NATIONAL SKILLS FUND
TENDER BRIEFING SESSION
TO APPOINT A SYSTEM INTEGRATOR TO
IMPLEMENT AN INTEGRATED MICROSOFT
DYNAMICS BASED SYSTEM
15 December 2015
1
Content
1.
PURPOSE OF TENDER
2.
BACKGROUND
3.
SCOPE OF WORK AND TIMEFRAME
4.
SUBMISSION OF PROPOSAL
5.
TECHNICAL SUBMISSION
6.
FINANCIAL SUBMISSION
7.
EVALUATION CRITERIA
8.
QUESTIONS AND ANSWERS
9.
ANNEXURE A – NSF OPERATING MODEL
2
1. PURPOSE OF TENDER
TO APPOINT A SYSTEM INTREGRATOR TO:
PART1: IMPLEMENTATION (12 MONTHS)
Implement a scalable Microsoft Dynamics based system comprising of:
• Enterprise Resource Planning (ERP) system;
• Customer Relationship Management (CRM) system;
• Programme, Project and Portfolio Management Solution; and
• An integrated Enterprise Content Management (ECM) system.
The implementation of the integrated system(s) must be phased as follow:
Phase 1 (6 months): NSF’s core functional processes and critical support services
processes;
Phase 2 (3 months): NSF’s executive office processes; and
Phase 3 (3 months): NSF’s other support services processes.
3
1. PURPOSE OF TENDER
TO APPOINT A SYSTEM INTREGRATOR TO:
PART 2: MAINTENANCE AND SUPPORT (36 MONTHS, WITH OPTION TO EXTEND
WITH 24 MONTHS)
Provide maintenance and support for a period of 36 months after the system(s)
goes live, with the option to extend the maintenance and support for an
additional period of 24 months.
4
2. BACKGROUND
LEGISLATIVE BACKGROUND ON NSF
 The NSF was established in 1999 in terms of section 27 of the Skills
Development Act, 1998 (Act No. 97 of 1998).
 . The NSF has the primary function of funding:
• National priority skills development programmes and projects as
identified in the National Skills Development Strategy (NSDS);
• Skills development programmes and projects in support of the Skills
Development Act; and
• Any activity undertaken by the Minister of Higher Education and
Training to achieve a national standard of good practice in skills
development.
5
2. BACKGROUND
OPERATIONAL BACKGROUND ON NSF
 NB! Operationally, in order for the NSF to fulfil this mandate, it must
develop skills development grant disbursement criteria and procedures,
monitor the actual output (deliverables) against targets in relation to
grants disbursed, evaluate the outcome and impact of its investment in
skills development and steer the development of internal and external
structures and systems to effectively and efficiently achieve its goals.
 NB! Monitoring and evaluation of skills development initiatives funded
by the NSF has become key in ensuring that the NSF remains well
aligned to its mandate and strategy and efficient and effective in the
funding of skills development.
6
2. BACKGROUND
OPERATIONAL BACKGROUND ON NSF
 The following are key enablers towards strengthening monitoring and
evaluation within the NSF:
• Clear and robust processes within which execution, governance, compliance
and management are embedded;
• Skilled and capable employees;
• A strong technology backbone; and
• A transparent performance management regime.
7
2. BACKGROUND
CURRENT OPERATIONAL ENVIRONMENT
 NSF is currently mainly operating in a manual paper-based environment, with
systems in the main being limited to government’s transversal systems namely
BAS, PERSAL and LOGIS.
 The NSF must continue to make use of PERSAL as all NSF employees are
employed by the DHET in accordance with the Skills Development Act, 1998
(Act No.97 of 1998).
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2. BACKGROUND
CURRENT OPERATIONAL ENVIRONMENT
 The current manual paper-based environment in itself constrains the NSF in a
number of ways, some of which are listed below:
•
•
•
Significant and time-constraining manual intervention is required to perform all
NSF reporting (monthly, quarterly and annual reporting). This includes financial
reporting, performance reporting, human resource reporting and compliance
reporting;
NSF processes are mainly re-active rather than pro-active as there are limited early
warning signs and timely information to inform early mitigating actions;
Performance at organisational, project, programme, departmental and individual
level is not clearly linked. Shortcomings in the objective monitoring of performance
at an individual, project and programme level on a timely and continuous basis
exists due to the objective evidence of performance not being readably available,
but contained in hardcopy documents.
9
2. BACKGROUND
TO PRODUCE THIS REPORT TOOK THE NSF 4 MONTHS, WITH 2 DEDICATED
PEOPLE BEING ALLOCATED TO IT RESPONSIBLE FOR COLLECTING AND COLLATING
THE DATA FROM ALL THE NSF PROJECTS (HARD COPY FILES AND EXCEL). DESPITE
ALL THE HARD WORK, THE DATA STILL HAS A +-15% ERROR ON IT, LEADING TO A
QUALICATION FROM THE AUDITOR-GENERAL.
2. BACKGROUND
AUTOMATION OF PROCESSES > MOVE TO MORE
PAPERLESS AND REAL-TIME ENVIRONMENT
 The implementation of the systems should therefore automate processes to
improve efficiency and effectiveness within the NSF and assist NSF to move to
a more paperless and real-time environment.
 It should contribute towards implementing:
• Clear and robust processes within which execution, governance,
compliance and management are embedded;
• A strong technology backbone; and
• A transparent performance management regime.
11
2. BACKGROUND
NEW OPERATING MODEL AND RE-ENGINEERED
BUSINESS PROCESSES
 NSF has recently developed a new operating model for the Fund and reengineered its business processes.
 The new operating model and re-engineered business processes informs the
NSF’s business needs and requirements from an IT perspective and the way
forward.
 The new business processes have been mapped in extensive detail in an
operating modelling tool called Enterprise Architect.
 The detail report containing the mapped processes will be made available to
the successful bidder (It is a +-664 page document).
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2. BACKGROUND
NEW OPERATING MODEL AND RE-ENGINEERED
PROCESSES
 The detail report containing the mapped processes will provide detail of each
component of the operating model (Level 1), providing details of Levels 2 to 3
and detailed activities at Level 4.
 The Level 4 activities are matched to a specific role / ‘swim lanes’ (appearing
as vertical partitions), providing guidance as to the responsible resource to
perform the associated activity.
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2. BACKGROUND
NEW OPERATING MODEL AND RE-ENGINEERED
PROCESSES
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2. BACKGROUND
NSF Operating Model
Executive Office Processes
Marketing &
Communication
Governance, Risk
and Compliance
Secretariat
Core Functional Processes
Integrated Skills Planning
Projects
Bursaries
Fund Management
A
Performance Planning, Monitoring and Reporting
Support Service Processes
Finance
Management
Content
Management
Human
Resources
Legal
IT Support
Supply Chain
Management
Internal Audit
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Facilities &
Occupational
Health & Safety
Asset
Management
2. BACKGROUND
PROJECTS
(Level 2)
Level 2: End-to-End Process (Projects)
Initiate
Execute
Close - Out
Rev iew
Initiate
NSF
Project initiation involves the translation of strategic objectives, outcomes and outputs into detailed
activities to be included as part of a
Operating
project scope. It further addresses the planning for and soliciting of suitable partners and service
providers
in preparation for the
Model
execution/implementation phase.
Project initiation is managed by the Projects Initiation Team.
Execute
During the execution phase the Service Provider commences with implementation while the NSF's Project Monitoring Team monitors the
project's performance on the achievement of outputs as well as adhering to the planned expenditure and schedule/programme.
Close - Out
During the close-out phase the NSF's Project Monitoring Team performs a final assessment on the project's achievement of outputs prior to
issuing the relevant certificates and performing financial close-out.
Review
Subsequent to project close-out a post implementation review/impact assessment is performed according to the agreed metrics (outcomes)
of the project.
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2. BACKGROUND
PROJECTS (Level 3)
Projects Level 3: Sub-Process (Execute)
Project Set Up
The Project Monitoring Team proceeds to orientate the service provider for project implementation. All monitoring and evaluation measures and events are communicated and scheduled.
ActivityInitial
Monitor Performance (Monthly)
Proj ect Set Up
The Project Monitoring team monitors the performance of the Service Provider on the achievement of project outputs and outcomes within the agreed time frame and budget on a monthly and or ad hoc basis as required.
Monitor Performance (Quarterly)
The Project Monitoring team monitors the performance of the Service Provider on the achievement of project outputs and outcomes within the agreed time frame and budget on a quarterly basis. Invoice verification forms
part of this process.
Monthly
Quarterly
Monitor Performance
(Monthly)
Monitor Performance
(Quarterly)
Perform Learner Verification Site Visit
Verification of learner details / achievements against the service provider's report is performed by the project manager during the site visit. The selection of the sample size to verify the site is done randomly by the project
manager at his/her discretion.
Site Visit?
Yes
Learner
Verification
Site
Visit
Type?
Perform Progress Verification Site Visit
Progress
Verification
Perform Learner
Verification Site Visit
A progress verification site visit is performed by the project manager to assess the progress of the project against a Service Provider's reported metrics. This may be done on an ad hoc basis subject to the project manager's
discretion or in response to an incident. Monthly progress verification may be required for high risk projects.
Invoice
Verification
Perform Progress
Verification Site Visit
Perform Inv oice
Verification Site Visit
Perform Invoice Verification Site Visit
An invoice verification site visit is performed on a quarterly basis by the project manager, entailing an assessment of progress of the project as well as verification of the project expenses. The selection of the sample size of
the invoices / financial documentation to verify the site is done randomly by the project manager at his or her discretion.
If Required
Dev elop Rescue Plan
If Required
If Required
Develop Rescue Plan
Renegotiate / Teminate
Project Contract?
Terminate
In cases where the service provider is unable to meet project requirements or contractual obligations and termination of their services occurs, a rescue plan must be implemented. The rescue plan applies only in cases
where learners will become disenfranchised due to termination of the project.
Renegotiate Project Contract
Renegotiate
Terminate Proj ect
Contract
Renegotiate Proj ect
Contract
Renegotiate the project contract based on the requirements of the NSF.
Terminate Project Contract
Change
Request?
FlowFinal
Terminate the project contract based on the requirements of the NSF.
No
Administer Change Request (Minor Change)
Yes
Major?
Minor?
Minor
All changes to the project scope, budget and time frames are assessed and managed accordingly.
Major
Administer Change
Request (Minor Change)
Administer Change
Request (Maj or Change)
Administer Change Request (Major Change)
All changes to the project scope, budget and time frames are assessed and managed accordingly.
Perform Interim Evaluations
Perform Interim
Ev aluations
No
Interim project evaluations are performed to assess performance on outcome indicators where applicable.
ActivityFinal
Proj ects
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2. BACKGROUND
Swimlanes = responsible person(s)
Prepare Quarterly Progress Report
The SP prepares a quarterly progress report as per pre-determined requirements. If a remedial action plan exists, Quarterly reports must include progress updates against the agreed remedial actions plan. The Quarterly Progress Report for the Service Provider must include a Pro Forma Invoice.
Projects Level 4: Activities (Monitor Performance - Quarterly)
Serv ice Prov ider
Team Lead/s: Proj ect
Partner: Finance Portfolio
Head/s: Regional
Head: Initiation & Ev aluation
Acti vi tyIni ti al
Perform Desktop Review of Quarterly Report
PROJECTS
(Level 4)
The project manager reviews the quarterly report as submitted by the SP. This report is compared against items listed in the M&E Matrix (where relevant) together with any major deviations from the agreed schedule and cash flow. If a remedial action plan exists, Quarterly reports must include progress updates against the agreed remedial actions plan.
Quarterl y
Perform Desktop Review of Quarterly Report
Prepare Quarterly
Progress Report
Finance reviews the quarterly report as submitted by the SP. This report is compared against planned and valid expenditure. If a remedial action plan exists, Quarterly reports must include progress updates against the agreed remedial actions plan and strict assessment of planned vs actual expenditure.
Perform Desktop Review of Quarterly Report
Perform Desktop Rev iew
of Quarterly Report
Review the quarterly report as submitted by the SP.
Approved?
Yes
Perform Desktop Rev iew
of Quarterly Report
Amend Quarterly Progress Report
The Service Provider amends the Quarterly Progress Report to incorporate any suggested changes and/or updates.
Perform Desktop Rev iew
Yes
of Quarterly Report
Approved?
No
Amend Quarterly
Progress Report
Determine if a Site Visit is Required
No
Approved?
No
Based on the content included in the progress report, a site visit may be required.
Yes
Determine if a Site Visit
is Required
Determine Type of Site Visit Required
The type of site visit to be performed by the project manager is determined from the detail contained in the Service Provider’s Quarterly Report. An invoice Verification site visit will always be required on Quarter-end and Learner Verification and / or Progress verification may be required on Quarter-end, but only on isolated instances. When the type of Site Visit has been determined, a team must be established to conduct the site visit including representatives from the following:
Projects
Initiation
ISP
Finance
Requi red?
Yes
Determine Type of Site
Visit Required
Prepare Site Visit Report and Update M&E Matrix with Quarterly Indicators
T ype?
A site visit report, learner verification report and the monitoring section of the M&E matrix is updated with information obtained from the site visit(s).
Learner Veri fi cati on
Progress Veri fi cati on
Invoi ce Veri fi cati on
Review Site Visit Report and M&E Matrix for Accuracy, Completeness and Validity
Proj ects (Perform
Learner
Verification Site
Visit)
Proj ects (Perform
Progress
Verification Site
Visit)
Proj ects (Perform
Inv oice
Verification Site
Visit)
Review all relevant site report(s) and M&E Matrix prepared by the project manager.
Amend Site Visit Report and or M&E Matrix
No
Prepare Site Visit Report
and Update M &E M atrix
w ith Quarterly Indicators
Update the relevant report and/or matrix.
Determine if Project Performance is On Track
Rev iew Site Visit Report
and M &E M atrix for
Accuracy, Completeness
and Validity
Amend Site Visit Report
and or M &E M atrix
No
Determine if Proj ect
Performance is On Track
Yes
Based on the findings listed in the site visit report(s) and M&E Matrix, the project manager determines if project performance is on track.
Approved?
Determine if Existing Remedial Action Plan is in Place
Should the performance not be on track, the project manager confirms if a remedial action plan is currently in place on the project (i.e. from a previous iteration).
Proj ects (Perform
Interim
Ev aluations)
Determine if Remedial Action Plan Requires Amendment
Perform ance
on T rack?
In the event that a previous remedial action plan is being implemented, it is confirmed by the project manager if any updates and/or changes should be effected.
No
Determine if Rescue Plan is Required
Determine if Existing
Remedial Action Plan is
in Place
The project manager determines if a rescue plan is required. This is for cases where learners and/or infrastructure need to be reallocated or transferred. A risk assessment needs to be performed during the contract termination process which will inform this rescue plan.
Pl an i n
Pl ace?
Request Remedial Action Plan from Service Provider
Yes
In the event of under-performance on outcomes, outputs, expenditure and/or schedule, the project manager requests the SP to prepare a remedial plan to expedite progress on the project. The project manager further includes terms and conditions of the action plan and facilitates a way forward session.
Determine if Remedial
Action Plan Requires
Amendment
Prepare and Submit Remedial Action Plan
No
Request Remedial Action
Plan from Serv ice
Prov ider
Am endm ent?
Yes
The SP prepares a remedial action plan to address and resolve items raised by the NSF.
No
Proj ects
(Terminate Proj ect
Contract)
Determine if Change Request is Required
The content of the remedial action plan may result in a change on the project. In this case a change request needs to be prepared by the project manager.
Determine if Rescue
Plan is Required
Review Remedial Action Plan
Prepare and Submit
Remedial Action Plan
Proj ects (Dev elop
Rescue Plan)
The project manager reviews the SP's remedial action plan to determine if suggested interventions will be successful in addressing areas of concern.
Requi red?
Yes
Review Remedial Action Plan and Recommendations
No
Fl owFi nal
Review the SP's remedial action plan together with the project manager's observations/comments on the perceived effectiveness of the proposed recovery plan.
Determine if Change
Request is Required
Review Proposed Remedial Plans Ability to Address Under-Performance on Outputs and Outcomes
Reviews the assessment performed by the Project Monitoring team on the SP's remedial action plan. The effect on the project's outcomes and outputs as envisaged/developed during the portfolio planning process is assessed to determine if this plan will result in material deviations.
Proj ects
(Administer
Change Request M inor or M aj or)
Requi red?
Yes
Amend Remedial Action Plan
The Service Provider incorporates any requested amendments into the remedial action plan.
No
Rev iew Remedial Action
Plan
Update Cash Flow, Programme and M&E Matrix
Approved?
Yes
Rev iew Remedial Action
Plan and
Recommendations
The project manager updates the M&E matrix, cash flow and programme where relevant.
Implement Remedial Action Plan
Rev iew Proposed
Yes Remedial Plans Ability to
Address UnderPerformance on Outputs
and Outcomes
Approved?
The SP implements the remedial action plan as accepted by the NSF.
No
Amend Remedial Action
Plan
No
Approved?
No
Prepare Final Invoice
The SP prepares an invoice based on the agreed items during the site visit. The invoice, with all relevant supporting documentation, is submitted to the project manager for approval.
Update Cash Flow ,
Programme and M &E
M atrix
Yes
Prepare Payment Pack
The project manager prepares a cover report outlining the review and main findings on the SP's quarterly report. A payment certificate and payment advice is prepared in support of the invoice together with all supporting documentation.
Implement Remedial
Action Plan
Review Payment Pack
Yes
Prepare Final Inv oice
Review the payment advice with all supporting documentation (payment certificate and cover report) for accuracy and adequacy.
Amend Payment Pack
Prepare Payment Pack
The project manager amends the payment pack to incorporate any suggested changes and/or updates.
Forward Notification of Payment to Service Provider
Rev iew Payment Pack
The project manager receives notification that payment has been effected. Proof of payment is forwarded to the SP.
Amend Payment Pack
Approved?
No
Forw ard Notification of
Payment to Serv ice
Prov ider
Fund M anagement
(Disburse Funds
to Proj ects /
Bursaries)
Yes
Acti vi tyFi nal
Execute
(Implement)
Proj ect Set Up
Perform Learner
Verification Site
Visit
Perform Progress
Verification Site
Visit
Perform Inv oice
Verification Site
Visit
18
2. BACKGROUND
NEW OPERATING MODEL AND RE-ENGINEERED
PROCESSES
The detail report also contains the following:
 Process Controls: a summary of emerging risks and controls required on Level
1-4 processes in the operating model;
 Process Documentation: a summary of standard documents supporting /
enabling Level 1-4 processes in the current operating model. These
documentation has also been developed and is in the process of being
finalised;
 Process Key Performance Indicators (KPI’s): a summary of performance
indicators for Level 1-4 processes in the current operating model informing
organisational performance; and
 Process Calendar: a high level view of important dates emerging from the
detail behind Level 1 processes.
19
3. SCOPE OF WORK & TIMEFRAME
PART 1: IMPLEMENTATION (12 MONTHS)
PHASE 1: NSF’S CORE FUNCTIONAL PROCESSES AND CRITICAL SUPPORT SERVICE
PROCESSES (6 MONTHS)
The NSF’s core functional processes consist of the following main groups:
• Integrated Skills Planning
• Programmes and Projects
• Bursaries
• Fund Management
• Performance Planning, Monitoring and Reporting
The NSF’s critical support service processes consist of the following main groups:
• Finance Management (incl. Asset Management)
• Supply Chain Management
• Content Management
• Legal
20
3. SCOPE OF WORK & TIMEFRAME
PART 1: IMPLEMENTATION (12 MONTHS)
PHASE 2: EXECUTIVE OFFICE PROCESSES (3 MONTHS)
The NSF’s executive office processes consist of the following main groups:
• Secretariat
• Governance, Risk and Compliance
• Marketing and Communication
21
3. SCOPE OF WORK & TIMEFRAME
PART 1: IMPLEMENTATION (12 MONTHS)
PHASE 3: OTHER SUPPORT SERVICE PROCESSES (3 MONTHS)
The NSF’s other support service processes consist of the following main groups:
• Internal Audit
• IT Support
• Facilities, Occupational Health and Safety
• Human Resources
22
3. SCOPE OF WORK & TIMEFRAME
PART 1: IMPLEMENTATION (12 MONTHS)
 The project will not continue automatically from one phase to the next phase. The
continuation of one phase to the next is subject to approval thereof by the NSF and upon
successful completion of work in the previous phase by the System Integrator (SI). The
NSF reserves the right to continue to the next phase or not to continue to the next
phase.
 More detailed information on the NSF’s business processes are provided further in this
presentation.
23
3. SCOPE OF WORK & TIMEFRAME
PART 1: IMPLEMENTATION (12 MONTHS)
 The System Integrator will be required to do the following:
• Install and configure the proposed systems according to the NSF requirements as
listed in the NSF’s requirements. The System Integrator will be required to provide
software solution design, system planning, project management and
implementation services relative to the deployment of the systems; and
• Provide user and administrator training through a combination of classroom,
online, train the trainer and/or on-the-job training.
24
3. SCOPE OF WORK & TIMEFRAME
PART 1: IMPLEMENTATION (12 MONTHS)
 The following are key deliverables:
• Agreement between NSF and the successful bidder on the detailed, phased
implementation and deployment plan to configure and install the software solution
within agreed timeframes;
• Agreement between NSF and the successful bidder on the deployment option:
Onsite hosting vs Off site hosting vs Software as a Service (SaaS). Please note:
Special consideration should be given with regards to integration of the proposed
solution with the DHET’s active directory;
• Design and implement a software solution to support NSF’s core functional
processes and critical support service processes. This includes support to in-field
NSF project managers and support to perform back-office financial and legal
functions at the NSF;
• Design and implement a software solution to support NSF’s executive office
processes and NSF’s other support service processes;
• Conduct gap analysis to identify custom vs configurable desired functionality;
• Detailed design of software configuration;
• System and user acceptance testing as per agreed upon strategy; and
• User and administrator training.
25
3. SCOPE OF WORK & TIMEFRAME
PART 1: IMPLEMENTATION (12 MONTHS)
 Initially the system must support 150+ users, but must be scalable to support 10 000+
users.
 Timeframe:
PHASE
PHASE 1: NSF’s core functional
processes and critical support
service processes
PHASE 2: NSF’s executive office
processes
PHASE 3: NSF’s other support service
processes
TIMEFRAME
Must be completed within six months from date
appointment.
Must be completed within three months from date of
approval by NSF to proceed with phase 2.
Must be completed within three months from date of
approval by NSF to proceed with phase 3.
 The phases do not run concurrently. Continuation to the next phase will be dependent
upon successful completion of the previous phase.
26
3. SCOPE OF WORK & TIMEFRAME
PART 2: MAINTENANCE AND SUPPORT (36 MONTHS,
WITH THE OPTION TO EXTEND WITH 24 MONTHS)
 For part 2 of the work the successful bidder will be appointed for a period of 36 months
after the system(s) goes live, with the option to extend the maintenance and support for
an additional period of 24 months.
 The appointment of part 2 of the work is conditional upon the successful completion of
part 1 of the work.
27
4. SUBMISSION OF PROPOSAL
 Two envelope procedure:
• Technical Submission – Refer to paragraph 5 of the RFP
• Financial Submission – Refer to paragraph 6 of the RFP
 Tender Box: Department of Higher Education and Training, 123 Francis Baard Street,
Pretoria
 Deadline: 15 January 2016, 11h00
 Contact Persons:
Technical
Name
Email
Address
Wean Minnie
Minnie.W@dhet.gov.za
Department of Higher Education and
Related
Bid Related
Training
Wicky Mkhize
Mkhize.W@dhet.gov.za
123 and 178 Francis Baard Street
Pretoria
28
5. TECHNICAL SUBMISSION
Title
A Executive
Summary
B Proposed
Solution
Content
Ref
This part of the proposal contains an Executive Summary, which should outline
a brief overview of the bidder’s understanding of the engagement, and should
identify the main features and benefits of the proposed work.
This part of the proposal should contain the bidder’s proposed system solution
highlighting the proposed solution set and applicable modules as follow:
B1: Proposed system solution highlighting the proposed solution set and
applicable modules;
B2: How the proposed solution will support and improve the efficiency and
effectiveness of the NSF’s business process requirement as contained in
Annexure A; and
B3: Responses to the questionnaire as contained in Annexure B.
Annex
A
Annex
B
C Approach and This part of the proposal should contain the bidder’s proposed approach and
Methodology methodology to the project as follow:
C1: A summarised and detailed project work plan to configure and install the
solution at NSF with major milestones and deliverables (Including any
assumptions made in developing your proposed approach); and
C2: Responses to the questionnaire as contained in Annexure C.
29
Annex
C
5. TECHNICAL SUBMISSION
D
Title
User and
Administrator
Training
Content
Ref
This part of the proposal contains the bidder’s proposed approach and
methodology with regards to user and administrator training on the
systems.
The bidder is required to outline the following as part of this part of the
proposal:
Annex D
D1: An outline of the approach with regards to user and administrator
training and skills / knowledge transfer plan; and
D2: Responses to the questionnaire as contained in Annexure D.
30
5. TECHNICAL SUBMISSION
E
Title
Experience and
Capacity of
Bidder’s
Employees
Content
Ref
This part of the proposal should contain the bidder’s experience and
capacity with regards to the bidder’s employees as follow:
E1: The contact information of the project manager, who will be the single
point of contact for this part of the work.
E2: The level of experience and expertise of the bidder’s project manager,
with inclusion of the project manager’s curriculum vitae and relevant
qualifications. The bidder must guarantee that the level of experience and
expertise as proposed with regards to the project manager are maintained
throughout the project, should it be necessary to change the project
manager from the original submission.
E3: The technical submission for this part of the work should include a
summary of the experience, qualifications and expertise of the bidder’s Annex E
entire project team. The bidder must guarantee that the level of
experience and expertise as proposed with regards to the project team are
maintained throughout the project, should it be necessary to change the
project team members from the original submission.
E4: Responses to the questionnaire as contained in Annexure E.
31
5. TECHNICAL SUBMISSION
F
G
Title
Experience of
Bidder with
regards to similar
projects
Content
Ref
This part of the proposal contains the bidder’s experience with regards to
similar projects.
The bidder is required to outline contactable references for similar work Annex F
performed by the bidder (include name and contact number) as required
per Annexure F and include reference letters.
Compulsory
Compulsory tender documents completed in full together with
tender documents supplementary bidder documents as required. This includes an original and
valid tax certificate and completed SBD forms for all the bidders and
consortium members, where applicable;
Failure by the bidder to furnish information as requested above will lead to the
bidder being disqualified from the tender process.
32
5. TECHNICAL SUBMISSION
THE FOLLOWING ANNEXURES MUST BE SUBMITTED AS
PART OF THE TECHNICAL SUBMISSION:
 ANNEXURE A: A comprehensive response on how the proposed solution, once
configured, will improve and support the NSF business processes.
 ANNEXURE B: Compliance to the NSF’s requirements below and provide brief responses
to each requirement where applicable.
 ANNEXURE C: Technical specifications - Methodology and approach, Implementation,
Timeline, Solution Hosting, System Documentation, Testing, Solution Integration, Disaster
Recovery and Business Continuity, Maintenance and Support, Hardware, Network and
Infrastructure, Data, Security and Control
 ANNEXURE D: Knowledge Transfer / Training
 ANNEXURES E and F: Experience, qualifications and capacity of the bidder
33
6. FINANCIAL SUBMISSION
 The financial submission must include the following deployment options, where possible:
• Software as a Service (SAAS)
• On premises hosting
• Off premises hosting
 Initially the system must support 150+ users, but must be scalable to support 10 000+
users.
 The work should be costed separately as follow:
• A. Part 1: Implementation
• B. Part 2: Maintenance and Support
• C. Licence Fees
• TOTAL COST OF OWNERSHIP (Over 3 to 5 year period)
 The three different phases under Part 1: Implementation, should also be costed separately:
• Phase 1: Core Functional Processes and Critical Support Service Processes
• Phase 2: Executive Office Processes
• Phase 3: Other Support Service Processes
34
6. FINANCIAL SUBMISSION
 The cost of Part 1 and Part 2 should include all costs (including travel and subsistence)
related to implementation of the systems.
 The total cost of Part 1 and Part 2 should include VAT and all applicable taxes as indicated
above.
 A fixed price contract for the installation and configuration of the software solution will
be agreed on.
35
6. FINANCIAL SUBMISSION
TO BE TAKEN INTO CONSIDERATION FOR PART 1 COSTS
Costs
Additional information
Initial software license cost
Assume that the NSF requires 150 users.
Technical installation cost
This includes the cost to configure hardware, install software and perform
basic system testing. Include costing per module or in total.
Provide total fee schedule for implementation consultants. Include
Implementation
number of consultants required to implement each module. Detail any
other implementation cost.
Customisation/
If any software customisation/development is required to meet NSF's
development
requirements please indicate the cost implication as part of the total costs.
Include the cost of interfacing with other systems. If separate please detail
Interfaces
cost of each proposed interface if this is not included in the
implementation/technical cost.
36
6. FINANCIAL SUBMISSION
TO BE TAKEN INTO CONSIDERATION FOR PART 1 COSTS
Costs
Testing
Third party costs
Additional information
Detail the cost of testing encompassing unit, system and user acceptance
testing.
If any part of your proposed solution uses products/services from a third
party please state these costs here.
Include the cost of training the staff on the various system modules in line
Staff training
with your proposed training strategy. Include the cost of training
manuals.
Other implementation costs
Detail any other implementation costs that have not been included in the
above categories as no hidden costs will be accepted.
37
6. FINANCIAL SUBMISSION
TO BE TAKEN INTO CONSIDERATION FOR PART 2 COSTS
Costs
Additional information
Assume NSF requires 150 users. In addition, provide the cost
Ongoing software license cost
implications involved in an incremental increase of 100 users, until a
total of 10 000 users has been reached.
Detail the cost of annual maintenance per module or in total.
Annual maintenance cost
If version and patch upgrades are not included in the maintenance
cost please specify these costs separately.
Detail percentage increase in annual maintenance cost.
Please include helpdesk and system support fixed and variable costs.
Support
State how the fees are structured (e.g. per call).
Detail anticipated percentage increase in support fees.
38
6. FINANCIAL SUBMISSION
TO BE TAKEN INTO CONSIDERATION FOR PART 2 COSTS
Costs
Additional information
Please include the full costs of hosting the solution on premise (at NSF)
On premise hosting vs Off
premise hosting vs SaaS
vs hosting the solution off premise vs providing the solution as SaaS.
Please provide details of SaaS.
State how the fee is structured per solution (E.g. per user license).
Detail percentage increase in annual fees per solution.
Detail any maintenance costs applicable. Also indicate the hourly rate to
Maintenance
be charged for maintenance or any time and materials work that may be
required from time to time (e.g. development of reports).
Other recurring cost
Detail any other recurring costs that have not been included in the
above categories.
39
6. FINANCIAL SUBMISSION
TO BE TAKEN INTO CONSIDERATION FOR LICENSE COSTS
 Provide the basis for software license costs (i.e. are they based on transaction volumes,
number of concurrent users, number of total users, a user per month fee, monthly or
annual license costs per module). Please include any sign-on or once-off costs, if
applicable. If possible, provide a few alternatives for software end user licensing
arrangements with different costs. Please detail each scenario and highlight the
proposed scenario.
 Assume NSF requires 150 users to determine the Total Cost of Ownership. The license
fees should be calculated based on the following MS Dynamics CALS:
· Enterprise 6
· Functional = 21
· Task = 58
· Self serve = 65
· Total = 150
 In addition, provide the cost implications involved in an incremental increase of 100
users, until a total of 10 000 users has been reached.
40
6. FINANCIAL SUBMISSION
TO BE TAKEN INTO CONSIDERATION FOR LICENSE COSTS
 It is important to note that the NSF is included in the DHET’s enterprise agreement with
one of Microsoft’s Partners. The DHET enters into an enterprise agreement with one of
Microsoft’s Partners on a three year rolling cycle. The enterprise agreement should be
taken into consideration with costing the licenses for the Microsoft Dynamics system.
41
7. EVALUATION CRITERIA
Proposals will be evaluated as follow:
1st – MANDATORY CRITERIA: Adherence to mandatory criteria as outlined in paragraphs
4 to 8 in the RFP.
Failure to comply will result in disqualification.
2nd – FUNCTIONALITY EVALUATION: Bidders must score at least 75 points on
functionality to proceed to the final phase of the evaluation.
Refer to paragraph 11 of the RFP for the functionality evaluation criteria.
3rd – PRICE AND BBBEE EVALUATION: Bids will be adjudicated on the 90/10 point
system. Price will be calculated out of 90 and the remaining 10 points will be allocated in
accordance with the BBBEE status level of contribution.
42
8. Questions and Answers
QUESTIONS?
Note – More details on the NSF’s operating model is
included as follow:
1) Annexure A as part of this presentation
2) NSF Operating Model Overview (Document also
included on the DHET website)
This presentation and the Overview of NSF Operating
Model - Document will be made available to bidders
through the DHET website: www.dhet.gov.za
43
7. FINANCIAL OVERVIEW
Ngiyabonga. Ndi a livhuwa. Enkosi.
Baie dankie. Re a leboga.
Siyabonga kakhulu. Hi khense ngopfu.
Ke a leboha.
Thank you.
Annexure A - OPERATING MODEL
NSF Operating Model
Executive Office Processes
Marketing &
Communication
Governance, Risk
and Compliance
Secretariat
Core Functional Processes
Integrated Skills Planning
Projects
Bursaries
Fund Management
A
Performance Planning, Monitoring and Reporting
Support Service Processes
Finance
Management
Content
Management
Human
Resources
Legal
IT Support
Supply Chain
Management
Internal Audit
45
Facilities &
Occupational
Health & Safety
Asset
Management
3. OPERATING MODEL
Executive Office Processes
Marketing & Communication
Marketing and Communication cover all aspects of marketing (communication plans,
marketing campaigns); brand awareness; standardisation of documentation as well
as planning and steering all communication relevant stakeholders identified.
Level 2: End-to-End Process (Marketing and Communication)
Marketing
Branding
Communication /
Stakeholder
Management
NSF
Operating
Model
46
Annexure A - OPERATING MODEL
Executive Office Processes
Governance, Risk and Compliance
Governance, risk and compliance (GRC) includes all policy development;
maintenance, communication and training of procedures; risk planning,
measurement and management and ultimately reporting to the Audit Committee
with regards to state of GRC within the Fund.
Level 2: End-to-End Process (Governance, Risk and Compliance)
Gov ernance
Risk Management
Compliance
GRC Reporting
NSF
Operating
Model
47
Annexure A - OPERATING MODEL
Executive Office Processes
Secretariat
The Secretariat function incorporates the creation and maintenance of the NSF
calendar, supports and /or facilitates the formation and functioning of committees
relevant within the governance structure.
Level 2: End-to-End Process (Secretariat)
Setup and
Maintain NSF
Calendar
Maintain
Committee
Appointments
Meeting
Administration
NSF
Operating
Model
48
Annexure A - OPERATING MODEL
Core Functional Processes
Integrated Skills Planning
Integrated Skills Planning is the ‘control room’ of the core business. It incorporates all
research and analysis required to enable robust strategic planning, translating
demand into a Fund portfolio (a collection of projects and bursaries) that will upon
delivery aid in achieving strategic objectives listed in the Strategic Plan. It further
spearheads innovation, ensuring that the fund responds appropriately towards
trends within the skills environment.
Level 2: End-to-End Process (Integrated Skills Planning)
Demand Forecast
Supply Planning
Strategy
Contextualisation
Portfolio Initiation
Innov ation
NSF
Operating
Model
49
Annexure A - OPERATING MODEL
Core Functional Processes
Projects
The Projects process includes all activities required to deliver a programme/project
throughout its lifecycle. It takes its cue from the Integrated Skills Planning process,
executing on the portfolio guidelines on a more granular level. It contains aspects of
project initiation, monitoring and evaluation of execution and close-out. Finally it
prompts a post implementation review processes where all lessons learnt are
captured and redirected into the organisation to support enterprise intelligence and
increase future efficiencies and effectiveness.
Level 2: End-to-End Process (Projects)
Initiate
Execute
Close - Out
50
Rev iew
NSF
Operating
Model
Annexure A - OPERATING MODEL
Core Functional Processes
Bursaries
The Bursary process includes all activities required to deliver a bursary from inception
to a point where the beneficiary obtains the associated qualification. It takes its cue
from the Integrated Skills Planning process, executing on the portfolio guidelines on a
more granular level. It includes the identification of focus areas, soliciting proposals,
contracting, disbursement, monitoring and evaluation of the bursary process
(beneficiaries and service provider (NSFAS)) and close-out.
Bursaries Level 2: End-to-End Process
Determine Bursaries Focus Areas and Programmes
Institutions
Bursaries
Bursary Proposals
Budget
Consolidation and
Allocation
Bursaries
Disbursements
NSF Outreach
Programme
Bursary Monitoring
51
Close Out
Annexure A - OPERATING MODEL
Core Functional Processes
Fund Management
Fund management deals with the management of the revenue (receipts from DHET)
of the NSF. This includes budgeting, accounting for incoming funds/levies, investment
of surpluses, controlling fund expenditure on projects and bursaries as well as
expending on administrative costs. Management of administrative costs is however
included under the Finance Management support service process.
actions.
Level 2: End-to-End Process (Fund Management)
Budgeting
Incoming Funds
Funds Inv estment
Outgoing Funds
(Disbursements)
Outgoing Funds
(Administrativ e)
Monitor and Report
52
NSF
Operating
Annexure A - OPERATING MODEL
Core Functional Processes
Performance Planning, Monitoring and Reporting
Planning and monitoring performance is one of the most important processes within the
NSF. This process includes planning for performance reporting, finalising performance
and reporting requirements which is followed by the solicitation, finalisation and
distribution of relevant information. The management of performance content (i.e.
identification of poor performance, crafting of expediting measures to improve
performance) is an ongoing process, creating a platform for early detection and
proactive remedial actions.
Level 2: End-to-End Process (Performance Planning, Monitoring and Reporting)
Planning
Performance
Requirements
Reporting
Requirements
Reporting
Templates
53
Reporting
Performance
Management
NSF
Operating
Model
Annexure A - OPERATING MODEL
Core Functional Processes
Performance Planning, Monitoring and Reporting
Planning and monitoring performance is one of the most important processes within the
NSF. This process includes planning for performance reporting, finalising performance
and reporting requirements which is followed by the solicitation, finalisation and
distribution of relevant information. The management of performance content (i.e.
identification of poor performance, crafting of expediting measures to improve
performance) is an ongoing process, creating a platform for early detection and
proactive remedial actions.
Level 2: End-to-End Process (Performance Planning, Monitoring and Reporting)
Planning
Performance
Requirements
Reporting
Requirements
Reporting
Templates
54
Reporting
Performance
Management
NSF
Operating
Model
Annexure A - OPERATING MODEL
Support Service Processes
Finance Management
Finance management includes all financial processes that support the business
requirements of the NSF and includes processes such as performing a financial due
diligence on a bidder, issuing a fund certificate for a project, financial orientation of service
provider, change request and financial transaction processing on projects. Beneficiary
Management covers the financial processes supporting the creation, amendment and
removal of beneficiaries on the associated NSF payment system.
Level 2: End-to-End Process (Finance Management)
Finance
Management
Cost Centre
Management
Beneficiary
Management
NSF
Operating
Model
55
Annexure A - OPERATING MODEL
Support Service Processes
Human Resources
The Human Resource process includes planning, recruitment and management of the
employees (both full time and permanent) of the NSF. Management processes provides
practices for performance management, time management (and leave) and remuneration.
It further structures learning and development and systematise disciplinary procedures
and contract termination.
Level 2: End-to-End Process (Human Resources)
Workforce
Planning
Recruitment
Performance
Management
Time Recording
Succession
Planning
Leav e
Management
Learning &
Dev elopment
Griev ance &
Disciplinary
Terminations
Temporary
Appointments
Work Integrated
Learning
Payroll
NSF
Operating
Model
56
Annexure A - OPERATING MODEL
Support Service Processes
Legal
Legal processes outlines all activities associated with the development of the NSF legal
framework and associated policies and structures legal support on the development and
execution of contracts. It further entrench legal awareness with targeted and structured
training across the Fund.
Level 2: End-to-End Process (Legal)
Legal Orientation
and Planning
Legal Support
Legal Aw areness
NSF
Operating
Model
57
Annexure A - OPERATING MODEL
Support Service Processes
Supply Chain Management
Supply chain provides structure for the planning, soliciting, contracting and
management of vendors (excluding service providers and bursars).
Level 2: End-to-End Process (Supply Chain Management)
Tender
Management
Contract
Management
Procurement
Vendor
Management
NSF
Operating
Model
58
Annexure A - OPERATING MODEL
Support Service Processes
Asset Management
Asset management include the planning, acquisition and maintenance of moveable
assets of the NSF.
Level 2: End-to-End Process (Asset Management)
Planning and
Acquisition
Maintenance
Decommissioning
NSF
Operating
Model
59
Annexure A - OPERATING MODEL
Support Service Processes
Content Management
Content management involves the creation, amendment and removal of master data.
Master data include, but are not limited to, policies, procedures and processes of the
NSF.
Level 2: End-to-End Process (Content Management)
Master Data
Management
NSF
Operating
Model
60
Annexure A - OPERATING MODEL
Support Service Processes
IT Support
IT Support processes outlines activities involved in development of the strategy which
will provide direction to the establishment of the important functions within IT. It
further structures technology enablement by designing, developing and implementing
IT services to improve overall business key business processes and functions, as well as
supporting the delivery of IT services to the Fund.
Level 2: End-to-End Process (IT Support)
IT Strategy &
Planning
IT Enablement
IT Serv ice
Deliv ery
NSF
Operating
Model
61
Annexure A - OPERATING MODEL
Support Service Processes
Internal Audit
The Internal Audit process supports the systematic and independent review of the
efficiency and effectiveness of the NSF. It outlines the identification of a service
provider, structures the planning, execution and reporting of audits performed within
the Fund.
Level 2: End-to-End Process (Internal Audit)
Appointing a
Serv ice Prov ider
Audit Planning
Audit Engagement
Progress
Reporting
NSF
Operating
Model
62
Annexure A - OPERATING MODEL
Support Service Processes
Facilities & Occupational Health & Safety
Facilities and Organisational Health and Safety Management process enable a safe,
enabling work environment for the employ of the NSF and supports business
continuity. Facilities Management involves the coordination of space and people
associated with the administration of the office space of the Fund. Occupational
Health and Safety includes all activities concerned with the safety, health and welfare
of NSF employees within the working environment.
Level 2: End-to-End Process (Facilities & Occupational Health & Safety)
Facilities
Management
Occupational
Health & Safety
NSF
Operating
Model
63