Delivery Partner for the FCDO's Future Service Management (FSM) Programme

Description

Summary of the work Define the Operating Model, Organisation Design and toolset strategy for the Service organisation. Document the rationale for make or buy recommendations. Create the Outline Business Case, ensuring approval. Then develop the Full Business Case enabling the programme to implement, ensuring successful transition to the new model. Expected Contract Length Likely contract length 18 - 24 months with an optional extension in length of 25% (4.5 - 6 months). Latest start date Thursday 1 July 2021 Budget Range It is estimated that the work can be delivered within the budget range of £1,600,000 to £2,100,000. (£1,920,000 to £2,520,000 inc VAT) Why the Work is Being Done Key drivers:- 1. The recent formation of the FCDO and the need to integrate service management processes, functions and teams. 2. The organisation’s need to merge and build internal service management and integration capabilities. 3. Must have a single ITSM Tooling strategy, that delivers maximum autonomy and responsiveness to the user, delivers coherent Management Information, and reduces overall cost of delivery. 4. The impending expiry of an existing outsourced Service Management & Integration contract (ex-FCO), which incorporates the following: • Service Desk – single point of contact for end users and suppliers; and • Live Services – overall service management of the wider ICT supply chain. 5. Modernises the Operating Model in readiness to accept in to service modern technology services, and to reduce the risks of supplier 'lock-in'. 6. To build in house capability where appropriate and buy outsourced services where not. 7. Modernise the service organisation to meet the demands of the post-covid world. Problem to Be Solved The FCDO needs to define, document and implement the target operating model, organisation design and service model for IT Service Management while managing the integration of ex-DfID and ex-FCO service management capabilities. This work will transform, re-compete and transition from the existing SIAM model to the future state. The Future Service Management Programme is structured in three phases: 1 - Outline Business Case Development and Approval - oversight of any quick wins ie potential early toolset changes. 2 - Procurement, Early Set Up / Implementation and development and approval of Full Business Case 3 - Implementation. Under Phase 1, the FCDO needs to produce an OBC, supported by the necessary analysis and design collateral. This will include consulting, analysing and documenting the target operating model, organisation design, ITSM Tooling (and business processes) as well as the sourcing model for IT Service Management while managing the integration of ex-DfID and ex-FCO service management capabilities and the exit and transition of the SMI and its functions. This is expected to include the development and deployment of new ITIL policy and process documentation (including RACI, operational governance and KPIs) and the identification of ITSM toolset changes required to provide orchestration. Who Are the Users As a Service User, I want to be able to easily interact with a proactive IT organisation enabling me to readily access services and equipment to do my job without unnecessary delay. As Programme Director, I want to deliver a transformative change to the FCDO's Service Management functions with a delivery partner proficient in programme management with excellent organisational skills who challenges existing thinking. I want to work with a team capable of delivering a responsive service function supporting our users, enabling the FCDO to effectively and efficiently manage modern technologies, ensuring the right balance of in/out-sourcing for the directorate whilst reducing cost and building in house capability. As Service Director, I want an IT function that is merged effectively, that utilises new processes, maximising the use of toolset automation delivering benefits to the wider organisation (making savings, increased responsiveness, enhancing the service, building capability), whilst maintaining the existing service throughout transition without disruption. As Head of Commercial I want a clear ICT procurement strategy and plan to support the ICT Directorate and the wider organisation. Work Already Done A Discovery exercise was recently completed incorporating a Gap Analysis & Options Appraisal of Service Management & Integration and Service Desk capabilities. The discovery recommended a model consisting a 'Retained Client Organisation', a 'Hybrid SMI' and 'Managed Service Providers' - either internal or out-sourced providing services. High level details of the Discovery exercise will be shared with shortlisted suppliers only. There is also the potential to deliver early toolset changes needed to bring the ex-DfID and ex-FCO IT organisations together, however in a way that will not limit or destabilise the longer term objectives of the Programme. Existing Team The successful bidder will be managed and monitored by the FCDO's FSM programme team and will work closely with FCDO's incumbent suppliers. The detailed Programme organisation structure will be shared with down-selected bidders. Current Phase Discovery Skills & Experience • Previous experience of managing and implementing organisational change (including culture and skills) within large organisations to support board-level decisions [12%] • Proven experience of designing and implementing service management capabilities, integrating functions and teams in previously diverged organisations. (12%) • Experience in managing organisational change, design decisions and subsequent implementation while ensuring stability of the core services during transition (insourcing, outsourcing, transition between models, exit and transition of suppliers). [12%]. • Experience of effectively managing Programmes through business case development, approvals, and successful implementation. Managing risk, and controlling delivery including elements of sub-supply chain to deliver the org change successfully. [12%] • Experience of developing a tooling strategy integrated with the IT Service Management operating model, delivering benefits through process optimisation, standardisation and supporting excellent user experience whilst reducing operating costs. [12%] • Experience of using outputs from a previous discovery exercise and creating an operating model and transition plan. [8%]. • Proven experience of documenting and implementing new or changed ITIL Policies and Processes in a large service management function without disruption of existing services. (8%). • Proven track record of working with stakeholders to create an Outline Business Case inclusive of a target operating model and organisational change for a large organisation. (8%) • Experience of working for a large organisation with a significant global presence (private / public sector) within highly secure settings on complex organisational change projects and / or programmes. (7%). Nice to Haves • Experience of working with parties to implement organisational change where key stakeholders may have commercial considerations in supporting the development of the target operating model and transition plan. (3%) • Proven experience in the identification of current service management capabilities (as is) and that which will be needed for the future state (to be). (3%) • Experience of implementing a range of different service models in both private and public sector environments. (3%) Work Location The team will be required to work remotely whilst Covid 19 restrictions remain in place. Close collaboration with teams in London, South East England and Scotland will be required. Once restrictions are lifted and it agreed to be safe to do so, some travel to FCDO buildings may be necessary. Working Arrangments Our focus is to build a close and effective relationship between the supplier and internal teams. The FCDO will not be liable for any travel and subsistence expenses for visits to London and Milton Keynes sites. The supplier must follow the FCDO's IT and security procedures and policies in relation to access, data and equipment use. Security Clearance Minimum SC vetting for all core staff involved with at least one senior service architect and a team lead being DV cleared. It is preferred that any proposed teams already hold clearances to avoid impacting delivery timescales. FCDO will not be a sponsor for any supplier staff attaining security clearance. No. of Suppliers to Evaluate 5 Proposal Criteria • Please document a Method Statement setting out your proposed organisation / team structure and methodology of how you would mobilise and run the Future Service Management Programme (9%) • Document a Method Statement describing working with Authority stakeholders to create a target operating model that determines the optimal in-source vs out-source service provision and optimal migration approach. (8%) • Please document a Method Statement setting out the process you would undertake to create the Outline Business Case (OBC) for the Future Service Management Programme (6%) • Document a Method Statement setting out how your organisation would develop a communications strategy which ensures the programme manages communications proactively to staff, suppliers and stakeholders at all levels. (2%) • Document a Method Statement describing how you would execute a procurement process for the Authority ensuring compliance with all Public Sector Procurement regulations identifying the most economically advantageous tender. (4%) • Document a Method Statement detailing your approach to conducting user research (including understanding of the Authority’s user experience at post) setting out the methodology and tools employed. (2%) • Document a Method Statement defining your approach to transformation and change management for merging the service management functions from ex-DfID and ex-FCO and transitioning to a new operating model (8%) • Method Statement defining your development of an ITIL policies and process set ensuring the future operating model works for I) incumbent suppliers on tool and; ii) new ‘merged’ services (4%) • Please explain how the target operating model can use tooling to deliver a transformed user experience, whilst reducing cost and increasing organisational responsiveness. (8%) • Explain how in developing new ITIL processes (in particular Service Transition) and building internal capability the target operating model will allow FCDO to be more agile and reduce lock-in. (4%) Cultural Fit Criteria • Describe how you would ensure the successful transfer of technical knowledge between staff. (1%) • Define your approach to working in multi-disciplinary teams and multi-supplier environments realising successful outcomes and meeting objectives. (1%) • Describe how you’d go about working in close partnership with a client, acting as their agent to deliver complex cultural change through differing organisational tiers, including managed suppliers. (3%) Payment Approach Capped time and materials Evaluation Weighting Technical competence 55% Cultural fit 5% Price 40% Questions from Suppliers 1. Will the successful supplier be excluded from supplying outsourced or manage service capabilities? We do not anticipate that the successful supplier would be blocked from supplying other services to the FCDO and that the risk of distortion of competition could be managed by putting in place an ethical wall for future procurements (this would be determined at the time of conducting a new procurement). It should be noted that in the event the future delivery model outsources service integration then in line with the Cabinet Office 'Red Lines for IT Procurement' a supplier would not be able to provide service provision and service integration in order to avoid a supplier managing itself. 2. Will the successful supplier appointed for this phase of work of the FSM programme, be able to bid for the the subsequent Implementation phase of the FSM programme (assuming there will be a procurement for the implementation)? The scope of this requirement includes supporting the implementation phase of the Future SM Programme and we do not anticipate any further requirements being put to market to support the Future SM Programme. In relation to any resulting procurements generated by the programme e.g. Service Desk then please see answer to Q1. 3. Can you please let us know who delivered the alpha phase of this work? Are they eligible to bid for this work? The supplier for the Alpha Phase / Discovery piece is no longer engaged with the FCDO. The supplier that delivered the Alpha Phase / Discovery piece is eligible to bid for this work should they so wish. 4. Will FCDO sponsor DV clearance for the Senior Service Architect and Team Lead or MUST all security clearance be in place? FCDO require a DV cleared Senior Service Architect and Team Lead from contract commencement. The successful bidder may change the DV cleared personnel during the term of the contract at their own cost. FCDO will sponsor but not pay for any such application. 5. Regarding the nice-to-have question about implementing organisational change (Question 10) – We interpret this as meaning that both design and implementation of a revised operating model will likely involve 3rd Parties (such as Managed Service Providers) whose own commercial interests will need to be considered by any client side partner – could you validate that this understanding is correct, or clarify if not? Yes, in implementing organisational change the chosen bidder will have to work with stakeholders included Managed Service Providers, whose own commercial interests will need to be considered by the client side / delivery partner. 6. Your opportunity overview references the ‘impending expiry of an existing outsourced Service Management & Integration contract (ex-FCO)’, which incorporates Service Desk and Live Services. Will the successful Delivery Partner for the FCDO’s Future Service Management (FSM) Programme be eligible to bid for the replacement Service Management & Integration contract when this contract is replaced? We are not looking for a like for like model, it's predicated on the detailed organisational design that the delivery partner will implement. It should be noted that in the event the future delivery model outsources service integration then in line with the Cabinet Office 'Red Lines for IT Procurement' a supplier would not be able to provide service provision and service integration in order to avoid a supplier managing itself. 7. Can the FCDO confirm that the requirement for a DV-cleared team lead does not necessarily mean the overall engagement lead, but instead someone who can lead those activities that require DV within the overall FSM programme team? FCDO require at least one DV cleared Senior Service Architect and a Team Lead from contract commencement - who shall not necessarily be the overall team lead. 8. Was the existing Discovery and User Research work completed in house, or by an external partner. If the latter, will the partner be continuing to to support this programme? The supplier for the Alpha phase / Discovery piece was completed by an external supplier and is no longer engaged with the FCDO. The supplier that delivered the Alpha Phase / Discovery piece is eligible to bid for this work should they so wish. 9. How is the cultural fit (5% evaluation weighting) assessed? Which question relates to this on the submission form? In the advert please refer to the Cultural Fit criteria section. 10. In the ‘How suppliers will be evaluated’ section it states that ‘All suppliers will be asked to provide a written proposal.’Where is this proposal and method statement submitted? On the submission form, all questions are based on the skills and experience section. The written proposal is part of the assessment stage (further evaluation stage) for suppliers that have been successfully shortlisted.The Digital Marketplace only controls the shortlisting stage up to the point of supplier responses to our essential and nice-to-have criteria. Successfully shortlisted suppliers will then be informed of the next stage and unsuccessful suppliers notified. Everything from this point on is conducted outside the Digital Marketplace platform, to a process and timetable dictated by the FCDO. Shortlisted suppliers take part in a full further competition/evaluation - at which point their written proposal / method statement will be submitted. 11. What scoring criteria is applied in order to assess the skills and criteria evidence submitted? We shall be using the criteria referred to in the 'Proof of skills and experience' section in the Digital Marketplace DOS guidance available at the link below:- https://www.gov.uk/guidance/how-to-shortlist-digital-outcomes-and-specialists-suppliers 12. • What service management tools are currently in place?• Is the intention to keep existing service management tools, or to replace one / all of them?• Will the FCDO support transfer of security clearance from other Departments?" • We currently have two service management toolsets.• We are planning to consolidate into a single toolset.• Yes, subject to the usual rules / eligibility the FCDO will support the transfer of security clearance from other government departments. 13. • What service management tools are currently in place?• Is the intention to keep existing service management tools, or to replace one / all of them?• Will the FCDO support transfer of security clearance from other Departments? • We currently have two service management toolsets - ServiceNow and Service Anywhere.• We are planning to consolidate into a single ServiceNow toolset.• Yes, subject to the usual rules / eligibility the FCDO will support the transfer of security clearance from other government departments.