan and estimated timeframe for the project and explain how and when specific resource will be used throughout the duration of the project • Outline the proposed team and explain the value each individual team member will add to the project, both in terms of their skillset and specific previous experience • Demonstrate your experience in designing and developing end to end network architecture solutions (including front and back end) through a range of previous projects for customers on similar scales • Demonstrate your experience in designing and implementing community and stakeholder engagement methods through a range of previous projects for customers on similar scales • Demonstrate your experience of adding value for money to previous comparable projects and outline how you will ensure value for money on this project Cultural Fit Criteria • Demonstrable experience of proactively engaging with third party stakeholders to move a project forward. • Demonstrable experience of managing uncertainty and responding to change; • Demonstrable experience of working well in a collaborative agile team across multiple organisations in a transparent manner Payment Approach Fixed price Evaluation Weighting Technical competence 75% Cultural fit 5% Price 20% Questions from Suppliers 1. We note the expectation of a fixed price quote; should we assume that this be calculated as one fixed rate delivery charge divided into 12 equal payments? If this is incorrect, please advise as to your preferred method. This is an area that will be agreed once the contract has been completed. The pricing proposal will be defined in accordance with the statement of work and deliverables outlined by the successful candidate. As such, this will be specific to the content in hand and based on deliverables and milestones not yet agreed. Dependent on the work, we may use a combination of pricing mechanisms. To clarify further, the option of 'fixed price' has been selected so that there is a standard means to compare candidates.