How the British Council develops international English and education contract
opportunities
Purpose
This document describes how the British Council develops and responds to English and education contract
opportunities in international markets. This work is usually undertaken on behalf of local ministries of
education, sometimes with funding from external agencies.
Aims of our English and education contracts work
The British Council creates international opportunities for the people of the UK and other countries, and
builds trust between them worldwide. In line with its Royal Charter, the British Council is focused on
delivering its cultural relations objectives and works in many countries to build trust in the UK.
Within these charitable objectives, we deliver support to education systems globally through our pursuit of
English and education systems contract work. We build relationships and create partnerships with UK and
local organisations, and develop local knowledge and understanding as an enabler for English and
education contract work. Through this work, we aim to enhance the reputation of the UK as a provider of
high quality educational solutions and services, and to generate value for the UK English and education
sector.
We work collaboratively with, but separate from, UKTI and UKTI Education. We aim to generate value to
the UK through the pursuit of our mission. Requests for specific UK trade promotion should be directed to
UKTI and UKTI Education, for example, requests for involvement in trade missions and events organised
by UKTI or UKTI Education.
Our respective responsibilities are outlined below:
Contact the British Council for:
 Education partnership / business
opportunities within a country;
 General enquiries about the education
system and associated market opportunities
within a country;
 Requests for marketing services under the
British Council ‘Services for International
Education Marketing’ scheme (further details
can be found here);
 Queries about Accreditation UK and our
work to promote the UK as the destination of
choice for English language learning;
 Queries about educational events which the
British Council is hosting or participating in.
Contact UKTI and UKTI Education for:
 Support in understanding the business
opportunities that may exist for your
company within a particular market;
 Support in accessing high value commercial
education opportunities
 Trade missions, events and visits organised
by UKTI or UKTI Education
 Other support to help you get started
exporting or to grow your international
footprint
Principles
The British Council applies the following key principles when working on international English and
education contracts. In particular we:
 Operate on an open and transparent basis: we share information about international markets and
contract opportunities with the UK sector;
 Compete fairly: we apply a robust stage-gate process to aid decision-making around when to bid,
when to partner and when to pass opportunities on to others;
 Apply consistent standards: we have minimum standards in place governing how our staff
respond to opportunities and approaches from others in the sector;
 Work in partnership: we work collaboratively with UK government and education providers to
position UK expertise, and aim to work in partnership where it adds value to the client or benefits
the UK without reducing value for the client.
How we work
Sharing information with the UK sector
Through our presence on the ground, we gain insight into market developments that may lead to
opportunities for UK providers.
Our country websites maintain the following minimum information:



An overview of the country;
An overview of the local education/ English landscape;
An overview of British Council activity in the country.
We are in the process of ensuring this information is in place across all our websites. If not yet available,
our country offices will respond quickly to direct requests for this information (within 7 days).
We operate within constrained resources in pursuit of our corporate plan and cultural relations mission. We
do not have the resources to provide a high level of local or UK sector engagement in all markets equally,
thus our responses and the availability of market information will differ accordingly.
We often work with governments to help develop their English/ education policy, usually involving
independent UK consultants and advisors, in line with our charitable objectives (consultants are selected
either through an open call to the sector or from the British Council’s Consultant Management Information
System (CMIS) – applications can be made to join the CMIS database here). Where this provides us with
insights into English / education opportunities, which may be of value to UK providers, we share the
findings through our websites and / or through events – in-country or in the UK. If this information is
sensitive or confidential, it will be shared with UKTI Education and an approach agreed.
In our engagement with overseas governments, we promote the expertise and capabilities of the UK
English and education sector. We will work with UKTI Education to develop a standardised presentation
promoting UK interests, updated annually. (Note that this promotes the capabilities of the whole of the UK
sector, not the interests of individual organisations.)
Where we become aware of opportunities to bid for contract work over £100k1 in value, with the consent of
the contracting body, we will provide information to UKTI Education for publication on their Education
Opportunities website for international education opportunities identified by UK government departments
and agencies (https://www.gov.uk/government/organisations/ukti-education).
Stage-gated decision-making process for opportunity development
We apply a ‘stage-gated’ approach to opportunity development for all contracts with an anticipated value of
over £100k. This means that opportunities are reviewed carefully against a range of criteria prior to
deciding whether we will pursue the opportunity, partner with others to pursue, or choose not to pursue.
This is critical to our approvals process. An overview of this ‘Stage-gate Approvals’ process is attached as
Appendix 1, and applies to all English and education contract approvals.
1
A threshold of £100k will be applied for the first year of application of this policy. The threshold will be reviewed in
March 2016 and may be adjusted thereafter.
There is a ‘gate-way’ between early stage scoping of opportunities and delivery, requiring assessment of
the opportunity against a number of key criteria (‘Opportunity Assessment Checklist’ attached at Appendix
2):
A.
B.
C.
D.
E.
F.
G.
H.
Fit with British Council mission, strategy and charitable objects
Market prioritisation
Value to the client
Legal/tax constraints
Compliance with British Council fair competition policy
Competitive environment (UK competitors and overseas competitors)
Financial value/ contribution to British Council economic sustainability
Value to the UK
British Council Country Directors are accountable for reviewing opportunities and strive to achieve a
balanced portfolio of activity – generating value to the UK, as well as ensuring a sustainable financial model
for the British Council, in line with the British Council mission and purpose.
In respect of high value education opportunities in UKTI Education priority markets, there is close liaison
between British Council and UKTI Education to align objectives wherever possible and share market
opportunities with the UK education sector, recognising the need for sustainability of British Council activity.
British Council priorities are set out in its Corporate Plan, which is agreed annually with the Foreign and
Commonwealth Office, following extensive consultation with multiple government departments and key
external stakeholders.
The outcomes of the ‘Stage-gate Approvals’ process and ‘Opportunity Assessment Checklist’ are recorded
at a local level and reviewed and/ or approved at regional/ global level depending on the size of the
opportunity. In particular, these records will provide an auditable record of the British Council’s rationale for
bidding.
Consistent standards
We have a large network of staff spread across the world. We strive for consistency – in how we implement
our decision-making processes (the Stage-gate Approvals process and the Opportunity Assessment
Framework) and in how we respond to approaches/ enquiries from other UK providers.
We expect our staff to provide excellent customer service and to respond quickly to enquiries from UK
providers (acknowledged within 3 days, and a response within 7 days). We will not be able to support UK
providers equally in all locations (resource constraints, conflict of interest, etc, may impinge). Nevertheless,
we will respond promptly with a clear explanation of the reasons why we can/ cannot assist.
A copy of our Fair Competition policy and the process for complaints arising on fair competition grounds are
available here.
Working in partnership
We work in partnership with the UK sector in a wide variety of ways at different stages of opportunity
development – sometimes in a lead role, but other times as a subsidiary partner.
We work on the assumption that working in partnership has the potential to deliver a better outcome than
working alone (for the client and/or recipient). However, partnership can sometimes be prohibitive (e.g. on
cost grounds).
The submission of bids usually takes place under considerable time-pressure to meet an externally
imposed deadline. When advertising English/ education bidding opportunities (through UKTI Education’s
website), we will ask organisations to contact us if they are interested in working in partnership. We will
select partners on the basis of the most feasible and transparent procurement.
Alongside this, British Council may approach some organisations. We will invite UK organisations
interested in partnership to submit information through an open procurement process, highlighting the kinds
of opportunities that they are interested in pursuing. This information is refreshed on an annual basis,
creating a ‘roster’ of UK organisations with interests in partnering with the British Council.
When the decision to work in partnership has been made, we will assign resource to support the
partnership and work openly with our partners throughout each stage of the project cycle.
Where we have selected partners to work with us on projects, we do so on the basis of their capabilities
and skills to meet the client’s requirements and on value-for-money grounds.
If the client feels that their requirements are better met by the British Council bidding alone or as lead
partner, then we may respond to bids on that basis (assuming that we can satisfy ourselves that we can
deliver to a high standard). In such circumstances there are often opportunities for the British Council to
bring in UK suppliers to deliver some elements of the contract on a sub-contracting basis.
We will record how we have made decisions about working in partnership on our ‘Opportunity Development
Checklist’.
Implementation
The British Council will pilot these recommendations from April 2015 to March 2016, and will monitor
feedback and review the effectiveness of their implementation during April 2016. The review will be aimed
at understanding how successfully we have implemented our new approach. External feedback will be
gathered as part of that review.
Feedback
Your feedback on this policy is valued. Please e-mail general.enquiries@britishcouncil.org with your
comments on an on-going basis.
Appendix 1
Stage-Gate Approvals Process
Gate 1 – Idea
Opportunity
Identified
• Purpose/Charter
• Value to UK
• Sector alignment
• Pursue opportunity
alone, partner with
others to pursue,
or decide not to
pursue
• Potential impact on
intended
beneficiaries
• Income/funding
source
• Firewall
• Profitability
• Internal
stakeholder
agreements
• Resources to
design
• Resources to
deliver
• Partner
arrangements
• Risk assessment
• Conflict of interest
Gate 2- Concept
Note/Expression of
Interest
• Review and
confirm Gate 1
assessments
• Partner and
consortium
arrangements
• Key experts
• Due diligence
• Quality of technical
plan
• Risk management
plan
• Management
arrangements
• External
stakeholder
engagement
• Status & tax
Gate 3 – Business
Case/Proposal
Submission
• Cost, price and
surplus
• Quality of technical
design
• Innovation
• Impact
• Staffing model
• Contract
assessment
• Risk controls
Gate 4 – Review/
Negotiation
• Tolerance for
change set
• Cost, price and
surplus
• Technical
amendments
• Changes to
personnel
• Staffing model
• Contract
Opportunity Assessment Checklist
This template is used by British Council staff in helping them to decide whether they should
pursue an opportunity, partner with others to pursue, or decide not to pursue. It precedes
Gate 1 of the Stage-Gate Approvals Process.
Guidance for British Council staff is provided in italics.
Region:
Country:
Sector (E&S or EES):
Country lead:
Project name:
Short project description:
Contextual background:
Project duration:
Expected start date:
Total contract value (in GBP): £
Client/funder:
Date of opportunity identification:
Date of sharing with the UK:
Method of opportunity identification:
Method of sharing opportunity:
Q#
Key questions
Yes/ No
SECTION A - Mission/ fit with British Council cultural relations and strategy
A1
Does British Council delivery contribute to achievement of British
Council's cultural relations mission/ deliver on its charitable
objectives? How?
☐Yes
☐No
Must answer YES and provide evidence to proceed further. If NO, do not pursue
further.
British Council will not pursue opportunities that do not fit with its core purpose.
SECTION B – Market prioritisation
B1
Is delivery of the opportunity within this market in line with British
Council Corporate Plan and market priorities (as agreed by FCO in
consultation with other UK government departments)?
☐Yes
☐No
If the opportunity does not fit with current market priorities, clearly document why we should
pursue it (e.g. any over-riding reason/ rationale). Robust evidence must be provided.
SECTION C – Value to client
C1
Does British Council have distinctive capabilities that place it in a
strong position to add value for the client?
☐Yes
☐No
Provide objective evidence of British Council’s strengths and capabilities as they relate to
client needs.
SECTION D – Legal/ tax constraints
D1
Is British Council satisfied that it is compliant with local
legal/tax/financial regulations sufficient to pursue/bid and deliver in the
country?
☐Yes
☐No
Provide evidence that legal/ tax/ financial issues have been considered – especially in
countries where British Council does not have local presence.
SECTION E – Fair competition
E1
Is the pursuit of this opportunity compliant with British Council fair
competition policy?
☐Yes
☐No
If no, consider whether working in partnership would mitigate fair competition issues.
If yes, then provide evidence and continue to pursue.
If British Council has been supporting the development of government policy and plans in
this area, it is particularly important to demonstrate how we are operating on a fair basis.
If client has approached British Council only, document rationale for proceeding. Is client
willing to consider full tendering process? British Council should highlight broad range of UK
capability.
SECTION F - Competition issues
F1
Does British Council delivery inhibit long term market opportunity for
the UK?
☐Yes
☐No
If YES, consider working in partnership or do not proceed.
Responses should be documented and informed by market knowledge and understanding of
UK interests, including presence of UK organisations / SMEs in the market. In particular, the
impact of British Council delivery on UK SMEs should be documented.
SECTION G - Financial value
G1
Is pursuit of the opportunity financially viable for the British Council?
☐Yes
☐No
If no, consider whether working in partnership improves financial viability.
SECTION H - Value to UK
H1
Are there any further benefits to the UK through pursuit of this
opportunity?
H1.1

Aligned to UK ODA criteria/ grant-in-aid priorities?
H1.2

Working in partnership thus delivering direct economic / financial
benefit to UK company? Document how partner has been
selected.
H1.3

Opens up the market for other UK organisations to gain future
opportunities? (document how)
H1.4

British Council delivery prevents client sourcing a solution from a
competitor country?
H1.5

Brings wider benefit to the UK? (document how)
☐Yes
☐No
Record evidence of value to UK. Value to the British Council is not sufficient to demonstrate
value to the UK.
Higher value to the UK is expected in countries which are considered as high priority
markets by UK government.
In the case of H1.4, provide objective evidence that British Council delivery will prevent the
opportunity going to a competitor country.
Final decision (TICK ONE ONLY):
☐PURSUE ALONE
☐PURSUE IN PARTNERSHIP
☐DO NOT PURSUE
Decision made in consultation with:
Opportunity Assessment Checklist completed by:
Job title:
Opportunity Assessment Checklist approved by:
Job title:
Please return completed and signed form to OAC@britishcouncil.org.