SBRI: Reducing Public Sector Risk through Culture Change (Phase One)

The UK Cabinet Office is funding the development of new solutions for Government to better enable our people to reduce and manage risk, where ‘our people’ are defined as users (anyone who uses government official IT) and practitioners (those responsible for managing and delivering security in an organisation), and ‘risk’ is defined as “the harm arising from potential loss, damage or compromise of government assets.”

Applicants must be legal entities with strong ties to the UK. Small businesses and woman- and ethnic minority-owned businesses are particularly encouraged to apply.

Q&A

We will offer two 60 minute virtual Q&A sessions on Wednesday 27th October at 14.00 – 15.00 and Wednesday 3rd November from 15.00 – 16.00 with interested suppliers to answer questions about the tender. Please register by emailing: gsf.governance@cabinetoffice.gov.uk

Scope

We know that organisational cultures can be a powerful influence on how people act in the workplace, where ‘culture’ is defined as “shared values (what is important) and beliefs (how things work) that interact with an organisation’s structures and control systems to produce behavioural norms (the way we do things around here).”

We want to validate or disprove the following hypotheses:

A) Promoting appropriate culture(s) is an effective lever in reducing and managing risk;

B) Human Factors -including organisational climate and culture- play a critical role in our cross government risk posture today;

C) It is feasible to develop a holistic methodology or capability that can assess and monitor the health of the Human Factors landscape – including organisational climate and culture – across a public sector organisation in near real time;

D) It is feasible to develop a single methodology or capability to assess and monitor the health of the Human Factors landscape – including organisational climate and culture – across government in near real time;

E) Although several aspects of culture are interrelated, it adds value to target ‘cyber culture’ separately from ‘organisational culture’ or ‘security culture’ (where “security culture” is defined as ‘The set of values, beliefs and assumptions, shared by everyone in an organisation, which determine how people are expected to think about and approach physical, personnel, technical and cyber security’);

F) Leadership (senior leaders as well as local line managers) attitudes and behaviours are the single greatest factor which drive an organisation’s risk posture, and therefore represents the greatest value for risk interventions;

G) Risk interventions applicable to government departments are also applicable to other public sector organisations such as local authorities, education and healthcare arm lengths bodies;

H) Appropriate security cultures require the organisation to improve people’s capability and opportunity to work securely, as well as their attitudes and motivation.

I) Interventions which reduce high risk behaviours (e.g. reduced IT security violations) can be measured in near real-time, quantitatively and qualitatively.

Over 12 weeks, Phase One invites potentially multiple suppliers to:

1) validate or disprove as many of our nine hypotheses as possible and;
2) develop, prototype and test systematic interventions or groups of interventions to reduce risk, and;
3) propose implementation measures and outcome measures of the effectiveness for these intervention(s).

Up to £400,000 (including VAT) is allocated to Phase One of the competition, with potentially a number of simultaneous technical feasibility study contracts awarded of up to £60,000k (including VAT) per project for up to 12 weeks.

Phase Two will award research and development contracts to Phase One project partners to deliver a “private beta” or field testing of the prototype developed in Phase One with a small group of controlled users. We target awarding up to three Phase Two contracts of up to £200,000 each (including VAT) for up to 12 months of research, development and prototyping.