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Request for Proposal

This original request for proposal was received at WebSmartWare. Ultimately the application was built according to these parameters as follows.

1 Introduction

Public Highways and Works is a service operation for the various areas of administration and the population. These services range from refuse collection, street cleaning, parks and gardens, cemetery, forest up to trades activities (electrician, carpenter, painter, bricklayer, road builder) and various supporting jobs (implantation of traffic signals, various transporting, construction, assembly etc.). All these activities are based on (as a rule) written continuous or one-off orders from public authorities or third parties. As a rule the expenses are invoiced at cost, at most invoiced at a fixed rate or settled internally according to jobs done.

To support these various activities Public Highways & Works require IT support in the following areas:

• Order management (creation / planning / reporting / billing of orders)

• Address administration (optional)

• Equipment renting system / inventory (optional)

This application is to assist the processes in the administration on the one hand and on the other hand to simplify, optimize and make the interaction with the general public more transparent. Moreover, it is to support the planning of orders and allow the various administrative óffices involved to see updated information simultaneously. Not least, as a consequence the reporting system is to be improved and the documentation consolidated (utilization and the like).

2 Order Manmagement
2.1 Brief Description

Orders are to placed with the Public Highways & Works via the Internet. This concerns one-off or continuous orders by public authorities or third parties or based on damage reported by the general public. Continuous orders are jobs that have to be completed more than once without an extra request each time. In the case of reports by the general public internal "particulars" should not be visiblen (accounting details etc.).

With the help of IT the department should be able to plan the orders so that the jobs can be carried out on time under consideration of the personnel resources available. The department has to check whether they are able to carry out the order as required and then agree to or refuse the order by informing the initiator of the order electronically (with the appropriate details of dates).

When the order has been triggered a detailed reporting system should enable everyone involved to document their activities (date, duration and type of job, material used, vehicles and appliances used).

Those placing the order from the public administration should be able to see the status of their orders. The initiator is to be kept informed on any major changes. The initiator is also to be informed in all other situations (quarter, term, financial or hourly personnel limits have been reached).

In the paper attached "Internal Orders dated 10th June 2004 all the current processes and existing forms have been described.

2.2 Procedure
2.2.1 Placing of Order

The following details are to be stated by the initiator via the Internet (In the case of internal initiators perhaps the details can be taken from basic data?). In the case of input coming in via the telephone or by post the secretarial staff should be able to create the orders.

• Initiator (Name/First Name/E-Mail) for external initiators plus (Address/PostCode/Town/Telephone daytime)

• Contact person (Name/First Name/Telephone/E-Mail)

• Cost Centre (x-xx.x.xx.xx) (only for internal initiators according to files "costcentre. xls“ and "costcentre_productlist_OLD_NEW.pdf“)

• Order (Text input)

• Implementation Date (Text input, eg. 7.8.2010, Week 43, as soon as possible, immediately etc.)

• Supplemens (Files)

• Tender required? (Yes/No)

• Comments (Text input)

• Creation Date (automatic creation)

2.2.2 Processing of Incoming Orders

Incoming orders have to flow through the secreatry's office to the appropriate departments and sections (control group / electricians / carpenters / painters / metalworkers / mechanical workshop / …). In the file "single order summary list.xls" the appropriate numers are to be found extended with an "A, B, C". In this case, the controlling section is to be stipulated by the secretary's office. If need be this would have to be changed during the execution of the order. 

The departments have to check the order received, especially the dates and deadlines. If a atender is required, this is to be handled after consultation with the initiator. In the case of internal orders, that is when a cost centre has been entered, only the items concerning work load in hours (without the sum) as well as the material required need be stated. For the future or for internal evaluation the vehicle and appliance hours required should also be stated.

In the case of external orders "Billing according to Control Tarifs" the sums for hours to be worked as well as for vehicles and appliances are to be stated as in the private enterprise.

For internal work scheduling the amount of time required with how many staff to complete the order needs to be entered. The deadline as to when the order is to be completed (provisional) needs to be stated. Depending on other priority orders delays can be encountered. When these parameters have been determined the initiator is to be informed by the "personified" department (= Name of Person) by a confirmation of order including the relevant details.

If more than one department is involved in the order then each department is to verify the necessary details internally and confirm these details (eg. by stating their USER-ID following each item), or confirming that the details are complete. When the confirmation is available the "personified" controlling department is to send out the confirmation of order.

If an order cannot be carried out for any reason the initiator is to be sent a refusal. Before refusals are sent out they are to be presented to the supervisor for examination.

A list with date input (TODO list) should be possible for particular activities (triggering material orders, orders to the thrid parties etc.). The internal "contractor" should be reminded automatically that these jobs are to be carried out.

2.2.3 Execution of Order

The staff or their managers report on work completed. To be contained:

• Name of the employee (input: name or pers.-no.)

• Date

• Job performed (text)

• Hours completed (decimal exact to the quarter hour); if settlement is to take place according to control tarifs the appropriate sum is to be used.

• Material used (either text, sum (x-xx.x.xx.xx) to be applied or "separate invoice to follow from company/office XY“)

• Vehicles and appliances used (text/code/number of hours); if settlement is to take place according to control tarifs the appropriate sum is to be used. If no settlement is to take place according to control tarifs then these items are to made available for internal evaluation and nothing more. 

• Order completed (Yes/No)

When the order is complete the initiator is informed by means of an "invoice". This should show order processing as well as resources used (man hours, material) which will be added to his/her cost centre.

If the "invoice" includes the entry "release ST/TR" a copy is to be sent to the accounts department or the details transferred via interface.

2.2.4 Scheduling/Planning

The departments should be able to schedule and plan the orders created a similar fashion to a project management tool. That means the overlap in time of any orders or staff resources need to visible "graphically" and modifiable. The staff resources available have to be considered (in number and by name?).

The interdependence of orders may need to be considered. If confirmed orders have to rearranged due to otrher priorities thent he initiators are to be informed of these changes.

2.2.5 Authorization

As a rule employees should only see the orders on which they are directly involved. Scheduling and planning is only to be carried out by staff intended for that job. Input on tenders should also only be carried out by authorized staff. Due to the inter-department nature of this work access should be available for all those involved in dealing with the order.

Based on an "authorization matrix" access rights to various sectors need to be set for each employee. (Section (various), creation of order, creation of tender, scheduling/planning, job execution, confirmation of order, refusal of order, completion of order / edit, view).

2.2.6 Information
2.2.6.1 Initiators from the Council

The initiators and the contacts should be able to see the status of their orders without being able to make changes or additions.

2.2.6.2 Private Initiators (Principals)

Private initiators should be able to see the deadlines connected to their order/damage report. Notification of the completion of the order is to be sent by E-Mail.

2.2.7 Interfaces

The details of work from the completion of order (person, number of hours, cost centre) as well as the settlement of material (sum, cost centre to be debitted) are tobe transferred to accounts via interface. (The appropriate details have not yet been set and are still be to dfetermined.)

2.2.8 Evaluation

The orders created should allow various evaluation mainly on workload of each department, vehicles, appliances and staff; also with regard to expenditure on indivdual projects/cost centres.

3 Address Management (optional)

As in WebSmartWare CityAdmin with "Institutional Basic Data“, "Individuals", "Contact Groups".

4 Equipment for Rent/Inventory (optional)

As is WebSmartWare CityAdmin however without cash journal. As the volume of equipment rented is rather small income (if owed) will be entered in the day journal.

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