Islamic Republic of Afghanistan
Ministry of Communications and IT
Request for Proposal
For Supply Development of Web sites, e-Government pilot modules (Electronic Document Management System and Computerized Reception Desk) and CIO Training for MCIT
Bid Submissions: Opening date: Clarification date: Closing date: Address:
30/Sept/09 15/Sept/09 30/Sept/09 International Procurement Unit, 14th floor, Ministry of Communications, Muhammad Jan Khan Wat, Kabul, Afghanistan Email to : b.hassam@MCIT.gov.af CC to : fpd@MCIT.gov.af Tel : +93 20 2101201 Mobil : +93 799 302700
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CONTENTS
Section 1. Letter of Invitation .......................................................................................................3 Section 2. Instructions to Bidders .................................................................................................5 Section 3. Technical Proposal - Standard Forms........................................................................25 Section 4. Financial Proposal - Standard Forms.........................................................................35 Section 5. Terms of Reference ....................................................................................................41 1.Background ................................................................................................................................41 2. Scope ......................................................................................................................................43 3.Implementation .........................................................................................................................43 4.Equipment and Supplies............................................................................................................44 5.Deliverables ................................................................................................................................44 6. Project Management Structure ...............................................................................................44 7.Reporting Arrangements ...........................................................................................................45 Annex 1. Government Online Presence ......................................................................................46 Annex 2. Chief Information Officer Training ...............................................................................57 Annex 3. E-Government Pilot Modules .......................................................................................60
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Section 1. Letter of Invitation
To: All recipients of this request Date: 25/August/2009
SUBJECT: Supply Development of Web sites, e-Government pilot modules (Electronic Document Management System and Computerized Reception Desk) and CIO Training under the “MCIT Policy Capacity Initiative” Project
Dear Sir/Madam,
1. The Government of Islamic Republic of Afghanistan (GIRoA) (hereinafter called “Grant Recipient”) has applied for financing from the USAID (hereinafter called “Grant”) toward the cost of the development of websites, electronic document management system and CIO training. The MCIT Policy Capacity Building Initiative is seeking proposals from qualified organizations to provide the services as per details provided in the Section 5, Terms of Reference. 3. A firm will be selected under the Quality and Cost Based Selection (QCBS) methodology and procedures described in this RFP, in accordance with the policies of the USAID. 4. The RFP includes the following documents: Section 1 - Letter of Invitation Section 2 - Instructions to Bidders (including Data Sheet) Section 3 - Technical Proposal - Standard Forms Section 4 - Financial Proposal - Standard Forms Section 5 - Terms of Reference Annex 1 - Government Online presence Annex 2 - CIO Training Annex 3 - E-Government Pilot Modules
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6. Please inform us in writing at the following address b.hassam@mcit.gov.af, aimal.marjan@mcit.gov.af and fpd@mcit.gov.af within 7 days of receipt: (a) (b) That you received the Letter of Invitation; and Whether you will submit a proposal alone or in association.
Yours sincerely, Hazrat Habib, International Procurement Unit, 14th floor, Ministry of Communications, Muhammad Jan Khan Wat, Kabul, Afghanistan Email to : b.hassam@MCIT.gov.af CC to : fpd@mcit.gov.af Tel : +93 20 2101201 Mobil : +93 799 302700
Section 2 Instructions to Bidders
Definitions (a) (b) (c) (d) “USAID” United States Agency for International Development “Client” agency with which the selected Bidder signs the Contract for the Services. “Bidder” any entity or person that may provide or provides the Services to the Client under the Contract. “Contract” the legal document signed by the Parties and all the attached documents listed in its Clause 1 that is the General Conditions (GC), the Special Conditions (SC), and the Appendices. “Data Sheet” such part of the Instructions to Bidders used to reflect specific country and assignment conditions. “Day” calendar day. “Government” the government of the Client’s country. “Instructions to Bidders” (Section 2 of the RFP) the document which provides the bidders with all information needed to prepare their Proposals. “LOI” (Section 1 of the RFP) Letter of Invitation being sent by the Client to the bidders. “Personnel” professionals and support staff provided by the Bidder or by any Sub-Bidder and assigned to perform the Services or any part thereof; “Foreign Personnel” means such professionals and support staff who at the time of being so provided had their domicile outside the Government’s country; “Local Personnel” such professionals and support staff who at the time of being so provided had their domicile inside the Government’s country. “Proposal” the Technical and the Financial Proposal. “RFP” the Request For Proposal to be prepared by the Client for the selection of Bidders, based on the SRFP.
(e) (f) (g) (h)
(i) (j)
(k) (l)
(m) “SRFP” the Standard Request for Proposals, which must be used by the Client as a guide for the preparation of the RFP. (n) “Services” the work to be performed by the Bidder pursuant to
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the Contract. (o) (p) “Sub-Bidder” any person or entity with whom the Bidder subcontracts any part of the Services. “Terms of Reference” (TOR) the document included in the RFP as Section 5 which explains the objectives, scope of work, activities, tasks to be performed, respective responsibilities of the Client and the Bidder, and expected results and deliverables of the assignment. The Client named in the Data Sheet will select a consulting firm/organization (the Bidder) from those who will submit their bids, in accordance with the method of selection specified in the Data Sheet. The bidders are invited to submit a Technical Proposal and a Financial Proposal, or a Technical Proposal only, as specified in the Data Sheet, for logistical and procurement services required for the assignment named in the Data Sheet. The Proposal will be the basis for contract negotiations and ultimately for a signed Contract with the selected Bidder. Bidders should familiarize themselves with local conditions and take them into account in preparing their Proposals. To obtain first-hand information on the assignment and local conditions, Bidders are encouraged to attend a pre-proposal conference if one is specified in the Data Sheet. Attending the pre-proposal conference is optional. The Client will timely provide at no cost to the Bidders the inputs and facilities specified in the Data Sheet, assist the firm in obtaining licenses and permits needed to carry out the services, and make available relevant project data and reports. Bidders shall bear all costs associated with the preparation and submission of their proposals and contract negotiation. The Client is not bound to accept any proposal, and reserves the right to annul the selection process at any time prior to Contract award, without thereby incurring any liability to the Bidders. Offerors are advised that funds are not yet available for award at this time. This solicitation in no way obligates the Government of the Islamic Republic of Afghanistan (GIRoA) to award a contract, nor does it commit the GIRoA or USAID to pay any cost incurred in the preparation and
1. Introduction
1.1
1.2
1.3
1.4
1.5
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submission of the proposal. Conflict of Interest 1.6 USAID policy requires that Bidders provide professional, objective, and impartial advice and at all times hold the Client’s interests paramount, strictly avoid conflicts with other assignments or their own corporate interests and act without any consideration for future work. 1.6.1 Without limitation on the generality of the foregoing, Bidders, and any of their affiliates, shall be considered to have a conflict of interest and shall not be recruited, under any of the circumstances set forth below: (i) A firm that has been engaged by the Client to provide goods, works or services other than logistical and procurement services for a project, and any of its affiliates, shall be disqualified from providing logistical and procurement services related to those goods, works or services. Conversely, a firm hired to provide logistical and procurement services for the preparation or implementation of a project, and any of its affiliates, shall be disqualified from subsequently providing goods or works or services other than logistical and procurement services resulting from or directly related to the firm’s logistical and procurement services for such preparation or implementation. For the purpose of this paragraph, services other than logistical and procurement services are defined as those leading to a measurable physical output, for example surveys, exploratory drilling, aerial photography, and satellite imagery. A Bidder (including its Personnel and SubBidders) or any of its affiliates shall not be hired for any assignment that, by its nature, may be in conflict with another assignment of the Bidder to be executed for the same or for another Client. For example, a Bidder hired to prepare engineering design for an infrastructure project shall not be engaged to
Conflicting activities
Conflicting assignments
(ii)
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prepare an independent environmental assessment for the same project, and a Bidder assisting a Client in the privatization of public assets shall not purchase, nor advise purchasers of such assets. Similarly, a Bidder hired to prepare Terms of Reference for an assignment should not be hired for the assignment in question. Conflicting relationships (iii) A Bidder (including its Personnel and SubBidders) that has a business or family relationship with a member of the Client’s staff who is directly or indirectly involved in any part of (i) the preparation of the Terms of Reference of the assignment, (ii) the selection process for such assignment, or (iii) supervision of the Contract, may not be awarded a Contract, unless the conflict stemming from this relationship has been resolved in a manner acceptable to the MCIT throughout the selection process and the execution of the Contract.
1.6.2
Bidders have an obligation to disclose any situation of actual or potential conflict that impacts their capacity to serve the best interest of their Client, or that may reasonably be perceived as having this effect. Failure to disclose said situations may lead to the disqualification of the Bidder or the termination of its Contract. No agency or current employees of the Client shall work as Bidders under their own ministries, departments or agencies. Recruiting former government employees of the Client to work for their former ministries, departments or agencies is acceptable provided no conflict of interest exists. When the Bidder nominates any government employee as Personnel in their technical proposal, such Personnel must have written certification from their government or employer confirming that they are on leave without pay from their official position and allowed to work full-time outside of their previous official position. Such certification shall be provided to the Client by the Bidder as part of his
1.6.3
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technical proposal. Unfair Advantage 1.6.4 If a bidder could derive a competitive advantage from having provided logistical and procurement services related to the assignment in question, the Client shall make available to all bidders together with this RFP all information that would in that respect give such Bidder any competitive advantage over competing Bidders.
Origin of Goods and Consulting Services
1.7
Goods supplied and logistical and procurement Services provided under the Contract may originate from any country except if: (i) as a matter of law or official regulation, the Borrower’s country prohibits commercial relations with that country; or by an act of compliance with a decision of the United Nations Security Council taken under Chapter VII of the Charter of the United Nations, the Borrower’s Country prohibits any imports of goods from that country or any payments to persons or entities in that country.
(ii)
Only one Proposal
1.8
Bidder may only submit one proposal. If a Bidder submits or participates in more than one proposal, such proposals shall be disqualified. However, this does not limit the participation of the same Sub-Bidder, including individual experts, to more than one proposal. The Data Sheet indicates how long Bidders’ Proposals must remain valid after the submission date. During this period, Bidders shall maintain the availability of Professional staff nominated in the Proposal. The Client will make its best effort to complete negotiations within this period. Should the need arise; however, the Client may request Bidders to extend the validity period of their proposals. Bidders who agree to such extension shall confirm that they maintain the availability of the Professional staff nominated in the Proposal, or in their confirmation of extension of validity of the Proposal, Bidders could submit new staff in replacement, who would be considered in the final evaluation for contract award. Bidders who do not agree have the right to refuse to extend the validity of their Proposals.
Proposal Validity
1.9
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2. Clarification and Amendment of RFP Documents
2.1
Bidders may request a clarification of any of the RFP documents up to the number of days indicated in the Data Sheet before the proposal submission date. Any request for clarification must be sent in writing, or by standard electronic means to the Client’s address indicated in the Data Sheet. The Client will respond in writing, or by standard electronic means and will send written copies of the response (including an explanation of the query but without identifying the source of inquiry) to all Bidders. Should the Client deem it necessary to amend the RFP as a result of a clarification, it shall do so following the procedure under para. 2.2. At any time before the submission of Proposals, the Client may amend the RFP by issuing an addendum in writing or by standard electronic means. The addendum shall be sent to all Bidders and will be binding on them. Bidders shall acknowledge receipt of all amendments. To give Bidders reasonable time in which to take an amendment into account in their Proposals the Client may, if the amendment is substantial, extend the deadline for the submission of Proposals. The Proposal (see para. 1.2), as well as all related correspondence exchanged by the Bidders and the Client, shall be written in the language(s) specified in the Data Sheet. In preparing their Proposal, Bidders are expected to examine in detail the documents comprising the RFP. Material deficiencies in providing the information requested may result in rejection of a Proposal. While preparing the Technical Proposal, Bidders must give particular attention to the following: (a) The estimated number of Professional staff-months or the budget for executing the assignment shall be shown in the Data Sheet, but not both. However, the Proposal shall be based on the number of Professional staff-months or budget estimated by the Bidders. Alternative professional staff shall not be proposed, and only one curriculum vitae (CV) may be submitted for each position.
2.2
3. Preparation of Proposals
3.1
3.2
3.3
(b)
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Language
(c)
Documents to be issued by the Bidders as part of this assignment must be in the language(s) specified in the Reference Paragraph 3.1 of the Data Sheet. If Reference Paragraph 3.1 indicates two languages, the language in which the proposal of the successful Bidder will be submitted shall govern for the purpose of interpretation. It is desirable that the firm’s Personnel have a working knowledge of the Client’s national language.
Technical Proposal Format and Content
3.4
Depending on the nature of the assignment, Bidders are required to submit a Full Technical Proposal (FTP), or a Simplified Technical Proposal (STP). The Data Sheet indicates the format of the Technical Proposal to be submitted. Submission of the wrong type of Technical Proposal will result in the Proposal being deemed non-responsive. The Technical Proposal shall provide the information indicated in the following paras from (a) to (g) using the attached Standard Forms (Section 3). Paragraph (c) (ii) indicates the recommended number of pages for the description of the approach, methodology and work plan of the STP. A page is considered to be one printed side of A4 or letter size paper. (a) (i) For the FTP only: a brief description of the Bidders’ organization and an outline of recent experience of the Bidders and, in the case of joint venture, for each partner, on assignments of a similar nature is required in Form TECH-2 of Section 3. For each assignment, the outline should indicate the names of Sub-Bidders/ Professional staff who participated, duration of the assignment, contract amount, and Bidder’s involvement. Information should be provided only for those assignments for which the Bidder was legally contracted by the Client as a corporation or as one of the major firms within a joint venture. Assignments completed by individual Professional staff working privately or through other consulting firms cannot be claimed as the experience of the Bidder, or that of the Bidder’s associates, but can be claimed by the Professional staff themselves in their CVs. Bidders should be prepared to substantiate the claimed experience if so requested by the Client.
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(ii) (b) (i)
For the STP the above information is not required and Form TECH-2 of Section 3 shall not be used. For the FTP only: comments and suggestions on the Terms of Reference including workable suggestions that could improve the quality/ effectiveness of the assignment; and on requirements for counterpart staff and facilities including: administrative support, office space, local transportation, equipment, data, etc. to be provided by the Client (Form TECH-3 of Section 3). For the STP Form TECH-3 of Section 3 shall not be used; the above comments and suggestions, if any, should be incorporated into the description of the approach and methodology (refer to following sub-para. 3.4 (c) (ii)). For the FTP, and STP: a description of the approach, methodology and work plan for performing the assignment covering the following subjects: technical approach and methodology, work plan, and organization and staffing schedule. Guidance on the content of this section of the Technical Proposals is provided under Form TECH4 of Section 3. The work plan should be consistent with the Work Schedule (Form TECH-8 of Section 3) which will show in the form of a bar chart the timing proposed for each activity. For the STP only: the description of the approach, methodology and work plan should normally consist of 10 pages, including charts, diagrams, and comments and suggestions, if any, on Terms of Reference and counterpart staff and facilities.
(ii)
(c)
(i)
(ii)
(d)
The list of the proposed Professional staff team by area of expertise, the position that would be assigned to each staff team member, and their tasks (Form TECH-5 of Section 3). CVs of the Professional staff signed by the staff themselves or by the authorized representative of the Professional Staff (Form TECH-6 of Section 3).
(f)
3.5
The Technical Proposal shall not include any financial
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information. A Technical Proposal containing financial information may be declared non responsive. Financial Proposals 3.6 The Financial Proposal shall be prepared using the attached Standard Forms (Section 4). It shall list all costs associated with the assignment, including (a) remuneration for staff (foreign and local, in the field and at the Bidders’ home office), and (b) reimbursable expenses indicated in the Data Sheet. If appropriate, these costs should be broken down by activity and, if appropriate, into foreign and local expenditures. All activities and items described in the Technical Proposal must be priced separately; activities and items described in the Technical Proposal but not priced, shall be assumed to be included in the prices of other activities or items. The Bidder may be subject to local taxes (such as: value added or sales tax, social charges or income taxes on non resident Foreign Personnel, duties, fees, levies) on amounts payable by the Client under the Contract. The Client will state in the Data Sheet if the Bidder is subject to payment of any local taxes. Any such taxes amounts shall not be included in the Financial Proposal as they will not be evaluated, but they will be discussed at contract negotiations, and applicable amounts will be included in the Contract. Bidders may express the price of their services in a maximum of three freely convertible currencies, singly or in combination. The Client may require Bidders to state the portion of their price representing local cost in the national currency if so indicated in the Data Sheet. Commissions and gratuities, if any, paid or to be paid by Bidders and related to the assignment will be listed in the Financial Proposal Form FIN-1 of Section 4. The original proposal (Technical Proposal and, if required, Financial Proposal; see para. 1.2) shall contain no interlineations or overwriting, except as necessary to correct errors made by the Bidders themselves. The person who signed the proposal must initial such corrections. Submission letters for both Technical and Financial Proposals should respectively be in the format of TECH-1 of Section 3, and FIN1 of Section 4. An authorized representative of the Bidders shall initial all
Taxes
3.7
3.8
3.9
4. Submission, Receipt, and Opening of Proposals
4.1
4.2
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pages of the original Technical and Financial Proposals. The authorization shall be in the form of a written power of attorney accompanying the Proposal or in any other form demonstrating that the representative has been dully authorized to sign. The signed Technical and Financial Proposals shall be marked “ORIGINAL”. 4.3 The Technical Proposal shall be marked “ORIGINAL” or “COPY ” as appropriate. The Technical Proposals shall be sent to the addresses referred to in para. 3.9 and in the number of copies indicated in the Data Sheet. All required copies of the Technical Proposal are to be made from the original. If there are discrepancies between the original and the copies of the Technical Proposal, the original governs. The original and all copies of the Technical Proposal shall be placed in a sealed envelope clearly marked “TECHNICAL PROPOSAL” Similarly, the original Financial Proposal (if required under the selection method indicated in the Data Sheet) shall be placed in a sealed envelope clearly marked “FINANCIAL PROPOSAL” followed by the name of the assignment, and with a warning “DO NOT OPEN WITH THE TECHNICAL PROPOSAL.” The envelopes containing the Technical and Financial Proposals shall be placed into an outer envelope and sealed. This outer envelope shall bear the submission address, assignment name and be clearly marked “DO NOT
OPEN, EXCEPT IN PRESENCE O F THE OFFICIAL APPOINTED, BEFORE TIME AND DATE OF THE SUBMISSION DEADLINE INDICATED IN THE DATA SHEET. The
4.4
Client shall not be responsible for misplacement, losing or premature opening if the outer envelope is not sealed and/or marked as stipulated. This circumstance may be case for Proposal rejection. If the Financial Proposal is not submitted in a separate sealed envelope duly marked as indicated above, this will constitute grounds for declaring the Proposal non-responsive. 4.5 The Proposals must be sent to the address/addresses indicated in the Data Sheet and received by the Client no later than the time and the date indicated in the Data Sheet, or any extension to this date in accordance with para. 2.2. Any proposal received by the Client after the deadline for submission shall be returned unopened. The Client shall open the Technical Proposal immediately after the deadline for their submission. The envelopes with
4.6
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the Financial Proposal shall remain sealed and securely stored. 5. Proposal Evaluation 5.1 From the time the Proposals are opened to the time the Contract is awarded, the Bidders should not contact the Client on any matter related to its Technical and/or Financial Proposal. Any effort by Bidders to influence the Client in the examination, evaluation, ranking of Proposals, and recommendation for award of Contract may result in the rejection of the Bidders’ Proposal. Evaluators of Technical Proposals shall have no access to the Financial Proposals until the technical evaluation is concluded. Evaluation of Technical Proposals 5.2 The evaluation committee shall evaluate the Technical Proposals on the basis of their responsiveness to the Terms of Reference, applying the evaluation criteria, sub-criteria, and point system specified in the Data Sheet. Each responsive Proposal will be given a technical score (St). A Proposal shall be rejected at this stage if it does not respond to important aspects of the RFP, and particularly the Terms of Reference or if it fails to achieve the minimum technical score indicated in the Data Sheet. Following the ranking of technical Proposals, when selection is based on quality only (QBS), the first ranked Bidder is invited to negotiate its proposal and the Contract in accordance with the instructions given under para. 6 of these Instructions.
Financial 5.3 Proposals for QBS
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Public Opening and Evaluation of Financial Proposals (only for QCBS, FBS, and LCS)
5.4
After the technical evaluation is completed and the USAID has issued its no objection (if applicable), the Client shall inform the Bidders who have submitted proposals the technical scores obtained by their Technical Proposals, and shall notify those Bidders whose Proposals did not meet the minimum qualifying mark or were considered non responsive to the RFP and TOR, that their Financial Proposals will be returned unopened after completing the selection process. The Client shall simultaneously notify in writing Bidders that have secured the minimum qualifying mark, the date, time and location for opening the Financial Proposals. The opening date should allow Bidders sufficient time to make arrangements for attending the opening. Bidders’ attendance at the opening of Financial Proposals is optional. Financial Proposals shall be opened publicly in the presence of the Bidders’ representatives who choose to attend. The name of the Bidders and the technical scores of the Bidders shall be read aloud. The Financial Proposal of the Bidders who met the minimum qualifying mark will then be inspected to confirm that they have remained sealed and unopened. These Financial Proposals shall be then opened, and the total prices read aloud and recorded. Copy of the record shall be sent to all Bidders and USAID. The Evaluation Committee will correct any computational errors. When correcting computational errors, in case of discrepancy between a partial amount and the total amount, or between word and figures the formers will prevail. In addition to the above corrections, as indicated under para. 3.6, activities and items described in the Technical Proposal but not priced, shall be assumed to be included in the prices of other activities or items. In case an activity or line item is quantified in the Financial Proposal differently from the Technical Proposal, (i) if the Time-Based form of contract has been included in the RFP, the Evaluation Committee shall correct the quantification indicated in the Financial Proposal so as to make it consistent with that indicated in the Technical Proposal, apply the relevant unit price included in the Financial Proposal to the corrected quantity and correct the total Proposal cost, (ii) if the Lump-Sum form of contract has been included in the RFP, no corrections are applied to the Financial Proposal in this respect. Prices shall be converted to a single currency using the selling rates of
5.5
5.6
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exchange, source and date indicated in the Data Sheet. 5.7 In case of QCBS, the lowest evaluated Financial Proposal (Fm) will be given the maximum financial score (Sf) of 100 points. The financial scores (Sf) of the other Financial Proposals will be computed as indicated in the Data Sheet. Proposals will be ranked according to their combined technical (St) and financial (Sf) scores using the weights (T = the weight given to the Technical Proposal; P = the weight given to the Financial Proposal; T + P = 1) indicated in the Data Sheet: S = St x T% + Sf x P%. The firm achieving the highest combined technical and financial score will be invited for negotiations. In the case of Fixed-Budget Selection, the Client will select the firm that submitted the highest ranked Technical Proposal within the budget. Proposals that exceed the indicated budget will be rejected. In the case of the LeastCost Selection, the Client will select the lowest proposal among those that passed the minimum technical score. In both cases the evaluated proposal price according to para. 5.6 shall be considered, and the selected firm is invited for negotiations. Negotiations will be held at the date and address indicated in the Data Sheet. The invited Bidder will, as a pre-requisite for attendance at the negotiations, confirm availability of all Professional staff. Failure in satisfying such requirements may result in the Client proceeding to negotiate with the next-ranked Bidder. Representatives conducting negotiations on behalf of the Bidder must have written authority to negotiate and conclude a Contract. Negotiations will include a discussion of the Technical Proposal, the proposed technical approach and methodology, work plan, and organization and staffing, and any suggestions made by the Bidder to improve the Terms of Reference. The Client and the Bidders will finalize the Terms of Reference, staffing schedule, work schedule, logistics, and reporting. These documents will then be incorporated in the Contract as “Description of Services”. Special attention will be paid to clearly defining the inputs and facilities required from the Client to ensure satisfactory implementation of the assignment. The Client shall prepare minutes of negotiations which will be signed by the Client and the Bidder.
5.8
6. Negotiations
6.1
Technical negotiations
6.2
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Financial negotiations
6.3
If applicable, it is the responsibility of the Bidder, before starting financial negotiations, to contact the local tax authorities to determine the local tax amount to be paid by the Bidder under the Contract. The financial negotiations will include a clarification (if any) of the firm’s tax liability in the Client’s country, and the manner in which it will be reflected in the Contract; and will reflect the agreed technical modifications in the cost of the services. In the cases of Fixed-Budget Selection, and the Least-Cost Selection methods, unless there are exceptional reasons, the financial negotiations will involve neither the remuneration rates for staff nor other proposed unit rates. For other methods, Bidders will provide the Client with the information on remuneration rates described in the Appendix attached to Section 4 - Financial Proposal - Standard Forms of this RFP. Having selected the Bidder on the basis of, among other things, an evaluation of proposed Professional staff, the Client expects to negotiate a Contract on the basis of the Professional staff named in the Proposal. Before contract negotiations, the Client will require assurances that the Professional staff will be actually available. The Client will not consider substitutions during contract negotiations unless both parties agree that undue delay in the selection process makes such substitution unavoidable or for reasons such as death or medical incapacity. If this is not the case and if it is established that Professional staff were offered in the proposal without confirming their availability, the Bidder may be disqualified. Any proposed substitute shall have equivalent or better qualifications and experience than the original candidate and be submitted by the Bidder within the period of time specified in the letter of invitation to negotiate. Negotiations will conclude with a review of the draft Contract. To complete negotiations the Client and the Bidder will initial the agreed Contract. If negotiations fail, the Client will invite the Bidder whose Proposal received the second highest score to negotiate a Contract. After completing negotiations the Client shall award the Contract to the selected Bidder and promptly notify all Bidders who have submitted proposals. After Contract signature, the Client shall return the unopened Financial
Availability of Professional staff/experts
6.4
Conclusion of the negotiations
6.5
7. Award of Contract
7.1
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Proposals to the unsuccessful Bidders. 7.2 The Bidder is expected to commence the assignment on the date and at the location specified in the Data Sheet.
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8. Confidentiality
8.1
Information relating to evaluation of Proposals and recommendations concerning awards shall not be disclosed to the Bidders who submitted the Proposals or to other persons not officially concerned with the process, until the publication of the award of Contract. The undue use by any Bidder of confidential information related to the process may result in the rejection of its Proposal and may be subject to the provisions of the USAID’s antifraud and corruption policy.
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Section 2. Instructions to Bidders
Data Sheet Paragraph Reference 1.1 Name of the Client: Ministry of Communications and Information Technology (MCIT) Method of selection: Quality and Cost Based Selection (QCBS) 1.2 Financial Proposal to be submitted together with Technical Proposal: Yes Name of the assignment is: Development of Web sites, Electronic Document Management System and CIO Training under “MCIT Policy Capacity Initiative” project 1.3 A pre-proposal conference will be held: The MCIT may conduct a Pre-bid Meeting, for which attendance by all prospective offerors is strongly encouraged. The conference will be conducted on 16th of September on 4th floor MCIT building. Visitors must make their own logistics arrangements. The pre-bid meeting is arranged as a means of providing complete, consistent information to all interested organizations. It will be the ONLY opportunity to converse directly with MCIT and project officials. Interested parties are hereby advised that any unauthorized contact with MCIT, or other project officials involved with this solicitation may serve as a basis for disqualification under the applicable provisions of USAID FAR Parts 3 and/or 9. Questions and Answers will be entertained at any time. Questions may be submitted to Aimal Marjan via email to aimal.marjan@mcit.gov.af. Oral instructions, answers or guidance from whatever program source prior to the award of the contract shall not be binding. Should you receive or download the RFP and then decide NOT to submit an offer, we would very much appreciate being told. On the other hand, should you intend to submit an offer or want to continue to receive RFP related information, you MUST tell us by the date set for receipt of questions (otherwise you run the risk of not receiving directly needed information,
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answers, RFP amendments, etc.). We intend to maintain a list of potential offerors for this RFP and unless you contact us directly, you will not be included on this list. Your understanding and cooperation will be greatly appreciated. The Client’s representative is: Muhammad Aimal Marjan Director General ICT Ministry of Communications and IT Mohammad Jan Khan Watt Kabul, Afghanistan E-mail: aimal.marjan@MCIT.gov.af. 1.4 The Client will provide the following inputs and facilities: office space and essential support such as furniture, and access to computers to the contracted consultants. Proposals must remain valid 90 days after the submission date, i.e. 30/Sept/2009. The bidder has to submit bid security of USD 24,000.00 in the form of Bank Guarantee valid for 118 days from the date of bid submission. Clarifications may be requested not later than 15 of September. The address for requesting clarifications is: International Procurement Unit, 14th floor, Ministry of Communications, Muhammad Jan Khan Watt, Kabul, Afghanistan Email to : b.hassam@MCIT.gov.af, aimal.marjan@mcit.gov.af CC to : fpd@MCIT.gov.af Tel : +93 20 2101201 Mobil : +93 799 302700 3.1 3.3 3.4 Proposals shall be submitted in the following language: English The format of the Technical Proposal to be submitted is: FTP Training is a specific component of this assignment: Yes, Bidders should indicate, as part of their overall approach and methodology, their strategy for ensuring transfer of knowledge to government counterparts to enable them to assimilate the technical assistance received. Amounts payable by the Client to the Bidder under the contract to be
1.5 1.6 2.1
3.5
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subject to local taxation: Yes. 3.6 3.7 Bidder to state local cost in the national currency: No Bidder must submit : (a) the original and four copies of the Technical Proposal plus an electronic version on CD; and (b) the original and four copies of the Financial Proposal plus an electronic version on a CD. The Proposal submission address is: International Procurement Unit, 14th floor, Ministry of Communications, Muhammad Jan Khan Watt, Kabul, Afghanistan Email to : b.hassam@MCIT.gov.af, aimal.marjan@mcit.gov.af CC to : fpd@MCIT.gov.af Tel : +93 20 2101201 Mobil : +93 799 302700 Proposals must be submitted no later than the following date and time: 10:00 am Kabul Standard Time on 30-Sept-2009 4.1 Criteria, sub-criteria, and point system for the evaluation are: Points (i) Specific experience of the Bidders relevant to the assignment: 10 (ii) Adequacy of the proposed methodology and work plan in responding to the Terms of Reference: a) Technical approach and methodology, b) Work plan c) Organization and staffing Total points for criterion (i): (iii) Key professional staff qualifications and competence for the assignment: a) Web Developer b) Software Developer c) CIO Trainers d) 10 10 10 40
3.8
20 20 10
Total points for criterion (ii):
50
The number of points to be assigned to each of the above positions or
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disciplines shall be determined considering the following three subcriteria and relevant percentage weights:
1) 2) 3) 4)
General qualifications Adequacy for the assignment Experience in region and language Relevant experience to the job Total weight:
[20] [30] [20] [30] 100% 10 100
(iii) Suitability of the transfer of knowledge (training) program: Total points for the four criteria: The minimum technical score (St) required to pass is: 75 Points 4.2 The single currency for price conversions is: US Dollar. The source of official selling rates is: The Economist. http://www.economist.com/markets/currency/fullconverter.cfm The date of exchange rates is the date specified in Clause 3.8. 4.3 The formula for determining the financial scores is the following:
Sf = 100 x Fm / F, in which Sf is the financial score, Fm is the lowest price and F the price of the proposal under consideration. The weights given to the Technical (T) and Financial (F) Proposals are: T = 0.8 P = 0.2 4.4 4.5 Expected date and address for contract negotiations: 10-October-2009 Expected date for commencement of logistical and procurement services: 20-October-2009 at Kabul, Afghanistan.
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Section 3. Technical Proposal - Standard Forms
Refer to Reference Paragraph 3.7 of the Data Sheet for number and media format of Technical Proposal to be submitted, and paragraph 3.4 of Section 2 of the RFP for Standard Forms required and number of pages recommended.
TECH-1 TECH-2
Technical Proposal Submission Form Bidder’s Organization and Experience A Bidder’s Organization B Bidder’s Experience Comments or Suggestions on the Terms of Reference and on Counterpart Staff and Facilities to be provided by the Client A On the Terms of Reference B On the Counterpart Staff and Facilities Description of the Approach, Methodology and Work Plan for Performing the Assignment Team Composition and Task Assignments Curriculum Vitae (CV) for Proposed Professional Staff and their proposed salary scale during the project both for international and local staff Work Schedule
TECH-3
TECH-4
TECH-5 TECH-6
TECH-7
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FORM TECH-1 TECHNICAL PROPOSAL SUBMISSION FORM
[Location, Date] To: [Name and address of Client]
Dear Sirs: We, the undersigned, offer to provide the logistical and procurement services for [Insert title of assignment] in accordance with your Request for Proposal dated [Insert Date] and our Proposal. We are hereby submitting our Proposal, which includes this Technical Proposal, and a Financial Proposal sealed under a separate envelope1. We are submitting our Proposal in association with: [Insert a list with full name and address of each associated Bidder]2 We hereby declare that all the information and statements made in this Proposal are true and accept that any misinterpretation contained in it may lead to our disqualification. If negotiations are held during the period of validity of the Proposal, i.e., before the date indicated in Paragraph Reference 1.9 of the Data Sheet, we undertake to negotiate on the basis of the proposed staff. Our Proposal is binding upon us and subject to the modifications resulting from Contract negotiations. We undertake, if our Proposal is accepted, to initiate the logistical and procurement services related to the assignment not later than the date indicated in Paragraph Reference 4.5 of the Data Sheet. We understand you are not bound to accept any Proposal you receive. We remain, Yours sincerely, Authorized Signature [In full and initials]: Name and Title of Signatory: Name of Firm: Address:
1 [In case Paragraph Reference 1.2 of the Data Sheet requires to submit a Technical Proposal only, replace this sentence with: “We are hereby submitting our Proposal, which includes this Technical Proposal only.”] 2 [Delete in case no association is foreseen.]
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FORM TECH-2 BIDDER’S ORGANIZATION AND EXPERIENCE
A - Bidder’s Organization
[Provide here a brief (two pages) description of the background and organization of your firm/entity and each associate for this assignment.]
B - Bidder’s Experience
[Using the format below, provide information on each assignment for which your firm, and each associate for this assignment, was legally contracted either individually as a corporate entity or as one of the major companies within an association, for carrying out logistical and procurement services similar to the ones requested under this assignment. .]
Assignment name: Approx. value of the contract (in current US$ or Euro):
Country: Location within country: Name of Client:
Duration of assignment (months):
Total N of staff-months of the assignment:
o
Address:
Approx. value of the services provided by your firm under the contract (in current US$ or Euro): No of professional staff-months provided by associated Bidders: Name of senior professional staff of your firm involved and functions performed (indicate most significant profiles such as Project Director/Coordinator, Team Leader):
Start date (month/year): Completion date (month/year): Name of associated Bidders, if any:
Narrative description of Project:
Description of actual services provided by your staff within the assignment:
Firm’s Name:
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FORM TECH-3 COMMENTS AND SUGGESTIONS ON THE TERMS OF REFERENCE AND ON COUNTERPART STAFF AND FACILITIES TO BE PROVIDED BY THE CLIENT A - On the Terms of Reference
[Present and justify here any modifications or improvement to the Terms of Reference you are proposing to improve performance in carrying out the assignment (such as deleting some activity you consider unnecessary, or adding another, or proposing a different phasing of the activities). Such suggestions should be concise and to the point, and incorporated in your Proposal.]
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B - On Counterpart Staff and Facilities
[Comment here on counterpart staff and facilities to be provided by the Client according to Paragraph Reference 1.4 of the Data Sheet including: administrative support, office space, local transportation, equipment, data, etc.]
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FORM TECH-4
DESCRIPTION OF APPROACH, METHODOLOGY AND WORK PLAN FOR PERFORMING THE ASSIGNMENT
[Technical approach, methodology and work plan are key components of the Technical Proposal. You are suggested to present your Technical Proposal divided into the following three chapters: a) Technical Approach and Methodology, b) Work Plan, and c) Organization and Staffing, a) Technical Approach and Methodology. In this chapter you should explain your understanding of the objectives of the assignment, approach to the services, methodology for carrying out the activities and obtaining the expected output, and the degree of detail of such output. You should highlight the problems being addressed and their importance, and explain the technical approach you would adopt to address them. You should also explain the methodologies you propose to adopt and highlight the compatibility of those methodologies with the proposed approach. b) Work Plan. In this chapter you should propose the main activities of the assignment, their content and duration, phasing and interrelations, milestones (including interim approvals by the Client), and delivery dates of the reports. The proposed work plan should be consistent with the technical approach and methodology, showing understanding of the TOR and ability to translate them into a feasible working plan. A list of the final documents, including reports, drawings, and tables to be delivered as final output, should be included here. The work plan should be consistent with the Work Schedule of Form 3H. c) Organization and Staffing. In this chapter you should propose the structure and composition of your team. You should list the main disciplines of the assignment, the key expert responsible, and proposed technical and support staff.]
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FORM TECH-5 TEAM COMPOSITION AND TASK ASSIGNMENTS
Professional Staff Name of Staff Firm Area of Expertise Position Assigned Task Assigned
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FORM TECH-6
CURRICULUM VITAE (CV) FOR PROPOSED PROFESSIONAL STAFF
1. Proposed Position [only one candidate shall be nominated for each position]: 2. Name of Firm [Insert name of firm proposing the staff]:
3. Name of Staff [Insert full name]: 4. Date of Birth: Nationality:
5. Education [Indicate college/university and other specialized education of staff member, giving names of institutions, degrees obtained, and dates of obtainment]:
6. Membership of Professional Associations:
7. Other Training [Indicate significant training since degrees under 5 - Education were obtained]:
8. Countries of Work Experience: [List countries where staff has worked in the last ten years]:
9. Languages [For each language indicate proficiency: good, fair, or poor in speaking, reading, and writing]:
10. Employment Record [Starting with present position, list in reverse order every employment held by
staff member since graduation, giving for each employment (see format here below): dates of employment, name of employing organization, positions held.]:
From [Year]: Employer: Positions held:
To [Year]:
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11. Detailed Tasks Assigned
[List all tasks to be performed under this assignment]
12. Work Undertaken that Best Illustrates Capability to Handle the Tasks Assigned
[Among the assignments in which the staff has been involved, indicate the following information for those assignments that best illustrate staff capability to handle the tasks listed under point 11.]
Name of assignment or project: Year: Location: Client: Main project features: Positions held: Activities performed:
13. Certification: I, the undersigned, certify that to the best of my knowledge and belief, this CV correctly describes myself, my qualifications, and my experience. I understand that any wilful misstatement described herein may lead to my disqualification or dismissal, if engaged.
Date:
[Signature of staff member or authorized representative of the staff] Full name of authorized representative: Day/Month/Year
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FORM TECH-7 WORK SCHEDULE TO BE
N° 1 2 3 4 5
Activity
1
Months 1 2 3 4 5 6 7
2
8
9
10
11
12
n
n 1 2 Indicate all main activities of the assignment, including delivery of reports (e.g.: inception, interim, and final reports), and other benchmarks such as Client approvals. For phased assignments indicate activities, delivery of reports, and benchmarks separately for each phase. Duration of activities shall be indicated in the form of a bar chart.
Section 4. Financial Proposal - Standard Forms
[Comments in brackets [ ] provide guidance to the Bidders for the preparation of their Financial Proposals; they should not appear on the Financial Proposals to be submitted.] Financial Proposal Standard Forms shall be used for the preparation of the Financial Proposal according to the instructions provided under para. 3.6 of Section 2. Such Forms are to be used whichever is the selection method indicated in para. 4 of the Letter of Invitation. INSTRUCTIONS FOR THE PREPARATION OF THE COST PROPOSAL
Cost proposals will be evaluated from an overall best value perspective with an emphasis on reasonableness and consistency of the budget to the technical approach and implementation plan. Other specific factors for consideration include: 1. 2. 3. 4. Clear explanation of budget narrative for all cost items/categories including staff, consultants, sub-contracting and material handling costs. How the proposal addresses the local support/logistical/office arrangements in an efficient manner. How the proposal sets forth the rationale for optimal mix of personnel and the use of rates. Proposed rationale for number and duration of technical assistance trips during the contract.
The Cost/Business Application should contain the following components in the order set forth below. FIN-1 FIN-2 FIN-3 FIN-4 FIN-5 Financial Proposal Submission Form Summary of Costs Breakdown of Costs by Activity Breakdown of Remuneration Reimbursable expenses
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FORM FIN-1 FINANCIAL PROPOSAL SUBMISSION FORM
[Location, Date] To: [Name and address of Client]
Dear Sirs: We, the undersigned, offer to provide the logistical an procurement services for [Insert title of assignment] in accordance with your Request for Proposal dated [Insert Date] and our Technical Proposal. Our attached Financial Proposal is for the sum of [Insert amount(s) in words and figures1]. This amount is exclusive of the local taxes, which shall be identified during negotiations and shall be added to the above amount. Our Financial Proposal shall be binding upon us subject to the modifications resulting from Contract negotiations, up to expiration of the validity period of the Proposal, i.e. before the date indicated in Paragraph Reference 1.5 of the Data Sheet. Commissions and gratuities paid or to be paid by us to agents relating to this Proposal and Contract execution, if we are awarded the Contract, are listed below 2:
Name and Address of Agents Amount and Currency Purpose of Commission or Gratuity
We understand you are not bound to accept any Proposal you receive. We remain, Yours sincerely, Authorized Signature [In full and initials]: Name and Title of Signatory: Name of Firm: Address:
1 2 Amounts must coincide with the ones indicated under Total Cost of Financial proposal in Form FIN-2. If applicable, replace this paragraph with: “No commissions or gratuities have been or are to paid by us to agents relating to this Proposal and Contract execution.”
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FORM FIN-2 SUMMARY OF COSTS
Costs Item [Indicate Foreign Currency # 1]1 [Indicate Foreign Currency # 2]1 [Indicate Foreign Currency # 3]1 [Indicate Local Currency]
Total Costs of Financial Proposal 2
1 2 Indicate between brackets the name of the foreign currency. Maximum of three currencies; use as many columns as needed, and delete the others. Indicate the total costs, net of local taxes, to be paid by the Client in each currency. Such total costs must coincide with the sum of the relevant Subtotals indicated in all Forms FIN-3 provided with the Proposal.
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FORM FIN-3 BREAKDOWN OF COSTS BY ACTIVITY1
Group of Activities (Phase):2
Description:3
Costs Cost component Remuneration5 Reimbursable Expenses 5 Subtotals
1 Form FIN-3 shall be filled at least for the whole assignment. In case some of the activities require different modes of billing and payment (e.g.: the assignment is phased, and each phase has a different payment schedule), the Bidder shall fill a separate Form FIN-3 for each group of activities. For each currency, the sum of the relevant Subtotals of all Forms FIN-3 provided must coincide with the Total Costs of Financial Proposal indicated in Form FIN-2. Names of activities (phase) should be the same as, or correspond to the ones indicated in the second column of Form TECH-7. Short description of the activities whose cost breakdown is provided in this Form. Indicate between brackets the name of the foreign currency. Use the same columns and currencies of Form FIN-2. For each currency, Remuneration and Reimbursable Expenses must respectively coincide with relevant Total Costs indicated in Forms FIN-4, and FIN-5
[Indicate Foreign Currency # 1]4
[Indicate Foreign Currency # 2]4
[Indicate Foreign Currency # 3]4
[Indicate Local Currency]
2 3 4 5
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FORM FIN-4 BREAKDOWN OF REIMBURSABLE EXPENSES1
(This Form FIN-4 shall only be used when the Time-Based Form of Contract has been included in the RFP)
Group of Activities (Phase): N° Description Per diem allowances International flights
5 2
Unit Day Trip Trip
Unit Cost
3
Quantity
[Indicate Foreign 4 Currency # 1]
[Indicate Foreign 4 Currency # 2]
[Indicate Foreign 4 Currency # 3]
[Indicate Local 4 Currency]
Miscellaneous travel expenses Communication costs between [Insert place] and [Insert place] Drafting, reproduction of reports Equipment, instruments, materials, supplies, etc. Shipment of personal effects Use of computers, software Local transportation costs
Trip
Total Costs Form FIN-5 should be filled for each of the Forms FIN-3 provided, if needed. Delete items that are not applicable or add other items. Indicate unit cost and currency. Indicate between brackets the name of the foreign currency. Use the same columns and currencies of Form FIN-2. Indicate the cost of each reimbursable item in the column of the relevant currency. Cost = Unit Cost x Quantity. 5 Indicate route of each flight, and if the trip is one- or two-ways. 1 2 3 4
Section 4 – Financial Proposal – Standard Forms
Section 5. Terms of Reference
Development of Web Sites, E-Government Pilot Modules (Electronic Document Management System and Computerized Reception Desk) and CIO Training under the “MCIT Policy Capacity Initiative” project
1. 1.1
Background Ministry of Communications and IT is the core body for the implementation and promotion of new technologies in Afghanistan. For the last 4 years ministry of commutations has come along way developing clear policies and implementing successful projects in the area of telecommunications and IT. MCIT was the first organization who declared its clear policy regarding the private sector involvement in the Telecom market. Now as per the policy of the MCIT, the organization is stepping out of its role as operator and is becoming pure policy maker for the ICT sector of the country. For this purpose efforts are underway to make this task achievable, USAID under the “MCIT Policy Initiative” project has made available funding to assist MCIT fulfilling the role of policy maker.
1.2
A number of project activities are proposed under this grant which will be implemented by MCIT. These projects and activities are as follows: 1.2.1 Government Online Presence This activity involves to create or strengthen official websites of key GIRoA IROA institution, 34 provincial governments. This could be all institutions and governor offices or likely preferred as a start, key institutions which provide information relevant to the economic growth sector. The activity would include preparation of a chart listing all ministries and governor offices, clearly identifying the current status of their website communication, and simplified assessment of each of their IT capabilities. For those IROA institutions that already have official websites, but lack content in the local languages, the contractor would enhance these websites with multilingual navigation, including search capabilities. 41 of 84
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Fostering greater information about provincial-level development opportunities, key economic industries, and informing local populations on roll-out of key laws and regulations governing business will enhance the private-sector’s ability to grow, attract investment, and generate jobs. Complementing this with other initiatives to extend internet/phone availability in rural areas and villages is a noted interest from Afghans. The contractor will cover the services related to hosting and identifying and loading the content to (all) official websites (or selected websites) if their sponsoring ministries lack the IT capabilities to do so themselves. These web sites will be hosted in the National Data Centre. The ICT directorate of the Ministry of Communications and IT will be responsible for the maintenance and uploading of the contents, the contractor will be responsible to train the nominated staff. For detailed specification please refer to Annex 1.
1.2.2
CIO Training The contractor has to conduct “basic training” program to create Chief Information Officers (CIO). CIO is quite different from an IT manager. An IT manager basically installs “boxes” and software, wiring and simple trouble-shooting. A CIO is a catalyst to help make the enterprise more efficient through ICT and in this case eGov. The Ministry of Communications and IT will be the core body responsible for the implementation and promotion of this program. Every ministry will add the CIO structure in their organization structure approved by Civil Service Commission. For detailed specification please refer to Annex 2.
1.2.3
E-Gov Pilot projects This activity will involve the contractor to develop and supply the required software plus tools to operate it and train the MCIT staff. (i) The “Computerized Reception Desk” (CRD) is one of the pilot eGov activity at the first Ministry of Communications and IT. The CRD will serve as the “check-in” point for all visitors to the MCIT. The receptionists will have information to “most” of the Minister’s, Deputy Ministers, Directors and Deputy Directors schedules in order to verify the visitors’ appointments. The Receptionists will confirm the identity of the visitor and issue (print) a temporary visitor badge for the visitor and provide meeting location instructions. (ii) The Electronic Document Management System (EDMS) is another pilot e-Gov activity by MCIT, which will be integrated in to the 42 of 84
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CRD. The EDMS is intended to computerize the majority of the paper management issues of the MCIT. The EDMS will work as other majority of document management systems in the world, it will be equipped with options to deal with scanning of incoming letters (if necessary), recording of all documents, forwarding and distribution of internal mails and documents, digital signatures, document securities, document authenticities, and other related issues. The CRD will also provide an “information booth” service where the Ministry’s customers can go to get information about the Ministry and services it provides. The information booths will also provide information about the status of the documents submitted, the customer will be able to check the status through the self monitored information kiosk at the CRD. The CRD will be the first e-Government pilot project allowing the Ministry to test the concept of “one stop shopping” for information and services that can eventually be expanded to other ministries. The concept will be implemented as pilot in MCIT and later will be replicated in other government office; for more detail please refer to Annex 3. 2. 2.1 Scope This project sees contracting a private sector firm to provide ICT Directorate of MCIT services to achieve the project activities outlined in section 5 Terms of Reference, clause 1.2. USAID has given a grant of USD 1 million to Ministry of Communications and IT; the ICT directorate will need the contracted firm to provide the services under this grant. The firm will work under direct supervision of the ICT directorate of the Ministry of Communications and IT. Implementation Following establishment of the Project Management Unit the Bidder shall prepare and maintain a detailed integrated project implementation plan based on Microsoft Project software, covering the entire project life cycle. A rolled up 43 of 84
2.2
2.3
3. 3.1
Section 4 – Financial Proposal – Standard Forms
version of the overall project and implementation plan, with progress clearly highlighted, shall be attached to each formal progress report issued under this project. The actual sequencing, composition, duration, dependencies, and resourcing of these events are to be shown and maintained in the overall project plan in consultation with MCIT. 4. 4.1 Equipment and Supplies In establishing the Project Management Unit, the Bidder will be responsible for determining the scope and extent of supporting equipment, office supplies, computerization, training equipment, consumables and vehicles necessary to establish an effective working environment for the project management team. It is stated that client will not be responsible to provide any such items to the bidder and there shouldn’t be any cost included in the Financial Proposal for the said equipments. Deliverables The deliverables for this procurement are as follows: 1. Complete Content Management System with all related components needed for the hosting of the CMS in the National Data Center 2. Complete Electronic Document Management System 3. Complete Computerized Reception Desk software and equipment 4. Detailed training package for CIO training 5. Organization of Training events 6. Complete set of recommendations for the sustainability, maintainability and management of the modules delivered under deliverables 1, 2 and 3. 7. Integrated Project Plan covering entire project life cycle, based on Microsoft Project and fully utilized as a project management tool. 8. Inception Report 9. Standard quarterly, six monthly and annual progress reports if any 10. Final Report 6. 6.1 Project Management Structure The proposed Project Management Structure will consist of the following: a) High level Supervision Committee chaired by Deputy Minister Technical MCIT b) Principle Project Manager c) Project Management Unit
5. 5.1
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The Bidder is required to take the above broad structure into account when formulating their proposal. 7. 7.1 Reporting Arrangements The Bidder is required to report as follows: a) Inception Report within first month of the start of the assignment. The Inception Report will provide an initial detailed work program supported by Microsoft Project, covering the full period of the assignment. It will specifically highlight key tasks to be undertaken by MCIT and USAID to facilitate timely execution of the assignment. The inception report will include as an addendum a log frame showing draft key performance criteria, performance indicators, and suggested implementation milestones or targets. This performance log frame will subsequently be reviewed and agreed by the Supervision Committee. Thereafter performance monitoring against this log frame will form a key component of the standard reporting requirements. b) Quarterly Progress Reports. The Bidder shall produce a progress report for quarter one and quarter three. This report shall be restricted to a brief executive summary, financial analysis of expenditure against project budget, and an updated version of the performance log frame. c) Six Monthly Progress Report. The Bidder shall produce a six-monthly progress report at end of quarter two of the financial year. The timing of such report is to be aligned to the contracting months, and reports are to be submitted within one month of due date. These progress reports are to contain an executive summary, an analysis of progress and achievements, key strategic issues to be addressed in next reporting period, analysis of project risk, financial analysis of expenditure against project budget, and any project design issues that need to be addressed by the Supervision Committee. In each case an updated version of the performance log frame is to be appended to each report. d) Final Report. Two months prior to completion of the assignment, the Bidder shall produce a Final Report. This report shall include an additional log frame showing a recommended work program for the next years. In addition this Final Report shall also incorporate an annex showing equipment to be transferred to the beneficiary upon completion of the project. 10.2 These reports will be submitted by the Bidder at the specified times to the MCIT, USAID and project Supervision Committee members. Reports should be in digital as well as hard copy format and written in English and Pashto.
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Annex 1. Government Online Presence
It is the intent of the RFP to solicit time and material proposal from qualified Web development firms to support the creation of e-Government Web Sites Managment Framework by providing on going maintenance, implementation, training, web design, and web-based database application development services.
Scope of Services MCIT seeks a Contractor who is technologically savy in the development of web-based database applications and can provide as needed ongoing website development, implementation and maintenance support. The term of this contract is for one year from notice to proceed, including a maximum of six months to attain acceptance of the system development and implementation, and the remainder for optional maintenance of the system. Project Objectives The bidder is required to provide a comprehensive system so that MCIT can develop web sites for all ministries, government departments, provinces and administrative agencies who work for public interest. As scope of this project the bidder is required to develop 80 websites and train the concerned government agencies staff. Each website should provide a full range of knowledge management and collaboration services through the posting of key documents, events, press releases, tenders, discussion forums, minutes of meetings, points of contact, and other relevant information. Statement of Work
A. Web sites scope of work
1. Web Sites Management Framework: The Web Sires Management framework will be required where every ministry or governmental organization can create and manage their website with some easy step and publish it to their domain. Initially we will create their account on the system and distribute it to authorize person. After logging in they can choose the website design from available templates and customize the design along with navigation hierarchy. When they are done with customization they can publish it to their domain after that they can manage the content at their convenience.
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Every ministry shall have their own website and hence their own customization through Centralized CMS. 2. Functional requirements Anticipated functional elements of the government website are as follows: Multilingual website with (Dari, Pashto and English) Languages; Content management system where there should be an option to admin/authorized users to place respective News/Advertisements / Tenders and Other Contents based on their rights. Site Contents can automatically activate / expire based on the specified dates; Content Management supports to manage website in Dari, Pashto and English. Website Search provides text based searching on all the Text Data available on the portal and should support advance searching in Word Processor and PDF documents; pictures and movies captions and titles, contact information, discussion and other forms, downloadable materials. Visitors and users comments and feedbacks. Date wise and section wise searching. Contact form for sending comments/questions directly from the site with questionnaire (name, surname, institution, address, e-mail, mobile phone); possibility to choose the recipient among several offered in a drop down list and spam protection by entering graphic code (CAPTCHA); Online Subscription system – form for automatic registration to mailing list and latest newsletter download; and RSS subscription. E-Poll and Poll archive; Photo Galleries; Centralized storage for all the contents and material to make it widely accessible. Modules for most read articles, most downloaded content, hot downloads, hot articles, latest news, latest press releases, latest comments, online visitors, hit counters, events calendar, latest jobs etc… (Administrator should be able to place any of these modules at any part of the website). Discussion forums with all of its features (user registration, topic/post submission and approval privileges assignment, user profile, administrative functions like edit/delete/changing location of the post and etc…) An online complain box or guest book – a form with show/hide options for the name and contact information of the complainer, Administrator feedback possibility for every individual complain, attachment upload field for uploading evidence documents, separate themes for answered and non answered complain boxes, etc… and all of the required fields like (name, email, phone, occupation, complain text area etc…). 47 of 84
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Frequently Asked Questions (FAQ) with managed categories and subcategories, administrator answering possibility and all of other required fields. A very friendly and dynamic system for job announcement with online application form and CV upload field. Categorized Book library with download, search, and upload facilities. Streaming Multimedia library with all of required options such as download, send to friend etc… Document attachment field for all of new posts and articles. Article comment system, print, email, pdf and etc… A page to automatically generate a list of all new posted contents like latest news, latest PRs, latest job announcements, latest uploads etc… Automatic sitemap generator with automatic updating system.
3. E-Library E-Library or online document repository will be required along the line with this service. An online file repository will act as a resource for all users to access governmental documents and publications in a centralized location. It features a variety of pdf, word and power point documents. The e-library web application is interlinked with all of the website architecture. This E-Library is for general public use and the documents uploaded by different departments/website in their sections make it available on this site as well. Ideally this site should be call as (e.g. www.documents.gov.af) where visitor can access all the governmental documents, forms, applications, etc. in one centralize place. Uploading documents of different formats and document management (organizing uploaded documents into specified folders for every organization); Document/article status management (draft, published, archived...); Visitor can search and locate the documents with ease. All the documents are placed in categorized and subcategorized form. 4. Content Management System – CMS Basic CMS characteristics: custom made, with user friendly and secure administrative interface. It should allow the following functions (or most of them): I. General Feature o Administrator can manage all aspects of the website operation; o Adding new text content and Changing/editing the current textcontent of the webpage using the (WYSWYG) & rich-text editors; o Adding new / erasing old pages with the possibility of editing: title tags, meta description, meta keywords tags, page names, captions, etc; 48 of 84
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o Changing menus and submenus – adding / removing / renaming the menu items; o Easy placeholder creator at any part of the website. o Changing and placing banners, pictures, documents, common file types; and various modules in various placeholders inside the templates. o Should preview new content with the template that is going to be used in the published version; o Setting dates for automatic publishing and expiring of pre-entered site contents; o Search (search within CMS); o System for creating and posting photos (galleries). o System for creating & incorporating E-Poll with easy step. II. Security Feature o User administration: assign privileges and access levels (for administrators, publishers, content editors, etc); o Allows hierarchical rights management that allows the administrator to restrict user’s level of editing according to their role in the web publishing process; o Automatic logging of changes in the system accessible to administrator only; o Manage complete trail log for all the changes and revision history in system; o Is technologically stable and reliable irrespective of the volume of users. Customization Feature Template management System (possibility to choose which existing template to use for the new webpage). o Allows for a high level of customization - allows design and alter templates with ease; o Templates should be provided in the format that all the users can use the same template with customization. The users should be able to do the following in the templates. Create Site Layout Add a page Create links Create drop down menus View the page Activate the page Create password protected pages Change colors/theme 49 of 84
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A user friendly system for adding or modifying template title, logo, slogan, navigation menus, footer/site details, flash banners/adds, etc…
o Template is visually divided into several sections: Main banner (Header); Horizontal (main) menu and vertical submenu; Central wide section, with news subsections; Left and right narrow sections; Bottom section.
IV.
Technology o Compliance with W3C (World Wide Web Consortium) standards; o Propose the use of secure protocol https and SSL certificates where necessary; o Preventing security threats – SQL injection, XSS injection, and malicious file upload, etc; o Website optimization for all versions of Internet Explorer and Mozilla Firefox and other leading browsers; o Compatible with variety of media devices - computers, handheld devices, projectors, and screen readers for visually impaired users o Search Engine Optimized (SEO): Google sitemap, Meta tags, Title tags, Alt tags, Header tags, Page names. Avoid technologies that would make site indexing difficult or impossible (too many AJAX, Flash, JS, IFRAME elements); o Website development technology: Open Source; o Server side components including onsite installation and support.
B. Email Services
1. Email System: MCIT would lick to install mail server in the national data center where every organization will have their own email accounts under the same domain used by their web sites. The bidder has to install the mail services in the National Data Center which should be configurable with any mail client installed in the user computers in ministries. Bidder is required to come up with email system with the following features: Mail Service POP SMTP Web mail POP Retrieval HTTP Mail 50 of 84
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IMAP POP Service APOP authentication IP address access control Listen on alternate port Customize welcome message (for security) Allow concurrent user access to single mailbox IMAP Public folders IDLE support Listen on alternate port HTTP Mail Public folders Spam, antivirus and message filtering services Message filtering (per mailbox) Message filtering (per post office) Grey listing Reverse DNS blacklisting per post office Antivirus scanning per post office Antivirus scanning (via 3rd party scanner) Configure global message filters Bayesian anti-spam filtering SPF (Sender Policy Framework) Scripted filtering URL Blacklisting IP address access control IP address white listing Reverse DNS blacklisting Require PTR DNS record for unauthenticated inbound connections Security and authentication SSL for POP, SMTP and IMAP CRAM-MD5 authentication for POP, SMTP and IMAP NTLM authentication for POP, SMTP and IMAP Active Directory/Windows Authentication POP before SMTP authentication Administration Log Processing and Statistics Configure service availability per mailbox Configure service availability per post office Restrict message throughput per mailbox 51 of 84
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Restrict message throughput per post office Remotely administer servers Prevent users from entering simple passwords Lockout accounts after too many failed login attempts in a short time Scheduled message purging Quota warning notifications Administration via Microsoft Management Console (MMC) Domain renaming SMTP forwarding Sender domain validation Internal and external IP validation Domain level smart hosting Message size restriction Domain literals Disable catch-alls for entire system Restrict the number of recipients per inbound message Automatically ban IP addresses after too many failures Mask IP addresses in e-mail headers Validate domain MX records on inbound connection Restrict the maximum number of inbound connections Restrict the maximum number of outbound connections Mark inbound catch-all messages with a custom header Limit maximum outbound message size Limit maximum inbound message size Configure allowed SMTP verbs Configure outbound failed message retry schedule Enable/disable non-delivery receipts Enable/disable delivery delay notifications Smart host SMTP connector to downstream SMTP server Smart host individual domains to a downstream SMTP server SMTP connector smart host authentication Block local addresses Directory Services LDAP Service Post office level features Reverse DNS blacklisting per post office Restrict message throughput per post office Configure service availability per post office Groups Quota management
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Mailbox level features Configure service availability per mailbox Mailbox spam rules/filtering Restrict message throughput per mailbox Mailbox redirection (configure via web mail) Multiple mailbox addresses Auto-responder for mailboxes Execute application on e-mail delivery to mailbox Developer/System Tools and Utilities Provider migration utility Directory management utility System Tray Utility (METray) Activity monitor Diagnostic utility Message tracking utility List Server Headers and footers can be HTML Moderated Add header text to e-mails Add footer text to e-mails Subscribe Unsubscribe Reply to List Force poster to be a member Disable a list Password protect lists List 'Help' commands for users Activity logging Prefix e-mail subjects Import users from a text file Configure List Reply To Address Web Administration Manage multiple post offices via web administration Search for matching post offices, domains, mailboxes, etc Manage directory Manage mailboxes Manage domains Manage lists Manage groups Web administration skins .NET and ASP web administration 53 of 84
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Web mail Drag & drop messages into folders Virtual message lists that don't require page selection Auto-complete for addressing Keyboard shortcuts Load on demand AJAX tree view on left hand pane Right click items for actions (e.g. rename, mark as unread) Multi-select items in virtual list without changing pages Summary page outlining mailbox status Select the page that is displayed on log-in Task lists Mailbox, calendar and contact sharing Enhanced public folder support Bottom and right side preview mode Appointment messages have their own icon View images attached to a message in a slideshow Download source of message Add appointment requests direct to calendar Read receipts Contact groups Edit own directory details from within web mail Configure web mail layout per domain Configure web mail skin per domain Save message as draft Import contacts from Outlook and Outlook Express Configure personal filters Change passwords Global contacts Public folders Sub folders Mailbox spam rules/filtering Personal calendar Personal tasks New message notification Quota usage display Compose/view messages in separate windows Skins and re-branding Personal contacts View HTML e-mails Compose HTML e-mail messages Auto signature Mailbox redirection POP Retrieval Support for various e-mail character sets 54 of 84
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Multi-lingual (English, French, German, Italian, Spanish) Print messages View message headers Spell-checker (multi-lingual) Search by subject, content and sender
C. Hardware and Software Requirement:
The Ministry of Communications and IT has established the National Data Center and planed to host the websites and the mail services in this center. As the RFP explains the specification of the two services, the bidder should give their proposal to fulfill the above requirements and also include in their bid the required software components on server side which are needed to be installed in the NDC in order to host the CMS, the websites and the mail services. It is worth mentioning that MCIT has already purchased SUN SPARC M5000 server technology for the NDC. The platforms available in the National Data Center are Sun Solaris 10, Linux Red Hat 9 and Windows Server 2003.
D. Training:
Provide training to selected staff on tools for management and use of the system. The training shows them the process for updating web pages and templates and controlling of system. The successful bidder shall also prepare an update/training manual, which shall include, but not be limited to, the following: Training Manuals contain step by step guide Online Manuals with every topic should be covered Video Tutorials Training Classes Hands on Training
E. Support & Maintenance:
All the support needed to maintain the deliverables. Requires the vendor to provide extensive technical assistance after the system has been developed. More specifically, requires assistance from the vendor in implementing the system and training staff – this is to be incorporated into the vendor’s response to this RFP.
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We also expect a post deployment agreement with the successful vendor which specifies the amount of technical support we will receive during a calendar year. Requires the vendor to provide support on an agreed-upon-basis and price for up to two years. Requires the vendor to provide extensive technical assistance with regard to migrating content from the current sources to the new system - this is to be incorporated into the vendor’s response to this RFP.
F. Additional Requirements:
Bidder must include License cost or any third party cost involve in. A system does not feature proprietary code - that can be redeveloped by alternate firm at a later date A system allows for the easy integration of non-proprietary web applications at a later date Crate a functional test site – This will be used throughout the process by the website planning committee to try out the new site and use its new features. Develop a web system on a scalable platform that allows future growth with minimal development.
G. Proposal Outline/Requirements:
The proposal must contain details about company profile which should include: Number of years in business. Primary and secondary business Is the company wholly owned? About its local presence in Afghanistan References about its clients in Afghanistan if any Hours of operation and support No of staff who will be involved in the project with their CVs The proposal should also include: Executive summary/General overview Vendor background/description and references Solution description A project management strategy A projected timeline An implementation strategy Itemized pricing; Website design, CMS (implementation and licensing), project management, staff training, post deployment support. Etc. Additional information as needed 56 of 84
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Annex 2. Chief Information Officer Training
It is the intent of the RFP to receive proposal from vender for (i) providing complete set of framework required for the establishment of CIO organization in the government of Afghanistan and (ii) providing one month intensive CIO training to 30 individuals from the following ministries in a prestigious training institute: Ministry of Commerce, Ministry of Agriculture, Ministry of Border & Tribes, Ministry of Urban Development, Civil Cervices Commission, Ministry of Education, Ministry of Justice, Da Afghanistan Bank, Ministry of Information &Culture, Ministry of Energy & Water, Ministry of Economy, Ministry of Public works, Ministry of Finance, Ministry of Transport, Ministry of Communications and IT, Ministry of Interior, Ministry of Rural Rehabilitation and Development, Ministry of Foreign Affairs, Ministry of Women Affairs, Ministry of Labor and Social Affairs, Office of Administrative Affairs, .
Training Modules
Part 1: Basics and Fundamentals This should cover the basic of information and communication technology management in the public sector including the following: Public Sector Governance Management Information Systems and Decision Support System in Public Sector IT infrastructure planning and development IT applications and databases Document and Content Management Role of IT in Public Governance E-Government basic fundamentals E-Services Development and Management Information Security and disaster management
Part 2: Data Standards & Enterprise Information Integration This should include the concepts and techniques for achieving optimal information integration, interoperability and systems integration and will include the following major topics: Enterprise Information Integration Application and database integration Data Standards ( an overview of the international best practices ) Interoperability and e-GIF an international overview
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Part 3: IT Governance This part should cover the basic and foundation concepts and knowledge of IT control and Governance in an enterprise, especially focusing on the IT governance in the public sector. The course should follow the COBIT (Control Objectives for Information and Related Technologies) the world leading IT control and governance framework. COBIT framework supports IT governance by providing a framework to ensure that: IT is aligned with the business IT enables the business and maximizes benefits IT resources are used responsibly IT risks are managed appropriately In this part CIO’s will be equipped with the knowledge to enable them to use COBIT for evaluating the effectiveness of IT-related controls and how the framework can assist them in implementing IT Governance and support IT Assurance. Part 4: IT Project Management This part of the course should cover the project management concepts and techniques, particularly focusing on the management of IT and high tech projects in public sector environment. PRINCE2 Standard should be used as the framework for delivery of this part of the course. The course, among others should include the following major topics: Introduction to basic concepts and techniques of project management Process Model Overview Project initiation, planning and start up Monitoring and Control of Projects Project Organization Management of Risk Quality in a Project Environment Case studies Part 5: IT Service Management This part of the course should cove the development of skills and knowhow on the delivery and management of IT services in the government. The course should be patterned within the framework of The IT Infrastructure Library® (ITIL) as the most widely accepted approach to IT service management in the world. The course should include the following: Service Management as a practice The Service Lifecycle Key concepts of Service Management Key Principles and Models Service Strategy 58 of 84
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Service Organization Service Design Service Portfolio Management Service Operation Continual Service Improvement Case Studies
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Annex 3. E-Government Pilot Modules
A. Electronic Document Management System (EDMS)
1. Executive Summary The Electronic Document Management System (EDMS) is one of the e-Government department’s pilot projects. The EDMS is intended to computerize the majority of the paper management issues of the MCIT. The EDMS will work as like other majority of document management systems in the world, it will be equipped with options to deal with scanning of incoming letters (if necessary), recording of all documents, forwarding and distribution of internal mails and documents, digital signatures, document securities, document authenticities, and other related issues. The focus of the EDMS project will be on the Documentation Directorate of MCIT; currently the majority of the incoming and outgoing documents go through Documentation Directorate. An Electronic Document Management System (EDMS) will be a computer based system used for managing electronic and paper-based documents. The EDMS should offer a means of checking documents into the system, searching for documents in the system, and version control. The system will also provide workflow and collaboration capabilities. The EDMS should not to be confused with a Records Management (RM) system that is used to help with the long-term management of records, but it should also have this capacity. Document management systems should provide storage, versioning, metadata, security, as well as indexing and retrieval capabilities. 2. Overview Ministry of Communication and IT as a government policy making institution means dealing with considerable amount of paper in its daily business routines. This amount increases with days, weeks and months, which makes the paper management and keeping record of them a gigantic task. Keeping the huge amount of paper work in view, whether formalized or informal, based on a computer system or performed manually, most offices in MCIT need system to address the following questions related to managing documents:
Storage: Where will we keep our documents? How much can we spend to store them? Retrieval: How can people find needed documents? How much time can be spent looking for them? Filing: How do we organize our documents? How do we ensure documents are filed appropriately? Security: How do we protect against the loss, tampering or destruction of documents? How do we keep sensitive information hidden?
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Archival: How do we ensure the readability of documents in the future? How can we protect our documents against fires, floods or natural disasters? Retention: How do we decide what documents to retain? How long should they be kept? How do we remove them afterwards? Distribution: How do we get documents into the hands of people who need them? How much can we spend to distribute the documents? Workflow: If documents need to pass from one person to another, what are the rules for how their work should flow? Creation: If more than one person is involved in creating a document, how will the people collaborate? Digital Signatures: if the documents needs orders, who is entitled to issue orders? How can we authenticate his digital signatures? Authenticity: How can we authenticate the originality of the document? How can we assure the correct and uninterrupted delivery of the document to destined person?
In order to provide more efficient and cost effective answers to these questions, the document management system should contain various components and features as described below. 3. Components Document management systems should provide storage, versioning, metadata, security, as well as indexing and retrieval capabilities. Here is what we mean by these components. Metadata: Metadata is typically stored for each document. Metadata may, for example, include the date the document was stored and the identity of the user storing it. The EDMS should also extract metadata from the document automatically or prompt the user to add metadata. Some systems also use optical character recognition on scanned images, or perform text extraction on electronic documents. The resulting extracted text can be used to assist users in locating documents by identifying probable keywords or providing for full text search capability, or can be used on its own. Extracted text can also be stored as a component of metadata, stored with the image, or separately as a source for searching document collections. The storing of metadata helps in searching and categorization of the data. Integration Many document management systems attempt to integrate document management directly into other applications, so that users may retrieve existing documents directly from the document management system repository, make changes, and save the changed document back to the repository as a new version, all without leaving the application. Such integration is commonly available for office suites and e-mail software. Integration often uses open standards such as ODMA (Open Document Management API), LDAP (Lightweight Directory Access Protocol), and SOAP (Simple Object Access Protocol) to allow integration with other software and compliance with internal controls. Capture Images of paper documents using scanners or multifunction printers Indexing Track electronic documents Storage Store electronic documents Retrieval
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Retrieve the electronic documents from the storage
Distribution
Easy to distribute internally on the network and be able to sent with emails.
Security
Logical and physical security issues should be tackled with professionally.
Workflow
The system must define the work flow of the document, and all of the working through which the document may go through. Collaboration It should be able to collaborate with other applications.
process
4. Main Objective As we have said earlier that MCIT deals with numerous documents in its business processes, these documents could be categorized into two groups, internally generated, the documents generated inside the Ministry of Communications and IT and externally generated, the documents coming from outside of the MCIT. The main objective of the EDMS is to implement a system which will give the MCIT, a power to record, track, retrieve and store the documents. Another part of EDMS will create digital signatures for the concerned employees; these signatures will enable them to issue orders without printing the hard copy of the document. 5. Current Situation: The majority of the documents in the MCIT are handled by the documentations and relations department. The exceptions are the documents which are subjected to internal business, and are issued or received internally from one department to another. The Documentations and Relations department is currently sub-divided into two units, with a third unit (The Department of Reception and Information) currently being planned.
Department of Official Documents (President’s Office & Ministry of Foreign Affairs: This unit is responsible for the receiving, recording, movement, and archiving of all official documents that come to the Minister of the MCIT from either the President’s Office or the Ministry of Foreign Affairs. The unit is also responsible for any official documents that are sent by the Minister of the MCIT to the President’s Office or the Ministry of Foreign Affairs. This process is described and depicted below. Department of Official Documents (Other Ministries and Provinces): This unit is responsible for the receiving, recording, movement, and archiving of all official documents that come to the Minister of the MCIT from other Ministries or from the Provinces. The unit is also responsible for any official documents that are sent by the Minister to other Ministries or the Provinces. This process is described and depicted below.
The two above Departments perform essentially the same function but are split because of workload. The Departments together receive and process about 20 official documents per day. Each Department has seven employees. Any official document coming in or going out
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of the MCIT for the Minister goes through the two Departments, i.e. the Departments process ALL external communications for the Minister. The two Departments are not normally involved with any internal communications. Each internal MCIT Department has its own official communication registry process for communications that flow within the MCIT. There is one exception to this general rule: any internal communication that contains a significant “order” from the Minister, for example when someone is hired, fired, promoted, or awarded, this documentation always comes to the Documentation Department for archiving. In other words, the Department is the single source for all of the Minister’s official archiving.
Department of Reception and Information: This Department does not currently exist but is being planned. It is envisioned that this Department will be housed in a reception area on the MCIT’s first floor (under construction) and will “control” the access and movement of all visitors to the MCIT.
6. Current Work Process Hierarchy The Department of Documentation and External Relations can be “decomposed” into five “core” work processes as depicted below, i.e. these are the essential things it does to fulfill its purpose.
Manage External Communications And Support
Manage Movement Of External Documents
Administer Archiving Process
Manage Secretarial Support
Issue Employee Identification Cards
Manage Movement Of Visitors
Current Work Process Flow The process map on the next page depicts the “Manage Movement of External Documents” process flow. This process is essentially the same for the both of the Departments of Official Documents regardless of whether the documents are received from the President’s Office, Ministry of Foreign Affairs, other Ministries, or the Provinces.
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President’s Office Office
Event Document Document Sent to MoC
Result Document Document Document Archived
Result Document Document Document Archived
Result Document Document Received
Archive Archive Archive Document 1 1 3 3
Archive Archive Archive Document 5 5 8 8
If reqd If reqd
Send Document Send Document Send Document to Originator 9 9
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Minister Minister of MoC
Check for Action Check for Action and Assign Orders 2
If No Further Action reqd If Further Action reqd If Further Action reqd
Relevant Department within MoC within MoC
Take Action per Take Action per Take Action per Minister’s Orders 6 6
Return Document Return Document Return Document After Action After Action After Action 7 7
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Dept of Dept of Official Documents Documents
Receive and Register Register Document Document
Prepare Cover Letter and Update Letter and Update Letter and Update Register Register Register 4 4
Deliver Document to Document to Document to Relevant Dept Relevant Dept Relevant Dept
Appendices
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7. Current Work Process Description Step 1: The Department receives the external document and manually registers it in a paper ledger. Examples of information recorded include: date, time, document number as assigned by the sending ministry, and MCIT document number which is a concatenation of a number and the received date, e.g. 101-12/98. The document is also prioritized for internal delivery based on received date. Step 2: The document is delivered to the MCIT Minister who checks it for required action and may write order on the document before passing it back to the Documentation Department. Step 3: If no further action is required, the Department archives the document. Step 4: If further action is required, the Department prepares a cover letter to that effect and updates the document register. Step 5: The Document Department deliver the document that requires action to the concerned internal MCIT department. Step 6: The concerned Department takes action based on the Minister’s orders. Step 7: The concerned Department returns the document back to the Documentation Department if no further action is required, or they may pass it to another internal MCIT Department if another Departments needs to take further action on the document. Step 8: The Documentation Department archives the document after all internal MCIT actions have been taken. Step 9: If required, the Documentation Department will send the document back to the originating ministry.
8. Current Data Categories These are the current data types or categories used by the Documentation Department. These are just the general categories and do not depict the data elements within each general category.
Document Document Register Document Orders Document Actions Meeting Calendar Visitor
Current System Analysis The current Documentation and Relations Department is located on the third floor, in front of the Minister’s office.
As we have mentioned earlier they mainly deals with the business documents of the MCIT. We have identified some of the challenges and problems with the current system: 9. Challenges and problems: The documentation process is complex and time consuming, if the document has problems in proof reading, or is corrected three four times, it follows the same time consuming process many times. All official communication is by paper document and manual All official communication goes through the Minister, which usually depends on minister schedule, and takes time. Documentation is kept in paper filing cabinets “forever” and upon increment in quantity the record keeping space and searching problems increases. There is no full proof disaster recovery and protection system for the documents, if a catastrophe e.g., fire or flooding happens, there is no effective protection in place. Security is another unaddressed issue. 10. Proposed System: The proposed system should involve some of the automation processes, and some changes in the current working processes. The digitalization process will be implemented in phase wise approach. In first phase the majority of the internal documents would be converted into electronic mode, and the incoming documents from the outside of the ministry will only be digitally recorded and scanned into the system. The documents generated internally will be generated and distributed electronically, the document creator would have a digital signature or biometric thumb reader, and will send the document with his unique ID, we could use the current email addresses or can create another VPN for MCIT internal data flows. Phase One In the first phase of the implementation, all the internal documents of the MCIT will be electronically generated, distributed and collected. Every manager of the MCIT will have a unique identification biometric signature a thumb mark, installed on his own computer, and will also have an account in MCIT internal document management and distribution system, when the document is generated, before sending it to others he would verify it with his biometric signature. Every manager computer will have a thumb mark insertion device, when the document is ready to be sent, he will be asked to insert his thumb; mark and verify his validity, the manager will scan his thumb mark into the document, or his thumb mark may generate a unique signature for him, after completing the process, the document would be sent to the intended receiver using the email or internal document distribution system. Incase the manager is not available or absent from his duty, he can authorize his deputy or another concern person to use his computer and communicate on his behalf, in this scenario either the second person biometric sign would be introduced to the system, with fixed duration or he can use his manager signature until he returns. When the manager is back, he may check the record and will be updated which documents have been sent in his absence, who sent them
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and to whom they were sent. The record of sent and received documents would be kept with each department individually, and also possible that the department could backup their respective documents in a backup server located on the seventh floor of the Ministry of Communications and IT (MCIT). The document generation would start when a department employee generates a document, that document would be sent to the department manager, if the document needs edition it would go back to the document generator, or else the manager will sign it and will send it to the destined person. During the generation and sending process, the system will generate unique customized number for the document, which may be something like the current document numbering structure; it will also have the sending date, details of the department and person sent to. On the sender’s part, the system repository will record the subject, main idea of the content, status of the follow up, and other details if necessary. The document will travel through the MCIT LAN to the target, it will go through the virus scan of the LAN security server, to limit the spread of malicious programs, if rejected by the server, the file may be deleted and the sender would be informed of the action, if there were not a severe threat the sender may be informed of the problem, and the file will proceed to the destination. When the file arrives on the target’s computer, he/she will be informed trough a popup message, with information about the sender and the subject of the document received. When the document is delivered to the receiver, the document repository will record the document unique ID, sending and receiving dates, subject, sender information, and other information necessary. The required action would also be noted, and if the document needed to be sent back to the sender it would be marked as ‘to be sent back’.
11. Proposed System Structure: EDMS has emerged as a vital class of middleware services that integrates document creation, storage and transfer with critical business process applications. It transforms document management from an end-user activity — in which the user creates, distributes, files and revises a document as needed — into a network-based service. This service allows documents to be integrated with a full complement of end-user personal-productivity and custom-developed applications from a central virtual repository. It also facilitates collaborative creation, easy retrieval and quick repurposing of documents. Ultimately, EDMS increases individual productivity and helps the enterprise wide organization to manage the ever-increasing flow of information. According to the experts on EDMS, it would be better to implement the system on enterprise wide scale, even if enterprise wide implementation is not possible. A coherent strategy and clear-cut goals will prevent costly re-engineering efforts later on. To establish such a long-term blueprint, we recommend that enterprises follow the process presented here, which contains the following six steps: Establish a first-year agenda. Establish an EDMS agenda structure that provides a framework for future growth and a record of the enterprise’s collective knowledge
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about its document management practices. This record will be crucial for passing on the experience of early IDM adopters to future generations of managers, developers and users. Justify the cost of the EDMS project. Individuals and groups within enterprises often have a “gut feeling” that IDM is a good idea, but need hard numbers to justify costs. It is estimated that office workers waste at least 10 hours each week managing documents, and reductions in this waste can save millions of dollars annually in large enterprises. Understand the key to a successful IDM implementation. The key to successful EDMS implementation is planning coupled with an understanding of the components that comprise the proposed system. o It has been identified, that the five key implementation components of the EDMS are: document structure, business processes, roles and responsibilities, database design, and desktop and server infrastructures. Create an EDMS project team. Implementing Integrated Document Management systems requires a project team that focuses on the business and technical aspects of the project, in addition to gaining a commitment from senior management and users. Conduct a document inventory. A document inventory is essential to developing Integrated Document Management architecture. This inventory identifies the flow of documents, retrieval and access patterns, volume, and other important variables that help define the type and scale of the IDM system that will be required. Implement the IDM plan. While IDM implementation is similar to the implementation of any other departmental or enterprise IT project, it has unique attributes. Which should be covered comprehensively while planning for the future.
What about Our existing documents? Implementing a paperless office system doesn't mean old paper records are unimportant. However it's important to understand that we don't have to convert all our old paper files right of the bat. Instead, trying a "scan forward" approach to conversion: choosing a cut-off date, after which all new documents will be created electronically. It’s better only to scan existing paper records if they're used - in many cases, documents that don't get scanned after a year can be archived or simply destroyed. This approach lets us get started much more quickly - and we can always decide later to start scanning older files. Once they're scanned, we can shred our old documents - and we are one step closer to a paperless office. 12. Creating the Agenda Strategic Planning Assumptions: Before implementing an EDM system, it’s better to have a steering committee which will oversee the implementation and will act as decision making body. The first step in implementing an organization wide IDM strategy is to set up an enterprise wide steering committee. Made up of representatives from the enterprise’s senior management team, the steering committee is the project sponsor. It serves as the overall decision-maker and governing body for the project. This group monitors project progress and makes global strategic decisions, usually concerning process or organizational changes.
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It has been a proven fact that the initialization cost of the project is usually more than 50% of the over all budgeting, and in Integrated Document Management System this expenses in some instances go up to 65%. An enterprise steering committee provides a proven means of coordinating and managing that investment. Once the steering committee is established, it should undertake the following 10-step agenda: o Identify all EDMS projects under way. The typical “bottom-up” approach that has historically prevailed in IDM (Integrated Document Management) deployment leads to the introduction of multiple systems. It is a rare enterprise that has full knowledge of all the resources involved in these departmental systems. As we are currently talking about the document management system in Documentation and Relations Department, it will be implemented, and other suitable avenues for further projects would be pointed out with the help of steering committee. o Identify overlapping functional and technical requirements. An extension of Step 1, this helps prevent redundant and wasteful practices. o Evaluate the feasibility of deploying a single-enterprise IDM system. A single organization wide Integrated Management System is economically and managerially viable and feasible. o Identify integration requirements among IDM systems. Typically, a department will state that it never needs to share work-in-process documents with other departments; however, this is true only until the next enterprise reorganization takes place. Enterprises must anticipate IDM system integration issues and establish an integration game plan. o Establish a methodology and sponsor for document inventories. A document inventory can be used to identify document flow, retrieval and access patterns, volumes, and other important document population attributes, which help define the type and scale of the IDM system that will be required. o Establish a dialogue with business process re-engineering (BPR) personnel to ensure recognition of IDM’s value in BPR projects. Those in charge of enterprise BPR efforts may have difficulty in recognizing IDM as an enabling technology for a departmental application. A major aspect of the IDM adoption campaign will be establishing IDM as part of the BPR toolkit. o Develop a document index data dictionary to facilitate information sharing and retrieval among IDM systems. Like a database application data dictionary, enterprises need a document index data dictionary — which establishes and maintains index fields and their values — to ensure IDM system integrity and interoperability. This requires the involvement of a large number of users and IS staff but can be maintained through the steering committee. o Establish a clearinghouse of information on IDM and related technologies. The steering committee can serve as a leverage point that minimizes the cost of information collection and retention. o Coordinate with internal technology committees to integrate other document and output management technology and architecture planning issues. IDM requires significant integration with related technologies, such as imaging, workflow, records management, information retrieval and publishing systems. 13. Creating a Successful IDM Project Team
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Implementing an organization wide IDM requires a project team, which focuses on the business and technical aspects of the project and gains a commitment from senior management and users. In addition to the steering committee, it’s also better to form a “core team” and an “extended team” The core team is composed of representatives from each of the business areas involved in the project, along with individuals from the Information System (IS) organization. The business representatives decide on new processes, document architecture and workflow. The IS members are responsible for validating the feasibility of the system requirements the team has developed. All team members participate in workshops over the course of the project, gathering necessary information and providing follow-up to workshop questions. The core team will need to dedicate at least 60 percent of its time to the project. The extended team members are typically end users of the system. They are usually from the same functional areas as the members of the core team. They are used to supplement the core team during the prototyping activity. The extended team provides the system usability and functionality input and feedback necessary to develop a system the full user community will accept. The extended team needs to allocate 100 percent of its time during user acceptance testing. Other components of the IDM project team includes: The project management office reports on status and raises issues, as appropriate, to the steering committee. Made up of personnel from the business and technical areas, the project management office is responsible for planning tasks, reporting project status, assigning resources, monitoring the progress against the project plan and managing multiple teams. This role will identify and resolve issues independently and with the project leaders. It is also responsible for delivering products on time, within budget and in a way that meets user expectations. A critical competence for the members of the project management office is prior experience or training in the management of complex enterprise systems development. Ideally, the project management office will have already been established. The enterprise may be able to leverage this experience in implementing its IDM strategy. The technical architect is responsible for ensuring that the technical solution satisfies the enterprise’s present and future business requirements. This role sets the direction and establishes the approach for a technical solution. The technical architect provides insight into selecting technical platforms, network architecture and system software. This role leads the effort in designing the project’s conceptual architecture, data model, repository structure and database performance metrics. The senior business analyst is responsible for identifying and solving business issues and problems, designing business systems that meet the enterprise’s needs, and identifying and developing business models. He or she facilitates workshops and provides guidance in the development of required work products. The business analysts are responsible for the design and delivery of business system components. They build strong relationships with enterprise business personnel and drive requirements, propose alternatives and suggest best practices. They demonstrate the beginnings of team leadership, facilitation skills and methodology.
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The developers support the senior members of the technical team in managing and implementing technical applications. They implement the customizations needed to meet the business requirements for the document management system.
14. Conducting the Document Inventory A document inventory is an integral step in developing IDM architecture. This inventory can be used to identify document flow, retrieval and access patterns, volumes, and other important document population attributes that help define the type and scale of the required IDM system. The writer-reviewer-approver-viewer (WRAV) model provides a simple technique for creating a document inventory that captures essential information related to the document life cycle. Type HR Benefits WRAV Policies WRAV SOP MSDS Guidelines System Document W = Writer R = Reviewer HR Human resources SOP Standard operating procedures IS V V V V Regulatory V V WRAV WRAV WRA Manufacturing V V V V RV
WRAV A = Approver V = Viewer MSDS Material safety data sheet
Organization workers have four types of interaction with documents: Writers: create or revise documents. They use the check-in/check-out and versioning functionality in their daily work activities. Writers are also responsible for assigning or updating key aspects of the document. The interface to the IDM system may be through a vendor-specific interface or the authoring package (e.g., Microsoft Word). Reviewers participate in the review cycle of draft documents. They annotate the documents and route them back to the writer. Annotations can be made using tools provided by the authoring packages (e.g., Microsoft Word’s change-tracking capability) or other reviewing tools (e.g., Adobe Acrobat). Reviewers also use the workflow tools that drive the distribution of documents. A work queue view into the IDM system alerts these users to the latest documents they must review. Approvers promote the draft documents to a next level of review or final status, depending on the rules defined for the review cycle. They use the workflow and sign-off capabilities of the IDM system. Viewers use the final documents in the execution of their job functions. They search the document repository and attributes for a particular document or set of documents. Once the documents are found, they open them in a view-only mode. Viewers can locate documents by navigating the repository tree structure, or by using the IDM system’s search capabilities. In the latter case, they may perform an attribute-based or full-text search to find the document or information they need. Using the WRAV model to create a simple document inventory is an essential starting point for the enterprise in an IDM implementation. Without creating this inventory, enterprises may
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never fully realize the benefits of IDM and could incur added costs associated with rework when implementing the system. Creating a complete inventory of documents is critical to the success of an enterprise document management implementation. It enables enterprises to define the life cycle for each document and the actions taken at each stage of this cycle, and to develop an overall set of architectural principles, preliminary workflow definitions, and a set of common attributes that can be used to describe all documents. Document inventory component HR policy and procedures ▲ Document purpose Embodies the business rules ▲ and practices for HR ▲ Creator HR manager ▲ Frequency and complexity of At least annually, simple updates BASIC Updates ▼ File format Created in Microsoft Word ▼ Volume 15 chapters, total of 200 pages ▼ Primary storage medium Departmental binders ▼ Security Confidential, company material ▲ Version control Current version must always ▲ be displayed In-Process Use Key users All employees ▼ Search-and retrieval traffic Low concurrent access, average of one ▼ search per day per employee ▼ Significant ownership changes From manager to vice president of HR External Distribution None ▲ Retention/purging requirements Five years Record Reporting Usage, viewing statistics Management Audit trail (change and viewing) All employees must view current version, ▼ and changes must be documented Figure: Document Inventory Completing the document inventory before starting an IDM implementation helps ensure that the system architecture, document definitions and document relationships are developed correctly the first time. As documents and functionality are added to the system, rework can be avoided. With the WRAV model, enterprises can plot document creation and consumption (internally and externally with business partners). By following the document’s life cycle, they can develop new workflow rules and optimize business processes to attain the greatest possible benefits from the document management system. 15. Defining an Enterprise Repository A document inventory is just the first step toward gathering the information required to create the enterprise document management repository. Enterprise architectures are essential to providing organizations with the ability to find and manage documents that may be stored in separate document management systems.
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Initially, enterprises made many document management system implementations with a departmental or application focus. Organization wide implementations require that this focus be expanded to include the whole value chain, from suppliers through employees to customers. Scaling a departmental system to the needs of the enterprise often leads to a system that fails to meet its objectives. It is not an issue of scalability, but rather one of design. Document hierarchies and indexing are not only important starting points for creating an effective enterprise document management system, but also can be essential steps to creating a foundation for both content management and knowledge management strategies. Creating a common way to describe all documents, whether it be the repository structure or a set of metadata assigned to all documents, provides the means for searching and using documents no matter where they are stored in the repository.
16. The Document Hierarchy A document hierarchy takes the form of repository architecture, represented in a cabinet/folder metaphor (see Figure). The final result of a document hierarchy schema is a visual representation of the repository, which enables easy and intuitive navigation. Documents can be organized around any of the following types of structures: organizational structures (e.g., departments or workgroups); business functions or processes; or physical locations.
Figure: Repository Architecture All hierarchy definitions should be designed first with people in mind. Document management systems, unlike some information systems, must be easy to understand and navigate. It follows from this that hierarchies should not be too deeply nested. Information buried four or five layers deep is likely to be difficult to find. Enterprises must assume that what they are storing is for people to find and read, rather than for machines to process. Another problem with creating a multiple-level hierarchy is the expense, since each level of a repository hierarchy must be created and maintained.
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Questions about who uses the documents, what are they used for, the logical organization of the information, and whether a casual user can intuitively navigate the hierarchy are answered by the document inventory. Completing the document inventory before starting a document management implementation helps ensure that the system architecture, document definitions and document relationships are developed correctly the first time.
17. Deliverables of the project: Below is a partial list of discrete project elements that contractor should consider for delivering the IDM: Create user and system requirements documents Analyze business processes Define desktop and server infrastructure Review requirements documents Make management presentations Determine roles and responsibilities Create corporate records retention policy Complete corporate records retention schedule Publish and implement retention schedule Physically reorganize records Create document structure Create document indexing scheme Design database Select candidate document set for testing Test indexing scheme Install hardware Install software Test hardware and software Provide training for hardware and software Test candidate document set Write scanning procedures Test scanning procedures Provide training on scanning procedures Begin day-ahead scanning Begin back-file conversion 100 Input devices needed for digital signature as per the proposed system by the vendor Technical Features of the IDMS: Document storage Basic document check in/checkout locking capability Document copy/move within the DMS Document lifecycles Document versioning Document properties Document routing (to user inboxes within this DMS)
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Document templates (when creating a file, if enabled) Full Text Search Keyword Properties Search User, Group, and Everyone permissions Auditing
B. Computerized Reception Desk
1. Executive Summary The “Computerized Reception Desk” (CRD) is another component of the Ministry of Communications and IT e-Government Pilot program. The CRD will be situated on the 1st floor of the MCIT headquarters building. The reception desk has already been constructed by the Administration Directorate and 10 employees have already selected as the initial reception force. The CRD will serve as the “check-in” point for all visitors to the MCIT. The receptionists will have information to “most” of the Minister’s, Deputy Ministers, Directors and Deputy Directors schedules in order to verify the visitors’ appointments. The Receptionists will confirm the identity of the visitor and issue (print) a temporary visitor badge for the visitor and provide meeting location instructions. The CRD should provide an “information booth” service where the Ministry’s customers can go to get information about the Ministry and services it provides. The CRD will be the first e-Government pilot project allowing the Ministry to test the concept of “one stop shopping” for information and services that can eventually be expanded to other ministries. The CRD should be connected and integrated with the EDMS where both systems will be able to share and interchange the required and relevant documents and information. The CRD should cover the media side to provide the information in better and informative way by installing LCD screens, billboards where it can show information’s about the current MCIT events, news etc. The CRD should have touch screen information kiosks installed connected with the EDMS through which the clients will be able to check the status of their application and track their applications and concerned documents within the EDMS, vendor has to provide the required hardware and software.
2. Overall Objective: The main objective of making the reception desk computerized is to establish a well defined one stop computerized information/help desk on the ground floor of the Ministry of Communications and IT where every information about the Ministry’ 75 of 84
services provided by Ministry of Communications and IT will be stored in the database and be available anytime for the customers. In this way the customers will not have to wonder through different departments to find out information that could have been provided at the front desk. This will not only eliminate the unnecessary wasting of employee’s time and interruption of their work but could also significantly decrease the frustration of customers. A record of every customer’s visit can be kept. This would help the security department for the purpose of tracking any violators and those who are a security risk. The CRD should have components regarding the electronic employee registration based on finger print technology this system should have 5 turnstile barriers which will be activated based on the finger print technology. The captured data of the employees registered on these doors should be able to be used for attendance purposes. The CRD should have the appointment system which should be connected to some of the main offices in the MCIT e.g. to the offices of secretary to Minister, Deputy Ministers and Directors. 3. Current Situation: Ministry of Communications and IT has started manual reception desk in August 2005 but there are not too many customers/clients who go to the reception of the Ministry of Communications and IT to obtain the information they require. There are several reasons for this, some of which are: Receptionists are not up-to-date with the current information Receptionists take their time to provide a small piece information as there is so much to remember The reception desk is not computerized. Inability to limit the access of customers to the ministry Customers are not convinced that information provided by the receptionists is reliable and trustworthy. They would rather go to the particular department/office to get their information Receptionists are not properly trained Customer Management Software is not being used at the reception desk Information is not stored in any database
4. Proposed System: This component of the project will provide for a “reception desk” on the ground floor of the MCIT headquarters building. The desk will also host a receptionist who will serve as the “check-in” point for all visitors to the MCIT. The receptionist/Information booths will update their self on daily bases about Minister’s, Deputy Ministers, Directors and Deputy Directors schedules in order to verify the visitors’ appointments. The Receptionist will confirm the identity of the visitor and issue (print) a temporary visitor entrance or information badge for the visitor. They can then go to information booths to ask for information or enter into building. 76 of 84
The secretary offices should be able to feed in information about appointments of Minister, Deputy Ministers and Directors in to the CRD application so that the receptionist should be able to entertain the visitors as per the meeting calendar.
Fig: 0.1 Information Booth checking appointment
• Verify Identity • Verify Appointment • Record data • Print visitor badge • Provide directions Receptionist
Request Meeting
Fig: 0.2 information booth providing information
• Office Locations • People Locations • Phone Numbers • Services information
Request Information
Receptionist
5. Concept of Operations: The Reception System will provide increased security and improved customer service to visitors of the MCIT. The receptionist is responsible for ensuring that customers seeking information receive the information they seek and that only approved visitors are allowed to enter the building with the proper “escort required” or “no escort required” privileges. Those individuals or offices being visited are responsible to ensure that 77 of 84
names are submitted to the daily visitor list in a timely fashion and that they are given the proper “Escort” or “No Escort” privileges. Security department will be responsible for providing proper instructions and training to the receptionists on security policy. Upon entering the first floor of the Ministry of Communications and IT building, a Visitor/Customer approaches the receptionist desk. The receptionist will review some form of approved identification and ask the visitor the purpose of the visit. There are two types of visitors to the Ministry of Communications, Type “A” visitors are those people who are attending meetings or visiting offices, employees, and contractors at the Ministry of Communications and IT building. Types “B” are those visitors (customers) who are seeking information stored in the Ministry of Communications’ public information systems. If the visitor only wishes to use the information kiosks, the receptionist will show the right way to the information kiosks to obtain the information they requesting for. The Kiosk section will have each every single information about the MCIT where the visitor will not hesitate to receive any kind of information which is stored in the database. If the visitor has difficulty obtaining the correct information, the visitor with help from the receptionist will call the appropriate department to receive help for the visitor’s inquiry. The receptionist will have printers available for limited (three pages) printing. Printing beyond three pages will be based on special permission or paid for by the visitor. If the visitor is scheduled for a meeting or visit, the reception will look at the daily list of pre-approved visitors and if they are on the list they will receive a badge with “Escort required” or “No Escort Required” privileges as indicated by the list. If the Visitor requires an escort, the receptionist will call the visited office for an escort to come and take the visitor through security. If its meeting badge with “no escort required” the visitor will go through behind the receptionist desk and show his badge to the security so that he may be able to use stairs or elevator to access to the building. If the visitors’ name does not appear on the daily appointment list, the receptionist will call the individual or department to confirm the appointment. Unscheduled visitors who are not on a permanent visitor list will only be issued an “Escort required” badge, unless they are approved by security. If there is any difficulty with visitors, the receptionist will call the security office. For further information please see fig 0.3 and fig 0.4
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Customer Handling Process Fig: 03
Note: The appointment application should have option for the appointment type i.e person go up or stay in visiting room.
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Ministry of Communications and IT Future Reception Desk Fig: 0.4
Visitors Chairs Visitors Chairs
Visitors Chairs
Attendance fingerprint access poles/barrier
Entrance
Visitors Chairs Visitors Chairs Visitors Chairs
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6. Major deliverables of the contractor The contractor has to cater for: Develop electronic customer information system which should have components of visitor management and calendar management Integrate the system with EDMS Make the reception desk fully computerized Establish proper local area network between the receptionist computers Provide training to receptionists Develop a proper database for storing information Issue printed visitor badges to visitors to gain access to the building Install computers and printers for receptionists Install touch screen interactive information booths with it required software Install LCD screens for MCIT events, news etc Install half height turnstile barriers with fingerprint access Install the attendance system connected with the turnstile barriers The bidder has to deliver the following hardware items under this module.
Items Technical Requirements Computers Server Flex Board Large Flex Board Small LCD Screen Large LCD Screen Small UPS Half height turnstile barriers with finger print access Touch Screen information kiosk Printer Toner/Drum for printer ( same as printer model ) Scanner Copier Toner/Drum for Copier ( Same as copier model ) DVD Player Waiting room chairs Polishing Floor Painting Chairs for receptionist desk Lightings Marble table (Guard) Carpet for waiting room Chairs for meeting room Trainings CRM Training Visitor software training Unit 12 2 4 2 2 2 10 5 4 5 10 4 1 2 2 18 1 lot 1 lot 13 20 1 1 lot 6 1 lot 1 lot
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Specifications: Items Computers Specification Dell Optiplex GX – 280SD Processor 3.0 GHZ or above RAM 512 MB DDR Smart Hard Disk 80 GB 7200 RPM Wireless LAN Card Built in / external D-Link LCD Screen 17 Inch “Dell” Combo Drive DVD + RW / CD + RW, Keyboard, Mouse Operating System Windows XP Professional Dell: Power edge 2800 Up to 2 single or dual core 64-bit Intel® Xeon® processors with 2MB L2 Cache per core at up to 3.8GHz HDD 300 GB, 2 GB Ram, Key Board Mouse, LCD Screen 17 Inch Dell Size 95 X 40 Inch’s Size 85 X 45 Inch’s Sony Flat LCD Screen Size 60 – 70 Inch’s Style: Hang on wall Sony Flat LCD Screen Size 40 – 50 Inch’s Style: Hang on wall Brand: APC Power: 1 KVA Image Not Available
Server
Flex Board Large Flex Board Small LCD Screen Reception desk LCD Screen Waiting room UPS
Not Available Not Available
Scanner
HP Scanjet N8460 Document Flatbed
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Copier
Brand: Nashuatec Model: CS513D Output: Color Copier
Printer
HP LaserJet 9050dn
Chairs for waiting room
Chairs for Receptionist
Color: Blue With side and coroner tables 3 chairs size: 1.40 meter Side table size: 40 cm Corner table size 40 cm Note: One side table every after 3 chairs. Color: Black
Marble Table Carpet for waiting room Carpet for meeting room Turnstile Barreir
Style: Marble Color: Brownish Color: Brown Color: Brown Half height, finger print access turnstile barrier
Not available Not available Not available
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Touch Screen Kiosks
100% Brushed Stainless Steel Stand & Monitor Bezel Pivoting Head Internet Ready with Built In Network Support Ultra Clear & Bright 15, 17 or 19 Inch Display Highly Responsive Resistive, SAW, SecureTouch or Capacitive Touch Screen Core 2 Duo or Celeron Processor with Socket P 533/667/800 MHz FSB 160 Gigabyte SATA Shock Mounted Hard Drive Intel® GMA X3100 GFX Engine; DVMT 4.0 up to 256MB memory Optional HIPAA Compliant Privacy Touch Optional AEGIS Antimicrobial Coated Touch Screens
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