Requirement Specification Catalogue (RSC) Generic User ... · the human resource. (GAO, US Federal Government) The implementation of this project will accomplish the requirements

FRCA Implementation of

Human Resource Information System

Requirement Specification Catalogue (RSC)

Generic User Requirements

HRIS Review Team 2017

HRIS Review Team April 2017 Page 2 of 20

CONTENTS

1.0 TERMS AND ABBREVIATIONS ..................................................................................................................... 4

2.0 INTRODUCTION AND BACKGROUND ........................................................................................................ 4

3.0 CURRENT STATE OF AFFAIRS ...................................................................................................................... 5

3.1 GENERAL OUTLINE .................................................................................................................................................................................... 5

3.2 FRCA ORGANISATIONAL STRUCTURE..................................................................................................................................................... 5

3.3 PCC BUSINESS PROCESSES ...................................................................................................................................................................... 6

3.4 CURRENT HRIS ......................................................................................................................................................................................... 6

4.0 REQUIREMENTS FOR THE NEW SYSTEM .................................................................................................... 6

4.1 ENVISAGED FUTURE STATE ....................................................................................................................................................................... 6

4.2 GENERAL REQUIREMENTS ......................................................................................................................................................................... 7

4.3 FUNCTIONAL REQUIREMENTS .................................................................................................................................................................. 8

4.3.1 Workforce Planning & Organization Design ................................................................................................................ 8

4.3.2 Performance Management .................................................................................................................................................. 9

4.3.3 Health & Safety ...................................................................................................................................................................... 10

4.3.4 Remuneration ......................................................................................................................................................................... 10

4.3.5 Talent Management ............................................................................................................................................................. 12

4.3.6 Training & Capability Development .............................................................................................................................. 12

4.3.7 Leadership Development .................................................................................................................................................... 13

4.3.8 HR Analytics ............................................................................................................................................................................ 13

4.4 TECHNICAL REQUIREMENTS.................................................................................................................................................................... 13

5.0 DELIVERY & CHANGE MANAGEMENT ..................................................................................................... 14

6.0 INSTRUCTION TO TENDERERS .................................................................................................................. 14

6.1 GENERAL .................................................................................................................................................................................................. 14

6.1.1 Cost of Tender ......................................................................................................................................................................... 14

6.2 TENDER DOCUMENTS ............................................................................................................................................................................. 14

6.2.1 Tender Procedure .................................................................................................................................................................. 14

6.2.2 General Responsibility of Tenderer ................................................................................................................................. 14

6.2.3 Clarification of Tender Documents ................................................................................................................................. 14

6.2.4 Amendment of Tender Documents ................................................................................................................................ 15

6.3 PREPARATION OF TENDERS .................................................................................................................................................................... 15

6.3.1 Language of Tender .............................................................................................................................................................. 15

6.3.2 Documents Comprising the Tender ................................................................................................................................ 15

6.3.3 Tender Prices ........................................................................................................................................................................... 15

6.3.4 Tender Currencies ................................................................................................................................................................. 15

6.3.5 Documents Establishing Good's Conformity to Tender Documents .................................................................. 15

6.3.6 Tender Security ....................................................................................................................................................................... 15

6.3.7 Period of Validity of Tenders ............................................................................................................................................. 16

6.3.8 Format and Signing of Tender.......................................................................................................................................... 16

6.4 SUBMISSION OF TENDERS....................................................................................................................................................................... 16

6.4.1 Sealed Envelopes ................................................................................................................................................................... 16

6.4.2 Number of Proposals ........................................................................................................................................................... 16

6.4.3 All envelopes shall:................................................................................................................................................................ 16

6.4.4 Deadline for Submission of Tenders ............................................................................................................................... 16

6.4.5 Late Tenders ............................................................................................................................................................................ 16

6.4.6 Modification and Withdrawal of Tenders ..................................................................................................................... 17

6.4.7 Preliminary Examination .................................................................................................................................................... 17

6.4.8 Clarification of Tenders ....................................................................................................................................................... 17

6.4.9 Evaluation of Technical Proposals .................................................................................................................................. 17

6.4.10 Screening of requirements ................................................................................................................................................. 17

6.4.11 Presentations ........................................................................................................................................................................... 17

6.4.12 Scoring of Technical Proposals ......................................................................................................................................... 18

6.4.13 Short listed technical proposals ....................................................................................................................................... 18


6.4.14 Demonstrations ...................................................................................................................................................................... 18

6.4.15 Solutions Presentation and Demo .................................................................................................................................. 18

6.4.16 Final Short-listed Solutions ................................................................................................................................................ 18

6.4.17 Envelopes containing the financial proposals of Tenderers shall be opened provided that the

technical proposal: ................................................................................................................................................................................... 18

6.4.18 Financial Evaluation ............................................................................................................................................................. 19

6.5 AWARD OF CONTRACT ........................................................................................................................................................................... 19

6.5.1 Award of Tender .................................................................................................................................................................... 19

6.5.2 Award Criteria ........................................................................................................................................................................ 19

6.5.3 Purchaser's right to accept any Tender and to reject any or all Tenders ......................................................... 19

6.5.4 Notification of Award .......................................................................................................................................................... 19

6.5.5 Signing of Contract ............................................................................................................................................................... 19

6.5.6 Performance Security ........................................................................................................................................................... 20

6.5.7 Delivery Schedule .................................................................................................................................................................. 20

Tables

TABLE: TERMS AND ABBREVIATIONS .......................................................................................................................................................................... 4

Diagrams

DIAGRAM 1: FRCA PCC FRAMEWORK ..................................................................................................................................................................... 5 DIAGRAM 2: FRCA ORGANIZATIONAL STRUCTURE ................................................................................................................................................. 5 DIAGRAM 3: CURRENT HRIS ..................................................................................................................................................................................... 6 DIAGRAM 4: TO BE ARCHITECTURE ........................................................................................................................................................................... 7


1.0 TERMS AND ABBREVIATIONS

Terms and abbreviations used in this document and attachments have the meaning as shown in the table below.

Term/abbreviation Meaning

BA Business Analyst

BP Business Process

BR Business Rule

FRCA Fiji Revenue & Customs Authority

HR Human Resources

HR21 Employee & Manager Self Service Kiosk

IT Information Technology

PCC People, Capability and Culture

SOPs Standard Operating Procedures

Table: Terms and Abbreviations

2.0 INTRODUCTION AND BACKGROUND

The Human Resource Information System refers to the system of collecting, recording, classifying, presenting,

processing, storing and disseminating various information, required for efficient and effective management of

human resources in an organization. In order to manage diverse information in a complex environment, human

resource departments of various organizations have increasingly used computer based human resource

information systems. The Human Resource Information System (HRIS) supports strategic and operational use of

the human resource. (GAO, US Federal Government)

The implementation of this project will accomplish the requirements to have a robust integrated Payroll & Human

Resource Information System that will acquire, store, analyse, control and process the flow of HR information and

services throughout the Fiji Revenue & Customs Authority. This system should have the capacity to automate key

HR processes. The selected system should meet the current needs of the Authority and have the flexibility and

capacity to grow and meet future needs for a digital HR environment.

The new HRIS will need to facilitate the following key functions:

(1) Workforce Planning & Organization Design

(2) Performance Management

(3) Health & Safety

(4) Remuneration

(5) Talent Management

(6) Training & Capability Development

(7) Leadership Development

(8) HR Analytics

The HRIS will add value by enabling the setting of measurable benchmarks to recruit, train and retain the best

employees, coordinate employee job descriptions with areas of responsibility, schedule training for recertification,

safety, and revised work procedures, provide incentives to motivate and improve employee performance, track

accident statistics and implement corporate strategies to improve overall health and safety. Every FRCA employee

should be able to view their personal information with analytical reports available to support decision making.


3.0 CURRENT STATE OF AFFAIRS

3.1 GENERAL OUTLINE

FRCA is undergoing a series of transformations as we focus on achieving our Vision of being A World Class revenue

authority delivering excellence in revenue collection, border protection, trade & travel facilitation. The Strategic

Focus Areas include:

(1) Partnership

(2) Legislation & Process

(3) People

(4) Technology

People are considered the most valuable asset and work is in progress to implement a new framework that allows

FRCA to access the best fit resources, nurture their capability and drive a performance culture that keeps staff

engaged.

Diagram 1: FRCA PCC Framework

3.2 FRCA ORGANISATIONAL STRUCTURE

The organization structure is underpinned with a “One Service One Team” focus leveraging synergies in core

functional areas.

Diagram 2: FRCA Organizational Structure

PEOPLE CAPABILITY& CULTUREFRAMEWORK

Structure


3.3 PCC BUSINESS PROCESSES

The PCC division is responsible for facilitating the implementation of the PCC framework across the organization.

A significant part of the current processes is manual or semi-automated. As such, quality analysis is limited with

many hours required to consolidate data into useful information.

We expect the selected vendor to work in partnership with the FRCA project team to review our BPs and provide

advice on which processes are obsolete or should be amended, which processes to include with the view of

automation, and which processes should preferably remain manual. This should assist in:

a) Eliminating or reducing the amount of non-value adding activities and decrease time in delivering outputs and

outcomes;

b) Knowledge transfer to FRCA; and

c) Benchmarking against best practices.

During this process, relevant business rules should be updated. Existing standard operating procedures and BP/BR

documents will be made available.

3.4 CURRENT HRIS

The current HRIS is more than 10 years old. It includes standard HR administration services including payroll as

depicted below. The HRIS is used for transactional employee processes such as registering new employees, payroll

and leave administration. Although other modules

Diagram 3: Current HRIS

4.0 REQUIREMENTS FOR THE NEW SYSTEM

4.1 ENVISAGED FUTURE STATE

FRCA is seeking a technical solution that:

a) supports the effective management of human capital;

b) leverages best practices;

c) reduces manual transactional work;

d) enhances reporting capability;

e) enables multi-channel engagement; and

f) integrates seamlessly with external systems performing specific functions.

It is expected that the new HRIS will support the entire HR function in FRCA. Activities such as leave administration,

overtime claims, career progression, etc. should be automated from point of application/entry with strong workflow

management to support the processes.


Diagram 4: To Be Architecture

4.2 GENERAL REQUIREMENTS

GR Requirement

1 The system should incorporate the existing components as far as practicable and provide for better or

additional functions benchmarked against international best practices.

2 The system should be customisable.

2.1

The system must be built on a standard framework of core features and layers for the customization,

which as far as possible should be done following a configuration approach rather than one based on

individually designed and specifically developed components.

3 The system must provide full history of reference data.

4 The system must provide comprehensive data exchange capability for systematic exchange of

relevant data with other systems.

5 The system must provide comprehensive Document Management.

6 The system must provide comprehensive MIS, comprising predefined reports, ad hoc queries and ad

hoc report generation.

7 The system must provide support for processing paper based information as well as electronic

processing.

8

The system must provide comprehensive documentation, including system administration and

maintenance literature and user guides. It is required that online training and all support

documentation must be available electronically and that these must be able to be maintained on an

ongoing basis in an effective and efficient manner.

8.1 User manuals must be available as a comprehensive onscreen context sensitive help system.

8.2 System maintenance and operations related manuals to be provided in electronic form and hard copy.


GR Requirement

9 The system must be able to import and export data in various formats with clear data migration plans

and a proposed best practise migration model clearly defined.

10 The analysis of current processes and product optimization regarding the specifics of the HR process

is required.

10.1 Mapping of current BP presenting "as is" situation.

10.2 Proposing relevant modernization and optimization of all business critical processes based on the

vendor's own reference model and recognized best practice.

10.3 Preparing BP model, which includes simulation of automated processes.

11 All user screens, user manuals, and basic technical system support in English language. The basic

configuration ensures that there is no need to create new program versions for language versions.

12 The system must ensure secure, authorised and auditable/traceable access to employee data, which in

principle and by nature is sensitive and should be protected accordingly;

12.1 Vendors may propose use of recognized products for the purposes of authorization and

authentication.

13

The User Administration module of the new system must use the domain and privilege of the system

administrator, who in turn may assign a subset of his rights in accordance with security requirements

to the so-called advanced users.

14 The system must incorporate multi-channel services with supporting workflows allowing staff to

access their information, engage with other staff, engage in online learning, etc.

15 Vendors may propose for an All-in-One or Partial Solution. Where a Partial Solution is offered,

capability for integration or data exchange should be clearly disclosed.

4.3 FUNCTIONAL REQUIREMENTS

The functional requirements are split into 3 components and is updated with Y (Yes), N (No) or O (Optional).

4.3.1 Workforce Planning & Organization Design

FR Required function

Expected provided by / through

Existing Mandatory Proposal

1 Online applications for vacant positions is available. N Y Y

1.1

Information from application forms are automatically

analysed and classified based on standard evaluation

matrices.

N Y Y

1.2

Biodata of applicants is stored in a suitable format that

enables additional analytics to be performed in case of

future opportunities for recruitment.

N Y Y

1.3 Produce system generated evaluation reports based on

standard evaluation matrices. N Y Y

2

Create & maintain employee files electronically with

automatic triggers for important dates e.g. contract expiry,

rotations, etc.

N Y Y

3

Provide robust classification system to identify each

employee. The Tax Identification Number may be used as

the main identifier. Option for alphanumeric system

should be available.

Y Y Y





4

Automatic updating of position descriptions which is

directly aligned with the organization structure. This

includes changes arising from rotation, etc.

N Y Y

4.1

Flexibility to add, amend, remove position descriptions at

any level within the organization structure subject to

authorisation for this function.

N Y Y

5 Real-time updates of the organization structure at multiple

levels which can be viewed at any time by management. N Y Y

5.1 Data can be further analysed or drilled down to the lowest

level. N Y Y

6

Robust workflow management is in place that allows

automated processes seeking approval, escalations,

providing feedback.

N Y Y

7

Include a business intelligence tool that conducts analysis

on historical data, future projections, simulations, etc. for

better workforce planning and organization design.

Reports are generated in multiple formats e.g. PDF, excel,

etc.

N Y Y

7.1 Produce system generated standard reports which is

prepopulated from existing data. N Y Y

4.3.2 Performance Management




1 Individual performance & work plans are stored

electronically and directly linked to position descriptions. N Y Y

1.1 Individual performance & work plans are linked to

sectional & organization plans. N Y Y

1.2

Key Performance Indicators are updated & reported in

multiple formats with triggers to highlight

underperformance, etc. Multiple methods for performance

ratings is available.

N Y Y

1.3

Performance appraisals can be generated from work plans

and linked to benefits e.g. bonus, salary increments, etc.

Scores or ranking capability is possible based on

predetermined criteria.

N Y Y

1.4

Set up rewards & recognition system based on best

practices. This should be linked with all relevant

functionalities.

N Y Y

2

Interactive web-based portal that allows staff, managers,

teams to communicate updates, access work history, seek

feedback, etc.

Y Y Y

2.1

Automated process from point of application for leave

applications, overtime, meal claims, etc. to point of

approval.

N Y Y





2.1.2 Automated reconciliations and checks are in place prior to

approval. N Y Y

3 Documents can be uploaded and saved for each

employee. N Y Y

4 Provide tracking system for discipline cases. N Y Y

5


automated processes and notifications for approvals,

escalations, providing feedback, etc.

N Y Y

6



better performance management, leave & claims

administration. Reports are generated in multiple formats

e.g. PDF, excel, etc.

N Y Y



4.3.3 Health & Safety




1 Keeps a records of health & safety equipment for all staff N Y Y

1.1

Flags that an update is required if any changes are made

relating to staff movement, new staff, stock replacement,

incident, etc.

N Y Y

2 Provides standard templates for incident reports. N Y Y

3 Allows for separate tracking of wellness programs N O O

4




N Y Y

5



effective management of health, safety & wellness.

Reports are generated in multiple formats e.g. PDF, excel,

etc.

N Y Y



4.3.4 Remuneration




1 Input of salary and other financial conditions within a

controlled & secure environment Y Y Y





1.1

Financial profile is entered once and directly linked with

various components of the system enabling further

analytics & processing e.g. cost/organization structure,

KPIs ranking, pay processing, etc.

N Y Y

1.2 All financial amendments have a clear auditable trail that

can be drilled down to time, date, user, etc. N Y Y

2

Allow for changes to pay periods from weekly,

fortnightly or monthly. Changes can take place at any

time within the financial year.

N Y Y

3 Special payments can be processed outside of normal pay

runs. N Y Y

4 Automate calculation of pay, deductions, benefits, etc.

based on specific standards & classifications. Y Y Y

4.1

Electronic submissions from staff for salary deductions,

overtime, etc. are computed automatically during pay

runs.

N Y Y

4.2 Automatic triggers are raised for any discrepancies in

calculation, entitlements, etc. Y Y Y

4.3

Automate reconciliation of pay run variations and

generate reports detailing variances at individual and

summary level

N Y Y

5 Able to set multiple formulas using different variables for

calculating pay rates or benefits. Y Y Y

5.1

Changes in income tax rates or mandatory deductions can

be changed by the administrator and in a controlled and

secure environment

N Y Y

6

Blanket changes in pay structures, rates, benefits, etc. that

affect all or large groups of employees can be uploaded in

one file across multiple employee records and will

automatically update all related records

N Y Y

7 Upload and download documents & files from external

sources N Y Y

8

Tax calculations are compliant with Fiji tax law

especially PAYE. Payroll software must be accredited by

FRCA.

N Y Y

9 Pay & financial data is easily accessed by employees. N Y Y

10

Interface or integrate with external systems where shared

data is necessary for processing employee information or

financial reports e,g, accounting system, time &

attendance, etc.

N Y Y

11




N Y Y





12



effective management of payroll, overtime, leave & other

financial benefits. Reports are generated in multiple

formats e.g. PDF, excel, etc.

N Y Y

13 Produce system generated standard reports which is

prepopulated from existing data. Y Y Y

14 Can set different standards easily for leave administration

e.g. pro rate to prepaid leave. N Y Y

14.1 Run multiple leave reports analysing different variables. Y Y

14.2 Offsetting leave from different periods is done

automatically via a standard process. N Y Y

4.3.5 Talent Management




1

Generate statistical analysis across system functionalities

using different variables to identify potential & high

performing pool of employees.

N Y Y

2 Generate surveys to increase employee engagement. N O O

3 Managers are able to extract profiles at divisional or

organizational level. N O O

4.3.6 Training & Capability Development




1 Maintain a record of learning & professional development

for all employees. N Y Y

2

Generate reports or provide real-time data that identify

best fit employees to undertake specific training

programs.

N Y Y

2.1

Allow setting of specific criteria for identifying

employees using variables from various system

functionalities e.g. employee profile, performance plans,

work history, etc.

N Y Y

3 Automate process from application to approval. N Y Y

4 Back-to-office reports are automated with action plans

monitored. Triggers are in place when deadlines are due. N O O

5




N Y Y





6



effective management of training & development. Reports

are generated in multiple formats e.g. PDF, excel, etc.

N Y Y

7

A repository of training materials, reports, etc. that is

accessible by all employees. Operates as a ‘library’ for

knowledge retention.

N O O

4.3.7 Leadership Development




1

Generate statistical analysis across system functionalities

using different variables to identify potential leaders for

succession planning.

N Y Y

2 Generate leadership surveys & analyse results. N O O

3 Interactive engagement portal with staff for recording

coaching and mentoring sessions. N O O

4.3.8 HR Analytics




1




N Y Y

2



effective management of training & development. Reports

are generated in multiple formats e.g. PDF, excel, etc.

N Y Y

2.1 Able to run multiple analytics using data sourced from the

core system and external systems. N Y Y

2.2 Able to develop surveys & produce analytical reports. N Y Y

3 Evaluate & run risk reports based on predefined criteria. N Y Y

3.1 Generate regular reports & triggers based on risk

classifications N Y Y

4.4 TECHNICAL REQUIREMENTS




1 Standard authentication process is based on best practices. Y Y Y

2 Multiple levels of profiles can be created. N Y Y

3 All changes are done within a stringent Change Control

process and detailed audit trail. N Y Y





4 Level of customisation & configuration should follow a

standard & stringent process. N Y Y

5 There should be a robust search engine allowing multiple

search functionalities. N Y Y

6 All data and attachments should be easily stored,

retrievable, and backed up. N Y Y

7 Solution is web based and has provision for self-services.

Employee number is approximately 800. N Y Y

8 Ease of interfacing or integrating with external systems. N Y Y

9 Provide hardware specifications to support the software. Y Y Y

5.0 DELIVERY & CHANGE MANAGEMENT

The vendor must provide the following information:

Project management plan identifying timelines & milestones

Resources list, work profile, role within project

Project management methodology

Change management methodology

Training plan

Maintenance & support plan

Expectations from FRCA & any assumptions must be clearly outlined.

6.0 INSTRUCTION TO TENDERERS

6.1 GENERAL

6.1.1 Cost of Tender

The Tenderer shall bear all costs associated with the preparation and submission of its Tender, and the Fiji Revenue

& Customs Authority, hereinafter referred to as "the Purchaser", will in no case be responsible or liable for those

costs, regardless of the conduct or outcome of the Tender process.

6.2 TENDER DOCUMENTS

6.2.1 Tender Procedure

The Tender Procedure, the goods and services required by the Tender and the contract terms are prescribed in this

chapter. In addition to the Invitation to Tender, this Terms of Reference Document (TOR) can be downloaded via

http://www.frca.org.fj or requested via email [email protected].

6.2.2 General Responsibility of Tenderer

The Tenderer is expected to examine all instructions, forms, terms and specifications in the Tender Documents.

Failure to furnish all information required by the Tender Documents or submission of a Tender not substantially

responsive to the Tender Documents in every respect will be at the Tenderer's risk and may be rejected.

6.2.3 Clarification of Tender Documents

a. A prospective Tenderer requiring any clarification of the Tender Documents may notify the Purchaser in

writing via email [email protected].

b. The Purchaser will respond electronically to any request for clarification of the Tender Documents. Written

copies of the Purchaser's response (including an explanation of the query but without identifying the source

of the inquiry) will be sent to all prospective Tenderers who have received the Tender documents;

http://www.frca.org.fj/

mailto:[email protected]

mailto:[email protected]


c. The Tenderers right to request clarifications is not covered by any deadline extension to the Submission of

Tenders that the Purchaser may give.

6.2.4 Amendment of Tender Documents

a. Prior to the deadline for submission of Tenders, the Purchaser may, for any reason whether at its own initiative

or in response to a clarification requested by a prospective Tenderer, modify the Tender documents by

amendment;

b. The amendment will be notified in writing to all prospective Tenderers and will be binding on them;

c. In order to afford prospective Tenderers reasonable time within which to take the amendment into account

in preparing their Tenders, the Purchaser may, at its discretion, extend the Deadline for the Submission of

Tenders.

6.3 PREPARATION OF TENDERS

6.3.1 Language of Tender

The Tender prepared by the Tenderer and all correspondence and documents relating to the Tender exchanged by

the Tenderer and the Purchaser, shall be written in the English language.

6.3.2 Documents Comprising the Tender

The Tender prepared by the Tenderer shall comprise the following components:

a. Financial Proposal(s) comprising of the Tender Form and the appropriate price schedules/forms furnished in

the Tender Documents;

b. Technical Proposal(s) showing that the goods and services to be supplied by the Tenderer conform to the

Tender Documents;

c. Tender Security (Clause 6.3.6).

6.3.3 Tender Prices

a. The Tenderer shall indicate on the appropriate Financial Proposal Forms attached to these documents, the

total price of the goods and services it proposes to supply under the Contract. Prices quoted for the Equipment

and System Software shall be duty free and inclusive of all expenses for transportation, clearing, delivery,

installation and commissioning;

b. Prices quoted should not include the Value Added Tax (VAT). The VAT amount should be shown only on the

‘Summary of Total Costs’’.

6.3.4 Tender Currencies

Prices shall be quoted in Fiji Dollars or US Dollars. Tenderers quoting in US Dollars are to include the exchange rate

that is applicable.

6.3.5 Documents Establishing Good's Conformity to Tender Documents

a. The Tenderer shall furnish, as part of its Tender, documents establishing the conformity to the Tender

Documents of all goods and services which the Tenderer proposes to supply under the contract;

b. All technical specifications shall be supported by documentary evidence which must prove the goods' and

services conformity to the Tender requirements. Such documentary evidence may be in the form of literature,

drawings and data.

6.3.6 Tender Security

a. The Tenderer shall furnish, as part of its tender, Tender Security equal to FJ$10,000 (Ten Thousand Fiji Dollars).

The Tender Security shall be issued in the name of Fiji Revenue & Customs Authority;

b. The Tender Security shall be a bank guarantee issued by a bank operating in Fiji and valid for 30 days beyond

the validity of the tender;

c. Unsuccessful Tenderer's Tender security will be returned as promptly as possible;

d. The successful Tenderer's Tender Security will be discharged upon the Tenderer's signing the Contract, and

furnishing a performance security.

e. The Tender security may be forfeited:


i. if a Tenderer withdraws its Tender during the period of Tender validity;

OR

ii. in the case of a successful Tenderer, if the Tenderer fails:

a) to sign the Contract, or

b) to furnish a performance security.

6.3.7 Period of Validity of Tenders

a. Tenders shall remain valid for 180 days after the deadline for submission of Tender prescribed by the

Purchaser. A tender valid for a shorter period will be rejected by the Purchaser as non-responsive;

b. In exceptional circumstances, the Purchaser may solicit the Tenderer's consent to an extension of the period

of validity. The request and the responses thereto shall be made in writing. The Tender Security provided shall

also be suitably extended. A Tenderer may refuse the request without forfeiting its Tender Security. A Tenderer

granting the request will not be required nor permitted to modify its Tender.

6.3.8 Format and Signing of Tender

a. The Tender shall be prepared in two (2) identical copies clearly marking one copy as "Original Tender". In the

event of any discrepancy between them, the original shall govern;

b. The original and all copies of the Tender shall be typed or written in indelible ink and shall be signed by the

Tenderer or a person or persons duly authorised to bind the Tenderer to the contract;

c. The Tender shall contain no inter-lineation, erasures or overwriting except as necessary to correct errors made

by the Tenderer, in which case such corrections shall be initialed by the person or persons signing the Tender.

d. The hardcopy Tender must be accompanied by an electronic copy.

6.4 SUBMISSION OF TENDERS

6.4.1 Sealed Envelopes

Tenders should be submitted in two separate sealed envelopes each clearly marked as to contents and enclosed in

a third sealed envelope. The first envelope shall contain the Technical Proposal together with the Tender Security.

The second envelope shall contain the Financial Proposal.

6.4.2 Number of Proposals

The Tenderer may submit more than one proposal based on different system software platforms, provided each

proposal is self-contained and submitted in separate sealed envelopes, in accordance with these Instructions, and

no cross reference is made between them.

6.4.3 All envelopes shall:

a. Bear the project name - "Tender No. 4/2017 – HR Information System" and

b. be addressed to:-

The Tender Board,

Fiji Revenue & Customs Authority,

Level 3 Building 3

1 Ratu Sukuna Road, Nasese

Suva

FIJI

6.4.4 Deadline for Submission of Tenders

a. Tenders must be received by the Purchaser at the address specified no later than 12pm 28 April 2017;

b. The Purchaser may, at its discretion, extend this deadline for the submission of Tenders by amending the

Tender Documents, in which case all rights and obligations of the Purchaser and Tenderers previously subject

to the deadline will thereafter be subject to the deadline as extended.

6.4.5 Late Tenders

Any Tender not submitted by the time and date prescribed will be rejected.


6.4.6 Modification and Withdrawal of Tenders

a. The Tenderer may modify or withdraw its Tender after the Tender submission, provided that written notice of

the modification or withdrawal is received by the Purchaser prior to the deadline prescribed for submission of

Tenders in Clause 6.4.4;

b. The Tenderer's modification or withdrawal notice shall be prepared, marked and dispatched in accordance

with the provisions of Clauses 6.4.2 and 6.4.4. A withdrawal notice may also be sent by cable but followed by

a signed confirmation copy, post marked not later than the deadline for submission of Tenders;

c. No Tender may be withdrawn in the interval between the deadline for submission of Tenders and the

expiration of the period of Tender validity specified by the Tenderer. Withdrawal of a Tender during this

interval may result in the Tenderer's forfeiture of its Tender security.

6.4.7 Preliminary Examination

a. The Purchaser will examine the Technical Proposals to determine whether they are complete, whether the

required sureties have been furnished, whether the documents have been properly signed and whether the

tenders are generally in order;

b. Prior to the detailed evaluation of the Technical Proposals the Purchaser will determine the substantial

responsiveness of each tender to the Tender Documents. A substantially responsive tender is one which

conforms to all the terms and conditions of the Tender Documents without material deviations. The

Purchaser’s determination of a tenderer’s responsiveness is to be based on the contents of the tender itself

without recourse to extrinsic evidence.

6.4.8 Clarification of Tenders

To assist in the examination, evaluation and comparison of Tenders the Purchaser may, at its discretion, ask the

Tenderer for a clarification of its Tender. The request for clarification and the response shall be in writing and no

change in the price or substance of the Tender shall be sought, offered or permitted.

6.4.9 Evaluation of Technical Proposals

a. The Purchaser will determine which Tenderers are qualified to perform the contract satisfactorily by evaluating

the Technical Proposals submitted prior to the opening of the Financial Proposals. During the evaluation of

the Technical Proposals the Financial Proposals will be kept under lock and key at the premises of the Main

Tender Board;

b. The Purchaser will evaluate the technical proposals on the basis of the following Evaluation Categories and

Weights:

1. Tenderer Credibility.

Overall suitability of the Tenderer to undertake the task required. 10%

2. Implementation Plan and Support.

Tenders ability to develop, install and support the system. 30%

3. System Software, Hardware and Application Environment.

Compliance against the stated requirements. Any additional requirements

above the specified requirements shall be considered during evaluation.

50%

4. Overall Solution Offered. 10%

6.4.10 Screening of requirements

Technical Proposals that do not comply with the requirements specified in the Tender Documents will be

disqualified. Tenderers who cannot meet fully a requirement but can provide a suitable alternative may be included

for further consideration.

6.4.11 Presentations

The presentations, if requested by the Purchaser, shall take place in Fiji. Tenderers shall have the opportunity to

present their solutions to the Evaluation Committee and be ready to receive/clarify any issues that the Committee

shall raise. The main aim of the presentation is to clarify the details of the technical proposal and to ensure that the

Purchaser fully understands the Tenderer’s technical proposal. During the presentations the screening of the

requirements will continue.


6.4.12 Scoring of Technical Proposals

Technical Proposals that successfully pass the requirements screening will be evaluated and scored on the basis of

how they meet and exceed the requirements.

6.4.13 Short listed technical proposals

Assessment reports shall be prepared for the short listed Technical Proposals.

6.4.14 Demonstrations

a. Following the selection recommendation and acceptance of the short-listed Technical Proposals, Tenderers

may be asked to demonstrate their solutions to the Evaluation Committee. Refusal by any Tenderer to

demonstrate its solution may be considered as a withdrawal of the Tender and may result in the forfeiture of

the Tender Security;

b. Demonstration Details

The demonstration environment shall enable the Evaluation Committee to verify the functionality, features,

and integration of the proposed system. The demonstration shall as a minimum include the following:

1. Software features

2. Failures scenarios

2.1 Database Server(s)

2.2 Application Server(s)

2.3 Disk subsystem

2.4 Fail-over/re-establishment central /backup server

(The demo shall present the LAN and WAN features of the framework)

4. Application software and hardware

4.1 Software and hardware offered (richness and limitations)

4.2 Data & Functional Integration across application and entire solution

4.3 Production of ad-hoc enquiries & reports

4.4 If package is offered, ease of package customization, modular design

5. Security features of applications/solution

6. Development environment and tools proposed

6.1 Integration

6.2 Ease of use

6.3 Maintainability

7. An application environment shall be set up to demonstrate the key features of the solution proposed

and/or tools for development. The scenarios should be modelled around the required system functionality

and procedures outlined in this document.

8. In addition to the above requirements, the Tenderer may be asked to arrange one site visit to an existing

similar installation where the Evaluation Committee can observe the proposed environment in operation.

8.1 Tenderers shall demonstrate their solutions over a period of up to four (4) days. Failure to

demonstrate will be at the Tenderer’s risk and may result in the rejection of the Tender;

8.2 Demonstrations can take place either in Fiji or abroad. Tenderers shall be ready to demonstrate

on or after the 7th week from the date of submission of the Tenders;

8.3 Following the demonstration process and as a result of the demonstration(s) the scoring of the

Technical Proposals shall be reviewed.

6.4.15 Solutions Presentation and Demo

The presentation and the demonstration costs shall be borne by the Tenderer.

6.4.16 Final Short-listed Solutions

At this stage, assessment reports shall be prepared for the final short-listed Technical Proposals. The final short-list

of Technical Proposals shall be based on the points scored.

6.4.17 Envelopes containing the financial proposals of Tenderers shall be opened provided that the

technical proposal:

a. score a minimum of 75% of the total marks on the basis of the above criteria (Clause 6.4.9) or

b. score a minimum of 60% on each Category.


6.4.18 Financial Evaluation

a. The Purchaser will evaluate and compare the tenders previously determined to be substantially responsive

pursuant to Clause d;

b. Arithmetical errors will be rectified on the following basis. If there is a discrepancy between the unit price and

the total price that is obtained by multiplying the unit price and quantity, the unit price shall prevail and the

total price shall be corrected. If there is a discrepancy between words and figures, the amount in words will

prevail;

c. The comparison of tenders and the selection of the best evaluated Tender shall be made on the basis of the

Total Price and the cost of annual maintenance for five years (including one year warranty period) shown on

the Financial Form “Summary of Total Costs”, hereinafter called the “Tender Cost”;

d. To facilitate evaluation and comparison, the Purchaser will convert Tender Prices of all pre-qualified Tenders

to Fiji Dollars at the exchange rate established by the Reserve Bank of Fiji for similar transactions, on the date

of the opening of tenders. If there is a change in the value of the currencies prior to the decision on award,

the Tender Prices will be re-evaluated at the exchange rates prevailing on the date of decision on award.

6.5 AWARD OF CONTRACT

6.5.1 Award of Tender

Following the opening of financial envelopes, the Purchaser will determine the best evaluated tender by correlating

the pre-qualification marks with the respective Tender Cost as follows:

S = 0.7 x (T/Tmax) + 0.3 x (Cmin/C) where:

S the calculated Tender score, the highest value being the best evaluated Tender;

T the Technical score of the qualifying Tender;

Tmax the maximum Technical score amongst the qualifying Tender;

C the Tender cost of the qualifying Tender;

Cmin the minimum Tender cost amongst qualifying Tenders.

6.5.2 Award Criteria

Subject to Clause 6.5.3, the Purchaser will award the contract to the Tenderer whose Tender has been determined

as the best evaluated Tender according to Clause 6.5.1.

6.5.3 Purchaser's right to accept any Tender and to reject any or all Tenders

The Purchaser is not bound to accept the Tender with the highest calculated score or any Tender and reserves the

right to accept the whole or part of any Tender. Furthermore, the Purchaser reserves the right to annul the Tender

process and reject all Tender(s) at any time prior to award of contract, without thereby incurring any liability to the

affected Tenderer or Tenderers or any obligation to inform the affected Tenderer or Tenderers of the grounds for

the Purchaser’s action.

6.5.4 Notification of Award

a. Prior to the expiration of the period of Tender validity, the Purchaser will notify the successful Tenderer in

writing that its Tender has been accepted;

b. The notification of Tender award will constitute the formation of the contract;

c. Upon the successful Tenderer's furnishing of performance security pursuant to Clause 6.5.6, the Purchaser will

notify each unsuccessful Tenderer and will discharge its Tender security, pursuant to Clause 6.3.6 as promptly

as possible.

6.5.5 Signing of Contract

a. At the time that it notifies the successful Tenderer that its Tender has been accepted, the Purchaser will send

to the Tenderer the Contract Form provided in the Tender Documents, incorporating all agreements between

the parties, and any third party, if any;

b. Within 30 days of receipt of the Contract Form, the successful Tenderer shall sign and date the contract and

return it to the Purchaser together with the Performance Security pursuant to Clause 6.5.6.


6.5.6 Performance Security

a. Within 30 days of the receipt of notification of award from the Purchaser, the successful Tenderer shall furnish

an irrevocable and unconditional performance security, equal to 10% of contract value, issued by a bank

operating in Fiji, in the form acceptable to the Purchaser;

b. The proceeds of the performance security shall be payable to the Purchaser as compensation for any loss

resulting from the Tenderer's failure to complete its obligations under the Contract;

c. The performance security shall be valid for the whole warranty period and shall be discharged by the Purchaser

immediately after its expiry date subject to Clause b;

d. Failure of the successful Tenderer to comply with the requirements of Clause 6.5.5 or Clause 6.5.6 of Chapter

6 shall constitute sufficient grounds for the annulment of the award and forfeiture of the Tender security, in

which event the Purchaser may make the award to the next best evaluated Tenderer or call for new Tenders.

6.5.7 Delivery Schedule

a. Delivery and installation of all goods and services ordered under this tender shall be completed as specified

in the TOR document

b. Technical, functional and operational training shall also be phased during this period and Tenderers shall

highlight this within their plans.