HMCTS Reform - Family Public Law and Adoption (FPLA)

Description

Summary of the work The FPLA project will deliver digital services that provide an end-to-end transformed/standard journey that contributes towards the improved efficiency and effectiveness of Care, Adoption and Placement cases through the courts for all users. This service is outside IR35. Expected Contract Length 2 years Latest start date Wednesday 1 August 2018 Budget Range The anticipated service will consist of multiple teams. Suppliers progressing to the "proposal" stage will be issued with a template to complete the financial section of this tender. The total Supplier charge, along with the total blended day rate of all resources will be evaluated as per evaluation criteria. Why the Work is Being Done HMCTS is undergoing an extensive reform transformation enabled by a technology work stream. The Family Public Law and Adoption services require modernisation to enable more efficient administration and hearing of cases relating to the Care, Supervision, Adoption and Placement of vulnerable children. A vital element of this modernisation will be the delivery of new digital solutions, which will support HMCTS in making more effective use of its staff, resources and estates and continue to safeguard the welfare of children at risk. Problem to Be Solved Over 30,000 tribunals, 5% of total cases, are held each year. Although there is a defined legal process, each of the 158 Local Authorities have adopted a colloquial delivery approach. The project has completed the Inception and Discovery Stages. The project is to produce a standardised digital service to meet 5 core user journeys covering Local Authorities, HMCTS, Judiciary Guardians and CAFCASS. A supplier is required to deliver these through Alpha and Beta phases, delivering on an Outcome basis. The supplier must be prepared to operate a federated delivery model, managing other suppliers resources to deliver the contracted Outcome. Who Are the Users As a participant in FPLA I need to be able to submit and receive information relating to my Case more easily, and better understand my role in proceedings so that I am able to fulfil the obligations assigned to me by law under The Children's Act. This is to ensure that Care, Supervision, Placement and Adoption hearings can proceed as efficiently as possible to safeguard the welfare of children at risk. Work Already Done The Inception and Discovery phases of Family Public Law has been completed, covering the full breadth of the Service at a high-level. Having captured the full complexity and scale of the required modernisation, the Project is required to commence the alpha stages. The second element of the project, Adoption, is currently conducting User Insight research in preparation for Inception. This strand of the Project will require a team to supplement the Discovery work already completed for Family Public Law, and to progress the work into Alpha and beyond. Existing Team The Technical Workstream report to the Business Project Manager and Service Owner. The existing Technical team is a blend of internal staff and external contractors/consultants from a range of suppliers. The FPLA team includes Researchers, UX Design, Content Design, Service Design, Business Architecture, Business Analysis roles. The team also consists of Service and Project Management, a Solution Architect and a Delivery Manager. The supplier will develop a federated delivery model, managing all the technical work stream technical capabilities to deliver the desired outcome. Current Phase Not applicable Skills & Experience • Demonstrable experience;including references, of providing 3 multi-disciplinary teams, within a federated delivery model to deliver digital solutions rapidly and at scale. Provide assurance the resources are available.(2%) • Demonstrable experience,including references of planning and delivering complex transformation programmes, using agile principles at scale within Waterfall programmes; managing; delivering and reporting operating Sprint Plans alongside longer-term Roadmap based planning.(2%) • Demonstrable experience;including references, of delivering complex transformation programmes, working in multi-supplier teams, managing cross stream/ team dependencies with extensive common component integration, including legacy system integration.(2%) • Demonstrable experience;including references, creating/delivering for 4+ user-needs-led government/Industry digital services, passing 2+ Alpha/Beta GDS assessments or equivalent industry service reviews (List evidence and provide detail references at proposal stage).(2%) • Demonstrable experience;including references, of using GOV.UK style, or equivalent industry style, standards and patterns to produce consistent and quality designs meeting user needs and business requirements.(2%) • Demonstrable experience;including references, where you have successfully delivered content design-led digital solutions while working within multi-vendor teams on multiple projects at different locations (include references).(2%) • Demonstrable evidence;including references, in implementing software using the following development practices and processes; domain-driven design (DDD), Behaviour-driven development (BDD) and Test-driven development (TDD).(2%) • Demonstrable evidence;including references, of agile testing/QA- strategies and automation tools; building unit,integration, functional/non-functional tests using tools i.e. Codecept.js (Jasmine/ Karma/Protractor) Saucelabs, Mocha/Chai, Dependency Check,Node-Security-Platform,Zap,Gatling (Scala)(2%) • Demonstrable experience;including references, in building micro-services with RESTful APIs, using JAX-RS, JMS, Java 8, Maven/Gradle build systems, Postgres, Redis and NoSQL Databases.(2%) • Demonstrable experience;including references, in web application server-side development. including ORM and Hibernate, dependency Injection, GIT CLI, Jenkins, CI tooling, Opensource Libraries and their controls.(2%) • Demonstrable experience;including references, implementing Front End web applications using HTML5,CSS3,SASS,SCSS,JavaScript(ECMA 5/6/7) , Node.js, Express.js, templating (Nunjucks or similar),Grunt/Gulp build system, Responsive Design. Nice to have: TypeScript/Angular, Babel,Webpack.(2%) • Demonstrable evidence;including references, of operating digital services utilising Azure platform and technologies showing how sensitive security requirements are met to deliver the services by leveraging best practise and GDS guidelines.(2%) • Demonstrable evidence;including references, experience of providing a client facing support capability whilst continuing to develop capability in an agile continuous delivery environment for a large digital change programme.(2%) Work Location Petty France, London, Birmingham , and other locations Working Arrangments The programme utilises the SAFe methodology, aligned to GDS standards, however, it is a complex programme that operates within an overarching Waterfall programme delivery approach. SoW/Work-Orders will be issued to define the outcomes of each project phase. The suppliers team will initially be required to work on-site at the base location 5 day week. For works performed at a non-Base location (or the supplier's own premises) and London (outside of the M25),all reasonable travel and expenses costs shall be met in accordance with the rates set out in the MoJ travel and subsistence policy and require prior approval from HMCTS. Security Clearance Where roles require access to production systems and live data, SC clearance will be required, all other team members will require a valid BPSS. No. of Suppliers to Evaluate 4 Proposal Criteria • Describe how you would enable HMCTS to achieve its vision of the business owning and operating its digital services for the areas covered by this tender (2%) • Explain how you would propose to implement your Agile Development Service within the proposed Federated model, detail yoyr approach, delivery, any challenges and how you would propose to overcome them.(4%) • Explain your approach to embedding previously completed work and staff into the team, without adversely impacting the existing programme delivery timelines or the live services.(3%) • Articulate how you envisage the overall service model operating to optimise the capability of the proposed team and any interactions with other teams/suppliers providing shared components to integrate with(3%) • Provide your proposed organisation and CV's for your proposed team key members articulating how their skills and capabilities would provide the necessary services(4%) • Provide case studies of relevant previous engagements where you have done this before, articulate lessons learnt and avoidable challenges. Identify the relevant team members that worked on the service development(4%) • Describe how you will ensure that HMCTS is supplied with high quality and appropriately skilled team specialists, whilst minimising HMCTS's effort in screening the proposed team members.(2%) • Describe your approach to adding, replacing and rotating new team members, within a 2 week notice period, to the existing team without reducing the teams velocity.(2%) • Prior to handover to the BAU capability, propose how you would provide cost effective support for the Citizen facing digital services.(3%) • Describe how you intend to contract for each "Outcome", Propose KPIS and SLAs to measure and manage the quality/Delivery speed and confirmation the Outcome is "Done" (delivered).(5%) • Describe how you are able to flex your service offering to meet rapid changes in demand as well as changes in technology(3%) • Explain your approach to implementing iterative Agile Service development into a live service operation that would impact the general public and professional services.(3%) • Describe how you would transfer the service/skills/knowledge developed during the remainder of the programme to a civil service operated, live digital operations centre, located remote from the programme team(3%) • Explain the Value Proposition; value for Money, how the proposal will optimise costs, and generate savings. Demonstrate how discounts will be linked to volume and duration(3%) Cultural Fit Criteria • Explain how you’ll ensure collaboration at all levels of the project and programme delivery between users, team members and management. Give examples of where you have taken this approach (1%) • Explain how you would maintain a no-blame culture and encourage people to learn from their mistakes and provide examples of this (1%) • Explain how the team intend to create/enhance a DevOps culture (1%) • Explain how the supplier will coach, mentor and support the civil service apprenticeship scheme (1%) • Provide evidence on how the supplier have worked closely with partner suppliers to provide a comprehensive DevOps service (1%) Payment Approach Time and materials Evaluation Weighting Technical competence 70% Cultural fit 5% Price 25% Questions from Suppliers 1. Has the technology mix required to deliver this project already been decided? Or do HMCTS welcome fresh, innovative technology approaches that will enhance the pace and quality of delivery and in turn improve the overall end solution. The HMCTS Reform programme is two years old. The technology stack and approach specified is based on the overall approach defined for use across the programme to ensure a consistent delivery approach; and also to ensure that the solutions can be maintained/enhanced by a BAU team in an efficient manner, optimising the skills and tools required by the team.The respondent should respond as to how they would solve the problem specified, including should they wish, proposing innovative solutions. However HMCTS will review all responses against the scope of the original tender including the questions asked. 2. For some of the Essential skills and experience, HMCTS have requested for references to be included as part of the evidence responses. Please could you clarify what reference information needs to be included as part of the 100 word responses. The supplier will be asked at the proposal stage to provide full disclosure of all references quoted within the preliminary stage of the tender. Your submission at this stage should be a concise response that describes what the supplier has done in a referenceable client engagement, demonstrating the suppliers success to that client. There is an expectation that proposed team members would have been part of the team delivering the service to the clients referred. Any supplier found not to be truthful in their assertions of delivery during any stages of the tender will be eliminated from the process. 3. What is the approximate budget for this work? Thank you for your question relating to budgets.At this stage of the tender the HMCTS programme are interested in evaluating suppliers capability to meet the programme requirements. Those suppliers that progress to the proposal stage will be informed of the initial team size, the potential 2 year requirements, and the information required to conduct the financial evaluation. 4. On the first essential skill/experience area, are you looking for 3 examples of multi-disciplinary teams working within federated delivery models or 1 example of 3 multi-disciplinary teams working within a federated delivery model? Thank you for your question relating to skills and experience.At this stage of the tender process, the HMCTS programme are seeking to assure themselves that the suppliers bidding have the appropriate level of competency, skill and scale. Please provide evidence of what you have delivered to provide the programme with the necessary assurances. 5. Please could you explain more about how you would like to see the services delivered on an Outcome basis, and the related commercial arrangements. Thank you for your question relating to Outcomes based commercial arrangements.The HMCTS programme work collaboratively with it's suppliers to define the scope of each SoW, aligned to plans and necessary milestones. The necessary standards and governance are included in the contract and SoW as needed, and are available as part of the delivery approach. The Suppliers are measured against the agreed plans. The Commercial terms are covered in the tender. 6. Please could you explain more about which roles you are expecting the supplier to fulfil (e.g. which roles from the existing team are to be taken over and the extent to which Discovery team members are needed for the Adoption workstream)? The programme is large and complex requiring each project to utilise common components and deliver their own business functionality. The initial project teams usually comprise DM/BA/UXR/Content-designer/Sol-architect. At Alpha technical resource is employed. Adoption has not yet started (unlike Public Law) and so no-one has yet joined the team. The full team structure will be provided at proposal stage. The supplier should propose their own team to the programme, the winner will then agree the team and the phasing of the roles in conjunction with the programme leads. The proposed team is expected to be present during the presentation. 7. The spec mentions the project is to deliver 5 core user journeys, please could we have a high level overview of the first journey? Journey 1 - Local Authority - the applicant in Public Law cases, who instigate proceedings and drive case progression. 8. The spec mentions the project is to deliver 5 core user journeys, please could we have a high level overview of the second journey? Journey 2 - HMCTS Gatekeeper - the role that receives and triages the Local Authority application. Gatekeepers allocate cases to the correct level of judiciary based on their complexity, and schedule hearings based on their urgency 9. The spec mentions the project is to deliver 5 core user journeys, please could we have a high level overview of the third journey? Journey 3 - CAFCASS - CAFCASS appoint a Guardian who represents the child in the proceedings. The Guardian is appointed at the application stage, and attends all meetings and hearings to ensure the interests of the child are supported. 10. The spec mentions the project is to deliver 5 core user journeys, please could we have a high level overview of the forth journey? Journey 4 - Judiciary - The judiciary preside over the hearings, and are the ultimate decision makers in cases. They allocate directions to the Parties, and issue final orders to enforce their decisions. 11. The spec mentions the project is to deliver 5 core user journeys, please could we have a high level overview of the fifth journeys? Journey 5 - Solicitors - Solicitors in Family Law cases represent the Parents who are the respondents. They are typically funded with Legal Aid, and are chosen by the parents from a recommended list provided by the Local Authority. 12. Are we correct to assume that the technologies to be used are those mentioned in the questions? and are those technologies prescribed? Thank you for your question relating to technologies.The programme is large and complex, hence the very large number of different technologies. There are core architecture foundations that each project must adopt and the projects must adhere to the common technologies in order to deliver a consistent and efficient service to be run by the BAU civil Service capability 13. The adoption element is discussed as entering user insight research, does this mean that the project must 'discover' adoption needs in parallel to FPL Alpha work? Thank you for your question relating to the adoption project timeline.The Adoption element of the project is phased behind Public Law in terms of overall timelines, and the programme can confirm the Discovery stage is about to commence. Depending on the duration of the tender process, the Discovery element of the project may be forced to commence prior to the winning bidder commencing, therefore the bidders should be prepared to be flexible during the initial stages of their engagement 14. The spec mentions SAFe within overarching waterfall programme delivery approach, do you expect a gap between alpha and beta whilst traditional governance digest and approve alpha recommendations for beta (assuming recommendation to progress)? Thank you for your question relating to working practices.The programme has found that as long as the team/supplier prepares the necessary artefacts in good time and collaborates and communicates with the necessary stakeholders on the approach to the gates this Is not normally a barrier to progress. The gates do have “teeth” though and should not be seen as optional. 15. Can you confirm that the use of relevant equivalent industry examples will score the same as the provision of a government example. Thank you for your question relating to the evaluation process.The MOJ can confirm all suppliers will be treated equally immaterial of whether the referenceable delivery is for a government or non-government client. Please ensure all references are articulated fully. 16. Can you confirm that the phrase ‘Demonstrable experience, including references’ is a request for the name of the organisation, in addition to a description of our experience in line with buyer guidance for the framework. Thank you for your question relating to references. Please ensure sufficient information is provided to enable the MOJ to contact the referenced client. Any supplier found not to be truthful in their assertions of delivery during any stages of the tender will be eliminated from the process. 17. In order for us to provide assurances around the resource availability could you provide details of the expected team sizes, the number of teams anticipated and the likely ramp up profile of these teams? The programme is very large and complex requiring each project to utilise many common components as well as deliver their own piece of business functionality. Please refer to Question 6 regards standard team. The suppliers should be able to scale to a team of 30 consultants during the two year anticipated project lifecycle, however the MOJ are not committing to procure these volumes. The winning supplier will agree the resource profile, with the programme, expected to deliver the specific "stage" outcome within each SOW.