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ICTPMG609 | Object Oriented Language Assessment 1 | Management

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1 Background Information on Glenelg Hopkins CMA

Glenelg Hopkins CMA was established in July 1997 under the Catchment and Land Protection Act 1994 (CALP Act). The annual financial reporting requirements are embodied in the Financial Management Act 1994. Glenelg Hopkins CMA is also responsible for specific functions under the Water Act 1989.

As per section 12 of the CALP Act, Glenelg Hopkins CMA is responsible, with others, for natural resource management (NRM) within the region. It takes an integrated, whole-of- catchment approach by combining strategic planning with coordination for the management of natural resources.

The Glenelg Hopkins region covers approximately 25,000 sq km, extending from Ballarat in the east to the South Australian border in the west, and from the southern coast of Victoria to the townships of Harrow and Ararat in the north. There are four basins that occur within the region: Glenelg, Hopkins, Portland Coast and Millicent Coast. The boundaries of the region include marine and coastal waters out to the state limit of three nautical miles.

Glenelg Hopkins CMA is an important link between community and government. In particular, it is the regional community's voice on issues involving land and water management.

Glenelg Hopkins CMA employed 39 full-time equivalent staff and had a gross turnover of $10 million for the 2016/2017 Financial Year.


2 Project Introduction

The intent of the GIS Platform Assessment project is to determine how the Glenelg Hopkins CMA will receive, digest and deliver spatial information in the future. The Information Communication Technology strategic direction, as outlined in the ICT Strategic Plan, is to move our information technology operations to cloud-based systems and enable a work 'Anywhere, Anytime, Anyhow' culture.

The aim of the GIS Platform Assessment project is to undertake an investigation and analysis of the Glenelg Hopkins GIS business needs and operational requirements, consider options available and to provide strategic advice and an operational road map that meets our business needs now and into the future.

2.1 Current situation

The Glenelg Hopkins CMA currently adopts the Mapinfo ProfessionalTM and Discover system. Our business requirements for spatial information capture are currently being met through a series of MapBasic scripted tools for data capture and cataloging. Public data is sourced from the Victorian Government and copied to our server for retrieval as Mapinfo TAB files. We source support for this through a local contractor.

Glenelg Hopkins CMA generates data of a spatial nature as part of its work. This information is entered into SQL Server via a collection of MapBasic scripts and forms. This functionality should be maintained in future systems.

The organisation has two distinct office locations, Hamilton and Warrnambool, with frequent field assessment work and data collection occurring. Warrnambool users retrieve an offline version of corporate data for interrogation and addition prior to updating with a central server located in Hamilton.


3 Objectives

The primary objective is to have a GIS Platform that aligns with the CMA ICT Implementation strategy, integrates effectively with the whole of organisation systems and meets the business needs of the staff and investors.

The GIS Platform Assessment project will:

• Define spatial information business requirements

• Identify options for GIS platforms that meet the business requirements

• Identify gaps between business requirements and current practices

• Engage with the GHCMA team at critical points in the project to seek endorsement to proceed

• Provide an operational road map for base implementation and optional upgrades/ enhancements.

Outputs for the project include:

• Statement of business requirements for the GIS Platform Assessment project based on business needs and staff consultation;

• Staff and business leader engagement (survey, focus group workshops) to determine business, reporting and user requirements;

• Report analysing GIS system solutions and related business systems that meet the business needs of the CMA. Cloud-based solutions should be considered in line with CMA's ICT implementation strategy. An analysis of the options should include considerations of costs and benefits; and

• Detailed implementation plan for the proposed system including training, estimated initial and ongoing costs and the timeline for delivery.

3.1 Scope

Glenelg Hopkins CMA is seeking proposals from suitably qualified organisations or individuals to deliver the GIS Platform Assessment project.

The project will:

• Identify and define the business requirements of the CMA including reporting options, interfaces, flexibility, and security.

• Provide integration with Microsoft Dynamics 365, NRMS, PIRS and other related reporting systems

• Identify current business requirements including:

• data handling including:

        )=- retrieval;

- acquisition — public data, government data, aerial imagery, UAV etc;

      >sharing

• field applications with and without data connectivity

• desktop applications

• current skill matrix

• training and ongoing support

• Provide an assessment of the Current GIS model and suitability against ongoing requirements.

• Obtain the necessary data to complete the investigation and provide recommendations (surveys, interviews).

• Rapid assessment of commonly used platforms for the purposes of shortlisting to a final 3 solutions for detailed assessment.

• Include at least three options that meet the business needs of the CMA - one of which should be moving from a package-based solution (MAPINFO) for mapping to an open web-based solution. Provide a recommendation on the most suitable option (or a combination thereof) for implementation.

• Provide a concise document that summarises the findings outlined above and recommendations.

• Detailed implementation plan for the proposed system including training, estimated initial and ongoing costs and the timeline for delivery.

3.2 Available Data

The following data will be provided where it exists.

Existing staff consultation information where applicable

Remote access to view and interrogate corporate GIS library structure

The consultant as part of the tender shall outline any additional information they see necessary to complete the project. Data will be provided under a standard data share agreement to the successful tenderer at the project inception.


4 Required Outputs/Milestones

4.1 Project Inception - Staff and Management Engagement and Consultation

The consultant is required to engage staff and management to assist in determining the business needs of the CMA. This will include the production of one survey to collect information, collation, and interpretation of data obtained and documenting the information received and dedicated workshops. The CMAs project manager will be responsible for organising information sessions for staff and management.

4.2 Assess and determine the GIS business requirements

Identify and scope the business requirements for the GIS Platform Assessment project based on office arrangements and staff consultation including:

• data storage including:

• data creation

• data acquisition — imagery etc.

• data retrieval

• reporting requirements (MERI)

• field applications (mobility)

• desktop applications

• current skill base

• Ability to integrate with Microsoft Dynamics 365 package

4.3 Assess the current GIS configuration (for comparison)

Assess the current GIS configuration and investigate whether it has the potential to satisfy requirements for the CMA going forward.

Assessment of the following areas:

a. Current GIS licensing spend

b. Current GIS licensing configuration (users/programs)

c. Suitability against GIS business needs (Reporting, assessments, etc.)

d. Current GIS support costs and services provided

e. User experience feedback.

4.4 Undertake market assessment

Provide recommendations for possible solutions (along with the current system) based on the ability to satisfy business needs and cost-effectiveness.

4.5 Report Recommendations

At the completion of the investigation — presentation of results and further work that may be required to successfully implement the solution consisting of:

• Summary of findings

• The business case for the recommended solution

• A detailed implementation plan including estimated costs and timelines

5 Project Management

5.1 Contract Manager

The Consultant shall report directly to the Glenelg Hopkins CMA Project Manager:

Andrew Prosser 

Project Analyst

6 Terms of Engagement 

6.1 Nature of Contract Project delivery shall occur according to the provisions of a lump sum contract. The lump-sum shall provide for completion of the whole of the works (including disbursements) described and intended in the tender documents and executed in accordance therewith. The contract lump sum may incorporate an option or a combination of options. 

6.2 Data Ownership All raw data, enhanced data reports, and results produced by the Consultant during the course of this study, will become the property of Glenelg Hopkins CMA. 

All data shall be produced in a format that can be independently used if required. 

6.3 Fees and Payments Payments to the Consultant will be made in installments based on compliance with the milestones set out in the schedules. The Consultant will be required to submit an official invoice for work conducted during the period. 

Consultants must supply an Australian Business Number and provide a Tax Invoice for GST purposes. 

7 Project Deliverables At the completion of the project and after formal acceptance by the CMA the consultant shall provide all project outputs to the project manager as outlined in the brief 

8 Budget Glenelg Hopkins CMA's indicative budget for the provision of the GIS Platform Assessment project is $30,000 

8.1 Non-Guarantee of Specific Fee While Glenelg Hopkins CMA has set aside an indicative annual budget of $30,000 (excluding GST), it does not guarantee any specific number of hours to the successful Contractor. 

9 Schedule of Rates

The tenderer is required to complete the Schedules of Prices.

(a) Tenderers must complete and submit the attached Schedule of Prices. Every item listed shall be priced. Failure to fully complete the Schedule of Prices will render the Tender incomplete and therefore liable to rejection.

(b) General obligations, overheads, insurances, profit, liabilities and the costs of complying with the provisions of the project brief, were not separately itemized in the schedule, shall be deemed to be included in all prices given.

(c) Tenderers shall sign the completed Schedule of Prices.

(d) Tenderers may, if desired, add additional items to the Schedule of Prices in order to more fully describe the work offered.

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