INVITATION TO TENDER
                       East Midlands Development Agency




            High Growth Support Programme...
CONTENTS
             Background.............................................................................................
Representations..................................................................................21
              Specific...
Background

An effective strategy for Business Support in the East Midlands underpins emda’s
ambition to become a top 20 r...
programme will be responsive to the needs of all eligible companies including those in
disadvantaged areas.


Further back...
The HGSP will provide its services to High Growth companies and those with the
capability and aspirations to achieve High ...
Actual growth firms criteria:
•High growth small         •Turnover growth           •Sales & profit track record      •Str...
stakeholders and intermediaries as well as the wider media.
4. Delivery of an induction programme for new companies recrui...
The budget for this from emda is between £575,000 and £750,000 from October 2007-
March 31st 2010 inclusive of VAT. It is ...
following sequence and to have a contract for new programme activity negotiated with
the other HGSP - programmes and the c...
3.Integrated referral mechanisms to Business Link and all appropriate support available
for high growth organizations.
htt...
1. Design, develop, and commission an customised support programme responding to
the key High Growth priority issues of su...
The tenderer must advise on the number of these outputs they can deliver within their
price and provide a detailed output ...
Funding:

The Tenderer is required to provide a detailed breakdown of costs of this programme.
The budget for this from em...
Pricing and Budget

Payments will be made on a quarterly basis subject to evidence of satisfactory
performance.
The scale ...
i. Actions against the programme delivery plan Performance against the
                        KPIs to be confirmed at the...
PROGRAMME 1 -      NUMBER OF BUSINESSES
REGIONAL                SIGNING UP AND
PROMOTION,                COMPLETING
NETWOR...
Part 1 - Pre Qualification Exercise

Interested parties are asked to complete a Pre Qualification Questionnaire (PQQ) whic...
Part 2 Full Tender Submission.

Full tender and Presentations-Only to be completed if you have passed Part 1

Tenders will...
Part 2 – Full tender and Presentations-Only to be completed if you have passed Part 1

This involves full tender submissio...
CONDITIONS OF TENDER

Representations

A tenderer may contact officers of emda to obtain any further information about the...
Freedom of Information

Information in relation to this tender may be made available on demand in accordance
with the requ...
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  1. 1. INVITATION TO TENDER East Midlands Development Agency High Growth Support Programme TRN154 This tender is for the delivery of a High Growth Support Programme supporting High Growth Companies in the East Midlands comprising the following 5 components: 1 - Regional Promotion, Networking, Communication and Awards Programme 2 - Strategic Review and Action-planning activity 3 - Growth Readiness Programme 4 - Strategic High Growth Programme 5 - Growth Enabler Programme Date: June 26th 2007 East Midlands Development Agency Apex Court City Link Nottingham NG2 4LA 1
  2. 2. CONTENTS Background...........................................................................................4 Further background material.................................................................5 TENDER SPECIFICATION............................................................5 Description of Requirement...................................................................5 The Criteria for High Growth..................................................................6 The High Growth Support Programme and its Component Programmes7 Programme 1 - Regional Promotion, Networking, Communication and Awards Programme ...............................................................................7 Branding: .............................................................................................7 Activity and Outputs:.............................................................................7 Expected Outputs .................................................................................8 Funding:................................................................................................8 Programme 2 - Strategic Review and Action-planning activity...............9 Expected Outcomes .............................................................................9 Expected Outputs .................................................................................9 Funding:..............................................................................................10 Programme 3 - Growth Readiness Programme ..................................10 Expected Outcomes ...........................................................................10 Expected Outputs ...............................................................................11 Funding:..............................................................................................11 Programme 4 - Strategic High Growth Programme ............................11 Expected Outcomes ...........................................................................11 Expected Outputs ...............................................................................12 Funding:..............................................................................................13 Programme 5 - Growth Enabler Programme ......................................13 Expected Outcomes ...........................................................................13 Expected Outputs ...............................................................................13 Funding:..............................................................................................14 Equal Opportunities and Diversity.......................................................14 Subcontracting....................................................................................14 Working Arrangements........................................................................14 Period of Contract ..............................................................................14 Service level agreements throughout programme...............................14 Pricing and Budget..............................................................................15 Output definition..................................................................................15 Data ownership...................................................................................15 Regional Business Support Information System .................................15 Quality assurance standards...............................................................15 Monitoring...........................................................................................15 Programme evaluation........................................................................16 Tendering organisations are asked to advise:.....................................16 Evaluation of Tenders..........................................................................17 Part 1 - Pre Qualification Exercise.......................................................18 Part 2 Full Tender Submission............................................................19 Instructions to Tenderers.............................................................19 Tender Timescales..............................................................................19 Part 1 Pre Qualification Questionnaire (PQQ) Stage:..........................19 Part 2 – Full tender and Presentations-Only to be completed if you have passed Part 1.......................................................................................20 Conditions of Tender....................................................................21 2
  3. 3. Representations..................................................................................21 Specification........................................................................................21 Tenders Excluded...............................................................................21 Collusive Tendering.............................................................................21 Freedom of Information.......................................................................22 INTRODUCTION The East Midlands Development Agency (emda) is one of nine English Regional Development Agencies (RDAs) set up by Government in April 1999 to promote sustainable economic development in England. The primary focus of RDAs is to help the English regions improve their relative economic performance and reduce social and economic disparities within and between regions. To help the region achieve its potential, emda are tasked with developing a Regional Economic Strategy, which is reviewed every three years to ensure it remains relevant to the changing needs of the region’s economy. Our third regional economic strategy, published in July 2006, – "A Flourishing Region"- provides a shared vision and the route map for the region’s sustainable economic success up to 2020. Our shared vision is that by 2020 the East Midlands will be a flourishing region. A region made up of growing and innovative businesses. We want to ensure that those already in work can develop even higher level skills, working in or owning, growing and innovative businesses. We also need to overcome the barriers that prevent people from participating in the economy so that we can all be part of healthy, inclusive communities and live in thriving, attractive places. By 2020 the East Midlands will be truly a flourishing region. The vision of a flourishing region is underpinned by three themes: •Raising productivity •Ensuring sustainability • Achieving equality For a full copy of the Regional Economic Strategy 2006-2020, please visit www.emda.org.uk/res where you can download a PDF version. As part of the Agency’s role in improving the economy of the East Midlands emda intends to establish an new High Growth Support Programme developing upon the High Growth Company Pilot Programme. This supply is now being tendered via an open and competitive process. 3
  4. 4. Background An effective strategy for Business Support in the East Midlands underpins emda’s ambition to become a top 20 region in Europe by 2010. The strategy was designed by businesses, for businesses. The responsibility for implementing the strategy lies with emda’s Business Services Directorate. The strategy outlines aims, objectives, targets, priority customers and key business issues, defining where business support should be in three to five years’ time. It has the following objective: “To help SMEs in the region start, grow and compete more effectively and more profitably.” If the East Midlands is to become a top 20 region in Europe by 2010, it must significantly improve its economic performance. SMEs account for over 95% of the region’s businesses so this improvement relies heavily on their performance. There is a vibrant community of small and medium sized enterprises (SMEs) in the East Midlands, employing 1.4 million of our total workforce of 2 million people. We want to make it easier for these businesses to get the support they need to increase their competitiveness and improve the economy of the region. To achieve the stated objective we need to be better at helping them to raise their game. At the strategic level, we have three main aims: • To increase the number of SMEs trading in the East Midlands • To improve the survival rate of new businesses • To increase the growth rate and profitability of existing SMEs We recognise the importance of linking skills, finance and wider business support services to improve performance and bottom line benefits. With this in mind, we aim to: • Make SMEs more aware of the support available • Make it easier for SMEs to access quality support services • Increase the number of SMEs using business support Support to high growth companies has been identified as a priority to meet the needs of business in the UK. The existing High Growth Company Pilot Programme was approved in 2005. Rapid growth is a challenge for any business and the transition from small to medium size operation brings special management factors into the equation. These require re-engineering the business into one that is able to be run through professional management using world class processes. Without this transition these businesses risk stalling their growth and not uncommonly, in failing altogether. The new High Growth Support Programme (HGSP) aims to ensure the growth is realised to the benefit of the company, its stakeholders and the region. The HGSP will fill a gap in providing high level support to new and established businesses that have potential for high growth if they can successfully address the challenges associated with the transition from small to medium size enterprise. We will build on the success of the current High Growth Programme; this has shown that the scheme could be broadened in terms of numbers of companies and service offering. This project will provide the detail for this. The project will support the 3 key themes in the RES. The delivery will equip employees with higher level skills, especially in Management & Leadership. Bespoke packages of support will focus on raising the productivity of companies going through the programme. Barriers to growth will also be identified and an action plan agreed to address these. The resource efficiency agenda will be integrated into the programme ensuring that companies engaged are aware of the impact of waste on business performance. The 4
  5. 5. programme will be responsive to the needs of all eligible companies including those in disadvantaged areas. Further background material In the development stages of this project emda awarded a tender to Lincoln University’s Enterprise Research and Development Unit (ERDU). This tender asked the ERDU team to: • Clarify the entry criteria for the High Growth Academy (now known as the High Growth Support Programme (HGSP)) • Outline key target groups and how to access these • Identify key elements of support required by High Growth companies (i.e. a menu of services) • Present a practical delivery model for services • Clearly identify the fit with existing provision including added value • Develop a realistic and achievable sustainability plan for the HGA The results of ERDU’s work has guided this tender and is available in three documents as background material for this project. Web address details are shown below: • Design project for the High Growth Academy - Summary Report 31012007 http://www.emda.org.uk/uploaddocuments/DesignProjectHighGrowthAcademySummar y.doc • Design project for the High Growth Academy - Main Report 26022007 http://www.emda.org.uk/uploaddocuments/DesignProjectHighGrowthAcademyMain.doc •Design project for the High Growth Academy - Appendices http://www.emda.org.uk/uploaddocuments/DesignProjectHighGrowthAcademyAppendic es.doc TENDER SPECIFICATION Description of Requirement The Business Services Directorate of emda invite tender submissions from any organisation or consortia that can carry out the proposed activities detailed in this document. The successful contractor will be expected to deliver one or more of the 5 component programmes that constitute the High Growth Support Programme (HGSP) which are all outlined within this document, these are: 1 - Regional Promotion, Networking, Communication and Awards Programme 2 - Strategic Review and Action-planning activity 3 - Growth Readiness Programme 4 - Strategic High Growth Programme 5 - Growth Enabler Programme The project is funded by emda and the Alliance Sub Strategic Partnership http://www.emda.org.uk/ssps. These funders will form a steering group giving strategic guidance to the HGSP on a quarterly basis. This will support an operations group meeting monthly that will manage the operational issues involved within the 5 component programmes constituting the HGSP. 5
  6. 6. The HGSP will provide its services to High Growth companies and those with the capability and aspirations to achieve High Growth. emda has identified a range of criteria for entry into the programme and this is detailed later in this document. It is our expectation that the successful tenderers will work to these criteria to identify and support High Growth and future High Growth businesses for the programme. The delivery contractors will be expected to undertake activities that deliver the outcomes and outputs relevant to the component programme or programmes that they have won from component programmes 1,2,3,4 or 5. The Criteria for High Growth The programme will support High Growth companies defined within the below classifications and tables: Potential growth firms: •Post start-up , early stage ventures •Growth trajectory existing ventures •Companies with rejuvenation potential that are in a ‘steady state’ Actual growth firms: •High growth small size firms •High growth medium size firms •Business Units Growth as a basic statement is defined as an annual increase in turnover growth of over 15%, although detailed criteria have been established for each of the above categories as shown in the following tables: Potential growth firms criteria: Target group Definition Characteristics for growth Growth issues & needs •Post start-up, early- •New firms, 1-3 years •Ambition, intention & capability •Growth profile visible in stage ventures with old. Business plan shows to grow retrospect high growth potential & potential for rapid •Strong competitor •Access to finance & resources ability to generate growth, e.g. of £200k t/o differentiation Investor/lender attraction sales year 1 •High value & profit proposition •Planning & implementation •Entry to new •Owner profile -e.g. serial •Marketing & selling programme after entrepreneur, corporate spin-out Entrepreneurial leadership & Regional Business Start- team management skills Up programme & trading for at least 1 year with evidence of growth trajectory •Growth trajectory – •Turnover growth 15%+ •Sales track record •Growth strategy & existing ventures p.a. •Established customer base; implementation •£250k - £1m or higher Market position & product base •Entrepreneurial leadership & Profit growth offer high growth potential team management skills •Entry to new •Identified strategic growth •Market development programme after 2 opportunities •Financial planning & resources years track record of •Strong entrepreneur with •Channel development sales growth potential to develop management team •Attractive to or seeking external investment •Rejuvenation – •Turnover growth •Critical event causes business •Strategy & implementation existing firms •Profit growth 10-15% change •Financial planning & resources p.a. £1m-£10m •Market position & product base •Marketing & selling Channel offer higher growth potential development •Innovation •Entrepreneurial leadership & team management skills 6
  7. 7. Actual growth firms criteria: •High growth small •Turnover growth •Sales & profit track record •Strategy; firms •Profit growth •Management team •Innovation •15+% p.a. •Identified strategic growth Market development •Turnover size band opportunities •Financial planning & resources £1m - £5m •Resources & capability for •Entrepreneurial leadership & growth team management skills •Need to sustain growth •Channel development •Acquisition •High growth medium •Turnover growth •Sales & profit track record As above sized firms •Profit growth 15+% p.a. Market leadership •Turnover size bands •Management team £5m - £20m •Identified strategic growth opportunities •Resources & capability for growth •Need to sustain growth •Business units within •Turnover growth •Sales track record As above large or corporate firms •Profit growth 15+% p.a •Market position & product base - e.g.: Profit centre, •Turnover size bands C. offer spin-out, inward £1m-£20m •high growth potential investment, acquisition The High Growth Support Programme and its Component Programmes The HGSP has 5 key component programmes: 1 - Regional Promotion, Networking, Communication and Awards Programme 2 - Strategic Review and Action-planning activity 3 - Growth Readiness Programme 4 - Strategic High Growth Programme 5 - Growth Enabler Programme Tenderers can bid for one or more of these component programmes: Programme 1 - Regional Promotion, Networking, Communication and Awards Programme There will need to be a range of marketing and PR activities to support the launch, recruitment of companies and the ongoing promotion of the HGSP. Branding: The scheme is currently known within emda as the High Growth Support Programme however we would welcome suggestions for a more innovative name for the overall programme. A complementary brand is required for the High Growth ‘Leadership’ Community. This needs to attract High Growth company leaders across the region and stimulate aspirations of the business community to sell the programme and its benefits. Activity and Outputs: The communications activity will need to cover a range of key elements: 1. A communications campaign attracting businesses into the HGSP with a further pool of businesses acquired as reserve companies. 2. Design and implement appropriate branding for the HGSP. 3. An official HGSP launch event. Engaging with potential companies, key partners, 7
  8. 8. stakeholders and intermediaries as well as the wider media. 4. Delivery of an induction programme for new companies recruited to the scheme. Introducing the issues prevalent in the ‘High Growth Community’, highlighting key entrepreneurial management issues that the HGSP delivers against and featuring CEO exchange sessions. 5. A high profile network, bringing together CEOs/MDs of growth businesses with professional advisers, investors and experts. It will enable sharing of good practice and the learning experiences of exceptional businesses to promote business growth and new programme affiliation. 6. A programme of high profile events to support the network and Programme’s agenda of bringing business leaders together with inspirational ideas / businesses and concepts to promote High Growth. There should be:  International management development events with overseas visits for a selection of the companies involved.  Local and Regional events programme.  A prestigious awards scheme celebrating the achievements of companies participating in the Programme. This will be chaired by a senior ‘Captain of Industry’. 7. Ongoing proactive PR and marketing that highlights the success and benefits of the Programme. 8. A bank of company case studies charting progress throughout their participation in the Programme. 9. A range of marketing collateral developed, designed and produced in line with the identity of the programme including a level of recyclable content. Expected Outputs In addition to the outcomes described above, the programme will also produce the following outputs: 1. Communication campaign to lead to the sign up of 165 businesses that complete programme 2 and enter programmes 3 and 4: •25 businesses to have signed by December 2007 •70 by April 2008 •70 by April 2009 •A further back up group of businesses to be acquired as a reserve volume for the HGSP 2. Launch event (1 between November 2007 and February 2008) 3. Induction programmes (Expectation of 1 every quarter until April 2009) 4. Local and regional events programme – (expectation of 1 every two months) 5. International events (expectation of 1 each year) 6. Press Releases (Expectation of 1 every 2 months) 7. 10-20% recyclable content for marketing collateral 8. Produce a detailed plan outlining the forward strategy for this programme including how it may become self-sustainable from 2010. This must include sources of potential income (public, private, European) and associated timescales. The tenderer must advise on the number of these outputs they can deliver within their price and provide a detailed output profile for the length of the project in addition to completing a Unit Cost Form as shown later within this document. Funding: The Tenderer is required to provide a detailed breakdown of costs of this programme. 8
  9. 9. The budget for this from emda is between £575,000 and £750,000 from October 2007- March 31st 2010 inclusive of VAT. It is expected that other sources of funding will be secured including contributions from partners, public sources and company contributions. This means the total amount could grow substantially and the proposals should take this into account. We would also expect the planned budget to be based on the below principles: •Marketing budget no more than 10% of budget •International events no more than 40% of budget •Local and Regional events no more than 40% of budget •Induction events no more than 10% of budget Programme 2 - Strategic Review and Action-planning activity This programme is implemented once clients are fed into the programme via programme 1, the Business Link service and other intermediaries. This will assess the company against the HGSP criteria, and then assess the needs of the business to create an agreed action plan taking into account client priorities, preferences, budgets and client contributions. In addition this programme will review throughout the companies participation in the HGSP progress, build a detailed case study portfolio, provide data on turnover, profitability, quality, strategic added value and the programmes impact on a regional and non regional basis. This programme will also be collecting output evidence for the overall programme and guide the businesses in providing this data in a systematic nature to minimise the impact on the client. Expected Outcomes This list is not exhaustive and the tenderer may add to this: 1. Design, develop, and commission an appropriate strategic review methodology 2. Undertake the appraisal and bench marking of the HGSP applicants 3. Identify business goals, development needs and priorities for each applicant 4. Assess the readiness of the firm to participate in either the Growth ready, Strategic growth, or an alternative development programme. 5. Establish a contract for HGSP participation. 6. Maintain an account management relationship with the businesses monitoring performance against the contract and reviewing programme support. 7. Establish a case study portfolio 8. Establish a data portfolio covering areas such as turnover, profitability and impact of activities on a regional and non regional basis. 9. Collect output evidence for the HGSP Expected Outputs In addition to the outcomes described above, the programme will also produce the following outputs: 1. As an expectation 165 companies to have completed a strategic review as per the 9
  10. 10. following sequence and to have a contract for new programme activity negotiated with the other HGSP - programmes and the client: •25 businesses by mid February 2008 •70 by Mid May 2008 •70 By Mid May 2009 3. Deliver routine account management visits on a frequent basis reviewing activities, reporting on activity and agreeing areas for performance improvement 4. Establish 30 case studies as an evidence portfolio that can be used by the HGSP to support programme activities such as reporting, PR and marketing 5. Collect Output evidence for all companies 6. Produce a detailed plan outlining the forward strategy for the programme, including how it may become self-sustainable from 2010. This must include sources of potential income (public, private, European) and associated timescales. The tenderer must advise on the number of these outputs they can deliver within their price and provide a detailed output profile for the length of the project in addition to completing a Unit Cost Form as shown later within this document. Funding: The Tenderer is required to provide a detailed breakdown of costs of this programme. The budget for this from emda is between £300,000 and £400,000 from October 2007- March 31st 2010 inclusive of VAT. It is expected that other sources of funding will be secured including contributions from partners, public sources and company contributions. This means the total amount could grow substantially and the proposals should take this into account. Programme 3 - Growth Readiness Programme Provide an accelerated growth programme meeting short-medium term business goals using an independent coach supporting business development and management capability with the objective of enhancing the business’s readiness for growth. This programme will need to respond to the issues highlighted within programme 2 and should include 4 stages- goal oriented action planning, coaching, bespoke support, and review of progress. Expected Outcomes This list is not exhaustive and the tenderer may add to this: 1. Design, develop, and commission an appropriate action planning, coaching and bespoke support programme that responds to the issues highlighted within programme 2 and moves the company to growth readiness. 2. Our expectation is that areas such as those shown below are part of a menu of options for work - some core for all companies and other non core options to be selected for priority work:  Management development  Sales  Workforce Development  Manufacturing, Lean and Efficiency  Business and Strategic Planning  Supply chain development  Systems and process development  Resource efficiency   Market, product and technology development Export and Import development  Innovation  Design  Finance  Marketing 10
  11. 11. 3.Integrated referral mechanisms to Business Link and all appropriate support available for high growth organizations. https://www.businesslink.gov.uk/bdotg/action/findcontactdetail? type=CONTACT&itemId=1074031015 4.Ready the company for participation in the Programme 4 Expected Outputs In addition to the outcomes described above, the programme will also produce the following outputs: 1. An expectation 110 T4 outputs achieved in the following time parameters: •20 by March 31st 2008 •45 by March 31st 2009 •45 by March 31st 2010 2. An expectation of 165 T6 outputs achieved in the following time parameters: •30 by March 31st 2008 •67 by March 31st 2009 •68 by March 31st 2010 3. An expectation of 55 companies completing the Programme by March 31st 2009 and a further 55 companies completing the Programme by March 31st 2010 4. emda expects the tenderer to charge SMEs for the programme at a rate of between 20-30% of cost. emda’s contribution to the project will be a budget of between £450,000 to £550,000 from October 2007- March 31st 2010 inclusive of VAT. The tenderer will submit plans for: •arranging payment from SMEs of their contributions •dealing with non-payers and part payers •managing ‘losses’ in the event of non payment 5. Produce a detailed plan outlining the forward strategy for the programme including how it may become self-sustainable from 2010. This must include sources of potential income (public, private, European) and associated timescales. The tenderer must advise on the number of these outputs they can deliver within their price and provide a detailed output profile for the length of the project in addition to completing a Unit Cost Form as shown later within this document. Funding: The Tenderer is required to provide a detailed breakdown of costs of this programme. The budget for this from emda is between £450,000 and £550,000 from October 2007- March 31st 2010 inclusive of VAT. It is expected that other sources of funding will be secured including contributions from partners, public sources and company contributions. This means the total amount could grow substantially and the proposals should take this into account. Programme 4 - Strategic High Growth Programme To provide an intensive customised process, based on existing growth capability enabling companies to develop significant competitive and strategic leadership to increase and sustain their growth. Expected Outcomes This list is not exhaustive and the tenderer may add to this: 11
  12. 12. 1. Design, develop, and commission an customised support programme responding to the key High Growth priority issues of sustaining High Growth, continuous performance improvement and high quality leadership. 2. This programme should take a lead from the work defined in programme 2 and any work completed within programme 3. 3. We would expect this programme to look at the medium to long-term strategic needs of the companies involved and provide world class support in areas such as:  Executive Management development   Resource efficiency Globalisation  Culture Change  Innovation  Workforce Development  Design  Business and Strategic Planning  Marketing  Systems and process development  Technology development  Market, product and technology development  Export and Import development  Business modeling e.g. joint ventures,  Finance acquisitions, Management buyouts and  Sales partnerships  Manufacturing, Lean and Efficiency  Branding  Supply chain development n.b. These areas are examples only and should be exceptional world class offers, intensive and cutting edge. 4. Integrate referral mechanisms so that suitable support products can be called upon. 5. Increase turnover of companies by a minimum of 15% per a year Expected Outputs In addition to the outcomes described above, the programme will also produce the following outputs: 1. An expectation of 55 T4 outputs achieved in each of the following time parameters: •5 by March 31st 2008 •25 by March 31st 2009 •25 by March 31st 2010 2. An expectation of 83 T6 outputs achieved in each of the following time parameters: •7 by March 31st 2008 •38 by March 31st 2009 •38 by March 31st 2010 3. An expectation of 27 companies completing the programme by March 31st 2009 and a further 28 companies completing the programme by March 31st 2010 4. emda expects the tenderer to charge SMEs for the programme at a rate of between 30-40% of cost. Emdas contribution to the project will be a budget of between £1.2million to £1.5million from October 2007- March 31st 2010 inclusive of VAT. The tenderer will submit plans for: •arranging payment from SMEs of their contributions •dealing with non-payers and part payers •managing ‘losses’ in the event of non payment 5. An expectation of 940 T1 outputs achieved in each of the following time parameters: •470 by March 31st 2009 •470 by March 31st 2010 6. Produce a detailed plan outlining the forward strategy for the programme including how it may become self-sustainable from 2010. This must include sources of potential income (public, private, European) and associated timescales. 12
  13. 13. The tenderer must advise on the number of these outputs they can deliver within their price and provide a detailed output profile for the length of the project in addition to completing a Unit Cost Form as shown later within this document. Funding: The Tenderer is required to provide a detailed breakdown of costs of this programme. The budget for this from emda is between £1.2million to £1.5million from October 2007- March 31st 2010 inclusive of VAT. It is expected that other sources of funding will be secured including contributions from partners, public sources and company contributions. This means the total amount could grow substantially and the proposals should take this into account. Programme 5 - Growth Enabler Programme Enable professionals who coach or advise actual or potential High Growth firms to develop their skills by using the most effective models and processes; and to ground their practice in an understanding of the relevant research. Expected Outcomes This list is not exhaustive and the tenderer may add to this: 1. Developing advisors skills and expertise in working with growing businesses. 2. Best practice-based one year long learning programme to enable participants to engage with the High Growth firms in the most effective ways. 3. The programme will be accredited to a recognised standard appropriate for business advisors 4. The programme will work closely with intermediaries to develop a understanding of High Growth 5.The programme will promote the development of high quality products suitable for High Growth companies in our region. Expected Outputs In addition to the outcomes described above, the programme will also produce the following outputs: 1. A expectation of 95 T6 outputs achieved in the following time parameters: •15 by March 31st 2008 •45 by March 31st 2009 •35 by March 31st 2010 2. An expectation of 60 individuals completing the programme by March 31st 2009 and a further 35 individuals completing the programme by March 31st 2010 3. Produce a detailed plan outlining the forward strategy for the programme including how it may become self-sustainable from 2010. This must include sources of potential income (public, private, European) and associated timescales. 4. It is a requirement of this programme that each of the 95 individuals undergoes appropriate practical training that delivers support back into programmes 1-4. The tenderer must advise on the number of these outputs they can deliver within their price and provide a detailed output profile for the length of the project in addition to completing a Unit Cost Form as shown later within this document. 13
  14. 14. Funding: The Tenderer is required to provide a detailed breakdown of costs of this programme. The budget for this from emda is between £425,000 and £625,000 from October 2007- March 31st 2010 inclusive of VAT. It is expected that other sources of funding will be secured including contributions from partners, public sources and company contributions. This means the total amount could grow substantially and the proposals should take this into account. Equal Opportunities and Diversity It is important for the new programme to demonstrate its commitment to equality of opportunity and to diversity. An increasing number of entrepreneurs and business managers originate from ethnic minority groups, economic migrants, and from disadvantaged communities. A growing proportion is female, and access for people with disabilities is essential. The new programme will need to be fully cognisant of its responsibilities in terms of supporting equality of opportunity, particularly for example with regard to supporting businesses owned by women or by those from disadvantaged groups. Tenderers must clearly state how the programme will address this issue and all individuals involved with delivering work for the High Growth support programme must be trained on the diversity and equal opportunities agenda. Subcontracting As stated earlier, tendering organisations are asked to advise how they will manage sub- contractors and what indicative proportion of the tendered works may be sub-contracted. The project will be formally evaluated 18 months into delivery and at the end of the programme. Working Arrangements The project will be managed by a emda Programme Manager with the support of a multi- agency Board. The successful tenderers will be expected to identify one named project manager through whom all enquiries can be filtered. Period of Contract The contract or contracts shall run from the October 2007 and will complete 31 March 2010. An option to extend the contract may be used if the Agency is satisfied with the performance of the successful tenderer subject to a satisfactory evaluation. The extension if required will be for a maximum of a further 1 year. Service level agreements throughout programme The High Growth Support Programme has five component programmes, these are expected to work in collaboration with each other in a manner that allows clients, information and work to be flow between each programme in an organized, efficient and logical manner. Service level agreements will create structure for this and these will be discussed in detail at the contract stage once the contractors are in place. 14
  15. 15. Pricing and Budget Payments will be made on a quarterly basis subject to evidence of satisfactory performance. The scale and value of the programmes maybe increased or decreased dependant on performance of the successful contractor. Output definition T1, T4 and T6 outputs are core emda outputs required within this project and are defined as: T1. Job Creation – Number of jobs created or safeguarded T4. Business Support – Number of businesses assisted to improve their performance T6. Skills – Number of people assisted in their skills development as a result of RDA programmes Detailed explanations on the outputs and evidence required to support this in the document - Master New Core Output and KPI Definitions This can be found at the following location: http://www.emda.org.uk/src/main/guidanceonkpi.asp?nav=src02. Data ownership It should be noted that all information accumulated as part of the High Growth Support Programme will be considered the property of emda at all times. All information and data must be returned to emda at the conclusion of the contract period, or at any earlier time if so requested. Regional Business Support Information System If any beneficiary organisation in the high growth support programme has come into the programme outside of the Business Link referral mechanism then the deliverers are responsible for providing Business Link with details of each company so that they can be placed on the regional Business Support information system for future business support referrals. Quality assurance standards All parties involved must have one or more quality assurance standards such as Customer First / EFQM or equivalent and must provide evidence to support this in the tendering process. http://www.customerfirst.org/ http://www.efqm.org/ Monitoring Monitoring of activities is to be carried out under the HGSP and each contractor will be expected to follow these requirements: • Management Information will be submitted to emda each month. The Programme manager and operations team will analyse this information to monitor: 15
  16. 16. i. Actions against the programme delivery plan Performance against the KPIs to be confirmed at the inception meeting and based upon outputs and outcomes within this tender. ii. Agree actions for improvement for under-performance • Monthly performance review / Operational meetings will be held with the provider/s. • Quarterly financial performance reviews will be undertaken by emda and any issues arising will be addressed immediately with the provider and hilighted to the steering group. • Statutory Accounts will be requested annually and a year-end performance review will be undertaken • It is intended to measure customer satisfaction and programme performance by commissioning an external agency to carry out surveys every six months each month and report to emda. This will ensure consistency and robustness of data which will help us to analyse the EMBCG and the impact from the beginning of the pilot period. Programme evaluation All contracted parties will be required to work with an external evaluation team tasked with delivering a yearly evaluation on the High Growth Support Programme. Tendering organisations are asked to advise: •How they will manage sub-contractors and what indicative proportion of the tendered works may be subcontracted •How they aim to reduce the projects environmental impact in terms of waste and energy and how they will work with emda’s resource efficiency and BREW support packages. •What physical network of High Growth ‘spokes’, managed workspaces and incubator spaces they will utilize through the East Midlands to Support the High Growth Support programme. •How they anticipate managing risks within the programmes Tendering organisations also need to provide detailed costs for the programmes they are tendering for and also complete the following unit cost document: UNIT COST DOCUMENT TO BE FILLED IN BY TENDERING ORGANISATION UNITS TENDERED BY PROGRAMME / OUTPUTS / EMDAS UNIT UNITS OF TENDERING UNIT COST TOTAL COSTS EXPECTATION MEASUREMENT COMPANY £ COST £ 16
  17. 17. PROGRAMME 1 - NUMBER OF BUSINESSES REGIONAL SIGNING UP AND PROMOTION, COMPLETING NETWORKING, PROGRAMME 2 & SIGNED COMMUNICATION UP TO PROGRAMME 3 OR AND AWARDS 4 165 EACH PROGRAMME LAUNCH EVENT 1 EACH INDUCTION PROGRAMMES 7 EACH LOCAL AND REGIONAL EVENTS 13 EACH INTERNATIONAL EVENTS 3 EACH PRESS RELEASES 15 EACH INDIVIDUAL PROGRAMME DESIGN WORK 1 LUMP SUM MANAGEMENT FEE 30 MONTH OVERHEADS 30 MONTH CONTINGENCY 1 LUMP SUM TOTAL PROGRAMME 2 - STRATEGIC REVIEWS 165 EACH STRATEGIC ACCOUNT MANAGEMENT REVIEW AND VISITS 1980 EACH ACTION-PLANNING INDIVIDUAL PROGRAMME ACTIVITY DESIGN WORK 1 LUMP SUM MANAGEMENT FEE 30 MONTH OVERHEADS 30 MONTH CONTINGENCY 1 LUMP SUM TOTAL PROGRAMME 3 - T4 OUTPUTS 110 EACH GROWTH T6 OUTPUTS 165 EACH READINESS INDIVIDUAL PROGRAMME PROGRAMME DESIGN WORK 1 LUMP SUM MANAGEMENT FEE 30 MONTH OVERHEADS 30 MONTH CONTINGENCY 1 LUMP SUM TOTAL PROGRAMME 4 - T1 OUTPUTS 940 EACH STRATEGIC HIGH T4 OUTPUTS 55 EACH GROWTH T6 83 EACH PROGRAMME INDIVIDUAL PROGRAMME DESIGN WORK 1 LUMP SUM MANAGEMENT FEE 30 MONTH OVERHEADS 30 MONTH CONTINGENCY 1 LUMP SUM TOTAL PROGRAMME 5 - T6 95 EACH GROWTH ENABLER INDIVIDUAL PROGRAMME PROGRAMME DESIGN WORK 1 LUMP SUM MANAGEMENT FEE 30 MONTH OVERHEADS 30 MONTH CONTINGENCY 1 LUMP SUM TOTAL •Tendering organisations are also expected to provide a output profile showing the outputs to be achieved on a monthly basis for each programme Evaluation of Tenders This tender process is in two stages: 17
  18. 18. Part 1 - Pre Qualification Exercise Interested parties are asked to complete a Pre Qualification Questionnaire (PQQ) which will be scored by an internal evaluation team consisting of between 3 and 5 emda employed staff. If operators are interested in more than one component programme (see below) they should complete the PQQ once but must complete section 9 separately for each of the programmes they are interested in tendering for. Component programmes that interested parties can an issue a PQQs against are: 1 - Regional promotion, networking, communication and awards programme 2 - Strategic review and action-planning activity programme 3 - Growth readiness programme 4 - Strategic High Growth programme 5 - Growth enabler programme It is envisaged that this scoring and evaluation exercise will take no longer than 15 working days. The PQQ will be scored and weighted as detailed in the scoring matrices for the Pre Qualification Questionnaire. The Pre Qualification Questionnaires will be assessed against a standard scoring matrix included with this Tender Document and will assess at the PQQ stage: Section 1 Basic Organisational Details 2 Financial Overview together with a copy of a latest balance sheet, cash flow statement or a statement of profit and loss account 3 The tenderer’s history in the field tendered for together with Case Studies supporting this. In the case where consortia are tendering then details of all parties should be supplied 4 Extent of relevant experience, and the quality of references received 5 Level of insurance cover is commensurate with and relevant to the Tender scope 6 Health and Safety policy is commensurate and relevant to the Tender scope 7 General policies - equal opportunities, environmental management and quality assurance standards 8 General Business Details and Standing 9 A brief understanding of the Tender scope as provided by the requirement specific questions contained within the Pre Qualification Questionnaire (This section should be completed separately for each component to be tendered for) 10 Please identify if any members of your organisation's personnel directly involved in this contract have been employed by emda? If so, when and in what capacity? Please identify if any of your organisation’s employees directly involved in this contract are related to any emda employed staff? 11 Signed copy of the PQQ received by the required deadline 18
  19. 19. Part 2 Full Tender Submission. Full tender and Presentations-Only to be completed if you have passed Part 1 Tenders will be evaluated by between 3 and 5 emda staff. Tenderers are asked to submit within their tenders information that will correspond to the key areas of evaluation as follows:- Section 1 Financial stability (as indicated, inter alia, by analysis of accounts or other financial documentation addressing financial stability) 2 A demonstrable understanding of the potential scope of the project and those issues that will be critical to the implementation, development and long term sustainability of the project 3 More detailed and relevant questions relating to the scope of supply may be asked at this stage but must be different to those asked in the PQQ 4 Methodologies proposed for contract delivery including environmental considerations and how they apply to the tendered works, and details of your operational location for delivery of the services, including the facilities and systems that will be required, together with details of monitoring and evaluation measures and standards 5 The qualifications, experience, expertise and skills of the individuals assigned to the Tender scope 6 Detailed breakdown of Price showing all elements of expenditure relating to the Contract (Please also see Unit Cost Document above) 7 Satisfactory policies and procedures relating to equal opportunities, environmental management and quality management 8 Satisfactory Health & Safety policy 9 All the organisations invited to submit a full tender maybe required to carry out a presentation in front of a panel established by emda. If other parties are to be included please insert here. 10 General Acceptance of emda’s conditions of contract INSTRUCTIONS TO TENDERERS Tender Timescales Part 1 Pre Qualification Questionnaire (PQQ) Stage: It is envisaged that the top 5 scoring tenderers for each component programme will be invited to full tender and to also deliver a presentation at the emda offices; dates will be confirmed when we invite the these organisations to full tender. The closing date and time for submission of Part 1 - your Pre Qualification Questionnaire is July 26th 2007 at 5pm. The PQQs will be scored and ranked within 15 working days of the closing date for submission. The PQQ and other relevant tender documentation is available for download via www.emda.org.uk/itt For further information please contact the Procurement Team referencing the email to TRN154 and send the email to procurement@emd.org.uk 19
  20. 20. Part 2 – Full tender and Presentations-Only to be completed if you have passed Part 1 This involves full tender submission against tender documents. After the PQQ exercise all successful tenderers will be invited to submit a full costed tender in writing and also give a final presentation which will form part of the final evaluation of the tenders. A full Tender submission will be requested in writing should you successfully be selected. The invitation to full tender will detail submission dates and any further requirements we may have. Any specific issues to be addressed in the presentation will be notified to all tenders not less than 5 days before the date of the presentation. It must be noted that emda retains the right to assess all submissions and possibly amalgamate and change scopes of supply to achieve best value for money. It may also be requested that Organisations are asked to work collaboratively if required. Tenderers should note that in the event that a bid is considered to be fundamentally unacceptable on a key issue, regardless of its other merits, that bid may be rejected. Tenders and PQQs submitted after the stipulated time and dates advised will be rejected and returned to the tenderer, unless clear evidence of posting (by first class post on a day preceding the closing date) is available. Late tenders despatched other than by post, will automatically be rejected. Tenders may not be submitted by fax. If you require further information concerning this tender please contact the Procurement Team at emda referencing the e-mail TRN154 and email to procurement@emd.org.uk. Please note that no questions will be answered that provide a competitive advantage to any party tendering. Should questions arise during the tendering period, which in our judgement are of material significance, we will inform all tenderers to explain the nature of the question, and our formal reply. All tenderers should then take that reply into consideration when preparing their own bids, and we will evaluate bids on the assumption that they have done so. Please complete and submit 5 copies of the Pre Qualification Questionnaire. You may enclose additional documentation if you wish to support your proposal as detailed on the PQQ questionnaire to support the PQQ. If courier or other special delivery services are used, please ensure that the outside of any additional packaging bears the word ‘‘TENDER- PQQ High Growth Support Programme TRN154”. 20
  21. 21. CONDITIONS OF TENDER Representations A tenderer may contact officers of emda to obtain any further information about the requirements of the contract or the tendering procedures if these are not evident or clear from the documents supplied to tenderers. Specification For the avoidance of doubt, the contract specification shall include all requirements explicit or implied within the invitation to tender. It must be recognised that emda reserve the right to withdraw this tender document and all funding contained within it without notice. Tenders Excluded No tender will be considered for acceptance if the tenderer has indulged or attempted to indulge in any corrupt practice or canvassed the tender with an officer of emda. If a tenderer has indulged or attempted to indulge in such practices and the tender is accepted, then grounds shall exist for the termination of the contract and the claiming damages from the successful tenderers. It is unlikely that any tender will be accepted which (a) is incomplete or inaccurately or inadequately completed or which purports to impose conditions other than those provided in the contract documents and (b) is delivered out of time or in a manner other than specified in the specification. Collusive Tendering In submitting a tender against this contract, the tenderer confirms that he has not fixed or adjusted the amount of the tender by or under or in accordance with any agreement or arrangement with any other person. The tenderer also certifies that at no time, before or following the submission of the tender, has the Tenderer carried out any of the following acts: i) communicating to a person other than the person calling for the tenders the amount or approximate amount of the proposed tender, except where such disclosure is required for the purpose of obtaining insurance; ii) entering into any agreement or arrangement with any person that he shall refrain from tendering or as to the amount of any tender to be submitted; iii) offering or paying or giving or agreeing to give 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 any other tender or proposed tender for the said work any act or thing of the sort described above. The context of this clause the word ‘person’ includes any persons and any body or association, corporate or unincorporated; and ‘any agreement or arrangement’ includes any such transaction, formal or informal, and whether legally binding or not. 21
  22. 22. Freedom of Information 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 (e.g. 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. 22

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