RM1043.8-1-MINISTRY OF DEFENCE - Defence Digital - CRP Business Change

Tender description

About adding context and requirements test Pre-market engagement N/a Work done so far There has been a existing Business management team stood up over the past year (2022-2023) utilising external resource. A transition period is planned in which the incumbent will work alongside the incoming supplier for a period of approximately 6-8 weeks. Which phase the project is in Not applicable Existing team The existing team consists of nine business change managers - however these personel are exiting the programme following the transition period. Existing Crown Servants (in non-Business-Change positions) working under UKStratComm will continue in their posts (such as Project Managers, QA, Security, Commercial, etc). No other external suppliers are identified as currently involved. Address where the work will be done Ministry of Defence Corsham, Westwells Rd, Corsham SN13 9GB Working arrangements Supplier will be Remote for the majority of the time but will be working in MOD Corsham or MOD Main Building London regularly as the authority requires. Other locations will need to be supported in line with the business change activity happening. All expenses must be pre agreed with authority and comply with MOD travel guidance. Provide more information about your security requirements: Security Check (SC) Provide more information about your security requirements (optional): Active Security Check (SC) clearance is required by the start date of the contract, this will not be sponsored by the MOD. Latest start date 2023-07-19 Enter the expected contract length: 2 years Extension period: 1 year Special terms and conditions All expenses must be pre-agreed with the Authority and comply with MOD travel guidance and Policy. Write the term or acronym: CRP Write the term or acronym: UKStratCom Write the term or acronym: MoD Explain the term or acronym: means the Cyber Resiliance Programme which is a multi-year transformation programme for MoD Strategic Command to substantially reduce risk, protect critical assets and systems and develop a cyber-aware workforce, embedding cyber security in behaviours. Explain the term or acronym: means the 'Strategic Command' which is part of the UK Ministry of Defence. Strategic Command supports the MoD by making sure that joint capabilities such as medical services, training and education, intelligence and information systems are developed and managed across all five of the land, sea, air, space and cyber domains. The Authority also manages overseas joint operations. Explain the term or acronym: means the UK Ministry of Defence. Are you prepared to show your budget details?: No Confirm if you require a contracted out service or supply of resource Supply of resource: the off-payroll rules may apply Summary of work The Cyber Resilience Programme requires a Business Change Team to support the projects within CRP. CRP are looking for innovative options of how to deliver Business Change to be effective within a large complex Government Organisation Where the supplied staff will work London Where the supplied staff will work South West England Where the supplied staff will work No specific location (for example they can work remotely) Who the organisation using the products or services is N/a Why the work is being done The Cyber Resilience Programme is working to reduce the Cyber Risk across the Ministry of Defence, in order for the benefits of the programme to be realised, the projects within the programme require innovative Business Change solutions in order to ensure the project successes. Initially this resource is required to be stood up at the start of Q3 2023 to support programme activity. The business problem you need to solve The Cyber Resilience Programme requires a Business Change Team to support the projects within CRP. CRP are looking for innovative options of how to deliver Business Change to be effective within a large complex Government Organisation. First user type: All MOD Users Enter more details about this user type: All MOD users will be included within the business change activity for many project-specific reasons. But the 'so that' is that without effective Business Change the projects will not be successfully turned into a BAU outcome. Questions and Clarifications 1. 1) For each 750-character response to each of the essential and nice-to-have requirements, are you expecting one mini case-study for one engagement (as per DOS 5) or one response which can cover multiple examples of our track record in meeting the criteria through different engagements? 2) Issues have been reported to CCS regarding accessing the event on the CCS Portal which has been logged as an issue. Can you confirm that a response via email within the stated timeframe is acceptable in these circumstances? And in which format? 3) Regarding Criteria 4, can you clarify whether this refers to 'evidence of excellence in us applying our own IT skills, or of us encouraging others to use their IT skills with excellence and in a Cyber-Safe manner? 1) Note for clarity: Case Studies are not strictly required until Stage 2 of the process, however the use of examples will still be considered supporting evidence during Stage 1. Answer: Each 750-character answer should be self-contained. 2) For Framework suppliers having access issues with CAS, or technical issues outside of their control (where errors which have been raised with CCS) - we can confirm that we will accept an email response within the timeframe to be sent to the primary Authority contact email (in these circumstances ONLY). As CAS only acts as a messaging portal this will not be advantageous or disadvantageous for any party and the process of scoring will continue the same after receipt. The format should still follow the agreed process - and having a single document with all answers clearly defined is acceptable. 3) Using Microsoft Applications in general, as a part of the transformation. Last Updated: 24 May 2023, 12:16 2. 1. Please Can the Authority confirm that sub-contractors can be confirmed following shortlisting 2. Given the time taken to allocate MODNET Laptops to individuals, there is a risk that resources who are mobilised on a quarterly basis cannot be fully effective immiediately, thereby impacting on project milestones. Would the Authority consider committing to a much higher floor level of service points, that can then be traded between projects on a quarterly cycle, to enable flexible capacity that can respond at pace. 3. Given the depth and breadth of the programme, what governance will the Authority utilise in order to co-ordinate and sequence, in a timely fashion, the demand signal for flexible BCM resources? 4. Is the intention that the Authority will utilise the Defence Cyber Investment Prioritisation Board (DCIPB) to help prioritise and sequence the CRP projects which will, in turn, drive the requirement for a surge in business change actvity? 5. How many days notice will the Authority afford to the supplier for a proposed throttle or surge in the quarterly service point requirement. 6. Does the Authority expect the BC team to be responsible for analysing the Knowledge, Skills and Attitudes required for end users to utilise the capability emerging from the programme? 7. Will the Authority supply clear and timeley project and programme plans, detailing what is being delivered, when and who to in order for the BCM team to plan and conduct appropriate activity? 8. The authority refers to close working with "communications teams to understand the communications methods and channels", can the Authority clarify if there will be a separate dedicated communications team for CRP 9. As part of the strategic and tactical communication and engagement planning, the BCM team will spot requirements for engaging communications material and artefacts. Will the Authority be open to funding such materials as and when they are required, with appropriate justifcation? 10. Will the first planning cycle take place post the transition period, or at the start of the contract to plan the transition? If not, how many service points will be required for the transition activity? 11. Do the Authority intend to hold the final decision on individuals put forward for these roles by review of CVs or will this be decided by the Supplier. 12. Is it the intent to have different service points prices for different levels of resource to reflect exerience and knowledge? 13. Ref 6.6.1; is the Authority expecting that there will be no separate fee for managing the contract and that it will be built into the service point pricing, therefore the management fee varies proportionally to the service points used? 14. Ref 7.1; what is the acceptance criteria for the key deliverable specified of onboarding personnel? 1. We can confirm that this will be acceptable - but must be provided during Stage 2 submission. 2. CRP has several different options, and MODNET laptops are not essential. Therefore the risk will be mitigated without the need for alterations to the service point floor. 3. Existing CRP governance will be used to identify and plan for BCM resources. 4. This will be within the existing CRP governance which is to be used for identifying and planning BCM resources. 5. 30 Days Notice 6. Yes. 7. Project plans are developed by the project managers and will be available for the BCM team to view and work directly with the Project managers to understand the project timelines and activities required. 8. An additional requirement is anticipated to be released to market for a communications team for CRP. 9. Yes the Authority is open to this within appropriate budget levels and justification. 10. The First Planning Cycle will take place at the start of the contract. 11. The supplier will hold the final decision on CVs but the Authority will reserve the right, through KPIs and remedies, to intervene if there are any problems with individuals and delivery concerns through performance clauses. 12. One Service Point per resource. 13. These should be included within the price for a single service point, amalgamated as Tenderers see fit. 14. Supplier personnel identified, in post with the Authority and able to act upon the work scopes directed under the Project by the agreed start date Last Updated: 24 May 2023, 12:15 3. Question 4 asks for evidence related to the application of IT skills and Microsoft applications - in order to best answer the question, would you be able to clarify whether this is targeted at using microsoft applications in general; using microsoft applications as part of a transformation; or working with an organisation that makes use of Microsoft applications? Using Microsoft Applications in general, as a part of the transformation. Last Updated: 24 May 2023, 12:15 4. Part 3 of this Clarification: A supplier event was held for a CRP Business Change requirement under the CSS3 Framework in February 2023, is this related and can any information from that event be shared? Continued from Part 2 (Please read that and Part 1 first) PAGE 14: [Contains an out of date GANT/Timeline for the Project] PAGE 15: [Contains an out of date High Level Impact Assessment for Change Initiatives under the Project] [A complexity Grid mapped on a 4x4 grid, with 4 (x)/4 (y) being Highest Complexity (x) vs Project Reach (y) and 1/1 being the lowest. A 1(x)/4(y) therefore means highest reach, lowest complexity, etc.] 1/4 – Cyber Asset Visibility 2/2 – Vulnerability Research Project / Vulnerability Management Service(s) 2/3 – Secure Browse Down 2/4 – Active Cyber Defence ; Proactive Tooling/AIP 3/2 – Secure in Depth 3/4 – Protective Tooling /SSPR&MFA ; Cyber Attack Recovery Planning ; Secure at Reach ; Enterprise Patching ; Vulnerability Management 4/4 – Secure by Design PAGE 16: Resilient by Design Change Activity in Action.. Value Adding Cyber Attack Recovery Planning (CARP): 1) Engagement and understanding pain points has led to CSOC engagement with the auditing of recovery plans for critical systems. As a direct result CARP’s self-assessment tool is being incorporated into CSOC’s wider self-assessment governance tool. 2) Engagement with the WARP network to establish the best possible options for cascading information to system owners. 3As a direct result we are able to disseminate information through their existing channels and have the added benefit of a key community fully engaged in the vision for CARP 3) Feedback and change impact workshops are enabling the CARP vision to be explained and explored. As a direct result stakeholders are engaged with CARP and the project team is able to develop appropriate change interventions Secure by Design: 1) Key stakeholder engagement and face to face meetings across the MoD Landscape. As a direct result impact assessments have been accurately produced and specific pain points recognised. 2) Working closely with the project team on the Beta phase to enable and maximise end user feedback As a direct result we are able to craft guidance, processes, tools and comms to deliver much greater benefit then previously thought. 3) Pro-active engagement with DE&S, the Defence Change Board and Secure By Design project board As a direct result business change is fully embedded at all levels and secure by design is being considered in all new DE&S projects ahead of target PAGE 17: [‘Cyber Resilience Programme – Commercial’ Title Page] PAGE 18: [Out of date Commercial Timelines relating to the cancelled CSS3 Procurement] PAGE 19: [Out of Date ITT Matrix / Evaluation Weightings for CSS3 Procurement] PAGE 20: [Out of Date Evaluation Criteria for CSS3 Procurement] PAGE 21: [Out of Date Example Technical Question from CSS3 Procurement] PAGE 22: Social Value Questions: Since the Social Value Act 2012, all Public tender must contain Social Value Questions with a minimum weighting of 10% in the overall tender. All Social Value Questions are written around the UK Government’s Social Value Model. The UK Government’s Social Value Model and guidance on this can be found at: Social-Value-Model-Edn-1.1-3-Dec-20.pdf (publishing.service.gov.uk) The Social Value Model sets out the government’s social value priorities for procurement. There are 5 themes and 8 policy outcomes which flow from these themes. Each Theme and Policy will be referenced as part of the Question. Supplier submissions are to answer what the Supplier will deliver in line with the social value themes and outcomes over the course of the Contract. These will be used in a Contract Management Plan and managed and tracked throughout the Contract duration. PAGE 23: [Out of date Commercial Submission guidance for CSS3 Procurement]. END OF DOCUMENT. Last Updated: 23 May 2023, 14:05 5. Part 2 of this Clarification: A supplier event was held for a CRP Business Change requirement under the CSS3 Framework in February 2023, is this related and can any information from that event be shared? This is a continuation of Part 1 of this response - please refer to that first. PAGE 10: Defence defines Business Change Management as “The process of ensuring that those affected by proposed changes are ready, willing and able to receive them”. Cyber Resilience Programme Business Change Management Service. To that end, the CRP BCM service aims to guide all those people who are impacted through the CRP, in a structured way to minimise resistance and maximise adoption and use levels. It is a complementary yet distinct discipline to CRP Programme and Project Management. The service focuses on building the right culture, mindsets and behaviours to encourage timely transition to Business As Usual and ensure, through people, that the programme vision is achieved. It’s a People Thing! PAGE 11: Using the 4 stage Defence Change Management Model: [Graphic Shows a four quadrant circle labled 1-4, with a central square containing 'Benefits Plan' and 'Communication and Engagement Strategy Plan'. The graphic displays inside of it:] 1. Make the Case - Case for Change. Stakeholder Identification. 2. Make it Ready - Readiness Assessment. Change Impact Assessment. Learning Needs Analysis. 3. Make the Change - Change Health Check. 4. Make it Stick - Change Clousure Checklist. Learning From Experience. [Outside of the circle further context is provided]. 1. Create a clear vision for the future: Project End-States, Change Outcomes, Key Stakeholders, Benefit Alignment. 2. Prepare people for the change by identifying the impacts on stakeholders in order to design tailored interventions to support their adoption of the change. 3. Implement the changes ensuring the necessary mechanisms are in place to support the people through the crucial go-live stages. 4. Monitor the adoption of change and embed the change into Business as Usual. Follow up interventions may be required to make change stick. PAGE 12: CRP BCM Service Activities: Each project on the programme has an assigned Business Change Manager. Following the defence change management framework the BCM conducts a number of change activities. Whether it be running workshops, conducting surveys, working with tactical and strategic comms etc, change activities are crafted to fit each stage of the change journey, usually culminating in a specific output which underpins and enables change outcomes. (1) Make the Case. A clear description of the change is developed & agreed. Typical Activities include: • Stakeholder Identification and Workshops, Working with PM to define end state and change initiatives (project outputs) Outputs: Change Narrative, Change Roadmap, Comms and Engagement Strategy Outcome: Everyone can coalesce around a clear vision for the future state (2) Make it Ready. Change Impacts are assessed, interventions are planned and organisation readiness is assessed. Typical Activities Include: Change Network established, Tactical Communication, Change Impact assessments, Readiness assessment + LNA. Outputs: Change Impact Assessment, Change and comms Plan, Readiness Assessment Outcome: Everyone understands the impact of the change and what needs to be done to make the change. (3) Make the Change. Change is implemented in a coherent and appropriate way to ensure benefits are realised. Typical Activities Include: Further stakeholder engagement as per comms plan, Change health checks, Metrics tracking and Benefits alignment. Outputs: Change Health Check Outcome: Early successes and quick wins are celebrated and the vision and benefits for the future state are starting to be realised. (4) Make it Stick. Change is transitioned and fully embedded to steady state and business as usual. Typical Activities include: Feedback from users and other stakeholders, Reinforcing benefits as required through comms, Celebrating further successes, Working with BAU functions to monitor adoption. Outputs: Change Closure checklist, Learning From Experience Report. Outcomes: Vision and benefits are realised. PAGE 13: Where are we? Each project is at a different stage of maturity and therefore at a different stage of the change journey, some projects are still in discovery and exploring what the changes will be whilst others are well on their way to implementation. Where possible, depending on project maturity, each Business Change Manager maintains a detailed change activity plan to work in harmony with the project plan. Whether it be running workshops, conducting surveys, working with tactical and strategic comms , change activities are crafted to fit the stage of the change journey. The change roadmap on the next slide provides an overview of the current programme change plan and stage. CONTINUED IN PART 3. Last Updated: 23 May 2023, 13:52 6. Part 1 of this Clarification: A supplier event was held for a CRP Business Change requirement under the CSS3 Framework in February 2023, is this related and can any information from that event be shared? Part 1 of this response: A previous pre-market engagement was held for suppliers on the framework Cyber Security Services 3 for a Tender that was never launched and proceeded no further to market. This is a pre-cursor to what has now become CRP Business Change as it is written today but subject to a change in strategic direction. We can share with you information from the Presentation circulated on 07/02/2023 to CSS3 for context - however it is important to note that THIS INFORMATION IS TO BE CONSIDERED OUT OF DATE AND NOT A CURRENT REPRESENTATION OF THE REQUIREMENTS. It is provided for context only. Any information used from this presentation should not take precedence over the SoR and/or Requirements formed on DOS6. Due to the nature of the CCS CAS system interface we are limited to sending text responses only. Missing images from the spreadsheet are made up of (1) A timeline of the project (now out of date/irrelevant). (2) Initiatives (now out of date/superseded by content of the current procurement. All other images are design-elements only. PAGES 1-3, titles/contents only. CRP CONTEXT: PAGE 4: The aim of CRP is to..Substantially reduce risk...Protect critical assets & systems...Develop a cyber aware workforce. Our Vision To achieve material risk reduction against the unacceptable Cyber Security Defence Board risk and fix known cyber gaps and vulnerabilities. PAGE 5: Our Scope. Any aspect of People, Process, Information or Technology that relates to Identify, Protect or Recover. Focused on reducing cyber risk by targeting aspects that are across Defence. X Cyber risks solely within single organisations are the responsibility of system owners within that organisation. Box 1: Introducing change that will impact across Defence. Box 2: Delivering tools and services that can help organisations manage their own risk. PAGE 6: Cyber Resilience Programme has 4 Themes: (Box 1) Awareness, Behaviour & Culture - Cyber Confident (the front line is you) - …will improve awareness, behaviour & culture across Defence to create a truly robust human firewall across the user base - the real ‘cyber front line’ making people our first line of defence through education and awareness. (Box 2) Resilient By Design - Cyber Design (Plan, Design, Assure) …will establish a target state where security basics are done well first time designing all our Defence capabilities to be cyber secure and quick to restore. The programme will extend those principles from the operational front line out into Defence industry and our supply chains. (Box 3) Secure Digital Foundations - Cyber Secure (Access, Visibility, Authentication) ...is piloting and delivering critical aspects of a modern, secure digital backbone that allows Defence and Other Government Departments to work, operate, and win through digital capability. (Box 4) Cyber Vulnerability Fixes - Cyber Fixes (De-risked, Patched, Defended) …is dynamically and rapidly addressing critical weaknesses as we find them to continually strengthen our digital world. PAGE 7: Each Theme has a number of CHANGE projects: (Box 1) Discourse Shaping and Content: 1. Discourse Shaping and Content 2. Behavioural Interventions 3. Training 4. Data and Metrics. (Box 2) Cyber Design: 1. Secure by Design (SbD) 2. Cyber Attack and Recovery Planning (CARP) 3. Secure in Depth (SiD) 4. Organisational Cyber Capability Assessment. (Box 3) Cyber Secure: 1. Protective Tooling 2. Enterprise Patching 3. Active Cyber Defence 4. Secure Browse Down 5. Cyber Asset Visibility. (Box 4) Cyber Fixes: 1. Vulnerability Research Project 2. Cyber Risk Interventions (CRI) 3. Secure at Reach 4. Vulnerability Management PAGE 8: The Cyber Resilience Service: The Service Executive Model is the transition from a project/programme focused organisation to a service-based organisation, focusing on delivering end to end ownership of services. A service is a way to deliver a capability through the amalgamation of approved supporting products into a steady RUN state. Our Service is part of the Cyber & Crypto service executive and will contain a number of services being developed within CRP projects. The Cyber Audit Service has transitioned in to live service and includes Security Compliance Assessments and the Supplier Security Assessments. Cyber Design - Cyber Audit. PAGE 9: Business Change Title Page. CONTINUED IN A SECOND CLARIFICATION. Last Updated: 23 May 2023, 13:49 7. A) Budget Range: A maximum of 4320 Service Points will be procured over the Contracting period of 24 months. Please could you equate this to the budget range you have for this project? B) BCM Stakeholders: Please can you provide more detail on the range and type of stakeholders that will be involved with and the focus for BCM activities? A) Note for clarity: For Stage 1 we do not yet require a commercial response and further instructions will be provided for Stage 2. In the interests of allowing an open field of innovation towards this response we will not be publishing a cap - but rather inviting tenderers to quote for a Service Point price and volume which can achieve the requirements. Again, this will be elaborated upon at Stage 2. B) BCM Stakeholders: They are a diverse stakeholder group moving between project managers, project/programme leads, technical specialists, senior TLB leaders (1,2,3* community). The focus will be directed by the individual project and stakeholder plans developed as part of the contract to ensure projects are transitioned successfully. Last Updated: 19 May 2023, 12:29 8. We have noticed that: 20230308 - CRP Business Change - Statement of Requirement.docx has 2 different classifications. In the header it says " OFFICIAL", but in the footer it says "OFFICIAL SENSITIVE" Please could you confirm which is correct? The file in question is 'OFFICAL' only. An automated header/footer tool has entered eroneous data into the footer which can be ignored. Last Updated: 19 May 2023, 12:26 9. Further to your answer to CQ3, just to be very clear, you are requiring answers to: Essential Skills and Experience - Q1 to Q4 Nice to have Skills and Experience - Q1, Q2 only OR these plus: Technical Q1 - Q8 Cultural Fit Q1 - Q4 Social Value Q1 - Q2 For the purposes of Stage 1 - answers are only required for "Essential Skills and Experience - Q1 to Q4, and Nice to have Skills and Experience - Q1, Q2 only". These will be scored on an absolute basis (not yet weighted). This is for the purpose of Shortlisting. This is as per the published CCS guidance document: "All suppliers who wish to be considered for the stage 1: shortlisting phase of your procurement must provide a response to your essential and nice-to-have requirement questions by the requested deadline. Suppliers who do not meet one or more of your essential criteria can be excluded from the procurement. Suppliers are requested to provide an individual response against each of your questions. Each response should not exceed 750 characters in length (the equivalent of about 150 words)." and "At the shortlisting stage you enter the total score (not the weighted score) for each supplier who has responded on CAS. Weightings are only used in the calculation of the final overall score for each supplier at the end of stage 2: further assessment." Technical Responses, Cultural Fit, Social Value, and Commercial Submissions (based on further templates and guidance to be issued to succesfully Stage 1 shortlisted suppliers) will be subject to Stage 2 only. Last Updated: 18 May 2023, 15:11 10. The bid mentions, in the work already done, that there is an incumbent that will work alongside the incoming supplier for a period of approximately 6-8 weeks. A) Is this period confirmed and, B) Will the incumbent also be applying for this bid. Please find the following Correction and Clarifications relating to A and B respectively: A) CORRECTION: Upon further clarification, the content of the SoR Section 6.1.1 wherin it states "A transition period is planned in which the incumbent will work alongside the incoming supplier for a period of approximately 6-8 weeks." is incorrect. Therefore it shall be ammened as follows: "A transition period is planned in which the incumbent will work alongside the incoming supplier to provide a handover for a period of no more than two (2) weeks". B) CLARIFICATION: Any supplier who is a participant of DOS6, Lot 1, will be eligible to apply for the opportunity. The Authority cannot confirm whether the incumbent is in such a position or will chose to do so. All published scoring weights and measures will be applied equally and without prejudice across all applicants. Last Updated: 18 May 2023, 11:10 11. The requirements state that SC is required before the contract begins and that the MoD will not sponsor applications. Would you be willing to reconsider this requirement such that you would sponsor clearance? Upon further clarification of our internal guidance on this subject, please note the following clarification and alteration to the Requirement: All sections of the SoR and of the DOS6 requirements list which refer to 'SC Clearance' should now be considered ammended with the following information: "Active Security Check (SC) clearance will be required to perform the requirements of this contract." So that, previous statements to the affect of: "...by the start date of the contract" and "this will not be sponsored by the MOD" are to be considered removed. Last Updated: 18 May 2023, 11:03 12. Could you confirm the expectation is that only the Essential Skills & Experience and Nice to Have criteria are to be answered at Stage 1? Correct. The DOS/DOS6 guidance is as follows: “All suppliers who wish to be considered for the stage 1: shortlisting phase of your procurement must provide a response to your essential and nice-to-have requirement questions by the requested deadline. Suppliers who do not meet one or more of your essential criteria can be excluded from the procurement. Suppliers are requested to provide an individual response against each of your questions. Each response should not exceed 750 characters in length”. For the avoidance of doubt: Pricing and Technical submissions based on Further Competition instructions should only be included at Stage 2. Last Updated: 18 May 2023, 09:00 13. Can you please advise if the 750 character count is exclusive of spaces? The 750 character count for Stage 1 is to be inclusive of spaces. Last Updated: 18 May 2023, 08:57 14. Please can you confirm if you are going to provide a How to Bid document? a. ‘How to Bid’ is based upon the established DOS6 Framework ways of working – please refer to the guides available on the DOS6 Agreement webpage (https://www.crowncommercial.gov.uk/agreements/RM1043.8). However, in brief (but not comprehensive) - taken from said guidance: “All suppliers who wish to be considered for the stage 1: shortlisting phase of your procurement must provide a response to your essential and nice-to-have requirement questions by the requested deadline. Suppliers who do not meet one or more of your essential criteria can be excluded from the procurement. Suppliers are requested to provide an individual response against each of your questions. Each response should not exceed 750 characters in length”. b. The formatting of your response may take the form of a letter headed document and a text response to the above limitations. Any additional information submitted will not be assessed. c. Pricing is not to be submitted until Stage 2. d. At Stage 2 further information will be published on CAS Portal to any down-selected suppliers for further guidance on How to Bid at that stage. The weightings and Technical questions have already been established and can be viewed via CAS as part of our Tender. Last Updated: 18 May 2023, 08:56