17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 11
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
5. Treasury 11. Fixed Assets
6. Year End Closing 12. Contract Management
1.5.4 City of Centennial, CO
ERP Finance Requirements, RFP, Procurement & Contract Negotiations Scott Blumenreich
Chief Innovation & Technology Officer (CITO)
City of Centennial
13133 E. Arapahoe Rd.
Centennial, CO 80112
303.754.3328
[email protected]
June 2016 – June 2017
Project Description:
ThirdWave conducted and facilitated the procurement of an ERP Financial System to replace SunGard and MS Excel. This included facilitating and managing the complete procurement lifecycle including requirements definition using ThirdWave’s Rapid Workflow® workshops, RFP development, facilitating procurement activities (pre-bid conference, addendums, vendor demo agendas/benchmarks, vendor demonstrations, proposal evaluations and selection), BAFOs and contract negotiations.
This is what’s the City’s Project Manager had to say about ThirdWave’s performance:
January 30, 2018
In June of 2017, the City of Centennial retained ThirdWave Corporation for consulting services to support the procurement of the City's Enterprise Resource Planning (ERP) system. The scope of work included business requirements, technical requirements, business process documentation, RFP development, vendor evaluation criteria, vendor selection for demonstrations and contract review and negotiations.
The City had experience the professionalism and the value of ThirdWave's Rapid Workflow® workshops in 2015 when ThirdWave supported the City in the efforts to create an IT Strategic Plan. What has impressed the City during the ERP project is the breadth of knowledge and expertise that ThirdWave has regarding ERP systems. The insights provided by ThirdWave had not only allowed the project to keep moving forward, but provided a level of comfort to all stakeholders that participated in the project.
ThirdWave had a direct impact on the support the City project manager received from the departments and executive management of the City.
It was a stroke of luck to have found ThirdWave during the IT Strategic Plan project, and their knowledge, professionalism and integrity was critical to the success of Centennial's ERP project.
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 12
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Scott Blumenreich
Chief Innovation & Technology Officer (CITO, Ret.)
Other Projects:
2020 Enterprise Asset Management Procurement
2017 Rapid Workflow® Certification Training
2015 Information Technology Strategic Plan
1.5.5 Helix Water District
Finance ERP: Requirements, RFP, Procurement, Contract Negotiations
Quince Lunde Michael Herrera Jennifer Bryant
Enterprise Appl. Manager Enterprise Appl. Manager Finance Director Helix Water District Helix Water District Helix Water District 7811 University Ave. 7811 University Ave. 7811 University Ave.
La Mesa, CA 91942 La Mesa, CA 91942 La Mesa, CA 91942
619.667.6205 619.667.6205 619-667-6259
[email protected] [email protected] [email protected]
1. Finance ERP: Requirements, RFP, Procurement, Contract Negotiations July 2016 – July 2017
Dollar Amount: $100,000 No variance
Project Description:
Leveraging the requirements articulated in the first project, ThirdWave conducted the procurement of a new Finance ERP. This successful procurement process was completed on budget and on schedule.
2. ERP Utility Billing & ECMS Implementation Project Management August 2014 - Nov 2015
Dollar Amount: $340,948 No variance
Project Description:
Based on the extraordinary results of the ERP procurement phase (on schedule, on budget, ThirdWave was retained to act as the Project Management for the implementation of a Cayenta ERP Utility Billing System, OnBase Enterprise Content Management and XC2 Backflow Prevention System. This $2.6 M, 14-month project was completed 1 week ahead of schedule and $100,000 under budget – an unheardof outcome for ERP projects. The multiple projects had a total budget of $6,000,000.
3. ERP Utility Billing & ECMS Assessment & Strategic Plan March 2013 - October 2013
Dollar Amount: $112,953 No variance
Project Description:
Procurement of a new Customer Information System/Utility Billing ERP, the Cayenta Customer Billing System and OnBase Enterprise Content Management System.
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 13
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F This is what’s the City’s Project Manager had to say about ThirdWave’s performance:
To whom it may concern,
Helix Water District retained ThirdWave Corporation for consulting services to support the procurement of the District’s Enterprise Resource Planning (ERP) and Enterprise Content Management (ECM) systems. The scope of work for consulting services included:
business needs assessment, development of business process documentation and technical requirements, enterprise software RFP development and detailed specifications, evaluation and selection of ERP solutions, and contract negotiations and review.
While the District was impressed with ThirdWave’s breadth of experience related to business needs assessment and business process documentation, we selected ThirdWave due to their interpersonal skills including effective communication. We knew that we would be relying on this consultant to help the District move forward with a very risky and challenging project and we knew we wanted a firm that had the skills and abilities to help mitigate risk and ensure a successful implementation. We found that firm in ThirdWave. The team has a strong track record, is very experienced, has strong communication and organization skills and the ability to effectively implement the District’s scope of work.
ThirdWave’s project management skills and value added have allowed the District’s project to stay on track. ThirdWave’s experience and their Rapid Workflow® methodology made it easy to document our business processes. We achieved huge results faster than we could have imagined. Roy Hernandez is a skilled facilitator that understands how to effectively and respectfully ask questions to gain the important details to chart out our business processes. The team enjoyed working with Mr. Hernandez because he is personable and quickly understands the unique aspects of the District’s business. Mr.
Hernandez knows how to use his Rapid Workflow® methodology to gather key information about our business processes which helped in developing a clear statement of work for the RFP for the ERP/ECM systems.
Mr. Hernandez has a vast knowledge about government procurement processes which helped the District to develop a detailed and objective process to procure the ERP/ECM systems.
ThirdWave has provided invaluable advice and guidance on the procurement of the ERP/ECM systems. They have the breadth of experience which has helped to ask the key questions during the vendor presentations. We are pleased with the results and the excellent consulting services that Third Wave has provided. We highly recommend Third Wave for ERP procurement and business needs assessment. We are fortunate to have found Third Wave with their depth of knowledge, strong communication and interpersonal skills, as well as high integrity.
Lisa Stoia
Finance Director
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 14
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
2.1 Single Project Manager
The Project Manager, and single point of contact on the City’s project, is Roy Hernandez, President of ThirdWave.
He will act as the prime contact with the City’s Project Manager on all project and contractual matters. Roy has extensive IT project management experience. (In a previous life, he was a Construction Manager of office parks and skyscrapers in Silicon Valley). He is an accomplished
project manager who has successfully managed more than
200 major government IT/ERP projects, of which 147 (onehundred forty-seven) have been IT Strategic Planning projects; and dozens have been ERP engagements. Roy
received his PMI PMBOKTM project management training at the University of Colorado, Boulder.
Roy Hernandez has specialized in managing enterprise IT projects of scale and complexity, covering a broad spectrum of Information Technology areas including ERP evaluation, selection and implementations, City-wide IT/E-Government Strategic Plans, Business Process Improvement, Enterprise Content Management Systems, GIS and Web Development projects.
His project management and leadership capabilities are widely known in the local government community in California. Consequently, he has received numerous industry recognitions, e.g., local, national and international awards for project management best practices on projects over $1,000,000. He was also appointed to the California Information Technology Commission, established under the mandate of Senate Bill 1, Chapter 508, the principal advisory body to the CIO for the State of California’s IT issues.
Section 2
Personnel
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 15
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
2.2 Project Organization
Our project team will ensure the successful execution of the City’s ERP engagement. The Project Manager will act as the single point of contact with the City’s Project Manager. Our technical professionals each bring specific areas of expertise to the project. Our senior consultants offer expertise in ERP system evaluations, procurement and implementation management. The project coordinator offers 32 years of ERP project requirements and RFP development, and the Business Analysist 4 years documenting hundreds of ERP As-Is/To-Be process maps.
Figure 2.2.1: Project Organization Chart
2.3 ThirdWave Project Staff
The table below provides an overview of our project team. Resumes are provided in below.
Figure 2.3.1: Project Staff Expertise & Experience
Project Staff Education/Experience Professional expertise, experience and role Roy
Hernandez
Project
Manager/
Enterprise
Architect
BA Architecture with Honors,
UC Berkeley
MA Architecture, UC Berkeley
Harvard Graduate School of Design,
Computer Aided Design
University of Boulder, IT PMBOKTM
Project Management
Professional Experience:
ThirdWave Corp., Los Angeles
IBM, Information Systems Group,
Los Angeles/New York
IBM, General Products, San Jose
K+CZL Architects, San Jose
Vandersen’s Construction
Oakland City Planning Dept.
With 34 years of IT experience, Roy is an
accomplished Project Manager, Enterprise
Architect and IT Consultant. He has
successfully managed the evaluation,
acquisition and implementation of ERPs for
34 years, and has experience with all major
commercial ERP systems. He has authored
three books on tech and teaches courses on
ThirdWave patented Rapid Workflow®
Business Process Improvement method and
PMI’s PMBOKTM Project Management
methodology.
Roy will act as the Project Manager and
Enterprise Architect, be involved on all tasks,
review all task deliverables, and be
responsible for a successful project delivery.
City of Hemet
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 16
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Mitch Meier
Enterprise
Services
Manager
MA Public Administration
University of Colorado, Denver, CO
BA Business Administration,
Management & Political Science,
University of St. Mary, Leavenworth,
KS
Experience:
ThirdWave Corporation
City of Centennial, CO
City of Boulder, CO
City of Thorton, CO
Town of Cedaredge, CO
Mitch Meier brings over 12 years of local
government experience and expertise in
various roles: Manager of Enterprise Services
in the Office of Technology & Innovation,
portfolio management, and five (5) ERP
evaluation, procurement and implementations
over the last 5 years. As a Management
Analyst and Financial Analyst, he has a strong
finance background and experience
developing//managing multi-million operating
and capital budgets for local government.
Mitch has ERP implementations ranging from
a finance and budget subject matter expert to
project manager of a 28-month Finance, Asset
Management ERP implementation. Mitch will
be involved throughout the entire project.
Sergio
Hernandez
Sr. IT
Consultant
BA, Social Sciences, UC Berkeley
IT Experience:
ThirdWave Corp., Los Angeles
Sergio Hernandez has 32 years of experience
in IT Strategic Planning and 27 years of ERP
evaluation, selection and implementation for
city, county, state and special district clients.
Sergio’s role on the project will be to participate
and provide oversight and quality assurance
review on all project deliverables.
Sergio will also play a key role in developing
the final ERP RFP and procurement phase.
Aymee
Barajas
Business
Analyst
BS, Management and Business
Economics,
University of California, Merced
Experience:
ThirdWave Corp., Los Angeles
UC Merced, Housing & Residence
Life, Graphic Designer
UC Merced, ASUCM, Social Media
Account Manager
Aymee Barajas has 4 years of experience in
IT Strategic Planning and ERP/ERP
procurement engagements. She is certified on
As-Is/To-Be Rapid Workflow® process
mapping. She has worked on 12 ERP projects.
e.g., the cities of Port Hueneme, Costa Mesa,
Berkeley, and Centennial, CO. Aymee has
produced more than 160 (one-hundred sixty)
As-Is/To-Be Rapid Workflow® process maps.
Aymee will participate on all project tasks.
2.4 Resumes
The following pages provide resumes of the proposed ThirdWave project team. ThirdWave commits that the assigned staff identified below, along with supportive staff, will be actually assigned to this project for the duration of the project.
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 17
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F ROY R. HERNANDEZ, Project Manager/Enterprise Architect
EDUCATION
MA Architecture University of California, Berkeley CA
BA Architecture, with Honors University of California, Berkeley CA CADD Systems for AEC Harvard Graduate School of Design, Cambridge MA
PMBOK™ Project Management University of Colorado, Boulder CO
PROFESSIONAL
Mr. Hernandez is President of ThirdWave Corporation, a company dedicated to the intelligent application of information systems. He has been a leader in the effective use of computers for 34 years. His achievements for building successful Information Systems Programs by integrating technical, operational and management issues are widely recognized. Acknowledged in the IT industry for his expertise and longstanding involvement with the government community, Mr. Hernandez has been appointed to numerous government advisory boards, including:
California Information Technology Commission Appointee: Established under the mandate of Senate Bill 1, Chapter 508 (1995) and reenacted by Assembly Bill 1686 (1999), this State of California commission acted as the principal advisory body to the Director of the Department of Information Technology (DOIT) on the State’s IT issues.
Roy Hernandez is responsible for delivering world-class technical/professional services to ThirdWave's clients, lending corporate resources to deliver Total Customer Satisfaction. He works closely with ThirdWave's customers, placing a heavy emphasis on Return-On-Investment by focusing on the effective selection, implementation and management of technology.
Prior to ThirdWave, Mr. Hernandez was a technology expert with IBM Headquarters’ Information Systems Group for 4 years as a Sr. Systems Engineer, where he provided pragmatic IT solutions to the Public Sector/Fortune 500 companies. He also produced national marketing programs, marketing training and trade shows. Before marketing, Mr. Hernandez pioneered Automated Mapping/Facilities Management (AM/FM) programs for 4 years at IBM's largest plant site in San Jose (6.5 million sq. ft. of facilities and 130 design professionals on the CADD system) which became the best practice standard for all IBM sites worldwide. There he authored the Facilities Design Handbook (1982), a treatise on large scale Automated Mapping/Facilities Management.
Enterprise Resource Planning (ERP) / Enterprise Asset Management Engagements
1. City of Corona (2022)
Finance/HR As-Is, To-Be Process Mapping, Requirements, Implementation Plan, RFP Development, Solicitation Management, Contract Negotiations, Implementation Project Management (Optional)
2. Central Contra Costa Sanitary District (2021)
ERP Customer Billing System As-Is, To-Be Process Mapping, Requirements, Implementation Plan
3. City of Port Hueneme (2021-2022)
As-Is, To-Be Process Mapping, Requirements, Implementation Plan, RFP Development, Solicitation Management, Contract Negotiations, Implementation Project Management (Optional) Financial Application Processes
1. General Ledger 7. Store Inventory
2. General Accounting 8. Budgeting
3. Accounts Payable 9. GASB34 Reporter
4. Accounts Receivable 10. Project Accounting
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 18
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
5. Treasury 11. Fixed Assets
6. Year End Closing 12. Contract Management
Human Resource Processes
13. Payroll 15. New Hire
14. Benefits
3. City of Costa Mesa (2020 – 2021)
As-Is, To-Be Process Mapping, Requirements, Implementation Plan, RFP Development, Solicitation Management, Contract Negotiations, Implementation Project Management (Optional) Financial Application Processes
1. General Ledger 7. Store Inventory
2. General Accounting 8. Budgeting
3. Accounts Payable 9. GASB34 Reporter
4. Accounts Receivable 10. Project Accounting
5. Treasury 11. Fixed Assets
6. Year End Closing 12. Contract Management
Human Resource Processes
13. Payroll
14. Benefits
15. New Hire
16. Position Budgeting
4. City of Centennial, Enterprise Asset Management (2019 – 2020) As-Is, To-Be Process Mapping, Requirements, Implementation Plan, RFP Development, Solicitation Management, Contract Negotiations
1. Streets: Streets Maintenance, Rehab, CIP 6. Field Maintenance
2. Traffic Management 7. City Call Center
3. Facilities Management 8. Right-of-Way
4. Parks Maintenance 9. Street Lights
5. Fleet Management 10. ADA
5. City of Berkeley, Five ERP RFPs (2018-19)
As-Is, To-Be Process Mapping, Requirements, Implementation Plan, RFP Development, Solicitation Management, Contract Negotiations for five simultaneous solicitations
1. Computerized Maintenance Management System RFP
2. Fleet Management System RFP
3. Zero Waste Management System RFP
4. Real Estate & Leased Property Management System RFP
5. Performance & Learning Management System RFP
6. City of Centennial, CO, Finance ERP (2017)
As-Is, To-Be Process Mapping, ERP Requirements, RFP Development, Solicitation Management, Contract Negotiations
1. Financials 6. Fixed Assets
2. GL 7. Purchasing
3. AP/AR 8. Project and Grant Cost Accounting
4. Budget 9. Interfaces to existing City Systems
5. Bank Reconciliation
7. Helix Water District, Finance ERP Phase 2 & 3 (2016) As-Is, To-Be Process Mapping, ERP Requirements, RFP Development, Solicitation Management, Contract Negotiations
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 19
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Phase 2 ERP RFP
1. Financials 5. Banking
2. GL 6. Budgeting
3. AP/AR 7. POs/P Card/Cash Disbursements
4. Private Dev. / Capital Projects / Work Orders
Phase 3 ERP RFP
1. Computerized Maintenance Management
2. Inventory/Scale
3. Human Resources
4. Payroll
8. Helix Water District ERP Phase 1 Project Management Office (2015) Acted as the PMO on the 14-month, $3,200,000 ERP implementation. A rare occurrence in ERP deployments, the project came in on schedule and $100,000 under budget.
9. Helix Water District, Utility Billing ERP RFP 1 (2014)
1. ERP Requirements, RFP Development, Solicitation Management, Contract Negotiations
2. Customer Information System (CIS) 5. Backflow Prevention
3. Utility Billing (includes Meter Reading) 6. Water Budget
4. Delinquencies & Collections/Shut Off
10. City of Pasadena, ERP RFP Requirements (2012)
1. Financials 6. Enterprise Asset Management
2. GL 7. Purchasing
3. AP/AR 8. Project and Grant Cost Accounting
4. Budget 9. Interfaces to existing City Systems
5. Bank Reconciliation
Information Technology Master Plans
The following projects addressed some or all of the following: Organizational Architecture, Enterprise Business/Technology Needs Assessment, Rapid Workflow® Business Process Reengineering, Requirements Definition, Implementation Planning, Budget Estimates, RFP/Procurement Process Assistance, and Contract Negotiation for the upgrading, replacement or introduction of IT. These projects addressed management (organization staffing), operational (process) and technology issues (infrastructure, Networking Communications, Office Automation, Enterprise Applications (all addressed ERP, ECMS, Public Safety, and Public Work), E-Government Applications, Organizational Change/ Change Management, Staffing, Training, Cost/Benefit Analysis, and Implementation Roadmaps:
1. City of Berkeley
2. City of Carlsbad
3. City of Cathedral City
4. City of Centennial, CO
5. City of Corona
6. City of Coronado
7. City of Costa Mesa
8. City of Culver City
9. City of Fairfield
10. City of Glendale
11. City of Goleta
12. City of Indio
13. City of Lancaster
14. City of Las Vegas, NV
15. City of Las Vegas, Water Pollution Control Facility, NV
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 20
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
16. City of Los Angeles, Public Works
17. City of Los Angeles, Bureau of Sanitation
18. City of Los Angeles, Dept. of Water & Power
19. City of Los Angeles, Port of Los Angeles
20. City of Milpitas
21. City of Newport Beach
22. City of Palm Spring Fire Department
23. City of Palm Spring Police Department
24. City of Pasadena
25. City of Philadelphia, PA
26. City of Portland, Police Bureau
27. City of Sacramento
28. City of San Carlos
29. City of San Diego
30. City of San Jose (ITSP for New City Hall)
31. City of Santa Ana
32. City of Santa Cruz
33. City of Sausalito
34. City of Ventura
35. City of Westlake Village
36. County of Los Angeles Public Health
37. County of Riverside Bioterrorism
38. County of Riverside Community Health Agency
39. County of Stanislaus ICJIS (Integrated Criminal Justice Information System)
40. County of Stanislaus ITSP
41. California DOIT
42. California Teachers' Retirement System
43. Cendant Corporation
44. Chevron
45. Eastern Municipal Water District
46. General Motors, MI
47. Golden Gate Bridge Highway & Transportation District
48. Helix Water District
49. HP
50. Kimley-Horn/Port of San Diego Regional Fiber Master Plan
51. Los Angeles World Airports (All 4)
52. Pasadena Water & Power
53. Port of San Diego
54. Port of San Diego Asset Management Master Plan
55. Port of San Diego BITS Organization Strategic Plan
56. San Diego Unified Port District
57. Silicon Valley Intelligent Transportation System Master Plan (13 cities/2 counties)
58. Southern California Association of Governments
59. State of Montana, Department of Environmental Quality, MT Enterprise Content Management System Strategic Plans
The following projects addressed some or all of the following: Enterprise Needs Assessment, Rapid Workflow® Business Process Reengineering, Requirements Definition, Implementation Plan, Cost/Benefit Analysis, Budget Estimates, RFP Development, and Procurement Process Assistance for the deployment of Enterprise Content/Records Management Systems. Projects included ECMS solutions, including some or all of the following: Imaging, Content Management, Records Management, Web Content Management,
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 21
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Automated Workflow, E-Forms/E-Signatures and Integration with existing ERPs and enterprise applications.
60. California Dept. of Water Resources
61. CalSTRS (California State Teachers' Retirement System)
62. City of Brookfield, WI
63. City of Burbank
64. City of Carlsbad
65. City of Las Vegas
66. City of Los Angeles
67. City of Long Beach
68. City of Sacramento
69. City of Santa Ana
70. City of San Carlos
71. City of Santa Monica
72. City of Stockton
73. City of Long Beach
74. City of Los Angeles Fire & Police Pensions
75. County of Fort Bend, TX
76. County of Galveston, TX
77. County of Missoula, MT
78. County of Riverside
79. County of San Bernardino
80. County of Santa Clara
81. HECO (Hawaiian Electric Company)
82. Helix Water District
83. Inland Empire Utility District
84. Las Vegas Water Pollution Control Facility, NV
85. Los Angeles County Metropolitan Transportation Authority
86. Los Angeles Department of Fire/Police Pensions
87. NOAA (National Oceanic Atmospheric Agency)
88. Orange County Sanitation District
89. Portland Police Bureau Records Divisions, OR
90. Lockheed
91. State of Montana, Department of Environmental Quality, MT
92. State of Montana, Department of Information Technology, MT
93. AMD (Advanced Micro Devices)
Business Process Reengineering/Improvement Projects
94. City of Centennial
95. Calif. Council of Planning Directors
96. City of Los Angeles Housing Authority
97. City of Merced
98. City of Modesto
99. City of Pasadena
100. City of Pasadena Employee Benefits As-Is and To-Be’s 101. City of Sacramento
102. City of San Jose
103. City of Stockton
104. City of West Hollywood
105. City of West Sacramento
106. Coldwell-Banker
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 22
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F 107. County of Merced
108. County of Riverside
109. County of Riverside, Bioterrorism Unit
110. County of Riverside, Community Heath Agency
111. County of San Joaquin
112. County of Stanislaus
113. LA County Economic Development
114. LA County Metropolitan Transportation Authority
115. Los Angeles World Airports (LAWA) Procurement Process BPR Strategic Plan 116. Placer County, Auburn
117. Placer County, Lake Tahoe
118. Port of San Diego
119. Port of San Diego RWPM Facilitator/Certification Training 120. San Gabriel Valley Council of Governments
121. Southern California Association of Governments
122. Equity Title Company
123. North Island Federal Credit Union
IT/E-Government Strategic Plans & Website Assessments
124. City of Airdrie, Alberta, Canada
125. City of Austin, TX
126. City of Berkeley
127. City of Carlsbad
128. City of Indio
129. City of Las Vegas, NV
130. City of Palo Alto
131. City of Pasadena
132. City of Sacramento
133. City of San Carlos
134. City of San Jose E-Government Strategic Plan
135. City of San Jose Work2Future Strategic Plan
136. California DOIT
137. California Energy Commission
138. LA Economic Development Corporation
139. OCTA (CAMM NET)
140. Port of San Diego
141. State of Montana, Department of Environmental Quality, MT 142. Work 2 Future (City of San Jose/California Employment Development Department)
PROFESSIONAL EXPERIENCE
ThirdWave Corporation 1987 - present President/CEO, Program Manager IBM Corporation 1980 - 1987
Information Systems Group: 1984 - 1987 Advisory Marketing/Systems Engineer General Products Division: 1980 - 1984 Advisory Architect/Construction Manager KCZ-L Architects & Planners 1979 - 1980 Project Architect/Job Captain Vanderson's Construction 1978 - 1979 Arch. Designer & Construction Manager City of Oakland, Planning Department 1977 - 1978 Planner II
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 23
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
PATENT HOLDER
ThirdWave Rapid Workflow Process Modeling® - Patent Mark Registration No. 2,873,704, US Patent and Trademark Office, registered trademark of ThirdWave Corporation in the United States and other countries.
AUTHOR
PMBOK™ Project Management Essentials for Successful ThirdWave Corporation 2018 Project Delivery
Facilities Design Handbook, Roy R. Hernandez © IBM, March 1983 First book written on the use of Computer Aided Design
& Drafting Systems for the Architecture, Engineering and Construction Management.
INDUSTRY RECOGNITION & AWARDS
Latino Coalition/AFLAC Civic Awards for Hispanic Small Businesses, to honor Hispanic business leaders throughout the United States for community service. (March 21, 2007) AIIM-GLA Appreciation Certificate for “Outstanding services not only to the Chapter but the entire information and image management industry.” 2002
AIIM International 2001 Channel Connection Award for “Innovative Document Management, New York, NY, for Innovation Government ED/CM Projects over $1,000,000. FileNet UserNET 2001, Best ECMS Solution, Second Place/Honorable Mention State of California Information Technology Commission appointee, from DOIT Stanislaus County Special Recognition Award from the CEO for the County IT Strategic Plan, 2000 GUEST SPEAKING: NATIONAL IT CONFERENCES & UNIVERSITIES
3.21 California State University, Fullerton Effective Management of Groups & Teams Mihaylo College of Business and
College of Business and Economics,
Department of Management
11.19 California State University, Fullerton Entrepreneurial Business Models & Mihaylo College of Business and Organizational Structures Economics, Department of Management
10.18 California State University, Fullerton Applied Business, Economic and Mihaylo College of Business and Entrepreneurial Strategies Economics, Department of Management
3.17 California State University, Fullerton Applied Business, Economic and Mihaylo College of Business and Entrepreneurial Strategies Economics, Department of Management
9.16 California State University, Fullerton Applied Business, Economic and Mihaylo College of Business and Entrepreneurial Strategies Economics, Department of Management
6.15 Southern California Latino Policy Center IT Strategic Planning: Roadmap for Becoming 21st Century Cities & Schools, a Leading Digital City
3.14 UC Berkeley, College of Environmental Design Visiting Fellow
10.13 State of Montana Technology Conference Rapid Workflow®: Enterprise Architecture Tool
4.11 University of California, Berkeley Guest Lecturer, Web Design
4.11 University of California, Berkeley Guest Lecturer, Web Design Charrette
11.06 International Accounts Payable Professionals Rapid Workflow®: High Performance Work Systems & Service Delivery
11.05 California Association of Non-Profits (LA/SF) Time-savings/Revenue Generating Websites
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 24
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
5.03 CA Council Planning Directors Association, Rapid Workflow®: High Performance Work Oakland, CA Systems & Service Delivery
10.01 FileNET UserNET Conference, Las Vegas City of Carlsbad e-Government EDM
11.00 California Transit Association Conference, LA E-Procurement in the New Millennium
10.00 University of California, Irvine Guest Lecturer, Building B2B Networks
3.00 Santa Monica College School of Business Cool Careers in for the New Millennium
11.99 34th Annual California Transit Association Online Procurement for the Next Fall Conference, Oakland CA Millennium, DBE Program Workshop
6.99 Bridging the Gap, Trends Affecting Small Technology Trends in Procurement Business Contracting with DOT, Orlando Orange County Transportation Authority
9.96 ORACLE in Government Technology, Phoenix The Virtual CityTM, Enterprise IT Architectures
3.96 San Mateo County ORACLE Technology Day Enterprise GIS in Local Government
5.95 European Union International Conference on Leveraging the Internet for Small Businesses The Internet, Helsinki, Finland
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 25
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F MITCHELL C. MEIER, Enterprise Services Manager
EDUCATION
University of Colorado, Denver, CO MA Public Administration University of St. Mary, Leavenworth, KS BA Business Administration, Management/Political Science
TRAINING CERTIFICATES
ITIL v3 Foundation Certified
Business Analyst Boot Camp
Agile: ICP Fundamentals Certified
Rapid Workflow® Business Process Design Certified
Peak Leadership Academy- City and County of Denver
MEMBERSHIPS
Colorado City & County Managers Association (CCCMA) June 2009- 2021 Emerging Managers (CCCMA Affiliate) June 2009- 2021
International City Managers Association (ICMA) June 2010- 2021
PROFESSIONAL
Mitch Meier has over 12 years of local government experience in various roles: Manager of Enterprise Services in the Office of Technology & Innovation, IT Governance, portfolio management, and the procurement and implementation of numerous large enterprise systems over the last 5 years. As a Financial Analyst, he offers a strong finance background and experience developing and managing multi-million operating and capital budgets for local government. Mr. Meier’s experience also encompasses IT Strategic Planning with corresponding management plans; he has approximately 8 years of project management experience of large enterprise systems, e.g., ERP, Enterprise Asset Management and Enterprise Content Management Systems. His extraordinary performance have resulted in several performance recognition awards.
ThirdWave Corporation
Enterprise Services Manager 2021 - Present
Leads the Enterprise Services Group providing professional advisory services related to consulting, procurement, implementation and integration of various government enterprise systems. Address some or all of the following: Organizational Architecture, Enterprise Business/Technology Needs Assessment, Rapid Workflow® Business Process Improvement, Requirements Definition, Budget Estimates, RFP Development, System Procurement, Contract Negotiation, Resource Allocation, Training, Budget Estimates, Cost/Benefit Analysis, Implementation Plans, Implementation Project Management, and Change Management.
Enterprise Applications include Enterprise Resource Planning, Finance, Human Resources, Asset Management, Customer Relationship Management, Enterprise Content Management, Land Management, Agenda Management, Public Safety, and Smart City applications.
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 26
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F City of Centennial, CO
Manager of Enterprise Services, Office of Technology and Innovation (OTI) 2018 - 2021 Oversee OTI functions of IT governance, project and portfolio management, business process engineering, budget and financial management, information security, and enterprise application management:
Developed the OTI project management and portfolio management program, including a standard project management toolkit and process, and a scoring matrix to evaluate/prioritize project requests
Project Manager for the following initiatives:
Sales Tax System implementation
Enterprise Asset Management (EAM) $500,000 system
Office of Technology Innovation 3 Year Strategic Plan Client Services implementation of City’s first Unified Communications as a Service (UCaaS) system
Managed day-to-day OTI operating and capital budgets, including monthly projections to CTIO
Lead annual department budget development process for $4 million-dollar operating budget Facilitated over 50 business process engineering workshops across multiple City departments Awarded High Risk & High-Performance award three years in a row, highest employee bonus possible
Business Analyst June 2016 - April 2018
The Business Analyst position was created for first IT Strategic Plan and creation of Office of Technology and Innovation (OTI). Accomplishments include:
Created first OTI operating/capital budgets with Chief Technology and Innovation Officer for FY 2017
Project Manager for nearly $2 million in enterprise system replacement projects:
Tyler EnerGov Land Management System: Managed Land Management, Building Services and Code Compliance business requirements, RFP development, vendor demonstrations, contract negotiating/execution, and successful $400,000 Tyler EnerGov Land management system
OnBase Enterprise Content Management (ECMS): Replaced existing ECMS and agenda management system, developed city-wide taxonomy, contract negotiation/execution, and managed successful $200,000 OnBase ECMS implementation Tyler Munis Enterprise Resource Planning System (ERP): Replaced the financial ERP system, managed requirements development, RFP creation, vendor selection, and managed successful $900,000 Tyler Munis ERP implementation Managed the 2018 operating and capital budget process for OTI, including creating first multiyear equipment replacement plan and formalizing the technology equipment life cycle Sr. Management Analyst August 2015 - June 2016
Managed and supported various projects and initiatives assigned from executive management:
Civic Center Remodel: Managed budget and supported construction manager on $3.2 million Civic Center remodel, ensured budget integrity, coordinated with Finance Department, provided Deputy City Manager updates
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 27
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Information Technology Strategic Plan (ITSP): Project Manager on first City ITSP: scope, deliverables, recommended budget, presented ITSP to executive management and Council for approval
City Policies: Wrote and presented updated policies to Council including: right-of-way memorial markers, utility line under grounding and cable television franchise agreement City of Boulder, CO
Financial Analyst 2014 - July 2015
Responsible for financial sustainability of following funds: fleet replacement, equipment replacement, capital development, and facility replacement and renovation:
Supervised employees supporting operations of Fleet Services and Facility Maintenance Performed analysis on expenditures/revenues to ensure operations were within appropriation Tracked all vehicle/equipment purchases and updated fleet replacement model as units were received
Partnered with Fleet and Facilities Manager to finalize multi-million-dollar budgets on projects of new wild land fire station and renovations at Boulder Library Worked with all city departments to determine proper long-term funding plan for vehicles and equipment
Set city budget guidelines for fuel, fleet replacement, facility maintenance/repair and utility expenditures
Calculated the 2015 Fleet Services rates charged to departments for vehicle repair work Member of the Capital Improvement Project Peer Review Team (PRT) Reviewed citywide capital project budget requests and five-year anticipated capital budgets Provided comments and feedback to departments, made recommendations to Executive Budget Team
City of Thornton, CO
Management Analyst 2010 - 2014
Responsibilities included working with Police and Fire Developments, Management Services, City Manager, Finance, and Boards and Commissions on annual budgets and special projects. Performed staffing and workload capacity analysis to determine appropriate staff levels Set City personnel budget accounts: regular salaries, Social Security, health/life insurance, and pensions
Assisted budget review process, Management/Budget Office’s budget recommendations to Council
Performed analysis on increasing number of Police patrol cars to extend useful life of vehicles and reduce replacement costs in future years
Updated the fire engine and ambulance replacement model Set fuel prices used by departments for creating their fuel budgets for 2012, 2013, and 2014 budgets
Worked with Management Services to create an internal service fund for Building Maintenance, Fleet Services, and Custodial Services divisions, including charges daily services and large facility projects
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 28
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Reviewed and approved department personnel requests
Built strong professional relationships with employees from all City departments Assisted with Budget Oversight of Capital Improvement Projects (CIP) Ensured capital projects completion per scope and budget Performed year-end closing of annual capital projects and capital projects completed under budget
Town of Cedaredge, CO
Administrative Intern 2009 - 2010
Interned while pursuing a Master of Public Administration degree, in a position partly funded by the Department of Local Affairs: Best and Brightest Program:
Assumed the role of Acting Town Administrator from January 4th to January 19th, 2010 Oversaw general operations of the town, such as approved expenditures, procedural meetings with newly appointed mayor and supervising 25 staff Created agendas and work packets for the Board of Trustees and Planning Commission Collaborated with Interim Police Chief to resolve personnel issues Acted as the main point of contact for citizens regarding town functions and procedures Completed three grant applications, awarded a GOCO grant, collected and analyzed data, secured funding, created project budget and presenting project in public meetings Collaborated with the Public Works Director and Manager of the Water Plant to restructure current and future water/sewer rates and future expenditures
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 29
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F SERGIO HERNANDEZ, Sr. IT Consultant
EDUCATION
BS Social Sciences University of California, Berkeley
TRAINING CERTIFICATES
Rapid Workflow® Business Process Design Certified
ORACLE – e Business Suite / CRMS Oracle, El Segundo, CA Microsoft Advanced Word 2000 New Horizons, Los Angeles, CA ORACLE Financials ORACLE Business Practices
PROFESSIONAL EXPERIENCE
Mr. Hernandez is a Sr. IT Consultant of ThirdWave Corporation; a company dedicated to the intelligent application of information systems. Over the last 30 years, Mr. Hernandez has been responsible for a broad set of business functions at ThirdWave. As the Director of Sales, he was responsible for Hardware/Software sales and support for all ThirdWave Federal and State government accounts. As an IT Consultant, his roles have included: IT Strategic Planning, Business Process Improvement/Reengineering, Systems Integration and Software Development. As a Project Coordinator, he is responsible for project staff coordination and supervision, QA/QC on project deliverables, resource allocation, and project cost controls. He has been involved in Business Operations Management for over 20 years.
Sergio works closely with ThirdWave Project Managers to assure the production of quality deliverables, tracks project scheduling and staff resource availability, implements timely invoicing mechanisms, is responsible for contracts administration. He acts as the back-up person to Project Managers on projects he is assigned to, providing constant client access to a ThirdWave Manager on ED/RMS projects.
ThirdWave Corporation, Executive VP/COO, Business Operations 1988 - present Have held several management positions on the direct and indirect sides of the organizations, including the following management positions:
Project Coordinator on various project including Business Process Re-engineering, IT Consulting, Software development, Electronic Document/Records Management, Imaging and GIS projects Manager, Director Marketing/Sales, Government and Federal Accounts Imaging/Electronic Document/Records Management Supervisor, providing direction to technical staff Trade Show Manager, planning, coordinating and managing technical/trade show exhibits and demonstrations
SAMPLE PROJECTS
Enterprise Resource Planning (ERP) Engagements
1. City of Corona (2022)
Finance/HR As-Is, To-Be Process Mapping, Requirements, Implementation Plan, RFP Development, Solicitation Management, Contract Negotiations, Implementation Project Management (Optional)
1. Central Contra Costa Sanitary District (2021)
ERP Customer Billing System
3. City of Costa Mesa (2019 – 2020)
As-Is, To-Be Process Mapping, Requirements, Implementation Plan, RFP Development, Solicitation Management, Contract Negotiations, Implementation Project Management (Optional)
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 30
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Financial Application Processes
1. General Ledger 7. Store Inventory
2. General Accounting 8. Budgeting
3. Accounts Payable 9. GASB34 Reporter
4. Accounts Receivable 10. Project Accounting
5. Treasury 11. Fixed Assets
6. Year End Closing 12. Contract Management
Human Resource Processes
13. Payroll
14. Benefits
15. New Hire
16. Position Budgeting
4. City of Centennial, Enterprise Asset Management (2019 – 2020) As-Is, To-Be Process Mapping, Requirements, Implementation Plan, RFP Development, Solicitation Management, Contract Negotiations
Streets: Streets Maintenance, Street Rehab, Streets CIP Traffic Management
Facilities Management
Parks Maintenance
Fleet Management
Field Maintenance
City Call Center
Right-of-Way
Street Lights
ADA
5. City of Berkeley (2018-19)
Five (5) ERP RFPs
As-Is, To-Be Process Mapping, Requirements, Implementation Plan, RFP Development, Solicitation Management, Contract Negotiations
Computerized Maintenance Management System RFP
Fleet Management System RFP
Zero Waste Management System RFP
Real Estate & Leased Property Management System RFP
Performance & Learning Management System RFP
Interfaces to existing City Systems
6. City of Centennial, CO (2017)
As-Is, To-Be Process Mapping, ERP Requirements, RFP Development, Solicitation Management, Contract Negotiations
Financials
GL
AP/AR
Budget
Bank Reconciliation
Computerized Maintenance Management
Purchasing
Project and Grant Cost Accounting
Interfaces to existing City Systems
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 31
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
7. Helix Water District ERP Phase 2 & 3 (2016)
As-Is, To-Be Process Mapping, ERP Requirements, RFP Development, Solicitation Management, Contract Negotiations
Phase 2 ERP RFP
Financials
GL
AP/AR
POs/AP/Cash Disbursements
Private Development/Capital Projects/Work Orders
Banking
Budgeting
Phase 3 ERP RFP
Computerized Maintenance Management
Inventory/Scale
Human Resources
Payroll
8. Helix Water District ERP Phase 1 Project Management Office (2015) Acted as the PMO on the 14-month, $3,200,000 ERP implementation. A rare occurrence in ERP deployments, the project came in on schedule and $100,000 under budget.
9. Helix Water District ERP RFP 1 (2014)
ERP Requirements, RFP Development, Solicitation Management, Contract Negotiations Customer Information System (CIS)
Utility Billing (includes Meter Reading)
Delinquencies & Collections/Shut Off
Backflow Prevention
Water Budget
10. City of Pasadena, ERP RFP Requirements (2012)
Financials
GL
AP/AR
Budget
Bank Reconciliation
Enterprise Asset Management
Purchasing
Project and Grant Cost Accounting
Interfaces to existing City Systems
Information Technology Strategic Plans
The following projects addressed some or all of the following: Organizational Architecture, Enterprise Business/Technology Needs Assessment, Rapid Workflow® Business Process Modeling, Requirements Definition, Implementation Planning, Budget Estimates, RFP Development, Procurement Process Assistance, and Contract Negotiation for the upgrading, replacement or introduction of IT found in a government environment. These projects address management (organization, staffing), operational (process) and technology issues (infrastructure, Networking Communications, Office Automation, Enterprise Applications (all addressed ERP, Enterprise Asset Management, CRM, ECMS, Public Safety, and Public Work), E-Government Applications, Organizational Change/Change Management, Staffing, Training, Budget Estimates, Cost/Benefit Analysis, and Implementation Plans:
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 32
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
1. City of Berkeley
2. City of Carlsbad
3. City of Cathedral City
4. City of Centennial, CO
5. City of San Carlos
6. City of Corona
7. City of Coronado
8. City of Costa Mesa
9. City of Culver City
10. City of Fairfield
11. City of Glendale
12. City of Goleta
13. City of Indio
14. City of Lancaster
15. City of Las Vegas, NV
16. City of Las Vegas, Water Pollution Control Facility, NV
17. City of Los Angeles, Public Works
18. City of Los Angeles, Bureau of Sanitation
19. City of Los Angeles, Dept. of Water & Power
20. City of Los Angeles, Port of Los Angeles
21. City of Milpitas
22. City of Newport Beach
23. City of Palm Spring Fire Department
24. City of Palm Spring Police Department
25. City of Pasadena
26. City of Portland, Police Bureau
27. City of Sacramento
28. City of San Carlos
29. City of San Jose (ITSP for New City Hall)
30. City of Santa Ana
31. City of Santa Cruz
32. City of Sausalito
33. City of Ventura
34. City of West Hollywood
35. City of Westlake Village
36. County of Los Angeles Public Health
37. County of Riverside Bioterrorism
38. County of Riverside Community Health Agency
39. City of Sausalito
40. County of Stanislaus ICJIS (Integrated Criminal Justice Information System)
41. County of Stanislaus ITSP
42. California Energy Commission
43. California DOIT
44. California Teachers' Retirement System (CalSTRS)
45. Cendant Corporation
46. Chevron
47. Eastern Municipal Water District
48. East Valley Water District
49. General Motors
50. Golden Gate Bridge Highway & Transportation District
51. Helix Water District
52. HP
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 33
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
53. Kimley-Horn/Port of San Diego Regional Fiber Master Plan
54. Los Angeles County Immunization
55. Los Angeles World Airports (All 4)
56. Port of San Diego
57. Port of San Diego Asset Management Master Plan
58. Port of San Diego BITS Organization Strategic Plan
59. San Diego Unified Port District
60. Silicon Valley Intelligent Transportation System Master Plan (13 cities/2 counties)
61. Pasadena Water & Power
62. State of Montana, Department of Environmental Quality, MT Business Process/Improvement Projects (As-Is & To-Be Process Mapping & Recompensates)
63. Calif. Council of Planning Directors
64. City of Los Angeles Housing Authority
65. City of Merced
66. City of Modesto
67. City of Pasadena
68. City of Pasadena Employee Benefits As-Is and To-Be’s
69. City of Philadelphia
70. City of San Jose
71. City of Stockton
72. City of West Hollywood
73. City of West Sacramento
74. Coldwell-Banker
75. County of Merced
76. County of Placer, Community Development Department, Auburn
77. County of Placer, Community Development Department, Lake Tahoe
78. County of Riverside
79. County of Riverside, Bioterrorism Unit
80. County of Riverside, Community Heath Agency
81. County of San Joaquin
82. County of Stanislaus
83. LA County Economic Development
84. LA County METRO
85. Los Angeles World Airports (LAWA) Procurement Process BPR Strategic Plan
86. Port of San Diego
87. Port of San Diego RWPM Facilitator/Certification Training
88. SGAG
89. Equity Title Company
90. North Island Federal Credit Union
IT / E-Government Strategic Plans, Website Assessment & Redesign
91. City of Airdrie, Alberta, Canada
92. City of Austin, TX
93. City of Berkeley
94. City of Carlsbad
95. City of Las Vegas, NV
96. City of Palo Alto
97. City of Pasadena
98. City of Sacramento
99. City of San Carlos
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 34
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F 100. City of San Jose E-Government Strategic Plan
101. City of San Jose Work2Future Strategic Plan
102. California DOIT
103. California Energy Commission
104. LA Economic Development Corporation
105. OCTA (CAMM NET)
106. Port of San Diego
107. State of Montana, Department of Environmental Quality, MT 108. Work 2 Future (City of San Jose/California Employment Development Department) Enterprise Content Management System Strategic Plans
The following projects addressed some or all of the following: Enterprise Needs Assessment, Rapid Workflow® Business Process Reengineering, Requirements Definition, Implementation Plan, Cost/ Benefit Analysis, Budget Estimates, RFP Development, and Procurement Process Assistance for the deployment of Enterprise Content/Records Management Systems. Projects included ECMS solutions, including some or all of the following: Imaging, Content Management, Records Management, Web Content Management, Automated Workflow, E-Forms/E-Signatures and Integration with existing ERPs and enterprise applications.
109. California Dept. of Water Resources
110. CalSTRS (California State Teachers' Retirement System) 111. City of Carlsbad
112. City of Las Vegas, NV
113. City of Los Angeles
114. City of Long Beach
115. City of Sacramento
116. City of Santa Ana
117. City of San Carlos
118. City of Santa Monica
119. City of Stockton
120. City of Long Beach
121. City of Los Angeles Fire & Police Pensions
122. County of Fort Bend, TX
123. County of Galveston, TX
124. County of Missoula, MT
125. County of Riverside
126. County of San Bernardino
127. County of Santa Clara
128. HECO (Hawaiian Electric Company), HI
129. Helix Water District
130. Inland Empire Utility District
131. Las Vegas Water Pollution Control Facility, NV
132. Los Angeles County Metropolitan Transportation Authority 133. Los Angeles Department of Fire/Police Pensions
134. NOAA (National Oceanic Atmospheric Agency). MD, AK, HI, CA, MA, MD, FL 135. Orange County Sanitation District
136. Portland Police Bureau Records Divisions, OR
137. Lockheed
138. State of Montana, Department of Environmental Quality. MT 139. State of Montana, Department of Information Technology. MT 140. AMD (Advanced Micro Devices)
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 35
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
CONTINUING EDUCATION
ORACLE – e-Business Suite/CRMS Oracle, El Segundo, CA
Microsoft Advanced Word 2000 New Horizons, Los Angeles, CA 3COM Training 3COM Sales Seminar/Product Training
Accounting Fundamentals, MS Excel Fred Pryor Resources, Inc., Los Angeles, CA Payroll Processing for Windows ADP Payroll Training, Sherman Oaks, CA ORACLE Seminar 1996 ORACLE Business Practices, Sales, Product Features Animator Studio & 3D Studio Multimedia Autodesk, Sausalito, CA AutoCAD R12, CAD Camp ‘94 Autodesk, Sausalito, CA
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 36
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F AYMEE BARAJAS, Business Analyst
EDUCATION
BS Management and Business Economics University of California, Merced
CERTIFICATIONS
Rapid Workflow® Business Process Design Certified
PROFESSIONAL EXPERIENCE
Ms. Barajas is an accomplished graphic design and writer. She has extensive experience as a visual design consultant who has collaborated with professional in producing a wide variety of written and electronic materials. She is highly experience with social media platforms/systems and graphic design software packages.
ThirdWave Corporation, Business Analyst May 2018 - present
SAMPLE PROJECTS
ERP Assessments, Requirements, Procurement, Contract Negotiation & Project Management Developed and documented detailed enterprise needs assessments, Rapid Workflow® Business As-Is (existing) and To-Be (future state) process maps, functional and technical requirements, reporting, data/data migration, systems interfaces for all departments for new ERP software. ERP engagements include Implementation Planning, Budget Estimates, RFP/Procurement Process, ERP software selection, and Contract Negotiations, in addition to acting as the Project Manager delivering successful ERP implementations.
1. City of Corona 2022 ERP Finance & Human Resources As-Is and To-Be Process mapping, Functional and Technical Requirements, RFP,
Procurement, & Contract Negotiation
2. Central Sanitary District 2021 ERP Customer Billing System: As-Is and To-Be Process mapping, Functional and Technical Requirements,
3. City of Port Hueneme 2021 ERP Finance & Human Resources As-Is and To-Be Process mapping, Functional and Technical Requirements, RFP,
Procurement, & Contract Negotiation
4. Costa Mesa 2020 ERP Finance & Human Resources As-Is and To-Be Process mapping, Functional and Technical Requirements, RFP,
Procurement, & Contract Negotiation
5. City of Centennial, CO 2020 ERP Asset Management As-Is and To-Be Process mapping, Functional and Technical Requirements, RFP, Procurement, & Contract Negotiation
6. Costa Mesa 2019 ERP System Procurement Technical & Functional Requirements
7. LAC MTA 2019 ERP Functional & Technical Requirements
8. City of Berkeley 2018 Work Orders, Asset Management ERP Requirements, ERP RFP Development, Procurement and Contract Negotiations
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 37
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
9. City of Berkeley 2018 Real Property/Lease Management ERP Requirements, ERP RFP Development, Procurement and Contract Negotiations
10. City of Berkeley 2018 Fleet Management ERP Requirements, ERP RFP Development, Procurement and Contract Negotiations
11. City of Berkeley 2018 Zero Waste Management ERP Requirements, ERP RFP Development, Procurement and Contract Negotiation
12. City of Berkeley 2018 Performance & Learning Management ERP Requirements, ERP RFP Development, Procurement and Contract Negotiations
13. City of Berkeley 2018 Business Licenses ERP Requirements, ERP RFP Development, Procurement and Contract Negotiations
Information Technology Master Plans
The following projects addressed some or all of the following: Organizational Architecture, Enterprise Business/Technology Needs Assessment, Rapid Workflow® Business Process Reengineering, Requirements Definition. These projects address management (organization, staffing), operational (process) and technology issues (infrastructure, Networking Communications, Office Automation, Enterprise Applications (all addressed ERP, ECMS, Public Safety, and Public Work), E-Government Applications, Organizational Change/Change Management, Staffing, Training, Cost Benefit Analysis, and Implementation Plans:
1. City of Burbank
2. City of Costa Mesa
3. City of Fairfield
4. City of Indio
5. City of Lancaster
6. City of Milpitas
7. City of Port Hueneme
8. City of Philadelphia
9. City of Sacramento
10. City of Ventura
11. Golden Gate Bridge, Highway & Transportation District
12. East Valley Water District
13. Helix Water District
14. Novato Sanitary District
Rapid Workflow® Business Process Improvement
1. LA County METRO
2. City of Berkeley
3. City of Centennial
4. LA Family Housing
5. City of Sacramento
Enterprise Content Management Assessment
1. Orange County Sanitation District
2. Brookfield, WI
3. City of Ontario/Ontario Municipal Utility Company
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 38
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Project Management or Project Management Training
1. Southern California Association of Governments
2. San Gabriel Valley Council of Governments
3. City of Concord
Web Consulting, Design & Development
1. City of Indio Website Redesign Assessment & RFP Development
2. City of Palo Alto Website Redesign Assessment & RFP Development
3. ByDESIGN, A journal for Exceptional Achievement Website Design & Development
4. ThirdWave Corporate Website Design & Development
University of California, Merced, Housing and Residence Life, Graphic Design Intern 2016 Designed/produced inclusive graphics including flyers, logos, booklets, snapchat filters, and shirts.
Consulted and collaborated with professional and student staff in producing marketing materials. Served as an advisor to other staff in the area of graphic design.
University of California, Merced, ASUCM 2016
Managed various social media accounts, helped maintain organization’s identity, and responded to comments and messages. Assisted in the marketing of events through the use of various social media platforms. Designed/produced marketing collateral and snapchat filters with the consultation of fellow board members.
SOFTWARE
Graphics Tools: Adobe Photoshop CS6 (9 years), Adobe Illustrator (2 years), Jasc Photoshop Pro (2 year), Photofiltre (2 years)
Microsoft Office: Word (10 years), Excel (7 years), PowerPoint (7 years), Visio (2 years), MS Project (1 year)
Social Media Platforms: Facebook, Instagram, Twitter, and LinkedIn Business Process Imp.: Rapid Workflow® Process Modeling
TRAINING
PMBOK Project Management Training
ThirdWave Rapid Workflow Process Model
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 39
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
3.1 Payment Schedule
Upon mutual agreement, the proposed professional
services will be carried out on a Deliverables-based FixedFee Professional Services Agreement. Our cost proposal parallels the Scope of Work identified in the City’s RFP document.
Figure 3.1.1: Cost Summary by Phase
Phase 1 Project Planning and Monitoring ......................................................................... 34,013 Phase 2 ERP Needs Assessment ................................................................................... 30,555 Phase 3 ERP Request for Proposal ................................................................................ 13,398 Phase 4 ERP System Selection ...................................................................................... 30,090 Phase 5 ERP Implementation ........................................................................................... 77,604 Total Cost $ 185,660
3.2 Detailed Payment Schedule
Figure 3.2.1: Detailed Payment Schedule
Phase 1 Project Planning and Monitoring 21,153
Task 1 Project Planning and Management .............................................................. 17,480 Task 1.1 ERP Project Plan ................................................................................... 3,160 Deliverable 1.1: ERP Project Plan
Task 1.2 Ongoing Project Coordination ............................................................. 12,840 Deliverable 1.2: Ongoing Project Coordination
Task 1.3 Monthly Status Report ........................................................................... 3,180 Deliverable 1.3: Monthly Status Report
Section 3
Fee Schedule
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 40
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Task 2 Project Initiation Meetings .............................................................................. 1,460 Deliverable 2.1: Project Kick-off Meeting
Task 3 Business Process Analysis ......................................................................... 16,533 Task 3.1 Hold As-Is Rapid Workflow® Workshops ............................................... 8,427 Deliverable 2.1: Draft As-Is Rapid Workflow® Workshops
Task 3.2 Document As-Is Business Process Maps ............................................. 6,708 Deliverable 2.2: As-Is Rapid Workflow® Workshops
Task 3.3 Final As-Is Business Process Maps ...................................................... 1,398 Deliverable 2.3: Final As-Is Business Process Maps
Phase 2 ERP Needs Assessment 30,555
Task 4 To Be Processes & Functional / Tech Requirements ................................ 17,052 Task 4.1 Hold To-Be Rapid Workflow® Workshops ............................................. 8,946 Deliverable 3.1: Draft To-Be Process Maps
Task 4.2 Document To-Be Business Process Maps............................................ 6,708 Deliverable 3.2: To-Be Rapid Workflow® Workshops
Task 4.3 Final To-Be Business Process Maps .................................................... 1,398 Deliverable 3.3: Final To-Be Business Process Maps
Task 5 Detailed Functional and Technical Requirements ...................................... 13,503 Task 5.1 Functional and Technical Specifications ............................................... 4,038 Task 5.1.1 Draft Functional and Technical Specifications ......................... 3,474 Deliverable 4.1.1: Findings & Recommendations
Task 5.1.2 Final Functional and Technical Specifications ............................ 564 Deliverable 4.1.2: Functional and Technical Specifications Task 5.2 ERP Report Specifications .................................................................... 3,155 Task 5.2.1 Hold ERP Report Workshops ................................................... 3,155 Deliverable 4.2.1: ERP Report Workshops
Task 5.3 ERP System Interface Specifications .................................................... 3,155 Task 5.3.1 Hold ERP Interface Requirement Workshops .......................... 3,155 Deliverable 4.3.1: ERP Interface Requirements Workshops Task 5.4 ERP Data Migration Specifications ....................................................... 3,155 Task 5.4.1 Hold Data Migration Workshops .............................................. 3,155 Deliverable 4.4.1: Data Migration Workshops
Phase 3 ERP Request for Proposal 13,398
Task 6 ERP Request for Proposal .............................................................................. 9,744 Task 6.1 Develop Draft RFP ................................................................................ 7,308 Deliverable 5.1: Draft ERP Request for Proposal
Task 6.2 ERP Request for Proposal .................................................................... 2,436 Deliverable 5.2: ERP Request for Proposal
Task 7 Change Management ....................................................................................... 3,654 Task 7.1 Change Management Guidance & Feedback ....................................... 3,654 Deliverable 6.1: Change Management Guidance & Feedback
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 41
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Phase 4 ERP SYSTEM SELECTION 30,090
Task 8 Assist City with Systems Selection .............................................................. 30,090 Task 8.1 Pre-Bid Conference .................................................................................. 609 Deliverable 7.1: Attend Pre-bid Conference
Task 8.2 Respond to Questions/Addendums ......................................................... 609 Deliverable 7.2: Issues Addendum & Clarifications
Task 8.3 ERP Vendor Outreach .......................................................................... 1,827 Deliverable 7.3: Vendor Outreach
Task 8.4 Proposal Evaluation ............................................................................ 11,421 Deliverable 7.4: Proposal Evaluation & Vendor Shortlisting Task 8.5 Vendor Demonstrations ........................................................................ 8,561 Task 8.5.1 Vendor Demonstration Agenda & Script ..................................... 609 Deliverable 7.5.1: Vendor Demonstration Scripts
Task 8.5.2 Participate / Facilitate ERP Vendor Demonstrations ............... 7,952 Deliverable 7.5.2: Vendor Demonstrations
Task 8.6 Vendor Evaluation ................................................................................. 1,218 Deliverable 7.6: Vendor Evaluation & Selection
Task 9 Contract Negotiation ................................................................................... 5,845 Deliverable 7.7: Contract Negotiation
Phase 5 ERP Implementation 77,604
Task 10 Implementation Transition .............................................................................. 7,308 Deliverable 8.1: Transition Assistance
Task 10 Implementation Support ................................................................................ 58,116 Task 10.1 Develop Internal Project Plan ................................................................ 3,876 Deliverable 9.1: Attend Pre-bid Conference
Task 10.2 Project Management ........................................................................... 54,240 Deliverable 9.2: Monthly Status Reports
Task 11 Post Implementation Support ....................................................................... 12,180 Deliverable 10: Post Implementation
Total Cost $185,660
3.3 Labor Rates
Name Title Hourly Rate
Roy Hernandez Project Manager 150.00
Sergio Hernandez Sr. Consultant 115.00
Mitch Meier Enterprise Services Manager 125.00
Ayne Barajas Business Analyst 100.00
Various Systems Specialists 90.00
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
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ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
3.4 ATTACHMENT A
ATTACHMENT A
Consultant Services for
ERP System PROPOSAL
PRICING
Proposal must include all costs and fees associated with providing services.
Any fees, costs or charges that are not identified in this proposal will not be considered or paid by the City
Please do not change or alter this page in any way. This page must be submitted with your proposal
Proposals should break down the acquisition process into these steps, identify the process and deliverables for each step, and ultimately price these services "a-la-carte", with an understanding that the City may choose to perform a specific portion of the acquisition process with City Staff. All pricing should be on a fixed basis or hourly rate with a not-toexceed cap. The City reserves the right to negotiate for additional services.
PRICING SHEET
Task/Description Itemized by
Staff Level
Estimated
Hours by
Task & Staff
Position
Hourly Rate
of Staff
Position
Cost
Project Planning & Monitoring:
Task 1: Project Planning and Management
Project Manager 48 150.00 7,200
Project Coordinator 40 115.00 4,600
Enterprise Services Manage 28 125.00 3,500
Business Analyst 28 110.00 2,800
Systems Specialist 12 90.00 1,080
Task 2: Project Initiation Meeting
Project Manager 4 150.00 600
Project Coordinator 2 115.00 230
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
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ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Enterprise Services Manage 2 125.00 250
Business Analyst 2 110.00 200
Systems Specialist 2 90.00 180
Task 3: Business Process Analysis
Project Manager 17 150.00 2,475
Project Coordinator 17 115.00 1,898
Enterprise Services Manage 48 125.00 6,000
Business Analyst 58 110.00 5,800
Systems Specialist 4 90.00 360
ERP Needs Assessment:
Task 4: To Be Processes & Functional /
Tech Requirements
Project Manager 17.1 150.00 2,565
Project Coordinator 17.1 115.00 1,967
Enterprise Services Manage 48 125.00 6,000
Business Analyst 58 110.00 5,800
Systems Specialist 8 90.00 720
Task 5: Detailed Functional & Technical
Requirements
`
Project Manager 13 150.00 1,980
Project Coordinator 13 115.00 1,518
Enterprise Services Manage 57 125.00 7,125
Business Analyst 9 110.00 900
Systems Specialist 22 90.00 1,980
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 44
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F ERP Request for Proposal:
Task 6: ERP Request for Proposal
Project Manager 10 150.00 1,440
Project Coordinator 10 115.00 1,104
Enterprise Services Manage 32 125.00 4,000
Business Analyst 32 110.00 3,200
Systems Specialist 0 90.00 0
Task 7: Change Management
Project Manager 4 150.00 540
Project Coordinator 4 115.00 414
Enterprise Services Manage 12 125.00 1,500
Business Analyst 12 110.00 1,200
Systems Specialist 0 90.00 0
ERP System Selection:
Task 8: Assist City with Systems
Selection
Project Manager 61 150.00 9,120
Project Coordinator 15 115.00 1,725
Enterprise Services Manage 72 125.00 9,000
Business Analyst 28 110.00 2,800
Systems Specialist 0 90.00 0
Task 9: Contract Negotiations
Project Manager 20 150.00 3,000
Project Coordinator 3 115.00 345
Enterprise Services Manage 20 125.00 2,500
Business Analyst 0 110.00 0
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
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ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Systems Specialist 0 90.00 0
ERP Implementation:
Task 10: Implementation Transition
A it
Project Manager 7.2 150.00 1,080
Project Coordinator 7.2 115.00 828
Enterprise Services Manage 24 125.00 3,000
Business Analyst 24 110.00 2,400
Systems Specialist 0 90.00 0
Task 10: Implementation Advisory Services
Project Manager 300 150.00 45,000
Project Coordinator 99 115.00 11,316
Enterprise Services Manage 8 125.00 1,000
Business Analyst 8 110.00 800
Systems Specialist 0 90.00 0
Task 11: Implementation Look Back
Project Manager 12 150.00 1,800
Project Coordinator 12 115.00 1,380
Enterprise Services Manage 40 125.00 5,000
Business Analyst 40 110.00 4,000
Systems Specialist 0 90.00 0
Total Not to Exceed
Note: Tasks 10 and 11 will be selected at
the discretion of the City 1
188,819
If needed, please attach any additional costs/fees associated with the Scope of Services (i.e. printing, travel, lodging, incidentals, etc.)
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
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ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Notes:
1. The numbers were changed from 11 and 12 to 10 and 11 because Task 9 and 10 are the same in the City’s RFP.
2. While ThirdWave tried to align our Scope of Work with the City’s RFP, we have a mature and proven methodology we’ve used for 40 years on this type of project.
Therefore, there is not a one-to-one match with the City’s scope.
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Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
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ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
4.1 Approach and Work Plan
ThirdWave’s understanding of the City’s project is based on more than three decades of providing ERP advisory
services.
ThirdWave has developed ERP requirements in onehundred sixty-eight (168) IT Strategic Plans and have produced 4,300 (four thousand three-hundred) ERP As-Is
and To-Be business process improvement maps for
approximately 200 government customers over 33 years.
And contrary to ERP industry statistics, 100% of our ERP projects have come in on schedule and budget since 1996, e.g., Las Vegas (1996), LA County MTA (1998), to Helix
Water District (2018) and the City of Berkeley (2020).
According to Gartner, the majority of ERP Replacement projects fail, e.g., substantially over budget, over schedule, lack of desired results and end user acceptance, or litigation. Our detailed specifications and solicitation documents significantly reduce risk, and save money. All our projects have resulted in successful procurements, implementations and high end-user acceptance rates and utilization.
Section 4
Attachments
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
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ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
4.2 Procurement Best Practice Approach
ThirdWave use a proven procurement best practice process for the execution of ERP projects, as illustrated below.
Figure 4.2.1: ERP Best Practice Solicitation & Implementation Life Cycle
® 1988 ThirdWave Corp
Comprehensive Procurement Process for Success
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
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ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
4.3 Work Plan
The following project work plan is fully responsive to the City’s Enterprise Resource Planning (ERP) project. Most
tasks/subtasks in the following work plan will produce a deliverable, e.g., a workshop, meeting, document,
presentation, etc. On tasks where the deliverable is a
document, ThirdWave will provide an electronic copy either in MS Word, Excel spreadsheet or PDF, or as appropriate and specified by the City.
Some key draft deliverables will be provided to the City’s Project Manager for review and comment by appropriate staff. The City’s review and comment subtasks are denoted with the prefix “City.” Obtaining the City’s review and comments on deliverables is a risk management and quality control technique that will ensure the desired results are obtained as each task of the project is completed.
The following provides a description of the proposed scope of work, project deliverables and assumptions.
PHASE 1 PROJECT PLANNING AND MONITORING
Task 1 ERP Project Plan
Task 1.1 Draft ERP Project Plan
This task will entail developing an ERP Project Plan to guide the execution and control of the ERP implementation, including the following:
1. Project Strategy and Approach: Prioritized and phased ERP system rollout specification that fully supports the City's required business processes and maximizes positive inter-department collaboration, information sharing, and the smart use of technology
2. ERP Software Module requirements: General Ledger, Accounts Payable, Accounts Receivable, Human Resources, Budget, Purchasing, Inventory, Payroll, Property/Capital Asset Module, Utility Billing, Cashiering, and Permitting (for Community Development)
Technical Requirements:
Functional & Technical Specification for all mission critical processes Report Specification
Integration Specification to better capture and document financial data Data Migration Specification
3. ERP Project Plan:
High-level scope
Consultant and City Staff deliverables
Major project components and tasks
Estimated Projected Timeline and Gant Chart Schedule
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Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
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ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
4. Department stakeholders
Anticipated staff commitment from each department
Prioritized modules to be replaced, including timing of replacement
5. Project governance structure, roles and responsibilities
6. City Staff and Consultant resources responsible for execution Gap analysis including staffing backfill requirements
7. Gross Budget Estimates for:
ERP software licensing - onetime and ongoing
Implementation
Third party applications and/or integrations
Data conversion
Training
If required, additional City temp (back-fill) staff during implementation Deliverable 1.1: ERP Project Plan
Task 1.2 Ongoing Project Coordination
This task will entail providing ongoing communication, planning and coordination of project tasks between the City and ThirdWave Project Managers. This will be accomplished with Zoom conference calls, as required.
Deliverable 1.2: Ongoing Project Coordination
Task 1.3 Monthly Status Report
This task will entail providing written progress reports to the City’s Project Manager outlining the status of the project on a monthly basis, including the following:
Dashboard of the project status, e.g., scope, schedule, cost Description of progress made during the reporting period Deliverables completed and delivered during the reporting period Staff hours expended
Outstanding issues and recommendations for resolution (if any) Scope, cost and schedule integrity status
Deliverable 1.3: Monthly Status Reports
Task 2 Project Initiation Meeting
Task 2.1 Project Kick-Off Meeting
This task will entail holding a project kickoff meeting with City and ThirdWave’s Project Team. A PowerPoint presentation will be produced to review the project goals and objectives, project plan, deliverables, project schedule, ThirdWave/City responsibilities, and the PMBOKTM project management protocol.
Deliverable 2.1: Project Kick-off Meeting
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Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
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ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Task 3 Business Process Analysis
Task 3.1 Hold AS-Is Rapid Workflow Workshops
This task will entail holding As-Is business process requirements workshops for key City ERP processes to identify key requirements for the ERP replacement. Working with business process stakeholders/Subject Matter Experts, As-Is business process workshops will identify functional and technical requirements to streamline and enhance ERP data, processes, services and operational cost effectiveness. The workshops will be facilitated to assess business processes/activities encompassing management, operational and Information Technology challenges with the existing system. Process maps will be used by the City and Consultant to analyze current business processes and identify improvement opportunities. Process maps will be used during implementation to identify the changes to the process which will need to be made for City to meet new system requirements. The workshop agenda will include the following:
1. Produce the As-Is current state business process model, a high-level map of the following:
Current business process steps for each ERP process
Description of activities in each step and participant All information systems used (applications, platforms, DB, inputs/outputs) Documents/data being created, processed and/or stored
2. Identify problem statements/challenges, existing management, operational and/or Information Technology disablers, e.g., business process bottlenecks, inefficiencies, disconnects, or inhibitors to providing superior business performance and/or customer service will be identified and noted on the process map.
3. Identify the impacts of each problem, quantitative: duplication of effort, redundant costs, time inefficiencies, document processing delays, system performance, and qualitative: poor customer service, poor perception of City, bad press, irate phone calls to the City.
4. Identify potential solutions, solutions will focus on ERP features and functions, reports, interfaces and data migration needs. Other solutions will include management policy and operational/business process improvement opportunities.
5. Identify potential benefits, including qualitative and quantitative benefits of the proposed technologies solutions if implemented.
For estimating purposes, this proposal assumes holding up to sixteen (16) virtual workshops. However, the City will ultimately determine the final business processes to be addressed, which will be finalized in contract negotiation.
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Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
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ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F ERP As-Is Business Process
Accounting
1 Accounts Receivable ...................................................1 2 Accounts Payable ........................................................1 3 General Ledger ...........................................................1 4 Capital Asset Tracking ................................................1 5 Budget .........................................................................1 6 Purchasing ....................................................................
RFPs / RFQs / POs / Credit Cards ..............................2 Human Resources
7 Recruitment & Onboarding ..........................................1 8 HR Management .........................................................1 9 Payroll .........................................................................1 10 Capital Project Management ...................................1 11 Grants Management ..................................................1 15 Cashiering ..................................................................1 16 Utility Billing .............................................................2 17 Permitting...................................................................1 16 Assumptions:
1. Workshops will typically last up to 3 - 4 hours depending on the complexity of the business process being modeled.
2. Workshops will be scheduled per the published MS Project Schedule.
3. Workshop participants will be highly knowledgeable and experienced in the business processes being modeled and attend the entire workshop. There should be sufficient participants in the workshops to address the entire business process.
Deliverable 3.1: Rapid Workflow Workshops
Task 3.2 Document Business Process Maps
This task will include documenting the business, functional, and technical requirements data collected in the workshop. The session notes will be provided to the City’s Project Manager for distribution to participants.
Deliverable 3.2: Draft Business Process Maps
City 3.2 Review and Comment
This task will entail workshop participants reviewing the draft process maps and providing comments/suggested revisions within 5 business days.
Deliverable 3.2: City Comments
Task 3.3 Final Business Process Maps
This task will entail incorporating the City’s comments to produce the final As-Is business process map deliverable.
Deliverable 3.3: Final Business Process Maps
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Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
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ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F PHASE 2 ERP NEEDS ASSESSMENT
Task 4 To Be Processes & Functional / Tech Requirements Task 4.1 Hold To-Be Rapid Workflow Workshops
This task will entail identify processes to be changed and provide a functional and technical requirements document. Rapid Workflow® To-Be workshops will envision what staff believe would be the ideal ERP solution fostering business process improvement and workflow automation. Building upon the As-Is process maps, these workshops will illustrate the end-to-end future state process. Functional and Technical, Reporting, and Interface Requirements will be articulated. The To-Be workshops will address the same processes process as the As-Is workshops.
Deliverable 4.1: Rapid Workflow® Workshops
Task 4.2 Document Business Process Maps
This task will entail documenting the outcome of the workshops, articulating the future state process, assuming the City procures the proposed ERP solution.
Deliverable 4.2: Draft Business Process Maps
City 4.2 Review and Comment
This task will entail workshop participants reviewing the draft process maps and providing comments/suggested revisions within 5 business days.
Deliverable 4.2: City Comments
Task 4.3 Final To-Be Business Process Maps
This task will entail incorporating the City’s comments to produce the final To-Be business process maps.
Deliverable 4.3: Final To-Be Business Process Maps
Task 5 Detailed Functional and Technical Requirements
Task 5.1 Features and Functions Specifications
Task 5.1.1 Draft Features and Functions Specification
This task will entail compiling the functional and technical requirements from all previous tasks and business process mapping workshops and organizing them by ERP module. This document will provide the following:
1. ERP module recommendations and changes to existing interfaces which may be required to enable current technology to compatibly work with the new modules
2. Recommend which modules and subsidiary functions should be replaced:
Areas of improvement using best practices for each process to strengthen internal controls and gain efficiency
Business process improvements that adhere to City Policies and reduce redundancies
Areas of improvement with regard to document access and management Improve internal and external transparency
Establish a project governance structure, including roles and responsibilities. Develop/create new chart of accounts
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
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ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F The functional and technical specification will include an Excel spreadsheet to be filled out by vendors and included in their proposals.
Deliverable 5.1.1: Findings & Recommendations
City 5.1.1 Review and Comment
This task will entail City staff reviewing the draft deliverable and providing comments within 5 business days.
Deliverable 5.1.1: City Comments
Task 5.1.2 Final Functional and Technical Specifications This task will entail incorporating end user comment and suggested revisions to produce the final features and functions specifications.
Deliverable 5.1.2: Findings & Recommendations
Task 5.2 ERP Report Specifications
Task 5.2.1 Hold ERP Report Workshops Task 5
This task will entail holding two-hour Zoom meetings with business process owners to review and develop a report specification for reports identified in the Rapid Workflow® workshops, including the following: Report Name, report’s purpose, minimum key report data. Output from these workshops will be provided to the participants for review and comment
Deliverable 5.2.1: ERP Report Workshops
City 5.2.1 Review and Comment
This task will entail City staff reviewing and providing comments.
Deliverable 5.2.1: Comments
Task 5.3 ERP System Interface Specifications
Task 5.3.1 Hold ERP Interface Requirement Workshops
This task will entail holding two-hour Zoom meetings with subject matter experts for articulate a system inventory of all purchased systems which may need to be integrated to, including custom developed systems, MS Excel workbooks, Access databases, and other ad-hoc data storage tools. A system interface specification will be produced of systems identified in the Rapid Workflow® workshops. The following will be generated for each interface Name of source and target systems
Data to be pulled or pushed
Typical data
Frequency: query, batch or real time
Workshop output will be provided to participants for review and comment.
Deliverable 5.3.1: ERP Interface Requirements Workshops City 5.3.1 Review and Comment
This task will entail City staff reviewing and providing comments on the draft.
Deliverable 5.3.1: City Comments
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
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ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Task 5.4 ERP Data Migration Specifications
Task 5.4.1 Hold Data Migration Workshops Task 5
This task will entail holding two two-hour data migration workshops with subject matter experts for existing system data identified in the Rapid Workflow® workshops:
Name of the system, database, data to be migrated. The output from the workshops will be provided to participants for review and comment.
Deliverable 5.4.1: Data Migration Workshops
City 5.4.1 Review and Comment
This task will entail City staff reviewing and providing comments on the draft.
Deliverable 5.4.1: City Comments
PHASE 3 ERP Request for Proposal
Task 6 ERP Request for Proposal
Task 6.1 Develop Draft RFP
Drawing upon all data gathered in the previous project phases/tasks, this task will develop an RFP soliciting ERP software and professional implementation services.
ThirdWave will produce the technical sections of the RFP that and the City will be responsible for providing administrative/legal sections of the RFP. Typical content contained in the RFP includes the following, although this will be finalized with the City: (* These are spreadsheets to be filled out by vendors.) ERP Request for Proposal
1. Introduction
2. About the Project
3. Scope of Work
4. Business, Functional & Technical Requirements
5. System Requirements
6. Proposal Submission Requirements
Cover Letter
Table of Contents
Section 1 Executive Summary
Section 2 Proposed ERP Solution
Section 3 Implementation Plan & Project Schedule
Section 4 Project Organization, Key Personnel & Staffing Section 5 Technical Response
Section 6 System Requirements
Section 7 Exceptions to the RFP
Section 8 Pricing
7. Proposal Evaluation Criteria
8. Appendices:
Appendix A: As-Is and To-Be Business Process Maps
Appendix B: Functional Requirements Specification Spreadsheet * Appendix C: Report Specification Spreadsheet *
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
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ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Appendix D: Interface Specification Spreadsheet *
Appendix E: Data Migration Specification Spreadsheet *
Appendix F: Cost Proposal Spreadsheet *
Assumptions:
2. The City will produce all administrative and legal sections of the RFP.
Deliverable 6.1: Draft ERP Request for Proposal
City 6.1 Review and Comment
City staff will provide comments and suggested revisions on the draft ERP RFP within 10 business days.
Deliverable 6.1: City Comments
Task 6.2 ERP Request for Proposal
This task will entail incorporating the comments provided to the final ERP RFP. This document will be posted and advertised by the City.
Deliverable 6.2: ERP Request for Proposal
Task 7 Change Management
Task 7.1 Change Management Guidance & Feedback
This task will entail providing guidance and feedback regarding change management to the City as it transitions to a new ERP. Guidance will be offered in some or all of the following change management activities:
1. Change Assessment
Assessment
Gauge readiness and capacity for change
Validate scale of change, unique change factors
Findings, priorities and recommendations
2. Change Strategy Planning
Refine & formalize business case for change
Develop prioritized Road Map
CM Plan: Vision
Communication Plan
3. Change Program implementation
Implement Leadership action plans
Process & job impact process workshops
Integrate short- and long-term change with the City’s PMO, if it has one Evaluate program
4. Monitor & Measure
Monitor change adoption
Ongoing evaluation program effectiveness and end user experience Conduct lessons learned
Celebrate successes
Deliverable 7.1: Change Management Guidance & Feedback
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Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
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ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F PHASE 4 ERP SYSTEM SELECTION
Task 8 Assist City with Systems Selection
Task 8.1 Pre-Bid Conference
This task entails facilitating a pre-bid conference and assisting in addressing vendor questions and/or providing clarifications. ThirdWave will take notes of questions and answers. Purchasing, Contractual and T&Cs questions will be addressed by the City.
Deliverable 8.1: Attend Pre-bid Conference
Task 8.2 Respond to Questions/Addendums
This task will entail providing input to the evaluation committee responding to technical questions raised by vendors in the pre-bid conference for addendums.
Deliverable 8.2: Issues Addendum & Clarifications
Task 8.3 ERP Vendor Outreach
This task will entail reaching out to ERP vendors to inform them of the City’s solicitation. ThirdWave will provide a distribution list that includes most of the major ERP solution vendors in the market.
Deliverable 8.3: Issues Addendum
Task 8.4 Proposal Evaluation
This task will entail assisting the city evaluate vendor proposals. ThirdWave will provide input and recommendations, including the following activities:
Develop vendor evaluation score card
Assist the client in reviewing and evaluating vendor proposals Compile committee scores as the foundation for short listing ERP vendors Deliverable 8.4: Proposal Evaluation & Vendor Shortlisting Task 8.5 Vendor Demonstrations
Task 8.5.1 Vendor Demonstration Agenda & Script
This task will entail assisting the City prepare for vendor demonstrations developing of the following:
1. Presentation Agendas
2. Demonstration & Benchmark Scripts
3. Scoresheets for the evaluation committee's use
Deliverable 8.5.1: Vendor Demonstration Scripts
Task 8.5.2 Coordinate and Facilitate On-site ERP Vendor Demonstrations This task will entail facilitating the vendor demos, ensuring key requirements are addressed. We will “manage the clock” so vendors stay on script and adhere to the allowable times, ensuing a level playing field for all vendors.
Deliverable 8.5.2: Vendor Demonstrations
Task 8.6 Vendor Evaluation
This task will entail assisting the evaluation committee score the vendor demonstrations, include collecting and compiling scores. If required, we will assist in developing requests for vendor clarifications. ThirdWave will evaluate and recommend at least two or more solutions based on the needs assessment.
Deliverable 8.6: Vendor Evaluation & Selection
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 58
ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Task 8.7 Contract Negotiation
This task will entail participating in contract negotiations with the vendor to ensure a performance-based agreement is executed resulting in a fully functioning ERP system deployment. We will discuss contract negotiation strategies, review the final vendor proposal related to scope, schedule and costs. ThirdWave will advocate on behalf of a best value agreement for the City with the ERP vendor.
Deliverable 8.7: Contract Negotiation
PHASE 5 ERP Implementation
Task 9 Transition Assistance
Task 9.1 Transition Assistance
This task will entail developing a project charter, which articulates the project overall composition and stakeholder resource commitments involved in the project.
Deliverable 9.1: Transition Assistance
Task 10 Implementation Support
Task 10.1 Develop Internal Project Plan
This task will entail drawing on the Vendor’s ERP Implementation Plan to produce a City resource plan, based on the ERP vendor’s deployment project plan. The following will be addressed: activity definition: identification of all specific phases, task/subtasks, City staff participation on tasks, task durations, start and end dates, deliverables, reviews, sign-offs project assumptions and constraints:
Deliverable 10.1: Project Kick-off Meeting
Task 11.2 Project Management
This task will entail providing ongoing project management for the successful implementation of the ERP using PMBOK project management best practices. Project Communication & Management Updates: Monthly ERP Vendor Status Meetings, Monthly Status Reports, Management Updates & Presentations
Vendor Coordination: Ongoing communication and coordination with the City and ERP Vendor to coordinate project tasks, staff resources and schedules Scope Management
Establish standards/metrics for evaluating software vendor performance Monitor vendor compliance with the negotiated contract Scope of Work, including implementation phases, tasks and deliverables Review completed activities
Identify achieved milestones
Oversee system and User Acceptance Testing
Cost Management
Monitor and update the project budget and calculate variances Review project change orders initiated by the City or software vendor Identify problems or issues such as change requests
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Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
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ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Schedule Management
Monitor to maintain schedule integrity, ensure coordination and availability of City staff to participate on the project per the published Project Schedule Review progress, activities and milestones defined in the project timeline Coordinate tasks where City staff will provide information or participate Update the City project schedule with Vendor progress information Risk Management: Identify and address ways to minimize project risks, take corrective actions on any aspect of the project
Change Management: Hold end user meetings, produce project website and/or newsletter, provide periodic presentations, and demonstrations Deliverable 11.2: Monthly Status Reports
Task 12 Post Implementation Support
Task 12.1 Post Implementation Support
This task will entail providing post implementation support services as required by the City. Activities could include change management, technical writing, articulation of new policies and practices, developing technical specs for additional ERP system configurations, etc.
Deliverable 12.1: Post Implementation Support
4.4 MS Project Schedule
ThirdWave will use formal PMBOK project management best practices to manage and maintain schedule integrity on the City’s ERP System Consulting Services.
The preliminary MS Project Schedule, Figure 4.4.1 on the next page, reflects a project schedule with sufficient detail to effectively manage the Work. Our schedule clearly illustrates all project phases, start and end dates for tasks and subtasks, and corresponding deliverables. It also indicates tasks where City staff will review/comment on deliverables, denoted with the prefix “City.” The time allotted for the turnaround of draft deliverables is shown in red on the Project Schedule, typically 5 working days, unless otherwise mutually agreed to.
This schedule also takes into account a government procurement best practice process with sufficient time for requirements, RFP advertisement, pre-bid conference, addendums, vendor proposal preparation/evaluation, vendor demo preparation/evaluations, selection, and contract negotiations. The overall project schedule consists of the following phases:
Phase 1 Project Planning and Monitoring is estimated to span 5 months Phase 2 RFP Need Assessment is estimated to take approximately 5 weeks Phase 3 ERP Request for Proposal is estimated to take approximately 1 month Phase 4 ERP System Selection is estimated to take approximately 5 weeks
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ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Phase 5 ERP Implementation start dates are shown in the MS Project Schedule, but their durations will be determined by the vendor’s ERP implementation schedule.
The following project MS Project Schedule will be reviewed and finalized with the City’s Project Manager during contract negotiation of after contract award prior to the project kickoff meeting. The MS Project Schedule will be used as a point of reference against which the progress of the project will be monitored and managed.
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Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
Proposal
© 2022 61ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Figure A.4.4.1: MS Project Schedule
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Consultant Services for the Acquisition of an Enterprise Resource Planning (ERP) Software System City of Hemet May 9, 2022
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© 2022 62ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
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Enterprise Resource Planning (ERP) System Consulting Services City of Tustin April 29, 2022
Proposal
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ThirdWave 12100 Wilshire Blvd. Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
4.5 Rapid Workflow® Process Mapping Samples
Rapid Workflow® has proven to be consistently effective, producing the same successful results over more than three decades on several hundred projects and thousands of
business processes workshops.
Rapid Workflow®, coupled with PMBOK Project
Management and formal Systems Analysis best practices
have placed our firm as a premier advisory partner in the ERP space. This provides a comprehensive and thorough
gap analysis method.
The following pages provide examples of As-Is and To-Be business process maps, illustrating the business process maps as well as the narrative that information that articulates the current state, the future state, and what it will take to get there.
17.B
Enterprise Resource Planning (ERP) System Consulting Services City of Tustin April 29, 2022
Proposal
© 2021 64ThirdWave 12100 Wilshire Blvd., Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Executive Secty., Accounting
Spcl.
Stamp as Finance Received. Scan the invoice. Send to Department for coding and approval.
Note: Any payment for goods
or services, refunds to the public, reimbursements / advances to staff. Expense reimbursement and
travel advances to employee, are processed through Seamless Docs, and process via workflow.
Receive Invoice
Outlook
Scan MFD
Inv. E Inv
Departments Staff Review invoice. Code and approve. May attach copy of the PO, or a small dollar order form.
Department budget check
in their own Excel spreadsheets.
(Most department keep their budgets in Excel.)
Dept. Review
PO Copy
Excel
Accounts Payable Spcl. All refund requests require
Finance approval.
Review the invoice against
the PO, i.e., per unit prices.
Check and verify the Coding. Check for encumbrance and if PO has been set up.
Verify signature authority. Review each others input.
Finance Data Entry
Seamless Docs
Peoplesoft Fin.
Accounts Payable Spcl.,
Accounting Supervisor
Run the budget check
process.
Depending on the problem,
can set up a zero budget or contact the department to resolve. (Most of these are
purchasing issues, i.e., funds have run out on the PO, contract has expired.) Budget Check
Accounts Payable Spcl. Verify the vendor name,
amount, and address.
Print the trial register.
Print Trial Register Print Check
Accounts Payable Spcl./
Treasury (Cashier), Accounting Superveisor
Batch approval. Print the checks. Deliver printed checks to Treasury for the signature stamp.
Deliver copy of check and
invoices to Accounting Supervisor for review.
AP staff stuff the checks in
envelops.
Treasury mails the checks. Scan Warrant Register for retention and deliver hardcopy to City.
Inv. E Inv
Department StaffReview invoice.Code the invoice.Send to Finance.
Depts.Receive Invoice
Excel
Inv. E Inv
ExpeneReimb.
RefundRequest
P CardStatement
ExpeneReimb.
P CardStatement
PO Copy
Inv.
HardcopyE Inv
ExpeneReimb.
P CardStatement
RefundRequest
RefundRequest
PO Copy
Inv.
HardcopyE Inv
ExpeneReimb.
RefundRequest
PO Copy
Inv.
HardcopyE Inv
ExpeneReimb.
P Card
Statement
RefundRequest
Trial
Register
P Card
Statement
Voucher Register
PO Copy
Inv.
HardcopyE Inv
ExpeneReimb.
P Card
Statement
RefundRequest
E
Positive
Pay File
Warrant register
E Payable File to Commerce Bank
Seamless Docs Seamless Docs
Outlook Peoplesoft Fin. Peoplesoft Fin. Peoplesoft Fin.
Scan
General: 1,8,11,12,14,15
2,4,7
2,4,7 3,4,5,6,7,9,10 3,9,10
10 13,15
1234567
Session 2: Finance – Accounts Payable
© 2018 ThirdWave Corporation Rapid Workflow Process Modeling® Patent Mark Registration No. 2,873,704 with the US Patent and Trademark Office, is a registered trademark of ThirdWave in the US and other countries. ThirdWaveCorp.com Enterprise Resource Planning Procurement Services Rapid Workflow ® Process Models
City of Costa Mesa July 23, 2018
Figure 4.5.1: Sample Finance - Accounts Payable As-Is Process Map
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Enterprise Resource Planning (ERP) System Consulting Services City of Tustin April 29, 2022
Proposal
© 2021 65ThirdWave 12100 Wilshire Blvd., Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Figure 4.5.2: Sample Finance - Accounts Payable As-Is Narrative
17.B
Enterprise Resource Planning (ERP) System Consulting Services City of Tustin April 29, 2022
Proposal
© 2021 66ThirdWave 12100 Wilshire Blvd., Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Figure 4.5.3: Sample Finance - Accounts Payable To-Be Interim Process Map
17.B
Enterprise Resource Planning (ERP) System Consulting Services City of Tustin April 29, 2022
Proposal
© 2021 67ThirdWave 12100 Wilshire Blvd., Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Figure 4.5.4: Sample Finance - Accounts Payable To-Be Process Map
17.B
Enterprise Resource Planning (ERP) System Consulting Services City of Tustin April 29, 2022
Proposal
© 2021 68ThirdWave 12100 Wilshire Blvd., Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Figure 4.5.5: Sample Finance - Accounts Pa
yable Functional &Technical Future State Requirements
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ThirdWave 12100 Wilshire Blvd., Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
4.6 Sample Finance ERP Request for Proposal
Figure 4.6.1: City of Costa Mesa ERP RFP Table of Contents
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ThirdWave 12100 Wilshire Blvd., Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F Figure 7.8.5: City of Costa Mesa, To-Be Narrative
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ThirdWave Page 118 of 311 12100 Wilshire Blvd., Suite 800 Los Angeles CA 90025 310.804.7565 V 310.312.9513 F
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17.B
PROPOSAL PREPARED FOR
City of Hemet
Consultant Services for the Acquisition of an
Enterprise Resource Planning Software System
May 9, 2022
Respectfully Submitted By:
Patrick Griffin
Vice President
Email: [email protected]
Phone: 714-975-4150
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Proposal to City of Hemet
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TABLE OF CONTENTS
Cover Letter………………………………………………………………………………………………………………………………………..1 Exceptions…………………………………………………………………………………………………………………………………………..2 Experience.………………………………………………………………………………………………………………………………..……….3 SDI Presence LLC.................................................................................................................................................3 Enterprise System Specific Experience ...............................................................................................................6 References..........................................................................................................................................................7 Personnel……. ....................................................................................................................................9 Project Approach .............................................................................................................................11 New System Procurement................................................................................................................................16 Optional - ERP Implementation ........................................................................................................................24 Project Timeline................................................................................................................................................28 Fee Schedule……………………………………………………………………………………………………………………………….…….29 Appendix A – Project Team Resumes................................................................................................30
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Cover Letter
May 9, 2022
Ms. Candace Sunds
City of Hemet
445 East Florida Avenue
Hemet, CA 72543
RE: Request for Proposal – Consultant Services for the Acquisition of an Enterprise Resource Planning Software System
Dear Ms. Sunds:
SDI Presence LLC (SDI) respectfully submits this proposal to the City of Hemet (City) for professional services to assist with the selection and implementation of a new Enterprise Resource Planning (ERP) system. Based on the City’s Request for Proposal, we understand that the City is seeking the services of a professional technology management consulting firm to partner with the City to conduct a comprehensive needs assessment, RFP process, vendor evaluation and selection, followed by an optional phase of project management services during the implementation of the selected ERP solution.
Since 1996, SDI has worked with more than 200 public sector agencies to plan, procure, implement, and operate technology. More specifically to the City’s needs, SDI has worked with more than 50 similar-sized public agencies to help them assess, procure, select, and implement new ERP systems. As an example, SDI is currently providing, or recently completed, ERP projects at the following municipalities:
• City of Alameda • City of Burlingame • City of Carson • City of Chino Hills • City of Davis • City of Dublin
• City of Fremont • City of Fresno • City of Gilroy
• City of Glendale • City of Half Moon Bay • City of Manhattan Beach • City of Merced • City of Ontario • City of Redlands
• City of Redwood City • City of Rohnert Park • City of San Bernardino • City of San Ramon • City of Seal Beach • City of Sunnyvale • City of Vacaville • City of Vernon • City of Walnut Creek To complete this project, SDI will utilize a proven and structured project management methodology to ensure a successful implementation while reducing or eliminating potential project risks, and also helping maximize the City’s investment by fully implementing and utilizing the selected ERP solution.
We are confident that when you review our proposal you will agree that SDI brings the experience, expertise, resources, and tools to assist the City with this important project. SDI is prepared to undertake the project upon contract execution. If you have any questions or require additional information, please contact SDI Vice President Patrick Griffin at [email protected] or by telephone at 714-975-4150.
Sincerely,
David Gupta, Chief Executive Officer
SDI Presence LLC
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ERP Consulting Services
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Exceptions
SDI’s legal team has reviewed the City’s Request for Proposal and the Professional Services Agreement provided, and request the City’s consideration of the following items:
SDI is open to further discussions regarding these times in the event we are selected to assist the City with this project.
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Experience
SDI Presence LLC
SDI is an IT consultancy and managed services
provider that leverages its strong team presence to
advance our clients to a secure digital enterprise. With a 25-year corporate resume, SDI delivers strategic
managed services, IT consulting, and hybrid
infrastructure solutions to optimize our clients’
technology environments. SDI is a certified Minority
Business Enterprise (MBE), with a portfolio of clients
that includes some of the nation’s largest airports,
utilities, commercial real estate portfolios, and
government agencies.
SDI delivers a deep technical presence through a local delivery model to achieve customer confidence and success. SDI is headquartered at 200 E. Randolph Street, Suite 3550 Chicago, IL 60601, and has regional offices in Los Angeles & Sacramento and Dallas/Fort Worth TX. The City’s project will be delivered by our southern California team based in Orange and LA counties.
End-to-End Solution Set to Drive Value and
Accountability
SDI brings holistic solutions to our clients, integrating legacy and cloud-based applications and infrastructure across our clients’ networks to produce data-based insights that drive sound business decisions and improve performance. SDI works with a broad range of industry-leading partners and leverages its own in-house expertise to deliver technology solutions that provide the highest degree of reliability and performance to our clients.
Led by PMP-certified Project Managers, the SDI team
delivers comprehensive services designed to drive
our clients’ business strategies. SDI’s solutions are
specifically designed to leverage innovative
technology and business processes to maximize
critical infrastructure assets, increase productivity
and reduce the cost of IT ownership at our clients.
Each SDI solution area is driven by certified,
experienced industry professionals, complimented
by extensive company credentials and a resume of
successful technology delivery.
SDI PRESENCE Snapshot
• 25+ year resume
• 300+ employees
• Headquartered in Chicago
• Seasoned executive leaders
• Low 13% employee turnover
• 98% customer satisfaction
rating
• Financially stable 3A2 D&B
Rating
• $20M in projected 2020
diversity spend
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ERP Consulting Services
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SDI’s core services include:
CONSULTING
TECHNOLOGY DELIVERY PRESENCESM
MANAGED
SERVICES APPLICATIONS INFRASTRUCTURE SECURITY
• New System
Implementation
Project
Management
• Organizational
Change
Management
• Quality
Assurance
Services
• IT Strategic
Planning
• IT/Project
Assessments
• IT Governance
• Interim
CIO/CTO
• Digital
Transformation
Services
• Requirements
Assessment
• Selection and
Procurement
• Business Process
Reengineering
• QA/Testing
• Project
Management
• Implementation
and Integration
• Network
Engineering
• Data Center
• Hybrid Cloud
• Hyperconverged
Infrastructure/
Software
Defined Data
Center (SDDC)
• VoIP Services
• Organization
Policies and
Procedures
• Enterprise
Vulnerability
Assessments
• Cyber
Awareness
Training
• Cyber
Remediation
• Services
• Disaster
Recovery/
Business
Continuity
• Identity
Management
• Integrated
Public Safety
Systems
• ITSM Service
Desk
• IT
Infrastructure
Managed
Services
• Enterprise
Application
Managed
Services
• Managed
Security
• Services
• Public Safety
Systems
Managed
Services
• Real Estate
Data Managed
Services
SDI offers a broad technical skill set to our clients, offering deep expertise in each stage of the traditional or cloud-based system lifecycle. SDI brings a well-rounded team of professional business consultants, certified technicians and years of mission-critical IT experience to each of our client engagements.
Unmatched Technical & Industry
Expertise
SDI teams bring executive presence and diverse
perspective to our clients’ most complex projects. Our
team of professionals bring previous experience
gained from running large IT operations and
multimillion-dollar IT projects.
Together, the SDI Team has an extensive history of
running complex, 24×7 mission-critical IT
environments that demand both a broad and deep IT
expertise and unwavering commitment to performance excellence – from a comprehensive IT Assessment for a local municipality, to enterprise cybersecurity remediation at a utility, to a 24x7x365 IT managed services program across a large city transit authority. We bring industry subject matter expertise, technical certifications and methodologies, and a desire to mark a positive impact for our clients.
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ERP Consulting Services
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Presence. For Our Clients,
Colleagues and Community
Our commitment to presence achieves a confidence,
connectivity, and conduit for value creation that is
unmatched in our space. Every day, the SDI Team’s
presence is demonstrated by constantly and
consistently being:
♦ Focused: in giving our full attention and
energy to our shared goals and the task at
hand.
♦ Alert: of industry trends, technical
opportunities, and potential risks.
♦ Mindful: as we listen, engage and
communicate – to inform our decisions and
better outcomes.
♦ Invested: professionally, personally and
economically in our work.
♦ Local: in our physical energy to build deep
relationships and provide outstanding
support.
♦ YOU: taking the time to care for ourselves and
our significant others.
Awards and Recognition
The SDI Team prides itself on applying these points of presence in our work, business relationships, and larger community. SDI has been repeatedly recognized for its culture, diversity, and employee engagement by several leading publications including:
2020 Listings include (out of 5,187 companies)
♦ Overall Best Company to Work for in Chicago
♦ Best Mid-Size Company to Work for in Chicago (51-500 employees) ♦ Best Perks and Benefits Company in Chicago
Championship Team 2017
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ERP Consulting Services
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Enterprise System Specific Experience
SDI has extensive experience working with local government agencies performing the services the City is seeking. To date, we have worked with over 50 public agencies (e.g. municipalities, counties, fire districts, and utility districts) on ERP projects. The following table identifies our ERP clients, past and present. • City of Alameda • City of Benicia • City of Burlingame • Camrosa Water District • City of Carson • City of Carson City (NV) • City of Chino • City of Chino Hills • Chino Valley Ind. Fire Dist. • Coachella Valley Water • Consumnes CSD • Cucamonga Valley Water • City of Davis • Douglas County (NV) • City of Dublin
• City of Fremont • City of Fresno • City of Gilroy
• City of Glendale • City of Half Moon Bay • City of Indio • City of La Quinta • Lakeside Fire Protection • Las Virgenes Water District • City of Manhattan Beach • City of Merced • City of Millbrae • Moulton Niguel Water • City of Ontario • City of Paso Robles • Placer County • City of Pleasant Hill • City of Poway • City of Redlands • City of Redwood City • Riverside Co. Trans. Comm. • City of Rohnert Park • Sacramento Metro. Fire • San Benito County • San Bernardino City Water • San Joaquin COG • City of San Ramon • Santa Clara Valley Water • City of Seal Beach • Silicon Valley Clean Water • Sonoma County • South Tahoe PUD • City of Suisun City • City of Sunnyvale • City of Vacaville • City of Vernon • City of Walnut Creek
SDI’s recent experience includes working with agencies that have chosen to procure both on-premise and SaaS (Cloud) ERP solutions. This experience allows us to bring our clients current and relevant knowledge about these solutions offerings, including critical terms and conditions that should be considered in the negotiated agreements.
It is important to note that SDI has, and will continue to be, 100% independent from any ERP solution provider. We pride ourselves on this independence and recognize that it is a critical attribute during the software vendor procurement process.
While we remain independent from any ERP solution provider, we are knowledgeable and current on enterprise software vendors and products in the marketplace. Our consultant team has participated in selection processes that have included Cogsdale, Harris, Tyler Incode, Superion, Accela, Tyler Munis, Oracle, Workday, SAP, Tyler New World, CGI, Agresso, Microsoft Dynamics, Caselle, Infor, PeopleSoft, JD Edwards, and others.
Our recent and relevant experience with ERP implementations has also exposed our project managers to working with 3rd party vendors to integrate ERP systems to these 3rd party systems. For example, SDI regularly encounters the need for integration points between ERP systems and standalone timekeeping, cashiering, utility billing, land management, and work order systems, to name a few. These integration points require our project managers to navigate the often-complex relationships between the ERP system and the standalone software providers, so that we can help ensure our clients achieve the desired level
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ERP Consulting Services
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of integration to reduce duplicative data entry and multiple data storage “silos”. Managing the development of integrations between providers and ensuring the City’s goals for the integration points are met, is one of our core competencies.
With regard to data conversion from the City’s existing system to the new ERP platform, SDI has participated in or performed this activity at numerous public agencies during our project management activities. SDI resources are skilled in this area and are familiar with the nuances of data conversion, including initial data cleansing in the legacy system, data mapping between systems to ensure data integrity, and data validation to verify that the information has been accurately transferred. This final step can include multiple data passes after correction of data transfer errors and requires a resource with the knowledge and understanding to complete the data conversion process accurately.
One of the greatest values to utilizing SDI for the City’s engagement is our significant experience with ERP products on the market. While we remain 100% vendor independent, we have a comprehensive understanding of the ERP marketplace and the various products available to local government agencies.
References
Provided below are three recent client engagements of a similar size and scope to that of the City’s. SDI grants the City permission to contact these references, along with any of our other clients.
Reference No. 1
NAME OF CLIENT City of Glendale
ADDRESS 141 N. Glendale Boulevard
CITY, STATE, ZIP CODE Glendale, CA 92106
TELEPHONE # (818) 548-4093
CONTACT Jason Bradford, CIO
E‐MAIL ADDRESS [email protected]
PROJECT DESCRIPTION
ERP Procurement – SDI assisted with the selection of a new ERP system to replace the City’s existing system. SDI took the City through a needs assessment, requirements development and RFI, vendor evaluation and selection, and contract negotiations.
ERP Project Management – SDI provided comprehensive project management services for the implementation of the new ERP system, including assisting with the adoption of best business practices, training staff on the new system, and providing general oversight and quality assurance services, interfacing with and managing the ERP vendor during all project activities.
PROJECT DATES ERP Procurement 2017 - 2018
ERP Implementation 2018 - 2020
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Reference No. 2
Reference No. 3
NAME OF CLIENT City of Ontario
ADDRESS 200 N. Cherry Avenue
CITY, STATE, ZIP CODE Ontario, CA 91762
TELEPHONE # (909) 395-2355
CONTACT Armen Harkalyan, Executive Director of Finance
E‐MAIL ADDRESS [email protected]
PROJECT DESCRIPTION
ERP Procurement – SDI assisted with the selection of a new ERP system to replace the City’s existing system. SDI took the City through a needs assessment, requirements development and RFI, vendor evaluation and selection, and contract negotiations.
ERP Project Management – SDI is providing comprehensive project management services for the implementation of the new ERP system, including assisting with the adoption of best business practices, training staff on the new system, and providing general oversight and quality assurance services, interfacing with and managing the ERP vendor during all project activities.
PROJECT DATES ERP System Procurement 2019 - 2020
ERP System Implementation 2021 - present
NAME OF CLIENT City of Chino Hills
ADDRESS 14000 City Center Drive
CITY, STATE, ZIP CODE Chino Hills, CA 91709
TELEPHONE # (909) 364-2643
CONTACT Matt Jester, IT Manager
E‐MAIL ADDRESS [email protected]
PROJECT DESCRIPTION
ERP Procurement – SDI assisted with the selection of a new ERP system to replace the City’s existing system. SDI took the City through a needs assessment, requirements development and RFI, vendor evaluation and selection, and contract negotiations.
ERP Project Management – SDI provided comprehensive project management services for the implementation of the new ERP system, including assisting with the adoption of best business practices, training staff on the new system, and providing general oversight and quality assurance services, interfacing with and managing the ERP vendor during all project activities.
PROJECT DATES ERP System Procurement 2016 - 2017
ERP System Implementation 2019 - 2020
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Proposal to City of Hemet
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Personnel
For this project, SDI is proposing a team of highly qualified and experienced professionals with the proven ability to complete projects on time and within budget. SDI’s proposed team includes municipal ERP specialists with significant depth and expertise to address all aspects of this important project. We believe the combination of resources and knowledge of City operations will enable SDI to provide the most comprehensive services to achieve project success.
All team members are SDI employees; no subcontractors are being proposed for this engagement. The proposed project team is presented below, with full resumes provided in Appendix A.
Greta Davis – Delivery Executive
Role: Ms. Davis will serve as the Delivery Executive, bringing her years of experience in helping public agencies complete complex projects on time and on budget. Ms. Davis will provide management oversight and support to the SDI project team.
Background: Ms. Davis has over 25 years of experience in all facets of financial, organizational, and operational consulting for local government clients. MS. Davis has worked with over 250 local government agencies providing proven consulting services resulting in revenue enhancement from state and federal reimbursement, general fund subvention, and enterprise fund revenue recovery. The majority of her professional experience includes agency-wide revenue enhancement and cost of service analysis, financial plans, local governance and operational improvement strategies for local government agencies.
Ms. Davis has participated in technology management consulting projects for the cities of Anaheim, Carson, Chino Hills, Glendale, Malibu, Ontario, Orange, Vernon, West Hollywood, and Yorba Linda.
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Dixon Mutadzakupa – Project Manager
Role: Mr. Mutadzakupa will serve as the project manager during new system procurement and will also provide project management support during the implementation phase of the project.
Background: Mr. Mutadzakupa is a public finance professional with over 10 years of experience with local government finance. His experience includes working within the public sector environment as well as providing consultative services to public sector clients. Mr. Mutadzakupa is skilled at addressing customer needs and developing effective technological solutions that leverage his experience in local government financial management, ERP system upgrades and implementations.
Mr. Mutadzakupa recently completed project management engagements with the City of Seal Beach and the City of San Bernardino, implementing several ERP-related modules for these clients. He is currently providing project management support for ongoing ERP engagements that SDI is in the process of completing.
Michael Cohen – Project Consultant
Role: Mr. Cohen will provide subject matter expertise for all aspects of the project, including data gathering activities and proposal response review.
Biography: Mr. Cohen is an accomplished, detail-oriented project leader with proven expertise involving Enterprise Project Management, Advanced Technology Integrations, and IT Service Management (ITSM) spanning various public-sector industries. Adept at planning and executing projects, identifying areas for improvement, and utilizing innovative project optimization techniques and methodologies to ensure successful implementation of new systems and processes, Mr. Cohen applies his in-depth technical knowledge across a wide range of technologies to influence stakeholder decision-making, including infrastructure, networks, servers, data modeling, cloud migrations, operational tools, and cybersecurity principles. Mr. Cohen’s recent SDI projects include the Los Angeles Community College District, Santa Barbara County Fire Department, and the City of Ontario.
David Gougis – ERP Practice Lead and Project Advisor
Role: Mr. Gougis will provide support to the SDI Project Manager and team throughout the engagement, assisting on an as-needed basis to help address any challenges and concerns that may arise.
Background: Mr. Gougis has a 22-year background in local government. Beginning as an intern while still in college, he worked in progressively more responsible roles with the cities of Pasadena and Sunnyvale.
These roles involved activities as diverse as functioning as an analyst for a variety of financial and revenue programs early in his career, to managing day to day budget management and revenue collection operations.
In 1999, Mr. Gougis left local government for a career in information technology – specifically focusing on data conversion, decision support and enterprise resource planning systems (ERP). Given his background in finance and local government, his work in technology generally involved long-term assignments at cities, counties, special districts and financial institutions. He continued this work as a manager in Kaiser Permanente’s Information Technology operations during the mid-2000s.
Over the past 15 years, Mr. Gougis has functioned primarily as a project manager for ERP projects and secondarily as a technical resource, analyzing and developing conversion and data validation programs for local government agencies. Mr. Gougis has gained significant expertise and knowledge regarding ERP solutions, having implemented a variety of systems for many of SDI’s clients.
17.B
Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 11
Project Approach
Approach Overview
SDI has been delivering successful IT planning, procurement, and project management services to public sector clients since 1996. We have assisted over 50 local agency clients with ERP-related services and possess the knowledge, skills, and abilities to assist the City with this important project.
SDI offers our clients proven methodologies and tools designed specifically to meet the unique needs of public sector agencies. Since our inception, we have invested in and developed methodologies, tools, and supporting processes designed specifically for the unique needs and requirements of local government agencies. SDI constantly reviews and updates the knowledge base included in these toolkits based on experience with our clients.
New System Procurement
SDI’s Procurement approach addresses all of the requirements for Tasks 1 – 9 in the Scope of Work section of the City’s RFP, including
♦ Project Planning and Monitoring
♦ ERP Needs Assessment
♦ ERP Request for Proposal
♦ System Selection and Contract Negotiations
To accomplish the Procurement activities, SDI will utilize a five-phased approach:
♦ The “Initiate” phase which establishes the foundation for effective communication and the successful completion of the project.
♦ The “Requirements” phase which encompasses a thorough discovery of the City’s specific objectives and needs to ensure all the features, functions and requirements (e.g. user, interface, conversion, technical, etc.) necessary are defined and documented and communicated through the resulting documents for inclusion in the RFP.
♦ The “RFP” phase wherein the Request for Proposal is developed to meet the procurement requirements of the City.
♦ The “Select” phase which provides the structure for a fair and organized means to complete the review and decision process to select the best solution presented. ♦ The “Negotiate” phase which results in formal completion of agreements with the selected ERP solution vendor and the City.
17.B
Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 12
Optional - ERP Implementation
During the optional ERP Implementation phase of the City’s project, SDI will utilize project management processes and standards to ensure the City’s objectives and Scope of Work Tasks 10 – 12 are met. SDI’s approach will include the following:
♦ Use of a structured, proven approach to ensure a comprehensive understanding of the City’s requirements and needs
♦ Fully identifying and disclosing potential risks and realistic risk mitigation strategies ♦ Managing the expectations of users and stakeholders throughout the process to ensure a realistic level of expectation upon implementation of the enterprise ERP system ♦ Minimizing disruption to daily City operations
♦ Establishing solid project management practices including schedule, time, and resource management; communications management; issues management; risk management; and quality management
We recognize that the City is interested in more than simply employing an individual to oversee its project – you require the expertise of a proven professional with significant experience and knowledge of local government operations and ERP products, and who can provide the City with the experience and expertise to navigate the complexities associated with a comprehensive ERP implementation. In addition, the City is seeking a resource with experience in local government financial operations that can provide suggestions and recommendations for business process improvements to increase organizational efficiency and effectiveness. SDI is prepared to support the City’s project with a proven team of dedicated professionals.
SDI’s project management framework was developed to help minimize risk, increase opportunities for efficiencies, and ensure that the implementation project remains on schedule. Our approach to these projects is to remain flexible, focus on tasks that the City directs us to complete, and work collaboratively with the City to ensure that we are maximizing the use of available resources. SDI is open to modifying and/or adjusting the proposed tasks and is flexible about where our efforts are directed over the course of the project.
SDI is prepared to provide comprehensive project management services to the City during this important project. Management of the project can best be described in the three major project management categories below:
Plan – coordinating future project activities in conjunction with various project participants • Review the successful ERP vendor’s Statement of Work and coordinate the project kickoff • Develop implementation project plan in coordination with the City and the vendor’s project manager
Communicate – disseminating project activities and information to project participants • Attend project meetings, Executive Steering Committee meetings, and other related meetings • Complete regular project status reports (frequency TBD as directed by City Project Manager) • Update SharePoint information
• Review and distribute vendor project meeting agendas
• Review vendor site reports
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Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 13
• Review project issues log regularly with vendor’s project manager, work to resolve issues, and communicate issues status with project team
• Monitor and report on potential project risks
Execute – completing or overseeing specific tasks associated with the project • Coordinate scope change requests
• Process product enhancement requests
• Coordinate software development requests
• Assist with establishment of training accounts for users • Coordinate software installation
• Coordinate staff training
• Coordinate user acceptance training
• Plan go-live activities in conjunction with vendor project manager • Work with staff on change management efforts
• Coordinate final acceptance process
As project management professionals, SDI will complete each of these activities and will offer and provide additional project activities based on our significant experience with prior ERP implementation projects.
Additional Information About SDI’s Approach
Onsite Versus Offsite Efforts
SDI’s approach to project management is to maximize client engagement throughout the process, and we believe this is best achieved by being onsite during the majority of the project activities. That being said, during the COVID-19 pandemic SDI has successfully managed projects remotely through the use of collaborative tools including Microsoft Teams, SharePoint sites, and other resources. Since each of our clients has approached work activities differently during the pandemic, SDI remains flexible in our approach to onsite versus offsite project management.
Communication During the Project
SDI prides itself on actively communicating throughout all phases of our projects. Active communication means ensuring that our clients are provided regular project updates utilizing scheduled, written project status reports. Active communication also entails regularly communicating potential project risks, issues, and decision points via telephone, email, and/or in-person discussions with our clients.
Throughout each of the project management activities described in our methodology above, the SDI project manager will be keeping the City team informed on the status of project activities through both oral and written communications. Regular project status reports, along with Risk/Issue logs and project schedules, will be provided periodically (reporting schedule will be established during Project Initiation activities). In addition, the SDI project manager will be engaging (through emails, telephone and in person) with the City team and project participants regularly to ensure project activities are progressing and that potential issues are resolved expeditiously.
We are skilled at managing communication with our clients, and quickly adapt to our clients’ desired methods of communication. The key to a successful implementation is open two-way communication with our clients.
17.B
Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 14
Project Roles and Responsibilities
Ensuring clear delineation of roles and responsibilities of the SDI team and the City participants is an essential component to project success. Part of our Phase 1 activities includes a discussion of the various roles and responsibilities of the project team, and who on the team will be responsible for what aspects of the project. Each organization is different, with different skills sets and associated strengths. SDI will work with the City’s Project Sponsor to help define roles and responsibilities and will provide focused support in the areas that are identified as needing additional support.
Optimizing Project Success
SDI’s approach to project management is to serve as our client’s trusted advisor during implementation.
We view our presence on the project to be that as an extension of the City team, thus representing the City and acting in the best interests of the organization. Our goal is to minimize disruption to the organization as much as possible and mitigate issues and concerns quickly and efficiently, while ensuring the City’s interests are prioritized and addressed.
Maintaining open lines of communication, monitoring risks & providing risk mitigation strategies, and keeping the software vendor team on task are all essential components to help ensure project success.
We have a successful track record of working with software vendor project teams and their implementation and data conversion teams; this gives SDI a unique advantage in terms of the City’s project. SDI is prepared to provide these services through our professional and dedicated project team.
Approach to Best Practices and Change Management
SDI has been conducting assessments of enterprise systems for over 25 years and have developed a proven methodology for information gathering and identifying organizational needs. We recognize the importance of utilizing a measured approach when introducing an organization to potential change, and we are sensitive to the fact that staff may be averse to such change. Our consultant team consists of professionals who have worked in the public sector, have experienced the changes that come with business process analysis and new system implementations, and are well versed on managing expectations, concerns, and potential roadblocks to the implementation of new business practices.
SDI approaches our business process workshops with an understanding that not all participants may be knowledgeable about the most current software systems available. A key component of our workshops is to help educate City staff on available software systems and functionality, and to explore staff’s thoughts regarding potential positive outcomes of implementing this functionality. The goal of our workshops is to gather information about existing processes and functions, introduce staff to the most current software functionality available, and then discuss the potential benefits of adopting the more contemporary functionality. This process serves the function of introducing staff to the latest software features and functions, along with beginning the process of building buy-in to the adoption of new business processes.
In terms of change, a critical component to managing change successfully is to help staff throughout the organization understand the positive outcomes of business process improvements. Helping staff understand these positive outcomes is essential to getting their buy-in to the change, and our consultants are skilled at helping explain the positive outcomes to all levels of staff in the organization. For example, we can help explain to the Buyer how electronic workflow of a purchase requisition reduces paperwork and time to process, and can also explain to a Department Director or the City Manager how a system dashboard can provide immediate access to critical data for decision making. Having worked in all aspects of the public sector environment, our project team is highly qualified to address the topic of change and the requisite benefits of adopting best business practices.
17.B
Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 15
Mapping Business Processes to Best Practices
As a part of this engagement, the City is seeking a comprehensive analysis of current business processes along with receiving recommendations for business process improvements. Having completed numerous similar projects with public sector clients, SDI is prepared to assist the City with this important step.
Understanding the City’s current business processes helps ensure that adoption of new or modified business processes (to align with best business practices) includes any and all City requirements. In other words, current business processes must be fully understood, analyzed, and cataloged so as not to miss or drop a critical business process when suggesting a new best practice.
SDI utilizes a structured approach to documenting our data gathering activities to ensure that all information shared with the project team is recorded. The information gathered about current business processes will also be reviewed by the City’s project team to ensure it is accurate. Subsequent to this, SDI will map current business processes to suggested best business practices. In some cases, existing business processes will be recommended to remain in place, while others may be mapped to a more efficient business process.
Requirements Development
SDI approaches all of our projects with a holistic view of the needs of the organization. When developing requirements for software systems, we ensure that we explore all of the organization’s needs, including business processes and practices and data reporting and analytics. Too often, organizations do not focus on the output needs for a new system – i.e. how staff is able to extract data and perform analytics on that data. SDI recognizes the importance of this aspect of our work and places emphasis on the need for data extraction and reporting.
17.B
Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 16
Detailed Project Approach and Methodology
As described briefly in the Approach Overview section of our proposal, SDI’s approach to enterprise system procurements and implementations follows a structured methodology designed to help ensure that the City’s goals for the project are achieved. Provided below is our project approach and detailed work plan for both the procurement and implementation portions of the overall project.
New System Procurement
For the Procurement phase of the City’s project, which entails Project Planning and Monitoring, ERP Needs Assessment, ERP Request for Proposal, and System Selection and Contract Negotiations, SDI will utilize a five-phased approach:
♦ The “Initiate” phase which establishes the foundation for effective communication and the successful completion of the project.
♦ The “Requirements” phase which encompasses a thorough discovery of the City’s specific objectives and needs to ensure all the features, functions and requirements (e.g. user, interface, conversion, technical, etc.) necessary are defined and documented and communicated through the resulting documents for inclusion in the RFP.
♦ The “RFP” phase wherein the Request for Proposal is developed to meet the procurement requirements of the City.
♦ The “Select” phase which provides the structure for a fair and organized means to complete the review and decision process to select the best solution presented. ♦ The “Negotiate” phase which results in formal completion of agreements with the selected ERP solution vendor and the City.
The following graphic provides an overview of the phases, activities, and deliverables for our proposed methodology.
In the following pages, we provide a detailed work plan outlining our tasks and the associated deliverables for each task.
17.B
Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 17
Phase 1 – Initiate
The purpose of the Initiate phase is to prepare for, and initiate, the project under a well-defined work plan. This stage includes confirming our understanding, as well as the understanding of the stakeholders, regarding the scope of work and the process for accomplishing the overall objectives of the project.
Task 1.1 - Project Sponsor Planning Meeting
TASK DESCRIPTION: SDI will meet with the City’s Project Sponsor and other key staff to complete a detailed review the scope of work, project timeline, deliverables, project status methods, project participants (i.e. sponsor, subject matter experts, technical resources, etc.), and other items to ensure a well-planned project. During this meeting, SDI will discuss the tools and templates that will be leveraged.
Task 1.2 - Work Plan Development
TASK DESCRIPTION SDI will develop a Work Plan that identifies the project approach, methods, tasks, activities, resources, schedule, budget, deliverables, issue and risk management, and major milestones.
DELIVERABLE: Work Plan
Task 1.3 - Kickoff Meeting
TASK DESCRIPTION: Since the project will have an enterprise-wide impact, it is important to proactively communicate with all impacted staff to ensure a clear understanding of project goals and objectives, roles and responsibilities, approach, tasks, and timeline. The Kickoff Meeting also provides the opportunity to introduce the SDI team to City staff and should involve senior level management and project sponsors to provide introduction of this City-wide endeavor. It is important that all City staff that will be involved in the project, regardless of their role, participates in a project kickoff.
DELIVERABLE: Kickoff Meeting Presentation
Phase 2 – Requirements
During Phase 2, SDI will develop an accurate and clear understanding of the current environment, as this provides the initial baseline from which to begin defining the desired future state of the new ERP system.
During this phase it is necessary to identify and prioritize future system features and functions, and to consider potential modifications to current processes through the adoption of best business practices . A key success factor to implementing a best fit solution is having a comprehensive understanding of the City’s true needs and requirements.
17.B
Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 18
Task 2.1 - Request and Review Documentation
TASK DESCRIPTION: SDI understands that City staff has limited time to dedicate to this project.
Consequently, we will make all efforts to be as prepared as possible before asking for staff time. To accomplish this, SDI will request documentation to familiarize ourselves with the current environment, processes, procedures, policies, transaction levels, organizational responsibilities, reports, technical documentation, etc. It is not SDI’s intent to create work for the staff with this task - if requested documentation does not exist, then it should not be created now.
DELIVERABLE: Documentation Request Listing
Task 2.2 - Conduct System Requirements Workshops
TASK DESCRIPTION: SDI will conduct workshops with the City’s functional subject matter experts in all City departments. For the Finance Department interviews, the workshops will occur at a functional level (i.e. general ledger, budget, fixed assets, accounts receivable, inventory, purchasing, accounts payable, grant and project accounting, treasury, etc.). Focused workshops will also be conducted for the City’s utility billing functional areas including for example meter reading, bill calculation and invoicing, collections, and new service establishment.
SDI will also conduct focused workshops with existing and potential new users of land management, including planning, building, code enforcement, public works, and other potential users of a future LMS platform.
For other City departments, typically a single workshop per department will provide the information necessary to complete an analysis of potential ERP and LMS applicability for those department functions.
Outcomes of the workshops will document current processes, practices, polices, and procedures related to the City’s use of the ERP and LMS systems. The workshops will also explore unmet needs and focus on identifying new features and functions that can improve the existing operations.
SDI’s approach to conducting the systems requirements workshops involves more than just gathering information from the City’s subject matter experts. It includes educating and/or collaborating with staff on best practices and how evolving technology capabilities (i.e. workflow, reporting, integration, dashboards, document management, etc.) can be applied to the future environment.
Task 2.3 - Document Functional Requirements
TASK DESCRIPTION: SDI will utilize the information gathered during Task 2.2 above to document the City’s existing and desired functional requirements so that the RFP provides a comprehensive description of the City’s requirements.
DELIVERABLE: Functional and Operational Requirements
17.B
Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 19
Task 2.4 - Document Interfaces/Technical Requirements
TASK DESCRIPTION: During our work efforts in the prior tasks, SDI will identify required or desired interfaces and integration opportunities between the ERP & LMS systems and other data repositories.
This helps ensure that an integration point or interface is not missed. In addition, SDI will work with City staff to identify any interface standards that should be included in the RFP (i.e. City preferred interface methods).
DELIVERABLE: Interface and Technical Requirements
Task 2.5 - Document Data Conversion Requirements
TASK DESCRIPTION: SDI will document the City’s data conversion and migration requirements so that software proposers can include the costs and approach for completing data conversion in their proposals. SDI will meet with the City’s technical and business subject matter experts to identify and document data migration and conversion requirements. SDI will provide consultation with regard to the pros and cons of the possible approaches/strategies and provide recommendations.
DELIVERABLE: Data Conversion Requirements
Task 2.6 - Complete ERP Needs Assessment Report
TASK DESCRIPTION: SDI will consolidate our activities and findings into an ERP Needs Assessment Report that will provide the business case for moving forward with the procurement of new ERP & LMS systems. At a minimum, the ERP Needs Assessment Report will identify the following information:
♦ Background and History
♦ Problem Statement
♦ Current Environment (Strengths, Weaknesses, Opportunities, and Threats) ♦ Alternative Analysis
♦ ERP Market Scan
♦ Recommendations
DELIVERABLE: ERP Needs Assessment Report
Phase 3 – RFP
The tasks in this stage will consolidate all relevant information gathered in the prior phases to create an RFP that clearly defines the requirements and objectives of the City. The quality and accuracy of vendor responses are significantly improved using a well-organized, accurate, and clear RFP. A strong RFP is critical as it provides the foundation for evaluating the vendor and ultimately provides the basis for a solid agreement between the City and the successful vendor.
17.B
Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 20
Task 3.1 - Prepare Draft Request For Proposal (RFP)
TASK DESCRIPTION: SDI will prepare a draft RFP for review by the Project Stakeholders and identified key staff. If the City has an existing preferred RFP template, SDI will conduct a review and compare the City templates to SDI’s proven ERP RFP template. In addition, if necessary, SDI will meet with the City’s purchasing and/or legal resources to verify RFP terms and conditions.
At a minimum, an RFP should include the following components: purpose and objectives, background, evaluation criteria and selection process, timeline, submission requirements (including forms and templates), RFP terms and conditions, current environment descriptions, business and operations metrics (i.e. number of employees, users, vendors, purchase orders, etc.), functional requirements, technical requirements and standards, and pricing proposal submission requirements.
DELIVERABLE: Draft RFP
Task 3.2 - Review Draft RFP With Stakeholders
TASK DESCRIPTION: SDI recommends that the draft RFP be distributed to the City project team and subject matter experts for careful review. After staff has had the opportunity to review the RFP, SDI will conduct a meeting to address any changes, questions, or concerns.
Task 3.3 – Identify and Notify Potential Bidders
TASK DESCRIPTION: While online vendor portal sites provide a valuable channel for making an RFP publicly available, SDI believes it is in the City’s best interest to alert qualified vendors of the upcoming RFP release. SDI will compile a comprehensive list of public sector ERP solution vendors that provide potential solutions. SDI will review the listing with the City and assist the City in creating a notification message that can be distributed via email. Timely notification of the City’s intent to release an RFP will help ensure the City attracts quality solution vendors and allow the vendors to be better prepared to provide a timely response.
Task 3.4 – Release RFP
TASK DESCRIPTION: SDI will incorporate any recommended modifications to the draft RFP into a final document and will assist with distribution of the RFP.
DELIVERABLE: Final RFP
Phase 4 - Select
The process for selecting a suitable, best fit ERP solution vendor requires the City to follow a structured methodology. The goal of this phase is to ensure that the vendor that is the “best fit” for the City is selected. Up to this point in the project, the City will have invested heavily in establishing the foundation upon which a best fit selection will be made. The tasks in this phase are focused on ensuring a careful and detailed review of information provided in response to the RFP are conducted, as well as independent research, validation, and verification of content.
17.B
Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 21
Task 4.1 - Address Vendor Questions
TASK DESCRIPTION: Release of a clear and well-structured RFP will dramatically reduce the number of vendor questions. However, due to the complex nature of ERP procurements, the City should anticipate that vendors will submit questions that must be addressed to ensure quality proposals are received. In this task, SDI will assist the City in responding to vendor questions.
DELIVERABLE: Vendor Question Responses
Task 4.2 – Prepare Evaluation Committee
TASK DESCRIPTION: SDI will work with the City to identify the evaluation team and prepare an evaluator’s packet that includes clear descriptions and direction of the evaluation methodology. The packet will also include a scoring template to assist the evaluator in tabulating their results.
DELIVERABLE: Evaluation Scoring Methodology and Matrix Template Task 4.3 – Conduct Initial Screening of Proposals
TASK DESCRIPTION: SDI will conduct a screening evaluation of all proposals to determine which vendors and proposals meet the mandatory RFP requirements and minimum qualifications. SDI will present the results of our screening evaluation to the City. The City can use this information as a guide to determine which proposals require a detailed review.
Task 4.4 – Assist with Review and Scoring of Proposals
TASK DESCRIPTION: The evaluation team will review and rate the proposals per the evaluation criteria.
In addition, SDI will review proposals to identify issues, concerns, questions, or clarifications that should be addressed, and will provide this information to the evaluation team and be available to the evaluators for consultation. SDI will assist the City in arriving at a preliminary evaluation scoring matrix that identifies a short list of preferred vendors.
DELIVERABLE: Evaluation Scoring Matrix Summary
Task 4.5 – Prepare for Proof of Capabilities (POC)
TASK DESCRIPTION: Conducting proof-of-capabilities (POC) sessions with short-listed vendors is a key component of the selection process. This provides the vendors with the opportunity to fully demonstrate their solutions using City provided demonstration scenarios and scripts. As part of this task, SDI will develop the POC meeting agenda, scenarios, and scripts for the City to review. In addition, SDI can facilitate interaction between the City and the vendors to help ensure the vendor is adequately prepared to complete the POC. The POC provides valuable input into contract negotiations and helps clarify risk areas for special consideration.
DELIVERABLE: POC Session Agenda and Scripts
17.B
Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 22
Task 4.6 – Facilitate POC Sessions
TASK DESCRIPTION: SDI will facilitate the POC sessions to keep vendors on schedule and ensure all POC scripts are completed. At the conclusion of each vendor POC session, SDI will facilitate a debrief meeting with the evaluators to capture feedback and update the evaluation scoring matrix accordingly. This information will be used in the Vendor Selection Report (Task 4.8).
Task 4.7 – Assist with Due Diligence
TASK DESCRIPTION: SDI will assist the City in planning for and completing reference checks and site visits (if desired by City). While SDI is available to conduct the reference checks, it has been our experience that these are best performed by City staff because of the information exchange and opportunity to further network.
Task 4.8 – Prepare Vendor Selection Report
TASK DESCRIPTION: Using all the information and work products created to date, SDI will draft a Vendor Selection Report that outlines the process followed and the results of the evaluation. SDI will provide the City the opportunity to review a draft report and provide feedback. SDI will then publish a final Vendor Selection Report, which can be utilized as part of the City’s written recommendation for City Council presentation.
DELIVERABLE: Vendor Selection Report
Phase 5 - Negotiate
Key terms, conditions, scope, and pricing terms must be fully resolved before concluding a final agreement. The purpose of the Negotiate phase is to formalize and implement a negotiation strategy to ensure the City obtains a favorable contract and all outstanding issues are resolved. SDI brings significant experience in contract negotiations that will help ensure an agreement that fully protects the City while supporting a successful implementation.
Task 5.1 - Research Prior Vendor Agreements
TASK DESCRIPTION: This task focuses on identifying signed agreements with agencies that are of a similar size and complexity as they can provide a valuable source of information to help the City prepare for negotiations. SDI will seek out and review available agreements. The review will include evaluating terms and conditions, pricing, payment terms, milestones, and more. The information gathered will be compared to that which was submitted with the RFP with the goal of identifying any gaps or more favorable terms and conditions.
17.B
Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 23
Task 5.2 - Conduct Initial Agreement Review
TASK DESCRIPTION: SDI will perform a review and provide feedback of the proposed agreement templates. Based on our experience, the City should expect multiple agreements (i.e. software licensing, maintenance and support, professional services, 3rd party software, etc.). SDI will provide the City guidance and assistance on the agreement review to help prepare for subsequent negotiations.
Task 5.3 - Facilitate Negotiation Strategy Workshop
TASK DESCRIPTION: SDI will facilitate a workshop with key City staff to develop the negotiation strategy. The workshop will focus on outstanding issues and questions, as well as areas of high risk that need to be addressed. A well-planned negotiation strategy reduces the negotiation timeline, reduces frustration among the parties, ensures the City presents a unified front, and reduces the risk that items will be overlooked.
Task 5.4 - Conduct Negotiations Meetings
TASK DESCRIPTION: SDI will assist the City in preparing for negotiation meetings and will attend to support City staff. If the City desires, SDI is available to facilitate the negotiation meetings. SDI will take the lead in recording the minutes from the meetings to capture outstanding items, next steps, and critical dates.
DELIVERABLE: Final Agreement with Vendor
Task 5.5 - Obtain City Council Approval
TASK DESCRIPTION: SDI will attend and/or participate in the City’s presentation of the vendor agreements to the City Council for approval. SDI’s level of participation will be at the City’s direction.
DELIVERABLE: City Council Meeting Participation
17.B
Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 24
Optional - ERP Implementation
SDI’s project management framework includes two major phases: Initiate and Implement. The graphic below presents the tasks and deliverables to be completed during new system implementation, with additional detail regarding SDI’s project management approach follows.
The phases, tasks associated with each phase, and deliverables coming out of each task, are described in detail below.
Phase 1 - Initiate
As project management professionals, SDI recognizes the importance of applying a formal project management framework to ensure that the project meets objectives and is delivered on-time and onbudget. The purpose of the Project Initiation Phase is to prepare for, and initiate, the project under a well-defined project plan. This phase includes confirming our understanding, as well as the understanding of the stakeholders, regarding the scope of work and the process for accomplishing the overall objectives of the project. The following table presents the specific tasks, activities, and deliverables that will be undertaken during the Project Initiation phase.
Task 1.1 - Project Scope Review
TASK DESCRIPTION: SDI will meet with the City’s Project Sponsor to review the scope of work, project timeline, deliverables, and other procurement documentation to confirm project details before formal kickoff.
Task 1.2 - Kickoff Meeting
TASK DESCRIPTION: SDI will develop a Microsoft PowerPoint presentation that will describe the project. SDI will lead a Project Kickoff Meeting which will be scheduled by the City to include all anticipated project participants. The primary goal of the Project Kickoff Meeting is to ensure that all project participants have a common understanding of the process and project objectives.
DELIVERABLE: Project Kickoff Presentation
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Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 25
Task 1.3 - Project Scope and Baseline Schedule Update
TASK DESCRIPTION: SDI will finalize and deliver the project scope and plan, along with communication and status reporting plans and a baseline schedule, as agreed with by the City’s Project Sponsor.
DELIVERABLE: Updated Project Plan
Phase 2 - Implement
The cornerstone of success for the system implementation portion of the project will be how well it is managed. This will include thorough planning, execution, and monitoring of the plan, corrective action when required, and final close-out of the project. SDI’s project management services will enable the City to manage the big picture, keep stakeholders informed, and ensure successful planning, oversight, and completion of the project while mitigating project risk.
In the table beginning on the following page, SDI has identified the activities and deliverables to be completed as part of this phase of the project. It should be noted that many of the tasks in Phase 2 will be repeated for the individual implementation of specific modules within the software suite (i.e. – Payroll, Accounts Payable, etc.).
Task 2.1 - Update Project Plan
TASK DESCRIPTION: SDI will work with the software vendor’s Project Manager to update the Project Plan, including the following basic elements that will be defined for the system implementation activities:
• Tasks and Subtasks
• Milestones and Deliverables
• Detailed Project Schedule
DELIVERABLE: Updated Project Plan
Task 2.2 - Monitor Project Execution and Control
TASK DESCRIPTION: Working with the software vendor’s Project Manager, SDI will monitor the project execution using all the plans, schedules, procedures, and standards prepared for the project. This will include ensuring that regular status reports are provided and discussed at project review meetings with the Project Sponsor and appropriate participants. These reviews will include performance measures for the completion of tasks and activities in accordance with the project plan, communication plan, risk management plan, and quality assurance plan.
DELIVERABLES: Project Status Reports, Risk/Issue Tracking Log, Vendor Deliverables Tracking Log / Punch List
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Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 26
Task 2.3 Assist with Business Process and Change Management Activities TASK DESCRIPTION: SDI will assist the City with identification of areas where a business process change may result in improved efficiencies. SDI will provide suggestions and recommendations for business process improvements in conjunction with the City’s project team, and utilizing the best practices recommendations documented previously.
Task 2.4 - Support Establishment of Optimal Software and Hardware Configuration TASK DESCRIPTION: SDI will assist the City in defining the technical system software and hardware environments required for the new system’s operation including licenses for development, testing/training, and production environments. SDI will provide oversight for identifying, procuring, and installing the software and hardware configurations to ensure the system is properly sized to meet the City’s requirements. This activity will also include coordinating the installation of required application, database, and web servers as well as necessary network architecture and infrastructure components.
DELIVERABLE: Software and Hardware Acquisition and Installation Oversight Task 2.5 - Assist with System Setup and Configuration
TASK DESCRIPTION: SDI will assist the City to ensure that the new system is set up to support the City’s unique operating requirements. This activity will include establishing security protocols for users along with specific workflow processes for the new system and setting configuration options and customizing parameters for system upload/download processes to Microsoft products such as Excel, Word, Access, and Outlook, and to other third-party products.
DELIVERABLE: System Setup and Configuration Oversight
Task 2.6 - Define System Data Conversion and Testing Requirements TASK DESCRIPTION: SDI will assist in defining conversion and testing requirements for items that must be converted into the new system, including financial data from the existing system and in-house developed applications. SDI will work directly with the software vendor’s conversion team to ensure that data extracted from the City’s existing system is properly mapped to the new system.
SDI will also assist the City in developing a test/training environment which will allow for separate testing of release software by City staff prior to production installation.
DELIVERABLE: Data Conversion Requirements and System Testing Task 2.7 - Assist with Development of Required Integrations Between Software Systems TASK DESCRIPTION: SDI will work with the various software entities to develop integration points between the various systems. SDI will oversee development of the desired data integration points and will ensure testing is completed to validate the integrations are operating properly and accurately.
DELIVERABLE: System Integrations Support
Task 2.8 - Support User Acceptance Testing
TASK DESCRIPTION: SDI will verify and validate acceptance test results for implementation of the new system that will include:
• System documentation • Functional tests
• Stress tests • Security tests
• Access control capabilities • Backup, restore and restart tests • User acceptance test results
DELIVERABLE: Independent Verification and Validation
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Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 27
Task 2.9 - Coordinate Training for Users and System Administrators TASK DESCRIPTION: SDI will assist the City in identifying training requirements and creating schedules for both users and technical personnel. Training should be sufficiently detailed and comprehensive to ensure that City staff will be able to effectively use the system and support the system after implementation.
DELIVERABLE: Training Requirements and Schedule
Task 2.10 - Complete Readiness Assessment and Ensure Operational Readiness TASK DESCRIPTION: SDI will develop a checklist to be used to assess the City’s operational readiness for the new system implementation, including:
• Staffing plan • System maintenance procedures
• Operational procedures • Disaster backup recovery plan • Change requests • Modifications or enhancements
• Refresher training • Software license renewal
• Technology refreshment • Hardware replacement
• Preventive maintenance
DELIVERABLE: Readiness Assessment Checklist
Task 2.11 - Monitor Phased Implementation and Cutover
TASK DESCRIPTION: SDI will oversee a phased cut-over where different modules are implemented and moved into production on a staggered schedule. As each module is placed into production, the software vendor will be required to provide assistance for system administration, helpdesk, and onsite user support for each major implementation phase or module.
DELIVERABLE: Oversight of Phased Implementation and Cutover into Production Task 2.12 - Provide Post Implementation Look Back
TASK DESCRIPTION: SDI will conduct a post-implementation review after system implementation to provide the City with information to help it evaluate the contribution and measure the value gained by implementing the new system. The “look back” will provide for organizational learning by documenting the success of the project and the reasons for that success. It will also identify areas the City may wish to revisit in terms of full implementation of all modules, related features, and functionality.
DELIVERABLE: Post Implementation Support
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Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 28
Project Timeline
Based on information contained in the City’s RFP and our past experience with system procurements and implementations, we provide the following estimates for the completion of the City’s ERP Procurement project.
New System Procurement
Figure 3 – Phase 1 Project Timeline
The ability to meet this project timeline will be dependent upon City staff availability throughout the various activities during new system procurement. The timeline above does not include the 4-6 week period when the City’s RFP is posted for software vendors to respond to.
Phase Two – ERP Implementation
Provided below is a potential timeline for the phased implementation of the new ERP software system.
Figure 4 – Phase 2 Potential Project Timeline
The schedule above is a suggested 42-month timeline based on our experience with new system implementations. The actual schedule will be developed in conjunction with the City and the software vendor’s implementation team.
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Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 29
Fee Schedule
SDI has provided our Fee Schedule in a separate document pursuant to the submission requirements in the City’s PlanetBids Vendor Portal.
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Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 30
Appendix A – Project Team Resumes
Following this cover page are complete resumes for the proposed project team of:
♦ Greta Davis – Delivery Executive
♦ Dixon Mutadzakupa – Project Manager
♦ Michael Cohen – Project Consultant
♦ David Gougis – ERP Practice Lead & Project Advisor
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EXPERIENCE SUMMARY
Energetic and solution-oriented manager for the Southern California IT advisory services delivery team in the local government market. Responsible for business development, staff leadership, client relations, quality control, and exceeding group billable targets and revenue goals. Offers over twenty-five years of experience in all facets of financial, organizational and operational consulting for local government clients.
PROFESSIONAL EXPERIENCE
SDI Presence
(01/2020 - Present)
Delivery Executive
Provides leadership, engagement management, subject matter expertise for system procurement and implementation solutions, as well as business development and expansion opportunities.
PREVIOUS TO SDI
NBS
(11/2011 – 01/2020)
Associate Director
• Provide leadership to financial consulting group of consultants, including mentoring, training and skills development for continued improvement in local government consulting engagements.
o Leadership
o Project Management
o Business Development
Matrix
(09/2010 - 11/2011)
Practice Leader
• Provide administrative oversight of consulting team, provided senior level consulting and managed projects for successful completion for local government clients.
o Leadership
o Project Management
o Business Development
GRETA DAVIS
Delivery Executive
AREAS OF EXPERTISE
• Project Management
• Business Development
• Problem Solving
• Client Relationships
• Teamwork
• Risk Management
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PROFESSIONAL EXPERIENCE CONTINUED
Maximus
(06/1999 - 09/2009)
Senior Manager
• Provide financial consulting to local government entities related to cost of services and revenue enhancement. o Project Management
o Leadership, Training and development of junior consultants o Business Development
EDUCATION
University of California / 1990
• Bachelor of Arts in Social Science, Emphasis in Finance University of California / 1992
• Risk Management Certificate
GRETA DAVIS
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EXPERIENCE SUMMARY
Mr. Mutadzakupa is a Public Finance Professional with over 10 years of experience with local government Finance. Dixon’s experience includes working within the public sector environment, as well as providing consultative services to public sector clients. With this unique background, Mr. Mutadzakupa is well qualified to address customer needs and develop effective technological solutions that leverage his experience in local government financial management, ERP system upgrades and implementations. Mr. Mutadzakupa offers SDI clients strong decision support, analytical, technical, facilitation, project management, communications and program management skills.
PROFESSIONAL EXPERIENCE
Enterprise Resource Planning (ERP) System Implementation, Yucaipa, CA City of Yucaipa
Provided project management services for the implementation for the City’s Tyler Munis for Financials and Human Resource Management; tasks include supporting “as-is / to-be” analysis, core team training, task & project plan management, vendor management, user acceptance test preparation and execution, and end user training and implementation support.
Budget Application System Procurement – Los Angeles County Employee Retirement Association (LACERA), Los Angeles County, Los Angeles, CA Provided project management and needs assessment services for the procurement and implementation of a new budget application system.
Purchasing Card Program Implementation – Tustin, CA
City of Tustin
Provided consulting services to support the City’s implementation of the U.S Bank P-Card system. Reviewed the city’s current P-Card processes and performed to gap analysis to identify any potential gaps between the needs of the city organization and the existing PCard system functionality
AREAS OF EXPERTISE
• Finance
• Local Governments
• Quality Assurance
• Customer Service
• ERP Systems Consulting
• Budget Planning,
Implementation &
Administration
• Revenue and Expenditure
Projection Expertise
• Fiscal Impact Analysis
• Employee Listing & Costing
Budgeting
• Vendor/Contract Management
• End-User Training
CONNECT
ON LINKEDIN!
DIXON MUTADZAKUPA
Senior Project Manager
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DIXON MUTADZAKUPA
Enterprise Resource Planning (ERP) System Implementation San Bernardino Municipal Water Department, CA
Providing project management services for the implementation for the Department’s Tyler Munis system for Financials, Human Capital Management, Revenue and Productivity; tasks include supporting “as-is / to-be” analysis, core team training, task & project plan management, vendor management, user acceptance test preparation and execution, and end user training and implementation support.
Enterprise Resource Planning (ERP) System Implementation Seal Beach, CA
Currently providing project management services for the implementation for the City’s Tyler Incode and EnerGov systems for Financials, Human Resource Management, Utility Billing and Permitting; tasks include supporting “as-is / to-be” analysis, core team training, task & project plan management, vendor management, user acceptance test preparation and execution, and end user training and implementation support.
Enterprise Resource Planning (ERP) Munis System Upgrade – Conversions & Validations City of Santa Barbara, CA
Participating in a hands-on capacity supporting the data conversion (developing and modifying extraction & transformation routines) and acceptance testing efforts for Financials, Human Resource Management and Utility Billing.
PREVIOUS TO SDI
PROFESSIONAL EXPERIENCE
City of Monrovia, CA
(02/2021 – 04/2021)
Budget/Finance Administrator
• Coordinated the preparation and administration of annual citywide budget including capital improvements. • Assisted in the completion of the City’s Comprehensive Annual Financial Report • Supervised accounting functions including accounts receivable, accounts payable, purchase orders, utility billing, cash collections and payroll.
• Worked closely with the Information Systems team in the maintenance and improvement of the city’s financial system.
City of San Bernardino, CA
(02/2016 – 02/2021)
Budget Manager
• Managed all budgeting, budget monitoring and financial planning and forecasting, and analysis for the City of San Bernardino with $200 million annual operating and capital improvement budget. • Provided support and assistance for continued planning efforts and considerations for ERP system upgrades. • Developed the City’s long-term financial projections which helped the Mayor & Council plan-ahead resulting in the reserve fund growing from $3 million to a healthy $30 million.
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DIXON MUTADZAKUPA
City of Riverside, CA
(11/2015 – 06/2016)
Principal Management Analyst
• Served on a newly formed Budget Team designed to coordinate the preparation of the City’s annual Operating and Capital Improvement Budgets
• Served as lead in the preparation and coordination of the entire City’s personnel budget with of over 2,000 employees.
• Performed financial analysis including financial forecasting of the City’s 5-year financial plan.
City of San Bernardino, CA
(02/2010 – 07/2015)
Budget Manager/Assistant to the City Manager/Financial Analyst • Coordinated, implemented, and monitored all aspects of the City of San Bernardino annual operating and Capital Improvement budget of $200 million.
• Performed financial analysis including an annual and mid-year analysis of Departmental budgets comparing budgeted amounts to actuals.
• Served on the ERP Team for review and selection of the new Enterprise resource planning (ERP) system; New World Financial, now Tyler Technologies was selected and implemented. Provided support and assistance for configuration and implementation efforts.
• Served on a team that performed analysis and provided financial reports to the court during the City of San Bernardino Bankruptcy proceedings.
• Served on a budget team responsible for managing, coordinating, and implementation of the City of San Bernardino’s operating and capital improvement budget of $150 million. • Prepared monthly expenditure reports for the Finance Director and City Manager • Successfully development a position control monitoring system that allowed Human Resources and Finance staff to provide accurate payroll and position information to the Finance Director and City Manager.
EDUCATION
California State University
• Master of Public Administration MPA, Public Budgeting emphasis • Bachelor of Science, Business Administration, Finance emphasis SKILLS
SKILLS
Software: Windows Office Suite, Tyler Technologies Munis, Incode 10 and New World
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MICHAEL COHEN
Senior Project Manager
EXPERIENCE SUMMARY
Accomplished, detail-oriented project leader with proven expertise involving Enterprise Project Management, advanced Technology Integrations, and IT Service Management (ITSM) spanning various public-sector industries. Adept at planning and executing 6- and 7-figure projects, identifying areas for improvement, and utilizing innovative project optimization techniques and methodologies to ensure successful implementation of new systems and processes. Applies in-depth technical knowledge across a wide range of technologies to influence stakeholder decision-making, including infrastructure, networks, servers, data modeling, cloud migrations, operational tools, and cybersecurity principles.
PROFESSIONAL EXPERIENCE
City of Ontario, California: ERP Implementation
Senior Project Manager
Project Manager for the city’s implementation of an Enterprise Resource Planning (ERP) system to replace their legacy system. The system scope included finance, utility billing, and business licenses. Responsible for project planning, resource planning, change management, risk management, vendor management, project budget tracking, and issue management. Led the data conversion and acceptance testing efforts.
Los Angeles Community College District: PMIS Procurement & Implementation Senior Project Manager
Currently providing project management and technical lead for procurement of an Enterprise Project Management Information System (PMIS) solution, including performing change management, requirements gathering sessions, preparing functional and technical requirements documents, and subsequent implementation.
PREVIOUS TO SDI
Cohen Consulting
(2017 – 07/2021)
Senior Project Management Consultant/Advisor
Delivered high-quality consulting services, with a focus on managing large-scale technical projects and programs, offering a broad background of systems architecture and hands-on technical subject matter understanding to the traditional role of project management. Led the full project management life-cycle from conception to completion. Partnered with a range of clients, including Large County Level Public Sector Organizations and Fortune 500 Companies.
• Project managed various large-scale projects, such as data center virtualization, to ERP software development, IT Operations workflow Optimization, and Enterprisewide Cybersecurity re-design.
AREAS OF EXPERTISE
• Project Management
• Business Analysis
• Strategic Consulting
• Technology Integration
• Cybersecurity Systems
• Regulatory Compliance
• Quality Assurance
• Customer Service
CERTIFICATIONS
• National Incident Management
System (NIMS)
• Certified Information Security
Manager (CISM)
• Certified Scrum Master (CSM)
CONNECT
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MICHAEL COHEN
PROFESSIONAL EXPERIENCE CONTINUED
• Provided key leadership for project envisioning, messaging, planning, risk management, resource optimization, staged execution, operation transitions, and life-cycle documentation spanning portfolios of interrelated projects. • Provided consultation and direction to hospitality clients on compliance requirements related to policy, process, and procedures on PCI, SOX, and Cybersecurity.
• Coordinated interdisciplinary Team project design reviews, managed CAPA and audits thereby effectively minimizing corporate risk, and lead knowledge transfers to drive success.
Los Angeles County Office of Education (LACOE)
(2015 - 2019)
Senior Project Manager/Technical Delivery Service Manager Managed a wide range of Enterprise projects, including performing change management requirements gathering sessions and preparing functional requirements documents. Created complex JIRA workflows, including project workflows, field configurations, permission, and notification schemes. Fostered county-wide collaborative partnerships to acquire a thorough understanding of business needs and delivered IT services that met agency needs in a timely and cost-effective manner. Translated highly technical competencies into messaging for a variety of audiences.
Technologies: Fortinet, Red Seal, Security Score Card, Fidelis, Tripwire, NetBrain, OpenIAM, DUO, Okta, Guidance, ISight, KnowBe4, Jira, VMWare, Asana, SFDC, Remedyforce. • Oversaw county-wide LACOE/Probation Department structured cabling and Wi-Fi roll-out to 50+ sites; led 200+ staff trainings, an E-RATE Compliance Audit, and Cybersecurity penetration test. • Managed two-year, $100M ERP replacement project requiring deployment of an all-new Multi-Data Center infrastructure, utilizing 750+ virtual servers and the latest in Cybersecurity design and support tools. • Key elements included cloud data migrations, a new 100GB network geo-split Internet fiber network, core and regional firewall replacements, and advance cybersecurity threat modeling and detection tools. • Managed Infrastructure transformation including an upgrade of LACOE primary data center by revamping software from cloud-based Microsoft Office to educational software to track internet activities.
SADA Systems
(2014 - 2015)
Senior Project Manager
Effectively established tools, processes, and procedures to support a centralized buying desk for all infrastructure purchases, including lab equipment, peripherals, and business assets. Implemented and created governance plans, project management guidelines, deployment, and development methodologies to improve quality assurance and decrease implementation times. Provided consultancy services for Microsoft based cloud solutions (Office 365, SharePoint Online, Azure). Conducted deployments, infrastructure moves towards SaaS private cloud computing, application architecture, and change/adoption management. Technologies: Office 365, Azure, SharePoint. • Coached four project managers to use Microsoft EPM solution to increase enterprise-wide project performance. • Transformed service offering for delivery team by creating a unified method for defining information architecture, required analysis, and process mapping for O365 projects.
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MICHAEL COHEN
PROFESSIONAL EXPERIENCE CONTINUED
Toyota Financial Services
(2013 - 2014)
Senior Project Manager
Oversaw full project lifecycle and managed project management deliverables, while guiding project teams of 40+ representatives across multiple verticals. Directed ongoing data quality assurance activities, including design and implementation of data validation audits reports. Communicated with business user groups to gather requirements for Salesforce implementation and documented the Business and Software Requirements. Technologies: Informatica, TIBCO, ServiceNow, SFDC, Remedyforce.
• Directed SFDC implementation that consolidated four legacy collections applications into one portal, decreasing handle time and increasing calls per hour worked to achieve $4M savings in maintenance and license costs • Evaluated business intelligence and information management requirements; assessed capabilities of the leading commercial tools and technologies and prepared IT strategy recommendations.
American Honda Motors
(2012 - 2013)
Project Manager
Evaluated proposed solutions and delivered high-quality recommendations to drive the development and growth of the business through effective use of technology. Supervised and trained project teams of up to 20 while executing datadriven decisions to execute projects and cross-departmental goals. Developed and implemented infrastructure architecture changes, network, servers, application availability, and security. Technologies: SAP, Clarity, Ariba, VMWare. • Managed three employees and eight external vendor teams across California, Colorado, Ohio, and South Carolina in delivering HW and SW solutions and optimizing systems, networks, and operational automation. • Oversaw the delivery of data center upgrades and operational projects up to $10M including scope, schedule, risk, issues, and budget.
DirectTV
(2012 - 2012)
IT Project Manager
Managed $25M “Active Decision Engine” program to select, prioritize, and present sales options to call center agents, including relevant customer sales and retention offers to reduce agent call handle time, increase average customer revenue, and boost customer satisfaction. Technologies: Pega PRPC, Cognos, SAP, Siebel.. • Formulated and administered high level program Project Plans and coordinated with the multiple sub-projects. • Developed, analyzed, and presented monthly and quarterly program financial, ROI, and operational data.
Aventura
(2012 - 2012)
Project Manager/Advisor
Collaborated with manufacturing company to centralize parts ordering methodologies and systems, increasing production and annual revenue from $24M to $54M. Technologies: SQL Server, Oracle, DB2, FileNet, MS Project, Visio, SharePoint.
• Introduced innovative techniques for rapid analytics development across the full spectrum of BI activities, increasing delivery of business-critical information and streamlining the process chain in Enterprise BI projects. • Drove visionary leadership, system development, and customer implementation of various e-Business systems and online large-scale assessment applications.
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MICHAEL COHEN
EDUCATION
UCLA / 2023
• Bachelor of Science in Business Administration
SKILLS
• Requirements Analysis
• Cost Reduction
• Performance Management
• Leadership & Communication
• Vendor Management
• Technology Integration
• Contract Negotiations
• Regulatory Compliance
• Software Engineering
• Cybersecurity Systems
• Continuous Improvement
• Cross-Functional Leadership
• Business Continuity
• Training & Development
• Risk Management & Mitigation
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EXPERIENCE SUMMARY
Mr. Gougis has over 30 years of experience in the technology and finance industries serving both public and private sector clients. Mr. Gougis’ experience includes working within the public sector environment, as well as providing consultative services to public sector clients. With this unique background, Mr. Gougis is well qualified to address customer needs and develop effective technological solutions that leverage his hands-on experience in management and implementation. Mr. Gougis offers SDI clients strong decision support, analytical, technical, facilitation, project management, communications and program management skills, and with these skills has established a successful track record in supporting both small and large-scale projects and system implementation efforts.
PROFESSIONAL EXPERIENCE
Enterprise Resource Planning (ERP) Implementation, City of Chino, CA Project Manager for the city’s implementation of an Enterprise Resource Planning (ERP) system to replace their legacy system. The system scope included finance, human resources, payroll, utility billing, business license, and work orders. Responsible for project planning, resource planning, change management, risk management, vendor management, project budget tracking, and issue management. Led the data conversion and acceptance testing efforts.
Procurement and Selection of an Enterprise Resource Planning (ERP) System, Chino Valley Independent Fire District (CVIFD),
Chino Hills, CA
Provided subject matter expertise on the procurement and selection of an ERP system to replace an existing legacy system. Served as project manager for the district’s implementation of the ERP, which included the following modules: finance, human resources, payroll, and permitting/inspections. Responsible for project planning, resource planning, change management, risk management, vendor management, project budget tracking, and issue management. Participated in a hands-on capacity supporting the data conversion (developing and modifying extraction & transformation routines) and acceptance testing efforts.
DAVID GOUGIS
Project Manager
AREAS OF EXPERTISE
• Project Management
• IT Governance
• Business Process Analysis
• Risk Management
• Requirements Definition
• Project Plan Development
• Strategic Plans
• Policy/Procedure Development
• Operational Assessments
• Feasibility Studies
• Project Management Office
• Business Intelligence
• Utility Applications
• Decision Support Strategies
• RFP Development
• Data Integration & Delivery
Conversion
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PROFESSIONAL EXPERIENCE CONTINUED
Enterprise Resource Planning (ERP) Implementation, Moulton Niguel Water District (MNWD), Laguna Niguel, CA Served as a project manager for the implementation of an ERP system. Responsible for project planning, resource planning, change management, risk management, vendor management, project budget tracking, and issue management. The scope included the finance, human resources, payroll, utility billing, and asset management modules. Led the data conversion and acceptance testing efforts.
Enterprise Resource Planning (ERP) Implementation, San Benito County, CA Served as a project manager for the implementation of an ERP system. Responsible for project planning, resource planning, change management, risk management, vendor management, project budget tracking, and issue management. The scope included the finance, human resources and payroll. Participated in a hands-on capacity supporting the data conversion (developing and modifying extraction & transformation routines) and acceptance testing efforts.
Human Resources & Payroll Systems Implementation, Douglas County, NV Served as a project manager for the implementation of an HRPR system. In this capacity, he was responsible for project planning, resource planning, change management, risk management, vendor management, project budget tracking, and issue management. The scope included the human resources and payroll systems.
Enterprise Resource Planning (ERP) System – Conversions & Validations, City of Fremont, CA Participated in a hands-on capacity supporting the data conversion (developing and modifying extraction & transformation routines) and acceptance testing efforts.
Procurement and Selection of an Enterprise Resource Planning (ERP) System, City of Glendale, CA Provided subject matter expertise on the procurement and selection of an ERP system to replace an existing legacy system. Served as a project adviser, then project manager for the City’s implementation of the ERP, which included the following modules: finance, human resources and payroll. Responsible for project planning, resource planning, change management, risk management, vendor management, project budget tracking, and issue management.
Procurement and Selection of an Enterprise Resource Planning (ERP) System, City of Chino Hills, CA Provided subject matter expertise on the procurement and selection of an ERP system to replace an existing legacy system. Currently serves as the project manager for the City’s implementation of the ERP, which included the following modules: finance, utility billing, human resources and payroll. Responsible for project planning, resource planning, change management, risk management, vendor management, project budget tracking, and issue management.
Enterprise Resource Planning (ERP) System – Implementation Services, City of Yorba Linda Currently serves as an implementation resource performing system setup, co-designing and executing system validation tests and supporting all aspects of the Human Resources and Payroll systems’ implementation.
DAVID GOUGIS
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PROFESSIONAL EXPERIENCE CONTINUED
Enterprise Resource Planning (ERP) System – Functional Gap Analysis, Coachella Valley Water District – Conducted in-depth interviews with staff, translated staff comments into an “inventory” of functional requirements and cross-walked those requirements to the capabilities of contemporary ERP systems, allowing staff to form clear expectations about and a basis for procuring a new ERP system.
Enterprise Resource Planning (ERP) System – Functional Gap Analysis, City of Ontario, CA – Conducted in-depth interviews with staff, translated staff comments into an “inventory” of functional requirements and cross-walked those requirements to the capabilities of contemporary ERP systems, allowing staff to form clear expectations about and a basis for procuring a new ERP system.
IT Service Level Assessment, City of Orange, CA
Functioned as a lead analyst for a technology service level assessment for the City of Orange in support of the subsequent procurement and selection of outsourced IT services. Met with City management and staff that relied on technology services to understand current service levels and future service needs. The result was a technology assessment that was presented and accepted by City Council that provided recommendations for IT services moving forward.
Multiple Projects, City of Santa Clara, Santa Clara, CA Worked closely with the City of Santa Clara utility departments (i.e. electric, water, sewer, and refuse) and finance department (Municipal Services – meter reading, billing, and customer service functions) to implement multiple projects. Functioned as a project manager, technical analyst, and senior level consultant in support of the following projects:
• Utility Billing Data Mart: Implemented a data mart capable of providing comprehensive reporting to the City’s utility departments in support of daily operations. Functioned as the technical lead and was instrumental in working with users to identify reporting needs and the design and development of a business intelligence system capable of supporting the needs.
• Utility Billing Business Intelligence System: Completed a needs assessment, recommended a framework for use of specific decision support tools to address a variety of information delivery needs and implemented subcomponents of the framework (working directly with ETL, reporting and RDBMS tools) for the benefit of the utility departments.
• Point-of-Sale and Direct Banking: Performed an analysis to identify payment processing efficiency opportunities, and subsequently project managed an effort to implement solutions related to direct banking activities and point-of-sale card processing.
DAVID GOUGIS
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PROFESSIONAL EXPERIENCE CONTINUED
Assessment and Implementation of Business Intelligence Reporting Suite, City of Folsom, CA Provided consulting services to facilitate the assessment and implementation of a SQL Server business intelligence reporting suite to support reporting needs. Provided training to staff to fully implement and use the reporting suite.
Citywide Project Management Office (PMO), City of Riverside, CA Led an engagement to assess and implement a citywide project management office (PMO) to support the City’s technology planning and projects. Met with City staff to identify project management needs and led efforts to develop an effective PMO framework than included tools, processes, and policies. Delivered project management training to city resources on the use of the PMO.
Utility Billing and Customer Service System Implementation, City of Sunnyvale, CA Project manager for the implementation of a commercial-of-the-shelf (COTS) solution utility billing and customer service solution to replace an existing legacy system. Played a hands-on role for all aspects of the implementation, including project planning, resource planning, change management, risk management, vendor management, project budget tracking, and issue management.
Parking Citations System Implementation, City of Pasadena, CA Served as Project Manager for the implementation of the City’s parking citations system. Played a hands-on role for all aspects of the implementation including project planning, resource planning, change management, risk management, vendor management, project budget tracking, and issue management. The City of Pasadena is a full-service municipality serving more than 145,000 citizens.
SKILLS
Software
Tyler Munis, MS SQL Server, SQL Server Integration Services, Windows Office Suite Operating Systems
Windows
DAVID GOUGIS
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Make the mark.
CITY OF HEMET
ERP Software System Services Proposal
MAY 9, 2022
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Acquisition of ERP Software System Services
City of Hemet – PLANTE MORAN 1 | Page
Table of contents
Cover Letter.........................................................................................................................2 Exceptions............................................................................................................................2 Proposed exception report....................................................................................................3 Section I – Experience .......................................................................................................9 Plante Moran in brief .......................................................................................................... 11 Firm service capabilities...................................................................................................... 12 Section II – Personnel......................................................................................................14 Project team......................................................................................................................... 15 Section III – Fee Schedule...............................................................................................22 Workplan .............................................................................................................................. 23 Project cost........................................................................................................................... 31 Attachment A – Proposal Pricing form............................................................................. 33
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Cover Letter
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May 9, 2022
Ms. Candace Sunds
Procurement Administrator
City of Hemet
445 East Florida Avenue
Hemet, CA 92543
Dear Candace,
Thank you for the opportunity to submit our proposal for ERP Software System services to City of Hemet (“City of Hemet”). We enjoyed meeting your IT team recently at the MISAC conference to discuss City of Hemet’s technology needs and priorities. Based on our review of your RFP, we understand that the City of Hemet is requesting:
• Guidance through the planning and procurement of an ERP system • Identify the City’s software needs, and prepare a plan for improving related processes • Develop an appropriate software request for proposal (RFP) • Assist with selection and implementation of a new ERP system To fulfill your requirements and deliver added value, we’ll bring the following experience and service model to our relationship with you (as highlighted throughout our proposal):
• Public Sector Commitment. We are one of the leading firms in California and nationally, assisting municipalities with the selection of enterprise level applications. We have assisted hundreds of municipalities over the past 35 years with ERP selection and implementation efforts. • Vendor Independence. We are vendor independent and have an extensive set of tools and templates, corresponding to our proven methodology, to assist in evaluating and selecting a solution. • Proven Team. Our proposed project team brings to this engagement extensive knowledge and experience gained in working with public sector clients in conducting enterprise system needs assessments, solution selections and solution implementations covering all areas of local government operations including Financials, Payroll, Human Resources, Utility Billing, and Purchasing. • ERP Marketplace Expertise. We have successfully negotiated contracts with nearly all the software vendors that Tustin will likely be considering. Through our negotiations process, we have been able to save our clients significant costs and negotiate terms which protect the interests of our clients.
We have developed effective contracts for hundreds of Cities throughout the country and are confident that we could similarly assist the City of Hemet. If you have questions concerning this proposal, please call at 248-223-3328 or email [email protected] Sincerely,
Adam Rujan
Engagement Partner
17.B
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City of Hemet PLANTE MORAN | 2
Exceptions
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Proposed exception report
PAGE
SECTION /
REFERENCE PROPOSED EXCEPTION RATIONALE
Professional Services Agreement
3 4(c)
Please Modify as Follows:
Except as to any charges for work performed or expenses incurred by Contractor which are disputed by City, City will use its best efforts to cause pay Contractor to be paid within forty-five (45) days of receipt of Contractor’s correct and undisputed invoice.
Plante Moran does not agree
that the city just has to use
best efforts to cause Plante
Moran to be paid.
3 6
Please Modify as Follows:
All original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents prepared, developed or discovered by Contractor in the course of providing the Services pursuant to this Agreement, in each case that are in final form and intended for delivery to City, shall, upon the Contractor’s receipt of all amounts owed in connection with this Agreement, become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Contractor. Upon completion, expiration or termination of this Agreement, Contractor shall turn over to City all such original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents, in each case that are in final form and intended for delivery to City.
If and to the extent that City utilizes for any purpose not related to this Agreement any maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files or other documents prepared, developed or discovered by Contractor in the course of providing the Services pursuant to this Agreement, Contractor’s guarantees representations and warranties in Section 9 “Standard of Performance” of this Agreement shall not extend to such use of the maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files or other documents.
Plante Moran would like to
clarify that the materials
covered by this section are
those that are in final form
and intended for delivery to
the city. And that these
materials become the city’s
property upon Plante Moran’
receipt of all amounts owed
in connection with this
agreement.
Section 9 contains
representations, not
guaranties.
4 7(b)
Please Modify as Follows:
Electronic copies of Any and all records or documents required to be maintained pursuant to this section shall be made available for inspection, and audit and copying, at any time during regular business hours, upon promptly after request by City or its designated representative. Copies of such documents or records shall be provided directly to the City for inspection, audit and copying when it is practical to do so; otherwise, unless an alternative is mutually agreed upon, such documents and records shall be made available at Plante Moran can agree to
make electronic copies of the
records available promptly
after the city’s request.
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REFERENCE PROPOSED EXCEPTION RATIONALE
Contractor’s address indicated for receipt of notices in this Agreement.
4 7(c)
Please Modify as Follows:
Delete this section in its entirety.
Plante Moran does not agree
that the city may require
taking custody of Plante
Moran’s records.
6 13
Please Modify as Follows:
Contractor hereby promises and agrees to comply with all of applicable the provisions of the Federal Immigration and Nationality Act, 8 U.S.C.A. §§ 1101, et seq., as amended, and in connection therewith, shall not employ unauthorized aliens as defined therein.
Should Contractor so employ such unauthorized aliens for the performance of the Services, and should the any liability or sanctions be imposed against City for such use of unauthorized aliens, Contractor hereby agrees to and shall reimburse City for the cost of all such liabilities or sanctions imposed, together with any and all costs, including attorneys' fees, incurred by City.
Plante Moran would like to
clarify that its obligation is
to co comply with applicable
provisions of this act.
6 14
Please Modify as Follows:
(a) Contractor covenants that neither it, nor any officer or principal of its firm, has or shall acquire any interest, directly or indirectly, which would materially and adversely impact Contractor’s objectivity in the conflict in any manner with the interests of City such that Contractor or which would in any way hinder Contractor’s performance of the Services (“Conflict of Interest”). Contractor further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the City Manager it will include this a similar provision in any subcontractor agreement. Contractor agrees to at all times avoid cConflicts of iInterest or the appearance of any cConflicts of iInterest with the interests of City in the performance of this Agreement. (b) City understands and acknowledges that Contractor is, as of the date of execution of this Agreement, independently involved in the performance of non-related services for other governmental agencies and private parties. Contractor is unaware of any stated position of City relative to such projects. Any future position of City on such projects shall not be considered a cConflicts of iInterest for purposes of this section.
(c) City understands and acknowledges that Contractor will, perform non-related services for other governmental agencies and private parties following the completion of the Services under this Agreement. Any such future service shall not be considered a cConflicts of iInterest for purposes of this section.
Plante Moran would like to
define a conflict of interest
in terms of a material and
adverse impact on Plante
Moran’s objectivity in the
performance of the services.
17.B
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City of Hemet PLANTE MORAN | 5
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SECTION /
REFERENCE PROPOSED EXCEPTION RATIONALE
6-7 15(a)
Please Modify as Follows:
All information gained or work product produced by disclosed by City to Contractor in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Contractor; comes into the public domain after disclosure to Contractor; is obtained from a third party who, to the best of Contractor’s knowledge does not owe City a duty of confidentiality with respect to that information; or is independently developed by Contractor without using information City provides in connection with this Agreement. Contractor shall not release or disclose any such information or its work product created under this Agreement to persons or entities other than City without prior written authorization from the City Manager, except as may be required by law.
Plante Moran would like to
add the indicated exceptions
to the description of
confidential information.
7 15(b)
Please Modify as Follows:
Contractor, its officers, employees, agents or subcontractors, shall not, without prior written authorization from the City Manager or unless requested by the City Attorney of City, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement. Response to a legal requirement, subpoena, or court order or other compulsory legal process shall not be considered "voluntary", and unless legally restricted from doing so, provided Contractor will gives City notice of such legal requirement, court order, or subpoena, or other compulsory legal process.
Plante Moran would like to
expand the circumstances
that are not “voluntary”.
7 15(c)
Please Modify as Follows:
If Contractor, or any officer, employee, agent or subcontractor of Contractor, provides any information or work product in violation of this Agreement, then City shall have the right to reimbursement and indemnity from Contractor for any bring a legal action for actual direct damages, costs and fees, including attorney’s fees, caused by or incurred as a result of Contractor’s conduct.
Plante Moran can agree that
the city may bring a legal
action against Plante Moran
in the event of disclosure of
information or work product
in violation of this
agreement.
7 15(d)
Please Modify as Follows:
Unless legally restricted from doing so, Contractor shall promptly notify City should Contractor, its officers, employees, agents or subcontractors be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. City retains the right, but has no obligation, to represent Contractor or be present at any deposition, hearing or similar proceeding. Contractor agrees to cooperate fully reasonably with City Plante Moran can agree to
notify the city of any
summons, etc., unless legally
restricted from doing so.
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SECTION /
REFERENCE PROPOSED EXCEPTION RATIONALE
and to provide City with the opportunity to review any response to discovery requests provided by Contractor. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response.
7 16(a)
Please Modify as Follows:
Indemnification by Contractor. As provided under Civil Code Section 2782.8, Contractor shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees and agents (“Indemnified Parties”) from and against any and all claims, actions and proceedings (whether at law or equity, administrative or judicial), demands, orders, judgments, losses, liabilities, damages, costs and expenses, including reasonable attorney’s fees and costs, (collectively "Claims") to the extent same arise out of, pertain to, or relate to the negligence, recklessness, caused by the gross negligence or willful misconduct of the Contractor, its officers, agents, employees or sub-consultants (or any entity or individual that Contractor shall bear the legal liability thereof) in the performance of professional services under this Agreement. In the event Claims are found by the trier of fact to have been caused by the joint or concurrent negligence acts or omissions of the City, its contractors and other Contractors, and Contractor, damages and expenses from both indemnity and duty to defend obligations shall be borne by each party in proportion to its negligence fault. Notwithstanding the foregoing, in the event one or more defendants are unable to pay its share of defense costs due to bankruptcy or dissolution of the business, Contractor shall meet and confer with other parties regarding unpaid defense costs. The provisions of this section pertaining to Contractor’s duty to defend shall not apply if there is a project-specific general liability policy of insurance that insures all project participants for general liability exposure on a primary basis and also covers all Contractors involved with the project for their legal liability arising out of their professional services on a primary basis.
Plante Moran can agree to
indemnify the city in
proportion to Plante Moran’s
fault, if any.
8 16(c)
Please Modify as Follows:
City's Negligence Acts or Omissions. The provisions of this section do not apply to Claims occurring as a result of City’s sole negligence.
The provisions of this section shall not release City from liability arising from gross negligence or willful its acts or omissions of City or any and all of its officials, employees and agents.
Plante Moran can agree to
indemnify the city in
proportion to Plante Moran’s
fault, if any.
9 20(b)
Please Modify as Follows:
Contractor may terminate this Agreement for with or without cause at any time upon thirty (30) days written notice of termination to City.
Plante Moran would like the
termination rights to be
reciprocal.
17.B
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PAGE
SECTION /
REFERENCE PROPOSED EXCEPTION RATIONALE
9 20(c)
Please Modify as Follows:
If either Contractor or City fail to perform any material obligation under this Agreement, then, in addition to any other remedies, either Contractor, or City the non-breaching party may terminate this Agreement immediately upon written notice.
Plante Moran would like to
clarify that the nonbreaching party may
terminate.
9 20(e)
Please Modify as Follows:
City may suspend all or any portion of Contractor’s performance under this Contract at its sole option and for its convenience for a reasonable period of time not to exceed six (6) months. City must first give ten (10) days’ written notice to Contractor of such suspension. City will pay to Contractor a sum equivalent to the reasonable value of the services satisfactorily provided up to for all services rendered and reimbursable costs incurred through the effective date of suspension. City may rescind the suspension prior to or at six (6) months by providing Contractor with written notice of the rescission, at which time Contractor would be required to resume performance in compliance with the terms and provisions of this Agreement. Contractor will be entitled to an extension of time to complete performance under the Agreement equal to the length of the suspension unless otherwise agreed to in writing by the Parties.
Plante Moran would need to
be paid for all services
rendered and reimbursable
costs incurred through the
effective date of any
suspension.
9-10 21
Please Modify as Follows:
In the event that Contractor is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Contractor for any work performed after the date of default. Instead, the City may give notice to Contractor of the default and the reasons for the default. The notice shall include the timeframe in which Contractor may cure the default. thirty (30) days, but may be extended, though not reduced, if circumstances warrant.
During the period of time that Contractor is in default, the City shall hold all invoices and shall, when the default is cured, proceed with payment on the invoices. In the alternative, the City may, in its sole discretion, elect to pay some or all of the outstanding invoices during the period of default. If Contractor does not cure the default, the City may take necessary steps to terminate this Agreement under Section
20. Any failure on the part of the City to give notice of the Contractor’s default shall not be deemed to result in a waiver of the City’s legal rights or any rights arising out of any provision of this Agreement.
Plante Moran does not agree
that city does not have to
compensate Plante Moran.
10 22
Please Modify as Follows:
Contractor shall not be liable for damages, including liquidated damages, if any, caused by any delay in performance or failure to perform due to causes beyond the control of Contractor. Such causes include, but are not limited to, acts of God, acts of the public enemy, Plante Moran would like to
clarify that it will not be
liable for damages or
otherwise for any
nonperformance or delay in
17.B
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REFERENCE PROPOSED EXCEPTION RATIONALE
acts of federal, state or local governments, acts of City, court orders, fires, floods, epidemics, strikes, embargoes, and unusually severe weather. The term and price of this Agreement shall be equitably adjusted for any delays due to such causes.
performance due to causes
beyond its control.
11 25
Please Modify as Follows:
The person or persons executing this Agreement on behalf of Contractor represents and warrants that the person executing this Agreement on its behalf has he/she/they has/have the authority to so execute this Agreement and to bind Contractor to the performance of its obligations hereunder.
Plante Moran prefers to
make this representation
and warranty itself.
12 31
Please Modify as Follows:
Delete this section in its entirety.
Plante Moran does not agree
to attorney fee shifting
provisions.
Exhibit “C” Insurance
C-1
Automobile
Liability
Insurance
Please Modify as Follows:
Consultant shall maintain automobile liability insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with Work to be performed under this Agreement, including with coverage for any owned, hired, and nonowned or rented vehicles, in an amount not less than $1,000,000 combined single limit for each accident.
Planet Moran’s automobile
insurance covers hired and
non-owned vehicles.
C-2
Umbrella or
excess
liability
insurance
Please Modify as Follows:
Delete this paragraph in its entirety.
This is an optional
paragraph that appears to be
unnecessary in light of
Plante Moran’s coverages.
C-2 2(B)
Please Modify as Follows:
Delete this section in its entirety.
Plante Moran’s insurance
companies will not give
notices to third parties.
C-2 2(C)
Please Modify as Follows:
Any deductibles or self-insured retentions must be declared to and approved by City. At the option of City, either the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects City or its respective elected or appointed officers, officials, employees and volunteers or the Contractor shall procure a bond guaranteeing payment of losses and related investigations, claim administration, defense expenses and claims.
Plante Moran does not agree
for the city to have the right
to require reduction or
elimination of deductibles
nor to require a bond.
17.B
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City of Hemet PLANTE MORAN | 9
Section I – Experience
17.B
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01. Proposer name, address, telephone number, email address and authorized representative(s).
Plante & Moran, PLLC
Adam Rujan, Partner, is the Engagement Partner. His contact informant is as follows:
Plante & Moran, PLLC, 3000 Town Center, Suite 100, Southfield, MI 48075 Direct Dial: 248-223-3328
[email protected]
17.B
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02. Proposer shall identify the number of years of experience in providing professional services, similar in size and scope to that requested in this RFP.
Plante Moran in brief
Plante & Moran, PLLC is the 13th largest certified public accounting and management consulting firm in the nation. With a history spanning more than 95 years, our firm provides clients with financial, human capital, operations improvement, strategic planning, technology selection and implementation, and family wealth management services.
Fast facts
1924
Year founded
3,300+
Staff
24 Offices worldwide
25+
Industries served
50 States with clients
100+
Countries with clients
45+
Services available
30 Languages spoken firmwide
Plante Moran’s history and culture, in under five minutes.
Our firm’s founders had a vision: “to
create a people firm disguised as an
accounting firm.” In other words, our
professional expertise is just one part
of who we are. Our character is what
sets us apart and allows us to build
meaningful relationships with our
clients and colleagues.
As we move into the future — and
continue to use artificial intelligence,
data analytics, and other technologies
to empower our client service model
in new ways — we’ll hold steadfast to
that philosophy.
We invite you to watch our short film at
plantemoran.com/get-to-know, which
captures our history, goals, and impact.
17.B
Acquisition of ERP Software System Services
City of Hemet PLANTE MORAN | 12
Firm service capabilities
Whether you need a single, specific function or comprehensive service, we have the knowledge, experience, and resources to meet your goals.
Audit & accounting
• Financial statement audits
• Budget reviews & projections
• Long-range financial projections
• Analysis of impact of proposed
legislation
• Employee benefit plan audits
• Single audits
Human capital
• Early retirement incentive plan,
design, & consulting
• Employee benefit strategies
• Psychological assessment
Tax
• State & local tax
• Federal tax
• Tax planning & preparation
• Tax research
Technology
• Security assurance
• Meaningful use compliance
• PCI DSS compliance
• ERP system implementation
• HIPAA security
• Internal controls review
• Decision support software,
installation, & consulting
• Infrastructure & software services
• Communications & networking
• Contract negotiations
International
• Financial structuring
• Co-sourcing
• Expatriate contacts
• Global assessment
Business advisory
• Enterprise risk services &
internal audit
• Compliance program services
• Market studies
• Financial feasibility studies
• Financial modeling
• Debt capacity analysis
• Due diligence
• Valuation
• Fraud-related services
• Strategic & business planning
Wealth management
• Institutional investment
• Insurance services
• Investment advisory
• Individual tax
• Trust
Operations & process
• Needs assessment
• Process redesign
• Operations review
• Rightsizing/cost containment
• Shared services/collaboration
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03. Proposer References: Provide three (3) client references for which the proposer has provided similar services. References shall include date and description of service, project location, completion dates, organization’s name, contact person, title, address, email address and telephone number.
City of San Mateo, CA
Mr. Rich Lee
Finance Director
330 W. 20th Avenue
San Mateo, CA 94403
650-522-7102
[email protected]
Finance System Replacement Project
Performed an in-depth needs assessment and system selection for the City to replace the legacy solution, including both financial and human capital management functions. The project included conducting interviews with process owners, departments, and management, development of a Needs Assessment and Gap Analysis report identifying process improvement opportunities, development of an RFP, proposal analysis, due diligence assistance, contract negotiations and statement of work development assistance.
Project Staff: Rujan, Nagy, Pesis, Grossman, Rajcevic, Blough, Schmidt Project Timeline: August 2020 – February 2022
Placer County Water
Agency, CA
Mr. David Russel
Director of Information
Technologies
144 Ferguson Road
Auburn, CA 95603
530-450-7031
[email protected]
ERP System Requirements Analysis
Plante Moran assisted the Placer County Water Agency with an ERP project, which included stakeholder interviews, management interviews, educational demonstrations, current and future state process mapping, business process improvements, an ERP needs assessment, RFP development and distribution, proposal analysis, demonstration facilitation, and additional due diligence. Following selection of a finalist vendor, we will begin contract negotiations and statement of work development, and implementation planning.
Financials, human capital management, utility billing and work/asset management were in scope.
Project Staff: Rujan, Pesis, Rau, Nagy, Feeley
Project Timeline: March 2021 – Present
City of Longview, TX
Mr. Justin Cure
Director of Information Services
300 W. Cotton Street
Longview, TX 75606
623.773.7218
[email protected]
(Note: Justin is currently Director
of IT at Santa Barbara, CA)
ERP System Selection
Assisted the City with selecting a new Enterprise Resource Planning (ERP) solution. This involved the creation of functional specifications, RFP development, proposal analysis, and due diligence assistance.
Once the City selected their preferred finalist vendor, we assisted with statement of work development and contract negotiations with the selected vendor.
Project Staff: Rujan, Pesis, Rajcevic, Rau
Project Timeline: August 2018 – June 2019
17.B
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City of Hemet PLANTE MORAN | 14
Section II – Personnel
17.B
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01. Proposer shall identify the number of working employees who will be assigned to the work-site and identify the names of the project manager and key personnel who shall be assigned to this project if a contract is awarded, including resumes and titles.
Project team
The core Plante Moran project team members proposed for this engagement have been selected for their experience in performing assessments of enterprise technologies, and for their expertise in related public sector operations, systems, and best practices. As a firm with over 3,100 staff members and 400 consulting professionals, we have deep resources to bring to support the City’s project. Our staffing approach is designed to supplement our core team with other Plante Moran team members where their expertise is needed. The table below lists our core project team members and identifies their project role and responsibilities. The following page provides professional resumes for each, further detailing their background, qualifications, and experience.
Staff Project role
Adam Rujan
Partner
Engagement Partner
Adam will have overall responsibilities for ensuring that all project tasks are completed within schedule and budget and that all project deliverables meet the required quality standards. Adam’s primary goal is to look out for your interests proactively, respond to your questions promptly, meet all deadlines, ensure no surprises, and value your time.
Brian Pesis
Manager
Project Director
Brian is responsible for oversight of project activities and getting the appropriate resources involved in a timely manner. Brian will review all deliverables completed by the team prior to delivering to the City as well as conduct discussions with the City’s Steering Committee to ensure they are informed.
Nina Rajcevic
Senior Consultant
Project Manager
Responsible for the day-to-day performance of the team, and strategic direction of deliverables. Assure that all tasks are completed on schedule, within budget and meet appropriate quality standards. Nina will apply her experience in municipal finance, human resources, and payroll matters to support project activities.
Alan McCarrick
Manager
Technical Lead
Will facilitate the technical review of the City’s infrastructure environment. He will create technical requirements for inclusion in the RFP, as well as technical components of the RFP document. Will be available for assistance during the evaluation process with technical components.
Diane Langham
Manager
Chart of Accounts Expert
Diane will be available throughout the project to provide expertise related to Chart of Accounts. Diane is responsible for the discovery, analysis, recommendations and building out the new chart of accounts.
Danielle DeLonge
Manager
Change Management Lead
Danielle will manage execution of the optional organizational change management work tasks. This includes delivery of the assessment, development of recommendations, and any related tasks.
17.B
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Resumes
Education
Master of Business Administration
University of Michigan
Bachelor of Science Engineering,
Wayne State University
Selected presentations/
publications
Cost Savings in Information
Technology: ICMA webinar 2012
Outsourcing IT: ICMA Annual
Conference 2011
Improving Performance through IT
Governance: Public Technology
Institute 2009, 2010
Effectively Capturing Business
Intelligence: ICMA Annual Conference
2013
Adam Rujan
Partner
Management Consulting
Summary of experience
Adam has nearly thirty two years’ experience consulting to government and public sector organizations. His experience includes assisting governmental units with organizational and operational analyses, IT Assessment, and system selection reviews. He has developed specific expertise in assisting organizations understand and implement new technology, including issues of IT governance and change management. Adam’s clients have included a wide range of local municipalities, counties, agencies and authorities and state government. He is a frequent presenter and has authored numerous articles on improving operational efficiency and effectiveness. He recently authored a chapter on IT Governance for the book CIO Leadership for Cities and Counties, published by the Public Technology Institute. Adam was/is the Partner responsible for all of the referenced public sector client engagements.
Selected key clients
• City of Santa Barbara, CA
• City of Palm Desert, CA
• City of San Mateo, CA
• Broward County, FL
• City of Augusta, GA
• City of Irvine, CA
• City of Long Beach, CA
• City of Cleveland, OH
• Johnson County, KS
• City of Corpus Christi, TX
• St. Louis County, MO
• City of Colorado Springs, CO
• City of Flagstaff, AZ
• City of Mesa, AZ
• City of Seattle, WA
• Santa Margarita Water District, CA
• Eastern Municipal Water District, CA
• City of Palo Alto, CA
• City of Milpitas, CA
• City of Sunnyvale, CA
• Marin County, CA
17.B
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Education:
Bachelor of Business Administration,
Ross School of Business,
University of Michigan
Selected presentation:
Creating an Enterprise View of Asset
Information at the City of Arvada, CO |
APWA Colorado Conference 2015
Embracing Emerging Technology |
Colorado Government Finance Officers
Association (CGFOA) Mid-Summer
Conference 2020
The Future is Now: Automate
Repetitive Tasks with Robotic Process
Automation | On-Demand, Municipal
Information Systems Association of
California (MISAC) 2020, CGFOA
Annual Conference 2021
Professional affiliations
Member, California Society of
Municipal Finance Officers
Member, Colorado Government
Finance Officers Association
Brian Pesis
Manager
Management Consulting
Summary of experience
As a Manager, Brian has over 7 years of experience providing consulting services to government and public sector organizations. His experience is focused on providing software needs assessments, system selection assistance, and software implementation project management assistance, coupled with business process mapping and optimization. Within software, his focus is on Financial, Human Resources, Customer Information (CIS) and Utility Billing Systems (UB), and Enterprise Asset Management (EAM) systems. Furthermore, Brian has experience in performing IT assessments and strategic plans.
During software advisory projects, Brian plays a key role in both managing the project and executing project tasks such as report development, process mapping, development of functional requirements and the request for proposals, proposal analysis, and assisting with due diligence. Throughout all projects, he conducts interviews with process owners and end users to understand current organizational needs, functional gaps, opportunities for improvement, and how to apply best practices. During software implementation projects, Brian utilizes tools to track project action items, monitor the project budget, and ensure vendor compliance with the statement of work and contract, among other activities.
Selected key clients
• City of Arvada, CO
• City of Bend, OR
• City of Bismarck, ND
• City of Cheyenne, WY - Board
of Public Utilities
• City of DeLand, FL
• City of Fort Collins, CO
• City of Independence, MO
• City of Glenwood Springs, CO
• City of Greeley, CO
• City of Kirkwood, MO
• City of Longview, TX
• City of San Mateo, CA
• City of Santa Maria, CA
• City of West Palm Beach, FL
• County of Adams, CO
• County of Anoka, MN
• County of Boone, MO
• County of Garfield, CO
• County of Gwinnett, GA
• County of Midland, MI
• County of St. Lucie, FL
• Cuyahoga County Public Library, OH
• Eastern Municipal Water District, CA
• Hillsborough County Aviation
Authority, FL
• Las Vegas Convention and Visitors
Authority, NV
• Maricopa Association of Governments,
AZ
• Placer County Water Authority, CA
• Santa Margarita Water District, CA
• San Mateo County Transit District, CA
(SamTrans)
• Town of Longboat Key, FL
• Town of Pembroke Park, FL
• Valley Metro Transit System, AZ
• Village of Park Forest, IL
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Acquisition of ERP Software System Services
City of Hemet PLANTE MORAN | 18
Education
Bachelor of Science in Information
Systems and Information Technology
and in Marketing
University of Illinois at UrbanaChampaign
Professional training &
affiliations
Society for Human Resource
Management (SHRM)
Employment History
Plante Moran (2017 – Present)
Nina Rajcevic
Senior Consultant
Management Consulting
Summary of experience
As a consultant at Plante Moran, Nina has experience providing consulting services to government and public sector organizations. Her experience includes ERP software needs assessments, system selections and implementations as well as process mapping and optimization activities. Furthermore, Nina has experience specifically within the Human Resources function of many public organizations.
ERP Assessments and System Selections: Nina’s experience in municipal ERP Needs Assessment engagements include facilitating interviews and process mapping sessions, documenting issues and opportunities, developing report materials and system requirements. During the RFP development and system selection process, she has assisted with vendor proposal analysis and facilitated vendor demonstrations. Nina has also assisted with the development of training materials and project management for implementations.
Human resources focus and expertise: During Nina’s time with Plante Moran, she has been involved with various Human Resources engagements to optimize processes and policies. As a Human Resources and Payroll lead on multiple projects, she has assisted with providing recommendations around optimizing processes and procedures in the subject areas of Human Resources and Payroll.
Her experience on these engagements includes facilitating departmental review sessions to capture key issues and opportunities for improvement within the department area. Additionally, she works on mapping detailed current and futurestate process maps to standardize business processes within the Human Resources and Payroll functions. Nina has also worked in a project management role for a large audit client, providing support throughout the audit.
Selected key clients
• Great Lakes Water Authority, MI
• Valley Metro Transit Agency, AZ
• Baton Rouge Recreational Authority
• King County Library System, WA
• Village of Arlington Heights, IL
• City of West Palm Beach, FL
• Toho Water Authority, FL
• Prince William County, VA
• Gwinnett County, GA
• City of San Mateo, CA
• City of St. Louis, MO
• City of St. Charles, IL
• Elk Grove Village, IL
• City of Peoria, IL
• City of Detroit, MI
• City of Denton, TX
• City of Longview, TX
• Town of Cary, NC
• Ramsey County, MN
• Anoka County, MN
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Acquisition of ERP Software System Services
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Education
Bachelor of Business Administration
in Computer Information
Management, Northwood University
Certifications
ITMLE (IT Management and
Leadership Executive) Certified
ITIL Foundations Certified
Certified Ethical Hacker (CEH)
FEMA
• Incident Command Structure –
ICS
• National Incident Management
System (NIMS)
Alan R. McCarrick
Manager
Management Consulting
Summary of experience
Proven background of increasing responsibility including direction and management of enterprise IT environment. Accomplished professional with over 20 years of experience in data and telecommunications management, implementation, and administration. Outstanding leadership abilities; able to coordinate and direct all phases of project-based efforts while managing, motivating, and leading project teams. Well-earned reputation as an organized, confident, and respected leader and manager. Noted for excellent communication and interpersonal skills. Proven capacity to implement solutions through full life cycle project management.
IT Service Management: Working in local government organizations throughout his career, Alan provides firsthand experience enabling business units to increase the business value derived from enterprise IT systems and applications. As client services manager for a mid-sized, full-service municipality, he was responsible for the delivery of IT services from concept through implementation as well as day-today IT operations and customer satisfaction.
Public Sector IT Leadership: As a former department head and administrative leader in municipal government, Alan led multiple enterprise technology initiatives leveraging cost/benefit and ROI analysis and justification. His clients recognize his ability to shepherd teams and build relationships through organizational development and positive change.
Technology Planning: Alan has experience in developing strategic technology transition and consolidation plans whether moving from on-premise to cloud, datacenter refresh, security operations planning, or enterprise application acquisitions and migrations.
Selected key clients
• City of Lansing, MI
• City of East Lansing, MI
• Canton Township, MI
• Macomb Township, MI
• City of Trenton, MI
• Sewerage and Water Board of New Orleans, LA
• City of Santa Maria, CA
• Applied Innovation Inc., Dublin, Ohio
• United States Air Force, McClellan AFB, Sacramento, CA
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Acquisition of ERP Software System Services
City of Hemet PLANTE MORAN | 20
Education
Master of Professional Accountancy
Mississippi State University
Bachelor of Professional Accountancy
Mississippi State University
Professional Certifications &
Affiliations
Certified Public Accountant
Previous member of and continued
involvement with the National
Association of State Auditors,
Comptrollers, Treasurers
Previous Executive Committee Member
for the National Association of State
Comptrollers
Employment History:
Plante Moran (2019-Present)
MS Department of Finance &
Administration (1987-2001, 2008-2018)
MS Department of Education (2001-2008)
Ross, Eubank, Betts & Co., CPA’s (1985-
1987)
Diane Langham, MPA, CPA
Consultant
Management Consulting
Summary of Experience
Diane is an expert in government finance with thirty-one years’ experience in statewide government and state agency level financial management. During her state career, she was responsible for the state’s Comprehensive Annual Financial Report, served as state comptroller, managed statewide agency internal controls, and was a state agency accounting director. She was the finance lead on her statewide ERP implementation, transforming the business processes for over 100 agencies and ended her state career as the ERP Operations Director.
Since joining Plante Moran, Diane advises her former peers on ERP projects on system procurement and implementation strategies. Diane is a recognized expert on redesign of charts-of-accounts required for ERP projects.
Needs Assessment: Diane assists in the assessment of current capabilities and definition of future requirements for clients considering major transformation of systems. She creates fit-gap analyses and develops recommendations for implementations.
Systems Selection: With exposure to all the major SaaS products she has led groups through the definition of requirements and developed the evaluation materials to educate participants on the selection process. She has led vendor demonstrations and performed analysis on scoring for software and system implementation selection.
System Design and Implementation: Diane has assisted multiple ERP project teams from developing workplans to managing deployment timelines through stabilization, starting with her role on the State of Mississippi’s SAP ERP implementation. She provides expert advice to peers who seek to understand the impacts of system transformation and advises on best-practices for financial system design and deployment.
Business Process Design: Diane is skilled in the development of process maps to analyze and identify areas of improvement, as well as impacts on staff. She has trained staff and clients in various roles during ERP implementations.
Selected Key Clients
• State of Washington
• Valley Metro Transit, AZ
• Anoka County, MN
• Gwinnett County, GA
• Miami-Dade County, FL
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Acquisition of ERP Software System Services
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Education
Bachelor of Arts from the University
of Michigan
Executive MBA from Davenport
University
Danielle DeLonge, eMBA
Manager
Management Consulting
Summary of experience
As a member of the technology consulting team and certified Change Practitioner, Danielle DeLonge leads the organizational change management practice at Plante Moran. She specializes in helping clients navigate complex technology transformations by taking a human-centered approach that empowers change leaders, accelerates business outcomes, and achieves competitive advantage.
Danielle partners with organizations and institutions to evaluate their change readiness, review existing change methodologies, and identify opportunities to drive transformation that aligns with mission and vision while minimizing organizational disruption and providing value to shareholders, clients, customers, and constituents with speed and focus.
Clients across industries appreciate her ability to intertwine project management and change management to successfully implement transformative change across their enterprise.
Selected key clients
• Forest Hills Public Schools
• College of Creative Studies
• Oakland Community College
• Heartland Alliance
• Village of Arlington Heights
• Health Research, Inc.
• Pioneer Metal Finishing
• Martin Engineering
• Stax, Inc.
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Acquisition of ERP Software System Services
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Section III – Fee Schedule
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Acquisition of ERP Software System Services
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Workplan
Project approach
Having performed similar ERP projects for many local governments over the years, Plante Moran’s seasoned project consultants have developed and refined a proven methodology and set of related tools that provide outstanding and valued service to our clients by leveraging best practices while incorporating the unique needs of our clients. Our approach consists of engaging a qualified project team to develop, refine and execute a proven project plan to meet the project objectives as outlined on the RFP. The rigor and unbiased nature of our process and supporting tools and technologies is evidenced by the fact that despite having performed ERP selections for nearly thirty years, we have never had a protest of the process or decision by any vendor during that period of time. As a result, the City can feel comfortable that the rigor of our process will significantly reduce the risk of this project.
Detailed project approach
Phase 0: Project management (ongoing)
Objective and summary of activities: The purpose of our approach to project management is to conduct activities that are relevant to managing the project and enhancing its success for City. For each of the project phases, the major project management activities to be performed are outlined below. Subsequent to Phase 1, the steps will build upon the previous phase. • Develop a Project Organizational Structure that defines staff roles and expectations • Develop a Project Charter that provides a framework from which the project will progress • Develop a detailed Project Plan identifying the activities, responsibilities, and timing of tasks necessary to complete the project
• Establish a Project Collaboration Environment to act as a repository for project information • Conduct periodic project status meetings to monitor project progress
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Acquisition of ERP Software System Services
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Project activities Deliverables / work products
0.1 Project initiation • Project initiation meeting
• Project governance structure
• Project management plan (Project schedule, risks, business drivers, etc.)
0.2 Define project
organizational structure
*Task 2.3, 4.4
• Define project organizational structure
• Determine process to facilitate work with departments
0.3 Develop and finalize
project schedule/plan
*Task 2.1
• Detailed project schedule and plan
• Develop project communications plan and reporting frequencies
0.4 Develop project charter
*Task 2.2
• Project charter document (described as ERP project plan document) detailing project scope, roles and responsibilities of project team and project objectives
0.5 Establish project
collaboration center
• Establish Microsoft SharePoint site as the project collaboration center
0.6 Schedule and moderate
project status meetings
*Task 1
• Conduct status meetings to report on status of project plan, activities completed, decisions, documented project risks, and upcoming activities • Provide monthly status reports with hours expended, tasks accomplished, assignments and any potential risks with the project Phase 1: ERP needs assessment
The purpose of this phase is to conduct a needs assessment around process areas relevant to the project for the purpose of identifying opportunities for streamlining the City’s business practices for input into a Request for Proposals (RFP) for a new ERP solution. This phase will identify deficiencies within the current system that can be enhanced with a new ERP software solution and propose opportunities for business process changes that will assist in the adoption of best practices common to ERP applications. Department interviews will determine process assessment, process improvement and requirements, with industry best practices considered. Major outcomes of this phase include requirements specifications document, a list of potential suitable ERP solutions, a cost estimate for a suitable ERP system, and a proposed project plan and timeline.
Objectives
• Understand and articulate ERP functional needs
• Conduct Change Readiness Assessment and change management survey • Identify business gaps (issues) and improvement opportunities • Provide current and future process maps to support opportunity identification
• Develop use cases and business outcomes prioritized in terms of value • Prepare ERP functional and technical specifications
• Develop an ERP Needs Assessment Report
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Acquisition of ERP Software System Services
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Project activities Deliverables / work products
1.1 Review key source
documents
• Review City’s existing systems, including processes, users, previous studies that are relevant to the project, reports and controls • Evaluation of current process maps, standard procedures, and policies • Listing of additional “shadow systems” and non-integrated systems • Critical systems to be interfaced with new ERP software • Review of Springbrook support tickets and service requests
1.2 ERP technical
assessment
• Assessment of current infrastructure
• Readiness for various ERP architectures
1.3 Administer change
readiness assessment
(See additional details on
the following page)
*Task 7
• Administer a Change Readiness Assessment survey designed to engage and address the needs of stakeholders to build advocacy • Assessment of user confidence and readiness in current practices • Project kick-off meeting and change management survey introduction
1.4 Conduct interviews for
all in-scope business
areas
• Up to six (6) days of interviews with the following individuals:
o Process owners who manage the in-scope business processes o Key departmental stakeholders
o City and departmental management
1.5 Prepare current and
future state process
maps with detailed
findings and potential
improvements
*Task 5, 3
• Current state process diagrams documenting existing workflows • Future-state process diagrams with process improvements • Provide guidance to departments on approaches to review and utilize maps
• Detailed listing of findings around City processes, policies, and technology and opportunities for improvement by remedying these findings
This includes 15 processes (30 total maps, one current and future for each)
1.6 Develop software
requirements and
associated use cases
*Task 5
• Functional and technical requirements linked to use cases based on public sector best practices
• Unique requirements based on the City’s needs
• Requirement prioritization and scoring approach
• Requirement review and finalization sessions
1.7 Develop new chart of
accounts
*Task 4.5
• Analyze current chart of accounts to identify future opportunities • Develop issues and opportunities for chart of accounts • Draft chart of accounts model to review with stakeholders • Complete and finalize new chart of accounts model
1.8 Develop Draft Needs
Assessment Report
*Task 4.1, 4.2, 4.3
• Develop Needs Assessment documenting findings and recommendations from the previous work steps including the following information:
o List of potential ERP solutions
o Gap analysis with staffing considerations
o System replacement recommendations
o Potential risks to consider for implementation
o Proposed timeline/approach for implementation
1.9 Finalize and Present ERP
Needs Assessment
Report
• Prepare a final report and formal presentation summarizing the results of the assessment including our recommendations for presentation to leadership
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Acquisition of ERP Software System Services
City of Hemet PLANTE MORAN | 26
Stakeholder change management approach
We incorporated the best practices from Prosci® and the Project Management Institute® in building Plante Moran’s own proprietary five-step change management approach (left).
Change management strategies are an integral piece in
promoting acceptance of both the system and process changes associated with new technology.
Change Management Readiness Assessment
Plante Moran has developed an assessment tool that can be leveraged to efficiently assess the City’s change readiness. This instrument will assess the City’s overall readiness across four dimensions: 1) Change Education, 2) Change Anticipation, 3) Change Confidence, and 4) Change Capacity. The results
provide aggregate ratings using a 7-point scale that evaluates attitudes and opinions toward organizational change. The survey results are reported by department and function to pinpoint potential barriers to improvement. Analysis of the results can be used immediately to:
• Inform City leaders of potential barriers for change
• Measure employee understanding and level of buy-in
• Identify critical opportunities for the client to rectify pre implementation
• Uncover blind spots that may negatively impact talent retention
• Leverage strengths by highlighting bright spots
The survey allows leaders to direct their attention and focus toward areas of the City that merit additional support, while simultaneously harnessing the organizational strengths. A thorough review of participant responses can help to quantify the number of change advocates as well as those who may require additional support in advance of the change initiative.
Upon data analysis, Plante Moran will provide the City with specific recommendations guided by the survey findings:
• Assist with establishing workforce priorities
• Facilitate group meetings to address the opportunity to improve performance
• Identify and articulate the critical leadership behaviors required for successful change
Plante Moran’s 5-Step
Change Management
Approach
Together, we will create
strong advocacy for City
staff serving all stakeholders
internal and external to the
organization.
Lead: Establish governance;
create a vision and
compelling case for change
Assess: Understand the
impact of the project on
people, processes, and
systems; identify and assess
key stakeholders and their
readiness for change
through Change
Management Readiness
Assessment
Prepare: Create a change
management plan consisting
of a communication plan,
training plan, and
implementation planning
strategy; integrate the
change management plan
into the project schedule
Execute: The
communication, training,
and support plans
Sustain and Improve:
Reinforce change; assess
results; measure outcomes;
address resistance;
celebrate success
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Acquisition of ERP Software System Services
City of Hemet PLANTE MORAN | 27
Phase 2: ERP RFP development & selection assistance
The purpose of this phase is to develop a Request for Proposals (RFP) for purposes of soliciting responses from vendors who provide ERP software and implementation services for entities similar in size and complexity to the City. This phase includes creation of the RFP document, coordination of the vendor Q&A process, review of vendor proposals, development of demo scripts, coordination of vendor demonstrations, interviews and facilitation of selection committee meetings, due diligence and assistance with contract negotiations. The major outcome of this phase is the selection of an ERP system(s) and vendor with supporting selection criteria. Plante Moran’s due diligence activities are focused on coaching and reviewing the City’s due diligence process, since it will ultimately be the City that owns the solution long-term.
Activities Deliverables / work products
2.1 RFP preparation and delivery
planning
*Task 6.1
• Identify procurement advisory and selection team candidates for technical and functional process activities
• Identify possible evaluation criteria and weighting factors • Review procurement decisions for the ERP RFP document
2.2 Develop solution selection
criteria and define decision
making process
• Vendor selection criteria and specific requirements to be fulfilled • Meeting(s) with evaluation committee to discuss process • Evaluator scoring templates
2.3 Develop enterprise
application migration plan,
technical requirements and
interface requirements
*Task 4.6
• Identification of recommended applications to be retired, replaced, and retained-integrated with the replacement ERP system • Definition of interfaces in the retained systems to be interfaced with the replacement ERP system
• Technical requirements involving existing infrastructure including security, authentication protocols, network access, etc. • Deployment requirements (i.e. on premise vs. cloud) can be incorporated based upon the City’s preference
Phase outcomes
• Define the software selection process and decision-making process • Develop RFP fully representing the needs of the City
• Define vendor selection criteria and weighting factors to evaluate vendor responses
• Assist in distributing the RFP to the public sector vendor marketplace • Facilitate pre-proposal meeting for prospective ERP vendors • Conduct activities relative to the review of responding vendor proposers and subsequent due diligence
• Analysis of proposals and select semi-finalists
• Guidance and expertise to perform due diligence activities • Facilitate vendor software demonstrations
• Assist in selecting the preferred finalist vendor
• Assist with vendor contract negotiations