REPUBLIC OF CROATIA

REVENUE ADMINISTRATION MODERNIZATION PROJECT

TERMS OF REFERENCE

Tax Administration's External and Internal Communication

Selection of Consultants

Zagreb, 03 March 2011

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TABLE OF CONTENTS I. GENERAL FRAMEWORK ..............................................................................................................2 II TASK-SPECIFIC FRAMEWORK...................................................................................................2

A. ORGANIZATIONAL STRUCTURE ............................................................................................3 B. CURRENT TAX ADMINISTRATION'S COMMUNICATION SYSTEM..................................4

III. TASK OBJECTIVE.........................................................................................................................9 IV. SCOPE OF WORK..........................................................................................................................9

A. TIMELINE ......................................................................................................................................9 B. ACTIVITIES ...................................................................................................................................9

Activity 1: Development of an External and Internal Communication Strategy ...........................10 Activity 2: Development of a detailed Action Plan for the Strategy..............................................13 Activity 3: Improvement of the current and development of new forms of external communication......................................................................................................................................................13 Activity 4: Improvement of the current and development of new forms of internal communication......................................................................................................................................................13 Activity 5: Making the visual identity of the Tax Administration..................................................14 Activity 6: Redesign of the current (public) website .....................................................................15 Activity 7: Development of new IntrAnet (internal website) .........................................................17

C. LANGUAGES..............................................................................................................................19 V. GENERAL RESPONSIBILITY.....................................................................................................19

A. HIERARCHY ...............................................................................................................................19 B. RESOURCES .............................................................................................................................19 C. LIMITATIONS .............................................................................................................................19

VI. CONSULTANT'S QUALIFICATIONS.......................................................................................20 VII. DELIVERABLES AND TIMELINE..........................................................................................22

A. CONSULTANT SHALL PREPARE: .........................................................................................22 B. PERIODIC REPORTS AND RELEASES ................................................................................22

VIII. LIST OF APPENDICES ............................................................................................................23 APPENDIX A: ORGANIZATIONAL STRUCTURE OF THE TAX ADMINISTRATION'S CENTRAL OFFICE......23

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I. GENERAL FRAMEWORK The Government of the Republic of Croatia has initiated a reform of the Tax Administration. The main incentive for the reform lies in the fact that the Croatian Tax Administration has to keep pace with the requirements of a globally competitive market economy and prepare for accession to the EU. The Croatian Tax Administration (hereinafter: CTA) is an administrative organization within the Ministry of Finance. The Tax Administration's primary responsibility is to manage taxes and mandatory contributions at both national and local levels. The CTA has 4,483 employees, whilst the plan is to employ 4.982 people. The CTA is headed by State Secretary/Director General and the headquarters is located in Zagreb. With the aim of supporting the reform and financing the Revenue Administration Modernization Project (RAMP) the World Bank has approved a loan to the Government of the Republic of Croatia. The project is to be implemented between 2008 and 2012 and consists of the following components:

A. Organizational consolidation and functional reorganization of the tax offices in Zagreb. (Tax offices in the Zagreb region should be consolidated in one modern facility. Reorganize the consolidated offices according to functional requirements. Rationalize and strengthen the administration of large taxpayers.)

B. Skills and professional education of employees and stakeholders. (Strengthen CTA's capacity in the field of human resources management. Improve training programmes and exchange of knowledge in the CTA. Establish a Tax Academy and provide equipment for distance learning.)

C. Technological modernization of services, data management system and the implementation of a personal identification number – PIN. (Modernize business processes, including the functions of e-Porezna. Procure modern integrated software with tax management applications. Implement adequate measures for the purpose of safety, business continuity and disaster recovery. Introduce an integrated data management system. Provide support for the implementation of a new personal identification number – PIN.)

D. Modernization management and project support. (Develop a strategic plan for the modernization of the CTA. Support the implementation and management of the project, including monitoring and evaluation.)

II TASK-SPECIFIC FRAMEWORK Legal Framework

The primary legal framework pertaining to the Croatian Tax Administration's organization and communication has been defined by the Tax Administration Act, the General Tax Act, the State Administration System Act, the Ordinance on Internal Organization of the Ministry of Finance and the Act on the Right of Access to

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Information as well as by other laws and regulations which refer and are complementary to the above mentioned laws and Ordinance.

The Croatian Tax Administration was established in 1994 as an administrative organization within the Ministry of Finance, with the application of Croatian laws and regulations governing revenues as its main mission. With time the CTA's responsibility for collecting revenues expanded and today it covers all national and local taxes (with the exception of excise duties, international customs duties and taxes), pension and health insurance contributions and a large number of charges, fees and levies.

A. ORGANIZATIONAL STRUCTURE

The Tax Administration is organized into three levels: Central Office, 20 regional offices and 122 local offices.

The Central Office is located in Zagreb and is responsible for developing state policies and programmes and coordinating the functions of regional and local offices.

Within the scope of authority of the CTA's regional offices are the counties and the City of Zagreb. Their mandate also includes the coordination of the functions of local offices, direct implementation of tax audit in the field, criminal tax investigations, enforced collection and offence proceedings.

Within the scope of authority of the CTA’s local offices are the cities and municipalities. In the Zagreb Regional Office, in addition to the territorially established local offices, there are local offices established by categories of taxpayers or taxes. Local offices are organizationally subordinated to regional offices and are directly involved in the assessment, recording and collection of tax revenues and mandatory contributions.

(Appendix A: CTA's organizational structure)

In respect of the above mentioned laws and regulations and mostly for the purpose of successful business operations of the Tax Administration it is necessary to improve, maintain and develop external and internal communication of the Tax Administration and these are the primary tasks and goals of this project.

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B. CURRENT TAX ADMINISTRATION'S COMMUNICATION SYSTEM

FORM OF COMMUNICATION COMPETENT UNIT Tax Administration's website (including ePorezna, PIN and the Contact Centre’s Knowledge Base)

Taxpayers Service Division

Publications (manuals, brochures, leaflets and CDs)

Divisions at the Central Office (by subject matter) in cooperation with the Institute for Public Finance

Contact Centre – a free hotline Contact Centre Division

Opinions issued in writing by the Central Office / regional offices Central Office, regional offices

Phone calls and visits to the CTA's offices CTA's employees

Promotion of CTA's products and services in media (when necessary)

Spokesperson of the Ministry of Finance, Tax Administration

Public and press releases Minister, spokesperson of the Ministry of Finance, CTA's Director General (CTA's employees)

Participation in TV and radio shows Minister of Finance, CTA's Director General (CTA's employees)

COMMUNICATION

INTERNAL (Tax Administration)

EXTERNAL (Public)

CENTRAL OFFICE (CTA’s DIRECTOR GENERAL)

REGIONALO OFFICE (Head of RO)

LOCAL OFFICES (Heads of LOs)

TAXPAYERS, CITIZENS....

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1. Tax Administration's Website

www.oib.hr Contact Centre The key contents of the website are:

• Tax news and special news o Tax news – recent news on amendments to tax laws and regulations,

forms, new services of the Tax Administration, tenders... o Special news – periodic important information with relevant links

• Croatian tax system o Short overview of all Croatian taxes, including the key elements:

Taxpayers Subject of taxation / tax base Tax rate / amount Name and number of payment account Laws and regulations

• Tax laws and regulations In cooperation with an outsourced consultant the Tax Administration has developed special software for laws and regulations viewing and editing, enabling the creation of recent and history versions of regulations (it is not a simple upload of documents in PDF or Word format). Tax regulations contain:

o More than 1000 consolidated texts of tax laws and regulations and regulations directly and indirectly related to the calculation of taxes and the Tax Administration

o A search option for Regulations o Simple access to references (a paragraph or an article of a regulation

can be viewed by clicking on a 'link') • Publications (access to and download of digital versions of hard copy

publications and CDs)

www.porezna-uprava.hr

Engleska verzija Interneta

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o Manuals and brochures (manuals and brochures available at regional and local offices in hard copy can be downloaded in PDF format )

o Opinions issued by the Central Office (categorized by taxes and categories within taxes)

• ePorezna (access/entry/ePorezna system)

o ePorezna (eAdministration) is the CTA's system of electronic services

o Within ePorezna the CTA provides the following services to taxpayers:

ePKK access to tax accounting file ePDV submission of the value added tax form ePDV-K submission of the final calculation of value added tax eID submission of the ID form ePD submission of the corporate profit tax return eSR submission of the monument annuity statement eTZ submission of the Tourist Board membership fee

statement Delivery of data on an electronic medium:

• IP form on electronic medium • ID-1 form on electronic medium • Data on tax deductible insurance premiums

• PIN (personal identification number) website

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o Key information provided: What is my PIN? Natural persons and legal entities can find out their PIN via the

website or text messaging provided that they enter the required information

Legal basis – laws and regulations governing the introduction and application of PIN

Frequently Asked Questions (FAQ) and answers Publications (posters, brochures, manuals in PDF format and

opinions issued by the Central Office)

• Contact Centre (access to database)

o Contact Centre provides access to a free hotline and database pertaining to:

Submission of annual personal income tax return Tax exemptions, reliefs and tax deductible expenses for

citizens Notification of tax offences and complaints on the CTA's

employees work ePorezna service

2. CTA's Website Statistics

CTA’s Website Access Statistics www.porezna-uprava.hr The statistics cover the period between 1st Jan.2010 and 30th Sept 2010. The CTA's website was visited by 1,081,221 persons, i.e. 3,975 persons per day on average. During that period 7,272,217 pages were viewed (every time a visitor accessed the website they viewed about 7 pages on average). The majority of visits to the website occurred in late February 2010 (over 20,000 visitors per day). The most popular pages are: http://www.porezna-uprava.hr/ (home page) (413,862 visitors, 1,673,118 views) http://www.porezna-uprava.hr/propisi/obrasci.asp (149,357 visitors, 572,941 views) http://www.porezna-uprava.hr/propisi/download.asp (134,417 visitors, 339,389 views) http://www.porezna-uprava.hr/publikacije/IspisMisljenja.asp(100,987 visitors, 225,281 views) http://www.porezna-uprava.hr/porezi/prijave.asp (90,784 visitors, 133,824 views)

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CTA's Regulations Webpage Access Statistics http://propisi.porezna-uprava.hr/?id=b04d1

The statistics cover the period between 1st Jan 2010 and 30th Sept.2010. The CTA's Regulations website was visited by 159.878 persons, i.e. by some 587 persons per day. During that period 2,900,002 pages were viewed (every time a visitor accessed the website they viewed some 18 pages on average). The majority of visits to the website occurred in late February 2010 (over 2,000 visitors per day).

PIN Webpage Access Statistics www.oib.hr

The statistics cover the period between 1st Jan 2010 and 30th Sept 2010. The PIN website was visited by 1,348,482 persons, i.e. 4,957 persons per day on average. During that period 2,562,115 pages were viewed on the PIN website (every time a visitor accessed the PIN website they viewed about 1.8 pages on average). Most visits occurred at the beginning of the year (over 20,000 visitors per day).

CTA's Contact Centre Webpage Access Statistics http://ccenterclient.porezna-uprava.hr/

The statistics cover the period between 1st Jan 2010 until 30th Sept 2010. The Contact Centre website was visited by 189,228 persons, i.e. 695 persons per day on average. During that period 1,013,494 pages were viewed (every time a visitor accessed the website they viewed about 5.5 pages on average). Most visits to the website occurred in late February 2010 (over 7,000 visitors per day). 3. Internal Communication Internal CTA's communication includes the following forms or channels:

• Regular and working meetings (by organizational units) • Seminars (when necessary) • IntrAnet pages (only work instructions and the phonebook of the Central

Office) • Telephone, e-mail and fax • Porezni vjesnik (Tax Journal) (professional papers)

Special issues of Tax Journal (expertise on individual tax matters)

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III. TASK OBJECTIVE The objective of the task is to implement a single comprehensive communication system of the Tax Administration encompassing both external and internal communication. For that purpose the following is necessary:

1. External and Internal Communication Strategy

2. Detailed Action Plan for the Strategy

3. Improvement of the current and development of new forms of external communication

4. Improvement of the current and development of new forms of internal communication

5. Visual identity of the Tax Administration

6. Redesign of the current (public) website

7. New IntrAnet (internal website)

IV. SCOPE OF WORK A consultancy company or companies (hereinafter: Consultant) will carry out task activities as defined below.

A. TIMELINE

The engagement will last one year in total since the contract is signed.

B. ACTIVITIES

The activities of this task pertain to the implementation of a single comprehensive communication system of the Tax Administration encompassing both external and internal communication, including the design of Tax Administration’s visual identity.

For the purpose of this task, the following activities will be performed:

1. Development of an External and Internal Communication Strategy

2. Development of a detailed Action Plan for the Strategy

3. Improvement of the current and development of new forms of external communication

4. Improvement of the current and development of new forms of internal communication

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5. Making the visual identity of the Tax Administration

6. Redesign of the current (public) website

7. New IntrAnet (internal website)

Activity 1: Development of an External and Internal Communication Strategy As the key document for communication establishment and development, the Strategy covers two systems:

a) External communication system and

b) Internal communication system

The Tax Administration requires a single comprehensive system for both external and internal communication that would contribute to better efficiency of the CTA's work.

External Communication

The Tax Administration's external communication with taxpayers confirms its orientation towards opening to the public and the introduction of high quality services to taxpayers focused on taxpayers as an important factor of the tax system. The main objective of the CTA’s external communication is to:

- Enable taxpayers to exercise their rights - Ensure partnership with taxpayers - Reduce direct costs of taxation (by simplifying formal obligations of taxpayers

and submission of tax returns and forms via Internet) - Establish standards (equal approach to taxpayers) - Reduce necessary visits of taxpayers to tax offices - Provide all information to taxpayers (in a clear and simple manner) about the

tax system and their tax liabilities - Seek for efficient forms of assistance to taxpayers for the purpose of the

fulfilment of their tax liabilities The CTA's external communication includes the following communication lines:

• CTA's communication towards taxpayers, citizens (which is the key CTA's communication)

• CTA's communication towards other state bodies, chambers, professional associations and other bodies and organizations

• CTA's international communication Within the CTA's external communication system it is necessary to:

1. Establish a CTA's external communication system, which would identify the current services provided to taxpayers, basic guidelines for their development and the implementation of new services within those already available through a systematic and comprehensive approach, with care for all relevant elements of the CTA's business operations with taxpayers. Ensure that the development of the CTA's

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external communication system is based on the CTA’s main business principle - openness towards taxpayers, who are not only persons liable to pay taxes and settle other liabilities, but also clients of the CTA.

2. Improve and expand the current CTA's external communication with taxpayers. Underline the need for designing visual identity of the CTA, as an unavoidable element of recognition of the CTA in external communication. Redesign the CTA’s (public) website, because the current CTA’s website, which became operational in late 2002, has not since been upgraded with new technologies and therefore, due to outdated technological tools, updating it with new information is rather difficult and time consuming.

3. Develop new forms of CTA's communication, such as e-mail, newsletter, text messages, etc., as these would provide for quality, open and flexible communication between the CTA and taxpayers.

In the process of developing the Strategy it is necessary to cover inter alia the forms and channels of external communication including:

a. Contact Centre b. Internet c. Publications (opinions, brochures, manuals, leaflets ...) d. CD/DVD e. Telephone f. Radio, TV, newspapers g. Mail, e-mail, text messages h. CTA's Central Office, regional and local offices i. Direct contact with taxpayers j. Other channels

Internal communication Communication is an integral part of work processes. Different formal and informal interactions inevitably occur between employees in the workplace. If it is to contribute to better relationships and motivation of employees and therefore improve and create a desirable perception of the Tax Administration, communication has to be planned, systematic and effective. In the part pertaining to internal communication the Strategy should answer to the following questions: Do employees receive timely and accurate information? How do employees receive regular information? Are messages consistently distributed top-down and bottom-up? Do employees understand the goals and outcomes of communication? The Strategy should also identify:

What are future goals, ambitions and strategic aspirations of the employees? What should people within the organization think, feel and do in order to

achieve the said goals? Which positions do the employees currently hold and what should be

changed in their current perception, attitudes or access to basic information? What is the role of internal communication in reducing the gap between the

current situation and what we want to have in future?

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What are the communication roles and responsibilities of the officials, managers and employees?

Which communication-related activities are required and how should responsibilities be assigned?

Which resources do we need in order to achieve the necessary level of communication?

The CTA's internal communication involves the following forms of communication:

• CTA's communication at the Central Office (between departments and divisions)

• Communication from the CTA's Central Office to regional offices • Communication from the CTA's Central Office to local offices • Communication from regional to local offices

Within the CTA's internal communication system it is necessary to:

1. Establish the CTA's internal communication system in order to contribute to better distribution of information between the CTA's employees about key projects and their rights and obligations, thus identifying and expanding the current forms of the CTA's internal communication, basic guidelines for their development and implementing new forms of communication with the purpose of establishing a quality system of distribution of information between the CTA's employees, which is as such crucial for the implementation of quality and efficient external communication.

2. Assign responsibilities at all hierarchical levels of the CTA's internal communication (it has been noticed that there is a lack of communication between divisions of the same department and between departments as well, lack of information sharing about key subject matters involving various departments and divisions; in some tasks it is not known who did or does or will do what, which leads to a fuzzy level of responsibility).

3. Inform and educate the CTA's employees (e.g. about important events in the CTA, new programmes, and new applications of knowledge).

4. Organize regular visits of the employees of the Central Office to regional and local offices, which would lead to better communication at all levels in the hierarchy. Consequently, feedback would be obtained about what is all right and what requires further attention or should be changed.

In the process of developing the Strategy it is necessary to cover inter alia the forms and channels of internal communication including:

a. IntrAnet site for the CTA's employees (better freedom of information sharing between employees, option for expressing suggestions/remarks/appraisals, guidelines, opinions)

b. Publications c. Telephone d. Mail, e-mail, e. etc.

In addition to the above mentioned, the Strategy should also contain the organizational structure, where it should be clearly defined who (departments, divisions, employees) is in charge of what in the implementation of the Strategy.

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The outcome of this activity is: The CTA's external and internal communication Strategy (a document).

Activity 2: Development of a detailed Action Plan for the Strategy This activity is interconnected with Activity 1 and elaborates Activity 1 in a detailed Action Plan for the implementation of the Strategy, including all elements a plan should contain according to professional rules.

The outcome of this activity is: Detailed Action Plan for the Strategy (a document).

Activity 3: Improvement of the current and development of new forms of external communication This activity is directly related to Activities 1 and 2. It should include the following:

• Analysis of the current forms and channels of the CTA's external communication

• List of forms and channels of communication which should be improved • Suggestion about the improvement of forms and channels of external

communication • Suggestion about the development (implementation) of new forms and

channels of external communication and the manner of their implementation • Adaptation of the English version of the CTA's website to the requirements of

the accession of the Republic of Croatia to the European Union • Development of an Action Plan for each improved or newly defined form or

channel of external communication (the Plan in the attachment should contain all documents and projects required for the realization of the Plan)

The outcome of this activity is: Plan for the improvement of the current and development of new forms of external communication (a document).

Activity 4: Improvement of the current and development of new forms of internal communication This activity is directly related to Activities 1 and 2. The activity should include the following:

• Analysis of the current forms and channels of the CTA's internal communication

• List of forms and channels of communication which should be improved • Suggestion about the improvement of forms and channels of internal

communication • Suggestion about the development (implementation) of new forms and

channels of internal communication and the manner of their implementation

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• Development of an Action Plan for each improved or newly defined form or channel of internal communication (the Plan in the attachment should contain all documents and projects required for the realization of the Plan)

The outcome of this activity is: Plan for the improvement of the current and development of new forms of external communication (a document).

Activity 5: Making the visual identity of the Tax Administration Business development and modernization of the Tax Administration, development and modernization of overall administrative and economic sector in the Republic of Croatia, and process of access of Republic of Croatia to the European Union created large number of new services and information. Under such business conditions there is a risk of loss of identity of the Tax Administration and the loss of recognition of the services provided by the Tax Administration in a way that the Tax Administration services would not be recognized sufficiently by the taxpayers. Today when it is highly recommended to be recognized, visual identity is one of the key elements of the Tax Administration. At the moment most of the European tax administrations have their own visual identity developed. Well developed identity is investment in future and general characteristic of good visual identity is its longevity. Creating a visual identity should be approached in new way, having in mind entirely new environments where the logo and information will be found in a near future. The visual identity of the Tax Administration should be adjusted to new media and should function equally well if it is printed on a business card or if appear in some advertisement in electronic media. Segment that is highlighted here is information design, which includes selection of information and the manner of its presentation in order to achieve simplicity, recognition and originality. Creating a visual identity should include:

- development of trademark of the Tax Administration (logo) – in Croatian and English language and in colour and black/white version

- slogan of the Tax Administration

- selection of dominant colour/colours for Tax Administration

- web site design template of the Tax Administration (Internet i Intranet)

- Tax Administration's document templates in color and black and white variant (not applicable to administrative documents / cases)

- Tax Administration's memos

- invitations to events

- folders

- envelopes in colour and black/white version

- case files

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- fax template - e-mail template - business cards of the Tax Administration – in Croatian and English language

- templates for making Power point presentations

- templates for making CDs (envelopes and stickers)

- templates for making publications of Tax Administration (according to types of publications and sizes)

- titles of Tax Administration's organizational units (nameplates on entrances of TA buildings)

- titles on doors (first and last name of Tax Administration’s officials)

- work attendance identity cards for Tax Administration's employees

- temporary identity cards for Tax Administration’s visitors

- template for administrative competition and job vacancy advertisement in Tax Administration

- backgrounds for press conferences of Tax Administration

- flag (big and table flag)

- poster of Tax Administration

- diplomas for seminars and courses of Tax Administration

- gifts of Tax Administration (mouse pad, hat, scarf, tie, pen, cup, bag,..) Visual identity has to be determined prior to the completion of activities 6 and 7. Results of this activity are: Determined visual identity of the Tax Administration (implementation) and Manual of visual identity of Tax Administration (document).

Activity 6: Redesign of the current (public) website As of 2002 the Tax Administration has their public website. The website is very well visited (see under: II.B.2 CTA’s Website Access Statistics) and it provides a valuable source of information to taxpayers and other stakeholders. In spite of the fact that the CTA's website serves its purpose well, it became obvious over time that new functionalities and other modifications to the website should be introduced.

• Introduce an option for independent maintenance of the structure as a whole and the contents of the public web portal (it would enable the CTA's

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employees to regularly update the publicly available contents) and an option for distance editing.

• Implement workflows, which would significantly expedite the process of verification and approval of data for publication on the CTA's website.

• Implement “versioning“ of the entire content of the CTA's website, which would facilitate the management of the public website contents.

• Implement options for unified search of the contents of all publicly available information resources of the CTA, including (but not limited to) the following:

o Content of public websites in Croatian and English languages o Content of published laws and regulations in Croatian and English

languages o Content of published opinions issued by the Central Office o Content of tax brochures available on public website

• Development of new application modules for the purpose of the CTA's public website (e.g. connecting the website with other information resources in the CTA and other bodies of public and state administration and implementing other application components according to the requirements of the CTA, such as a calculator for the calculation of tax liabilities, distribution of newsletters, banners, surveys and questionnaires, etc.)

• Systemic maintenance of the CTA's public website (including all activities pertaining to the accessibility and integrity of data on the CTA's public website and website access statistics)

Improvements of the information system for the management of laws and regulations

In 2002 the Tax Administration implemented an integrated information system for the management of the structure and contents of tax and other laws and regulations. The system is quite popular (see under: II.B.2. CTA's Website Access Statistics).

Although the web application has been fully functional for the last 10 years, there are certain CTA's business needs requiring a more effective system with better functionalities resulting in the reduction of administrative burden for the CTA's employees related to the maintenance of the laws and regulations database.

With the system update, services such as the design, realization, testing, implementation and user (CTA's employees) training need to be provided in order to implement the following additional functionalities:

• Development of a module for drafting laws and regulations (hereinafter: regulations) in a multi-user environment, including Croatian spell checker tools

• Implementation of workflows for approving and publishing regulations

• Versioning of regulations in their life cycle: from drafting and publishing to their inactivation

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• Producing actual (consolidated) versions of laws and regulations based on original version and content of all relevant amendments thereof

• Printing laws and regulations (in PDF or other standard format)

• Definition of standards for the safe and reliable electronic exchange of laws and regulations with other bodies of state and public administration (from their information systems)

• Option of optical character recognition (OCR) processing of the current laws and regulations (for example in PDF format) in order to enable efficient digitalization and structuring of current laws and regulations

• Option of exporting regulations database (or selected regulations) to an external medium (e.g. CD-ROM) in order to enable the use of exported regulations off-line

The outcome of this activity is:

• Project documentation for the redesign of the CTA's (public) website

• Website uploading (implementation)

Activity 7: Development of new IntrAnet (internal website) The IntrAnet (internal website) should improve the exchange of information on news and events directly related to the work of CTA's employees and offer contents useful for their work, with the aim of improving their efficiency. Our employees need to be able to contact (e.g. forums on given topics) and to get to know each other, thus creating a positive work environment.

In terms of functionality, the IntrAnet (internal website) requires the following:

• Implementation of an option for internal website independent structure and content maintenance (it would enable the CTA's employees to regularly update the available content) and a distance editing option.

• Implement workflows, which would significantly expedite the data verification and approval process for content publication.

• Implement options for unified content search of all available information resources of the CTA, including (but not limited to) the following:

o Content of public websites in Croatian and English languages o Content of published laws and regulations in Croatian and English

languages o Content of published opinions and guidelines issued by the Central

Office o Content of tax brochures available on the public website

• Development of new application modules for the CTA's internal website (e.g., connection with other information resources of the CTA and implementation

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of other application components in line with the CTA's requirements, such as forums, distribution of newsletters, development and upload of surveys and questionnaires, etc.)

• Systemic maintenance of the CTA's internal website (including all activities pertaining to the accessibility and integrity of data on the CTA's internal website and website access statistics)

The internal website should be separated from the public website, but it must allow for the downloading of public website contents. It is also possible to envisage a single CTA portal, with an option of separate access to public and internal website.

The outcome of this activity is:

• Project documentation for a new CTA IntrAnet (internal website)

• IntrAnet uploading (implementation)

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C. LANGUAGES

The consultants' working languages are Croatian and English. More specifically, the (original) documents are prepared in Croatian, while the Progress Report is prepared in both Croatian and English.

The Consultant is responsible for providing the services of interpretation and translation.

V. GENERAL RESPONSIBILITY

A. HIERARCHY

The Consultant will report to the State Secretary/Director General of the CTA. Assistant Director General/Project Leader will be the Consultant’s counterpart for key issues. The Project Leader will provide the Consultant with necessary documentation and contact with the key stakeholders for this task.

It is expected that the Consultant act in an independent and professional manner in all business relations with the Client and key stakeholders.

B. RESOURCES

The Consultant is responsible for providing the logistics, office accommodation for the employees and internal management required for task performance, including the interpretation and translation services.

The CTA will provide: Administrative and communication assistance, logistics and facilities for meetings/conferences as well as other resources required for the performance of the task.

C. LIMITATIONS

Apart from standard limitations with regards to conflict of interests, all deliverables (tangible and intangible) of the Project (project task) will be exclusively owned by the Croatian Tax Administration. For the reuse of deliverables it will be necessary to obtain a written approval of the CTA.

At the beginning of the task, the Consultant will in cooperation with the CTA prepare a Confidentiality Agreement which will be binding for the Consultant in terms of protection of any sensitive data which may be revealed to the Consultant during the accomplishment of the task.

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VI. CONSULTANT'S QUALIFICATIONS 1) Team Lead Qualifications and skills:

• University degree in computer science, information technology or similar or adequate work experience

• Project Management Certificate (in accordance with PMI, PRINCE2 or an equivalent methodology)

• Excellent communication skills and proficiency in Croatian and English (written and oral)

General professional experience: • 10 years of work experience in management, development and

implementation of information systems is desirable; 5 years of work experience in the same field is compulsory

General professional experience – advantages: Experience in managing at least one similar project

Specific professional experience: • 5 years of work experience in management or coordination of project teams • Work experience in development of business strategies

Specific work experience - advantages:

• Experience in management or coordination of at least two projects in the field of external communication with taxpayers

2) Communication Expert Qualifications and skills:

• Adequate university (or higher education) degree • Excellent communication skills and proficiency in Croatian and English

(written and oral) • Computer literacy

General professional experience: • 5 years of experience working in public relations • At least 3 years of adequate work experience in the region

Specific professional experience: • 5 years of work experience, preferably in the field of internal and external

communication strategy • Experience (supported by evidence) in creating strategic communication

plans 3) Portal Development Engineer / Technical Team Lead Qualifications and skills:

• University degree in computer science, information technology or similar • Excellent communication skills and proficiency in Croatian and English

(written and oral)

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• Adequate certificate of portal development skills, compatible with technologies / solution which are subject of the offer

• Internationally recognized certificate in business process analysis and modelling

General professional experience: • At least 5 years of work experience in software architecture design • At least 3 years of work experience in development and maintenance of

modern object oriented application systems

Specific professional experience: • Experience (supported by evidence) in team leading • At least 5 years of work experience in the development of portals designed for

internal and external communication • At least 3 years of work experience in relational database theory and in the

development of modern application systems based on relational database systems

• Experience (supported by evidence) in business process analysis and modelling applying internationally recognized standards

• Experience in the development and implementation of distributed information systems based on Service Oriented Architecture

• List of previously completed projects (implemented web sites) 4) Graphic Designer

• Graphic Designer • Experience (supported by evidence) in creating visual identities for

companies, agencies or marketing campaigns

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VII. DELIVERABLES AND TIMELINE

A. CONSULTANT SHALL PREPARE:

DELIVERABLES DEADLINE Plan for improvement of current and development of new forms of external and internal communication (including all documents and projects required for the realization of the Plan)

Months 1,2

Strategy and action plan for the Strategy Months 3,4 Visual Identity Months 3 Project documentation for (public) website redesign and uploading website (implementation). Project documentation for a new CTA’s IntrAnet (internal website) and uploading IntrAnet (implementation).

Months 6, 8, 9 ,12

B. PERIODIC REPORTS AND RELEASES

The Consultant will prepare:

1) Timesheets documenting actual time spent on the task, which will then be collected and summarized in a document that shall be submitted to the RAMP Project Manager on monthly basis

Periodic Progress Report summarizing inter alia the results achieved during the preceding period; cumulative deviations from progress benchmarks; corrective actions to be undertaken in order to re-establish the planned progress schedule; suggested reviews of the planned schedule; suggested actions to be taken and input from the Consultant in the subsequent period; resources expected to be provided by the Consultant and/or reporting actions to be undertaken in the subsequent period; other issues or potential problems envisaged by the Consultant which could impact the progress of the task and/or efficiency. These will be submitted to the RAMP Project Manager.

Periodic Progress Reports:

Progress Report Deadline

Initial Report Month 1 1. Quarterly Report Month 3 2. Quarterly Report Month 6 3. Quarterly Report Month 9 4. Quarterly Report Month 12 Final Report Month 12

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VIII. List of Appendices

• Appendix A: Organizational structure of the Tax Administration's Central Office

APPENDIX A: ORGANIZATIONAL STRUCTURE OF THE TAX ADMINISTRATION'S CENTRAL OFFICE