INVITATION TO TENDER
&
STATEMENT OF REQUIREMENT
Incentivising better capacity management in GB rail:
Case study evidence from other industries and railways
CPV Code: 73000000
Tender reference: ORR/CT/14-63
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Purpose of document
The purpose of this document is to invite proposals for Incentivising better
capacity management in GB rail: Case study evidence from other
industries and railways for the Office of Rail Regulation (ORR).
This document contains the following sections:
1. Introduction to the Office of Rail Regulation
2. Statement of Requirement
3. Tender Proposal & Evaluation Criteria
4. Procurement Procedures
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1. Introduction to the Office of Rail Regulation (ORR)
The Office of Rail Regulation is the independent safety and economic
regulator of Britain’s railways.
ORR currently employs approximately 300 personnel and operates from 9
locations nationwide. The majority of personnel are located at ORR’s
headquarters, One Kemble Street, London.
ORR’s Vision, Roles and Objectives
Our vision of success for Britain’s railways:



Zero workforce and industry-caused passenger fatalities, with an everdecreasing overall safety risk.
Satisfaction levels of passengers and freight customers equivalent to the
best in railways and other forms of transport.
Efficiency equivalent to that achieved by the best comparable railways in
the world.
Our principal roles are:



Securing delivery by the industry of its regulatory obligations.
Helping the mainline railway meet the long-term challenges.
Enhancing and keeping under review the industry’s framework of
incentives, accountabilities and competition.
Our strategic objectives for 2009-14 are







Passengers and freight customers benefit fully from improved safety,
performance, efficiency and capacity.
All parts of the railway have excellent health and safety culture and risk
control processes.
Whole-life asset management in the rail industry matches that of best
practice comparators.
Committed improvements to the railways are delivered in a timely and
efficient way.
The mainline industry has in place arrangements to achieve the best use
of capacity on the network.
All parts of the industry put in place arrangements so that they have and
sustain the skills and competence needed to meet the challenges of 200914 and beyond.
Data produced by the industry is better turned into information so that all
parties can make effective and consistent use of it, and the industry’s
management systems are more robust and meet international standards.
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Supplying ORR
The ORR procurement unit is responsible for purchasing the goods and
services necessary for ORR to achieve its role as the economic and health &
safety regulator of the rail industry.
The ORR Procurement unit subscribes to the following values:

to provide a modern, efficient, transparent and responsible
procurement service;

to achieve value for money by balancing quality and cost;

to ensure contracts are managed effectively and outputs are
delivered;

to ensure that processes have regard for equality and diversity; and

to ensure that procurement is undertaken with regard to Law and
best practice.
For further information on ORR please visit our website: www.orr.gov.uk
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Small and Medium Enterprises
ORR considers that this contract may be suitable for economic operators that
are small or medium enterprises (SMEs). However, any selection of tenderers
will be based on the criteria set out for the procurement, and the contract will
be awarded on the basis of the most economically advantageous tender.
Enterprises are categorised as Micro, Small, Medium or Large as follows:
Enterprise
Category Headcount Turnover
or
Balance Sheet
Total
Micro
<10
≤ € 2 million
≤ € 2 million
Small
<50
≤ € 10
million
≤ € 10 million
Medium
<250
≤ € 50
million
≤ € 43 million
Large
>251
> € 50
million
> € 43 million
Please ensure that you indicate how your organisation is categorised on the
Form of Tender document which should be submitted along with your
proposal.
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2. Statement of Requirement
2.1 Background to the project
ORR is responsible for the economic regulation of Network Rail. This
commission forms part of ORR’s work preparing for our next periodic review,
in which we determine Network Rail’s charges, outputs, and funding for April
2019 onwards.
Network Rail is the infrastructure manager for the mainline railway in Great
Britain. It is responsible for the operation, maintenance, renewal and
enhancement of most of the rail infrastructure in Great Britain.
As part of our preparations for the next periodic review we’ve started a project
to review the way that capacity is managed on the rail network that is
operated by Network Rail, to see if there is scope for improvement and how
any improvements could be realised.
Capacity is an important ‘output’ of the rail network and determines a
significant element of the overall benefits of the railways to users and society.
This relates to both the provision to capacity for passenger and freight
services, allowing more services to operate, and in terms of the performance
of the network when that capacity is used, delivering a reliable service to train
operators and, ultimately, passengers and freight shippers. In light of the cost
of providing additional network capacity, the efficient use of existing and new
capacity is an important aspect of delivering value for money to both rail users
and those funding the network.
Reflecting this, we are looking for ways to encourage:
a) The efficient production of capacity (i.e. making best use of the
current network to identify the capacity that is available for use);
b) The optimisation of performance (i.e. the effective use of capacity,
in real-time and longer term))
c) The efficient allocation of capacity (i.e. the appropriate trade-offs
between competing uses, including NR’s maintenance of track)
d) Demand-responsive planning for future capacity (i.e. how to use
investment in physical assets, processes and information
technology to deliver capacity and volume growth).
As part of looking at these we are interested in also considering those
activities that fall outside of the scope of Network Rail’s current activities,
reflecting the roles that ORR and Governments play in influencing or
determining how much capacity is provided and its allocation to train
operators. Our interest is in how these goals and activities can be better
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delivered and goes beyond the question of who currently delivers them.
We think it is helpful to group the above issues, and our interest in them, into
two broad categories. Our interest in (a) – (c) is, to understand:
Given a network of a fixed capability and condition, how can ORR
encourage the delivery of the most capacity, at the optimal level of
performance, at the lowest cost, to the right participants?
Our interest in (d) is to understand:
How can ORR ensure that changes to the network capability and condition
are responsive to the longer-term needs for more capacity and better
performance?
The scope of work outlined in this ITT focuses on developing evidence,
based on the experiences of, and approaches used in, other railways
and industries, that will help ORR answer these questions.
From the work specified in this ITT we mainly hope to build up evidence for
answers to the first question (i.e. relating to goals (a) – (c)) but evidence
related to the second question (i.e. relating to goal (d)) is welcome.
Our understanding of each of the above goals and activities is set out below.
(a) The efficient production of capacity
In the context of rail networks, producing capacity means creating potential1
“paths” (defined bits of space and time along the network) for train services to
run on the network. If Network Rail provides an operator with capacity then it
gives them a path to run a train in.
The capability of the network (in terms of the track length and layout,
signalling infrastructure, linespeed etc.) and its condition affects the capacity
of the network and the potential quality of capacity provided – for instance, a
longer network has a higher capacity and higher linespeeds allow capacity
that offers shorter journey times.
Assuming a fixed level of network capability and condition in the short-run,
capacity is efficiently produced if:
 For any given level of cost and performance, as much capacity as possible is
We refer to ‘potential paths’ to reflect the fact that it may not be efficient to allocate all
potential paths to operators, as the potential for services to be delayed and to have adverse
impacts on the operation of other services means that it can be appropriate to reserve some
capacity to allow for resilience, e.g. to mitigate the impacts of disruption.
1
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available for use/resilience; and
 For any given level of cost and available capacity, performance is as high as
possible; and
 For any given level of performance and available capacity, the cost of
provision is as low as possible.
(b) The optimisation of performance
The capacity provided by Network Rail can be of varying quality. For instance,
it may vary with respect to:

Timetabled journey time

Reliability

Disruption handling (i.e. notification, submitting revised timetable, excludes
management of length of possession)
Although changes to network capability or condition can affect the quality of
capacity, it is possible to vary the quality even given a fixed condition and
capability. For instance, even where linespeed is fixed, the scheduling of
services and the timely operation of signals, switches and crossings can affect
journey time. Similarly, although failures of network infrastructure may create
delay (which, if we are assuming the network is fixed, can’t be helped by the
network operator), delay can also be created by conflicts in the timetable or
poorly operated signals (which the network operator can do something about),
whilst the resilience of services to disruption can be improved by not allocating
some network capacity to train operators. Furthermore, Network Rail plays an
important role in minimising the consequences of delays caused by train
operators or by external events (such as extreme weather).
The quality of capacity affects both the demand and supply of it. As the quality
of capacity increases, so does the demand for it; for instance, passengers are
willing to pay more for a quicker or more reliable journey, so operators will pay
more for capacity that offers shorter or more reliable journey times. However,
as well as increasing demand, quality is also costly to provide; for instance, it
costs money to notify users of disruption and to respond to incidents quickly.
The network operator needs to make a decision about the level of quality to
provide. In general this should be the subject of optimisation – for instance,
the network operator should weigh up the cost of improving reliability (e.g. the
operational costs of tighter operation of signals etc.) against the benefits (e.g.
increased demand).
(c) The efficient allocation of capacity
There are competing demands for capacity on the network: Passenger
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operators value capacity for the fare revenue that moving passengers
generates (and as it is required to discharge franchise commitments). Freight
operators value capacity for the fees that they get from users for transporting
their goods. Network Rail values capacity (amongst other things) according to
the cost of running engineering possessions of varying lengths.
Efficiently allocating capacity means balancing the gain from the use of
capacity against the cost of providing it. Capacity is efficiently allocated when
the marginal benefit from selling any given path is equal to the marginal cost
of providing it.
In rail the quantity of capacity available is sensitive to the way that existing
capacity is used. Slow trains use more capacity than fast ones, and a mix of
fast and slow uses more capacity than just slow ones. Achieving an efficient
allocation of capacity in rail involves being aware of how allocating capacity
affects the amount of capacity available; an efficient allocation will involve
trading the gains from mixing train types against the losses from lower total
capacity.
The demand for capacity:
Passenger operators, freight operators and NR may have competing claims to
the same path, and they may each value it differently. An efficient allocation of
capacity will need to take into account how much each party values that path.
For instance, suppose that Network Rail has been allocated a two day path
across a part of the network to conduct engineering work. If the extra cost to
Network Rail of doing the work in one day rather than two is less than what
operators would be willing to pay to use the paths on the second day, then it
would be more efficient for Network Rail to do the work in one day and the
second day to be freed up for operators to run services.
There are also external benefits (positive externalities) that arise from the use
of capacity (e.g. interconnectedness of business in different cities,
environmental benefits) that will not be reflected in the private demand for
passenger or freight services. An efficient allocation of capacity should reflect
the external benefits of capacity use, as well as the private ones.
The supply of capacity:
There are costs to the provision of capacity: the short-run costs of providing
capacity are primarily in terms of the operation of network infrastructure (and,
as discussed, these costs vary with the quality of capacity provided); in the
medium to long-run the cost of providing capacity also incorporates the need
to maintain and renew network infrastructure – since heavier, longer, faster
trains will do more damage to the track than lighter, shorter, slower ones, the
marginal cost of providing capacity to the former is higher than for the latter.
Inefficient network asset management (e.g. maintenance costs that are too
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high) will make the medium and long-run cost of capacity provision higher.
An efficient allocation of capacity will need to take into account how much it
costs to provide capacity to each operator. For instance, if it costs more to
provide some slots to a heavy, fast service operator than what the operator is
willing to pay for it, then it is not efficient for them to use that path. And even
though some light, slow service operator might be willing to pay less than the
heavy, fast operator, if the cost of them using the slot is lower than what they
are willing to pay, it is more efficient for them to use it than the heavy, fast
operator.
There are also external costs (negative externalities) that arise from the use of
capacity (e.g. noise, carbon emissions, safety risks) that will not be reflected
in the private costs of capacity usage. Moreover, if some elements of quality
have a non-linear relationship with quantity this will mean that the use of
capacity has an external effect on its quality. For instance, as the quantity of
capacity provided increases (i.e. as more trains run on the network) the cost
of keeping delay below a certain level may increase by more than just the
extra cost associated with extra services. This non-linear relationship means
that, by using capacity, operators impose costs on each other – the cost of
using capacity increases for all operators as more capacity is used. An
efficient allocation of capacity should reflect all the external costs of capacity
use, as well as the private ones.
(d) Demand-responsive planning for future capacity.
The capability of the network places a hard, short-run constraint on the level
of capacity that can be provided. In the medium to long-term, however, the
capability of the network can be changed to enable more (or less) or better (or
worse) capacity to be produced in certain areas. Planning changes to the
quantity or quality of capacity the network allows respond to the demand for it;
so familiarity with the demand for capacity is a requirement on being able to
effectively plan changes to network capability.
Potential analogies across sectors
The above issues are likely to be features of most rail networks, including
those managed by TfL and Network Rail. However, the underlying issues of
identifying capacity, allocating it, making best use of it and increasing its
availability are issues that are relevant to other industries. There could,
therefore, be lessons to learn from experiences elsewhere, including in other
sectors subject to detailed economic regulation. For example:

Airspace is intensively managed in certain parts of the UK, with
physical investment at airports, the use of technology and
improvements in air traffic control have all contributed to increases in
the intensity of use of airspace and certain airports (notably Heathrow).
Aviation also provides an example where a public body ( the CAA)
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manages competing demands for capacity between civil, leisure and
commercial uses.

Energy networks typically manage capacity use through a mix of
charging schemes, commercial contracts and administrative processes.
For example, the gas transmission network manages demand for peak
capacity through a combination of local storage and contracts for
demand-side response from energy intensive users.

TfL manages a complex network underground and overground
services, and is responsible for the maintenance of performance and
managing disruption. It has also deployed new technology to improve
capacity and reliability.
2.2 Project Objectives & Scope
Objectives:
As set out above, the ORR is looking to encourage the delivery of the following goals
and activities in GB rail:
a) The efficient production of capacity
b) The optimisation of performance
c) The efficient allocation of capacity
d) Demand-responsive planning for future capacity
The main objectives of this project are to:
o
Provide evidence on innovative ways of incentivising better delivery of
(a) to (d) from other railways or industries (the priority is on (a) - (c) but
evidence concerning the delivery of (d) is welcome, particularly where
it overlaps with the delivery of the other goals)
o
Set out the difficulties of realising those benefits in rail
Charges which attempt to ‘value’ capacity could be useful in informing better capacity
management decisions such as those described by (a) to (d) above. However, for
the purposes of this project, we are interested in understanding what alternative
mechanisms or tools exist. This partly reflects the challenges associated with valuing
capacity. As such, we are not seeking inputs on specific measures relating solely to
the use of access charges.
Whatever the structure of the report or its methodology, we expect the consultant to:

Find examples of best practice in capacity management (i.e. the delivery of
(a) to (d)) from other industries or railways that are relevant to GB rail)

Identify the conditions that allowed those practices to develop (e.g. features of
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industry, regulatory structure, incentives etc.)

Identify whether or not those conditions are present in rail at the moment, and
what would be necessary for them to be present if they aren’t
Key tasks:
We are open to proposals for alternative approaches that might address the issues
and questions set out above, but our current thinking is that there are two key tasks
in this project:


Identify examples from industries or railways where:
o
There are problems affecting the delivery of (a) to (d) that are
analogous to those found in GB rail; and
o
An approach is in place that effectively incentivises the better delivery
of (a) to (d)
For each example identify:
o
What features enabled that approach to be successful
o
Whether or not GB rail has or could have those features and whether
or not there are other constraints in GB rail
The consultant should:

Identify cases in which one or several of (a) to (d) were delivered effectively
either by other railways (e.g. TfL, Japanese or Swedish railways etc.) or other
industries (e.g. aviation, telecoms, healthcare etc.)

Clearly articulate, and provide evidence of how these cases are analogous to
issues faced by GB rail

Explain what was done for each case – although we are keen to understand
the specifics of each case (i.e. what the operator did that was successful) our
focus, as the regulator, is on understanding the framework that was in place
that both incentivised and allowed them to develop such a solution

Provide evidence on what the costs and benefits of each approach were for
that industry or railway

Explain what the features were that made each approach successful in the
relevant railway or industry, in particular, the consultant should identify what
features were responsible for incentivising the operator to act and what
features enabled them to act as they did

Identify the extent to which the GB rail industry has, or could have, those
features that made each approach successful in the relevant railway or
industry
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The consultant should only consider cases where there are structural similarities (in
terms of the delivery of (a) to (d)) between the target case and GB railways.
However, this does not mean that the consultant should restrict their examples only
to railways, or only to transport, or only to network monopolies. Our interest is in
identifying any areas that have lessons about the management of capacity that would
be useful for GB rail. What this does mean is that although similar problems may
have been dealt with in, for example, gas or electricity networks, these cases should
only be included if the consultant demonstrates both (a) the analogousness of the
problem to something in GB rail and (b) the appropriateness of the solution to GB
rail. These principles should form the basis of the high-level selection criteria for case
studies, which the consultant should set out as part of their ITT.
Because of the need to identify analogous problems in other railways and industries,
a good understanding of the rationale behind this project and the goals and activities
set out in (a) to (d) is key. As part of their ITT the consultant should, therefore, clearly
set out their understanding of the purpose of the project as well as demonstrating this
understanding by:

Selecting an appropriate initial list of case studies, and demonstrating the
appropriateness of each

Proposing a robust methodology for assessing each case, in particular how
the benefits and costs will be quantified and to what detail and how the
factors that made that case successful (the “enablers”) will be identified

Demonstrating a good understanding of both (i) the need to determine
whether GB rail has those “enablers” and (ii) of a process for determining
whether or not it does
We are open to considering project specifications that aim for a wide breadth of
cases with relatively less detail, or conversely, ones that concentrates on a relatively
small number of cases, but go into significant detail, so long as the cases are of a
sufficient variety and are considered in sufficient detail to form a good body of
evidence against the goals and activities set out in (a) to (d).
In selecting case studies, the consultant should pay particular attention to special
features of rail, in particular:

the difficulties involved in measuring capacity (given that the amount of
capacity available is a function of how it is allocated)

the interaction between performance and the amount of capacity provided
(e.g. timetabled journey time is a function of how capacity is allocated)

the difficulty of efficiently allocating capacity within a framework of services
that are specified by franchises at least five years hence (although the
consultant should still feel free to consider cases that don’t have an
analogous constraint)
The consultant should also pay special attention to the role of capacity measurement
within each approach. In particular, the consultant should consider, for each incentive
scheme, whether or not the availability of a specific measure of capacity is necessary
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for it to deliver benefits, and whether such a measure can be delivered in rail.
Off the back of this project ORR may choose to commission additional work requiring
additional detail, or more cases, or a mixture of both. The consultant should also set
out, in their ITT, what would be delivered as part of that project, if it were to be
commissioned. However, it should be noted that consultant’s bids will be considered
on the quality of their core project proposal.
Project exclusions:
The consultant is not expected to develop specific options for how capacity could be
managed differently in rail.
The consultant is not expected to set out the costs and benefits of different
approaches if they were applied to rail.
The consultant is not expected to develop options for how capacity could be
measured in rail.
The consultant is not expected to cover specific charges that would support the
delivery of (a) to (d). Together with industry, ORR is already reviewing the charges
framework separately. However, if the consultant believes that there is an approach
to charging that is particularly worthy of consideration under this project they should
include it in the list of prospective case studies.
Experience and skills:
The project team should have expertise in both economics (particularly industrial
organisation and incentive design) and in rail.
Project outcome and timeline:
This project is complete on the delivery of a final report detailing all of the
consultant’s findings by 31st March 2015.
2.3 Project Outputs & Deliverables
The consultant is to deliver:





The consultant will be required to provide weekly updates, which may be in
email format.
A list of case studies with the case for the appropriateness of each, to be
agreed with ORR
Draft report for comment which details the findings, conclusions and
recommendations.
A presentation of the findings and recommendations to ORR
Final report which incorporates the amendments from ORR
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2.4 Project Timescales
The provisional project timetable is as follows:

Inception meeting with ORR week commencing 19th January 2015

List of case studies presented to, and agreed with ORR w/c 2nd February

Sample analysis of case studies presented to ORR, format and scope of
content to be agreed w/c 16th February 2015

Draft report submitted and presentation of findings w/c 9th March 2015

Final report submitted 27th March 2015
2.5 Further project related information for bidders
Terms & Conditions
The work will be subject to ORR’s standard terms and conditions (attached).
ORR expects the chosen consultant to accept the attached terms and conditions
without material alteration. However, consultants may comment on specific terms in
the following format
Clause
Number
Existing Wording
Proposed
Wording
Rational for
amendment
Intellectual Property Rights
ORR will own the Intellectual Property Rights for all project related documentation
and artefacts.
ORR reserves the right to publish the documents, either in full or in part. As such, all
documents should be drafted in such a manner that allows publication without the
need for input from the chosen supplier.
Confidentiality
All consultants working on the project may be required to sign a confidentiality
agreement and abide by the Cabinet Office’s protective marking guidelines, which
ORR uses to protectively mark a proportion of its information. In addition, the
consultant may be required to sign additional confidentiality agreements as required
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by stakeholders.
Sub-Contractors
. Contractors may use sub-contractors subject to the following:

That the Contractor assumes unconditional responsibility for the overall
work and its quality;

That individual sub-contractors are clearly identified, with fee rates and
grades made explicit to the same level of detail as for the members of
the lead consulting team.
Internal relationships between the Contractor and its sub-contractors shall
be the entire responsibility of the Contractor. Failure to meet deadlines or
to deliver work packages by a subcontractor will be attributed by ORR
entirely to the Contractor.
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3. Tender Response & Evaluation criteria
3.1 The Tender Response
The proposals for this project should include an outline of how bidders will meet the
requirement outlined in section (ii) “Statement of Requirement”. The following
information should be included:
a) Understanding of customer's requirements

Demonstrate an understanding of the requirement and overall aims of the project.
b) Approach to customer's requirements

Provide an explanation of the proposed approach and any methodologies
bidders will work to;

Details of your assumptions and/or constraints/dependencies made in relation to
the project

A project plan to show how outputs and deliverables will be produced within the
required timescales, detailing the resources that will be allocated;

An understanding of the risks, and explain how they would be mitigated to ensure
delivery

What support bidders will require from ORR;
c) Proposed delivery team

The specifics of the bid should include detail on how relevant experience of the
team will support each element.

Key personnel including details of how their key skills, experience and
qualifications align to the delivery of the project; and

Project roles and responsibilities

Some relevant examples of previous work that bidders have carried out (eg. case
studies)

Details of at least two relevant reference projects along with contact details of
clients
d) Pricing
A fixed fee for the project inclusive of all expense. This should include
a breakdown of the personnel who will be involved with the project, along with
associated charge rates and anticipated time inputs that can be reconciled to the
fixed fee.
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3.2 Evaluation Criteria
Tenders will be assessed for compliance with procurement and contractual
requirements which will include:





Completeness of the tender information
Completed Declaration Form of Tender and Disclaimer
Tender submitted in accordance with the conditions and instructions for
tendering
Tender submitted by the closing date and time
Compliance with contractual arrangements.
Tenders that are not compliant may be disqualified from the process. We reserve the
right to clarify any issues regarding a Bidder’s compliance. It will be at ORR's sole
discretion whether to include the relevant Bidder’s response in the next stage of the
process.
The contract will be awarded to the Bidder(s) submitting the ‘most economically
advantageous tender’. Tenders will be evaluated according to weighted criteria as
follows:
Methodology (30%)
The proposal should set out the methodology by which the project requirement will
be initiated, delivered and concluded. In particular, it must:
a) Explain the methodology and delivery mechanisms to ensure that the
requirements of this specification are met in terms of quality;
b) Explain how your organisation will work in partnership with ORR’s project
manager to ensure that the requirement is met
c) Explain how your organisation will engage with external stakeholders;
d) Outline how the proposed approach utilises innovative consultation
methodologies to develop a diverse and comprehensive evidence-base
Delivery (20%)
The proposal should set out how and when the project requirement will be delivered.
In particular, it must:
a) Explain how this work will be delivered to timescale and how milestones will be
met, detailing the resources that will be allocated to each stage;
b) Demonstrate an understanding of the risks, and project dependencies and explain
how they would be mitigated to ensure project delivery;
c) Explain the resources that will be allocated to delivering the required
outcomes/output, and what other resources can be called upon if required.
Experience (30%)
The proposal should set out any experience relevant to the project requirement. The
ITT must highlight relevant experience for this project, and how it relates to the
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project requirements. In addition the consultant should also include CVs of the
consultants who will be delivering the project.
Cost / Value for money (20%)
A fixed fee for delivery of the project requirement (inclusive of all expenses),
including a full price breakdown for each stage of the project and details of the day
rates that will apply for the lifetime of this project.
Name of
consultant
Grade
Role
Day rate Number of days
Total cost (ex
VAT)
Please note that consultancy grades should align with the following definitions:
Grade
Requirement
Junior
consultant
Demonstrable experience in a wide range of projects in their specialist field.
Evidence of client facing experience and support services to wider
consultancy projects.
Notable experience and in-depth knowledge of their specialist field. Evidence
of a wide range of consultancy projects and client facing experience. Support
work in process and organisational design and leading workshops and
events.
Substantial experience in their specialist field and in a consultancy/training
role. Previous experience in project management and working in a wide range
of high quality and relevant projects. Familiarity of the issues/problems facing
public sector organisations.
Substantial experience in their specialist field and in a consultancy/training
role. Sound knowledge of the public sector and current policy and political
issues affecting it. Previous experience in project management on at least
three major projects, preferably in the public sector and using the PRINCE2 or
equivalent method.
Substantial experience in their specialist field and in a consultancy role. In
depth knowledge of the public sector and of current policy and political issues
affecting it. Previous experience in project management on at least 5 major
projects, preferably in the public sector and using PRINCE2 or equivalent
methods.
Extensive experience in their specialist field, in which they are nationally or
internationally renowned as an expert. Extensive experience of leading or
directing major, complex and business critical projects; bringing genuine
strategic insight. In depth knowledge of the public sector and of current policy
and political issues affecting it.
Consultant
Senior
Consultant
Principal
Consultant
Managing
Consultant
Director /
Partner
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Marking Scheme
Score 0
Unanswered or totally inadequate
response to the requirement.
Complete failure to grasp/reflect the
core issues
1
Minimal or poor response to
meeting the requirementLimited
understanding, misses some
aspects
3
Good understanding and
interpretation of requirements,
providing clear evidence of how the
criterion has been met
5
Excellent response fully addressing
the requirement and providing
significant additional evidence of
how the criterion has been met and
how value would be added
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4. Procurement procedures
Tendering Timetable
The timescales for the procurement process are as follows:
Element
Timescale
Invitation to tender issued
19/12/2014
Deadline for the submission of clarification
Noon 07/01/2015
questions
Deadline for submission of proposals
Noon 12/01/2015
Shortlisted suppliers notified
13/01/2015
Interviews and presentations*
15/01/2015
Award contract
16/01/2015
Project Inception Meeting
w/c 19/01/2015
*Please ensure that the Project Manager and other key consultants who will be delivering this work are
available to give presentations on the interview date
Tendering Instructions and Guidance
Amendments to ITT document
Any advice of a modification to the Invitation to Tender will be issued as soon
as possible before the Tender submission date and shall be issued as an
addendum to, and shall be deemed to constitute part of, the Invitation to
Tender. If necessary, ORR shall revise the Tender Date in order to comply
with this requirement.
Clarifications & Queries
Please note that, for audit purposes, any query in connection with the tender
should be submitted via the ORR eTendering portal. The response, as well as
the nature of the query, will be notified to all suppliers without disclosing the
name of the Supplier who initiated the query.
Submission Process
Tenders must be uploaded to the ORR eTendering portal no later than the
submission date and time shown above. Tenders uploaded after the closing
date and time may not be accepted. Bidders have the facility to upload later
versions of tenders until the closing date/time.
Please submit the Form of Tender and Disclaimer certificate along with your
proposal
An evaluation team will evaluate all tenders correctly submitted against the
stated evaluation criteria.
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By issuing this Invitation to Tender ORR does not undertake to accept the
lowest tender, or part or all of any tender. No part of the tender submitted will
be returned to the supplier
Cost & Pricing Information
Tender costs remain the responsibility of those tendering. This includes any
costs or expenses incurred by the supplier in connection with the preparation
or delivery or in the evaluation of the tender. All details of the tender, including
prices and rates, are to remain valid for acceptance for a period of 90 days
from the tender closing date.
Tender prices must be in Sterling.
Once the contract has been awarded, any additional costs incurred which are
not reflected in the tender submission will not be accepted for payment.
References
References provided as part of the tender will be approached during the
tender stage
Contractual Information
Following the evaluation of submitted tenders, in accordance with the
evaluation criteria stated in this document, a contractor may be selected to
perform the services and subsequently issued with an order.
Any contract awarded, as a result of this procurement will be placed with a
prime contractor who will take full contractual responsibility for the
performance of all obligations under the contract. Any sub-contractors you
intend to use to fulfil any aspect of the services must be identified in the
tender along with details of their relationship, responsibilities and proposed
management arrangements.
Any contract arising from this procurement will be based upon ORR’s
standard Terms & Conditions. Bidders should state in their proposal that they
are willing to accept these Terms & Conditions. ORR does not expect to
negotiate individual terms with bidders and expects to contract on the basis of
those terms alone. If bidders do not agree to the Conditions of Contract then
their tender may be deselected on that basis and not considered any further.
If there are any areas where bidders feel they are not able to comply with the
standard ORR terms and conditions, then details should be included within
their proposals in the following format:
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Clause Number
Existing Wording
Proposed
Wording
Rational for
amendment
Any services arising from this ITT will be carried out pursuant to the contract
which comprises of:

ORR Terms & Conditions;

Service Schedules;

this Invite to Tender & Statement of Requirement document; and

the chosen suppliers successful tender.
Freedom of Information Act 2000
As a public authority, ORR is subject to the provisions of the Freedom of
Information Act 2000. All information submitted to a public authority may need
to be disclosed by the public authority in response to a request under the Act.
ORR may also decide to include certain information in the publication scheme
which it maintains under the Act. If a bidder considers that any of the
information included in its proposal is commercially sensitive, it should identify
it and explain (in broad terms) what harm may result from disclosure if a
request is received, and the time period applicable to that sensitivity. Bidders
should be aware that even where they have indicated that information is
commercially sensitive, ORR may be required to disclose it under the Act if a
request is received. Bidders should also note that the receipt of any material
marked “confidential” or equivalent by the public authority should not be taken
to mean that the public authority accepts any duty of confidence by virtue of
that marking. If a request is received ORR may also be required to disclose
details of unsuccessful bids.
Please use the following matrix: to list such information:
Para. No.
Description
Applicable exemption under
FOIA 2000
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Publication of resultant contract
Please note that from 01/01/2011 all central government departments are
required to publish in full contracts let where the value is above £10,000. As
such, information provided by a winning bidder which is included within the
contract documentation will be published if not redacted under a FOIA 2000
exemption.
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