RM1043.8-1-DESNZ Evidence Management System Development Contract

Description

Summary of work Summary of the work to be commissioned: The purpose of this procurement is to commission further enhancement on the Hydrogen Heating Programme’s Evidence Management System (EMS). In 2022, the Hydrogen Heating Team (HHT) commissioned the development of an Evidence Management System (EMS) to enable the Programme to manage its growing evidence base in a systematic way and create clear lines of sight between evidence and requirements. The EMS completed its beta phase in October and launched in November 2023. However further improvements and enhancements need to be made to the system once current users have had a chance to use the system for a period of time and once further mapping of planned evidence to known evidence gaps (known as “evidence frameworks”) has been completed. The EMS is built using Microsoft 365 products such as Azure, Power Apps, Power Automate, Power BI and SharePoint. We have approximately 11 enhancements identified and expect this number to reach around 40 in total once requirement gathering is completed (more detail of the current enhancements are located on page 5 under ‘The business problem you need to solve’). The development contract will last a minimum of 10 weeks (with the option to extend by 5 weeks if required). We are open to proposals from suppliers on how best to break down this time into different phases, but we’d estimate circa 2 weeks for mobilisation, requirement gathering and prioritisation, followed by 6 weeks of development sprints, and 2 weeks for final UAT and sign off of updated documentation. Further details on Hydrogen Heating Programme and the EMS are set out below. Hydrogen Heating Programme: The core aim of the Hydrogen Heating Programme is to enable strategic decisions to be taken in 2026 on the role of Hydrogen in heat decarbonisation, based on appropriate evidence. This will be done by: • Identifying changes, options and decisions which would be required to enable the use of pure hydrogen for heating in parts or all the gas networks in GB. • Acquiring and evaluating the evidence required to accurately access costs, impacts, benefits and feasibility of these changes and options. The Hydrogen Heating programme is structured into individual sub programmes and cross-cutting teams which are listed below: Sub programmes • Consumer Trials • Network Safety and Impacts • System Transformation • End users • Safety Assurance • Markets and Regulatory Frameworks • Town Pilot Cross- cutting Teams • Delivery • Strategy and Communications • Analytical • Technical Both internal framework users (e.g End Users and Network Safety and Impacts colleagues who work within DESNZ) and external framework users (e.g. external organisations such as Gas Networks and Energy Networks Association) will upload evidence and view/track evidence to complete their end-to-end journey entirely through EMS to validate the evidence is sufficient to fulfil the requirements and satisfy safety, technical and analytical assurance processes. Once evidence has been uploaded into the EMS Super Users can perform a ‘Quality Check’ of evidence within their framework and are able to assign the required assurance type to evidence. Only once evidence has a Quality Check status of ‘Approved’ and the assurance route is decided will the evidence appear available for assurance. Multiple assurance routes can be selected in parallel; Technical Assurance and Analytical Assurance are done internally whilst the Safety Assurance is via HSE (Health and Safety Executive). The HSE Assurance team will receive, review and update submissions until they are satisfied the evidence is complete, at which point they will close the submission indicating it has satisfied their review. We also have a 3rd Party Support Service which includes a service desk with email and online support which the future development team will be expected to work closely with to ensure support can be adequately provided in the short and long term. Accessibility and Penetration testing: This will arranged by DESNZ if required and provided by a 3rd Party but successful supplier will be expected to accommodate them. Where the supplied staff will work London Where the supplied staff will work No specific location (for example they can work remotely) Why the work is being done The Department for Energy Security and Net Zero (DESNZ) published its Heat and Buildings Strategy, and supporting consultations, in October 2021, in which it identified the ‘no regrets’ decisions on how the UK will decarbonise our homes, commercial, industrial and public sector buildings. This included establishing a default pathway to decarbonise heating through electrification but also identified that low-carbon hydrogen could have the potential to be a key option for decarbonising heat in buildings. However, unlike other technologies such as heat pumps and heat networks, 100% hydrogen for heat is not yet an established option. The Government is working with industry, regulators and others to deliver a programme of research, development and testing projects to assess the safety, feasibility, costs and benefits for a variety of 100% hydrogen scenarios to decarbonise heat. This programme of work aims to produce the evidence required to enable strategic decisions to be made on the role of hydrogen in decarbonising heat in 2026. The programme is looking to continuously develop a single, systematic way to structure and manage its growing evidence base and has completed discovery, alpha and beta phases for an Evidence Management System which is now in public beta. As set out in the summary of work section above, we are looking to procure further development to build additional features and enhance current functionality. The existing system has ~100 internal users and ~50 external users from multiple organisations with varying access levels and is built using Microsoft 365 products such as Azure, Power Apps, Power Automate, Power BI and SharePoint. The business problem Following its launch in October 2023, additional enhancements need to be made to the Hydrogen Heating Programme’s Evidence Management System. This will ensure that the system remains fit for purpose for the Hydrogen Heating Programme and that the system correctly aligns with the Programme’s evidence frameworks, including newer frameworks currently being developed. Further development of the Evidence Management System will allow those less developed frameworks to be built out, and further system enhancements to be made once current users have used the system for a period of time. A high level and summarised list of enhancements which have been identified to date are listed below. However please note that this is not an exhaustive list and user research/engagement would be required to ascertain further requirements and user stories prior to and during the development phase: 1) Enhanced search, sorting and filtering functionality in the admin application. 2) Enhanced search, sorting and filtering functionality in the main application. 3) Refinement to detailed views to improve links with the framework(s) and how they are displayed. 4) Refinement to PowerBI Reports and how information is displayed. 5) Further enhancement to Strategy Framework and ensuring it is flexible enough to be amended if required as needs of programme change. 6) Changes/enhancements to user group permissions. 7) Changes to the data model and interrelationship of data points. i.e. create many to many relationships. 8) Various requirements to improve and enhance the email notification functionality. 9) Improved functionaliy to link evidence to projects at upload stage. 10) Changes to sorting/search views and selections. 11) Enhancements to the look and feel of the EMS improving the useability. Risks: • There is a risk that all frameworks will not be developed by the time the development phase starts in April – we are working closely with framework leads and the data model lead to mitigate this risk. If frameworks are not developed by the time the development phase starts, we would ensure framework leads of underdeveloped frameworks are involved in engagement. This will allow them to engage with the development team to have their requirements captured. These conversations should also aid the thinking in taking these frameworks further forward in line with the data model in the future. • Governance structures surrounding evidence management still need to be finalised. If these are not finalised, we will implement interim measures/structures that are agreed with the PMO team. Deliverables: • Fully Updated EMS Main Application • Fully Updated Admin Application • Updated User Guide • Updated Admin Guide • Release Management Plan • User Acceptance Testing Plan • Digital Governance Board Requirements: o End of Phase Report o Updated High level design and Low-level design. o Code should be peer reviewed. o Code available in BEIS DevOps repository. o Periodic security assessment of app and architecture. o User testing result o Updated RAID Log o Service Transition Documentation updated o Pass Penetration Testing (if needed) - this will be provided by a 3rd Party but successful supplier will be expected to accommodate them. o Pass Accessibility Testing (if needed) - this will be provided by a 3rd Party but successful supplier will be expected to accommodate them. The people who will use the product or service User type: • Super Users Definition: Select Senior Hydrogen Heating Programme or Gas Network Framework Owners will function as Super Users. Senior Stakeholders concerned with Evidence quality would be nominated for this role - These can be external and internal. Their role is to analyse the evidence based on overall evidence requirements to ensure completeness, accuracy and relevance. Super users therefore have the ability to identify evidence gaps, carry out quality checks of uploaded evidence and contribute to relevant assurance processes such as Safety, Technical and Analytical Assurance routes. User type: • Shapers Definition: The Evidence Shapers will consist of HH Programme and Network users who will produce and upload evidence to the system. They will be able to edit all details within the EMS but cannot perform quality checks or view/edit analytical and technical assurance related steps. User type: • Assurers Definition: HSE users will be the Evidence Assurers who can review evidence to assure the quality if it’d findings. They will work in collaboration with the evidence shapers to provide feedback and comments. User type: • Supervisors Definition: The Supervisors will view, and analyse evidence generated by different sub-programmes and workstreams to understand the EMS KPI’s and overall overview of the HH Programme. This role will consist of Deputy Directors and external executives and will look at the reporting and evidence to perform analysis on existing evidence and identify gaps. User type: • Admin users Definition: These users have access to the backend of the EMS via SharePoint & the Admin App. They consist mainly of members from the Programmes Delivery Team and have the ability to create/edit projects, tags, sub requirements, assets and requirements and complete mapping where possible. The Admin Team also provide EMS support to all persona roles. Work done so far Discovery Phase: The intent of this discovery was to get a clear understanding of user needs and requirements, which will be used to inform the solution options and future service design for an improved evidence management experience. Over 8 weeks, a team of 5 (Service Designer, Business Analyst Lead and Support, Technical Architect, Delivery Manager) worked with DESNZ team (service owners, delivery manager, support) • Defined business outcomes (e.g. increased public trust in decision, enable audit scrutiny, reduce delivery risk) • Defined user taxonomy, conducted user research with 35 users (1:1 and focus groups) – internal and external user e.g. programme delivery partners • Identified, categorised, prioritised user requirements (validating with DESNZ) • Identified key constraints (time, money, staffing, level of change) • Mapped out 'as is' solution landscape and future service design • Scanned market for long list of potential 3rd part solutions – and shortlisted based on requirements and constraints • Conducted sessions to inspire art of the possible and showcase potential solutions • Identified uncertainties to address Alpha Impact: • Enabled DESNZ programme to re-focus on outcomes rather than solutions, and identify their constraints – helping them realise that they did not need a new 3rd party solution but rather they could extend existing Microsoft capabilities (e.g. Power Platforms) to meet their needs • Enabled DESNZ to prioritise what they really needed (document and content management., project management, work and task mgmt. that internal and external users can access) Key learnings/insights: • Don’t introduce new 3rd party tech if not required – complex to integrate in to DESNZ landscape • Make the most of existing tech stacks e.g. MS where possible • MS is very flexible and useful for internal tooling builds Alpha Phase: Over 7 weeks, a team of 6 (Delivery Manager, Technical Architect, Business Analyst, MS Developer x2, UX designer) worked with DESNZ team (service owner, project managers, support). Identified and prioritised key uncertainties/assumptions: • Functional: Embedding evidence frameworks, Data standardisation, Search/categorisation, Reporting/ tracking, external users, assurance flow, accessibility • Technical: Data migration, Config v Customisation, NFRs alignment, Licensing and support detailed costs Used 3 sprints prioritising the most uncertain areas first. For each uncertainty we identified how to reduce – via protype, user testing, research or technical spikes. Completed all DESNZ end of Alpha documentation and governance (report, prototypes, refined backlog etc.), developed detailed Beta plan/costs, recommendations Regular show and tells and hands on user testing with HH programme Our Impact: Built and iterated a working system in MS ready for Beta. Brought the solution to life and made it real for DESNZ so they could interact and grasp the impact it would make. Gained confidence it was viable and feasible. Identified key areas for consideration in Beta - Post-Beta support - The need to standardise evidence frameworks - Validate key roles and access - Dedicated DESNZ project mgmt. support and migration process - Need to set up full environments for roll out (Dev, UAT and Prod) Beta Phase: Over a 16-week Beta period, we focussed on: • Building and releasing a Private Beta rapidly (within 8 weeks) • A full release within 14 weeks • Conducting and actioning accessibility testing We prioritised the scope of the Private Beta – presenting options to DESNZ and agreeing a single evidence framework with end-to-end functionality. We defined success criteria and learning aims for Private Beta – and used data and feedback to evidence if achieved. In continuously developed and iterated the solution in preparation for Go-Live as well as defined full release scope (5 evidence frameworks and prioritised improvements from Private Beta feedback). Our Impact: We rolled out a new solution using Power Apps as the main user interface to all complete frameworks. We were able to integrate the assurance process which is typically externally completed within the EMS creating a single source of truth. The various relationships between evidence and different framework groups were now stored and managed in a secure location. Key learnings/insights: • Importance of identifying and agreeing scope of releases • Importance of defining measurable success criteria for releases • Mitigating risk and defining requirements early on created room for early success and confidence in the solution • Stakeholder engagement and show and tell sessions allow users to contribute to the final solution • CI/CD meant we were able to deliver often whilst improving the quality of the solution and continuously test functionality Which phase the project is in Live Existing team The existing EMS project team consists of the following: • Service Owner – Head of Delivery, Hydrogen Heating • Senior Strategic Delivery Manager – Hydrogen Heating • Project Delivery Officer, Hydrogen Heating • Delivery Officer, Hydrogen Heating • Digital Delivery Manager • Commercial Manager The supplier team will also work with the wider Hydrogen Heating programme including: • Wider Hydrogen Heating teams • Networks (Northern Gas, National Gas, Cadent Gas, SGN, ENA • DNV / HyTech • Ceox Services Ltd – support supplier Address where the work will be done 3 -8 Whitehall Place SW1A 2EG for meeting(s)/workshop(s) if required. Working arrangements The supplier’s staff will be expected to be available during the typical working hours of the policy team (Monday to Friday 9am-5pm) in order to maximise knowledge transfer. We require the supplier to hold agile ceremonies as well as regular update/‘show and tell’ sessions for DESNZ and External stakeholders, which will take place over MS Teams. Security and vetting requirements Security Check (SC) Latest start date 1 April 2024 Expected contract length Contract length: 0 years 2 months 10 days Optional extension: 0 years 1 months 5 days Special terms and conditions special term or condition: Additional terms will be added to the Call-Off Order Form: All expenses must be pre-agreed between the parties and must comply with the Cabinet Office Travel and Subsistence Policy. All vendors are obliged to provide sufficient guarantees to implement appropriate technical and organisational measures so that the processing meets the requirements of GDPR and ensures the protection of the rights of data subjects. For further information please see the Information Commissioner's Office website https://ico.org.uk/for-organisations/data-protection-reform/overview-of-the-gdpr/ Budget Indicative maximum: £220000 Indicative minimum: The contract value is not specified by the buyer Further information: The original contract will be capped Time & Materials – the max budget is £220,000 excluding VAT. Potential extension by 50% if the optional extension is taken. Initial duration is 10 weeks with optional extension by 5 weeks. Contracted out service or supply of resource? Contracted out service: the off-payroll rules do not apply Terms and acronyms Term or acronym: EMS Definition: Evidence Management System Term or acronym: • AAD Definition: Azure Active Directory Term or acronym: • HH Definition: Hydrogen Heat Term or acronym: • HHP Definition: Hydrogen Heating Programme Term or acronym: • MS Definition: Microsoft Term or acronym: • DESNZ Definition: Department for Energy Security and Net Zero Term or acronym: • CI/CD Definition: Continuous integration and continuous delivery/continuous deployment Term or acronym: • HyTech Definition: Consortium of contractors providing technical support to the programme Term or acronym: • Evidence Frameworks Definition: Collection of evidence requirements outlining key questions / gaps that need to be filled to enable policy decisions on Hydrogen Heating. There are multiple evidence frameworks embedded within the EMS such as, End Users and Network Safety and Impacts. For the delivery of the Hydrogen Heating Programme these have been split into several categories based on the nature of work. There are 7 proposed evidence frameworks currently: 1) End Users, 2) Network Safety and Impacts, 3) System Transformation, 4) Consumer Trials, 5) Hydrogen Town Pilot, 6) Market and Regs, 7) Strategy. Term or acronym: • Data Model Definition: The data model is the design of the back-end data storage, which defines and describes the data points and how they relate to each other.