BUYING SOLUTIONS INVITATION TO TENDER (ITT) For ...

BUYING SOLUTIONS

INVITATION TO TENDER (ITT)

For

CONSULTANCY SERVICES

REF: RM 662

TENDER CLOSING DATE: 05/11/2009

TENDER CLOSING TIME: 15:00 hours GMT

Status: Final

ANNEX 1 - STATEMENT OF REQUIREMENT (SOR)

SECTION A: GENERAL REQUIREMENTS

[A1] Selection and Management of Sub-Contractors

Detail your procedures used in the selection / appointment and management of sub-contractors during the term of a Framework Agreement (whether or not sub-contracting is anticipated at this stage).

Response Guidance

The Contractor will be expected to have robust systems and procedures for the management of subcontractors employed on the framework, so as to ensure that work is carried out in the manner and to the standard required. Your response should include the monitoring of service delivery and price management approach to ensure the customers using this framework are assured of the same quality of service required by the customer of yourself.

A1 Selection and Management of Sub-Contractors Response

Subcontractor Selection

A stringent, documented and independent/centrally controlled selection process is employed for subcontractors. The stages are:

1. Must be known to us, been highly recommended and we have worked with them previously.

2. Following formal Due Diligence, their approach to quality must be demonstrably high with ISO9001 accreditation/consistent approach.

3. Their approach to service delivery and cultural ethos must be wholly compatible with ours.

4. We train subcontractor in our methodologies, tools and style.

5. Added to our approved list and asked to confirm adherence to OGC and [REDACTED] terms.

Subcontractor Assignment

Subcontractors are chosen from our approved list if they demonstrate experience relevant to the proposed assignment.

The Assignment Project Lead (APL), a substantive member of [REDACTED] leads the assignment, following the process:

1. Agrees scope and outcomes and appoints a subcontractor „Lead‟ to manage delivery.

2. Formally engages subcontractor and agrees prices/terms in line with the Framework.

3. Undertakes Quality Assurance role – all outputs reviewed to ensure they meet our quality standards and the scope.

4. Arranges regular discussions with client – frequency agreed with customer.

5. Monitors outputs from the subcontractor – using the [REDACTED] report

setting out achievements, tasks for the next week and obstacles to overcome.

6. Monitors outputs ensuring delivery at the agreed price and obtaining client sign-off.

7. Obtaining client feedback and advising the subcontractor of the feedback - removing from list if poor feedback.

Maintaining Subcontractor Status

All subcontractors are reviewed for effectiveness and quality of delivery on a bi-annual basis, in line with employee staff appraisal protocols. In addition, they are trained and developed in line with our own staff.

Upon selection they are automatically invited to our in-house personal training and development programmes and given access to technical knowledge libraries and think-tanks.

Maximum word count – 300

[A2] Updating and Vetting of Consultants

Describe the policy that will be used for the vetting and/or security clearing of consultants and/or associates. The response should also state the procedures that will be used for updating and verifying CVs, references, etc.

Response Guidance:

This requirement is designed to ascertain whether there will be a process in place which will enable the vetting and security clearing of individuals. The response should detail the processes that will be in place, the verification that will be undertaken and the method in which CVs and references will be updated with new and relevant information.

A2 Updating and Vetting of Consultants Response

Responsibility

A Security Officer (SO) takes overall responsibility for security matters and ensuring staff compliance.

Vetting – All Staff

All candidates complete a rigorous and comprehensive recruitment process:

1. Pre-screening includes as a minimum verification of contact details.

2. Interview with HR including aptitude tests. Candidates bring with them copy of passport and if relevant Work/Residence permit.

3. Interview with Line Manager and/or Assessment Centre.

4. Final interview with Partner/Director.

5. Independent checks:

All ‘essential’ CV qualifications are verified with a review of original certification or by contacting the awarding body.

CRB check.

Two referees (both verbal and written) are sought.

After these checks, HR make a offer of employment, including a three month “trial period” after which there is a formal appraisal to determine whether to make the offer permanent.

Security Clearance – Assignment Specific

For all clients requiring specific checks (Enhanced CRB, Counter Terrorist Checks, Developed Vetting, Official SC, List 99 Check, etc) the staff selected for the assignment are referred to the SO who arranges for the necessary independent security clearance.

As we currently work with numerous Government departments and Police Forces, many of our consultants already have advanced security clearance.

Staff resources cannot be allocated until the appropriate clearance is received from the SO.

Updating Records – All staff

All consultants maintain their own record on our centralised Staff Portal – technical experience database of qualifications, assignment/case history, sector specialism‟s, languages and training. Consultants failing to update their information are given electronic reminders. Persistent failure to comply is escalated and disciplined.

CVs are formally reviewed bi-annually with line manager, as part of appraisal.

We are regulated by ICAEW and FSA, hence required to maintain quarterly, centralised, electronic, verified “Fit and Proper” records of our staff covering conflicts of interest, convictions etc. These records are independently audited.


SECTION B: CUSTOMER REQUIREMENTS

[B1] Assignment Selection Process

Describe the selection process for individual assignments and explain how these will ensure that customers are offered high quality, qualified and relevant consultants to meet their exacting requirements. Where relevant, responses should address separately in-house consultants, sub-contractors and associates.

Response Guidance

This requirement seeks in the first instance, to understand the individual assignment selection process that will be adopted, including the process for determining the most suitable grade for the work. The response should also address how those procedures will ensure customers are provided with the most appropriate consultant for the requirement. Additionally the response should explain how the process is adapted when using sub-contractors and/or associates.

B1 Assignment Selection Process Response

Lot Engagement Partner (LEP) oversees all Lot activity, acting as the gateway to our specialists:

1. LEP reviews individual assignments and appoints the appropriate Assignment Project Lead (APL).

2. APL reviews customer project specification for each individual assignment and meets (if customer agrees) or calls to deepen understanding of requirements.

3. APL reviews our CRM system to identify consultants with a relationship with the customer. Wherever possible we create a team including those with existing relationships to maximise value to the client and reduce initiation costs.

4. APL determines the right mix of skills to meet customer‟s needs. To identify consultants with the right skills/experience, at the right grade and at a suitable location, the APL searches our Staff Skills Database. This database records skills, qualifications, experience, sector specialisms and geographical location of all staff/subcontractors/associates, facilitating the development of multi-disciplinary teams throughout UK /globally. As subcontractors/associates have undertaken a rigorous selection process to enter the skills database, assignment teams are selected purely on the basis of skills, grade, relevance and appropriateness to the client need, and not on employment status.

5. The APL considers the right grade mix using our weighted skills matrix which triangulates technical skills, sector knowledge and value for money. Wherever possible the APL discusses options with the customer since alterations to grade/utilisation can reduce our costs – if so we pass those savings on.

6. From the resulting “long-list” of suitable individuals, selection is finalised using three criteria - availability, complementary team issues, individual candidate wishes in accordance with the consultant‟s Personal Development Plan. This ensures the development of a team who work effectively together, with a cultural fit compatible with the client‟s environment.

7. Client is provided a summary of the proposed team and encouraged to meet to consultants to ensure that a positive chemistry exists.


[B2] Individual Assignment Management

Describe the processes, procedures and resources for the management and review of the individual assignment and customer engagement, at the following stages:-

Pre – assignment

During assignments

Post – assignment

Response Guidance

Customers will require you to ensure the successful delivery of the assignment by active management throughout. This requirement seeks to understand the processes that will be in place for the management of individual customer assignments, engaging appropriately with the customer. Your response should include the different aspects of assignment management and provide details of how the following will be addressed:-

initial bid management

on-going assignment review

consultant performance

quality of deliverables

engagement with the Public Sector customer

B2 Individual Assignment Management Response

Pre-Assignment

The bid/mini-competition process is managed by the Assignment Project Lead (APL) with the following procedures/resources:

1. APL establishes Bid Team.

2. Desk-top research of customer by Research Team utilising CRM database – provides access to previous reports/material.

3. APL makes contact with other consultants who have worked with client.

4. APL talks to client, face-to-face if possible to truly understand requirements - critical aspect of assignment role.

5. APL tasks Technical Support Team to draft offer using pictures/graphics to help client understand proposed models.

6. APL interrogates Staff Skills Database to select team.

7. Internal meeting/teleconference with APL and Bid/Proposed team to agree offer.

8. Offer signed off by another partner.

9. APL submits offer.

10. Bid Team seeks feedback on reason for selection/rejection and collect feedback/analyse trends. Learning points published on intranet.

During Assignments

On acceptance of bid the procedure and resources are as follows:

1. APL formally agrees terms of reference, Assignment Project Plan (APP),

milestones/key outcomes and KPIs - service provided at no charge to customer.

2. APP details standards/processes to be adopted. Projects controlled using PRINCE2 methodology and in line with OGC best practice.

3. APL assesses project risk and plans mitigation – set out in the Project Initiation Document.

4. APL develops knowledge transfer plan with customer and sets objectives for team.

5. Regular progress meetings established with customer and performance reporting documented using the proforma „[REDACTED]frequency weekly, unless the client prefers monthly. All team members encouraged to talk to client day-to-day and to manage client expectations to avoid „scope creep‟.

6. Periodic challenge sessions to add value to client/ensure work on track.

7. Each deliverable signed off with customer against scope.

8. Continual review of consultant performance, delivery of KPIs and progress on APP through on-site client/staff meetings/teleconferences. Feedback to team members is delivered face-to-face and documented on our on-line project appraisal system.

9. Outputs issued after internal Quality Assurance – reviewed by a partner not directly involved in delivery.

10. APL summarises in writing how scope was met.

11. APL meets client to complete feedback form to aid joint learning – left with client if preferred. Areas of concern passed onto independent partner for resolution.

12. APL feeds back to team members on successes/learning points and advises relevant Line Manager to support the formal appraisal process. Learning points written up an published.

Our latest on-line survey (October 2009) showed that 97% of public sector clients were more than satisfied, over 50% classifying our service as excellent. Results of assignment surveys will be shared with Buying Solutions as part of the monthly information return.

Post Assignment:

Feedback monitored as part of monthly reporting process and learning points published internally.

Our philosophy is:[REDACTED]. Therefore:

1. APL retains contact with client and speaks/emails providing the contact with information that may be helpful.

2. Client details maintained on CRM - customer receives regular sector briefings, invitations to participate in seminars/benchmarking clubs and continued access to our wide range of advisory services.


[B3] Complaint Policies and Procedures

Describe how your organisation will deal with customer dissatisfaction and/or complaints. Your response should detail the policies and procedures (including escalation procedures) that will be adopted to resolve customer issues.

Response Guidance:

Your response should provide evidence of clearly defined policies and procedures (including escalation procedures) for dealing with customer complaints. It should also describe how these will be implemented and monitored to ensure effective and timely response. Finally the response should describe how progress is checked and followed up to ensure satisfactory closure, including customer “sign off”.

B3 Complaint Policies and Procedures Response

The foundation of our complaint policy is the stringent standards enforced to maintain accreditation from regulatory bodies - ISO9001, FSA and ICAEW. The principles are to act with speed, independence and to achieve client satisfaction through resolution.

Implementation

Responsibility for complaints is allocated to our Quality Coordinator (QC):

1. QC confirms receipt of complaint (within 24 hours).

2. QC seeks a report by Assignment Project Lead (APL) (within 48 hours).

3. QC appoints an Independent Subject Expert (ISE) to investigate the issues/staff involved and to offer a proposed resolution.

4. ISE meets client to agree resolution. QC determines whether APL should also attend. ISE reports back to QC on whether client is satisfied with the proposed resolution (within 96 hours).

5. If no client „sign off‟, QC initiates escalation procedure.

6. Upon customer „sign off‟, QC writes confirming understanding of resolution and enters onto complaints register (within 120 hours).

7. QC updates the client record.

Escalation

If escalation is triggered, the Finance Director of the Main Board initiates a personal intervention. The process is:

1. Reviews reports from QC, APL and ISE.

2. Meets with client to understand the outstanding complaint.

3. Agrees further remedies to resolve the matter and seeks client sign-off.

4. Writes to client within 5 working days confirming resolution.

Should it not be possible to achieve sign-off at this point (which has never happened) then the matter would be dealt with in accordance with Buying Solutions Framework Agreement „Sections 42 and 43‟.

Monitoring

The Finance Director is responsible for monitoring the complaint process and work of the QC on a weekly basis. The complaints procedure is audited bi-annually.

QC prepares a quarterly report to the Main Board detailing all complaints, analysing trends and summarising learning points. Report is shared with APLs and learning points are discussed.


[B4] Performance Management – Key Performance Indicators

Describe how your organisation will operate, manage, monitor and report on the Key Performance Indicators and confirm acceptance of the stated KPI. Please note this is not an exhaustive list.

Mini Competitions

Performance relating to further competitions including the ability of your organisation to provide the Authority and individual customers with the % of contracts won based on the number of Invitation to Tender issued per service category, periodically, or as and when requested.

Management Information

The ability of your organisation to provide the Authority and individual customers with accurate, complete and timely Management Information and reports on a monthly basis and in a stated format.

Customer Satisfaction The ability of your organisation to provide the Authority and individual customers with customer satisfaction reports detailing numbers of completed, positive, negative responses and number of contracts terminated.

Post Assignment Reviews

The ability of your organisation to take part in Post Assignment Reviews (Consultancy Performance Review – CPR), to enable it to be determined whether the project objectives were met, whether expected benefits have been achieved and to identify lessons learned for future projects. This process is encouraged by the Consultancy Value Programme. The information coming out of this process should be open to sharing across public sector organisations.

Benchmarking

The ability of your organisation to benchmark and report on Consultancy Services Framework Agreement public sector rates against other public sector rates your organisation may provide for other public sector customers and within other public sector Framework Agreements (i.e. non-Buying Solutions Framework Agreements) and to private sector customers.

Response Guidance

The success of the Consultancy Services Framework is very much dependent on the suppliers‟ performance and delivery of services. Successful organisations will be measured against key performance indicators (KPI‟s). Please note this is not an exhaustive list.

Your organisation will be required to accept and report on these KPIs (and any future KPIs which the Authority and the customer may introduce throughout the life of the Framework Agreement) and the Authority will monitor service provider performance on them. The Authority is looking to assess that appropriate systems are in place to monitor performance against KPIs.

B4 Performance Management - Key Performance Indicators Response

We confirm acceptance of stated KPIs. These will feature as team/individual objectives.

Process

A Lot Engagement Partner (LEP) prepares/analyses monthly KPI score-card, reviewed by our Public Sector Services Board (PSSB). Trends will be discussed monthly with OGC. Learning points are fed back to Assignment Project Leads (APL) and individuals through staff appraisal.

Thus a process of continuous improvement is embedded in our culture.

Marketing operate a comprehensive real-time database of competition activity allowing LEP, APLs, customers and OGC to review success, value, satisfaction and benchmarking.

In relation to stated KPIs:-

Mini Competitions

System provides percentage win-rate and, to any time frame:-

Reasons for success/non-success.

Price and rates.

Source of Opportunity (allowing benchmarking across frameworks).

Stratification by UNSPSC, DUNS Number, Lot category, sector, year, region.

Management Information

Monthly MI returns prepared within required timescale for all Lot activity/individual customers. We will automatically populate the return from system in real-time.

We confirm compliance with OGC‟s Data Standards.

Customer Satisfaction

Clients receive a satisfaction survey upon completion of each assignment, not simply at contract end. These scored, qualitative assessments are collated to:

Alert delivery problems.

Identify issues with products/deliverables.

Inform the staff appraisal process.

Marketing analyse trends of positive/negative responses monthly and the Main Board reviews performance quarterly. Responses are factored into team/individual objectives.

We undertake a formal annual customer satisfaction review. All information will be available to Buying Solutions.

Post Assignment Reviews

The APL is accountable for conducting post-assignment reviews on every task:

To help disseminate learning.

To support our commitment to a best practice consultancy delivery model.

To promote the Catalist framework.

Benchmarking

Our system allows benchmarking of rates and terms across all competition activity whether on framework or through individual tenders. This allows comparisons across all categories, sources and sectors.


[B5] Sustainability and Corporate Social Responsibility (CSR)

Background The sustainability agenda is of growing importance to Government and the wider public sector. Where consultancy advice and services are provided that have sustainability

implications, public sector customers need to assure themselves that actions taken on the basis of consultancy advice or services is congruent with their sustainability/corporate social responsibility (CSR) objectives and helps them to meet their targets. Therefore, it is of crucial importance that consultants – and sub-contractors – are increasingly knowledgeable about both the sustainability implications of their advice and services, and public sector objectives, policies, standards, targets and legislation.

Central Government, Departments, their Executive Agencies, nominated NDPBs and the wider public sector are required to report their progress against the Sustainable Operations on the Government Estate (SOGE) targets, which requires Government supply chains that are increasingly: low carbon, low waste, reduce water consumption, increase recycling and respect biodiversity. The consultancy services that are bought by Government impact its ability to meet sustainability policy objectives, standards, targets and legislative requirements. In respect of the SOGE targets, behaviours in terms of how goods and services are demanded for the Government estate and how these are managed and used also influences achievement of the SOGE targets. Government needs to assure itself these wide-ranging issues are understood, acknowledged and addressed in the procurement and delivery of consultancy advice and services. For further details on SOGE please refer to the following website:

http://www.defra.gov.uk/sustainable/government/gov/estates/targets.htm

[B5] Sustainability/CSR in Consultancy Services

Explain how your organisation (including any sub-contractors) will ensure the sustainability implications – economic, social and environmental – of consultancy advice and services, including Government/public sector sustainability requirements, are factored into the consultancy service provided. Your response should also detail any checks that are performed to ensure sustainability is adequately and appropriately addressed.

Response Guidance

It is important to public sector customers that sustainability considerations are addressed in the advice and services that are procured and provided for their estates, and that any consultancy advice and services assists them towards meeting their sustainability/CSR policy, standards and targets. Efforts in this regard can be externally verified and regarded as improving their sustainability performance.

This requirement seeks to understand how your organisation will ensure that all such aspects are considered when making recommendations including the following:

- the ability of your organisation to act as a „change agent‟ regarding sustainability;

- how your organisation will promote and encourage public sector customers to take account of sustainability and work in a sustainable manner;

- how sustainability will be reflected in the delivery outputs including any post-award development activity.

B5 Sustainability/CSR in Consultancy Services Response

Roles

A Board Director - Sustainability Lead (SL) - is tasked with leadership/championing of the Sustainability/CSR agenda. Assignment Project Leads (APLs) responsible for application into assignments, helping clients meet government/public sector sustainability requirements.

Embedding Sustainability/CSR

Resources - A Low Carbon Economy Group (LCEG) [REDACT] designs/provides leading

http://www.defra.gov.uk/sustainable/government/gov/estates/targets.htm

edge sustainability services to clients. Members/outputs are resources to APLs.

Application - APL ensures assignments draw on sustainability/CSR skills:

LCEG members drafted into delivery team to advise team/client.

Principles of „Lean‟ used to ensure waste is eliminated from processes.

Consultants/Subcontractors trained to challenge/provoke „thinking outside the box‟, leading to creative solutions, thus acting as an agent of change. For example, [REDACT]

Promotion – SL promotes tools/resources internally and leads the development of skills. APLs/Consultants/Subcontractors work with customers to help frame assignments/solutions to address sustainability/CSR issues.

Leading by example – SL ensures CSR retains a high profile:

Staff Handbook emphasises responsibilities for CSR.

Printed literature/documentation produced on recycled papers/boards.

Positively support charitable/voluntary activities of staff, including targeted year-on-year increases in activity.

Web/electronic training, conferencing and communication tools.

Location is a key criteria in selecting consultants/subcontractors for assignments.

Premises maintained in an environmentally sensitive way, with regard to natural habitats and preservation of biological diversity.

Checks - SL monitors compliance through:

Review of APL/subcontractor performance - results fed into the staff/subcontractor appraisal process.

Customer feedback sought on whether Sustainability/CSR issues were addressed during the assignment.

Environmental auditors quantify impact.

Post Assignment

SL summarises the learning points in quarterly CSR newsletter and discusses process improvements with Lot Engagement Partners/APLs.

Relationship maintained with clients post-assignment to follow up on implementation and share latest CSR information.


SECTION C: LOT SPECIFIC REQUIREMENTS

LOT 13 AUDIT AND ASSURANCE ADVICE AND SERVICES

[C1L13] Continuous Improvement

Describe how your organisation will capture and share best practice, the generation of new ideas, improvement of existing processes and creation of better ways of working across the public sector and use these to drive continuous improvement for the benefit of lot specific customer requirements.

Response Guidance

This requirement seeks to determine whether a process of continual improvement and development will be supported and exchanged with public sector customers.

Your response should describe the process to be adopted for exploring and cascading more efficient ways of working across the public sector customer base.

[C1L13] Continuous Improvement Response

Capturing Best Practice

The manager of our Technical Unit, Technical Lead (TL) is responsible for:

Encouraging consultants to draft technical briefings on topical issues.

Organising sector groups to review technical notes/agree release.

Summarising successful delivery models and tools.

Maintaining [REDACTED]accessible to all consultants.

Sharing Best Practice

TL cascades information from the CKR to consultants and current/past clients via CRM system.

The Lot Engagement Partner (LEP) arranges:

Free seminars for OGC customers to present ideas/experiences.

Speaking at conferences/professional groups – (eg CIMA/CIPFA/ICAEW/IIA/ACCA/AAT/HfMA events).

Articles for financial/professional journals.

We issue over 4000 internal audit reports a year and extract and save on the CKR examples of identified best practice to drive improvements/efficiency savings.

New Ideas

The responsibility of the LEP:

[REDACTED]

.

Improving Processes

We conduct thematic audits across our public sector client base. For example in 2009 we completed a thematic audit of risk maturity across over 300 public sector clients and issued sector specific thematic reports identifying what common factors are present in

risk enabled organisations helping our clients improve their processes.

Driving Continuous Improvement

LEP oversees the process:

1. APL shares information from CKR with clients.

2. LEP reviews assignment for evidence of application of best practice.

3. APLs are set objectives to improve the delivery model.

4. Outputs reviewed by Main Board and learning summarised on intranet.


[C2L13] Added Value

Describe how your organisation will add value when delivering Lot specific consultancy services to public sector customers.

Response Guidance

This requirement seeks to understand the added value that your organisation will bring to a customer when delivering consultancy services. Your response should explain how your services can be differentiated from other consultancy service providers bidding within this Lot.

[C2L13] Added Value Response

Developing a deep understanding/empathy of our customer‟s environment/objectives lies at the heart of our audit/assurance services. Our Assignment Project Leads:

1. Research customer context through CRM/Internet/Intranet.

2. Build the client relationship and become a „trusted advisor‟ for audit/assurance.

3. Develop opportunities to deliver value beyond the brief – finding improvements to services/savings/CSR opportunities.

4. Apply learning from elsewhere – our Technical Team have created a large database of our 850 public sector clients enabling sophisticated benchmarking of service/financial performance.

5. Offer anonymised ranking of performance. Often clients want to explore the variances – if so we make the connections with other clients with similar challenges.

6. Introducing international experience through the [REDACTED]network.

Key differentiators:

1. Our blend of front-line experienced consultants from public and private sectors, trained to apply their skills to the public sector, is unique. Our team ensures VfM through consultants who can quickly grasp the complexity of the public sector environment and offer challenge and fresh perspective. By way of example our internal audit work is delivered by specialist internal auditors who have a broad range of public and commercial sector experience. As a differentiating factor we do not use external audit staff for internal audit work.

2. Developed bespoke suite of software designed to improve the efficiency of the governance, audit and risk services within Lot 13. For example;

[REDACTED]

Software is available to all our clients at discounted rates or for free depending on the size of the assignment.

3. Thought leadership in developing methodologies for Lot 13 disciplines for example [REDACTED].

4. Established Technical Team provide a vast array of topical technical/sector material for consultants to adopt.


[C3L13] Alternative Options

Describe how your organisation will be proactive in suggesting alternatives to any given customer requirement which falls within this Lot, that may result in a more appropriate and/or cost-effective solution.

Response Guidance

This requirement seeks to understand your organisation‟s approach to proposing a number of options in respect of the customer‟s requirement and in ensuring the most cost effective proposal are adopted. Your response should explain how customer buy - in will be achieved.

[C3L13] Alternative Options Response

Customers seeking audit/assurance consultancy benefit from support in developing a scope delivering outputs at best value. Procuring this service is complex. Our Assignment Project Leads (APLs):

1. Talk to customers about problem/issue/objectives – to challenge the customer and help him/her find the best value solution, it‟s essential to build a positive/trusting relationship.

2. Review CRM/Technical Releases/Material from other clients/sectors to put requirement into context – our experience across UK/globe provides a large pool of material.

3. Draft options for approaching the task – models will have different pro/cons and an empowered customer needs to understand those options.

4. Set out options for methodology and if appropriate suggest revised/fresh objectives. Seek permission of customer to put forward these models. For example [REDACT] enabling knowledge transfer and increased ability of the inhouse team to conduct future IT audit.

5. Develop best value methodology – set out clearly the proposed approach to meeting the requirement and the reasons/benefits/risks/opportunities.

Underpinning options for the service/scope/solution are further choices over pricing:

[REDACT]

Customer Buy-In

Achieved through engagement with customer at every stage – we ensure the client is making informed choices.

APL required to recommend the best solution for the client, even if less lucrative

for us.


[C4L13] Current Thinking

Explain the processes adopted which will ensure that consultants employed on this framework will be at the forefront of current thinking and practises relating to the specialisms and services required within this Lot.

Response Guidance

Public Sector organisations will want consultants at the forefront of lot specific developments that are driving current thinking on best practice and innovation.

This requirement is designed to ascertain whether you will have a systematic and rigorous approach, in place, to ensure your staff are at the forefront of current thinking and practices to address public sector business requirements.

[C4L13] Current Thinking Response

The Lot Engagement Partner (LEP) is responsible for ensuring that consultants are at the forefront of current thinking on audit/assurance matters by:

1. Overseeing recruitment process to attract consultants with the passion/current skills/commitment to make a difference, through defining essential/desirable skills and undertaking the third/final interviews for staff/subcontractors.

2. Championing a culture of continuous improvement through a structured approach to CPD/personal development. Requirements discussed with line managers through the quarterly appraisal process and built into Personal Development Plans. Activities agreed to satisfy professional requirements and to further the skills and knowledge required by customers.

3. Engendering culture of learning through monthly programmes of seminars/teach points, covering current/topical issues on audit/assurance relevant to public sector. For example, recent sessions included IFRS, WCC, Embedding Risk Management and auditing Shared Service Models. Sessions delivered by specialists within our organisation. Attendees undertake short test to ascertain depth of understanding – those gaining high marks rewarded through additional learning opportunities/materials.

4. Driving technical excellence by ensuring Technical Team maintains the Corporate Knowledge Repository, including technical release notes, government white papers/guidance and learning from customer feedback/assignments.

5. Raising standards by arranging best practice teach points, delivered during quarterly team meetings.

6. Co-ordinating the creation of high value case studies/debrief documents for all significant projects, distributing to consultants/customers/placed on the web site.

7. Raising standards through a Performance Management system where consultants have defined objectives for personal development, are appraised and receive feedback.

8. Facilitating excellent customer relationships/feedback by seeking client views on skills observed/desired.

9. Fostering innovation, rewarding positive examples and supporting consultants in

developing fresh ideas.

10. Encouraging/arranging opportunities for technical leadership roles (eg membership of committees of accountancy bodies) and to serve on a voluntary basis as NEDs/advisors and Audit Committees.

11. Report quarterly to Board on implementation of agreed actions for staff development.


SECTION D: BUYING SOLUTIONS’ REQUIREMENTS

[D1] Website Templates

You are required to complete the Buying Solutions Category and Catalogue website templates provided at Annex 3 and 4. In the Company Profile in Annex 4, you should also explain your strengths and the aspects that you feel differentiates your organisation from other suppliers. Your organisation must put in place processes and controls to ensure that up-to-date and accurate information is provided on the Buying Solutions electronic catalogue.

[D2] Marketing and Promotion

To achieve its maximum potential, the Consultancy Services Framework Agreement needs to be effectively promoted in the public sector and to potential public sector customers. Your organisation must adopt a professional and pro-active approach to the marketing and promotion of the Framework Agreement. Describe the activities that you will undertake to fulfil this requirement to customers directly and to support Buying Solutions.

Response Guidance

This requirement seeks to understand your organisation‟s approach to the marketing of the Framework Agreement in order for it to achieve its maximum potential. The response should include a description of the activities that you intend to undertake to fulfil this requirement, including innovative approaches to marketing.

D2 Marketing and Promotion Response

We operate a substantial marketing department/budget, and are keen to use our skills, considerable industry/media contacts and buying power to promote Buying Solutions.

As previously under Catalist, we will agree a formal Marketing Plan to promote our Framework award and Buying Solutions, including a range of activities covering initial communication of award and ongoing profile raising activity. Minimum deliverables:

Regular mail/e-shots to our [REDACTED] public sector clients.

Prominent inclusion of Buying Solutions logo/information on letterhead, publicity materials, newsletters, white-papers, presentation materials, media releases, client briefings, sector/standard reports, technical publications, internal briefings/communications materials etc.

Information/webcasts/webinars on our website about Buying Solutions, with OGC links.

Publication of project case studies for web-release.

Provision, free-of-charge, of Partners/staff to speak at OGC conferences/events and hosting/sponsorship of regular joint promotional events.

Publicity at our national public sector events (min 50) annually.

Inclusion in all public sector telemarketing campaigns.

Dedicated OGC Marketing contact.

Support OGC supplier events and Zanzibar promotions.

Upon Award, we will commit a budget of [REDACTED]plus a further [REDACTED] of total income from the framework annually.

We will seek approval on all activity prior to issue.

We are open to any OGC ideas/requests.


[D3] Management Information

Please confirm that your systems will be capable of meeting the Management Information requirements listed at question B4 Performance Management – Key Performance Indicators from the commencement of the Consultancy Services framework, in terms of quality, accuracy and completeness.

Response Guidance

This requirement relates to the provision of management information to Buying Solutions, as detailed in question B4 Performance Management – Key Performance Indicators and Schedule 8 of the Framework Agreement. In addition, please outline your capabilities to provide additional information at the request of particular customers or Buying Solutions.

D3 Management Information Response

Our systems are capable of meeting all information requirements in B4.

Quality, Accuracy and Completeness

Marketing Officer (MO) responsible for maintaining Client Relationship Management (CRM) system.

CRM is a comprehensive real-time database system of all competition activity, allowing 24-7 access.

CRM allows detailed interrogation of framework activity in any format (including Excel) on any of the fields, as well as on-screen.

KPI information can be produced directly from CRM/downloaded into other products (e.g. Excel) for further analysis.

MO produces KPI and Monthly MI return.

Accuracy/completeness of KPIs/MI agreed monthly by Lot Engagement Partners (LEPs).

MO submits KPI/MI information.

LEPs develop action plans/targets.

Additional Information

CRM is flexible, allowing additional data fields to be added.

MO trained to run reports to meet additional information requested by customers.

MO liases with Buying Solutions to improve/broaden the system to meet specific requests.

Maximum word count - 150

SECTION E: SAVINGS AND VALUE FOR MONEY

This Section is concerned with gaining an understanding of pricing issues and ensuring that the price represents value for money.

In addition to answering this Section, you are also required to complete the Pricing Information at Schedule F, i.e.

- Catalogue rates by consultant grade

- Percentage discounts applicable to individual assignments (by duration)

- Premiums applicable

- Price breakdown

Additionally, you will be assessed on your responses to the questions within this Section E.

The Authority considers that, due to the often complex nature of the customer‟s requirements, further competitions will frequently be required for contracts awarded under the Consultancy Services Framework Agreement. The Catalogue Rates will, however, remain an important part of the evaluation since some customers may determine that further competition is not required in their particular circumstances. The Authority intends to ensure that Catalogue Rates published remain competitive for customers who order from the Catalogue. The rates should be a reasonable representation of the typical rates which customers might expect to obtain in a further competition.

Catalogue Rates shall remain fixed for 2 years subject to indexation following the second anniversary of the start of the framework and in accordance with The Charging Structure outlined in Schedule 3 of the Framework Agreement.

Please refer also to the information contained within Schedule F – Pricing Information.

[E1] Savings and Efficiency Targets

Explain how your consultant will help customers deliver savings and meet efficiency targets.

Response Guidance

Customers need to deliver savings and meet efficiency targets. This requirement seeks to understand how your organisation can assist the customer in achieving such targets.

E1 Savings and Efficiency Targets Response

The Assignment Project Lead (APL) uses the following framework:

1. In agreeing assignment scope, APLs discuss efficiency targets, asking customers to articulate further desirable outcomes.

2. Efficiency targets feature as KPIs for all assignments – applies to OD/HR/Other assignments as well as tasks with a primary focus on efficiency.

3. Opportunities to improve efficiency/reduce cost are discussed through existing engagement mechanisms (workshops/meetings/seminars) ensuring ownership.

4. Lean/BPR specialists support the APL on all assignments to coach consultants/client on tools to deliver improved service at reduced cost. Assignments include practical recommendations to improve the service/reduce cost. For example, [REDACTED] .

5. Specialists widen the service provided to help customers improve efficiency – tax/software/IT audit/forensics/CSR. For example [REDACTED]

6. Final reports/outputs include recommendations on improvements to efficiency as a standard feature – at no extra cost to the customer.

7. Monitoring/measuring mechanisms are outlined to the client so that benefits/improvements can be driven through after the completion of our assignment.


[E2] Value for Money

Describe how your organisation will ensure that all Consultancy Services customers will obtain best Value for Money throughout the term of the Framework Agreement. Service Providers giving Best Value for Money will be seen as those providing suitable quality solutions, proactive customer responsiveness, and level of risk at best price. It is expected that all prices throughout the life of the contract will be as good as, or better than, those provided to your organisation‟s most favoured customer.

Response Guidance

This requirement seeks to understand how value for money is achieved throughout the lifetime of the contract. The response also needs to address the assessment and continual monitoring of price to meet the expectation that the prices available under the Consultancy Services Framework Agreement, are as good as, if not better than the prices applicable to your most favoured customers.

E2 Value for Money Response

Delivering Value

Lot Engagement Partner (LEP) is responsible for maximising value delivered to customers/OGC over the life of the framework. Value is derived through attention to the needs of each individual customer, hence communication/engagement is fundamental.

All customers have access to:

benchmarking information/technical releases.

invitation to seminars/master classes.

regular partner contact to discuss topical issues.

An Assignment Project Lead (APL) is responsible for ensuring responsive services with frequent/consistent communication. APL ensures access to consultants with back-up solutions responding to every request within 24 hours - usually within an hour during working day.

Consultants required to prepare weekly [REDACTED] reports to clients, reviewed by the APL to ensure on-going progress/communication.

LEP measures success through client feedback and independent review of outputs/deliverables. LEP sets internal targets for improvement.

Monitoring Best Price

As a Catalist supplier we offered best prices to those using the framework and actively encouraged non-Catalist clients to switch. If reappointed we‟ll continue with this policy - all

framework clients will by definition be „most favoured‟.

Catalogue prices act as a ceiling. The LEP monitors price by:

Seeking feedback on successful/unsuccessful bids.

Maintaining relationships in the market/with subcontractors.

Informal relationships with customers.

The strategy of the firm is to keep office overheads as low as possible, supporting competitive pricing.

LEP discusses prices at Public Sector Services Board. If evidence indicates they are out of line with market, action is agreed to improve efficiency allowing a reduction.

Clients choose solutions that reflect their risk appetite – eg risk adverse clients charged for assignments on a contingent basis, linked to delivery of defined outcomes so they only pay if savings are delivered/change achieved. Other clients are prepared to take risks and pay fixed sums - we pass on the benefits in the form of lower prices.


[E3] Cost Models and Incentivisation

Describe the various pricing structures / charging methodologies / payment mechanisms that your organisation will offer to public sector customers. Explain what structure and mechanisms you would advocate and in what circumstances. Relate your response to pricing incentivisation to the customer.

Response Guidance

There are a number of ways in which consultancy pricing can be structured and charged. You should describe the options you offer to public sector customers and of which you have had experience.

The Authority would like to see a proactive and committed approach to cost reductions, innovative pricing mechanisms and open cost justification in order to support the OGC Consultancy Value Programme and NAO recommendations on choice and flexibility of payment mechanisms.

Also, customers may elect to invite further competitions to be conducted using pricing structures / charging methodologies other than daily rates for the number of consultancy days employed.

Charges, for example may be levied on a fixed price, output basis; milestone payments; time and materials; blended / bundled / team rates – capped or uncapped; bonus payment; reducing price; gain/pain share; other performance-related payment mechanism; other payment mechanism based on risk-sharing, etc.

Responses should demonstrate how your organisation could deliver increased value from the use of alternative pricing models.

Note that your organisation will still be required to be capable of converting the agreed rates into a suitable format to meet the Authority‟s Management Information requirements.

E3 Cost Models and Incentivisation Response

[REDACTED]

SECTION F: PRICING INFORMATION

Tenderers must tender Catalogue Rates for the 6 different grades of consultant, i.e. Junior Consultant, Consultant, Senior Consultant, Principal Consultant, Managing Consultant and Director / Partner for each of the Core Disciplines required for Lots 1 – 11; and Junior Accountant / Auditor, Accountant / Auditor, Senior Accountant / Auditor, Principal Accountant / Auditor, Managing Accountant / Auditor and Partner or Director Accountant / Auditor for Lots 12 and 13 only.

Catalogue Rates must be expressed as maximum daily rates based on the following:

1. Rates should be expressed as Maximum Rate £ per day. 2. All rates shall remain fixed for 2 years, subject to indexation following the second

anniversary of the start of the framework and in accordance with The Charging Structure outlined in Schedule 3 of the Framework Agreement.

3. All rates shall be based on the Grade Definitions for the 6 different grades of

consultant as defined in Section 7 of the Invitation to Tender. 4. All rates shall be maximum and based on the limits of liability and insurance provisions

detailed in the Framework Agreement. NB: Customers may vary this level during the “further competition” stage.

5. All rates shall include any Tenderers mark up and any provision for The Authority

Management Charge as defined in the Framework Agreement (currently 1% of all Charges for Services, excluding travel and related Charges, invoiced to Customers)

6. All rates shall be based on a „working day‟ which means Monday to Friday and will be

a minimum of 8 hours excluding lunch break and travel time. Any additional hours worked in a day may not be charged for or taken as time off in lieu on another date without the express prior agreement of the customer.

7. Any premiums applied to rates for additional hours for weekdays, weekends and Bank

Holidays must be included in the relevant table below. 8. All rates shall be charged in accordance with the policies and rates the Contracting

Body applies to its own staff unless different arrangements have been explicitly agreed in advance in writing by the Contracting Body. Schedule 3 of the Framework Agreement refers.

9. Tendered prices will be benchmarked to ensure they are consistent with prices offered

in today's market. 10. All rates quoted shall exclude VAT.

CATALOGUE RATES AND DISCOUNTS

Tenderers are required to submit Catalogue Rates by Consultant Grade and the Percentage Discounts (applicable to individual assignments by duration) on a separate Excel spreadsheet which accompanies this ITT, called the Pricing Information Spreadsheet. Within the Pricing Information Spreadsheet, Tenderers are required to complete Tables 1 and 2 only in the yellow shaded areas. The remaining Tables 3 and 4 within the Pricing Information Spreadsheet will automatically calculate an Overall Representative Price which will be used for subsequent evaluation. Note on Percentage Discounts Applicable to Individual Assignments (by Duration):

i. The percentage discount for any Duration Band must be at least as great as for the preceding Duration Band i.e. it is not permissible for the percentage discount to get smaller as an assignment‟s duration becomes longer;

ii. Discounts shall apply to the whole of an assignment and not just the days that meet or exceed the thresholds;

iii. Discounts shall be calculated on the basis of all the Consultant Days in an assignment and not those allocated to individual consultants or core disciplines;

iv. Extensions to the working days agreed for an assignment will be included in the calculation of discounts; and

v. Where an extension to an assignment moves it to a higher discount band, such discount will be applied retrospectively to that assignment and the customer shall choose how to apply such retrospective discounts, e.g. as a credit note or a rebate on on-going charges.

Tenderers are also required to complete Table: Regional Variations and Table: Premium Applicable, below.

TABLE: REGIONAL VARIATIONS

Variation on Catalogue Daily Rates (Greater London)

Region: Percentage:

Scotland [REDACTED]

Northern Ireland [REDACTED]

Wales [REDACTED]

England (outside Greater London) [REDACTED]

Other [REDACTED]

NB: Reductions to be shown in blue. Increases to be shown in red.

The above elements will not be evaluated, but will appear on the website in the event of an award of contract.

TABLE: PREMIUMS APPLICABLE

Premium applied to rates for additional weekday hours [REDACTED]

Premium applied to rates for additional weekend hours [REDACTED]

Premium applied to rates for additional bank holiday hours [REDACTED]

The above elements will not be evaluated, but will appear on the website in the event of an award of contract.

PRICE BREAKDOWN

Completion of the following Price Breakdown Tables is mandatory. The information may be used for price reviews and to enhance market understanding.

We have followed the guidance in the ITT and the answer to clarification question no. 89 in completing the table below. A detailed spreadsheet with the working assumptions behind the figures below is available should this be required by OGC Buying Solutions.

As requested in answer no. 89, our approach to assessing consultancy utilisation was to calculate the actual cost per utilised day for last year. We then applied this cost to the undiscounted daily rates offered to calculate percentage costs accounted for by staff.

[REDACTED]

TABLE: PRICE BREAKDOWN OF CATALOGUE RATES BY CONSULTANT GRADE (For Lots 1-11 only)

Core Discipline

Component Junior Consultant

Consultant Senior Consultant

Principal Consultant

Managing Consultant

Director / Partner

Percentage

%

Percentage

%

Percentage

%

Percentage

%

Percentage

%

Percentage

%

Lot 1

Business Strategy

Consultancy

Labour

Other Costs

Margin

Lot 2

Business Strategy

Consultancy – Health

Labour

Other Costs

Margin

Lot 3

Business Strategy

Consultancy – Local

Government

Labour

Other Costs

Margin


Lot 4

Organisational and Change

Labour

Other Costs

Management Consultancy Margin

Lot 5

Organisational and Change Management

Consultancy – Health

Labour

Other Costs

Margin

Lot 6 Organisational

and Change Management

Consultancy – Local

Government

Labour

Other Costs

Margin

Lot 7

HR Consultancy

Labour

Other Costs

Margin

Lot 8

Procurement Consultancy

Labour

Other Costs

Margin


Lot 9

Programme and Project

Management Consultancy

Labour

Other Costs

Margin

Lot 10

Marketing Communications

Consultancy

Labour

Other Costs

Margin

Lot 11

Financial and Economic

Consultancy

Labour 55.01%

Other Costs 0.36%

Margin 44.63%

TABLE: PRICE BREAKDOWN OF CATALOGUE RATES BY CONSULTANT GRADE (For Lots 12 -13 only)

Core Discipline

Component

Junior Accountant /

Auditor

Accountant / Auditor

Senior Accountant /

Auditor

Principal Accountant /

Auditor

Managing Accountant /

Auditor

Director or Partner

Accountant / Auditor

Percentage

%

Percentage

%

Percentage

%

Percentage

%

Percentage

%

Percentage

%

Lot 12

Accounting Advice and

Services

Labour 35.20%

Other Costs 0.23%

Margin 64.56%

Lot 13

Audit and Assurance Advice and

Services

Labour [REDACTED] [REDACTED] [REDACTED] [REDACTED]

88.01%

Other Costs [REDACTED] [REDACTED] [REDACTED] [REDACTED] 0.58%

Margin [REDACTED] [REDACTED] [REDACTED] [REDACTED] 11.41%

Note:

Enter percentages such that Labour + Other costs + Margin = 100%

Labour includes only the salary and other direct employment costs of the relevant consultant. It does not include the costs of administrative staff, which should be included in Other Costs

ANNEX 2 – FRAMEWORK AGREEMENT ACCEPTANCE AND COMPLETION

Undertaking

You are required to complete the Undertaking below.

On behalf of the Tenderer I hereby confirm:

(a) In the event that Buying Solutions wishes to enter into agreement with the Tenderer within the prerequisite period, I will sign agreement which shall consist of the Consultancy Services Framework Agreement (version 1.0) with Schedules completed and submitted with this Tender; and

(b) Acceptance of all the contract conditions contained in the Consultancy Services Framework Agreement (version 1.0), including all Schedules.

Signed for and on behalf of the Tenderer

By:

Name:

Title:

Date:

Framework Completion

You are required to complete the Consultancy Services Framework Agreement version 1.0, provided as Annex 5 to this ITT, as detailed in the following table.

FRAMEWORK AGREEMENT REFERENCE

INFORMATION REQUIRED

Recitals – Page 1 [2] Company‟s Full Name, Registered Number and Registered Office.

Clause [41.4.2] Address and Contact details for the issue of notices and communications.

Signature Sheet Name and job title of proposed signatory to any resultant Framework Agreement

Schedule 2 Sub-Contractors

Paragraph 3.1, Table of Sub-Contractors

Provide contact details and an appropriate summary of obligations which would be undertaken by a named Sub-Contractor in respect of the provision of services under the Consultancy Services Framework Agreement.

Schedule 9 Marketing

Paragraph 2.3 Address and Contact details for Marketing contact.

Schedule 10 Guarantee

Paragraph 4 Address and Contact details of Guarantor (if applicable).

Schedule 11 Commercially Sensitive Information

Table Provide details of any commercially sensitive information.

ANNEX 3 - BUYING SOLUTIONS WEBSITE CATEGORY TEMPLATE

NB. An asterisk (*) denotes mandatory information The Website Category Template, only needs to be completed the once, irrespective of the number of Lots the tenderer is bidding for, as this provides a general company overview.

Supplier Name:

Small and Medium Enterprises (SMEs) This declaration is simply for information. It may also be used for statistical purposes when Buying Solutions is asked how many suppliers on a Framework Agreement are SMEs.

Yes/No

VAT Number:

Prompt Payment (details and offers of discounts that are available to customers for prompt payment of Tenderers‟ invoices).

Maximum character count of 255

About us:


Organisation Overview

Quality, security and service and organisation accreditation.

Professional / trade bodies membership

Environmental Statement:


Primary Contact Name

Website URL:

Address:

Post Town:

County/Region:

Postcode:

Telephone:

Fax:

Email:

Invitation To Quote (ITQ) Email Address:

Primary Order Contact

Name

Telephone Number

Email Address

Fax Number

ANNEX 4 – BUYING SOLUTIONS WEBSITE CATALOGUE TEMPLATE

LOT 1 - BUSINESS STRATEGY CONSULTANCY

The Website Catalogue Template needs to be completed in respect of each of the lots for which the Tenderer is bidding. The Tenderer is responsible for the accuracy of the content proposed for the Website Catalogue Template. The headings provided must be used and the content must be relevant to the lot for which you are bidding. Whilst the templates are not evaluated, it should be noted that they will be reviewed prior to uploading them on the website. Any content that is considered inappropriate will not be uploaded. Once uploaded suppliers will however have the opportunity to make relevant amendments or corrections.

Company name

Category Description

Contact Details Contact name address 1 address 2 address 3 address 4 Telephone 0000 000 0000 Fax 0000 000 0000 Email name@name Web www.name Company Profile

Cum catapultae proscriptae erunt tum soli proscripti catapultas habebunt. Sic hoc adfixum in obice legere potes, et liberaliter educatus et nimis propinquus ades. Si fallatis officium, quaestor infitias eat se quicquam scire de factis vestries. Cum catapultae proscriptae erunt tum soli proscripti catapultas habebunt. Sic hoc adfixum in obice legere potes, et liberaliter educatus et nimis propinquus ades. Si fallatis officium, quaestor infitias eat se quicquam scire de factis vestries. Si fallatis officium, quaestor infitias eat se quicquam scire de factis vestries. Cum catapultae proscriptae erunt tum soli proscripti catapultas habebunt. Sic hoc adfixum in obice legere potes, et liberaliter educatus et nimis propinquus ades. Sic hoc adfixum in obice legere potes, et liberaliter educatus et nimis propinquus ades. educatus et nimis propinquus ades. Sic hoc adfixum in obice legere potes, et liberaliter educatus et nimis propinquus ades. Cum catapultae proscriptae erunt tum soli proscripti catapultas habebunt. Sic hoc adfixum in obice legere potes, et liberaliter educatus et nimis propinquus ades. Cum catapultae proscriptae erunt tum soli proscripti catapultas habebunt. Sic hoc adfixum in obice legere potes, et liberaliter educatus et nimis propinquus ades. Si fallatis officium, quaestor infitias eat se quicquam scire de factis vestries. Framework Offering(s) Cum catapultae proscriptae erunt tum soli proscripti catapultas habebunt. Sic hoc adfixum in obice legere potes, et liberaliter Cum catapultae proscriptae erunt tum soli proscripti catapultas habebunt. Sic hoc adfixum in obice legere potes, et liberaliter educatus et nimis propinquus ades. Cum catapultae proscriptae erunt tum soli proscripti catapultas habebunt. Sic hoc adfixum in obice legere potes, et liberaliter educatus et nimis propinquus ades. Si fallatis officium, quaestor infitias eat se quicquam scire de factis vestries. Cum catapultae proscriptae erunt tum soli proscripti catapultas habebunt. Sic hoc adfixum in obice legere potes, et liberaliter educatus et nimis propinquus ades. Si fallatis officium, quaestor infitias eat se quicquam scire de factis vestries. Cum catapultae proscriptae erunt tum soli proscripti catapultas habebunt. Sic hoc adfixum in obice legere potes, et liberaliter educatus et nimis propinquus ades. Si fallatis officium, quaestor infitias eat se quicquam scire de factis vestries. Cum catapultae proscriptae erunt tum soli proscripti catapultas habebunt. Sic hoc adfixum in obice legere potes, et liberaliter educatus et nimis propinquus ades. Si fallatis officium, quaestor infitias eat se quicquam scire de factis vestries. Si fallatis officium, quaestor infitias eat se quicquam scire de factis vestries. Cum catapultae proscriptae erunt tum soli proscripti catapultas habebunt. Sic hoc adfixum in obice legere potes, et liberaliter educatus et nimis propinquus ades. Cum catapultae proscriptae erunt tum soli proscripti catapultas habebunt. Sic hoc adfixum in obice legere potes, et liberaliter educatus et nimis propinquus ades. Si fallatis officium, quaestor infitias eat se quicquam scire de factis vestries. Cum catapultae proscriptae erunt tum soli proscripti catapultas habebunt. Sic hoc adfixum in obice legere potes, et liberaliter educatus et nimis propinquus ades. Si fallatis officium, quaestor infitias eat se quicquam scire de factis vestries.


LOT 2 - BUSINESS STRATEGY CONSULTANCY - HEALTH


Company name




LOT 3 - BUSINESS STRATEGY CONSULTANCY – LOCAL GOVERNMENT


Company name




LOT 4 – ORGANISATION AND CHANGE MANAGEMENT CONSULTANCY


Company name




LOT 5 - ORGANISATION AND CHANGE MANAGEMENT CONSULTANCY - HEALTH


Company name




LOT 6 - ORGANISATION AND CHANGE MANAGEMENT CONSULTANCY – LOCAL GOVERNMENT


Company name




LOT 7 - HR CONSULTANCY


Company name




LOT 8 - PROCUREMENT CONSULTANCY


Company name




LOT 9 – PROGRAMME AND PROJECT MANAGEMENT CONSULTANCY


Company name




LOT 10 – MARKETING COMMUNICATIONS CONSULTANCY


Company name




LOT 11 – FINANCIAL AND ECONOMIC CONSULTANCY


Company name




LOT 12 – ACCOUNTING ADVICE AND SERVICES


Company name




LOT 13 – AUDIT AND ASSURANCE ADVICE AND SERVICES


Company name



ANNEX 5 - FRAMEWORK AGREEMENT

(Separate document)

[1]

National Audit Office (NAO) Report Central Government's use of consultants (published December 2006)

[2] House of Commons Committee of Public Accounts (PAC) Report Central Government's use of

consultants Thirty-first Report of Session 2006–07 (published 19 June 2007)

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