PUBLIC CONTRACT APPLICATION

                                                                 

         PUBLIC CONTRACT PROJECT FOR THE COASTAL BRITAIN CASE


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Call to Action 

The systemic failure of the UK’s key privatised utility and transport networks has created a multi-billion-pound liability that the public sector is now compelled to resolve. This crisis presents a unique opportunity for forward-thinking experts and companies to participate in a landmark solution. COCOO is architecting a comprehensive Unsolicited Proposal and preparing for major public tenders to address this challenge. We are assembling a consortium of leading specialists to deliver a unique, integrated service covering environmental monitoring, advanced risk and liability auditing, mass claims management, and public-private dispute resolution. If your organisation possesses demonstrable expertise in these or related fields and you wish to participate in a high-value, long-term project to resolve one of the UK’s most pressing public interest failures, we invite you to join our Contract Project and explore how your capabilities can be integrated into our tender bids.


UK TENDERS

Our most immediate and advantageous point of entry is through a Dynamic Purchasing System (DPS). Unlike traditional frameworks, a DPS allows suppliers to apply to join at any time. My research indicates the Audit and Assurance Services DPS, reference RM6178, available through the Crown Commercial Service, is a perfect fit. We would not position ourselves as financial auditors, but as providers of a specialised sub-service: “Socio-Environmental Compliance and Liability Audits.” Our privileged knowledge of the perpetrators’ operational failures, regulatory breaches, and the scale of the resulting torts allows us to offer the government a far more accurate assessment of its contingent liabilities than any traditional firm. We can apply to join this DPS immediately, and once accepted, we can be invited to bid for relevant work.

For larger, more strategic engagements, we must target the main Crown Commercial Service (CCS) Frameworks. The Management Consultancy Framework Four (MCF4) is a key example. While the deadline to become a prime supplier has passed, our strategy here is twofold. First, we can act as a highly specialised subcontractor. The primary suppliers on this framework are large consultancies like Deloitte, PwC, and KPMG. We can approach them with our unique knowledge asset—a comprehensive analysis of the legal, social, and financial risks of the infrastructure crisis—proposing a partnership to bid for work under Lots such as “Business, Strategy & Policy” or “Complex Transformation.” Second, we must monitor the CCS procurement pipeline for the successor agreement, likely to be tendered in the next 12 to 18 months, and prepare a direct bid.

On the Find a Tender service, which lists high-value contracts, we must monitor for specific, time-sensitive opportunities. For example, a recent tender issued by the Environment Agency for “expert witness services in environmental litigation” or one by the Department for Environment, Food & Rural Affairs for “consultancy on coastal erosion risk modelling” are directly relevant. These tenders typically have a short deadline of 30-40 days. Our advantage is that our vast repository of evidence on pollution events and infrastructure failures allows us to respond faster and with greater depth than competitors, using our case data as a unique selling proposition.

Finally, we must leverage our knowledge to create a unique role as a Mediator or manager of a redress scheme. This would likely fall outside a standard tender process and would be the direct result of our Unsolicited Proposal to the Cabinet Office or HM Treasury. We would propose to design and administer an Alternative Dispute Resolution (ADR) process for all affected parties. Our privileged position, having engaged with claimants from all affected industries and having analysed the perpetrators’ failures in depth, makes us uniquely qualified to manage this complex mediation. This positions COCOO not as a mere supplier, but as a central partner in resolving a national crisis.

The documents exploring the government’s contingent liabilities and its role as the “insurer of last resort” are central to our strategy. They confirm that even in privatized industries, the ultimate risk for systemic, catastrophic failure rests with the state. The widespread environmental contamination and infrastructure decay caused by the water and rail companies represent a contingent liability that is now crystallizing into a multi-billion-pound problem. The government, as the implicit guarantor, must now procure solutions for risk management, environmental remediation, and claims resolution. Our USP must be positioned as the most effective way to manage and mitigate these now-actualised liabilities.

My search of the public tender portals reveals several relevant avenues. While there is no current tender for “resolving mass torts against water companies,” there are ongoing frameworks and dynamic purchasing systems that we can either join or align with. For example, the Crown Commercial Service regularly procures consultancy services. We should align our proposal with the objectives of frameworks like the Management Consultancy Framework or the Legal Services Panel. While the deadlines for becoming a prime supplier on the current iterations may have passed, these frameworks establish the government’s methodology for buying external expertise. Our USP can be presented to the Treasury or the Cabinet Office as a novel, integrated solution that fits within these procurement archetypes, or we can offer our services as a highly specialised subcontractor to a firm already on the panel.

A more immediate route to market is through a Dynamic Purchasing System (DPS), which allows new suppliers to join at any time. The Audit and Assurance Services DPS (RM6178) is a strong potential fit. We can apply to join this system, framing our service as a unique form of socio-environmental compliance auditing. We would propose to assess corporate adherence not just to financial rules, but to their public interest duties and environmental obligations, providing the government with the data it needs to manage its liabilities.

Furthermore, we must monitor Find a Tender and Contracts Finder for specific, high-value opportunities. Recently closed tenders from the Environment Agency for “environmental monitoring” and “water quality data analysis” show a clear need for the very expertise we have developed. We can anticipate future tenders in this area, which typically have a deadline of 30 to 40 days from publication, and prepare our proposal accordingly. Our USP can therefore act as a pre-tender engagement, showcasing our capabilities in advance of a formal procurement process. Our strategy should be to use the USP to demonstrate that our integrated solution—combining legal analysis, claims management, and public engagement—is a more efficient and effective way to resolve this crisis than procuring these services piecemeal through separate, conventional tenders.