IMPART LIMITED
Bid Management as a Service (BMaaS) - Tender and Grant Support
Our BMaaS supports public sector organisations to win business through formal procurements and secure funding through grant applications. We operate across all public sectors, including central and local government, healthcare and emergency services, and can flex around customers’ in-house capacity/capabilities, managing the whole process or focusing on producing high-scoring/compelling responses.
Features
- Comprehensive and flexible approach to bid management
- Writing/reviewing successful tenders, grant/funding applications and business cases
- Produce templates to support the production of compliant/compelling responses
- Tailored project plan creation, including implementation/mobilisation plans
- Editing/review cycle, objectively analysing responses from an evaluator’s perspective
- Meeting facilitation and management (kick-offs, response interviews, peer reviews)
- Presentation development and practice, acting as a critical friend
- Best practice bid writing and selling training courses
- Extensive experience supporting public sector customers
- Exceptional win rate of 90+% (99% framework success rate)
Benefits
- Cost-effective – service utilised based on customers’ needs/requirements
- Proven processes, ensuring compliant, high-scoring and compelling responses
- Simplifies and improves response writing efficiency for subject-matter experts
- Increases win rate, minimising resource expended on unsuccessful bids
- Flexible, bespoke service to complement increasing/decreasing in-house demand/resources
- Secures existing/new contracts, improving job and financial stability
- Public sector expertise offering low-risk option with greater insight
- More professionally structured/delivered presentations, developing credibility & maximising success
- Upskills in-house resources, providing long-term return on investment
- Ensures robust governance, compliance, overall management and adherence to timescales
Pricing
Service documents
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Framework
G-Cloud 15
Service ID
4 1 5 8 6 3 4 4 7 2 0 1 6 7 9
Contact
IMPART LIMITED
Richard Tobias
Telephone: 03333448789
Email: info@impart.co.uk
About your service
- Service categories
-
Cloud Support Services
Ongoing Support
- Other
Service scope
- Service constraints
-
Our flexible service meets customers’ requirements and the demands of tender/grant applications, and has no constraints.
We tailor our approach to each customer, providing capacity/capabilities to complement their in-house resources. Our flexible resource model and access to a pool of skilled resources means we are always able to support customer demand, all underpinned by our cost-effective BMaaS model.
We have many public sector customers, including over 40 NHS Trusts and Councils. On a recent tender we helped a customer achieve 100% quality scores across multiple lots, and delivered a 15,000:1 return on investment to another.
User support
- Email or online ticketing support
- Yes
- Support response times
- We respond to questions within 4 working hours. Impart is committed to responding to any questions that our customers may have promptly. We are very flexible; if a client believes they may need support out of hours, Impart will provide a named on-call contact.
- User can manage status and priority of support tickets
- No
- Phone support
- Yes
- Phone support availability
- 9 to 5 (UK time), Monday to Friday
- Web chat support
- No
- Support levels
-
Through our BMaaS, Impart can support all aspects of the bid process. This means we are always available to support customers, answer questions and offer guidance. We are available for calls and meetings as and when required and can work out of office hours to ensure deadlines are met without compromising on quality.
Our BMaaS is charged at £1,100/day and our training is £3,750/day (for up to 15 attendees). All prices are exclusive of VAT.
We will provide every customer with a Technical Account Manager who will be their primary point of contact and ensure our quality assurance process is followed.
Resellers
- Supplier type
- Not a reseller
Staff security
- Staff security clearance
- Other security clearance
- Government security clearance
- Developed Vetting (DV)
Pricing
- Discount for educational organisations
- No
Architecture roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate business architect | £1,100.00 | |
| Business architect | £1,100.00 | |
| Lead business architect | £1,100.00 |
Data roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate analyst | £1,100.00 | |
| Data analyst | £1,100.00 | |
| Senior data analyst | £1,100.00 | |
| Principal data analyst | £1,100.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate performance analyst | £1,100.00 | |
| Performance analyst | £1,100.00 | |
| Senior performance analyst | £1,100.00 | |
| Lead performance analyst | £1,100.00 | |
| Head of performance analysis | £1,100.00 |
IT operations roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Business relationship manager | £1,100.00 | |
| Senior business relationship manager | £1,100.00 | |
| Lead business relationship manager | £1,100.00 |
Product and delivery roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Junior business analyst | £1,100.00 | |
| Business analyst | £1,100.00 | |
| Senior business analyst | £1,100.00 | |
| Lead business analyst | £1,100.00 | |
| Head of business analysis | £1,100.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate delivery manager | £1,100.00 | |
| Delivery manager | £1,100.00 | |
| Senior delivery manager | £1,100.00 | |
| Head of (Agile) delivery management | £1,100.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Programme delivery manager | £1,100.00 |
User-centred design roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate content designer | £1,100.00 | |
| Junior content designer | £1,100.00 | |
| Content designer | £1,100.00 | |
| Senior content designer | £1,100.00 | |
| Lead content designer | £1,100.00 | |
| Head of content design | £1,100.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Content strategist | £1,100.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Technical writer | £1,100.00 | |
| Lead technical writer | £1,100.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate user researcher | £1,100.00 | |
| Junior user researcher | £1,100.00 | |
| User researcher | £1,100.00 | |
| Senior user researcher | £1,100.00 | |
| Lead user researcher | £1,100.00 | |
| Head of user research | £1,100.00 |
Non-mandatory Standards and certifications
- ISO/IEC 27001 certification
- No
- ISO 28000:2022 certification
- No
- ISO 9001 certification
- No
- Quality management systems (QMS)
- No
- CSA STAR certification
- No
- PCI certification
- No
- Cyber essentials
- No
- Cyber Essentials Alternative
- In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
- Cyber essentials plus
- No
- Cyber Essentials Alternative
- None of the criteria
- Other security certifications
- No
Social value
- Section B - Commitment for Future: Delivery
-
-
Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority
- New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
- Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
- Plans to engage the contract workforce in deciding the most important workplace issues to address
- Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
- Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
- Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
- Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
- Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
- Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
- Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
- Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
- Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
- Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
- Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
- Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
- Volunteering opportunities for staff
- Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
- Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
- Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
- How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
- How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
- Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract
-
Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.
- Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
- Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
- Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
-
Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises
- Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
- Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
- Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
- Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
- Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
- Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
- Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
- Plans for positive actions with community groups.
- Measures for making facilities used in the delivery of the contract available for community groups, education or training
- Collaborating with anchor institutions and community groups to make facilities available for education, training or community events
-
Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero
Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.
- Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
- Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
- Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
- Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
- Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it
-
Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain
Policy Outcome 6: Employment and training: For those who face barriers to employment
- Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
- Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
- Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
- Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
- Introducing transparency to pay and reward processes
- Working conditions which promote an inclusive working environment and promote retention and progression
- Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
- Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition
-
Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain
Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.
- Understanding of the issues affecting the development of new skills by target cohort
- Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
-
Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.
Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.
- Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
- Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
- Actions to invest in the physical and mental health and wellbeing of the contract workforce
-
Service documents
Request an accessible format
If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format,
email the supplier at info@impart.co.uk.
Tell them what format you need. It will help if you say what assistive technology you use.