Set up of income generation and marketing functions across Warwickshire’s Heritage and Cultural Services

Timescale Work to be undertaken between 6th February 2012 and 14th December 2012.

ContextWarwickshire County Council’s Heritage and Cultural Services (HCS) are undergoing transformation both to make services more efficient and resilient, and to meet planned savings targets. As part of this a number of teams are being formed that will work strategically across the range of services encompassed by HCS (Archaeology, Archives, Arts, Ecology, Heritage Education, Museums, Tourism).

The Special Projects team will consolidate fundraising, marketing and income generation across HCS. The team will coordinate a cohesive and innovative approach to these activities, promote best practice internally, and lead the development of work of strategic importance across services. The Special Project’s team’s remit is detailed in Appendix A. The team will consist of two new posts, a full time Special Projects Officer (fundraising) and a part time Service Development Officer (income generation and marketing). The member of staff who will be moving into the Service Development Officer role will be taking a 12 month career break from January to December 2012. Warwickshire County Council HCS are seeking to appoint a consultant or team of consultants to undertake work to set up the income generation and marketing functions within the team over 2012, as detailed below.

Work to be undertaken Outputs1 Capture an understanding of current income

generation and marketing practice, future needs and opportunities across HCS.

Initial audit and concise report.

2 Establish and facilitate a Business Development working group for staff across HCS to contribute to the development and implementation of this work.

Terms of reference for Business Development group. Meetings held as required.

3 Develop and capture an understanding of HCS’s:

- Current and potential audiences

- Profile - Brand

Brief scoping report recommending target audiences, to inform plans.Brief scoping report to inform plans.Brand Values and related documents.

4 Development of a two year marketing and income generation plan. Coordination of initial, pilot activities set out in this plan.

Two year plan.Completed pilots of at least two approaches to income generation. Completed pilot of initial strategic marketing activities.

5 Undertake work with a view to ensuring the sustainable future of the zero budgeted Special Projects team.

Financial and resource modelling work to sit alongside the two year plan.

6 Work with HCS Management Team to set up a process and criteria for prioritisation, agreement and sign off for income generation and marketing work.

Prioritisation criteria document. Process for sign off trialled at Management Team with sign off of pilots.

Skills and Experience Experience of developing and implementing strategic marketing plans within the

heritage and cultural sector Experience of customer and audience profiling Proven track record of successful development of sustainable income generation

activities within the heritage and cultural sector Highly skilled facilitator, negotiator and coordinator Successful track record in managing budgets and projects Ability to carry out work within an integrated service delivery model and proven

track record of a collaborative approach on project and / or programme delivery

ReportingAn inception meeting will be held at the commencement of the contract, and HCS Management Team will expect to receive quarterly reports detailing budgets, progress to date against key milestones and any identified risks / issues.

The final two year plan and associated documents should be submitted at the end of the delivery period, on 14th December. HCS Management Team should have had opportunities to comment on the development of this report prior to its submission.

As well as this formal reporting process HCS Management Team will expect to be consulted on key decisions as agreed at the inception meeting. HCS Management Team will endeavour to offer support in the form of ongoing guidance and advice to the contracted organisation, as requested.

HCS Management Team should be notified immediately of any risks or issues that could have an impact upon the agreed programme, budget and timescales so that action can be agreed and taken to mitigate these risks.

CostsThe main fee proposal must be inclusive of all core and administrative costs, as well as monies allocated for delivery costs, any special expenditure, travel costs and printing of 2 copies of all associated reports.

Tenders above £20,000 may not be considered.

We will allocate a budget of £5,000 to you alongside the costs associated with your time, to spend on piloting income generation and marketing activities. We do not need you to give a cost breakdown for these funds as part of your tender, as spend will be defined and agreed with HCS Management Team as the work is undertaken. We will expect you to account separately for these costs, with receipts, and for any unspent costs to be paid back to WCC at the end of the contract.

Application ProcessTenders should be submitted by: 23rd January 2012, 12.00pm, and should include:

Delivery proposal, including timescales Breakdown of costs Staff involved and the tasks they would be responsible for (including which team

members will be responsible for programme management overall, budgets and reporting to Warwickshire County Council).

CVs of all consultants involved, including any sub contracted workersWe will expect you to evidence that your organisation and any sub contracted organisations have thorough and robust financial procedures and valid insurance policies.

Warwickshire County Council’s procurement procedures require a number of forms to be submitted alongside tenders, as listed below and attached at the end of this document. If you do not submit to following forms by the deadline for submission we will be unable to consider your tender.

Document E (Part 1) Tenderers Contact information Document E (Part 2) E-Procurement Document G Equality Document H Health and Safety Declaration Document I Environmental Procurement Document J Form of tender and acceptance of Contract terms Document K Collusive Tendering Certificate

We are happy to accept tenders via email.

Deadline for submission: 23rd January 2012, 12.00pm.

Must be submitted to: Kate Barnard, Arts and Culture Development Manager (job share), Communities, Warwickshire County Council, Barrack Street, Warwick, CV34 4TH and clearly marked: HCS income generation and marketing

Assessment CriteriaThe Heritage and Cultural Services panel will assess tenders against the following criteria:

value for money skills and experience of team in all areas relevant to the brief knowledge of innovative and best practice in income generation & marketing project management and planning financial management and planning

Interviews: 30th January 2012, in Warwick.

ContactIf you have any questions about this brief please contact:Kate BarnardArts and Culture Development Manager (job share)

CommunitiesWarwickshire County CouncilBarrack StreetWarwickCV34 4THTel: 01926 412492 Email: katebarnard@warwickshire.gov.uk

Appendix A

Role of the HCS Special Projects teamThe members of the new special projects team met on 3rd, 11th and 18th October to discuss how the team might operate to achieve a more consistent and strategic approach to fundraising across HCS. The HCS Transformation Group reviewed these proposals on 28th October.

1.0 Proposed remitThe special projects team will be responsible for:

a) Raising awareness across HCS of available funds, best practice in bid writing and project management for successful applications.

b) Identification and development of bids for strategic funding projects which involve two or more services across HCS, and / or external partners.

c) Developing and maintaining their awareness of HCS overall and service priorities, work streams and collections.

d) Working with HCS management and staff to facilitate a consistent approach to fundraising across HCS.

e) Maintaining and communicating a comprehensive overview of funding applications across HCS (i.e. – no bid should go in without this team’s knowledge and HCS Management Team sign off).

f) Over-arching management, co-ordination and reporting to funders for strategic funding projects which involve two or more services across HCS, and / or external partners.

g) Assisting Management Team to scope, develop and oversee implementation of sustainable income streams across HCS.

h) Working with Management Team to develop a consistent and strategic approach to marketing across HCS, with a particular emphasis on marketing in relation to:

- improving existing or developing new income streams.- increasing the number of people accessing HCS provision from across the

county and beyond.i) Developing and maintaining their professional knowledge of trends and language

within the funding sector, particularly in relation to funding for heritage and culture. They will be the central point for this knowledge across HCS.

j) Relationship development with funders and partners. In the community, voluntary, public and private sector.

2.0 Delivering this remita) The special projects team could let staff across HCS know if they come across funding

streams that might be of use to them, this work would be assisted by a deeper knowledge of services (see h)). It is unfeasible for the special projects team to lead or even support the development of every fundraising bid. However, they should be able to offer advice and guidance on best practice. We may wish to consider having the ability for services to buy in special projects team time to work on single service bids.

b) The special projects team will use their knowledge of priorities and work across HCS to identify and develop potential bids that meet the strategic needs of HCS as a whole. The kinds of bids this work covers are likely to involve one or more service within HCS, and partners outside of HCS. This work will be supported by the process described in d) for ensuring a consistent approach to fundraising.

c) A current awareness of the work and needs of all services across HCS is required for the special projects team to have a strategic overview of upcoming bids. This could include special projects team members hot desking alongside staff from each service.

d) To ensure a consistent approach to fundraising across HCS we need to assess all potential funding bids, income generation and marketing work for ‘fit’ with HCS priorities and potential for further join up across HCS. This would be achieved via a regular special projects slot at HCSMT where the special projects team attends and potential bids and work areas are tabled, discussed and either agreed or rejected, and a consistent approach to marketing is set and monitored. HCSMT will be the arbiter of which pieces of proposed work are considered strategic, and therefore may fall to the special projects team to deliver, and which are considered day to day business1 for delivery in services.

e) The special projects team will be responsible, and write in their time to be paid for by, these strategic fundraising bids. This will involve over-arching management, coordination, communications between partners, reporting to funders, but not day to day delivery.

f) The special projects team will work to scope and develop sustainable income streams across HCS. This work will be supported by the process described in c) for ensuring a consistent approach to fundraising. The caveats on the ability of the team to take forward this area of work are detailed in section 3.0 below.

g) As high quality marketing is closely linked to income generation work it makes sense to integrate these two areas of expertise within the transformed HCS services. The team will take a strategic overview of marketing needs and approaches across HCS and work with HCSMT to agree and co-ordinate improvements to marketing practice. This will involve over-arching management, coordination, communications between services and partners, but not day to day delivery of anything other than strategic or income generation related marketing work.

h) As both team members currently have specialisms in archives and archaeology work will be required to enable them to understand the work and needs of teams across HCS, the sectors they operate in and the funders they could apply to. There is also a need to maintain a connection with their current specialisms to keep abreast of trends. We propose:

- Special projects team members will attend at least two service team meetings or meetings with leads of service areas per year.

- Assessment of, and investment in meeting, the special projects team’s training needs to assist with development of knowledge of other HCS areas and corresponding funders.

1 Generally day to day business will be defined as: work that can be contracted out to HCS staff or external partners, and work that funders will not expect a project manager to undertake.

3.0 Ensuring the team’s sustainabilityAs both posts within the team are zero budgeted it is vital that we carefully consider how the team will operate financially, to ensure that time is released for strategic activities that are not profit making (e.g. – time spent understanding teams in HCS, researching funding, or facilitating a consistent approach to fundraising across HCS). There is a fine balance to be struck between the team’s strategic remit across HCS, their need to maintain a portfolio of work and the need for income security. For example, the ideal scenario for the individual team members would be to win a three year funding bid that covered their salary costs over the longer term. However, a commitment of this nature would leave them with no time to develop further bids or carry out the team’s strategic role across HCS, as there would be an expectation from funders that the team act as project managers for the duration of the project. Sustainable income streams (either negotiated as a cut of HCS income or a percentage of new streams set up by the special projects team) may be the route to ensuring that we always retain a percentage of special projects team time to undertake the strategic and coordination roles detailed above.Agreed approach:

Creation of a new cost centre for the special projects team, and negotiate that funds brought in by the team are able to roll forward year on year. It is our understanding that, although the team currently raise more than their stated income targets each year, these monies are not rolled forward. This current scenario creates a pressure on the team to start from scratch to fundraise to cover their own salary costs at the start of each financial year. A change in this approach to one that allows carry forward would alleviate this pressure and free up special projects team time for strategic and coordination roles.

Where new income streams have been created by the special projects team they take a 50% cut of any future income annually to go into the special projects team’s cost centre to cover salary costs.

With transition to this new way of working, and development of new income streams there may be a shortfall over 2012/13, as unfunded special projects team time will be required to develop a genuine understanding of all HCS services, and to identify and set up income streams. Seed funding will be necessary to free staff time to take forward this initial work.

Document E (Part 1) - TENDERERS CONTACT INFORMATION

1 Company Unique Supplier Number (WCC) if known – if new supplier please disregard this field

2 Company name

3 Company address (if more than 1 trading address include further details in the additional information field

4 Company Number:5 VAT Registration Number6 Charity Number (If applicable):7 Telephone Number8 Fax Number9 General company e mail address10 Web Site address

11 What is your companies preferred method for receiving orders: -

E mail Fax

Note if your company is unable to receive either a faxed or e mailed order we will still send orders by post.

12 Please detail either the e mail address or fax number Warwickshire County Council should send orders to

13 In order to improve efficiency, we wish to send remittance advice notes to our suppliers electronically. Please detail the e mail address to which Warwickshire County Council should send remittance advice notes

Additional Information

It is our policy to pay all suppliers/clients/individuals where possible via the Bank Automated Credit System (BACS). This method is more efficient and also reduces the processing time on any payments that may be due.

We hope you will take this opportunity to complete the BACS detail request form provided and return it with your tender.

BANK/BUILDING SOCIETY ACCOUNT DETAILS

Details - *individual/ company/ organisation *Please delete as appropriate

Name (as on bank account): Invoice Address:

Payment Address (if different)

Bank/ Building Society Name: Bank/ Building Society Address:

Bank Account Number Bank Sort Code Building Society Account No.(if applicable)

Name: (please print) ____________________________________________

Position in Company:(please print)____________________________________________________

Signature: _______________________________________________

PLEASE RETURN FORM TO:

Form to be returned with tender documentation

Document E (Part 2) – E-Procurement

TO:

WARWICKSHIRE COUNTY COUNCIL(hereinafter called ‘the County Council’)

Warwickshire County Council would like to trade electronically where possible with suppliers. By engaging in electronic procurement with the County Council you give your consent to the information you, your company or your firm provides being transmitted via the internet and you understand that the County Council will not guarantee the security of such information. You further agree that the County Council shall not be liable for any losses or damages suffered directly or indirectly by yourself or any third party as a result of information provided by you, your company or your firm being transmitted via the internet.

Signed Status

For and on behalf of

Date

Tender Document G – Equality

Please note: If you are not currently subject to UK legislation, please supply details of your experience in complying with equivalent legislation that is designed to eliminate discrimination and to promote equality of opportunity

Q.1Is it your Organisation’s practice to comply with ALL of your statutory obligations under all Equal Opportunities legislation

a. As an employer in relation to decisions to recruit, select, train, remunerate or promote employees? YES / NO

b. In the provision of goods, facilities, services or other functions to the public? YES / NO

Q.2Does your Organisation observe codes of practice and guidance to employers issued by the Equality and Human Rights Commission*?

* formerly the Commission for Racial Equality Commission, Disability Rights Commission and Equal Opportunities Commission

YES/NO

Q.3Does your Organisation have an Equal Opportunities Policy?

YES / NO

Q.4Does your Organisation regularly review its policies, procedures and services to ensure they are free from unlawful discrimination? YES/NO

Q.5In the last three years has your Organisation been the subject of a formal investigation by the Commission for Racial Equality, the Disability Rights Commission the Equal Opportunities Commission, or the Equality and Human Rights Commission, on grounds of alleged unlawful discrimination?

YES / NO

If you answered yes to Q.5 please provide details and describe the steps you have taken to prevent this recurring

Q.6In the last three years has any court or employment tribunal made any finding of unlawful discrimination (whether on grounds of race, sex, sexual orientation, belief or disability) against your Organisation? YES / NO

If you answered yes to Q.6 please provide details and describe the steps you have taken to prevent this recurring

Q.7In the last three years, has any contract with your Organisation been terminated on grounds of your failure to comply with:

a. Legislation prohibiting discrimination, victimisation or harassment? YES / NO

b. Contract conditions relating to equal opportunities in the provision of services? YES / NO

If you answered yes to Q.7 a) or b), please set out the circumstances and describe the steps you have taken as a result of that finding or termination of contract

Document H – Health & Safety

1. Does the company have a health and safety policy?

Yes No

2. Is your health and safety policy reviewed and revised at regular intervals (not exceeding 12 months)?

Yes No

3. Do you have a health and safety training programme for employees?

Yes No

4. Do you routinely carry out risk assessments?

Yes No

5. Do you have an accident reporting system?

Yes No

6. Do you ensure that any sub-contractors have an adequate policy and arrangements for health and safety and are competent to do their tasks?

Yes No

7. Has your company been served with an enforcement notice or been prosecuted in the past 3 years for breaches of health and safety legislation?

Yes No

If yes, please give details of the prosecution or notice.

Warwickshire County Council reserves the right to inspect your health and safety policy and any other health and safety documentation to satisfy itself as to the level of competence if deemed necessary for the particular contract or service to be provided.

Document I - Environmental Procurement

Our five-year environmental procurement strategy makes provision for working with our suppliers, with the objective of ‘greening’ the supply chain. We’re making a start by looking at how suppliers are dealing with environmental issues themselves, and are asking organisations wishing to trade with the Council, to complete and return the attached Suppliers’ Environmental Questionnaire

Suppliers’ Environmental Questionnaire

1. Does the company have an environmental management system accreditation e.g. ISO14001, EMAS?

Yes No

If yes please state what accreditation you have.

2. Does the company have an environmental policy committing it to a programme of environmental improvement?

Yes No

3. Has the company undertaken a review of the environmental impact of its activities?

Yes No

4. Do you have an action plan in place to reduce your adverse environmental impacts?

Yes No

5. Does the company observe industry best practice standards with regard to environmental matters?

Yes No

6. Has the company been prosecuted or issued with an improvement notice for infringement of environmental legislation in the last 3 years?

Yes No

If YES, please give details of the prosecution or notice – you need not disclose spent convictions.

Please e-mail procurement@warwickshire.gov.uk if you require any assistance completing the form.

More information is available on: www.warwickshire.gov.uk/procurement

Document J – Form of Tender

FORM OF TENDER (page 1)

Tender for the supply

Of: Set up of income generation and marketing functions across Warwickshire’s Heritage and Cultural ServicesPeriod: February – December 2012

1. I / We hereby offer to provide the Contract for ‘Set up of income generation and marketing functions across Warwickshire’s Heritage and Cultural Services’ as detailed in the Brief and perform, fulfil and keep all the obligations of the Contractor in accordance with the provisions of the Contract Documents, all for the sums properly due under the contract as calculated in accordance with the Pricing Document submitted as a part of my/our tender.

2. I / We confirm that:

(a) I / We are fully conversant with all the Contract Documents and this tender is submitted strictly in accordance with those Contract Documents including the Conditions of Tender, Conditions of Contract, and standard clauses relating to Equality, Health and Safety and the Environment and is without any conditions or qualifications whatsoever.

(b) I / We have enclosed with this Form of Tender all the required documents and information in accordance with the Conditions of Tender which together with this Form of Tender constitutes my/our tender;

(c) I / We confirm that in submitting my/our tender I/we have not relied on any oral or written representation or warranty made by the Authority or its Officers except those expressly incorporated by reference into the Contract Documents. In particular, I/we confirm that any information given to me/us by way of guide quantities in the Pricing Document and/or any plan, file or similar information in the Specification was given as a guide only and I/we acknowledge that the Authority has not made any warranty or representation as to the actual quantities that will be commissioned under the contract.

FORM OF TENDER (page 2)

Contract for (Set up of income generation and marketing functions across Warwickshire’s Heritage and Cultural Services)

SIGNATURE INFORMATION PAGE

To be signed by the person(s) tendering or, in the case of a firm or company, by a Contractor(s) or authorised representative(s) thereof respectively in his (their) own names(s) and on behalf of such firm or company.

Signed on behalf of the tenderer.

I have read the declaration contained on page 1 of this Form of Tender document and I agree to be bound by its terms as evidenced by my signature below.

DATED THIS DAY OF 20

*SIGNATURE(S)

FULL NAME(S)

(CAPITAL LETTERS)POSITION INCOMPANY

ON BEHALF OF(COMPANY NAME)

POSTAL ADDRESSOR REGISTEREDOFFICE

TELEPHONE No.

WHERE A PAGE WITHIN THIS DOCUMENT REQUIRES A SIGNATURE IT MUST BE SIMILARLY SIGNED.

WHERE ANSWERS ARE GIVEN ON SEPARATE SHEETS EACH SHEET MUST BE SIMILARLY SIGNED.

Document K - COLLUSIVE TENDERING CERTIFICATE

TO:WARWICKSHIRE COUNTY COUNCIL

(hereinafter called ‘the County Council’)

The essence of selective tendering is that the County Council shall receive bona fide competitive tenders from all persons tendering. In recognition of this principle:

I/We certify that this is a bona fide tender, intended to be competitive and that I/we have not fixed or adjusted the amount of the tender or the rates and prices quoted by or under or in accordance with any agreement or arrangement with any other person.

I/We also certify that:(a) I/We have not entered into, nor know of, any agreement or arrangement with any

other person that is intended to, or will have the effect of, preventing, restricting, or distorting the competitiveness of this tender process; and

(b) I/We am/are not aware of any investigations or pending investigations by the Office of Fair Trading, or other relevant body, into suspected anti-competitive behaviour affecting this tender process or my/our business in general.

I/We also certify that I/we have not done and undertake that I/we will not do at any time any of the following acts:(a) communicating to a person other than the County Council the amount or

approximate amount of my/our proposed tender (other than in confidence in order to obtain quotations necessary for the preparation of the tender for insurance); or

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

(c) offering or agreeing to pay or to give or paying any sum of money, inducement 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 services any act or omission.

Signed Status

For and on behalf of

Date