HMCTS Reform - Civil Enforcements (CE)

Description

Summary of the work This project will deliver a transformed Civil Enforcements service for all users seeking to implement judgements. The solution may also require data exchange with other government departments to support aspects of this service and will include a build/buy assessment for technology to support the bailiff service. Expected Contract Length 2 years Latest start date Monday 20 August 2018 Budget Range The anticipated service will consist of 2 or 3 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. Civil, Family and Tribunals (CFT) is one of the programmes of work enabling the transformation. Current HMCTS services are typically supported by high-volume, paper based processes. The CFT Programme’s main technology objective is to develop efficient, proportionate and accessible digital services delivering access to justice via appropriate modern channels. These digital services are being developed within a coherent architecture which maximises reuse across the services. Problem to Be Solved HMCTS is undergoing an extensive digital programme which includes transformation of the Civil Enforcement Service that is typified by high-volume, paper based processes. One of the project's main technology objectives is to develop efficient, proportionate and accessible digital services delivering access to justice via appropriate modern channels. The Civil Enforcement Service is a cross jurisdictional service and provides for the enforcement of final judgements, orders or awards arising from civil, family and the tribunals proceedings as well as from Other Government departments. Who Are the Users As a claimant, I need a way to get a debt (that a court has ruled that I am owed) from a third party. As a defendant, I need to understand what my options are and how to go about them. As a bailiff, I need defendants to know what is expected of them in advance of physical enforcement and information to be accurate so that I can successfully recover the debt owed. As court staff, I need visibility of previous interactions with claimants and defendants, plus relevant information from other government departments so I can decide on next steps. Early Market Engagement None Work Already Done Civil Enforcement has completed an inception event, and is underway with delivery of discovery. Some user research and BA analysis has been completed. 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. By the start of the contract, the in situ team will include User Research, UX Design, Content Design, Service Design, Solution Architect, Business Architecture and Business Analysis roles. The team also consists of Service and Project Management, 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 Discovery Skills & Experience • Providing references, demonstrate where you have provided 3 multi-disciplinary teams, operating in a federated delivery model, to deliver digital solutions at scale. Identify the proposed resources and their available.(2%) • Providing references, demonstrate where you have planned and delivered Agile projects, at scale, within complex transformation programmes integrating within Waterfall programmes; managing, delivering and reporting progress alongside Roadmap based planning.(2%) • Providing references, demonstrate where you have planned and delivered Agile Projjects within multi-supplier teams, managing cross stream/ team dependencies with extensive common component integration, including legacy system integration.(2%) • Providing references, demonstrate where you have, created/delivered 2+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%) • Providing references, demonstrate your implementation of GOV.UK style, or equivalent industry style standards and patterns to produce consistent and quality designs meeting user needs and business requirements. (2%) • Providing references, demonstrate your ability to successfully deliver content design-led digital solutions while working within multi-vendor teams on multiple projects at different locations. (2%) • Providing references, demonstrate your ability in implementing software using the following development practices and processes; domain-driven design (DDD), Behaviour-driven development (BDD) and Test-driven development (TDD). (2%) • Providing references, demonstrate your agile testing/QA capability; strategies, automation tools, building unit, integration, functional, non-functional tests. key tools Codecept.js (Jasmine/ Karma/Protractor) Saucelabs, Mocha/Chai, Dependency Check,Node-Security-Platform,Zap,Gatling (Scala).(2%) • Providing references, demonstrate your capability of building micro-services with RESTful APIs, using JAX-RS, Java 8, Maven/Gradle build systems, Postgres, Redis and NoSQL Databases. (2%) • Providing references, demonstrate your capability of web application server-side development. including ORM and Hibernate, dependency Injection, GIT CLI, Jenkins, CI tooling, Opensource Libraries and their controls. (2%) • Providing references, demonstrate your capability in 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%) • Providing references, demonstrate your digital services capability, utilising Azure platform and technologies, implementing high security requirements, leveraging best practise and GDS/industry guidelines.(2%) • Providing references, demonstrate your 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%) • Providing references, demonstrate your ability to carrying out a build versus buy assessment, the methodology to be employed and its relevance to a government procurement approach.(5%) Nice to Haves • Providing references, demonstrate experience of working on 'digital by default', or industry equivalent, modernisation projects in highly regulated services.(1%) • Providing references, demonstrate the different types of prototyping toolkits you have used to deliver new services into highly regulated service sectors.(1%) Work Location Locations; 102 Petty France, London, SW1H 9AJ and Aldgate Tower, 2 Leman Street, London E1 8FA, plus the possibility of a Birmingham base. In addition some UK Travel may also be expected. The authority may consider suppliers hosting project teams at their own premises. Any benefits offered by suppliers in this scenario should be reflected in the value for money section of the written proposal. 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 onsite 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 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 Baseline Personnel Security Check (BPSS) which must be dated within three months of the start date. See https://www.gov.uk/government/publications/government-baseline-personnel-security-standard for further guidance. 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 5 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 implement your Agile Development Service within the proposed Federated model, detail your approach, delivery, any challenges and how you would propose to overcome them. (2%) • Describe how you would incorporate existing team members (from varied suppliers) into your delivery team and how you would manage them to retain control and responsibility for the project outcomes.(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. (2%) • 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, articulate lessons learnt and avoidable challenges. Identify the relevant team members that worked on the service development. (2%) • 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. (1%) • 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 that 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. (2%) • Explain your approach to implementing iterative Agile Service development into a live service operation that would impact the general public and professional services. (1%) • 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. (2%) • 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%) • Describe your approach to advising on the selection of a solution for bailiff users and how you would conduct a build versus buy assessment.(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 has worked closely with partner suppliers to provide a comprehensive, successful federated service. (1%) Payment Approach Time and materials Evaluation Weighting Technical competence 70% Cultural fit 5% Price 25% Questions from Suppliers 1. Your first questions says "Identify the proposed resources and their available.(2%)". - do you meant that you want a named list of people? this would not fit within 100 words We expect you identify within your organisation capability pool the resources that you would be putting forward for the opportunity, confirming their available. At the proposal stage we will require their names and we will want to meet them at the presentation stage. Any company found to have falsely declared at the preliminary stage they have identified the team will be removed from the process. We recognise companies do not retain a "bench" and therefore accept a small change of team personnel may occur during the process, but you must identify any changes at the presentation. 2. when you say 'providing references' - do you mean 'refer to specific projects' or ' provide a name, phone number and email address' ? We require sufficient information to substantiate any claim that the supplier makes to the fulfilment of the requirements criteria. This may be, but not limited to, Client name, project, contact details. Any reference that cannot be substantiated will result in the supplier being removed from the process 3. Could you please provide us clarity on the timelines of the next stages ? When is the presentation likely to happen ? We are expecting the proposals to be submitted by the end of July, and the presentations to be conducted week commencing 14th August 2018 4. We understand that sufficient information is required to substantiate the evidence provided, hence we will ensure that we include the client and project name in the responses. Being conscious of the 100-word limit, could we provide the contact details at the next stage? Please confirm. Please provide the name of a project, the client name and a contact phone number; this should be less than 10 words leaving 90 to support the response. We require only high level details at this stage, but we will expect full disclosure if you are invited to progress to proposal stage. 5. For some of the responses, we will not be able to disclose the names of the clients. Could we anonymise the customer name at this stage and only provide the project details? We can provide all the required details during the next stage. Please confirm. If you are unable to disclose the name of your client then they cannot be a reference. Sadly in the past a small number of bidders have made erroneous claims to get through the initial stages, only to be found out at presentation stage and then disqualified. This is unfair to honest bidders that have a genuine interest in supporting us and could have gone through to final tender stage. 6. In the Culture fit criteria section, there is question on how the team intend to create/enhance a DevOps culture. Can you please let us know if there any existing investments made in implementing DevOps practices in terms of tooling? Apologies this is an honest mistake on our part. It should read…"Explain how the team intend to create/enhance an Agile delivery culture within a programme that is monitored and measured within a traditional waterfall programme model". 7. Please can you clarify whether when questions state “provide references” this necessarily implies more than one reference? If so, what are the minimum and maximum numbers of references that are allowed? If you are invited to the next stage of the tender process you will need to provide references for all your case studies, we are content for you to provide a single reference at this stage to substantiate your capability. Ideally to demonstrate capacity and capability you will have more than one reference, but this is not a barrier to progress; however the quality and relevance of the reference within the proposal stage will be of paramount importance. 8. Please could you confirm that contact details for example projects provided as references do not need to be given until later stages of the procurement? Where we have stipulated "Providing references, demonstrate...", it would be a little difficult to be compliant without the reference details. We require only high level details at this stage, but we will expect full disclosure if you are invited to progress to proposal stage. 9. Please could you advise of the types of resources you are looking for? Will it be a continuation of the in situ team described the existing team section or something different? For current project resource status see specification. We would expect the supplier to retain and transition these resources in a controlled manner.Initial works to complete Alpha, focussing on creating,testing prototypes,improving content and user testing to determine Beta scope. The technical leads and developers to be mobilized towards end of Alpha. Additionally, some consideration of buy-vs-build assessment for bailiff Solution will be required. We are looking for you to propose a team for this complex service that will change during the two-year-period. You are likely to be financially evaluated against:Delivery-ManagerTechnical-LeadDevelopersDevOpsUser-ResearcherUX-DesignerContent-DesignerSolutions-ArchitectBusiness-AnalystTester 10. Does HMCTS expect resources to have any specific technical certifications? The HMCTS Digital Reform programme would expect all QA resource to have ISTQB certification as a minimum. 11. How many resources are expected to be delivered, and at what levels of seniority? It is anticipated that the HMCTS Digital Reform programme will need 20-30 additional resources over the next 24 month programme to supplement it's current team. This will cover a complete range of testing skills, experience and seniority, from junor testers to project test managers. 12. How much demand are you expecting for these services over the next 12 months? Over the next 12 months current resourcing expectations is in the volume of 10-15 testers embedded across the various project teams 13. What test environments are available? Will suppliers be able to influence environments provisioning (eg determine requirements for a suitable performance or OAT test environment)? The normal test environments required or expected will be available. We also use azure for platform and infrastructure as a service. With CI, CD and appropriate automation we are able to flex environment accounting to capacity and budget constraints. The QA team would be expected to help define the environment configuration and parameters. 14. Are suppliers expected to provide any test environment services (hosting, build, technical management, booking , user access, etc)? No (we use devops and platform engineering to spin up and manage environments). We do expect test resources to assist with tooling implementation and management if needed 15. What levels (person-days/month) of out-of-hours support is expected to be required to support releases and other out-of-hours work? Out of hours support - service levels, support levels etc are still being subject to discussion. Please propose a suitable solutiuon for the scale of programme you will be supporting 16. What % of roles are expected to require SC clearance versus BPSS? The percentage split for SC clearance of the staff provided will be high due to the nature of the MOJ security requirements.We will expect at most one QA per team to be cleared, in total across the programme no more than 10 QAs at most. Most SC resource will be in the Senior Developer (Tech lead) and DevOps space. 17. Please clarify what is meant by “interoperability” with respect to rampup / rampdown The HMCTS Reform programme want to ensure there is no denigration of service across teams as well as within specific project teams during times of transition - for instance when a team ramps up or reduces their resource. We are interested to know how suppliers ensure 'interoperability' between teams is not effected. 18. Can you advise of approximate percentage split for SC clearance of the staff provided? The percentage split for SC clearance of the staff provided will be high due to the nature of the MOJ security requirements.Actually I think we will expect at most one QA per team to be cleared. Depending upon roles provided this may be a high percentage. But actually it’s probably around 10 QAs maybe at most. Most sc will be devs or devops . 19. What indicators of the volume of work to be delivered during the 2 years of the contract exist and what are the numbers for these indicators? Volumes of work is based on the HMCTS Reform Programme interim state objectives. The programme has not yet reached it's peak in terms of projects, whereas some projects are beginning to move into an operational support and enhancement phase. Based on this projection number of QA resources likely to be required over the 2 year term of the contract is likely to be 20-30 in total. 20. What is the most likely pattern of variation of the monthly volume of work to be: (a) Generally consistent with foreseeable incremental change month on month. (b) A base of type (a) but with regular planned temporary increases in volume, increases that are generally less than the base volume, on a predictable basis. (c) A base of type (a) but with as required temporary increases in volume, increases that are generally less than the base volume, on an as needed basis. (d) Highly variable with wide swings in volumes from month to month. (e) Something else, please describe. (a) Generally consistent with foreseeable incremental change month on month. Resource requirements are generally known in advance allowing for sufficient resource planning. Expectation is CVs/profiles will be available within 5 days of a resource requirement and on boarding complete within maximum of 4 weeks. 21. Ref: Propose how you would provide a cost effective support for the Citizen facing digital services and the associated product/development teams(3%) Q: Please could you clarify what the term 'support' means in this context? "Support" in this context is the provision of a testing/QA service that can meet the demands of the HMCTS Digital Transformation programme, a strategic government digital transformation programme and the BAU support function during the BETA phase. Digital services include products that enable citizens to submit applications relating to the HMCTS services such as divorce application. QA resources must be able to support the delivery support function creating enhancements. 22. Ref: Explain your approach to augmenting the existing quality assurance service without adversely impacting the existing programme delivery timelines or the live services(4%) Q: Are you able to share any details on the existing quality assurance service? The HMCTS Reform programme has been running for many years, and there is a plethora of material relating to the programme in the public domain. We currently have approximately 15 projects in flight with people covering all key technical roles you would expect in a QA service. This contract will supplement existing commercial arrangements as we rotate staff, replace contracts and add further projects 23. Ref: Most testing roles will require SC clearance as access to production systems and live data is involved. Roles that are not directly engaged in testing; production or live system, will require a minimum standard BPSS. Q: Is it likely that SC will be for more senior resources and BPSS for mid-senior and junior resources? What is the likely ratio of SC:BPSS? As you would expect, any person accessing MOJ data either in the Live or pre-production systems will require SC clearance, therefore you must assume that all the testers accessing these systems will require a higher level of security clearance. Non SC roles relate to any supporting function, if there are any, management/administration. 24. Please confirm if the questions and answers provided Q10 to Q23 are relevant to the civil Enforcement Tender The HMCTS wish to apologise for the error generated today. Please ignore questions 10 to 23 as these are for a different tender, the buyer accidentally published the responses in the incorrect tender. 25. Please confirm if the questions and answers provided Q10 to Q23 are relevant to the civil Enforcement Tender The HMCTS wish to apologise for the error generated today. Please ignore questions 10 to 23 as these are for a different tender, the buyer accidentally published the responses in the incorrect tender.