ITEP0313 Property and Compensation Gateway (PCG)

Description

Summary of the work This project is aimed at replacing an existing case and financial management system with an up-to-date integrated system that will intelligently replicate current functionality and be capable of further development to cater for evolving business needs that support National Highways’ acquisition, management and disposal of land and property. Expected Contract Length 2 years + optional extension Latest start date Thursday 1 December 2022 Budget Range Up to £3million Why the Work is Being Done The new system (PCG) is to replace the existing, outdated HAL (Highways Agency Lands). The original need for HAL materialised in 1999 when the National Audit Office (NAO) qualified Highways Agency’s financial accounts because the Agency did not fully know or understand its significant financial liabilities for property acquisitions and the compensation it owed, nor the value of its managed property estate, nor the impact of its business practices on those values. HAL is a 20-years-old, completely bespoke database, built using now-defunct software and operating systems. A catastrophic system failure is a real risk. The NAO continue to review all property transactions as part of its annual audit of the company’s accounts. The NAO is generally satisfied that a fully functioning HAL provides the necessary assurance in accounting terms, but they are keen that NH develop a replacement application and are monitoring progress. NH also wants the new system to be capable of further improvement to respond effectively to ongoing business change or fresh business requirements. NH seeks to acquire a new system that uses up-to-date software and technology and can provide immediate business and process efficiencies and ongoing opportunities. A replacement for HAL is therefore long overdue. Problem to Be Solved • Ability for National Highways to deliver high levels of customer service in its dealings with land and property owners, effectively and efficiently. • Improved effectiveness of users in conducting their business and in maintaining the overall quality of data and records by imposing requisite controls into the data capture/entry/update/recording process. • Ability to produce authoritative financial accounts that withstand the highest level of scrutiny. • Better business management and accounting at project, programme and portfolio levels. • Regaining the ability to easily update system-based business processes to meet evolving business needs, e.g., configuring workflow and governance controls within the solution. • Significantly reducing ongoing storage costs by enabling the long-term existence of the new application in the Cloud. Who Are the Users Please email: EnterpriseSystemsProcurement@nationalhighways.co.uk in order to receive the full list of functional and non-functional requirements (NFRs), including 'Who the users are and what they need to do'. Please note – this email address is to be used for access to the supporting documentation only. Please raise any other questions via the Digital Marketplace portal as normal. Early Market Engagement Pre-tender market engagement was carried out with some suppliers on the Digital Outcomes and Specialists framework (DOS). Existing Team Project delivery team: - Project Sponsor - Project Manager - Business Analysts - Solution Architect In-house IT directorate: - Digital Services Business stakeholders: - System Users/User groups The successful supplier may have to work with the current solution provider of the existing HAL system. Current Phase Not applicable Skills & Experience • Experience of successfully delivering end-to-end Customer Relationship Management (CRM) solutions (in Azure) to large organisations. • CRM solution architecture design experience – specifically around integration of case management systems with Oracle. • Extensive experience of migrating data from legacy systems to new solutions covering – data strategy, data analysis and mapping, data cleansing, data transformation and data migration. • Extensive system integration experience – specifically around integration with Microsoft CRM, Oracle Finance and other internal systems within large organisations. • Extensive Testing experience – developing and implementing test strategies, plans and scripts. • Training and support for large CRM solution delivery programmes – end user training design, documentation, delivery, and support. • Experience of business requirements analysis of complex systems and refining requirements at various levels to get them to a ‘build ready’ state. • Extensive experience in business change management around the adoption of CRM solutions for a large IT programme, with 100+ users and covering end-to-end user adoption activities. • Extensive experience in the delivery of complex IT solutions using AGILE methodology and tools. Nice to Haves • Extensive experience of Case management solution delivery within a large organisation for 100+ users. • Microsoft Gold Partner. • Transport / Infrastructure or similar experience. Work Location - Remote working - National Highways Offices in Birmingham and Bedford Working Arrangments - Remote working using Microsoft Teams - National Highways offices in Birmingham and Bedford when required for specific face-to-face meetings (subject to Covid restrictions). Security Clearance - BPSS as a minimum. - Security Clearance for those who will be accessing data in pre-production and production environments. Additional T&Cs The existing project team is currently working on refining the business requirements and producing supporting documents. However, the expectation is for the supplier to support further refinement of the requirements. In addition, the supplier will be expected to manage and support the following areas: - Data migration - Testing - Training - Change Management support Please email EnterpriseSystemsProcurement@nationalhighways.co.uk in order to receive the functional & non-functional requirements (NFRs) and supporting documentation. A 1-10 scoring matrix will be applied across both Stages. Any ‘Essential Skills’ scoring 3 or below will be excluded. Pass/fail criteria will apply to NFRs at Stage 2. No. of Suppliers to Evaluate 5 Proposal Criteria • 1)Your proposed solution must/should (depending on prioritisation) be able to meet the NFRs shared at Stage 1. For any that cannot be met, please state a brief reason. (PASS/FAIL) • 2a) Project delivery - Based on the requirements for this bid: Provide a delivery plan showing how you intend to deliver this project. (10%) • 2b) Project delivery - Based on the requirements for this bid: Identify key milestones, relevant resource roles and indicative timelines. (5%) • 3a) Requirements - With specific reference to our requirements, how will you: Ensure that the requirements meet the business objectives of the respective user groups? (5%) • 3b) Requirements - With specific reference to our requirements, how will you: Provide post-deployment service support for the new solution? (5%) • 4a) Data - How will you carry out data migration from the existing case management system to the proposed new system? (10%) • 4b) Data - Please explain what your data strategy will be and how this will satisfy GDPR requirements (5%) • 5) System integration - How will you ensure that the new solution is able to integrate with existing system interfaces (e.g., Oracle, central MS dynamics platform, Prism, Geospatial system)? (10%) • 6) Change management - What will be your approach to transitioning users from the old system to the new one, with minimal disruption to business activities? (10%) Cultural Fit Criteria • 1)How will you ensure that you work as a team with NH (and other suppliers) and promote a no-blame culture? How have you done this in the past? (2.5%) • 2)How will you ensure that feedback NH give during delivery of this work is considered and acted upon? Where have you taken on client feedback and made necessary changes? (2.5%) • 3)How will you ensure that knowledge and experience is shared with NH teams (project teams, SMEs, BAU teams etc)? (2.5%) • 4)How will you help ensure that NH can support your solution in the long run? Where have you delivered lasting change? (2.5%) • 5)How will you manage and ensure that both technical and non-technical teams are fully engaged and kept updated? Where have you done this in the past? (5%) • 6)How will you ensure that benefits of the new system start to get realised earlier rather than later? How will those benefits be tracked and monitored in the long-term? (5%) Payment Approach Capped time and materials Assessment Method Presentation Evaluation Weighting Technical competence 60% Cultural fit 20% Price 20% Questions from Suppliers 1. Who from your team will be scoring applications for this opportunity and what positions do they hold? The following assessors will be evaluating, with advice from Technical SMEs within the Digital Services directorate where required:- Project Sponsor- Project Manager- Property Compensation Performance and Systems Manager 2. Can you please provide an anticipated timeline for this procurement that includes dates for: 1) Shortlisting Notification for Stage 2 2) Submission Deadline for Stage 2 3) Presentation 4) Evaluation period 5) Award Notification The below is an approximate timeline and may be subject to change.6th Oct - Published13th Oct - Deadline for asking questions20th Oct - Closing date for applicationsw.c 24th Oct+ - Stage 1 evaluationsw.c 7th Nov - Feedback to unsuccessful suppliers and shortlised suppliers invited to Stage 2w.c 14th Nov+ - Stage 2 tender periodEarly Dec - Supplier presentations if requiredMid Dec - Stage 2 evaluationsEnd of Dec / Jan - Debrief and Award 3. Can you confirm if shortlisted suppliers will have the opportunity to present? Shortlisted suppliers may be asked to present. This is likely to take the form of a clarification session. Further information will be provided to shortlisted suppliers at Stage 2. 4. Has any external supplier been involved in the initial scoping work? If so, who? Pre-tender market engagement was carried out with some suppliers on the Digital Outcomes and Specialists framework (DOS).No external supplier has been directly involved in the scoping work. 5. Within the procurement pack, it indicates an willingness to explore options for hosting outside of the National Highways Azure tenancy if sufficient justification can be provided. It will be difficult to demonstrate a justification if not successful with down selection of suppliers, as the essential experience requires an example of “successfully delivering end-to-end Customer Relationship Management (CRM) solutions (in Azure) to large organisations.” Can you confirm if an Azure example is a pre-requisite to the scoring of this question, which would indicate it is therefore mandatory? Azure is National Highway's strategic cloud platform however we do not want to mandate a solution and are open to use of SaaS and externally hosted solutions, examples of which would be highly beneficial. 6. We understand the primary driver for the procurement is to replace an existing legacy case management system. However, the emphasis within the essential skills required leans heavily towards CRM, which we understand to be Dynamics, but is not mandatory for PCG. Could you explain the purpose behind the emphasis on CRM within the Essential Skills so that we are clear in our response and are able to provide relevant and meaningful examples? The question is not intended to be limited to only case management examples/experiences but CRM as a whole. 7. During the market consultation, it was indicated that you were looking at completing this work within 2-3 years. Are you able to share an updated view around the potential delivery timeframe? In answer to your question our updated view is 2 years with an optional 6 months extension. 8. Can you define what your definition of end-to-end customer relationship management (CRM) is? An integrated CRM system (with case management capability) that will enable users to capture and store customer details from the initial engagement point all the way to closing out a claim or query. The system should have the ability to integrate with other organisational systems required to satisfy that claim or query, e.g. the ability to integrate with payment systems to trigger payment to customers or suppliers; ability to integrate with geospatial systems; etc. 9. Could the authority share the exhaustive tech stack or the preferred technologies and skills for the delivery? The preferred tech stack/technologies - our strategies and principles identify SaaS before PaaS before IaaS. We have a strategic cloud service provider in Azure. We have visions of applications being microservice and/or serverless based (which goes hand in hand with the first mentioned [SaaS before PaaS etc]). Whilst Dynamics 365 is not mandated for use by PCG, we have invested in this technology for use across our estate as we believe it would achieve various principles namely being SaaS-based, cloud-native and reuse of existing technologies. 10. Is there any other ERP deployed within NH estate? Oracle Fusion ERP in oracle cloud 11. Is NH plan to continue with oracle fusion for financial accounting and ledger processes? Yes 12. Can you please share any further details around the distinct business areas used the four dynamic instances? Not sure what specific dynamic instances are being referred to here. Please can you list them. 13. We assume that the employees of National Highways are the primary end users of the system. If the assumption is not correct, would the customers of NH also be required to be provided with a self-service portal to raise/create cases? NH employees will be the primary users. However, the system should be able to integrate with an existing public facing site which allows customers to check the status of their cases. 14. Could the authority please confirm the support model required, for example 24hrs x 7 x 365 The system should be supported from 08:00 to 17:00. 15. Where the question asks for extensive experience, should our response include multiple examples? One or multiples examples will be fine as long as the experience satisfies the criteria and it is clear who the clients were. 16. If suppliers have relevant experience with integration of CRM to financial systems similar to Oracle, would these be suitable for question 4? As long as the solution being proposed can integrate with our existing financial system - Oracle. 17. Given that both question 2 and question 4 consider integration, including with Oracle, should the question 2 response have a focus on CRM solution architecture rather that Oracle integration? Yes focus on CRM solution interfacing with Oracle.