1.1 Invitation to Proponents
This Request for Proposal (“RFP”) is an invitation to prospective Proponents to submit Proposals for the provision of an Organizational Improvement expert to assist the Vice-President, Resources and the Vice-President, Academics and Provost at the University of Ottawa. Note that in order to reach larger pool of potential candidates, this invitation will also be published using typical job posting venues.
1.2 Background
Founded in 1848, the University of Ottawa (the “University”) is located in the heart of the nation’s capital, with a population of over 45,000 students, teachers and support staff. It is the largest bilingual (English-French) university in the world. It is also ranked among Canada’s top 10 research universities.
The University went through a major 4-year initiative to review its academic processes and replace the Student Information System (SIS) by PeopleSoft. The improved academic processes and technology went live in November 2016. The University is now embarking on a journey to review its administrative operating model, processes and technology.
1.3 Objectives
The Vice-President, Resources and the Vice-President, Academics and Provost at the University of Ottawa require the services of a Bilingual Organizational Improvement Expert. In particular, the service provider will be responsible for the leadership, planning, design, coordination and implementation of all endeavours that support a two-year project to review, propose and implement changes to key institutional administrative processes at the University.
The estimated budget for this two-year project is $450,000 maximum.
1.4 Type of Agreement
The University intends to award a Contract (the “Contract”) to one (1) Proponent for the Services described at Part 2 – Deliverables, subject to the terms and conditions at Appendix A of this RFP.
The Term of the Contract is intended to be for a period of two (2) years starting January 1st, 2018 to December 31st, 2019. There will be an option, at the sole discretion of the University, to renew for two additional extension periods of one year.
2.1 Description of Responsibilities
Overall responsibility for the project initiation, planning, execution, governance and closure
- Receive directions from the Vice-President, Resources and the Vice-President Academics and Provost.
- Complete overall project planning, manage project progress as per plan and provide direction and guidance.
- Report on the progress of the project to its stakeholders in a spirit of transparency and rigor (scope, budgets, timelines, quality)
- Oversee and implement organizational reengineering of key business processes in specific work units (Human Resources, Financial Resources, Information Technology, Risk Management, Institutional Communication, Student Services, other services and faculties).
- Assess impact on current business structure and operational feasibility of process optimization, recommend changes and ensure documentation to support change management effort.
- Manage stakeholders
- Manage interactions with other services and ensure effective collaboration to achieve common objectives.
- Ensure collaboration of teams of professionals responsible to evaluate and implement organisational reengineering/process optimization in their respective units. Leads project management and change management initiatives.
- Assess and manage risks and issues and the escalation process if required
- Provide project leadership and motivate the team to meet their objectives
- Review and sign off on all major deliverables
- Responsible for closing project deliverables
- Manage, review, and prioritize the project work plans with the objective to stay on time and on budget
- Proactively resolve problems and conflicts with the project team
2.2 Description of Deliverables
The University requires the Services of the Supplier and its designated personnel (“Resource”) to deliver the following services, fostering an iterative approach within the spirit of four
“6-months reengineering end-to-end delivery waves” over a period of two years (example: first half of 2018 could be Financial Resources, and Institutional Communication, second half of 2018 could be Human Resources and Information Technology, etc.).
Plan and understand
- Project plan: identify all deliverables and activities that need to take place (up to the Business Case approval by the CA). Identify all the resources (internal, external for technology and business) who will be the best fit to assist in the realization of each deliverable and activity.
- Project Status Report: maintain the project status report on a monthly basis for the duration of the project.
- Project Steering Committee material and minutes (every 4-6 weeks for the duration of the project)
- Understand the current situation: understand the way the administrative services of the University of Ottawa are being delivered and how the current operating model (“as-is”) work.
Target Operating Models
- Design and conduct working sessions to propose and analyze different Target Operating Models (examples, but not limited to: centralized, decentralized, hybrid, different tools…)
with, but not limited to executives and head of central administrative services.
- Detailed analysis: each proposed Target Operating Models analysis should at least explain the proposed organizational structure, roles, advantages and disadvantages (pros&cons) of the model, how the administrative services would be delivered, how administrative transactions would be executed, a transition plan to move from the current state to the Target Operating Model and a high-level cost model.
- Design and conduct working sessions to debate one or two Target Operating Model that could be a good fit for the University with the administrative advisory committee composed of the Vice-President, Resources, the Vice-President Academics and Provost and two deans.
- Reach consensus with the administrative advisory committee on the Target Operating Model to move forward with.
Lead the reengineering adoption
- Socialize the chosen Target Operating Model: support the Vice-President, Resources and the Vice-President Academics and Provost to socialize and promote the chosen Target Operating Model.
- Lead the execution of the transition plan for the chosen Target Operating Model.
- Support the executives to deliver the agreed Target Operating Model.
The Proponent and its designated personnel (“Resource”) is encouraged to enrich their proposal using their established practice; and can propose a different approach than the one described.
2.3 Resource Requirements
2.3.1 Competencies and Experience Bilingualism – French and English;
Minimum of seven (7) years of working in an organizational reengineering field;
Minimum of two (2) large organizational reengineering projects, preferably in the Higher Education sector;
Demonstrated strong leadership skill;
Extensive techniques, approaches, documents (toolkit) proven successful in similar and recent projects;
Extensive knowledge of methodologies used in business processes and management systems improvements;
A process improvement certification will be considered an asset (ex.: Lean SixSigma);
Experience in coaching and mentoring executives;
A change management certification will be considered an asset (ex.: Prosci);
Extensive knowledge of administrative business process and management systems;
Demonstrate flexibility and agility;
Capable of dealing with uncertainties.
Experience with project management methods and practices;
Demonstrated experience in managing multiple, cross-functional systems development projects.
Experience in creating estimates, in leading project planning, risk analysis and in formulating risk mitigation strategies.
Demonstrated experience applying architect concepts, including modeling and technology selection and implementation, as well as the integration of internal and external products.
Strong attention to detail for working closely within systems and across different environments
Ability to negotiate and influence clients in accepting solutions that align both the strategic goals of the University and short- and long-term client requirements.
Ability to adapt to ever-changing requirements and processes, challenge ideas, and accept new methods and procedures.
Ability to be proactive in keeping abreast of new/emerging methodologies for administrative process improvements.
2.3.2 The Resource is expected, due to the role, to work mainly onsite. The Resource may at time work at his or her facility off-site from the University’s premises to perform the Services. A temporary work office will be made available as required.
2.4 University Projected Timelines
The University anticipates that the project ramp up in January 2018 and has to be delivered no later than December 2019.
2.5 University Project Authorities
The Services shall be performed under the authority of the Vice-President, Resources and the Vice-President, Academic (Provost).
Mandatory Requirements (Pass/Fail) are:
1. Minimum of seven (7) years working in an organizational reengineering field.
2. Participated to a minimum of two (2) large organizational reengineering Projects.
3. Has lead at least one administrative services optimization project for a similar size organization as the University of Ottawa.
4. Experience in change management strategies and the elaboration of transition plans.
5. Bilingualism – French and English (spoken)
The University will create a shortlist of a maximum of five (5) highest ranking Proponents to proceed to the Presentation stage (Stage III of the evaluation process) based on the Rated Requirement scores.
Stage III will consist of two-hour presentations for each shortlisted Proponent, in-person, at the University. Short-listed Proponent Presentations is scheduled for December 11, 2017.
Procurement Services Contact Information
All communications regarding any aspect of this RFP must be directed to the following Procurement Services Contact by email only:
Name: Carole Dessureault
Title: Senior Procurement Officer
Email: Carole.dessureault@uottawa.ca
Proponents that fail to comply with the requirement to direct all communications to the Procurement Services Contact may be disqualified from RFP process. Without limiting the generality of this provision, Proponents shall not communicate with or attempt to communicate with the following:
- any employee or agent of the University (other than the Procurement Services Contact)
- any member of the Evaluation Committee
- any expert or advisor assisting the Evaluation Committee
- any member of the University’s governing body (such as Board of Governors, Board of Directors, Board of Advisors or Trustees)
- any elected official of any level of government, including any advisor to any elected official
