RFP-TSSA-03-0117 - TSSA 20/20 Business Re-engineering and New I.S. Systems Implementation

1.PURPOSE
 
As a government-mandated safety regulator and safety advocate, TSSA engages the public and regulated stakeholders to provide them with information and services that create safer outcomes for all Ontarians.
 
The TSSA 20/20 Program was initiated December 2014 to re-engineer business processes and replace information technology systems in order to modernize how TSSA’s delivers to its mandate.
 
TSSA is seeking further external expert resources to provide leadership and expertise to drive the program to successful delivery, ensuring the functionality required to meet stakeholder needs is enabled.
 
1.1.TSSA 20/20 Program goals, objectives and business outcomes
 
The TSSA 20/20 Program will ‘Fix the Foundation’ of TSSA through a combination of business process re-engineering and application implementation across all functions of the organization. ‘Fix the Foundation’ is characterized by four elements:
 
 

1. Organizational Modernization
2. Seamless Customer Interactions
3. Trustworthy Information
4. Effective Business Intelligence

• A new Human Resources system, FinancialForce Human Capital Management was implemented in December 2015 and will be integrated with new operations and financial software. Microsoft Dynamics CRM including Field Services and Epicor financials have been selected. A third party vendor is supporting the Epicor implementation and a third party vendor is engaged to provide certain support for the Microsoft Field Services implementation in conjunction with internal staff. The billing solution is expected to be custom developed within CRM. SharePoint has been selected for Enterprise Content Management (ECM). Software for certification and examination is in the evaluation stage. The project has adopted SAFe Agile methodology.

• A Master Business Case (MBC) was developed with all the core functionalities identified
• Operations activities include inspection, engineering, licensing, certification and registration (LRC)
• Finance functions include billing (billing is to be redesigned as a consolidated function, see fee schedule on website at https://www.tssa.org/feeschedules2013.aspx for scope/complexity of service billing) and cost accounting (new)

• The program includes project workstreams for: Operations (includes customer portal, field services field scheduling), Finance, Enterprise Content Management, Corporate Website. Integration of all systems is required

• An internal project team of permanent and contract IS and business resources are in place. Open approved positions are being recruited. There are 25 filled positions excluding Subject Matter Experts and 14 open positions at the time of writing of this RFP. The project assumes that a combination of contract and full time resources will deliver CRM configuration vs. third party vendors. The current project team structure is attached in Schedule 5. Financial tracking is provided by a full time contract staff member in finance.

• This is a significant aspect of the project requiring additional outside expertise and methodology.
• Processes for business activities (i.e. inspection, engineering, LRC) supporting the four TSSA Program areas have been evolved independently over time and harmonization is critical to success (for Program areas see sectors listed in Section 2, Background, and website for more details).
• High level future state business process reengineering has been completed and signed off for operations. Business process reengineering is required to establish detailed future state processes that achieve the “fix the foundation” elements described in Section 1.1 and provide business rules for software configuration and the development of standard operating procedures. High level Process Canvas Approval Schedule which identifies the operational processes is attached in Schedule 6.
• Finance Business process reengineering has commenced and execution is phased with the implementation of each Epicor module. A timeline has been established with the implementation vendor.

• This is a significant aspect of the project as current data structures do not support processes and analysis effectively and data has inaccuracies, replicates etc. This initiative requires further review and revision as required in conjunction with the BPR work and the establishment of business rules. A Data Strategy charter has been established and data cleansing is in process. Customer addresses are in the process of being cleansed.
• A Data Governance framework and related processes need to be developed and implemented.