To: Helen McCluskey, Manager Southern Financial Services, Southern Metropolitan Region
From: Damien Ryan-Green, Director, RosterCoster.com
Phone: 0438 388 922
Email: Damien.Ryan@RosterCoster.com
Date: 23 February 2010
Project: RosterCoster.com/EMSOnline hosting and adaptation for Southern WorkCover functionality as specified in a demonstration disc provided by SMR in Feb 2010.
Dear Helen
1. This quotation is created in response to a request for quotation made by you in February 2010 for RosterCoster.com/EMSOnline (will now simply be referred to as ‘EMSOnline’ see attachment 2 for more information) hosting and adaptation for Southern WorkCover functionality as specified in a demonstration disc that you provided.
2. RosterCoster.com/EMSOnline is a platform integrating and data sharing with other applications such as SAP, Lotus Notes and RosterCoster.com that hosts a wide range of functionality including OH&S risk assessment tools, client funds management tools and rostering. A demonstration of capacity follows:
2.1. Over 30,000 OHS screening tools, risk assessments and actions plans have been lodged by House Supervisors since 2004, and workflow compliance by managers is currently running at approximately 97% on average. These assessments are used by DAS management to identify, assess and manage the key risk areas for department-managed DAS. This documentation is essential in allowing the department to demonstrate compliance with the relevant OHS legislative requirements.
2.2. Approximately 20,000 rosters have been submitted via EMSOnline. Users design and document rosters within the 'RosterCoster 2009' interface, and EMSOnline data manages these rosters, including the annual costings of all core rosters submitted, and the provision of menus to allow managers to retrieve any historical roster.
2.3. Large volumes of other types of data and workflows are managed by EMSOnline.
3. Your current tools were coded by an ex-DHS employee to whom you no longer have access.
4. During 2009, we had the opportunity to see some of the code, in respect of some of the functions.
5. We recommended then that it was too unwieldy to work with long term, and that we would ‘prop it up’ to see you through the months following that time, with a view to it being replaced either by us or other parties after that, in 2010. That time has arrived.
6. Your immediate need is for a core set of functions as seen on the demonstration disc to be up and running by the end of March. We understand that you have come to us on the basis that it would be an unreasonable expectation were a team to start coding from scratch, without formal specifications, but that you have come to us on the basis that we are in a unique position to employ EMSOnline, which is fully loaded at DHS with a range of features that can fast-track most of the basic setup development tasks.
7. A positive in the project is that your team has got the tool ‘looking’ the way you want it to look, via Theshia Kent, primarily, and that you know what you want. We have a reasonably good idea of the broader scope of you might want into the future, including the creation of interfaces for the multiple data sources that feed your tools, and automating data to and from other areas, however, we look forward to a further discussion regarding the specifics of the parts you need by March 31, and we believe we can quote on this, based on our discussion with you today regarding needing the ‘skeleton’ to be right, and quickly.
8. The tool would have recurrent functionality, and this suggests a recurrent quote. However, we recommend that this should be a consideration at the end of the immediate ‘crisis’ period, ending March 31, during which you need certain things coded to keep your processes going from April. And so, we propose the scope of this specific project should be discrete and non-recurrent, with a review at the end. Further, we anticipate that this new tool that we create via EMSOnline may well be deemed an interim solution by DHS, on the basis that a larger statewide initiative is being discussed. In light of all this, we would flag now, as a guide only, that we would most likely quote between $120 and $240 per week for ongoing hosting via EMSOnline for the period we host your new tool, and also hourly rate for any additional adaptations, user screens and reports.
9. Cost driver 1 (hosting at EMSOnline), total of $10,000: We propose that hosting at EMSOnline constitutes a significant immediate benefit and functionality in place of what otherwise would be significant back-end coding and architecture for a new version of your tool. We propose a cost driver for start-up hosting, and would waive any additional amounts as discussed in item 8 above for a period of 3 months, as we negotiate and review in April regarding the outcomes of the immediate development.
10. Cost driver 2 (adaptations for your specific functionality), total of $10,080: while we do still need to further define the basics that must be up and running by March 31 (this would need to be done ins situ, with Theshia Kent, on day 1 session at SMR as we start coding immediately, due to your timelines—there is some risk that we won’t anticipate the scope perfectly well, however, this is a project of such short duration that we will take that risk) we believe that the idea of the scope that we have allows us to propose a cost driver for adaptations as follows:
10.1. 8 hrs per week onsite at SMR for a period of 6 weeks (6 weeks x 8 hrs per week x $120 per hour = $5,760); and
10.2. 6 hrs per week offsite for a period of 6 weeks (5 weeks x 6 hrs per week x $120 per hour = $4,320).
Terms of Engagement
11. The timeframe for the project is 1 Mar 2010 to 4 Apr 2010. We accept all your requirements and specifics as detailed in your [short form contract] template, including contractor’s obligations, payment, confidentiality and privacy, intellectual property, procurement, use of existing software and existing tools, our status as an independent contractor, indemnity and insurance and termination. We note that IP for EMSOnline (the platform) rests with us, but that IP for all specific functionality rests with you.
Stakeholders include
12. The clients of DHS Disability Accommodation Services and other relevant services and all persons supporting the interests of those clients.
13. Managers and staff within DHS Disability Accommodation Services and other relevant services.
14. Relevant managers within Disability Services Division and other corporate areas.
Scope
Inclusions
15. EMSOnline hosting up to three months (we have anticipated what might be the scope beond that under ‘issues’, by way of your risk management).
16. Helpdesk support to ensure users have full access (permissions driven) to create and process data.
17. Developments to user interfaces as defined in on-the-go project planning with Theshia Kent. We propose that for the lifetime of this project we ignore our normal change request process as logged at www.RosterCoster.com due to the close-working nature that our sessions with Theshia will take.
18. Planned decommissioning of any tools that may be decommissioned during the lifetime of the project (user confidence in all tools accessed via EMSOnline cannot be risked by an unplanned decommissioning of any single tool).
Exclusions
19. Adaptations arising from upgrades or changes to the network servers or common desktop environment, or actions by DHS staff with access to PCs or folders that we use. These adaptations cannot be scoped or controlled by us.
20. Upgrades arising from restructures in regions, or movements of cost centres from one sub-region to another. These changes cannot be scoped or controlled by us.
21. Information relating to the architecture or design of RosterCoster.com/EMSOnline; support to create code or formulas (we are limited to providing project outcomes).
Proposed evaluation criteria based on requests for quotation for similar projects
Relevant and adequate qualifications, understanding and experience in the development and maintenance of Information Technology (IT) programs and systems, understanding of the DHS environment and understanding of Visual Basic Computer Coding within Microsoft Excel.
22. We have all the necessary qualifications, and have been intimate with the DHS IT environment since it was first created, and since Microsoft Office was first rolled out at DHS.
23. Our principal has coded rostering in every historical version Microsoft Excel / VBA, and this coding has been a constant on the DHS network as the network was created around it.
Demonstrated ability to deliver quality projects that fulfil project objectives within prescribed timeframes and designated budget.
24. For more than a decade, we have been delivering a large number of projects per year for DHS that fulfil project objectives within prescribed timeframes and designated budget. In particular we have specialised in creating large scale data processing on very limited budgets, with a key to our success in this being our ability to allow invention and adaptation by managers and users in a live and rolled out environment, in the absence (typically) of development teams and budgets for formal testing. In short, as has been noted in our current CERS projects, we engage users to assist in developments, where a dedicated project team with managers and users coming offline would be cost prohibitive, for the budgets we have had at our disposal. We continue to support this approach as a lean alternative to large budget developments.
25. We have never had an application decommissoned for any reason other than us superseding it with a newer version.
Proposal demonstrates understanding of service requirements and a valid, innovative and effective approach to the delivery of the key objectives (outcomes and outputs) specified in this brief.
26. Since prior to the IDPS Act 1986 (our principal was, for example, on the 10 year plan working party relating to this, in the leadup to that Act) and before the first CRUs were created by DHS, we have been intimate with the evolving understandings of the needs of people with intellectual disabilities, and for most of that time, with the evolving requirements of rostering for Disability Accommodation Services.
27. Further, we have been a key player in the evolution of rostering for Disability Accommodation Services, and our activities in developing rostering systems and delivering rostering consulting has increased every year since 2001, with 2010 shaping up as being our most active year to date.
28. We are IT and disability professionals, with wide experience in DHS disability work, line management and project management, and with significant experience delivering a large number of applications to DHS.
29. Further, we are the only company that we are aware of that grew out of disability service provision, and which was set up for the dominant purpose of rostering for Disability Accommodation Services, see www.RosterCoster.com for more information.
Knowledge of disability residential services and relevant IT initiatives within this setting.
30. Our principal has between worked on a large number of roles associated with the delivery of services to people with intellectual disabilities, and have worked closely with DHS's accommodation services for over 25 years.
31. Our principal has worked on the development of EMSOnline approximately full time for close to a decade, and continues to do so.
Proposed key performance requirements based on requests for quotation for similar projects
32. "Work performed: we will meet regularly (as frequently as DHS requires) with the DHS project manager Helen McCluskey to continuously evaluate performance.
33. Issues (resolved and unresolved): we will maintain a record during the lifetime of the project that will document issues raised, and the resolution or non-resolution (reasons will be given) of same, with a view to assisting your decision making post-March 31. N.b. we will need to meet with Theshia Kent immediately upon any acceptance of this quote to discuss appropriate limitations on the volume of works that need to be fit in under Mar 31, towards a reasonable expectation of getting in under the deadline with a good quality outcome.
34. Recommendations and proposed upgrades / enhancements: our developers continuously bring to all projects with DHS, from a technical perspective, to requested changes their own efficiencies, recommendations and adaptations. This will continue in the same manner.
Key deliverables
35. Tools hosted at EMSOnline for at least three months commencing 1 Mar 2010.
36. Helpdesk support to ensure users have full access (permissions driven) to create and process data.
37. Maintenance of EMSOnline: included in hosting, see cost drivers below.
38. Creating upgrades and enhancements as authorised by Theshia Kent.
39. Final review – a meeting with you and Theshia Kent in early April 2010, at which time we would make a frank assessment of how well we anticipated the works in this quotation, how right for SMR the outcomes were during the ‘crisis period’ and what the most reasonable next steps would be, being mindful of the 5 week experience of the current project.
Terms & conditions
40. All amounts quoted include GST.
41. RosterCoster policy on indexation. Fees are incremented on January 1 of each year. These increments are tied to the most recent increment used by DHS in its unit pricing of CSOs. In the case of quotations, where a future increment must be accounted for in advance, the most recent DHS increment is used, and is not adjusted during the lifetime of the contract.
42. Standard hourly rates for calendar year 2010: $120 per hour for coding in Microsoft Office / VBA, and consulting.
43. Standard hourly rates for calendar year 2011: $123.76 per hour for coding in Microsoft Office / VBA, and rostering consulting.
44. Higher rates apply for .Net, out of scope, and lower rates apply to administrative work, out of scope.
45. All tools on EMSOnline are subject to the evolving needs of the majority of the tools at EMSOnline, in terms of the user experience when in the platform. A consistent system across all tools in particular prevents risks such as loss of confidence by users in the platform, which would represent additional costs for us, and loss of confidence in the indivdual interfaces, which would represent an additional cost for project managers at DHS's end. A corollary to this is that any decommissioning of any interface must be done so without disruption to DHS Managers and users.
46. In all of our developments, we provide functionality, features and benefits, but do not provide advice regarding coding and other technical aspects that might result in risks to our market competitveness.
Quotation
A total quotation of $20,080 incl. GST is quoted.
Attachment 1: A response schedule based on standard DHS layouts
Bidder Details
|
Full Legal Name |
Jandapac Pty Ltd |
|
Trading Name |
RosterCoster |
|
Entity Status
(eg: Partnership, Company etc) |
Company |
|
Australian Companies Number (ACN) |
1 |
2 |
1 |
7 |
6 |
1 |
6 |
9 |
9 |
|
|
Registration for GST |
Yes: |
R |
No: |
£ |
|
Australian Business Number (ABN) |
5 |
7 |
1 |
2 |
1 |
7 |
6 |
1 |
6 |
9 |
9 |
|
Postal Address |
GPO Box 2642 MELBOURNE VIC 3001 |
|
Street Address |
40 Blaxland Dve SUNBURY VIC 3429 |
|
Contact Person |
Damien Ryan-Green |
|
Position/Title |
Director & Developer |
|
Telephone No |
0438 388 922 |
Facsimile No |
03 9744 3667 |
|
E-mail address |
Damien.Ryan@RosterCoster.com |
|
Range of services currently delivered |
Applications development, hosting of functionality at RosterCoster.com / EMSOnline, user access to RosterCoster.com / EMSOnline |
|
Years of operation in this capacity |
10 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Qualifications and Experience of Key Project Staff [Delete if not Applicable]
|
Name |
Damien Ryan-Green |
|
Title/Office Held |
Director & Developer |
|
Qualifications |
BAppSc (Applied Physics), MRN |
|
Previous Experience |
1999-2010 for RosterCoster.com and its predecessors, development of applications and delivery of a significant number of projects per year.
1984-1999 for DHS and its predecessors, development of applications, delivery of projects and portfolios, direct care work / line management commencing as a trainee MRN at Caloola Centre, and finishing in 1997 as Sector Manager within Northern Metropolitan Region. From 1997 to 1999, part of the Service Development Team, Disability Services. |
|
Role/functions to be performed |
Project manager OHS components & developer |
Referees (please provide at least two)
|
Company Name |
Department of Human Services |
|
Postal Address |
679-685 High St PRESTON VIC 3072 |
|
Street Address |
679-685 High St PRESTON VIC 3072 |
|
Contact Person |
Janine Carr |
|
Position/Title |
Manager Quality & Development (NWR DAS) |
|
Telephone No |
0438 093 385 |
|
Facsimile No |
1300 664 977 |
|
Email Address |
Janine.Carr@dhs.vic.gov.au |
|
Nature of work performed by bidder |
Development and delivery to North & West Region of online rostering. Selected as relevant to current application, on basis that scope was not fully specified prior to coding, and was developed live via pilots. |
|
Company Name |
Department of Justice |
|
Postal Address |
18-20 St Andrews Ave BENDIGO |
|
Street Address |
18-20 St Andrews Ave BENDIGO |
|
Contact Person |
Tania Morton |
|
Position/Title |
CCS General Manager Loddon Mallee |
|
Telephone No |
5440 6100 |
|
Facsimile No |
5440 6132 |
|
Email Address |
Tania.Morton@justice.vic.gov.au |
|
Nature of work performed by bidder |
Development and delivery to Youth Justice Centres of online rostering. Selected as relevant to current application, on basis that scope was not fully specified prior to coding, and was developed live via pilots. |
Attachment 2: About EMSOnline
The following information can be found at our website www.RosterCoster.com (under ‘HelpDesk’)
EMSGateway (within DHS, known as EMSOnline)
FAQs
Existing users: Apply for onsite training (team meetings) in the use of EMSGateway / EMSOnline
About EMSOnline, including significant recent upgrades via OHS projects (Matthew Casey, project manager)
How a timetabling system for a personal training centre is helping solve the issue of tracking client contact hours for individualised support
Send EMSGateway to your staff
Our web-based platform (see RosterCoster.com) hosts functionality, or tools, if you like.
It may well be the case, however, that you wish for your functionality to be hosted locally. This is especially desirable in cases where you wish to process sensitive information wholly within your local firewall and permissions structure.
Our response is EMSGateway, an intranet-based platform that nevertheless links into the many advantages of a web-based platform (for example, access to online user manuals shared by many organisations), namely, into RosterCoster.com, but which also has the security and other advantages of a platform loaded on your intranet (for example, ability to run workflows via your local email system).
Features include:
- Your Word and Excel templates decommissioned! We promote the idea that sending Word and Excel templates to staff, or having them as downloads on a local intranet, is usually a bad idea. By all means, use Word and Excel, but only as an interface for sending and retrieving data into central permissions-controlled databases. This is an approach that has allowed us to decommission several major tools within DHS and have them all run out of EMSOnline as networked interfaces. The only tool that we have not yet fully networked for DHS is, ironically, the Excel-based RosterCoster tool. However, for CSOs, we have networked even that tool.
- Data sharing with web applications. For example, across Youth Justice Centres in Victoria, the Excel-based RosterCoster tool sends rostered shifts into the web-based RosterCoster.com, ready for the first staff member in the fortnight to ring in sick, say, and be replaced by someone who is online from home saying he or she is available.
Aside: we are currently working with a CSO to do the same job for a client details management system provided one of our competitors. We promote the idea that sometimes it is better for us to data share with competitors, rather than have you seek the often more expensive option of being dependent on one provider for all your systems needs. Put simply, some tools are just better at some things than others. For example, as far as we can ascertain, we are better at rostering than most of not all other options we have seen, but other tools are most certainly better than us at certain other things.
- Reducing administrative burden. For every template processed via EMSGateway, this is one less template that a user needs to think about or even know about. It's also one less file for a user to 'lose', either accidentally or via a hard drive crash. In short, there is no such thing as a blank template to download, say, from the internet or your intranet.
- Keeping development costs very low. We recommend use pre-existing templates, and have users help you develop the tool 'live'. A similar approach is used by Microsoft: release software before it is fully formed, and give users a link via which they can give you feedback. In a large population of users, you will get sufficient feedback, even if most users do not respond. Further, user acceptance and change management, and perhaps even the training need, is covered relatively automatically. In short, this is an alternative to a large development team, and a formal specifcation that might, in ordinary circumstances, cost more than your entire budget, even before coding starts. The starting spec. is your existing system, and the testing team is you and your users.