WCB2021-020 Human Resources Information System (HRIS) Modernization Project

Addendum #1

Issued: August 6, 2021

Closing Date: No change

RFP Partnerships Inquiry

Q: A software provider requested that WCB clarify whether it was acceptable for them to partner with

more than one System Implementer (SI) in response to this RFP.

A: The WCB is open to product/software vendors allowing their solution to be offered in partnership

with more than one SI. There must be a Lead Bidder on all submissions and Section 7 has been

amended to provide further clarification in this area.

Section 7 of the RFP is therefore amended as follows (changes in red)

7. RFP PROPOSAL – PROPOSAL FORMATTING

7.1. PROPOSAL CONTENT AND RESPONSE FORMAT

In order to ensure the evaluation of proposals is conducted consistently for each proponent and to

ensure each proposal receives full consideration, the format and sequence outlined in Appendix A must

be followed.

7.1.1. SUBCONTRACTING AND PARTNERSHIPS

Utilization of sub-contractors and partnerships, for the purpose of this RFP is allowed. The lead service

provider will be solely responsible for managing any sub-contractors or partners, and will bear full

responsibility for all legal and contracting requirements.

All proposals received by WCB must identify a lead bidder and multiple proposals from the same lead

bidder will not be accepted. However, it is permitted for different lead bidders to propose the same

software solution, provided the software solution provider is not the lead bidder.

For example, two different SIs acting in the capacity of the lead bidder may propose the same software

solution within their respective proposals.

In this case, WCB will consider both proposals separately and individually. All proposals will be

reviewed in a fair and equitable manner, based on the evidence provided within the proposal that the

solutions put forward meet WCB requirements.

a. All proponents that submit a proposal as a partnership agreement must clearly identify which partner is the “Lead” who will act for and submit the proposal on behalf of the group and will also accept full legal and contractual responsibility to ensure the partnership complies with all terms and obligations under the Agreement.

b. If a proposal is submitted on behalf of a partnership, the Lead will identify the legal structure of the partnership in their proposal. If the structure or membership changes during the bid process, it is the obligation of the Lead to notify the Board of such change in writing.

c. If a proposal submitted on behalf of a partnership is the Successful Proponent, and the structure or membership of the partnership changes, the Board may, at its sole discretion, decide whether the Agreement requires amendment, replacement or termination.

Responses to a questions posed by Proponents asking for clarification on the RFP

Q: Can WCB confirm if they intend to purchase and manage their own MS Azure licenses directly from

Microsoft or will they be looking for the vendors to include the cost of purchasing and managing the

licenses in their proposal? This question is *not* about the various cloud environments themselves, this

questions is specific to the ownership and acquisition of the licenses required for MS Azure.

A: WCB interprets that this question applies to MS Azure licenses for Authentication purposes and

confirms that the costs/management and purchasing of such licenses is a WCB cost/responsibility.

Q: Page 6 of the RFP mentions that a full talent management framework had been developed alongside

an enterprise competency model and focused learning and development strategy. Following that, WCB

requires an HRIS system which leverages these investments and provides market leading functionality.

Please confirm if this includes Performance Management, Career Development and Succession

Planning?

A: Within the Talent Management scope, the WCB is seeking Performance Management functionality

for certain and would like to have career development and succession planning capability as a lesser

priority.

Q: What system is currently used for Recruiting and Onboarding purposes? Is the intent to maintain

these solutions in the future state?

A: Currently WCB employs a combination of SharePoint and manual processes for recruiting purposes.

Elements of onboarding are carried out within our current Learning Management System (LMS) which is

Top Class. For future capability we will be seeking to replace the current tools and approach with

enhanced recruiting and onboarding capability within the HRIS.

Q: In the Requirements workbook (Payroll Tab) and sections of the RFP e.g. section 1.4, there is mention

of the replacement of the existing Payroll system. Another section of the RFP document, Page 24

(Holistic Payroll service) mentions that WCB’s preference is that a third-party provider continues to

process Payroll. Can you please confirm:

Q:(a) .That source to net pay calculations will be handled in the new payroll solution to be

implemented by the SI and then managed internally by WCB?

A:(a). WCB requires a comprehensive payroll system replacement, where the source of all net

pay calculations is the new (future state) system to be implemented by the SI. The existing WCB

payroll team will remain fully responsible for managing and executing payroll in the future state,

and therefore will be the primary users for the payroll functionality provided by the software

solution which is implemented by the SI. WCB is not considering the use of outsource personnel

for net pay calculations or payroll management.

However – in the current state – While net pay, tax and other amounts are calculated by the

existing legacy system, the final step in the payroll execution process (i.e. transfer of cash via

instructions sent to the bank, and creation of the payroll register) is carried out by an outsource

processing service. An interface exists between the existing legacy system and processing

service in the current state.

Q:(b). Is WCB open to exploring outsourcing payroll functions entirely (platform and services) to

a third party provider?

A:(b). WCB does not intend to bring this outsource processing function in-house, and will be

looking for the SI to put forward guidance on the optimal future state. Notwithstanding design

decisions which are made within the project, WCB’s preference is that movement of funds to

employees is executed by an outsource processing provider which is compatible and able to

receive an interface file from the new system.

Q: Please provide the number of unions and collective agreements in place at WCB? How many

unionized employees exist within WCB?

A: There is one union and a single associated collective agreement in place at WCB. As of August 2021

there are 345 unionized employees at WCB, representing approximately 80% of our total workforce.

Amendment regarding RFP version and Addendum

Section 4.5.3 is hereby amended from “Proponents are responsible to periodically verify the tendering

site for updates as the version posted on the Nova Scotia Tender site will be the authoritative version of

the document at all times” to “Proponents are responsible to periodically verify the tendering site for

updates posted via addenda”.

Addendum #2

Issued: August 18, 2021

Closing Date: Changed to September 10th, 2021 at 12:00PM ADT (please see further details in

General Notification section below)

General Notification

After careful consideration, WCB decided to grant an extension to the initial submission deadline.

New and final submission deadline for this procurement will be at 12.00 PM (ADT) September 10, 2021

The WCB does not intend to grant further extensions.

In addition to the extension to the Closing Date, the Intent to Bid deadline, is also extended to no later

than August 24, 2021 at 4.00PM (ADT). Enquires will now be accepted until September 1, 2021 at

4.00PM ADT.

Pursuant to aforementioned changes, the following Amendments to the RFP main document will apply:

Page 2: Initially issued timelines will be replaced by the following:

Request for Proposal Issue Date: July 30, 2021

Responses to this Request for Proposal must be received by email

No later than September 10, 2021 at 12:00 pm ADT

Opening: September 13, 2021 at 9:00 am ADT With COVID-19 this will not be a public opening.

Intent to Bid Submission Deadline: August 24, 2021, 4:00 pm ADT to HRISRFP@wcb.ns.ca

Section 4.5.1- Intent to Bid

The following changes will apply:

All proponents who intend to bid on the Request for Proposal are required to email HRISRFP@wcb.ns.ca

with their intent to bid statement no later than August 24, 2021 4:00 pm ADT.

Response to enquiries deadline is extended until September 1, 2021 at 4:00PM ADT.

Section 4.5.5- CLOSING DATE AND SUBMISSION INSTRUCTIONS

The following changes will apply:

Bids must be received by the closing date and time of September 10, 2021, 12:00 pm ADT

Proposals will be initially reviewed and recorded at the WCB’s Corporate Development Department at

9:00 am ADT on September 13, 2021.

RFP Partnerships Inquiry

Q1) In the pricing section, you don't have a tab in the requirements Excel that covers Talent

Acquisition nor is there any mention in the main document. Based on QA on the addenda 1, it seems

to be a requirement. Should we add recruiting and Onboarding to the quote?

A1) Core Talent Acquisition and/or recruitment is not within the scope of WCB requirements for Release

1-3 the HRIS / payroll solution, however, may be considered as a future development area.

In the future state, following release 3, it is expected that WCB HR / payroll will on-board new

employees within the solution, and this process should be as seamless as possible.

Talent Acquisition should be considered under future releases as part of Talent Management. Talent

Management requirements have been captured and assigned to the ‘Future Requirements’ category

within Appendix G (Potential Implementation Approach / Release Strategy).

Q2) Are there specific non-moveable dependencies such as contract expiries or commitments to

stakeholders which have driven the Worker's Compensation Board of Nova Scotia's release plan?

While the proposed plan is achievable, it may be more effort and come at a higher cost than

alternatives. How highly does the WCBNS prioritize adherence to established priorities reflected in the

current release plan vs alternatives which may reduce effort, cost and risk?

WCB understands that there are benefits and drawbacks of a phased implementation approach versus a

‘big bang’ deployment– WCB has a strong preference for a phased approach and has a low risk tolerance

particularly in relation to payroll. The key principle which has driven the release strategy is criticality to

the business, the most critical areas are towards the beginning of the release strategy which has been

set out. Other key considerations are change management (i.e. the need to manage the change impact

to WCB stakeholders and end users) and project risk management.

The major non-moveable dependency for the project is the sunset of the existing payroll system in late

2022.

While the WCB has set out a preferred release strategy / plan within Appendix G, proponents should

feel free to suggest alternatives, which are specific to the product being put forward, and based on their

experience. The WCB is open to alternative phased release strategies provided the proponent provides

appropriate rationale.

While the WCB will consider any reasonable release strategy, the WCB does not wish to pursue a ‘big

bang’ deployment approach for this project.

Q3) Is WCB undergoing a finance transformation concurrent to the project that would require a delay

in the development of payroll/finance integration, or could this be deployed as part of release 1?

A3) No, WCB is not currently undergoing a finance transformation.

The WCB understands that the optimal release strategy may vary by product and the WCB is open to

alternative release strategies – including the potential of payroll/finance integration being delivered

within the first release – provided the proponent can provide appropriate rationale and describe the

benefits to WCB.

Q4) As part of the releases plan, it is indicated that Core HR functionality will be deployed in Release 1

while ESS/MSS in Release 2. Are there any specific reasons for that (e.g. change management,

adoption concerns etc.)?

A4) The key drivers for ESS/MSS (Employee Self Service / Manager Self Service) being assigned to

Release 2 and not Release 1 are:

The capacity and internal resources of WCB to facilitate the implementation – WCB judged that internal resources will need to be heavily engaged to support the success of the critical elements of Release 1, and the scope should be kept as tight as possible to reduce the prospect of WCB internal resources becoming overwhelmed and/or being diverted away from more critical requirements.

User adoption and change management – Implementation of ESS/MSS carries a major change impact to both ways of working within the WCB HR and payroll team, and how the broader organization engages with HR and payroll. Careful planning and diligent execution will be required to support user adoption and mitigate change impacts.

Criticality – ESS/MSS is less critical than elements of existing release 1 scope (e.g. payroll) and therefore may be delivered later. It is anticipated that WCB employees and managers will continue to interact directly with HR and payroll team members via existing (current state) processes until ESS/MSS is delivered.

It is important to note that while ESS/MSS functionality may be delivered later in comparison to payroll functionality, WCB must be able to provide paystubs to employees immediately at Release 1 go-

live. Depending on the software solution being put forward, the proponent may recommend basic ESS functionality is delivered up front just to facilitate delivery of pay stubs, or any other reasonable solution for providing this.

Q5) What is WCB currently using for time and attendance tracking?

A5) There is a time module within the current system which has not been configured and does not

integrate with payroll.

The current practice is:

WCB employees and managers use excel time sheets with no integration with the time model to capture time for approval.

Absences are manually entered into the current system,

Overtime and other additional paid time is sent to payroll via a manual form for payment.

The current time module has no integration with payroll or calculation or maintenance of leave banks.

Q6) The release plan does not indicate the duration of the releases? Can you please confirm if there is

a preference from WCB?

A6) WCB does not have a preference for the duration of the releases. Release 1 must be delivered prior

to sunset of the current system. The proponent is free to suggest a reasonable duration based on their

experience and the specific product they are putting forward.

Q7) Please confirm that proponents need to provide pricing for Release 1, 2 and 3 only? In other

words, please confirm that the pricing for modules/functional areas categorized under 'Future

Releases' is not required

A7) Confirmed. The scope of the project being procured at this time is Release 1, 2 and 3 – Proponents

need only to provide pricing for Release 1, 2 and 3.

Per Mandatory Requirement #5 within the RFP and the Phased Implementation section of the

Statement of Work – The proponent must put forward a plan for phased implementation and go-live of

a solution meeting release 1, release 2 and release 3 functional requirements within a realistic

timeframe. Solutions able to meet requirements associated with future releases will be scored as part

of the procurement (as the WCB may wish to implement this functionality in the future), however the

scope of the project being procured at this time is limited to Release 1, 2 and 3.

Proponents may wish to include pricing for ‘Future Releases’ functionality within the ‘value added’

section of the pricing template. However, this will not be scored as part of this procurement.

Q8) Please confirm that pricing for Talent Acquisition (Recruitment and Onboarding) is not requested

at this stage.

A8) Talent Acquisition and/or Recruitment is not in scope for R1-3. Employee onboarding, i.e. the entry

and onboarding of a new employee, once recruited, into the HR and payroll system is in scope.

Q9) Are time rules such as collectively bargained overtime and shift premium rules handled within the

existing time and attendance solution, or are these expected to be handled within the payroll system?

A9) There is no overall time and attendance system in use in the current state, overtime and other time

entries impacting pay are reported manually to HR and payroll. Paid overtime is reported and tracked

on a biweekly basis.

In the future state it is anticipated overtime could be reported via and ESS or MSS form.

Q10) What is the targeted start date for the project?

A10) The final quarter of 2021 is targeted for inception.

Addendum # 3

Issued: August 23, 2021

Closing Date: September 10th, 2021 at 12:00PM ADT (as provided in Addendum #2)

RFP Partnerships Inquiry

Q1) How are WCB Nova Scotia’s union employees compensated?

A1) Unionized staff salaried and are compensated biweekly.

Q2) What are the key complexities that WCB Nova Scotia faces with regard to your union employees? A2) This will be addressed with the successful proponent.

Q3) Does WCB Nova Scotia have grade step progression for union employees? A3) Yes

Q4) What is the thought process regarding the phased implementation approach? For example, is there flexibility with a phased approach in terms of which modules belong to each phase? A4) See question #7 from addendum #2

Q5) Would you please describe the recruiting process at WCB Nova Scotia? Does WCB Nova Scotia have a recruiting system? A5) WCB does not have a recruiting solution. The process will be discussed with the successful

proponent during the appropriate release. See question #2 in Addendum 2.

Q6) Are the following modules in scope? (a) Benefits Administration, (b) Compensation Management A6) See response #8 from Addendum 2. Related requirements have been captured within the content of

the RFP.

Q7) How does the current performance management process work, and how does that relate to Compensation? A7) This will be discussed with the successful proponent. Q8) How do the cost centres align to the workforce structures? A8) Cost centres and work structures are predominately aligned, Cost centres are divided into

operations and projects. All salaries and benefits costs are tracked/paid to employees within this

structure.

To ensure the desired business value is being delivered, WCB is open to implementing best practices

regarding these structures to optimize business processes and the solution.

Q9) Section 1.4 (Sustainment) of the proposal references a support model whereby WCB IT Helpdesk

and WCB HR supporting end users with the proponent providing application support and triage. Is

there an existing Helpdesk and/or ticket management solution in use by WCB that will be leveraged

during this Program?

A9) Service Now is WCB’s IT Service Management standard, and currently using Service Now for

Incident, Service Request and Change Management Modules. Helix is WCB’s tool standard for Test

Management (Defect Management, Test Case Execution, Reporting, etc.). Any integration of these tools

with the successful proponents’’ tools will be discussed with the successful proponent, as well as how

these tools will be leveraged during the Sustainment phase to integrate with the WCB’s Operational

toolsets.

Q10) Section 1.3 of the proposal reference the management of retiree benefits and payments. Could

you provide the current number of retirees being managed in the payroll system?

A10) Current number of retirees is 180

Addendum # 4

Issued: August 25, 2021

Closing Date: September 10th, 2021 at 12:00PM ADT (as provided in Addendum #2)

This addendum is provided to clarify the difference between Mandatory and Must Have requirements as outlined in Section 6 Requirements of the RFP. For the avoidance of doubt, “Must Have” requirements are not the same as Mandatory requirements. Mandatory requirements outlined in the table on page 21 and 22 are those that are required to be met for a proponent to advance to the Technical Evaluation stage. Failure to meet all Mandatory Requirements will lead to disqualification of the proponent. The “Must Have” requirements category/designation within the functional and non-functional requirements will then be assessed during the technical evaluation. Must haves that are not met would not disqualify a proponent from the technical evaluation, however unmet “Must Have” requirements will result in a lower overall score in the technical evaluation.

Addendum #5

Issued: August 27, 2021

Closing Date: September 10th, 2021 at 12:00PM ADT (as provided in Addendum #2)

RFP Partnerships Inquiry

Q1) Referring to the RFP document “WCB_RFP2021_020_AppendixH_HRIS Target Architecture.pdf”,

we understand that WCB are looking for a cloud-hosted solution with integration into MS Azure AD

(for authentication). Our question is, will WCB be providing the licenses for the cloud hosting

component (WCB obtain these directly from cloud vendor) and expecting the proponent to provide

the managed services on top of this using WCB’s licenses, or are WCB expecting the proponent to

provide both the cloud hosting licenses and the managed services as part of our solution?

A1) WCB is expecting the proponent to provide both the cloud hosting licenses and the managed

services as part of your solution.

Q2) Addendum 2 A4 references one driver of the Release strategy being internal resource capacity.

Have you started looking at your staff from HR, Payroll, Finance and IT that would be dedicated to the

project and to what percentage of time? Could you also share your total FTE Headcount for each of

the functional and technical areas to help us understand capacity?

A2) WCB has started to plan our internal project team resourcing but percentage allocations have not

been finalized, as we expect to firm up detailed FTE allocations with the successful

proponent. Currently in terms of overall headcounts the FTE is as follows: HR 11; Payroll 2, Finance - 2

Financial Analysts (FA) and 1 Senior Accountant that work with the payroll across financial reporting and

budget/forecasting. We would also have a dedicated FA to the project.

Q3) As part of strengthening internal controls for the proposed solution, is WCB looking for the

proponent to implement controls monitoring solutions to monitor effectiveness of controls on an

ongoing basis?

A3) The internal control re-design and implementation are a necessary element to implementing the

new HRIS. Therefore, new or changed monitoring tools will be required as part of the implementation.

The WCB will have the responsibility to monitor effectiveness post implement/going forward. We are

looking for the SI to re-design and implement the new internal controls that will need to be inherent in

the new system.

Q4) Addendum 1 – clarifies that MS Azure licenses for authentication will be purchased and managed

by WCB. For further clarity, does WCB has an operational Identity and Access Management solution to

support SSO/MFA, and the SI is only responsible for enabling two way integration with the Proposed

solution? Or is WCB looking for advice on deploying the IAM solution as part of the Program?

A4) The WCB has an Identity and Access Management solution to support SSO/MFA. The SI is

responsible for enabling two way integration with their proposed solution.

Addendum # 6

Issued: September 3, 2021

Closing Date: September 10th, 2021 at 12:00PM ADT (as provided in Addendum #2)

General Notification

As discrepancy in weightings was identified by WCB throughout Appendix E(ii) (‘Must Have’ should be

equal 5, ‘Could Have’ equal 3 and ‘Not Priority’ equal 1), attached herein revised Appendix

spreadsheet with discrepancy resolved. The revised version of the appendix may be found in the

Addendum Zip file as a separate document. The new version of Appendix E (ii) supersedes the initially

posted Appendix E(ii) and WCB requests all prospective proponents to use this version in preparation

of their bids.

RFP Partnerships Inquiry

The following questions from vendors are addressed in the responses below.

Q1) Post implementation / Sustainment : can you please confirm if the proponent will be providing

Helpdesk Tier 1 support to WCB end users or will WCB do an initial triage of all incidents / requests /

questions. Is the proponent to provide 24/7 helpdesk application support to WCB end users.

A1) WCB Help Desk will do initial triage of incidents and service requests post HyperCare. The

proponent is not required to provide a help desk 24/7 to support end users, however there is a

requirement for 24/7 support of critical application failures.

Q2) In Appendix E(ii), tab A. Collective Agreement there are several requirements that relate to Time &

Attendance (e.g. ability to automate overtime calculations). Handling of collective agreements are slated

for Release 1, however, Time & Attendance in Future Releases. Can you please confirm that certain

aspects/requirements in the Collective Agreement tab may continue to be handled manually while the

subsequent releases get deployed?

A2) Yes, we anticipate there will be some manual processes necessary between R1-3 and until WCB

moves forward Future Releases. WCB expects that, notwithstanding the need for manual processes into

the future state, these will be significantly streamlined for the payroll team in contrast to the current

spreadsheet based processes.

Q3) Can you please confirm that all hourly employees track all hours worked in a spreadsheet?

A3) The majority of WCB employees are salaried. For salaried employees only exceptions are reported

in attendance sheets, such as sick time, vacation, medical/dental appointment time etc. For clarity, a

regular working day without use of any paid/unpaid or banked time is not recorded in the

spreadsheet. WCB expects processes for management of leave – such as submitting leave requests and

notifying HR/payroll of sick time – can be significantly streamlined via ESS and MSS.

Casual and summer students do not complete attendance sheets, and absences are not tracked

currently in InSync. Casual employees report only hours worked via email on a weekly basis and hours

are entered manually. Managers report all time not worked for summer students via email for payroll

deductions.