URL: https://democratic.bracknell-forest.gov.uk/ieDecisionDetails.aspx?ID=4144

Decision Maker: Cabinet

Outcome:

Is Key Decision?: Yes

Is Callable In?: Yes

Purpose: Report seeking approval to procure a transformation partner.

Content: 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. 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. 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. None

Date of Decision: February 10, 2026