Odyssey ProgrammeGreater Wellington Regional Council

January 2014

Background:• Wellington City Council is currently involved in procuring a Core Council Platform. Requirements have

been collected and an RFP has been produced that is ready for release to the market• There is recognition that the platform may be part of a broader shared service offering in the future• To future-proof this system it is proposed that Councils ensure their requirements are adequately

reflected in the RFP before it is released to the market

Aim• To determine the role GWRC wish to play in the ensuring their requirements are adequately reflected

in the RFP before it is released to the market

Next Steps• Determine scope and relevant functional areas for requirements validation and/or gathering (i.e.

what functions are in and out of scope)• Determine approach for requirements review and inclusion• Assign required roles that match with the desired approach• (if applicable) Meet with assigned team to provide context re: programme, their role and next steps• (if applicable) Review, assess, amend and add to functional requirements• Finalise requirements and RFP document pre-release to market

Discussion points

2014

Jan Feb Mar April May June July Aug Sept Oct Nov Dec

RFP Eval.

Supplier Prep BAFO

RFP Issued; Supplier Time to Respond

Broader Council Reqs. &

RFP Redraftin

g

Proof of Concept

Scenarios Pilot Stage / Design and Deployment

RFP Eval. BAFO

RFP Issued; Supplier Time to Respond

Broader Council Reqs. &

RFP Redraftin

g

libra

ries

core

It is anticipated that suppliers will have 6 – 7 weeks for response with the deadline closing pre-Easter. 80% of the RFP requires an compliance score against requirements – allowing suppliers to focus on written responses

RFP evaluation will be required across the participating Councils, across the varying RFP sections where written responses were received.

Automatic scoring will be undertaken for each requirement against supplier compliance responses

It is currently planned, albeit with a number of assumptions, that a broader set of requirements incorporating other Council requirements can be completed by February close. This will allow for a late Feb/early Mar RFP issue

Benefit from release the RFP at the same time to ensure bidders are aware of the respective releases

Some discussions may need to be had regarding whether Kotui components (or a subset) should be re-examined for suitability

Scenarios with down-selected suppliers may include the selected library solution (e.g. integration experience & possible roadmap)

Yet to be determined is (1) whether a pilot is undertaken to educate costings & timeline pre-contract close, and (2) how design will be undertaken across a broader set of Councils. Some of these decisions likely to be ascertained with suppliers during procurement

BAFO within July should allow the tender result to be fed into the wider core procurement process

High-level Odyssey Timeline

Anticipated that a RFP will be used with only 1 down-selection process

The Requirements Gathering Approach at WCCThe outcomes sought

for Wellington, as stated in our Long

Term 2040 Plan

The outcomes sought for Wellington, as stated in our Long

Term 2040 Plan

The channels through which

we interact with our customers

The channels through which

we interact with our customers

The key customer groups the

Council services

The key customer groups the

Council services

The areas in which we organise our funding and

projects to achieve our stated outcomes

The areas in which we organise our funding and

projects to achieve our stated outcomes

The key functions

(activities) of the Council

The key functions

(activities) of the Council

The organisationsthat the Council has a controlling

interest in.

The organisationsthat the Council has a controlling

interest in.

The Council’s key partners and alliances

The Council’s key partners and alliances

Our major revenue sources

Our major revenue sources

Our key stakeholders

Our key stakeholders

Possible other GWRC Functional Areas?WCC Core Functions

Democratic Services

& Governance

Policy Development &

Strategic Planning

Partnerships and Stakeholder Management

Financial Management

People Management

IT/IM Management

Risk & Portfolio

Management

Asset Management (Acquisition, Maintenance & Disposal)

Service Delivery

Regulatory Management & Compliance

Elec

tion

&

Dire

ction

Core

Ope

ratio

nsSu

ppor

tRequirements Scope

Arts, Culture & Economic Growth

Asset Operations (incl. Libraries, Parks, Sport and Rec Assets)

WCC adopted a ‘in scope until validated otherwise’ basis for collecting requirements. That is – all functions were considered in-scope for requirements gathering. Some areas (like Building inspections) were subsequently deemed out of scope because of extenuating factors.

Biosecurity Management

Emergency & Hazard Management

Flood Protection Management

Harbour Management

Water Supply Management

Environmental Management (incl. Pollution Mgmt)

?

Our Requirements Gathering Approach at WCC (2)

Core Council Functions

Customer Relationship & Service Management: The engagement with our customers – ranging from the management of their core information through to how we engage and deliver services to them

Enterprise Requirements

Non Functional Requirements

Regulatory Management: The management of permits, licenses, infringements and consenting processes

Asset Management: The management of the Council’s assets. This includes asset registration, asset valuation, asset performance, asset utilisation, work request management and work resource scheduling

Democracy, Governance, Planning & Policy: The management of the Council’s democratic and planning processes including stakeholder engagement, election management and the development and maintenance of annual, strategic and long-term plans

Arts, Culture & Economic Growth: The management, development and promotion of the arts and cultural events including supporting Council Controlled Organisations, managing the Public Art Fund and monitoring economic indicators for the city

Libraries: The management of the libraries assets, catalogue, spaces and memberships

Support Functions

Financial Management: The management of Council’s finances, including accounts receivable, accounts payable, general ledger, budgeting & forecasting, project costing, cashier management, financial reporting & analysis, rates management, procurement, contract & supplier management

Human Resource Management: The management of the Council’s human resources. This includes staff administration, recruitment, training & development, payroll management, health and safety management, performance management, reward management, and rostering

Other Corporate Services: The management of Council support services such as Information and Information Technology, risk, marketing & research

30 T3 Managers across WCC engaged and briefed regarding programme, approach and timeframes

T3’s nominate SME-Coordinators to facilitate the right people in their respective areas to be involved

30 SME-coordinators allocate 150+ Subject Matter Experts (SME) - including in many cases themselves

Functional Analysts engage with SMEs using a ‘user story’ methodology to elicit requirements

SMEs allocated 3-4 weeks to work with Functional Analysts and team members to complete requirements

Functional Analysts review, consolidate, and standardise (where appropriate) requirements across the functional areas. This includes lifting cross-council requirements into ‘Enterprise Requirements’

Post SME feedback, final draft sent to T3 managers for sign-off

Functional Analysts undertake final review and consolidation exercise

The processSME-Coordinators: Allocated and coordinated Subject Matter Experts

Subject Matter Experts (SME) : Worked with Functional Analysts to capture requirements

The Key Roles

Functional Analysts: Worked with SMEs to capture requirements.

The Functional Breakdown

Potential Roles Required

Role Type Responsibilities

Sponsor responsible for approving the final requirement set and sponsoring the gap analysis within their council. They will be responsible for supporting the programme and delivering key messages regarding the programme and approach to key stakeholders in their council

Directorate/Functional Manager

responsible for ensuring the appropriate subject matter experts are involved in the gap analysis and for approving the final requirement set on behalf of their functional area

Subject Matter Experts responsible for reviewing the requirements and identifying any potential gaps/amendments. These individuals should be council representative(s) across each functional area who have a solid knowledge of the council's requirements now and in the future

IT Architect responsible for reviewing the non-functional and technical requirements contained in the RFP and updating with relevant information from their council

Change/Communications responsible for ensuring the relevant stakeholders and participants in the gap analysis are appropriately informed in a timely manner

Procurement responsible for signing off the procurement approach, ensuring the procurement approach meets Council expectations and standards, and for ensuring appropriate representation

Depending upon the type and extent of involvement GWRC wish to play in the Odyssey programme, some or all of the roles below will need to be fulfilled

• Determine relevant areas of scope across functional areas

• Agree scope, approach, roles and next steps

• Identify key SME’s who will ‘own’ the RFP gap analysis across relevant functional areas

• Brief SMEs – explain the work undertaken to date and structure of RFP

• Provide SMEs with RFP sections to review for gaps

• SMEs co-ordinate their gap analysis

• SMEs capture requirements for gaps

• Major/material changes collated and passed to programme team

• Programme team review and consolidate requirements

• Send out for final review and approval

Identify and brief key

stakeholders

Identify SMEs in each area

and brief

Brief SMEs and allocate

sections of RFP to review

Meet to discuss

additions/ changes

Review and approve

Potential Next Steps