Purpose

Report seeking approval to procure a
transformation partner.

Decision

RESOLVED that
 

i.      
the commencement of a procurement to appoint a single
transformation partner through ESPO Consultancy Services 664_25
framework: Lot 10 Strategic Programmes and Projects is approved.
 

ii.    
a contract structure comprising Phase 1 (diagnostic) with an
optional inclusion of a second Phase 2 (delivery) is approved.

 

iii.   
the decision to award the contract and day-to-day contract
management is delegated to the Chief Executive for Phase 1.

Reasons for the decision

The council faces a challenging financial
outlook linked to national funding changes.
Use of reserves in 2026/27, alongside
investment in transformation capacity funded
through the flexible use of capital receipts,
will provide the time and capacity to
deliver sustainable change. A single, council
wide transformation partner enables
pace, coherence, and assurance, with the break
clause safeguarding value for
money and performance.

Alternative options considered

1)   
In developing the recommended approach, the council evaluated a
range of delivery options against the criteria of pace, value for
money, assurance, and the ability to sustain benefits.
 

2)   
First, the option to continue relying solely on internal capacity
was reviewed. While the organisation has delivered significant
improvements and cost reductions in recent years, the current scale
and cross-cutting nature of change requires additional specialist
capability and an independent evidence base. Relying on internal
capacity alone would constrain pace, increase delivery risk, and
limit access to external insight and challenge.
 

3)   
Second, the council considered commissioning several smaller,
discrete consultancy assignments. Although this could target
specific issues, experience in the sector indicates that a
fragmented approach introduces duplication, inconsistent
methodologies and benefits tracking, and a heavier management
overhead for services. It also weakens accountability for
end-to-end outcomes and makes it harder to sequence dependencies
across programmes. For these reasons, a multi-supplier model was
not preferred.
 

4)   
Third, the option of open market procurement and/or dividing the
requirement into separate lots was explored. An open procedure
could widen the bidder field but would extend timescales and run
counter to the need for early mobilisation. Lotting could lower
barriers for smaller providers but would fragment accountability
and dilute the benefits of a single, integrated methodology. By
contrast, using the ESPO Consultancy Services 664_25 framework: Lot
10 Strategic Programmes and Projects offers a prequalified supplier
base, robust terms, and an efficient further competition process
that preserves competitive tension while enabling a joined-up
delivery model.-qualified supplier base, robust terms, and an
efficient further-competition process that preserves competitive
tension while enabling a joined-up delivery model.
 

5)   
Accordingly, the preferred option is to run a competition via the
ESPO Consultancy Services 664_25 framework to appoint a single
transformation partner under a twophase
contract: an initial diagnostic (fixed outputs) followed by a
council controlled optional delivery phase. This balances assurance
and flexibility, supports value for money, and provides the
capacity and capability required to deliver sustainable
improvements at pace. Further commercial and financial detail is
contained within the confidential Strategic Procurement Plan (SPP)
annex.