WCC_Odyssey Request for Proposal - FYI
To all potential solution providers,
Thank you in advance for all your effort in responding to our RFP for a core Council solution.
The selection and implementation of a solution is an important part of our journey – transforming how we work as an organisation and with our partners, and how we deliver our services to our customers.
We have a large number of ageing and independent systems that do not support efficient business processes, they limit our ability to provide customers with a single view of their interactions and information, increase our overall IT costs, and severely hinder our ability to introduce change quickly and efficiently.
The Council wants to manage its information and deliver its services in a much more integrated and automated way. We want to provide customers with a single source of information and relevant services. We want to reduce our IT costs and position ourselves to take advantage of, and support any regional shared services opportunities so that we can spend the money where it is needed.
We’ve described in this RFP and in our supporting video [here] not only our functional requirements, but where we want to be as a Council over the next 3 to 5 years. I encourage you to demonstrate in your responses, not only how your solution meets our functional requirements, but how it will facilitate us achieving our business objectives as described in Section 5Di. We are looking for a partner who will work alongside the Council (and potentially other councils in the region) for the long term.
I hope we’ve captured your interest in what will be a significant programme for the Council – one we expect to deliver significant change and benefits over the next few years.
We look forward to your response.
[pic]
Kevin Lavery
Chief Executive
Request for Proposal
|Table of Contents |
|Section |Title |Separate |
| | |document? |
|Section 1 |Supplier Instructions & Next Steps |No |
|Section 2 |Our Business Vision & Objectives |No |
|Section 3 |Our IT Landscape & Principles |No |
|Section 4 |Our Evaluation Methodology |No |
|Section 5 |Our Statement of Requirements |No |
|Section 5A |Supplier Critical Coverage Area Requirements |Yes |
|Section 5B |Profile of Organisation |Yes |
|Section 5C |Enterprise Requirements |Yes |
|Section 5Di |Functional Requirements: Context Overviews |Yes |
|Section 5Dii |Functional Requirements |Yes |
|Section 5E |Non-Functional Requirements |Yes |
|Section 5F |Hosting & Operational Support Requirements |Yes |
|Section 5G |Pricing Template |Yes |
|Section 5H |Supplier Declaration |Yes |
|Section 6 |Wellington City Council RFP Instructions to Suppliers & Standard |No |
| |Conditions | |
|Appendix A |Current Application Landscape |No |
|Appendix B |Current Infrastructure Overview |No |
|Glossary |Glossary |No |
Section 1. Supplier Instructions & Next Steps
|[pic] |1.1 What We Need |
| |Wellington City Council is responsible for activities, services and works that touch the life of every single resident and |
| |correspondingly must operate an IT environment that handles a diverse and complex set of functions, processes, transactions and |
| |engagements. The Council has a significant number of IT systems (110 +) currently supporting its business – many of which are |
| |duplicated across business functions and do not integrate well with one another. |
| |Accordingly, the Council is undertaking a strategic procurement and implementation of a rationalised, core IT system that will help|
| |us achieve objectives across four key Council strategic drivers: |
| |[pic] |
| |The purpose of this Request for Proposal (RFP) is to invite interested parties to submit their proposals for a Core Council System |
| |(herein referred to as The Solution/s). The scope of this RFP covers a number of critical areas that span the Council: |
| |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 |
| |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 accounting, 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 and policy |
| |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 |
| |Financial Management: The management of Council’s finances, including accounts receivable, accounts payable, general ledger, |
| |budgeting & forecasting, project costing, cashier management, financial reporting and analysis, rates management, procurement |
| |management, contract and supplier management |
| |Human Resource Management: The management of the Council’s human resources. This includes staff administration, recruitment, |
| |learning and development, payroll management, health and safety management, performance management, remuneration and reward |
| |management, rostering and absence management |
| |Other Corporate Services: The management of Council support services such as Information and Information Technology, risk, |
| |portfolio, marketing and research. |
| |Further background information is contained in Section 2 - Our Business Vision & Objectives and Section 3 - Our IT Landscape & |
| |Principles of this RFP. Full details on the Council’s requirements are contained in Section 5 - Our Statement of Requirements and |
| |associated sub-sections (at this point, full details of other council’s requirements are not detailed in this RFP): |
| |Section 5A: Supplier Critical Coverage Area Requirements |
| |Section 5B: Profile of Organisation |
| |Section 5C: Enterprise Requirements |
| |Section 5D (i & ii): Functional Requirements |
| |Section 5E: Non-Functional Requirements |
| |Section 5F: Hosting & Operational Support Requirements |
| |Section 5G: Pricing Template |
| |Section 5H: Supplier Declaration |
| |The Services in scope for this RFP shall include, but are not limited to: |
| |Delivering the Services that meet the requirements set out in this RFP |
| |Supporting and maintaining consistency of the Services with relevant escalation and management procedures in place |
| |Co-ordinating, administering and monitoring the Services to ensure they meet agreed objectives and comply with agreed service |
| |levels |
| |Maintaining good working relationships and credibility with designated Council personnel and relevant stakeholders |
| |All other services, labour, materials, and equipment whether of a permanent or temporary nature, required so far as is necessary |
| |and specified in or to be inferred from, this RFP |
| |The Services are to be provided in a manner that: |
| |Complies with the requirements set out in this RFP |
| |Uses appropriate, widely accepted methodologies that are consistent with good industry practice |
|[pic] |1.2 How Long We Need It For |
| |It is anticipated that if entered into, the full term of the contract will be five (5) years comprising an initial three year term |
| |with a further right of renewal for an additional two year period (to cover supply and implementation of the services, as well as |
| |licences), with that right of renewal being exercised at the option of the Council as provided for in the final contract. |
|[pic] |1.3 Syndicated & Collaborative Procurement |
| |As a syndicated agreement and under the same conditions of the contract, the Council may explore the opportunity to extend these |
| |services to other councils in the Wellington region during the RFP process or throughout the term of the Contract. |
| |At any stage during the life of the Contract, with the consent of the Successful Supplier, any New Zealand Territorial Authority or|
| |Local Government Entity or Agency may utilise the provisions of the Contract for the balance of its term as a basis for their own |
| |individual contract with the Successful Supplier. |
| |No guarantee is given that any other New Zealand Territorial Authority or Local Government Entity or Agency will acquire any goods,|
| |solution or services from the Successful Supplier. |
|[pic] |1.4 Governance |
| |In the event that a new governance structure in the Wellington region is adopted (e.g. amalgamation), the Council or councils |
| |(where syndicated agreements are in place), may terminate or agree to novate and re-negotiate the contract that is awarded from |
| |this procurement. |
|[pic] |1.5 Understanding Our Requirements |
| |Make sure you read and fully understand this document before starting to prepare your response. Please develop a strong |
| |understanding of our requirements (as defined in Section 5 - Our Statement of Requirements) and how your Proposal will be evaluated|
| |(as defined in Section 4 - Our Evaluation Methodology). Should anything be unclear or if you have any questions, please request |
| |explanation by emailing our Contact Person (as outlined below). |
|[pic] |1.6 Our Process |
| |This is a contestable and competitive procurement. We have set out a step-by-step process for Suppliers to follow as well as some |
| |rules (as outlined in Section 6 – Wellington City Council RFP Instructions to Suppliers & Standard Conditions). Make sure you |
| |follow our process and abide by these rules. Remember, it is important when preparing your Proposal to use the Supplier Response |
| |templates provided (Sections 5A – 5H) and to complete the Supplier Declaration in Section 5H – Supplier Declaration. |
| |Having done the work, don’t be late – you must get your Proposal to us before the Closing Date (outlined in 1.10: Our Indicative |
| |Timeline, below). |
|[pic] |1.7 Changes To Our Process |
| |If we need to change anything with our process or want to provide Suppliers with additional information, we will let Suppliers know|
| |by placing a notice on the Government Electronic Tenders Service (GETS) at t.nz. If you downloaded this RFP from GETS,|
| |you will automatically be sent notification of any changes. |
|[pic] |1.8 Our Contact Person |
| |Please direct all enquiries to our Contact Person. You must not attempt to gain information from any other member of our staff, our|
| |Chief Executive, our Mayor, our councillors or other officers of the Council. |
| |Name: Steve Marchant |
| |Email: xxxxxxxxxxxxxxxxxxxxxxxxx@xxx.xxxx.xx |
|[pic] |1.9 Our Email Address For Proposals |
| |Proposals must be submitted by email to the following address: xxxxxxxxxxxxxxxxxxxxxxxxx@xxx.xxxx.xx |
| |Please note: Proposals sent by post or fax will not be accepted. Please ensure the Section 5- Our Statement of Requirements |
| |templates and proposals remain in the original Word (or equivalent) or Excel (or equivalent) format. |
|[pic] |1.10 Our Indicative Timeline |
| |The following information sets out our process and indicative timeline. |
| |Please note: All times are New Zealand time. We reserve the right to alter the timeline at our discretion. Notice of any changes |
| |which the Council considers may affect Suppliers in the preparation of their proposals will be given in accordance with Section |
| |1.7., if required. |
| |Key timeline points |
| |Date |
| | |
| |RFP Release |
| |Thursday, 6 March 2014 |
| | |
| |Deadline for Supplier questions (Clarification Period) |
| |Monday, 24 March 2014 |
| | |
| |Deadline for Buyer to answer questions |
| |Friday, 28 March 2014 |
| | |
| |Deadline for submission of Proposals (Closing Date) |
| |Midday, 24 April 2014 |
| | |
| |Notification to shortlisted Suppliers who pass the first phase; topics for presentation released |
| |Monday, 5 May 2014 |
| | |
| |Shortlisted Supplier presentations commences from all shortlisted Suppliers |
| |Monday, 19 May 2014 |
| | |
| |Notification to down-selected Suppliers who pass the second phase; topics for scenarios and presentations released |
| |Monday, 23 June 2014 |
| | |
| |Focused dialogue and scenario testing commences with down-selected Suppliers |
| |Monday, 21 July 2014 |
| | |
| |Deadline for Best and Final Offer (BAFO) |
| |Friday, 3 October 2014 |
| | |
| |Supplier debriefs commence |
| |Monday, 3 November 2014 |
| | |
| |Anticipated Contract start date |
| |To be determined |
| | |
|[pic] |1.11 The Rules |
| |This Request for Proposal (RFP) is subject to a set of rules: The Wellington City Council RFP Instructions to Suppliers and |
| |Standard Conditions. These are outlined in Section 6 - Instructions to Suppliers & Standard Conditions. |
Section 2. Our Business Vision & Objectives
|[pic] |2.1 Introduction |
| |This section provides an overview of Wellington City Council (the Council) and our goals for the future: how we will operate, how we |
| |will interact with our customers, partners and stakeholders, and our key focus areas for improving business efficiency. |
| |Represented in the diagram below are the main transformation themes that the Council is looking to deliver on over the next 3-5 |
| |years. To achieve this transformation, we need to significantly upgrade our information systems. |
| |[pic] |
| |Through the selection and implementation of a solution/s, we seek to achieve the benefits outlined in the diagram below – improved |
| |customer service, reduced IT costs, improved business efficiency and improved positioning for regional opportunities. |
| |[pic] |
| |In preparing this RFP, we placed major emphasis on articulating not only our functional requirements but our strategic objectives for|
| |the future – how we wish to operate as an organisation, work with our partners and deliver services to our customers. We encourage |
| |Suppliers to demonstrate how their solutions can not only meet the functional requirements but help us adopt this new way of |
| |operating which may be extended to other councils in the region. These themes are elaborated more within the Core Functions and |
| |Objectives section (Section 2.7). |
| |2.2 An Overview of the Council |
| |The Council was the first council established in New Zealand – in 1842 when local government itself was first established. The |
| |Council plays an important role in: |
| |Governance – managing the Council elections and meetings to deliver trust and confidence in Council decision-making |
| |Environment – protecting and enhancing Wellington’s environment |
| |Economic Development – promoting the city’s competitive advantages to enhance quality of life |
| |Cultural Wellbeing – reflecting and helping shape Wellington’s unique cultural identity |
| |Social Activities and Recreation – sustaining safe, resilient and healthy communities |
| |Urban Development – preserving Wellington as a compact, vibrant and attractive city now and into the future |
| |Transport – delivering an efficient and safe transport system that connects people and places |
| |The Council has an ambitious and diverse capital programme underway to improve the quality of life well-being and enjoyment of our |
| |city – including restoring the Golden Mile, developing Ōruaiti Reserve, rolling out High Speed Broadband, Greening the Quays and |
| |developing Messines Road Reservoirs to name a few. Importantly, we have also recently refreshed our Economic Development strategy to|
| |drive a focus on economic growth in the Capital (see a list of our current projects here). |
| |In addition, under the direction of Chief Executive Kevin Lavery, the Council has a significant Business Transformation programme |
| |underway in an effort to deliver more efficient and easily accessible services – including: |
| |Re-organising to ensure a strategic focus on service quality, asset optimisation, financial management and the development of a |
| |culture that is open to change |
| |Transforming our IT systems and service delivery model including the selection and implementation of a -core council Solution (the |
| |focus of this RFP) |
| |Investigating the feasibility of shared-service opportunities with other Councils in the wider Wellington Region |
| |The Council has a significant portfolio of change to manage and given Wellington is not a large city relative to other local |
| |territorial authorities around the world, we need to think smarter, deliver more efficiently and work more closely with our partners |
| |– leveraging their capability where it makes sense. |
| |The Council’s business context model (overleaf) is used to describe the different perspectives of the Council and its operations. It|
| |is important to understand these dimensions, the issues we face and the objectives we have for our services and service delivery. The|
| |breadth and depth of the services the Council provides make it a very complex organisation – the business context model helps explain|
| |this complexity and the improvements we aim to make. |
The Council’s Business Context Model
[pic]
[pic]
| |2.3 Vision 2040 for Wellington |
| |The Long-term Plan outlines our vision for the city – Wellington Towards 2040: Smart Capital, which contains four outcomes|
| |for the city: to be people centred, connected, an eco-city and have a dynamic central city. These outcomes guide our |
| |decisions about our services and what we plan to do. These outcomes also help ensure the Council is well positined for |
| |possible collaborations with other councils in the region. |
| | |
| | |
| |Dynamic Central City |
| | |
| |Wellington will be a city with a dynamic centre. A place of creativity, exploration and innovation. The central city will |
| |be a vibrant and creative place, offering the lifestyle, entertainment and amenities of a much larger city. The CBD will |
| |account for 52% of the region’s GDP and will continue to drive the regional economy. |
| | |
| |Eco-City |
| | |
| |Developing Wellington as an eco-city means proactively responding to environmental challenges. Wellington will take an |
| |environmental leadership role, as the capital city of clean and green New Zealand. Our many natural assets will give the |
| |city a head start and create opportunities as part of a green economy. |
| | |
| |Connected City |
| | |
| |Wellington will be a connected city, with easy access to regional, national and global networks. Connections will be |
| |physical, allowing for ease of movement of people and goods; virtual, in the form of world-class ICT infrastructure; and |
| |social, enabling people to connect with each other and with their communities. |
| | |
| |People Centred City |
| | |
| |Wellington’s people are the city’s greatest asset. Wellington’s shape and character will continue to reflect the people |
| |who live in, work in and visit the city. The city will be healthy, vibrant, affordable and resilient, with a strong sense |
| |of identity and ‘place’ expressed through urban form, openness and accessibility. |
| | |
| | |
| | |
| | |
| | |
| | |
| | |
| |The Long-term Plan 2040 (LTP 2040) also outlines three priorities to guide us for the next three years: an inclusive place|
| |where talent wants to live; a resilient city; and a well managed city. |
| | |
| |Priority 1: An Inclusive Place Where Talent Wants To Live |
| |Our economic future depends on our ability to attract and retain people and to create employment opportunities in our |
| |city. To do this, we will maintain our investment in those things that make Wellington a great place to live, while |
| |increasing our investment in activities that will grow the economy and make Wellington an even more attractive place to |
| |work, invest in and visit. At the same time we will continue to work in ways consistent with an inclusive community. These|
| |will reflect the objectives of providing accessible and affordable services and promoting a sense of safety, fairness and |
| |tolerance. |
| | |
| |Priority 2: A Resilient City |
| |To maintain and enhance our city’s resilience, we will prioritise investment in earthquake strengthening the city’s key |
| |infrastructure and work with businesses and communities so that as a city, we are better prepared for and can swiftly |
| |recover from such an event. |
| | |
| |Priority 3: A Well Managed City |
| |We are committed to providing effective services that are good value for money. To advance this priority, we will focus on|
| |simplifying our processes, making the best use of technology, working in partnership with others, managing demand ahead of|
| |investing in new assets, and looking for opportunities to reduce costs and generate income. This will help us stay within |
| |the parameters of our financial strategy by keeping rates affordable and managing our debt levels. |
| |2.4 Chapters |
| |Chapters provide a framework for the Council’s prioritisation of activity and investment. The LTP 2040 was developed and |
| |is structured around these chapters. It is a significant exercise for the Council to engage in the planning and |
| |prioritisation of these chapters, as well as in managing the large and diverse programme of work that results from it. |
| |Summarised below are the Council’s chapters and the key objectives of each. |
| | |
| | |
| |Governance |
| |The Council’s key objectives with respect to Governance are to: |
| |Increase participation levels in local government elections and decision making |
| |Build trust and confidence in civic decision-making |
| | |
| | |
| |Environment |
| |The Council’s key objectives with respect to Environment are to: |
| |Maintain the resilience of our current infrastructure |
| |Improve sustainability and network connectivity |
| | |
| | |
| |Economic |
| |Development |
| |The Council’s key objectives with respect to Economic Development are to: |
| |Improve opportunity management |
| |Increase stakeholder engagement |
| | |
| | |
| |Cultural Well-being |
| |The Council’s key objectives with respect to Cultural Well-being are to: |
| |Increase participation levels |
| |Build trust and confidence in civic decision-making |
| | |
| | |
| |Social & Recreation |
| |The Council’s key objectives with respect to Social and Recreation are to: |
| |Increase participation levels |
| |Build trust and confidence in civic decision-making |
| | |
| | |
| |Urban Development |
| |The Council’s key objectives with respect to Urban Development are to: |
| |Improve planning |
| |Improve building consent processing |
| | |
| | |
| |Transport |
| |The Council’s key objectives with respect to Transport are to: |
| |Improve planning |
| |Improve connectedness/ alternative transport options |
| | |
| |2.5 Customer Groups |
| |The Council deals with a diverse range of customer and stakeholder groups. The main customer groups are set out below. |
| |It is important that the Council enables effective and efficient interactions with these groups. |
| |[pic] |
| |Rate Payers |
| |Wellington’s commercial and private property owners, combined, contribute approximately half of the Council’s income. It |
| |is important for the Council to provide transparency in the allocation of rate payer funds against agreed outputs. |
| | |
| | |
| |Citizens |
| |Citizens are the individuals who live and/or work in Wellington and enjoy the amenities, events and facilities Wellington |
| |has to offer. This group needs simple access to all services, to understand what is available to them (events, |
| |promotions, attractions etc.) and to participate in Council decision making. |
| | |
| | |
| |Visitors |
| |A key customer segment of the Council – visitors (whether short or long term) need to easily discern what’s available to |
| |them by way of services, events, attractions and promotions. |
| | |
| | |
| |Property and Event Developers |
| |Developers and/or organisations that develop land, property and events need to effectively contribute to our economic, |
| |urban and cultural development. |
| | |
| | |
| |Local Businesses |
| |Wellington’s local businesses – of which there are over 25,000 – are key users and consumers of our facilities, funding |
| |and amenities and provide a key source of economic growth for the city and region. |
| | |
| | |
| |Clubs/Association and NFP Org’ns. |
| |Clubs, Associations and Not for Profit organisations make significant contributions to developing sport, recreation and |
| |cultural activities while providing community support |
| | |
| |2.6 Channels |
| |The Council delivers its services and information via a number of channels. Achieving the right level of capability and |
| |mix across these channels is essential. In particular, the Council is keen to enhance its online and self-service |
| |capabilities to improve the accessibility of services to customers. |
| |[pic] |
| |Face to Face |
| |The Council provides access to Council services using a number of face to face channels: |
| |Service Centre – located in the ground floor of the Council Chambers Monday to Friday, the service centre provides |
| |customers with the ability to transact, interact and source information for most of the Council’s services. |
| |Archives – the Council operates a large Archives facility located in Barker Street. This facility provides access to |
| |Wellington City archives and research assistance to customers. |
| |Branch Libraries – customers are able to buy rubbish bags, recycling bags, green crates for glass recycling, parking |
| |coupons and pick up information and forms from selected branch libraries across the city. |
| |NZ Post – customers are able to undertake a limited set of transactions (including Council invoice payments, Council |
| |Housing rent payments, dog registrations) at NZ Post branches. |
| | |
| | |
| |Phone & Email |
| |The Council’s Contact Centre, located in the Council buildings, manages all customer contact via phone and email. |
| | |
| | |
| |Website |
| |The Council has an extensive website which offers many services online, provides information about Wellington Events and |
| |Recreation and allows people to provide feedback / submissions online. The website offers a series of downloadable ‘apps’|
| |for smart phones which provide alternative access to Council services. |
| | |
| | |
| |Social Media |
| |The Council currently makes limited but increasing use of social media – including a Facebook page – to notify customers |
| |of events and keep them informed in emergency situations, notify potential candidates of vacant positions and capture |
| |feedback from the public. |
| |The Council see a number of opportunities to better understand, engage and inform its customers as well as analyse the |
| |response to the services the Council offers. |
| | |
| |2.7 Core Functions and Objectives |
| |The core functions of the Council operations are represented in the diagram below. Three layers are defined that group |
| |the functions into key areas of focus. These layers and the key objectives of the Council are described below. Please |
| |note, in time these functions may need to be extended or amended to accommodate other council’s requirements if |
| |amalgamation occurs. |
| |Election & Direction |
| |This layer establishes the context (objectives, priorities, policy and decision making frameworks) within which the |
| |Council operates, as well as establishing and managing relationships with key stakeholders through the following: |
| |Elections Management |
| |Council Meeting Administration |
| |Policy Development |
| |Strategic Planning |
| |Key Partner and Stakeholder Management |
| |The Council’s key objectives in this layer are to: |
| |Increase public access and participation in Council election and decision-making processes through improved e-based public|
| |consultation. |
| |Improve Long Term/Strategic Planning through improved asset data and maintenance modelling, formalised processes and |
| |improved collaboration and greater use of business intelligence/analytics to improve evidenced based decision-making. |
| |Improve investment decision making and prioritisation through greater public access and participation and improved |
| |decision support tools/information. |
| |Improve stakeholder management through improved reporting, use of relationship management and collaboration tools. |
| |Improve accessibility of information and insights for Councillors through the ability to ‘slice and dice’ information and |
| |create tailored analyses across the Council. |
| |Better leverage social media to solicit/gauge public opinion. |
| | |
| |Core Operations |
| |This layer refers to the key activities that the Council undertakes in its day to day operations and service delivery, |
| |including: |
| |Asset Management and Operation |
| |Compliance and Regulatory Management |
| |Event Development, Promotion and Management |
| |Customer Service Delivery |
| | |
| |The Council’s key objectives in this layer are to: |
| |Improve services and service delivery to ensure where possible: |
| |they are simplified and streamlined |
| |the information and services required are citizen-centric |
| |customers are able to ‘self-serve’, through online channels |
| | |
| |This will result in integrated and digital information that is accessible to customers, greater internal collaboration and|
| |co-ordination, integrated systems, and simplified customer interactions delivered through e-services. |
| |Improve the efficiency and effectiveness of our compliance/regulatory applications processing through aligned systems and |
| |processes, improved risk management, collaboration (internal and external) and increased consistency with regional |
| |partners. |
| |Maximise the utilisation of assets and ensure fit for purpose asset maintenance through improved asset information and |
| |maintenance modelling and improved asset promotion/commercials. |
| |Leverage third party capability/Improve partner relationships through evaluating opportunities where services can be more |
| |effectively and efficiently delivered using external partners and improving integration of Council and partner systems and|
| |information where appropriate. |
| | |
| |Support Processes |
| |This layer refers to the corporate services-related functions required to support the Council’s core operations, |
| |including. |
| |Financial Management |
| |People Management |
| |IT/IM Management |
| |Risk and Portfolio Management |
| |Marketing and Communications |
| | |
| |The Council’s key objectives in this layer are to: |
| |Improve the efficiency and effectiveness of support services through more simplified and standardised processes, greater |
| |integration of information and better alignment between processes and systems. |
| |Leverage shared-service opportunities across Councils within the region where feasible and practical. |
| |Provide customer self-service options through increased/improved e-services, improved provision of information and more |
| |integrated information systems for internal customers. |
| |Provide greater analytics and business insight into performance through integrated information systems, the provision of |
| |appropriate business intelligence tools and improved data quality. |
| |Improve support to the Council’s investment and prioritisation decision-making through more integrated information |
| |systems, improved data quality and the provision of appropriate business intelligence tools. |
| |Improve the management and delivery of projects and programmes across the Council through improved portfolio management |
| |practices and supporting tools. |
| |2.8 Stakeholders |
| |The Council seeks to understand and be guided by the opinions and requirements of its key stakeholder groups – as |
| |represented in the diagram below. They achieve this through establishing and maintaining formal and informal stakeholder |
| |relationships, engaging on a formal and informal basis and capturing the interactions and feedback they receive. |
| |Maintaining these stakeholder relationships is critical for the Council to align its priorities, direction and outcomes |
| |sought by its stakeholders. |
| |[pic] |
| |Councillors |
| | |
| |Councillors are the Council’s main stakeholder group – actively participating and leading decision-making in relation to |
| |the Council’s direction and priorities. Elected by their Wards, the Councillors require rich information about the |
| |Council’s performance, growing trends in Wellington and issues / concerns being raised both within their Wards and more |
| |generally across the city. |
| | |
| | |
| |Public |
| |The general Wellington Public is a key stakeholder for the Council. The Council has legislative requirements to engage |
| |effectively in relation to its planning and decision making and have clear objectives to improve public participation. |
| | |
| | |
| |Central Government |
| |Another key stakeholder of the Council is central government and associated agencies such as NZTA and NZTE. Central |
| |Government fund major infrastructure (and other) projects for the economic development of the city – necessitating close |
| |relationships and engagement. |
| | |
| | |
| | |
| |Māori and Mana Whenua |
| |The Council wants to see the special position of mana whenua acknowledged and reflected in the way it makes decisions |
| |about the city and its resources. Engagement with the wider Māori community recognises the special provisions for Māori |
| |within our legislative framework and their unique role. |
| | |
| |2.9 Moving forward |
| |This section has provided an overview of the Council and our desired ways of operating and delivering services in the future. |
| |Further business objectives are outlined in section 5Di - Functional Requirements: Context Overviews and in the short video here. |
| |As outlined, a key part of our transformation is the selection and implementation of an integrated Council IT application. The next |
| |section provides an overview of the current IT landscape, the key constraints we have and our IT principles. |
Section 3. Our IT Landscape & Principles
|[pic] |3.1 Our Current IT Landscape |
| |The Council operates an IT environment that needs to handle a diverse and complex set of functions, processes, transactions and |
| |engagements across Wellington and in time, potentially across other councils in the Wellington region. |
| | |
| | |
| |Our IT landscape has evolved organically over a number of decades in order to deal with this breadth and depth. The environment |
| |consists of a wide range of commercial off the shelf (COTS) and in-house developed applications. Whilst total applications |
| |(including desktop applications) number approximately 230, the most significant business application types are summarised below. |
| | |
| |Application Type |
| |Number of Applications |
| | |
| |In-house developed |
| |40 |
| | |
| |COTS - Internally hosted |
| |56 |
| | |
| |COTS - Externally hosted |
| |8 |
| | |
| |Third Party B2B |
| |(i.e.: Online services provided by government agencies, partners, suppliers) |
| |8 |
| | |
| |Total |
| |112 |
| | |
| | |
| | |
| |The evolving nature of the Wellington City Council IT landscape has resulted in a number of challenges: |
| | |
| |Duplication of Systems |
| |There are a number of applications that either duplicate or have overlapping functionality. This duplication has incurred higher |
| |operational cost as each application consumes separate operational resources for installation, upgrades and support, as well as |
| |software and hardware costs. |
| |Lack of Integration |
| |Most of the best of breed applications implemented are point solutions and do not integrate well with other applications. This lack|
| |of integration causes unnecessary manual rework and prevents the Council from having a single and complete view of key information.|
| |Culture of Customisation |
| |In the past, it was the norm for the Council to customise COTS applications to fulfil specific business requirements. This culture |
| |of customisation has drawn out application upgrade timelines, as the customised modules have to be re-tested and re-developed to |
| |ensure they continue to work with the latest version of the base application. |
| |Inefficient Processes |
| |Many services provided to customers contain a considerable amount of manual intervention either by staff or customers. This is |
| |sometimes due to the underlying applications and technology used to provide those services. Because of this, the Council is unable |
| |to provide efficient and cost effective services to customers. For instance, the current lack of online self-service forces the |
| |Council to place a heavier reliance on Contact Centre. |
| |The absence of systems in several strategic business functions such as performance management, learning and development, and risk |
| |management prolongs the decision-making process and reduces overall efficiency of the Council’s key processes. |
| |High Dependency on Individuals |
| |The Council has 33 applications that were developed and maintained in-house. Several complex regulatory-related applications |
| |require individuals with specialist skills to contribute to the design, development and ongoing support. This poses an |
| |organisational risk as the Council has to rely on specific individuals to upkeep the applications. |
| |Software development is not a core competency of the Council. The shortfall of software development resources has become an |
| |impediment that prevents the Council from being agile and reacting quickly to environmental changes. |
| |Slower Response to Change |
| |Due to the complexity of the Council’s IT landscape (the number of applications, the non-standard nature of landscape and number of|
| |business unit specific applications), the Council’s ability to respond quickly to legislative changes, business |
| |changes/improvements and/or major infrastructure upgrades are significantly impacted. |
| | |
| | |
| | |
| | |
| | |
| | |
| |3.2 The Scope of the Solution |
| |The information that is stored and maintained by Council applications can be grouped into four main data categories. The Council |
| |aims to have a ‘single view’ for each category, and a clearer understanding of the inter-relationships between each. |
| | |
| |Data Type |
| |Number of Applications |
| | |
| |Customer |
| |34 |
| | |
| |Asset |
| |17 |
| | |
| |Land & Property |
| |19 |
| | |
| |Financial |
| |18 |
| | |
| | |
| | |
| |The following diagram highlights the major building blocks of the target solution. The building blocks are packages of |
| |functionality designed to meet the objective of this RFP and provide a view of the desired future state. |
| |[pic] |
| | |
| | |
| |The scope of the solution in relation to each of the major building blocks is outlined in the following tables: |
| | |
| | |
| | |
| | |
| |Desktop Tools |
| |Desktop tools are standard software applications that are used by all employees to improve business productivity and communication.|
| | |
| |Building Block |
| |Purpose |
| |In Scope? |
| | |
| |Productivity Tools |
| |To increase productivity, promote creativity and prepare publications. |
| |Yes |
| | |
| |Collaboration Tools |
| |To improve collaboration internally across the Council as well as with partners. |
| |Yes |
| | |
| |Issue Tracking Tools |
| |To manage and maintain lists of issues. The issues could be job requests, software defects, call logs, etc. |
| |Yes |
| | |
| |Communication Tools |
| |To communicate with internal staff and external parties. |
| |Yes |
| | |
| | |
| | |
| |Online and Mobile Services |
| |Online and Mobile Services are external facing self-services. It includes both web and mobile applications. |
| |Building Block |
| |Purpose |
| |In Scope? |
| | |
| |Logon Service |
| |An authentication mechanism used to verify public users’ identity. This logon service is available in both web and mobile |
| |platforms. |
| |Yes |
| | |
| |Online Self Service |
| |A set of online services used by the public to interact, request services and perform transactions with the Council. These online |
| |self-services are available in both web and mobile platforms. |
| |Yes |
| | |
| |Online Payment |
| |A payment facility to enable the public to make secure payments online. This online payment service is available on both web and |
| |mobile platforms. |
| |Yes |
| | |
| | |
| | |
| |Core Dataset Platform |
| |A collection of integrated systems are used to manage datasets that have been identified as core to the Council – namely: Customer;|
| |Asset; Land and Property. |
| |Building Block |
| |Purpose |
| |In Scope? |
| | |
| |Connectivity |
| |To enable integration and communication between our platforms and other building blocks. |
| |The intent of this block is to provide a level of abstraction between applications. It should be fit for purpose i.e. standards |
| |based but not overly complex |
| |Yes |
| | |
| |Customer Relationship Management System |
| |To manage customer contact and relationship details, for example stakeholder management, event and booking management and |
| |cemeteries management |
| |Yes |
| | |
| |Regulatory Management System |
| |To manage permits, licenses, infringements and consent processes. |
| |Yes |
| | |
| |Land and Property Management System |
| |To manage land and property related information, for example earthquake assessment and registrations, rate management, Council |
| |owned property management, land features management, housing and tenancy management |
| |Yes |
| | |
| |Service |
| |Management System |
| |To manage customer service requests/incidents for example resolution workflow. |
| |Yes |
| | |
| |Asset and Work Management System |
| |To manage Council’s assets, for example asset registration, asset accounting, asset performance, asset utilisation, work request |
| |management and work resource scheduling. |
| |Yes |
| | |
| | |
| | |
| |Line of Business Applications |
| |Line of Business (LoB) applications are those which are critical to business units to carrying out their functions. |
| |Building Block |
| |Purpose |
| |In Scope? |
| | |
| |Environment Management System |
| |To manage environmental services (implementing and maintaining policy for the environment across Wellington) and waste services |
| |(waste resources, waste logistics & waste centres). |
| |Yes |
| | |
| |Library Management System |
| |To manage library membership and catalogue. |
| | |
| |The Council uses TLC CARL as its Library Management System. |
| |No |
| | |
| |Green and Built Asset System |
| |To manage Green and Built assets data and maintenance. |
| | |
| |The Council uses Pitney Bowes Confirm as its Green and Built Asset system |
| |Yes |
| | |
| |Building Inspection System |
| |To manage building inspection processes, for example mobility facilities to give the inspector the ability to conduct inspections |
| |in the field. |
| | |
| |The Council uses MBS GoGet as its Building Inspection System. |
| |No |
| | |
| |Road Assets Management System |
| |To manage road asset assessment and maintenance. |
| | |
| |The Council uses RAMM as its Road Assets Management System. |
| |No |
| | |
| |Water Assets Management System |
| |To manage water distribution, wastewater collection and storm-water networks. |
| | |
| |The Council uses Innovyze InfoNet as its Water Assets Management System. |
| |No |
| | |
| |Publication and Design Management System |
| |To manage publications and design work requests, photo catalogues, corporate products (name signs, business cards) and order forms.|
| | |
| |The Council uses in-house developed Print Management System as Publication and Design Management System. |
| |Yes |
| | |
| |Event Management System |
| |To manage facilities, events, conferences, clubs and programmes. |
| | |
| |The Council uses Ungerboeck EBMS as its event booking and Active Network CLASS as recreation programme management. |
| |Yes |
| | |
| | |
| | |
| |Corporate Management Systems |
| |Corporate Management Systems are used by the Council to manage and provide services such as finance, human resources and records |
| |management. |
| |Building Block |
| |Purpose |
| |In Scope? |
| | |
| |Financial System |
| |To provide financial management, for example accounts receivable, accounts payable, general ledger, budgeting, project costing, |
| |forecasting, cashier management, grant management, procurement management, and contract and supplier management. |
| | |
| |The Council uses PeopleSoft FMIS as its core Financial System. |
| |Yes |
| | |
| |HR & Payroll System |
| |To provide human resource management, for example staff administration, recruitment, learning and development, payroll management, |
| |health and safety management, performance management, qualification management, remuneration and reward management, rostering and |
| |absence management. |
| | |
| |The Council uses PeopleSoft HRIS (HCM) as HR and Payroll System. |
| |Yes |
| | |
| |Document Management System |
| |To provide record and document management. |
| | |
| |The Council uses HummingBird DM 5 and DM 6. They will be replaced by OpenText Content Server 10. |
| |No |
| | |
| |Enterprise Reporting System |
| |To provide performance management, information management, reporting, query and analysis. |
| | |
| |The Council uses Business Objects XI as Enterprise Reporting System. |
| |Yes |
| | |
| |Mapping and Spatial Analysis System |
| |To manage geographic data, maps, 3D models and oblique images. |
| | |
| |The Council uses ESRI ArcGIS, AAM K2VI and Pictometry as Mapping and Spatial Analysis System. |
| |No |
| | |
| |Risk and Safety Management System |
| |To manage Council’s risk and all work related incidents. |
| | |
| |The Council uses Impac Risk Manager as Risk and Safety Management System. |
| |Yes |
| | |
| | |
| | |
| |It is expected that Suppliers will map the solution to the in-scope building blocks stated above. |
| | |
| |Please refer to Appendix A for an overview of the Council’s Current Application Landscape. |
| |Please refer to Appendix B for an overview of the Council’s Current Infrastructure Overview. |
| | |
| | |
| |3.3 ICT Principles |
| |Our ICT principles are outlined below. It is expected that any solution will adhere to and support these principles. |
| | |
| |Take an organisation wide approach |
| |The solution must be selected based on cross-business requirements and must only be configured (rather than customised) to suit |
| |particular business needs. |
| | |
| |Use widely adopted and mature technologies |
| |The solution must be based on industry-proven technologies which are widely adopted. |
| | |
| |Single source of truth |
| |The solution must support a single data source for core information sets, consistently used and referenced across the Council |
| |(Customer, Asset, Land and Property). A single authoritative source provides the greatest possible opportunity for reuse. Other |
| |systems that require access to the core dataset must gain access via standard integration services rather than having their own |
| |version maintained separately. |
| | |
| |Ease of integration |
| |The solution must provide simple and easy to use integration services. Integration reduces the associated effort and cost of |
| |keeping data consistent across the Council. Without integration, the data principle of ‘Single Source of Truth’ would be difficult |
| |to implement. |
| | |
| |Apply best practice process framework |
| |The solution must adopt and apply best practice processes to deliver the Council’s functions and services. Utilising proven |
| |processes and adhering to industry best practice enables a maturity in how the Council’s ICT services are delivered. This allows |
| |for the best delivery of a solution given available time and resources. |
| | |
| |Data security |
| |The solution must protect data from unauthorised use and disclosure. Existing laws and regulations require the safeguarding of |
| |individual privacy, while permitting free and open access. Pre-decisional (work-in-progress, not yet authorised for release) |
| |information must be protected to avoid unwarranted speculation, misinterpretation and inappropriate use. |
| | |
| |Control technical diversity |
| |The solution must control the use of diverse technology. The use of common technology across the organisation brings the benefits |
| |of economies of scale to the Council. Technical administration and support costs are better controlled when limited resources can |
| |focus on a shared set of technology. |
| | |
| |Regional reuse |
| |The solution must be robust, flexible and sufficiently scalable to support the Council taking advantage of, or supporting any |
| |regional consolidation opportunities. |
Section 4. Our Evaluation Methodology
|[pic] |4.1 Evaluation Process |
| |Overall, the evaluation is an assessment of your Proposal and likely ability to successfully fulfil the requirements and deliver|
| |to the contract. While affordability is an important consideration for the Council, other criteria may influence the Council’s |
| |decision to accept or reject a Proposal at any point throughout this procurement. Fundamental to selection will be a Proposal’s |
| |ability to prioritise the Council’s requirements as set out in Section 5 - Our Statement of Requirements. |
| |As the requirements of the solution may change through this process, initially only indicative licence and annual support and |
| |maintenance costs are sought in the Proposals. The indicative cost information is to be provided separately to ensure the price |
| |information does not disproportionately influence the objective evaluation of other parts of a Proposal. The pricing |
| |information, including any potential price impact if licencing multiple councils, is not scored at this point but may be |
| |considered as part of an overall ranking process when finalising down-selected Suppliers. As part of the scenario testing, |
| |focused dialogue and proof of concept that will occur later in this procurement, more detailed price information will be sought |
| |from the down-selected Suppliers only. |
| |Please refer also to Section 6 – Wellington City Council RFP Instructions to Suppliers & Standard Conditions for the Council’s |
| |approach to evaluation. |
| |When evaluating your Proposal, the Council may consider the items listed below: |
| | |
| |The extent to which the Proposal meets our requirements as developed through scenario testing, focused dialogue and a proof of |
| |concept with the down-selected Suppliers |
| |The affordability of the Proposal and whether there is a cost advantage in accepting the Proposal |
| |The potential risk to the Council is accepting the Proposal |
| |The experience, ability and competence of the Supplier, including past performance |
| |The organisational profile and financial viability of the Supplier |
| |The ability of any third parties relied on by the Supplier to deliver any services and/or works, and to deliver those services |
| |and/or works successfully |
| |The Supplier’s communication skills, including the ability to interpret and present information and to communicate clearly and |
| |concisely |
| |The Supplier’s willingness to agree to the Conditions of Contract (relevant to the process at down selection only because a |
| |draft contract will be provided to the down-selected Suppliers) |
| |The Supplier’s ability to meet, exceed and add value to the Requirements |
| |Compliance with the RFP processes as set out in this RFP and the terms and conditions of this RFP |
| |The Supplier’s ability to provide industry leading processes and services |
| |The Supplier’s approach to delivery of the Requirements |
| |Proven success and experience in providing the Requirements |
| |The organisational abilities of the Supplier, including the ability to meet deadlines, co-ordinate requirements, provide |
| |alternative practicable solutions, and analyse problems and situations and |
| |The range of solutions offered by the Supplier |
| | |
| |The criteria listed above are indicative only and are provided so that Suppliers may assess the suitability of their Proposal. |
| |They are not in any particular order of priority, are not exhaustive and will not necessarily be accorded equal weighting. |
| |Prior to evaluation, the Council may at any time, change the criteria without giving prior notice to the Suppliers. |
| |The following diagram describes the evaluation process. The Council reserves the right to amend the process as and when required|
| |and will endeavour to communicate such changes to Suppliers. |
| |The diagram below illustrates the phases of this procurement. The aim of each phase is to filter the Proposals to eliminate the |
| |unsuitable options and to reduce the total number of Proposals evaluated in full. |
| |[pic] |
| |The first filter or Phase 1, is a “Pass/Fail” evaluation of information sought in sections 5A and 5B of Section 5 – Our |
| |Statement of Requirements. Any one “Fail” attributed to a question (in part or in full) may, at the discretion of the Council, |
| |eliminate a Proposal from further consideration. Unsuccessful Suppliers will be notified at this time and may indicate if they |
| |wish to remain as a stand-by option should any of the shortlisted Suppliers be subsequently eliminated. The Council reserves the|
| |right to apply its discretion in terms of how many Suppliers are shortlisted. |
| | |
| |The second filter or Phase 2 is a weighted evaluation of the shortlisted Proposals against the Council’s: |
| |Enterprise requirements (see Section 5C) |
| |Functional requirements (see section 5D) |
| |Non-Functional requirements (see section 5E) |
| | |
| |In differentiating between Proposals and identifying which Proposals to down-select, the Council again reserves the right to |
| |apply other considerations, such as the Council’s appetite for risk and the potential to align the solution with the |
| |requirements of other councils in the region. The Council reserves the right to apply its discretion in terms of how many |
| |Proposals are down-selected. |
| |Presentations will be sought from all of the shortlisted Suppliers. The presentations are intended to show the depth of |
| |functionality of each solution. The Council will use the presentations to confirm and/or amend the scores given previously to |
| |sections 5C- 5E of Section 5 – Our Statement of Requirements; and to apply an additional presentation score. At this point the |
| |Council will confirm its list of down-selected Suppliers. |
| |All of the Shortlisted Suppliers will be informed as to whether they have been successful or not in being down-selected to the |
| |next stage of evaluation. Debriefs will not be offered until the procurement is complete because an unsuccessful Supplier may |
| |well be invited back into the process if a down-selected Supplier is, for whatever reason, dropped from the procurement process.|
| | |
| | |
| |The third filter or Phase 3 is scripted scenario testing that will be held individually with each of the down-selected |
| |Suppliers. The scripts may not necessarily be identical as they are intended to test the different strengths and weaknesses of |
| |the individual proposals. It is expected the scenario testing will lead to a need for focused dialogue with each of the |
| |down-selected Suppliers and negotiation (with legal advisors present or consulted when required) of contract terms and |
| |conditions. |
| |The focused dialogue is intended to allow the Council sufficient flexibility to refine solutions with each of the down-selected |
| |Suppliers respectively without having to duplicate those discussions. This means the content of the focused dialogue, but not |
| |the timeframes, may be customised to suit a Supplier’s Proposal and will not necessarily be identical to the dialogue held with |
| |the other Supplier(s). |
| |A proof of concept (POC) phase may then be carried out with the down-selected Supplier(s). The Council reserves the option not |
| |to conduct a POC phase if the phase would be deemed unnecessary to identify a preferred supplier. |
| |The third filter (described as Stage 3 in the previous diagram) is in place to confirm and if necessary, amend, the |
| |specification of requirements, deliverables, costs and contract terms and conditions before the best and final offer (BAFO) is |
| |sought from all of the down-selected Suppliers at the same time. |
| | |
| |A final selection will be made after BAFOs are evaluated and considered alongside the earlier evaluation of the delivery of |
| |functional, non-functional and enterprise requirements. The BAFO is used to select a preferred supplier, but does not |
| |necessarily equate to the final contract price which is subject to contract clarifications. |
|[pic] |4.2 Rating Scale |
| |For detailed requirements across Section 5C - Enterprise Requirements and Section 5Dii - Functional Requirements, the Supplier |
| |will self-assess against each according to the following scale: |
| | |
| |Score |
| |Definition |
| | |
| |N/A |
| |This requirement cannot be met. Either it cannot be provided, is planned to be provided in the future, or can be provided |
| |through customisation. |
| | |
| |Minor |
| |Part of this requirement can be met through our currently available solution (with no or little configuration required). Most of|
| |this requirement cannot be met by our currently available solution (either it cannot be provided, is planned to be provided in |
| |the future, or can be provided through customisation). |
| | |
| |Partial |
| |Most of this requirement can be met through our currently available solution (with no or little configuration required). Part of|
| |this requirement cannot be met by our currently available solution (either it cannot be provided, is planned to be provided in |
| |the future, or can be provided through customisation). |
| | |
| |Full |
| |All of this requirement can be met through our currently available solution (with no or little configuration required). |
| | |
| | |
| |Responses against Section 5C - Enterprise Requirements, Section 5Di - Functional Requirements: Context Overviews and Section 5E |
| |- Non-Functional Requirements will be marked according to the following rating scale: |
| | |
| |Score |
| |Definition |
| | |
| |0 |
| |either no response or does not answer the question or is too vague to be meaningfully interpreted |
| | |
| |1 |
| |answers the question, however, some doubt exists in the ability to deliver value |
| | |
| |2 |
| |credible response that delivers value, but provides only limited examples |
| | |
| |3 |
| |credible response that provides summary of their ability to deliver value and provides tangible examples of what value will be |
| |delivered |
| | |
| |4 |
| |credible response that exceeds requirements and provides tangible examples of how value will be delivered |
| | |
| | |
| | |
| | |
Section 5. Our Statement of Requirements
|[pic] |5.1 What we need - Our Requirements |
| |Wellington City Council is responsible for activities, services and works that affect the lives of every single resident. As |
| |such, there are broad and deep requirements, both business and customer facing, that need to be assessed during this process. It|
| |is expected that only those that can meet both the breadth (coverage across the Council) and depth (coverage across business |
| |processes) will be invited to present to the Council. |
| |Each section, relevant template, and assessment type is outlined in the table on the following page. |
| |Please note, the Council reserves the right to exclude a Proposal from further consideration if any ONE or more of the answers |
| |(in full or in part) in sections A and B do not score a ‘Pass’ (see Section 4 – Our Evaluation Methodology). |
| |If you intend to subcontract any aspect of the provision of the goods, services, and/or works, or have submitted your Proposal |
| |as a consortium, please detail this information and provide a profile for each consortium party and subcontractor. Where |
| |relevant, specify who will provide the goods, services and/or works (i.e. which consortium party, subcontractor or main party). |
|5.2 Our RFP Response Sections |
|Section |Title |
|Business Hours |Business hours means the period from 8.00am to 5.00pm on any Business Day. |
|Clarification Period |The period within which a Supplier can ask for clarification or additional information from the Council |
| |in relation to this RFP commencing on the date of issue of this RFP by the Council and ending on the |
| |deadline for Supplier questions recorded in Section 1.1- Our Indicative Timeline. |
|Closing Date |The deadline for Proposals to be received by the Council as stated in this Section 1.1 of this RFP. |
|Competitors |Any other business that is in competition with a Supplier either in relation to the goods, solutions or |
| |services sought under this RFP or in general. |
|Confidential Information |Information that: |
| |is by its nature confidential |
| |is marked by either the Council or a Supplier as ‘Confidential’, |
| |is provided by the Council, a Supplier, or a third party ‘In Confidence’ |
| |the Buyer or a Supplier knows, or ought to know, is confidential, |
| |provided that where information relates exclusively to one party, nothing in this RFP requires that party|
| |to maintain confidentiality in respect of that information and Confidential Information does not include |
| |information that is, or becomes, public knowledge other than by breach of the terms of this RFP or any |
| |obligation to maintain the confidentiality of the information. |
|Conflict of Interest |A Conflict of Interest arises if a Supplier’s personal or business interests or obligations do, could or |
| |be perceived to, conflict with its obligations to the Council under this RFP or in the anticipated |
| |provision of goods, a solution, services or works. It means that the Supplier’s independence, objectivity|
| |or impartiality can be called into question. A Conflict of Interest may be: |
| |actual: where the conflict currently exists |
| |potential: where the conflict is about to happen or could happen, or |
| |perceived: where other people may reasonably think that a person is compromised. |
|Contact Person |Both the Council and each Supplier are required to appoint a Contact Person. This is the person who is |
| |the single point of contact for all communications during the RFP process and negotiations. The Council’s|
| |Contact Person is identified in this RFP. A Supplier’s Contact Person is identified in its Proposal. |
|Contract |The contract for the supply of goods, solutions or services to be entered into between the Successful |
| |Supplier and the Council to meet the Requirements, such contract to be based on conditions proposed by |
| |the Council and subject to modifications as may be agreed between the parties and arising as a result of |
| |this RFP. |
|Council |Wellington City Council- sometimes referred to in the Council’s standard procurement documents as the |
| |Buyer. |
|Evaluation Methodology |The methodology set out in Section 4- Our Evaluation Methodology, to be used by the Council to evaluate |
| |Proposals. |
|GETS |Government Electronic Tenders Services t.nz. |
|GST |The goods and services tax payable in accordance with the New Zealand Goods and Services Tax Act 1985. |
|Highest Ranked Supplier |Following the evaluation of Proposals, a Supplier whose Proposal has been identified as one of the top |
| |ranked. |
|Indicative Timeline |The suggested dates and times for the RFP process as described in Section 1.10- Our Indicative Timeline. |
| |These may be subject to change at the Council’s sole discretion. |
|Intellectual Property |All Intellectual Property rights and interests, including copyright, trademarks, designs, patents and |
| |other proprietary rights, recognised or protected by law. |
|Offer Validity Period |The period of time when the Proposal (offer) is held open by Suppliers for acceptance by the Council. The|
| |Offer Validity Period is stated in this RFP. |
|Proposal |The response a Supplier submits in reply to this RFP. It should include all information specified by the |
| |Council in this RFP. |
|Proposed Conditions of Contract |The contract terms and conditions proposed by the Council and provided to the down-selected Suppliers. |
|Representative of the buyer |A person who represents the Council. This can be a member of staff, or a contractor, consultant, agent or|
| |secondee. |
|Request for Proposal (RFP) |The RFP comprises this RFP, including these Instructions to Suppliers & Standard Conditions and any |
| |Schedule attached by the Council. |
|Requirements |The goods, solutions and/or services required by the Council to meet the Council’s requirements including|
| |but not limited to the requirements set out in Section 5 of this RFP. |
|Schedule |Any attachment to this RFP with the title ‘Schedule’ or 'Appendix'. |
|Services |All services to be provided to meet the Requirements and includes professional services. |
|Standard Conditions |The instructions to Suppliers, containing an outline of the process and the terms and conditions which |
| |apply to the process for this RFP, including these Standard Conditions as set out in this Section 6. |
|Successful Supplier |Following the evaluation of Proposals and successful negotiations (if any) the Supplier/s who is/are |
| |awarded the contract to deliver the Requirements. |
|Supplier |A person, organisation, business or other entity that submits a Proposal in response to this RFP or who |
| |at any time prior to the Closing Date indicates directly or indirectly to the Council an intent to submit|
| |a Proposal. |
|Works |Means all physical works including any design works required as part of the physical works. |
|$ |Unless otherwise stated all currency is in New Zealand dollars. |
6.3 Preparing a Proposal
Preparing a Proposal
Suppliers must provide in their Proposal all information requested by the Council in this RFP. The information must be supplied in the format specified by the Council
Failure to provide all information requested or in the correct format may result in the Proposal being treated as non-conforming and being rejected.
Please also note: To avoid assumptions if your answer to a question is the same as to another question – please do not leave the response blank or refer to a previous answer – instead if you want to provide the same answer this needs to be replicated.
Language and price
Proposals must be in English. Unless stated otherwise, prices are to be quoted in New Zealand dollars exclusive of goods and services tax (GST).
Offer Validity Period
Proposals once submitted to the Council, may be varied only on the request of the Council and will remain open for consideration by the Council without modification for the Offer Validity Period being the period of 6 months from the Closing Date.
Clarification Period
Each Supplier must satisfy itself as to the interpretation of this RFP. If there is any perceived ambiguity or uncertainty in the documents forming part of this RFP, Suppliers should seek clarification before the end of the Clarification Period.
All requests for clarification must be made by email to the Council’s Contact Person. Please allow a reasonable period of time for the Council to respond to a request. Requests will be dealt with by the Council during Business Hours.
Questions submitted after the Clarification Period ends, will be answered by the Council at the Council’s discretion.
If the Council considers (at its discretion) a question to be of sufficient importance or relevance to other Suppliers, it may provide details of the question and answer to other Suppliers. This information may be posted on GETS (or through other media sources used to advise of this RFP). Questions may be reworded by the Council to provide greater clarity or relevance to other Suppliers. While the Council will not disclose which Supplier submitted a particular question, the Council will not be required to take any particular steps to disguise the identity of the Supplier. If a Supplier indicates at the time it submits a question that the question and answer may be commercially sensitive to the Supplier making the request, and the question and answer is one that the Council determines should be given to all Suppliers, the Supplier will be given the opportunity to withdraw the question before a response is given by the Council. If the question is withdrawn, the Council will take no further action in respect of that question.
If a Supplier identifies an inaccuracy or inconsistency in this RFP please notify the Council's Contact Person as soon as possible.
Joint Proposals
Suppliers may submit joint Proposals, so long as the requirements of this RFP are met and a prime contractor is named. All parties to the joint Proposal must have met the requirement to pass Section 5A of this RFP and to provide the information required in Section 5B of this RFP.
Any joint Proposal must:
identify all of the parties to the Proposal
state the nature of the relationship between the parties for the purpose of the joint Proposal
confirm that all parties are committed to the relationship and the joint Proposal
specify the parts of the Requirements each party will be responsible for delivering
identify the structure and systems that support joint governance, accountability and financial and contract management
be signed by all parties.
In evaluating a joint Proposal the Council may take into account any complexity or risk presented by a joint Proposal.
Suppliers submitting joint Proposals are required to identify only one Contact Person who will represent all parties to the Joint Proposal. Each Supplier to the joint Proposal must complete a Supplier Declaration.
A joint Proposal must be a genuine joint venture with the provision of the goods, services or works to be provided on a joint and fully integrated basis. A joint Proposal is not to be used as a cover for price fixing between Competitors or any other anti-competitive conduct in contravention of part 2 of the Commerce Act 1986.
If a joint Proposal is successful each party to the joint Proposal will be jointly and severally liable for the provision of the goods, services or works as the case may be, to meet the Requirements and the contract between the Council and the Supplier will include a clause to this effect.
Alternative Proposals
The Council's preference is to contract on the basis set out in this RFP. However, the Council may consider alternative proposals at its sole discretion.
Any alternative proposal should be clearly identified as an "Alternative Proposal" and clearly outline the commercial advantage, any innovation and added value offered to the Council. The Council reserves the right to consider, or to not consider, an alternative proposal.
6.4 Submitting a Proposal
Submitting a Proposal
Proposals must be received by the Council before the Closing Date.
The Council accepts no responsibility for Proposals delivered to the wrong address or, for whatever reason, is not received by the Council.
The Council will acknowledge receipt of each Proposal by telephone or email.
By submitting a Proposal each Supplier warrants that all information provided is complete and accurate in all material respects. Each Supplier also warrants that the provision of that information, or its use by the Council for the purposes of the RFP process, will not breach any third party Intellectual Property rights.
Where the Council has requested the Proposal in hard copies and an electronic copy and there is a difference between the hard copy and the electronic copy the hard copy will prevail, other than where clause 25 (Late Proposals) applies, in which instance the earlier copy of the Proposal received by the Council shall prevail.
If the Council stipulates a two envelope process for the submission of Proposals the following applies:
Each Supplier must ensure that all pricing components of their Proposal are provided separately from the remainder of their Proposal.
All information relating to pricing must be contained either in a separate sealed envelope or as a separate soft copy file (whichever is applicable).
The pricing information must be clearly marked ‘Pricing Proposal’ to indicate that it contains the pricing information. This is to ensure that the pricing information cannot be viewed when the package containing the other elements of the Proposal is opened.
Late Proposals
The Council reserves the right at its absolute discretion to accept a late Proposal in exceptional circumstances where it considers that there is no material prejudice to other Suppliers, but will be under no obligation to do so. However, the Council will not accept a late Proposal if it considers that:
there is any risk of collusion on the part of a Supplier or Suppliers
the Supplier may have knowledge of the content of any other Proposal
it would be unfair to any other Supplier to accept the late Proposal
6.5 Evaluation of Proposals
Evaluation
The Council will convene an evaluation panel comprising members chosen for their relevant expertise and experience. The Council may, at its sole discretion, invite independent advisors to evaluate any Proposal, or any aspect of any Proposal. Suppliers must not communicate with any member of the evaluation panel other than the Council's Contact Person. Where the Council evaluates the responses in three stages; the evaluation panel will compile a shortlist of Suppliers for additional evaluation. This panel will fully evaluate each Supplier who passes the first stage.
The Council will evaluate each Proposal in accordance with the Evaluation Methodology set out in the Section 4- Our Evaluation Methodology.
The Council may undertake due diligence of any Supplier at any time during the evaluation process which may include a credit, criminal or security check. In the event a criminal history check or security check is unsatisfactory, declined or withdrawn, the Council will have no obligation to continue with the evaluation of that Supplier and that Supplier’s Proposal may be rejected by the Council.
Clarification
The Council may request clarification and additional information from any Supplier about any aspect of a Proposal but is under no obligation to do so and is not required to request the same clarification or information from each Supplier.
The Supplier must provide the clarification or additional information in writing and within the time notified by the Council. The evaluation team may take such clarification or additional information into account in evaluating the Proposal.
If a Supplier fails to respond adequately or within the time stipulated by the Council to any request for clarification or additional information, the Council may cease evaluating the Supplier’s Proposal.
Collection of further information
Each Supplier authorises the Council to collect further information (except commercially sensitive pricing information) from any relevant third parties (such as a referee or a previous or existing client) and to use that information as part of its evaluation of the Supplier’s Proposal.
Each Supplier must ensure that all referees provided in support of its Proposal agree to provide a reference and are appropriately briefed on the Proposal.
To facilitate discussions between the Council and third parties each Supplier waives any confidentiality obligations that would otherwise apply to information held by any third party, with the exception of commercially sensitive pricing information.
The Council is not obliged to contact referees provided by a Supplier and may seek further information on any issue from sources other than the referees provided, including the execution of a credit check. The Buyer may also take into account knowledge it already has regarding the Supplier.
The Council reserves the ability to adjust its evaluation and scoring of a Supplier’s Proposal following the collection of further information.
Highest Ranked Suppliers
Following the evaluation process the evaluation team aims to shortlist and down select Highest Ranked Suppliers according to the process at Section 4.
The Council will notify the Highest Ranked Suppliers. Such notification does not constitute acceptance by the Council of the Proposal, or imply or create any obligation on the Council to enter into negotiations with, or award a contract to any Highest Ranked Supplier.
At this stage in the process the Council does not intend to publicise the names of the Highest Ranked Suppliers.
Negotiations
The Council may select the Highest Ranked Supplier(s) (the down-selected) to enter into negotiations as per Stage 2 of the process described earlier at section 4 (Evaluation Methodology). The selection of the Successful Supplier will be influenced by the willingness of the Supplier to negotiate any outstanding issues in a responsive and co-operative manner.
The Council may discontinue negotiations with the Highest Ranked Supplier(s) at any time for any reason and may select the next ranked Supplier at any time.
The following will apply to contract negotiations the Council may enter into with one or more Suppliers:
the Council may enter into negotiations with more than one Supplier
during negotiations with a Supplier, the Council may seek to address any qualifications in that Supplier’s Proposal
the proposed conditions of contract (once provided to the down-selected Suppliers) together with the Proposal submitted by a Supplier will provide the basis for the contract negotiations with that Supplier. The Council may amend, or add to, the terms of the proposed conditions of contract as it considers appropriate.
Successful Supplier
On successfully completing Stages 2 and 3 of the evaluation and award of a contract either by a letter of acceptance or signing a Contract the Council will inform all other Suppliers of the outcome and where a contract has been awarded, the name of the Successful Supplier. Notification will be via GETS or through other media sources used to advise this RFP.
Supplier debrief
Following the award of the contract, the Council will offer a debrief to all unsuccessful Suppliers. Preferably, the debrief may be provided face to face in a meeting as determined by the Council. The debrief will aim to:
provide the reasons why a Proposal was not successful
explain how the Proposal performed against the evaluation criteria
indicate the relative advantages/strengths of the successful Proposal
answer any concerns or questions from the Supplier (subject to confidential and commercially sensitive restrictions on disclosure of certain information) and
seek feedback from the Supplier on this RFP and the RFP process.
6.6 General terms and conditions
Council’s terms
This RFP sets out the Council’s terms upon which Suppliers must submit Proposals. These terms are non-negotiable.
Each Supplier should carefully read this RFP to ensure that its Proposal complies with the terms of this RFP. By submitting a Proposal the Supplier is deemed to have reviewed, acknowledged and accepted that it is bound, without reservation or variation, by the terms set out in this RFP.
The Council is not required to accept any Proposal for evaluation that does not comply with these terms.
Suppliers’ obligations
Each Supplier will be considered to have:
examined this RFP and any documents referenced in this RFP and any other information provided by the Council
considered all the risks, contingencies and other circumstances relating to the delivery of the goods, solution, services or works and included adequate provision in its Proposal to manage such risks and contingencies
documented in its Proposal any assumptions made in the preparation of its Proposal
satisfied itself as to the correctness and sufficiency of its Proposal, including the proposed pricing and the sustainability of the pricing.
Reliance on the Proposal
Each Supplier must ensure that all information provided to the Council is complete and accurate. The Council may rely upon all information provided by a Supplier in its Proposal and in any correspondence or negotiations with the Council, or the Council’s representatives. Acceptance of a Proposal that contains errors will not invalidate any contract that may be negotiated and entered into on the basis of the Proposal submitted.
Indicative Timeline
The Indicative Timeline for the process is stated in this RFP. Please note that these dates and times may be changed at the sole discretion of the Council. The Council will notify Suppliers of any material changes to these dates or times. This may be by notice posted on GETS or through other media sources used to advise this RFP.
Council’s Contact Person
All enquiries regarding this RFP must be directed to the Council’s Contact Person, whose details are provided in this RFP. The Council requests that email be used for all communications in relation to this RFP.
Only the Contact Person, and any person authorised by the Contact Person, are authorised to communicate with Suppliers regarding any aspect of this RFP.
The Council will not be bound by any written or oral statement made by any person, other than the Council's Contact Person or a person authorised by the Council's Contact Person.
The Council may change the Contact Person at any time. The Council will notify Suppliers of any such change. This notification will be posted on GETS or through other media sources used to advise this RFP.
Where a Supplier has an existing contract with the Council then business as usual communications, for the purpose of that contract, will continue using the usual contacts. Suppliers must not use business as usual contacts to lobby the Council, solicit information or discuss aspects of this RFP.
Conflict of Interest
Each Supplier must include a Conflict of Interest Declaration with its Proposal. Each Supplier must immediately inform the Council should a Conflict of Interest arise during the RFP process.
Ethics
Suppliers must direct all enquiries to the Council’s Contact Person. Suppliers must not directly or indirectly approach, contact, lobby or solicit information concerning any aspect of this RFP from any other representative of the Council.
Suppliers must not attempt to influence or provide any form of personal inducement, reward or benefit to the Council or any representative of the Council.
Any Supplier, who attempts to do anything prohibited by the above clauses 57 and 58, may be disqualified from responding to this RFP.
Anti-collusion/bid-rigging
In submitting its Proposal each Supplier warrants that its Proposal has not been prepared with consultation, communication, arrangement or understanding with any Competitor (unless for joint venture, consortium or sub-contracting purposes).
There is no expectation or obligation for Suppliers to submit Proposals in response to this RFP solely to remain on any prequalified or preferred supplier list. Any Supplier on such a list will not be penalised for failure to submit a Proposal.
Suppliers must indicate if they intend any person or organisation (who is not an employee, a party to a disclosed joint Proposal or a disclosed sub-contractor) to deliver any part of the Requirements. That party’s details, the Requirements they will be responsible for and the price must be provided in the Proposal.
The Council reserves the right, at its discretion, to report suspected collusive or anti-competitive conduct by Suppliers to the appropriate authority and to provide that authority with any relevant information including a Supplier’s Proposal.
Confidentiality
Subject to clause 66 the Council, and each Supplier, will keep confidential all Confidential Information provided by the other. No Confidential Information will be provided to a third party without the other’s prior written consent.
Where a Supplier’s Proposal contains information, such as Intellectual Property, that it considers should be held confidential, the Supplier must clearly identify the information and mark it confidential. The Supplier may be asked by the Council to indicate the reason why such information should be held as confidential.
Suppliers acknowledge that the Council’s obligations under the above clause are subject to the requirements imposed by the Local Government Official Information and Meetings Act 1987, the Privacy Act 1993, and any other obligations imposed by the law or any Court. The Council’s obligation to keep the Supplier’s information confidential will not be breached if the information is disclosed by the Council to the appropriate authority because of suspected collusive or anti-competitive tendering behaviour.
Proposal costs
Each Supplier must meet all of its own costs associated with the preparation and presentation of its response to this RFP, its Proposal and any negotiations. Each Supplier expressly acknowledges and agrees that the Council will have no liability in relation to any such costs, whether incurred directly or indirectly by the Supplier.
Ownership of documents
All documents forming the Proposal will, when delivered to the Council, become the property of the Council. Proposals will not be returned to Suppliers at the end of the RFP process.
Ownership of Intellectual Property rights does not pass on a Proposal being delivered to the Council. However, the Supplier grants to the Council an irrevocable licence, without fee, to retain, use, disclose and copy information contained in the Proposal for any purpose related to the RFP process.
Status of RFP/No binding legal relations
No contract or binding legal relations shall arise between a Supplier and the Council in relation to this RFP, its conduct or its outcome unless, and until, the Council and that Supplier have entered into a binding, written agreement and that agreement is, or becomes, unconditional, in which case such agreement will be binding on the parties only in accordance with its terms.
Neither this RFP nor the RFP process constitutes an offer by the Council to acquire any goods, solution, services or works to enter into any arrangement with any person. This RFP does not commit the Council to proceed with, or follow, the process outlined in this RFP or to evaluate any Supplier’s Proposal or enter into any discussions, negotiations or contractual arrangements with any Supplier.
The provisions of paragraphs 70 and 71 apply notwithstanding any other provision of this RFP and in the event of any inconsistency, the provisions of paragraphs 70 and 71 take precedence.
Form of contract
Each Supplier agrees that any legally binding contract entered into between the successful Supplier and the Council may be based on the form provided to the down-selected Suppliers and subject to any agreed changes between the Council and the Successful Supplier.
The Council reserves the right to amend the Proposed Conditions of Contract during negotiations with the Successful Supplier.
Council’s rights
In addition to any other right described in this RFP the Council reserves the right, at its discretion to at any time:
amend, suspend, re-issue or cancel this RFP, or any part of this RFP on notice to the Suppliers
change any date on the proviso that any material change is notified to Suppliers
delete, change or add to the Requirements contained in this RFP on the proviso that any material change is notified to Suppliers
consider and accept any Proposal even if it is received after the Closing Date, does not comply with the requirements of this RFP or is non confirming with this RFP in any respect
not consider any Proposal even if it complies with all requirements of this RFP
waive any irregularities or failure by a Supplier to comply with any of the requirements of this RFP in the RFP process
not enter into a contract with any Supplier
exclude any Supplier from the RFP process where the Supplier has breached a term or condition of this RFP
liaise or negotiate with any Supplier without disclosing this to, or doing the same with, any other Supplier
provide or withhold from any Supplier information in relation to any question arising in relation to this RFP. Information will only be withheld if it is deemed unnecessary, is commercially sensitive to a Supplier, or is inappropriate to supply at the time of the request
deal separately with any divisible element/s of the Requirements and/or bundle any divisible elements of the Requirements or any Proposal, unless the Proposal specifically states that those elements must be taken collectively.
Public statements
Suppliers must not issue any public statement in relation to this RFP, or any subsequent contract awarded, without the prior written approval of the Council.
New Zealand law
The laws of New Zealand shall govern this RFP and each Supplier agrees to submit to the exclusive jurisdiction of the New Zealand courts in respect of any dispute concerning this RFP or the RFP process.
The Supplier acknowledges that the Council is a local authority and that in terms of its regulatory functions as a local authority the Council is obliged to and shall act as an independent local authority and not as a party to this RFP. Any consent or approval of the Council acting as a party to this Contract shall not be construed as a consent or approval of, or bind it in its regulatory capacity.
Disclaimer
While all reasonable care has been taken in compiling this RFP no warranty (expressed or implied) is given by the Council as to the completeness or accuracy of the documents or information in this RFP.
The Council and its agents or advisors will not be liable in contract, tort, equity, or in any other way whatsoever for any direct or indirect damage, loss or cost incurred by any Supplier or any other person in respect of the RFP process.
Appendix A: Current Application Landscape
The following diagram depicts the current application landscape with an indicative view of which applications fall within or out of scope of this RFP. We recognise that different solutions may have different coverage.
[pic]
The following table provides a description for each application.
|Application Name |In scope? |Description |
|AAM K2VI |N |K2vi is a real-time interactive, 3D visualisation virtual reality software platform, it can generate stunning |
| | |interactive 3D environments from a wide variety of data formats. |
|ASC Data Manager | |ASC Data Manager is a Call Recording System used by Call Centre. |
|Aconex |Y |Aconex is an online document management, web collaboration and project management software for construction, |
| | |engineering and facility management. It is being used by the City Housing project management team for the |
| | |housing upgrade programme of work and is also used by one staff member in Building Consent and Compliance to |
| | |help Christchurch City Council to process some of their consent backlog. |
|Active Network - |Y |CLASS is an application managing Recreational Facilities, including Pools, Recreation Centres and Sports |
|CLASS | |grounds, Memberships, Courses and Enterprise front of house cashiering functions. |
|Active Network - |Y |This is an online recreation facility booking system. It is currently limited to Learn to Swim and Aquatic |
|Recreation Bookings | |courses bookings only. |
|Active Network |Y |Payment Manager is an application provided by Active Network. It is used for secure point of sale and cash |
|Payment Manager | |receipting. The main users of Payment Manager are the Service Centre, Parks and Recreation. |
|Andover |N |Andover is a building management system used by Recreation Wellington to monitor building energy use. |
|AquaBrowser |N |AquaBrowser is a search tool for accessing library materials. It integrates with CARL’s online catalogue and |
| | |acts as a search tool and interface to them. |
|ArcGIS |N |ArcGIS is the core GIS engine that provides spatial information. |
|BGBase Otari Plant |Y |BG-BASE is a database application used by WCC to manage information on botanical collections. E.g. those at the |
|Database | |Wellington Botanic gardens and Otari-Wilton’s Bush. |
| | |BG-BASE manages information on: |
| | |Collection management (living collections, seed banks, DNA repositories, etc.) |
| | |Taxonomy / nomenclature |
| | |Distribution (from global down to exact latitude/longitude) |
| | |Bibliography (books, journals, unpublished references, images, etc.) |
| | |Conservation (threats, conservation status, protected areas, laws and conventions, etc.) |
| | |People management (addresses, institutional affiliations, education programs, events tracking, etc.). |
|Business Objects |Pending |BOXI is a single reporting platform which can be accessed by all members of a business unit, or across the |
|BOXI |Supplier |Council if required. Business Objects InfoView collects and presents business intelligence information and |
| |Response |provides: |
| |Evaluation |Complete viewing and interaction for query & analysis, reporting, and performance management |
| | |Integrated collaboration with threaded discussions, intuitive navigation, and support for 3rd party documents |
| | |Advanced scheduling and distribution capabilities making it easier to share information with others |
| | |On Demand services that enable users to easily access a wide variety of shared information. |
|CPS (Core Property |Y |The Core Property System (CPS) is a centralised repository of all core property data within Wellington City. The|
|System) | |CPS is an application developed by the Council to maintain and manage property data that is considered core to |
| | |the business of Council. It records, relationships between properties and their changes over time. The CPS |
| | |Maintain Property process enables the user to: |
| | |Add and Update all types of properties - namely Survey, Valuation, Title and Occupied |
| | |Maintain and query on addresses |
| | |Assign addresses to properties |
| | |Maintain and verify property associations - namely Ancestor-Descendant, Cross Property (type) and Parent-Part |
| | |(valuation properties). |
|CPS Maps |Y |CPS Maps provide GIS images in CPS, and is documented with CPS under Map Browser on the CPS Interfaces page. CPS|
| | |Maps is the replacement for the ESRI Map Objects V1.2 which was used to provide GIS images in CPS. CPSMaps is |
| | |largely based on CityView but displays maps only, with just a few textual results. It is embedded in the CPS |
| | |PowerBuilder app as an ole object using a Microsoft web browser control. |
|Cadastral Index |Y |Cadastral Index is an application that provides images of all cadastral plans held by Land Information NZ. |
|Celartem Extensis |Y |Celartem Extensis Portfolio is a Digital Asset Cataloguing system used to search digital assets, including |
|Portfolio | |photographs, design files and video. The assets are managed by Publication and Design who make specific assets |
| | |searchable by staff as required. |
|Cemeteries Search |Y |Cemeteries Search is an online service that provides access to burial and cremation records for Bolton Street, |
| | |Karori and Makara cemeteries. |
|City Art Collection |Y |City Art Collection is a web photo gallery that shows city art collection. |
|City Care Event |N |Event Manager is used by WCC to view and report on maintenance jobs on Council-owned properties that have been |
|Manager | |logged with City Care. |
|CityView |Y |CityView is an intranet application that allows the user to view map-based information such as property |
| | |information, aerial photos, and sewer, water and drainage, and to search and query title information, and lots |
| | |of other data that sits inside Council databases. |
|Closed Landfill |Y |Closed Landfill System is used to manipulate and maintain the data which are related to each physical landfill |
| | |area in Wellington. Council statutory obligations for providing all possible information relating to the |
| | |landfills can be met. This is to be achieved by allowing a restricted subset of documents, reports and data held|
| | |by Closed Landfills to be viewed by Council business units. |
| | |This application will provide a tool for business units to more easily access closed landfill information, so to|
| | |integrate its use into their operational procedures. |
|CoSign Digital |Y |CoSign Digital Signature is used by WCC to digitally sign official documents. CoSign only integrates with MS |
|Signature | |Office and Acrobat Reader. It does not integrate with other WCC system. |
|Code System |N |Code System is an internally developed perl/php app for codes used for using internet kiosks at the library. |
|Collection HQ |N |Collection HQ is a collection performance improvement solution which is used by library to select, manage and |
|Internet | |promote their collections. |
|Community Directory |Y |Community Directory is an online web application used to find and add community-based groups and organisations |
| | |in Wellington. |
|Community Venues |Y |Community Venues Search is an online web application that provides a user-maintained listing of community-based |
|Search | |venues. |
|Confluence |Y |Confluence is a wiki that is used as a collaborative space to share information with the rest of Council. |
|CustomerView |Y |CustomerView is the view of Council's External Customer Database (ECDB). The ECDB stores customer data for all |
| | |property owners & ratepayers, as well as Building Consent and Compliance (BCC) customers. It is a web |
| | |application that allows users to search and browse customer information from a number of different applications.|
| | |Currently it can display information about customers from CPS, TEAMwork and Confirm Call Centre information. It |
| | |will also link to CityView so users can move between a property centric view of WCC data and a customer centric |
| | |view of WCC data. |
|DPS Payment Gateway |Pending |DPS is a payment gateway used to provide a secure environment for customers to pay remotely with a credit card. |
| |Supplier |It is used for most credit card payments made via the website (e.g. Home Earthquake Proneness Assessment, Swim |
| |Response |Bookings and LIM applications online) and for payments taken over the phone at the Call Centre. |
| |Evaluation | |
|Database By Design |Y |Cemetery Management system is an MS Access database application written and supported by an external consultant.|
|Cemetery Management | | The database has been converted to a SQL server to provide improved back up functionality. |
|System | | |
|Document Linking |Y |Linking Browser is an internally developed application used to create links between various master data |
|Browser | |(property, customer and service request) stored in WCC. |
|ECDB (External |Y |ECDB is an internally developed application used to manage all customers’ information. Customers include all |
|Customer Database) | |persons and organisations that interact with Council. ECDB is the fundamental source of customer information for|
| | |rating and regulatory matters linking to the Core Property System (Valuation properties) and TEAMwork (Service |
| | |Requests) respectively. |
|Encroachment System |Y |Encroachments system is a process based application and is running on IBM WebSphere Process Server (WPS) v7. |
| | |Encroachment application has got number of business processes designed based on the following application type |
| | |New Encroachment |
| | |Change of Ownership |
| | |Subdivision |
| | |Compliance |
| | |Bond Refund |
| | |Cancellations |
| | |The Encroachments System saves the business data to the TEAMwork database, saves the process data to the WPS |
| | |database, saves/reads documents to WCC DM6 system, and creates invoices to PeopleSoft. |
| | |The design documents (prepared by the external contractors) can be found here: |
| | | |
|Enforcer Lite |Pending |Enforcer Lite is used to forward Infringement data electronically to the Ministry of Justice (MOJ). The Enforcer|
| |Supplier |system is based on .NET2.0 utilising Datacom’s SOA based framework and is based inside of the integrated |
| |Response |application interface system called CASE. |
| |Evaluation | |
|Face2Face Retention |Y |Face2Face Retention System is used to manage gyms membership and programme. |
|System | | |
|Fix It |Y |Fix It is a web form that allows customers to send request repairs to the Council. |
|FixIT - Mobile App |Y |FixIT is a mobile application (both iOS and Android) used by general public to report problems in Wellington |
| | |City. |
|GetSmart |Pending |GetSmart is an online survey tool used to conduct marketing research and collect feedback from customers. |
| |Supplier | |
| |Response | |
| |Evaluation | |
|Grants Funding |Y |Grants Funding is an online service for applying Council funding for community projects. |
| | |For more information, visit: |
|Heritage Building |Y |Heritage Building Search is an online service used to discover information on non-residential heritage buildings|
|Search | |in Wellington. |
|Historic Rates Books|Y |Historic Rates Books is an online service used to gain access to the city's collection of historical rating |
| | |information - including who lived where, when, and what their properties were like. |
|Home Assessment |Y |Home Assessment Package is a cloud-based application for applying earthquake resilience home assessment. |
|Package | |For more information, visit: |
| | | |
|HortBase |Y |HortBase is a horticultural database that tracks the production of plants from planning to saleable stock. |
|IBIS Rate Modelling |Y |IBIS Rate Modelling tool is used by the Council to model rating scenarios and assesses alternative funding |
| | |options for funding our activities. It was also used extensively during the work on potential regional |
| | |amalgamation to analyse potential impacts of amalgamation. |
|ICDB (Internal |Y |ICDB application is used to retrieve, add, modify and remove WCC employee and Business Unit details. The |
|Customer Database) | |database holds information about the location of the employee, their telephone numbers and email details. |
|IQP Register |Pending |IQP Register is a register for Independent Qualified Persons. This is a function managed by BCC for all IQP |
| |Supplier |members covering 9 Councils. |
| |Response | |
| |Evaluation | |
|ITIVA |Y |ITIVA is an automated interactive communication solution for libraries. |
|InMagic DBTextworks |Pending |DBTextworks is a repository for registering Council's information files and records. A second instance is used |
| |Supplier |by Wellington City Libraries to display archived and other information to the public. Also known as RecMan. |
| |Response | |
| |Evaluation | |
|Infor Pathway |Y |Pathway is the system which handles WCC Rates sending out quarterly rate accounts for approximately 70,000 |
| | |(properties) Property Information along with Owner/Ratepayers is exported to Pathway from "Valuation" properties|
| | |managed in the Core Property System. |
|Innovyze InfoNet |N |InfoNet is a purpose-built Infrastructure Management System (IMS) for water distribution, wastewater collection |
| | |and storm water networks. |
|Intranet Phonebook |Y |Intranet Phonebook is a phone book system for searching staff contact information. |
|Jira |Pending |Jira is a proprietary issue tracking product, used for bug tracking, issue tracking, and project management. |
| |Supplier | |
| |Response | |
| |Evaluation | |
|Kofax Digital |Pending |Kofax Digital Scanning is an application used to enable caption of the paper-based information in software |
|Scanning |Supplier |imaging form. |
| |Response | |
| |Evaluation | |
|LIM Application |Y |LIM Application Online is a web application for applying Land Information Memorandum, Property Report or |
|Online | |Building Information Report. |
|LandOnline |N |LandOnline is used to provide land professionals with secure access to New Zealand's only authoritative titles |
| | |register and digital cadastre. It is maintained by LINZ. |
|Link Manager |Y |Link Manager is a system for linking various entities e.g. a property (identified by WUFI) and a specific DM |
| | |document. It may eventually replace the Document Linking Browser which is for DM5 documents only and is a part |
| | |of CityView. |
|MBS GoGET |N |GoGET is used to provide building inspectors with data access and data collection capabilities in the field. |
|Mercury |Y |Mercury is a job dispatching software that delivers records out from the Confirm application to receivers via |
| | |emails, pagers & mobile phone text messages. |
|Mobile Phonebook |Y |Mobile Phonebook is a web application that allows WCC staff to use cell phones to access the internal WCC |
| | |phonebook. |
|NVivo |Pending |NVivo is qualitative data analysis software. |
| |Supplier | |
| |Response | |
| |Evaluation | |
|Northgate First |Pending |Northgate Housing is used to manage the tenancy and housing information. |
|Housing |Supplier | |
| |Response | |
| |Evaluation | |
|Objectif Lune Planet|Pending |Planet Press is used to create or design transactional business documents. Documents created with Planet Press |
|Press |Supplier |Suite can be printed, archived, emailed and/or faxed as part of a sophisticated output management application |
| |Response |driven by the Planet Press workflow tools. |
| |Evaluation | |
|Onstream Systems |Pending |Trapeze is a tool mainly used by Building Consent and Compliance (BCC) to scan, annotate and edit documents |
|Trapeze |Supplier |(e.g. consent document, plan, etc.) received from customers and external party. |
| |Response | |
| |Evaluation | |
|OrgPlus |Y |OrgPlus is a tool used by all employees to view organisation structure. |
|P&G Booking System |Y |Bookings Database is used to record bookings for all the park, reserves and coastal areas excluding artificial |
| | |turf. |
|POS Perfect |Y |POS Perfect is a Point of Sale system used by Wellington Zoo. |
|PeopleSoft EPM |Y |PeopleSoft EPM is a tool used by the Council for financial planning and budgeting. |
|PeopleSoft FMIS |Y |PeopleSoft FMIS is an off-the-shelf financial management solution provided by Oracle. It is the core financial |
| | |system and is used for WCC and the Council Controlled Organisations (CCO) for: |
| | |General Ledger |
| | |Asset Management |
| | |Accounts Receivable and Debt Management |
| | |Accounts Payable |
| | |Purchasing |
| | |Management of Delegated Financial Authorities |
| | |Project Costing |
| | |Financial Reporting |
|PeopleSoft HRIS |Y |PeopleSoft HRIS is an off-the-shelf Human Resource management system provided by Oracle. It is used by for WCC |
| | |and the Council Controlled Organisations (CCO) for: |
| | |Leave and absence management |
| | |Skills and training management |
| | |Compensation/Remuneration & Payroll |
| | |eRecruitment |
| | |Position management and budgeting |
| | |HR reporting |
|PerfectForm |Pending |PerfectForm is an online tool used to automate paper forms. |
| |Supplier | |
| |Response | |
| |Evaluation | |
|Pictometry |Y |Pictometry is used to capture aerial photography that uses several cameras pointing in different angles. The |
| | |resulting oblique photographs show buildings, infrastructure, and land from all sides. |
|Pitney Bowes Confirm|Y |Confirm is an asset management system that provides tracking of the Council’s assets (lands and facilities) from|
| | |their creation in the system, through to monitoring contracted work on them and managing payment for that work. |
|Pivotal |Y |Pivotal is a tool used for remuneration allocation. |
|Print Management |Y |Print Management System is an internally developed system used by Publication and Design for managing photo |
|System | |catalogues, corporate products (name signs, business cards) and order forms. |
|ProjectPartner |N |ProjectPartner is a tool used by IT/IM, Human Resource and Building Consent and Compliance (BCC) for time |
| | |sheeting. |
|Public Art |Y |Public Art is a web photo gallery that shows public art collection. |
|Public Rates |Y |Public Rates is an online web application which is used by the public to view rates information and aerial |
| | |photos of properties. |
|RAMM Software |N |RAMM (Road Asset Management Maintenance) is use to maintain transport assets. |
|Rates Invoices by |Y |Rates Invoices by Email is a web form that allows customer to opt-in for electronic mailing of Rates Invoices. |
|Email | | |
|Rates Payment Online|Y |Rates Payment Online is an online payment facility for rates. It relies on external EFTPOS’s ePayment System to |
| | |capture and process the credit card details. |
|Ratesview |Y |Ratesview is used by WCC staff & authorised parties to view property rating information. It is also used by the |
| | |contractor Capacity. The information is currently retrieved from the Pathway rates system. |
|Risk Manager |Y |Risk Manager is used to report all work related incidents. Work related incidents include: |
| | |near miss |
| | |injury / illness |
| | |property |
| | |motor vehicle |
| | |security |
| | |environment |
|Road Works Notice |Y |A street-opening notice or Road Works Notice (RWN) is taken out by anyone wishing to undertake a range of |
| | |activities on our roads - as required under a document called the Code of Practice for Working on the Road |
| | |(WCC). |
|SCATS |N |SCATS (Road & Traffic Authority of NSW) is used to monitor and manage the 100+ traffic lights throughout |
| | |Wellington City. The service runs in a standalone network, isolated from WCC. |
|SMS Messenger |Y |SMS Messenger is used send text messages via the Telecom eTXT gateway. This service is currently available only |
| | |to the Democratic Services team for them to alert committee members or presenters of their required attendance |
| | |during meetings. |
|SPSS - Statistical |N |SPSS is used for statistical analysis. |
|Package for Social | | |
|Services. | | |
|Sarnia System |Y |Sarnia System is used to control the operating functions of the nursery glasshouse such as heating, cooling, |
| | |misting, fogging ventilation etc. |
|Selected Land Use |Y |Selected Land Use Register is a register of contaminated sites. Compiled by Greater Wellington Regional Council |
|Register | |in conjunction with territorial authorities. Greater Wellington focused on the identification of five specific |
| | |industries/activities, these were: Landfills, Munitions sites, Gasworks, Timber treatment sites, Underground |
| | |storage tanks. |
|Shift Report |Pending |Shift Report is an android mobile app for local host team to record shift information when they are out in the |
| |Supplier |field that can be used to generate reports against KPIs. |
| |Response | |
| |Evaluation | |
|Small Plant & |Y |Small Plant & Equipment System is used to track plant equipment (weed eaters, chainsaws, etc.) that are under |
|Equipment System | |$2000 in value. |
|Solicitors' |Y |Solicitors' Statement of Account Online is an online service used to provide property Statement of Account, and |
|Statement of Account| |is available only to registered users. |
|Online | | |
|Solidus |Y |Solidus is a call centre administration and management solution. |
|Staff Evacuation |Y |Staff Evacuation Checklist is an iOS mobile app that used by WCC managers to mark staff present in the event of |
|Checklist | |evacuation. |
|Stop Tags |Y |Stop Tags is an online application used to manage all aspects of graffiti removal, from incident reporting to |
| | |clean up details and provides comprehensive statistics. |
|Street Name History |Y |Street Name History Database is an in-house developed PHP application that provides users the ability to search |
|Database | |and view land information stored in MYSQL database. The information was previously extracted from Lands |
| | |application in VAX system. |
|SyncWUFI |Y |SyncWUFI is used to manage the association between the spatial CRS_PARCEL and the WCC CPS (Core Property System)|
| | |Survey Properties. |
|Te Puna |N |Te Puna is a collection of online tools and services created with the help of New Zealand librarians to support |
| | |daily tasks of searching, cataloguing, sharing resources, and managing collections. Te Puna is a service |
| | |provided by National Library of New Zealand. |
|Te Puna VDX |N |Te Puna Interloan (VDX) is a tool provided by National Library of New Zealand to create, monitor and respond to |
| | |interloan requests from New Zealand and Australian libraries. |
|TEAMwork |Y |TEAMwork is a bespoke workflow and information system used to manage (but is not limited to) regulatory |
| | |processes such as building and resource consents, health and liquor licenses, and dog registrations etc. |
| | |TEAMwork has links to property (CPS), customer (External Customer DB, Internal Customer DB) and documents |
| | |(Document Management System - DM5). The fundamental entity of TEAMwork is a "Service Request". A service request|
| | |is given a unique number and the system is used to monitor any request for service. The system has |
| | |searches/reports to find consents by SR#, property or customer. Currently a summary of the main types of service|
| | |request types that TEAMwork manages are: |
| | | |
| | |Building Consents - from application to compliance |
| | |Building Warrants of Fitness |
| | |Building Information |
| | |Building Strength Investigations (Earthquake Proneness of Buildings) |
| | |Weather Tightness Resolution of Buildings |
| | |Resource Consents applications- both Land Use and Subdivision |
| | |Resource Consent monitoring |
| | |Subdivision and Right of Way Certifications |
| | |Environmental Complaints |
| | |Land Information Memoranda applications |
| | |General Information applications |
| | |Health Licenses and Inspection |
| | |Liquor Licenses and Inspections |
| | |Dogs and Dog Owners |
| | |Development Contributions |
| | | |
| | |The TEAMwork database also records Solicitors Statements of Rate Accounts and Encroachments Service Requests. |
|The Library Corp |N |The Library and Information System is a collection of systems, including Carl.X, allowing the library to manage |
|CARL | |the collection and relevant operations including financial, lending, and public services. |
|Timekeeper |N |Timekeeper is a tool used to manage time against codes from Code System. |
|Trumba |N |Trumba is an event calendar management used by the library. |
|UngerBoeck System |Y |UngerBoeck System EBMS is used by Positively Wellington Venues and City Arts for event and facility management. |
|EBMS | | |
|VMWare Service |N |VMWare Service Manager is a call and incident management used by IT Helpdesk. |
|Manager | | |
|VisionCRE |Y |VisionCRE is a stand-alone property management system containing current and historic data on: |
| | |· legal details |
| | |· information on acquisitions and disposals |
| | |· property and building details e.g. numbers, names and addresses |
| | |· tenant details including leases |
| | |· construction details and date |
| | |· asset, insurance and rating valuations |
| | |· details of which business unit owns and manages the property or building. |
|VisitorRego |Pending |VisitorRego is a system used to provide sign-in facilities to visitor and contractor. |
| |Supplier | |
| |Response | |
| |Evaluation | |
|Way Forward |N |Weighbridge system is an Access database collecting weighbridge data and used for management and reporting. The |
|Technologies | |administration PC is used by the database administrator for the management and reporting functions of the |
|WeighBridge 3000 | |system. WCC also uses the PC to perform other weighbridge related tasks: PeopleSoft Invoice interface, Levy |
| | |calculation, specialised data checks and specialised reports. |
|WebMap |N |WebMap is an online mapping tool that shows information about boundaries and property, parks and recreation |
| | |facilities, water and drainage services, accessibility and facilities for the disabled wind zones and areas |
| | |subject to flooding. |
|Wellington City LTP |Y |Wellington City LTP 2012 - Mobile App is an ebook application version of the Wellington City Council Draft Long |
|2012 - Mobile App | |Term Plan 2012-2022 Summary. |
|YONIX |N |YONIX is a web-based stakeholder collaboration and communication platform for producing requirement documents. |
|ePetitions |Y |ePetitions is used to enable public to petition the Wellington City Council, via the internet, on matters |
| | |relevant to the Council's business. |
|eRecruitment |Y |eRecruitment is used to provide a list of job vacancy currently available in the Council. |
Appendix B: Current Infrastructure Overview
• WCC operates a heavily virtualised environment using VMWare (vCentre 5.1)
• Data centres are managed by Revera and are located in Trentham for production and Albany (Auckland) for DR
• Production site has full mirroring and high availability configuration
• DR site has full replication configuration
• All production applications and data are synchronised to DR site at every four hour intervals
• There is a 300Mbps connection using the RHLN (Revera Home Land Network) between the Trentham Data Centre and Albany Data Centre for Replication between the two Data Centres
• This link will change later early next year and the Replication Service between Trentham and Albany will then be boosted to 1Gbps
• The Council has signed a three year contract with Revera for their Data Centres facilities. Hence, the production site will have a minimum life of three years.
Glossary
A guide to commonly used terms and acronyms
|AACR2 |The current International Library cataloguing Industry |
|AMIS |Asset Management Information System |
|AMS |Asset Management System |
|AP |Accounts Payable |
|API |Application Programming Interface |
|AR |Accounts Receivable |
|ARLA |Alcohol Regulatory Licensing Authority |
|Authority record |Defines prescribed form of a search term i.e. as a subject, author's name etc |
|BC |Building Consent |
|BCP |Business Continuity Plan |
|Bibliographic record |Unit of information field (i.e. title, author, edition etc.) |
|BRANZ |Building Research Information New Zealand |
|BU |Business Unit |
|BWoF |Building Warrant of Fitness |
|CAD |Computer Aided Design |
|CAM |Capital Asset Module |
|Catalogue |Database of bibliographic records; Product list and descriptions |
|CBD |Central Business District |
|CCC |Code of Compliance Certificate |
|CCO |Council Controlled Organisation |
|CCTV |Closed-circuit Television (Security) |
|CMDB |Configuration Management Database |
|Collection |Physical or electronic copies of books, periodicals, databases, e-books etc. |
|CPD |Continuing Professional Development |
|CPU |Central Processing Unit |
|CPU |Certificate of Public Use |
|CRM |Customer Record Management |
|DBH |Department of Building and Housing (now part of MBIE) |
|Determination |Binding decision about building work made by MBIE |
|DFA |Delegated Financial Authority |
|DIA |Department of Internal Affairs |
|DLC |District Licensing Committee |
|DWG |DWG (DraWinG) a file format used for two and three dimensional design |
|EDA |Extra Duty Allowance |
|EDI |Electronic Data Interchange |
|EDRMS |Electronic Document and Records Management System |
|EDS |Electronic Data System |
|EFT |Electronic File Transfer |
|Encroachment |Dictionary definition: "To advance beyond proper limits i.e. Structure, area, size" |
| |Council-specific definition: "The use of Council land for private purposes"" |
|EQP |Earthquake Prone |
|FAP |Financial Assistance Package - used for weather tightness claims |
|FAR |Fixed Asset Register |
|FBT |Fringe Benefit Tax |
|Floating collection |Collection of items from one site re-assigned to another branch |
|FMIS |Finance Management Information System |
|FRBR |Functional Requirements for Bibliographical Records |
|FTE |Full Time Equivalent |
|GIS |Geographic Information System |
|GL |General Ledger |
|GoGET |Software Tool - Inspection Management System |
|GPS |Global Positioning System |
|GST |Goods and Services Tax |
|GUI |Graphical User Interface |
|HDA |Higher Duty Allowance |
|HPT |Historic Places Trust |
|HRIS |Human Resource Information System |
|IIMM |International Infrastructure Management Manual |
|ILL |Inter Library Loan |
|ILS |Integrated Library Management System |
|IQP |Independent Qualified Person (a person qualified and registered to perform BWoF checks on certain specified building |
| |systems) |
|ISBD |International Standard Bibliographic Description |
|ISO |International Standards Organisation |
|ITIL |Information Technology Infrastructure Library |
|KPI |Key Performance Indicator |
|L & D |Learning and Development |
|LBP |Licensed Building Practitioner |
|LGOIMA |Local Government Official Meetings Act |
|LIM |Land Information Memorandum |
|LINZ |Land Information New Zealand |
|LTNZ |Land Transport New Zealand |
|LTP |Long Term Plan |
|MARC |Machine readable cataloguing |
|MARCOut |Export file of a set of MARC records |
|MBIE |Ministry of Business, Innovation and Employment |
|MfE |Ministry for the Environment |
|MOJ |Ministry of Justice |
|NAMS |New Zealand Asset Management Support |
|NTF |Notice To Fix |
|NZTA |New Zealand Transport Agency |
|OCLC |Online Computer Library Centre. An organisation that provides industry standards used to create and maintain records. |
|OPAC |Online Public Access Catalogue |
|P and L |Profit and Loss |
|PDF |Portable Document Format |
|PEO |Parking Enforcement Officer |
|PIM |Property Information Memorandum |
|PIR |Position in Range |
|PO |Purchase Order |
|POS |Point of Sale |
|PPE |Personal Protective Equipment |
|PPM |Project Portfolio Management |
|Project Partner |Time sheeting system |
|PWT |Positively Wellington Tourism |
|QR |Quick Response |
|QVNZ |Quotable Value New Zealand |
|R & C Matrix |Risk and Control Matrix |
|RAMM |Road Assessment and Maintenance Management. Roading Asset Management software. |
|RC |Roading Consent |
|RDA |Resource Description and Access |
|Reserves Ratio |Relates to the number of loanable copies against the number of reserves on the title |
|Restricted Building Work |Building or design work which is critical to the integrity of a residential building |
|RFI |Request For Information |
|RFID |Radio Frequency Identification |
|RMA |Resource Management Act |
|SI |Spatial Information |
|SLA |Service Level Agreement |
|SOR |Statement of Requirement |
|SPM |Statistical Parametric Monitoring |
|SQL |Structured Query Language (Scripts) |
|Te Puna |Brand name given to services provided by the National Library of New Zealand |
|TFR |Transfer for Rights |
|TO |Training Organisation |
|TOR |Terms of Reference |
|TRIFR |Total Recordable Injury Frequency Rate |
|WCC |Wellington City Council |
|WCL |Wellington City Library |
|WREMO |Wellington Regional Emergency Management Office |
|WT |Weather Tightness |
|YTD |Year to Date |
-----------------------
RFP closes
Midday, Thursday 24th April, 2014
................
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