Department of the Taoiseach

Request for Tender

Human Resource Management System (HRMS)

Implementation Consultancy

July 2002

Contents Section 1 Overview of Tenders Sought Section 2 Specification of Requirements Section 3 Conditions of Tender Section 4 Evaluation of Tenders and Award Criteria Section 5 Required Format for Responses to RFT Appendices A Peoplesoft HRMS for the Irish Civil Service B DOT Functionality Requirements C DOT Equipment and Location D Systems Currently in Use in DOT E Article 29 of Directive 92/50/EEC

SECTION 1

OVERVIEW OF TENDERS SOUGHT 1.1 Introduction The Department of the Taoiseach (DOT) invites tenders for the implementation of a Human

Resource Management System (HRMS) to replace its existing Personnel Administration System (PAS). The successful supplier will be responsible for all aspects of the implementation, including training. The supplier will also be required to provide maintenance and support post-implementation.

1.2 Background 1.2.1 As part of the modernisation programme across the Civil Service, DOT has been engaged in a

series of internal reforms. A key aspect of these reforms is the introduction of best practices in human resource management, financial management and the use of information and communications technology (ICT). These are underpinned by modern information systems.

1.2.2 The Department has recently completed the implementation of a new financial management

system and now wishes to implement a new human resource management system (HRMS). 1.3 Options That Will Be Considered Peoplesoft HRMS for the Civil Service 1.3.1 A Project was initiated in December 1997 to acquire a Human Resource Management System

for the Civil Service. A Request For Tenders (RFT) document which issued from the Department of Finance in September 1998 resulted in the selection of the PeopleSoft product. The Department of Finance is the licensee of the HRMS software, while other Departments may avail of the product and pay the licence fees through the Department of Finance. The Peoplesoft system was initially implemented in the Office of the Revenue Commissioners and the Department of Social Community & Family Affairs. An integral part of this process was the customisation of the PeopleSoft product to provide a generic civil service system, i.e. a core system for roll-out to other Departments and Offices which would accommodate requirements emerging under the Strategic Management Initiative/Civil Service Reform Programme and Civil Service personnel management processes. These customisations have been applied to PeopleSoft HRMS (Version 8) and this version is now being implemented in Departments and Offices.

1.3.2 DOT is therefore inviting tenders for the implementation of Peoplesoft HRMS in the Department (subject to 1.3.3 below).

Applications Other Than Peoplesoft

1.3.3 DOT will consider proposals which are based on HR applications other than Peoplesoft.

However, tenderers who submit such proposals must demonstrate that the alternative proposal:

(a) matches DOT’s requirements in terms of functionality (see Appendix B)

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(b) is compatible with DOT’s existing technical architecture and resources, (c) offers better value for money.

The Award Criteria set out at in Section 4 reflect these considerations.

1.4 Interfaces with Other Systems 1.4.1 The HRMS will interface with a number of other systems as follows:

- the Department's financial management system (Oracle Financials) - the Department's security/access control system (Multimax) - the Department's payroll system (Corepay, which is operated by the Department of

Finance on behalf of DOT) - the Department's time and attendance/flexitime system (Vision Time) - the Department of Finance’s CENSIS system, which records and tracks staff numbers

across the civil service - the Department of Finance’s Payscales system - the Department’s intranet and website - the existing personnel database (Lotus notes database containing documents created in

Lotus Amipro, Lotus Wordpro, Lotus 123, MS Word and MS Excel) See Appendix D for full details of these systems.

1.4.2 As a general principle, the system should be able to interface easily with other systems as required, ie by production and/or reading/uploading of data in standard formats such as MS Excel/CSV, HTML and XML.

1.5 Technical Information 1.5.1 The system will be run on Oracle RDBMS, platformed on a Unix server running Sun Solaris 8

and will be implemented on a 4-tier internet architecture. The standard workstation platform is MS Windows 2000.

1.5.2 There are currently 220 members of staff within the Department across a maximum of two geographical locations. Initial users of the system, and the vast majority of future users, will be located in one location.

1.5.3 See Appendix C for a more detailed description of the equipment that will be provided by the

Department during the implementation of the system. 1.6 Roll-Out Strategy

1.6.1 The Department will initially implement the system in Corporate Affairs Division. However,

tenderers should note that the Department intends to devolve responsibility for certain HR functions to line managers and individual employees. The new system should therefore have a self-service capability, with appropriate security and access control facilities for different categories of user (ie personnel staff, managers, individual employees etc). This should include, as a minimum, the facility to allow/restrict access to all or part of the data held for an individual employee or group of employees. It should provide for access via the internet.

1.7 Project Management and Organisation

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1.7.1 The Department uses project management guidelines, which are available on request. For this

project, the Department will be prepared to use the project management methodology proposed by the successful bidder, subject to final agreement on the details once the contract is awarded.

1.7.2 The Department has set up a Project Board and appointed an in-house Project Manager for the

implementation of the HRMS. The successful supplier will be required to provide the resources described in Section 2 and to appoint a Senior Manager, other than their Project Manager, to attend and report to meetings of the Project Board.

1.7.3 A project team to carry out the implementation will be set up with appropriate representatives

from the relevant business areas of the Department, the Department’s IT Unit and the team provided by the successful supplier.

1.8 Overview of Services Required

It is a requirement that the tender response be in 3 distinct parts. - Consultancy Services for System Implementation - Training - Maintenance & Support

All 3 parts must be tendered for together. If the proposal is in respect of an application other than Peoplesoft HRMS, licence fees and other associated costs should be stated separately.

1.9 Further Information

1.9.1 Every effort has been made to ensure that this documentation contains all the necessary information for completion of tenders. If you require any clarification of any aspect of the documentation, please contact Maria Talbot or Yvonne White at

Tel 6194000 Fax 6194259 E-mail maria.talbot@taoiseach.gov.ie; yvonne.white@taoiseach.gov.ie Post Department of the Taoiseach, Government Buildings, Upper Merrion Street, Dublin 2,

Ireland 1.9.2 The Department may decide to hold information sessions with prospective tenderers, in which

case all prospective tenderers will be invited. The responses to any queries received will be copied to all prospective tenderers.

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SECTION 2 SPECIFICATION OF SERVICES REQUIRED

2.1 This section sets out in detail the services required under the following headings:

- General Requirements - Consultancy Services for System Implementation - Training - Maintenance & Support

2.2 General Requirements 2.2.1 The successful supplier will be responsible for the complete and successful implementation of

the HR system and must produce a detailed implementation plan showing the proposed sequence of work, anticipated timescales, milestones, target dates and other necessary activities to successfully complete the implementation. An outline of this implementation plan must be included in the proposal. The proposed method for site preparation, including system installation, testing, application training and finally handing over to Department staff, is to be clearly stated.

2.2.2 The successful supplier must supply at least the following resources for the duration of the project: - a Project Manager - a Project Team with the necessary levels of skills and experience - training resources

It is expected that at least one member of the project team will be on-site for the full duration of

the project and that other key personnel, including the Project Manager, will be available to DOT project staff at all times during the project.

2.2.3 The proposal must include a thorough description of project team organisation, clearly

identifying responsibilities (including the Department's responsibilities). A list of personnel to be deployed, with details of relevant experience, must be supplied.

2.2.4 The successful supplier must demonstrate experience and expertise in the following areas: General Best practice in human resource management Project Management Information Systems implementation Technical/Products

Unix - Sun Solaris 8

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Windows 2000 Oracle RDBMS Microsoft Office

Lotus Smartsuite Application-Specific PeopleSoft HRMS (Version 8 SP1) PeopleTools (Version 8.17) PeopleCode Seagate Crystal Reports 8.0.1.0 Cognos Powerplay

SQR

OR

Analagous products in the event that an application other than Peoplesoft is proposed

2.2.5 The supplier must supply a list of reference sites of existing customers currently using a customised version of PeopleSoft HRMS (OR any alternative application proposed). The supplier should indicate those sites where it was responsible for implementation, integration, training, data conversion, etc. Any sites suggested should be live sites (not just at implementation stage) and be in a similar business environment such as the State Sector. No contact will be made with any of the customers suggested without prior contact with the tenderer.

2.3 Consultancy Services for System Implementation 2.3.1 Tenderers will be required to provide a quality consultancy service covering all aspects of

implementation, including

- implementation planning - project management - integration management - advice on hardware procurement - system hardware and software configuration - data clean-up and conversion - system testing - performance tuning of local databases - liaison with external organisations, including suppliers of systems which will interface

with the HR system and the Department of Finance - liaison with internal units, e.g. IT Unit - post-implementation support

Implementation Planning and Project Management 2.3.2 The supplier will be required to configure and install a fully operational HR system, including

both hardware and software, which meets all DOT requirements. The tenderer must produce a detailed implementation plan and outline the project management method to be used.

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Integration Management 2.3.3 The new system must be fully integrated with other systems currently in use within the

Department (see Appendix D). Hardware Procurement 2.3.4 The successful tenderer will be required to assist the Department in the specification of any

hardware required to support the new system. The Department will be responsible for procuring this hardware.

System Hardware and Software Configuration 2.3.5 The system must be handed over to DOT fully configured for live operation, with appropriate

levels of technical skills transfer to allow the Department's staff to operate the system and provide front-line support in the live environment. Provision should also be made for version control and for system and user acceptance testing environments.

Data Clean-up and Conversion 2.3.6 The successful supplier will be required to assist with the clean-up of data on existing systems

(ie mainly the existing Personnel Administration System) in preparation for its conversion for input to the HR system. Details of the tenderer's approach to the clean-up and the actual conversion must be included in the proposal. In this context, regard should be had to the relatively small number of employees in DOT and the possible advantages in terms of data conversion volumes.

System Testing

2.3.7 The successful supplier will be responsible for delivering a fully operational and performing system. In this context, it will be necessary for all system components and associated interfaces to pass a series of acceptance tests to confirm the accuracy of information, performance, capacity and stability of the technical infrastructure. The actual tests to be performed will be agreed during contract negotiation. At minimum, these will include a full system test, user acceptance test and technical testing (eg performance).

Performance Tuning of Local Databases 2.3.8 The successful tenderer will be required, in conjunction with Departmental staff, to analyse,

make recommendations and appropriately tune the environment and/or any Oracle databases supporting the system, for performance purposes. Response times and SLA’s to be agreed at contract negotiation.

Liaison with Internal Units and External Organisations 2.3.9 In co-operation with the DOT project team, the chosen firm will be responsible for liaising with

internal units and external organisations which are involved with the HRMS implementation and/or associated business processes and/or systems to which HRMS will interface. The tenderer will have particular responsibility in regard to technical matters relating to the system interfaces.

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Business Process Design and Transition 2.3.10 The successful tenderer will be required to advise the Department’s Project Team and

Personnel Section on issues relating to business process design and transition to the new system.

Post-Implementation Support 2.3.11 The successful tenderer will be responsible for (a) ensuring that all data sources have

converted correctly, (b) implementing cutover to full production including conversion of ‘live’ data from the old system and (c) providing skills transfer to DOT staff through work shadowing and/or workshops. The successful supplier should also provide at least 5 post-implementation support days, to be used at the discretion of DOT, the cost of which should be included in the overall tender.

2.4 Training 2.4.1 The successful supplier will be required to provide training services in the following areas: - initial system set-up - day-to-day use of the system - operational support/system maintenance and administration/first-line support 2.4.2 This will include class-room based training and production of associated training materials

(which will become the property of the Department to copy/amend as required for its own use), as well as any other training approaches which the tenderer feels would be appropriate to the Department's needs.

2.4.3 Indicative training numbers are as follows:

- 8-10 staff to be trained in the day-to-day use of the system - 2-3 staff to be trained in initial system configuration and set-up - 2-3 staff to be trained in operational support, system maintenance and administration

and front-line support - 1-2 people to be trained in reporting tools

Precise numbers will be confirmed when the project commences.

2.4.4 At present the staff to be deployed on the DOT project team, including technical staff, and the

prospective users have no experience of administration-related applications other than those currently in use (see Appendix D).

2.4.5 The training package delivered should be such that users are capable of carrying out front line

fault analysis/resolution. It should be sufficiently thorough to allow all users and administrators to use the application effectively. It should include training on report writing. It should also provide a train-the-trainer element which would enable key users to train other potential users in aspects of the system as it rolls out to line managers and employees.

2.4.6 With regard to technical /ICTaspects of training, tenderers should indicate in detail the skills to

be acquired through training and the associated costs, making clear costs that would not be

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incurred in the event that the Department's personnel already possess those skills to the required level.

2.4.7 Skills transfer should form an integral part of the tenderers approach to the implementation

phase. 2.4.8 The supplier will be required to deliver appropriate and effective operational support training to

2 DOT technical staff. This training should cover, at minimum:

- system backup and recovery - upgrades - patch application - system administration - troubleshooting

The training supplied should be comprehensive enough that these DOT staff are capable of carrying out front line fault resolution.

2.5 Maintenance and Support 2.5.1 The successful bidder will be responsible for maintenance and support of the system, in

conjunction with the Department's IT Unit, for an initial period of 1 year, with the possibility of extension. A minimum warranty period of 1 year is required on the implemented system from the date of handover.

2.5.2 Support cover should normally be available from 9am to 6pm Monday-Friday, with a facility for

support outside these hours as required. In the event of a problem which the Department classifies as critical (eg system not functioning), the response time must not exceed 4 hours.

2.5.3 The likely future upgrade path for the system should be explained, including details of how upgrades will be implemented and the possible implications for the Department.

2.5.4 In the event that a Peoplesoft HRMS solution is chosen, the Department of Finance has

established a Help Desk Facility (HDF) at CMOD which will provide a single point of contact between the Department of Finance and PeopleSoft for the purposes of requesting and monitoring the provision of Service. This will be used only if the DOT help procedures have not resolved the problem.

If an alternative solution is proposed, details of arrangements for provision of maintenance and

support should be specified. 2.5.5 In the event that a Peoplesoft HRMS solution is chosen, CMOD will be responsible for

maintaining Reference Table values on the HRMS which will be common to all Departments/Offices within the Civil Service.

If an alternative solution is proposed, facilities for maintaining and updating reference data (to

be supplied by DOT) should be specified. 2.5.6 In the event that a Peoplesoft HRMS solution is chosen, CMOD will be responsible, post

implementation and Departmental sign-off, for applying and carrying out initial testing of any

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required Updates & Fixes. They will also be responsible for Upgrades of the HRMS to ensure version control across the Civil Service.

If an alternative solution is proposed, facilities for post-implementation upgrading and change

control should be specified.

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SECTION 3 CONDITIONS OF TENDER

3.1 Submission of Tenders 3.1.1 Six (6) hardcopies and one softcopy of the Tender should be placed in a sealed envelope

marked " HRMS IMPLEMENTATION CONSULTANCY " and addressed to - Yvonne White Department of the Taoiseach Government Buildings Upper Merrion Street Dublin 2

3.1.2 The latest date for receipt of tenders is 12 noon on Friday 16 August 2002. Tenders which

are received after this deadline will not be considered. 3.1.3 Information supplied by tenderers will be treated as contractually binding subject to the

conditions and requirements laid down in this Request for Tender. The Department of the Taoiseach reserves the right to seek clarification or verification of any information contained in Tenders.

3.1.4 Tenders must be completed in accordance with the format specified in Section 5. Tenders

which do not comply with this requirement or are incomplete will be rejected. 3.1.5 Tenders should be valid for 90 days from the deadline for their receipt. 3.1.6 Tenders should be in English. 3.2 Payment 3.2.1 Any payment made for Consultancy under this contract will be subject to the applicable rate of

Withholding Tax. 3.2.2 Payment will be made in accordance with the Department's normal payment practices upon

satisfactory completion of work. Payments may be made on a phased basis by agreement. 3.3 Tax Clearance 3.3.1 Before a contract is awarded, the successful Tenderer will be required to promptly produce a

valid Tax Clearance Certificate from the Irish Revenue Commissioners or equivalent, i.e. Statement of Suitability from the Revenue Commissioners in the case of a non-resident Tenderer.

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3.3.2 It will be a condition of the award of the contract that all sub-contractors employed on the project must produce a tax reference number where payments exceed €650. Records of the tax reference numbers must be kept by the supplier and be available for inspection where requested by the Revenue Commissioners. Where payments exceed €2600 in any 12 month period, the sub-contractor will be required to produce either a current tax clearance certificate or a current C2 certificate. It should be made clear to sub-contractors that payments under a contract are at all times conditional on compliance with these requirements. It will be the responsibility of the successful Tenderer to ensure that any sub-contractor complies with these requirements. Contractors and subcontractors should be aware that payments under a contract are at all times conditional on the contractors being in possession of a valid appropriate certificate.

3.3.3 In responding to this RFT, tenderers should state that their tax affairs are in order and that

obtaining a Tax Clearance Certificate from the Revenue Commissioners will not pose a problem for them.

3.4 Tendering Costs The Department of the Taoiseach will not be liable in respect of any costs incurred by suppliers in the preparation of Tenders or any associated work effort.

3.5 Third Parties Where the tender is subcontracted in part by the successful tenderer to a third party, the

responsibility for meeting the complete contract requirements will rest with the original tenderer.

3.6 Freedom of Information. 3.6.1 The Department undertakes to use its best endeavours to hold confidential any information

provided by Tenderers subject to the Department’s obligations under law, including the Freedom of Information Act, 1997, which came into force on 21 April, 1998.

3.6.2 The Department requires that all information provided pursuant to this Request for Tender will

be treated in strict confidence by suppliers. 3.6.3 Should you wish that any of the information supplied in this tender would not be disclosed, you

should identify this sensitive information clearly, and specify the reason for its sensitivity. The Department will consult you about any such sensitive information before making a decision on its disclosure on foot of any relevant Freedom of Information Request which may be received.

3.7 Conflicts of Interest 3.7.1 Detailed contractual arrangements are not within the scope of this RFT. However, the following

conditions should be noted:

- Any conflicts of interest involving a supplier (or suppliers in the event of a consortium bid) must be fully disclosed to the Department particularly where there is a conflict of interest in relation to any recommendations or proposals put forward by the Tenderer.

- Any registerable interest involving the supplier and the Taoiseach, Members of the

Government, Members of the Oireachtas, or employees of the Department or their

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relatives must be fully disclosed in the response to this RFT, or should be communicated to the Department immediately upon such information becoming known to the supplier, in the event of this information only coming to its notice after the submission of a bid and prior to the award of a contract. The term ‘registerable interest’ and ‘relative’ shall be interpreted as per section 2 of the Ethics of Public Office Act, 1995

3.7.2 It will be a condition of Contract that all key personnel to be associated with the project, as

indicated in the Tender submission, be listed in the Contract documents. Where such personnel become incapacitated or otherwise unavailable, the Service Provider shall propose alternate staff of equal qualifications, experience and expertise for approval by the Department, which approval shall not be unreasonably withheld. Failure to provide an acceptable replacement within a period of three weeks may result in the Department terminating the contract.

3.8 Exclusions

Tenderers to whom any of the circumstances listed in Paragraph 1, items (a) to (g) of Article 29 of Council Directive 92/50/EEC (co-ordinating procedures for the award of public service contracts – see Appendix E) apply will be excluded from this competition.

Note: The Department reserves the right not to select any tender.

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SECTION 4

EVALUATION OF TENDERS AND AWARD CRITERIA 4.1 Initial Evaluation

Valid tenders will be initially evaluated by reference to the following qualification criteria: - Completeness of the proposal (ie the proposal should address all of the requirements

set out in Section 2 and comply fully with the format for responses set out in Section 5) - The stated ability of the supplier to fully meet all of the requirements set out in Section 2

Tenders that fail to meet these qualifying criteria will be excluded from further consideration.

4.2 Award Criteria 4.2.1 The contract will be awarded from the qualifying tenders on the basis of the most

economically advantageous tender, based on an assessment of the following in respect of each valid tender: Understanding of and Ability to Meet DOT Requirements

Ability To Complete The Assignment On Scope, Budget And Timescale

Quality of Training Proposals

Quality of Maintenance Support Proposals

Cost

Value for Money

4.2.2 During the evaluation period clarification may be sought in writing from suppliers. Responses to

requests for clarification may not materially change any of the elements of the tenders submitted. No unsolicited communications from tenderers will be entertained during the evaluation period.

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SECTION 5 REQUIRED FORMAT FOR RESPONSES TO RFT

5.1 Tenderers must present their proposals in the format shown in the following section.

This is a mandatory requirement. Tenders not in this format will not be considered. 5.2 General Information

Name, address, telephone and fax number of Tenderer. Name of person within tendering organisation dealing with the matter.

Name, address, telephone and fax number of any third party dealing with the matter.

Description of role or element of contract to be fulfilled by any third-party.

Identification of party who will carry overall responsibility for the contract.

Confirmation of acceptance by the Tenderer and any third parties of the conditions of tender described in Section 3, including the tax clearance provisions, of the request for Tenders.

A statement from the Tenderer that none of the excluding circumstances (a), (b), (c), (d), (e), (f) and (g) listed in Paragraph 1 of Article 29 of EU Council Directive 92/50/EEC (co-ordinating procedures for the award of public service contracts - see Appendix E), applies.

5.3 Implementation Proposal

Address point by point all of the requirements in Sections 2.2 and 2.3. This should include a comprehensive CV for the principal personnel proposed to be involved in the project.

5.4 Training Proposal Address the training requirements in Section 2.4 5.5 Maintenance and Support Proposal

Confirmation that the level, extent and nature of the maintenance and support requirements including any associated warranties described in Section 2 of this document will be met.

This should include: - details of the escalation procedures that are used when a problem cannot be resolved in

a reasonable time period

- any maintenance charges that might be incurred other than those requested in the maintenance section. This should include any special or exceptional maintenance charges that might arise

- terms and conditions of any warranty.

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5.6 Costs 5.6.1 All figures in the proposal will be used as a basis for proceeding with the successful

supplier. It is therefore essential that all costs either ongoing, or once off, be clearly identified in this section.

5.6.2 All costs must be quoted in euro and individual cost figures must be provided for each of the

following items: - Total cost of Implementation Consultancy Services, broken down by number of days

and per diem rate for each of the personnel proposed - Total cost of Training Services, broken down by number of days and per diem rate for

each of the personnel/training days proposed - Total cost of Maintenance and Support for the first year after live date, broken down by

the number of days and per diem rate for each of the personnel proposed - Overall Total Cost VAT charges should be clearly stated and included in the overall total cost. Licence Fees 5.6.3 Licence fees should NOT be included as part of the overall cost. 5.6.4 In the case of tenders based on Peoplesoft, DOT will procure licences in accordance with the

agreement already concluded for the civil service.

5.6.5 In the case of tenders based on other applications, full licence fees and any other costs of ownership - other than those included under 5.6.2 above - should be clearly stated.

Discounts 5.6.6 Please indicate clearly any discounts to which the Department may be entitled including: - Public sector discounts; - Early payment discounts; - Forward contract discounts; - Any other discounts Other Costs 5.6.7 Details of any other costs, taxes or duties which may be incurred should be clearly stated. 5.7 Any Other Information

The tenderer should include in this section any other relevant information which they consider appropriate but which is not included elsewhere.

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APPENDIX A PEOPLESOFT HRMS FOR THE IRISH CIVIL SERVICE

Product Selection A Project was initiated in December 1997 to acquire a Human Resource Management System for the Civil Service. A Request For Tenders (RFT) document which issued from the Department of Finance in September 1998 resulted in the selection of the PeopleSoft product. The Department of Finance is the licensee of the HRMS software. Customisation The system was initially implemented in the Office of the Revenue Commissioners and the Department of Social Community & Family Affairs. An integral part of this process was the customisation of the PeopleSoft product to provide a generic civil service system, i.e. a core system for roll-out to other Departments and Offices which would accommodate requirements emerging under the Strategic Management Initiative/Civil Service Reform Programme and Civil Service personnel management processes. These customisations have been applied to PeopleSoft HRMS (Version 8) and this version is now being implemented in Departments and Offices. A list of the main customisations that were carried out to provide a generic civil service system is included below. New Hire Process In order to successfully hire an officer into the Irish Civil Service the following customisations were

made: • New fields to record core and non-core posts, a drop down list of reasons why the post is non-

core and an associated review date. • Addition of a 'designated post' check box field to the position data page. • Compensation rate frequency details to default to 'weekly' for weekly paid officers and to

'annual' for all other employees. • Addition of an 'Account code' field to the work location page. • Addition of a display field to contain the description for the grade code on the Compensation

Page. • Addition of a 'CENSIS' tick box to the Position Data Page. • New pages were created for the purposes of recording PRSI details Pay Awards/Increments Process: The following customisations were developed to deal with increment awards and pay awards. • Development of a batch upload process to implement the Pay Awards/Increment Process. • Pay Awards/Increment Report, Pay Increment Forms and Employee Forms to print

automatically as part of the process.

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• Report to show the employees that are due a pay Increase over the following 6 weeks and/or currently off-point.

• HRMS/COREpay comparison report. Administering Allowances: A new page was designed to record employee allowance details. Leave of Absence Applications Pages to record the following employee applications: • Term-time leave. • Worksharing. • Career Break. • Maternity Leave. • Special Leave. Worksharing Process. The work schedule page was amended to allow the recording of the Irish Civil Service work-sharing

multiplier. Termination Process Pages were added to record Pension details and Employment Service details Internal Competition Process The PeopleSoft HRMS recruitment module was modified to suit the Irish Civil Service competition

process including: • The facility to record regional location on the requisition page. • The facility to record Irish proficiency ratings for a given position. • The facility to record Civil Service Competitions Order of Merit • The development of a set up table for interview boards to record the following details: the

Requisition number, Board name, Board members, Venue, Interview level, Date, Time and Geographical location.

• The development of a report to automatically create interview schedules based on the competition schedules.

Transfer List In order to facilitate transfer lists, new pages were developed to: • view transfer lists based on location, • show all applicants for a given location • record all the locations an applicant has applied to transfer to. Annual Leave PeopleSoft HRMS was modified to deal with the recording of Annual Leave for the Irish Civil Service.

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Monitor Absences The following customisations were created to deal with absences: • Development of an on line inquiry displaying a summary of absences, with a running total for 1

year and 4 years and warning signs at each stage of the absence process, e.g. 56/183 days. • Display an absence type of Paid or Unpaid. • Addition of 'full time/part time' to the absence data page. • Addition of a 'resumption date' field to the Monitor Absence page. • Addition of a field displaying an officer's work schedule on the job data page. • Worksharers: facility to include the calculation based on a multiplier. • Addition of a new field to record if the absence is discountable. • Display a warning sign on the general absence page if the total number of days sick leave is

greater than 150 days in the previous 12 months or greater than 330 days in the previous 4 years.

• Display a warning sign on the general absence page if the total number of uncertified sick leave days is greater than 5.

• A page for the purpose of generating absence letters. Parental Leave Pages have been created to record parental leave as per parental leave legislation. Training The following customisations were made to the Training Module: • An invoice page was developed. • The following fields were added to the Tuition Reimbursement Page: Application Status (Drop Down Field with valid values: Appeal, Approved, Deferred, Pending,

Rejected) Application Date (date field which should state the date the application was received) Percentage (% Reimbursed ) Account code field

• The following changes were made to the Course Student Enrollment Page; The Job Code field was added to the page. A Follow Up Action tick box was added The ‘Department’ field’s name was changed to ‘Employees Department’ Application status of Appraisal Course Wait, Appraisal Session Wait and Waiting Course Enrollment

• The Special Projects Page was copied from the Manage Competencies module. • An Account Code setup table was created • A ‘Name’ field was added to the Course Waiting List page

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APPENDIX B DOT FUNCTIONALITY REQUIREMENTS

Peoplesoft HRMS If a proposal based on Peoplesoft HRMS is selected, the Department will implement the civil service version of the application with all the customisations included. However, a phased introduction of some features may be considered, on the basis that:

- all features will be available from live date - pre-implementation training will cover all features - DOT will not expect any additional resources to be deployed by the tenderer post-

implementation specifically to support such phasing (or alternatively will pay for such resources on a time and materials basis)

The precise nature of any phasing will be decided in conjunction with the selected supplier and included in the project plan. Suppliers should indicate in their tenders if there are additional cost implications associated with the approach outlined. Applications Other Than Peoplesoft If the tenderer proposes an application other than Peoplesoft, they will be required to demonstrate that the proposed system offers functionality equivalent to that offered by the civil service customised version of Peoplesoft. DOT-Specific Requirements The chosen system must also meet the DOT-specific requirements which are set out below. These requirements represent the key data and reporting requirements of the Department. The new system should be able to meet these requirements. The Department may wish to verify this through presentations, discussion and scripted demonstrations (which will be based around the following). General Employee Details: Name, Address, Date of Birth etc… Annual Leave Details: Entitlements, absences, type and duration of absence, legislation compliance (Working time Act) Sick Leave Absences – duration, certified/uncertified, sick pay calculations, HR Control and Monitoring – warning when limits reached (eg 7 days in 1 year) Current Work Details: section, grade, job description, start date in that post, supervisor etc… Service Records: details of all dates, grades, promotions, transfers of each individual Special Leave: Details of same (career break, term time special leave, etc., duration, pay/off pay) Worksharing: details of same, duration, partner, etc., RSI Class: RSI (required for pension purposes) and Taxation details Domestic Details: Marital status, dependants

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Attendance Details: Compliance with legislation, flexitime & Overtime Garda Clearance: Security clearance received/not received, date Contract Staff : Renewal date of contract, duration of contract, details of pension scheme, sick leave, annual leave, pay equivalent to what grade Cost Centre: breakdown of staff in each plus cost (intergared with financial system) Subhead Apportionment: breakdown of staff in each plus costings, including salary, pension, overtime (integrated with financial system) Salary Scales and points/increments: salary “to date” amounts Allowances and Bonus Schemes: details of type plus amount of all allowances and breakdown of staff in receipt of same and for what duration Pension Entitlement Calculations: new legislation may be introduced in this area (for further clarification) Pension Records and Management Reports Organisation Charts Maintain Role Profiles for each Position, linked to each Employee Maintain details of gender balance of staff/age profile of staff by grade, section etc Increment and Probation Details Interview Boards – details of same and details of board (male to female ratio etc.) Transfer Lists (including lists of staff wish to transfer in and who request transfers out of this Department) Facilities for Importing and Exporting Data from Other Systems Electronic Transfer of Word Documents onto Employee file Scanning Facility (eg medical certs) onto Employee file Maintain details of our Departments staff seconded out for whom we recoup salary and salary calculations Maintain details of other Departments staff seconded in for whom salary is recouped from us and salary calculations. Integrate our present General Round Increase database into new HRMS one. Calculate marriage gratuity General Reporting Requirements Active staff – all staff and also numbers in a particular grade – gender etc & amount of staff serving in previous years etc. Date of retirement Sick leave reports broken down into All, Males, Females, Uncertified / Certified (within a particular period certified/non certified) etc. Recent promotions (able to choose certain period) Allowances (who and what allowance) Individual staff details report Current staff on career-break and from when and return date Probation reports and incremental reports Off-scale list including going on scale date Seniority lists Annual Leave Reports (for past & future instances, show who is on leave, when on leave and for how long etc.)

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Staff eligible for promotion reports i.e. should show staff (e.g. EOs) that have 2yrs service for a HEO competition and so on. Travel Pass Scheme Applicants name, type of ticket purchased, price etc. Eye Test Reports Staff who availed of eye tests etc. & preplanned appointments Irish Proficiency Reports List Irish speakers within the Department, different translation services available etc. Training / Qualifications Reports List of staff with Certificates / Diplomas / Degrees etc. Reports on staff who have purchased notional service / transferred their service. Comprehensive Reports on recruitment competitions (male/female success rate / male/female ratio applications) General demographics - staff numbers, by grade, gender, age. length of service in Department, Civil Service and section Record of staff turnover in terms of grade, post, division, gender, division, date, reason for leaving, length of service, age , recruitment source, cost Absence management - absenteeism by section, division, age, grade, gender, reason, day of week, length of service also lates, sick days per full time employee equivalent, sick days compared to allocation per year e.g. 5 day limit, cost Accidents - rates, costs, lost time etc. Recruitment - offer to acceptance ratio, number of applicants and number of hires per recruiting source, interviews per offer, cost per hire HR expense -per employee, as a % of total expense Training Requests, Notification and Evaluation

We will enter training needs on the system as and when we received requests. This information should be entered on a form which records, perhaps through a tick-box method, the following information: grade, gender, section/divn., training category. There should also be fields for cost, course title, course provider, dates, number of training days, name of trainee, address of training venue and course timings. When the form is complete, the system should generate an e-mail to the trainee, letting them know that the course has been arranged, the date, the venue and the start time. Also when course available matches employee requests, if possible. The system should generate a reminder to the trainee two working days before the course. The system should generate an e-mail to the trainee on the first working day back in the office with an electronic questionnaire which will evaluate the course. The questionnaire should also include a percentage rating. The questionnaire should be automatically e-mailed back to the Training Unit on completion. The system should be able to generate Satisfaction Reports overall and also by course, by category, by grade, by gender, by section/divn. Also issue evaluations to trainees and managers 3 months on to track effect of training on job performance.

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Performance Management and Development System (PMDS) Ideally, the system would include electronic Role Profile and Formal Annual Review Forms. It should track that the 3 sets of reviews have been held and forms completed (and when) so that reports can be generated by Division etc. The system should be able to send reminders to managers that it is now time to complete interim review etc. The elements relating to role description (Long-Term Objectives) would could be “published” (subject to agreement with employees and management). Completion of the Training & Development Request section should generate an e-mail to the Training Unit via the job-holder’s manager (all T&D requests must be approved). The courses listed by the applicant should automatically appear on a report “Training Requested But Not Yet Received” (see below), on a report by individual training plan, and the ratings element of the form should go automatically to Personnel It should be technically possible to match the competencies of individuals to job profiles. Training received will also be recorded (see below). Competencies (including but broader than courses received but also work experience, length of time in job, seminars, coaching, on the job training, self learning, staff skills) by individual and organisation.

Role profile and competencies for each job so can be matched to individuals and sent to new staff as job description - also could be used as part of recruitment module for advertising job vacancies/promotions etc. Capacity to note rewards if/when linked to reviews. Merit pay awards. Upward feedback tracking, including % completed by division, grade etc. Average change in performance appraisal rating over time. Comparison of ratings for different supervisors.% of performance appraisals completed on time.% of employee development plan completed.

Training Reports We need to be able to generate reports in a given period under the following headings � Name of trainee: all courses s/he has attended in the calendar year and the training year (April-

April) and any other given period;. � Gender of trainees: all courses attended by gender in the calendar year and the training year

(April-April) and any other given period; � Grade of trainees: all courses attended by all in a given grade in the calendar year and the

training year (April-April) and any other given period; � Section of trainee: all courses delivered to all grades in a given section/division in the calendar

year and the training year (April-April) and any other given period. Plus, breakdown of training delivered within a section by gender..

� Title of course: names, grades, gender & sections of people who attended it; � Category (e.g., 'IT', 'communications', 'customer care', etc.) qualifications arising from course

(whether refund of fees courses or courses arranged here); � Expenditure by individual; by section/division; by gender; by course; by category of training;

by cancelled courses/non-attendance; by training days; by grade. � Training days delivered per calendar year and training year; by grade; by individual; by

gender; by course; by category; expenditure � Qualifications arising from training -should also show under each person’s record. Also skills

e.g. IT literacy, languages. � Each course: cost; grade, section & gender of trainees; trainees’ evaluations

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� Category of training: expenditure; section; gender; individual; dropouts. � Stock of training materials � Dropouts and cancellations: the database should keep track of no-shows, constant cancellers,

etc., and reasons given each time for cancellation. � On-line application for training courses advertised through system. � Course evaluation

Training Expenditure

Overall -at any given date and compared to 4% of payroll target By gender By grade By individual - i.e., total amount spent on an individual in a given period By Section/Division - i.e., total amount spent on a Section/Divn. in a given period. By Course By category of training As a result of cancellations/drop-outs Refunds of Academic Fees - by grade, gender, individual, Section/Division, Course, Category.

Also state whether payment was pre- or post-course completion Cost of running training section -staff salaries, overheads etc. Expenditure as a proportion of individuals in grade to see if proportionate spend Cost per trainee hour % of payroll spent on training

Training Days

Cost per training day By grade By individual By Section/Division By training category By course Lost due to cancellations Delivered by Training Officer Delivered by self-learning (Learning Resource Centre) By length of service e.g. Less than one year and more than one year By gender.

Training Categories Cost By gender By grade By individual By Section/Division By course

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By cancellation/drop-outs By date requested -and flags if not delivered within 3 months

Courses Delivered By cost By training provider (incl. Training Officer and e-learning/Learning Resource Centre) By gender By grade By Section/Division By category By drop-outs/cancellation

Courses Requested But Not Yet Provided By cost By gender By grade By Section/Division By individual By category By course Course calendar Training needs at organisation level

Training By Section/Division/Cost Centre

By course By training category By cost By trainee By gender Courses requested but not yet delivered Dropouts/cancellations Evaluations

Reports by Employee Courses taken Expenditure Courses requested but not yet received Courses cancelled/dropped-out Categories of training Qualifications acquired from training Competencies developed

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Refunds of fees - which course(s), how much, other such courses previously taken Refund of Fees Scheme � per calendar year and training year (April-April) - � details by individual, section, grade, gender. � expenditure by name, grade, gender, section, division. � Tracking all refunded courses previously taken by individuals � Courses passed/failed/results/payments etc. � Portfolio of refund of fees courses

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APPENDIX C EQUIPMENT AND LOCATIONS

Equipment The Department will provide equipment which, where appropriate, will meet at least the minimum specifications as set out in PeopleSoft's Hardware and Software Requirements Guide for PeopleSoft 8. This will include:

- Database Server; - File Server; - Application Server; - Web Server; - Uninterrupted Power Supply system; - Backup tape storage system.

If an alternative application is proposed, the Hardware and Software requirements should be stated. Desktop Machines Desktop Machines will be provided by the Department and will meet at least the minimum specifications as set out in PeopleSoft's Hardware and Software Requirements Guide for PeopleSoft 8 If an alternative application is proposed, the Desktop Machine requirements should be stated. Desktop Software All Desktop Machines will be loaded and fully configured with: - Windows 2000 - Microsoft Office 2000 Network Information DOT operates a LAN conforming to the ISO 8802/03 standard using 10 Base 2, 10 Base 5, 10 Base T and 10/100 Base T cabling media. Locations Initial users of the system will be located on a single site Government Buildings. A small number of subsequent users (up to 20) may be located at a site within several hundred yards of the main site which will be fully networked to the main site.

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APPENDIX D EXISTING SYSTEMS

General Principles In principle, DOT wishes to implement a system that:

- continues to interface with those systems with which PAS interfaces - improves the efficiency and usefulness of those interfaces where possible - maximises the integration of internal systems - minimises data duplication - minimises process duplication - minimises the skill sets required of users and technical staff

Personnel Administration System (PAS) This is the current system. See details below. Financial Management System DOT has recently implemented Oracle Financials as its financial management system(FMS). The HRMS should share data and/or interface as closely as possible with the FMS where possible, eg employee-related data, expenditure etc

Security/Access Control System (Multimax) DOT operates a security/access control system which records employee details and associated access rights within the office by means of a swipe card. The HRMS should be integrated with this system, eg share employee data, access rights and identity data including photos. Payroll System DOT’s payroll is managed using the Corepay application. It is operated by the Department of Finance (DoF) on an agency basis. Pay details are currently held on the PAS and pay changes are communicated to DoF manually. There is a facility to run reconciliations between the Corepay and PAS details on a quarterly basis, using a file produced by DoF as input to a PAS programme. This process subsequently produces an output file of staff numbers by grade which is transmitted to the DoF CENSIS system, which records and tracks staff numbers across the civil service. The PAS loads data from a flat file produced by the Department of Finance’s Payscales system to allow for automatic pay changes when general pay increases take effect. This process applies to staff who are on standard payscale points (approx 60%), while the balance of the changes are done manually (approx 40%).

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Time and Attendance/Flexitime System DOT uses Vision Time to record and report on hours worked by staff on flexible working hours (approx 55%). The current system does not interface with PAS. However, the new HRMS should provide for a facility to automatically update leave details which have been recorded on the flexitime system (subject to any changes required to the latter). The Intranet and Website DOT has an internal intranet and a suite of websites. The HRMS should provide a facility for dynamic interfaces with these where appropriate, where data on HRMS is to be published/shared (eg organisation chart). The Existing Personnel Database The Personnel Section uses a Lotus Notes database which contains a file index, including a file for each employee. Each file contains a series of documents which are typically created in standard MS or Lotus formats, eg Word, Wordpro, Amipro, Excel, 123 etc. These records may also be held in hardcopy, with other records not generated internally, on employee personnel files. There is no interface between PAS and this database. The new system should provide for an interface if possible or, as a minimum, provide a facility whereby all future electronic documents (including scanned documents) can be linked to and viewed with the employee record on the HRMS. Personnel Administration System (PAS) – Details of Current Situation The Personnel Administration System (PAS) is a record keeping and information extraction system based on personnel data. It is designed to support the work of the Personnel Unit, but not to replace any of the decision-making carried out by staff in the unit. It is a comprehensive system, encompassing all aspects of work in the area and is the standard Personnel system throughout the Civil Service. The data contained in the system fall broadly into 3 separate categories viz :- (1) Employee Data . Personal Details (Addresses, Phone Nos., Next of kin etc.) . Work Details (Post, Location etc.) . Salary Details (Scale, Point, Increments, Reductions Salary History etc.) . Absence Monitoring (Annual, Sick, and Special Leave) . Job-Sharing Details . Training Courses Attended, Fee Refunds Received . Qualifications Obtained . Competitions Applied For . Disciplinary Instances and Actions (2) Organisational Data . Organisational elements (Sections). - Each element is linked to it's hierarchical superior. . Posts (Duties, Grades, whether temporary, vacant, job-shareable, embargoed etc.) Posts exist

independently of employees.

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(3) System Data This is data which is independent of individual employees. This data is split into 2 distinct types: . Site Specific Information Information such as Organisation Structure, Post information, Locations, Courses etc which are

specific to a site are maintained by each individual site. . Centrally Maintained Data This consists of data which is common to all sites and must be maintained centrally to ensure

consistency. This data is exported to each site when changes or updates occur (e.g. Pay Increases). This data includes:

Grade and Scale information Allowances Department Titles Entry and Promotion Methods Leaving Codes This allows extraction of data for use by the Department of Finance.

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APPENDIX E

ARTICLE 29 OF EC DIRECTIVE 92/50/EEC

Extract from Article 29, Paragraph 1 of EU Council Directive 92/50/EEC of 18th June 1992, co-ordinating procedures for the award of public service contracts.

Any service provider may be excluded from participation in a contract who: (a) is bankrupt or is being wound up, whose affairs are being administered by the court, who has

entered into an arrangement with creditors, who has suspended business activities or who is in any analogous situation arising from a similar procedure under national laws and regulations;

(b) is the subject of proceedings for a declaration of bankruptcy, for an order for compulsory winding up

or administration by the court or for an arrangement with creditors or of any other similar proceedings under national laws and regulations;

(c) has been convicted of an offence concerning his professional conduct by a judgement which has the

force of res judicata; (d) has been guilty of grave professional misconduct proven by any means which the contracting

authorities can justify; (e) has not fulfilled obligations relating to the payment of social security contributions in accordance

with the legal provisions of the country in which he is established or with those of the country of the contracting authority;

(f) has not fulfilled obligations relating to the payment of taxes in accordance with the legal provisions of

the country of the contracting authority; (g) is guilty of serious misrepresentation in supplying or failing to supply the information that may be

required under this Chapter. Where the contracting authority requires of the service provider proof that none of the cases quotes in (a), (b), (c), (e) or (f) applies to him, it shall accept as sufficient evidence: - for (a), (b) or (c), the production of an extract from the 'judicial record' or, failing this, of an

equivalent document issued by a competent judicial or administrative authority in the country of origin or in the country whence that person comes showing that these requirements have been met,

- for (e) or (f), a certificate issued by the competent authority in the Member State concerned. Where the country concerned does not issue such documents or certificates, they may be replaced by a declaration on oath made by the person concerned before a judicial or administrative authority, a notary or a competent professional or trade body, in the country of origin or in the country whence that person comes.

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Member states shall, within the time limit referred to in Article 44, designate the authorities and bodies competent to issue such documents and certificates and shall forthwith inform the other Member States and the Commission thereof.