TERMS OF REFERENCE FOR THE SCOPING AND DEVELOPMENT OF REQUIREMENTS SPECIFICATIONS FOR THE SALGA HUMAN RESOURCE INFORMATION MANAGEMENT SYSTEM (HRIMS)

Transcription

1 29 April 2013 TERMS OF REFERENCE FOR THE SCOPING AND DEVELOPMENT OF REQUIREMENTS SPECIFICATIONS FOR THE SALGA HUMAN RESOURCE INFORMATION MANAGEMENT SYSTEM (HRIMS) BID: SALGA/09/2013 CLOSING DATE: 10 June 2013 TENDERS CAN BE DEPOSITED IN THE TENDER BOX AT THE RECEPTION AT: SALGA NATIONAL OFFICE BLOCK B MENLYN CORPORATE PARK C/O GARSFONTEIN AND COROBAY AVENUE WATERKLOOF GLEN

2 1. INTRODUCTION The SALGA Organisational Strategy identifies capacity building of municipalities as one of its apex priorities. To SALGA, building capacity starts with recognizing that all three components (individual, organizational and institutional) need to be addressed in a coordinated and systematic manner. Developing and implementing an HRIMS should therefore be seen in this context, as well as in enhancing SALGA s representative, advisory, support and knowledge sharing role to member municipalities thereby improving the interface and service provision between SALGA and municipalities. The SALGA National Conference of 2011 endorsed the SALGA HRM Policy Conference resolutions of September 2010 which identified the need for SALGA to develop and implement an integrated HRIMS. The rationale behind this resolution were the findings of the study conducted in June 2010 on the current state of local government human resources practices and the impact it has on developmental local government system. 2. PROBLEM STATEMENT Currently, one of the biggest obstacles to effective policy-making and subsequent determination and implementation of solutions in the sphere of institutional development is the fact that relevant, credible and real time municipal human resources information is difficult to obtain and often inaccurate. Different entities collect data relevant to municipalities. There are a number of significant problems with using this data as the quality of the data collected within some of the entities is suitable for their own individual purposes. It s fragmented and the databases of the various entities are not linked in any way, making it difficult to exchange information. This is compounded by the fact that each member municipality has a different HR and payroll information system which ranges from very sophisticated systems on one end to simplistic manual systems on the other. 3. STATE OF HRIMS IN MUNICIPALITIES Municipalities are autonomous/independent entities. Each municipality has the discretion to implement systems to enhance their professional capability and contribute to greater efficiency, effectiveness and transparency. This is especially the case with HR and Payroll Systems, which ranges from very sophisticated systems on the one end of the scale, to simplistic financial systems on the other end. Due to the decentralized nature of the HR and Payroll data, reporting at a national level becomes problematic, more especially in as far as it enables SALGA to fulfil its mandated responsibilities on behalf of municipalities. As the voice of local government, the mandate of SALGA is to represent its member municipalities nationally and internationally and to promote sustainable socio-economic programmes that will enhance the capacity of its member municipalities to carry out their developmental mandate. SALGA is expected to provide sound advice to its members, stakeholders and parliament on a frequent basis. Without reliable real-time information available in a centralized space, SALGA s ability to represent local government is compromised. 4. CONCEPTUALISATION FRAMEWORK AND OBJECTIVES OF THE SYSTEM SALGA wishes to design and implement a Web and cloud-based, well supported, user friendly, HRM information management system. This system will allow for linkages or real time interfacing with member municipality s information systems on the entire employee lifecycle from recruitment to payroll, talent management, applicant tracking, recruiting tools, pre-employment testing, compensate, compliance with regulatory requirements, background checks, labour relations affairs and skills training etc. In addition to that, the HRIMS must enable SALGA to service its member municipalities in terms of clear products and services that are set out in the SALGA Human Resources Management and Development Strategy and the operating

3 model that underpins service provision arrangements to municipalities. Therefore the system should incorporate contact centre functionality and because of limited resource constraints must be capable of being hosted and supported through managed services arrangements. The system should also be scalable and inter-operable, with an ability to import data from multiple Excel spreadsheets, databases, and paper documents, given the medium to long term objectives to create a single public service. The envisaged system must provide for the required functionality and interface with internal SALGA systems including the enquiry management system as well as the web-based portal that provides data for the municipal barometer to mention but a few. The system should contain a data warehousing facility in one master location providing for the interface between SALGA and the municipalities human resources information systems to enable the viewing, uploading and storage of data which is in the custody of municipalities. From a SALGA perspective, data sets will be developed and stored in the form of frameworks, toolkits, circulars, guidelines, manuals, templates and job profiles to mention the most obvious, for access and retrieval of such data by member municipalities for strategic planning, knowledge sharing, benchmarking, compliance reporting, trend analysis and scenario analysis. In addition to the above, SALGA intends to enhance its representative, advisory, advocacy and support role to municipalities by improving its product and service offering to include forecasting, trend analysis, data mining services, data analytics, development of indices and scenario planning. Using this system, SALGA also intends to distribute pertinent information about the sector s human resource practices to enhance the local government developmental objectives and to realise technology utility and the usability to meet the performance expectations of SALGA and its member municipalities. 5. AIMS AND OBJECTIVES The overall aim of this project is to: 5.1 Contract the services of an implementation agent to perform a scoping exercise underpinned by the scope of work as set out below: 6. SCOPE OF THE WORK SALGA is inviting proposals from capable implementation agent/s that shall perform a scoping exercise on the development and implementation requirements of an HRIMS underpinned by the scope of work as set out below: 6.1 As is assessment Conduct an in-depth assessment of the HRIMS status quo with a primary focus on the following areas: Audit of HRIMS usage in municipalities i Assess the internal SALGA ICT environment in relation to the scope of work of this project Conduct a comparative benchmarking exercise to determine successes and lessons learnt with implementations of a similar nature Consult with National Treasury, COGTA including Municipal Infrastructure Support Agency (MISA), SITA and the LGSETA to determine similar programme implementation initiatives, if any, and potential areas of interface and accommodate the required interface specification requirements in the final scoping report Investigate the feasibility and the implications of reviving the anticipated upgrades on the Local Government Network ( the LGNET ), a virtual private network, developed

4 by DBSA to link all local government stakeholders into an electronic and online community. 6.2 Scoping of software and hardware requirements and specifications. The analysis should be documented in a form that can be used to determine detailed technical specifications for software development and acquisition of hardware. This exercise would inter alia result in a statement of specifications and requirements for: Hardware requirements, including required configurations of the existing SALGA network; Software solution requirements which must cater for data base requirements; Must be a highly user-friendly and efficient system that uses the latest technology with a minimum hardware and software investment; Designing of specific integrated modules in line with the HRM&D Value Chain and operating model provided for in the HRM&D Strategy such that clear business processes can be formulated in the form of a business blueprint for the system; Interface requirements and limitations with external applications, data bases or related systems in municipalities, COGTA (including MISA), National Treasury and LGSETA with an ability to take in and filter information from these sources using an automated process; Must be able to produce centralised dashboards, reports, policies and frameworks; Must include high-level dashboards of the underlying data to allow senior management to get a bird s eye view of the progress; The solution must provide a flexible reporting facility of the state of municipal human resources management and development processes and practices; Backup and recovery specifications; Application audit specifications; Event alert management to support forecasting, data analytics, development of indices and planning; Access control levels and incident management; Segregation of user and management roles Determination of security levels and requirements for detection and prevention of external cyber-attacks; Self service facilities for users; The volumes, frequency and mode of data transfer processing and management requirements for such a system, inclusive of guidelines for the uploading of data by municipalities; Recommend different licensing options/alternatives; Organisation Budget and Control Management; Software Testing, pilot implementation and quality assurance measures; Technical Support Requirements; Maintenance and Support and Documentation Requirements; The application should allow for an infinite number of documents and initiatives to be captured; The necessity for additional requirements such as a scanning functionality of documents to be housed in the data warehousing facility of the system and any other additional requirements which are essential for the system but have not been specified herein.

5 Investigate an integrated tool that in the market that may be useful for this system, especially in circumstances where municipality s systems presents integration and interface difficulties. 6.3 Assessment of Training Requirements and management structure. The implementation agent should accordingly determine the probable user skill/competence requirements together with the required management structure that will oversee the day to day management of the system. It must state clearly the level of training and technical expertise that will be required and the amount of time expected to be spent on the training. Any specific tasks that may be so cumbersome as to realistically impede completion should be stated. 6.4 Determine Budget Requirements. The implementation agent should determine the approximate financial resources required for development, project roll-out/implementation and making the system operational. The estimated budget required should include: Costs of hardware, software and/or application development Consulting and related services Operational costs, including maintenance and support costs if applicable; Licensing; and Training costs including expenses related to the development of manual/handbooks, travel and accommodation. 6.5 Develop a Project Implementation Plan. The implementation agent would be required to develop a detailed requirements specification document that will form the basis for the request for proposals to develop and implement the SALGA HRIMS. In addition to that, a risk mitigation plan should be produced to assist the organisation in the management of the risks that are inherent in the implementation of a project of this nature and magnitude. The implementation agent will also develop an implementation schedule that is aligned to the estimated costs of the project and sets out the milestone activities that are to inform decision on the development of a proper and cash flow backed payment schedule. The project implementation plan should take the format of a business plan with annexures of the project implementation items set out above. 6.6 Potential implementation agents shall be expected to expose SALGA, through a site visit, to a demonstration of work undertaken for previous clients. 7. LIST OF DELIVERABLES AND TIME FRAMES A scoping of the development and implementation requirements for the SALGA s HRIMS report, including at least the following points as detailed under the scope of work. 7.1 An As is assessment report covering the points set out in point 6.1 above. 7.2 A report detailing scoping of software and hardware requirements and specifications articulating all issues raised under point 6.2 above. 7.3 Assessment of Training Requirements and management structure report as per point 6.3 above. 7.4 Determine Budget Requirements covering the points set out in point 6.4 above.

6 7.5 Develop a Project Implementation Plan addressing issues alluded to in 6.5 above 7.6 TIMEFRAMES The first draft scoping report should be delivered not later than 25 June However, proposals must be accompanied by a work plan wherein the implementation agent demonstrates what activities are to be undertaken by when and how. 8. CREDENTIALS OF THE IMPLEMENTATION AGENT The implementation agent is expected to bring strong knowledge of HRM Systems in Local Government; The consultant must have demonstrable knowledge and at least 4-5 years work experience in Local Government; Excellent research and report writing skills, and experience of recording and documenting large scale IT audits and surveys; Experience of writing similar reports, and presenting complex issues in an accessible and engaging manner; Accurate written communication skills, with the ability to write fluently and concisely in plain English; Highly developed IT skills, with the ability to present information clearly; Ability to deal diplomatically and productively with a variety of stakeholders, including at ministerial level; Ability to produce high-quality work to tight deadlines with the minimum of supervision. 9. EVALUATION The following evaluation method will be used: After the closing date of the bid invitation, an appointed evaluation committee of staff officials of SALGA and possibly other external parties will evaluate the proposals of the bidders. The committee will individually evaluate each of the bid proposals received against the appointed criteria as provided for in Preferential Procurement Policy Framework Act of 2005 (As amended). All proposals submitted will be evaluated on three categories: (i) (ii) (iii) Functionality (technical content) Price B-BBEE status level of contribution Bids are evaluated in accordance with the preferential procurement Policy Framework Act (PPPFA), using the 90/10 split. Firstly, the assessment of functionality must be done in terms of the evaluation criteria and the minimum threshold value of 75 points. A bid will be disqualified if it fails to meet the minimum threshold value for functionality as per the bid invitation. Thereafter, only the qualifying bids are evaluated in terms of the 90/10 preference points systems, 90 points will be used for price only and the 10 points are used for B-BBEE Status Level of Contribution. The Point s breakdown is as indicated below:

7 For functionality, the following criteria will be applicable and the maximum value of each criteria is indicated as below: CRITERIA FOR FUNCTIONALITY WEIGHT Approach and Quality of Methodology 30 Current and Past Experience 20 Demonstration of implementation of Project Deliverables 30 Expertise and experience of staff 20 Total for functionality 100 Threshold 75 Bidders who score 75 (average) points and above will be considered in phase 2 of the evaluation. The 90/10 points system will be used when evaluating this Request for Proposal. The remaining 10 points will be allocated in terms of Regulation 5 (2) and 6 (2) of the Preferential Procurement Regulations, preference points must be awarded to a bidder for attaining the B-BBEE status level of contribution in accordance with the table below:: B-BBEE Status Level of Contributor Number of points (80/20 system) Non-compliant contributor 0 Summary of the evaluation process: CRITERIA WEIGHT Price 90 B-BBEE status level of contribution 10 TOTAL 100

8 The Bid Evaluation Committee will thereafter meet in order to formulate recommendations to the Bid Adjudication Committee. GENERAL CONDITIONS The following should be noted by interested parties: Intellectual property and ownership of all materials and products developed in the execution of the contract will be vested in SALGA. Materials and products may not be made available to any unauthorized person or institution or sold for profit without prior written consent from SALGA. On completion or termination of the agreement, all materials and products must be handed over to SALGA. No information concerning the tender or award of the tender may be made available by the bidder to other parties without prior consultation and written approval from SALGA. 10. STAKEHOLDERS The Reference group include MID staff based at SALGA national and provincial offices. 11. ENQUIRIES For further information, please contact the following people: General Enquiries: Ms. Fikile Tshabangu Supply Chain queries: Moses Magolego on

9 Magolego M: SCM (Compiler) Date: Tshabangu F Director: Municipal HR Support (Compiler) Date: Recommended/Not Recommended Executive Director MID: Mr. Rio Nolutshungu Signature: Date Signed: Funds are available/not available Chief Financial Officer: Mr. Nceba Mqoqi Signature Date Signed i Several audits have been conducted on systems used by the municipalities and this exercise should be limited to updating baselines already established.