Omnicom 16837 Final

INVITATION TO TENDER
(ITT)
TENDER FOR CUSTOMER RELATIONSHIP
MANAGEMENT (CRM) SYSTEM AT ROYAL
BOTANIC GARDENS KEW.
TENDER REFERENCE: OMNICOM 16837
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Version 2-October 22nd 2012
Table of Contents
Section Contents Action
1 Tender Particulars For information
2 Instructions for Submission For information
3 Specification of Requirements For information

Online Technical & Commercial Questionnaire
4 For information
Evaluation Criteria
Appendix Contents Action
A Form of Tender For completion
B Non-Collusive Tendering Certificate For completion
C Conditions of Contract For information
D Commercially Sensitive Information For completion (if required)
E Pricing Schedule For Completion
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SECTION 1
TENDER PARTICULARS
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SECTION 1: TENDER PARTICULARS
GLOSSARY
Unless the context otherwise requires, the following words and expressions used within this Invitation to
Tender (except Appendix C: Authority‟s Conditions of Contract) shall have the following meanings (to be
interpreted in the singular or plural as the context requires):
TERM MEANING
Royal Botanic Gardens. Tenderers should note that this procurement is

“Authority”
being facilitated by Defra on behalf of The Royal Botanic Gardens Kew .
“e-Tendering System” means the online portal used for conducting this ITT.
means the terms and conditions set out in this ITT relating to the
“Conditions of Tender”
submission of a Tender.
means the agreement (as set out in Appendix C of the ITT) to be entered
“Contract” into by the Authority and the Contractor following any award under the
procurement exercise.
means the successful Tenderer(s) who will be a party to the Contract
“Contractor”
responsible for supplying the goods and/or services
means the background and supporting documents and information
“Due Diligence
provided by the Authority for the purpose of better informing the
Information”
Tenderers‟ responses to this ITT.
means the Environmental Information Regulations 2004 (as amended)
together with any guidance and/or codes of practice issued by the
“EIR”
Information Commissioner or relevant Government department in relation
to such regulations.
means the Freedom of Information Act 2000 (as amended) and any
subordinate legislation made under such Act from time to time together
“FOIA” with any guidance and/or codes of practice issued by the Information
Commissioner or relevant Government department in relation to such
legislation.
means this invitation to tender document and all related documents
“Invitation to Tender” or published by the Authority and made available to Tenderers and includes
“ITT” the Due Diligence Information.
means the advertisement issued in the Official Journal of the European
“OJEU Contract Notice”
Union in respect of this ITT.
“Regulations” means the Public Contracts Regulations 2006 (as amended)
“Tender Response(s)”, or means a Tenderer‟s formal offer in response to this ITT.
“ITT Response”
“Tenderers” means the organisations being invited to respond to this ITT.
1. GENERAL
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BACKGROUND
Kew Royal Botanic Gardens
The Royal Botanic Gardens, Kew, usually referred to as Kew Gardens, is 121 hectares of gardens and
botanical glasshouses between Richmond and Kew in southwest London, England. "The Royal Botanic
Gardens, Kew" and the brand name "Kew" are also used as umbrella terms for the institution that runs both
the gardens at Kew and Wakehurst Place gardens in Sussex.
The Royal Botanic Gardens, Kew, a body sponsored by the Department for Environment, Food and Rural
Affairs, is a world-leader in plant science and conservation, and an educational institution, with 700 staff
and an income of £56 million for the year ended 31 March 2008. It is also a major visitor attraction receiving
almost two million visits. Created in 1759, the gardens celebrated their 250th anniversary in 2009.
The increase in requirements, and restrictions in Government funding, mean that efficiency from the
administration areas of the business are becoming increasingly important.
Organisational overview
Kew is a non-departmental public body governed by Trustees under the terms of the National Heritage Act,
1983. Its statutory objectives are to:
• Carry out investigation and research into the science of plants and related subjects, and disseminate the
results of the investigation and research;
• Provide advice, instruction and education in relation to those aspects of the science of plants with which
the Board is for the time being, in fact concerned;
• Provide other services (including quarantine) in relation to plants;
• Care for its collections of plants, preserved plant material, other objects relating to plants, books and
records;
• Keep the collections as national reference collections, ensure that they are available to persons for the
purposes of study, and add to and adapt them as scientific needs and the Board‟s resources allow; and
• Afford to members of the public opportunities to enter any land occupied or managed by the Board, for the
purpose of gaining knowledge and enjoyment from the Board‟s collections.
The UK Government has a primary role in ensuring that Kew is adequately resourced to fulfil these
statutory obligations. Kew is sponsored primarily by Defra. Funding also comes from visitor income, online
commercial activities and fundraising. The Foundation is an independent charitable body that raises funds
and support for Kew, with separate governance.
Foundation and Friends of the Royal Botanic Gardens, Kew

The Foundation and Friends of the Royal Botanic Gardens, Kew is a registered charity which is
independently administered. Its purpose is to provide support for Kew by the raising of funds for Kew‟s
activities. It does this by attracting sponsorship for projects and through an active and growing membership,
committed volunteers and by enhancing awareness of Kew‟s work. There are common trustees on the
Foundation and Kew‟s Board.
RBG Kew Enterprises Limited
Kew owns 100% of the issued share capital of RBG Kew Enterprises Limited. This company carries out the
following activities of Kew: retailing, catering, concerts, licensing and venue hire.
The CRM Project will be used by Kew, Foundations and Friends, and Kew Enterprises, and any data will be
shared between the three parties, in accordance with legislation, best practice and contractual
arrangements.
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2. PROPOSED TIMETABLE AND ADMINISTRATIVE ARRANGEMENTS
Issue ITT to all framework members Tuesday 23rd October

2012.
Deadline for clarification questions Wednesday 14th
from Tenderers November 2012.
Deadline for Tender Responses Tuesday 20th

November 2012 at 12
Noon.
Evaluation of Tenders Wednesday 21st

November to Friday
30th November 2012 .
Presentations & demonstrations Monday 3rd December
and Tuesday 4th 4th
December 2012.
Moderation Meeting Wednesday 5th
December 2012.
Recommendation report to be No later than Friday 7th
submitted December.
Contract award by RBGK No later than Friday
14th December 2012.
Alcatel From Friday 14th
December to Monday
24th December
Contract start date Tuesday 2nd January
2013.
Duration of Contract 36 months
The proposed timetable is only a guideline. The Authority reserves the right to make any changes it
deems necessary to the proposed timetable.
3. LOTS
3.1. This procurement exercise is not divided into Lots.
4. CONDITIONS APPLYING TO THIS ITT
4.1. Unless stated otherwise in this ITT or in writing from the Authority, all communications from
Tenderers (including Tenderers sub-contractors, consortium members, consultants and advisers)
during the period of this procurement exercise must be undertaken using the messaging portal on
the e-Tendering System.
Enquiries and Communication relating to this ITT
4.2. Any request for clarification about the requirement or procurement exercise should be submitted at
the earliest opportunity via the secure messaging portal in the Authority‟s e-Tendering System and
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in any event no later than the deadline for clarification questions. No further questions will be
accepted after the clarification question deadline. Please see paragraph 2 for the timetable.
4.3. If the Authority considers any request for clarification to be of significance to other Tenderers, the
Authority will circulate on a regular basis the clarification together with the Authority‟s response (but
not the source of the clarification) to all Tenderers that have expressed an interest in this ITT.
4.4. Where a Tenderer believes that a request for clarification is commercially sensitive e.g. where
disclosure of such clarification and the response would or would be likely to prejudice its commercial
interests, the Tenderer should clearly indicate that the clarification is commercially sensitive.
However, if the Authority at its sole discretion does not consider that the clarification is (a)
commercially confidential in nature or (b) that all Tenderers would potentially benefit from seeing
together with the Authority‟s response, the Authority will:
a) invite the Tenderer submitting the clarification either to declassify the clarification and allow the
clarification along with the Authority‟s response to be circulated to all Tenderers; or
b) request the Tenderer, if the Tenderer still considers the query to be commercially sensitive, to
withdraw the query.
4.5. The Authority reserves the right not to respond to a request for clarification or to circulate such a
request where it considers that the answer to that clarification would or would be likely to prejudice
the Authority‟s commercial interests. In such circumstances, the Authority will inform the relevant
Tenderer.
4.6. The Authority will not consider any request for clarification made or submitted by any other means
except via the secure messaging portal in the Authority‟s e-Tendering System. Unless otherwise
stated, enquiries by email, fax, telephone or verbal enquiries will NOT be accepted nor responded
too.
4.7. The Authority will endeavour to respond to all clarifications as quickly as possible but cannot
guarantee a minimum response time.
Alterations to the ITT
4.8. The format and/or wording of the ITT must not be changed by Tenderers.
4.9. Tenderers may modify their Tender Response prior to the deadline for receipt of Tender Responses
via the Authority‟s e-Tendering System. No Tender Response may be modified after the deadline
for receipt of Tender Responses.
4.10. Tenderers may withdraw their Tender Response at any time prior to the deadline for receipt of
Tender Responses or any other time prior to accepting the offer of a contract by submitting a notice
via the Authority‟s e-Tendering System. Notwithstanding, Tender Responses shall remain valid for
90 days from the closing date for receipt of Tender Response.
Receipt of Tender Response
4.11. Tender Responses must be uploaded on the Authority‟s e-tendering system up to the time and date
set out in the proposed timetable in paragraph 2 above. Tender Responses received before that
deadline will remain unopened until that deadline or such time thereafter when all Tender
Responses will be opened. The Authority will not consider Tender Responses received after the
deadline.
Acceptance of Tender Responses
4.12. By issuing this ITT, communicating with a Tenderer or a Tenderer‟s representative or agents or any
other communication in respect of this procurement exercise, the Authority shall not be bound to
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accept any Tender Response. The Authority reserves the right not to award a Contract for some or
all of the goods and/or services for which Tender Responses are invited.
Conditions of Tendering
4.13. In submitting a Tender Responses, a Tenderer undertakes that in the event of their Tender
Response being accepted by the Authority and the Authority confirming in writing such acceptance
to the Tenderer, the Tenderer will, upon being called to do so by the Authority execute the Contract
in the form set out in Appendix C of this ITT or in such amended form as may subsequently be
agreed.
4.14. As the Authority is using the Government Procurement Services (formerly Buying Solutions)
Framework Agreement, the terms and conditions are those specified in the Framework Agreement
and includes the model contract and Contract Data parts 1 and 2. However, amendments by
Tenderers and/or the Authority to clarify its terms are permitted.
4.15. The Authority will consider proposed amendments to the Contract by Tenderers strictly on their
merits and within the limits imposed by the Regulations. Tenderers are to note that they must
submit a completed Contract Data Part 2 as part of their compliant submission.
4.16. Any amendments to the Contract proposed by Tenderers must be detailed using the template in
Appendix E and submitted via the e-Tendering System by the deadline for Tender Responses
(please refer to paragraph 2 for the timetable). Any amendments to the Contract proposed by
Tenderers after that deadline may be rejected. The Authority shall not be obliged to consider any
such proposed changes and may or may not consider such alternative proposals at its sole
discretion.
Costs of Tendering
4.17. Tenderers shall bear all their own costs and expenses incurred in the preparation and submission of
their Tender Response and the Authority will in no case be responsible or liable for those costs,
regardless of the outcome in relation to individual Tender Responses.
4.18. The Authority reserves the right to cancel the procurement exercise at any point. The Authority will
accept no liability for any losses caused by any cancellation of this procurement exercise nor any
decision not to award a Contract as a result of the procurement exercise.
Mandatory Requirements
4.19. The ITT includes mandatory requirements. The classification of a requirement as mandatory gives
an indication of the significance attached to that requirement relative to any other requirement. It is
important that Tenderers read these carefully and demonstrate compliance with these requirements.
Failure to comply with any applicable mandatory requirements will result in exclusion from
the procurement exercise.
Documentation
4.20. Tenderers are expected to examine all instructions, questions, forms, terms and specification in the
ITT and check they are complete in all respects.
4.21. Tenderers should notify the Authority promptly of any perceived ambiguity, inconsistency, or
omission in this ITT, any of its associated documents and/or any other documentation issued to
them during the procurement exercise.
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4.22. Tender Responses must contain sufficient information to enable the Authority to evaluate accurately
any proposed solution. Tenderers are requested to answer all the questions raised and provide all
information in the order requested.
4.23. Tenderers are responsible for ensuring that they have submitted a complete and accurate Tender
Response and that prices quoted are arithmetically correct for the units stated.
4.24. Tenderers‟ must analyse and review information provided. Consequently, Tenderers are solely
responsible for obtaining the information which they consider necessary in order to make decisions
regarding the content of their Tender Response and to undertake any investigations they consider
necessary in order to verify any information provided to them during the procurement exercise.
Qualifications
4.25. The Authority reserves the right to discuss, for the purpose of clarification, any aspect of a Tender
Response with the relevant Tenderer prior to the award of the Contract.
4.26. At any time prior to the deadline for receipt of Tender Responses, the Authority may amend the ITT.
Any such amendment will be notified in writing to all prospective Tenderers. In order to give
prospective Tenderers reasonable time in which to take the amendment into account in preparing
their Tender Responses, the Authority may, at its discretion, extend the deadline for receipt of
Tender Responses.
Variants Tenders
4.27. The Authority will not consider a variant Tender Response and Tenderers must submit a Tender
Response in accordance with the Online Technical & Commercial Questionnaire Evaluation Criteria
(Section 4).
No agreement
4.28. Tenderers are further advised that nothing herein or in any other communication made between the
Authority and any other party, or any part thereof, shall be taken as constituting a contract,
agreement or representation between the Authority and any other party (save for a formal award of
contract made in writing) nor shall they be taken as constituting a contract, agreement or
representation that a contract shall be offered in accordance herewith or not at all.
Confidentiality
4.29. The contents of this ITT and of any other documentation are accessed by the Tenderer in respect of
this procurement exercise and are provided on the basis that they remain the property of the
Authority. Tenderers shall take all necessary precautions to ensure that all confidential information
is treated as such and not disclosed (save as described above) or used other than for the purpose
of this procurement exercise by the Tenderer.
4.30. If any Tenderer is unable or unwilling to comply with the requirement set out in paragraph 4.29
above, the Tenderer is required to log onto the Authority‟s e-Tendering System and reject the ITT
and all associated documents immediately and not to retain any electronic or paper copies.
4.31. No Tenderer will undertake any publicity activities with any part of the media in relation to this ITT
without the prior written agreement of the Authority, including agreement on the format and content
of any publicity.
Freedom of Information
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4.32. In accordance with the obligations and duties placed upon public authorities by the FOIA, the
Authority may, acting in accordance with the Secretary of State‟s Code of Practice under the FOIA
or the EIR, be required to disclose information submitted to the Authority by the Tenderer.
4.33. In respect of any information submitted by a Tenderer that it considers to be commercially sensitive
(meaning it could reasonably cause prejudice to the Tenderer if disclosed to a third party) the
Tenderer should indicate the following at Appendix D of this ITT:
a) clearly identify such information as commercially sensitive;

b) explain the potential implications of disclosure of such information; and
c) provide an estimate of the period of time during which the Tenderer believes that such
information will remain commercially sensitive.
4.34. Where a Tenderer identifies information as commercially sensitive, the Authority will endeavour to
maintain confidentiality of that information. Tenderers should note, however, that even where
information is identified as commercially sensitive, the Authority may be required to disclose such
information in accordance with the FOIA or the EIR. In particular, the Authority is required to form an
independent judgment concerning whether the information is exempt from disclosure under the
FOIA or the EIR and whether the public interest favours disclosure or not. Accordingly, the Authority
cannot guarantee that any information marked “confidential” or “commercially sensitive” will not be
disclosed.
4.35. The Authority will not be held liable for any loss or prejudice caused by the disclosure of information
that:
a) has not been clearly marked commercially sensitive; or does not fall into a category of
information that is exempt from disclosure under the FOIA or EIR; and;
b) in cases where there is no absolute statutory duty to withhold information, then
notwithstanding the previous paragraphs, in circumstances where it is in the public interest
to disclose any such information.
4.36. Where a Tenderer receives a request for information relating to this procurement exercise under the
FOIA or the EIR during the procurement exercise, this should be immediately passed on to the
Authority and the Tenderer should not attempt to answer the request without first consulting with the
Authority.
Disclaimers
4.37. Whilst the information in this ITT and any Due Diligence Information and supporting documents,
have been prepared in good faith, this ITT does not purport to be comprehensive, nor has it been
independently verified.
4.38. Neither the Authority nor its respective advisors, directors, officers, members, partners, employees,
other staff or agents:
a) makes any representation or warranty (express or implied) as to the accuracy,

reasonableness or completeness of the ITT; or
b) accepts any responsibility for the information contained in the ITT or for the fairness,
accuracy or completeness of that information nor shall any of them be liable for any loss or
damage (other than in respect of fraudulent misrepresentation) arising as a result of reliance
on such information or any subsequent communication.
4.39. Any person considering making a decision to enter into contractual relationships with the Authority
following receipt of the ITT should make their own investigations and own independent assessment
of the Authority, and its requirements for the goods and/or services and should seek their own
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professional financial and legal advice. For the avoidance of doubt, the request for clarification or
further information in relation to the ITT or any other associated documents is only authorised to be
provided following a query made in accordance with paragraphs 4.44 and 4.47.
Canvassing
4.40. Any Tenderer who directly or indirectly canvasses any officer, member, employee, or agent of the
Authority or its members or any other relevant body or any of its officers or members concerning the
Contract or who directly or indirectly obtains or attempts to obtain information from any such officer,
member, employee or agent concerning any other Tenderer, Tender Response or proposed Tender
Response will be disqualified from this procurement exercise.
Additional Information
4.41. The Tenderer shall ensure that each and every sub-contractor, consortium member and adviser
abides by the terms of these instructions and the Conditions of Tender.
4.42. The Authority reserves the right to amend, add to or withdraw all or any part of this ITT at any time
during the procurement exercise.
4.43. The Tenderer shall not make contact with any other employee, agent or consultant of the Authority
who is in any way connected with this procurement exercise during the period of this procurement
exercise, unless instructed otherwise by the Authority.
4.44. All material issued in connection with this ITT shall remain the property of the Authority and/or as
applicable any other relevant body and shall be used only for the purpose of this procurement
exercise. All background and supporting documentation and Due Diligence Information provided by
the Authority for the purpose of better informing Tenderers‟ responses to this ITT shall be securely
destroyed by the Tenderer (at the Authority‟s option) at the conclusion of the procurement exercise.
4.45. The ITT is issued on the basis that nothing contained in it shall constitute an inducement or
incentive nor shall have in any other way persuaded a Tenderer to submit a Tender Response or
enter into any other contractual agreement.
4.46. The Authority will disqualify a Tenderer where the Tenderer fails to comply fully with the
requirements of this ITT or is guilty of a serious misrepresentation in supplying any information
required in this document.
4.47. The Authority reserves the right to:
a) reject a Tender Response where there is a change of identity, control, financial standing or
other factor impacting on the evaluation process affecting the Tenderer; and/or
b) require a Tenderer to clarify its Tender Response in writing and/or provide additional
information; and failure to respond adequately will result in the Tender Response being
rejected; and/or
c) Revisit information contained in Tender Responses at any time to take account of
subsequent changes to Tenderers‟ circumstances. At any point during the procurement
exercise, the Authority may require Tenderers to certify there has been no material change
to information submitted in Tender Response. If Tenderers are unable to certify that there
has not been a material change, the Authority reserves the right to eliminate the Tenderer
from the procurement exercise.
4.48. Tenderers are deemed to fully understand the processes that the Authority is required to follow
under relevant European and UK legislation, particularly in relation to the Regulations. Compliance
with all relevant legislation is required during the procurement exercise and the term of any resultant
Contract.
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Consortia and Sub Contracting
4.49. Where a consortium or sub-contracting approach is proposed, Tenderers are required to complete
the relevant questions in Section A (Organisation) in the Online Technical Questionnaire on the e-
Tendering System.
4.50. Relevant information should be provided in your Tender Response in respect of the consortium
member or members who will play a significant role in the delivery of the requirement. Tender
Responses must enable the Authority to assess the overall consortia or core supply base.
4.51. Where the members of the consortium change at any time during the procurement exercise, the
Tenderer should inform the Authority immediately in writing. In such circumstances, the Authority
reserves the right to take such action, including excluding the consortium from participation in the
procurement exercise, where the change in membership is material in the sense that had it been
made earlier it would have affected the Authority‟s evaluation of the Tender Response.
4.52. The consortium may be required to form a legal entity which will enter into the resulting Contract.
TUPE
4.53. Your attention is drawn to the Transfer of Undertakings (Protection of Employment) Regulations
2006 (TUPE). It is the responsibility of Tenderers to determine whether or not TUPE applies to this
procurement exercise. Notwithstanding this, Tenderers will note that it is the Authority‟s view that
TUPE is not likely to be applicable if this procurement exercise results in a contract being placed,
although the Authority is not liable for the opinion expressed. In these circumstances the Authority
will wish to satisfy itself that Tender Responses are responsibly based and take full account of your
likely TUPE obligations.
4.54. If Tenderers have a contrary view to that of the Authority on the applicability of TUPE, it would be
helpful if Tenderers would advise the Authority, giving reasons, prior to the deadline for receipt of
Tender Response.
Submission of Tenders
4.55. Tender Responses must comprise all of the following documents completed in full:
a) Form of Tender (Appendix A of this ITT);

b) Non-Collusive Tendering Certificate (Appendix B of this ITT);
c) Online Technical Questionnaire; and
d) Online Commercial Questionnaire- will follow once the contract for the asbestos removal
consultant has been appointed.
4.56. The Form of Tender and Non-Collusive Tendering Certificate should be sent by either registered
post, recorded delivery, DX, Datapost or delivered by hand. If delivered by hand the
person/organisation delivering the documents must leave those documents at the Authority‟s
reception at the address in paragraph 4.58 below.
4.57. The Online Technical & Commercial Questionnaire should be submitted via the e-Tendering System
no later than the deadline for receipt of Tender Response. Please see paragraph 2 for the timetable.
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4.58. The Form of Tender and Non-collusive Tendering Certificate should be marked and addressed as
set out below. Envelopes and packaging containing the Form of Tender and the Non-Collusive
Tendering Certificate should bear no external indication of the sender‟s identity:
DO NOT OPEN UNTIL 12 Noon on Tuesday 20th November 2012
Restricted – Commercial: CRM- The Royal Botanic Gardens Kew

Mrs. Karen Dobson
Category Manager
Department for Environment, Food and Rural Affairs
Procurement and Commercial Function (PCF)
Area 1A
Ergon House
Horseferry Road
London, SW1P 3JR
4.59. The Form of Tender and Non-Collusive Tendering Certificate must arrive at the address in
paragraph 4.58 above no later than the deadline for receipt of Tender Response. These
documents, if submitted after the deadline for receipt of Tender Response or by fax or e-mail will not
be accepted and the Tender Response shall be deemed non-compliant.
4.60. Tenderers must answer the questions in the Online Technical Questionnaire without reference to
general marketing or promotional information/material. Publicity brochures will not be accepted as
answers to questions. Tenderers should not make reference to answers used in previous questions
but should repeat the information if necessary.
4.61. Tenderers must be explicit and comprehensive in their Tender Response as this will be the single
source of information on which Tender Responses will be scored and ranked. Tenderers are
advised neither to make any assumptions about any past or current supplier relationships with the
Authority nor to assume that such prior business relationships will be taken into account in the
evaluation process.
4.62. Where a length of response is stipulated, only the information within the set limit will be evaluated.
Additional information will not be evaluated and therefore should not be supplied. The Authority will
only take account of information which is specifically asked for in the ITT.
4.63. Failure to provide the information required or particulars for the relevant question(s) or supply
documentation referred to in the Tender Response within the specified timescale will result in
elimination from the procurement exercise.
4.64. The Tender Response and any documents accompanying it must be in the English language and
must be submitted in numerical order to match the Online Technical Questionnaire.
4.65. Tender Responses will be checked for completeness and compliance with the Conditions of Tender
and only compliant Tender Responses will be evaluated. Non-compliant Tender Responses will be
eliminated from the procurement exercise.
Site visits
It is envisaged that there will be not be site visits
Pricing
4.66. Prices and any financial data provided must be submitted in £ Sterling, exclusive of VAT. Where
official documents include financial data in a foreign currency, a sterling equivalent must be
provided.
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4.67. Tenderers must complete the Online Commercial Questionnaire via the Authority‟s e-Tendering
System.
4.68. The Contract is to be awarded as a fixed price; however tenderers should note that they will be
required to provide a full breakdown as detailed in the bill of quantaties.
4.69. The Online Commercial Questionnaire is the minimum level of pricing information required for the
Tender Response. The Authority reserves the right to request further detailed breakdown of any
Tender Response.
Notification of Award
4.70. The Authority will notify successful and unsuccessful Tenderers in writing.
Debriefing
4.71. Following a decision to award the Contract, the Authority will provide reasons for its decision in an
award notification letter to Tenderers.
Contract Management
4.72. It is envisaged that the contract will be managed by The Royal Botanic Gardens Kew.
5. Contract Period
The contract is 36 months

Procurement transparency
5.1. Tenderers should note that the Government has set out the need for greater transparency in public
sector procurement.
5.2. Tenderers and those organisations submitting a Tender Response should be aware that if they are
awarded a Contract, the tender documents and any resulting Contract between the Tenderer and
the Authority will be published on the website.
https://online.businesslink.gov.uk/bdotg/action/BGAuthenticate?site=1000
In some circumstances, limited redactions will be made to some contracts before they are published
in order to comply with existing law and for the protection of national security.
6. Tender Evaluation
6.1. The Authority will use the evaluation criteria below to determine which Tender Response is the most
economically advantageous and will award the Contract to that Tenderer. Tender Responses will be
evaluated on both technical merit and price.
6.2. To ensure the relative importance of both criteria are correctly reflected in the overall score, a
weighting system has been applied to the evaluation process. Technical merit score will be
weighted and will form 70% of the final score and commercial will form 30% of the final score.
6.3. The evaluation criteria for all stages below are set out in full in Section 4 (Online Technical &
Commercial Questionnaire Evaluation Criteria) of this ITT.
6.4. The evaluation process will comprise the successive stages as follows:
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Stage of Section Reference Evaluation Criteria Question Weighting (%)
evaluation
process
Stage 1 Form of Tender and Non- Both certificates must be returned Pass/Fail
Collusive Tendering in hard copy, completed, signed
Certificate and dated for a „pass‟.
A „fail‟ will result in elimination

from this procurement exercise
Stage 2 Section A - Organisation All information requested must be Not scored

(Online Technical provided.
Questionnaire)
Not scored but failure to provide
all information will result in a „fail‟
and elimination from the
procurement exercise.
Stage 3 Section B - Conflicts of The identification of an actual/ Pass/Fail.

Interest (Online Technical potential conflict of interest will be
Questionnaire) assessed whether it will result in
elimination from this procurement
process.
Stage 4 Section C - Technical & This section will be evaluated in

Professional Ability – accordance with criteria at Score comprises 70% of
Project Specific Section 4. the final score
Requirements) (Online
Technical Questionnaire)
Stage 5 Online Commercial Prices will be evaluated in Score comprises 30% of
Questionnaire accordance with the criteria that the final score
shall follow once the contract for
the asbestos removal contractor
has been appointed.
Stage 6 Final score Tenderers who pass (stages 1-3) will be taken through to
stages 4 to 5 for evaluation.
The final score is calculated as follows:

70% is made up of the total of Stage 4
30% is made up from Stage 5
The most economically advantageous tender will be the

Tender Response with the highest combined final score.
6.5. The evaluation panel will comprise of members of staff from the Royal Botanic Gardens Kew,
technical consultants and the Defra Procurement and Commercial Function (PCF).
6.6. The evaluation panel will agree either a pass/fail or a score of 0, 1, 2 or 3 (where 3 is the highest
score) for questions for which these scores are available. The Tender evaluation panel will
undertake independent evaluation of Tender Responses. Thereafter, a moderation meeting will be
held at which time the evaluation panel will reach a consensus score for questions for which scores
are available. Detailed scoring criteria relating to each score is provided with each question in
Section 4 (Online Technical & Commercial Questionnaire Evaluation Criteria) of this ITT.
Online Technical Questionnaire Evaluation
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6.7. Each scoring question is given a weighting to indicate the relative importance of that issue in the
overall evaluation. Weightings are provided with the evaluation criteria in Section 4 of this ITT for
each question in the Online Technical Questionnaire.
Essential Information
6.8. Tenderers‟ attention is drawn to Online Technical Questionnaire section E (Essential Information).
Tenderers must complete this section and submit with the Tender Response. The information
provided will not be shown to the evaluation panel. This section will not be scored and will form
no part of the Tender Response evaluation. The information collected may be used by the
Authority to form the baseline for statistical reports for monitoring purposes to inform central
Government department policy.
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SECTION 2
INSTRUCTIONS FOR SUBMISSION
17
SECTION 2: INSTRUCTIONS FOR SUBMISSION VIA THE E-TENDERING SYSTEM
Step 1: Download the files and set up additional users
1.1 Before Tenderers consider responding to this ITT, please ensure that all the relevant files relating to
this ITT are downloaded and read. All files are important and contain information which may have a
considerable bearing on the success of the Tender Response.
1.2 Any information from the Authority relating to this ITT will be sent by email to the main contact who
expressed an interest in the ITT on behalf of the Tenderer. If information is to be sent to additional
users, please access the User Rights area on the left hand side of the main screen to enable
additional users to receive messages.
1.3 To allow additional people to have access to the ITT, please refer to the user management link on
the main page to add additional users.
To download files
1.4 Click on the bold ITT title. This will open up an overview of the ITT detailing the deadline for receipt
of Tender Response and description of the ITT.
1.5 Click on the “Attachments” tab on the left hand side of the screen. The number in brackets (...)
refers to the number of documents relating to the ITT.
1.6 To download an attachment, click on the bold and underlined filename. There is an option to “Open,
Save or Cancel”. For documents which have to be completed and returned to the Authority, please
select “Save” and choose a suitable location to store the file.
1.7 This action can be repeated above for each document to download and save. To download and
save more than one document it may be easier to use the mass download instructions as seen
below.
1.8 If there are more than 10 documents to download, flick through the pages on the screen by clicking
onto the next page icon (>>).
Mass download
1.9 Click on the mass download option in the attachments tab on the left hand side of the screen.
1.10 Click on the files selected to download and press confirm. Choose a suitable location to save the
files on your PC, USB, floppy disk or DVD.
1.11 To carry out the mass download, the Java Virtual Machine (JVM) software must be installed on the
Tenderers PC. This can be installed by obtaining a free download from the Internet.
1.12 To submit a Tender Response, please use the e-Tendering System to upload Tender Response
files.
1.13 Tenderers must confirm via the secure messaging feature within the Authority‟s e-Tendering
System that they have downloaded, read and understood all attachments that form part of the ITT.
This is available under the “Qualifications” tab on the left hand side of the screen.
Draft response on the screen

18
1.14 Tenderers can also respond to the ITT by simply answering questions directly on the screen.
Tenderers must not forget to save their answers.
Step 2: Decide if You Should Respond
1.15 Tenderers should read all the information contained within the ITT carefully. This will help Tenderers
decide if they wish to submit a Tender Response. Tenderers are advised to acquaint themselves
fully with the instructions and nature of the services in Specification of Requirements (Section 3).
1.16 If Tenderers do not wish to submit a Tender Response, simply log onto the Authority‟s e-Tendering
System and reject the ITT.
Step 3: Read the ITT Carefully
1.17 Tenderers should read the ITT carefully before submitting a Tender Response. Failure to comply
with the instructions will result in rejection from the procurement exercise.
Step 4: Prepare your Tender Response

Format of electronic supplementary documents
1.18 Supplementary documents should be submitted in the form of electronic files.
1.19 If Tenderers have any doubts about the format or software they intend to use for their documents,
they should contact the Authority using the secure messaging facility on the e-Tendering System.
1.20 It is strongly recommended that Tenderers upload documents in MS Office™ Word for non financial
responses and MS Office™ Excel for financial data if required although other document formats are
supported. Tenderers should note that files uploaded by the Tenderer will be maintained in an un-
altered state on the system.
Portable Document Format (PDF)
1.21 Adobe‟s PDF format has historically been used by Tenderers because it gives full control of
formatting and has the advantage of being „lockable‟. The e-Tendering System prevents the
Authority from changing files submitted by Tenderers. This should allay Tenderer‟s fears about
document security.
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Other file formats
1.22 Tenderers are advised to check with the e-Tendering System helpline before submitting a Tender
Response in uncommon formats.
File naming
1.23 All files submitted by Tenderers will be displayed in alphabetical order, with no folder structure. The
file name required will be notified in each question of the Online Technical Questionnaire. Tenderers
must name each file based on the question reference for example:
[C01_Relevant experience of your organisation ]
1.24 File extensions should be maintained as per the relevant applications default i.e. Microsoft Word
documents should have a file extension of .doc.
Important notes
1.25 Tenderers should regard 2Mb as the practical working limit for any individual file. Files less than
1Mb will be displayed reasonably quickly – bigger file sizes will create a delay.
1.26 File names should be restricted to 100 characters as a maximum. A file name of less than 60
characters will be visible for its entire length when displayed on most computer monitors.
Step 5: Ensure your Tender Response is Complete
1.27 Tenderers should ensure all questions have been answered and all supplementary document(s)
have been uploaded prior to submitting their Tender Response. Failure to complete questions or
provide evidence will result in elimination from the procurement exercise.
Step 6: Upload Your Tender Response
1.28 Tender Responses, including any supplementary documents should be submitted via the Authority‟s
e-Tendering System by the deadline for receipt of Tender Response. Tender Responses submitted
after the deadline will not be considered.
1.29 Unless otherwise stated, the Authority will not consider Tender Responses uploaded or submitted
by any other means other than via the Authority‟s e-Tendering System.
1.30 After uploading a Tender Response (including any saved uploads), Tenderers must publish their
Tender Response.
1.31 After Tenderers have published their Tender Response, Tenderers will receive a confirmation email.
If Tenderers do not receive a confirmation email within an hour of publishing their Tender
Response, it is possible that the Tender Response has not been published. Tenderers are strongly
advised to contact the Authority‟s e-Tendering System helpdesk immediately.
1.32 The Authority‟s e-Tendering System will always send a confirmation email when Tenderers have
successfully published their Tender Response.
Amendments to Tender Response
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1.33 Tenderers can modify a published Tender Response prior to the deadline for receipt of Tender
Response. Tenderers will not be able to amend and/or upload documents after the deadline.
Tenderers can amend their Tender Response be selecting the “Edit Response” button. The
Authority‟s e-Tendering System will automatically direct Tenderers to re-publish their Tender
Response.
1.34 Tenderers may withdraw a published Tender Response prior to the deadline for receipt of Tender
Responses. Tenderers should click on their Tender Response on the e-Tendering System and
select the “Delete Response” button.
1.35 Tenderers will be notified if the Authority publishes any information relating to the procurement
exercise prior to the deadline for receipt of Tender Response. If Tenderers have already published
their Tender Response, the Authority‟s e-Tendering System will automatically unpublish their
Tender Response. Tenderers must review and amend their Tender Response, if appropriate, and
re-publish their Tender Response.
1.36 Tenderers will be notified if the Authority responds to a request for clarification from a Tenderer
(prior to the deadline for receipt of Tender Response) after Tenderers publish their Tender
Response. If this happens, the Authority‟s e-Tendering System will not automatically unpublish
the Tender Response. It is Tenderers responsibility to ensure that the clarification and any response
from the Authority do not have an impact on the Tender Response. If Tenderers need to, they
should modify their Tender Response, in accordance with the instructions in paragraph 1.33 above.
Contact point
1.37 The Authority reserves the right to seek clarification of Tender Responses. Tenderers must provide
up to two nominated points of contact in their organisation for this purpose. The Authority is not
responsible for contacting the Tenderer through any route other than via the nominated contacts.
Tenderers must notify the Authority promptly of any change to the point of contact.
Further Assistance
1.38 For further assistance in using the Authority‟s e-Tendering System email:
help@bravosolution.co.uk or alternatively call the helpline on 0800 368 4850. Please note that
enquiries relating to this ITT should be routed through the messaging portal on the Authority‟s e-
Tendering System.
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SECTION 3
SPECIFICATION OF REQUIREMENT
(SoR)
22
SECTION 3: SPECIFICATION OF REQUIREMENTS
Section three of this ITT sets out the requirement for which the Authority invites Tenderers to
submit Tender Response.
23
STATEMENT OF KEY REQUIREMENTS
A complete „Business Solution‟ is needed to support a number of the existing key Customer Related
Management (CRM) activities and support the introduction of new, streamlined business activities and
procedures.
It is anticipated that a single supplier will be selected to deliver the specified requirements, through the
provision of an integrated software package and be responsible for successful implementation and ongoing
support.
The core component of the package will be a fully functional CRM software application - incorporating an
integrated customer database and a full contact management suite – for supporting CRM, Marketing,
Campaign Management and m-Commerce.
In addition the solution must provide: -
A „Data Warehouse‟ as a central repository for all customer-related information – for data generated within
the CRM application itself or supplied from external (marketing/data-enrichment) companies.
„Ticketing‟ functionality to include walk-up and online ticket sales; season and membership tickets; seated
ticketing for events; admission statistics, etc
Fundraising and Membership Management that can support donations, pledges, corporate donations,
memberships and volunteers. Please note that in this context, individual donors, corporate donors, Trusts,
Foundations, members and volunteers may all be considered to be „customers‟ for the purposes of CRM.
Ability to support a future loyalty scheme across all parts of the organisation including retail and catering (EPOS &
online)
It is essential that the various components of the „Business Solution‟ are fully integrated - (whether they be
new modules (internal or external) or the existing legacy systems) – and that they work together seamlessly
in order to deliver the required objectives and benefits.
The following sections define, in some detail, the anticipated capabilities required that will address known
issues and deliver planned business benefits.
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1.1 Section 1: General Requirements
RBG Kew is looking for a software application with tools and solutions that are:
User friendly: All tools need to be user-friendly, with an emphasis on predefined sets.
Flexible: The tools need to be flexible, to adapt well to Kew's organisational needs, and changes in their
business needs or future legislative requirements.
Future proof: The tools need to be SaaS, with a history of regular upgrades with functionality added –
with enough time and support to allow organisations to implement upgrade.
Statutory compliant: All tools must comply with all relevant statutory regulations, including Data
Protection, PCI DSS, and W3C AA.
Fully supported: The workflows, tools and solutions are expected to be fully supported for at least the
length of the contracts – i.e. three years from contract signing.
Properly tested: Testing is an essential part of any QA Management regime. (Potential suppliers should
be detailed in what testing would be carried out, when it would be performed, what test tools would be
used. Potential Suppliers should identify any Testing Standards or methodologies that will be used such
as TMM, EIS-T, Linear, Heuristic, V Model, etc.).
Supported by good management reporting: Systems, usage and impact reporting, with dashboard
functionality, plenty of „canned‟ reports and pushed reports - with different information based on
recipient.
Potential suppliers should include information on how they will address, specifically, the above general
requirements in their proposal.
1.2 Section 2: Technical Strategy

The RBG Kew technical strategy is to maximise contribution from visitors, members and shoppers by
maximising revenues and minimising costs and resource needs by:
Supporting the creation of a single customer view across all significant, current and planned contact
points.
Leveraging functionality in legacy systems – or replacing it – and by minimising duplication of records

and maintenance, wherever practical.
Providing scalability and flexibility so that the CRM tools can match organisational needs in the future
(3-5 years).
Maintaining best-in-class economies for development and execution.
1.3 Section 3: Service Management Expectation

The preferred supplier(s) will be required to implement and operate a service management capability to
effectively manage and maintain the services they provide.
Key components of the suppliers service management capability, where applicable, should be taken from
the core ITIL service management elements or equivalent such as service desk, incident management,
problem management, change management, configuration management (including asset management),
release management, availability management, capacity management, service continuity management,
service level management (including service catalogue management), and supplier management.
The supplier‟s service management solution should be based on ITIL best practice or equivalent.
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The supplier‟s response should detail the supplier‟s standard provision of the service management
elements listed below and demonstrate, where appropriate, alignment to ITIL (v2 or v3).
Where appropriate, each response should include standard Service Levels.
The response should include the provision of a Service Desk, addressing:
Incident Management.
Problem Management.
Change and Release Management.
Configuration Management (including Asset Management).
Availability Management.
Capacity Management.
Service Continuity Management.
Service Level Management.
Supplier Management.
Service Management Toolset.
In addition to providing a full set of service management components, a response outlining the proposed
solution is also required for each of the elements listed below:
Ensure that their service management solution can consistently exchange information with other
suppliers and RBG Kew.
Strive for continual improvement within service management, and provide mechanism for increasing
efficiency of operations and reducing costs on an on-going basis.
Ensure authorised Kew staff have real-time read-only access to all service management systems used
in the provision of the services.
Provide the capability for Kew to audit, examine and review supporting document(s), databases,
applications transactions.
Provision of service reporting and the mechanism for on-going reviews.
Appointment of a named individual or individuals who are responsible for managing customer
satisfaction and the relationship with Kew.
Above requirements documented in a clearly defined Support Level Agreement operating 24/7, 365
days per year.
1.4 Section 4: IT Platform Independence

Because of the diversity of Kew's operations, it runs a mixture of commercial off the shelf systems, bespoke
third-party applications and in-house designed, built and maintained systems, predominately running on
variants of Windows and Red Hat Linux. Although the majority of clients are Windows based, Linux and
OSX clients are also in use within the organisation.
1.5 Section 5: Databases

As might be expected with an organisation like Kew, there is a variety of database systems currently in use.
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The Target Technology Architecture is seeking to reduce this obvious support overhead but Kew also
recognises that "one size does NOT fit all".
Kew has current in-house expert capabilities for Sybase ASE 15, MySQL 5 and MS SQL. Applications
should be designed to avoid vendor-specific functionality; in particular in-house developed applications
should seek to reduce use of stored procedures and triggers. Data access should be via an ORM layer e.g.
Hibernate.
Kew has several in-house developed applications utilising the Lucene framework for full text indexing and
information retrieval.
1.6 Section 6: Security

Of prime importance for any internet facing system is the concept and implementation of security.
As Kew already operates some internal systems that use or process payment card information and as the
future direction of public facilities is likely to extend this capability to our Internet Sites, it is important that all
designs, technologies, infrastructure, processes, and systems are specified, developed, and implemented
fulfilling the requirements of the PCI-DSS (Payment Card Industry Data Security Standard).
Kew also has a requirement to move towards ISO 27001 compliance in-line with all other government
bodies and agencies.
Any solution that is externally hosted must include Intrusion Detection and Prevention measures and these
must be documented and tested.
All data must be securely stored in locations within the UK/EEA.
1.7 Section 7: Authentication and Authorisation

Kew uses Microsoft Active Directory (AD) internally to administer user and group based access control.
Third-party applications requiring local user access must integrate with AD via native Kerberos methods or
LDAP.
Where a mixture of Kew and external user application access is required then federated access must be
utilised, integrating securely with Kew's AD.
1.8 Section 8: Internet (Communications Infrastructure)

Commercial ISP: Verizon currently provide Kew with a 26Mb/s circuit on a 34Mb bearer with a 512Kb/s fall-
back circuit. Wakehurst has a 2Mb service on a 2Mb bearer. Work is in progress to replace this service with
a service from Virgin Media. This will comprise 100Mb/s circuits on 1 GB/s bearers at Kew and Wakehurst.
Kew will be active and Wakehurst standby, with failover configured using BGP. Over the course of the next
2-3 years Kew will be required to transition to the Government‟s Public Service Network.
Also there will be increasing pressure to migrate over to IPv6 over the coming decade. Therefore any
solution must have a migration strategy.
Load balancing is provided by low cost appliances from Loadbalancer.org. Resilient firewalls and a multi-
layer DMZ protect the perimeter network.
1.9 Section 9: Remote Access

Kew provides remote access for support of and by third-party suppliers.
This may be via one of two methods in order of preference:
SSL VPN access utilising Kew's Juniper SSL VPN appliances. These provide a choice of controlled
access interfaces including:
o Proxied http web based interface access.
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o SSH CLI access via a Java SSH client.
o WebDav SMB and NFS file system access.
o RDP access to Windows servers or VDI clients.
o X windows access to X servers.
IPv4 based VPN
o IPv4 IP access from and to fixed IP addresses and ports on third party equipment in Kew's
DMZ.
No other methods of remote access are supported or authorised.
1.10 Section10: Virtualisation

Kew has been a VMware customer since 2007. Current policy is that all new servers should be virtualised
unless there is a compelling business case not to do so.
In principle and in practice, Kew is implementing a 'hybrid cloud' approach in line with DEFRA and the
Government's Cloud Computing Strategy for its existing systems.
New systems should take a 'Cloud First' approach to implementation.
1.11 Section11: Green ICT
Kew is ISO 14001 accredited and strives to improve its record on sustainability and on reducing carbon
consumption.
Kew also adheres to DEFRA's Green ICT Strategy which seeks to:
Meet Greening Government ICT targets, exceeding these where cost effective and benefits are derived
for Kew.
Understand, measure and reduce carbon emissions from the operation of our ICT estate.
Embed Green ICT principles into Business and ICT processes and challenge non-sustainable
behaviours.
New systems are required to contribute to Kew's metrics on carbon consumption.
1.12 Section 12: Documentation

As with any system consistent and useful documentation is vital.
Kew will also require review of detailed samples of documentation such as would be supplied with the
completed solution so they can assess the suitability of the vendor's documentation standards.
These samples should include on-line help, any context sensitive content examples, as well as physical
and support documentation.
Non off-the-shelf applications will be required to provide evidence of existing Escrow arrangements or to
provide the same.
Kew has existing Escrow cover for some applications with NCC.
1.13 Section 13: Testing

As noted earlier, testing is an essential part of any QA Management regime. Potential suppliers should be
detailed in what testing would be carried out, when it would be performed, what test tools would be used.
Please identify any Testing Standards or methodologies that will be used such as TMM, EIS-T, Linear,
Heuristic, V Model, etc.
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1.14 Section 14: Project Management
Project Management is expected to be consistent with Prince2 as is Kew's own PM approach, however
variations can be supported so long as they can be clearly understood and justified.
It is further accepted that if an Agile Approach is used, then is must be effective only within a project stage
and milestones identified in the project plan.
Risks and Issues - It is important that any submission clearly identify any risks and issues (there may be a
current issue with technology choices or other commercial factors) and the proposed mitigation along with
the expected residual risk should the mitigation be successful.
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1.15 Section 15: Detailed Statement of Functional Requirements
The detailed statement of functional requirements has been divided into seven logical groups that broadly
correspond with each of the key business process groups.
GROUP 1: DATA CAPTURE, DATA WAREHOUSE, ANALYTICS, CUSTOMER SERVICE
Summary: enable a single customer view and reports to understand segments and drivers.
Emphasis on dashboards, „canned‟ reports, and GUI interfaces to set up custom queries.
ID Description Detail Supplier

Response
1. Data Capture
1.1 Data capture To capture contact data and
enabling information (behavioural and interests)
as possible at all possible touch points,
including Gates, Website, Facebook
and other social media, and mobile
apps. Include checks for data
completion and accuracy
1.2 Additional data / To support record completion; soliciting
record completion staggered/targeted and contextual
information requests from visitors at all
touch points.
1.3 Account/log in Account with forms to capture, store
and allows customers access to view
and edit content information, order
history, subscriptions and interests.
2. Data Warehouse
2.1 Single customer view To import (continuously) and hold
“copies” of all customer data, merged
into a single customer view,
2.2 Data import and Tools to ensure records are easily de-
cleansing duped (including fuzzy matching), and
scrubbed against incompletes, Gone
Aways (GAS), bereavement file and
Royal Mail Change of Address file.
2.3 Scoring, rating and Needs to support rules-based
routing rules confidence scorings, and detailed
contact permission tracking, incl.
holding scans of actual permission slip.
2.4 Data Governance Provide the Kew Data manager with
and Master data tools and controls to manage all data,
management and access and ownership to data,
throughout the organisation and with
partners.
2.5 Data structure and Support Kew and Systems integrators
architecture (GROUP 7) in structuring the data
structure and architecture for the data
warehouse to into a simple, flexible and
future proof format.
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Response
2.6 Data security The data must be kept secure:
1) No loss of data: DR procedures, back
up protocols and redundancies to be
mapped out in tender.
2) Security protocol explained – both to
physical sites and networks.
2.7 Meta data Centralised metadata creation and
management, including data
confidence scoring and contact
permissions management.
3. Analytics
3.1 Canned reports To provide canned reports for easy
access to performance tracking of sales
and marketing across underlying
systems.
Provide key insights and segmentations.
Standard delivery, campaign, program,
offer, plan, lead,
transactions/conversions, customer
reactions, social, technical reports.
3.2 Custom Reporting GUI interfaces for advanced and

flexible analysis, including cubing,
descriptive and predictive analysis.
Must support application of profiling
data.
3.3 Dashboards and Provide ability to set up dashboards
visualisations with visualisations, customised for
different users, and pulling data from
across channels. Ability to set up
regular, automated emails with
targeted information to different users.
3.4 Real-Time Reporting All reports should be real-time, including
reports on custom fields, multi-table
joins (contacts + opportunities, for
example),
3.5 Wizard-driven report Allows for users with differing skill sets to
builder easily build and customise their own
reports. Also provides ability to step
back through the wizard when creating
a report.
3.6 End-user Report End-users without administrative
Creation privileges should be able to create their
own reports and save them to specific
folders that they have been granted
access to. Allow end-users to drill
anywhere – highlight one or more rows
and drill into the data.
3.7 Multi-table joins Create queries based on multi-table
joins in real time (Accounts with Cases,
for example).
3.8 Drill-through to Ability to expand the aggregate
operational records numbers in a report to see all line items
of data behind the numbers, and click
through to the detailed records.
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Response
3.9 List Views Ability to define custom list views from
various places in the application rather
than running a more complicated
report.
3.10 Scheduling Ability for end users to schedule the
execution time and automated delivery
of their reports to other application
users.
3.11 End-User Dashboard End-users (and not just administrators)
Creation should be able to create or modify
Dashboards. Dashboards can be a
combination of any number of pre-built
and custom reports.
3.12 Scheduled Refreshes Ability to schedule refreshes to enable
that users who review the dashboard at
specific times always get up-to-date
data.
3.13 Share Dashboards Share a relevant dashboard with sales
rep with the confidence that they will
not be able to drill down to underlying
data the security model prevents them
from seeing.
3.14 Trend analyses Create multiple Dashboards, with
segmentation by year, quarter, or any
date.
3.15 Drill through to Capable of drilling to the underlying
operational records report and data from any dashboard
component.
3.16 Dashboards Ability for end users to schedule the
execution time and automated delivery
of their dashboards to other application
users.
3.17 Charts Combination Charts are available in
the application.
3.18 Drill down User has the ability to drill down to
filtered reports from a dashboard.
System should provide drill down
dashboard so that users can discover
what makes up the data or report
being reviewed.
3.19 Hover details User has the ability to view hover details
on charts in reports and dashboards.
3.20 Pick list colours User has ability to set colours for the pick
list values in Charts.
3.21 GUI The System should provide graphical
reports and dashboard, for
example, dials gauges and sliders.
3.22 Scenarios The System should provide the ability to

build "what if" scenarios and save those
scenarios for future reference.
3.23 Export The System should provide the ability to
export reports as interactive objects,
including the report data so that they
can be used in presentation tools and
documents and still maintain their
formatting and animation capabilities.
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Response
3.24 History System should provide historical reports
that show trends and allow
comparisons between time periods.
3.25 Report generator Users should be able to use report filters
and/or a report generator to build their
own custom reports and export these
reports into Excel.
3.26 Management Automatically generate and publish
updates reports at regular intervals to
management, with no manual
intervention.
3.27 Application Fluid navigation between analytics and
marketing to allow easy and quick
response to findings
4. Customer Service Support

4.1 Case logging and Create and track incoming cases from
tracking both traditional and social channels -
Ability to capture, track and manage
customer incidents via a queue centric
workflow based customer support
process.
4.2 Case record Easily see customers' information:
information automatically pull up customer file
based on calling number, email
address, screen name etc.
4.3 Suggested Solutions Application should allow users to quickly
find the solution that best fits the case
at hand via an automated match and
templates.
4.4 Case routing Integrated email response
management so that emails are
automatically turned into service
incidents and routed into the correct
workflow queue - and escalate cases
4.5 FAQs Provide customers with the ability to find
knowledge your organisation wants to
share (via Google, other search
engines) to help them solve their issue
quickly and accurately.
4.6 Agent Console Application should provide an agent
console which combines a list view, a
detail view, and a mini view with
related information into one screen so
that the service agent has everything at
his or her fingertips when interacting
with customers.
4.7 Computerised Product should be able to integrate
Telephony Integration with leading telephone network
(CTI) hardware and software.
4.8 Knowledge base Built in searchable Knowledgebase that
includes permissions based on
publishing or answering of questions
received via the Knowledgebase.
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Response
4.9 Social Social: Connect your service
application with popular Web
communities like Twitter and Facebook.
Track conversations that are taking
place in social networks.
4.10 Community Community: Ability to tap into the
wisdom of the crowd to capture the
best answers and the most innovative
ideas.
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GROUP 2: IMM / EMM / AUTOMATED MARKETING
Summary: To enable Kew to increase the level of marketing activities, and improve marketing
effectiveness, within current resources.
A Campaign Management module is required that will enable users to rapidly create, modify and manage
marketing campaigns that range in complexity from simple, single stage communications, up to
sophisticated multi-stage, multi-channel campaigns. Specifically, to help users optimise and simplify current
marketing (eNews and social media), and support improved marketing and communications, with
segmented, targeted, contextual and flexible messaging available at all touch points. Must include GUI
workflow system, and test cells.
At a high level, the application should allow users to:
Define target customer segments.
Define campaigns and offers.
Prioritise competing offers.
Associate target segments with communication channels.
Automate the scheduling and execution of campaigns and the collection of customer responses.
Perform advanced analyses to evaluate the success of campaigns.

Response
1. Campaign Management
1.1 GUI selection tool An intuitive, easy to use, graphically-driven,

selection tool (drag and drop, pick lists,
histograms, waterfall views etc.) to help
users to understand the data and their
customers more easily, and help users
determine the appropriate query, target
audience and filter for any campaign. It
should have access to all data in datamart.
1.2 Flexible data structures The application should be very flexible in
terms of requirements for supporting data
structures and formats, ensuring that the
company‟s existing investments in systems
can be extended, and data integration won‟t
be complicated by the unique needs of the
users.
1.3 Easy filter The filtering tool should support easy filter
management.
1.4 Labels matching Kew The tool should allow data variables within
terminology the marketing data mart to be given clear
business definitions so that their purpose is
clear to business users. Aggregates such
as KPIs should be able to be pre-set.
1.5 Easy to apply Users will have the ability to easily create
calculations new derived or calculated variables using
pre-defined formulaic expressions including
count, sum, average as a minimum.
35
Response
1.6 Predictive models, Possibility to easily run predictive models,
customer response including assessing costs and ROI of offers
and campaigns pre-launch.
1.7 Predictive models, Possibility to run predictive models on the
profiling dB, assessing the most effective customer
segmentation methods.
1.8 Incorporate profiling into Possibility to easily export, import and apply
data mart profiling super-sets on the data from third
parties.
1.9 Wildcards Wildcards will be supported within the
definition of selection criteria.
1.10 Entity Users will be able to select from any entity
level within the marketing data mart (e.g.,
household, ticket buyer,
member, shopper) while building campaign
selections and can switch easily between
entity levels e.g. to identify customers with
specific criteria within households with
specific criteria.
1.11 Reuse definitions The application will permit linking of
selection definitions, maximising re-use e.g.
defining a single campaign exclusion rule
that can be used consistently within all
campaigns.
1.12 Tests Users will be able to create test cells and
other splits randomly or using percentiles or
values.
1.13 Seed address Seed address functionality
1.14 Control groups Ability to include control groups in targeting
process.
1.15 Campaign goals Ability to define measureable results linked
to a campaign (sales revenue, etc.).
1.16 Budgeting Budgeting (allocated, available, spent,
provisional available, provisional, invoiced).
1.17 Financial management Linking costs to a task.
1.18 Creatives Creative production, project management
and testing.
1.19 Approval Proof approval functionality.
1.20 Creative library The application will allow easy sharing and
reuse of campaigns and campaign
components between users and user
groups.
1.21 Campaign background The application will be able to be flexibly
information configured to enable users to capture and
store campaign metadata e.g. Campaign
collateral (e.g. including brochures, inserts,
e-mail, banner ads and other documents)
Campaign cost data and response
assumptions, Campaign resource
requirements. Channel fulfilment
information.
36
Response
1.22 Campaign workflow A workflow will be provided within the
application to guide users through the
campaign development process in a
consistent, managed way. It will allow users
to define a schedule for execution of a
campaign (e.g. date and time), including
multi step executions that involves
automated testing of versions, and
selecting and using best version. For
recurring campaigns, users will be able to
easily specify a recurrence schedule that
will be automatically executed.
1.23 Marketing overviews The application will enable all campaigns to
be visible (preferably via a configurable
Gantt chart view).
1.24 Offer pecking order The application will allow users to prioritise
offers both within and across campaigns to
ensure that customers receive the highest
priority offer that they qualify for.
1.25 Web interface A web interface will be provided to allow
remote or distributed users to open, review,
approve and edit campaigns and
communications, and publish campaign
reports.
1.26 Response tracking Users will be able to easily define multiple
rules that will identify customers who have
responded, potentially in different ways, to
a specific campaign.
1.27 Personalised The application will include integration with
communications an application to enable automated
personalisation, delivery and tracking of
communications executed via digital
channels e.g. e-mail, SMS & MMS.
1.28 User reminders Automated e-mail notifications for a variety
of events such as approvals, checklist
status changes, deployment, execution and
scheduling will be provided.
1.29 Flexible, user-friendly UI The application will be capable of easy
customisation and extension of out-of the
box functionality in a way that is seamless
to business users.
1.30 Contact history Contact history will be able to be generated
at any level (e.g., customer, account,
household, business) and will be created
automatically as a campaign is executed.
1.31 Singe data structure A single common reporting data
infrastructure will be provided to support
contact history, response history and
performance analysis across the campaign
management solution and associated
modules.
1.32 GUI report interface Users can build reports that evaluate
campaign effectiveness via a clear wizard-
driven interface.
37
Response
1.33 Administration and The application will provide an
Security administration environment that will
manage: The setting of administrator, group
and user data access permissions down to
the row level if necessary, Assignment of
functional permissions to users according to
business need. The sharing of system level
folders and other objects between user
groups. Simultaneous user access.
2. Campaign Delivery
2.1 Multi-channel Many campaigns will require large scale

campaigns multimedia messaging capabilities –
including e-mail, mobile, social and Web
(e.g. RSS, pop-up) – within single-channel
or multichannel marketing campaigns.
2.2 Multi-channel Support email.
campaigns
2.3 Multi-channel Support mobile, including apps, SMS,
campaigns mobile web SEO.
2.4 Multi-channel Support web , including banners, PPC and
campaigns SEO.
2.5 Multi-channel Support social, including Twitter and

campaigns Facebook.
2.6 Personalisation cross A solution is required that is scalable,
channels secure and comprehensive, and includes
capabilities for message personalisation,
content integration and hosting, and
deliverability assurances. It should also be
fully integrated with the Campaign
Management application to support tightly-
integrated, cross-channel marketing efforts.
2.7 Personalised message Enable the creation of the right message by
mapping segments and customers with
relevant personalisation.
2.8 Triggered messages Deliver messages at the right time, as part
of a planned outbound campaign, a
response to an event trigger or real-time
marketing opportunity, or as a subscription
service.
2.9 Economies Economically scale to digital marketing
volumes.
2.10 Wizards Wizards should be provided to help users
throughout the entire digital content
creation process.
2,11 Personalised content It should be possible to personalise
messages using conditional content,
graphics and data, defaulting to standard
content (e.g., “Dear Customer”) when
conditions are not met.
2.12 Personalised subject It should be possible to personalise subject
lines in e-mails lines in e-mails, MMS and SMS
communications.
2.13 Compatibility It should be possible to easily re-use
content from an alternative HTML editor
(e.g. Dreamweaver, FrontPage, Photoshop,
etc.).
38
Response
2.14 Central control for multi- The applications should provide a single
channel campaigns control point for e-mail, mobile and Web
(e.g., RSS, pop-up) creation,
personalisation and delivery.
2.15 Real-time response The application should provide real-time
measurement response measurement and reporting (e.g.
delivery, click-through and conversion
rates), so that communications can be
adjusted on the fly to improve response
rates.
2.16 Viral effectiveness It should be possible to understand the

effectiveness of viral marketing campaigns
support – tracking and understanding the
value of customers who forward messages.
2.17 Offer result reporting Ability to measure customer reactions to

offers.
2.18 Survey Survey Manager: Online and mobile survey

design and execution.
3. Offer Optimisation
3.1 Offer GUI The offer GUI will provide users with easy
navigation through the optimisation
process.
3.2 Offer wizard Wizards will be provided for frequent tasks
e.g. data import or managing integration
with the campaign management
application.
3.3 Offer reuse The application will ensure that users can
reuse existing work (e.g. creation, copying,
renaming, deletion or comparison of
common objects within the application).
3.4 User interfaces It will be possible to hide or expose
personalised advanced functionality to support the needs
of different user groups.
3.5 Offers to reach business The application should be sufficiently
objectives flexible to allow a wide range of business
objectives to be addressed, so that users
can maximise or minimise virtually any
business goal. Examples would include
maximising profit, minimising marketing
cost, achieving sales volume goals, and
maximising revenue and account balance.
3.6 Offers with constraints The application should also provide users
with an easy to use, flexible interface for
defining business constraints that provide
the conditions within which the business
objective must be achieved i.e. budget,
permissions, contact strategy.
39
Response
3.7 Offer reporting Offer summary reports and graphs showing
total costs, total profit and other metrics by
offer, product, channel, time period,
campaign, offer group or offer subgroup.
Optimal results by offer, product, channel,
time period, campaign, offer group or offer
subgroup.
3.8 Personalised, in-situ Support Inbound marketing, by integrating
offers with front of house: ticketing system
interface at gates, and customer service
solutions (see Group 1 & 5), to offer best
offer per channel and customer profile.
3.9 Real time response Ability to set rules and triggers to serve
content and offers based on real time data
input, including behavioural, geographical,
and contextual.
40
GROUP 3: E-MAIL
Summary: An email solution to support and help deliver group 2 requirements / automated marketing,
including deliverability tracking, testing, segmenting, templates, account management, data management
and reporting.

Response
1. Technology Platform and Security
1.1 International security Relations with global main ISPs.

1.2 System uptime System uptime of 99.5% or higher
1.3 Custom development Opportunity for custom development of
features within platform.
1.4 Social Media Integration with Social Media. Easy-to-
install fully customisable links for sharing on
social networks.
1.5 Facebook application Custom Facebook application with the
ability to set up customised form for
collating social media data.
1.6 Mobile optimisation Features for assisting mobile user
engagement, e.g. a different, mobile-
friendly version is automatically displayed
when viewed on mobile.
1.7 Historical Access Indefinite access to reports and campaigns
data.
1.8 API Access to data (both push and pull
capacity) via an API is essential to future
integration with other platforms. Integration
with Google Analytics is essential.
Documented RESTful and / or SOAP based
web service for obtaining back-office
management information.
1.9 Integration Integration with other applications that may
perform services unavailable by the core
product. Easy integration with third-party
databases like CRM, web analytics,
ecommerce, etc.
1.10 Multiple customised Ability to set-up up to 10 customised
customer preference customer preference centres with multiple
centres fields allowing subscribers to edit their
preferences with updates fed into ESP
Platform and then fed into CRM.
1.11 Workflow solution Approval/workflow solution for sign off by
multiple people.
1.12 Tracking Full web tracking incorporated into email
platform to capture web activity into the
platform and segment directly for email.
1.13 High send volumes Ability to handle high send volumes and
high send speed.
1.14 Survey tool Comprehensive survey tool.
1.15 Web forms Ability to create personalised data capture
forms to drive data acquisition and
conversion. Ability to set-up two-step forms
with fields from step one automatically pre-
populated in step-two form.
1.16 Remote access Ability to access platform remotely.
41
Response
1.17 Message Ability to set up message categories prior to
categories/pre-set labels campaign set-up for ease of reporting.
Message labels to be set up and locked by
main account administrator.
1.18 A/B testing Ability to A/B test. Ability to A/B test based
on total clicks, total opens, specific images
or specific links.
1.19 Multivariate testing Multivariate testing capability.
1.20 Auto image edit Auto image resize/crop functionality.
1.21 Full valid „view in Full valid „view in browser‟ option in
browser‟ option campaign emails.
1.22 Pre-built widgets Pre-built widgets to save time (e.g. social).
1.23 Templates Ability to upload an unlimited number of
templates. Access to all pre-loaded
templates from single view for system
administrators, as well as separate per
account for marketing teams users.
1.24 Retrieving deleted items Ability to retrieve deleted items (campaigns,
templates)
1.25 Frequency capping Frequency capping and timing filtering to
ensure subscribers aren‟t emailed too
frequently
1.26 Deliverability scoring In-built scoring tools to help monitor,
tools manage and improve delivery, credibility,
reputation and rendering.
1.27 Automated emails Ability to do drip, triggered and threshold
emails. Automated way to handle email
replies.
1.28 Transactional email Ability to send immediate transactional
emails from a separate unique IP. Ability to
move transactional emails to the top of the
queue.
1.29 Enterprise solutions Ability to silo data so one department
cannot email another department‟s list.
1.30 System view format Master and corporate/departmental level
views.
2. Account Set-Up
2.1 Personalised ESP Capability to personalise ESP delivery

delivery domain name domain, e.g. at the moment
@news.kew.org is used.
2.2 Number of users Allow for multiple users to access the
system. Account administrators to be able
to add users.
2.3 Multiple accounts Ability to set up multiple accounts. Ability to
instantly set-up additional accounts
following initial set up.
2.4 Multiple user account Different access levels for users. Multiple
type manager and user account type manager – administrator,
access levels editor, designer, developer, customer etc.
Ability to turn on or off features for different
user roles.
2.5 System administrators Capability for system administrators to view
overall performance across multiple
accounts. Executive dashboards to view all
accounts, ability to view who is logged in
and what they are working on.
42
Response
2.6 Multi account Ability for main account administrators to
management manage multiple accounts and have access
to all features from one area.
2.7 Multi campaign A single point to manage multiple email
management campaigns and multiple accounts.
2.8 Master dashboard One master account dashboard where all
accounts can be fully managed without
having to log out.
2.9 Shared asset resource Shared asset resource, e.g. ability to use
the one logo/image across all accounts,
templates and campaigns.
2.10 Personalise „reply to‟ Ability to easily personalise „reply to‟
2.11 Personalised „from‟ field Easy to set up personalised „from‟ field
within every campaign.
2.12 Forward to a Forward to a friend/colleague mechanism.
friend/colleague
mechanism
2.13 Face-to-face system Full face-to-face training of the system
features training provided prior/on set-up.
2.14 Templates Ability for client to set up unlimited number
of own templates.
2.15 Spell checker Built-in automatic spell checker.
2.16 Campaign types Easy to navigate between „Unsent‟,
„Outbox‟, „Sent‟ areas.
2.17 Full info displayed on Display full details on scheduled campaign.
campaigns once
scheduled
3. On-going Account Management and Support
3.1 System features training Training on any feature available for main
email team at any time.
3.2 Training for system Update on upcoming system updates and
upgrades training on new features as they are added
in (remote).
3.3 Account Staff Dedicated account manager familiar with
our business. Proactive advice on email
optimisation
3.6 Campaign Planner Campaign Planner feature to help automate
campaign planning and execution from a
single view. Calendar view of campaigns,
ability to navigate to campaigns, view and
export campaign reports from the calendar.
Calendar to display separately for each
account as well as one to show all
campaigns.
4. Data Management
4.1 List synchronisation Comprehensive list synchronisation.

4.2 Comprehensive tracking Comprehensive tracking. Ability to track
total usage on all mobile phones,
distinguished by device, client, etc.
4.3 Data fields Multiple data fields capacity (minimum 400
customisable data fields). Ability to easily
add data fields at no extra cost.
4.4 De-duping data Data de-duped on upload.
4.5 Up-load and download Capacity to manually upload and download
of data data.
43
Response
4.6 Access Ability to restrict data upload to certain
users.
4.7 Data hygiene Data hygiene checks on data upload
including missing information (e.g. first
name missing, invalid email addresses,
suppressed contacts, unsubscribed
contacts, etc.). Scrub against known spam
traps, active complainers and undeliverable
addresses.
4.8 Data Capture forms Ability to build advanced data capture forms
using self-service tools.
4.9 Double opt-in Ability to manage double opt-in.
4.10 Send limits settings Ability to restrict the number of times a
member gets mailed over a specific period
of time.
4.11 Segmentation tools Easy to use segmentation tools for data
filtering. Advanced level of segmentation
through web interface. Ability to define
custom segments.
4.12 List management tools Advanced list management tools.
4.13 Advanced data export Ability to export data in CSV and Excel.
Various setting for data export. Up to 24
months data export.
4.14 Facebook application to Ability to set up data capture into ESP and
data capture fed to CRM.
4.15 Data Exporting Ability to export to a variety of formats
including CSV, XML and Excel both
manually and automatically at pre-set
times. (Preferably without any plug-ins or
software requirements).
4.16 Data Exporting Secure Ability to pull / push data exports over a
Channel secure channel (i.e. https, sftp).
4.17 Automated Suppression list management. Multiple
suppressions suppression lists.
4.18 Data management tools Self-cleansing feature, bouncing email
addresses, automatically suppressed
unsubscribes, etc.
4.19 Unique record ID Ability to identify a record not just by email
address, but by a unique ID, preferably the
ability to import CRM ID.
4.20 Bulk contacts upload Upload contacts to an address list in bulk.
4.21 Removing contacts Easy way of removing multiple contacts
from an address list
4.22 Downloading contacts Ability to download the contacts contained
within an address list. Ability to download
behaviour of contacts when receiving a
campaign (clicks, opens, forwards, &c.).
Ability to download reports on uploads
success (which contacts failed to upload
with reasons) and overall numbers of
failure. Ability to download the address
books used for a particular campaign.
Ability to download suppression data:
reason for suppression, date of suppression
4.23 Data storage Appropriate secure methods, ISO
standards and conformance to Data
Protection Act for storing personal data.
4.24 Number of contact Allow for unlimited number of contact
records records in database
44
Response
4.25 Number of mailing Multiple mailing lists/address books.
lists/address books
5. Delivery and Deliverability Capabilities
5.1 IP Dedicated IP address for Kew. Capacity to

use multiple IP addresses for different
mailings (e.g. for transactional messages).
5.2 Blacklisting On-going blacklists monitoring. On-going
actions to assist delivery.
5.3 Deliverability/ISP Relationships with Global ISPs to ensure
relationship maximum deliverability rates in all regions.
5.4 Deliverability monitoring Built-in comprehensive deliverability
monitoring feature allowing analysing
deliverability before, during and after
campaign despatch. On-going deliverability
monitoring by ESP. Actionable
recommendations as required.
5.5 Certified mail option Certified mail option through Return Path.
5.6 Inbox deliverability Ability to track Inbox deliverability
5.7 Complaint management Automated systems for managing
complaints from specific ISPs.
5.8 Spam message- In-built spam message-checking tools.
checking tools
5.9 Unsubscribe Bespoke multiple unsubscribe pages.
5.10 Deliverability breakdown View deliverability by geography, ISP
reports domain and other info.
5.11 Sending reputation Reputation support including Whitelisting,
management enrolment to feedback loops and
authentication protocols assistance. Real-
time monitoring and alerting capability for
blacklisting, domain blocking and abuse
reporting. Advice on improving reputation.
6. Campaign Deployment
6.1 Format Ability to create and deploy text and HTML

campaigns. Any html must be W3C
compliant and have a text only version for
email clients that block remote or rendered
content such as images.
6.2 Multi-part messages Ability to create and deploy multi-part
messages
6.3 Campaigns set up Easy to set up campaigns, prompting for
campaign type from pre-selected list, date,
subject line, and friendly „from‟ name.
6.4 Rich media Ability to deploy rich media campaigns

(Flash, Video, etc.)
6.5 International character Capability to broadcast international
sets character sets (currently the following
characters are used: English, French,
Spanish, Mandarin, Korean, and
Japanese).
6.6 Image hosting Hosted images and web based versions at
no additional cost
45
Response
6.7 Triggers Platform‟s ability to enable email response
history to trigger follow-up campaigns.
Ability to instantly send out welcome
messages on sign-up. Ability to set date-
based and behavioural triggers. Multiple
numbers of sequences of campaign built for
action and/or event-based messaging.
6.8 Unique identifier Ability to append unique identifier to link
URLs.
6.9 Segmentation Fully customisable segmentation options to
allow targeting based on various segment
combinations (e.g. demographic +
behavioural + purchase history +
preferences). Automated segmentation with
customer behaviour information for up-sell
and cross-sell based on clicks/opens of
specific messages. Ability to select based
on links. Capability to query large amount of
data in order to target customers by their
unique behaviour.
6.10 Social segmentation Social segmentation and reporting feature
for email/social campaign execution. Ability
to identify brand ambassadors by analysing
subscribers on various social networks.
6.11 Templates Ability to load and use multiple templates
for campaigns. Ability to support with latest
template standards advice.
6.12 User friendly dynamic Advanced capabilities for dynamic and
feature conditional personalisation of messages.
6.13 Message previews Ability to preview messages in different
email clients and webmails.
6.14 Send Test feature Unlimited Send Test feature. Ability to see
who the test has been sent to.
6.15 Pre-send content Pre-send content analysis, link validation
analysis and spam filter feature. Preview email in
various browsers and email clients.
6.16 Instant or scheduled Option to send campaign instantly or
send schedule for another time. Option to stop a
campaign that‟s been scheduled without
ESP intervention.
6.17 24/7 campaign launch Ability to launch campaigns at any time, of
any mailing size, without authorisation from
ESP. Ability to schedule campaigns for later
delivery.
6.18 Pulse/throttle up Ability to pulse/throttle up messages or
messages down the volume of messages delivered as
one campaign deployment.
6.19 Google Analytics Ability to append Google Analytics
tracking campaign tracking to link urls. Automatically
switched on for selected accounts. Ability to
switch off individual tracking when required.
6.20 Re-engagement Comprehensive tools to assist with re-
activation and loyalty messages. Ability to
easily pull out data for re-engagement
campaigns.
6.21 RSVP Ability to take “RSVP‟s” to events, with
custom field capturing extra information
7. Reporting Capabilities
46
Response
7.1 Real-time campaign Up-to-the-minute, web-based multilevel
reporting reporting on campaign performance and
customer behaviour.
7.2 Reporting areas Sent, Delivered, Inbox delivery, hard
bounce, soft bounce, opens, total clicks,
unique clicks, unsubscribed, forwards,
social views, conversions, etc.
7.3 Mobile usage Ability to track all mobile usage.
7.4 Detailed reporting on Detailed reporting on bounced messages in
bounced messages order to discern why a message bounced.
7.5 Post click-through Post click-through reporting such as
reporting clickstream behaviour.
7.6 Segmentation by Ability to segment by previous campaign
previous campaign history (sent, delivered, opened, clicked,
history etc.).
7.7 Segmentation Ability to segment by post-email metrics
(conversions, bookings, downloads).
7.8 Segmentation Ability to segment by type of link clicked.
7.9 Segmentation Ability to segment by repeat clicking.
7.10 Forward to a friend Ability to track forward to a friend activity.
7.11 Social reporting Ability to track Social Media engagement
from email campaigns. Segmenting and
retargeting social media subscribers to see
what they are saying on social networks.
Monitoring email contacts who are active on
social networks to identify top influencers.
7.12 Reports Ability to export reports in various formats
(Excel, CSV, PDF).
7.13 Bespoke reports Ability to create bespoke reports and
outputs.
7.14 Reports storage time Unlimited time for reports storage on the
system.
7.15 Automated reports on Scheduled reports on individual campaigns
individual campaigns to various users.
7.16 Automated reports per Scheduled reports on individual accounts to
account various users.
7.17 Automated reports on Scheduled reports on overall performance
overall performance of all campaigns within all accounts.
7.18 Total report figures Displayed results for up to 12 months on
overall performance of all campaigns within
all accounts from a single view.
7.19 Live A/B results Displaying live results for A/B tests per
each version: ability to test on any creative
or offer element, including subject line.
7.20 Delivery alerts Delivery alerts and confirmations.
7.21 Response trends Ability to show response trends.
7.22 Top performers Ability to pull put a list of top performers.
7.23 Stats comparison tool Ability to easily compare results of various
campaigns.
7.24 Reports filters Ability to filter reports by date, type of
message and other parameters.
7.25 Reports comparison Ability to compare year on year results on
the same screen.
7.26 Chronological display Chronological display of reports/sent
campaigns with latest appearing on the top.
7.27 Heatmap showing Heatmap showing highest clicked areas
highest clicked areas within a newsletter.
7.28 A/B testing results Ability to view A/B testing results live.
displayed live
47
Response
7.29 Automatic bounce Automatic bounce handling.
handling
7.30 Reports of email clients Ability to view full reports of email clients
per campaign.
7.31 Quick report download Easy to export large amounts of data.
Reports.
7.32 Graphical reports Graphical comparison of selected
comparison campaigns with the ability to select
parameters to display within report.
7.33 Reporting tool In-built or third-party reporting tool (Return
Path) as part of the package.
7.34 Actionable reports System to indicate how to correct problems
it detected (e.g. rendering, deliverability).
7.35 Master reporting Master reporting toolset that pulls in data
from different departments/accounts.
7.36 Flexible reporting Ability to customise reports.
48
GROUP 4: Mobile
Summary: To leverage current website content and contact points to increase data capture and Sales.
Please note that this group of requirements is an „option‟ that will be evaluated separately - and should be
separately priced by the potential suppliers.

Response
1 M-commerce To support and leverage the ticketing
solution (GROUP 5), enabling people to
easily book their Kew tickets on key mobile
platforms. It will also support the viewing
and sales of selected products from
shop.kew.org together with tickets.
2 Mobile marketing • Statements covered in GROUP 2
regarding campaign delivery apply within
the mobile environment where the user has
expressed this as a preferred
communications channel (2.6 -
personalisation cross channels; 2.8
triggered messages; 2.15 real-time
response management; 2.16 viral
effectiveness; 2.17 offer result reporting)
• Allow tracking of responses to mobile ad
serving / SMS campaigns from first click on
ad through to point of purchase.
• Device recognition in order to determine
which platforms to prioritise when resources
are constrained.
• Accommodates delivery and
measurement of mobile SEO campaigns
with different user responses (click to call /
click to visit URL / click to contact-form /
click to purchase) – integrates results into
dashboard proposed in GROUP 2.
• Supports the future potential for tracking
and measuring effectiveness of geo-based
targeting.
3 Mobile web Mobile website: Convert top 20 visit related

pages on the kew.org website, and allow
Kew to edit content easily on these pages
via a mobile site builder.
4 Language support Support mobile ecommerce, ticket sales
and visit pages in: Mandarin, Korean,
Japanese, French and Spanish
5 SMS messaging Text (SMS) messaging. Use opt-in SMS
message reminder service on site to trigger
secondary spend, e.g. the next Explorer
train leaves Victoria gate in 15 minutes.
Also support fundraising campaign (e.g.
Vodafone Justgiving campaigns), and data
capture (send a text to X to enter into
sweepstake).
6 Track mobile Only send mobile communications (for
permissions example SMS text messages) to people
who have opted in to receive them. Mobile
communications can also include location
based services.
49
Response
7 Platform support Mobile web and m-commerce solutions
must have an out of the box native
capability to operate on all of the following
mobile platforms:
- iPhone
- iPad
- Android Smartphone
- Android tablet
- Blackberry
8 User interface Mobile web to be capable of displaying the
same or similar screens/forms as the online
version, dependent on the type of data.
9 Mobile web strategy Advise on best executions for Kew's mobile
web, marketing and m-commerce.
10 In garden upsell Ability to offer ordering of Kew products
when roaming the garden and being
inspired (leveraging plant recognition in
app, or signs posted).
50
GROUP 5: TICKETING
Summary: To continue to enable Kew to sell tickets for the Gardens and events at entrance and through
third parties. To also enable Kew to sell tickets online and on mobiles, and to validate ticket holders and
members on entry to the garden. On and offline interfaces need to be user-friendly and support minimum
transaction time with maximum up sell and data capture opportunities.
Please note that this group of requirements is an „option‟ that will be evaluated separately - and should be
separately priced by the potential suppliers.

Response
1. Administration
1.1 Admin Console for one- GUI central administration module which
time setting up and allows administrators to one-time setup the
amending ticket prices, Walk-up and Online ticketing pricing,
ticket bundles and bundles, discounts, incentives (e.g. Rainy
incentives (e.g. rainy Day discounts etc.), offer-codes and
day pricing, quiet day Events.
incentives etc.) for both
Online and Walk-up
tickets
1.2 Online and On-site walk- Ticket system with both Online and walk-up
up integrated ticketing ticketing modules integrated into the same
system database backend.
1.3 Option to set-up ticketed The system should allow for the creation of
• Garden tickets: Valid garden tickets, as well as events such as
for a month or a day. 'Kew the Music'. It should facilitate online
Unlimited capacity. and walk up sales, as well as validation of
Sometimes different tickets.
price points dependent
on day of the week.
• Events: Valid for a
specific time. Capped
capacity. Sometimes
seating.
1.4 Option to create The system must be capable of creating,

different ticket types maintaining and processing a number of
basic „Ticket Types‟
e.g.
 Adult
 Children
 Under 3‟s
 Concession
 etc.
51
Response
1.5 Option to create „special‟ Be capable of creating, maintaining and
ticket types processing a number of special,
consolidated Ticket Types that are a
combination of a number of other, basic
Ticket Types.
e.g.
 a „Family‟ ticket – which consists of

two „adult tickets‟ and two „children
tickets‟
 a „Superpass‟ ticket – which

consists of an „adult ticket‟ for both
gardens
 a „Superpass‟ ticket – which

consists of a combined ticket for
admission to the garden and events
 Historic Royal Palaces Combined

tickets
 Retail Combined tickets (e.g. Meal

in the Orangery for £5 extra)
Once these „special‟ tickets have been

defined, it must be possible to process
them in the same way as a „normal‟ ticket.
Note: it is acknowledged that it may be

possible to address this particular
requirement by merely increasing the
number of basic Ticket Types. However,
this may involve a greater maintenance
overhead. Suppliers are invited to suggest
how this requirement might be addressed.
1.6 Option to create ticket Be capable of creating, maintaining and

categories (for sales processing a number of „Ticket Categories‟
analysis / workflow (for sales analysis purposes and for
purposes) supporting different processes – such as an
„Advanced Sale Ticket‟, which will be
handled slightly differently at the point of
admission, to a „„Walk-Up‟ sales ticket‟)
e.g.
 Walk-Up Tickets
 Group Tickets
 Membership Tickets
 Web Site Advance Tickets
 Event Tickets
 Season Tickets
 etc.
2. Access Methods
52
Response
2.1 Automated gate access System allows either scanning or NFC
for pre-bought tickets (near field communication gate entry
systems for member‟s smartcards) or
barcode scanning of Online pre-bought
print on demand tickets. Scanning software
should include recognition of both 1d and
2d QR barcode symbologies.
2.2 Membership card Members with membership cards should
scanning and Members have the option of swiping/scanning their
automated access cards to get into Kew. There should be a
transfer of membership data from
membership dB to Ticketing system to
facilitate membership ticket validation, and
from ticketing system to membership dB to
capture and store visit data with customer
record.
2.3 Automated access gates System integrated automatic stainless steel
turnstiles that communicate with the
ticketing database in real-time to read a
ticket, verify ticket entitlements, update the
database and enable access to Kew
Garden or Kew Events. The automated
access gates should be equipped with an
appropriate reader for the type of ticket
medium used, such as paper tickets with
bar coding or magnetic stripe encoding,
PVC with magnetic stripe encoding or a
NFC transponder for reading smartcards.
3. System Analytics
3.1 Ability to monitor visit Ticket data capture of entry at the Garden
duration by capture of or event entry.
ticket entry and exit time
3.2 New visitor and member Identifying new visitors and members at
identification ticket entry scanning stage so they can be
flagged for personal interaction for
orientation/way-finding.
3.3 Online and On-site up- Real-time custom up-sell script module that
selling of retail items or allows the system
events using real-time administrator to design business rules
automated analytics which will automatically customise the
online web page for customers by
highlighting promotions, suggesting special
offers, or selecting packages which conform
with their individual customer profiles.
3.4 Options for 'Test cell' Ability to test hypotheses of new services
hypotheses and products by offers to select samples of
customers
4. System Features
4.1 Walk up and online Group bookings and Coach parties are to
ticketing for Coach be catered for by the system with a post
parties and Groups visit invoicing facility for travel companies.
bookings, supporting
invoicing facility for
groups
53
Response
4.2 Ability to amend Coach On the day if more or less customers are
party or group bookings present than initially booked a facility
should be available to add to the numbers
attending Kew.
4.3 Assigned seating Specific events including 'Kew the Music'
ticketing will have assigned seating. This module
should include a floor plan of the event,
giving the customer an option to see and
choose their seat off the floor plan.
4.4 Collect loyalty points The system should allow for Members
and enjoy priority when using Kew gardens to accrue loyalty points.
buying tickets for
Events.
4.5 Data Capture of Kew Required fields Including: Email address,
customers demographic Confirm Email address, Title, First Name,
details Surname, Age or Age Range, Cardholder's
address (4 fields), Postcode, Gender,
Membership number - if a member
(prompting discount or incentive), Card
Number, CVV number, Expiry Date, Start
Date, Issue number, Daytime Telephone
number, checkbox for 'I would like to Hear
from Kew about upcoming events etc...'
4.6 Golden Question Ability to use the system to capture
additional information about customers at
all transaction points: amend contact
information, capture interests, etc.
4.7 Ticket Type & When tickets are purchased customers
Destination should have choice of whether tickets are
sent to Smartphone, mailed, printed on
demand, emailed or collected at the
ticketing kiosks.
Online users can select a ticket or tickets
from the range of Kew ticketing options and
then print out their tickets at home prior to
arriving at Kew. The ticket should contain
unique barcode identifier. Customers will
present the ticket on arrival at Kew and the
ticketing system will be capable of scanning
the barcode and will update the CRM
database automatically and facilitate entry
for the customer.
4.8 eTicket and eVoucher Smartphone and web enabled device
scanning from (Tablets etc.) scanning of on-screen eTicket
Smartphone or Web and eVoucher barcode symbologies (1d
Enabled Devices bar-codes and 2d QR codes).
4.9 Gift Ticketing & The system should allow for the selling and
Promotional Offer- redeeming of Gift tickets and vouchers. The
Codes system should also allow for the use of
Offer-Codes or promotional vouchers etc.
4.10 Gift-Aid entry screen An additional simple Gift Aid entry screen
will be included on both the walk-up
ticketing system at the Gatehouses and the
online ticketing website. The system should
utilise Post Code look up for efficient data
entry as well as automatic printing of the
Gift Aid receipt. (HMRC compatible Gift-Aid
declaration reports should be included in
the system.)
54
Response
4.11 Kew Online User User accounts can be provided with user
Accounts access so that users can update and
amend their contact details, passwords and
preferences.
4.12 Member, annual & A range of membership products are to be
season pass ticketing available across the range of Kew's sites.
These products are to be sold and renewed
online and on site.
4.13 Mobile Kew ticket The creation of an integrated mobile
vending website which facilitates the
application sale of Kew Garden tickets and Kew Event
tickets no portable devices (see GROUP 4).
4.14 Multi-language Overseas non-English speaking users can

capability have the option to view the ticketing
website in their own language. Specifically
French, Spanish, Japanese, Mandarin and
Korean.
4.15 Postcode Address File PAF lookup for increased data entry
(PAF)lookup integration efficiency and accuracy Online and at the
Ticketing booths.
4.16 Streamlined system Streamline the system screens that Kew
screens gatehouse ticket sales staffs have to
negotiate. Less levels and pages to
navigate before closing a sale, shortening
transaction times
4.17 Ticketing Refunds Automatic refund of ticketing funds should a
customer cancel within a set time
4.18 Process Ticket Support all of the payment processes for all
Payments (Walk-Up) ticket sales (at the Gate or the
Membership Kiosk) including those
involving:
 Cash
 Credit Card/Debit Card, Switch
 Cheques
 Sales Vouchers
 Gift Vouchers
 Discount Coupons
4.19 Process Payments for Support all of the payment processes for all
all other items other sales (at the Gate or the Kiosk) – e.g.
programmes or guidebooks.
4.20 Payment Validation Allow all credit card transactions to be

validated on-line.
4.21 Payment Validation Provision of Chip and Pin solution.
4.22 Handling multiple Be capable of handling multiple currencies.

currencies
7.6 VAT payable or paid Record whether VAT has been added and
how much - total amount.
4.23 Gift Aid Provide efficient, full support for Gift Aid
processing (including ad hoc visitor
donations).
55
Response
4.24 End of Day processing Provide an appropriate, „best practise‟, End
of Day procedure for cashing up the tills,
including the provision of appropriate audit
trails and reconciliation reports.
e.g. the system must record every single

operator action and transaction and allow
supervisory staff access to query this data
in many ways.
Examples of appropriate reports are:
 Overs/ shorts by person or till and

money types
 View and print
 Total Report on donations/Gift
Aid/guidebooks etc. by operator
 Cash all £50 notes together, all £20
notes together etc.
 Highlight any anomalies for the day,
also any voids/cancelled
 Voids need to be authorised at
supervisor level
 Show sales for a set period by ticket
type/promotion/vouchers/discounts/Gift
Aid/refunds
 Totals for attendance and/or including
members/scanned tickets
 Totals for cash
 Totals for time period down to 15/20
minute blocks
Historical data is required to be accessible

on-line for 2 years.
5. Data Integration
5.1 Data Integration with The ticketing system must be compatible

existing Customers, with Kew database standards to allow
Members, Retail & future data integration.
Marketing databases
across Foundation, RBG
Kew, enterprises and
Finance (see BRD
Technical environment
for details)
6. Reporting
6.1 Canned reports The system should have canned reports

covering all aspects of standard reporting
(financial, sales, marketing, campaign, Gift
aid, sales rep performance, payment type,
ticket types, attendance).
6.2 Reporting Module The system should also comprise a
customisable reporting module allowing
users (without programming skills) to set up
custom reports, and then save and rerun
these.
56
Response
6.3 Customer Activity Drill down reports detailing client online and
Reports on-site walk-up activity to be available.
Reports should also show the following
client activity: Number of visits, date of
visits, time spent at Kew, Events attended.
7. Hardware
7.1 Chip and Pin cards Use more rugged all-weather card readers.
should be more
protected
7.2 Hardware Kew has just installed new hardware at the
gates: 15 integrated Touchscreens, and
ticket printers. Still needed is scanning
facilities for booths and roaming. Scanning
needs to cover membership cards, mobile
tickets and paper tickets. There are 4 gates
comprising 15 ticketing kiosks. Each kiosk
currently comprises the following hardware:
ticketing screen, PC, Ticket Printer, and the
smartcard reader and Microphone.
7.3 Queue busters Mobile scanners and credit card readers
using wireless data connectivity deployed
outside the gatehouses to increase the
efficiency of throughput during peak times.
Integration of PDQ remote roving ticket
selling and membership scanning working
the queues at the Gates, using rugged
hand-held wireless ticket sales and swipe-in
stations.
8. System Support
8.1 24/7 Support/Rapid 24/7 Support for the online website to

support response time ensure the website is accessible to all
prospective customers 99.9% of the time.
24/7 support for the walk up ticketing
system and hardware to ensure that faults
are rectified within the same working day.
8.2 Training staff, System supplier will generate training
workshops and manuals and provide for training of all staff,
manuals. including training super users, and
providing refresh training twice a year for
the length of the contract.
9. Standards and Conformity
9.1 Google Analytics Google analytics shall be used for tracking

Tracking user behaviour.
9.2 Hardware installation Installation to be completed to a high

standard observing health and safety and
ergonomic consideration. Ensure that the
hardware installation of walk-up ticketing
systems are cabled and installed correctly,
supports wireless terminals and scanners,
and are carried out to a high standard.
57
Response
9.3 Online Ticketing Web Kew.org web functionality is governed by
accessibility standards adherence to the W3C AA accessibility
standard.
9.4 Online ticketing website The ticketing website needs to have the
to have the same Kew same look & feel as the Kew site and must
'Look and feel' as the conform to the Kew web design guidelines
Kew website and branding.
9.5 PCI DSS Compliance Credit card system elements should
for ticketing system conform to the PCI DSS standards.
9.6 Search Engine SEO guidelines and standards are available
Optimisation standards and the Online ticketing element of the
to be adopted system should conform to these.
9.7 Testing The online ticketing user journey should be

tested with users as part of the
development process. A test system should
be available on-going for testing and
training.
9.8 XML compatibility The Ticketing System should meet common
standards XML compatibility standards
58
GROUP 6: FUNDRAISING AND MEMBERSHIP
Summary: To enable Kew to create, maintain and manage all Fundraising activities (including ad hoc
donations, corporate donations, and legacies) and to maintain details of all relevant stakeholders including
individuals, organisations, Trusts and Foundations members and volunteers. The system must also fully
support Gift Aid processing including all operational and statutory reporting requirements.

Response
1. Security
1.1 User control System security and access according to

user name and password.
1.2 Database locking Restrict access to either individual records,
tables or fields held according to a defined
criteria and whether they are read, write,
edit or delete.
1.3 User hierarchy Supervisor and user access rights [& levels
in between?]
1.4 Database tracks user what's been updated and when.
2. Contact Management
2.1 Auto-dedupe Ability to search existing records for

duplicates before creating a new one.
Ability to search on surname, initial, first line
of address, postcode [outbound, inbound or
both], soundex [sounds like] either
individually or a combination of one or
more.
2.2 Hierarchical search Ability to search for a contact name hidden
within a record. E.g. Individual held in a
company record.
2.3 Manual dedupe Ability to run a duplicate search, go into a
record to check and then return to the
search results.
2.4 Unique ID Assign a URN against each new record
created.
2.5 External ref Ability to assign an external reference in
addition if required.
2.6 Mass dedupe De-dupe when entering a single or multiple
contacts [mass data import].
2.7 Contact merge Merge two duplicate records.
2.8 Specify record Specify which fields and tables are taken to
the primary record and which stays in the
secondary record.
2.9 Keep or discard Either delete or keep the secondary record.
2.10 Linking records Ability to link records to more than one
other record.
2.11 Relationship types Ability to specify relationship between
linked records.
2.12 Graphical link display Tree diagram/clear summary of records that
are linked together.
2.13 List of linked records Show number of different contacts within
one record [e.g. Company with number of
named individuals.]
59
Response
2.14 Multiple address types Ability to have more than one type of
Address as defined. [e.g. Business,
Residential]
2.15 Multiple salutations Define a default salutation but can select
other salutations for export depending on
who is the signatory or type of
communication.
2.16 Multiple addresses Store more than one address.
2.17 PAF lookup User only has to type in postcode and
house number to get full address.
2.18 Contact source code Drop down menu to record source of new
contact.
2.19 Contact blocks Ability to define criteria for an unlimited
number of blocks to control outbound
communications [e.g. Data Protection
Blocks].
2.20 Mailing preferences Ability to record type, frequency and
method of communications that an
individual has requested.
2.21 Communication history Record of all outgoing and incoming
communications. Communication and notes
section, fully searchable
Comms Screen - a place to record all
communications, by phone, letter, email,
fax. Linked documents for viewing in the
future.
2.22 Deceased flag Clearly flag and block mailings for
deceased individuals.
2.23 Mandatory fields Ability to define which fields have to be
completed before a new contact can be
saved.
2.24 Field locking Ability to define which fields on existing
contacts can be locked and not amended
by users [e.g. Source Code]
2.25 Outlook integration Email field linked to Microsoft Outlook.
2.26 Default entries For speed of entry have default (most
commonly used) options.
2.27 Flexible tab order Ability to define order of fields for faster
data entry.
3. Donation Processing
3.1 One off gifts Batch processing of donations by payment

type [cash, cheque, credit card, charity
voucher, CAF Card]
3.2 Receipt letters Produce standard thank you letters linked
to the batch with defined variable
paragraphs and fields according to donation
processed.
3.3 Regular gifts Create committed gifts that have payments
which are paid regularly [monthly, quarterly,
annually]
3.4 Multiple payment types Link committed gifts to a payment type such
as direct debit, credit card or cheque.
4. Direct Debits
4.1 DD process BACS process for paper and paperless

direct debits.
60
Response
4.2 Editable batches Ability to edit the DD batch with changes
before it is sent off and not have to re-run.
4.3 DD feedback Update individual records when payment
received. Report on cancelled or failed
DDs.
4.4 Bank Wizard Ability to validate account number and sort
codes.
5. Pledges
5.1 Pledge creation Create a pledge [intention to pay] against a

record
5.2 Match pledge to Record the pledge against a fund along
destination with date payment expected.
5.3 Payment scheduling Ability to record staged payments that are
expected.
6. Membership Processing
6.1 New member creation Create individual, joint and third party
memberships [gift]
6.2 Membership payment Assign a fixed or variable payment rate to
types and schedule the membership category.
6.3 Membership category Ability to create unspecified number of
creation membership categories.
6.4 Multiple payment types Link membership to payment type [direct
debit etc.]
6.5 Ticket letters Produce new standard ticket letters
according to membership category and
rate.
6.6 Replacement cards Produce replacement standard ticket letters

according to membership category and
rate.
6.7 Membership renewal Membership renewal process for all
payment types [direct debit, cash, cheque].
6.8 Gifts and one off gifts Membership renewal process for third party
memberships [gift]. Facility for renewal to
be sent to recipient of the gift or the original
buyer.
6.9 Exception reports Ability to report on memberships not
renewed.
6.10 Grade changes Ability to upgrade or downgrade
membership categories and for this to be
kept track of .
6.11 Membership history List present membership with dates and all
previous memberships with to and from
dates.
6.12 Ability to assign to a Apply contacts to different groups and

group (s) ability to select those groups. i.e.
Development Council.
6.13 Membership Provide the ability to manage Membership
Management sales through multiple sales channels.
6.14 Membership Provide facilities to record and handle
Management membership benefits.
6.15 Membership Provide facilities to allow membership
Management validity dates.
6.16 Membership Provide facilities to handle group/corporate
Management memberships.
61
Response
6.17 Membership Provide facilities to all family memberships.
Management
6.18 Membership Provide facilities for members to update
Management their details online.
6.19 Membership Provide facilities for new members to be
Management added to the central customer database
automatically, following an on-line sale.
6.20 Membership Provide facilities to generate membership
Management renewal reminders in a timely fashion, and
allow these to be issued by means of a
letter, an e-mail or an SMS text message.
7. Corporate Fundraising
7.1 Corporate membership Create new membership records for

creation Corporate membership - multiple categories
levels with a fixed or variable rate applied to
each.
7.2 Corporate membership Process to manage Corporate
renewal memberships payments due - both for new
memberships and renewals.
7.3 Company contact list Ability to have multiple contact details for
one company record - assign a key contact
from Foundation against each company
contact.
7.4 Corporate reports Ability to report against total income raised
by company, or a branch of the company,
or amount donated by a company to a
specific project.
7.5 Split payments Ability to split the gift according to how the
funds are allocated internally.
7.6 VAT payable or paid Record donations received from companies
with separate fields as to whether VAT has
been added and how much - total amount.
7.7 Interests/Funds. Record areas of Kew's work that the
company may be interested in supporting.
7.8 Gifts in kind Record Gifts In Kind.
7.9 Gift Allocation Provide facilities to record details of where
donations are „designated‟ to particular
causes or projects.
7.10 Gift Reporting Provide facilities to allow reports on
particular project progress to be provided
for major donors.
7.11 Corporate events Ability to create and manage a number of

corporate guest-lists both for existing and
potential events.
8. Prospect Management
8.1 Action management Key Contact. Run report showing actions

pending/next steps by key contact.
62
Response
8.2 Interests Area of Kew's work that prospect is
interested in supporting. Record of
donations/work supported of other
organisations.
8.3 Contact History Overview of all communications with
prospect [incoming and outgoing].
8.4 Prospect Stages Ability to record what level the prospect is
at [e.g. 1-10], their gift level, the prospect's
'ask date' [by quarter] and project/fund
focus.
8.5 Profile summary Report showing detail or summary of key
fields such as interests, donation history,
notes, and links.
8.6 Interest report Report on specific area of Kew's work, so
can pull off all contacts that have that
recorded on their record.
8.7 Expected Income Record income that is planned, anticipated
or on-going.
8.8 Campaign tracking Function to set up individual campaigns and
assign them to prospects. View by
campaign and view by prospects.
8.9 Track each stage of the Specific functions to follow the 7 steps of
task solicitation. Report on where we are with
campaigns or specific prospects.
8.10 Assign campaign Ability to assign staff to certain campaigns.
managers
8.11 Ability to assign tasks to Ability to allow campaign managers to
different individuals assign tasks to other members of staff and
have the system notify them.
8.12 Assign various Ability to assign more than one campaign to
campaigns to prospects prospects and be able to track each
and track each campaign individually.
individually
9. Events
9.1 Guest list management Ability to create and manage a number of

different prospect guest lists by flagging
their name against an upcoming event.
9.2 Special requirements Record dietary requirements against an
individual and report on as required.
9.3 Batch processing Ability to update the events screen of
multiple contacts within the same process.
9.4 Information required Contact details of PA, guests invited,
theme, host, attended, not attended, no
response, lead volunteer, purpose of the
event, objective.
9.5 Event history Summary of all events been invited to and
attended along with any guests.
9.6 Event Type Group individual events within an event
type [e.g. Membership, Cultivation]
9.7 Set up events Events screen - somewhere to note time,
individually date, venue, budget, finance code, staff
involved.
9.8 Track invitees, Event attendees - ability to add event
attendees and decliners invites to particular records (at the same
time) and update the status of these invites.
9.9 Assign special requests Space to note diary requirements, mobility
requirements, which can be produced into a
report for catering.
63
Response
9.10 Create a check list and Have a dated list of things to do calendar.
link to Outlook calendar Manager can assign tasks to other users.
Tasks added to Microsoft Outlook
calendars.
10. Trusts and Foundations (Grant Making Organisations)
10.1 Soft credits Income received from an individual via

their/a charitable trust. Record as a credit
against the individual whilst the payment
goes against the trust record.
10.2 Pledges Record money that has come in as well
payments that are due in Years 2, 3 & 4.
10.3 Interests Areas of work that the trust supports.
Record areas of Kew's work that may fit
with the trust.
10.4 Projects Ability to have projects as records, so that
all income raised and potential can be
reported on.
10.5 Trust categories Create categories of grant makers so that
they can be reported on.
10.6 Destination codes Fund Codes. Same number used on
database as is used by Kew Finance.
10.7 Links Ability to link records, showing the different
relationships between contacts, whether
they are individuals, companies or trusts.
10.8 Relationship Tree Visual and transparent representation of the
links between contacts.
10.9 Recording of income Ability to split the gift according to how the
and costs funds will be allocated within the project.
10.10 Financial Forecasting Ability to track anticipated income over the
year - split between new and pledged.
11. Legacies
11.1 Enquiries Record legacy enquirers.

11.2 Pledger intend Record details of pledge, amount and area
of work interested in leaving money to.
they are individuals, companies [solicitors &
accountants].
11.4 Relationship Tree Visual and transparent representation of the
links between contacts.
11.5 Reporting Report on number of pledgers and
enquirers [by defined time parameters]
11.6 Legacy administration Information need to record - amount, type
of legacy, restricted or unrestricted, fund.
11.7 Legacy promotion Select contacts regarding legacy events
according to selected criteria.
11.8 Legacy events Update records if invited and attended a
legacy event.
12. Commemorative Gifts
12.1 Record enquiries Enquiry screen recording date of enquiry,

scheme interested in, name of deceased.
Ability to record more than one enquiry.
64
Response
12.2 Record gifts in Link a contact record of the deceased to
memory individuals who have made donations in
memory. The income is stored against the
individual, but the list of contributors show
on the deceased's record.
they are individuals, companies [solicitors &
accountants].
13. Volunteers
13.1 Record volunteers Record number of hours volunteered, type

of work and date joined as a volunteer.
13.2 Volunteer Schedules Provide facilities to support the construction
of volunteer schedules and rotas.
13.3 Volunteer Availability Provide facilities to allow volunteers to
declare their availability on-line (to assist in
resource scheduling).
14. Financial
14.1 Finance reports Report on all income entered by payment

type and by fund allocated to.
14.2 Destination codes Create bespoke fund numbers and
narrative to tie into existing financial
systems.
14.3 Income reporting Linked directly to the finance system
Upon entering financial information this is
imported into the general ledger - no double
entry from Development and Finance, only
room for error from one person.
15. Data Import
15.1 Contact import Create new contacts as well as being able

to import into one or more tables of existing
contacts at the same time.
15.2 Validate fields on Specify parameters for fields importing into.
import
15.3 Batching on import check that the correct number of records
have been imported.
15.4 De-dupe on import. Dupe possibility displayed and merge
option given.
15.5 Pledge import Create new pledge using an import
process.
15.6 Member import Create new membership (individual or joint)
using an import process.
15.7 Donation import Create new donation batch using an import
process.
15.8 DD import Create new direct debit using an import
process.
15.9 GAD import Create new GAD using an import process.
15.10 Communication import Create new communication using an import
process.
15.11 Source import Create new source code using an import
process.
15.12 Renewal import Renew memberships using an import
process.
65
Response
16. Data Export
16.1 Flexible querying Ability to select required fields from multiple

tables according to defined criteria
[queries].
16.2 SQL querying Allow unlimited sets of data to be
exported/viewed using SQL.
16.3 Concatenation Combine a number of separate fields into
one.
16.4 Office compatibility Export data [queries/reports] into MS Office
for editing and presentation.
17. Queries
17.1 Simple queries Run queries on single or multiple fields from

one or more tables.
17.2 Complex queries Join outputs from individual queries in order
to run further queries.
17.3 Export View, report or export ouput from queries to
MS Office and CSV files.
17.4 Drill-down Ability to run a query and from the output
drill down to an individual record and
making amends as required.
17.5 Ability to query all Create standard and ad-hoc queries on all
fields fields. Save certain queries, quick
shortcuts, or create more complicated
queries.
17.6 Present query findings Ability to format queries so they are
to your own design presented as we would like.
17.7 Export data to word Import and Export functions to allow us to
and excel for analysis move data from package to package.
18. Reports
18.1 Standard reports User defined standard reports.

18.2 Bespoke reports Bespoke reports according to fields, reports
required.
19. Mailing / e-mail
19.1 Mail merge Create mail files for export either to a CSV
file or to MSOffice.
19.2 Segmentation Segment mail file according to set criteria.
19.3 Blocks Mailings automatically exclude contacts
with mailing blocks set.
19.4 Flexible mailshot Ability to add/exclude individuals, groups
creation and selections.
20. Gift Aid
20.1 Gift Aid Claims Can be run monthly, quarterly and

retrospective.
20.2 Flexible donation Gift Aid - flexibility to stipulate whether Gift
tracking Aid is for a specific gift or membership.
20.3 Gift aid yes/no Ability to mark whether a donation or
membership is not eligible for Gift Aid on
the same record as someone might have
Gift Aid e.g. Gift membership.
66
Response
20.4 Tax payer yes/no Record whether someone is a taxpayer or
not [either open ended or temporary e.g.
OAP & students].
20.5 Scanned GADS Ability to attach scanned Gift Aid
Declarations to a contact record –
individually and in bulk.
20.6 Audit Trail A clear audit trail is provided linking each
donation to an identifiable donor.
20.7 Alerts A warning/alert if a donation, subscription is
input into the system where no Gift Aid
Declaration exists.
20.8 Auto confirm A facility to automate confirmation of oral
Gift Aid declarations e.g. via email or Word
Document.
21. Diary
21.1 Task creation Create actions for records - prompts when

initially log in.
21.2 Task list Summary for next few weeks.
21.3 Project management List milestones against projects - with
specific prompts.
21.4 Action on other Ability to set an action against a specific
user or contact.
21.5 Outlook compatibility Ability to synchronise tasks and
appointments with Microsoft Outlook.
22. Data Integrity
22.1 System tables Checks to ensure that data belongs to the

correct table.
22.2 Integrity checks Not allow changes to data in a field unless
that field exists. If the field name changes in
the system table, ability to change field
name in records - data normalisation.
23. Housekeeping
23.1 Mass update Ability to update any field need to within the
data integrity framework.
23.2 Financial adjustments Need controls to show changes made -
audit trail.
23.3 Re-indexing Re-indexing and compressing of files.
23.4 Backup and restore Back up - one off if required.
23.5 Sandbox Test version of current database available
for training and development.
24. Others
24.1 Customisable layout Customise home screen for all users.

24.2 Dashboard Ability to add customisable reports and
charts to dashboard.
24.3 MS Office integration Database is linked to Microsoft Office
products.
Outlook email and calendar, Excel and
Word.
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68
GROUP 7: PROFESSIONAL INTEGRATION SERVICE DELIVERY PLATFORM
Summary: Design, development, and testing of integration between the functional groups described in this
Statement of Requirements document. Preferably supply, plug-ins, information architecture, design, build
templates, load content, system integrations, quality assurance testing required for completion of project to
meet the requirements outlined in groups 1-6. The work should maximise contribution from visitors,
members and shoppers by maximising revenues and minimising costs and resource needs.

Response
1 Strategy, architecture, Providers will assist with defining the
definitions strategies and evaluate, design, develop
and implement the systems and processes
that best achieve the business objectives
within the specified budget for the next
three years.
2 Project management To assist in the management of the entire
project and prioritise the various stages of
implementation and systems rollout.
3 Project delivery To help outline contract deliverables for all
elements of the system in order to maintain
project scope.
4 System Quality The CRM systems (Groups 1-6) as parts,
and as a whole, need to be fit for purpose
fulfil all mandatory and optional features
and requirements outlined in the contracts
with the suppliers.
5 Flexibility A flexible approach is sought as systems
and processes are evolving within the
project timeline.
6 Data security To adhere to the current and future security
polices (compliance) adopted by the client
and to identify potential security issues
going forward.
7 Expertise and Show demonstrable expertise in all facets
experience of the business and technology
environments. Potential providers will be
asked to verify their expertise, specifically
within the marketing automation/CRM and
single customer view arena deemed most
relevant for this project. Additional
experience of social media engagement is
also desired.
8 Systems architecture Advise on products, services and managed
solutions that will compliment legacy
systems and adhere to a „best-fit within
budget approach‟.
9 Economies Maintaining best-in-class economies for
development and execution: Leveraging
functionality in legacy systems – or if
replacing, minimising duplication of records
and maintenance, wherever practical. To
minimise the use of bespoke development
and, where possible, utilise off-shelf
products and services.
10 Future proofing Investigate current requirements and build
model for Kew needs in next 3 years,
providing scalability and flexibility to match
evolving organisational needs.
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Response
11 Project timelines and Responsibility of ensuring that project
budget timelines and budgets are kept.
12 On or off-site training as Set up and manage training to all levels of
required users.
13 Relevant documentation Provide all relevant documentation to Kew
as PDFs.
14 Support services All Providers of GROUPs 1-6 are
responsible for the support of their
respective systems for three years. The SI
provider is responsible for the SI work
functioning properly for three years from
contract signing. In addition, the SI is also
expected to manage issues with the
underlying systems when it is unclear what
underlying system is causing the problems,
for the length of the contract.
15 Project outcomes Supporting the creation of a single

customer view across all significant, current
and planned contact points
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SECTION 4
ONLINE TECHNICAL QUESTIONNAIRE

EVALUATION CRITERIA
71
SECTION 4: ONLINE TECHNICAL QUESTIONNIARE EVALUATION CRITERIA
PLEASE REFER TO THE ONLINE TECHNICAL QUESTIONNAIRE FOR FULL DETAILS.
Section A – ORGANISATION
The information in Section A is not scored but must be completed in full.
Section B – CONFLICT OF INTEREST
Pass/Fail scoring criteria as follows:
The Authority‟s opening panel will meet with the Authority‟s legal department and representatives from the
technical evaluation panel to discuss any actual or potential conflict of interest issues that have been
disclosed by a Tenderer. The attendees at this meeting will decide whether the Tenderer‟s internal
management processes and controls are satisfactory to safeguard against the actual or potential conflict of
interest.
If the team agree that a Tenderer‟s internal management processes and controls are insufficient to
safeguard against any conflict of interest issues. The team will make a recommendation to the Head of
Procurement to exclude that Tenderer from the procurement exercise.
Section C – TECHNICAL AND PROFESSIONAL ABILITY

Project Specific Requirements
. Project Delivery Resourcing
E01: Project Delivery Resourcing
Please provide the structure and organisation of your overall project team including details of the design,
implementation, integration, training, management and ongoing support throughout the project lifecycle.
Please provide a resource schedule with the total input of each of your key personnel named who will be
allocated to the project.
Please indicate the location where each of the team roles/members you identify are based.
Note 1: Any changes in the membership of the successful tenderer‟s team following the submission of
tenders will be subject to written approval by RBG Kew
Note 2: The response must show major specialist interfaces and clear lines of management responsibility.
Your response must be:

 Maximum of 3 sides of A4, font size 10
Please upload a document with the filename: E01_Your Company Name.

Your company name, logo, or any reference that indicates who the bid is from must NOT appear in the
documentation submitted
Weighting: 3%
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Evaluation criteria for this question:
 Clear response with the organisation structure of the project team, identifying clear roles and
responsibilities
 Clear approach identified with reference to systems and procedures for reporting on progress and
delivery to client.
 Reference to experience in similar project context
Points will be awarded as follows:
Score 3: Comprehensive response effectively demonstrating all aspects of the

evaluation criteria to a high standard.
Score 2: Effectively demonstrated the majority of aspects in the evaluation criteria with
only a few minor gaps in the response, or a small number of areas
demonstrated at a lower standard.
Score 1: Partially covered the areas specified in the evaluation criteria but lacking
information or detail on a number of areas and/or demonstrates only the
minimum acceptable standard in a number of areas.
Score 0: Insufficient evidence provided to demonstrate ability to deliver the project
requirements
E02: Project Delivery Resourcing –Sub Contracting
Please provide a list of the work/ products for which you will subcontract.
Please name any specialists/subcontractors who will deliver the proposed work /products.
Please explain the procedure you have used or will use to select the specialists/subcontractors and the
stage to which you have reached in appointing them.
Your response should include how this selection procedure offers the Authority best value for money

documentation submitted.
Weighting: 1.8%
 Clearly detail all work to be subcontracted.

 Clearly list all specialists/ subcontractors to include clear breakdown of their roles and
responsibilities and evidence should be provided in relation to their experience in delivering similar projects.
 Clearly demonstrate your process and procedures for selecting subcontractors/specialists and for
providing their ongoing management.
 Demonstrate how the above procedures provide the best value for money for the Authority.

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requirements
E03: Project Delivery Resourcing – Scheduling
Please provide a resource schedule to support the outline plans and method statements and programme
included in the response to question E013
.
 Maximum of 3 sides of A4, font size 10 for the overview; and
Weighting 1.2%
Evaluation criteria for this question
 Clear resourcing schedule that supports the resourcing as per the response to E013;
 Schedule to include detailed breakdown of all resources required.

Requirements.
E04: Project Delivery Resourcing - Managing Workload
Please provide details of your current secured workload and how this project would be managed within that
workload if your organisation were to be awarded this contract. Your answer should also include how you
would ensure that your key subcontractors would manage the packages of work within their workloads

documentation submitted. Any document that does in any way indicate who the bid is from will be rejected
and will not be evaluated.
 Maximum of 3 sides of A4, font size 10 for the overview; and

74
Weighting: 1.0%
 Clear programme of secured workload for the anticipated duration of this project clearly
demonstrating how you will allocate enough resourcing in order to deliver the project on time.
 The programme above should also include a resource plan for managing any subcontractors you
mention in question E02.

Requirements
E05: Proposed Solutions
. Please provide details of your technical strategy which should clearly describe the key components
and how it would be implemented.

documentation submitted. Any document that does in any way indicate who the bid is from will be rejected
and will not be evaluated.
Weighting: 4.29%
Tenderers must demonstrate how the following would be delivered;
 Supporting the creation of a single customer view across all significant, current and planned contact
points.
 Leveraging functionality in legacy systems –and/or replacing of legacy systems – minimise

duplication of records and maintenance, wherever practical.
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 Providing scalability and flexibility so that the CRM tools can match organisational needs in the
future (3-5 years).
 Maintaining best-in-class economies for development and execution.

 Please provide details of the licences required for the proposed solution, including any 3rd party
elements of the solution. This should include any credits-based systems (e.g. email/SMS
marketing)

Requirements.
E06: Proposed Solutions Functionality .
Functional requirements: Your response MUST accurately present what elements of the requirement can
be met by your proposed standard software, together with your assessment of any modified or bespoke
software and the potential cost implication.
Where modified or bespoke software is required, the selected supplier will be asked to produce a formal
System Specification. Any response that does not give a detailed account of the software capability will not
be considered.
You are asked to provide a line-by-line response to section 15 of the Statement of Requirements in
accordance with the following codes:
1. Standard Software (Current)
The functionality requested is available, in use as a production release at customer sites and demonstrable
within the software proposed by you. It can be achieved with a standard customisation setting.
Enter 1 if this is available

Enter 0 if this is not available
2. Standard Software (Future)
The functionality requested is not currently available within standard software, but is either planned for
development or in Alpha/Beta Test.
Details of your development plans should be clearly indicated within your proposal, including completion
dates and scheduled release dates. The version or release number and date that the software will be
available should be entered into the comments box.
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3. Personalisation
A personalisation is defined as a change to existing application software that can be done by our client, but
not just with a standard customisation setting.
Any personalisation which has been identified should include a statement to indicate the estimated number
of man days and elapsed days required to make the software change. This should be fully inclusive,
incorporating time for specification, programming, testing, implementation etc.

4. Complex Personalisation
A more complex development is one that requires the expertise of the supplier‟s Consultant.
Any such development which has been identified should include a statement to indicate the number of man
days and elapsed time required to make the software change. This should be fully inclusive, incorporating
time for specification, programming, testing, implementation etc.

5. Third Party Software
If you are not the proprietor of any software which has been proposed, then this should be clearly identified
at the header, module or line level as appropriate.

In order to identify the degree to which the requirement is met by the 3rd party software the line-by-line
response should be adopted as if the software were your own. In this case, you should also indicate in the
comments section whether this is a standard part of your solution or specific to the client.
6. Reporting Tool – Solution can be developed by client
The functionality requested is not available within standard software and is best satisfied by use of a
proposed reporting tool.
Any identified use of the reporting tool should include a statement to indicate the number of man days and
elapsed time required to write the report.
Enter 6 if the client will be able to create the report.

Enter 0 if the client will not be able to create the report
7. Reporting Tool – Solution will be developed by supplier
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The functionality requested is not available within standard software and is best satisfied by use of a
proposed reporting tool.
Any identified use of the reporting tool should include a statement to indicate the number of man days and
elapsed time required to write the report.
Enter 7 if a supplier’s Consultant will be needed to develop the solution.

Enter 0 if a supplier’s Consultant will not be needed to develop the solution.
8. Work Around Solution
Where the functionality requested is not directly addressed by the standard software, a Work Around
Solution may be proposed that achieves the same business objective. A full explanation of the Work
Around may be requested at a future time.

Enter 0 if this is not available.
9. Not Possible
Where the requirement cannot be met by your proposed solution this must be clearly identified.
Weighting 8.58%
 A maximum mark of 36 is available for this question consisting of a combined score of 1,2,3,4,5,6,7
and 8.
Score 3: Full score of 36 marks is achieved.

Score 2: Marks between 24 and 36 are achieved.
Score 1: Marks between 12 and 24 are achieved
Score 0: No marks (0) are achieved
E07: Proposed Solutions- Testing
Please provide comprehensive details of your testing strategy.
 Clearly define what type testing will be carried out.

 Define when testing will be carried out to include post implementation frequency.
 Define what type of test tools will be used.

 Maximum 4 sides of A4, font size 10

Weighting: 4.29%
78

requirements
E08: Proposed Solutions- Acceptance Procedures
Please provide details of your Acceptance Procedures for each stage of the project

 Maximum 3 x 1 side A4, font size 10

Weighting: 4.29%
 Tenders should provide a summary of their proposed Acceptance Procedures

 Provide a list of each Acceptance Procedures lined to each of the project‟s milestones and should
specify the type of Acceptance testing being used.

requirements
E09: Proposed Solutions- Service Management
Please provide details of your Service Management Strategy, which should be in accordance with ITIL (or
equivalent standard) and should demonstrate how the service would be effectively managed and
maintained.
79
Please upload a document with the filename: E09.Your Company Name.

Weighting: 4.29%
Your response should as a minimum include details of:
 Your solution for the handling of incident, problems and defects (including your release procedures)
logged by the Authority, including proposed SLAs for response and resolution broken down by
Severity level, and your standard internal escalation procedures. Your solution and SLAs should
recognise the business critical operations of RBG Kew and the business operating hours;
 Details of your proposed Service Desk function including hours of operation and standard SLAs and
details of how the Service function will operate outside of standard business hours (e.g. credits for
business critical support at weekends/public holidays);
 Details of any relevant industry standards;
 Details of your standard provision for the service management elements listed below;
• Change and Release Management;
• Configuration Management (including software);
• Availability Management;
• Capacity Management;
• Service Level Management;
• Continual Service Improvement;
 Your solution to enable authorised RBG Kew staff to have real-time read-only access to all service
management systems used in the provision of the services;
 The service reporting information you will provide together with an example of a standard report.

requirements
E010: Proposed Solutions- Training
Please provide details of your training strategy.

80
Please upload a document with the filename: E010.Your Company Name.

Weighting: 1.72%
 Response should include proposals for delivering training to both internal and external users.
 Proposed timetable for training
 Any additional recommendations for implementing training.

requirements
E011: Proposed Solutions - Documentation
Please detail the documentation which would be supplied to RBG Kew with the completed solution
 Maximum 1 side of A4, font size 10

Weighting: 0.86%
Response should include details of documentation in relation to:

 Operational manuals
 Warranties
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 Guarantees

requirements
E012: Proposed Solutions - Stakeholder Strategy
Please provide details of your Stakeholder Strategy which should clearly identify how and when you would
expect to engage with Key stakeholders at RBG Kew

Please upload a document with the filename: E012 Your Company Name.
Weighting: 1.72%
 Submission should include a purposeful example of how to identify key Kew stakeholders.
 Proposals to engage with stakeholders during the implementation phase and post implementation
phase.
 Proposals for ongoing stakeholder engagement throughout the life of the contract.

requirements
E013: Timetable and Methodology - Programme
Please provide a Project Programme which should cover all aspects of the project.
82
SUBMIT PROGRAMME IN BOTH PDF FORMAT SUITABLE FOR LEGIBLE PRINTING AT A3,
LANDSCAPE AND IN MS PROJECT ENSURING THE DOCUMENT IS SAVED AS 2007 FORMAT
ONLY
Weighting:3.5%
 Tenderers submission needs to be sufficiently detailed to ensure that the supporting actions to
deliver key project milestones can be fully understood.
 Please also show any impact on the programme if the options identified in the statement of
requirements were excluded.

requirements
E014: Timetable and Methodology - Delivery
Please provide your outline methodology, for the delivery of the project in accordance with your Project
Programme.

Weighting: 3.5%
 Submission should clearly explain the impact if any of the options identified in the Statement of
Requirements were excluded from the project
83
requirements
E015: Project Management
Please describe the Project management approach you would intend to deploy on this project. ( Note RBG
Kew employ a Prince2 approach and any proposed change would need to be fully explained and
highlight the benefits to the project).

Weighting: 2%
Evaluation Criteria
 Outline proposal for project management in order to deliver project on time and within budget
 Identify key steps involved in the process
 Provide an example project plan.

requirements
E016: Risk Management
Please provide a project risk register.

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Weighting: 5%
 Tenderers should provide a risk register to include:

o The key project risks
o Proposed ownership of risks
o Mitigation strategies

requirements
E017: Presentations and Demonstrations
Annex 1 contains 3 scenarios which you are required to use to demonstrate the effectiveness of your
proposed solution to the Evaluation Panel at a meeting to be held at RBG Kew.
You are required to provide three presentations in total, one for each scenario to the evaluation
panel. Each presentation must not exceed 15 minutes in length.
Weighting : 20 %
Each presentation will be scored at 6.66 %

requirements
85
ONLINE COMMERCIAL QUESTIONNAIRE
1. Tenderers must insert their pricing proposal in the Online Commercial Questionnaire on the Authority‟s
e-Tendering System. The price evaluation is described as follows:
For evaluation purposes, the commercial evaluation will be based on the Total Lump Sum Cost for this
contract.
As described in the section 3 of this ITT specification of requirements, tenderers have four options with
regards to pricing, to consist of the following:
1. The core service to include the services that are included in groups 1,2, 3, 6 and 7
2. The core services that are included in groups 1,2,3,6 and 7 plus the addition of option 4 –
Mobile.
3. The core service to include the services that are included in groups 1, 2, 3, 6 and 7 plus the
addition of option 5 – Ticketing.
additional options of 4 - Mobile and 5 - Ticketing.
All tenderers should complete option 1 and thereafter can choose to price options two, three or four.
Tenderers should note that the Authority intends to evaluate all bids submitted for each
option submitted, i.e. Option One submissions with Option One submission etc. The
Authority reserves the right to select whichever option meets the service requirements to
fulfil the contract.
The maximum marks available will be 30% and will be awarded to the cheapest proposal submitted by the
Tenderer. The remaining Tenderers will receive marks on a pro rata basis from the cheapest to the most
expensive of the total lump sum cost provided.
Tenders are required in complete all the requirements that are listed in the pricing schedule.
2. The price evaluation will be scored as follows:
The maximum marks available for this part of the Tender will be 30% and will be awarded to the
cheapest price submitted by the Tenderer for each of the four options. The remaining Tenderers will
receive marks on a pro rata basis from the cheapest to the most expensive price.
The total price submitted by the Tenderer as part of the online Commercial Questionnaire will be used
for the purpose of this evaluation.
The calculation used is the following:
Score = Lowest Tender Price x [30] (Maximum available marks)

Tender Price
For example, if three Tender Responses are received and Tenderer A has quoted £3,000 as their total
price, Tenderer B has quoted £5,000 and Tenderer C has quoted £6,000 then the calculation will be as
follows:
Tenderer A Score = £3000/£3000 x 30 (Maximum available marks) = 30
Tenderer B Score = £3000/£5000 x 30 (Maximum available marks) = 18
Tenderer C Score = £3000/£6000 x 30 (Maximum available marks) = 15
.
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Option 1
Core pricing submission to include service specified in Group 1, 2, 3, 6 and 7.
Individual service Elements Price
Initial set up costs.

Labour / human resources
Licensing costs
Cloud/ server costs
Any additional services
(please provide commentary
relation to these services if
necessary)
Total lump sum cost to be

evaluated
Option 2
Core pricing submission to include service specified in Group 1, 2, 3, 6 and 7 plus the addition of Option 4 -
Mobile.
Individual Service elements Price

Licensing costs
Cloud/ server costs
necessary)
Option 4 - Mobile

evaluated
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Option 3
Ticketing.

Licensing costs
Cloud/ server costs
necessary)
Option 5- Ticketing

evaluated
Option 4
Mobile and Option 5 - Ticketing.
Initial set up costs

Licensing costs
Cloud/ server costs
necessary)
Option 4 - Mobile
Option 5 - Ticketing

evaluated
In addition please provide a payment plan that is based on your programme that you have provided in
question E013 of the technical evaluation.
Please note that this is for information purposes and is not scored.
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APPENDIX A
FORM OF TENDER
89
APPENDIX A: FORM OF TENDER
FORM OF TENDER
To be returned by 12h 00 (UK time) on Tuesday 20th November 2012
Karen Dobson
Category Manager
Department for Environment, Food and Rural Affairs
Procurement and Commercial Function (PCF)
Area 1A Ergon House
Horseferry Road
London, SW1P 3JR
TENDER FOR THE:

CRM at Royal Botanic Gardens Kew
Omnicom 16837
To The Department for Environment, Food & Rural Affairs (the Authority)
Offer of Goods and/or Services

1. We have examined the documents listed below. In accordance with the terms and conditions
contained in the document listed below we offer to provide the goods and/or services required
during the contract period and for the sums, rates and percentages given in the clauses below.
 Tender Particulars (Section 1)

 Instructions to Tenderers (Section 2)
 Specification of Requirements (Section 3)
 Online Technical & Commercial Questionnaire Evaluation Criteria (Section 4)
 Form of Tender (Appendix A)
 Non Collusive Tendering Certificate (Appendix B)
 Online Technical Questionnaire
Contract Fee
2. We agree to be bound by our pricing proposal (Contract Fee) for the provision of the goods and/or
services as incorporated in our Tender Response in the Online Commercial Questionnaire on the
Authority‟s e-Tendering System.
3. The Contract Fee does not include any element of Value Added Tax and is for the full contract
period.
4. The Contract Fee is made up as per the pricing schedules for individual sections of the goods
and/or services as applicable.
5. We understand the Authority will pay Value Added Tax in accordance with the Conditions of
Contract.
6. We understand that we will invoice the Authority against the agreed activity schedule for work done
and Authority will pay in accordance with the Conditions of Contract.
Adjustment of Price on extension of initial contract period
90
7. The Contract Fee will remain fixed for the initial contract period. If the Authority extends the contract
period, the price for any extension of the initial contract period will be discussed and agreed by the
parties.
Confidentiality
8. We have not told and will not tell anyone else, even approximately, what our Contract Fee is, or will
be, before the deadline for receipt of Tender Response. We understand that the only exception is if
we need an insurance quotation to calculate our Contract Fee. We may give our insurance
company or brokers any essential information they ask for, so long as they understand we do so in
strict confidence. We have not tried and will not try to obtain any information about anyone else‟s
Tender Response. We have not made and will not make any arrangement with anyone else about
whether or not they should tender, or about their or our Contract Fee.
Other Contract Terms or Conditions
9. We agree that any other terms or conditions or any general reservation which may be provided on
any correspondence emanating from us in connection with this procurement exercise or with any
contract resulting from this procurement exercise shall not form part of this offer of goods and/or
services unless specifically agreed by the Authority in writing.
Validity of Offer
10. Unless stated otherwise by the Tenderer, Tender Response shall remain valid for 90 days from the
closing date for receipt of Tender Response. A Tender Response a shorter period will be rejected.
Acceptance of Offer
11. The Authority is not bound to accept this Tender Response (or any Tender Response) that it may
receive, whether it is lower, the same, or higher than any other Tender Response.
General
12. We confirm and undertake that if any information contained in the Tender Response becomes
untrue or misleading, we shall notify the Authority immediately and update such information as
required.
13. We understand that the Authority has no liability as respects any cost or expense that we may incur
in preparing and submitting our Tender Response.
14. We confirm that the undersigned are authorised to commit the Tenderer to the contractual
obligations contained herein the ITT and the Contract.
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Form of Tender
Signed: Date:
In the capacity of:
Authorised to sign Tender for and on behalf of:
Postal Address:
Post Code:
Tel. No: Fax No:
E-mail address:
92
.
APPENDIX B
NON COLLUSIVE TENDERING CERTIFICATE
93
1.15.1 APPENDIX B: NON COLLUSIVE TENDERING CERTIFICATE
The Tenderer warrants that this is a bona fide Tender Response and:
1. We certify that this proposal is submitted in good faith and that we have not fixed or adjusted the
proposal by or under or in accordance with any agreement or arrangement with any other person or
party. We also certify that we have not, and we undertake that we will not, before the award of any
contract to do the work:
a) communicate to any person other than the Department for Environment, Food and Rural Affairs
(“the Authority”) or a person duly authorised on their behalf the Tender Response amount or
approximate amount of the Tender Response or proposed Tender Response, except where the
disclosure, in confidence, of the approximate amount of the Tender Response was necessary to
obtain insurance premium quotations required for the preparation of the Tender Response;
b) pay, give or offer or agree to pay or give any sum of money or other valuable consideration directly
or indirectly to any person(s) for doing or having done or causing or having caused to be done in
relation to any other Tender Response or proposed Tender Response for the work, any act or thing
of the sort described at 1 or a) above;
c) tried to obtain information about anyone else‟s bid or proposed bid; and
d) made arrangements with anyone else about whether or not they must bid except for the purposes of
forming a joint venture to bid for this work.
2. We certify that the prices in this Tender Response have been arrived at independently without
communication, consultation, agreement or understanding for the purpose of restricting competition
with any other potential Tenderer or competitor.
3. We certify no attempt has been made or will be made by the Tenderer to induce any other person or
firm to submit or not submit a Tender Response for the purpose of restricting competition.
4. We agree that the Authority may, in consideration of the offer and in any subsequent actions, rely upon
the statements made in this Certificate.
Definitions in this Certificate:
"Person(s)" includes any person(s) and any body or association corporate or unincorporate;
"any agreement or arrangement" includes any transaction, formal or informal and whether legally binding or
not; and
"the work" means the work in relation to which this proposal is made.
Dated this . . . . . . . . . . . . . . . . Day of . . . . . . . . . . . . . . 20. . . . . .
Signature: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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APPENDIX C
FORM OF CONTRACT
PLEASE REFER TO APPENDIX C
SAS Model Contract

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APPENDIX D
COMMERCIALLY SENSITIVE INFORMATION
1
COMMERCIALLY SENSITIVE INFORMATION
TENDERER POTENTIAL IMPLICATION DURATION OF

COMMERCIALLY OF DISCLOSURE COMMERCIALLY
SENSITIVE SENSITIVE
INFORMATION INFORMATION
2
Appendix E Pricing Schedule
For evaluation purposes, the commercial evaluation will be based on the Total Lump Sum Cost
for this contract.
As described in the section 3 of this ITT specification of requirements, tenderers' have four
options with regards to pricing, to consist of the following:
5. The core service to include the services that are included in groups 1, 2, 3, 6 and 7
6. The core services that are included in groups 1, 2, 3, 6 and 7 plus the addition of option 4 –
Mobile.
addition of option 5 –Ticketing.
additional options of 4 Mobile and 5 Ticketing.
All tenderers' should complete option 1 and thereafter can choose to price options two three or
four.
Tenderers' should note that the Authority intends to evaluate all bids submitted for each option
submitted, i.e. Option One submissions with Option One submission etc. The Authority reserves
the right to select whichever option meets the service requirements to fulfil the contract.
The maximum marks available will be 30% and will be awarded to the cheapest proposal
submitted by the Tenderer. The remaining Tenderers' will receive marks on a pro rata basis from
the cheapest to the most expensive of the total lump sum cost provided.
Tenders are required in complete all the requirements that are listed in the pricing schedule.
3. The price evaluation will be scored as follows:
The maximum marks available for this part of the Tender will be 30% and will be awarded to the
cheapest price submitted by the Tenderer for each of the four options. The remaining Tenderers' will
receive marks on a pro rata basis from the cheapest to the most expensive price.
The total price submitted by the Tenderer as part of the online Commercial Questionnaire
will be used for the purpose of this evaluation.
The calculation used is the following:
Score = Lowest Tender Price x [30] (Maximum available marks)

Tender Price
3
For example, if three Tender Responses are received and Tenderer A has quoted £3,000 as
their total price, Tenderer B has quoted £5,000 and Tenderer C has quoted £6,000 then the
calculation will be as follows:
Tenderer A Score = £3000/£3000 x 30 (Maximum available marks) = 30
Tenderer B Score = £3000/£5000 x 30 (Maximum available marks) = 18
Tenderer C Score = £3000/£6000 x 30 (Maximum available marks) = 15
4
Option 1
Core pricing submission to include service specified in Group 1, 2, 3, 6 and 7.
Individual service Price

Elements

Licensing costs
Cloud/ server costs
(please provide
commentary relation to
these services if
necessary)

evaluated
Option 2
Core pricing submission to include service specified in Group 1, 2, 3, 6 and 7 plus the addition of
Option 4- Mobile.
Individual Service Price

elements

Licensing costs
Cloud/ server costs
(please provide
these services if
necessary)
Option 4 -Mobile

evaluated
5
Option 3
Option 5- Ticketing.

elements

Licensing costs
Cloud/ server costs
(please provide
these services if
necessary)
Option 5- Ticketing

evaluated
Option 4
Option 4- Mobile and Option 5- Ticketing.

elements
Initial set up costs

Licensing costs
Cloud/ server costs
(please provide
these services if
necessary)
Option 4-Mobile
Option 5-Ticketing

evaluated
6
In addition please provide a payment plan that is based on your programme that you have
provided in question E013 of the technical evaluation.
Please note that this payment plan is for information purposes and will not be scored as
part of the commercial submission .The pricing schedule needs to be uploaded as an
attachment on to Commercial section of Bravo.

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INVITATION TO TENDER

Section Contents Action

1 Tender Particulars For information

2 Instructions for Submission For information

3 Specification of Requirements For information

Appendix Contents Action

A Form of Tender For completion

B Non-Collusive Tendering Certificate For completion

C Conditions of Contract For information

D Commercially Sensitive Information For completion (if required)

E Pricing Schedule For Completion

Royal Botanic Gardens. Tenderers should note that this procurement is

Foundation and Friends of the Royal Botanic Gardens, Kew

RBG Kew Enterprises Limited

Issue ITT to all framework members Tuesday 23rd October

Deadline for Tender Responses Tuesday 20th

Evaluation of Tenders Wednesday 21st

3.1. This procurement exercise is not divided into Lots.

4. CONDITIONS APPLYING TO THIS ITT

Enquiries and Communication relating to this ITT

Alterations to the ITT

Receipt of Tender Response

Acceptance of Tender Responses

a) clearly identify such information as commercially sensitive;

a) makes any representation or warranty (express or implied) as to the accuracy,

4.47. The Authority reserves the right to:

a) Form of Tender (Appendix A of this ITT);

DO NOT OPEN UNTIL 12 Noon on Tuesday 20th November 2012

Restricted – Commercial: CRM- The Royal Botanic Gardens Kew

It is envisaged that there will be not be site visits

The contract is 36 months

A „fail‟ will result in elimination

Stage 2 Section A - Organisation All information requested must be Not scored

Stage 3 Section B - Conflicts of The identification of an actual/ Pass/Fail.

Stage 4 Section C - Technical & This section will be evaluated in

The final score is calculated as follows:

The most economically advantageous tender will be the

Online Technical Questionnaire Evaluation

INSTRUCTIONS FOR SUBMISSION

Step 1: Download the files and set up additional users

Draft response on the screen

Step 2: Decide if You Should Respond

Step 3: Read the ITT Carefully

Step 4: Prepare your Tender Response

1.18 Supplementary documents should be submitted in the form of electronic files.

Portable Document Format (PDF)

Step 5: Ensure your Tender Response is Complete

Step 6: Upload Your Tender Response

Amendments to Tender Response

In addition the solution must provide: -

1.2 Section 2: Technical Strategy

Leveraging functionality in legacy systems – or replacing it – and by minimising duplication of records

Maintaining best-in-class economies for development and execution.

1.3 Section 3: Service Management Expectation

Where appropriate, each response should include standard Service Levels.

The response should include the provision of a Service Desk, addressing:

Change and Release Management.

Configuration Management (including Asset Management).

Service Continuity Management.

Service Level Management.

Service Management Toolset.

Provision of service reporting and the mechanism for on-going reviews.

1.4 Section 4: IT Platform Independence

1.5 Section 5: Databases