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[BID NUMBER: SUPPLY, INSTALLATION, MANAGEMENT AND MAITENANCE OF AUTOMATIC NUMBER

PLATE RECOGNITION SYSTEM]

This document is proprietary and confidential to UMjikelezo Traffic Solutions \ Licence Plate Recognition Consortium and may not be communicated to any party outside of mentioned company without written permission from UMjikelezo Traffic Solutions \ Licence Plate Recognition. Copyright reserved © 2010 – UMjikelezo Traffic Solutions. No reproduction is permitted without the authority of the copyright owner

Dumisani Vilakazi DirectorUMjikelezo Traffic Solutions

Ocean Crest Trading 15 (Pty) LtdTrading as UMjikelezo Traffic Solutions

64A Hillary Road Hilton 3245 PO Box 1085 Hilton 3245

Tel: 083 778 0333Fax: 0866 539 859

Email: [email protected]

2010

mailto:[email protected]

UMjikelezo Traffic Solutions

Table of ContentsIntroduction.................................................................................................................................................3

Background..................................................................................................................................................3

Executive Summary.....................................................................................................................................3

Proposed Solution.......................................................................................................................................4

Data Gathering and Cleansing.................................................................................................................6

Hardware and Software...........................................................................................................................7

Licence Plate Cameras.........................................................................................................................8

Checks vehicles / plates against remote databases...........................................................................13

Record images and GPS location of captures and time / date stamps...............................................14

Alert control centre’s, and crew to hits.............................................................................................15

Monitor multi - hits and direction.....................................................................................................16

Links to other License Plate Recognition systems..............................................................................17

Integration into SAPS database.........................................................................................................18

The LPR system can operate within this requirement.......................................................................20

General Requirements...........................................................................................................................21

Standard Workflow Process..................................................................................................................23

General Information..................................................................................................................................27

Websites................................................................................................................................................27

Terminals...............................................................................................................................................27

Payments Options flow......................................................................................................................28

Project Approach Flow..............................................................................................................................28

Project Management Methodology..........................................................................................................30

Project Schedule........................................................................................................................................33

Our Business Integration Methodology.....................................................................................................34

Project Structure.......................................................................................................................................35

Key Project Personnel............................................................................................................................36

Client Profile..............................................................................................................................................37

Capacity Building.......................................................................................................................................38

Risk Management......................................................................................................................................38

Automatic Number Plate Recognition System for Department of Road and Transport Page 2


Quality Management.................................................................................................................................40

Our Quality Objectives...........................................................................................................................41

Communications strategy and Plan.......................................................................................................41

Our consortium’s objectives of the project communication:.............................................................42

Critical Success Factors..............................................................................................................................43

WHY US.....................................................................................................................................................44

Costing.......................................................................................................................................................45



IntroductionThis document proposes the provision of an Automatic Number Plate Recognition system by a consortium of UMjikelezo Traffic Solutions and Licence Plate Recognition cc. (herein referred to as UMjikelezo Traffic Solutions \ LPR Consortium) to the Department of Roads and Transport.

Background

The Department of Roads and Transport would like to engage the services of Automatic Number Plate Recognition specialist to Supply, Install, Manage and Maintain an Automatic Number Plate Recognition System; and it is through this endeavor that we submit this proposal. In the following proposal, we'll discuss our approach to achieve higher productivity, identify benefits associated with these higher efficiencies

Executive Summary

Over the past year, the consortium at individual capacity has assisted a number of municipalities and government departments in improving their productivity and efficiency. Like these institutions, The Department of Roads and Transport is looking to streamline its Traffic operations through the installation of an ANPR system that is able

1. to identify vehicles that have false number plates2. to identify outstanding Fines and Summons3. to help effectively enforce traffic laws4. to provide efficient Back Office Administration Service

UMjikelezo Traffic Solutions consortium will design, implement and manage a complete Back office Administration Service (BOAS) for the management, administration and operation of the ANPR system.

We will supply all the required resources to successfully implement and manage this project from initiation until commissioned. The resources will include Hardware, Software, Material and Accessories and manpower to manage the entire ANPR solution.

It is our understanding that all the outstanding warrant of arrests that were issued but not processed as from January 2008 will have to be captured and made available real-time online. We clearly understand AARTO act as such our ANPR system and all the processes involved falls within the spectrum of the law. Above all we strongly understand the Department of Roads and Transports need for a Turnkey Solution that will provide end to end functionality with full operations support for all non-enforcement activities.

Proposed Solution



The solution proposed by UMjikelezo Traffic Solutions / LPR consortium centre on the use of advanced digital automatic number plate recognition for real time response. We will install a mobile license plate recognition solution into LDRT vehicles. This consists of license plate cameras, a form factor PC mounted in a secure location (in the boot), a printer and 3G modem all powered by an inverter and a small screen mounted to the side of the driver. Every vehicle seen by the camera is compared to the local database and an alarm is generated if a match is found against the database.

Our ANPR system equipment is approved by SABS and the TCSP. Attached to this proposal are the certificates for the approval.

The ANPR software has been developed in-house and as such we can customize it to suit individual requirements. Our system runs on any windows platform and it is not hungry for resources.

Figure 1. Typical image of the screen in the vehicle.

The key to improved fine collection rate is not a single step but a gradual improvement over the entire value chain. Our ANPR System includes the following key areas:

Electronic Ticketing

100 Hand held units for the traffic officials to capture the fine, to increase accuracy, as over 30% of hand written fines are not processed; reduce paper work and allow the deployment of officers to area where



accidents and violations occur most frequently. Automating steps also prevents technical errors, incomplete data and legibility issues.

The Nautiz_X5 hand held unit will allow the traffic official to check for outstanding fines via the license plate and or license disk, without having to radio in. An image will be captured of the license plate or disk and a search of the Database will inform the traffic official of any fines, warrants, if the vehicle is registered on eNATIS, etc.

The hand held unit will allow the drivers license to be verified and linked to any outstanding fines or warrants.

The license plate system has the following advantages over other mechanical and automated solutions:

• Simple configuration

• Fast response (output in milliseconds)

• High recognition rate

• Accurate and reliable under variable ambient conditions

• 24 hour operation• User friendly display and operation• Simple integration into the existing computer resources • Collects traffic history data• Provides view of the lane traffic• Cost-effective

Our ANPR product line is available in several configurations: Background Windows application Stand alone reader Windows DLL (Linux and WinCe versions are also available); High-Speed Traffic Multi-lane LPR system (See Traffic) Roadblock system with Software trigger Mobile Recognition system

Figure 2

Data Gathering and Cleansing

The consortium will gather and capture the available information on all outstanding warrant of arrests issued but not processed as of January 2008 or any other date that municipality deem necessary. The results are then consolidated into database that consists of all vehicles who have not paid traffic fines, plus all local stolen vehicles, any known vehicles which are not registered, plus any other vehicles which should be checked.



The database will be made available in all the roving vehicles and during roadblocks. It will be made real-time online such that it can be speedily accessed and traced. Upon picking up any anomaly our system generates an audio and visual alert on the screen.

Figure 3. This is the type of alarm (audio & visual) that the driver would see.

Hardware and Software

Each vehicle will be installed with a complete ANPR system. The system will comprise of:-

Licence Plate Cameras Form factor PC LCD Flat Screen ANPR Software Backup Batteries



Scanners Printer 3G Card Power Inverter

Figure 4 & 5. Typical Installation

Licence Plate Cameras

Currently we have only confirmed the LPR operation in South Africa at a speed of 263km (confirmed by RTI – John Schnell, on the N3 location of ASD). Theoretically, based on a 5M FOV (Field of View), at 300KM/H at 60 FPS one will capture 3 images of the vehicle.



Figure 7We would welcome an opportunity for anyone with a fast car to come to any of our existing sites either locally (over 100 sites) or internationally (over 10 000 sites) with long approach and exit lanes to prove that the system will work at over 300KM/H.


300 km per h60 min5 KM per min0.083333333 KM per s83.33333333 Meters per s

60 Frame rate per second1.388888889 Meters per frame

5 FOV3.6 no of images of the car


Day, night, all weather

The camera proposed has a number of features which make this camera ideal for all weather operation, including:

Strong sunlight / shadow correctionLow illumination requirementsAdjustable gain and shutter time 1/100 to 1 / 30 000 secAutomatic internal heating with thermostat (-20 degrees to + 55 degress)IP 67



Handles bright lights

The camera proposed has an IR filter (at 850 nm) plus external IR lights at 2 000W

This ensures that head lights do not interfere with the operation of the camera while capturing the license plate.



Stabilised to work in all road conditions

The camera is a digital camera, operating at 60 frames per second. The housing and bracket are designed to operate in high winds, at speed and on very rough roads.



Preferable use same cameras as in - vehicle camera system

The camera proposed is designed to operate outdoors and at high speed. LPR would suggest a low cost, IP camera with a built in microphone designed to operate in a vehicle which would be far better than using the same camera in and outside?

Figure 11

Checks vehicles / plates against remote databases



Below is an example of a LIVE link into the JMPD database.

Figure12 & 13 is an example of a LIVE link into the SAPS Database

Record images and GPS location of captures and time / date stamps

The DATA block can contain all or some of the following data:



Date & Time

Location (vehicle and GPS position

Operator / data link logged in as

Speed & direction

Reason for alarm

You can add or remove fields as required.



Alert control centre’s, and crew to hits

The LPR system can be set up to generate an alarm locally (via visual or audio) or SMS or e-mail or pop up in a control room. The specific alarm can be set per vehicle type or even to per plate, allowing further investigations to occur.



Monitor multi - hits and direction

The LPR system can log and record multiple hits and vehicle direction.

Figure 16

Links to other License Plate Recognition systems



This resembles connectivity to other ANPR System around the country to monitor vehicles and identity theft

Figure

17



Integration into SAPS database

Figure The LPR system can be integrated to SAPS stolen vehicle database

Figure 5 Data obtained from a live link to SAPS Stolen vehicle database



The LPR system can operate within this requirement.

100% scanning of vehicles with 95% successful recognition for number plates other than South Africa

The pulsed IR assists with the night time operation

Figure 19

100% scanning of vehicles, with 99.98% successful recognition under conditions where number plates

adheres to SABS standards

-



Figure 20

General Requirements

This is a checklist for our system compliance and all the notes have been taken are of in the various parts of this document. Number Description Accepted

Yes or NO6.1 Patrol Vehicles to be fitted with ANPR System Yes

6.2 The system should be able to interact with its main source for access by such deployed vehicles in all districts of the province Yes

6.3.1 Roving ANPR vehicles to be fitted with Automatic Number Plate recognition Cameras and recognition engine specifications Yes

6.3.2 &3

Ability to read passing, parked and approaching vehicles on the left and right hand side Yes

6.3.4 Read rate and accuracy of more than 95% in all lighting conditions of legitimate licence plates Yes

6.3.5 Must Record a colour overview image of the vehicle Yes6.3.6 Requires no operator intervention for adjusting cameras for different

lighting conditions Yes6.3.7 Able to read simultaneously in all directions at more than 3 vehicles per

second Yes 6.4 Vehicles must be fitted with a camera in car as a surveillance attached to

a DVR for evidential purposesYes

6.5 Daily reports must be produced in an electronic format and must include6.5.1 Quantity of vehicles Yes



6.5.2 Quantity of positively matched against the various database Yes6.5.3 Details of action taken by officer Yes6.5.4 The colour overview of the positively identified vehicle Yes6.5.5 GPS coordination Yes6.5.6 Date and Time of reads Yes6.6 The system must be capable of in real time via HSDA/3G and GPRS to the

following external databaseYes

6.6.1 Interfacing with eNaTIS Yes6.6.2 SAPS circulation database Yes6.6.3 The queries on this database must return the results in less than 2

secondsYes

6.6.4 Database of the department scanned warrant images Yes

6.7 Patrol vehicles which are equipped with the ANPR system / devices, must have an alternative power supply to ensure that the system is fully operational in the event the vehicle primary power source is lost. Such a power supply should have a minimum of 3 hours uptime to maintain the system

Yes

6.8 The service provider must ensure that the designated patrol vehicle fitted with the ANPR system / device has a vehicle tracking unit installed as well. This tracking unit must be able to be monitored via the web or any web enabled portable device / handheld computer / cellular phones, etc. the service provider must maintain such a vehicle tracking subscription fee and maintenance

Yes

6.9 The system must be fitted with a GPS receiver for recording GPS co-ordinates of read motor vehicles

Yes

6.10 The vehicle must be fitted with a printer for printing the results sets from a specific vehicle registration number o0r ID Number

Yes

6.11 The system must facilitate automatic (via ANPR) as well as manual enquiries via a keyboard for both registration and ID number

Yes



Standard Workflow Process

A flow chart gives the best understanding of any process flow hence the illustration below. The BOAS makes sure that the process is functioning as required and any misalignment is dealt with effectively and efficiently.







Collection Process

Below is our model collection process. The BOAS resources are fully utilized to properly institute this collection process flow. The process has proven beyond any reasonable doubt that it can produce the desired outcome.

Figure 23

General Information



Through a combination of various REAL TIME reminders, e.g. SMS or E-mail or web link when the vehicle is detected by any of the existing CCTV. IP, Metro, Fixed or mobile cameras, etc. We will also utilize a call centre assisted by a website to give the offenders more readily available information as well as a range of payment methods that they can settle their fines in the easiest manner possible.There will be various places that information about outstanding fines can be viewed. This will assist the offenders to know that they need to pay an outstanding offence.

Websites

A website will be established to view and search fine on the internet; this website will be online and will access the database for information. The e-Commerce payment option will also be active on the website. This will allow the offenders to pay their fines after they viewed images and amounts on outstanding traffic offence.

Terminals

The payment system has the capability to be placed and used on remote locations. The intention of this application of the system will be, to assist the LDRT on the collection of outstanding traffic violations at roadblocks. The NuTraffic system allows the LDRT officer to capture a payment on the system as well as to process a non cash payment at the roadblock. This can in turn be marketed that the offenders can stop and pay at any roadblock set up by the LDRT.

Payments Options flow

Project Approach Flow


LDRT


The substantial experience developed from installing systems locally in South Africa and internationally will prove extremely beneficial during install of the proposed solution. Key to the successful installation and faultless operation is the initial design, based on a complete TCP/IP backbone, consisting of ADSL, wireless links and GSM connectivity. The connectivity allows any camera to connect to any computer, ensuring maximum uptime. The ability to obtain feedback from the equipment in the field in real time, allowing proactive response to any issue ensures all challenges are resolved before they escalate.

The ANPR system will be custom build depending on the type of vehicles made available. Each installation consists of a full set of ANPR system as a stand alone unit that can be easily connected to the entire ANPR Network.

A meeting will be arranged to discuss any modification to the system design, layout, identify the vehicles. A weekly meeting time is requested for feedback on progress plus the ability to immediately identify any issues which might arise. If there is nothing to discuss, this should take only a few min. However, if any issue does present, all role players can be kept informed of the progress and decide on a suitable way forward. This is the ideal time for the operational staff to get involvement, so they understand the solution from an operational level. At each meeting additional reading material will be provided to the operational staff for study and prepare.

The systems will be pre-built before being installed, with substantial tests to limit any on site issues. This is the ideal time for the operational staff to get hands on involvement, so they understand the solution from a board level.

Once the systems are installed, extensive tests begin. As these are all done from the actual vehicles this is the ideal opportunity to continue the on the job training of the personal who will operate the system. Each stage of the process will be extensively tested: from loop detection, multiple image capture, OCR, transfer of the data (plate, lane, date, time, etc.), loading users and those plates where an alarm should be generated. Tests will be performed using dedicated vehicles travelling at specific speeds to ensure the entire system is fully operational, including the measured distance between sites.

The time critical nature of the project requires total commitment from a dedicated solution provider who has substantial local experience in providing this solution.



Project Management Methodology

Our consortium’s Management Methodology provides the basic infrastructure and tools for planning, integrating, and controlling projects from assessment through implementation. It ensures that the client’s expectations are met within the approved scope, cost, and time. It is based on the concepts embodied in the generally accepted and effective project management framework, the Project Management Body of Knowledge (PMBOK), which was developed by the Project Management Institute (PMI).

Figure 1: Project Management Methodology

The principles identified in the body of knowledge are divided into five workflows that organise the project management activities and deliverables in a structured, sequential manner. These workflows represent the foundation for the Project Management thread of an engagement.

Major processes in the methodology are organised into five workflows; initiate, plan, execute, control, and close. Processes are carried out and repeated as necessary, in each phase:

Initiate Phase (Specification Development) - Includes the activities conducted at the beginning of each project phase to determine or reaffirm the project scope;

Plan Phase (Project Initiation) - Develops and maintains a workable method for accomplishing the business needs and objectives that the project was undertaken to address. This includes the activities conducted throughout every phase of the project that identify and reaffirm the processes, practices, procedures, resources, schedules, and deliverables that are needed or expected for successful completion of the business goals and objectives;



Execute Phase (Project Implementation) - Includes the activities performed by the resources to prepare and accept the deliverables needed to meet the business objectives according to the plan, and the activities to capture and report on the progress of the work planned;

Control Phase (Project Steering) - Includes the activities conducted by the management team to monitor the progress of planned and unplanned work, and the corrective actions taken to avoid or resolve performance problems that may endanger the business objectives of the phase;

Close Phase (Project Conclusion) - Includes the activities conducted at the end of a phase or project to transition resources from the phase back to their normal duties, and the activities required to end the phase or project in an orderly manner.

Each phase ends with closing workflow tasks, which lead into the initiating workflow tasks for the following phase.

To ensure that the department is kept abreast with the developments and progress of the project, it is suggested that there be a steering committee that will give guidance and approval of the project team’s deliverables. The steering committee should meet regularly to be updated on the project. This committee will sign off on the deliverables. It is suggested that a project management team that is constituted by both the consortium’s project director and the department’s project sponsor manages the day to day of the project. This includes:

Project resource management; Risk management relating to the project; Establish project milestones based on input from all disciplines; Make milestones “visible” to the project team and the steering committee; Evaluate, proactively and formally, performance against milestones; Systematically capture and categorise project issues; Define and publish issue resolution roles and responsibilities; Establish standards for all project tools; Integrate work plans, issue documentation, design documentation, and communication protocol; Create and distribute “official” scope documents for all to use, and Establish formal procedures for scope re-evaluation and change. This methodology encompasses 4 phases to allow for project planning, project process

development, implementation and evaluation of outputs and deliverables. Based on our previous experience in many similar strategic and organisational effectiveness

assignments, a critical success factor is the establishment of a joint project interface between the LDRT and Our Consortium. This will facilitate capacity building (which in Our Consortium is known as Knowledge Transfer Programme) of skills and ensure the development of capacities within the LDRT and its business units. We also believe that the Steering Committee should include representatives from all stakeholder groups. The Steering Committee would provide overall direction while a


Programme SteeringCommittee

ANPR Specialists

Project Management GroupLampoon/LPR

consortiumLDRT


Programme / Project Management Committee would be responsible for the day-to-day management of the process

NB: ANPR = Automatic Number Plate Recognition

LDRT = Department of Roads and Transport


Our people have wealth of experience in local government service delivery, parastatal and private sector spheres.


Project Schedule

The following project schedule shall apply for the completion of this assignment. This schedule will be based on the scope as defined and any changes to the scope will affect the schedule.

Diagrammatic Project Plan


Process Enablement

Executive Direction

Ownership

Technology

People

Strategy


Our Business Integration Methodology

Our methodology recognises that, people make strategy, process and technology work, thus we partner with our client and ensure maximum involvement of our client people in the strategy development process which we believe it makes it easier for people to execute.

We deeply involve people in all stages of the project with acknowledgement that they are the driving force that determines maximum performance. People matters are frequently more complex than any of the other three business imperatives. The interrelation of the four namely, People, Strategy, Process and Technology is the cause of success in organizations working towards achieving their objectives and vision.



Project Structure

N.B Our past experience has proven that an integrated project structure is the key to speed up skills transfer. Department of Roads and Transport employees will be expected to play a vital role in the execution of the project as demonstrated in the above structure.

Key Project Personnel


Project Manager

Project Engineer Specialist Skills Administrator

Systems Engineer Systems Developer Support Staff Back Office

Support Staff Back Office


Team Member

Barry, the CEO of Licence Plate Recognition CC is a committee member of the KZN Computer Society of South Africa.Presentations: Neural networks to enhance safety in local authorities: automatic identification, tracking and alarm at TECHNOLOGY IN LOCAL GOVERNMENT RAISING LEVELS OF SERVICES DELIVERY THROUGH TECHNOLOGY 20-21 JUNE 2006 – MIDRANDEducation: MBA at the University of Natal, specialty: IT Information Management & E-Commerce. The MBA dissertation, Casino Exclusion Technique Exploration - Framework Development, examines the possible solutions to excluding problem gamblers from SA casinos.

University of Natal, Pietermaritzburg, Republic of South Africa – M.S. thesis (Cum Laude) in Microbiology (April 1999). Thesis Title: “Application of Image Analysis in Microecophysiology Research: Methodology Development.”

Client Profile



Capacity Building

In any typical project environment, our consortium aims to partner with its client, in this event is the LDRT to create a partnership where knowledge will be effectively disseminated through a two way process. Although our Consortium brings the project management and assets management expertise, the LDRT would bring a wealth of experience in the internal environment of the LDRT, especially with a wealth of information acquired through the previous Traffic transactional activities that the LDRT was using.

Through capacity building (knowledge transfer), Our Consortium aims to: Provide an environment within which knowledge can be quickly disseminated; Create a partnership between Lampoon\LPR Consortium and the LDRT in executing this

assignment and developing the LDRT asset register. Increase the levels of solution buy-in through involvement at Senior Executive Management; Create knowledge platforms on which informed decisions are made; and uplift levels of

competence in project management.

The nature of the knowledge transfer model that the “project” will adopt will have the following characteristics:

Integration through the design of multi-functional teams constituted by resources from LDRT and Our Consortium

Achievement of cross-functional objectives. Provision of an environment where innovation is encouraged. Knowledge transfer that (depending on the need and circumstances) allows for the outcome-

based types of knowledge transfer.

Risk Management



Risk management requires a formal approach through the assignment in order to achieve the aims and objectives of the LDRT services.

From our extensive experience in assisting clients in executing complex audit exercises such as the one depicted by the LDRT, we have identified six (6) types of high risks that must be actively managed to ensure success. The risks are:

Executive risks – risks regarding executive commitment and support including sponsorship and alignment with other business initiatives.

Programme risks – risks that affect the efficiency and effectiveness of how the programme is run

Technical risks – risks associated with the hardware, software and systems architecture

Organizational risks – risks that occur if the entire Institution is not aligned with the project

Decision making risks – risks that occur if there is poor decision making, slow decision making or inability to make crucial decisions

Functional risks – risks that affect the system’s ability to support specific users or user functions

The approach to risk management will change as the project progresses:

During the planning phase our risk management will cover contractual, technical, financial, organizational, people stakeholder and programme risks

LAMPOON HOLDINGS and Licence Plate Recognition CC have managed similar risks successfully using the same techniques on nearly every Business Re-engineering client engagement.

We use a visual management tool “red flagging” as illustrated below which identifies, areas that need to be addressed urgently to avoid them becoming Showstoppers.


Risk Category

STOP

Risk

Inadequate sponsorship and buy in from theSenior Managers

Risk re-assessment Mitigating Action

PROCEED

STOP

Stakeholder management programmedEstablished – results confirming directionalAlignment of programme with expectations

“as is” data capture not being completedAccurately or on time

PROCEED Top down directive issued to ensure Compliance with programme objectives

Risk re-assessment Mitigating Action


Quality Management

Our Management aims to ensure that

The defined quality objectives are met,

Stakeholders and sponsors’ expectations are fulfilled or exceeded,

Each individual and team on the project applies the approved quality principles, standards and methods in a consistent manner, and

The Quality Strategy identifies the standards and procedures that apply for the life of the project to ensure quality delivery.

Our Quality Objectives



The objectives of our Quality Management are to:

Ensure that consistent quality standards are applied across all components of the project;

Communicate quality practices and procedures to internal and external entities;

Ensure quality management is an integrated part of the project;

Control areas of high risk in terms of quality on the project; and

Ensure satisfaction with project deliverables and outcomes.

The following quality guiding principles are fundamental to our quality approach:

Excellence: Work of superior quality should be delivered at all times and the team should ensure the tasks performed add significant value. This includes delivering quality results, realising anticipated business benefits from our work and meeting or exceeding the expectations of our stakeholders.

Sponsor Driven: Our key client's should be foremost in our minds. The project will be directed by requirements of the LDRT. We shall solicit and meet expectations of LDRT and ensure that it is continuously informed on progress.

‘Build in Quality’ vs. ‘Inspect in Quality’: Our methodology reflects best thinking in terms of doing things right the first time. Our mindset should be “built-in quality’ rather than relying on quality checks and audits to correct quality non-compliances.

Continuous Process Improvement: Our project methodology is based on best practices from work done in other clients, and have been modified for the specific requirements of the project. The project should aim to continuously improve its approaches, methodologies and processes. These should fit the requirements of LDRT and its environment.

Proactive Quality Management: Although certain specific Quality Assurance activities (e.g. Quality Reviews) will be performed as is necessary, Quality Assurance is a day-to-day activity for LAMPOON and LPR.

Empowerment and Responsibility: Each member of the team is responsible for quality on the project. Individuals are expected to adhere to quality standards and principles and highlight areas of non-compliance immediately.

Communications strategy and Plan

Our consortium regards project communication as a critical means to establish an effective communication between the project and all its stakeholders. Our consortium commits to provide a high class excellent management to this project because we know that well managed project communication can set a positive tone that minimizes speculations by providing timeous and accurate information.



We know that communication can only be successful if it is consistent, continuous and two-way. The term “Stakeholder” herein has been used generically as a reference to all people and groups, both internal and external that may directly or indirectly be influenced by the results of the project.

Effective communication is a critical component to ensure that stakeholders understand the changes and buy into them, which will ultimately have a substantial impact on the success of a project. Its objectives are to effectively engage stakeholders, to build credibility, confidence and to create and sustain sufficient momentum in the organisation around the project, as well as to keep stakeholders informed about the project progress and developments. Ultimately, it is envisaged to move stakeholders from a level of unawareness and resistance, through understanding to ownership and action, this is further illustrated in the diagram below:

Awareness

Individuals have heard of the Transformation and are aware of the basic scope.

Understanding

Individuals have an appreciation for the impacts and benefits that the Transformation will have on their functional areas.

Acceptance

Individuals are receptive to working with and implementing changes amid uncertainty.

Engagement

Individuals are actively involved in and contribute to the Transformation activities.

Ownership

Individuals acknowledge that the Transformation belongs to the and create innovative ways to use and improve it.

Com

mitm

ent

Status QuoTime

Vision

Awareness


Understanding


Acceptance


Engagement


Ownership

Individuals acknowledge that the Transformation belongs to them and create innovative ways to use and improve it.

Com

mitm

ent

Status QuoTime

Vision

Awareness


Understanding


Acceptance


Engagement


Ownership

Individuals acknowledge that the Transformation belongs to the and create innovative ways to use and improve it.

Com

mitm

ent

Status QuoTime

Vision

Awareness


Understanding


Acceptance


Engagement


Ownership

Individuals acknowledge that the Transformation belongs to them and create innovative ways to use and improve it.

Com

mitm

ent

Status QuoTime

Vision

Stakeholder Enrolment Process

Our consortium’s objectives of the project communication:

Create awareness and understanding amongst the project and its stakeholders by providing the required information at the right time;

Begin to sustain the acceptance process by promoting buy-in from stakeholders through addressing concerns, soliciting input and encouraging participation;

Create realistic expectations through open and honest communication;

Provide mechanisms to evaluate the effectiveness of communication;

Provide a means for feedback; and

Our Reinforce the objectives and goals and benefits of the project.



We believe that affective communication is that which delivers real-time messages using the suitable language and channel for the aimed at audience and is keen to receive feedback. Our project communication remains the best since it is build around the following elements:

Audience – Our consortium Advocates That Messages, Channels, Timing and Feedback Should Be Built around Audiences.

Message – Our consortium Advocates That the Tone, Style, Language and Feel of the Message Should reflect and Mean Something Meaningfully Simple.

Channel / Vehicle Of Communication – Our consortium Advocates That Messages Must Be Encapsulated in Communication Media Known and Acceptable to the Audience.

Timing – Our consortium Considers the Timing of Communication as Important as the Message Intended for Communication.

Feedback Mechanism – Our consortium Considers Two-Way Communication as A True Form of Participation and Not Monologue.

Critical Success Factors It is imperative for LDRT to ensure:

Buy-in and support of the development of the asset management strategy by LDRT management and other key stakeholders

Dedication of competent and reliable resources to the project

The scope of the project will remain unchanged during the duration of the project;

Alignment of this project with some of the key initiatives in the organisation

Management of the other initiatives of the LDRT to ensure that they will not create dependencies that unduly impact the objectives of this projects

Management by LDRT of dependencies with external parties contracted to the client,



Confirmation of the planned effort and schedule beyond major checkpoints will be confirmed and agreed upon

WHY USWe are confident that OUR CONSOTIUM provides an optimum balance in terms of size, skills, profile and BEE involvement to ensure the successful execution of the project.

We recognize that a programme of this size and nature carries significant risks for the LDRT, at the same time it offers opportunities for significant benefits beyond unimaginable horizons. We believe that with our world class expertise and personalized approach, OUR CONSORTIUM can work together with the LDRT to minimize the risks and achieve the real benefits of the system.

We believe that OUR CONSORTIUM is uniquely positioned to assist the LDRT in this programme for the following key reasons:

We understand the challenges facing government institutions. OUR CONSORTIUM has the ability to work with you in overcoming these challenges in new and innovative ways.

OUR CONSORTIUM has deep experience of working with various government institutions on automatic Licence Plate Recognition and System Development.

OUR CONSORTIUM has unparalleled experience in ANPR System initiatives involving the planning, design and implementation of objective, consistent, accurate and qualitative business performance management solution.

OUR CONSORTIUM understands all legislations governing the assets of the Public Enterprises or government institutions.

OUR CONSORTIUM approach is innovative but sensible, and ensures accountability and commitment.

OUR CONSORTIUM not only focuses on designing, developing and implementing – it values and ensures that the LDRT becomes part of the designing, developing and implementation to ensure that the LDRT personnel sustain positive business results.

OUR CONSORTIUM is exceptionally good and multitalented in the area of assets management. Through its wealth of experience, OUR CONSORTIUM can deliver beyond expectations on this assignment.

Finally, OUR CONSORTIUM acknowledges the significance of this programme and intents (as defined with our values) to be devoted in the successful delivery of the system that meets the requirements driven by the LDRT’s needs.

OUR CONSORTIUM is very much familiar with initiatives taking place in the Provincial government front.



Costing

Our aim is to provide high quality service and value for money fees. We believe that the range of skills and experience that we could provide on this assignment through the composition of our team, together with our proven methodology for service delivery would be particularly relevant in achieving this aim. These features will enable relevant advice and provision of focused service in a cost efficient manner.

Our proposed fee structure recognises that this would be a prestigious appointment, which we are very keen to secure, but at the same time it is a complex assignment, which will require a considerably high level of expertise.

Also, our proposed fee is based on our estimate resources required guided by the deliverable indicated in the Tender document.

Please see attached schedule.


Documents

Bid Number: Supply, installation, Management and ...i-cube.co.za/UMjikelezo Traffic Solutions/UMjikelezo... · Web viewBid Number: Supply, installation, Management and maitenance