Awarded to Esuasive

Start date: Wednesday 7 July 2021
Value: £293,060
Company size: SME
Richmond Housing Partnership - RHP

Property Asset Management and Repairs Management

21 Incomplete applications

19 SME, 2 large

17 Completed applications

15 SME, 2 large

Important dates

Friday 5 February 2021
Deadline for asking questions
Friday 12 February 2021 at 11:59pm GMT
Closing date for applications
Friday 19 February 2021 at 11:59pm GMT


Off-payroll (IR35) determination
Summary of the work
By Oct 21
- Create master asset dataset.
- Configure functionality: planned maintenance planning, project management and customer consultations.
- Develop interfaces for existing back office systems
- Managing process design and change as part of system delivery
- Repairs, additional functionality & interfaces, 3rd party portal.
Latest start date
Friday 30 April 2021
Expected contract length
No specific location, for example they can work remotely
Organisation the work is for
Richmond Housing Partnership - RHP
Budget range

About the work

Why the work is being done
This is the first stage of our strategic transformation programme to replace the core back-office housing management systems for Property Asset Management, Reactive Repairs, Income Management and Customer Case Management with a common technology infrastructure.

Scope of this procurement is for: -

• Property Asset Management system; and
• Repairs Management system (initial focus on 10% that falls outside of our primary contractor)

Property Asset Management will need to replace the core functionality of our current Planned Maintenance system (Keystone) by October 2021.

We will work with vendors to plan delivery dates for the remaining Property Asset Management functionality and Repairs Management.
Problem to be solved
Our current Planned Maintenance system is end of life (October 2021). The scale of works required to ensure our aging homes meet safety, energy efficiency and comfort standards set by our management and regulators means we need better systems to help us plan maintenance to manage risk and compliance, and control our maintenance costs.

The 10% of repairs that fall outside of our primary contractor are not managed in a system. They are difficult and time consuming for employees to track and manage, and the progress and status of repairs cannot be easily shared with our customers.
Who the users are and what they need to do
Asset Management System

- As Assets Planning Manager I need to plan property maintenance programmes so that our properties remain safe, comfortable, affordable and energy efficient.
-As Head of Planned Maintenance I need to project manage planned maintenance programmes so that I can coordinate maintenance resources and manage customer consultations.

Additional business roles will rely on Asset Data mastered in the Asset Management system. We will work with the vendor to identify where that functionality will best sit moving forward.

Repairs System

As Head of Repairs or Repairs Advisor, I need access to all relevant repairs data.
Early market engagement
During early market testing, RHP has clarified its need for a multi tenanted SaaS solution
Any work that’s already been done
A business analysis piece has been carried out for non-standard repairs management and asset management to get us to the point of being able to go to market. This has included requirements gathering and business sign-off.
Existing team
RHP's Technology & Transformation team includes two IT Operations resources, two technology specialists and four project managers. Key stakeholders from business units across RHP have been instrumental in defining the user needs for the system and will be part of the project team.
Current phase

Work setup

Address where the work will take place
RHP is based in 8 Waldegrave Road, Teddington - TW11 8GT.
Remote working is acceptable for this contract as long as provisions are made for team collaboration.
Attendance of meetings on-site may be required when both parties agree this would be beneficial to achieve the best outcome for RHP's users and or customers. (RHP's offices have been made COVID-secure).
Note that expenses for supplier travel must be incorporated into the budget proposal.
Working arrangements
RHP invites the supplier to maximise its value proposition and advise
(1) the core team that will be put in place to cover data migration, support/maintenance as well as continuous delivery. What are the roles /expertise you are proposing to put in place and how you believe this balance with RHP's current team/capabilities?
(2) how you will be resourcing future peaks of work, the notice required to mobilise resources and in what way we will be charged.
Security clearance
No security clearance required

Additional information

Additional terms and conditions
1 - specific clause defining how we will be sharing and managing confidential information will be potentially included in NDA;

2 – we would like to include a KeyPersonnel clause to cover:
a) Identification of a certain number of roles as “KeyPersonnel” by the parties; which should not be removed or reassigned without (minimum) two weeks notification to RHP;
b) the Supplier shall inform RHP how short-term cover of key personnel will be managed;
c) RHP shall have the right, but not the obligation, at any time to request the Supplier to replace any resource with another acceptable to RHP

Skills and experience

Buyers will use the essential and nice-to-have skills and experience to help them evaluate suppliers’ technical competence.

Essential skills and experience
  • Proven track record in delivering property asset management system and a repairs system in a Housing Association environment
  • Have experience of delivering multi tenanted SaaS solution hosted on the Cloud
  • Demonstrate excellent competence in ensuring solutions are fit for purpose
  • Demonstrate excellent competence in providing handover training and deployment support
  • Provide case studies of previous work
  • Demonstrate excellent competence in building front end applications to interrogate and view the database
  • Demonstrate excellent competence in data mapping/migration
  • Proven track record in delivering a flexible repairs service
  • Proven track record in ability to interface with other systems
  • Demonstrate experience of delivering successful business process design and change as part of systems delivery projects
  • Demonstrate experience of delivering technology-supported change that delivers clear benefit to an organisations' customers
Nice-to-have skills and experience
  • Proven track record in flexing resources as required based on a dynamic approach
  • Provide innovative ideas whilst delivering the core needs
  • An understanding of Microsoft Dynamics based systems
  • A balanced understanding of Registered Social Landlords v Commercial Sector

How suppliers will be evaluated

All suppliers will be asked to provide a written proposal.

How many suppliers to evaluate
Proposal criteria
  • Technical solution
  • Approach and methodology
  • How the approach or solution meets the user needs
  • Estimated timeframes for delivering the solution
  • How risks and dependencies have been identified and approaches offered to manage them
  • Team structure
  • Key assumptions and exclusions
  • Future roadmap
Cultural fit criteria
  • Ability to work as a cohesive team with our organisation
  • Be transparent and collaborative when making decisions
  • Ability to successfully perform knowledge transfer and handover of completed pieces of work to RHP's team with all relevant documentation
  • Ability to manage your team / resources, staff rotation, attrition and under performance
  • Ability to manage the wellbeing of your team including safe working practices during the Covd-19 pandemic
Payment approach
Fixed price
Additional assessment methods
Evaluation weighting

Technical competence


Cultural fit




Questions asked by suppliers

1. What’s the current budget for the project?
We are using this exercise to form budget. From our initial market testing and referencing to products listed on G-Cloud, it appears that there could be potential cost ranging between low hundreds of thousands of pounds up to £3million+

We are a relatively small organisation, and our costs and revenues are published annually. We hope that we can find a partner who can deliver to our needs at a cost that is proportionate to our means.
2. Is there a current incumbent?
For Asset Management we currently use the Civica product Keystone, which doesn’t have a continued upgrade path.

For Repairs that fall outside of our major repairs partner we do not currently have a supporting platform.
3. Thank you for publishing this on the Digital Marketplace. We note the comment about having “An understanding of Microsoft Dynamics based systems”. This implies you are looking at an MS rather than another Platform solution. To help potential partners focus their efforts please can you provide more details about your aspirations and whether you are open to other cloud based platform solutions for front end CRM and Field Service Management which could be integrated into MS? Mixed platforms can work but may end up with unexpected integration requirements. Many thanks.
At present our core customer contact and case management is based on Microsoft Dynamics CRM 365, and is one of the platforms we currently use that has a long-term roadmap from vendor. The business benefits of migrating away from Dynamics for customer contact and case management in order to deliver asset management and repairs management would have to be compelling and well-evidenced to justify such additional change, cost and upheaval in our current architecture and operating model.
4. In the Essential skills and experience section, what in particular are you looking for under “Provide case studies of previous work” please?
We would expect to see evidence of successful change delivery in previous client projects where new process and systems have been implemented to allow them to improve their property asset management services and (ideally) or their reactive and planned repairs services.
5. Are you looking for an off the shelf products or is bespoke implementation cconsidered?
We need as much of our technology as possible to be product or subscription-based service so that we can reduce our operating costs through the economy of scale that a supplier can gain from delivering to multiple customers. We do not see that there is any commercial advantage in building technology that supports processes that all or most housing providers need to deliver.
6. Proven track record in delivering a flexible repairs service – please clarify
if this means repairs in terms of property maintained or application bug fixes?
By “Repairs service” we are referring to the software solutions that you deliver to support the operations of a Housing Association’s home repairs processes and activities.
7. Is it mandatory for the supplier of the RHP organization to operate as a UK-based legal entity? We are willing to apply for this tender as a US-based company.
We are looking to work with a UK-based legal entity.
8. Would it be possible to provide a short-listed suppliers with access to the already existing platform and/or arrange a video-demo to showcase the workflow within the currently existing platform?
Currently we don’t have workflows supported effectively in systems, so this wouldn’t be helpful. Short-listed suppliers will, however, receive significantly more detailed user stories/needs from our initial analysis.
9. In the currently existing solution, how many properties are being managed total? Additionally, could you tell us how many requests are being handled every month?
RHP has 6,500 rented properties, 2,000 leaseholder properties and a separate business Co-Op Homes which manages 1,500 properties on behalf of much smaller associations. Co-Op are not currently in scope, but may be in the future.

We process c.18,000 repairs annually, about 10% by cost and 5% by volume will be in scope for the first phase of implementation. We would expect to have a platform in place that would allow us to bring some or all of the repairs currently processed through our major repairs contractor’s own systems if that made business sense.
10. Is it mandatory for the supplier of the RHP organization to operate as a UK-based legal entity? We are willing to apply for this tender as a US-based company
Duplicate question, please refer to Question 7
11. Is it mandatory for the potential contractor to have ISO/IEC/IEEE 90003:201 certification? Does RHP require the potential supplier to have any kind of other certifications?
We would expect the potential supplier to be able to evidence their competence in delivery of the technologies and approaches they use with appropriate independent and/or software vendor specific accreditation
12. Could you tell us how many of the RHP company representatives are expected to be a part of the knowledge base transfer process in the future?
There are likely to be up to 12 RHP employees involved in the programme of change.
13. Could you please confirm if you want the supplier to build the master asset dataset, planned maintenance planning, repairs, project management and customer consultation modules etc. in a multi-tenant SaaS model and then for them to interface with D365 for customer contact and case management? Or, is your desire to build all of the new modules in D365?
From our initial market engagement and planning we are looking to reduce the cost and overhead of managing integrations between systems. This seems most likely to be achieved through a product built on top of D365, but if the integrations between products are part of a fully-managed service and it can be cost effective it might be viable to meet our objectives
14. We worked on a similar project but for a local estate agency firm. Would you be willing to accept that as experience or you want suppliers only with housing association background?
If the previous solutions are in the context of an organisation that has similar legal obligations to a regulated housing provider then those would be acceptable.
15. Can you clarify what you mean by a “flexible repairs service”?
please refer to Question 6
16. The replacement of the current Planned Maintenance system (Keystone) is scheduled for October 2021. Are there any plans for a period of dual running? If so, can you kindly indicate dates/ duration?
We would look for advice from the prospective partner on how best to achieve the switch-over. Keystone relies on Microsoft Silverlight which reaches end of life in October 2021. There are contingencies for keeping it running for a short period after that point, but we want to minimise the risk associated with running deprecated technology to a minimum.
17. Has the Discovery phase been undertaken following the UK Government Service Manual principles?
We have performed a series of investigations using user research into current state and future needs as well as market testing. The Discovery period will continue in detail once a partner has been appointed.
18. What other commitments/projects would the existing RHP team have to maintain alongside involvement in this delivery?
The technical team will be dedicated to this alongside other enabling workstreams for the transformation programme (for example looking at Data Architecture).
Business subject matter experts for this work will be being backfilled to be able to devote time exclusively.
19. In regards to the repairs Management system. Is there any requirements for data flow between in-house and primary contractor systems? or any requirements for amalgamating data?
Not at this point. The scope of this work will look to run the systems in parallel, but during detailed analysis we might discover needs for data flow between the two systems. Ideally we will have none.
20. Are there existing technology/architectural solutions that would need to be considered as central to any proposal?
The core of our architecture is focused around Microsoft 365, and Dynamics 365, alongside technologies such as Azure AD for identity and authentication. Multi-tenanted Software as a Service solutions are our preferred option for any back-office systems; we don’t intend to build any software to support our core business activities.