Why Mobilisation Matters More Than You Think After Procurement
In a recent webinar, Lorraine highlighted the importance of the mobilisation period. Based on her
own experience – and also consulting with trusted suppliers – she explains some of the key issues,
and solutions, to ensure that this crucial phase goes smoothly and lays the foundations for successful
contract delivery.
There is often a moment of relief at the end of a tender process. However, it is the beginning of the
next and arguably most important stage: mobilisation.
Mobilisation is the period in which the promises made during the tender are translated into actual
delivery. It also becomes obvious very quickly whether the intended outcomes of the procurement
will genuinely be achieved. The quality of mobilisation is one of the biggest determinants of whether
a contract delivers its full value.

Responsibilities, ownership and accountability
A successful mobilisation is built on clarity over responsibilities, ownership and accountability;
mobilisation needs a clear structure and a single point of authority.
This does not mean that one individual must make every decision. It means that one person should
be in charge overall to resolve issues, break deadlocks and make timely decisions on behalf of the
school or trust. Contractors need to know who has decision-making authority and where sign-off sits.
Without that clarity, mobilisation can become a sticking point, throughout the life of the contract.
“Too many cooks…..”.
This can be especially complex in a multi-academy trust. Who the “boss” is may not be
straightforward. Is it someone at trust level? If so, is it finance, operations or estates? Is it someone
based in an individual school? These are not minor organisational details; they shape how quickly
and effectively mobilisation can proceed.

Mobilisation is a joint endeavour
A common reason mobilisations falter is that clients underestimate how much input is required. If
decisions are delayed, governance is unclear or contractors cannot access key stakeholders. Instead
of delivering proactively, contractors find themselves reacting to avoidable issues and chasing
missing information or approvals.
The best mobilisations are based on partnership which involve visible client ownership, empowered
decision makers and a shared commitment to moving matters forward promptly. That approach sets
a constructive tone for the ongoing relationship.

Stakeholder engagement across the organisation
Consistent stakeholder engagement is crucial, that may include for example operations, HR, IT and
estates. The level of involvement will vary depending on the nature of the contract, but many
services, particularly catering, cleaning, grounds maintenance and ICT managed services, rely on
multiple departments working together.
Cleaning is a good example. Site teams may be involved as they are the people who open buildings,
provide keys, unlock cupboards and facilitate access. If they are not engaged, or do not understand
what is required, delays and misunderstandings are likely. The same principle applies across many
services.

Timing is everything
Mobilisations have to move fast in a limited timeframe. It is not unusual to have only 30 days
between the end of the standstill period and the start of the contract. That is a narrow window to
finalise documentation, resolve staffing issues, complete TUPE consultations, arrange access, confirm
equipment, establish communication channels and prepare for live service.
Allow as much time as possible but there must be a balance. If the incumbent contractor is
unsuccessful, an outgoing supplier is unlikely to prioritise the client’s needs once it knows the
contract is ending. Even so, the principle remains the same: the more time you build in, the
smoother the process.
Decisions need to be made quickly to project momentum and also for affected staff. Where
employees are likely to transfer to a new contractor, the process can be unsettling; it may involve
uncertainty about a new employer, unfamiliar systems, different payslips, possible new uniforms and
changed processes.
One practical step is to ensure that the first post-award meeting takes place as soon as possible
after the standstill period ends. During standstill, there can be no contact with the incoming
provider about mobilisation or legal documentation, as that period must remain clear for any
possible challenge to the procurement. But once that’s concluded you need to hit the ground
running.

The importance of information and the risks around TUPE
Without accurate and timely information, even the best planned transition can start to unravel
particularly concerning TUPE related information. The tender process itself will often necessarily
take a relatively distant approach as it will be relying on anonymised information provided by the
incumbent. If the data is incomplete or inaccurate, or if staff decide not to transfer, the impact is
immediate. This may include service gaps, increased use of agency or interim labour, and higher
recruitment costs.
It’s also worth remembering that problems with employee information are not usually the fault of
the incoming contractor. Often the outgoing contractor does not provide the necessary information
until the legal deadline, which may be only 28 days before the contract starts. Some outgoing
suppliers are better than others and appreciate that prompt disclosure would be helpful. Others are
less motivated. You can have a valuable role by speaking directly to the outgoing contractor to obtain
the information as quickly as possible.
Sometimes crucial operational knowledge has never been written down. In contracts with many
moving parts, it is almost inevitable that there will be some missing detail. For example, working
patterns, start and finish times and other operational details may have changed since the information
was first gathered.

Scope, dependencies and service boundaries
There can be an assumption that the contract specification alone provides enough detail for the
incoming contractor to mobilise effectively. In practice, that is rarely true. Ambiguity can exist around
service boundaries, client-retained responsibilities, the obligations of the incumbent supplier and
dependencies on third parties.
ICT managed services are a good example of this. It is common to discover during mobilisation that a
critical service has been operated by a third party and was never included in the tender process at
all. In other cases, everyone may have assumed that someone else was responsible for a necessary
task. These issues reinforce the need for continued engagement during mobilisation to clarify
responsibilities, dependencies and success measures.

Contract signature should not drift
Signing a contract can take longer than expected, with ongoing discussions about KPIs and missing
contractual information. Delay can have a direct operational impact, especially where capital spend is
involved. In catering, for example, the contract signing can depend on significant equipment
investment. Some contractors cannot (or will not!) place orders or raise purchase orders until this is
complete.
That means that if a contract starts on 5 April, leaving signature until 4 April will not be good enough.

Communication must be deliberate and practical
Communication matters, but it is difficult when workloads are high. Not every issue requires a long
email chain. Sometimes the quickest and most effective solution is simply to pick up the phone.
How you communicate will vary. Some organisations may use Microsoft Teams, Google platforms or
Slack. What matters is a clear and consistent approach, and that as many people as possible use the
same methods. Contractors value clients who engage from day one, provide access to the right
people and offer timely support.
Communication must include all relevant stakeholders. Parents, for example, may need to be
considered in relation to catering contracts. You may need to communicate about allergies, menus,
ordering arrangements and update the school website.
Regular updates are important. Weekly catch-up calls can be effective, and at a minimum there
should be some form of mobilisation action log. Whether that is maintained in Excel or Word is less
important than the fact that it exists and is used properly. It should record what is supposed to
happen, when it is due, whether it has been completed and what progress has been made. It should
also include actions for the client, so that the school or trust remains on top of its own
responsibilities as well as those of the contractor.

Site access, equipment and technology
Some of the most disruptive mobilisation issues are practical ones. Site access is a good example. If
mobilisation takes place during school holidays, contractors need to know how they are going to
access the site, who will let them in and whether key staff are aware of their arrival. Evening lets and
other site activities should also be considered, particularly for cleaning contracts.
Equipment ownership: in catering, you need to know which equipment belongs to whom and what
will remain on site. If schools confirm with the current caterer what heavy and light equipment will
be removed, that helps prevent surprises just before go-live. Equally, someone should monitor the
exit of the incumbent to ensure that nothing is taken away that the school believes it owns.
In cleaning contracts outgoing contractors need to remove their own equipment, chemicals and
other belongings. If that does not happen, the incoming contractor may spend valuable time clearing
out cupboards before they can even begin work.
There can also be service-specific matters such as catering cashless balances. If the balance is slow to
come through, schools may need to use leverage, for example by withholding payment of
outstanding invoices until the balance is returned.
Technology requirements: many contracts depend on devices, screens, tablets or systems. Successful
mobilisation requires close cooperation with IT and facilities teams to make sure the necessary
infrastructure and permissions are in place.

Managing expectations after Go-live
Many problems arise not because one side is failing outright, but because each side assumes the
other is responsible for a particular task. Unless responsibilities are clearly allocated, important
matters can fall through the cracks.
Expectations need to be realistic. Every promised improvement may not be visible on day one. A new
catering service may not look exactly like it did on presentation day because staff need training and
systems need bedding in. A cleaning service may not instantly achieve the desired standard even if
deep cleaning has taken place, because improving overall condition can take time.
It is also a mistake for schools and trusts to assume that once mobilisation is complete, their role is
over. Ongoing engagement is vital. In IT this may involve strategy discussions, cybersecurity oversight
and training. In cleaning it may involve regular joint audits with the contract manager. In catering it
may involve decisions on menus or theme days. The contract may be outsourced, but responsibility
for achieving good outcomes is shared.

Defining what good looks like
Early discussions about acceptable standards create clarity. Cleaning is a particularly good example;
one person’s idea of a clean environment may differ significantly from another’s. It is useful to walk
the site together and discussing expectations.
KPIs and Service Level Agreements set out measurable standards. However, more manual
approaches may also be helpful. Photographs, for instance, can be used to show what is and is not
acceptable. The aim is not to create a detailed inventory of every minor imperfection, but rather to
provide a concrete shared reference point so that everyone understands the expected standard.

Conclusion
The mobilisation phase secures – or compromises – the success of the procurement. A well-run
mobilisation turns promises into operational reality. A poorly managed one can leave clients
frustrated, contractors reactive and intended outcomes unmet. The key themes are clear:

• Define ownership early and establish accountability,
• Involve the right stakeholders,
• Give the process enough time,
• Respond quickly and communicate effectively,
• Engage seriously with employee and operational information,
• Resolve ambiguities around scope and dependencies,
• Sort out practical matters such as access and equipment
• Maintain realistic expectations about what day one will look like.

Above all, mobilisation works best when treated as a partnership. When clients stay engaged, contractors are supported and everyone understands what is expected, the contract has the strongest possible chance of delivering the intended value.