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FURTHER COMPETITION under ESPO FRAMEWORK 653F

for the provision of

Managed Services for Temporary Agency

Resources to Portsmouth City Council

INVITATION TO TENDER

Closing date for tenders: 29 September 2014

Contract commencement date: 01 February 2015

Further Competition under ESPO Framework 653F MSTAR of 38

CONTENTS

Section Heading Page No

1. Introduction and Background 2

2. The Requirement 4

3. The Procurement Process 9

4. Guidance Notes and Conditions of Tender 16

5. Preparation, Format and Submission of Tenders 18

6. Conditions of Contract 19

RESPONSE DOCUMENTSResponse Document Number

Heading Page No

1. Contact Details and Form of Tender * 20

2. Tendering Certificate * 22

3. Response to Specification* 23

4. Pricing Schedules*

(for completion by the Tenderer)

APPENDICESAppendix Heading Page No

1 Service Delivery Evaluation Table 37

2

3

4

5

6

7

8

Price Evaluation Table

Portsmouth City Council Safeguarding and Compliance Processes

Spend Information

Required Skillsets

Draft Customer Agreement

Guidance for Tenderers

MSTAR Core Specification

38

Attachment

Attachment

Attachment

Attachment

Attachment

Attachment


1. INTRODUCTION AND BACKGROUND

1.1 The Definitions as applied in the MSTAR Framework invitation to tender will apply where referred to in this further competition tender document.

1.2 Portsmouth City Council is issuing this invitation to tender as a further competition under the established ESPO MSTAR Framework (reference 653F).

1.3 The duration of the contract will be three years with the option to extend for a further one year.

1.4 Portsmouth is a vibrant maritime city with a rich and internationally important historical past; it remains a major influence in the local and regional economy. Due to its siting on the east bank of the Solent Portsmouth is both a thriving community in its own right and a seaboard gateway for commercial, merchant and naval shipping. With a population of over 200,000 the City is one of the most densely populated areas in the country outside London, the PCC’s area of influence includes 22 conservation areas. The majority of the population is contained within the urban part of the City, which in general is bounded on three sides by waterfront.

1.5 Portsmouth PCC (PCC) provides a wide range of services for the people of the City. The work of PCC is subject to a process of continuous review, this encompasses a whole range of initiatives which have the sole purpose of increasing the level of quality and standard of service that the PCC provides to their residents.

1.6 Within PCC there is a clear understanding that it needs to continue to achieve measurable improvement at the point of delivery interface with residents. The initiatives that drive such improvement can only be successful with the support and improvement to the quality, service level, and commercial sustainability of the supply of goods and services, which in turn support PCC’s core functions.

1.7 PCC relies on temporary staff to fill resource gaps created by issues such as peaks and troughs in work loads, sickness, seasonal, inability to recruit skills shortage. Failure to appoint can have an adverse effect on the delivery of front line services. The current arrangements for the provision of temporary/permanent Staff and High Level Executive Interims, which form the subject of this Tender, consist of a number of framework contracts with multiple agencies which does not lend itself to meeting the increasingly demands of the need to generate savings and also legal compliance, process efficiencies, control and risk.

PCC is changing the method by which it appoints temporary staff from the current framework contracts to a vendor neutral managed service provider model. The successful supplier must generate cost savings and high quality candidates but at the same time maintain highest levels of compliance and business process re-engineering.


4.1

2. THE REQUIREMENT

2.1 GENERAL OVERVIEW

This mini competition is conducted under Lot 1a - Managed Service Provision for Corporate Staff Only - Supply Chain Management to be provided to Portsmouth City Council only. The objective of the tender exercise is to appoint a vendor neutral managed service provider who will work collaboratively with PCC to achieve the following:

Cost savings of at least 10% on current spend

Consistency of approach to filling temporary posts

Competition across a wide supply base to provide the best qualified candidates at the right price

Compliance with PCC procedures

Consolidated management information

Appointments filled in the specified timescales with qualified staff including hard to fill areas such as social care staff or IT specialist with Oracle skills.

Reduction of temporary recruitment exercises by obtaining the right candidate first time.

Integrated working relationship with effective communication

Local sourcing

2.2 SPECIFICATION

The specification is the MSTAR Core Specification as supplemented by the additional requirements stated within this Clause 2.2 Specification.

2.2.1 'First Generation' CustomerPCC is a 'First Generation' customer and as such is expecting the successful supplier to generate significant savings over the course of the contract. Use of the Managed Service Provider will be mandated across the Council as far as is practicable.

Only in the event of the Managed Service Provider being unable to supply within the agreed timescales and where the requirement is statutory such as in Social Care would the Council seek an alternative.

2.2.2 Internal Agency

PCC have an Internal Agency which is the first port of call for all commercial and industrial temporary staff requirements. The PCC Internal Agency will continue in this role and the supplier will treat the Internal Agency as a priority supplier on their system. Only in the event that the Internal Agency cannot fill the position will supplier go to their supply base. It is the intention of PCC to grow the Internal Agency and open it to wider markets over the course of this contract and are looking to work with the Managed Service Provider to look at innovative ways to achieve this. For example:

Payroll Service

Temps are currently paid monthly through our PCC payroll. The MSP could potentially be asked to process the internal agency staff payroll. The internal agency would be set up on the MSP system as a supplier and temp staff paid through the MSP.


2.2.3 Agency Worker Directive

PCC policy with regards to the Agency Worker Directive is to apply paid holiday after 12 weeks in post and to pay comparable salary to PCC staff where appropriate.

2.2.4 Local Business and Employment Initiative Work Programmes

The MSP will be expected to source locally wherever possible to increase the economic regeneration of the Portsmouth area.

The MSP will be expected to work with local Employment Initiative Work Programmes aimed at getting long term unemployed back into work.

2.2.5 Safeguarding and Compliance

The Managed Service Provider must comply with the Council's safeguarding and compliance processes. Detail of our current procedures and be found at Appendix 3.

2.2.6 Spend Information

In 2012/13 PCC spent approximately £2.5M on corporate temporary labour of which approximately £500K was off contract spend. In 2013/14, the spend on corporate temporary labour rose to approximately £3M.

Management information detailing job roles and hours for one year is provided at Appendix 4 so that the Managed Service Provider can build an accurate picture of compliant spend. Approximate values of off contract spend per agency for 2012/13 is also provided at Appendix 4

2.2.7 Required Skillsets

Role descriptions of the most common requirements and those that are hard to fill are included at Appendix 5. These role descriptions demonstrate the standards that are required by PCC for individual roles.

Areas that the Managed Service Provider will need to focus include:

Childrens Social Care

Adult Social Care

IT Professionals

EBS Oracle Financial

Legal and Finance

2.2.8 Existing Arrangements

PCC currently has 32 framework contracts in place which will be expiring on 31 January 2015. These frameworks are with the following contractors:

Advanced Resource Management (IT) Air Social Care (Social Care) Badenoch & Clark (Revenues & Benefits) Brook Street UK (Administration) Brook Street UK (Industrial) Capita Resourcing (Housing) CMA Financial Recruitment (Finance) Eden Brown (Housing)


Hays Specialist Recruitment (Finance) Hays Specialist Recruitment (Social Care) Hays Specialist Recruitment (Housing) Hays Specialist Recruitment (Civil Engineering) Hays Specialist Recruitment (Property & Construction) Hays Specialist Recruitment (Industrial) Hays Specialist Recruitment (Teaching) LA International Computer Consultants (IT) Manpower UK (Administration) Matchtech Group (Finance) Matchtech Group (Civil Engineering) Matchtech Group (Property & Construction) Morecare Support Services (Social Care) Office Angels (Administration) PRN Staff (Social Care) Randstad Care (Social Care) Reed Finance (Human Resources) Reed Finance (Teaching) Sanctuary Personnel (Social Care) Servoca Education (Teaching) Staff 2000 (Social Care) Staff Finder Agency (Industrial) Step Teachers (Teaching) Venn Group (Revenues & Benefits) Wild Recruitment (Industrial)

2.2.8.1 Systems in Place to Support the Hiring of Temporary Labour

There are no IT systems in place to support the management of these contracts and all transactions are completed in paper format and managed via the Internal Agency or in some cases individual hiring managers. All timesheets, invoicing and reporting is done on an individual agency basis and therefore there is scope for savings in this area by a more consolidated approach.

2.2.8.2 Education

The Managed Service Provider will note that there are some teaching agencies mentioned in the list above but there has been very little take up of this service as the schools have preferred to use their own sourcing arrangements. It is possible that this may change in the future and PCC reserve the right to explore the addition of the teaching element at a later date if the need arises.

2.2.8.3 Off Contract Spend

There are a number of areas that currently attract off contract spend. Specifically these are:

EBS Oracle Financial Staff

IT professionals

Childrens Social Care

Legal

Finance


The Managed Service Provider will be expected to work with PCC to reduce the amount of off contract spend by providing an exemplar service to meet requirements in these areas. Common agencies that are being used include:

Air Social Care

Elite Care Services

Liquid Personnel Ltd

Sellick Partnership Legal Ltd

Somerset Care Ltd

Vivid Resourcing

2.2.9 Hiring Managers

The PCC Contract Manager will work with the supplier to develop a definitive list of Hiring Managers and authorisers who will then be trained in the new procedures throughout the mobilisation period. Hiring Managers currently sit within the service areas and deal with recruitment on an as required basis.

2.2.10 Suppliers Personnel

The supplier will provide a dedicated account manager who will act as first point of contact for the day to day management of the service and a named deputy trained in PCCs organisational procedures. Any call centre arrangement is required to have a number of trained staff that are aware of PCCs organisational procedures however the dedicated account manager will be the main contact to enable a collaborative working relationship and understanding of PCCs requirements to be developed. The dedicated Account Manager shall not be changed without the agreement of PCC which shall not be unreasonably withheld.

2.3 CONTRACT PERFORMANCE REVIEWS

Initially the supplier will be required to attend monthly performance review meetings at Portsmouth Civic Offices and present monthly management information. Once the contract is embedded for a reasonable period these meetings may take place on a quarterly basis as agreed by the PCC Contract Manager and the Supplier.

The Supplier will send the appropriate personnel to each review with the Customer which will focus in detail on the service delivered to that Customer. Appropriate personnel is deemed to include but not be limited to the dedicated Account Manager for the service.

During the mobilisation period and the initial contract period it is likely that weekly meetings and a daily telephone update will be required until the PCC Contract Manager is satisfied that the contract is running smoothly.

For the avoidance of doubt, attendance at such meetings and telephone updates will be at no cost to the Customer.


2.4 MANAGEMENT INFORMATION

Management information shall be required by the nominated Contract Manager at the Customer. Management information should include the following in addition to Clause 12.11 of the core specification:

Progress against target cost savings

Performance against KPIs

Up to date benchmarking of market rates and any changes in the market place that will impact PCC

Issues to be resolved by PCC contract manager

Continuous Improvement

and should be supplied five working days after the end of the each month or as agreed by the PCC Contract Manager. This management information will form the basis of the monthly contract review meeting.

For the avoidance of doubt, provision of management information will be at no cost to the Customer

2.5 QUESTIONS

All requests for clarification and/or additional information must be submitted via the correspondence tool within the PCC Procurement System In-Tend ensuring you identify which tender the correspondence relates to from the drop down list provided; failure to do so may result in a delay in response. Further guidance on correspondence and clarifications can be found via In-Tend under the Supplier Guidance tab and on the Council’s web site page:

http://www.portsmouth.gov.uk/business/10270.html

All questions will be recorded and forwarded to the appropriate person for a response.

A copy of all questions and answers will be maintained and distributed periodically to all recipients of the ITT.

If the tenderer expresses that the question is confidential and the Customer believes it is then the response to questions of a sensitive or confidential nature will be sent only to the Tenderer raising the question.

The Customer will endeavour to circulate a complete list of answers to all questions submitted by (up to and including) the date specified in Section 4.5 - Procurement Timetable. Queries received after this date may not be answered.


3. THE PROCUREMENT PROCESS

3.1 PROCEDURE

The Customer is running a further competition exercise under ESPO Framework reference 653F for the provision of Managed Services for Temporary Agency Resources, and is conducting the further competition using this invitation to tender.

All Suppliers on Lot 1a (Managed Service Provision for Corporate Staff Only - Supply Chain Management) of the Framework will be invited to submit a tender.

Full instructions on how to prepare and submit your tender are also given in the preparation and submission of tenders section that follows.

All submissions will be evaluated, in accordance with the scheme described below. At the Customer’s discretion and based upon the initial evaluation of bids carried out, some or all tenderers may be invited to clarify or present against their tender, as an aid to fully understanding their offers.

3.2 PRICE

It is understood that the cost of the service is made up of a range of component parts, and that various service delivery models proposed will be supported by different commercial models, specific to the Supplier.

The expectation is that the total cost charged to the Customer will consist of the cost of the Temporary Agency Worker (the pay rate plus statutory contributions) plus the Agency Fee, plus the MSP Fee, the ESPO rebate, the PCC rebate and Pension Autoenrolment. If Temporary Agency Workers who would typically command a higher rate of pay (higher than the set pay rate or maximum rate if a range is in operation) are provided, payment will only be made as per the grade requested.

Temporary Agency Workers will be paid for all standard hours but not for meal breaks, any time taken as annual leave, statutory holidays or sickness absence or any other form of leave. As a general rule, Temporary Agency Workers will not be entitled to any additional perceived benefits e.g. flexi-time, time off in lieu, or any bonuses; any exceptions to these rules will be confirmed by the Customer to the Supplier. It is of course acknowledged that when the Temporary Agency Worker Directive takes effect from 1 October 2011 such benefits will be offered to any Temporary Agency Worker engaged by the Customer after the first 12 weeks of their Assignment (where the role of the Temporary Agency Worker corresponds to the role of an FTE equivalent)

Mileage between the location of the Assignment and the Temporary Agency Worker’s home shall not be paid. Should the Temporary Agency Worker be required to travel for the purposes of the Assignment, then mileage shall be reimbursed in accordance with HM Revenues & Customs standard reimbursement rate of £0.45 per mile. In any event, the Agency supplying the Temporary Agency Worker shall process the mileage and/or expenses requests, and shall not charge for the administration of such claims. For the avoidance of doubt, VAT shall not be charged on expenses and mileage.

The rates of pay received by the Temporary Agency Worker shall be determined by the Customer’s Contract Manager in agreement with the Managed Service Provider.

Statutory Contributions

Statutory contributions including National Insurance contributions, Working Time Directive and Auto-Enrolment Pension contributions shall be paid by the Agency (or MSP where the MSP supplies Temporary Agency Workers from their own organisation) as required by law. There is a preference for National Insurance contributions to be charged at the actual rate, taking into account the amount of NI contribution due on amounts earned, over and above the earnings threshold, i.e. allowing for the ‘NI-free’ period,

Agency Fee


Agencies are expected to charge a fixed fee per hour per type of job for fulfilment of the Assignment. The charge should cover all agency overheads associated with fulfilment of assignments, for example, recruitment, processing, administration, staffing costs etc. The Agency Margin shall be a fixed fee and not a percentage charge and may vary for different types of roles, for example, it may be 50p per hour for Admin/Clerical roles, £2.50 per hour for Social Care roles.

Total Agency Charge

In managing the service, it is expected that the Managed Service Provider will ensure that the Agency calculates the Total Agency Charge as follows:

Pay Rate to Temporary Agency Worker

For PAYE Temporary Agency Workers this shall be the sum paid to the Temporary Agency Worker him – or herself (£) in line with the rates agreed with the Customer, with statutory contributions identified as per Column B and Column C below.

For Limited Company Temporary Agency Workers this shall be the sum paid to the Temporary Agency Worker inclusive of the statutory contributions.

National Insurance: (for PAYE workers only). This shall be the percentage of the Pay Rate to the Temporary Agency Worker charged to cover statutory National Insurance contributions. Managed Service Providers shall ensure that the Agencies charge actual NI on all assignments

Working Time Directive: (for PAYE workers only). This shall be the percentage of the Temporary Agency Worker’s Pay Rate charged to cover statutory Working Time Directive contributions

Auto-Enrolment Pension Fee: (for PAYE workers only). This shall be the percentage of the Temporary Agency Worker’s Pay Rate charged to cover Automatic Enrolment Pension contributions.

Agency Fee: This shall be the amount charged by the Agency for supplying the Temporary Agency Worker. This must be costed on a fixed fee basis and not on a percentage basis.

Managed Service Provider Booking Fee (MSP Booking Fee)

The Managed Service Provider shall charge for their services by applying a ‘pence per hour’ fee to the hourly charge rate of each Temporary Agency Worker. This rate shall be inclusive of all costs associated with providing the Services, to include, for example, but not be limited to Account Management, Implementation, Training, Electronic Systems, and end of contract procedures, including transfer of any data etc

Customers expect to pay the Managed Service Provider a fixed pence fee levied on the Total Agency Charge Rate charged for the Temporary Agency Worker and this shall be referred to as the Booking Fee. This is the preferred pricing model as it is important that all Customers pay for the Service at the point of usage.


ESPO Rebate

In establishing the MSTAR Framework, ESPO (on behalf of Pro5) has incurred costs associated with the procurement exercise and ongoing contract management. ESPO has a statutory obligation to recover the costs of its operation and consequently will recover by way of a retrospective rebate which will be payable by the Managed Service Providers to ESPO based on the turnover of business conducted in the areas of operation.

This rate will be 2p per hour and will simply be added on, by the MSP, to the Total Charge per hour to the Customer.

PCC Rebate

PCC recover expenses incurred in the administration of supply contracts in the form of fees related to contract expenditure.

The Supplier will pay a retrospective rebate at the rate of 50p per hour and will be added on by the MSP to the Total Charge per hour to the Customer. The rebate will be subject to VAT. Rebate will be collected on a monthly basis in arrears and is to be in the form of a cheque payable to PCC and should be sent to the named contact within 28 days of due date.

Provision of information, the Supplier will provide a summary of all orders placed against the contract during the rebate period(s). This summary will include all placements during that period, purchase order number date of supply and value of work undertaken.

Rejected Temporary Agency Workers

The Customer shall not pay any charges if a Temporary Agency Worker is rejected in accordance with any of the instances as detailed in 12.4.39 of the Core Specification.

Temp to Temp, Temp to Perm and Introduction Fees

The Customer shall not pay any introduction fee to either the Managed Service Provider or any Agency in the supply chain should any Temporary Agency Worker secure employment with a Customer (including the post in which the Temporary Agency Worker is temporarily engaged) where the worker applies for a job in response to an advertised vacancy (either internally/externally advertised), and no such fee shall be invoiced to the Customer by the Managed Service Provider or Agency. The Customer will provide, on request, evidence of advertising arrangements to the Managed Service Provider or Agency.

In addition, and where applicable, neither the Managed Service Provider or any Agency shall make any charge whatsoever relating to Introduction or Referral Fees to the Customer in the event that a Temporary Agency Worker previously registered with an Agency (or the Managed Service Provider where the Managed Service Provider proposes to supply Temporary Agency Workers) goes on to secure a role (temporary or permanent) with the Customer, through another Agency (or Managed Service Provider) at a later point in time.

The Managed Service Provider shall note that no commission or other fee shall be payable by the Customer in the event that employment is offered to a Temporary Agency Worker where the individual concerned has worked for the Customer for more than thirteen (13) weeks (whether continuous or not) in any twelve (12) month period. Where the Managed Service Provider is managing the vendors the Managed Service Provider shall make sure no Agencies raise any such charges either. This applies to Temporary Agency Workers required on a full-time, part-time or hourly basis.

Agency Worker Directive


The Managed Service Provider shall support Customers in addressing the requirements of the Temporary Agency Worker Directive and provide a cost effective, legal method of managing this transition. The Managed Service Provider shall suggest means of finding economic and innovative solutions to managing resource which uses the legislation to the Customer’s advantage.

Any agreement in terms of benchmarking pay rates and monitoring conditions in the local market shall take into account the provisions of the Temporary Agency Worker Directive and any other such relevant legislation which comes into effect.

Illustrated Example

Further to the above details, a table to illustrate the total charge to the Customer is as below;

If a Customer requires a Temporary Agency Worker to fulfil an Administrator role then the Customer shall pay a total of £9.37 per hour to the Managed Service Provider with the Temporary Worker receiving £7.00 per hour, the Agency keeping £0.50 per hour as their Fee, the MSP keeping 10p per hour as their Booking Fee, and 2p per hour in rebate to ESPO, 50p per hour rebate to PCC and £1.75 per hour collected to cover statutory contributions.

The result is illustrated below, Tenderers should note that the pay rates, agency fees, booking fees and total charge rates below are simply for illustrative purposes and should not be considered to be indicative of rates required to be submitted by Tenderers in any way. The example table below illustrates PAYE workers calculations only i.e. including separate columns for NI & WTR.

Total MSP Charge to CustomerTotal Agency Charge to MSP

A B C D E F G H I

Job TitlePay rate

(£/ph)NI

(12.8%)WTR

(12.07%)AEP

(1.00%Agency

Fee (£/p)

MSP Booking Fee (£/p)

ESPO rebate (£/p)

PCC Rebate

(£/p

Total Charge

Rate (£/p)

Administrator £7.00 £0.90 £0.85 £0.07 £0.50 £0.10 £0.02£0.50

£9.94

Social Worker £22.00 £2.82 £2.66 £0.22 £2.50 £0.10 £0.02

£0.50£30.82

Savings

One of the key drivers for Customers to use a Managed Service Provider is to secure savings and achieve a reduction in spend on temporary staffing. In the current climate, the need to make such savings is very important, and expectations of Managed Service Providers to deliver savings are high.

Tenderers are invited therefore to confirm their proposals for making savings; and indicating a level of saving they believe they can achieve. Where anticipated savings levels are exceeded, the excess saving shall be shared on a gainshare principal whereby the Customer receives [X%] of the amount saved, and the Managed Service Provider retains [Y%]. Tenderers are required to put forward their proposals for achieving savings, indicating what savings levels can be achieved, describing how the proposed saving/gainshare will be calculated (and from which baseline). It is recognised that the starting position for a Customer (in terms of their current temporary staffing arrangements) will have an impact on the gainshare offered.

3.3 EVALUATION OF TENDERS

The evaluation will be conducted in accordance with the evaluation criteria given below.

Tenderers should note that regardless of a bid’s overall merits, in the event that evaluating officers (acting reasonably) consider there to be a fundamental weakness likely to impact adversely upon the intended outcome, then grounds will exist to exclude the bid from further consideration.


3.4 AWARD CRITERIA

Tenderers will be evaluated using the following price and service delivery scoring methods to determine the most economically advantageous tender.

The weightings are as follows

Price 50% Service Delivery 50%

The total Price score added to the Service Delivery score will give the Grand Total of points scored and the contract will be awarded to the tenderer with the highest points.

3.4.1 Price (50%)

Prices are requested from Tenderers for all elements of the service, including the Managed Service Provider Booking Fee, the Agency Fees, the proposed Temporary Agency Worker pay rates and guaranteed savings and gainshare.

As there are a number of key components for price (booking fee, agency fee and pay rates, savings and target price) each have been allocated a separate weighting dependent upon importance. The full evaluation table can be seen in Appendix 2 to this ITT. The section weightings add up to 100% and the overall score for the section will be normalised to the 60% available.

Section Section Weighting Component

MSP Booking Fee

30% Fees offered

Agency Fees 35% Agency Fees proposedPay rates 35% Maximum Pay Rates ProposedTotal Score 100%NormalisedTotal 50%

3.4.1.1 MSP Booking Fee (30% of Price Element)

Tenderers are required to state the Managed Service Provider booking fee that will be applied to all bookings. The fee will be same regardless of which category or role it applies to. This element will be evaluated as follows:

MSP - Lowest price will gain maximum score and the other scores will be attributed pro-rata.

A worked example is shown below:

Yr 1 Price

Yr 2 Price Yr 3 Price Average

MSPMSP Score

MSP Normalised Score out

of 30%

Tenderer 1 £0.15 £0.14 £0.13 £0.14 100.00 30.00Tenderer 2 £0.30 £0.32 £0.30 £0.31 45.65 13.70Tenderer 3 £0.45 £0.40 £0.35 £0.40 35.00 10.50


3.4.1.2 Agency Fees (35% of Price Element) & Pay Rates (35% of Price Element)

Tenderers are required to state an Agency fee in £/p that will be applied to all bookings. The fee may vary from category to category but not from role to role within the category. Tenderers are also required to state a maximum pay rate at which they believe they can recruit for the roles listed. Tenderers should state a minimum, a typical and a maximum pay rate to the worker for each job title given which would be the range of pay rates at which they believe that they can source temporary agency workers. The Agency Fees and Pay Rates will be evaluated as follows:

Agency Fees - Lowest price will gain the maximum score and the other scores will be attributed pro-rata. There will be a % allocation applied to each job category which is shown in the Pricing Table. The hourly rates are then multiplied by the % allocation and then summed to give a 'Total Weighted Rate' and normalised as per the example shown in the 3.4.1.1 above.

Pay Rates - Lowest price will gain the maximum score and the other scores will be attributed pro-rata. There will be a % allocation applied to each pay rate which is shown in the Pricing Table. The hourly rates are then multiplied by the % allocation and then summed to give a 'Total Weighted Rate' and normalised as per the example shown in the 3.4.1.1 above.

Internal Agency Payroll - For Information only

Tenderers are required to state the pence per hour cost to deliver the Internal Agency Payroll should this service be required.

3.4.2 Service Delivery (50%)

Service delivery will be evaluated as follows:

The requirements for the solution are outlined in Section 2, The Requirement, and tenderers are required to respond to how their service delivery model meets this requirement in Response Document 3, by answering the questions in the tables provided.

The 50% available for service delivery is divided up into sections and each section has a weighting, which is illustrated in Appendix 1. The section weightings add up to 100% and the overall score for the section will be normalised to the 50% available.

Scoring Criteria

0 Unacceptable

The response to this question indicates a significant shortcoming, such that that the supplier should be failed at this point and not considered further. Note that you should be able to provide written reasons for failing the supplier on this question in case of challenges.

1 Poor The response fails to meet the requirement in most respects

2 AcceptableThe response is acceptable, (or OK) but no more. It may fall short in some areas being considered under this heading but it meets, or even exceeds requirements in enough other areas to make up for these shortfalls

3 GoodNo shortfalls worth worrying about – meets or almost meets all aspects covered under this heading

5 Excellent Meets all requirements and exceeds some

Tenderers should note that a 0 score under any element will render their bid non-compliant.


3.4.3 Total Score (100%)

The total score will be out of 100% which will be made up the Tenderers normalised price score and normalised service delivery score. Following the totalling of the Service Delivery and Price scores we will identify the top scoring [3] bidders who may be invited to attend a presentation.

3.4.4 Exemplar Contract Visits

In responding to the quality assessment questions Tenderers must provide a case study in Question 1.2 on an exemplar contract which demonstrates the implementation and realisation of relevant delivery elements put forward within their proposal to the Council.

Tenderers are encouraged to demonstrate wherever possible elements of their proposal to the Council which have been successfully implemented at their exemplar contract across the entirety of their response and not just to the 'Exemplar Site' question.

Officers from the Council will then visit the exemplar site in order to observe the service operations in action, meet with management team and key support staff, see evidence of effective business administration, scrutinise management information and interview customers.

The date of the contract visits will be confirmed later in the process but will take place within the evaluation period stated in the Procurement Timetable.

In order to reduce disruption Council officers conducting the site visit will be allocated a specific element to scrutinise on the day. As such the Council envisages that each contract visit will last for between 2-3 hours depending upon accessibility to staff, tenants and information on the day.

The site visits will be used to verify aspects of Tenderers submissions which refer to their exemplar site. As such, scores calculated via assessment of Tenderers written submissions cannot be increased as a result of the site visits but can be decreased where they have a detrimental effect on the Council’s confidence in the Tenderers ability to deliver their proposal. 3.4.5 Presentations

If a presentation is required, then the top (3) bidders will be invited to present. The presentations will be used in the moderation of the written bids. During the presentation/ interview stage of the Evaluation, the evaluation panel may, subject to its findings, adjust the scores awarded to the bidders at the end of combined evaluation. In the event that there is insufficient evidence, during the presentation, to support processes or aspects of current delivery described in the submission documents, scores already awarded in the tender evaluation will be reviewed and may be revised by being adjusted down but will not be increased. No additional information can be accepted.

Should the scores of any of the top [3] bidders be moderated down such that they are no longer in the top [3], but the highest scoring bidder remains unchanged, the Council reserves the right not to invite any further bidders to present. Upon conclusion of the evaluation of tenders, the highest scoring tenderer, based on the evaluation criteria listed above, will be awarded the contract. All parties will be advised of the final outcome in writing.

The Customer does not bind itself to accept the lowest or any tender.

Upon conclusion of the evaluation of tenders those Tenderers whom it is agreed should be included in the Framework will be advised accordingly, via an Outcome of Process: Acceptance of Tender / Intention to Award letter. Such inclusion, offered pursuant to this Invitation to Tender, will on the basis of the most economically advantageous tender(s), based on the evaluation criteria listed above.


Tenderers whom it is not proposed shall be awarded the Contract will be advised of this in writing via an Outcome of Process: Non-Acceptance of Tender letter and will be entitled to receive feedback on the relative merits and characteristics of their tender submission compared with that of the accepted tender.

3.5 ACCEPTANCE OF TENDER

The Customer does not bind itself to accept any offer resulting from this Invitation to Tender but reserves the right to accept all or any part of an offer.

Tenderers should note that no volume or value is guaranteed when entering into a contract with the awarded Supplier.

Upon conclusion of all the above stages, a formal contract will be entered into between the Customer and the successful tenderer. The Contract will be as per the terms and conditions that apply to the Customer (the Customer Agreement) which is part of the original Framework Agreement established between the Suppliers and ESPO. Any Tenderer submitting a bid will be deemed to be agreeing to the terms and conditions contained within.


4. GUIDANCE NOTES AND CONDITIONS OF TENDER

4.1 GENERAL

a) In submitting a proposal in response to this Invitation to Tender, Tenderers do so on the conditions specified or referred to herein and on the following express conditions which shall be paramount, and in the event of any breach thereof the Customer shall be entitled to determine any Arrangement made pursuant to such tender and to claim damages accordingly.

b) Tenderers should consider only the information contained within this Invitation to Tender, or otherwise communicated in writing to Tenderers, when making their offer.

c) Information supplied by the Customer (whether in this document or otherwise) is supplied for general guidance in the preparation of Tenders. Tenderers must satisfy themselves by their own investigations with regard to the accuracy of such information. The Customer cannot accept responsibility for any inaccurate information obtained by Tenderers.

d) Tenderers shall not, before the date and time specified for return of the tender, communicate to any person the amount or approximate amount of the tender or proposed tender, except where the disclosure in confidence of the approximate amount of tender is necessary to obtain insurance cover required for the purpose of the tender.

e) The tender shall be a bona-fide tender and shall not be fixed or adjusted by or under or in accordance with any agreement or arrangement with any other person.

f) Tenderers shall not enter into any agreement or arrangement with any other person with the intent that the other person shall refrain from tendering or between you agree as to the amount of any other tender to be submitted.

g) The Customer shall not be liable for, or pay any direct or indirect costs howsoever incurred by any Tenderer in the preparation of their tender, or for the costs of any post-tender clarification meetings, presentations, demonstrations or by any Tenderer who fails to respond by the deadline set.

4.2 TERMS AND CONDITIONS

Any contract awarded pursuant to this Invitation to Tender will be subject to the Terms and Conditions of Contract (Customer Agreement) as agreed as part of the contract entered into with ESPO . The Customer Agreement can be found at Section 6 of this document.

4.3 CANVASSING

Tenderers should not, in connection with the invitation to tender or proposed contract:-

a) offer any inducement, fee or reward to any member or officer of any of the Customer

a) do anything which would constitute a breach of the Prevention of Corruption Acts 1889 to 1916; or

b) canvass any of the persons referred to in a) in connection with the Contract; or

c) contact any member or officer of the Customer or any person acting as an adviser to the Customer (except as authorised by this Invitation) about any aspect of the proposed contract or for soliciting information in connection therewith.


4.4 FREEDOM OF INFORMATION ACT

Information in relation to this tender may be made available on demand in accordance with the requirements of the Freedom of Information Act 2000.

Tenderers should state if any of the information supplied by them is confidential or commercially sensitive or should not be disclosed in response to a request for information under the act. Tenderers should state why they consider the information to be confidential or commercially sensitive.

This will not guarantee that the information will not be disclosed but will be examined in the light of the exemptions provided in the act.

It is important to note that information may be commercially sensitive for a time, for example, during a tender process, but afterwards it may not be. The timing of any request for information may be extremely important in determining whether or not information is exempt. However Tenderers should note that no information is likely to be regarded as exempt forever.

4.5 PROCUREMENT TIMETABLE

Please be aware that these are indicative timescales (with the exception of the deadlines in bold below) and may be subject to change.

Activity Target Date

Issue Invitation to Tender to Suppliers 22 Aug 14

Deadline for receiving questions 22 Sep 14

Deadline for receiving Tender Responses 29 Sep 14 12:00

Evaluation 24 Oct 14

Interviews / Clarification meetings / Demonstrations (if required) 31 Oct 14

Contract Award 07 Nov 14

Contract Start Date 01 Feb 15


5. PREPARATION, FORMAT AND SUBMISSION OF TENDERS

Tenderers should follow the guidance contained within the Restricted Tender Process - Guidance for Tenderers attached at Appendix 7 which provides information on the Portsmouth City Council Electronic Tendering System - In-Tend and guidance on how to submit tenders using the system. Only tenders submitted electronically using the Portsmouth City Council In-Tend system which can be found at https://intendhost.co.uk/portsmouthcc/aspx/Home will be considered. All correspondence regarding the tender will be conducted electronically via the In-Tend system.

5.1 FORMAT OF PROPOSALS

The layout of responses shall be in accordance with the following format (Tenders submitted in any other format will not be accepted)

Tenderers must complete the following response documents and submit them electronically via In-Tend in the following order:

1. Form of tender (Response Document 1 – Page 20)

2. Tendering Certificate (Response Document 2 – Page 22)

3. Service Delivery Proposals (Response Document 3 – Page 23)

4. Pricing Schedule (Response Document 4 – Page 30)

5.2 NO BID

If you do not wish to submit an offer, please confirm you will not be tendering by extracting, suitably endorsing and returning to the Customer the Form of Tender at Response Document 1 electronically via the Portsmouth City Council In-Tend system which can be found at:

https://intendhost.co.uk/portsmouthcc/aspx/Home

On no account must this invitation to tender be passed to any third party.

5.3 RETURN DATE

Tenders must be received by: 29 September 2014 12:00.

Unless specifically withdrawn, tenders shall remain open for acceptance for a period of 90 days from the return date.


https://intendhost.co.uk/portsmouthcc/aspx/Home

6. CONDITIONS OF CONTRACT

The draft Customer Agreement can be found at Appendix 7.


RESPONSE DOCUMENT 1: CONTACT DETAILS AND FORM OF TENDER

(to be completed by the tenderer)

Tenderer’s Contact Details:

Name of Supplier:

Name of Person completing this tender (to whom all enquiries shall be directed)

Address:

Telephone:

Mobile: (if available)

Fax:

Email:

Website:


FORM OF TENDERCompany Name:

Company Address:

Offer to:In response to the Further Competition Invitation to Tender

for the provision of

Managed Services for Temporary Agency Resources

(under the ESPO MSTAR Framework Ref 653F)

Further to your Invitation to Tender dated 22 August 2014.

1 I/we hereby offer to supply on receipt of an order the Customer defined within the above-mentioned Invitation to Tender products and services of the type offered in my/our tender and in respect of which my/our tender is subsequently accepted by the Customer.

2 I/we undertake that this offer shall remain valid and open for acceptance for a period of 90 days from the date of submission unless specifically withdrawn in writing.

3 I/we confirm that if our Tender is accepted we will, if required, upon demand:

(a) Produce evidence that all relevant insurances and compliance certificates with relevant legislation and policy are held and in force;

(b) Sign a formal contract document if required;

4 Unless and until a Contract is prepared and executed, this tender, together with your written acceptance thereof, shall constitute a binding contract between us.

5 We understand that the Customer is not bound to accept any Tender it receives.

Signed: ................................................................................ Date ..............................................................

Name (please print): .....................................................................................................................................

Position:.........................................................................................................................................................

Name of Tenderer:.........................................................................................................................................

Address:.........................................................................................................................................................

.......................................................................................................................................................................

Telephone number: .......................................................................................................................................

Fax number: ................................................................................................................................................

E-mail address: ...........................................................................................................................................


RESPONSE DOCUMENT 2:TENDERING CERTIFICATE


TO: Portsmouth City Council I / We*, the undersigned do hereby contract and agree on the acceptance of this tender, in whole or part, to supply the products and / or perform the services detailed in the Specification, at the prices and terms quoted, and in accordance with the Conditions of Contract.

In submitting a tender against this contract, I / We* certify that I /We* have not done, and I /We* undertake that I / We* will not do, at any time before the notification of tender results, any of the following acts:

(a) Communicate to any person other than the person calling for the tenders the amount or approximate amount of the proposed tender, except where the disclosure, in confidence, of the approximate amount of the tender is necessary to obtain insurance premium quotations required for the preparation of the tender;

(b) Enter into any agreement or arrangement with any person that he/she shall refrain from tendering or as to the amount of any tender to be submitted;

(c) Offer to pay or give or agree to pay any sum of money or valuable consideration directly or indirectly to any person for doing or having done or causing or having caused to be done in relation to this or any other tender or proposed tender for the said work any act or thing of the sort described above. In the context of this clause the word ‘person’ includes any persons and any body or association, corporate or unincorporate; and ‘any agreement or arrangement’ includes any such transaction, formal or informal, and whether legally binding or not.

* Delete as applicable

Signed: ................................................................................ Date ....................................................................

Name (please print): ...........................................................................................................................................

Position:...............................................................................................................................................................

Name of Tenderer:...............................................................................................................................................

Address:...............................................................................................................................................................

.............................................................................................................................................................................

.............................................................................................................................................................................

Telephone number: .............................................................................................................................................

Fax number: ......................................................................................................................................................

E-mail address: .................................................................................................................................................


RESPONSE DOCUMENT 3Response to the Specification


The Customer’s requirements are detailed in Section 2. Tenderers are required to provide details about their proposed service delivery by answering the questions in this section.

In the event that the same response is given to more than one question, please do not cross-refer to another answer, but copy and paste the response accordingly. This will help the evaluation panel to make sure they are evaluating the appropriate response.

In responding to the quality assessment questions below Tenderers must provide a case study in Question 1.2 on an exemplar contract which demonstrates the implementation and realisation of relevant delivery elements put forward within their proposal to the Council.

Tenderers are encouraged to demonstrate wherever possible elements of their proposal to the Council which have been successfully implemented at their exemplar contract across the entirety of their response and not just to the 'Exemplar Site' question.

SECTION HEADING & WEIGHTINGSScore as per

scoring mechanism

GENERAL REQUIREMENT (Section Weighting 10%)

Q1. Please provide a summary overview of how you will deliver the requirement as detailed in the core specification and supplemented in the invitation to tender document to meet the PCC objectives with particular reference to how you will interact with the Internal Agency.

1-5

Response:



scoring mechanism

Q2. Please provide a case study of an exemplar contract which you will reference in your response to the following questions demonstrating how your proposed approach has worked for a similar organisation with a comparable requirement. Key areas your case study should demonstrate should include but not be limited to:

Client name and location including address telephone number and email

Contract operational commencement date

Description of scope

how your approach integrated with the client organisation and any internal agency within the client organisation

KPI performance statistics

key issues addressed in mobilisation,

account management structure,

tangible benefits generated by your delivery methodology.

1-5

Response

RECRUITMENT & MANAGEMENT OF AGENCIES (Section Weighting 10%)

Q3 Tell us about how you assess the agencies you work with for suitability to become an approved supplier and any tiering arrangements that are in place. You should identify the standards that are required by an agency for you to work with them and indicate how many approved suppliers you have in each category paying particular attention to agencies specialising in hard to fill areas such as Adult Social Care, Childrens Social Care and Oracle EBS skillsets.

0-5

Response:



scoring mechanism

Q4 Tell us about the vendor rating system you use to monitor your supply chain for performance management. What performance measures does a supplier have to meet to maintain their approved supplier status? How do you incentivise good performance and achieve value for money for the client? Your answer should include but not be limited to:

how agencies are audited including sample audit

KPIs

remedial action approach.

0-5

Response:

ORDERING OF TEMPORARY AGENCY WORKERS & SYSTEM REQUIREMENTS (Section Weighting 10%)

Q5 Please provide a method statement detailing your ordering system and how it will operate with particular reference to the Internal Agency, the authorised hiring managers and control mechanisms in place to prevent unauthorised staff usage.

0-5

Response:

Q6 Please provide a copy of your Guidance for Hiring Managers instructing them on how to use your ordering system. This should include but not be limited to:

a step by step instruction of how to order a temporary member of staff,

how the selection process will work,

access to the ordering system,

process for electronic timesheets,

awareness of the differences of how a temporary worker is treated after 12 weeks in post.

0-5

Response:



scoring mechanism

SERVICE DELIVERY & PROVISION OF TEMPORARY AGENCY WORKERS (Section Weighting 18%)

Q7 Please provide the sample CVs of your best candidates in response to the role profiles provided for:

Children's PACT Social Worker

IRO (Independent Reviewing Officer) in Safeguarding

Adult SC - Occupational Therapist

EBS - ORACLE developers & Financial Analysts

Electrical Design Engineer

Mechanical Design Engineer

Practice Team Leader

0-5

Response:

Q8 Tell us how you will ensure the right quality of candidates will be delivered within time and budget with particular reference to problem areas such as Social Care and IT professionals with Oracle experience detailing the steps you took, the agencies you approached and screening process in order to provide the sample CVs shown above.

0-5

Response:



scoring mechanism

MANAGED SERVICE PROVIDER PERSONNEL & CONTRACT MANAGEMENT (Section Weighting 12%)

Q9 Please provide an organogram showing your account management structure. Please provide CVs of the proposed account manager and any other key staff associated with the managed service and detail how the individuals shown will interact with the PCC Contract Manager and Hiring Managers.

0-5

Response:

Q10 Tell us how you will continually monitor and benchmark the agency and worker's rates to ensure that you are achieving value for money and guaranteeing that you are providing the best market rate throughout the contract and ensuring the incorporation of the best rates within the contract. Your response should include but not be limited to:

the methods used

source data and frequency that benchmarking is undertaken

Guarantee that best market rates are applied

0-5

Response:

Q11 Tell us about the escalation procedures you have in place to ensure that all requests are dealt with in accordance with the timescales set out in Customer Agreement. Your answer should include but not be limited to:

first point of contact for a request,

what actions you will take in the event that you may not be able to meet a requirement within timescales,

complaints procedure and resolution,

responsibilities of individuals at each stage,

communication with PCC Contract Manager.

0-5

Response:



scoring mechanism

INVOICING & PAYMENT REQUIREMENTS (Section Weighting 10%)

Q12 Please provide a method statement detailing how your invoicing and payment system will work. Please give particular attention to how you will ensure that the correct cost codes are allocated to the correct hiring managers for charging purposes and also the management of the PCC rebate.

0-5

Response:

Q13 Please give examples of the financial reports that will be provided to PCC to ensure that the PCC rebate and savings generated are accurately monitored.

0-5

Response:

Social Value (Section Weighting 5%)

Q14 Please provide a method statement detailing how you will ensure that the local populace will be used to fill vacancies where possible.

0-5

Response:

Q15 Tell us about how you work with local employment initiatives to assist unemployed individuals to gain the skills to get back into work.

0-5

Response:



scoring mechanism

MANAGEMENT INFORMATION (Section Weighting 10%)

Q16 Please provide a method statement detailing how access to up to date real time management information will be provided to the PCC contract manager

0-5

Response:

Q17 Please provide samples of the management information detailed in the core specification document relating to your business. The samples should include but not be limited to the following Key Performance Indicators:

Bill rate in accordance with max pay rates on the ESPO framework pricing schedule showing summary of assignment rates above rate card

Time to Fill - Average length of time taken to fill an assignment overall and by specialism

Fill Rates - % of requests which have been filled per specialism within SLA

Number of complaints made and how many resolved with resolution times

Customer Satisfaction - % of customer satisfaction as per survey feedback

Erroneous Free Invoicing - % of MSP invoices of invoice lines containing no errors

Assignment Early Terminations - Number of Assignments which have been terminated early

For the KPIs shown above please indicate the KPIs metrics and percentages that you are prepared to guarantee for the duration of this contract.

0-5



scoring mechanism

Response:

IMPLEMENTATION (Section Weighting 10%)

Q18 Please provide a method statement stating how you will manage the implementation of this service. Your statement will include but not be limited to:

your mobilisation team,

roles and responsibilities,

information required from PCC,

timescales,

roll out of new system,

training required,

stakeholder engagement,

PCC Current supply chain,

lessons learned from previous implementations

0-5



scoring mechanism

Response:

Q19 Please provide your implementation plan as a Gant Chart in PDF format showing how you will meet the Go Live date of 01 Feb 2015.

0-5

Response:

EFFICIENCIES (Section Weighting 5%)

Q20 Please provide a method statement showing how you will generate savings from this contract.

0-5

Response

Q21 Give details of any guaranteed savings that you will offer and the mechanism you will use to calculate them.

0-5

Response:


RESPONSE DOCUMENT 4

Pricing Schedule(to be completed by the tenderer)

Tenders must complete the tables below to detail the costs and savings applicable to their proposed service delivery model.

Where any ambiguity or confusion exists, Tenderers are invited to contact the Buyer responsible for this tender through the correspondence function on INTEND. Any assumptions or notes to the pricing should be included to make clear to the Customer the basis of your submission.

Pricing Table 1 - MSP Booking Fee

Pricing Table 1MSP Cost per Hour

Name of Supplier Year 1 Year 2 Year 3

Pricing Table 2 - Agency Fees

Pricing Table 2

Max Agency Fee per Hour % Allocation

Weighted (Agency Fee x

Allocation)Admin and Clerical £0.00 2% £0.00Engineering and Surveying £0.00 15% £0.00Facilities and Environmental £0.00 2% £0.00Financial £0.00 10% £0.00Housing Benefits and Planning £0.00 2% £0.00HR £0.00 1% £0.00IT £0.00 15% £0.00Legal £0.00 8% £0.00Manual Labour £0.00 2% £0.00Management £0.00 7% £0.00Marketing £0.00 2% £0.00Procurement £0.00 2% £0.00Social & Health Care (qualified) £0.00 15% £0.00Social and Health Care (unqualified) £0.00 15% £0.00Trade and Operatives £0.00 2% £0.00

100% £0.00


Pricing Table 3 - Pay Rates

Rates per hour £/p

Category Job Roles Pay Rate

% Allocation

Weighted (Pay Rate x Allocation)

Admin & Clerical Administrator

0.25% Call Centre Operator 0.25% Clerical Assistant 0.25%

Customer Services/ Service Desk Officer

0.25% Payments Assistant 0.25% Council Tax Officer 0.25% PA / Secretary 0.25% Eng & Survey

Electrical/Mechanical Design Engineer

2.00% Mechanical Engineer 5.00% Quantity Surveyor 5.00%

Mechanical and Electrical Surveyor 2.00%

Electrical Clerk of Works 0.50% Building Surveyor 1.00% 3D CAD technician - Highways 0.25% Senior Valuer 1.00% Senior Planning Manager 1.00% Tree Surgeon 0.25% Facilities & Environment Environment Officer

0.25% Environmental Health Officer 0.25% Facilities Manager 0.25% Health & Safety Officer 0.50% Licensing Officer 0.25% Building Control Officer 0.50% Regeneration Officer 0.25% Financial Internal Auditor 2.00% Accounting Technician 2.00% Senior Accountant 3.00% Finance Manager 2.00% Group Accountant 2.00% ACCA Qualified Accountant 3.00%

Housing, Benefits & Planning

Housing Benefits Officer 0.25% Housing Officer 0.25% Planning Applications Officer 0.25% Transport Planner 0.25%


HR Personnel Officer 0.25% Recruitment Manager 0.25% IT IT Support Officer 3.00% Infrastructure Engineer 2.00% Technical Architect 2.00% Oracle EBS Developer 3.00% Oracle EBS Support Analyst 3.00% Systems Analyst 3.00% Legal Solicitor 5.00% Manual Labour Cook 0.25% Cleaner 0.25% Refuse Collector 0.25% Groundsperson 0.25% Management Director 3.00% Head of Department 3.00% Marketing Marketing Assistant 0.25% Press Officer 0.25% Procurement Procurement Officer 0.25% Social & Health Care (Qualified)

Occupational Therapist 3.00%

Physiotherapist 3.00% Psychologist 2.50% Youth Offending Officer 3.00% Practice Leader 3.00% Independent Reviewing Officer 3.00% Social Worker (newly qualified) 2.00%

Senior Social Worker (over 3 yrs relevant post qual experience)

7.00% Social & Health Care (Non-Qualified)

Care Assistant 2.00% Care Worker 2.00%

Community Support Officer 2.00% Nursery Nurse 0.50%

Trade & Operatives

Driver (passenger driver non PSV) 0.25% Driver (general) 0.25% Tradesperson 0.25%

100.00%


Pricing Table 4 - Internal Agency Payroll - INFORMATION ONLY

Tenderers should state their pence per hour charge to deliver the Internal Agency Payroll should it be required.

Pricing Table 5MSP Cost per Hour for Internal Agency Payroll

Name of Supplier Year 1 Year 2 Year 3


Appendix 1Service Delivery Evaluation Table

MSTAR Further Competition Service Delivery Evaluation Table

Supplier A

Category Category Weighting

Service Delivery Q. No

Question Weightin

gMax

Score Score

General Requirement 10% Q1 1 5 5%Q2 1 5 5%

Recruitment & Management of Agencies 10% Q3 1 5 5%Q4 1 5 5%

Ordering of Temporary Agency Workers & System Requirements 10%

Q5 1 5 5%Q6 1 5 5%

Service Delivery & Provision of Temporary Agency Workers 18% Q7 1 5 9%

Q8 1 5 9%

Managed Service Provider Personnel & Contract Management 12%

Q9 1 5 6%Q10 1 5 3%Q11 1 5 3%

Invoicing & Payment Requirements 10% Q12 1 5 5%Q13 1 5 5%

Regeneration & Sustainability 5% Q14 1 5 2.5%Q15 1 5 2.5%

Management Information 10% Q16 1 5 5%Q17 1 5 5%

Implementation 10% Q18 1 5 5%Q19 1 5 5%

Efficiencies 5% Q20 1 5 2.5%Q21 1 5 2.5%

TOTAL SERVICE DELIVERY SCORE (OUT OF 100): 100% NORMALISED SCORE 50%

The above table is an illustrative example, which shows full marks i.e. a score of 5 out of 5 for each question. Responses will be scored on a 5 point scale. Tenderers will note that in reality, when the tenders submitted are scored, the ‘Total Scores’ for each category may not be whole numbers and will therefore be calculated to two decimal places i.e. 2.42 out of 5


Appendix 2Price Evaluation Table

MSTAR Further Competition Price Evaluation Table

Supplier A

Total Price Score (out of 50): 50

Section Section Weighting Component Evaluation

MSP Booking Fee

30% Fees offered Quantitative

Agency Fees 35% Agency Fees proposed Quantitative Pay rates 35% Maximum Pay Rates Proposed Quantitative Total Score 100%NormalisedTotal 50%


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