Expressions of Interest

for the provision of

Local Government Software, Integration Services, and Application Services


for a syndicate of NSW Councils.






Final Version : September 2000


The members of a group of 9 NSW Councils (the syndicate) have commenced a process to replace their current corporate software suites. Details of the councils and their demographics are provided at Appendix A.

Each of the Councils comprising the syndicate invite expressions of interest from prospective supplier(s) in the following areas:

  1. Software
  2. Each Council requires provision of appropriate software to meet the functional needs of that Council. The software will need to cover the entire range of functions undertaken by Local Government in NSW which are detailed in the Section 1 - Software Functional Requirements. It is the preference of the syndicate that responses to this section outline a solution that can be provided across all functions. It is recognised that this may involve a joint response by a number of software supplier(s). Despite the preference of the syndicate, consideration will be given to responses which address some or only one of the functional requirements, however such responses will be assessed in the context of the syndicate’s stated preference.

  3. Integration Services
  4. The provision of integration services to provide an independent holistic approach to the integration and interfacing of the corporate software requirements. The integrator would be required to liaise with supplier(s) and maintain an integrated approach through all software upgrades and changes. A key component of the integration would be the effective use of a corporate workflow system. Ideally the integration would occur via an integration layer in the system without the need to modify individual applications. Further details are outlined in Section 2 - Integration Services.

  5. Application Service Provision

Application Service Provision (ASP). The syndicate wish to explore the potential to provide the corporate software system via an Application Service Provider. There are considerable advantages in establishing an effective ASP solution to both the supplier(s) and the members of the syndicate. The ability to deliver applications to the desktop within guaranteed response times and other performance measures will be required.

The scope of these services is represented diagrammatically at Appendix C.

Responses to this Expression of Interest (EOI) document can be submitted in relation to any or a combination of the above 3 options. However, where an organisation indicates that it wishes to undertake parts 1 and 2, the ability to fulfil both roles, without any negative impact on service levels, needs to be clearly demonstrated. Some Councils’ experience with software providers also performing the role of software integrators has not been positive.

The syndicate is seeking innovative solutions that may not be limited to complying with specific requirements contained in this EOI. Respondents are therefore encouraged to suggest broad-ranging solutions. Each syndicate member reserves the right to implement any or all of the options dependent on the responses to the EOI and the needs of the individual syndicate members.

Following an evaluation of the expressions of interest the syndicate members expect to proceed to a selective tender process to evaluate prospective supplier(s). The expected timeframe for this is as follows:

The anticipated timeframe is subject to variation and the syndicate members will not be liable for any changes to the anticipated time frame.

At the conclusion of the tender selection process it is anticipated that a preferred contractor or contractors will be selected to enter into negotiations with a view to entering into contracts with individual members of the syndicate.

Prospective suppliers are advised that it is the present intention of the syndicate members that the process be conducted by the syndicate on behalf of the individual Councils but that the ultimate contracts for supply will be between the successful supplier(s) and the individual Councils. Any one or more of the syndicate members may elect to withdraw from the process at any time prior to it entering into a formal contract.



The syndicate will evaluate Expressions of interest received in order to assess which prospective suppliers (if any) will be invited to participate in the selective tender process.

In the course of the evaluation process, the syndicate may request additional information by way of clarification or otherwise. The cost of providing any additional information must be borne by the prospective supplier.

Prospective suppliers are advised that the syndicate reserves the right to seek clarification, verification and additional information from third parties, and the potential prospective suppliers authorise the syndicate to do so.

All valid Expressions of Interest will be evaluated in accordance with the General Evaluation Criteria, the Technical Evaluation Criteria and the other criteria specified for the various components of the software and services. The criteria are not listed in any special order, will not be accorded equal weight and are not exhaustive.

General Evaluation Criteria

Criteria for the evaluation of the expressions of interest will include the following:

Additional criteria have been specified and included in each of the three segments that respondents may wish to respond to: Software, Integration and Application Service Provision.

Technical Evaluation Criteria

All responses will be assessed in terms of feasibility of proposal provided, based on accepted industry technical standards and criteria.

Selective Tender

After evaluation of valid Expressions of Interest the syndicate intends to invite selected prospective suppliers to lodge a formal tender in respect of provision of the services.

The syndicate is not bound to proceed with a selective tender process and is entitled to elect not to invite any prospective supplier to lodge a tender.

In submitting an Expression of Interest, prospective suppliers acknowledge and agree with each of the syndicate members that the decision of the syndicate members in relation to Expressions of Interest received by the syndicate in response to this invitation will be final and not subject to challenge, dispute, explanation or further correspondence.

Expression of Interest Content

The syndicate has no predetermined format for expressions of interest. However, it is expected that responses will include: how the requirements will be met, organisational profile, details of comparable projects and products, commitment to quality services, details of products, partners and relationships, details of flexibility, options, how shortfalls in product functionality (if any) can be addressed, the relationship foreseen with the syndicate and the potential for future business from the proposal for all parties. Responses must include a completed "Supplier Profile" (Appendix B) for each supplier included in any proposed solution.

Submission Requirements

Expressions of interest must:

  1. Be Clearly Marked as: EOI for Local Government Software, Integration
  2. Services, and Application Services

  3. Be Addressed to: Hayden Pauley
  4. Parramatta City Council,

    30 Darcy St. Parramatta

    N.S.W. 2150

  5. Be received/placed in the Tender Box, by 4.00 p m October 27th, 2000
  6. Include a soft copy of the Expression of Interest, either on disk or cd – Rom for ease of use and distribution to each of the syndicate Councils. Where material is submitted that is not included in the electronic copy, 9 copies should be supplied.

An information session for prospective respondents will be held as follows

Location : Rockdale City Council Chambers

Cnr Bryant St & Princess Highway


Time: 10am – 12pm

Date: Wednesday 27th September 2000

Parking available at rear in York St or in Market St above Target

Supplier(s) Relationship

The syndicate is interested in a long-term partnership relationship with supplier(s). Supplier(s) are expected to have an ongoing commitment to Local Government. This includes an ongoing commitment to research and development and evaluating emerging technologies.

Councils are seeking to develop relationships with the supplier(s) that are mutually beneficial. The end result of the successful implementation of the specified system(s) is seen as a highly marketable product within the local government industry.

Contact Details

Further information may be obtained from: Mr Ron Posselt

Lake Macquarie City Council (02) 49210270


  1. Software

This section specifies the functional requirements of the software. The scope covers most council functions and these are identified in the diagram below. The Overall Aspects section (Appendix D) covers the issues that exist across all the applications and include broader governance issues. Individual module descriptions are broadly described in Appendix E. Software nominated in responses must meet the requirements of the main functions or identify where additional functionality will be required and how that functionality will be achieved.

Scope diagram

1.1 Software Evaluation Criteria

In addition to the general evaluation criteria on page 3 the evaluation of responses to this section may include any or all of the following:

  1. Integration Services

Integration is a major issue for the syndicate and Local Government in general. The wide variety of applications required by Local Government and the level of integration required across all applications and through management information systems, corporate workflow and document management has made integration a testing issue in the past. Often a software supplier has been forced into the role of integrator with less than satisfying results. Performing both roles of supplier & integrator has often led to negative impacts on service levels.

The syndicate wishes to explore the options and benefits of an independent system integrator to coordinate the integration, interfacing and delivery of the software applications identified in Section 1. The syndicate is seeking expressions of interest from companies who are interested in performing this role.

To some extent the services required from an integrator are dependent on the products being integrated. Integration issues also have a heavy presence in the software functionality in Section 1. Some of the services required by the syndicate are:

Additionally, the syndicate is seeking details as to how the integrator would manage and achieve the integration of:

2.1 Integration Evaluation Criteria

In addition to the general evaluation criteria on page 3 the evaluation of responses to this section may include any or all of the following:

  1. Application Service Provision

The syndicate is seeking expressions of interest from companies interested in hosting the application services outlined in Sections 1 and 2. The application suite will be required to be delivered to the participating councils in the Sydney region, to Lake Macquarie in the Hunter Valley and Wyong on the Central Coast. The service should have the potential to be delivered to any local government area in Australia.

It is recognised that the ASP may also seek to perform the integration services. The ASP may also seek to host services and work with a separate systems integrator. The syndicate has an open mind on these relationships.

Responses should include:

3.1 ASP Evaluation Criteria

In addition to the general evaluation criteria on page 3 the evaluation of responses to this section may include any or all of the following:

Appendix A - Syndicate Council’s Demographics






(sq km)


Applications (pa)


($M pa)











Lake Macquarie
































































Data is indicative only and as at June 2000.

Appendix B – Supplier Profile: Details to be provided by each respondent and for every individual company in a consortium.

Supplier Name


Total Assets


Years in Business


Employees 1.Aust 2.NSW


Parent Company main business


Other companies that you have formed strategic partnerships with for purposes of providing the services requested?


Clients that you have formed strategic partnerships with?


Basis of Partnership? (Formal agreement, Informal cooperation etc)


Industry experience (Local Govt)


Experience in working with consortiums, where charging regimes are more complex than for a single outsourced client?


Project management expertise


Ability to work across the multiple areas where services are required


Quality management systems


ISO Quality Standard Accreditation


Government contracts


Number of similar clients (give examples)


Any constraints on client numbers that might exist (capacity)


Current audited Financial statements


Evidence of R & D commitment


Respondent Major Supplier References (Names)


Respondent Length of Supplier Relationship(Years)



Appendix CScope: Diagrammatic Representation


NB: Certain parts of Appendix D and E are the property of Cap Gemini Ernst & Young Pty Ltd and may not be reproduced, disclosed, revealed or used except in accordance with and executed licence agreement with CGEY of its authorised sublicensor.

Appendix D - Overall Aspects – Software

Individual application requirements are defined in the requirements for each module in Appendix E. There are, however, a number of requirements which flow across all applications and which need to be considered on a system-wide basis. While the functionality of the individual modules is important it is as equally important that the overall aspects of the system are met.

Table of Contents

1. Broad Functionality

    1. 1.1 User interface
    2. 1.2 Functionality
    3. 1.3 Reporting

2. Centralised data

2.1 Name and Address Register (NAR)

2.2 Property Register

3. Interfaces, Integration and Workflow

3.1 Interfaces & Integration

3.2 Workflow

4. Management Reporting

4.1 Executive Information

4.2 Key Performance Indicators

4.3 Strategic Planning

5. Implementation and Supplier(s) Relationship

5.1 Conversion/implementation

5.2 Support/Upgrades

5.3 Change Management

5.4 Licensing/Pricing

5.5 System Life

6. Audit and Security

7. E-business

8. Miscellaneous

8.1 Environmental Accounting

8.2 Competition, Business Unit Support, Activity Based Costing

8.3 Customer Relationship Management

8.4 GST

8.5 Remote Access

9. Sample NAR Specification


  1. Broad Functionality

It is expected that the system will utilise current technology such as graphical user interfaces, drop down menus with point and click actions and run on current architecture (eg 32 bit).

    1. User Interface
    1. Functionality
    1. Reporting


2. Centralised Data

2.1 Name and Address Register (NAR)

All applications should reference the central NAR to ensure data integrity and consistency. The NAR is a central point for all contacts doing business with the councils both internally and externally. There are multiple contacts held in the NAR such as:

The information held in the NAR is governed by privacy legislation and requires strict security controls.

There are a number of requirements for the NAR and these are highlighted below.

  1. The system should be scalable.
  2. The ability to identify and profile each customer held on the database.
  3. Provision of a de-duping mechanism.
  4. Provision of user-defined fields for additional information on customers.
  5. Ability to provide for ‘smart searching’ to find information readily eg phonetic searches.
  6. The requirement to market to customers using the NAR to generate profiles.
  7. Being able to recognise saleable data in the name lists.
  8. Ability to link to every application within the system.
  9. Provision for multiple roles (employees could also be ratepayers.)
  10. Provision of links to e-mail and Internet.
  11. See section 9 for a sample NAR specification.


    2.2 Property Register

  12. One centralised property database is required and is defined in the Land Information System details.


3. Interfaces, Integration and Workflow

3.1 Interfaces and Integration

Interfaces are expected to be ‘user-defined’ mapped data taken up into any proposed system in batch mode, whilst integrated data should be real-time information updated upon confirmation of transaction detail. Whilst there have been a number of interfaces identified, there may be options available to provide the required information elsewhere, this must be clearly addressed/defined in any future solution. The required ‘interfaces’ should be seamless, interactive and automated and should require no human intervention. These interfaces should include interfacing to the Internet and web-based sites and systems.

It is expected that a consistent user-interface be provided across the system.

In particular, all applications are required to link to the document management system and interfacing is expected to the applicable GIS systems currently in place at each council


3.2 Workflow

The system is required to have a cross-application workflow system that will enhance the way work is processed within the councils and automate processes leading to increased efficiency. The following functionality should be supported in workflow system that will need to be closely integrated with the document management system.

4. Management Reporting

4.1 Executive Information

Reporting must be a simple process; either by the utilisation of standard reports with sort keys for dates and groups and/or by the use of ‘point and click’ reporting tools which may be manipulated and downloaded to MS Office or EIS tools. Through the use of these tools users should be able to view data through any method/view required.

These tools must:

User-defined reporting should allow the following attributes:

4.2 Key Performance Indicators (KPI’s)

KPI’s are many and varied, dependent on the business unit and the style of service delivered. The following attributes are required at a minimum:

4.3 Strategic Planning

There is a requirement for software to aid councils in the development and maintenance of integrated strategic plans that deal with planning data, financial data and organisational performance data. These tools should be easy to use and broadly be able to achieve the following:

5. Implementation and Supplier(s) Relationship

5.1 Conversion/Implementation

It is as yet unclear as to what data might be converted by the councils. In making this decision, there are a number of issues that need to be clarified:

If a third party is used to manage the data conversion, clear definition of: data responsibility; development of translation tables for the mapping of data; and data conversion acceptance will need to be provided.

The provision of a ‘testing/training system’ is required to allow training of staff in a non-production environment and to test system updates without impact on the production environment. It will also be required to test conversion procedures.

The syndicate has no preconceived implementation plan but wishes to work with supplier(s) on suitable implementation options. This will include different implementation timeframes for each Council.


5.2. Support/ Upgrades

Proposed systems should be supported by clearly defined contracts and Service Level Agreements covering the following areas:





5.3 Change Management/Process Review

In changing the existing applications software systems, the syndicate members recognise that this will involve a major change transformation of their organisation. The opportunity that is presented is not just simply to replace the software but more importantly to add value to the Syndicate members’ organisational operations. This can be achieved by reviewing and improving services to enhance efficiencies. Potential supplier(s) will need to work with syndicate members to maximise this opportunity to add value to Syndicate members’ operations.

Respondents are to indicate what services and support they will be able to provide to assist in this process.


5.4 Licensing/Pricing

The syndicate is seeking flexible licensing/pricing models for software. This will need to reflect usage but must also seek to address maintenance and variations to the way work is undertaken in Councils. Enterprise–wide licensing should be considered.

5.5 System Life

It is anticipated that any future system will have a minimum system life of 10 years and therefore the supplier(s) must be committed to a long-term partnership with the syndicate. To ensure longevity of source code, software in escrow should be considered and updated on a regular basis. Maintenance charges should cover product upgrades for at least this period.


6. Audit and Security

The inherent security layer of the application system should be centralised for all applications. This should allow a "one profile many links scenario". This central profile maintenance function should take into account different level of access to applications. Additionally, the different levels of access could be based on a "group" security profile or "individual" profile. e.g. Once a person is registered in the system all applications link to this one profile making it unnecessary to have multiple security profiles individually maintained at the application level. This should be supported by a central Authorisation/Responsibility code that also contains delegated authority information. Security should allow for compliance with acceptable internal process controls, Industry and Best Practice Standards.

History of changes to data should be maintained and be available for review and tools such as exception reports/enquiries should be available. The systems should support a single sign on with user-defined access periods where screens are logged off automatically after non-use. Flexibility in security levels should be supported and easily maintainable with archiving and audit trails as required. Audit trails of all master file changes and transaction file updates should be standard.


7. E-Business

In order to support the changing face of council business and to provide better service and information to our customers, any prospective system should support e-Business. This means many things but the requirement includes, but is not limited to:

All the above information would be tailored to suit the council’s individual needs and must be supported by security, audit trails and accountability. Information should be automatically updated on the internet, from the corporate system, without data re-keying.


8. Miscellaneous

8.1 Environmental Accounting

Environmental Accounting will provide for the management and accounting of non-financial assets into the future. It will provide a focus on certain assets with relevant KPI’s and reporting. The maintenance of environmental assets and their related costs should be captured.

8.2 Competition Policy, Business Unit Support, Activity Based Costing

An integral part of Local Government is being more competitive through increased efficiency and productivity. This requires that any proposed system allow for the apportioning of costs based on Business Units. The ability to allocate costs via an Activity Based Costing system (ABC) or similar mechanism in a manner that is flexible and largely transparent is also required.

8.3 Customer Relationship Management (CRM)

Some of the councils within the syndicate are already reviewing and indeed considering the implementation of a suitable Customer Relationship Management system (CRM). This functionality would support the business by managing much of the day to day contact with customers and tracking a full history of interaction between the councils and customers.

Any proposed system should support the CRM strategy and should be capable of integrating to the information systems proposed.

The syndicate recognises that any proposed CRM system is a substantially more comprehensive system for managing our customers than a traditional ‘Customer Request’ system, as identified in the scope diagram. This has been the basic system used in Local Government for the generation work orders.

8.4 Goods and Services Tax

The system should capture, maintain and report on GST as appropriate and in accordance with the standards provided by the ATO without manual interference by council staff.


8.5 Remote Access

The system should provide for remote access via telephone line, mobile, web, microwave link, with access via laptop, PDA’s, communicators, etc. Remote Access should be supported by appropriate security measures including user identification and audit trails.

9. Name and Address Sample Specification

Ref #

Person/Company (P or C)


Surname/Company Name

Given Names (if P)

Contact Name (if C)


Date of Birth (if P)

Sex (if P)

ABN (if C)

TFN (if P and secured)

Licence No/s (ie Builders Licence No. etc.)

Interpreter Required (Y/N)

Language/s (other than English)

Home Phone

Work Phone

Extn (if Work Phone)


Mobile (multiple)

Fax Number

e-mail (multiple)


Suppression (Y/N)

Pensioner Type (parameterised)

Pensioner No.

Property Address

Property Address Australia Post Barcode

Preferred Address (either property Address or other address (this other address must have preset fields)

Preferred Address Australia Post Barcode

Bank Account Details (secured)

Credit Card Details (secured)

**Web Access Security ID

**Web Access Password

**Web Access Status (C-Current, S-Suspended, I-Inactive, H-Historical)

Name and Address Link File (multiple links must be supported)

Application Code

Application Reference

Name Reference No.

Link Address (being either property address, preferred address or other address)

Link Address Australia Post Barcode

**By holding these details on the Name and Address Register, we could restrict access to records within any application to those that have a link to this name. ie. Could only view applications with a link to this name, rates details linked to this name as either an owner or ratepayer or debts linked to this name etc.

NB: Certain parts of Appendix D and E are the property of Cap Gemini Ernst & Young Pty Ltd and may not be reproduced, disclosed, revealed or used except in accordance with and executed licence agreement with CGEY of its authorised sublicensor.

Appendix E - Software Module Description


A. Financial Management *

A1 General Ledger, Cash Management, Bank Reconciliation and Budgeting *

A2 Loans and Investments *

A3 Fixed Asset Accounting *

B. Supply and Inventory Management *

B1 Accounts Payable *

B2 Contracts and Agreements *

B3 Inventory Management *

B4 Purchasing *

C. Work Planning and Assets *

C1 Asset Management/Maintenance *

C2 Works Estimating *

C3 Plant and Fleet *

C4 Project Management and Job Costing *

D Revenue Management *

D1 Rates Accounting *

D2 Cash Receipting *

D3 Accounts Receivable *

D4 Debt Recovery *

E. Corporate *

E1 Document Management *

E2 Customer Requests *

E3 Land Information System *

E4 Facilities Booking *

E5 Event Management *

E6 Property Management *

E7 Legal Services, Insurance and Risk Management *

F Development and Environment *

F1 Applications *

F2 Developer Contributions *

F3 Regulations *

F4 Compliance, Approvals and Permits (Licensing) *

F5 Animal Management *

F6 Cemetery Management *

F7 Waste Management *

G Human Resources *

G1 Human Resources Management *

G2 Payroll *

G3 Rostering *

G4 Time & Attendance *

H Community Services *

I Water / Sewerage Supply Billing Services *

J Library Services *



A. Financial Management

Local Government must ensure that their management plans and budgetary controls will enable actual income and expenditure to be monitored on a monthly basis and compared to estimates of income and expenditure. Variations between planned and actual expenditure and income must be reported at council meetings and supported by adequate documentation detailing the variations.

It is essential that council’s accounting records and accounting practices are in accordance with the Local Government (Financial Management) Regulation 1999 and AAS27.


The business functions that support financial management are:




A1 General Ledger, Cash Management, Bank Reconciliation and Budgeting

The general ledger should reflect the results of the day to day business of the councils. It may include the cash management and budgeting modules or they may appear as separate subsidiary modules. However these are handled they should be accessible via relevant security measures and should allow full drill-down to each of the supporting modules across the system.

General Ledger - should allow multiple control accounts for bank, debtors and creditors and should be flexible to manage change. It should handle both commitment and statistical accounting and should allow simple and complex reporting for all aspects of data held.

Cash Management - should allow the maintenance of multiple bank accounts and their respective bank reconciliations with integration via the web of the daily bank statements. It should allow cash flow management and simple to use reporting tools.

Budgeting - this is a complex area for the councils and should allow for commitment accounting ie. allocation of commitment against budget on a period and year to date basis. Obviously, a simple report writer would be necessary together with easy and dynamic links to Excel.

Cost Accounting - The cost accounting system includes the General Ledger, Activity Based Costing and the Works Order System. A relationship should exist within the overall cost accounting system that provides a separation between cash (revenue and expenditure) which is external to Council and transfers within the organisation. Cash expenditures should be classified as Labour, Material or General while transfers should be either Material or General.

Transactions should be able to identify both the provider (organisation unit incurring the expenditure) and the purchaser (organisation unit responsible for payment) for both cash and transfer transactions. However, this development should not assume full transfer pricing or internal invoicing as a direct consequence but as a possible option.

Security should be placed on transactions to protect organisational units from expenditures made on their behalf by unauthorised users.



Main Functions


Requirement Criteria/Detail

To process accounting entries of all types of financial transactions for the business.

To enable financial management that conforms with the Local Government Act 1993 and associated regulations.

To maintain the financial general ledger for the business as part of the statutory books of account.

To produce management accounting reports on a weekly, monthly and ad hoc basis.

To provide a fully integrated bank reconciliation facility.

To produce the statutory accounts of the business.

To maintain the accounts of multiple companies that can be consolidated at year end.

To store commitments against accounts (commitment accounting).

The ability to provide for Source and Application of Funds.

Interface / Integration with Other Systems


Requirement Criteria/Detail

Cash Management System.

Accounts Receivable.

Accounts Payable.

Inventory Control.

Works Estimating.

Job/Project Costing.

Property and Rates.



Executive Information System.


Fixed Asset Management.


External spreadsheet packages.



A2 Loans and Investments

The Loans and Investments module must provide for the management of loans and investments made by the Council as well loans taken by the Council. The system must enable tracking of the source of original funds and allocate the associated interest.

Main Functions


Requirement Criteria/Detail

To manage all forms of reporting based on; fund, product, returns, types, benchmarks, institution, maturity dates, sources.

The system must track all investments providing income projections.

Perform investment modelling.

Interface/Integration with Other Systems


Requirement Criteria/Detail

Cash Management.

Accounts Receivable.

Accounts Payable.


Source of funds.

Cash Receipting.


General Ledger.

A3 Fixed Asset Accounting

The management of assets across the enterprise is complex due to the variety and nature of the assets held. This business area should be read in conjunction with Asset Management and Maintenance module and supports the financial aspects of all assets.

The Asset Management system is broken down into three main areas:-

  1. Financial aspects of an asset
  2. Management of assets to ensure they are utilised and costed appropriately.
  3. Maintenance of assets in order to prolong the life of assets and maintain a standard which is in keeping with projected KPI’s. The maintenance of assets is critical in reducing risk to the councils.



Main Functions


Requirement Criteria/Detail

To manage GST functionality including change of usage (creditable purposes).

To provide for risk management assessment by asset ie:

ability to record risk assessment result for each asset.

ability to record the condition statements for each asset recorded on a regular progressive basis eg. Footpaths.

To provide for insurance information on each asset.

To manage statutory reporting on assets.

To provide detailed audit trails on all changes and transactions.

Flexibility to provide for Environmental Accounting functionality.

To be able to easily report on all asset attributes.

The ability to manage all transactions on the disposal of an asset.

The ability to undertake and manage asset revaluations.

To monitor physical and financial records of assets within each location.

Ability to support multiple asset registers where data may be transferred between registers.

To record the history and movement of each asset.

To calculate depreciation for each asset and produce multiple book and taxation depreciation schedules.

To provide a register of assets.


Interface/Integration with Other Systems


Requirement Criteria/Detail

Human Resources (to enable the linking of assets to staff).


Job/Project Costing.


Cash Management.

General Ledger.

Purchasing Module.

Accounts Payable.

Asset Maintenance and Management.

Standard spreadsheet packages (import and export).

GIS/Loans of Equipment.



B. Supply and Inventory Management

The management of inventory is wide-ranging and covers a multiple of business units and application.

The inventory purchased is:

Inventory is held in multiple locations and is managed locally.

Inventory can be purchased based on:

Suppliers are accredited and are stored as preferred suppliers on the inventory master file. Where a new job/project is anticipated calls for tenders from suppliers are generated and need to be tracked to successful awarding of supply contracts.

The business functions that support supply and inventory management are:



B1 Accounts Payable

The Accounts Payable module should provide management of the payment relationship with creditors to ensure that the most optimum terms are achieved for the council and ensuring maximum discount taken when appropriate. This module should facilitate the efficient payment of creditors while contributing to the cash flow management process.

Main Functions


Requirement Criteria/Detail

To assist with efficient cash flow forecasting by providing information on outstanding purchase and cash commitments.

To enable the scheduling of payments to suppliers and control of the release of cheques whilst ensuring payments are made within stipulated time limits to take advantage of discounts.

To provide a basis for reconciling to supplier statements including automated matching of suppliers invoices with purchase orders and goods received notes.

To produce cheques and remittance advices and enable electronic funds transfers for payments to creditors.

To manage tax requirements and provide for collection and submission of taxation payments (eg PAYG, GST).

Enable batch and voucher invoices.

Manage purchasing costing.

Maintain a creditors ledger.

Provide an audit trail of cheques cancelled and stopped.

Manage foreign currency payments.

Maintain creditor details.

Track liaison with suppliers / customers (both internal and external).

Ability to apply credits and use discounts.

Manage refundable deposits.

Interface/Integration with Other Systems


Requirement Criteria/Detail

General Ledger.

Purchase Order / Purchasing.


Online Catalogues (eg. Web based Catalogues).

Fixed Assets.

Inventory Management.

Works Orders.



Project Management/job costing.


Loans and Investments.



Accounts Receivable.

Cash Receipting.


Rates Accounting.

Waste Management.



B2 Contracts and Agreements

Contracts are many and sometimes complex to manage.

They include managing the relationship with the supplier, ensuring they are performing to the agreements that have been made and the times committed. The process of managing contracts is time consuming and tedious and is mostly manual.

The tracking of monies due, retentions, progress claims and variations are all closely linked with the Project/Job costing systems and therefore must be tightly interfaced. Links with the purchasing and tendering process from suppliers is also critical in order to co-ordinate the process and maintain historical information of suppliers and sub-contractors.

Main Functions


Requirement Criteria/Detail

Manage relationship with subcontractors.

Track progress claims.

Enable monitoring and analysis of costs making up work in progress.

Track retention monies.

Track variation claims.

Enable monitoring of contracts against expected completion dates.

Manage project cashflows.

Manage contractor performance levels.

The ability to track and analyse original contract billing’s and variation billing’s.

Interface/Integration with Other Systems


Requirement Criteria/Detail

Works Estimating system.

General Ledger.

Purchase Order.

Accounts Payable.

Accounts Receivable.

Project Costing and Management.



B3 Inventory Management

The councils require an easy to use application or tool to provide flexible functionality in the area of inventory management. Inventory is held in many locations, and all locations are highlighted within the GIS system.

The requirement in this area should allow for multi-location, multi-category, barcoded stock that is easily identified and costed at stock-take time. Stock may be held by location ie. store, business unit, person, job, department and can be purchased from any of the accredited suppliers.

Inventory should be requisitioned by customers following appropriate approvals and automatically be forwarded to the store electronically. This should be possible from external sources.


Main Functions


Requirement Criteria/Detail

The ability to consolidate multiple stock lines from a single supplier based on suggested reorder levels.

Ability to perform stock-takes - both cyclical and rolling.

Ability to apply an on-cost / recovery costs to an inventory item or group of items.

To allow a catalogue of inventory items to be maintained including cross reference against supplier information, price lists and stock levels.

To provide timely and accurate recording of stock levels and availability ensuring maintenance of sufficient stock levels for continuity of supply.

To calculate stock item costs for inventory valuation, ensuring accurate cost allocation by cost centre.

Ability to maintain multi-location/ stores/ stock/classification.

The ability to support barcoding of stock items and locations.

Support of PDE equipment for stock requisition and stocktake.

To forecast demand of stock based on usage trend analysis.



Interface/Integration with Other Systems


Requirement Criteria/Detail

Human Resources.

Work Orders.


Fleet and Fuel Management.

Accounts Receivable.

General Ledger.

Purchase Orders/Accounts Payable.


Data capture devices and systems.

Job/project Costing.

Plant Maintenance.

B4 Purchasing

The purchase orders system requirement covers all aspects of requisitioning and purchasing for all business units within the council. The council wishes to move towards a ‘self service approach’ . This is seen a an integral part of the future.

The purchasing system and subsequent purchase orders should reflect against budgets allocated by business unit and/or cost centre (commitment accounting) and should allow reporting/enquiry against a budget at any time.

Purchasing must be linked to work flow to allow the delegation of authority ie. allow the approval of a purchase order by the appropriate officer.

Requisitions should be able to be generated by any staff member and appropriately approved based on authority level. These requisitions should, once approved be automatically converted to a firm purchase order subject to the appropriate approval, budgets levels and classification of goods required.

Purchase orders should allow electronic submission to approved suppliers with subsequent receipt of order confirmation from these suppliers.



Main Functions


Requirement Criteria/Detail

To provide for electronic requisitions, authorisations and creation of purchase orders.

To produce purchase orders based on stock reordering criteria or stock usage reports or by manual input.

To control unfulfilled and overdue orders as well as allow easy matching of purchase orders with goods receipts.

To enable prompt recording into the inventory system of the receipt of goods with the recording of future liabilities in the accounts payable system.

To use barcode scanning with hand held devices, both online and detached for stock-take.

To compare the receipt of goods with invoices in the accounts payable system and flag those with variances in excess of user defined percentages.

To reduce purchase costs and enhance efficient buying by providing price and delivery information of preferred suppliers.

To allow automatic allocation of goods to designated locations.

The ability to maintain commitments on job/projects or works orders based on a purchase order being placed, and relative reporting thereof.

The ability to manage the Quotes and Tender process with suppliers.


Interface/Integration with Other Systems


Requirement Criteria/Detail

Fleet Management.

Human Resources.

Accounts Receivable.

Sub-Contractor Management.

Contract Management.

Works orders.

General Ledger.

Accounts Payable.

Inventory Control.



Facsimile/electronic mail / e-Commerce.

Fixed Assets.

Plant / Asset Maintenance.

Job/Project Costing.



C. Work Planning and Assets


Managing Council projects and assets is a challenging task. With some components of the functionality in finance and some components in Engineering, the disparate nature of the modules is not conducive to effective project management.


The councils must have full integration through the following areas of functionality, and these must be ‘user-friendly’ with workflow tools managed throughout.


The business functions that work planning and assets include are:




C1 Asset Management/Maintenance

The management of assets for councils has huge implications across the planned Information Systems. This stems from the fact that assets are many and varied and are maintained in a number of different ways which may alter from year to year with the introduction of any new legislation ie. environmental accounting.

Whilst the councils have standard assets, they must maintain all the following types:

  • standard fixed assets
  • land
  • buildings
  • parks
  • streets
  • footpaths
    • motor vehicles
  • trucks
  • plant
    • bushland and natural areas
  • drainage areas
  • water courses etc.
  • Maintaining these assets crosses over a variety of areas within the organisation and must provide real-time links within these.

    An asset may be bought, built, acquired, donated, reclaimed or maintained. If the asset is built, it will begin it’s life as a works estimate, and tracked through project/job costing until capitalised into an asset. E.g. toilet block or park. Once it is an asset, it is maintained either on a regular schedule or on an ad-hoc basis. Each schedule requires the addition of labour, materials and overheads and may be used internally or externally. If the asset is used externally, it may be charged out for a fee, this must also be tracked and appropriately invoiced and paid.

    Management of Environmental Assets should be allowed for with user-defined attributes.

    Standard depreciation schedules will be applicable and assets may be revalued or upgraded at any time. Assets may be funded from a variety of sources, and this must be tracked also, along with the approval code and council minute.

    Assets maintenance works orders may be triggered or generated from a variety of sources:

    Once again, these maintenance requests (works orders) must be tracked and notified back to the customer/originator.

    Assets require tracking by all the asset attributes but also to ensure that each asset is maintained to lengthen its useful life and provide the forecasting capability to enable careful planning for replacement as well as identifying resources required to perform the tasks.

    Plant Costing Journals

    A number of small and major plant allocated to works are currently costed using asset journals that have the effect of debiting an expense account, and crediting an income account, (plant costs recovered) as well as crediting the income on the asset in the subsidiary assets ledger. The plant manager uses the plant recoveries per asset, and in total, to manage the setting of charge rates on plant usage to offset the expenses also allocated against that asset. It is important that this is managed either by the allocation of costs against works orders directly or some other efficient manner.

    Profit/Loss for Assets

    Income and expense is recorded for each asset and should enable the simple printing of P&L’s by asset.

    Specialist Systems

    It should be noted that there are a number of specialist asset management systems in use by the councils (and they differ), and these may need to be used in any new environment e.g. PARRMS, SMEC for the management of pavements, and others. A full list of which will be included for further information. Interfaces may need to be considered on a case by case basis.



    Main Functions


    Requirement Criteria/Detail

    To maintain an asset register with relevant attributes.

    To monitor planned preventative maintenance schedules, job tasks and work orders.

    The ability to manage unplanned repairs and the subsequent allocation of those to works orders.

    To log service calls on all assets (ie asset and equipment) and allocate resources based on availability and priority.

    To provide a consolidated schedule of all asset maintenance tasks (eg. site and equipment ) maintenance tasks.

    To maintain a history of the maintenance performed on all assets

    To control the actual maintenance cost against budgets.

    To monitor plant cost recovery income against plant running costs/expenses (incl depreciation)

    To track warranties on assets and components and track adequate service history to substantiate warranty claims.

    To maintain GST cost component on an asset including change of use

    To invoice as applicable for all external works orders and to generate an internal transaction for those jobs completed for internal cost centres.

    To maintain a subsidiary ledger of all (e.g. engineering and maintenance) financial data.




    Interface/Integration with Other Systems


    Requirement Criteria/Detail

    General Ledger

    Purchase Orders

    Accounts Payable

    Accounts Receivable (for Invoicing)


    Project/Job Costing

    Payroll for timesheets

    Human Resources (skill sets)

    GIS (MapInfo, MapIt etc.)

    Insurance System

    CRS for call resolution

    PDA’s (palm pilots)

    Pavement Management System


    Document Management

    Fixed Assets

    Booking System (to manage the event and work schedule)

    Fuel Cards (assist with maintenance scheduling)



    C2 Works Estimating

    The Works Estimating requirement covers the expected functionality that the councils need to estimate any given project/ job and also to collate data from many areas of the organisation such as:

    Estimates should be kept for a user-defined period and may change a number of times prior to the actual finalisation and conversion into a project. History of this type of information is critical and should be maintained for ad-hoc reporting. Projects may be of a varied nature, and should be hierarchical in their set-up i.e. grandparent/parent/child. These estimates should be security controlled by set-up and should contain user-defined tables for flexibility.

    An estimate could be initiated as part of standard upgrades to facilities (based on budgets) or by the receipt of a customer request (rate payer, councillor, staff member). Regardless of how the estimate came about, the system must be capable of collating costs (labour, materials and overheads), allocating funds (Source of Funds) and scheduling resources when the project begins life. The management of the expected timeframe for the project is also critical.

    Naturally, when all data is entered any number of reports or "what-if" analysis may be required and this should be very user friendly in order to ensure that end-users utilise the full functionality of the systems.







    Main Functions


    Requirement Criteria/Detail

    To produce job cards that enable team leaders at the work site to understand the volume of resources available to him (by type) and the output requirements for the job.

    Pre-coded accounting information on job cards will lessen the probability for error

    The completed job cards will provide feedback information to estimators on actual expenditure vs estimate by product type

    Job cards can act as a control over purchasing

    Works order to commit funds against the appropriate account/s.

    To enable estimating of the labour plant, sub-contract and materials required to complete a project/job.

    To estimate the costs required to complete a project

    To estimate the time required to complete a project

    To record projected costs associated with a proposed project by task/category

    To create and manage multiple estimates

    To create both capital and maintenance works estimates

    To cost at unit rate and at resource level. Unit rates to be built from a resource table

    To cost per material unit of measure - definitions specific

    To provide for ABC recovery rates

    Application of overhead to be defined at time, at various levels and the ability to "tick on or off"

    Resource scheduling required regarding start / duration / completion dates

    Facility to download project estimate into project management software. This should include resources and materials.

    Ability to utilise estimate pro formas based on project type, (security and responsibility based)

    Ability to convert estimate to an active project with the same reference number.

    To provide hierarchical estimating ability (ie parent / child estimates)

    Ability to link with resourcing unit rates for estimated performance (ie metres of pipe / hour), taking into account the degree of difficulty.

    Ability to use the same resource table in both works estimating and job cost control. Original estimate should be locked in.

    Ability to update tables as the rates change on project by project basis.

    Ability to supplement / duplicate

    Ability to apply expected costs against an estimate . (system flag to control process)

    Defaulted rates built from historical costing base.

    Ability to modify key data fields and tables with relevant security.

    Ability to allow user comparative rates through resource table and contractor base.

    Unlimited data retention with archiving ability.

    Automatic generation of estimate/project number with prefix.

    Ability to estimate by activity/task code.

    Key word search by estimate/project / activity and resource.

    Master calendar for dates and subsequent resource allocation.

    Ability to trace completed project to estimate source (ie actual vs estimate complete.)

    Activation of an estimate to a job/project

    Automated revision of project completion date based on effort and changes.

    Full integration of estimating and project/job costing systems.

    Ability to code an activity for external funding requirements.

    Apportionment of activities for shared tasks

    Ability to group ‘like elements’ into categories for external clients and authorities

    To enable multiple users at the same time

    Ability to store text/comments where changes to standard rates are made.


    Interface/Integration with Other Systems


    Requirement Criteria/Detail

    Human Resources module for skill sets/training etc.

    Project Management to monitor timelines and milestones.

    Contracts for management of both sub-contractors and the contracts (payment terms, retentions, progress claims etc.)

    CAD system

    Source and Application of Funds

    Fleet Management



    Fixed Assets

    Payroll (Timesheets)


    Project/Job Costing


    Plant Management (Hire Rates)

    Asset Maintenance

    Customer Requests/Works Orders



    C3 Plant and Fleet

    Plant and Fleet covers the management of existing plant/fleet assets for the purposes of ensuring utilisation, cost recovery and timely allocation to jobs/projects across the organisation.

    The management of hire rates and the calculation of utilisation should be easily catered for together with the integration to Asset Maintenance to ensure the assets are repaired as required in order to ensure assets have a prolonged useful life.


    Main Functions


    Requirement Criteria/Detail

    To monitor the performance of fleet and plant assets

    To schedule the use of plant and fleet assets

    To maintain the schedule of hire rates for fleet and plant assets

    To measure utilisation and track against key performance indicators

    Record costs against items and track incomes both internal and externally

    Ability to allocate plant to projects / work orders from both council plant and contract systems

    Ability to calculate hire rates based on grouping / categories and costs incurred

    Interface/Integration with Other Systems


    Requirement Criteria/Detail

    General ledger - automated FBT accrual

    Job/Project Costing

    Works Orders

    Human Resources


    Fixed Assets




    Asset Maintenance and Management

    RTA & Insurance (for Fleet renewals)

    Lease-back payments

    Accounts Payable

    Accounts Receivable

    Document Management

    Risk Management

    Fuel systems

    Booking system (allocation)

    Engine Management Systems



    C4 Project Management and Job Costing

    There are many and varied projects running concurrently throughout the council organisations. The objectives of these projects must be managed and measured against pre-defined Key Performance Indicators.

    Projects may be of any size or nature, from the upgrading of facilities to the design and build of a new library. They may be financed from different funds sources and may or may not be capitalised dependant on the project.

    Works estimates are completed and submitted for approval; these are then processed and converted to live projects. It is expected that any future system would manage this process from conception to completion and then forward to maintenance for care. Projects collect a variety of costs (labour, materials and overheads) and these must be tracked daily, weekly, monthly and by project as a project my cross over a financial year end.

    Resources on these projects must be tracked and timesheets should be accurately entered to ensure labour costs are correctly allocated.

    Invoicing for selected projects must be catered for covering both internal and external projects.

    All projects must be monitored and comparisons against original estimates for all resources must be managed. Where a surplus of funds exist against a project, these should be identified in an exception report.




    Main Functions


    Requirement Criteria/Detail

    Provide project management support to enable both the financial and management aspects of any given job/project to be monitored

    To easily establish the set-up of projects and sub-projects and the associated business units / cost centres and task codes related to those projects. Enable linking for business unit reports.

    Allow consolidation of sub projects to a main project or parent project

    Provide up to date cost information for all council activity.

    To be able to realise project surplus on a periodic basis.

    To provide up to date physical and cost completion status about any given project.

    Enable monitoring of costs making up "work in progress".

    Control actual project costs against estimates and forecasts including variations.

    Control and record project budgeting/estimating at task code level.

    Enable monitoring of projects against expected completion dates.

    To easily capture data at any level (parent/child/task/activity)

    To provide a basis for future estimating

    To maintain detailed project and phase income and expense information

    To easily report on any aspect of a project or sub-project

    The ability to find data easily by use of key word search

    The ability to manage internal and external projects

    To easily view estimated cost to complete based on remaining work to be completed

    Interface/Integration with Other Systems


    Requirement Criteria/Detail

    Works Estimating

    General Ledger

    Purchase Order

    Accounts Payable

    Accounts Receivable (invoicing and cash)

    Inventory Control



    Fixed Assets/Plant



    e-Commerce links to outside Service Providers



    D Revenue Management

    Council’s must effectively manage the processes of forecasting, calculating and collecting revenue to ensure sufficient cash flows to provide required levels of service to the community. Council has the opportunity to raise revenue through a limited number of sources, the primary being levying of rates, and secondarily through provision of services (such as facility hire, child care, waste collection), application of fees and fines (such as infringements, application fees and licence fees) and sale of good (such as bins, plants and mushroom farms).

    The ability to perform revenue projections based on actual data is essential, as is the tracking of actual revenue against these projections.

    The business functions that support revenue management are:



    D1 Rates Accounting

    It is the Council’s preferred objective that the Rates Accounting functionality is seamlessly integrated with the Land Information System and that all property data is stored in the Land Information System without duplication. The Rates Accounting functionality must be flexible to accommodate changes in methods of calculation, additional rates charges, types and rating categories.


    Main Functions


    Requirement Criteria/Detail

    Maintain property rating information, including history.

    Calculate and generate rates and charges.

    Issue notices.

    Maintain payments, rebates and discounts details.

    Perform statutory and management reporting.

    Forecast rates income.

    Maintain land value and allowances details.

    All rates accounting functionality must be compliant with the NSW Local Government Act 1993 and it’s related Regulations.



    Interface/Integration with Other Systems


    Requirement Criteria/Detail

    The following modules must be interfaced with Rates Accounting:

    Land Information System

    General Ledger

    Cash Receipting

    Debtors (Accounts Receivable)/Debt Recovery

    Waste Management

    Names and Address Register

    Document Management

    EIS Reporting

    The following modules may require interfaced/integration with Rates Accounting (this interface may be provided through the Land Information System property record):

    Geographic Information System

    Accounts Payable


    Customer Requests

    The following external sources may require interface/integration with Rates Accounting:

    Land Titles Office

    Valuer General’s Department


    Veteran Affairs

    Department of Housing

    Department Local Government - provision of pensioner details, notional income, rebate return details, Certificate of Compliance, Crown Land Adjustment etc

    Local Courts


    D2 Cash Receipting

    Cash receipting should provide the council with "intelligent" point of sale functionality that supports the customer service representative through the provision of adequate detail during the interaction with the customer. The system must be capable of receiving payments for all Council revenue sources at both on line and off line point of sale devices, via Internet and through direct bank deposit.

    Main Functions


    Requirement Criteria/Detail

    Manage the collection of payments.

    Cash flow forecasting.

    Cash draw management.

    Manage the bank deposits of payments.

    Provide warning on over and under payments.



    Interface/Integration with Other Systems


    Requirement Criteria/Detail

    General Ledger.

    Cash Management (Bank Reconciliation).

    Investments and Loans.

    Source of Funds.

    Facilities Bookings.

    Land Information System.

    Accounts Receivable (Debtors).

    Accounts Payable (Creditors).

    Rates Accounting.

    Job Costing.

    Asset Maintenance/Management.






    Bank Direct Debit systems.



    Childcare, Pools, Nurseries, Tips and other services.

    Point of Sale devices.

    Animal management



    D3 Accounts Receivable

    The Debtor (Accounts Receivable) system must be able to manage multiple debtor types (including rates, services, sales, infringements and miscellaneous) in a central repository that enables the full debt relationship with the person or entity to be recorded and managed. The process of managing debts and their recovery must be fully tracked.

    Limited debt recovery functionality should be available in the debtors system, however this should be supplemented by a full functionality, integrated debt recovery module.


    Main Functions


    Requirement Criteria/Detail

    To provide an up-to-date online enquiry facility on debtor accounts.

    To assist in credit control by reporting on overdue and aged accounts and payment performance of customers.

    To produce regular debtor statements with ageing analysis.

    To facilitate simple allocation of cash to invoices whilst allowing for part payments, deposits and adjustments.

    To manage dishonoured cheques.

    To operate as open item accounts.

    To produce invoices, statements and management reports.



    Interface/Integration with Other Systems


    Requirement Criteria/Detail

    General Ledger.

    Accounts Payable.

    Land Information System.

    Fixed Assets.


    Waste Management.

    Cash receipting.

    Cash Management (Bank Reconciliation.).


    Rates Accounting.

    Facilities Bookings.


    Job Costing.

    Developer Contributions.




    D4 Debt Recovery

    Main Functions


    Requirement Criteria/Detail

    To provide an up to date online enquiry facility on debt recovery matters

    To assist in credit control by reporting on overdue and aged accounts and payment performance of customers.

    To provide an extensive debt recovery reporting system.

    To produce, manage, maintain and enquire on all aspects of legal recovery, such as issue a summons through to writ/garnishee, etc stage

    To encompass a fully operational and extensive electronic diary system with automated reports on missed payments, defaulted arrangements, completed arrangements, etc

    To integrate with Rates Accounting and Debtors systems

    Interface/Integration with Other Systems


    Requirement Criteria/Detail


    Accounts Receivable

    General Ledger

    Accounts Payable

    Land Information System

    Fixed Assets


    Waste Management

    Cash Receipting


    Facilities Booking


    Name and Address register




    E. Corporate

    The Corporate business functions are key systems that support all of council’s business activities and therefore must be available across the organisation.

    The Land Information System should serve as the single, central source of all property based data. To ensure the validity of the data, it should not be replicated in other modules.

    The ability to perform revenue and expenditure projections for all corporate business activities, based on actual data, is essential, as is the tracking of actual expenditure and revenue against these projections.

    The business functions that support the corporate function and are required organisation wide are:

    In addition, the following corporate business functions are required for selected users;




    E1 Document Management

    Increasingly information in organisations is being stored in electronic format. Files are stored in a wide variety of unstructured formats, such as word processing documents, spreadsheets, scanned images, graphics, slide presentations, CAD drawings, email messages, as well as audio and video. The document has become a live entity with an active responsibility to the organisation, in many ways equal to that of an employee. Documents are no longer viewed as peripheral to the business process, but have come to embody the process itself. Document-enabled applications are increasingly becoming the only way government authorities around the world can provide and measure the services demanded by regulatory bodies.

    Document management technologies provide a way for organisations to manage their electronic documents as the important corporate assets that they are. Document management systems allow organisations to control, find, share and store documents. These systems facilitate the needs of multiple users who need to locate and work on a single document or group of documents, regardless of the document format. DM systems add business context to documents. Users can profile electronic files, associating them with indexes or profile information that describes the file and its content. By searching based on profile information, users can quickly locate documents that relate to a certain index field, without having to concern themselves about where particular documents are actually stored.

    The commonly cited benefits of document management include:

    The five major challenges for government sector managers seeking to exploit integrated document management technologies include:

    A key issue that was identified was the need for any document management system to fully interface with all other systems run by the Councils.



    Main Functions


    Requirement Criteria/Detail


    Quickly and easily capture records and documents in the business process.


    Make information readily accessible both internally and externally (with security).


    Various security levels for all documents/files.


    Ability to maintain and update records by security access to change/delete the data.


    Capture and sentence documents automatically.


    Ability to access documents through multiple levels of search fields.


    Ability to use various query tools.


    Ability to attach notes to documents/files.


    Barcoding of physical documents/file parts.


    Files and workstations to facilitate tracking of hard copy documents/files.


    Support retrieval of historical information.


    Compliance with legislative requirements, both hard copy and electronically.


    Ability to flag documents as public or confidential, then store it accordingly.


    Ability of all other modules to feed into the document management system.


    Available to the whole organisation, with file sharing ability.


    Able to produce meaningful reports.


    Store documents in a industry standard format.


    Ability to generate an automatic correspondence received reply to all documents received. Elimination of double data entry.


    Ability to capture any electronic format.


    Scalable system, as the nature of records and documents change.


    Integrate with current data in the system.


    User friendly system, with drop down user definable pickboxes. GUI front end.


    Ability for user customisation.


    Manage and display images quickly and from within the system. View or Launch functionality.


    Ability to link documents, as well as previous files/records.


    Basic copy and paste functionality, but no ability to change the original document.


    Add annotations for any purpose.

    Interface/Integration with Other Systems


    Requirement Criteria/Detail


    Integration with all systems highly desirable, especially Property, HR, Contracts, Creditors, Debtors, GL, Financial, Loans, Assets, Works Estimating, PM, JC, Fleet, Requests system, Land & Information, Name & Address, Corporate Workflow system.


    Full integration with all office automation applications. Full import and export facilities with office applications.



    E2 Customer Requests

    The Customer Request system is the major interface between the public and the Council. The system must be capable of managing requests that relate to a property or are independent of a property.

    It is essential that the centralised customer request system by accessible to all council staff and be supported by an extensive knowledge base and work flow systems to ensure that the most effective and efficient interaction occurs between councils staff and customers of the council. There must be seamless integration between the Customer Requests system and relevant modules as applicable, for example if a request requires a work order to be generated then the Works Order input screen is displayed.


    Main Functions


    Requirement Criteria/Detail

    The customer request system must be able to record and track service requests, works requests, complaints and general requests all in the one system to predefined service levels.

    Tracking of correspondence relating to requests.

    Provide workflow for customer requests/complaints (this may be through the corporate workflow system).

    Measure performance relating to customer requests/complaints.

    Allocate ownership of customer requests/complaints.

    Provide information for projections and planning of services.

    Ensure that freedom of information requirements are met.

    Ensure that the requirements of Section 12 of the Local Government Act are met.




    Interface/Integration with Other Systems


    Requirement Criteria/Detail

    Works Orders.

    Name and Address Register.

    Word processing.

    Electronic facsimile.


    Document Management.

    Accounts Receivable/Cash Receipting.

    Facilities Booking (if a request type is a facility booking the system must transparently take the user to the facilities booking area).

    Geographical Information System (for display/location of complain/request location).

    Land Information System.

    Asset Management/Maintenance.



    E3 Land Information System

    The Land Information System (LIS) is the core repository of textual information on property within the Council’s jurisdiction. The LIS should form the base system for all property related data collected and managed by the Council and thus the other modules (such as Rates Accounting and Waste Management) should draw on this common data avoiding duplication. There should exist the ability for the user to navigate easily from the property record to any related modules.

    The LIS is supported by graphical format data in the Graphical Information System.

    Main Functions


    Requirement Criteria/Detail

    Enable the recording and maintenance of logical groups of property information at property, parcel and sub-parcel levels.

    Display property information textually with a link to graphical data.

    Easy to use for both data input and extracting information.

    Record all property details.

    Complies with all statutory requirements .

    Manage sub-divisions (create new properties, consolidate property).



    Interface/Integration with Other Systems


    Requirement Criteria/Detail


    Document Management.


    Rates Accounting.

    Customer Request System.

    Animal Management.

    Name and Address Register.



    Geographic Information System.

    Pavement Management System.

    Contracts and Agreements.

    Accounts Payable.

    Accounts Receivable/Cash Receipting.



    Facilities Bookings.




    E4 Facilities Booking

    The Council has a large number and wide variety of facilities ranging from parks, halls to swimming pools that must be carefully managed to ensure that the maximum utilisation is obtained. The system should allow users to collate sufficient detail on a facility and it’s suitable use to maximise it’s utilisation whilst maintaining quick and easy data entry.

    Ideally, the ability to create a facility booking should be available seamlessly from the Customer Request system. Facility bookings may be made on behalf of internal council or external clients.

    Main Functions


    Requirement Criteria/Detail

    Monitor facilities bookings and associated tasks.

    Manage recurring and repeat bookings.

    Calculate charges and generate invoices.

    Maintain details of all facilities and their resources.

    Monitor and assist in the distribution and management of booking related information to/from all stakeholders of an event./facility.

    Provide details of venue hirers and their event requirements.

    Provide a consolidated schedule of venue and facilities bookings by event and event type.

    Allocation of resources, including people, to facilities bookings.



    Interface/Integration with Other Systems


    Requirement Criteria/Detail

    The system must have the potential to interface/integrate/form part of an Event Management System.

    General ledger.

    Work Orders/Asset Maintenance/Management.

    Fixed Assets.

    Accounts Receivable.

    Cash Receipting.

    Name and Address Register.

    Development Applications.



    Land information System.

    Rostering (for scheduling of cleaning, security etc).



    E5 Event Management

    The council has requirements across many business areas to organise and conduct events both in council venues and at other locations. The Event Management system must be flexible to accommodate the wide variety of events organised by the Council and able to maintain ease of use regardless of the complexity of the event. The system must be capable of recording events being held in the Local Government area, but not the responsibility of the Council, to enable creation of a comprehensive event calendar.

    The Event Management system must be fully integrated with the Facilities Booking system, or they may inturn form part of the same system to ensure effective planning and utilisation of Council facilities.


    Main Functions


    Requirement Criteria/Detail

    Plan and monitor event and associated tasks, the resources required to stage the event and the costs associated with these activities.

    Provide details of venue hired and the specific event and venue requirements.

    Capture and review of specific event expenses.

    Provide a consolidated schedule of event over a user defined period.

    To provide management of event related tasks.

    Produce management accounting and decision support reports.

    Monitor and assist in the distribution and management of event and event task related information to/from all stakeholders and participants of an event.

    To record events and tasks.

    To ensure a coordinator is assigned to each event.

    Interfaces/Integration with Other Systems


    Requirement Criteria/Detail

    Word Processing.


    Presentation software eg PowerPoint, desktop publishing.

    Name and Address Register.

    Document Management.

    Electronic Mail.

    Facsimile Gateway.

    General Ledger.

    Accounts Payable.

    Accounts Receivable/Cash Receipting.



    Customer Requests.

    Facilities Booking.


    Time and Attendance.





    E6 Property Management

    Council must ensure that it tracks the investment made in property both capital and ongoing expenditure associated with ownership and maintenance.

    The council must effectively manage property they own and have been given the responsibility for managing (such as Crown Land). A key part of this property management responsibility is to ensure that the properties are efficiently tenanted with commercially competitive rental returns. The system must provide adequate detail to enable income and expenditure projections. It is essential that the Property Management system be compliant with the NSW Residential Tenancies Act requirements.


    Main Functions


    Requirement Criteria/Detail

    To manage all land/property types owned by council and property Council is responsible for managing.

    To manage property leasing.

    To manage licensing both short and long term occupancy.

    Track all property acquisitions and disposals including compulsory acquisitions.

    The track the method of acquisition of a property.

    To store valuation details for council owned property.

    Track service agreements.



    Interface/Integration with Other Systems


    Requirement Criteria/Detail

    Land Information System.

    Geographic Information System.


    Works Orders.

    Customer Requests.


    Rates Accounting.

    Assets Management/Maintenance.

    Fixed Assets.

    Document Management

    Accounts Receivable/Cash Receipting.


    Debt Recovery.





    E7 Legal Services, Insurance and Risk Management

    The management of legal process, insurance and risk is an integral part of the management process for the Council. These are multi-faceted processes which produced a great deal of discussion and debate.

    It was identified that some requirements for legal, insurance and risk management are common, and these have been captured below. Requirements that are specific to each function are then detailed individually.


    Common Requirements

    Main Functions


    Requirement Criteria/Detail

    To ensure provision and management of appropriate insurance cover/ risk management for the Council.

    To ensure insurance cover/ risk management meets the requirements of Council Policy.

    To ensure that all liabilities to be covered are identified and documented.

    To enable management of negotiations, correspondence and financial transactions with insurance broker(s).

    To enable documentation of the claims/ policy and legal processes.

    To enable the management of the claims/ policy and legal processes.

    To enable the management of the claims/ policy and legal payment processes.

    To enable reporting on insurance and legal claims.

    To enable the monitoring of results insurance and legal claims.

    To enable tracking of all files on all issues - externally and internally.

    Interfaces with Other Systems


    Requirement Criteria/Detail

    Financial Systems



    Asset Management/ Maintenance

    Property Management

    Name and Address Register.

    Document Management.

    Records Management

    Customer Request Management System

    Claims Tracking System


    All correspondence systems including email and office applications (word processing)

    Linkages to all modules

    Linkages to external 3rd parties via the Internet



    E7.1 Specific Requirements

    Risk Management Requirements

    Discussions held during the Risk Management workshop identified that all requirements had to be compliant with the Australian/New Zealand StandardÔ specified in AS/NZS 4360:1999. As detailed below.

    However the participants were divided in opinion as to the needs of a Risk Management solution. The first being that Risk Management is a philosophy using the following methodology, and no specific "tool" is required. The second being that a "tool" is required to manage risk. This "tool" would collate information from both the Insurance and Financial systems, this information would then have various criteria applied to determine "what-if" simulations and costs related.


    Management of risk is an integral part of the management process. Risk management is a multifaceted process, appropriate aspects of which are often best carried out by a multi-disciplinary team. It is an iterative process of continual improvement.

    Main Elements

    The main elements of the risk management process, as shown in figure below, are the following:

    1. Establish the context

    Establish the strategic, organisational and risk management context in which the rest of the process will take place. Criteria against which risk will be evaluated should be established and the structure of the analysis defined.

    1. Identify risks

    Identify what, why and how things can arise as the basis for further analysis.

    1. Analyse risks

    Determine the existing controls and analyse risks in terms of consequence and likelihood in the context of those controls. The analysis should consider the range of potential consequences and how likely those consequences are to occur. Consequence and likelihood may be combined to produce an estimated level of risk.

    1. Evaluate risks

    Compare estimated levels of risk against the pre-established criteria. This enables risks to be ranked so as to identify management priorities. If the levels of risk established are low, then risks may fall into an acceptable category and treatment may not be required.

    1. Treat risks

    Accept and monitor low-priority risks. For other risks, develop and implement a specific management plan which includes consideration of funding.

    1. Monitor and review

    Monitor and review the performance of the risk management system and changes which might affect it.

    1. Communicate and consult

    Communicate and consult with internal and external stakeholders as appropriate at each stage of the risk management process and concerning the process as a whole.

    Risk management can be applied at many levels in an organisation. It can be applied at the strategic level and at operational levels. It may be applied to specific projects, to assist with specific decisions or to manage specific recognised areas.

    Risk management is an iterative process that can contribute to organisational improvement. With each cycle, risk criteria can be strengthened to achieve progressively better levels of risk management.

    For each stage of the process adequate records should be kept, sufficient to satisfy independent audit.



    E7.2 Legal Requirements



    Main Functions


    Requirement Criteria/Detail


    Each legal file to have the ability to record:

    Category of legal instructions eg Land & Environment Court Class 1 or Class 4 matters, advice work.

    The division/branch from which instructions are received.

    Contact person within the division or branch and associated contact details.

    Details of property.

    Details of parties involved.

    Summary of instructions and issues or keywords to enable searching.

    Name of solicitor handling the matter within the Council.

    An initial estimate of costs and disbursements.

    Contact details of appointed consultants including addresses, DX, phone, fax etc.

    Entry of each component of work carried out in the matter.

    The entry of time spent on each of the individual components of work carried out in the matter.

    The time to be allocated to the person carrying out the work.

    Ability to calculate the costs at a commercial rate based on time.

    Current status of the matter.

  • o
  • A timetable of critical dates with the ability to program a timetable depending upon the legal category of work.

  • p)
  • Reminders to appear on screen for the next step of work (this may be in conjunction with the diary system)

    The ability to have Court Forms and letters printed out by automatically extracting information from the database when the file is initially opened.

    The ability to be able to call up critical dates for all current legal files

    The ability to cost each file at any time on an interim basis (including any disbursements)

    The ability to call up costs for each division or branch on an interim basis with a view of transferring costs from the Division to Legal Services.

    Ability to track and measure service level agreements and key performance indicators.

    Ability to keep statistics relating to customer satisfaction surveys.

    Ability to keep records of work done for each division together with the time and costs for miscellaneous type of work which is general in nature and inappropriate to open a separate file.

    Access to information is to be limited (secured internally or website access to external solicitors granted by Council)

    Ability for data when analysed and compared to be expressed in the form of graphs & charts so they may be easily understood and the trends in the data can be easily seen.

    Search by file number, property, parties and keywords (eg via ISYS)

    Ability to close a file ensuring a checklist of procedures is followed before the file can be closed.

    Ability to determine immediately the time recorded overall by any one member of the Legal Services Unit, and outstanding costs for that person (work in progress)

    System needs flexibility to enable outsourcing request and tracking of the matter (including current status)

    Ability to include scanned documents or images.

    Ability to access decisions, opinions of counsel or articles of a legal nature together or separately.



    F Development and Environment

    The Development and Environment area of Council provide and manage a wide range of services. Some common data exists across all areas and duplication should be avoided. It is essential that the central name and address system be the source of all contact details. It is also essential, that where possible duplication of data is avoided and that analysis can be performed over all service areas.

    Application processing, development contributions, regulation and waste management are key sources of service based revenue for the Council and therefore the key performance measures in these areas must be carefully tracked to ensure service levels meet the users expectations. Strong workflow, scheduling and knowledge base functionality will support this objective.

    The systems must be flexible to changing circumstances and be user friendly to all staff. The system must establish links for effective communication internally and externally.

    The business functions that support development and environment are: