Invitation to Tender Docs

Restricted - Commercial in Confidence

Instructions to Suppliers and Invitation to Tender documents

A Paid for Media Campaign to Support Child Support Agency Case Closure Programme

Agreement Reference: Government Procurement Service Framework RM988 Lot 1

Instruction to Suppliers final 1 Restricted - Commercial in Confidence

Contents

1. GENERAL INFORMATION 3

2. ADMINISTRATION OF THE PROCUREMENT PROCESS 3

3. CONTRACT PERIOD 4

4. SUPPLIER CLARIFICATION 4

5. PROCUREMENT TIMETABLE 5

6. TENDER SUBMISSION PROCESS 5

7. TENDER EVALUATION PROCESS 7

Annex 1 – Business Requirement 8

Annex 2 – Evaluation Criteria 24

Annex 3 – Response Template and Spreadsheet for Finance 28

Annex 4 – Supplier Details 30

Instruction to Suppliers final 2 Restricted - Commercial in Confidence 1. GENERAL INFORMATION

1.1 These instructions, together with the business requirement and all other information and documents to which they refer, are designed to ensure that all Suppliers are given equal and fair consideration. It is important, therefore, that you provide all the information asked for in the format and order specified. 1.2 This document and the associated Terms and Conditions document contain the information and instructions Suppliers need to submit a completed tender, including:  Information regarding the procurement, such as the timetable, additional Terms and Conditions to the Government Procurement Service (GPS) Framework contract, evaluation process and award/evaluation criteria;  How to submit questions and requests for clarification; and  Instructions explaining how to complete and submit a tender 1.3 Please read the information and instructions carefully because non-compliance with the instructions may result in disqualification of your tender from this procurement. 1.4 The Terms and Conditions form an integral part of this Invitation to Tender (ITT) and will apply throughout this procurement. They set out further rights and obligations which apply to the Client and successful Supplier. 1.5 Suppliers need to ensure that they have read all the documentation contained within this ITT (Specification, Terms and Conditions and these Instructions) thoroughly so that questions or clarifications are not raised unnecessarily.

1.6 This Invitation to Tender (ITT) is issued by the Department for Work and Pensions (DWP), Child Maintenance Group.

1.7 The purpose of this ITT is to select a supplier to design and deliver a paid for media campaign to raise awareness that the Child Support Agency (CSA) will be closing all of its cases between 2014 and 2018.

1.8 This ITT sets out the information which is required to enable the DWP to assess the ability of suppliers to meet the standards and provide a solution which fully meets the requirements. The DWP intends to award a contract to a single supplier whose response represents the most economically advantageous tender.

2. Administration of the Procurement Process

2.1 The Client will be administering the procurement process electronically. No hard copy documents will be issued and all communications (including submission of tenders) will be conducted via email.

2.2 The Client reserves the right to:  Waive or change the requirements of this ITT from time to time without prior (or any) notice being given by the Client;

 Seek clarification or documents in respect of a Supplier's submission;

Instruction to Suppliers final 3 Restricted - Commercial in Confidence  Disqualify any Supplier that does not submit a compliant Tender in accordance with the instructions in this ITT;

 Disqualify any Supplier that is guilty of serious misrepresentation in relation to its Tender, or the Framework process;

 Withdraw this ITT at any time, or to re-invite Tenders on the same or any alternative basis;

 Choose not to award any Contract as a result of the current procurement process; and/or

 Make whatever changes it sees fit to the Timetable, structure or content of the procurement process, depending on approvals processes or for any other reason.

2.3 Bid costs

The Client will not be liable for any bid costs, expenditure, work or effort incurred by a Supplier in proceeding with or participating in this procurement, including if the procurement process is terminated or amended by the Client.

3. Contract Period

3.1 The contract will be for the period 2nd December 2013 to 30th January 2015 unless terminated by the Client in accordance with the terms of the (GPS) Framework contract. With the agreement of both parties the contract may be extended for a period of up to 6 months.

4. Supplier Clarification (Q&A)

4.1 Suppliers are requested to submit an Expression of Interest to the DWP named representative xxxxxxxx. They will also have the opportunity to raise questions about the ITT and request clarification about the requirement. All questions raised must be submitted to xxxxxxxx at xxxxxxxxxxxxxx by close of business 25th September 2013.

Part of the section has been redacted under the exemption set out in section 40 (2) of the Freedom if Information Act 2000 which covers personal information of third parties

4.2 If a question is deemed by a Supplier to be commercially confidential, then the Supplier should indicate that they believe this is the case. The Client will consider this and if in agreement, will exercise due discretion in handling the question and limiting the circulation of the answer(s) to your organisation.

4.3 Questions not deemed to be commercially confidential will be considered by the Client to be of significance to all Suppliers. All questions and answers will be made anonymous and made available to all Suppliers. If the Client intends to follow this course of action it will inform you before sharing the question and response with all Suppliers which will provide you with an opportunity for the question to be withdrawn.

Instruction to Suppliers final 4 Restricted - Commercial in Confidence 4.4 A Question and Answer log will be issued to all Suppliers who express an interest in this procurement. This will be updated regularly with a final versions of the log issued 27th September 2013. 4.5 The final date for questions and answers and dissemination allows sufficient time for Suppliers to impact this information before finalising their tenders for submission

5. Procurement Timetable

5.1 Set out below is the proposed procurement timetable. This is intended as a guide and, whilst the Client does not intend to depart significantly from it, there may be occasions especially around obtaining Ministerial Approval where the timetable will be subject to change.

Task/Outcome Date Issue of Invitation to Tender 17/9/2013 Question and Answer period (Q&A) 17/9/2013 – 25/9/2013 Final date for Q&A 25/9/2013 Deadline for return of tenders 5pm 30/9/2013 Evaluate tenders 1/10/2013 – 8/10/2013 Presentation (in Leeds) 7th and 8th October Procurement and Commercial 14/10/2013 Board/Independent Approval Obtain Ministerial Approval to award 17/10/2013 – 22/11/2013 contract Note: The following steps and associated dates are subject to change depending on approval time Award notification issued to successful 22/11/2013 and unsuccessful Suppliers Standstill period (10 days) 1/12/2013 Sign contract 2/12/2013 Go Live 2/12/2013

6. Tender Submission Process

Background

6.1 The Client relies on the full completion of all ITT documents which will contain all of the information required to enable a full evaluation to take place.

Tender Completion

6.2 The information or text contained within this ITT (including its Annexes) and your response, any variation of them and any formal interchange of correspondence or information, may be incorporated, whether by reference or otherwise, into any

Instruction to Suppliers final 5 Restricted - Commercial in Confidence subsequent contract/framework agreement that the Client may enter into as a result of this ITT.

6.3 To participate in this procurement, Suppliers are required to submit a fully compliant tender and must answer all questions accurately and concisely as possible. Only information provided in response to the ITT will be evaluated. To ensure equality of treatment of all Suppliers the Client reserves the right to reject any non compliant tender.

6.4 You should answer all questions using the templates provided, presenting them in the same sequence and using the same references. Please ensure all answers are self contained with no cross-referencing. Only information entered into the appropriate answer boxes (which may be extended as necessary but should not exceed any applicable word limit/page count) or in additional documents supplied as requested will be taken into consideration for the purposes of evaluating the tender.

6.5 Responses must not exceed the pre-set margins and space allocation. Any response in excess of these allocations will be ignored. These limits are provided within the ITT form. 6.6 The use of bullets, tables, graphs and charts in support of your responses are all permitted. Responses must be presented using Arial font size 12 (English Language and black typeface), the only exception permitted is where this is not practicable, for example, illustrative graphs or charts, which should be presented within the allocated page limit for the question they are relevant to and must not be embedded separately as this information will be disregarded. 6.7 Tenders must be completed using Microsoft Word 2007 and MS Excel 1997 – 2003 format. PDF Files are also acceptable. Files submitted in Microsoft Project format will not be accepted.

6.8 All acronyms and abbreviations, if used, must be fully explained.

6.9 Where a YES, NO or Not Applicable response is required, please tick as appropriate.

Tender Submission Procedure

6.10 All tenders must be submitted via email on or before 5pm Monday 30th September 2013 to: xxxxxxxxxxxxxx

Part of the section has been redacted under the exemption set out in section 40 (2) of the Freedom if Information Act 2000 which covers personal information of third parties

6.11 Financial information should be submitted in the format requested (usually MS Excel). Documents which have related financial information should be submitted in GBP(£).

Deadline for Submission of Tenders

Instruction to Suppliers final 6 Restricted - Commercial in Confidence 6.12 All tenders must be received by the tender submission deadline which is shown in the procurement timetable.

6.13 To ensure that all Suppliers are treated fairly tenders received after the tender submission deadline may be rejected. The decision whether to reject a tender received after the tender submission deadline is made entirely at the Clients discretion.

6.14 The Client may consider allowing a late tender if the Supplier provides irrefutable evidence that the tender was capable of being received by the Client in full prior to the tender submission deadline.

Additional Materials, Documents and Attachments

6.15 No additional documentation should be submitted with a tender unless specifically requested.

6.16 Information that forms part of general company literature or promotional brochures will not form part of the evaluation process and should not be submitted. 6.17 The tender should not contain any inserted, pasted or embedded pictures or documents (image files, Adobe Acrobat documents or other Word documents) unless specifically requested.

6.18 Any additional documents requested by the Client must be clearly referenced within the body of the tender using a unique, un-ambiguous and relevant file name. They must be saved using MS Word (in Web Page, filtered format only), MS Excel, MS Power Point, Adobe Acrobat or jpeg formats. No other file formats should be used.

7 TENDER EVALUATION

Qualitative Evaluation (Award Stage) 7.1 Evaluators will assess responses to the questions in the ITT and will award scores based on the award criteria and sub-criteria set out in Annex 1 of this guidance. The Qualitative criteria will attract 75% of overall score

Financial Evaluation (Award Stage)

7.2 Financial evaluation will be undertaken by the DWP CMG Finance and Commercial Directorate Finance Team – who are different evaluators to those individuals involved with the quality evaluation process. The Financial criteria will attract 25% of the overall score.

Scoring and Ranking

7.3 Cost will be scored on a sliding scale with the lowest priced tender and those within 5% of the lowest price attracting the maximum score i.e. 4 marks. Full scoring model is shown at Annex 1 Para 12.5.

8. Parent Company Guarantee

Instruction to Suppliers final 7 Restricted - Commercial in Confidence 8.1 If your organisation has a Parent Company and should you be deemed successful in bidding for this contract, then the Client will require a signed Parent Company Guarantee (PCG) to be in place prior to any potential and future contracts being signed.

8.2 The PCG will not be negotiable; however there may be exceptional circumstances where the wording needs to be slightly amended or a deed of guarantee supplied. These may include Special Purpose Vehicles (SPVs), frameworks, consortia and organisations that have parent companies based abroad. The Department’s standard form of words will be used as the basis of the PCG.

Annex 1 Requirement

1.1 This document outlines the requirement for a Supplier who can produce and deliver a national paid for media campaign to make CSA clients aware that their cases will close. This will be the first wave of a 4 year campaign. It aims to raise awareness among the first group of clients to be affected by case closure. This is a group of approximately 300,000 clients who will begin the closure process between May and November 2013.

Background

2.1 The DWP is responsible for the child maintenance system in Great Britain. It operates the:  Statutory child maintenance scheme administered by the Child Maintenance Service (CMS);  Child Support Agency (CSA); and it funds,  Child Maintenance Options, a national (mainly telephone based) service which provides information and support for separating parents. The service helps parents to put an effective arrangement in place by helping them to overcome any barriers they may have and referring them to other sources of support where necessary.

2.2 The Department for Social Development is responsible for the child maintenance system in Northern Ireland."

2.3 The Government is committed to helping parents to take responsibility for their children. Strengthening and supporting families is one of its key priorities. The Government’s view is that a parent’s failure to take responsibility for their children or to pay child maintenance is simply not acceptable.

2.4 The 2012 Child Maintenance Command Paper – ‘Supporting separated families; securing children’s futures’, sets out the Government’s vision for the new child maintenance landscape where collaborative family-based arrangements between separated parents should be the main feature. Government policy is to encourage and support separated parents to make their own family-based arrangements wherever possible. Instruction to Suppliers final 8 Restricted - Commercial in Confidence

2.5 In late 2012, DWP launched the new child maintenance system. Part of this saw the introduction of a new statutory Child Maintenance Service for parents who are not able to make their own arrangements. Eventually, this service will replace the current CSA schemes. When this happens, CSA clients will be told their current CSA arrangement will end. The process will take around four years with the first clients being contacted from mid 2014.

2.6 When cases close clients will not automatically have a new child maintenance arrangement put in place. They must take action to put an arrangement in place themselves. Clients will be offered support in doing this through the Child Maintenance Options service (www.cmoptions.org)

2.7 Even though CSA cases are closing, parents will still have a responsibility to support their children and will be expected to put a new child maintenance arrangement in place. Clients will be encouraged to make their own maintenance arrangement (a family-based arrangement) wherever possible, or to make an application to the Child Maintenance Service for a statutory child maintenance arrangement.

2.8 From early 2014 (subject to regulations) most applicants to the Child Maintenance Service will also have to pay an application fee. For clients who apply to the Child Maintenance Service and go on to make payments directly between each other there should be no further fees following the application fee. For those who use the Child Maintenance Service to collect and pay out maintenance, there will be additional fees to pay. These fees are designed to give both parents a real and ongoing financial incentive to overcome their differences and collaborate in the interests of their children.

2.9 A communications plan has been developed to support CSA clients through the process of case closure. Its purpose is to create awareness that cases will close, create understanding of the action that clients need to take to put a new arrangement in place, and encourage clients to take action to put a new arrangement in place at the correct time.

2.10 The case closure client journey begins with an initial letter sent to clients 6 months before their CSA arrangement ends. Clients are sent a second letter 1 month before their arrangement ends and a third letter at the point when their arrangement ends.

2.11 The CSA caseload will be segmented and entered into the case closure process in segments. The segmentation is based on their existing payment behaviour (see section 5). All segments will be mailed over a period of four years. Clients will be selected and mailed on a daily basis meaning that clients will be at different stages in the journey at any given point in time. At the beginning of the campaign the majority of clients will not be in the campaign at all. Clients will be selected to begin the case closure journey in tranches of approximately 30,000 per month from May 2014.

Communications approach for case closure

3.1 A case closure communications plan has been designed to support the letters described in section 2.9, maximising engagement and understanding so that the maximum number of clients make a new child maintenance arrangement at the right time. Instruction to Suppliers final 9 Restricted - Commercial in Confidence

3.2 The national media campaign is part of this integrated communications plan (see Annex B for other activity included within this plan) and will be the first high profile case closure communications activity. It will seek to raise awareness before any clients are mailed about their case closing so they are prepared when their letters arrive.

Although the target audience for this activity will only be those clients who fall into the first segment affected (see section 5 for detail on each segment), it is likely that clients across all segments will see this activity. As a result the creative must prepare those who are to be mailed first to act quickly, while reassuring other clients that while they should begin considering their options, they do not need to take any action yet.

3.3 Six months before their CSA arrangement ends clients will be sent a letter informing them that their arrangement will end and the date on which this will happen. The call to action in this letter is to contact the Child Maintenance Options service by telephone. This service will support clients in deciding what is the most effective arrangement for them, and provide help and support in putting this in place. Any clients who wish to apply to the new service will need to have contacted Child Maintenance Options before they can make an application.

3.4 One month before their CSA arrangement ends clients will be sent a letter again to confirm the date that their arrangement will end, and further encourage them to contact Child Maintenance Options to put a new child maintenance arrangement in place if they haven’t done so already.

3.5 On the day that the CSA arrangement ends clients will receive a further letter to confirm that the arrangement has ended, to reiterate the need to seek support in putting a new child maintenance arrangement in place, to confirm arrangements for final payments, and inform clients how any outstanding arrears on the case will be managed.

Objectives

4.1 DWP has 3 objectives in relation to case closure and these are supported by 4 communications objectives.

DWP objectives

Objective 1 Close all CSA cases by 2018. Objective 2 Maximise the number of cases where separated parents opt to set up a family based arrangement. Objective 3 Support remaining cases where clients choose not to set up a family-based into a new statutory arrangement managed by the Child Maintenance Service.

Communications objectives

Objective 1 To maximise the number of clients who are aware their CSA case will close.

Instruction to Suppliers final 10 Restricted - Commercial in Confidence Objective 2 To maximise the number of CSA clients who understand what action they need to take to ensure payment continuity. Objective 3 To maximise the number of clients intending to put in place a child maintenance arrangement. Objective 4 To maximise the number of clients intending to put in place a family based arrangement.

Paid for media campaign objective

Objective 1 Maximise the number of clients who are aware that their cases will close in advance of CSA contact, so that they are prepared to take action and are aware of the different kinds of arrangements they can make.

4.2 The role of this campaign is to meet the paid for media campaign objective, ensuring that clients are aware that cases will be closing, are prepared to take action and are aware of the different kinds of arrangements they can make.

4.3 Suppliers will need to develop a paid-for media plan to maximise the impact of the available budget in raising awareness among CSA clients and their influencers (eg friends and family).

4.4 The activity will need to be highly engaging and maximise reach among the target audience.

4.5 The campaign will run over a 9 month period. It will begin in March 2014 before we start to contact clients through direct mail and continue until November 2014. The supplier will need to recommend the most appropriate timings for media/advertising bursts during this period to get the best response for the available budget.

4.6 Suppliers are asked to develop a creative approach considering a range of activities including but not limited to: advertorials, a co-branded promotion with a media owner (potentially including a commercial partner), a traditional display ad, ambient, radio or a mix of approaches. Suppliers can recommend using online channels to support the campaign if they can be demonstrated as appropriate to reach and engage the target audience.

4.7 As an example, the Pensions Service ran a promotion with the Sun in 2012 challenging readers to live off a state pension for a week in order to raise awareness of the changes to workplace pensions. This provides an example of how DWP can work with media partners to raise awareness. (http://www.thesun.co.uk/sol/homepage/advertisement_feature/feature04/4438514/S un-reader-challenged-to-live-on-a-pension-for-a-week-as-part-of-the-DWP-Save-As- You-Go-Challenge.html)

4.8 The Supplier will need to include testing as part of their proposal. This should entail but not limited to:

- initial testing of creative materials in advance of any media activity; and - a one month trial of channels and creative approaches in one region before wider roll out.

Instruction to Suppliers final 11 Restricted - Commercial in Confidence This will allow the opportunity to identify the most effective approach to increasing awareness among clients.

4.9 The call to action for the audience will be to find out more online, look out for the letter and call Options when they receive it.

Audience

5.1 Approximately 900,000 CSA cases will be closed throughout the full case closure period, affecting around 1.8m clients. During the 6 month period of this campaign we expect to contact approximately 300,000 clients (150,000 cases – as both the paying and receiving parent in each case will be contacted). These will all fall within the Nil Assessed segment as described below. 5.2 The case closure audience breaks down as shown below: Segment name Description and definition Nil Assessed Where clients have applied to the CSA in the past but the amount that the paying parent needed to pay was assessed at £0 because of circumstance e.g. parent was in prison/not earning sufficient income Non Compliant Cases where parents should be paying but no child maintenance has been paid to the receiving parent in the last quarter Compliant Cases where some or all maintenance has been paid in the quarter and where no legal enforcement or paying through an enforced method of payment is in use. This includes Maintenance Direct cases. This is where clients have received a maintenance calculation and have agreed to arrange payment directly with the other parent. Undergoing legal Cases who are undergoing legal enforcement or are paying enforcement through an enforced method of payment, such as a Deduction from Earnings Order/Request (where money is taken directly from employers before the employee receives their pay) or Regular Deduction Order (where money is taken directly from a client’s bank account).

5.3 Sociodemographic data Experian Mosaic profiling indicates that 5 out of the 15 Mosaic Public Sector Groups are all over-represented to a greater or lesser extent and these account for 57% of all CSA customers. These groups are:  Families in low-rise social housing with high levels of benefit need (14.8% of caseload)  Lower income workers in urban terraces in often diverse areas (12.73% of caseload)  Young people renting flats in high density social housing (8.82% of caseload)

Instruction to Suppliers final 12 Restricted - Commercial in Confidence  Residents with sufficient incomes in right-to-buy social houses (13.10% of caseload) Couples and young singles in small modern starter homes (8.37% of caseload) 5.4 Although these segments represent a cross section of demographics, they tend to be most characterised by:  -Low educational attainment  -Low income  -Unemployment  -Most are receptive to local or national papers as a source of information  5.5 Emotions and attitudes Client insight work with CSA clients in relation to case closure has been completed recently (not yet published). This research identified that for many of the target audience:  They have low levels of education and comprehension  They feel vulnerable and are highly emotional  There are high levels of animosity between parents  Both paying and receiving parents welcome the security that having the CSA manage their arrangement brings. This is despite issues that many have had with the service  Many are currently in a negative situation with either no or irregular payments  They value being able to access free and independent advice  Clients see that there are big changes coming with far reaching consequences, this creates anxiety which gets in the way of their comprehension of what they are being told.  Clients stated that they would welcome advance information before they begin the case closure process so that they are mentally better prepared when it happens.  Clients do not want communications to make it appear that the case closure process is something that is personal and unique to them – they want to be clear that this is part of a bigger process where all CSA cases will close.  Getting the tone wrong can result in instant disengagement leading to panic.  Although clients understand the benefits of making an arrangement without involving the Government, they feel they are unable to due to issues of trust and previous payment behaviour.  Initial reactions to case closure are likely to be shock and anger, with clients wanting as much notice as possible that it is coming so that they are prepared and ready to take action when they are affected. 5.6 Further to the client descriptions above, clients have been segmented as shown below according to their attitude to child maintenance. Audience Insight Paying Parent - want to support their children I am not in control when it comes to my Instruction to Suppliers final 13 Restricted - Commercial in Confidence children. Paying Parent - want to avoid supporting I am not involved in my child’s life so their children why should I pay? Receiving Parent - could make a family Using the CSA is easier – they stop us based arrangement with help falling out over money. Receiving Parent - at risk of no arrangement Child maintenance won’t be worth it once my case closes.

What DWP are looking for;

6.1 This document outlines our requirement for a paid for media campaign to ensure that the first segment of CSA clients are aware that their cases will be close and are prepared to take action. Including a one month trial, the campaign will run between March and November 2014.

6.2 One of the most significant risks to the delivery of the case closure programme is that clients fail to act to put a new child maintenance arrangement in place. The first step in mitigating this is to ensure that clients know that this is what will happen and begin to understand what will happen when, how they will be affected and how they will be supported.

6.3 The successful Supplier must demonstrate creativity and innovation to develop a solution that directly results in clients being aware that cases will close and how they will be affected.

6.4 The supplier will run a 9 month media campaign to:

 measurably increase awareness among the nil assessed segment of CSA clients and their influencers that their cases will be closed;  ensure they understand how and when this will happen; and  ensure they understand what they will need to do.

6.5 The Supplier is expected to recommend the most appropriate timings for media/advertising bursts during this period to get the best response for the available budget.

6.6 Proposals should recommend an appropriate paid-for-media channel mix for the target audience and must consider the use of national and local press. Direct communications are out of scope and being managed internally. Suppliers should consider a range of activities including but not limited to: advertorials, a co-branded promotion with a media owner (potentially including a commercial partner), a traditional display ad, ambient, radio or a mix of approaches. The supplier must work with M4C for the purchase of media as required by the GPS Media Buying framework.

6.7 The Supplier will be required to develop creative content for all channels to be used in the campaign that is appropriate for the audience. The creative should ensure that clients are prepared to take action to put a new child maintenance arrangement in Instruction to Suppliers final 14 Restricted - Commercial in Confidence place after they are contacted by the CSA about closing their case. Content created will need to be tested with the target audience in advance of a regional trial (see section 6.9).

6.8 The successful Supplier will have experience in developing similar campaigns that support similar target audience groups through change. The campaign must be able to measure and prove the effectiveness of each channel in reaching CSA clients and in making them aware that their arrangement with the CSA will end. Ongoing campaign measurement will be required to measure and maximise efficiency of media spend on a weekly basis. This will be supported by DWP management information showing the number of people contacting the Child Maintenance Options service and source of contact.

6.9 The Supplier will need to run a trial during March 2014 to ensure the approach is tested before roll out. The proposal should recommend how different channel and creative approaches will be trialled to establish what works. A regional trial will be appropriate. The proposal must include recommendations on which region would be targeted and provide a rationale.

6.10 DWP does not have a preference for the visual representation of any creative solutions and would like to give Supplies the scope to return proposals that are innovative and push boundaries.

6.11 The objective of the campaign is to raise awareness and drive clients to seek further information to build understanding on campaign landing pages on the GOV.uk and cmoptions.org websites. The supplier will be required to develop the necessary creative for these pages.

6.12 The creative approach must avoid driving clients who have not yet received the direct mail to our telephone based services as this will incur additional costs to the business.

6.13 High level timescales for the delivery of the campaign, evaluation and payment are as follows:

Stage Date Contract Award 2nd December 2013 Strategy, detailed project plan and 16th December 2013 media proposal Creative development 16th December 2013 to 17th January 2014 Creative testing 17th January 2014 to 3rd February 2014 Activity live 3rd March 2014 Trial period 3rd March 2014 to 1st April 2014 Implementation April 2014 to November 2014 Interim Evaluation Mid-June 2014 (indicative findings) Final Evaluation November/December 2014 (detailed findings)

Instruction to Suppliers final 15 Restricted - Commercial in Confidence 7 Messages

7.1 Wider messages about child maintenance  Arrangements made between parents themselves (“family-based arrangements”) are best for parents and children and there are different types of family based arrangements.  In most cases, the Child Maintenance Service (CMS) should not be parents’ first choice for child maintenance.

7.2 Case closure messages  A new child maintenance scheme has been launched and is run by the Child Maintenance Service (CMS) a new organisation that will eventually replace the CSA.  The CSA is starting to end all of its maintenance arrangements. This will be phased over the next 4 years with the last arrangements expected to end in 2018.  Everyone with a CSA case will get a letter up to 6 months before their arrangement ends to explain what’s happening, what their options are, and where to get help in making a new arrangement.  All CSA customers will be offered help to make a new child maintenance arrangement. Help will be available from the Child Maintenance Options service.  If you have a CSA case you don’t need to do anything different until you are contacted about ending your arrangement. This could be any time between now and 2018

7.3 Charging messages  To encourage parents to make family-based arrangements where possible, parents who use the Child Maintenance Service scheme will be charged a fee for applying to the service, followed by charges for collecting and passing on child maintenance payments. There are also a range of enforcement fees for when a paying parent does not pay the right amount at the right time.  Victims of domestic violence are exempt from application charges.

8 Key deliverables and expectations

8.1 The requirement is for the following activities;

. Creative – Develop an appropriate creative solution suitable for the chosen media which meets the campaign requirements. This will require DWP sign off to proceed. Suppliers should factor into their plan time to allow for revisions and feedback to their proposed creative. . Testing – Creative testing to ensure that the creative is suitable for the target audience and achieves the campaign objectives. . Trial - Regional test to establish the optimum combination of channel and creative. . Media planning and campaign management – Create and implement a media plan which will most effectively meet the campaign objectives within the available budget. This should include a proposal for how activity will be phased over the campaign period. Instruction to Suppliers final 16 Restricted - Commercial in Confidence Media will be purchased by M4C through the GPS Media Buying framework. The £200,000 budget is inclusive of media spend. . Implementation & optimising media spend – Evaluation to take place weekly throughout the period of the campaign. The outcome of this evaluation will be used for ongoing optimisation of the media plan. . Detailed evaluation – - An interim evaluation to evaluate results of the first 6 weeks of the campaign to optimise channel mix and creative. - At the end of the campaign period in November 2014, we will require a detailed evaluation for each channel assessing the overall effectiveness of the campaign. - DWP will provide information on call volumes into the Options service driven by this activity from clients who have begun the case closure journey. - DWP will conduct a survey tracking clients from before they start the case closure process through to the point at which their case ends. This will indicate awareness generated among clients and the influence of this activity on intention to put a child maintenance arrangement in place. DWP will supply results from this survey– however initial results are unlikely to be available until July 2014 - The supplier should support the data provided by DWP with its own evaluation of campaign effectiveness (for example a small scale survey with the target audience).The supplier will need to demonstrate how they will guarantee that they will achieve 60% prompted recall of the activity among the target audience by the end of the campaign.

8.2 DWP are not judging proposals on the volume of ideas – more on the quality and creativity displayed – so one great idea is better than several weak ones (i.e. not thought through properly or irrelevant to brief and challenge).

8.3 Your response should include the following sections:

 Understanding of brief, including: -Campaign purpose and objectives -Target audience  Experience, including: -Agency and individual experience  Creative and media solution, including: -Testing approach -Proposed creative with rationale -Proposed media plan  Evaluation plan, including -Evaluation of creative testing and regional test -Plan to measure channel effectiveness based on Outputs, Outtakes and - Intermediate Outcomes  Project plan and evidence of cost effectiveness (not in Microsoft Project format).  Cost breakdown, including

Instruction to Suppliers final 17 Restricted - Commercial in Confidence -Breakdown of key staff showing man days, man day rates and total for whole project

What does success look like?

8.4 The framework below outlines key performance indicators at a high level. However, as outlined above your response should include a detailed plan showing how you will measure the channel effectiveness for each channel or use of media you are recommending in your media plan.

Outputs Reach >80% of target audience group Average cost per client reached <£0.50 Outtakes >60% prompted recall >50% understand how it will affect them >30% intend to take action as a result of seeing the campaign

The supplier will need to detail how they intend to measure the effectiveness of each channel in achieving the outtake targets above.

Intermediate outcomes Overall communications plan target: >80% of CSA clients contacted access Child Maintenance Options support through online or telephone services. >30% uplift or volume of traffic to specific campaign pages on Gov.uk and Options website. Measured by DWP web analytics and telephony survey. Outcomes Demonstrable evidence that people who have seen media are more likely to a) make an arrangement b) make a family-based arrangement when compared with groups who have not seen media campaign measured by 10% uplift in outcome survey results. Measured by DWP survey.

9 Budget

9.1 There is a budget of up to a maximum £240,000 including VAT, with cost net of VAT not to exceed £200,000 available for this project and suppliers must be mindful of providing value for money and therefore be able to justify each cost element.

10 Project and contract management

10.1 The campaign will be overseen by xxxxxxxxxxxxxx in CMG. The Supplier must supply a nominated account manager to oversee the campaign and be the central point of contact for any issues.

10.2 The contract will be managed by the DWP Child Maintenance Commercial team supported by xxxxxxxxxxxxxx Customer Planning Manager, with delivery managed by

Instruction to Suppliers final 18 Restricted - Commercial in Confidence xxxxxxxxxxxxxx, Strategic Communications Manager. DWP staff will be responsible for sign-off of deliverables and associated payments.

Part of the section has been redacted under the exemption set out in section 40 (2) of the Freedom if Information Act 2000 which covers personal information of third parties

10.3 The Supplier will be required to deliver to their project plan which will form the basis of regular discussions. A weekly “progress” conference call/meeting will be held to discuss progress against the plan, explore and shape new approaches to meet the key performance indicators described in the objectives, ensure activities are complementary to the DWP’s own communications plans, resolve issues and help ensure the project deliverables are meeting the expectation of the DWP.

10. 4 A weekly report recording progress should be provided. This report should record progress against each stage, milestone, budget line, issues, risks and dependencies.

10. 5 The Supplier will be expected to attend meetings in Leeds for:

- project start up - interim evaluation - final evaluation. In addition the supplier will be required to attend monthly face to face progress meetings, (location dependant what is most cost effective).

Following the successful commissioning of the Supplier, account managers will work directly with the client on the day to day management of the campaign.

11 Contract Payment

11.1 Payments will be made in stages linked to the delivery plan of the following deliverables:

 Creative  Trial results  Media planning and campaign management  Campaign delivery complete  Detailed evaluation

11.2 The bids/plans should outline how staged payment would work in terms of the phases mentioned above.

12 Evaluation Approach and Selection Methodology

12.1 The objective of the evaluation process is to enable DWP to assess the responses to this ITT and select a preferred supplier to proceed to contract award. Any contract awarded will be on the basis of the proposal which represents the most economically advantageous tender in response to this ITT.

Instruction to Suppliers final 19 Restricted - Commercial in Confidence 12.2 Suppliers will provide a written response to the requirement and then present their proposal to the evaluators. The presentation will be an opportunity for Suppliers to talk through their proposal and for evaluators to clarify any aspect of the written proposal. There will be no specific marks allocated to the presentations. Following presentations scores will be awarded in line with the scoring approach set out below and the evaluation criteria shown in Annex 1. 12.3 Supplier presentation will last 30 minutes with an additional 20 minutes question and answer session for the panel to ask questions around solution offered. Presentations will take place in DWP CMG Offices in Leeds.

12.4 Responses to the questions 1 to 5 specified in Annex 2 will be scored by DWP using the following approach:

Mark Description 0 Unacceptable Nil or inadequate response. Fails to demonstrate an ability to meet the requirement 1 Poor Response is partially relevant but generally poor. The response addresses some elements of the requirement but contains insufficient/limited detail or explanation to demonstrate how the requirement will be fulfilled 2 Acceptable Response is relevant and acceptable. The response addresses a broad understanding of the requirement but may lack details on how the requirement will be fulfilled in certain areas 3 Good Response is relevant and good. The response is sufficiently detailed to demonstrate a good understanding and provides details on how the requirements will be fulfilled. 4 Excellent Response is completely relevant and excellent overall. The response is comprehensive, unambiguous and demonstrates a thorough understanding of the requirement and provides details of how the requirement will be met in full.

12.5 Responses to Question 6, Cost and value for money will be scored on a sliding scale with the lowest priced tender and those within 5% of the lowest price attracting the maximum score i.e. 4 marks. The scoring is set out in the table below:

Tender Price Score Lowest price + within 5% 4 Lowest price + within 10% 3 Lowest price + within 15% 2 Lowest price + within 20% 1 All others 0

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13 Costings

13.1 Costings in the proposal should include all overheads and should be itemised under the following headings:  project management and professional time;  media costs;  creative and production costs;  testing and evaluation;  campaign administration;  secretarial and administration costs;  travel and subsistence;  stationery, postage, telephone, fax;  overheads;  evaluation, and  VAT.

Proposals should set out the daily fee rate of each member of the project team and the number of days allocated to each team member, by type of activity

14 General Security

14.1 The Campaign must meet the stringent DWP security standards. Departmental policies and procedures must be adhered to throughout the contract,

Appendix A: Generic Security Accreditation Document

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Instruction to Suppliers final 21 Restricted - Commercial in Confidence Appendix B: Communications plan summary

Case closure communications activities

How the story unfolds

Promote different Overcome barriers to Support CSA clients arrangements adopt / maintain behaviours through change

Drive timely Build awareness and interest Support understanding action

CSA clients CSA clients (whose case has CSA clients Influencers / stakeholders closed and contact Options)

Own channels Paid-for Own channels Paid-for Own channels Paid-for Channels Channels Gov.uk Gov.uk Channels Gov.uk / Options Case workers Media partner / website Stakeholder advertorials Options website . toolkit Options website Conversation in Case workers CM Options Direct comms / Overcoming Partner portal barriers guides Earned Channels Earned Earned Channels Local partners eg. Jobcentre Plus and Channels Client representative websites National Partnership Team Social media clinics Local commercial partners eg, Stakeholder training Sainsbury’s Social media forums

Proposition Proposition Proposition Proposition Proposition Provide accurate and timely information Normalize Peer and client Triage need, Activities to to prompt action different influencers to provide normalize arrangements advocate other information and access to support (change the arrangements signposting default) based on client segmentation

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The communications activities planned to support the case closure programme are:

Promote different arrangements – activity to raise awareness that CSA cases will close and of the different arrangements that clients can make. - Paid for media – using media activity to create awareness among affected CSA clients that their cases will close, what action they need to take and when, and the different types of arrangement that they can make. (as detailed in this ITT) - Using our own on and offline channels to raise awareness of the options that separated parents have in making a chid maintenance arrangement - Ensuring that local level partners (both commercial and voluntary and community sector) act to raise awareness and interest among the target audience. - Initiating and participating in online conversations about child maintenance

Overcome barriers to adopt/maintain behaviours – activity to ensure that clients are supported in putting in place the most appropriate arrangement for them. - Use of gov.uk website to provide support for CSA clients in making a new child maintenance arrangements - Support clients in making a new child maintenance arrangement through Child Maintenance Options service across their telephone online and print channels.

Support CSA clients through change – activity to ensure that clients take steps to put a new child maintenance arrangement in place – prompting clients to act before their cases close. - Direct mail activity - Content on the Gov.uk and Child Maintenance Options websites as well as support from CSA caseworkers. - Provision of a stakeholder toolkit and content provided online through out partner portal - Support through websites of client representative groups, case closure social media clinics and provision of training to stakeholders to enable them to support our clients directly.

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Annex 2 Evaluation Criteria

ITT Evaluation Score Sheet

ITT Paid for Media Campaign Company

Questions 1-5 will be scored using the following approach, each score will then be subject to a weighting factor which will reflect the considered importance of the question to the DWP for this procurement of services

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Question Summary Supplementary Evaluation Guidance (where appropriate) and Word DWP Weighting Count QUALITY Quality

Q1. Please describe your Understanding of brief: 10% understanding of the requirement,  Interprets the purpose and objectives of the campaign correctly. the target audience, and how this  Able to demonstrate an understanding of target audience and factors that understanding would be applied to contribute to an effective campaign for this audience. the campaign. Maximum Word Count for ITT Response – 1500 Words Q2. Please detail all relevant Experience 10% experience, demonstrating how  Confirm how previous experience of delivering similar awareness raising previous campaigns have worked communications can meet this requirement. Include results achieved for to deliver objectives. Your response examples provided and specify an example of using the media channels will allow the client to assess the proposed. technical skills and professional  Experience of delivering paid-for media campaigns. experience of the members of the  Experience in developing communications for similar audiences and team and whether these are liable demographic profile. to have an impact upon the quality  Experience of named individuals who will be delivering campaign (both of the services rendered under the creative and account manager) contract, Maximum Word Count for ITT Response – 2500 Words Q3. Please demonstrate how you Creative and media solution 30% would deliver the objectives of this  Sets out creative ideas including a rationale for the approach. campaign.  Sets out proposal for media plan including details of proposed channels and rationale for the approach, and proposed phasing of activity over the campaign period.  Produces original ideas for how the requirements set out in the brief could

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be met.  Produces ideas that are appropriate for the communications objective and target audience, based on insight. Maximum Word Count for ITT Response – 3000 Words Q4. Please describe how you Evaluation plan 10% would deliver testing and evaluation  Evaluation plan to include testing of creative and regional test evaluation. to support campaign development  Plan to measure channel effectiveness in terms of: and measure campaign o Outputs effectiveness. o Outtakes o Intermediate Outcomes Maximum Word Count for ITT Response – 2000 Words Q5. Please demonstrate how you Ability to meet key deliverables and maximise value 15% will maximise value for money while  Demonstrates where cost savings can be made. delivering all campaign  Provides rationale to explain cost effectiveness of each activity. deliverables.  Provides evidence of how media spend will be maximised and how this will be achieved.  Offers high quality resource at low cost.  Produces a project plan with key milestones that meets required end date including all of the activities set out in the key deliverables and expectations section. Maximum Word Count for ITT Response – 2000 Words Q6. Please provide a cost Cost and value for money 25% breakdown and describe how your  Provides a full cost breakdown including travel and expenses proposal represents value for  Providing a clear breakdown by key staff and showing the number of man money. days and man day rates as well as a total for the whole project.  Include clear proposals to support the staged payments. NB Day rates of over £1000 will not be considered.

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Instruction to Suppliers final 27 Annex 3 1. Supplier Response Template

1. Suppliers must provide a response using headings as per the Evaluation Criteria which are shown in Annex 2 of this document.

Suppliers are required to respond to each of the Requirements. Please replicate and complete the template below for each requirement, with each one commencing on a new page.

Requirement Q1. No Requirement Please describe your understanding of the requirement, the target audience, and how this understanding would be applied to the campaign.

Supplier’s Response

Requirement Q2. No Requirement Please detail all relevant experience, demonstrating how previous campaigns have worked to deliver objectives.

Supplier’s Response

Requirement Q3. No Requirement Please demonstrate how you would deliver the objectives of this campaign.

Supplier’s Response

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Requirement Q4. No Requirement Please describe how you would deliver testing and evaluation to support campaign development and measure campaign effectiveness.

Supplier’s Response

Requirement Q5 No Requirement Please demonstrate how you will maximise value for money while delivering all campaign deliverables.

Supplier’s Response

Requirement Q6 No Requirement Finance Details required Please provide a cost breakdown and describe how your proposal represents value for money. Supplier’s Response

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Annex 4

Supplier Details

Please insert the following details:

Supplier Name

Name of Contact for this ITT

Position in Company

Address

Tel No

Email Address

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