CONTRACT AWARD NOTICE – OFFICIAL JOURNAL

Section I: Contracting Authority

I.1)

Name, Address and Contact Point(s)

I.2)

Type of contracting Authority and Main Activity or Activities

Ministry or any other national or federal authority, including their regional or local sub-divisions National or federal agency/Office Regional or local Authority Regional or local Agency/Office Body governed by public law European Institution/Agency or International Organisation

General public services Defence Public order and safety Environment Economic and financial affairs Health Housing and community amenities Social protection Recreation, culture and religion Education

Section II: Object of the Contract

II.1)

Description

II.1.1)

Title attributed to the contract by the contracting authority

HR/Payroll and Finance System Replacement Project.

II.1.2(a))

Type of works contract

II.1.2(b))

Type of supplies contract

II.1.2(c))

Type of service contract

II.1.2)

Main site or location of works, place of delivery or performance

Birkbeck, University of London, Malet St, London, WC1E 7HX.

II.1.3)

This notice involves a framework agreement

II.1.4)

Short description of the contract or purchase(s)

Birkbeck has been using its current integrated HR/Payroll and Finance systems (the latter comprising a core finance system, plus a variety of related systems to maintain data on costing and management for research grants and contracts) for a number of years, and for a variety of reasons the applications themselves now need to be replaced.

With the exception of some elemental administrative processes (the creation of electronic purchase orders, the entry of sickness absence data, and some reporting), all users of the systems in scope sit within the central HR and Finance departments. The vast majority of the business processes owned by, or traversing, these areas are currently transacted by email and/or paper.

Even where there is devolved use of the legacy systems, there are perceived shortcomings:

— Sickness absence recording is not undertaken by individual managers, but by a coordinator role in each department (resulting in the exchange of email and paper, but at a local level).

— Purchase orders are created by a reasonably large group of users, but by no means all purchasers. The system is unwieldy and unintuitive, and as such is not suitable for occasional users, many of whom submit paper orders rather than electronic. The College does not currently undertake electronic procurement.

— Both systems are Oracle Forms deployed in a browser, which requires specific browser configuration in order to function. The result (in order to stop automatic updates to individual workstations rendering access to the applications impossible) is that access to these applications by Birkbeck staff is provided through a virtual desktop environment. This additional step adds complexity and confusion to the users.

Significant investment has been made by the College over the last few years to develop its processes and underlying corporate information systems in the areas of Student Administration and Identity Management. This work has been underpinned by a focus on understanding, improving and implementing repeatable and reliable business processes.

In order to frame our approach to corporate information systems (CIS) developments and investments moving forwards, we have developed a CIS Strategy which has been recently endorsed by the College's Strategic Planning Committee (SPC).

The strategy (which is provided as appendix C) sets out the guiding principles that we seek to adhere to as we further develop our CIS infrastructure. This project must adhere to the principles outlined in that strategy which is set out in the ITT and appendices for your reference.

Key amongst those principles are the following:

—We wish to provide access for interaction with data and processes, across all corporate information systems, through a single self-service environment for staff and customers. This is known as our ‘My Birkbeck’ framework which consists of Oracle APEX applications developed in-house.

—We wish to orchestrate the vast majority of our business processes, across all systems, using our chosen BPM platform Bizagi.

—We wish to provide management information reporting across all systems using our chosen BI tool Tableau. This does not eliminate the need for ad-hoc reporting and data interrogation at a local level.

With this in mind we now seek proposals for solutions that provide us with:

—A robust and well developed data structure

—Excellent user interface experience for ‘core users’ (users in the central services who ‘own’ the business processes)

—Reliable processing capabilities (e.g. Payroll calculation)

—Comprehensive documented and supported Application Programming Interfaces (API) — likely to be RESTful web services — that will allow us to surface options to manipulate data within our self-service environment (e.g. Update my home address) and also provide integrations with processes managed by our BPM solution.

II.1.5)

Common Procurement Vocabulary (CPV)

II.1.6)

Contract covered by the government procurement agreement (GPA)

II.2)

Total final value of the contract(s)

II.2.1)

Total final value of the contract(s)

Section IV: Procedure

IV.1)

Type of procedure

IV.1.1)

Type of procedure

IV.2)

Award criteria

IV.2.1)

Award criteria

IV.2.2)

An electronic auction has been used

IV.3)

Administrative information

IV.3.1)

File reference number attributed by the contracting authority

GLOBAL - 00000014

IV.3.2)

Previous publication(s) concerning the same contract

Other previous publications

Section V: Award of contract

Contract No:

Title:

Lot No:

V.1)

Date of contract award:

V.2)

Numbers of offers received:

V.3)

Name and address of economic operator to whom the contract has been awarded

V.4)

Information on value of contract

V.5)

The contract is likely to be subcontracted

Short description of the value/proportion of the contract to be subcontracted

Section VI: Complementary Information

VI.1)

Contract related to a project and/or programme financed by community funds?

VI.2)

Additional Information

VI.3)

Procedures for appeal

VI.3.1)

Body responsible for appeal procedures

Body responsible for mediation procedures

VI.3.2)

Lodging of appeals

In accordance with Public Contracts Regulations 2015 a standstill period of a minimum of 10 calendar days will be applied starting from the date when the award decision is dispatched to bidders. This period allows unsuccessful bidders to consider the decision and highlight any errors in the award process. If an appeal regarding the award of a contract has not been successfully resolved, the Public Contracts Regulations 2015 provide for aggrieved parties who have been harmed or are at risk of a breach of the rules to take action in the High Court (England, Wales and Northern Ireland). Any such action must be brought generally within 30 days from the date of notification of the award decision.

VI.3.3)

Service from which information about the lodging of appeals may be obtained

VI.4)

Dispatch date of this Notice