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This opportunity is closed for applications.
The deadline was Thursday 19 July 2018 at 6PM (in Canberra)
- Opportunity ID
- Deadline for asking questions
- Thursday 12 July 2018 at 6PM (in Canberra)
- Closing date for applications
- Thursday 19 July 2018 at 6PM (in Canberra)
- Thursday 5 July 2018
Write a summary of your brief DHS is seeking expert assistance to support a business-led enterprise transformation. Key areas to be supported include ensuring that transformation target state design, projects and activities are aligned to the department’s transformation ambitions, and that the right behaviours and capabilities are in place to support achievement of transformation outcomes.
What is the latest start date?
How long is the contract? The initial contract term will be for a three month period(Q1), with options to extend up to 9 months. The first three months will focus on the Enterprise Transformation Plan, Transformation Project Portfolio, and support to the work outlined in ‘What's the key problem you need to solve?’ section.
This work will inform the support required for the remainder of the 2018-19 financial year with quarterly check points.
Extensions to the initial contract term will be subject to quotation and approvals based on the rates provided in the pricing schedule.
Where can the work take place?
Australian Capital Territory
Who will the specialist work for?
Department of Human Services, reporting to the National Manager, Transformation Design and Planning.
About the work
Why is the work being done? The department is undergoing significant organisational transformation in the coming years. Transformation includes all dimensions of our work from contact points with policy agencies, to touchpoints, data, technology, culture, workforce and structure; as well as major programme reforms such as the Welfare Transformation Programme, Child Support System Redesign, Veteran Centric Reform and modernisation of the Health and Aged Care systems. The majority of this transformation is expected to occur up to 2022, with a key focus on the next two years to position the department for successful transformation.
An Enterprise Transformation Office (ETO) has been established to ensure an integrated approach to achieve the department’s ambitions and target state outcomes. The ETO will identify the key transformation projects (referred to as the Transformation Project Portfolio and include the reforms mentioned above), and monitor these to ensure these are strategic, aligned and actively contributing to the target state. The ETO will also monitor critical capabilities and behaviours, referred to as Transformation Enablers, that are needed to guide and support successful transformation.
The ETO provides synthesis, visibility, strategic analysis and advice to support the Enterprise Transformation Committee (ETC) in decisions about transformation at an enterprise level. Membership of the ETC includes the department’s Secretary and all Deputy Secretaries.
The ETO will also be responsible for tracking transformation outcomes and measures of success, and providing advice on insights, risks, interventions, alignment and course correction if needed. Accountability for overall transformation sits with the ETC. Accountability for programmes and projects sits with responsible business teams across the department with some major programmes also having their own governance boards. Progress monitoring of individual programmes and projects is managed by the Project Delivery and Assurance Branch (Portfolio Project Office), within the Project and Services Division.
What's the key problem you need to solve? The department needs to design and implement a structured and evidence based approach to ensure that it is on track to realise the department’s transformation ambitions and target state. The approach needs to support the effective management and governance of transformation through analysis of transformation projects and activities as well as behaviours and capabilities to support transformation. Development of insights and recommendations for future actions to drive/re-align transformation are a critical element of this approach as is a robust mechanism to measure transformation success at the enterprise level.
Support and assistance to the following areas is required.
Transformation Project Portfolio:
• construct a portfolio of transformation projects and activities from across the department and assess the portfolio is directionally aligned to the transformation target state;
• provide advice and guidance on prioritisation, making continue, stop, start and realign recommendations on transformation activities and their alignment to the transformation target state;
• develop key health indicators for the transformation project portfolio, design and implement monitoring dashboards, conduct quarterly health checks and provide recommendations for re-prioritisation of transformation activities if required – building on traditional and existing portfolio/programme/project reporting;
• develop transformation measures of success and design and implement monitoring methodology at the enterprise level;
Maturity of Transformation Enablers:
• evaluate the maturity and identify opportunities to optimise organisational behaviours and capabilities that enable transformation. These include enterprise leadership, culture, change management, workforce planning, governance, communication and transformation delivery. Please note that these enablers are being led and managed by other areas in the department – the ETO role is to ensure that in totality capabilities are complete, aligned and able to support transformation success;
Enterprise Transformation Plan:
• further develop the Enterprise Transformation Plan – a synthesis of the transformation agenda, why, what, how and when – updated on a quarterly rolling basis;
Enterprise Transformation Office (ETO) support:
• development of/input into presentations, papers and documents as required;
• authoring of additional content including visuals and diagrams to support the Enterprise Transformation Office;
• provide skills transfer/uplift to staff in the Enterprise Transformation Office; and
• assist with external and internal environmental scanning and analysis of impacts of identified opportunities and threats to ensure the department is engaging in the right transformation.
Describe the users and their needs The ETO supports the Enterprise Transformation Committee which is the Department’s governing body for transformation comprised of the Secretary and all Deputy Secretaries.
The ETO works collaboratively with key stakeholders and business owners responsible for transformation activities across all Groups in the Department.
The ETO does not provide Secretariat support to the Enterprise Transformation Committee. This function is provided by a centralised Secretariat support team in the Strategic Governance Division.
What work has already been done? The Enterprise Transformation Committee has been established as the department’s transformation governance body.
The ETO has been mobilised. For the past five months the department has been setting up the ETO, defining its role, functions and how it will interact with the broader Department. The ETO will be a small blended team of up to 15 people.
Elements of the target state are in place or are being developed. Further synthesis of the target state will be required.
An Enterprise Transformation Plan has been developed and will be iterated on a quarterly basis. A first view of the Transformation Project Portfolio has been developed. Work is commencing on a framework for the transformation outcomes and measures of success.
Who will the work be done with? Including, but not limited to:
• Enterprise Transformation Division
• Enterprise Transformation Committee
• Key transformation programme/project leads and business owners of transformation enablers
• Broader departmental stakeholders
Any additional relevant information? As there is a restriction of 3 attachments per seller through the digital marketplace, please send any additional attachments to WPIT.Procurement@humanservices.gov.au
Should interstate travel be requested by the department, flights and accommodation will be organised, and costs covered, by the department.
Entry Level Checks are outsourced to the Australian Criminal Intelligence Commission’s National Police Checking Service and can take up to six weeks. The department is conscious of the timeframes associated with this procurement and in order to facilitate the Entry Level Check process, requests that an Entry Level Check document pack is completed for each of your proposed personnel and returned with your response. Following selection of a preferred Respondent, the Entry level Check packs submitted by that Respondent will be forwarded to the National Police Checking Service. Packs provided by unsuccessful Respondents will be destroyed by the department at the conclusion of the procurement process.
The Respondent should note that all Contractor Personnel under the resultant Contract will be required to hold, or be in the process of obtaining, baseline security clearance. For positions identified as requiring a security clearance the Contractor will be responsible for cost of obtaining those clearances.
What phase is the work in?
Where will the work take place? The team is located at 1 Canberra Avenue, Forrest ACT. At times there may be a need to work at other Canberra locations where key stakeholders are located.
Travel between Canberra sites will be an individual responsibility.
What are the working arrangements? Requesting the equivalent of up to four staff (FTE - Fulltime Equivalent) on site 4 to 5 business days per week to work in a blended team.
The majority of the team to be full time with a mix of skills and levels of experience.
Is security clearance required? The Contractor must ensure compliance with the department’s security and probity requirements including ensuring that Contractor personnel consent to the department undertaking routine individual Entry Level Checks (including a National Criminal History Check) at the department’s cost prior to commencement.
Additional terms and conditions The engagement will be reviewed each quarter to assess outcomes and performance, and to decide priorities for the next quarter including level of staffing required.
As part of their response, suppliers will need to complete the pricing schedule which will be available upon request through WPIT.Procurement@humanservices.gov.au.
Skills and experience
Buyers will use the essential and nice-to-have skills and experience to help them evaluate sellers’ technical competence.
Essential skills and experience
- Strategic advice and advisory services relating to transformation management
- Strategic Portfolio level programme establishment, management and support with the ability to: i. synthesise detailed materials and draw insights, ii. make fact based alignment recommendations
- Development and implementation of measures of success frameworks and methodologies, including transformation health checks
- Robust data analysis using incomplete/ambiguous data sets
- Development of presentations, papers and documents including visuals and diagrams
- Stakeholder management
- Review and iteration of work products and inputs
- NOTE: a 5 slide power point presentation, outlining suppliers approach to the delivery of services is to be included in the RFQ response.
Nice-to-have skills and experience
How sellers will be evaluated
How many shortlisted sellers will you evaluate?
- The approach and methodology in delivering the Services
- Demonstrated expertise and proven track record in providing similar services in large scale organisational transformation management
- Capacity to supply sufficiently qualified, experienced and security cleared personnel to perform the Services, and the proposed composition of the team [attach CVs].
- Presentation to Evaluation Committee using the 5 slide power point presentation provided in the RFQ response.
Cultural fit criteria
- Outcome focused - aligned to what is important and adds value.
- Ability to work with geographically dispersed teams.
- Transparent and collaborative at all times
- The ability to pragmatically change direction and scope as new information is discovered and challenges or opportunities present themselves.
Capped time and materials
- Written proposal
- Work history
|Seller question||Buyer answer|
|1. In relation to completing the requested "skills and experience" for each individual 150 word limited criteria question, is there an opportunity for a proposal document be submitted which outlines each of these requirements?||The 150 word response through the DMP is mandatory, however, you have the opportunity to provide additional details relating to skills and experience in the CVs that we have requested you attach as part of your submission.|
|2. Does the Project Delivery and Assurance Branch have any role in defining the measures of success for major transformations, or providing stop/start/realign recommendations?||Yes. The Project Delivery and Assurance Branch are key stakeholders for all aspects of the Enterprise Transformation Office and have a role in prioritisation.|
|3. What powers will the Enterprise Transformation Office have with regards to ensuring stop/start/realign recommendations are implemented?||The Enterprise Transformation Office provides guidance to the Enterprise Transformation Committee who are responsible for governing and driving the department's transformation. Recommendations are made to the Committee, who are the key decision makers. The Enterprise Transformation Office orchestrates implementation of recommendations put forward by the Office across the wider department once decisions are made.|
|4. Is there a budget threshold over which a bid will not be considered?||A budget threshold has not been set, to allow the department to understand the real market cost.|
|5. Is this tender subject to any existing government panel conditions or rates, such as the Digital Transformation Agency panel arrangement? If yes, which specific panel and roles?||This opportunity is subject to the terms of the Master Agreement under the Digital Marketplace arrangement.|
|6. Can we provide additional information on our proposed approach and methodology in additional attachments submitted to WPIT.Procurement@humanservices.gov.au? (e.g. beyond the space already allocated in the five page slide deck.)||No, however you can speak to your proposed approach and methodology if you are invited to provide a presentation.|
|7. How can we get access to the Entry Level Check document pack required to commence the Entry Level Checks, so that we can return completed ones for each of our proposed personnel?||The Entry Level Check document pack will be emailed to you in the next couple of days.|
|8. Will you be considering any additional attachments beyond the requested Brief Response, 5-slide PowerPoint, Pricing Schedule, CVs and Entry Level Packs? For example, would you consider an attachment containing the case studies mentioned in the Brief Response?||No, but you can speak to your proposed approach and methodology if you are invited to provide a presentation.|
|9. Will shortlisted vendors be expected to produce a separate, more detailed proposal if shortlisted? The Brief Response indicates that “the buyer will contact you after 19/07/2018 to submit your proposal if you’re shortlisted”.||At this stage we will not require a more detailed proposal, but may request further information if you are shortlisted and invited to present.|
|10. Is there any publicly available document that lists the current portfolio of projects, other than the well-documented programs like WIPT?||There is no publicly available list of the portfolio of projects at this stage.|
|11. There were two entry level forms found on the DHS website, can you please confirm the below is the correct one? https://www.humanservices.gov.au/sites/default/files/2017/04/entry-level-check-form-april-2017.pdf||The Entry Level Check document pack will be emailed to you in the next couple of days.|
|12. Should expenses be included in the daily rate, or can the method of handling expenses be added separately in the assumptions section?||Please add the method of handling expenses in the assumptions section.|
|13. Is the seller required to include pricing information (e.g. daily rates for proposed personnel, estimated total price for the first three months) as part of the response to this opportunity?||Yes, please follow the instructions and format provided in the Pricing Schedule which will be provided to sellers upon request to WPIT.PROCUREMENT@humanservices.gov.au|
|14. Can you please confirm if all of the required 4-5 days per week need to be onsite at 1 Canberra Ave and other Canberra locations, or can part of it be onsite at DHS locations in other states?||The role will be in Canberra sites only.|
|15. Is the seller required to include pricing information (e.g. daily rates for proposed personnel, estimated total price for the first three months) as part of the response to this opportunity?||Yes, please follow the instructions and format provided in the Pricing Schedule which will be provided to sellers upon request to WPIT.PROCUREMENT@humanservices.gov.au|