Business Services Transformation: Enabling effective collaboration for NHS Improvement

Description

Summary of the work NHS Improvement is looking for a partner with experience of delivering significant business change programmes enabled by CRM, Document Management, Records Management and Resource Management technology. Expected Contract Length Two years. Latest start date Monday 2 October 2017 Budget Range Circa £3.1 Million including VAT and excluding licence costs (software will be procured separately). PLEASE NOTE: The decision to commission external support is subject to the requisite approval of business cases both internally and by the Department of Health; we reserve the right to terminate the procurement if this approval is not received. Why the Work is Being Done The NHS Improvement operating model integrates staff from several organisations (e.g. NHS TDA and Monitor) in joint teams and requires those teams to collaborate in the delivery of its services. The NHS TDA and Monitor used different processes and supporting technology for what are now key cross-cutting services. This has left NHS Improvement with considerable challenges, for example, when it comes to having a single view of its relationship with individual providers, consistency in how we work with providers, ability to easily share documents, data quality and transparency. Problem to Be Solved Solutions required to enable: 1) those responsible for managing relationships with a provider, or delivering specific interventions with providers, to see who is currently engaged with that provider and the nature of that engagement; 2) staff are able to access, work on and share relevant documents, regardless of location, in support of delivering their work; 3) new work demand can be flagged to enable relevant staff to schedule the work and mobilise relevant staff; 4) staff roles, responsibilities and capabilities are maintained and visible; 5) contact details for providers are maintained and visible. Who Are the Users Example user stories: As an Improvement Director, I need to be able to get correctly skilled resources on to my project quickly and effectively in order to support the provider. As a Senior Manager I am able to easily identify key contacts in a provider and see who is already in contact or working with them. As a Delivery Improvement Lead (DIL) I am able to see who is working on what and how they are progressing within a provider that I oversee. As a DIL I am able to see a full view of my portfolio in one place. Early Market Engagement A supplier discovery day was held on June 15th and attended by over 60 suppliers. Discovery day materials are included in the Supporting Information Pack which may be requested by sending an e-mail to nhsi.bst@nhs.net Work Already Done March-July, Discovery Phase: Covered processes requiring multi-team collaboration, regardless of directorate or location: Stage 1: Establish Programme vision and goals and identify 3 highest priority areas for exploration. Stage 2: Gather requirements and create view of what could enable more effective and collaborative working. Stage 3: Configure Microsoft solutions to build proof-of-concept to show users the art of the possible. Stage 4: Develop a high level technical architecture and proposed MVP. Stage 5: Create a high level transformation roadmap and updated business case for the programme. Key deliverables included in Supporting Information Pack which may be requested by e-mailing nhsi.bst@nhs.net Existing Team The in-house team consists of: 1 x Senior Responsible Owner, 1 x Product Manager, 1x PMO analyst, 1x Senior Business Analyst, 1x Business Analyst, 1x Change Manager and a stakeholder group consisting of 1 - 2 members from each of 12 directorate. Current Phase Discovery Skills & Experience • Extensive Public Sector experience of driving complex technology enabled business change, using robust change management processes to ensure workforce engagement. • Can demonstrate a track record for being able to respond flexibly to changes in their clients external environment that impact scope and priorities. • Expertise in CRM, records management, document management and resource management on a range of leading technologies. • Expert knowledge in Microsoft Dynamics 365 and SharePoint with at least 2 references in the public sector. • Experience of cloud/on premise and hybrid delivery models. • Experience designing solutions (scoping, process design, technology design) supporting a range of business capabilities including CRM, case management, complaint handling, FOI, resource management, IG, professional services automation, records management. • Experience of supplying and project managing multi-organisation, cross functional, agile teams to deliver defined outcomes using a user centric solutions approach, ensuring a balance of business and technology focus. • Extensive experience of business analysis and requirements gathering from complex business areas and translating this into technical designs and outputs. • Experience in complex data migration including from legacy Dynamics, SharePoint , shared drives and email records. • Understanding of relevant legislation pertaining to the NHS healthcare– e.g. Data Protection Act, Information Assurance policy, GDPR awareness. • Experience of delivering in partnership with the leading software vendors. • Demonstrable capability in leading other companies within a consortium. • Have availability of resources to be able to start as soon as possible and by 1st of October 2017. Nice to Haves • Experience in delivering solutions required to comply with relevant legislation pertaining to the NHS healthcare (e.g. Data Protection Act, Information Assurance policy, GDPR awareness). • Proven experience of knowledge sharing and skills transfer with in-house teams so as to build sustainable capability. • Supplier has experience of working in the Public Sector regulatory field, particularly in the health sector. • Supplier has the right partnership with the leading software vendors e.g. gold / platinum partners. Work Location Wellington House 133-155 Waterloo Road London SE1 8UG ; Plus activity across regional offices to ensure buy in and involvement of key stakeholders. Working Arrangments The team will be based in London where the analysis, development/configuration and testing activity will occur. We have nine regional offices and the team will support the roll out to these, including change management training and support. The work will be conducted mainly in four regional centres and a train the trainer approach will augment team resources. The project will operate an agile methodology: daily stand-ups, sprint planning, sprints, demos, retrospectives, show and tells. The supplier will lead, role modelling agile ways of working, collaborating with our team, investing time in knowledge sharing and coaching to increase our capability. Security Clearance NHS Information Governance Toolkit / IG training may be required. Suppliers may be required to sign specific NHS Improvement data sharing agreement Ts&Cs to protect data disclosure (NDAs, etc.). Suppliers will NOT be provided with patient-level or identifiable information, but prior experience in handling sensitive data would be desirable. No. of Suppliers to Evaluate 6 Proposal Criteria • Understanding of our requirements and what success would look like for this project (25 points). • Approach and methodology (including collaboration with NHS Improvement staff) (20 Points). • Team Structure and Mobilisation time (including roles and example CVs of typical resources) (20 points). • Value for money, assessed on the basis of a like-for-like comparison of a costed resource profile which shortlisted suppliers will return as part of their proposal (20 points). • Approach to existing technical architecture, and systems and technical recommendations, including re-data migration and being digital integration ready (see Supporting Information Pack for details) (10 points). • Identification of risks and dependencies and proposed mitigations to manage them (5 points). Cultural Fit Criteria • Demonstrate your approach to engaging with internal senior stakeholders undergoing cultural change and how this will support project success (20 points). • Work as a team with our organisation and other suppliers (20 points). • Agile and flexible to changing/uncertain requirements (20 points). • Demonstrate how you will work transparently, collaboratively and share your approach and knowledge with NHS Improvement team members and listen to their feedback (20 points). • Demonstrate how you will take responsibility for challenging the status quo and stand up for your discipline while involving NHS Improvement staff (20 points). Payment Approach Capped time and materials Evaluation Weighting Technical competence 60% Cultural fit 20% Price 20% Questions from Suppliers 1. Dear Sir / Madam We have started our response to this requirement but are unable to obtain a full view of the total question set as this requires the completion of each of the skills and experience questions before progressing to the next stage. Is there a word version of the full set of questions available, or could NHSI provide details of the remaining questions, if any, beyond the skills and experience questions. There are no further questions. We are currently in the “pre-qualification” stage where we will be assessing and shortlisting suppliers against the Essential skills and experience and nice-to-have skills and experience set out in our Opportunities notice that we have published. Shortlisted suppliers’ proposals will be evaluated against the Proposal criteria, the Cultural fit criteria and Price. 2. Could you please confirm your planned timetable for a) confirming if a supplier has passed the qualification questions, b) the date when you will require a proposal and c) the intended date for presentations? We hope to identify shortlisted suppliers by 22 August. The deadline for receipt of proposals will be 06 September with Suppliers’ Presentations to take place 13 and 14 September. Whilst we do not intend to depart from this timetable we reserve the right to do so at any stage. 3. Has any consultancy organisation worked with NHS Improvement on the Discovery Phase of this work, and if so which organisation? The Discovery Phase was supported by KPMG LLP. However, this is a separate procurement exercise and the winning supplier will be selected against the evaluation criteria set out in our Requirements. 4. Did any consultancy organisation work with NHS Improvement on the Discovery Phase and if so which organisation? The Discovery Phase was supported by KPMG LLP. However, this is a separate procurement exercise and the winning supplier will be selected against the evaluation criteria set out in our Requirements. 5. Can you please provide more detail regarding the security requirements which will influence the end solution both including the impact on data management and the complexity required in the required authorisation model? We would expect the successful supplier to work with NHS Improvement as part of a joint agile programme delivery team. During the first phase of work we would expect the user stories around access control for information and content to be established and those which are critical to information governance to be implemented as part of the migration to the new solution. 6. Can you please provide further details around the scope of work associated with the Case Management and Records Management elements which in are included in your specification? We expect the successful supplier to work with NHS Improvement as part of a joint agile programme delivery team. As part of the transition and migration to the new platform the supplier will establish an approach to existing case migration whilst also working to establish the backlog of case types for implementation of the wider operating model. This will be an agile process in that high level case logging and tracking will be in place to span the breadth of NHS Improvement activities. Future phases would then establish what case types would benefit from a more case specific customised workflows. 7. Can you please provide further detail on the Information Architecture including information flows, both of the current systems and also the new future state solution? We will work with the successful supplier to define two elements of the information architecture. The taxonomy for content and the logical data architecture to underpin CRM, case management work and project services automation work. The data architecture would, for example, cover what information we will present in the single Provider view and what information we require to support resource and project planning. Some initial work on this has been delivered as part of Discovery but more will be required. (Response continued below). 8. Can you please provide further detail on the Information Architecture including information flows, both of the current systems and also the new future state solution? (Response continued from above)In terms of information flows to support case working this will depend on the detailed business processes which will be fleshed out by the operating model stream. We expect the supplier to work closely with this work stream to understand the impact on the information flows and model for CRM and case working. 9. Can you please provide further clarity on the expected governance process across the programme including the separation of work between NHSI and the future state operating model both in terms of the end business but also the technology support component? The governance will comprise of:• The SRO accountable for the programme• Programme Board, chaired by SRO and reporting in to the Executive Committee, to meet at least monthly to review progress and provide guidance on strategic risks and issues escalated by the programme • Technical Design Authority – responsible for ensuring technical components designed and implemented by the programme meets technical architecture standards and frameworks.• Business Design Authority – responsible for ensuring solution design addresses agreed business requirements.We are open to suggestions with regard to the governance framework and processes. 10. In regards to the document management work, what is the preferred approach to transition, an initial big bang with incremental improvements over time or a structured incremental programme of migration based on prioritised areas? To support initial phases of work we expect a pragmatic approach to focus on content which is directly supporting Provider-facing activities. We expect the migration to focus on documents which have been produced in the last two years. We have not finalised the approach. We have not yet performed a content audit to understand the implications of the approach. The supplier shall have the skills to perform content audits, and work with us to finalise the approach and ensure we automate migration to the target state and information metadata taxonomy as much as possible.