Background:• Wellington City Council is currently involved in procuring a Core Council Platform. Requirements have
been collected and an RFP has been produced that is ready for release to the market• There is recognition that the platform may be part of a broader shared service offering in the future• To future-proof this system it is proposed that Councils ensure their requirements are adequately
reflected in the RFP before it is released to the market
Aim• To determine the role GWRC wish to play in the ensuring their requirements are adequately reflected
in the RFP before it is released to the market
Next Steps• Determine scope and relevant functional areas for requirements validation and/or gathering (i.e.
what functions are in and out of scope)• Determine approach for requirements review and inclusion• Assign required roles that match with the desired approach• (if applicable) Meet with assigned team to provide context re: programme, their role and next steps• (if applicable) Review, assess, amend and add to functional requirements• Finalise requirements and RFP document pre-release to market
Discussion points
2014
Jan Feb Mar April May June July Aug Sept Oct Nov Dec
RFP Eval.
Supplier Prep BAFO
RFP Issued; Supplier Time to Respond
Broader Council Reqs. &
RFP Redraftin
g
Proof of Concept
Scenarios Pilot Stage / Design and Deployment
RFP Eval. BAFO
RFP Issued; Supplier Time to Respond
Broader Council Reqs. &
RFP Redraftin
g
libra
ries
core
It is anticipated that suppliers will have 6 – 7 weeks for response with the deadline closing pre-Easter. 80% of the RFP requires an compliance score against requirements – allowing suppliers to focus on written responses
RFP evaluation will be required across the participating Councils, across the varying RFP sections where written responses were received.
Automatic scoring will be undertaken for each requirement against supplier compliance responses
It is currently planned, albeit with a number of assumptions, that a broader set of requirements incorporating other Council requirements can be completed by February close. This will allow for a late Feb/early Mar RFP issue
Benefit from release the RFP at the same time to ensure bidders are aware of the respective releases
Some discussions may need to be had regarding whether Kotui components (or a subset) should be re-examined for suitability
Scenarios with down-selected suppliers may include the selected library solution (e.g. integration experience & possible roadmap)
Yet to be determined is (1) whether a pilot is undertaken to educate costings & timeline pre-contract close, and (2) how design will be undertaken across a broader set of Councils. Some of these decisions likely to be ascertained with suppliers during procurement
BAFO within July should allow the tender result to be fed into the wider core procurement process
High-level Odyssey Timeline
Anticipated that a RFP will be used with only 1 down-selection process
The Requirements Gathering Approach at WCCThe outcomes sought
for Wellington, as stated in our Long
Term 2040 Plan
The outcomes sought for Wellington, as stated in our Long
Term 2040 Plan
The channels through which
we interact with our customers
The channels through which
we interact with our customers
The key customer groups the
Council services
The key customer groups the
Council services
The areas in which we organise our funding and
projects to achieve our stated outcomes
The areas in which we organise our funding and
projects to achieve our stated outcomes
The key functions
(activities) of the Council
The key functions
(activities) of the Council
The organisationsthat the Council has a controlling
interest in.
The organisationsthat the Council has a controlling
interest in.
The Council’s key partners and alliances
The Council’s key partners and alliances
Our major revenue sources
Our major revenue sources
Our key stakeholders
Our key stakeholders
Possible other GWRC Functional Areas?WCC Core Functions
Democratic Services
& Governance
Policy Development &
Strategic Planning
Partnerships and Stakeholder Management
Financial Management
People Management
IT/IM Management
Risk & Portfolio
Management
Asset Management (Acquisition, Maintenance & Disposal)
Service Delivery
Regulatory Management & Compliance
Elec
tion
&
Dire
ction
Core
Ope
ratio
nsSu
ppor
tRequirements Scope
Arts, Culture & Economic Growth
Asset Operations (incl. Libraries, Parks, Sport and Rec Assets)
WCC adopted a ‘in scope until validated otherwise’ basis for collecting requirements. That is – all functions were considered in-scope for requirements gathering. Some areas (like Building inspections) were subsequently deemed out of scope because of extenuating factors.
Biosecurity Management
Emergency & Hazard Management
Flood Protection Management
Harbour Management
Water Supply Management
Environmental Management (incl. Pollution Mgmt)
?
Our Requirements Gathering Approach at WCC (2)
Core Council Functions
Customer Relationship & Service Management: The engagement with our customers – ranging from the management of their core information through to how we engage and deliver services to them
Enterprise Requirements
Non Functional Requirements
Regulatory Management: The management of permits, licenses, infringements and consenting processes
Asset Management: The management of the Council’s assets. This includes asset registration, asset valuation, asset performance, asset utilisation, work request management and work resource scheduling
Democracy, Governance, Planning & Policy: The management of the Council’s democratic and planning processes including stakeholder engagement, election management and the development and maintenance of annual, strategic and long-term plans
Arts, Culture & Economic Growth: The management, development and promotion of the arts and cultural events including supporting Council Controlled Organisations, managing the Public Art Fund and monitoring economic indicators for the city
Libraries: The management of the libraries assets, catalogue, spaces and memberships
Support Functions
Financial Management: The management of Council’s finances, including accounts receivable, accounts payable, general ledger, budgeting & forecasting, project costing, cashier management, financial reporting & analysis, rates management, procurement, contract & supplier management
Human Resource Management: The management of the Council’s human resources. This includes staff administration, recruitment, training & development, payroll management, health and safety management, performance management, reward management, and rostering
Other Corporate Services: The management of Council support services such as Information and Information Technology, risk, marketing & research
30 T3 Managers across WCC engaged and briefed regarding programme, approach and timeframes
T3’s nominate SME-Coordinators to facilitate the right people in their respective areas to be involved
30 SME-coordinators allocate 150+ Subject Matter Experts (SME) - including in many cases themselves
Functional Analysts engage with SMEs using a ‘user story’ methodology to elicit requirements
SMEs allocated 3-4 weeks to work with Functional Analysts and team members to complete requirements
Functional Analysts review, consolidate, and standardise (where appropriate) requirements across the functional areas. This includes lifting cross-council requirements into ‘Enterprise Requirements’
Post SME feedback, final draft sent to T3 managers for sign-off
Functional Analysts undertake final review and consolidation exercise
The processSME-Coordinators: Allocated and coordinated Subject Matter Experts
Subject Matter Experts (SME) : Worked with Functional Analysts to capture requirements
The Key Roles
Functional Analysts: Worked with SMEs to capture requirements.
The Functional Breakdown
Potential Roles Required
Role Type Responsibilities
Sponsor responsible for approving the final requirement set and sponsoring the gap analysis within their council. They will be responsible for supporting the programme and delivering key messages regarding the programme and approach to key stakeholders in their council
Directorate/Functional Manager
responsible for ensuring the appropriate subject matter experts are involved in the gap analysis and for approving the final requirement set on behalf of their functional area
Subject Matter Experts responsible for reviewing the requirements and identifying any potential gaps/amendments. These individuals should be council representative(s) across each functional area who have a solid knowledge of the council's requirements now and in the future
IT Architect responsible for reviewing the non-functional and technical requirements contained in the RFP and updating with relevant information from their council
Change/Communications responsible for ensuring the relevant stakeholders and participants in the gap analysis are appropriately informed in a timely manner
Procurement responsible for signing off the procurement approach, ensuring the procurement approach meets Council expectations and standards, and for ensuring appropriate representation
Depending upon the type and extent of involvement GWRC wish to play in the Odyssey programme, some or all of the roles below will need to be fulfilled
• Determine relevant areas of scope across functional areas
• Agree scope, approach, roles and next steps
• Identify key SME’s who will ‘own’ the RFP gap analysis across relevant functional areas
• Brief SMEs – explain the work undertaken to date and structure of RFP
• Provide SMEs with RFP sections to review for gaps
• SMEs co-ordinate their gap analysis
• SMEs capture requirements for gaps
• Major/material changes collated and passed to programme team
• Programme team review and consolidate requirements
• Send out for final review and approval
Identify and brief key
stakeholders
Identify SMEs in each area
and brief
Brief SMEs and allocate
sections of RFP to review
Meet to discuss
additions/ changes
Review and approve
Potential Next Steps