PROJECT FOR THE PROMOTION OF EXCELLENCE IN

PUBLIC MANAGEMENT OF THE MUNICIPALITY OF RIO DE

JANEIRO

(RIO EXCELLENCE PROJECT)

Term of Reference

For the preparation of a Master Plan of

Information Technology for the

City Hall of the City of Rio de Janeiro

Activity 3.2.3.0.1

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Table of Contents

Justification, Background and the Context ................................................................ 3

1.1 Justifications ......................................................................................................... 3

1.2 ICT Context in the City Hall ..................................................................................... 4

1.3 The Context of Information Technology and Communication in the Public Sector .... 6

2. The Initiative Rio Cidade Inteligente ................................................................. 7

3. Subject Matter of Contracting ........................................................................ 10

4. Scope of the Work and Project Limitations ..................................................... 10

4.1 Project Organization ............................................................................................ 10

4.2 Strategic adjustment and diagnosis of current status ............................................ 11

4.3 Modelling of macroprocesses and functional platforms ........................................ 11

4.4 Modelling of ICT governance ................................................................................ 12

4.5 Modelling of ICT architecture ............................................................................... 13

4.6 Feasibility Studies and Focus on Implementation.................................................. 14

4.7 Master Plan Definition ......................................................................................... 15

5. Expected Products and Results ....................................................................... 15

6. Performance Deadline and Disbursement Schedule ........................................ 18

7. Specification of Key Team .............................................................................. 19

8. Available Inputs ............................................................................................. 20

9. Management of the Consulting Company ...................................................... 20

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Justification, Background and the Context

On 08/26/2014, MRJ and Banco Mundial executed the loan agreement for the

performance of the Project for Promotion of Excellence in Public Management of the

Municipality of Rio de Janeiro - Rio Excellence Project, a project of technical assistance

which will aim at strengthening the following municipal administration areas:

(i) public investment management,

(ii) innovation in the rendering of public services,

(iii) social governance and monitoring and assessment of public policies;

and

(iv) environmental management.

The Consulting service covered by this Term of Reference comprises

Component 3 (Strengthening of Social Governance and Monitoring and Assessment) of

Rio Excellence Project.

1.1 Justifications

The main justification for such contracting relates to the actual problems faced

by Information and Communication Technology (ICT), leading to risks of interruption of

critical services and operations of the city hall, mainly caused by insufficient

Investments over many years, resulting: in obsolescence of ICT infrastructure; low

connectivity and weaknesses of telecommunication services; information systems

legacy supported by outdated technologies; vertical and not integrated database; lack

of assistance of technological tools to some of the Secretariat and lack of cooperation

tools providing a better integration to municipal processes.

The difficulties in the technology infrastructure may cause loss of efficiency,

thus causing: slowness of data network; failure to collect tax revenues; difficulty in the

operation and integration of bodies; delay in school enrollments and difficulty of a

more effective control of the rendered services.

Some of the critical systems that may produce great impact with the

interruption or shortage of the services: Electronical Invoice; IPTU (Urban Real State

Tax); ISS (Municipal Services Tax); Overdue Debt; Regulation of Beds; Digital

Enrollment; 1746; Virtual PA; SMU Online License; Web Permit; Medical Discharge;

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EGP (Public Management School) Web; SICOP (Single Protocol Control System);

FINCON and ERGON.

Other justifications are, as follows:

a) Insufficient investments over many years, resulting: in obsolescence of ICT

infrastructure; low connectivity and weaknesses of telecommunication

services; information systems legacy supported by outdated technologies;

vertical and not integrated database; lack of assistance of technological

tools to some of the Secretariat and lack of cooperation tools providing a

better integration to municipal processes;

b) Organizational limitation of PCRJ in performing activities required under

ICT, whether due to the lack of funds, or to the lack of a corporate

governance model;

c) Need for transformation of the ICT management model for an effective

support to activities and services of public administration;

d) Consolidation of the planning and implementation of strategic and

innovative initiatives included in the platform Rio Cidade Inteligente.

1.2 ICT Context in the City Hall

a) IplanRio, the Municipal Computer Company of the City Hall of the City of

Rio de Janeiro is liable for managing ICT funds, rendering services similar

to indirect and direct municipal bodies; however, over the years, it has

been suffering with the lack of investments and the lack of a more

appropriate governance model to public service.

b) The City Hall of Rio de Janeiro released on April 17, 2012 the Strategic Plan

for the period comprising the years 2013 and 2016. This Planning

continues, updates and expands the Plan in force which ends in 2012. The

experience obtained throughout the implementation of strategic

initiatives over the last four (4) years expressed the need for a more strict

transformation of the support rendered by ICT to the activities and

services of public administration of the city;

c) Currently, the City Hall of Rio de Janeiro does not have a special structure

for Information Technology and Communication Governance - ICT, and it

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is known that ICT programs and initiatives are fragmented, distributed by

several bodies, in noncompliance with strategic guidelines or more

comprehensive governmental orders. In part, such situation started in the

initial stage of maturity of the Municipal Government regarding the

support to formulation and implementation of governance strategies and

technology management. Thus, a substantial waste of energy and

investments is estimated, since they are individual and, often, redundant

actions, leading the Municipal Government to provide a level of assistance

to citizens inferior to the one that would be possible by means of the

same human, material and technological resources available;

d) The evidence of low investments in ICT infrastructure, the risks to critical

processes of municipal operation, for example the Center for Regulation

of Beds, Rio Operations Center – COR, Nota Fiscal Carioca (Carioca

Invoice), services requiring a high level of availability and soundness in ICT,

the low quality of connectivity being one of the services with the largest

number of complaints. All this result in low quality of services rendered.

e) The new Strategic Plan estimates innovative and fundamental initiatives

for the evolution of the city, including telemedicine solutions, electronic

medical records of patients, intelligent sign and traffic estimate system,

availability of virtual channels for the access to the City Hall’s services,

implementation of Base Cidadão, a greater integration of information in

COR and in assistance programs, among others. In order to promote this

improvement it was created a specific initiative named Rio Cidade

Inteligente, included in the own Strategic Plan, which will comprise the

modelling, purchase and implementation projects of all technology

components necessary to support the corporate activities of the City Hall,

including the ICT governance, the structuring of an internal area and a

better use of the bodies associated with the ICT management at PCRJ.

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1.3 The Context of Information Technology and Communication in the Public

Sector

a) The dynamics of the Information Technology and Communication - ICT

caused, especially over the last twenty years, huge changes, thus

transforming the ICT departments into truly strategic partners of business

actions. The improvement of social media, portable equipment and several

sourcing of services and systems are evidences that the dynamics of this

sector is changing the way technology may influence the routine of

organizations and citizens;

b) Thus ICT has become a strategic area for companies and not only an area

sort of or purely operational. Its importance for obtaining success in the

enterprises raised the area to the command level (c-level) of organizations;

c) In the public sector, the transformation of ICT had not the same speed and

many governments, in all scopes, held operating structures in the command

of the area, without developing strategies providing the same

improvements of the private enterprise.

d) The City Hall of Rio de Janeiro intends to reach a global leading behavior,

which is expressed by the prospect of the city for 2030, i.e., to be deemed

as the best city of the southern hemisphere to live in, work at and visit. The

Strategic Plan defines an initiative to cope with such perspective and this

provision of details of a Master Plan for the ICT of the City Hall will boost

the success of initiatives and the achievement of the Prospect itself.

Accordingly, the subject matter of this Term of Reference is justified, since the

products resulting from this contracting aim to promote and strengthen the

development of the City Hall of the City of Rio de Janeiro and, consequently, the City as

a whole.

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2. The Initiative Rio Cidade Inteligente

The services rendered by the City Hall of Rio de Janeiro are extremely

diversified and involve over thirty (30) municipal secretariats and over ten (10) public

companies. In order to turn this Project more agile and pragmatic, we focused on some

of the areas of result of administration, namely those areas considered strategic and so

described in Strategic Plan 2013-2016. They are the following:

1. Health and Education

2. Transportation

3. Housing and Urbanization

4. Public Order and Conservation

5. Public Finance and Management

6. Environment and Sustainability

7. Economic Development

8. Social Development and Culture

Thus, we will restrict the scope of the Project to the involvement of some

municipal secretariats, public municipal companies, municipal authorities and

municipal foundations. They are the following: Major’s office, Administration, Social

Assistance, Civil House, CET-Rio, Comlurb, Public Services and Conservation, Culture,

Education, Treasury, Geo-Rio, Municipal Guard, Housing, IplanRio, IPP, Environment,

Works, Public Order, Rio-Águas, Health and Civil Defense, Transportation, Sports and

Leisure, Rioluz, Rio Operations Center – COR, Tourism and Urbanism.

The Initiative will comprise an integrated program of transformation of ICT

involving the modelling of all components of information technology and

communication, i.e., infrastructure items, governance in City Hall, electronic

government policies, processes and systems, project definition, economic feasibility

studies, purchase of products and services, and actions for short and long-term

implementation.

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The development of the initiative will be classified in three (03) consecutive

steps with the purpose of mitigating the risks involved and providing a controlled

progress.

Figure 1 - Project Steps

Step 1 – ICT Master Plan – It aims to perform modellings and planning required

in order to adjust the information technology and communication of the City Hall to

the demands of the city, to the other initiatives of the 2013-2016 Strategic Plan and to

Rio’s Perspective for 2030.

By the end of this step all modellings of infrastructure, governance, policies,

processes and systems will be highly defined, as well as the description of all projects

required for its implementation and the appropriate feasibility studies.

In order to perform this step, the City Hall will be supported by an expert

consulting company, to be contracted based on this Term of Reference, and the

development deadline is estimated around 6 months.

Step 2 – Short-term Implementation, Purchases and Provision of Details – It

will start soon after the completion of the first step (Master Plan) and its projects will

be defined in the Master Plan itself (Step 1). The deadline for completion of this step

must be of at least twelve (12) months.

The general approach of the Initiative estimates detailing works for items

requiring deeper modellings, such as, for example, advanced ICT processes, functional,

Step 1 Step 2 Step 3

ICT Master

Plan

Purchases

Provision of Details

LP Implementations

Integrated Management of Initiative

CP Implementation

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corporate or final processes, which require greater definitions for ICT support, and any

specific studies related to the definition of ICT items which have been determined

during step 1.

For ICT items fully defined during the first step comprising products or

services to be contracted, such as, for example, infrastructure items, the purchase

processes will be performed in this step 2.

For modellings performed in Master Plan which do not require additional

modellings or purchases, such as, for example, the governance and the basic ICT

processes in the City Hall, the respective implementation projects will be performed in

short-term, i.e., throughout step 2.

Also during Step 2, the Integrated Management of the Initiative will take

place, aiming to monitor the development of several projects and perform appropriate

adjustments, following the recommended practices for the Programs and Projects

Management. For this activity, the City Hall intends to be supported by the expert

consulting company in charge for the support to the preparation of Master Plan.

Step 2 IS NOT THE SCOPE OF THIS TERM OF REFERENCE and will be further

revised in Master Plan. It is expected to be completed within a maximum deadline of

twelve (12) months.

Step 3 – Long-term Implementations, Purchases and Provision of Details – It

is the third and last step of the Initiative “Rio Cidade Inteligente” which will consist of

long-term implementations of all items demanding more time, whether for more

detailed modellings, more extensive or complex purchase procedures. The definition

of these implementation projects will be made in Master Plan.

The Integrated Management of the Initiative will remain throughout the

entire step 3, with external support, AND WILL ALSO NOT BE PART OF THE SCOPE OF

THIS TERM OF REFERENCE. The deadline for the completion of this phase will not

exceed 36 months, completing the initiative.

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3. Subject Matter of Contracting

The subject matter of this Term of Reference is the description of technical and

business elements which will provide the grounds for contracting a Consulting

Company of Information Technology and Communication – ICT, in order to define a

Master Plan, comprising a new Information Technology and Communication

Operation and Management Model which will guide the transformation of ICT into an

effective tool for the Public Management of the Municipality of Rio de Janeiro.

4. Scope of the Work and Project Limitations

ICT Master Plan will comply with the following structure of activities for its

development:

Project Organization

Strategic adjustment and diagnosis of current status;

Modelling of macroprocesses and functional platforms

Modelling of ICT governance

Modelling of ICT architecture

Feasibility studies and focus on implementation

Master Plan Definition

4.1 Project Organization

Purposes:

To prepare a detailed work plan and a plan of the management procedures of

the Project, the structuring of the team of participants of the City Hall and consulting,

the definition of documentation required for the approval of products and services,

the availability of space and support to the Project and the performance of the initial

event and the subsequent monitoring events along with the head departments.

Products:

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P1 – Project Organization Report

P2 - Monitoring Report

4.2 Strategic adjustment and diagnosis of current status

Purposes:

To analyze the strategic plan of the City Hall and the current status of the

main macroprocesses covered by the areas of result, whose purposes are the

following:

(i) To identify the demands of the strategic initiatives and its ICT impacts;

(ii) To map the level of support of systems to the corporate or final processes and the

current ICT infrastructure, including platforms of processing, data, connectivity and

safety;

(iii) To survey the governance and macroprocesses of ICT management in force and

(iv) To prepare a diagnosis reporting the risks, bottlenecks, functional and technical

deficiencies and any inadequacies to the current or expected service levels.

Products:

P3 – ICT Impacts and Strategic Adjustment Report

P4 - Current ICT Support and Macroprocesses Descriptive Report

P5 – Current ICT Infrastructure Descriptive Report

P6 – Current ICT Governance Descriptive Report

P7 – Current ICT Status Diagnosis Report

4.3 Modelling of macroprocesses and functional platforms

Purposes:

The main driver of the transformation of information technology and

communication is its adjustment to the macroprocesses and strategies of the City Hall.

The modelling activity of macroprocesses and functional platforms will provide such

adjustment, based on the guidelines and initiatives outlined in strategic plan.

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The challenge of this activity consists in redesigning the current

macroprocesses into new functional platforms in order to provide a significant

efficiency gain to the management and operation of the City Hall. The submission, by

the expert consulting company, of references in process models in governments,

especially municipalities, as well as innovations in the use of channels, management

and public services are extremely important. It will be made the transfer of knowledge,

models and references, from the consulting company to the city hall team, which must

be expressed in the work proposal of the consulting company.

Products:

P8 – New Functional Architecture Modelling Report (Platforms)

P9 - Proposed Macroprocesses Descriptive Report

P10 - Corporate Data Architecture Modelling Report

4.4 Modelling of ICT governance

Purposes:

To propose new governance models for the management and operation of

information technology and communication in the City Hall and to select that which

better adapts to the desired culture and transformation. A transition governance is

likely to be established during the entire development of the initiative until Rio Cidade

Inteligente has been fully implemented, i.e., until 2016. The transition governance

modelling, as well as the final modelling are the subject matter of this activity.

Considering the existence of a public company - IplanRio - aimed to render

exclusive ICT support to the City Hall of Rio de Janeiro, this modelling will include

analyses and proposals for the repositioning and potential restructuring of the

company within the new governance model.

The consulting company will submit a knowledge contribution on successful

governance models in great ICT transformations, as well as on high-performance

governments worldwide. The transfer of knowledge, from the consulting company to

the City Hall team, will be clearly defined in the proposal of the consulting company.

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ICT governance will comprise organizational aspects, such as structures and

responsibilities in the bodies of the City Hall and in IplanRio, operational aspects, such

as the modelling and architecture of macroprocesses of ICT management and

operation and sourcing matters, such as determining what can or cannot be

outsourced.

Products:

P11 – City Hall’s ICT Governance Model Report

P12 – PCRJ’s ICT Bodies Structure Report

P13 – ICT Macroprocesses Model Report

4.5 Modelling of ICT architecture

Purposes:

It is the definition of all components required for the full support to the

management and operation of the City Hall, within the scope of this Project. The

architecture of applications, built over functional platforms, will submit the

recommendations of systems of support to macroprocesses, corporate and final, and

the technical architecture must submit the recommendations for the infrastructure

items.

This activity will propose potential solutions to systems and infrastructure, by

qualifying and quantifying the solutions such as packs, tailored systems, tools,

architecture services, integration and safety, servers, work stations, data connection

networks and other equipment and software.

The consulting company will submit information on suppliers and the

characteristics of several solutions available in the market, and will apply a

methodology enabling the independent assessment of the advantages and

disadvantages of each solution. This activity will also require the analysis of references

and successful cases of ICT solutions in public sector. The transfer of knowledge and

techniques, from the consulting company to the City Hall team, will be clearly

evidenced in the work proposal of the consulting company.

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Products:

P14 – Applications Architecture Modeling Report

P15 – Technical Architecture Modeling Report

P16 - Data Architecture Modelling Report

4.6 Feasibility Studies and Focus on Implementation

Purposes:

The span of the ICT transformation in the City Hall, in addition to the

particularities of public sector, namely the funding processes and that of purchase of

products and services, demand a careful feasibility analysis and that of implementation

strategy, including the management of the change.

This activity consists of the calculation of investments and the payment of the

expenses with the proposed solutions, the assessment of the complexity of

implementation processes, the identification of the need for qualified human

resources, the analysis of interdependencies among several solutions and processes

and the weighing of strategic and functional priorities of the City Hall, with the purpose

of establishing a pragmatic, actionable focus of implementation with controlled risks

and high chance of success.

Special attention must be given to the following aspects, which will deserve

specific analyses:

1) Data migration strategy

2) Processes and structures transition strategy

3) Personnel training and allocation strategy

4) Purchase strategy

The expert consulting company will make available and apply a methodology

proven at identification and at the balance of all these factors, proposing alternative

focuses for the implementation, providing the strengths and weaknesses of each

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alternative. References of similar projects will be presented and visits to, at least, to

successful cases will be scheduled and held by the consulting companies.

Products:

P17 – Financial and Technical Feasibility Study Report

P18 - Implementation Focus Report

4.7 Master Plan Definition

Purposes:

The challenge of this activity is to make it feasible the implementation of

approved ICT models through a well-structured master plan of projects, duly qualified

and quantified in its subject matter, scope, extent, responsibilities, financial, physical

and human resources, schedules with deadlines and performance milestones, risks,

interference, interdependence, critical success factors and performance governance.

The expert consulting company will submit and apply a project definition

methodology comprising all abovementioned items, adjusted to the approved

Implementation Focus. Such methodology will be transferred to the city hall team and

the approach for this transfer will be explained in the work proposal of the consulting

company.

At the end thereof, the Master Plan will be required with all previously

complied products updated with the last definitions of the Project and also comprising

the proposal for Integrated Initiative Management to be developed from the second

step.

Products:

P19 – Project Definition Report

P20 – Master Plan Report

5. Expected Products and Results

The final products expected in view of the contracting from the Term of

Reference are the following:

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P1 – Project Organization Report;

P2 - Monitoring Report;

P3 – ICT Impacts and Strategic Adjustment Report;

P4 - Current ICT Support and Macroprocesses Descriptive Report;

P5 – Current ICT Infrastructure Descriptive Report;

P6 – Current ICT Governance Descriptive Report;

P7 – Current ICT Status Diagnosis Report;

P8 – New Functional Architecture Modelling Report (Platforms);

P9 - Proposed Macroprocesses Descriptive Report;

P10 - Corporate Data Architecture Modelling Report;

P11 – City Hall’s ICT Governance Model Report;

P12 – PCRJ’s ICT Bodies Structure Report;

P13 – ICT Macroprocesses Model Report;

P14 – Applications Architecture Modeling Report;

P15 – Technical Architecture Modeling Report;

P16 - Data Architecture Modelling Report;

P17 – Financial and Technical Feasibility Study Report;

P18 - Implementation Focus Report;

P19 – Project Definition Report;

P20 – Master Plan Report;

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Step 1 Products

Project Organization

Strategic adjustment and

diagnosis of current status

Modelling of macroprocesses,

data and functional platforms

ICT governance modelling

ICT architecture modelling

Implementation focus and feasibility

studies

Master Plan Definition

P1 – Project organization

report

P2 – Monitoring Report

P3 – Strategic Adjustment

Report and ICT Impact

P4 – Current ICT Support and

Macroprocesses Descriptive Report

P5 – Current ICT Infrastructure

Descriptive Report

P6 – Current ICT Governance

Descriptive Report

P7 – Current ICT Status Diagnosis

Report

P8 – New Functional Architecture

Modelling Report (Platforms)

P9 – Proposed Macroprocesses

Descriptive Report

P10 – Corporate Data Architecture Modelling Report

P11 – City Hall’s ICT Governance Model

Report

P12 – PCRJ’s ICT Bodies Structure

Report

P17 – Financial and Technical Feasibility

Study Report

P19 – Project Definition Report

P20 – Master Plan Report

P18 – Implementation

Focus Report

P13 – ICT Macroprocesses

Model Report

P14 – Applications Architecture

Modeling Report

P15 – Technical Architecture

Modeling Report

P16 – Data Architecture

Modelling Report

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6. Performance Deadline and Disbursement Schedule

The full deadline for the performance of the contracted subject matter based on

this term of reference is of up to one hundred eighty (180) calendar days, as of the

execution hereof.

The maximum deadlines for the delivery of products provided in this Term of

Reference are the following:

PRODUCT DELIVERY DEADLINE

% TO BE RECEIVED

1) Project Organization Report Week 2 2,52

2) Monitoring Report; Week 2 2,52

3) ICT Impacts and Strategic Adjustment Report; Week 4 3,78

4) Current ICT Support and Macroprocesses Descriptive Report;

Week 5 5,04

5) Current ICT Infrastructure Descriptive Report; Week 6 4,20

6) Current ICT Governance Descriptive Report; Week 5 3,36

7) Current ICT Status Diagnosis Report; Week 6 2,52

8) New Functional Architecture Modelling Report (Platforms);

Week 11 6,30

9) Proposed Macroprocesses Descriptive Report; Week 10 3,36

10) Corporate Data Architecture Modelling Report; Week 12 6,30

11) City Hall’s ICT Governance Model Report; Week 13 2,10

12) PCRJ’s ICT Bodies Structure Report; Week 11 1,26

13) ICT Macroprocesses Model Report; Week 12 3,36

14) Applications Architecture Modeling Report; Week 18 10,08

15) Technical Architecture Modeling Report; Week 18 10,08

16) Data Architecture Modelling Report; Week 18 10,08

17) Financial and Technical Feasibility Study Report; Week 20 5,04

18) Implementation Focus Report; Week 20 3,36

19) Project Definition Report; Week 24 8,40

20) Master Plan Report; Week 24 6,30

6.1. The provisional acceptance must be granted by the Supervisory Commission

within ten (10) business days after the receipt of products provided in this Term of

Reference.

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6.2. The final acceptance must be granted within thirty (30) business days, as of the

provisional acceptance by the Supervisory Commission, as per Decree 34.012 dated

June 20, 2011.

7. Specification of Key Team

Key Team will comprise, at least, professionals with the following

characteristics:

Qty Position Level Operating Area

1 Officer Committee Management

1 Manager General Project Management

1 Consultant Governance / Change Management

2 Consultant Business Applications Architecture

2 Consultant Data / Technical Architecture Management

1 Consultant ICT Strategy

1 Consultant ICT Processes

1 Consultant ICT – Public Sector (Expert)

2 Analyst ICT Planning

For the development of activities provided in this Term of Reference the

following curriculums will be appreciated:

Technical-academic qualification of the team, preferably in the areas of

social sciences, political sciences, communication, economy,

administration, social service, international relations, engineering, human

rights or public administration, computer science and the like;

Graduate degree;

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Professional experience in the preparing, managing and monitoring

projects, related to ICT management and governance.

After the execution of the contract, the key team will not be replaced without

the authorization of the contracting party and, in the events of previous revision, it

must also be authorized by Banco Mundial.

The replacement of a professional from key team will only be requested upon

the provision of a curriculum equivalent or superior to that of the professional to be

replaced;

8. Available Inputs

Room for up to ten (10) people within IPLAN’s facilities;

Conference room;

Internet access in accordance with safety policy;

Internal and external extensions and;

Information needed for the development of the work.

9. Management of the Consulting Company

Whenever required, the contracted company will contact IPP and IplanRio in

writing. The products and reports must be delivered to the Contracting Supervisory

team.