Parana Public Sector Modernization and Innovation for Service Delivery Operation (Бразилия - Тендер #66623845)

NOTICE AT-A-GLANCE

• Project ID

P168634

• Project Title

Parana Public Sector Modernization and Innovation for Service Delivery Operation

• Country

Brazil

• Notice No

OP00376045

• Notice Type

Request for Expression of Interest

• Notice Status

Published

• Borrower Bid Reference

BR-SPPE-340218-CS-QCBS

• Procurement Method

Quality And Cost-Based Selection

• Language of Notice

English

• Submission Deadline Date/Time

Sep 29, 2025 18:00

• Published Date

Aug 29, 2025

• CONTACT INFORMATION
• Organization/Department

Secretaria de Estado da Administração e da Previdência / State Secretariat for Administration and Social Security (SEAP)

• Name

Wellington Dias de Paula

• Address

Rua Jacy Loureiro de Campos - Centro Cívico, Curitiba - PR, 82590-300

• City

• Province/State

Brazil

• Postal Code

• Country

Brazil

• Phone

(41) 3313-6362

• Email

licita.bird@seap.pr.gov.br

• Website

www.administracao.pr.gov.br

NOTICE OF REQUEST FOR EXPRESSION OF INTEREST IN SELECTION

BASED ON QUALITY AND COST – SMI 003/2025

SELECTION OF CONSULTANCY IN PROJECT FINANCED BY THE IBRD TO PREPARE A WORKFORCE SIZING PLAN FOR THE DIRECT ADMINISTRATION AND AUTONOMOUS AGENCIES OF THE STATE OF PARANÁ

Brazil

Innovation and Modernization Project for Public Management in Paraná - EFFICIENT PARANÁ PROJECT

Loan Agreement: N°. 9378-BR[1] - BIRD

Contract Object: Preparation and implementation of a Sizing methodology, based on pre-existing models and/or models developed for this purpose, and a Workforce Adequacy Plan (replacement, expansion and optimization) for agencies and entities of the Direct Administration and Autonomous Agencies of the State of Paraná, aiming at providing subsidies for the entry policy for the short, medium and long term, based on the identification of a sufficient and adequate number of employees so that the agencies can deliver the public services they are responsible quickly and efficiently, and also an information technology system that includes the means for their continuous management and monitoring.

Reference N°.: BR-SPPE-340218-CS-QCBS

1. The State of Paraná received a loan from the International Bank for Reconstruction and Development (IBRD) under the Paraná Public Management Innovation and Modernization Program – Efficient Paraná for the Development of Paraná. The program was structured to respond the challenges faced by the State of Paraná in providing health and other priority public services, in addition to supporting the implementation of the economic recovery plan in response to the short, medium, and long term impacts of the COVID-19 pandemic. The project"s main overall objective is to mitigate the impacts of COVID-19 on health and improve the efficiency and effectiveness of health service delivery, environmental management, and public administration through management reforms and the use of information technology.

2. This request for Expression of Interest is in accordance with the General Procurement Notice for this Project, published on Development Business online (UNDB online), on: 19/02/2024.

3. Thus, the State of Paraná, through the State Secretariat for Planning - SEPL and the Department of Human Resources and Social Security - DRH of the State Secretariat for Administration and Social Security - SEAP, inform that they will prepare a Short List of institutions for selection of Consulting in the Preparation of the Workforce Sizing Plan, in accordance with the Acquisition Regulation for Borrowers of Investment Project Financing Operations in the acquisition operations of Goods, Works, Technical Services and Consulting Services, resulting from an Agreement in the form of Investment Project Financing - IPF for AT, Fourth Edition, November 2020.
The State Secretariat of Administration and Social Security invites eligible consulting institutions to express their interest in providing the Services. Interested consulting firms must provide information demonstrating their required qualifications and relevant experience to perform the Services. The Short List criteria are as follows: core business, number of years in the business, and relevant experiences. Lead Specialists will not be evaluated at the Short list stage.

4. The consulting services covered by the Terms of Reference (TDR) cover the diagnosis, sizing, and planning of the State of Paraná"s workforce within 11 (eleven) agencies and entities, including the collection of information and standards, interviews, diagnostics, and flows and tools available within the agencies involved. The services include the development of an Information System for managing workforce planning.

5. The consulting services to be contracted aim to develop and implement a methodology for sizing and adequacy plan of the workforce (replacement, expansion and optimization) of the Direct Administration and Autonomous Agencies of the State of Paraná, indicating the priority sectors and their respective costs, as well as suggestions for improving management that allow for more efficient use of resources related to personnel expenses in accordance with the structures contained in Annexes I and II of the Terms of Reference, which provide subsidies for the recruitment policy for the short, medium and long term, based on the identification of a sufficient and adequate number of employees so that the agencies can deliver their respective public services quickly and efficiently, and also the formulation and implementation of an information technology system that includes the means for continuous management and monitoring through system development and integration of software tools.

6. The full implementation of this project is expected to last 21 (twenty-one) months.

7. The details of the Terms of Reference (TDR) for these Services are attached to this Notice of Request for Expression of Interest and available on the website: https://www.administracao.pr.gov.br/Compras.

8. Eligible institutions interested in providing these services must express their interest by submitting information demonstrating the experience and expertise required to perform the requested services. To this end, they must submit:
a. Characterization of the company/institution containing all data according to model “A”.
b. List of completed and completed work similar to the subject matter of the TDR, with proof of services provided. Submit a completed table according to model "B."
c. Declaration of intent to form a consortium, if appropriate. In this case, identify the institution with which you intend to establish the consortium relationship, according to model "C." The required information must include the identification of each potential consortium member, as well as their respective legal representatives. Formalization of the consortium is required only upon signing the contract, whereby the members will be equally responsible.
d. Documentation grouped and numbered in a unique, continuous and sequential way.
e. The pages corresponding to the documentation supporting the information included in the tables (models A, B and C) must be numbered in sequence.
f. Other information or documents that the company/institution considers relevant to demonstrate its experience in services related to the subject of the TDR;
g. Documentation that is not presented in accordance with models “A”, “B” and “C” and as follows will be disregarded:
• Tables must be submitted in PDF format and in editable format (Excel);
• If necessary, add rows to the table;
• Documents not indicated in the table will not be considered.

9. This Request for Expression of Interest, as well as the expression itself, does not imply any commitment to hiring.

10. Institutions will be selected according to the evaluation criteria for the composition of the “Short List”, according to their proven experience.

11. World Bank standards require consultants to provide professional, objective, and impartial advice, always prioritizing the client"s interests without considering the possibility of future work. When offering consultancy, they must avoid conflicts with other services or their own corporate interests. Consultants may not be hired to perform any task that conflicts with their current or previously undertaken obligations to other clients, nor may it place them in a position that prevents them from performing the service in a manner that best serves the borrower"s interests.

12. The selection and hiring of the consultancy will follow the provisions of the Acquisition Regulation for Borrowers of Investment Project Financing Operations in the acquisition of Goods, Works, Technical Services and Consulting Services, resulting from an Agreement in the form of Investment Project Financing - IPF for AT, Fourth Edition, November 2020.

Available at:
Portuguese -
https://www.planejamento.pr.gov.br/sites/default/arquivos_restritos/files/documento/2022-12/Regulamento_de_Aquisi%C3%A7%C3%B5es_2020_PORT_reduced.pdf

English -
https://thedocs.worldbank.org/en/doc/1783315330658711950290022020/original/ProcurementRegulations.pdf

13. Consulting firms may associate with other institutions to enhance their qualifications; however, they must clearly indicate whether the association will be a joint venture (consortium) or subcontracting. In the case of a joint venture (consortium), all members must be jointly and severally liable for the entire contract if the joint venture (consortium) is selected.

14. Without limiting the general nature of the above, consultants will not be hired in the situations described in the clauses dealing with conflicts of interest in the Procurement Regulation.
It is the Bank"s policy to require all borrowers, contractors and their agents, as well as all employees linked to them, to maintain the highest ethical standards during the selection and execution of contracts financed by the Bank under item 3.33 of the Procurement Regulations for Borrowers of Investment Project Financing Operations in the acquisition of Goods, Works, Technical Services and Consulting Services, arising from an Agreement in the form of Investment Project Financing - IPF for AT, Fourth Edition, November 2020.

15. Further information can be obtained by calling: (41) 3313-6221 and email: licita.bird@seap.pr.gov.br.

16. Expressions of interest will be received necessarily electronically, from August 29, 2025 to September 29, 2025 at the address: licita.bird@seap.pr.gov.br, Access links to virtual servers and digital format, in .pdf format, and must be accompanied by tables and supporting documents, as per Models A, B and C.

16.1. The tables relating to Models A, B and C will be received necessarily electronically, at the address: licita.bird@seap.pr.gov.br, Access links to virtual servers and digital format, in PDF and 1 (one) editable copy in Excel.

17. Expressions of interest will be received until 5:00 p.m. (five o"clock in the afternoon) on the last day of the deadline established as per the official publication of the bidding process.

Curitiba, 29 of august of 2025.

[1] Source: https://www.planejamento.pr.gov.br/Pagina/Parana-Eficiente-Banco-Mundial

MODEL “A” - Characterization of the company/institution

Complete the information as above, attaching supporting documents and indicating the corresponding page. If submitting other relevant data/documents in addition to those indicated in the table, add additional lines.
Documents not indicated in the table will not be considered.
All documentation relating to the full versions of Models A, B and C must have unique, sequential and continuous numbering.
The table must be submitted in PDF format and in editable format (Excel).

MODEL “B” - Main projects similar to the subject of the TDR executed and under completion in the last 36 months

Project 1: Name (fill in the table for each project).

Complete the information as above, attaching supporting documents and indicating the corresponding page. If submitting other relevant data/documents in addition to those indicated in the table, add additional lines.
Documents not indicated in the table will not be considered.
Present the data from the table above for each project.
All documentation relating to the full versions of Models A, B and C must have unique, sequential and continuous numbering.
The table must be submitted in PDF format and in editable format (Excel).

MODEL “C” – Companies/institutions intending to form the consortium

Present the information/data from models “A” and “B” for each company/institution intending to form the consortium.
Insert lines if necessary
Documents not indicated in the table will not be considered.
The table must be submitted in PDF format and in editable format (Excel).

TERMS OF REFERENCE

HIRING OF CONSULTANCY FOR ELABORATION THE SIZING OF THE WORKFORCE OF THE DIRECT ADMINISTRATION AND AUTONOMOUS AGENCIES OF THE STATE OF PARANÁ

SUMMARY
1. CONTEXT 4
2. JUSTIFICATION 4
3. OBJECTIVES 7
3.1. GENERAL OBJECTIVE 7
3.2. SPECIFIC OBJECTIVES 7
4. GENERAL GUIDELINES AND SCOPE 8
4.1. WORKFORCE 9
4.2. METHODOLOGICAL PROPOSAL TO BE DETAILED IN THE WORK PLAN SHOULD CONSIDER THE FOLLOWING ASPECTS: 9
5. PRODUCTS INCLUDED IN THIS TERM 10
5.1. PHASE 1: WORK PLAN 10
5.2. PHASE 2: SURVEY OF THE CURRENT SITUATION AND SIZING OF THE WORKFORCE 12
5.2.1. Survey of the Current Situation 12
5.2.2. Workforce Sizing 14
5.3. PHASE 3: WORKFORCE ADEQUACY PLAN (REPLACEMENT, EXPANSION AND OPTIMIZATION) FOR THE SHORT, MEDIUM AND LONG TERM AND WORKFORCE PLANNING INSTITUTIONALIZATION PLAN 17
5.3.1. The Adequacy and Implementation Plan for Replacement, Expansion and Optimization 17
5.3.1.2. Main Activities for Execution: 18
5.3.2. The Workforce Planning Institutionalization Plan 18
5.4. PHASE 4: COMMUNICATION AND TRAINING PLAN FOR MANAGERS WORKING IN THE TECHNICAL AREA AND PEOPLE MANAGEMENT. 19
5.5. PHASE 5: FORMULATION AND IMPLEMENTATION INFORMATION OF TECHNOLOGY SYSTEMATICS APPLIED TO WORKFORCE SIZING – DEVELOPMENT OF INFORMATION SYSTEMS. 20
5.5.1. Information Technology Systematics Applied to Workforce Sizing – Development of Information Systems. 21
5.5.1.1. System Project Plan 22
5.5.1.2. Business Process Modeling 22
5.5.1.3. Data Load Module 22
5.5.1.4. Sizing Module 23
5.5.1.5. Global Integration (final delivery) 23
6. PHYSICAL-FINANCIAL EXECUTION SCHEDULE OF PRODUCTS 24
7. FORM OF PRESENTATION AND DELIVERY OF PRODUCTS (TABLE 2) 25
8. AVAILABLE INPUTS 25
9. EXECUTIVE GROUP RESPONSIBLE FOR MONITORING AND APPROVAL OF PRODUCTS 26
10. KEY TEAM 26
11. SUPPORT TEAM 27
ANNEX I - LIST OF AGENCIES/ENTITIES OF DIRECT ADMINISTRATION AND AUTONOMOUS AGENCIES OF THE STATE OF PARANÁ 28
ANNEX II - NUMBER OF POSITIONS/FUNCTIONS PER CAREER CADRE 29
ANNEX III - GUIDELINES AND REQUIREMENTS SPECIFICATION FOR SOFTWARE DEVELOPMENT 30
(PHASE 5 –5.5) 30
1. SCOPE AND LIMITS OF THE PRODUCT 30
1.1. GENERAL DEFINITIONS ABOUT SYSTEM PROJECT 30
1.2. PHYSICAL VIEW OF THE SYSTEM 31
1.2.1 SEAP SYSTEMS TO BE INTEGRATED 32
2. ACTIVITIES TO BE DEVELOPED 33
2.1. SYSTEM PROJECT PLAN 33
2.2. DESIGN AND DEVELOPMENT 34
2.2.1. BUSINESS PROCESS MODELING 34
2.2.2. SYSTEMS ANALYSIS AND DESIGN 34
2.2.3. SOFTWARE ANALYSIS AND DESIGN 35
2.3. INTEGRATION AND QUALIFICATION 35
2.3.1. PREPARATION OF THE SYSTEM TEST PLAN 36
2.3.2. TESTING PROCEDURES 36
2.3.3. ACCEPTANCE TESTS – APPROVAL ENVIRONMENT 36
2.3.4. ACCEPTANCE TESTING – PRODUCTION ENVIRONMENT 36
2.4. TRANSITION 37
2.4.1. ASSISTED OPERATION 37
2.4.2. DATA INTEGRATION 38
2.5. SOURCE CODE 38
2.6. DOCUMENTATION 39
2.7. TRANSFER OF TECHNOLOGY 39
2.8. APPROVAL OF THE INTEGRATED ENVIRONMENT 40
2.9. MAINTENANCE AND TECHNICAL SUPPORT 40
2.10. SYSTEM OPERATION INFRASTRUCTURE SPECIFICATION 42
2.11. PREPARATION OF DEVELOPMENT, APPROVAL AND PRODUCTION ENVIRONMENTS 43
3. PRODUCTS, EXPECTED RESULTS, FORM OF PRESENTATION AND ACCEPTANCE OF SERVICES 43
3.1. PRODUCTS AND BY-PRODUCTS TO BE SUPPLIED 43
3.2. FORM OF PRESENTATION AND ACCEPTANCE OF PRODUCTS 45
3.3. PLACE OF SERVICE PERFORMANCE 46
4. TECHNOLOGICAL PARTNER 46
5. CELEPAR PRODUCTION ENVIRONMENT 47
ANNEX IV 49

TERMS OF REFERENCE

HIRING OF CONSULTANCY FOR ELABORATION THE SIZING OF THE WORKFORCE OF THE DIRECT ADMINISTRATION AND AUTONOMOUS AGENCIES OF THE STATE OF PARANÁ

1. CONTEXT

The Direct Administration and Autonomous Agencies of the Executive Branch of the State of Paraná is structured into forty-seven agencies and, to meet its responsibilities, relies on a workforce that totals, considering all types of service provision, 125,043[1] positions/functions. This structure serves the 399 municipalities of the State in a centralized or decentralized manner and includes statutory employees (civil and military), employees under the CLT, temporary hires, positions in commission without a bond and interns.

The State Secretariat for Administration and Social Security (SEAP) is responsible for managing the state"s human resources through the Human Resources and Social Security Department (DRH/SEAP), a unit responsible for formulating, standardizing and monitoring public policies in this sector. Specifically, with regard to planning and supplying human resources, the Human Resources Recruitment and Selection Division (DSRH) is responsible for analyzing applications for admission of civil servants (civil and military) and temporary contracts through special regime contracts (CRES). These modalities correspond to 94.8% of the total available workforce.

2. JUSTIFICATION

The current economic and social situation in Brazil requires that the public administra-tion rethink its role and seek to optimize the application of the resources at its disposal, emphasizing results and improving the services provided to the population. However, the effective execution of services depends largely on the workforce, whether for the implementation of public policies or for developing and articulating solutions to the de-mands of the State.
On the other hand, managers shall ensure the maintenance of services and the achieve-ment of results while at the same time reconciling their actions with the available finan-cial, budgetary, human and material resources and complying with the expenditure limits set by the Fiscal Responsibility Law.
Added to this context was the scenario outlined by the outbreak of the Coronavirus pandemic, which had a strong impact on the economy and the demand for certain ser-vices, leading to an imbalance in public finances. This combination of factors requires that the State"s strategic actions converge to address it, as well as to implement immedi-ate interventions in the areas of Health and sectors with the potential to leverage the resumption of economic growth. In this line of understanding, Workforce Sizing emerg-es as a tool to drive this direction, as it will support the formulation of guidelines for people management to face these challenges.
Given this scenario, it is essential and urgent to adopt a methodology to obtain subsidies with technical grounds for establishing a policy for hiring civil servants in the short, me-dium and long term, based on the identification of a sufficient and adequate number of professionals in order to enable agencies to deliver public services quickly and efficient-ly. It is also necessary to indicate the academic and professional profile aligned with each of the segments of state activity.
The absence of such methodology sometimes results in the cost being prioritized over the benefit of a given recruitment of personnel, however without being able to assess the resulting loss due to the failure to achieve results in government projects and programs affected by the lack of these professionals.
Currently, a well-founded methodology based on pre-established sizing parameters is not adopted. When analyzing requests for authorization to enter through a public selec-tion process, formal aspects are predominantly considered, such as: (i) the existence of vacant positions in the careers to which the personnel is intended; (ii) compatibility of the positions/functions with the indicated duties and with the corresponding position structure; (iii) the justification presented; (iv) the number of civil servants in the posi-tions/functions that are the subject of the demand. It should be noted that, in relation to this last point, the ideal is to consider, in addition to the quantity, the situation of these civil servants in terms of productivity, time until retirement, among others.
The same applies to requests for temporary hires, but with some aggravating factors, since these are intended to replace an employee who is temporarily away, considering that the number of employees may be oversized, the need for replacement in some cases is questionable and may be unnecessary. It should also be considered that not every dismissal or temporary absence necessarily has to give rise to a replacement.
In addition to all these factors, it is essential to recognize that the area of human re-sources management in state administration faces a dilemma between providing the de-partments with qualified employees, with compatible and attractive remuneration, and in sufficient numbers to meet the demands for public services, and the imperative need to adjust to the spending limits imposed by the Fiscal Responsibility Law.
Incidentally, personnel expenses have frequently reached worrying levels, which reaf-firms the need for in-depth reflection on the rational allocation of financial and human resources and their effectiveness. It is worth noting that the diversity of career cadre and the remuneration structure based on differentiated treatment for certain units limits the administration"s ability to reallocate personnel between the various departments.
While the recruitment of employees, whether to maintain the provision of services or to implement new demands, requires better planning and greater agility, the loss of em-ployees is continuous and affects all departments. To better demonstrate the magnitude of the numerical reduction over the last 9.6 years, the figures recorded in September 2015 can be used again, when the total workforce was 195,529 positions/functions and the average monthly number of dismissals was 412.67.
The layoffs, whose current monthly average is around 336[2] positions, the fact that 45.2%[3] of the effective employees are in the age group of 50 years or more, with service time approaching retirement, demand a planning of restructuring of the career cadre that allows the necessary transfer of technical knowledge and experience acquired over the years.
In order to mitigate the losses resulting from the lack of replacement of dismissed civil servants, a decree was issued that establishes Replacement Rates[4] for most positions provided for in the careers of Direct Administration and Autonomous Agencies. How-ever, its implementation requires constant monitoring through a structured methodology, which shall be integrated into the dimensioning of the workforce, complementing the planning tools for adequacy (replacement, expansion and optimization) of servers.
That said, it is essential that the Administration has the elements to establish the bases of its personnel structure and identify where, in which activities, each type of contractual relationship applies: statutory, temporary, intern, outsourced services, among others. Furthermore, based on a consistent diagnosis, it is possible to detect, in addition to the lack of employees, the need for training, modernization of work processes and invest-ment in information technology, in its broadest sense.
It is important to highlight the relevance of diagnosis and planning of human resources in Public Administration, as other public policies in the various sectors of activity, budg-etary and actuarial projections, among other aspects, depend on these.
However, the development of Sizing by the technical team of the Human Resources Recruitment and Selection Division, of the Human Resources Department of SEAP, is unfeasible, considering the insufficient number of existing technicians to carry out the work, the diversity of the activities developed, as well as the high specialization, fun-damental for such assignment.
In view of the above, it is necessary to hire a human resources consulting company to develop and implement a Workforce Sizing methodology, based on pre-existing models and/or models developed specifically for agencies and entities of the Direct Administra-tion and Autonomous Agencies, structured in an information technology system that allows its management and continuous monitoring.

3. OBJECTIVES
3.1. GENERAL OBJECTIVE
Contract the elaboration and implementation of a Sizing methodology, based on pre-existing models and/or models developed for this purpose, and a Workforce Adequacy Plan (replacement, expansion and optimization) for the agencies and entities of the Direct Administration and Autonomous Agencies of the State of Paraná, in accordance with the structures contained in the ANNEX I and ANNEX II of this Term, which provide subsidies for the admission policy for the short, medium and long term, based on the identification of a sufficient and adequate number of civil servants so that the agencies can deliver the public services that are their responsibility quickly and efficiently, and also an information technology system that includes the means for their continuous management and monitoring.

3.2. SPECIFIC OBJECTIVES
3.2.1. Survey of the current situation of the existing workforce in the agencies, from a qualitative, quantitative and cost perspective, by type of employment relationship, position/function, with emphasis on the activities performed, as well as the respective institutional data, such as characterization, objectives and organizational structure. Factors with potential impact on the dimensioning of the workforce should also be surveyed, such as information regarding turnover, absenteeism, absences, seasonal demand, pent-up demand, overestimated demand, deviations from function and their effects on performance and productivity.

3.2.2. Qualitative and quantitative dimensioning of the necessary human resources, by type of link, position/function, to the agencies and entities of the Direct Administration and Autonomous Agencies of the Executive Branch indicated in Annex I of this Term, developing methodologies, based on the prospecting of existing models in Brazil and abroad, adopted in public and/or private administration, types of activities, implemented on a similar or larger scale, legislation applied to the sector and/or definition of specific parameters, taking into account the current and future scenario of the State of Paraná.

3.2.3. Plans for:
3.2.3.1. Adequacy (replacement, expansion and optimization) of the workforce, based on the need indicated in the dimensioning versus the quantity indicated in the survey of the current situation, for the short term: zero to two years, medium term: 3 to 5 years and long term: 6 to 10 years, which includes suggestions for adjustments and measures to be adopted and considers replacement rates, cost projections, the State"s budgetary capacity and the potential to meet demand through the expansion of vacancies in current public examinations; and
3.2.3.2. Institutionalization of workforce planning within the scope of the Direct Administration and Autonomous Agencies of the Executive Branch that establishes the organization and functioning of the processes that constitute it, as well as the governance and management mechanisms for the continuous implementation and improvement of the program.
3.2.4. Project Communication Plan, as detailed in subitem 5.4.1, for each target audien-ce and for each product generated throughout the project, and Training of those invol-ved in the project, as described in subitem 5.4.2, with the purpose of ensuring its execu-tion from start to finish, its subsequent replication and continuous use, covering human resources technicians and managers, strategic managers, IT professionals designated by the Information and Communication Technology Company of Paraná – Celepar, and the Project Executive Group, for the assimilation of the developed methodology and the monitoring of its application.
3.2.5. Formulation and implementation of a system using information technology, appli-ed to Workforce Sizing – Development of information systems compatible with the sys-tems used in the State of Paraná, which will enable permanent support for the execution, processing, and diagnosis of workforce sizing, with an estimate of the respective costs.

The details of each specific objective are presented in item “ 5. PRODUCTS INCLUDED IN THIS TERM”.

4. GENERAL GUIDELINES AND SCOPE

This Workforce Sizing project shall include the Agencies/Entities of the Direct Administration and Autonomous Agencies (Annex I), headquartered in the capital and/or in the interior of the state, according to their location and respective regionalized structure.

Likewise, the products to be developed within the scope of the project, as per Table 2, shall cover all the Agencies/Entities covered (Annex I), careers/career cadres with respective positions/functions, which have not been declared extinct upon becoming vacant (Annex II). It should be noted that possible changes in the organizational structure and/or careers/career cadres due to new state management guidelines implemented after the publication of this Term shall be considered and incorporated. Consider the updated version of Annexes I and II at the time of the contract.

4.1. WORKFORCE

Table 1 - Total workforce size

Source: RHPARANA META4 – January/2025 base

* The number of temporary contracts for January is atypical, as it is a school break period and does not include teachers in Basic Education. The average for the school term is around 25,000.

4.2. METHODOLOGICAL PROPOSAL TO BE DETAILED IN THE WORK PLAN SHOULD CONSIDER THE FOLLOWING ASPECTS:
4.2.1. The execution of the work may adopt different methodologies in relation to the surveys and analyses provided for in the other products: (i) activities whose dynamics and typology allow the establishment of productivity and performance parameters, in final activities of service provision, regional or sectoral administration, such as Regional Health, Hospitals, Socio-Education Centers, Regional Education Offices, Instrumental Units, among others; (ii) activities related to management, advisory, formulation of pu-blic policies, and regulation, in which the nature of the activities presents complexity in establishing parameters for the comparison of productivity and performance, in view of the diversity of processes.
4.2.2. Parameters may be established for the workforce necessary to meet the current and future demands of the State, in accordance with the methodological proposal and products to be developed under this Term.
4.2.3. Due to the scope of the universe of analysis, the methodology and execution of the work shall adopt the following Strategic Lines of Action of the State: a) Health; b) Justice, Rights; c) Urban and Economic Development; d) General Government Adminis-tration; e) Education. It is emphasized that, in the development of the products, priority shall be given to the Health area. Regarding the Strategic Lines of Action of the State, their delimitation will be confirmed prior to the preparation and execution of the Work Plan. Within the scope of the Universities, only University Hospitals – UHs will be con-sidered, which will be included in the Strategic Line of Health.
4.2.4. The Methodological Proposal, including in the data collection and definition of parameters, may, subject to the Client’s approval, be developed through the establish-ment of stratified and representative samples in each area, agency, or career cadre, pro-vided that there is a high degree of standardization of processes.
Both the Workforce Sizing of the Ideal career cadre (Phase 2) and the Planning for the Adequacy of the Workforce (Phase 3) shall show the number of positions/functions cur-rently provided for in the careers, for which, according to the diagnosis carried out (Phase 2), the lack of necessity is found, or recommendations are made in terms of care-er or employment relationship. The products presented shall consider the possibility of optimizing the existing career cadre and career structures. If necessary, new functions shall be proposed considering the profile and qualifications required to meet unmet de-mands, as well as indicating the possibilities and/or need for the relocation and retrai-ning of existing professionals.

5. PRODUCTS INCLUDED IN THIS TERM

Table 2 - Products included in this Terms of Reference

5.1. PHASE 1: WORK PLAN

Prior to the development of the work, a document describing the Work Plan for executing the purpose of this terms shall be submitted for approval by the Executive Group responsible for monitoring the services.

In order to prepare the Work Plan, with the aim of supporting the contractor, a technical meeting will be held with the Executive Group to pass on available information summarized as to the organizational structure, current data, current panorama of human resources management, number of employees, reports that are part of the database of the State"s human resources management systems, relevant legislation, career cadre , professional profiles, interlocutors involved and expectations regarding the work. Additional information may be made available to the consulting firm, upon express request, at least 15 (fifteen) business days in advance. If the information provided is considered insufficient by the contractor, the contractor shall provide other information that it deems relevant from other sources by its own means.

The Work Plan shall present:
- Report containing a detailed description of the methodological proposal to be adopted, specifying the model parameters, variables required for data analysis, indicators, among other elements necessary for a better understanding and approval of the methodology to be applied.
- Tool, made available by the contractor, which will be used for project governance during its execution.
- Physical and financial schedule with all activities to be developed and their respective costs and durations, compatible with the deadlines established by the Client, in a sequence that considers the precedence and dependency relationships between activities. The physical and financial schedule shall present the project milestones and define the dates and costs of the deliveries of intermediate and final products for each project activity. Any changes shall be approved by the Client.
- Quality and Risk Management Plan containing a detailed description, by project activities, of the quality assurance process and compliance of the project products based on the Technical Specifications of this Term of Reference. The quality and Risk Management plan shall include the Risk Matrix, including planned, corrective and predictive actions.
- Project Communication Plan indicating the different approaches between the management, coordination, technical and target audience levels of the surveys in each agency/entity as set out in Annex I, as well as between those responsible for the product in the Contractor and the Client; the communication strategies adopted for each product and interested parties at the internal and external levels. It shall include the plan for monthly and extraordinary project monitoring meetings, methods of recording the product (minutes, emails and other documents), constituting an integral part of the official product documentation and to be followed.
- Documents and forms to be used in data collection and interview scripts, both those planned with directors and intermediate-level managers, as well as, if applicable, an indication of the applications and/or platforms used.
- Schedule with estimated dates for technical visits and/or online meetings through an application or service with the possibility of sharing presentations and files via the web with the Agencies, located in the Capital and in the interior of the State, for data collection and application of interviews, which can be carried out remotely or through digital forms.
- Technical team allocated and the organizational chart defined for the project, containing the Responsibility Matrix and the functions to be performed by each technical manager, identifying the management and coordination levels of each project activity.

The Contractor shall describe in the project plan the approach envisaged for the development of the project, and its representation in the schedule details, considering the possibility of using multiple project deliveries, including a possible agile approach, compatible with the maturity stages of the methodology and its application throughout the contractual period. In these delivery stages, all types of products shall be considered, including artifacts provided for in the Information System.

It is important to emphasize that, with regard to Phase 4 (Training), in addition to the items provided above, this Work Plan shall include: (i) the content to be covered in each training session; (ii) the objectives and details of the program; (iii) the methodologies and didactic-pedagogical strategies to be used; and (iv) workload.
The Work Plan and project management shall be aligned with the project management method principles of the Project Management Body of Knowledge (PMBOK) / Project Management Institute (PMI), covering the following knowledge areas: project integration management; project scope management; project time management; project quality management; project human resource management; project communication management; project risk management.

In relation to Phase 5 – Formulation and Implementation of an Information Technology System Applied to Workforce Sizing – Development of Information Systems, the actions/activities to be described in this Work Plan shall cover the major stages of system development, since the preparation of the System Project Plan (Annex III) is foreseen.

Once the Work Plan is approved, the consultancy will begin the development of the products specified below, with the preparation and submission of monthly reports on the monitoring/execution of actions/activities to the Project Executive Group being mandatory.

5.2. PHASE 2: SURVEY OF THE CURRENT SITUATION AND SIZING OF THE WORKFORCE

5.2.1. Survey of the Current Situation

Currently, the State workforce is made up of statutory employees (civil and military), employees with CLT contracts, commissioned positions without a contract, temporary contracts under a special regime, interns and outsourced service provision contracts.

In parallel with the workforce survey, in order to understand the current and future scenarios and challenges of the different segments, it is necessary to approach the strategic management level of each agency, through structured interviews that can be conducted in person or remotely. The interviews should enable the mapping of seasonal demands[5] and pent-up demands due to the lack of employees, the need for better qualification of professionals, or increased investment in information technology, in order to ensure the achievement of the results established in the government goals and programs quickly and efficiently.

It is necessary to carry out a survey of the current situation of the workforce of the agencies, the structure of careers, attributions and other pertinent information, pointing out the distortions, deficiencies and problems identified, through the presentation of a consolidated diagnosis by agency and area of activity.
The activities listed below constitute a reference model, which may be adapted, as well as supplemented with others by the Contractor, depending on the methodology adopt-ed, provided they are approved by the Client.
5.2.1.1.The survey of the current situation from a qualitative and quantitative point of view of the current situation of the workforce by career cadre/career and by agency of the Direct Administration and Autonomous Agencies should present, whenever possible, based on the data made available by the state and collected throughout the project, an estimate of current costs and should cover:
5.2.1.1.1. Survey and analysis of the current workforce in agencies/entities: quantity by type of employment relationship, career cadre, position/function and unit, with emphasis on the activities performed;
5.2.1.1.2. Survey, identification and analysis of the organizational structure of all Agencies/Entities that make up the Direct Administration and Autonomous Agencies according to the level of activity of the organizational structure, covering regional structures;

5.2.1.1.3. Survey of legally established competencies, competencies intrinsic to the execution of the public service, and organizational goals of the Agencies/Entities subject to the dimensioning to be carried out according to the levels of action of their organizational structure, covering regional structures;

5.2.1.1.4. Survey and analysis of available productivity data, individually and comparatively, in the case of units that have a similar service profile, providing, when possible, indicators for the subsequent preparation of action plans to improve productivity (for example, a plan for training employees, standardization of processes, automation of activities, need to improve technological conditions, including the use of information systems and application of artificial intelligence, etc.);

5.2.1.1.5. Survey of information regarding turnover, absenteeism, absences, seasonal demand, pent-up demand, overestimated demand, deviations from function and their impacts on performance and productivity, as well as on the state public budget;

5.2.1.1.6. Mapping of existing jobs in agencies/entities, by type: in-person, hybrid and teleworking, with a breakdown of the levels of operational units in their organizational structure;

5.2.1.1.7. Conducting interviews with directors, managers, deans or key employees of the agencies/entities to learn about their vision and current and future challenges. The objective of these interviews is to identify the strategic role played by the State area and its vision for the future, taking into account social and economic changes, changes in labor and social security systems, technological and work processes innovations, and their respective impacts on the demand for the workforce, both qualitatively and quantitatively;

5.2.1.1.8. Structured interviews with managers, those responsible, deans or reference employees of the agencies to identify and analyze priority demands, repressed demands, difficulties, distortions, critical issues, good management practices that resulted in increased productivity, among others. This activity should occur after the training described in subitem 5.4.2.1.;

5.2.1.1.9. Obtaining information considered relevant to the execution of the survey and dimensioning, from the respective agencies and managers, using specific forms and structured questionnaires. This activity shall occur after the training described in subitem 5.4.2.2;

5.2.1.1.10. Obtaining, from SEAP/DRH, macrodata relating to costs corresponding to the career cadre/careers, considering all financial advantages (bonuses, benefits, assistance, dangerousness, unhealthy conditions, among others) related to the position/function evaluated;

5.2.1.1.11. Obtaining professional profiles for each position/function, such

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