Invitation To Tender Community Improvement Districts: Learning and Policy Recommendations - Power to Change Procurement
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Invitation To Tender
Power to Change Procurement
Invitation To Tender
Community Improvement Districts:
Learning and Policy Recommendations
1Invitation To Tender
Learning Partner
You are invited by Power to Change to Tender for the above referenced services.
We are seeking proposals from providers for a Learning Partner, who will:
• Draw out learning in relation to the piloting of Community Improvement Districts (CIDs)
in England. Specifically:
o Guidance and lessons for areas looking to set up as Community Improvement
Districts; and
o Policy recommendations and asks for national and local decision-makers.
• Based on available evidence, recommend suitable methodologies for demonstrating
the impact of CIDs on:
o Community members and organisations
o High street regeneration
The contract is a for a period from April 2022 until June 2023.
There is a total budget of £45,000 inclusive of VAT available for provision of the services.
We are seeking proposals from organisations or individuals (or networks/consortiums of
organisations or individuals) with a proven track record in developing and delivering
methodologies to evidence impact and learning.
Contract Value up to £45,000 (including VAT)
Tender release: 23.02.2022
Deadline for Questions: 17.03.2022
Deadline for Tender Response: 25.03.2022 at 17:00
Identification of Preferred Bidder: by 14.04.2022
Contract Commencement: 25.04.2022
2Invitation To Tender
1.0 About Power to Change
Power to Change is the independent trust that supports community businesses in
England. Community businesses are locally rooted, community-led, trade for community
benefit and make life better for local people. The sector owns assets worth £870m and
comprises 11,300 community businesses across England who employ more than 37,000
people1.
From pubs to libraries; shops to bakeries; swimming pools to solar farms; community
businesses are creating great products and services, providing employment and training and
transforming lives. Power to Change received an original endowment from the National Lottery
Community Fund in 2015. Our 2021-26 strategy sets out our new vision and mission, and an
important element of this is equipping community businesses with the capabilities to address
some of society’s biggest challenges.
www.powertochange.org.uk @peoplesbiz
3Invitation To Tender
2.0 Context
High streets and town centres across the country are undergoing profound change and facing
some unprecedented challenges. Power to Change believes that community-led organisations
have a vital role to play in shaping and revitalising high streets and town centres because they
prioritise what matters to local people. We know that community businesses have much to
bring to high streets; they offer skills development and create jobs, employ overwhelmingly
from the local area, and they incubate and support new start-up businesses. Our Take Back
the High Street report, laid out this vision:
“[High streets] are a vital source of meaning and belonging, allowing us to connect to
the places where we live. By giving communities themselves much greater ownership
and agency over high streets, we can start to rebuild this powerful sense of what a
high street can be.”1
The concept of Community Improvement Districts is relatively new, and we believe the model
could be an excellent vehicle for achieving greater involvement of communities in the oversight
and revitalisation of high streets. The idea was first raised by Professor Tony Travers of LSE
in his 2011 report ‘Engaging London’s Communities’:
“They would need to be community-led, capable of raising resources and, so as to
avoid creating permanent additional structures. Such an institution would need to be
relatively easy to set up, but also have sufficient formality to be business-like. It would
need to be able to demonstrate that it enjoyed local support and that it could deliver
real improvements to all local people.”
A Power to Change discussion paper2 in 2020 defined a CID as ‘a non-political and inclusive
structure, open to residents, businesses and other local stakeholders, concerned with the
economic, social and environmental improvement of their neighbourhoods’. The creation of
CIDs was also one of the policy recommendations of the ‘No Place Left Behind’ report3 in
September 2021 by the Commission into Prosperity and Community Placemaking.
CIDs are designed to complement other local mechanisms where they exist and are non-profit
distributing bodies. In terms of structure they could be formalised as a partnership or an
incorporated organisation as either:
1. The CID as a resident-led organisation
2. Community involvement in existing BIDs
3. Jointly run organisations involving both residents and businesses
4. Expansion of Neighbourhood Forum functions
5. Formal funding for Town Teams
In February 2022, we heard more on CIDs, in the government response to Danny Kruger’s
Review - Levelling Up Our Communities. This was published alongside the flagship Levelling
Up White Paper, which announced plans to launch:
1
https://www.powertochange.org.uk/wp-
content/uploads/2019/09/PCT_3619_High_Street_Pamphlet_FINAL_LR.pdf
2
https://www.powertochange.org.uk/wp-
content/uploads/2020/10/PTC_3737_CIDS_Discussion_Paper_FINAL.pdf
3
https://www.createstreetsfoundation.org.uk/no-place-left-behind/
4Invitation To Tender
“A review of neighbourhood governance in England, looking at how to make it easier
for local people and community groups to come together, set local priorities and shape
the future of their neighbourhoods.”
This review will consider the role of CIDs as part of the wider neighbourhood governance
landscape.
2.1 Our work
Power to Change has recently partnered with the Greater London Authority (GLA) and we
have currently identified two exemplar projects to pilot the development of Community
Improvement Districts (CIDs). In Greater London, this work takes place as part of GLA’s wider
High Streets for All Challenge which aims to “deliver enhanced public spaces and exciting new
uses for underused high street buildings in every Borough by 2025, working with London's
diverse communities.”4
In addition to the London Pilots, we plan to select up to 7 additional Community Improvement
District pilots in England to support in 2022/23. All the CID pilot groups will be supported by a
facilitator, who will guide them throughout the process of becoming established. Groups will
also have access to a development budget of around £20k and in some cases more, to spend
on feasibility and set up costs.
We expect the London facilitator to begin work in February 2022 and aim to have Community
Improvement Districts established by March 2023. The two currently selected areas in London
are Wood Green High Road, Haringey, led by Wood Green Business Improvement District,
and Kilburn High Road, led by a community partnership with Camden and Brent Borough
Council. The remaining CID groups are yet to be confirmed. More information will be shared
with the successful bidder.
As part of this work, we are seeking a partner who will work closely with Power to Change, the
facilitator, and other stakeholders to:
• Capture learning during the process
• Share this learning with groups
• Generate policy recommendations for national and local decision makers
• Recommend methodologies for impact evaluation of CIDs once established
4
https://www.london.gov.uk/coronavirus/londons-recovery-coronavirus-crisis/recovery-context/high-streets-
all
5Invitation To Tender
2.2 Our Impact and Learning Priorities
Power to Change’s vision is that by 2025, more communities in England will run businesses
that give them power to change what matters to them. They will create more resilient places
that are better to live and work in for everyone. Our new associated Theory of Change
demonstrates how our vision informs the work we do and is the change we want to see:
Our new Impact and Learning Plan has been generated from our Theory of Change, and all
research and evaluation activity that we commission sits under this. We want to know whether
what we are delivering has an impact, and if so what that impact is, and learn about how it
was achieved and share this with others. The Impact and Learning Plan will be shared with
the successful bidder.
6Invitation To Tender
3.0 Details of Contract and Services
3.1 Services to be Provided
We are seeking proposals from providers for a Learning Partner, who will capture learning and
make recommendations as Power to Change supports areas to set up as Community
Improvement Districts.
Specifically:
1. Draw out learning in relation to the piloting of Community Improvement Districts (CIDs)
in England. Specifically:
a. Guidance and lessons for areas looking to set up as Community Improvement
Districts; and
b. Policy recommendations and asks for national and local decision-makers – in
particular, what policy changes are needed to enable the formation of more
CIDs.
2. Based on available evidence, recommend suitable methodologies for demonstrating
the impact of CIDs on:
a. Community members, including individuals and organisations
b. High street regeneration
Power to Change seeks to use evidence and learning to shape thinking across the political
spectrum. This piece of work is incredibly timely, given that government is due shortly to review
neighbourhood governance and consider the role of CIDs as part of that picture. We expect
the outputs of this work to help shape government’s thinking on this important topic.
The outputs of this research should therefore emphasise their policy relevance. This includes
considering how to engage with national and local policy audiences, how the learning and
insight gathered through the research will inform audiences’ understanding of policy
opportunities, and how the research can inform evidence-based policy decision-making.
3.2 Approach
Bidders are invited to propose the most suitable approaches to delivering these services.
Within the services above, we wish to answer the following questions:
1. What learning has emerged during the course of the pilots?
a. What should Power to Change know when setting up future pilots, and
advocating for the creation of CIDs as an approach to high street regeneration
and greater community ownership?
b. What lessons can we share with communities and local areas looking to create
and support CIDs?
Within this, some indicative learning questions may include:
• What factors help and hinder CIDs in their journey to becoming established?
• What factors help CIDs to engage residents and community led organisations
most effectively?
• What are the routes towards CIDs and how does the starting point affect the
transition? (For example, when an existing Business Improvement District (BID)
7Invitation To Tender
broadens its role to become a CID? When the CID is entirely community-led?
When the CID has evolved from an existing neighbourhood forum?)
• What factors contribute to good accountability of CIDs to local people?
2. What enabling conditions need to be present/created by local and national policy
makers to support the creation and operation of CIDs? For example:
a. Can CIDs provide maximum benefit within current legislative frameworks such
as BID legislation?
b. What are the contextual factors that influence the creation of CIDs, and how
can policymakers change these?
c. What changes are required to existing BID legislation to enable residents
and/or community organisations to acquire a formal role in BIDs as levy
payers and company members with voting rights?
d. Are any changes to neighbourhood planning legislation desirable to support
the formation of CIDs?
e. How do CIDs fit within the wider neighbourhood governance landscape? What
unique role can they play, alongside existing local governance?
f. What other policy change is needed to support the growth of CIDs?
3. What impact might emerge as a result of the creation and running of CIDs?
a. Is there any initial impact from the pilots?
b. What impact is likely to emerge in future, and how can this be captured?
c. What types of methodologies or evaluations should Power to Change, other
funders, and local and/or national government fund or encourage within this
area?
We will not require the provider to carry out impact studies in relation to the CIDs as part of
this research. However, we expect the provider to make recommendations (to Power to
Change and relevant stakeholders) about how best to evaluate the impact of CIDs in future
once operational. In particular, we would like to know about approaches that help us to answer
the following questions:
• What impact do CIDs have on:
o Local community engagement
o Community-led activities events and services on the high street?
o Feelings of agency and community power amongst local people?
o Civic pride?
o Development of Community led business models?
o Community ownership – for example creating conditions for community asset
ownership?
• Does this lead to greater impact on the high street? What impact do CIDs have on high
street regeneration?
o Are CIDs an enabling condition for high street regeneration?
o Does their creation facilitate greater footfall into the high street?
o Do local people have a better experience of/connection to the high street?
o Does better community ownership/agency through a CID lead to better high
streets?
3.3 Methodology
8Invitation To Tender
Bidders are invited to propose the most suitable methodology for the services, though we
expect the approaches to be largely qualitative. Bidders are invited to propose methodologies
most suited to capturing and reporting the insight.
3.4 Activities and Deliverables
In addition to any fieldwork or methodological activities required as part of this research,
bidders will also be expected to engage in regular meetings with Power to Change and other
stakeholders as necessary. This is likely to include quarterly update meetings with Power to
Change and the relevant advisory group for this research to share insight and learning as it
emerges and is captured.
Through the course of the services, we anticipate the following deliverables to be provided at
a minimum:
• Internal learning outputs
o Internal learning paper for Power to Change, and associated dissemination
workshop. This should include recommendations for Power to Change
• External learning
o A series of accessible guides or resources for local groups, local authorities,
Business Improvement Districts and combined authorities exploring the
possibilities of CIDs
o Policy-focused output to share with national and local decisionmakers.
o Engagement with advisory group to share learning and policy
recommendations.
• Impact
o If appropriate, x3 case studies of the groups including their initial impact and
learning
o Exploratory paper/recommendations for impact measurement in relation to
CIDs
Importantly, we expect learning and insight to be shared in real-time to inform the work as it is
delivered and develops. Bidders should also ensure that all outputs are accessible to all
audiences, and any reports should be no longer than 20 pages.
Power to Change is able to provide additional budget for any design or communications costs,
and these do not need to be included within your proposal.
3.5 Minimum Level of Experience
Bidders must be experienced in and have a good level of knowledge of methodologies for
place-based impact and capturing and sharing learning. They should also be experienced in
writing for community, local authority, business (BID) and policy audiences.
We also expect bidders to be experienced in sharing findings in engaging formats that are
accessible to a wide and diverse range of audiences and communities.
3.6 Duration, Fees and Payment of Invoices
9Invitation To Tender
The duration of the contract will be for a maximum of 1 year and 1 month.
Fees will be payable quarterly in arrears on the submission of an appropriate invoice.
3.7 Power to Change’s Diversity Approach
Power to Change is committed to the advancement of diversity, equity, and inclusion.
Power to Change seeks to be a genuinely fair and inclusive organisation by advancing equality
and diversity through its supplier (procurement and contracting) policies and practices.
Power to Change believes diversity drives great outcomes through encouraging the different
points of view that come from a diverse workforce. Power to Change believes that people from
different backgrounds can bring fresh ideas, thinking and approaches which make the way we
work more powerful, more innovative and effective.
Power to Change is therefore committed to working with a rich diversity of suppliers and to
ensuring its suppliers and contractors advance diversity, equity, and inclusion in the discharge
of their duties.
10Invitation To Tender
4.0 Details of the Invitation to Tender Process and Requirements
4.1 Proposals
Proposals from prospective Providers should outline their proposed approaches to delivering
the services outlined within this tender. Proposals should be no more than 10 pages, and
should include:
• Understanding of the work
• How you would approach the work, including:
o Proposed methodologies
o Proposed outputs
o Important considerations and research ethics
• Indicative timetable
• Full budget breakdown, including day rates
Within an additional appendix no longer than two pages including:
• Project team, including individual profiles
• Track record with examples of projects completed relevant to the brief
4.2 Evaluation of Proposals
Proposals will be evaluated by a panel comprising representatives from Power to Change.
Proposals will be checked initially for compliance with the ITT and in meeting any minimum
eligibility criteria. Proposals that do not meet eligibility criteria may be excluded from further
consideration in this competition.
Power to Change reserves the right to call for further information from bidders to assist in its
consideration of their bids. Note that Power to Change reserves the right to adjust the scoring
of a bidder’s bid if information is established during clarifications that fundamentally changes
a proposal.
Bids will be evaluated on the basis of quality and value for money.
4.3 Quality Criteria
This contract is funded by Power to Change. Tenders will be evaluated by a panel comprising
representatives from Power to Change
We will be assessing proposals on the evaluation criteria below. Proposals will be scored out
of 100 according to the below evaluation criteria and scale. The bids with the highest scores
will be invited to present to the Evaluation Panel. The bidder with the highest score at the end
of the process will be the preferred bidder.
Evaluation Criteria Maximum Weighting Maximum
Score weighted
score
Demonstrated understanding of community businesses 5 3 15
and their potential to contribute to high street
11Invitation To Tender
regeneration, and the benefits of community ownership in
places
Demonstrated understanding of the policy context 5 3 15
surrounding CIDs
Quality and suitability of proposed approach 5 6 30
Value for money 5 4 20
Experience, expertise, and skillset in relation to evaluation, 5 4 20
learning, and policy
Total 100
Responses to each question above will be allocated a score based on the methodology
contained in the table below. This score will then be multiplied by the weighting in the column
on the right.
4.4 Quality Questions Scoring Methodology
0 Poor No response or partial response and poor evidence provided in
support of it. Does not give Power to Change confidence in the ability
of the bidder to deliver the Contract.
1 Weak Response is supported by a weak standard of evidence in several
areas giving rise to concern about the ability of the bidder to deliver
the Contract.
2 Satisfactory Response is supported by a satisfactory standard of evidence in most
areas but a few areas lacking detail/evidence giving rise to some
concerns about the ability of the bidder to deliver the Contract.
3 Good Response is comprehensive and supported by good standard of
evidence. Gives Power to Change confidence in the ability of the
bidder to deliver the contract. Meets Power to Change’s requirements.
4 Very good Response is comprehensive and supported by a high standard of
evidence. Gives Power to Change a high level of confidence in the
ability of the bidder to deliver the contract. Exceeds Power to
Change’s requirements in some respects.
5 Excellent Response is very comprehensive and supported by a very high
standard of evidence. Demonstrates strengths, no errors, weaknesses
or omissions and exceeds expectations in some or all respects giving
Power to Change a very high level of confidence in the ability of the
bidder to deliver the contract.
5.0 Details for Submitting Bids
5.1 General Approach
Although this ITT is not subject to the Public Contracts Regulations 2015, bidders are
reminded that The Power to Change will conduct the process in accordance with the key
principles of transparency, non-discrimination and equal treatment.
5.2 Enquiries and Communication
12Invitation To Tender
During the ITT stage and up to 17.03.2022 at 17:00 bidders may submit questions and
requests for clarification or further information. Bidders should address their questions and
requests for Clarification or further information via e-mail to:
chloe.nelson@powertochange.org.uk
Power to Change will upload responses to clarification questions via a word document at the
following link: https://www.powertochange.org.uk/about-us/work-with-us/ regularly until close
of business on 21.03.2022 after which we will not be making any further updates. It is the
bidder’s responsibility to review for updates regularly.
5.3 Procedure for Submitting
Bidders shall submit one electronic copy ITT by no later than 25.03.2022 to the following email
address:
chloe.nelson@powertochange.org.uk
The ITT return shall state the following: Power to Change Community Improvement
Districts: Learning and Policy Recommendations
We will aim to acknowledge all email bids.
Please provide your response to this ITT by completing the required documents. Please do
not provide separate or different types or formats of documents unless specifically requested
to do so.
Unless specifically requested to do so, please do not include or upload any standard marketing
or promotional material within your answer as this will be disregarded.
Supporting information (appendices, attachments etc.) should be presented in the same order
as, and should be referenced to, the relevant question.
Late submissions may not be accepted.
Bidders are strongly recommended not to leave their ITT submission to the last minute.
Power to Change will not be held liable for failures to submit an ITT on time due to technical
issues reported less than 24 hours before the submission deadline.
5.4 Content of Bids
All bids must consist of the following items/documents. Scanned signed documents will be
accepted:
5.4.1 A completed copy of the General Information and Standard Questions as set
out at Appendix A
13Invitation To Tender
5.4.2 A comprehensive proposal in line with the requirements set out in 4.1 specifying
how the bidder meets the requirements for the Services to be provided.
By submitting a bid, bidders:
5.4.4 Agree to the Standard terms and conditions as set out at Appendix B.
5.4.5 Confirm that neither they nor any person employed by them or acting on their
behalf have fixed or adjusted the bid by, under or in accordance with any
agreement or arrangement with any other bidder (other than as a member of
their own consortium) (see clause 6.3)
5.4.6 Confirm that neither they nor any person employed by them or acting on their
behalf have or will canvass or solicit any officer or employee of Power to
Change in connection with the award of the Contract (see clause 6.4)
6.0 Important Notices
Important notices are attached at Appendix C. By submitting a bid, bidders are confirming
acceptance of all important notices attached at Appendix C.
Please note that all relevant appendices can be found on our website at:
https://www.powertochange.org.uk/about-us/work-with-us/
7.0 Checklist for Tenderers
Failure to provide all of the items in the checklist may cause your quote to be on-compliant
and not considered.
Item Included in Bid
1 Standard Questionnaire
2 ITT Response
8.0 Tender Timetable
The key dates for this procurement are currently anticipate to be as follows:
Event Date Time
(if applicable)
ITT Published 23.02.2022
Deadline for receipt of clarification questions 17.03.2022
Deadline to publish responses to clarification questions 21.03.2022 17:00
Deadline for receipt of tenders 25.03.2022 17:00
07.04.2022 13:00 – 17:00
Interview dates
12.04.2022 13:00 – 17:00
Identification of preferred bidder 14.04.2022
Contract start date 25.04.2022
14You can also read
