All offerors are required to acknowledge all RFP addenda in their proposals.

Transcription

1 ADDENDUM NO. 2 TO ALL OFFERORS: Reference: Commodity: Request for Proposal: RFP# 10808MG Talent Management Dated: October 27, 2015 All offerors are required to acknowledge all RFP addenda in their proposals. The above solicitation is hereby changed to read or clarified by the following: 2 nd Round of Questions and Answers 1. Q: The RFP provided is a secure PDF, meaning I cannot convert to a word doc so I can type in my information. What is the password or can you send me a copy or can you repost a unsecured version? A: The Lottery is required to password protect RFP documents. The password or an unsecure version cannot be provided. Responses may be written in provided they are completely legible. 2. Q: Please confirm the desired outcome. Our understanding is that it is to partner with the Virginia Lottery leadership team to draft a final report with human capital recommendations, and not to actually design the learning and development initiatives that would be executed at a later date, is that correct? A: Yes. 3. Q: How would you briefly describe the Virginia Lottery s current human capital strategy? A: Please see RFP Section II. Background.

2 4. Q: Can you share notes or highlights from the leadership teams most recent human capital discussion? A: No. 5. Q: What is the current percentage number of adult Virginians who play the lottery at least monthly? A: For calendar year 2014, it was 31%. 6. Q: Can you share data regarding Virginia Lottery customer satisfaction? A: No. The Lottery does not currently track this in a comprehensive manner. 7. Q: Can you share data regarding Virginia Lottery employee engagement? A: Since 2011, the Lottery has conducted an annual culture assessment that includes categories. Although engagement is not one of the categories, in 2015 all 33 categories scored 3.42 or higher (5.00 scale). 8. Q: Within the context of the Virginia Lottery, please define the term equivalent in terms of Full Time Equivalent employees. In other words, they are equal to full time employees except for. What is the distinction, what separates them from full-time employees? A: They are full time employees. 9. Q: How many people does the Virginia Lottery employ? A: Please see Question #26 of Addendum #1.

3 10. Q: How many of these employees are customer-centric roles? A: Please see Lottery organizational chart located in Attachment #1 of Addendum #1. Typically, the most direct customer-centric roles are Sales Representatives who serve lottery retailers (Sales Department) and Prize Zone/Customer Service Center employees who pay prizes over $600 (Administration Department). Employees in other departments also interact directly with customers (ITS Help Desk and Web Team, Commuications and Security). 11. Q: How many are in back-office roles? A: Please see Lottery organizational chart located in Attachment #1 of Addendum # Q: How would you briefly describe the current organizational culture at the Virginia Lottery what s the day to day operating style (entrepreneurial, command & control, team oriented, lone wolf)? A: Please see Question # 7. Additionally, the Lottery s five top-scoring culture categories in 2015 were: Culture Category 2015 score (5.00 scale) Strong focus on values 4.31 Effective teamwork 4.20 Highly trusting environment 4.16 Clear business strategy 4.14 Clear job responsibilities 4.13 The response rate was 64% for full-time employees and 69% for all employees. The five categories above represent the strongest components of the Lottery s culture. The Lottery s core values are integrity, innovation, collaboration, empowerment, and customer focus.

4 13. Q: How many people make up the Virginia Lottery leadership team? A: Please see the first page of the Lottery organizational chart located in Attachment #1 of Addendum # Q: How would you briefly describe the use of big data is it gathered? Is it gathered and not analyzed? Is it gathered and analyzed and not leveraged? A: The purpose of citing big data, along with data mining, analytics, and automation is to encourage the vendors to consider how any or all of these tools could be applied to data and processes at the Lottery, enabling the organization to make better decisions than current processes allow, bringing new insights that current processes don t enable, or getting more accurate/as accurate results than current processes (possibly at a much-reduced cost). How labor-intensive are some of the Lottery s work processes, and do they need to be reliant on labor versus these other methods? 15. Q: Regarding the RFP Evaluation Criteria, are items 1-6 listed in priority order? Do some items carry more weight than others? If so what are they? A: The Evaluation Criteria are not listed in any sort of priority order. The Lottery does not provide weights for each criteria. 16. Q: In follow up to the Round 1 Answers, is the VA Lottery looking for classical Human Capital Management services? Or is the VA Lottery seeking Organizational/Digital Transformation services that align to the verbiage in the RFP, sections II and III? A: As stated in Section III. Statement of Needs, the Lottery is seeking human capital recommendations: The Lottery envisions partnering with a qualified firm to study the Lottery, analyze our current FTE structure, and conduct sessions with our Leadership Team in order to write a final report detailing human capital recommendations.

5 17. Q: Please provide the results of the 2015 SWOT Analysis A: Please see Attachment #1. These are the priority strengths, weaknesses, opportunities, and threats identified in winter A copy of the full SWOT analysis can be provided upon contract award. 18. Q: Please share the Lottery s digital strategy A: For December of 2017, the Lottery s digital strategy is: Mobile first strategy for engagement, ecommerce, one-to-one communications Customer relationship management to establish customer profitability models/personalized communication/profit optimization Real-time ecommerce for traditional games, digital games for fun and/or to align with traditional games experience, digital drive to retail opportunities, potentially same day sales Mobile application(s) to support consumer needs, ecommerce, location-based engagement, customer & retailer rewards, entertainment, education and engagement 24/7/365 digital access Digital engagement/experience that continuously aligns with evolving consumer needs 19. Q: Currently, how many adult Virginian s (# and %) play the VA lottery monthly? A: Please see Question # Q: What are the topics discussed at the Quarterly Strategic Invitational in the past year? A: The topics are always drawn from strategic initiatives that are just getting started or are about to begin. All strategic initiatives align with

6 the Lottery strategy map. A complete list of topics for Invitationals, fall 2012 present, can be provided upon contract award. 21. Q: Are all staff members (contract and employee) represented in the on the organization charts provided? a. Do they list every position in the Lottery, open and filled? b. Does each box represent an FTE? c. Are all positions currently filled? A: Yes a. Yes b. No, each box represents a position c. No 22. Q: What is the total number of FTE positions and the break down by department? A: Please see Organizational Charts located in Attachment #1 of Addendum # Q: What is the annual turnover rate? Total, by department and customer service center. A: This information can be provided upon contract award. 24. Q: How many of the staff are Commonwealth employees? a. How many of the current FTE roles are filled by contract/outsourced staff? b. In what positions/functions? A: This information can be provided upon contract award.

7 25. Q: What is the average age and tenure of the staff? A: Since this information is dynamic, the Lottery can provide this information upon contract award to ensure the latest data is used. 26. Q: What % / how many of staff will be retiring in 3 years? A: Since this information is dynamic, the Lottery can provide this information upon contract award to ensure the latest data is used. 27. Q: What % / how many of the staff were hired in the past 18 months? A: Since this information is dynamic, the Lottery can provide this information upon contract award to ensure the latest data is used. 28. Q: Other than the Commonwealth, what regulatory bodies govern your activities? A: The Lottery s Agency Statutory Authority can be located in Virginia Code , et seq. The State Lottery board is located in Virginia Code , and Q: Is the VA Lottery a standalone entity or is connected to regional or national lottery systems? If part of a connected ecosystem, what is the relationship between entities with regard to systems, policies, governance, customer service and gaming standards and protocols. A: The Lottery sells both Mega Millions and Powerball. Member lotteries collaborate on selected aspects of these games. Combined, these games represented about 12% of Virginia Lottery sales in FY Q: Does the Lottery use its own systems for service delivery, financial reporting and compliance? If not, what external systems do you use to manage the business and serve constituents?

8 A: As an independent agency, the Lottery is not a client of VITA and maintains its own significant information technology systems and contracts. There are a limited number of Commonwealth systems that the Lottery elects to use; examples include payroll and benefits. 31. Q: What systems are used to manage financials, quality, customers, customer service/case management and gaming? A: Please see question # Q: Does the organization currently develop custom or use COTS for customer facing technology and tools to support gaming and customer service needs? A: Please see question # Q: What regulatory reporting is required at what frequency to whom? A: This information can be provided upon contract award. 34. Q: What are the performance metrics used to determine success for the Customer Service Centers? A: This information can be provided upon contract award. 35. Q: Provide size, number of transactions, dollar volume and performance ratings for each center and or list centers in order of size and relative performance from highest to lowest. A: This information can be provided upon contract award.

9 36. Q: What is the agency s level of proficiency with digital media, applications and technology? a. What BI and analytics are currently to drive business decisions? b. How do you track and report departmental performance? How Often? c. How is organizational performance / success measured? A: This information can be provided upon contract award.

10 Attachment #1 March 2015 SWOT Analysis

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