As part of this, UOR wishes to appoint a maximum of up to 3 contractors to deliver full media buying activity.
24.3 Indicative campaigns
— UK undergraduate Student Recruitment campaign;
— Clearing campaign;
— Brand perception and awareness campaign;
— School of Architecture Student Recruitment Campaign;
— UK postgraduate Student Recruitment Campaign;
— School-specific undergraduate campaign(s).
25.4 Indicative campaigns to include:
— Targeted Chinese UG/PG Recruitment Campaign;
— Small niche school-specific recruitment campaigns.
26.4 Indicative campaigns to include:
— University of Reading Malaysia Student Recruitment Campaign;
— BREXIT response campaign;
— International PGT Student Recruitment Campaign;
— Small niche school-specific recruitment campaigns.
This contract is for development of software for the Climate Data Store (CDS) Toolbox. The CDS is composed of a set of distributed data repositories containing all types of climate data and products ranging from very large datasets such as observation, reanalysis, climate projection, multi-model seasonal forecast products, to smaller and more elaborated value added products such as climate indicator maps, time series, tables, etc.
1 of the aims of the C3S is to provide an authoritative set of software (the CDS Toolbox) that will allow the users to develop applications that will make use of the content of the CDS. The Toolbox will be composed of:
— Tools that perform basic operations on data, such as computation of statistics, sub-setting, averaging, value at points, etc.;
— Workflows that combine tools by chaining them so that the output of some feeds as input to others;
— Applications that make use of workflows and selected data and products of the CDS to build interactive webpages.
These applications will be made available to users of the CDS via the C3S web portal, allowing them to perform data manipulation on the data and products of the CDS, and visualise their results. Users will also be able to share with other users of the CDS useful and quality controlled applications they have developed.
The data available in the CDS will vary greatly in volume (kilobytes to petabytes), in format (GRIB, NetCDF) and in nature (observations, fields, time series).
The contractor will:
— Establish the minimum set of tools required (differences or re-gridding, as well as statistical computations such as means or standard deviations);
— Review the existing software that could be used to implement this set of tools;
— Design a common data model that can be used to combine data and products of different types;
— Establish a method by which workflows using data and products that are held in various distributed data repositories can be orchestrated, allowing computation to be performed close to the data and data transfers to be minimised;
— Implement a series of reference applications that will demonstrate all functions offered by the Toolbox and will be used as examples.
The contractor will work closely with ECMWF and developments will follow an agile methodology. Technological choices will be based on existing open source software. Ownership of all rights in the resulting software will be assigned, through ECMWF, to the European Commission and ECMWF will release the resulting software, on behalf of the European Commission, under an open source licence. The architecture of the system will be open and extendible, and scale both in terms of the number of concurrent users and volume of available data.
Award of the following for Lots 1 to 4:
Thames Water Utilities Limited (TWUL), by this Notice, is setting up a new qualification system (which is referred to below as the ‘Register’), being a new Register (FA1300) for Professional Services which has been split into Lots as listed below. This replaces the current qualification system (reference 2015/S 108-197093)but only in respect of Lots no 19, 22, 27. Anyone qualified on that qualification system or any other qualification system is required to reapply for qualification under this new qualification system if they wish to be considered for framework agreements or contracts in relation to the Lots listed below.
The total spend on Professional Services listed against each Lot has been estimated over the remainder of AMP6. AMP6 is the current Asset Management Plan underway within the water sector in England and Wales and runs from 1.4.2015 to 31.3.2020. The exact proportion of spend that will be sourced via this Register is currently unknown.
Applications are invited for any or all of the following lots. Core scope includes, but is not limited to the services described under each lot:
Lot 1 — Engineering Consultancy (3 000 000 — 5 000 000 GBP): Scope of work will vary from project to project,and may include any or all of the initial investigation/study, feasibility studies, preliminary design, detailed design, construction phase design support, planning/cost/project management, commissioning and post construction phases across various disciplines including, but not limited to, civil, mechanical and electrical engineering, control & instrumentation design, process design, architecture building, structural engineering,building services, site surveys/geotechnical investigations, hydrological, hydrogeological & water resource services, reservoir services, waste-water and clean water network and process modelling and the like;
Lot 2 — Commercial Consultancy (3 000 000 — 5 000 000 GBP): Scope of work will vary from project to project,and may include any or all of the commercial strategy development/review, Quantity Surveying Services which cover initial cost studies, cost estimating, detailed estimating, cost and planning, agreement of final accounts and valuations. Services required may also include planning and project management resource, cost auditing,procurement services and the like;
Lot 3 — Environmental Consultancy (5 000 000 — 7 000 000 GBP): Scope of environmental consulting work will vary from project to project and may include any or all of odour impact assessments, environmental impact assessments, ecological surveys, flow monitoring, groundwater level measurement, water quality sampling and analysis, drought planning, planning/project management resource and the like;
Lot 4 — Dispute Resolution (5 000 000 — 10 000 000 GBP): Provision of commercial and/or contractual management and review of contracts and support and assistance to TWUL in relation to contractor/ supplierclaims and contractual and/or commercial disputes. This will include preparation of mitigation strategies, front line analysis, contract management, preparation for adjudication, arbitration, expert determination or court proceedings and assisting in the negotiation and settlement of contractual and/or commercial disputes and the like, working alongside TWUL's business and in conjunction with TWUL's external legal advisers and/or other third party consultants.
Lot 5 — Business Consultancy (20 000 000 — 30 000 000 GBP): Provision of management and business consulting, strategy consulting, transformation, cultural change, audit and assurance, financial services and the like (Please note the scope of FA1264 Technology and Transformation Alliance (2015/S 187-340119) may include an element of business consultancy). Lot 5 will be subdivided into the following sub-lots:
— Strategy Definition and Business Process Re-engineering.
— Business Transformation and Business Change.
— Project and Programme Management.
— Technical Advisory and Assurance.
and applicants to Lot 5 will be assessed for qualification to Lot 5 as a single lot and also assessed on whether they also qualify to be entered onto any or all sub-lots based on their level of experience relevant to that sub-lot. An applicant may qualify to Lot 5 with a sufficient breadth of experience across the Lot, but may not have sufficient experience in any one area to qualify into any sub-lot. An applicant with sufficient experience to qualify within a sub-lot, will automatically quality into Lot 5 as a whole. In using the Register to procure services falling with a particular sub-lot or sub-lots, Thames Water may use for its initial selection of candidates to tender or negotiate either (1) those qualified onto the relevant sub-lot(s) or (2) those qualified onto Lot 5 as a whole.
Thames Water requires a minimum latest annual Professional Services-related financial turnover of:
— GBP 20 000 000 for qualification into Lots 1 and 2;
— GBP 2 000 000 for qualification into Lots 3 and 4;
— GBP 20 000 000 for qualification into Lot 5
In addition to the turnover criteria set out above, applicants will also be assessed on other criteria against their responses set out in the Pre-Qualification Questionnaire (PQQ).
Successful applicants will become part of the Thames Water Professional Services Register. Being on this Register does not give the supplier any guarantee of work, but may enable the supplier to bid for framework agreements, and contracts for individual projects, to be set up through the Register from time to time. Framework agreements set up from this Register may be available for use by Thames Water's Alliances partners or others authorised by Thames Water.
The Register has no set expiry date.
To be considered for the first phase of awards from this Register, a PQQ to apply for acceptance on the Register(as referred to below) requires completion by 12:00, 14.12.2015.
First phase of Framework Agreement competition for Lots 1 — 4 under this Register will commence in January 2016.
These Framework Agreements will cover the remainder of AMP6 and will have the potential to extend the arrangements to the AMP7 and AMP8 periods respectively.
Notification of Award of the following:
Thames Water Utilities Limited (Thames Water) is looking to procure 1 service provider to work with Thames Water to form a Technology and Transformation Alliance in order to deliver the core Information Technology/ Operational Technology (IT/OT) requirements for the remainder of AMP6 across its entire business.
AMP6 is the current Asset Management Plan under-way within the water sector in England and Wales and runs from 1.4.2015 to 31.3.2020.
The service provider will work with Thames Water to deliver a step change in delivery of all scope whilst also focusing on proactive longer-term innovation and transformation.
There will be the potential to (a) extend the arrangements to the AMP7 and AMP8 periods respectively, and (b) bring in 1 or more other items of potential future scope (see below) by agreement at any point in the contract.
The final contract(s) (or parts thereof) will be capable of transfer by Thames Water to any member(s) of the Group on a group re-structuring.
It is currently envisaged that the scope of the contract may include, but not be limited to, activities associated with the following, to provide either a partial or full and complete end-to-end service:
1, more, or all elements of Technology (IT/OT) project delivery, development, support, maintenance, system integration, hosting and other IT services for new or legacy software, systems, processes, infrastructure, and other assets and the like, including but not limited to:
Service strategy, IT/OT strategy, technical advice and planning;
Enterprise architecture planning;
Process improvement and design;
Feasibility analysis and blueprinting;
Testing strategy, test planning, and testing;
Data quality improvement and migration for service transition;
Data management and information management;
Data warehousing and analytical reporting;
Information security management;
IT/OT asset management;
Information management and analytics;
Programme and project management;
Quality control, quality assurance and quality management;
Service validation and testing;
Business continuity management and IT/OT disaster recovery management;
Transition into ‘business-as-usual’ operations (including application support and service hosting);
Benefits analysis and measurement;
Supervisory control and data acquisition (SCADA) design, implementation and management;
Control/automation assets e.g. programmable logic controllers, remote telemetry units;
Instrumentation installation and integration with SCADA systems;
Other operational control and automation systems design, implementation and management;
OT domain management, service provision and networks;
The above requirements may be needed across core service areas including but not limited to:
— Asset infrastructure management and planning;
— Asset and network operations management (e.g. integration of Information Technology and Operational Technology);
— Customer experience management (e.g. marketing, selling, serving and satisfaction);
— End-user computing;
— Finance management;
— Geo-spatial referencing services;
— Integrated analytics and insight for customers, assets and operations;
— People management (e.g. employee and manager self-service; talent development);
— Revenue management (e.g. billing, payments, credit and collections);
— Supply chain management and planning (e.g. purchase-to-pay value chain);
— Unified communications and collaboration (e.g. customer interaction channels);
— Work enactment and work management.
The services required under the contract(s) are split across 2 areas: Core Scope and Potential Future Scope.
The core scope includes, but is not limited to the following:
A. Service Integration: Provision of service design, service transition, service operation, cross-tower integration and continual service improvement.
B. Service Desk: Provision of incident management, problem management, user contact management, and request fulfilment.
C. Hosting: Provision of the fully maintained operational premises, the storage and processing capacity, the management and maintenance of the hardware, the build and provision of the operating environment to support the hosted applications and any required appliances plus including the provision or brokering of new potential services such as ‘cloud’ based applications and/or services and/or infrastructure (e.g. software as a service, platform as a service, infrastructure as a service).
D. Network: Provision of IT networks services for voice and data connectivity, fixed and mobile. This includes local area networks and associated equipment within offices, wide area networks and connectivity between offices, sites, data centre environments, SCADA/ telemetry, and associated assets.
E. End-User-Computing: Provision of administrative office EUC, hardware support, EUC infrastructure applications (e.g. operating systems, anti-virus), application access methods, device management, distribution and management of applications supporting the workplace (e.g. productivity applications).
F. Applications Management: Provision of 2nd and 3rd line support, patching (of applications), minor enhancements and configuration management.
G. Applications Development: Provision of software development services for new developments and major enhancements.
H. SCADA: Supervisory Control and Data Acquisition design, implementation and management.
I. Instrumentation installation and integration with SCADA systems.
J. Projects and Programmes including Intelligence Hub (a programme of IT and OT projects focusing on analytics and performance) and CRMB (customer relationship management and billing systems).
And other IT/OT software, systems, support, processes, infrastructure, product development, change management and other assets which may be required in the operation and associated activities of the Thames Water business across all business areas for the potential term of the contract(s). This will also include the items of business consulting and change management required to deliver the core scope.
Future Potential Scope
The future potential scope includes, but is not limited to the following:
K. Business Consulting: Provision of management and business consulting, strategy consulting, change management, transformation, and cultural change.
L. Procurement: Provision of strategic sourcing, category management, tendering, contract formulation, award and, contract management.
M. Logistics, Fleet Management and Inventory Management: Provision of vehicle planning and scheduling, vehicle tracking, work-flow, notifications, and optimisation of inventory.
N. Facilities: Provision of the integration and management of processes to maintain and develop the agreed services both ‘hard’ (e.g. building fabric) and ‘soft’ (e.g. catering, cleaning, security, mail-room, and health and safety) which support the organisation.
O. Purchase-to-Pay: Provision of the complete purchasing cycle to ensure a seamless process from need to payment.
P. Human Resources and Payroll: Provision of the management and administration of employees (e.g. recruitment, employee relations, etc.) and associated records (e.g. Payslips, BACs, National Insurance, Tax etc.).
Q. Finance and Reporting: Provision of financial management and support, financial reporting, and associated activities.
R. Energy and Carbon Management: Provision of the procurement, management, monitoring and reporting of activities associated with energy and carbon management.
S. Customer Contact Centre: Provision of voice and non-voice services relating to customer management, inbound and outbound phone calls, account management, connections/ disconnections, customer exceptions, channel integration, reporting, analytics, and management information.
And any other activities which align themselves to a shared services environment and/or cover the same or similar business objectives and requirements.
Thames Water currently envisages that the total value (including all Thames Water costs) of the Core Scope items A to J above will be approximately 400 000 000 GBP — 500 000 000 GBP over the remainder of AMP6 following contract award (i.e. end of March 2016 to end of March 2020) and that this scope value is an approximate forecast for future AMP periods.
Thames Water also currently envisages that the total value (including all Thames Water costs) of the Future Potential Scope items K to S above will be approximately 200 000 000 GBP — 300 000 000 GBP per AMP period. However, no decision has yet been made regarding if and when this scope will be awarded in total or in part.
Bidders will be expected to be able to deliver all the Core Scope items as a minimum.
The size and complexity of the core IT/ OT programme, and the potential to bring in the Potential Future Scope, means that it is currently envisaged that bidding entities will be multi-disciplinary in nature and will be either an incorporated or unincorporated bidding consortium.
Thames Water does not envisage that product vendors will be part of the original constitution of each bidding consortium. However, product vendors may be required in the future, either as a strategic supplier or as part of the consortium within the alliance. Therefore, this provision may be incorporated within the consortium by agreement during or after the procurement and pre-service delivery phases.
Following the procurement, Thames Water envisages a pre-service delivery phase between January 2016 and April 2016, followed by full service delivery (including a transition phase).
Thames Water's current preference is to award the contract to a single successful bidding consortium, but subject to the capability and ability of bidding entities reserves the right to move to a multi-supplier/consortium solution at any point in the procurement process and thereafter award the contract(s) to more than one supplier consortium(s). Where Thames Water exercises this right, the process for doing so and evaluation methodology shall be set out in the relevant procurement documents.
A significant amount of collaboration, knowledge sharing, and innovation will take place during the lifetime of the contract(s) and this requirement, along with the commercial model being developed, will require a bidding consortium(s) with significant collective capacity and capability.
It is currently envisaged that Thames Water and the successful bidding consortium(s) will work together under the contract(s) within a jointly-incentivised commercial arrangement with the objective of outperforming the Thames Water business plan budget which is aligned to the scope being delivered.
The operating model selected for delivering these services is a client-embedded alliance, where Thames Water and the successful bidding consortium work together in a joint-team to meet the stated aims of the contract.
This approach will require selection and evaluation through the procurement on a collective bidding consortium basis.
Bidding consortiums may receive detailed feedback at an early stage in the procurement process upon their strengths and weaknesses as a consortium. A short window of opportunity may be given for shortlisted bidding consortiums to vary their members. Should a bidding consortium choose to change its members in this way, Thames Water shall reapply the selection criteria used at the outset and it will be a condition of continuing in the process that the bidding consortium (as varied) receives the same score or higher than that originally awarded for the Selection stage.
Thames Water and the successful bidding consortium will agree the detailed transition and phasing of the Core Scope during the procurement or pre-service delivery phase. It is envisaged that the items of scope pertaining to IT may be made operational before any OT activities are commenced.
Thames Water does not envisage having an immediate requirement for applicants to deliver the Potential Future Scope from Day 1 of the contract. However, it is currently anticipated that Thames Water may, at some point during the initial term of the contract (including the pre-service delivery phase) or later, require the successful bidding consortium to deliver both the Core Scope and part or all of the Potential Future Scope.
Therefore, each bidding consortium's ability to manage the Potential Future Scope will be evaluated within the selection and evaluation stages of the procurement.
It may be appropriate for the successful bidding consortium to introduce other entities to deliver this Core Scope and/ or Future Potential Scope during the life of the contract(s) and/or for original entities to exit the successful bidding consortium. A clear, precise and unequivocal review clause shall be included within the contract(s) to manage this process.