Management Consultancy Services Rotherham
Rotherham Borough Council’s School Effectiveness Service is seeking to appoint a Panel of School Improvement Consultants with whom the Council may award individual contracts.
UK-Rotherham: Business and management consultancy and related services
2013/S 092-156970
Contract notice
Services
Directive 2004/18/EC
Section I: Contracting authority
I.1)Name, addresses and contact point(s)
Rotherham MBC
Central Procurement Team, Resources, Riverside House, Main Street
For the attention of: Helen Chambers
S60 1AE Rotherham
UNITED KINGDOM
Telephone: +44 1709823661
E-mail: helen.chambers@rotherham.gov.uk
Fax: +44 1709376285
I.2)Type of the contracting authority
Regional or local authority
I.3)Main activity
General public services
I.4)Contract award on behalf of other contracting authorities
The contracting authority is purchasing on behalf of other contracting authorities: no
Section II: Object of the contract
II.1)Description
II.1.1)Title attributed to the contract by the contracting authority:
School Effectiveness Service – School Improvement Consultancy.
II.1.2)Type of contract and location of works, place of delivery or of performance
Services
Service category No 11: Management consulting services [6] and related services
Main site or location of works, place of delivery or of performance: Yorkshire and Humber Region.
Tenderers should be aware that although the contracting authority for the purposes of this procurement is Rotherham Metropolitan Borough Council one or more of the other 22 Local Authorities within the Yorkshire and Humber Region and other geographical areas within the UK may choose to access the concluded contract subject to the capacity of the tenderer, without creating any obligation on behalf of any of them to do so. Where any of the 22 Local Authorities within the Yorkshire and Humber Region or within the UK elects to do so a legally binding contract shall be created between the Contractor and that Local Authority on the terms and conditions contained herein. Details of the Local Authorities can be found at http://
Service category No 11: Management consulting services [6] and related services
Main site or location of works, place of delivery or of performance: Yorkshire and Humber Region.
Tenderers should be aware that although the contracting authority for the purposes of this procurement is Rotherham Metropolitan Borough Council one or more of the other 22 Local Authorities within the Yorkshire and Humber Region and other geographical areas within the UK may choose to access the concluded contract subject to the capacity of the tenderer, without creating any obligation on behalf of any of them to do so. Where any of the 22 Local Authorities within the Yorkshire and Humber Region or within the UK elects to do so a legally binding contract shall be created between the Contractor and that Local Authority on the terms and conditions contained herein. Details of the Local Authorities can be found at http://
local.direct.gov.uk/LDGRedirect/MapLocationSearch.do?mode=1.1&map=4”
NUTS code UKE
II.1.3)Information about a public contract, a framework agreement or a dynamic purchasing system (DPS)
The notice involves the establishment of a framework agreement
II.1.4)Information on framework agreement
Framework agreement with several operators
Number of participants to the framework agreement envisaged: 6
Number of participants to the framework agreement envisaged: 6
II.1.5)Short description of the contract or purchase(s)
Rotherham Borough Council’s School Effectiveness Service is seeking to appoint a Panel of School Improvement Consultants with whom the Council may award individual contracts.
RMBC currently require two consultants of this nature and will directly award two contracts following the tendering process. However, in coming months the number of School Improvement Consultants required may increase, therefore RMBC wish to appoint a Panel of additional providers should the requirement change.
The Council shall award contracts under the Agreement by assessing which member of the Panel offers the best value in respect of that contract.
The Council may also conduct a mini-competition amongst those Panel members capable of providing the proposed services. Such mini-competitions will be conducted in accordance with the terms of the framework to be issued to those provider’s successfully shortlisted to tender.
The School Effectiveness Service is a department within the Children & Young People’s Services Directorate of Rotherham Borough Council. Its purpose is to deliver school improvement challenge and support to education establishments within the Borough and work in partnership with stakeholders to ensure the Rotherham School Improvement Partnership Mission:
— all students making at least good progress;
— no underperforming cohorts;
— all teachers delivering at least good learning; and
— all schools moving to at least the next level of successful performance.
The service is seeking two school improvement colleagues’ of the highest calibre to help Rotherham leaders and their schools move to the next level of success and beyond.
Context:
Rotherham is at the forefront of change and its partnership model is one that others are seeking to follow. During the recent ‘Good Practice Survey of Local Authority Work in Supporting Improvement’, HMI were very impressed with the commitment to the collective mission which underpins all strategies and provides core values, a moral purpose and a collective responsibility.
It is seen as ‘the glue’ which gels together the Local Authority, its partners and schools as a cohesive community. Collaborative working is seen as a particular strength and a key part of that, is the use of diverse arrangements to meet schools’ needs in terms of school improvement. Professional development and training is regarded as being of good quality and a strength is the focus on the development of sustainable capacity for improvement in schools, with the responsibility given back to schools.
The Service now needs to further develop it’s partnerships with external education suppliers and is seeking to work with someone who can demonstrate:
— a strong understanding of school improvement;
— implementation of effective strategies for closing the gap between vulnerable groups of pupils and their peers;
— confidence and skill in giving advice, brokering support, coaching, challenging and problem-solving, as well as an ability to deliver hard messages; and who has
— credibility as a senior leader, Headteacher, principal, or HMI.
Methodology:
The nature of the work will vary and be subject to change following local and national priorities but we expect the support to consist of:
— collaborative work with schools, Academies, Governors, Local Authorities, the National College, education advisers, DfE officials, and other strategic partners to bring about sustainable school improvement, at pace, in underperforming schools and help close attainment gaps,
— represent the partnership of schools as a leading education professional,
— offer professional advice, support and challenge to schools, Academies, Governors, the LA and the relevant Diocese (using a range of styles including coaching, directing, etc.) to ensure all partners’ efforts are maximised and the right solutions are in place,
— establish and maintain successful relationships with the principal groups listed above to help raise standards and close attainment gaps,
— contribute to the development of a high-performing, effective cadre of leaders,
— possess excellent skills in analysis of a range of quantitative and qualitative data and intelligence to identify issues,
— implement or commission and broker appropriate, effective solutions to bring about rapid improvements, including support from other schools, NLEs, LLEs, Teaching Schools or in some cases, conversion to a sponsor-led Academy,
— monitor and evaluate the implementation of school improvement strategies, refining and/or revising as appropriate,
— coach and support the underperforming school’s senior leadership teams to lead the improvement process,
— produce concise, accurate and timely reports on progress in the school, the challenges still to be overcome, and what further mitigating action is needed,
— encourage, empower and enable schools, Academies and the LA to develop the infrastructure to create a self-improving, self-sustaining school system, building and maintaining effective partnerships to deliver the partnership mission.
Time Frame:
The contracted supplier will work with the Service on an Academic Year rolling programme, September to August, subject to performance management, from September 2013 to August 2014, should funding be available RMBC may reserve the right to extend the agreement for a further period of one year.
RMBC currently require two consultants of this nature and will directly award two contracts following the tendering process. However, in coming months the number of School Improvement Consultants required may increase, therefore RMBC wish to appoint a Panel of additional providers should the requirement change.
The Council shall award contracts under the Agreement by assessing which member of the Panel offers the best value in respect of that contract.
The Council may also conduct a mini-competition amongst those Panel members capable of providing the proposed services. Such mini-competitions will be conducted in accordance with the terms of the framework to be issued to those provider’s successfully shortlisted to tender.
The School Effectiveness Service is a department within the Children & Young People’s Services Directorate of Rotherham Borough Council. Its purpose is to deliver school improvement challenge and support to education establishments within the Borough and work in partnership with stakeholders to ensure the Rotherham School Improvement Partnership Mission:
— all students making at least good progress;
— no underperforming cohorts;
— all teachers delivering at least good learning; and
— all schools moving to at least the next level of successful performance.
The service is seeking two school improvement colleagues’ of the highest calibre to help Rotherham leaders and their schools move to the next level of success and beyond.
Context:
Rotherham is at the forefront of change and its partnership model is one that others are seeking to follow. During the recent ‘Good Practice Survey of Local Authority Work in Supporting Improvement’, HMI were very impressed with the commitment to the collective mission which underpins all strategies and provides core values, a moral purpose and a collective responsibility.
It is seen as ‘the glue’ which gels together the Local Authority, its partners and schools as a cohesive community. Collaborative working is seen as a particular strength and a key part of that, is the use of diverse arrangements to meet schools’ needs in terms of school improvement. Professional development and training is regarded as being of good quality and a strength is the focus on the development of sustainable capacity for improvement in schools, with the responsibility given back to schools.
The Service now needs to further develop it’s partnerships with external education suppliers and is seeking to work with someone who can demonstrate:
— a strong understanding of school improvement;
— implementation of effective strategies for closing the gap between vulnerable groups of pupils and their peers;
— confidence and skill in giving advice, brokering support, coaching, challenging and problem-solving, as well as an ability to deliver hard messages; and who has
— credibility as a senior leader, Headteacher, principal, or HMI.
Methodology:
The nature of the work will vary and be subject to change following local and national priorities but we expect the support to consist of:
— collaborative work with schools, Academies, Governors, Local Authorities, the National College, education advisers, DfE officials, and other strategic partners to bring about sustainable school improvement, at pace, in underperforming schools and help close attainment gaps,
— represent the partnership of schools as a leading education professional,
— offer professional advice, support and challenge to schools, Academies, Governors, the LA and the relevant Diocese (using a range of styles including coaching, directing, etc.) to ensure all partners’ efforts are maximised and the right solutions are in place,
— establish and maintain successful relationships with the principal groups listed above to help raise standards and close attainment gaps,
— contribute to the development of a high-performing, effective cadre of leaders,
— possess excellent skills in analysis of a range of quantitative and qualitative data and intelligence to identify issues,
— implement or commission and broker appropriate, effective solutions to bring about rapid improvements, including support from other schools, NLEs, LLEs, Teaching Schools or in some cases, conversion to a sponsor-led Academy,
— monitor and evaluate the implementation of school improvement strategies, refining and/or revising as appropriate,
— coach and support the underperforming school’s senior leadership teams to lead the improvement process,
— produce concise, accurate and timely reports on progress in the school, the challenges still to be overcome, and what further mitigating action is needed,
— encourage, empower and enable schools, Academies and the LA to develop the infrastructure to create a self-improving, self-sustaining school system, building and maintaining effective partnerships to deliver the partnership mission.
Time Frame:
The contracted supplier will work with the Service on an Academic Year rolling programme, September to August, subject to performance management, from September 2013 to August 2014, should funding be available RMBC may reserve the right to extend the agreement for a further period of one year.
II.1.6)Common procurement vocabulary (CPV)
79400000
II.1.7)Information about Government Procurement Agreement (GPA)
II.1.8)Lots
This contract is divided into lots: no
II.1.9)Information about variants
Variants will be accepted: no
II.2)Quantity or scope of the contract
II.2.1)Total quantity or scope:
Rotherham Borough Council’s School Effectiveness Service is seeking to appoint a Panel of School Improvement Consultants with whom the Council may award individual contracts.
RMBC currently require two consultants of this nature and will directly award two contracts following the tendering process. However, in coming months the number of School Improvement Consultants required may increase, therefore RMBC wish to appoint a Panel of additional providers should the requirement change.
The Council shall award contracts under the Agreement by assessing which member of the Panel offers the best value in respect of that contract.
The Council may also conduct a mini-competition amongst those Panel members capable of providing the proposed services. Such mini-competitions will be conducted in accordance with the terms of the framework to be issued to those provider’s successfully shortlisted to tender.
The School Effectiveness Service is a department within the Children & Young People’s Services Directorate of Rotherham Borough Council. Its purpose is to deliver school improvement challenge and support to education establishments within the Borough and work in partnership with stakeholders to ensure the Rotherham School Improvement Partnership Mission:
— all students making at least good progress;
— no underperforming cohorts;
— all teachers delivering at least good learning; and
— all schools moving to at least the next level of successful performance
The service is seeking two school improvement colleagues’ of the highest calibre to help Rotherham leaders and their schools move to the next level of success and beyond.
Context:
Rotherham is at the forefront of change and its partnership model is one that others are seeking to follow. During the recent ‘Good Practice Survey of Local Authority Work in Supporting Improvement’, HMI were very impressed with the commitment to the collective mission which underpins all strategies and provides core values, a moral purpose and a collective responsibility.
It is seen as ‘the glue’ which gels together the Local Authority, its partners and schools as a cohesive community. Collaborative working is seen as a particular strength and a key part of that, is the use of diverse arrangements to meet schools’ needs in terms of school improvement. Professional development and training is regarded as being of good quality and a strength is the focus on the development of sustainable capacity for improvement in schools, with the responsibility given back to schools.
The Service now needs to further develop it’s partnerships with external education suppliers and is seeking to work with someone who can demonstrate:
— a strong understanding of school improvement;
— implementation of effective strategies for closing the gap between vulnerable groups of pupils and their peers;
— confidence and skill in giving advice, brokering support, coaching, challenging and problem-solving, as well as an ability to deliver hard messages; and who has
— credibility as a senior leader, Headteacher, principal, or HMI.
Methodology:
The nature of the work will vary and be subject to change following local and national priorities but we expect the support to consist of:
— collaborative work with schools, Academies, Governors, Local Authorities, the National College, education advisers, DfE officials, and other strategic partners to bring about sustainable school improvement, at pace, in underperforming schools and help close attainment gaps,
— represent the partnership of schools as a leading education professional,
— offer professional advice, support and challenge to schools, Academies, Governors, the LA and the relevant Diocese (using a range of styles including coaching, directing, etc.) to ensure all partners’ efforts are maximised and the right solutions are in place,
— establish and maintain successful relationships with the principal groups listed above to help raise standards and close attainment gaps,
— contribute to the development of a high-performing, effective cadre of leaders,
— possess excellent skills in analysis of a range of quantitative and qualitative data and intelligence to identify issues,
— implement or commission and broker appropriate, effective solutions to bring about rapid improvements, including support from other schools, NLEs, LLEs, Teaching Schools or in some cases, conversion to a sponsor-led Academy,
— monitor and evaluate the implementation of school improvement strategies, refining and/or revising as appropriate,
— coach and support the underperforming school’s senior leadership teams to lead the improvement process,
— produce concise, accurate and timely reports on progress in the school, the challenges still to be overcome, and what further mitigating action is needed,
— encourage, empower and enable schools, Academies and the LA to develop the infrastructure to create a self-improving, self-sustaining school system, building and maintaining effective partnerships to deliver the partnership mission.
Time Frame:
The contracted supplier will work with the Service on an Academic Year rolling programme, September to August, subject to performance management, from September 2013 to August 2014, should funding be available RMBC may reserve the right to extend the agreement for a further period of one year.
RMBC currently require two consultants of this nature and will directly award two contracts following the tendering process. However, in coming months the number of School Improvement Consultants required may increase, therefore RMBC wish to appoint a Panel of additional providers should the requirement change.
The Council shall award contracts under the Agreement by assessing which member of the Panel offers the best value in respect of that contract.
The Council may also conduct a mini-competition amongst those Panel members capable of providing the proposed services. Such mini-competitions will be conducted in accordance with the terms of the framework to be issued to those provider’s successfully shortlisted to tender.
The School Effectiveness Service is a department within the Children & Young People’s Services Directorate of Rotherham Borough Council. Its purpose is to deliver school improvement challenge and support to education establishments within the Borough and work in partnership with stakeholders to ensure the Rotherham School Improvement Partnership Mission:
— all students making at least good progress;
— no underperforming cohorts;
— all teachers delivering at least good learning; and
— all schools moving to at least the next level of successful performance
The service is seeking two school improvement colleagues’ of the highest calibre to help Rotherham leaders and their schools move to the next level of success and beyond.
Context:
Rotherham is at the forefront of change and its partnership model is one that others are seeking to follow. During the recent ‘Good Practice Survey of Local Authority Work in Supporting Improvement’, HMI were very impressed with the commitment to the collective mission which underpins all strategies and provides core values, a moral purpose and a collective responsibility.
It is seen as ‘the glue’ which gels together the Local Authority, its partners and schools as a cohesive community. Collaborative working is seen as a particular strength and a key part of that, is the use of diverse arrangements to meet schools’ needs in terms of school improvement. Professional development and training is regarded as being of good quality and a strength is the focus on the development of sustainable capacity for improvement in schools, with the responsibility given back to schools.
The Service now needs to further develop it’s partnerships with external education suppliers and is seeking to work with someone who can demonstrate:
— a strong understanding of school improvement;
— implementation of effective strategies for closing the gap between vulnerable groups of pupils and their peers;
— confidence and skill in giving advice, brokering support, coaching, challenging and problem-solving, as well as an ability to deliver hard messages; and who has
— credibility as a senior leader, Headteacher, principal, or HMI.
Methodology:
The nature of the work will vary and be subject to change following local and national priorities but we expect the support to consist of:
— collaborative work with schools, Academies, Governors, Local Authorities, the National College, education advisers, DfE officials, and other strategic partners to bring about sustainable school improvement, at pace, in underperforming schools and help close attainment gaps,
— represent the partnership of schools as a leading education professional,
— offer professional advice, support and challenge to schools, Academies, Governors, the LA and the relevant Diocese (using a range of styles including coaching, directing, etc.) to ensure all partners’ efforts are maximised and the right solutions are in place,
— establish and maintain successful relationships with the principal groups listed above to help raise standards and close attainment gaps,
— contribute to the development of a high-performing, effective cadre of leaders,
— possess excellent skills in analysis of a range of quantitative and qualitative data and intelligence to identify issues,
— implement or commission and broker appropriate, effective solutions to bring about rapid improvements, including support from other schools, NLEs, LLEs, Teaching Schools or in some cases, conversion to a sponsor-led Academy,
— monitor and evaluate the implementation of school improvement strategies, refining and/or revising as appropriate,
— coach and support the underperforming school’s senior leadership teams to lead the improvement process,
— produce concise, accurate and timely reports on progress in the school, the challenges still to be overcome, and what further mitigating action is needed,
— encourage, empower and enable schools, Academies and the LA to develop the infrastructure to create a self-improving, self-sustaining school system, building and maintaining effective partnerships to deliver the partnership mission.
Time Frame:
The contracted supplier will work with the Service on an Academic Year rolling programme, September to August, subject to performance management, from September 2013 to August 2014, should funding be available RMBC may reserve the right to extend the agreement for a further period of one year.
II.2.2)Information about options
Options: no
II.2.3)Information about renewals
II.3)Duration of the contract or time limit for completion
Section III: Legal, economic, financial and technical information
III.1)Conditions relating to the contract
III.1.1)Deposits and guarantees required:
As stated in the PTQ, ITT and T and C’s.
III.1.2)Main financing conditions and payment arrangements and/or reference to the relevant provisions governing them:
As stated in the PTQ, ITT and T and C’s.
III.1.3)Legal form to be taken by the group of economic operators to whom the contract is to be awarded:
As stated in the PTQ, ITT and T and C’s.
III.1.4)Other particular conditions
III.2)Conditions for participation
III.2.1)Personal situation of economic operators, including requirements relating to enrolment on professional or trade registers
Information and formalities necessary for evaluating if the requirements are met: Information and formalities necessary for evaluating if requirements are met:
As stated in the PTQ, ITT and T and C’s.
As stated in the PTQ, ITT and T and C’s.
III.2.2)Economic and financial ability
Information and formalities necessary for evaluating if the requirements are met: Information and formalities necessary for evaluating if requirements are met:
As stated in the PTQ, ITT and T and C’s.
Minimum level(s) of standards possibly required: As stated in the PTQ, ITT and T and C’s.
As stated in the PTQ, ITT and T and C’s.
Minimum level(s) of standards possibly required: As stated in the PTQ, ITT and T and C’s.
III.2.3)Technical capacity
Information and formalities necessary for evaluating if the requirements are met:
Information and formalities necessary for evaluating if requirements are met:
As stated in the PTQ, ITT and T and C’s.
Minimum level(s) of standards possibly required:
As stated in the PTQ, ITT and T and C’s.
Information and formalities necessary for evaluating if requirements are met:
As stated in the PTQ, ITT and T and C’s.
Minimum level(s) of standards possibly required:
As stated in the PTQ, ITT and T and C’s.
III.2.4)Information about reserved contracts
III.3)Conditions specific to services contracts
III.3.1)Information about a particular profession
III.3.2)Staff responsible for the execution of the service
Legal persons should indicate the names and professional qualifications of the staff responsible for the execution of the service: yes
Section IV: Procedure
IV.1)Type of procedure
IV.1.1)Type of procedure
Restricted
IV.1.2)Limitations on the number of operators who will be invited to tender or to participate
IV.1.3)Reduction of the number of operators during the negotiation or dialogue
IV.2)Award criteria
IV.2.1)Award criteria
The most economically advantageous tender in terms of the criteria stated in the specifications, in the invitation to tender or to negotiate or in the descriptive document
IV.2.2)Information about electronic auction
IV.3)Administrative information
IV.3.1)File reference number attributed by the contracting authority:
IV.3.2)Previous publication(s) concerning the same contract
IV.3.3)Conditions for obtaining specifications and additional documents or descriptive document
IV.3.4)Time limit for receipt of tenders or requests to participate
13.6.2013 – 17:00
IV.3.5)Date of dispatch of invitations to tender or to participate to selected candidates
IV.3.6)Language(s) in which tenders or requests to participate may be drawn up
English.
IV.3.7)Minimum time frame during which the tenderer must maintain the tender
IV.3.8)Conditions for opening of tenders
Section VI: Complementary information
VI.1)Information about recurrence
VI.2)Information about European Union funds
VI.3)Additional information
Tenderers should be aware that although the contracting authority for the purposes of this procurement is Rotherham Metropolitan Borough Council one or more of the other 22 Local Authorities within the Yorkshire and Humber Region and other geographical areas within the UK may choose to access the concluded contract subject to the capacity of the tenderer, without creating any obligation on behalf of any of them to do so. Where any of the 22 Local Authorities within the Yorkshire and Humber Region or within the UK elects to do so a legally binding contract shall be created between the Contractor and that Local Authority on the terms and conditions contained herein. Details of the Local Authorities can be found at http://
local.direct.gov.uk/LDGRedirect/MapLocationSearch.do?mode=1.1&map=4” Tender documents can be downloaded from yortender.co.uk
VI.4)Procedures for appeal
VI.4.1)Body responsible for appeal procedures
VI.4.2)Lodging of appeals
VI.4.3)Service from which information about the lodging of appeals may be obtained
VI.5)Date of dispatch of this notice:10.5.2013