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Activities Deliverables / work products
2.4 Develop request for proposal
(RFP) document
*Task 6.2, 6.3
• Comprehensive list of required and optional modules and functional requirements
• RFP templates including general terms and conditions for technology procurements
• Guidelines and vendor questions detailing implementation approach • Cost (pricing) forms, functional requirement compliance templates, and vendor forms detailing key questions for City needs • Share identified cooperative purchasing agreements that the City could utilize based on the defined requirements.
2.5 Provide assistance to
distribute RFP document
• Potential vendor distribution list to maximize marketplace awareness of the City’s RFP
• Identification of vendors with existing partner relationships extending product functionality between core and extended modules
2.6 Facilitate vendor preproposal webinar and
provide guidance to
answering vendor preproposal questions
• Facilitated vendor pre-proposal meeting
• Draft responses to vendor clarification questions during open RFP solicitation period
• Draft RFP addendum reviews (as necessary)
2.7 Analyze ERP vendor
proposals and support the
City’s evaluation process
*Task 8.1
• Comprehensive vendor proposal summary memo
• In-depth cost analysis, summarizing proposed vendor pricing by onetime and ongoing costs for a 10-year, cost of ownership analysis for each qualified, responding vendor
• Facilitated proposal analysis meeting
• Documented vendor follow-up questions
• Scoring to identify semi-finalist vendors
2.8 Facilitate vendor shortlist
process
*Task 8.3
• Letter templates to send to those vendors who are proceeding forward to demonstrations and/or interviews
• Demonstration scheduling template
• Software demonstration agenda and script templates
• Vendor interview scripts based upon defined business use cases • Other due diligence templates, including reference check and site visit questionnaires
• Scoring forms (matrices) for software demonstrations, vendor interviews, reference checks, potential site visit, and other due diligence
2.9 Facilitate vendor solution
demonstrations and
interviews
*Task 8.2
• Up to twelve (12) days of vendor demonstration facilitation supporting 3-day demonstrations for three vendors
• Vendor demonstration agendas and use case demo scenarios • Vendor demonstration evaluation forms for selection committee • Pre-demonstration web conference with vendors to review demo agenda
2.10 Support postdemonstration due diligence
evaluation activities
• Vendor site visit evaluation reference checking forms • Vendor evaluation scoring form updates for selection committee • Provide reference interviews / site-visit guidance
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Activities Deliverables / work products
2.11 Assist in the selection of
the preferred vendor
• Tabulated evaluation team scoring forms (matrices) and analysis • Meeting to select finalist vendor
• Written selection process summary framing finalist vendor recommendation and describing due diligence performed
• Attend City Council meeting in support of recommendation to purchase ERP finalist vendor system(s)
2.12 Contract negotiations
advisory services
*Task 8.4
• Contract negotiation strategy checklist and a combined meeting with the procurement and project selection teams
• Recommended terms and conditions specific to technology solutions and services
• Examples of previously executed contract terms from similar municipalities with vendor accepted terms and conditions • Strategies for SOW development to effectively implement the proposer’s products and services
• Recommended terms for vendor cloud-hosted solutions including multi-tenant SaaS and managed services subscription options • Up to 40 hours of contract negotiation support to the City’s negotiating team. Should the City determine negotiations with the finalist ERP vendor be unproductive, it may elect to open negotiations with the next most qualified vendor. Plante Moran reserves the right to negotiate additional hours to support the process should more than 40 hours be necessary to achieve a negotiated agreement.
Phase 3: Implementation project management services (optional) The purpose of this phase is to assist the City in the implementation and acceptance of the selected ERP vendor solution. Given our experience conducting similar ERP projects, implementation timelines could range from 24-36+ months. However, the actual implementation timeframe and cost will be dependent upon a variety of factors, including:
• Scope of solution and services selected by the City
• Availability of City staff
• Availability of vendor staff
• Expiration date of current maintenance contracts
• City’s desired implementation approach (i.e., phased versus “big bang”) • Application strategy (integrated vs. best of breed)
• Complexity of implementation (e.g., high number of interfaces, etc.) • Ability of the City to budget funds towards approaches to minimize the implementation duration
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Activities Deliverables / work products
3.1 Project initiation
and
implementation
planning support
services
*Task 9, 10
• Project organizational chart
• Roles and responsibilities matrix
• Project charter
• Scope statement
• Stakeholder impact matrix
• Implementation lessons learned
• Client success characteristics
• Project issues, risks, and decisions
tracking log
• Stakeholder communications plan
• Project management plan
• Review of vendor WBS
• Project schedule management plan
• Project timeline
• Project deliverables tracking
• Stakeholder roles and responsibilities
matrix
• Budget monitoring tool
• Project change control procedures
3.2 Project
execution and
control support
services
*Task 11
• Defined hardware, applications,
and database configuration
environment reviews
• Project status reports
• Updates to communications,
schedule, risks, decision logs/plans
• Training curriculum reviews
• Training materials
• Application unit testing / test
scripts
• User acceptance testing guidance
• Application and service tracking
• Client deployment process
• Meeting minutes
• Process diagram and procedure
updates
• Implementation vendor invoice
reviews
• Data conversion maps and analytics
strategies
• Transition strategy / go-live checklist
3.3 Project closing
and post
implementation
support
*Task 12
• Post-implementation plan
• Transition plan
• Post-implementation process and
system audit
• Ongoing system support procedures
• Year-end cutover checklist
• Documentation of lessons learned and
strategies for future knowledge
transfer
Phase outcomes
• Develop a Phase 3 project charter document defining stakeholder roles and responsibilities, project scope, identify risks, and communications plan • Formalize consultant communications Plan
• Develop detailed implementation project plan with the selected ERP vendor • Monitor ERP implementation plan by identifying and responsively addressing project risks as identified
• Monitor vendor performance and compliance with negotiated contract • Facilitate ongoing project status meetings, track decisions, maintain project log
• Prepare lessons learned documents, acceptance documents, and represent resolutions of implementation issues
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Project cost
Plante Moran proposes a firm, fixed-fee schedule for the non-optional proposed services not to exceed $175,695*, inclusive of incidental expenses. We will invoice our fees monthly based upon progress toward completing deliverables.
We offer implementation services as optional because actual hours can vary based upon client resources, requirements and the specific system selected. We would like to emphasize that our cost and work plan are highly flexible and can be best finalized at the conclusion of Phase 2. The below estimated implementation cost is typical for a city the size of Hemet. We would welcome the opportunity to work with the City to finalize a work plan and costs to meet the needs of the City. * Pricing outlined is based upon the project fee assumptions provided within this cost proposal.
Phase Hours Proposed fees
Phase 0: Project Management 65 $17,225
Phase 1: ERP Needs Assessment 302 $80,030
Phase 2: ERP RFP development & selection assistance 296 $78,440 Phase 3: Implementation project management services 50/month $13,250/month 1 Total of proposed items only (excluding implementation) 663 $175,695 Blended hourly rate
We will use a blended rate of $265/hour for all team members for any additional services.
Assumptions
Our project fees are based on the following assumptions. Should these assumptions change, we would adjust our professional fees accordingly in consultation with the City.
1. Estimate is a monthly estimate for assistance. As described in the workplan above, implementation of the City’s solution could take 24-36 months, or more, and is highly dependent on a number of factors. We strongly recommend revisiting this estimate closer to the initiation of implementation activities.
2. Plante Moran will work with City during project initiation to further define City’s project governance structure, including key responsibilities for City’s project sponsor, project manager administrative support and other significant project roles. City will assign appropriate qualified staff to key project roles and maintain significant consistency of its resources during all phases of the engagement.
3. The City will appoint an internal Project Manager who will be the main point of contact between the City and Plante Moran and will assist with logistics and coordination of activities.
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4. City executive sponsorship represents all business areas and actively serves the needs of the project throughout its duration.
5. Client data and information will be provided to Plante Moran in a reasonable format and timeframe requested.
6. The fee schedule included within this section is valid for 120 days.
7. City staff are available to actively participate in interviews as scheduled by Plante Moran and City’s Project Manager.
8. Plante Moran envisions a hybrid approach to delivering services, with the majority of tasks completed remotely and potential on-site travel for key project tasks.
9. All on-site work activity will be confirmed at least two weeks prior to the agreed upon travel date; any travel change fees incurred after such date will be expensed to the City.
10. Project status meetings will be conducted remotely and occur no more than once weekly with the City’s Project Manager.
11. Our findings and observations are derived from the documents reviewed, site visits, and interviews conducted. Our reporting is solely based on the information obtained through this process and will not be validated by other means.
12. There will be a single draft-to-final process for each deliverable.
13. City will have ten working days or other number of days as mutually agreed to in the project schedule to approve or provide comments on all interim, draft, and final deliverables; all resulting delays may affect project schedule and fees.
14. For proposed and optional services, our pricing assumes:
a. Six days (equivalent) of interviews with City stakeholders. b. We will develop one combined RFP for software and implementation/hosting services. c. Demonstration facilitation assistance includes up to twelve total days of demonstration presentations.
d. 15 total processes being mapped in both the current and future state (30 total maps created).
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Attachment A – Proposal Pricing form
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City of Hemet Page 201 of 311 PLANTE MORAN | 34
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Adam Rujan
Engagement Partner
248-223-3328
[email protected]
We look forward to working with you.
Please contact us with any questions.
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Optimal Technology Guidance
Proposal for
Consultant Services for
the Acquisition of an
ERP Software System
May 9, 2022
Client Locations
Coast-to-Coast
Practice Locations
California
Illinois
North Carolina
Texas
800.806.3080
www.clientfirstcg.com
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May 9, 2022
Ms. Candace Sunds
Procurement Administrator
City of Hemet
445 E Florida Avenue
Hemet, CA 92543
RE: Response to RFP for Consultant Services for the Acquisition of an ERP Software System
Dear Ms. Sunds:
ClientFirst appreciates the opportunity to present the City of Hemet with our statement of qualifications to evaluate and assist in the selection of a suite of financial and human resources software applications. Our consultants have decades of experience providing ERP system assessments, process reviews, selection services, and implementation project management oversight to municipalities throughout the United States. Key qualifications include:
Local Government ONLY Focus – ClientFirst Technology Consulting specializes in helping local government agencies evaluate the ERP solutions that best fit their agency’s specific business process requirements, foster buy-in and consensus across the organization, and provide the best value proposition.
True Independence – ClientFirst is completely independent and unbiased in its analysis and recommendations. We do NOT resell software or employ third-party implementers, trainers, or programmers for software solutions.
Expertise and Experience – ClientFirst has worked with hundreds of cities and counties. The proposed project team has a track record of successful local government software assessments, evaluations, and implementations throughout the United States.
Our clients say we excel in these areas:
• Following best practices
• Customizing the business process
review and new system feature/function
requirements to each specific agency
• Building consensus throughout the
organization
• Educating staff and transferring
knowledge
• Effectively supporting change
management and buy-in at all levels
• Improving implementation readiness
and reducing risk
• Helping gain management and support
of elected officials through education
and business-case development
Why ClientFirst is the Best Choice
• We pride ourselves on our ability to listen and communicate, affecting positive change at all personnel levels, including elected officials.
• We truly put our client’s needs first. You are not just another project to us. • Our partners are hands-on and do not just provide high-level oversight or project management assistance.
• We customize our deliverables to meet the unique requirements of each client. No cookiecutter or boilerplate processes or deliverables.
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• We not only follow best practices, but also educate staff at all levels on best practices in a manner that helps them understand the relevance to their organization and their role within the project.
• We seek to partner with our clients as integrated subject-matter experts and advisors. • We work to help digitally transform your organization, transfer knowledge, manage change, and ingrain best practices into your processes and implementation.
ClientFirst is willing to enter into a contract under the terms and conditions prescribed by the City of Hemet Professional Services Agreement with the following exception. We have proposed a best practices approach to enterprise software selection and implementation preparation that has some variances to the RFP scope and order of tasks. We are open to further scoping and deliverables discussion and making further adjustments as requested by the City. Exhibit A of the City’s Professional Services Agreement will need to reflect the final agreed to scope of services.
For any questions, feel free to contact me at 951.739.7989 or via email at [email protected] for additional information. We appreciate the continued opportunity of serving the City of Hemet.
Sincerely,
David W. Krout, CPA (inactive)
Partner
Management Consulting Practice Leader
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Table of Contents
SECTION I – EXPERIENCE ..............................................................5 Firm Information...................................................................................................... 5 Enterprise Applications Consulting Practice Profile ................................................ 6 Government Technology ........................................................................................ 7 Local Presence and Practice Locations.................................................................. 7 Business Management Approach........................................................................... 7 Practical Recommendations ................................................................................... 7 True Independence................................................................................................. 7 National Recognition............................................................................................... 7 Industry Recognition............................................................................................... 8 Diversified Experience............................................................................................ 9 Integrated Technology Solutions Groups................................................................ 9 Areas of Expertise ................................................................................................ 10 Consultants’ Collective Experience....................................................................... 11 References ........................................................................................................... 12 SECTION II – PERSONNEL............................................................14 Team Member Roles ............................................................................................ 14 Key Personnel ...................................................................................................... 14 SECTION III – FEE SCHEDULE......................................................20 Project Background and Understanding ............................................................... 20 Methodology and Approach.................................................................................. 22 Work Plan ............................................................................................................. 23 Pricing Sheet ........................................................................................................ 29 Project Start.......................................................................................................... 31 Scope Changes and Management ....................................................................... 31 Payment Terms .................................................................................................... 31 Additional Services/Purchases by Other Seeking Public Agencies ...................... 31 APPENDIX 1 – CASE STUDIES......................................................32 APPENDIX 2 – CITY OF RANCHO MIRAGE PUBLISHED DIGITAL
TRANSFORMATION ARTICLE ...................................................36
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Section I – Experience
Firm Information
Proposer Name ClientFirst Consulting Group, LLC, dba ClientFirst Technology Consulting
Address (main office) 980 Montecito Dr., Suite 209, Corona, CA 92879 Telephone Number 951.739.7989
Authorized Representative David Krout, Managing Partner Email Address [email protected]
Number of Years’ Experience 25
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Enterprise Applications Consulting Practice Profile
ClientFirst’s enterprise applications consulting team has been conducting these specific types of assessments, process reviews, procurements, and implementation assistance for over 20 years.
ClientFirst leverages this experience to the client’s
advantage through a unique approach to software
selection, which considers the vendor’s perspective while working with clients to navigate the complexities of
software assessment, selection, contract negotiation, and implementation.
We identify an organization’s strategy, organizational, application, and functional requirements—specific to the client’s business processes—to determine which
solutions are the best fit for both customer and vendor.
Our clients appreciate the honesty and diligence with
which we conduct our projects, and many clients continue relying on our services after their first project with us.
The level of risk and the probability of achieving a
successful implementation is directly related to the
amount of proper due diligence employed. At ClientFirst, we take every possible step to decrease this risk level through best practices.
Because of the level of due diligence that we require, software vendors welcome the opportunity to respond to our RFP documents, giving your organization the chance to find the best functionality fit by evaluating an adequate number of qualified vendor responses.
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Government Technology
Focusing on local governments means that we understand the unique needs, processes, protocols, and political nuances involved in the industry. This understanding and experience ensure that our strategies and recommendations are practical in all respects.
Local Presence and Practice Locations
We have a local presence with extensive experience in California. ClientFirst is a national firm, with practices located in California, Illinois, Texas, and North Carolina.
Corona, CA Schaumburg, IL San Antonio, TX Charlotte, NC Business Management Appro We understand that not all government executives are versed in the latest technology issues ach and opportunities. Therefore, our approach and deliverables provide a business-management perspective that allows the layperson the ability to understand the technology issues, strategies, and potential solutions required to make more informed business decisions.
Practical Recommendations
We believe in using technology as a tool to meet the
agency’s business objectives; we do not apply technology just for technology's sake. We are serious in our quest to provide clients with practical solutions that meet their individual requirements. Sometimes the proper solution includes cuttingedge technology. However, a cost-effective and practical solution using proven technology is often the most beneficial. True Independence ClientFirst believes in practicing true independence. We do not resell products, nor maintain relationships that would result in any add-on profit margins or referral fees. Our interest is in putting the client first by finding optimum solutions (i.e., the greatest value at lowest competitive cost) to meet their needs.
National Recognition
Our consultants are recognized nationally for their work by many of the industry’s leading vendors. They appreciate the fairness and objectivity we demonstrate when dealing with their organizations.
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Industry Recognition
CIO Review
ClientFirst has been featured in CIO Review as one of the “20 Most Promising Government Technology Solution Providers”.
National Speakers
ClientFirst personnel have conducted educational sessions at national and local conferences such as CSMFO, MISAC, and GFOA, among others.
ClientFirst has such a broad and wellrounded experience with cities that they already have a good idea of what
will or won't work. Other vendors we
have worked with don't have this
depth of experience and suggest
solutions that are unrealistic in a city
government environment.
— IT Director
CA Municipality
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Diversified Experience
We have extensive experience with a wide variety of organizations and technology and processing environments and have worked with over 500 agencies on over 2,500 projects. In addition, we have significant market knowledge regarding software and hardware providers and are well-informed with respect to vendor and industry developments.
Integrated Technology Solutions Groups
Whatever the agency’s technology needs are, we offer a unique combination of experts in their given disciplines who can guide technology decisions, planning, implementation, and management, chosen according to the specific needs of each project, working as an integrated team to provide end-to-end consulting and support services.
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Areas of Expertise
The consultants assigned to this engagement have direct experience in a broad range of products and services.
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Consultants’ Collective Experience
We understand that the experience of the individual consultants is a significant factor in hiring a firm to conduct the project on your behalf. Our consultants have extensive public-sector experience in their respective careers, including projects with the following agencies:
California
City of Albany
City of Azusa
City of Big Bear Lake
City of Brentwood
City of Brisbane
City of Burbank
City of Calabasas
City of Camarillo
City of Carlsbad
City of Chico
City of Chino
City of Clovis
City of Colton
City of Corona
City of Coronado
City of Downey
City of Dublin
City of Escondido
City of Foster City
City of Glendora
City of Healdsburg
City of Hemet
City of La Habra
City of La Puente
City of Laguna Niguel
City of Larkspur
City of Lathrop
City of Lomita
City of Menlo Park
City of Mission Viejo
City of Montclair
City of Murrieta
City of Pacifica
City of Pacific Grove
City of Palm Desert
City of Palmdale
City of Piedmont
City of Pismo Beach
City of Port Hueneme
City of Rancho Cucamonga
City of Rancho Mirage
City of Redlands
City of Rialto
City of Rohnert Park
City of Rosemead
City of Sacramento
City of San Clemente
City of San Gabriel
City of San Jacinto
City of San Pablo
City of San Rafael
City of Seal Beach
City of Sierra Madre
City of Simi Valley
City of South Gate
City of South Pasadena
City of South San Francisco
City of Tustin
City of Upland
City of Vacaville
City of West Covina
County of Butte
County of Mariposa
County of Mendocino
County of Riverside
County of San Bernardino
County of Tuolumne
County of Yolo
Town of Danville
Town of Hillsborough
Town of Truckee
Town of Yucca Valley
CA-NV American Water
Works Association
Castaic Lake Water Agency
Castro Valley Sanitary District
Cucamonga Valley Water
District
Glendale Water and Power
Hayward Area Recreation
and Park District
Irvine Unified School District
Jurupa Community Services
District
Livermore Area Recreation
and Park District
Midpeninsula Regional Open
Space District
Newhall County Water District
Piedmont Police and Fire
Ramona Municipal Water
District
Rincon del Diablo Municipal
Water District
Rosamond Community
Services District
San Bernardino Municipal
Water
San Mateo Fire District
San Marino Unified School
District
Southern California Coastal
Water Research
Sweetwater Authority
Walnut Valley Water District
West County Wastewater
District
Western Municipal Water
District
Colton Joint Unified School
District
Irvine Unified School District
Lake Elsinore Unified School
District
Menifee Unified School
District
Mesa Water District
Mountain View School District
Romoland School District
West Covina Unified School
District
Ohlone Community College
San Jose Community College
University of California
Berkeley
University of California San
Francisco
UCSF Medical Center
Stanislaus Council of
Governments
Mechoopda Indian Tribe
Alabama
City of Pelham
Arizona
County of Maricopa
Connecticut
City of Bristol
City of New Haven
Groton Police and
Communications Dispatch
Town of Groton
Florida
City of Cape Coral
City of Deerfield Beach
City of Dunedin
City of Fort Lauderdale
City of Pompano Beach
City of Port St. Lucie
City of Riviera Beach
Idaho
City of Sandpoint
Illinois
City of Bloomington
City of Champaign
City of Countryside
City of Crystal Lake
City of Highland Park
City of Joliet
City of Lake Forest
City of Moline
City of Morton Grove
City of Naperville
City of Oakbrook Terrace
City of Orland Park
City of Prospect Heights
City of Rockford
City of Rock Island
City of St. Charles
City of Waukegan
City of Wood Dale
County of DuPage County
County of Peoria County
County of Sangamon County
County of Winnebago County
Village of Arlington Heights
Village of Cary
Village of Glencoe
Village of Kenilworth
Village of Lake Barrington
Village of Libertyville
Village of Lincolnwood
Village of Matteson
Village of Norridge
Village of Northbrook
Village of Northfield
Village of Oak Brook
Village of Oak Park
Village of Oswego
Village of Palos Park
Village of River Forest
Village of Riverside
Village of Westmont
Village of Wheeling
DuPage County Health Dept.
Batavia Public School District
Central Community Unit
School District 301
Champaign County Forest
Preserve District
Civitas Schools
Community High School
District 99
Community Unit High School
District 205
Community Unit School
District 300
Community Unit School
District 308
Consolidated High School
District 230
Consolidated School District
Gower School District
Hampton School District 29
Harlem School District 122
Harrison School District 36
Harvard Community Unit
School District
Harvey School District 152
Hinsdale Township High
School District 86
Indian Prairie Community Unit
School District 204
J. Sterling Morton High
School District 201
Lake Zurich Community Unit
School District 95
Mount Prospect School
District 57
Naperville Community Unit
School District 203
Naperville Park District
Norridge Park District
Oswego School District 308
Pace Suburban Bus Division
Park Ridge Schools
Port Byron Central School
District
Posen-Robbins SD 143.5
Prospect Heights School
District
Riverside Public School
District 96
Rockford Public Library
Rock River Water
Reclamation District
Sherrard Community Schools
St. Charles School District
Sunset Ridge School District
Township High School District
214
Wheaton-Warrenville School
District 200
Winnetka Public Schools
District 36
Lake Forest College
Lincolnwood Public Library
Oak Park Library
Oswego Library District
Park District of Highland Park
Indiana
The University of Notre Dame
Indianapolis Public Library
Indianapolis Public Schools
Iowa
City of Ankeny
City of Bettendorf
City of Burlington
City of Cedar Rapids
City of New Hampton
City of West Des Moines
County of Johnson
County of Linn
State of Iowa
Burlington Community School
District
Cedar Rapids Community
School District
Davenport School District
Diocese of Davenport
Catholic Schools
Dubuque Community School
District
Knoxville Community School
District
Mason City School District
North Scott School District
Des Moines Area Community
College
Cedar Falls Utilities
Kansas
City of Shawnee
Michigan
University of Michigan
Lake Superior State
University
Minnesota
County of Anoka
Nevada
County of Nye
Town of Pahrump
New York
City of Batavia
Village of Ossining
North Carolina
City of Burlington
City of Gastonia
City of High Point
City of Kinston
City of Mount Airy
City of Salisbury
Arc of Stanley County
County of Buncombe
County of Cabarrus
County of Davie
County of Orange
St. Augustine College
Wake Forest University
Eastern Band of Cherokee
Indians
Salisbury Rowan Utilities
Ohio
County of Cuyahoga
County of Montgomery
South Dakota
Rapid City Area Schools
Texas
City of Dallas
City of Pflugerville
City of University Park
County of Collier
County of Denton
Corpus Christi Fire
Highland Park Police and Fire
International Bank of
Commerce
River Oaks Country Club
State Bank of Texas
University of
Texas Health Science
Center
Westwood Country Club
Utah
Washington County School
District
Virginia
Commonwealth of Virginia
City of Manassas Park
Wisconsin
City of Appleton
City of Brookfield
City of Eau Claire
City of Wauwatosa
City of West Allis
County of Brown
County of Kenosha
County of Milwaukee
County of Waukesha
HIDTA Milwaukee
Diocese of Madison Catholic
Schools
Madison School District
Shorewood School District
Whitnall School District
West Allis School District
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References
City of San Bernardino Municipal Water (SBMWD)
444 W. Rialto Ave., San Bernardino, CA 92418
Kristina Hernandez, Administrative Services Manager 909.453.6050 [email protected]
Multiple projects from 2017 to 2022
• Technology Assessment and Plan
• ERP System Selection including process reviews and contract negotiations • Telecommunications System Maintenance Vendor Selection • Supplemental IT Support Assistance
• Website Vendor Selection
City of Coronado
1825 Strand Way, Coronado CA 92118
James Krueger, former Director of Administrative Services (now CIO at City of Pocatello) 208.234.6218
[email protected]
John Kim, Director of Administrative Services 619.522.7309 [email protected]
Multiple projects from 2017 to ongoing
• ERP Needs Assessment and Plan
• ERP Software Selection and Contract Negotiations including business process reviews and new system requirements.
• ERP Implementation Project Management
City of Carlsbad
1200 Carlsbad Village Drive, Carlsbad, CA 92008
Maria Callander, Director of Information Technology 760.602.2454 [email protected]
Doug Kappel, Enterprise Applications Manager 760.602.2791 [email protected]
ClientFirst has a multi-year master consulting services contract with the City to conduct enterprise application business process reviews, selection services, contract negotiations, and implementation project management for numerous application systems. Beginning in 2019, projects to date have included:
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• ERP Implementation Change Management
• ERP End-user Process Workflow Instructions and User Guides • ERP Business Process Review and Selection
• Work Orders and Enterprise Asset Management Selection • Land Management and Community Development – End-user Process Workflow Instructions and User Guides
• Project Management Software Assessment and Selection
Capital Improvement Planning
Construction Management
IT Project Portfolio Services Management
General Department Project Tracking and Collaboration Software
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Section II – Personnel
Team Member Roles
Project Director – David Krout
The Project Director oversees the ClientFirst project activities and the quality assurance of the deliverables. This person also helps direct the ClientFirst project team consultants assigned to the project. Mr. Krout will also serve as a business process analyst and primary solutions architect.
Project Director – Jamie Shell
The Project Manager oversees the day-to-day ClientFirst project activities and management of the deliverables. This person also directs the ClientFirst project team consultants assigned to the project and is the primary day-to-day contact for the client. Mr. Shell will also serve as a business analyst.
Application Consultants – David Krout, Jamie Shell, Janet Federico, Tam Ly ClientFirst assigns two or more Application Consultants to every project for continuity and backup. These consultants perform the business analysis and necessary tasks required to provide the deliverables defined in the project scope of work.
Implementation Project Director – Jamie Shell
The Implementation Project Director oversees the overarching ClientFirst implementation activities and is involved in critical meetings, risk management activities, and assuring the Implementation Management services delivered by ClientFirst’s assigned Implementation Project Manager meet our standards. This role is performed by a ClientFirst director due to the need for executive-level experience involved in the delivery of our services. Key Personnel All assigned personnel have sufficient availability to complete this project on time and within budget.
David Krout – Partner, Enterprise Applications Consulting Project Role: Selection Project Director, Business Process Analyst, and Solutions Architecture
David Krout, CPA (inactive) has been continually working with local governments nationwide on application improvement and selection projects for 25 years. David has worked with over 100 agencies and has interviewed thousands of users in business process reviews for all city and county departments. David created the Firm’s tools and approach for identifying opportunities, improving processes, and incorporating these improvements into existing or new software and technology solutions.
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Jamie Shell – Director, Enterprise Applications Consulting Project Role: Project Manager, Lead Business Process Analyst Jamie Shell (former municipal Finance Director) has 25 years of public sector experience, including 10 years working in local government finance. He has successfully managed and implemented projects for over 50 public-sector agencies throughout the United States. He will serve as the Selection Project Manager and Business Process Analyst.
Janet Federico – Applications Consultant
Project Role: Business Process Analyst
Janet Federico has over 11 years of experience with government agency software implementations. She has experience with functional and technical requirements development, gap analysis, system analysis, design, specifications, unit and system testing, implementation planning, execution, lessons learned, and system documentation.
Tam Ly Project Role: – Applications Consultant Business Process Analyst Tam Ly has 22 years public sector experience including 10 years with a municipality and utility in their finance departments. Tam Ly has worked on over ERP 30 projects with similar scope and will serve as a business process analyst and senior management consultant.
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David W. Krout, CPA (Inactive)
Partner – Enterprise Applications Consulting Practice Leader David Krout has 24 years of experience assisting local governments with a broad scope of information technology needs. He specializes in working with organizations to identify their strategic, organizational, application, and functional requirements to determine which system and/or specific applications are a proper fit for both the agency and the vendor.
Mr. Krout’s unique and diversified background in business management, accounting, and management consulting has given him the ability to collaborate with C-level executives and department staff from a practical, business-management perspective to maximize their technology utilization.
Having also worked for a leading local government enterprise software provider, Mr. Krout brings a unique understanding of consulting, client representation, and vendor relationships to the collaboration between the agency and software vendors.
Highlights
• Served on the National Committee for Information Technology for the Institute of Management Accountants
• Former President, Institute of Management Accountants, Inland Empire Chapter
• Former Government IT Consulting Manager for RSM McGladrey, the nation’s fifth-largest CPA and consulting firm
• Featured speaker for the California Society of Municipal Finance Officers (CSMFO), Municipal Information Systems Association of California (MISAC), and Texas Association of Government Information Technology Managers
• Project lead with over 100 public-sector agencies throughout the United States
Agency Experience
City of Batavia
City of Bloomington
City of Brentwood
City of Brisbane
City of Burbank
City of Burlington
City of Carlsbad
City of Camarillo
City of Chino
City of Clovis
City of Colton
City of Corona
City of Coronado
City of Dublin
City of Foster City
City of Gastonia
City of Healdsburg
City of Hemet
City of Highland Park
City of Indio
City of La Habra
City of La Puente
City of Laguna Niguel
City of Lake Forest
City of Larkspur
City of Lomita
City of Manassas Park
City of Menlo Park
City of Mission Viejo
City of Murrieta
City of Pacifica
City of Palm Desert
City of Palmdale
City of Pelham
City of Piedmont
City of Rancho Mirage
City of Redlands
City of Rialto
City of Riviera Beach
City of Rosemead
City of Salisbury
City of Sandpoint
City of San Gabriel
City of San Jacinto
City of Shawnee
City of Sierra Madre
City of Simi Valley
City of South Gate
City of Tustin
City of West Covina
City of West Des Moines
County of Butte
County of Buncombe
County of Denton
County of Mendocino
County of Orange
County of Riverside
County of San
Bernardino
Town of Danville
Town of Groton
Town of Hillsborough
Town of Truckee
Village of Glencoe
Village of Lincolnwood
Village of Northfield
Village of Oswego
Village of River Forest
CA-NV American Water
Works Association
Castaic Lake Water
Agency
Castro Valley Sanitary
District
Colton Joint Unified
School District
Cucamonga Valley
Water District
Gastonia Water & Power
Glendale Water and
Power
HIP Housing
Lake Elsinore Unified
School District
Menifee Unified
School District
Mesa Water District
Midpeninsula
Regional Open
Space District
Ramona Municipal
Water District
Rincon del Diablo
Municipal Water
District
Rock River
Reclamation
District
Rosamond Community
Services District
Salisbury-Rowan Utilities
San Bernardino
Municipal Water
Southern California
Coastal Water
Research (SCCWRP)
Walnut Valley Water
District
West County
Wastewater District
Western Municipal
Water District
Mechoopda Indian Tribe
Eastern Band of
Cherokee Indian
CREDENTIALS, DEGREES,
AND AFFILIATIONS
• Certified Public
Accountant (CPA)
(Inactive)
• Bachelor of Science in
Business Administration –
Accounting, CSU San
Bernardino
SPECIALTIES
• Business Process
Reviews
• Applications
Requirements Definition
• Enterprise Applications
Architecture
• Current System Needs
Analysis and
Improvement
• New Software Selection
Assistance
• Technology Master
Planning
• Project Management and
Oversight
• Conversion Assistance
and Planning
• Contract Reviews and
Negotiations
It has been absolutely key to this
project that ClientFirst, especially
Dave, knows the governmental
environment, its limitations and its
opportunities.
—Director of Administrative
Services
CA Municipality
(Inactive)
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Jamie T. Shell, PMP
Director, Enterprise Applications Consulting
Jamie Shell has over 25 years of public sector experience, including 10 years working in local government finance (Finance Director) and over 15 years assisting local governments with various information technology needs. He specializes in working with organizations to identify their strategic, organizational, application, and functional requirements to determine which system and/or specific applications are a proper fit for both the agency and the vendor.
Mr. Shell’s background in local government finance, project management, and software implementation has given him the ability to work jointly with Clevel executives, agency/department heads, and staff to maximize their technology utilization.
Having worked in government and as an enterprise software provider, Mr.
Shell brings a unique understanding of the perspectives of both the agency and software vendors.
Highlights
• Former municipal Finance Director
• Served as President of the Eastern Kansas Government Finance Officers Association (2005)
• Former manager of Client Services with one of the largest government ERP vendors.
• Former manager of Professional Services with another major government ERP vendors.
• Successfully managed onsite and remote projects for over 50 publicsector agencies throughout the United States.
Agency Experience
County of Clermont
County of Cook
County of Denton
County of Douglas
County of Kauai
County of Nassau
County of New Castle
County of Ramsey
County of San Juan
County of San Mateo
City of Alpharetta
City of Atlanta
City of Barrie
City of Batavia
City of Battle Ground
City of Bentonville
City of Branson
City of Carlsbad
City of Chattanooga
City of Clovis
City of Coronado
City of Dubuque
City of East Point
City of Edmonton
City of Elgin
City of Elmhurst
City of Evanston
City of Flagstaff
City of Fort Collins
City of Gallup
City of Glendora
City of Grand Rapids
City of Henderson
City of High Point
City of Hoover
City of Indianapolis/
Marion County
City of Kansas City
City of Medford
City of Memphis
City of Mesa
City of Miami
City of Minden
City of Naperville
City of New Port
Richey
City of Norco
City of Oviedo
City of Pacifica
City of Palm Desert
City of Pearland
City of Port Angeles
City of Poulsbo
City of Prescott
City of Richmond
City of Salinas
City of Simi Valley
City of St. Petersburg
City of Stockton
City of Tyler
City of Vacaville
City of West Covina
City of West
Hollywood
City of West Lafayette
City of West
Sacramento
City of Wilmington
Town of Cary
Town of New Canaan
Town of Isle of Palms
Town of Prescott
Valley
Town of Vail
State of New Jersey
State of New Mexico
California State
Auditor's Office
California State
Controller’s Office
California Office of
Emergency Services
Ewing Marion
Kauffman Foundation
Province of Nova
Scotia
State of Hawaii
Campaign Spending
Commission
State of
Massachusetts
Comptroller’s Office
State of Maine
Treasurer’s Office
State of Michigan
Administrative Office
of Courts
State of Rhode Island
Treasurer’s Office
State of Virginia Dept
of Rail & Public
Transportation
Ewing Marion
Kauffman Foundation
Castaic Lake Water
Agency
Coachella Valley
Water District
Commodities Futures
Trading Commission
Cucamonga Valley
Water District
Four Rivers Sanitation
Authority
West County
Wastewater District
CREDENTIALS, DEGREES,
AND AFFILIATIONS
• Project Management
Professional (PMP)
• Bachelor of Science in
Business Administration –
Accounting, Missouri
Western State University
SPECIALTIES
• Business Process Reviews
• Applications Requirements
Definition
• Enterprise Applications
Architecture
• Current System Needs
Analysis and Improvement
• New Software Selection
Assistance
• Technology Master Planning
• Project Management and
Oversight
• Conversion Assistance and
Planning
• Contract Reviews and
Negotiations
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Janet Federico, MBA
Management Consultant
Janet Federico has over eleven years of experience with local and federal government agency software implementations. Her in depth experience with software configuration, business analysis, and user needs assessment allows her to successfully oversee project implementations of standard and customized software.
Skilled in all facets of the project life cycle for application software, she has experience with functional and technical requirements development, gap analysis, system analysis, design, specifications, unit and system testing, implementation planning, execution, lessons learned, and system documentation.
Ms. Federico also has over six years of experience in working with organizations to identify their strategic, organizational, application, and functional requirements to determine which system and/or specific applications are a proper fit for both the agency and the vendor.
Additionally, having worked for a leading local government enterprise software provider, Ms. Federico brings a strong understanding of software implementation, consulting, process knowledge, and functional knowledge, along with the customers’ needs and concerns throughout and post-implementation.
Highlights
• Multi-phased agency-wide software implementations
• Extensive knowledge of business and technical processes pertaining to enterprise applications
Agency Experience
City of Batavia
City of Bartlesville
City of Bentonville
City of Coronado
City of Corvallis
City of Decatur
City of Fort Smith
City of Highland Park
City of Hutchinson
City of Tulsa
City of Wichita
City of Wisconsin Springs
City of Wood Dale
County of Champaign
County of Collin
County of Denton
County of Minnehaha
County of St. Joseph
State of Texas (DFPS)
Village of Hinsdale
Village of Orland Park
CREDENTIALS, DEGREES,
AND AFFILIATIONS
• Ellis College, Old Westbury, NY
– Master of Business
Administration
• Kaplan University, Davenport, IA
– BS, Applied Management
SPECIALTIES
• Project Management
• Conversion, Interface Planning,
and Implementation Support
• Understanding of public sector
departmental operations and
application systems
• Workflow analysis and mapping
• Business Process Redesign
• System Configuration and
Training
• Test and Go Live Plan Creation
I just wanted to say that I thought the
training sessions were very
informative and clear, and I learned a
lot from it. I appreciate your time
spent to train us. Thank you so much!
—Account Clerk
CA Municipality
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Tam Ly, MPA
Management Consultant, Enterprise Applications
Tam Ly’s expertise covers over 20 years in the public sector and 10 years working within public agencies. His expertise includes business analysis and project management in the areas of public administration and finance, in which he holds a master’s degree. He has worked with elected officials, executives, and department-level staff in business applications systems selection, risk mitigation, fiscal planning, and business process analysis for implementing practical technology strategies and solutions in the local government and public education environments.
Having worked closely with stakeholders and groups of various sizes in these environments, Mr. Ly (pronounced “LEE”) knows and understands the issues they face and is well-versed in the collaborative process to implement bestpractice strategies in finding optimal solutions to serve their constituents.
Highlights
• Project manager for systems selection/acquisition and implementations • Conducted business/needs assessment analyses
• Facilitated gap analyses
• Developed business systems functional and technical requirements and definitions
• Lead feasibility and operations efficiency studies
• Provided go-live-related user-acceptance testing (UAT) and readiness assessments
• Former municipal budget planner with a triple-A bond-rated agency Agency Experience
City of Albany
City of Brentwood
City of Brisbane
City of Carlsbad
City of Clovis
City of Piedmont
City of Pacifica
City of San Bernardino
City of Benbrook
City of Boca Raton
City of Cedar Hills
City of Coral Springs
City of Corpus Christi
City of Dover
City of Farmers Branch
City of Fredericksburg
City of Gahanna
City of Gloucester
City of Grants Pass
City of Irving
City of Lauderdale Lakes
City of Lawrence
City of Lewiston
City of Lowell
City of Manassas Park
City of Midland
City of Mission Viejo
City of Pelham
City of Ormond Beach
City of Sandpoint
City of Santa Fe
City of Shawnee
City of Vacaville
County of Albany
County of Dane
County of Gallatin
County of Minnehaha
County of Steuben
County of Tompkins
County of Mendocino
Mt. Lebanon Township
Town of Andover
Town of Brunswick
Town of Freeport
Town of Groton
Town of Middleborough
Town of Sharon
Town of Wellesley
Town of Westwood
West County Wastewater
District
Cherry Creek School
District
Montgomery County Public
Schools
Round Rock Independent
School District
Spokane Public Schools
California Air Resources
Board
California Environmental
Protection Agency
San Bernardino Municipal
Water
Maine Office of Public
Advocate
Maine Public Utilities
Commission
Massachusetts Energy
Facilities Siting Board
Rock River Reclamation
District
US Federal Energy
Regulatory Commission
US Nuclear Regulatory
Commission
Wellesley Municipal Light
Plant
CREDENTIALS, DEGREES,
AND AFFILIATIONS
• MPA Government
Administration/Finance,
Suffolk University
• Bachelor of Arts,
Anthropology from Bates
College
SPECIALTIES
• Business Process
Reviews
• Applications
Requirements Definition
• Current System Needs
Analysis and
Improvement
• New Software Selection
Assistance
• Project Management and
Oversight
• Conversion Assistance
and Planning
Well organized, providing solid tools to track progress and provide a roadmap for our implementation. An
asset for pulling our team together for this lengthy and important organization-wide project.
—Director of Human Resources
CT Municipality
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Section III – Fee Schedule
Project Background and Understanding
The City of Hemet is seeking consultant software selection and advisory services to prepare for a new ERP system. The City is seeking a consulting project team to lead the development of a plan to implement an enterprise resource planning system utilizing best practices, automated workflows, flexible reporting capabilities, project management tools, and other applications suitable for the organization with the goal of selecting software that meets the City’s needs now and into the future.
Project Goals
• Review City’s software needs
• Project Planning
• Development of Request for Proposal (RFP)
• Selection of a Vendor to provide the best software to meet the needs of the City of Hemet Project Objectives
• Perform analysis of the existing software solutions and determine requirements for the future “off-the-shelf” system(s)
• Improve and streamline operational/business processes, including the reduction of manual paper processes and redundant shadow systems
• Adopt use of industry best business practices
• Complete a successful implementation of the system on time and within budget ERP System Scope (Suites/Modules)
Finance Management Modules
• General Ledger and Bank Reconciliations
• Budgeting
• Grant Accounting
• Project Accounting
• Requisitions and Purchasing
• Accounts Payable including Purchase Cards
• Accounts Receivable
• Cashiering and Payment Processing
• Capital/Fixed Assets
• Financial and Ad Hoc Reporting
People Management Modules
• Human Resources
General HR and Risk Management
Benefits Administration
Employee Self-Service Portal
• Time and Attendance
• Payroll
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CIS/Utility Billing Modules
• Customer Information/Service
• Billing
• Cash Handling
• Service/Work Order Management
• Meter Reading
Land Management Modules
• Planning Projects
• Permitting
• Online Permitting
• Inspections
• Online Inspections
• Code Enforcement
• Online Complaint Tracking
• Parcel / Address Management
• GIS Integration
Our experience and practice will allow us to deliver these tasks with added value and benefit. It is important to understand that the process steps and best practices are critical in building a base of understanding to properly prepare the City for a successful implementation. Change management, knowledge transfer, best practices, and realistic expectation-setting are a constant theme through all our workshops.
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Methodology and Approach
Implementing modern enterprise application systems is essential to any Digital Transformation Strategy. Application system improvements start with business process analysis to streamline and eliminate manual and paper intensive processes, as well as the ability to take advantage of mobility, GPS/GIS technologies, improved data analytics and reporting, and implementing citizen interaction technologies wherever possible.
Our collaborative approach to software needs assessment, process review, and selection projects shapes and develops our recommendations and approach, enabling us to tailor each step to fit our clients’ unique needs and specifications. We view this as a partnership with the City to improve the enterprise application environment.
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Work Plan Step
Consultant Services for the Acquisition of an
Enterprise Resource Planning Software System
Total
Billable
Hours
Jamie/
David
Janet/
Tam
Project Planning and Monitoring
Task 1 - Project Planning and Management
1 Project Coordination and Management - Finalize the project work plan and timelines, as well as arrange communications, logistics, and support.
Schedule meetings with personnel from each functional area to review and discuss existing and future information system needs. Provide ongoing project coordination and status updates.
60 36 24
Act as a liaison between the executive stakeholder team, project team, vendor(s), and City staff.
Develop and manage a comprehensive project plan, detailing project stages, milestones, and resources.
Manage the Change Management Process with oversight from the City Project Manager.
Develop consultant communications and plan, and provide monthly executive/project status reports, including project budget tracking, decisions made, issues, and action items.
2 Project Initiation, Kick-Off, and Project Team Development - Work with the City Project Manager to establish project governance, develop the makeup of the Project Team, and document required roles and responsibilities. This will include the following steps:
16 8 8
Development of a Project Charter, Communications Plan, and Risk Register/Mitigation Plan.
Establish a Project Management Office (PMO), per Project Management Institute best practices.
Develop module and functional-area teams based on Enterprise Application Management and Support best practices. These teams will also be utilized during implementation.
Assist in educating Project Team members and stakeholders on defined roles and responsibilities. This will be facilitated through the completion of forms for use in workshops, including background concepts, instructions, and finalization.
Conduct a formal Kick-Off Meeting to officially start the project and provide an overview of the project to Project Team members, City stakeholders, and other engagement participants.
Task 2 - Project Initiation and Data Collection
3 Needs Assessment Questionnaires/Information Requests - Develop a tailored assessment questionnaire and information requests related to existing and future information system needs to be used during the discovery process with staff. The questionnaire results will be utilized to guide the business process reviews by module, including automating manual processes, streamlining others, improving integrations, and identifying unmet reporting needs.
5 1 4
4 Information and Background and Analysis - Obtain and analyze background information, including internal questionnaires and surveys. 18 12 6
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Step
Consultant Services for the Acquisition of an
Enterprise Resource Planning Software System
Total
Billable
Hours
Jamie/
David
Janet/
Tam
5 Business Process Review and Requirements Workshops - Meet with module teams to review existing manual and automated systems and operations, including any custom-developed workaround systems or processes. Change management and best practices for vendor selection and implementation preparation will be addressed throughout all workshops.
Workshops will also identify deficiencies in current process and establish expectations or improved design and efficiencies in a modern ERP solution.
Finance Management Modules
General Ledger and Bank Reconciliations 3 1.5 1.5
Budgeting 2 1 1
Grant Accounting 2 1 1
Project Accounting 2 1 1
Requisitions and Purchasing 4 2 2
Accounts Payable including Purchase Cards 4 2 2
Accounts Receivable 3 1.5 1.5
Cashiering and Payment Processing 3 1.5 1.5
Capital/Fixed Assets 2 1 1
Financial and Ad Hoc Reporting 2 1 1
People Management Modules
Human Resources 5 2.5 2.5
General HR and Risk Management Included Included
Benefits Administration Included Included
Employee Self-Service Portal Included Included
Time and Attendance 2 1 1
Payroll 3 1.5 1.5
CIS/Utility Billing Modules
Customer Information/Service 5 2.5 2.5
Billing Included Included
Cash Handling Included Included
Service/Work Order Management Included Included
Meter Reading Included Included
Land Management Modules
Planning Projects 4 2 2
Permitting 4 2 2
Online Permitting Included Included
Inspections 1 0.5 0.5
Online Inspections Included Included
Code Enforcement 2 1 1
Online Complaint Tracking Included Included
Parcel / Address Management 1 0.5 0.5
GIS Integration 0 Included Included
Finance and Accounting 2 1 1
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Step
Consultant Services for the Acquisition of an
Enterprise Resource Planning Software System
Total
Billable
Hours
Jamie/
David
Janet/
Tam
6 ERP Project Plan Document - Based on the information gathered and analysis performed, prepare an assessment/gap analysis report and presentation documenting current processes, with recommended improvements and future needs, including:
18 12 6
Project strategy and approach
Description of major project components
Definition of high-level scope, including deliverables
Establishment of project governance structure including roles and responsibilities
Project resources including City Staff and Consultant resources Project risks
Schedule/timeline
Consultant versus City staff deliverables
Estimated budget to purchase ERP system
Gantt Chart/Project Schedule
Task 3 - Business Process Analysis
7 Process Workflow Analysis - We meet with the Module Stakeholder Teams to review existing manual and automated systems and operations, including any custom-developed, work-around systems and processes in order to identify and uncover current and future needs. Our scope includes process reviews of As-Is and To-Be functionality, with deliverables focusing on feature/function requirements of the replacement system for inclusion in an RFP process.
56 28 28
ERP Needs Assessment
Task 4 - Business Case Recommendations
8 Assessment and Process Improvements Report - Based on the information gathered and analysis performed, prepare a findings and recommendations report and presentation that includes documenting current processes, with recommended improvements and future needs, including:
40 16 24
New System Opportunities and Existing System Challenges Findings and Recommendations
Gap Analysis including Staffing Backfill Requirements
New-Solution Requirements
Integration/Interface Needs
Conversion Requirements
Project Governance Structure
Task 5 - Process Design and Requirements
9 System Requirements Documentation - Review information gathered during the process reviews and develop system requirement specifications. 60 16 44 10 System Requirements and Documentation Revisions - Incorporate and revise the process review and requirements specification documents by incorporating feedback received from the organization, following the organization's review of materials.
20 4 16
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Step
Consultant Services for the Acquisition of an
Enterprise Resource Planning Software System
Total
Billable
Hours
Jamie/
David
Janet/
Tam
11 Process Workflow Documentation - Further process workflow analysis and documentation of As-Is and To-Be processes. Process documentation includes narrative process review descriptions, procedural mapping, and workflows. Process includes multiple reviews and modifications with applicable module/functional area teams. Estimate eighteen (18) processes. 108 36 72
12 Integrations/Interfaces and Conversion Requirements 12 4 8 Other integrations/interface needs addressed during the project’s business process review include, but are not limited to: import/exports, investment banks, service banks, download check file, download bank statement, voided checks, positive pay, electronic 1099 submission, third-party payment uploads, p-card download, electronic employee reimbursement payments, third-party credit card transaction system, check balance verification, barcode scanning capability, customer Internet payments, third-party report writers, third-party benefit providers, EEO-4 survey file upload, electronic federal and state files (1099, 1096, payroll, etc.), wire transfers, direct-deposit file, 457 Deferred Compensation export, time-card uploads, State Retirement System, meter reading software, GIS, single sign-on - Active Directory, and electronic document management.
Included Included
13 Application Software: Processing and Reporting Requirements 10 2 8 Average Processing Volumes
Conversion Requirements
Interface Requirements
Other Application Considerations
14 Systems Software 8 4 4
Operating System
Languages
Productivity Tools
Database
Other Systems Software
15 Hardware 4 2 2
Platform Architecture Preferences
Service and Support Requirements
Other Technical Requirements
ERP Request for Proposal
Task 6 - RFP Draft
16 Preliminary Vendor Communication/Research - In the preliminary vendor communication/research, we will prepare a list of pre-screened information system vendors and their contact information, based upon the assessment process and new system requirements. Our objective will be to identify vendors specializing in government agencies that have the applications for future needs that are already in use in the industry.
8 4 4
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Step
Consultant Services for the Acquisition of an
Enterprise Resource Planning Software System
Total
Billable
Hours
Jamie/
David
Janet/
Tam
17 Develop Request for Proposals (RFP) Documents - We will prepare Request for Proposals (RFP) documents with Electronic Response Forms.
Assumes a single RFP and process for all software modules. Additional RFP's will require a change order. RFP will include, but will not be limited to, the following:
24 8 16
Formatted to receive proposals for SaaS/cloud and on-premise proposal options, including required infrastructure of each option (new system hardware, network, system software, and workstation requirements) Included Included
Detailed implementation service requirements Included Included Migration or conversion from existing to new system (cost and timeline) Included Included Review of system and technical specifications Included Included Training cost and schedule Included Included
Implementation estimated costs and timelines Included Included 18 RFP Issuance and Facilitate Vendor Response Activities - Assist the City in issuing the RFP, and facilitate pre-proposal vendor response activities, including:
10 4 6
Manage vendor questions and answers during established proposal response timelines. Included Included
If necessary, assist with required RFP addenda. Included Included Task 7 - Governance Support
19 Consultant to provide guidance and feedback regarding change management within the organization. 20 12 8
ERP System Selection and Contract Negotiations
Task 8 - System Selection
20 Vendor Proposal Evaluations - Analyze and evaluate proposal responses.
Provide an initial Summary Vendor Comparison Worksheet and Vendor Executive Summary Analysis Memorandum.
28 16 12
21 Vendor Analysis Workshop to Determine Vendor Finalists (Short List) - Conduct an analysis results workshop that includes a review of the Vendor Comparison Worksheet and Vendor Executive Summary Analysis. We will use a Finalist Decision Guide to conduct this workshop and determine a vendor short list.
8 4 4
22 Develop Demonstration Documents, Agenda, and Coordination - Develop demonstration documents, including preparing an agenda and demonstration scripts or guides for vendor demonstrations. These will be sent to vendor finalists for their advance preparation. Also, prepare Vendor Demonstration Evaluation Forms for use by all participating City staff during demonstration sessions. We will also prepare a form to be used by Project Team members to conduct finalist reference checks and/or calls, and prepare a Site-Visit Form for City personnel to use during site visit(s).
20 4 16
23 Facilitate Vendor Demonstrations - Assist the City in scheduling demonstration dates and facilitate initial vendor demonstrations to ensure pertinent requirements are addressed. City personnel will evaluate vendor demonstrations using Demonstration Evaluation Forms. These forms use a rating system to assist with the comparison of vendors. Hours estimate based on two vendors at four days each. Additional vendor demonstration assistance will require a change order and will be billed on a pre-approved time-and-materials basis.
80 16 64
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Step
Consultant Services for the Acquisition of an
Enterprise Resource Planning Software System
Total
Billable
Hours
Jamie/
David
Janet/
Tam
24 Post Demonstration/Visit/Reference Check Due Diligence and Follow-up - Assist with additional finalist vendor(s) follow-up issues and due diligence.
This may include additional demonstrations, Q&A facilitation, reference checking, site-visit assistance, etc. Additional required and/or requested hours will be billed on a pre-approved time-and-materials basis. 40 24 16
25 Facilitate Final Vendor Selection - Conduct a meeting with the City's Project Team to facilitate discussion and finalize the vendor selection. The Vendor Demonstration Evaluations, in combination with additional due diligence analysis, will be used to facilitate the selection of a finalist. 6 4 2
Task 9 - Contract Negotiations
26 Implementation Plan (SOW) Review - Work with the City and the selected vendor to review and finalize Statement of Work, Implementation Schedule/Plan, Project Management Office, resource requirements, and timelines.
8 8
27 Contract Review and Negotiation Assistance - Assist with contract review and negotiation assistance (in a non-legal capacity). Assumes contract review and negotiations with single, primary vendor. Additional required and/or requested hours will be billed on a pre-approved time-and-materials basis.
24 24
ERP Implementation
Task 10 - Transition
28 Project Initiation and Planning - Work with the City Project Manager to finalize the project management plan and arrange communications, logistics, and support.
64 24 40
29 Develop/Review Baseline Project Documents and Plans - Review or develop a baseline of the project plan, including the following: Included Included Scope Definition
Statement of Work
Project Team (PMO - Project Management Office) Staffing and Operation Guidelines
Resources w/ Roles and Responsibilities
Project Timeline/Schedule
Project Budget
Subsidiary Plans as needed (Change Management, Training, Data Conversion, Interfaces, Modifications, Technology Requirements, etc.) Task 11 - Implementation Advisory Services
30 Implementation Project Management Assistance - Determine implementation project management/oversight support needs of the City.
Provide an itemized cost for such additional services.
TBD TBD TBD
Task 12- Implementation Look Back
31 Post Implementation Review - Determine post implementation support needs of the City. Provide an itemized cost for such additional services. TBD TBD TBD Hours 831 361 470
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Pricing Sheet
Pricing Sheet
Task/Description Itemized by Staff Level Estimated Hours by Task and Staff Position
Hourly Rate of
Staff Position Cost
Project Planning and Monitoring:
Task 1: Project Planning and Management
Partner/Director 44 $ 215 $ 9,460
Consultant 32 $ 175 $ 5,600
Task 2: Project Initiation Meeting and Data
Collection
Partner/Director 53 $ 215 $ 11,395
Consultant 44 $ 175 $ 7,700
Task 3: Business Process Analysis
Partner/Director 28 $ 215 $ 6,020
Consultant 28 $ 175 $ 4,900
ERP Needs Assessment:
Task 4: Business Case Recommendations
Partner/Director 16 $ 215 $ 3,440
Consultant 24 $ 175 $ 4,200
Task 5: Process Design and Requirements
Partner/Director 68 $ 215 $ 14,620
Consultant 154 $ 175 $ 26,950
ERP Request for Proposal:
Task 6: RFP Draft
Partner/Director 16 $ 215 $ 3,440
Consultant 26 $ 175 $ 4,550
Task 7: Governance Support
Partner/Director 12 $ 215 $ 2,580
Consultant 8 $ 175 $ 1,400
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Pricing Sheet
Task/Description Itemized by Staff Level Estimated Hours by Task and Staff Position
Hourly Rate of
Staff Position Cost
ERP System Selection:
Task 8: System Selection
Partner/Director 68 $ 215 $ 14,620
Consultant 114 $ 175 $ 19,950
Task 9: Contract Negotiations
Partner/Director 32 $ 215 $ 6,880
Consultant 0 $ 175
ERP Implementation:
Task 10: Implementation Transition
Partner/Director 24 $ 215 $ 5,160
Consultant 40 $ 175 $ 7,000
Task 11: Implementation Advisory Services Implementation Project Management Assistance requires more discussion and scoping. Projects range
in average hour per week depending on
implementation phasing and timeline, City available
resources and City desired level of assistance. Past
similar projects have been both under and over
$100,000 per 12-month period, depending on City
Needs.
Partner/Director
Consultant
Task 12: Implementation Look Back Additional understanding of City needs and expectations are needed before estimating level of
effort. Some Post implementation reviews are high
level findings and recommendations, while others are
assessments with gap analysis for further functionality, training, reporting, workflow automation needs, etc.
Partner/Director
Consultant
Total Not to Exceed $ 159,865
Note: Tasks 11 and 12 will be selected at
the discretion of the City
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Project Start
We can begin the initial activities related to this project, such as project coordination and scheduling, within 1-2 weeks of finalizing an agreement regarding this proposal.
Scope Changes and Management
Alternative scope changes and fee adjustments are possible and are dependent on specific project needs and staff resources and capabilities. Minor changes to the scope and methodology stated above will not result in a change in our fees.
If the nature or scope of our work should change significantly during the project, we will discuss such matters and their effect on our fees and obtain written approval before proceeding.
Payment Terms
We invoice monthly as work proceeds. ClientFirst will provide detailed accounting of all consulting time and expenses on the invoice. Payments are due within 30 days of receipt, via check or ACH.
Additional Services/Purchases by Other Seeking Public Agencies ClientFirst acknowledges that other public agencies may seek to “piggyback” under the same terms and conditions of a resulting similar services contract and/or purchases being offered in this contract or proposal. ClientFirst has the option to agree or disagree to allow contract piggybacks on a case-by-case basis. ClientFirst agrees to extend the same pricing, terms, and conditions as stated in this contract or proposal to each and every political entity, special district, and related non-profit. It is understood that other entities shall make purchases in their own name, make payment, and be liable directly to ClientFirst. The agency shall in no way be involved or responsible to ClientFirst for other entities’ purchases.
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Appendix 1 – Case Studies
The following case studies are California agencies that ClientFirst has worked with to digitally transform their technology environments. These case studies began with Technology Master Planning. The cities’ technology governance and commitment at all levels, including their city councils, has since resulted in significant digital transformation that has improved internal business department process, management decision-making, transparency, citizen services, and citizen engagement. Also, provided separately is a sample Information Technology Plan recently completed for another California municipality.
Mendocino County
Project Background
ClientFirst started with a County-wide Technology Master Plan and Roadmap to digitally transform the County and its operations. Other following projects have included:
• ERP Business Process Review and Improvements
• Tax Billing and Assessment Implementation Project Management • Justice Software Implementation Management
• Software vendor contract negotiations – multiple systems • Procurement Business Process Review and Improvements
• Budgeting Process Improvements
• Cannabis Permit and Licensing Process Improvements Efficiency Study • Technology Plan development and funding
• Technology Plan management and semi-annual plan updates in conjunction with mid-year and annual Board of Supervisors budget workshops
• Initial risk mitigation projects to increase resiliency of critical systems • Emergency Operations Center redesign and refresh of EOC technology and equipment (Phase 1 & 2)
• Public Safety Cabling and Fiber Optic Improvements
• Public Safety and Radio Data Center Space Planning
• Detailed public safety County-wide radio assessment, cost analysis, and successful funding request
• Fiber Optic Systems Upgrades
• Point Arena Radio & Microwave Project Management (Improved Public Safety Radio Resiliency)
• County-Wide Radio and Broadband Upgrade Project Management • Property Tax System Assessment and Project Restart
• Property Tax System Implementation Oversight
• Cannabis Permits & License Business Process Review and Improvements • Cannabis E-Permitting
• Cybersecurity Roadmap and Board Presentation
• Network Upgrade RFP & Project Management Assistance
• IT Strategic Advisory Services
• IT staffing and staff roadmap to support digital transformation and Board goal of increased efficiency
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Description of Services Performed and Outcomes
ClientFirst was initially engaged to develop a multi-year Technology Master Plan and Roadmap.
The initial five-year plan is budgeted at over $20 million. The initial assessment also uncovered several high-risk areas. County management placed the project on hold, but immediately allocated $605K to mitigate many of those high-risk items. ClientFirst provided oversight and project management services for the implementation of these risk mitigation measures. The Board appropriated $1MM for Phase 1 projects and has subsequently appropriated over $1MM every six months for additional project work. ClientFirst provides oversight for approximately twenty-five Technology Master Plan projects. ClientFirst is also managing the Master Plan budget and project portfolio, with project additions and subtractions based on Board and Executive Office priorities.
In addition to managing the Technology Master Plan, ClientFirst provides detailed project management and vendor selection assistance for a wide range of projects. Implementation assistance is provided to augment staff for critical or high-profile projects such as E-Permitting (now implemented for about 65% of permit types), Cannabis business process improvements, public safety and emergency operations projects, preparations and replacement of a fragile endof-life tax system, and others.
Also, ClientFirst and Mendocino County jointly presented at the California Society of Municipal Finance Officers (CSMFO) on process improvements resulting from these digital transforming projects.
City of Piedmont
Project Background
ClientFirst started with a citywide Technology Master Plan and have continued to assist the City to digitally transform the City and City operations. Projects have included:
• ERP software selection and business process improvements analysis • ERP software implementation project management
• Land Management Assessment & Improvement Plan
• Ongoing Land Management process improvements and systems maintenance • Public Safety Scheduling and Time and Attendance Selection and Implementation Project Management
• Technology Plan development and successful funding
• Technology Plan management, annual plan updates, and Council updates on status of plan • Fiber optic systems upgrades
• Ongoing Technology Governance Committee participation as their senior IT advisor • CAD/RMS vendor strategy and roadmap upgrade
• Wide area network improvements
• Initial IoT wireless network deployment
• Cloud computing strategy analysis
• Public Safety Verizon Private Cloud analysis, implementation, and resiliency • Cybersecurity Incident Response
• Telecommunications System Design and Procurement Management • Website constituent survey, redesign, and social media rollout • Coordination of 5G cellular tower including Council briefings • Cybersecurity improvement and roadmap, and Cybersecurity Council briefings • Hyperconverged system selection and project oversight
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Description of Services Performed and Outcomes
Digital transformation has been a key strategy of the City of Piedmont’s Council. This was initiated with the selection of ClientFirst to develop a Technology Strategic Plan in conjunction with a Citizen Advisory Committee. Unsurprisingly, as a bay area community, the Citizen Advisory Committee has strong technologists, including the first US employee of Skype (now an “angel investor”). ClientFirst worked collaboratively with the Citizen Advisory Committee to develop and prioritize the Plan and then jointly presented the Plan and budget to Council.
ClientFirst continues to oversee implementation of the plan as the City’s technology advisor, presenting ongoing updates to Council.
ClientFirst is also the primary technology consultant for the City, assisting with the implementation of recommended initiatives, including best practices, departmental applications, smart technologies and civic engagement, IT infrastructure, day-to-day IT staffing and operations, cybersecurity, and communications.
Prior to the plan, the City’s overall systems were largely siloed, legacy, and end-of-life. Some previously implemented systems were implemented in a manner that provided little opportunity to take advantage of the improved technology. Automation was limited and resident services were mostly manual, with limited use of technology to automate business processes. Overuse of shadow systems and manual processes were still the norm.
City of Rancho Mirage
Project Background
ClientFirst started with a citywide Technology Master Plan. We also jointly presented these transformation efforts at the annual California Society of Municipal Finance Officers (CSMFO) conference. Also, see attached published article on the City’s digital transformation efforts, City of Rancho Mirage Published Digital Transformation Article.
Other following projects have included:
• Enterprise Software Needs Assessment
• ERP Selection and Contract Negotiations
• EDMS Needs Assessment Services
• Technology Master Planning
• IT Organization Improvement Assistance
• Audio Visual System Design, RFP, and Implementation Oversight • Contract Management Process Review and Improvements
• Disaster Recovery Planning Services
• Cybersecurity Assessment and Risk Mitigation
• Electronic Mail Implementation Consulting Services
• IT Management Mentoring and Advisory Services
• Wireless Network Design – Amphitheater, Library, Park Spaces • Network Improvement Vendor Procurement
• Work Order/Asset Management Preliminary Assessment
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Description of Services Performed and Outcomes
ClientFirst developed a Technology Master Plan to address City’s desire to integrate and automate business applications in a secure manner. This project included working with ongoing City Council sub-committee. ClientFirst presented Plan to Council, and Council approved funding of the plan in its entirety. ClientFirst worked with City staff to upgrade technology infrastructure, resident connectedness, and applications improvement and integration. The Master Plan also included a comprehensive analysis of the IT human resources to ensure the City had the resources to maintain existing technology, implement new technology projects, and maintain the environment that would be put in place as part of the implementation of the Technology Master Plan. A significant piece of the future IT organizational structure included an increase in business analyst talent to help implement and support critical enterprise applications.
ClientFirst assisted with the ERP system selection, which was concluded on time and within budget. Departmental assistance was also provided for the selection of a new Contract Administration system.
Technical assistance was provided for the development of a Disaster Recovery Plan.
ClientFirst worked with Departments to develop a prioritized recovery plan that met the needs of the City.
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Appendix 2 – City of Rancho Mirage
Published Digital Transformation
Article
ClientFirst has assisted the City of Rancho Mirage with various Technology Projects starting with a citywide Technology Master Plan and Roadmap to digitally transform the City and its operations. The following article was published by the City to showcase these digital transformation improvements. ClientFirst also jointly presented these transformation efforts at the annual California Society of Municipal Finance Officers (CSMFO) conference.
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REQUEST FOR PROPOSAL FOR
CONSULTANT SERVICES FOR THE
ACQUISITION OF AN ENTERPRISE
RESOURCE PLANNING SOFTWARE SYSTEM
May 9, 2022
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Cover Letter
May 9, 2022
Attn: Candace Sunds
City of Hemet, Purchasing Division
445 East Florida Avenue
Hemet, CA 92543
Dear Ms. Sunds,
The City of Hemet (“City”) has a strong history of delivering high-caliber services to your constituents. Recently, we’ve seen the City make considerable strides in modernizing and improving the government experience for your citizens, and we’re excited for the opportunity to present our qualifications for your consideration on this important endeavor. The ERP replacement project is vital to your organization, and you need a dependable, enthusiastic, energetic, technically competent, and business savvy partner. More than anything, you need a partner and advisor that shows integrity to support you through the inevitable tough times and see this project through to success. That partner is Avèro Advisors.
Fortunately, Avèro is on a mission to modernize the
way public agencies operate internally and enable
the public to make interactions with the government
easier. We are committed to solving complex
problems for our clients that ultimately benefit
citizens, with the most efficient use of tax dollars.
This proposal presents our unique approach to
problem-solving and a methodology tailored to your
specific needs. In addition, it includes stories from
many similar relationships we have built with select
clients over the last several years showing our ability to collaborate and deliver Guided Results.
We possess expertise in delivering IT Assessments,
Business Process Analysis & Redesign,
Cybersecurity Assessments, IT Strategic Planning,
Infrastructure Analysis, Enterprise System Consultation, and Project Management services for various government organizations. Our lasting, trust-based relationships with our clients are testimonials to our track record of providing outcome-based value to those we serve. In addition, we position our clients for success by providing strategic advisory services that help build intelligent organizations, streamline workforce operations, and achieve service excellence. “As you know, many companies are
technically strong in all things IT but not
every firm can build the relationships
necessary to help an organization
navigate change. Avèro excelled in this
aspect. Technically strong, depth of
knowledge and an ability to speak in a
language management can understand.
They don’t use only industry terms. They
took us through some discovery to make
sure we got the scope right. This was
incredibly important to the overall
project.”
Greg McClain
City Manager | City of Maryville, TN
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The Avèro team has completed similar scopes of work for various municipal governments across North America, such as the City of Maryville (TN), Pittsylvania County (VA), City of Charlottesville (VA), Blount County (TN), City of Maricopa (AZ), City of Lethbridge (Alberta), and Union County (NC), among others. Most recently, we were awarded a contract for the same scope of work with the City of Dixon (CA).
Our team is highly capable and supportive of the following critical factors necessary for the deep-rooted success of this effort:
• We employ a diverse team structure and approach that is grounded in academic knowledge and practical experience;
• We have deep experience with ERP replacement - business process analysis & reengineering, IT strategic planning and project management, RFP development, vendor evaluation & selection, and enterprise system implementation; • We retain a comprehensive understanding of enterprise business needs related to City government organizations; and
• We emphasize our extensive knowledge base with City government operations, infrastructure, and cultural dynamics.
Furthermore, Avèro is a 100% independent, 3rd party consulting firm with no affiliation to software or hardware vendors – we are always in your corner. Our firm is a certified Minorityowned Business Enterprise (MBE) in multiple states and is a financially stable, profitable enterprise that strives to deliver significant value to our clients nationwide.
I look forward to developing a supportive partnership with you and the City of Hemet. I believe we, too, can establish a lasting, trust-based relationship that best displays our commitment to our clients in getting the job done right the first time. Moreover, we dedicate time to get familiar with your priorities and the recent strategies you’ve employed to help create an effective and collaborative environment with your team. Together, we can create improvements in your business processes that best fit your team’s needs and support your continued modernization efforts.
My cell phone number is 865-850-5451, and you can reach me at any time.
Sincerely,
Abhijit “AV” Verekar
Founder & CEO
Avèro Advisors
Home Office | 512 West Broadway Avenue, Maryville, TN 37801 West Coast Office |10396 East Caribbean Lane, Scottsdale, AZ 85255 Office: 865-415-3848 | Email: [email protected]
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Exceptions
Avèro does not take any exceptions to the terms and conditions stated in the bid document issued by the City of Hemet.
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Contents
Cover Letter 2
Exceptions 4
SECTION I – EXPERIENCE 6
Company Presence 7
Client References 8
Project Understanding & Approach 12
Project Approach 13
Project Methodology 15
SECTION II – PERSONNEL 36
Project Team 36
SECTION III – FEE SCHEDULE 44
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SECTION I – EXPERIENCE
Avèro, LLC (dba Avèro Advisors) is a strategic technology advisory group that actively evaluates the individual needs of public agencies to provide technical and business services that help build intelligent organizations and streamline operations. To do this, we incorporate methods that address urgent needs while formulating long-term strategies that achieve service excellence.
Furthermore, Avèro prides itself on being large enough to serve our valued clients, yet small enough to know them. Our team of certified PMPs, government ERP experts and accounting and financial subject matter experts really understand the intricacies of local government, having served the public sector for 15+ years. Further, as a nimble and agile firm, our clients have realized great value working with Avèro in relation to the larger firms Founded and headquartered in Maryville, TN, Avèro Advisors started from humble beginnings to become a nationally recognized firm that enables its clients to optimize, maximize, and transform their business processes through technology. Working with government agencies across North America, we have developed a strong presence in and out of our local region by providing strategic advisory services that help build smart local government organizations, and empower workforce & operations. Specifically, our expertise spans across all operational aspects of national and international government or public agencies, and includes significant experience with city and county development services and land management functions.
With 15+ years of public sector experience, Avèro's leadership team has provided IT strategic advisory services to numerous municipal government agencies across the country and successfully delivered the
right results on time and
within budget including but
not limited to the following
services: comprehensive IT
infrastructure and
organizational assessments,
strategic planning, business
process mapping & redesign,
ERP system selection &
implementation, and
program/project management.
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Company Presence
Avèro is also committed to being at the forefront of thought leadership, education, and public perception within our industry.
We frequently publish regular content for the public benefit, with our weekly podcast, ReThink IT (podcast.averoadvisors.com), and the publication of various articles to discuss the general nature of technology and views on its applications for municipalities now and in the future. Our guests include City Managers, Mayors, Chief Information Officers, Chief Financial Officers, County
Administrators, Judges, and other municipal executives and leaders.
Lastly, Avéro boasts an impressive retention rate due to our commitment to our team, continually transforming workload, and our dedication to our core values of integrity, compassion, imagination, and advocacy. As a certified Minority-Owned Business Enterprise (MBE) in the state of Tennessee (#103118-04), our firm was established to uphold the values of diversity, equity, and inclusion, and support a fulfilling and respectful work environment for both our team members and clients. In response, Avéro was recently recognized as one of America’s fastest growing companies by Inc. Magazine and was also named among the country’s best workplaces for 2021.
With a deep understanding of both the cloud era & traditional technology environments, along with extensive experience working with various departments that interface with IT, Avèro has helped numerous organizations across the United States assess, select, and implement ERP solutions. Our firm has managed ERP implementations of all sizes and budgets and will provide honest, unbiased evaluation and guidance. Avèro can guide any organization through the stages of the ERP life cycle, whether the organization is working with an ERP for the first time, seeking more value from the current system, or desiring to replace the current system with a new system.
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Client References
Avèro Advisors has provided the following project summaries for projects completed with scopes related to the scope of the City of Hemet’s ERP initiative. These references specifically showcase Avèro’s experience in managing ERP implementations and detail a successful track record with similar municipality clients:
CITY OF MARYVILLE, TN
BUSINESS PROCESS MAPPING, SYSTEM SELECTION, &
IMPLEMENTATION SERVICES FOR ERP FINANCIAL, HR &
LAND MANAGEMENT SYSTEM (TYLER MUNIS & ENERGOV)
Contact Name: Mr. Greg McClain, City Manager
Contact
Information:
(865) 273-3401 | [email protected]
Date of Services: August 2019 - Ongoing
Project Budget: $2 Million
Address: 400 West Broadway Avenue, Maryville, TN 37801
Project Description: As part of a much larger ERP Project throughout the City of Maryville, Avèro was tasked with documenting the City’s Development Services Department’s processes, which are
comprised of Planning, Zoning, Building, and Engineering Divisions. Deliverables included “AS-IS” process mapping, “TO-BE” visioning, process re-engineering and mapping, requirement definition (including functional, technical, security, and GIS requirements), and RFP development.
1. Discovery Interviews & Current-State (AS-IS) Documentation
2. Development of “AS-IS” BPMN Workflow Diagrams
3. Visioning Sessions & Future-State (TO-BE) Documentation
4. Development of “TO-BE” BPMN Workflow Diagrams
5. Gap Analysis & Needs Assessment
6. Business Process Optimization
7. Requirements Definition
8. Evaluation Criteria
9. RFP Development
10. Software Evaluation & Contract Negotiation:
1. ERP – Financial, Asset Inventory, Fleet, and
Land/Permitting
11. System Implementation & Project Management
12. Staff Training & Change Management
1. Ongoing Vendor Management
Since November 2018, Avèro has served as the Executive Project Manager on a multi-year ERP Planning & Implementation Services initiative for the City of Maryville, TN. The ERP Planning project has encompassed the following elected officials and functional departments (e.g.,
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Financial Services, HR, Development Services, and Public Utilities) at Maryville. Taking an indepth look into every angle of the City’s existing ERP financial environment (Harris’ GEMS), associated applications, and end-user needs, Avèro analyzed and made several high-level observations of the critical challenges and opportunities for improvement to mitigate the gaps in functionality and processes.
Based on key findings from the current state analysis, Avèro’s team targeted those deficiencies and identified potential improvements for alleviating gaps and system maintenance by redesigning key business processes in terms of best practices. Avèro developed a comprehensive list of system requirements regarding functional, technical, integrations, and security areas for the future ERP suite of integrated solutions (Financial Management System, Fleet Management System, Asset Management System, and Land/Permitting Management System).
Avèro was also tasked with writing both RFPs and assisting the City with ERP system evaluation & selection activities, including vendor proposal evaluation, reference checks, system demonstrations, and contract negotiations for the future ERP suite of integrated solutions. Our team recently assisted the evaluation team in the vendor evaluation process, which resulted in selecting a Tyler Technologies (Tyler Munis) product as the City’s new ERP at the end of 2020. Avèro will continue to provide project management services for multi-system implementation, including data conversion, integration, testing, training, and support services, in October 2021.
BLOUNT COUNTY GOVERNMENT, TN
IT MODERNIZATION PROJECT, BUSINESS PROCESS
MAPPING & REDESIGN, AND IMPLEMENTATION SUPPORT
SERVICES (TYLER MUNIS)
Contact Name: Mr. Justin McClure, Assistant IT Director Contact
Information:
((865) 273-5730 | [email protected]
Date of Services: February 2016 - Ongoing
Project Budget: $2.75 Million
Address: 341 Court Street, Maryville, TN 37804
Project Description: Avèro Advisors created a multi-year IT Modernization Strategy and Plan for Blount County Government that is aimed at updating the County’s IT infrastructure (hardware, software, processes, and policies). The ongoing ERP project for Blount County (TN)’s scope includes Gap Analysis & Needs Assessment, Business Process Optimization, Requirements Definition, RFP Development, Vendor Evaluation & Contract Negotiation.
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• Discovery Interviews & Current-State (AS-IS) Documentation • Development of AS-IS BPMN Workflow Diagrams
• Visioning Sessions & Future-State (TO-BE) Documentation • Development of “TO-BE” BPMN Workflow Diagrams
• Gap Analysis & Needs Assessment
• Business Process Optimization
• Requirements Definition
• RFP Development
• Vendor Evaluation & Contract Negotiation
• System Implementation & Project Management
o Legislative Management (Granicus)
o Enterprise Resource Planning - Financial (Tyler Munis) o Enterprise Asset Management (Tyler EAM)
• Ongoing IT Operations Support
o Ongoing Vendor Management
Since 2016, Avèro has served as the Executive Project Manager on a comprehensive multi-year IT Modernization Strategic Plan initiative with Blount County, TN, to update the County’s IT infrastructure and related applications, including a replacement of the existing (then) legacy ERP system – AS400. Avèro worked closely with Blount County to identify existing risks and user needs, reviewed, and developed redesigned business processes and established best practices concerning, but not limited to, records management, payables, receivables, budgeting, and information technology services. The redesigned procedures and best practices were implemented to mitigate gaps between current state operations and the future state (“TO-BE”) efficient processes for all departments throughout the County’s departments.
Avèro then defined a comprehensive list of system requirements, developed a complete RFP for a new ERP software, and assisted the County throughout the phases of ERP system evaluation & selection. Our project team also served as a liaison between the County and the software vendor (Tyler Technologies) to monitor and provide advisory services throughout the ERP software implementation. In February 2019, Avèro successfully supported the County in rolling out a new ERP FMIS (Financial Management Information System) – Tyler’s Munis. Implementing this cloud-based software system with mobile functionality helps County staff generate information faster and more economically with available features, such as the automated PO Change Orders process. The new ERP software also provides real-time information and automated reporting to enhance data transparency and integrity. Furthermore, the County employees are well furnished with software support through various training sessions and up-to-date FAQ forums before, during, and after Go-Live implementation phases empowering knowledge and quality of productivity for better services. Avèro is currently managing day-to-day support services for Post Go-Live and other IT initiatives (i.e., EAM implementation in April 2020) with the County’s IT Department.
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MARICOPA ASSOCIATION OF GOVERNMENTS, AZ
PROJECT MANAGEMENT SERVICES FOR
IMPLEMENTATION OF TYLER MUNIS
Contact Name: Somer Phegley, Fiscal Services Director
Contact
Information:
(602) 452-5052 | [email protected]
Address: 302 North 1st Avenue #300, Phoenix, AZ 85003
Date of Services: April 2021 – Ongoing
Avèro Advisors was contracted in April of 2021 to work with the Maricopa Association of Governments (MAG), located in Arizona. Avèro’s first deliverable to the client was a Finalized Project Work Plan to outline each phase of the project. Our team reviewed existing workflows and processes, functional components, related applications, integrations, and touchpoints of the existing ERP platform. We then worked with their team and developed a series of Business Process Modeling & Notation (BPMN) for optimized future state (TO-BE) workflows for business processes across MAG departments. We then created Data Flow Maps that encompassed critical processes that took place throughout the Finance Division. The maps will be used as resources to depict how the critical processes within the Division work together to complete functions and reporting for the organization. Throughout the duration of the project, we have delivered Weekly Project Status Reports to the client in order to ensure effective communication through each phase of the project. As the project is ongoing, we will subsequently provide project management services for the implementation of the selected ERP software system, Munis by Tyler Technologies.
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Project Understanding & Approach
Avèro Advisors understands that City of Hemet currently conducts its financial and other critical operations primarily using the Tyler/EDEN software for its Financial, Payroll, Human Resources, Budget, Licensing, and Utility Billing needs. Further, the City uses Progressive Solutions for Cashiering and Trak It for Permit Processing. While this system has been a workhorse, the time has come to identify its functional gaps related to the City’s strategic objectives to replace the existing ERP system since the current software can no longer meet the departments’ growing business needs. Avèro understands that organizations such as City of Hemet are under increasing pressure to keep up with higher service level expectations while adhering to traditionally shrinking budgets and staffing levels. Over the last several years across organizations, demand for IT services has increased, as departments seek to use technology ‘to do more with less,’ improve service delivery, enhance security, make data-driven decisions, and serve constituents more effectively. An increase in demand is not the only pain point that influences change within an organization. Avèro has engaged organizations inundated with manual processes with an apparent lack of modern technology, causing inefficiency. Siloed departments that foster an absence of standardization and highlight frustration and lack of control.
The following graphic is an example of observed pain points found within an organization while utilizing an outdated ERP:
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In our experience, a fully functional, well-integrated ERP system that improves a City’s business processes while providing modern reporting and decision support frameworks to leadership is vital to service delivery across the organization. Avèro has a deep understanding of City operations across the country, specifically related to ERP systems that span various administrative and elected offices.
Avèro recognizes that City of Hemet currently seeks proposals from qualified vendors to provide consulting and project management services in needs assessment, business process optimization, requirements definition, RFP development, system selection, and implementation of an ERP system. We understand that City of Hemet expects a commitment from the qualified consultant to this engagement with the City. Avèro also understands that the City desires a thorough analysis of the existing ERP environment, including technology, business processes, workflows & integrations, data controls, stakeholders, and any gaps/limitations for manual and automated processes. Additionally, it is our understanding that the City requests documentation of an ERP needs assessment for the future state, including optimized business processes and system requirements, which may serve as a critical input for an upcoming RFP to procure an optimal ERP software. Furthermore, we understand that the City will be relying on our expertise in ERP system evaluation. Lastly, Avèro understands that the need for Tasks 11 & 12 (Assistance with Software Implementation and Post- Implementation Support) will be confirmed or modified pending the outcome of Tasks 1-10.
Our company has extensive experience helping organizations transform their ERP platforms resulting in significant improvements with business process efficiencies. The tasks Avèro will carry out through this project will include business process analysis, data analysis & data conversion planning, requirements gathering and developing an RFP for ERP software.
Following the RFP development, Avèro will work with the City’s project sponsors and other departmental heads to support the City through the ERP evaluation and selection process.
Additionally, if desired, Avèro will also be prepared to help City of Hemet implement the selected ERP software as per the Task 11 and 12 of this project. Through our experience working with various mid-size Cities across the country and with relevant ERP expertise, we believe that our company can provide invaluable expertise in this area to provide the most desirable outcome for City of Hemet.
Project Approach
In our experience, there are several factors that guide the success of a project. In our experience with other clients similar in size and scope to the City of Philadelphia enterprise application planning and solution architecting consulting services project, some of the potential challenges we face are:
Communication – Communications make or break even the most well-intended, carefully designed project. Avèro understands that routine communications and feedback points would be vital to a project’s success.
Change Management – Avèro understands the difficulty in handling change. Resistance to change exists in all levels of organizations, from executives to line workers. Steady
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integration and documentation will allow staff to understand changes and ease into the new software.
Old Processes – Staff have become accustomed to old processes and will need time and practice to become comfortable in the new software environment.
Dishonest Software Vendors – Vendors may bend the truth about software functionality during RFP solicitation. Avèro will ensure that all requirements are truthful during the system demonstrations and reference checks of the RFP solicitation period. Vendors will be held accountable to the features described within their proposals.
Avèro will designate a single-point-of-contact for all of our projects to ensure clear communication. Avèro will also provide a bi-weekly project update meeting including a summary of tasks completed during the reporting period and tasks perceived to be completed in the next reporting period. This update meeting will also provide a current timeline for project milestones and any foreseen areas where time may be lost or gained.
Avèro will also develop and embed a set of Quality Assurance (QA) processes to ensure deliverables meet the established performance and technical metrics of each proposed project task for this initiative. Our team will collaborate with the identified project sponsorship team to perform Quality Assurance to prevent defects and identify any issues in the deliverables and throughout the project. The outcome of QA performance will provide the County with highquality output, eliminate waste, and increase efficiency.
Throughout the project, Avèro will position the Monroe County for long-term success through the following critical factors:
Industry-Specific Subject Matter Expertise and Tailored Methodology – Our team of consultants has provided similar system assessment-related services to local and state government organizations for 15+ years, allowing Avèro to better understand clients’ business drivers, goals, challenges, and IT and organizational needs for a high quality of service delivery and customer excellence.
Professional Project Management – Avèro’s team applies industry best practices, PMP, Waterfall, Agile, and Lean/Six Sigma techniques for high efficiency and results in quality assurance & control and optimal project management processes.
Tools and Processes Framework – Avèro prepares a customized toolset of Project Management and Analysis methodology utilizing a variety of modern technologies to plan, manage, tackle, and execute projects efficiently to best meet our clients’ objectives. This custom-tailored framework allows us to delineate an accurate picture of our clients’ existing/potential complications within current conditions and develop a roadmap for meeting both strategic and tactical project goals to mitigate identified gaps and enhance efficiency and business continuity.
“End-to-End” Expertise – Our team of professional consultants has experience assisting clients from IT strategy conceptualization, business process redesign, system analysis,
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strategies and requirements definition, RFP development, proposal evaluation, and vendor selection to complete vendor and project management during implementation. A key component of ensuring our clients’ success is that we bring both the technical and ‘soft skills’ expertise: We know how to engage people and listen for what has meaning respectfully.
Independent and Unbiased – Avèro does not have any affiliations with software or hardware vendors. We work on behalf of our clients as trusted advisors, ensuring our recommendations remain devoid of bias towards any specific technology, platform, or vendor.
Client Retention – Avèro maintains exceptional relationships with our clients by being nimble and agile in our approach, and by having the flexibility to meet their needs. Each client reference is a testimonial to our successful track record.
Project Methodology
Avèro proposes a three-dimensional approach, namely People, Process, and Technology (PPT), to develop a thorough
understanding of the current state of business processes, technology, and organizational structure within the City’s ERP environment. This approach enables Avèro to identify how City departments perform different tasks using available technology, how the current systems & processes inform decisions, and how the existing ERP system (Tyler/EDEN & Progressive Solutions) affects the efficiency and overall effectiveness of the County’s operations.
This approach allows for identifying existing/potential limitations and discovering opportunities for business process optimization through the utilization of practical modern technologies and the reduction of costs through efficient allocation of available resources.
Avèro’s PPT approach encompasses the following key areas:
1. Industry-Specific Subject Matter Expertise and Tailored Methodology – Our team of consultants has provided similar services to local and state governments for over fifteen (15) years, allowing Avèro to better understand clients’ business drivers and goals, challenges, and IT needs.
2. Tools and Process Framework – Avèro utilizes cutting-edge business process mapping, review, and redesign tools (such as IBM’s BlueWorks Live, a BMPN 2.0 framework) for documenting business processes and notation in conjunction with developing requirements. This tool provides us with the agility to complete workflow analysis projects faster than with traditional methods. Additionally, these tools allow for more accessible training and knowledge transfer of information to staff.
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3. Professional Project Management – Avèro’s team applies industry best practices, along with PMI project management standards, including Waterfall, Agile, and Lean/Six Sigma techniques for achieving higher efficiency and better results.
4. “End to End” Expertise – Our team of professional consultants has experience assisting clients from strategy conceptualization, business process redesign, proposal evaluation, and vendor selection to complete vendor and project management during implementation.
5. Independent and Unbiased – Avèro does not have any affiliations with software or hardware vendors and works on behalf of our clients as trusted advisors, ensuring our recommendations remain devoid of bias towards any specific technology, platform, or vendor.
Using our experience and knowledge of industry best practices, Avèro will complete the required project tasks through the forthcoming proposed methodology (as shown below). This methodology was developed exclusively for City of Hemet and incorporates comprehensive analyses, leading tools, collaborative organizational engagement, and professional project management.
Avèro welcomes feedback from City of Hemet to ensure compliance with the project’s requirements and business needs. We remain flexible and fully committed to providing practical solutions that align with the City’s vision in a timely and cost-effective manner.
Figure 1 is an overview of Avèro’s proposed methodology for Task 1-10 services:
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Avèro also understands that the need for Tasks 11 & 12 will be confirmed or modified pending the outcome of Tasks 1-10. Figure 2 captures an overview of our proposed methodology for Task 11 & 12 services:
Figure 2 is an overview of Avèro’s proposed methodology for Task 11 & 12 services:
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PHASE ONE: PROJECT PLANNING & MONITORING
TASK 1: PROJECT PLANNING & MANAGEMENT
TASK 2: PROJECT INITIATION MEETING AND DATA COLLECTION
A. PROJECT KICK-OFF MEETING & FINALIZED WORK PLAN
Avèro will facilitate a kick-off meeting with key stakeholders from the City, including project sponsorship, IT Director, departmental directors, and other key staff, to formalize project expectations and deliverables. During the meeting, Avèro will conduct the following tasks:
§ Develop and create an assessment framework including support tools such as policies, processes, technology, and staff
§ Introduce our project team and identify the roles of each consultant on this engagement § Answer any questions and incorporate feedback from the attending City staff members § Collaborate with City project sponsors to identify roles and responsibilities for reviewing and validating project deliverables
§ Present a detailed Work Plan, including project tasks, goals, timeframes, deliverables, milestones, and communication plan
§ Finalize the work plan & project schedule with feedback and approval of City of Hemet As part of Avèro’s ongoing project management for this engagement, our team will provide regular updates to the City’s project management staff about the conditions of each project activity/milestone through weekly/bi-weekly Project Status Reports. These reports serve as snapshots in time of the project that explains where the project currently stands in relation to the project work plan. Avèro will also include achievements that have been accomplished and identify open issues to get attention from the City to develop potential solutions to prevent and mitigate those issues in advance before they impact the project.
Figure 3 is a sample RFP Project Work Plan specifically utilized by Avèro, on behalf of the City of Maryville, TN, to plan the development of the Request for Proposals (RFP) document for the replacement of their legacy financial management system (Harris GEMS) with an integrated, cloud-based Enterprise Resource Planning (ERP) software system. This plan was discussed with Maryville’s ERP Project Steering Committee for feedback, modification, and approval.
Figure 3 – Project Work Plan
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Figure 4 is a sample Communications Plan specifically utilized by Avèro on behalf of the City of Maryville, TN, for the ERP Planning Project. After project initiation, this plan was developed during the project planning sessions to set meetings and communication expectations from Maryville and Avèro. The Communication Plan covers the various types of communication between Avèro and the City, including meetings with both City leadership and other critical stakeholders impacted by the ERP Project.
Figure 4 – Communications Plan
Figure 5 is a sample Project Status Report (PSR) specifically utilized by Avèro on behalf of Reno Housing Authority (RHA), NV, for the Professional Document Management Consulting Services Project.
Avèro and RHA agreed that weekly status reports were sufficient throughout the project. The PSR summarizes what activities were completed during the previous reporting period, the development of any deliverables during that reporting period, activities scheduled for the upcoming reporting period, and any planned deliverables for the upcoming reporting period.
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Figure 5 – Project Status Report (PSR)
B. REVIEW EXISTING ERP ENVIRONMENT
Avèro will collect and review any existing documentation currently available and transferred within the City’s existing ERP platform, including current processes, business requirements, related software applications, integrations, and touchpoints. Our team will also analyze currentstate data sources, such as systems, applications, outside spreadsheets, and information transferred in paper format within the existing ERP environment. This activity will enable our project team to define a Business Process Inventory for subsequent Business Process Analyses and will comprise, but not be limited to, the following processes as designated by the City’s project sponsors:
1. Accounts Payable
2. Budget
3. Human Resources
4. Payroll
5. Utility Billing
6. Accounts Receivable
7. Purchasing
8. Inventory
9. Property/Capital Asset Module
1. C. CONDUCT CURRENT-STATE DISCOVERY
Avèro Advisors will conduct Current-State Discovery to develop a full understanding of the City’s existing ERP environment. Data gathering activities will include both Discovery Sessions and Surveys. Discovery Sessions (1-2 hours per session) will be conducted in individual and group settings virtually and/or onsite with identified stakeholders across City departments, including but be limited to:
1. Accounting
2. Budget
3. Purchasing
4. Capital Project Management
7. Capital Asset Tracking
8. Human Resources
9. Payroll
10. Grants Management
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5. Cashiering
6. Permitting
11. Utility Billing
Avèro will gather crucial stakeholder feedback on City staff’s daily activities, including challenges faced within Tyler/EDEN software, Progressive Solutions and Trak It and visions for enhancing productivity through the optimal ERP solution. Our interview/survey questions will focus on the following, but not limited to, key areas:
§ Staff interaction with Tyler/EDEN software, Progressive Solutions and Trak It § Integration points in terms of the City’s Financial, Payroll, Human Resources, Budget, Licensing, and Utility Billing, Cashiering, Permit Processing and other related systems § Existing processes, policies, business requirements, and associated documents § Integration points and dependencies between internal and external processes in the workflow
§ Any vulnerabilities or limitations that potentially affect the City’s productivity, security, and compliance controls
Figure 6 is a sample Department Survey for the Finance Department specifically utilized by Avèro on behalf of Blount County, TN, for the ERP Replacement Project. Discovery Sessions were held during the Current State (AS-IS) to capture the existing operating environment across various functional areas (e.g., Finance, Information Technology, Human Resources) using the Department Survey as a guide.
Figure 6 – Department Survey
Deliverable 1: Finalized ERP Project Plan & Stakeholder Registry
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TASK 3: BUSINESS PROCESS ANALYSIS
A. DEVELOP CURRENT-STATE (AS-IS) BUSINESS PROCESS ANALYSIS Avèro will develop Business Process Model & Notation (BPMN) diagrams detailing a roadmap of existing business processes based on documentation and feedback gathered with City staff.
Avèro would assess end-to-end processes to identify strengths and inefficiencies in the current business process standards. This current-state process mapping activity will help uncover hidden flaws within the existing ERP platform and outline a roadmap of what the City envisions to enhance its operational efficiency and mitigate existing limitations with the future ERP system. In this step, Avèro would:
§ Map daily activities to business processes across the City’s business systems § Diagram and document workflows
§ Identify inefficiencies such as bottlenecks or duplications § Identify missing key business activities (KBAs) and essential controls § Determine undefined or ill-defined process ownership responsibilities § Identify insufficient or ineffective performance indicators § Identify structural inefficiencies
§ Define inefficient access to data and determine the condition of existing data Avèro will validate the future-state workflow diagrams with City project sponsors and stakeholders (i.e., IT Director, departmental directors, business owners) before moving forward.
Deliverable 2: Current-State (AS-IS) Business Process Maps Figure 7 is a sample Current-State (AS-IS) Process Map, which was developed using the Business Process Mapping & Notation (BPMN) 2.0 format, by Avèro Advisors, on behalf of the City of Maryville (TN) for the ERP Project. Discovery Sessions were conducted during the Current State (AS-IS) to capture and analyze the existing operating environment across various functional areas. Business Process Analysis was conducted on all key business processes across the following functions:
Financial Management (General Government) – Accounts Payable, Accounts Receivable, Budget, Cash Receipts, Fixed Assets, General Ledger, Human Resources, Payroll, Procurement Land Management – Code Enforcement / Inspections, Planning & Zoning, Permitting Asset Management (Public Utilities) – Fixed Assets, Work Order, Inventory Fleet – Work Order, Inventory, Preventative Maintenance Figure 7 – Current-State (AS-IS) Business Process Map
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B. CONDUCT BEST PRACTICES & ERP MARKET SCAN
Avèro will review the practices of other Cities and public sector organizations that have demonstrated leading operational practices in the areas of Financial Management, Procurement, Human Resource Management and Community Development. We will also apply our knowledge base of IT best practices and conventional experience with similar projects to determine recommendations leading into the Future State (TO-BE) Visioning Sessions.
Moreover, Avèro finds conducting a hands-on overview of the current ERP software vendor marketplace helps provide City staff with exposure to the efficiencies created by modern technology related to business processes within the City. Avèro will identify and reach out to ERP market leaders for short system demonstrations (1-2 hours per demo) and acquire ballpark cost estimates from the vendors to help the City understand the magnitude of the ERP investment, both in terms of re-occurring software licensing fees and one-time implementation service fees. Our team will also collaborate with the project sponsors to facilitate these industryleading ERP demos for City staff and stakeholders before moving forward with future-state visioning sessions.
C. CONDUCT FUTURE-STATE (TO-BE) VISIONING SESSIONS
Avèro will conduct a series of visioning sessions (30 minutes to 1 hour per session) in the form of interviews, focus groups, and stakeholder meetings to review and debrief after the ERP market demos with City staff and stakeholders. These interactive sessions will allow the project team to capture critical ideas and “wish list” improvements regarding the optimization of key
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business processes, functions, business requirements, and associated applications across City departments regarding future ERP software.
D. DEVELOP FUTURE-STATE (TO-BE) BUSINESS PROCESS MAPS
Avèro will develop optimized future-state workflow diagrams in Business Process Model & Notation (BPMN) format for business processes across the City’s departments, which will reflect the “wish list” improvements gathered during the visioning sessions, system demos, and key findings from previous project-based analyses. Avèro’s team will also focus on eliminating bottlenecks, duplicated efforts, manual activities, in-house “workarounds,” and potential legal and compliance risks within current ERP software.
We will apply our knowledge base of IT best practices and conventional experience in similar engagements to ensure that the optimized business processes harness the functional capacity of workflow automation offered by modern ERP software. Furthermore, Avèro will map crucial integration point spanning processes and departments to accurately depict data integration between systems and general ledgers. Avèro will validate the future-state workflow diagrams with the project sponsors, department heads and key stakeholders before moving forward.
Deliverable 3: Future-State (TO-BE) Business Process Analysis Figure 8 is a sample Future-State (TO-BE) Process Map, which was developed using the Business Process Mapping & Notation (BPMN) 2.0 format, by Avèro Advisors, on behalf of the City of Maryville, TN for the ERP Project. Orange boxes indicate tasks the system will automate; green boxes indicate tasks staff members will conduct within the system; blue boxes indicate tasks done outside of the system. Avèro then facilitated Visioning Sessions with City stakeholders to capture their vision for the future, based upon a working knowledge of industry best practices and the functional capacity of IT modernization offered by a suite of integrated solutions within the ERP software system. Avèro then developed optimized FutureState (To-Be) workflows, across those same functional areas, related to the scope of the ERP project, which included replacement of the following:
Financial Management (General Government) – Accounts Payable, Accounts Receivable, Budget, Cash Receipts, Fixed Assets, General Ledger Human Resources, Payroll, Procurement, Land Management – Code Enforcement / Inspections, Planning & Zoning, Permitting Asset Management (Public Utilities) – Fixed Assets, Work Order, Inventory Fleet – Work Order, Inventory, Preventative Maintenance
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Figure 8 – Future-State (TO-BE) Business Process Map
E. DATA ANALYSIS & DATA CONVERSION PLANNING
Avèro will analyze the condition of the City’s existing data and data-related policies & procedures (i.e., acquire, validate, store, protect, and process) in terms of best practices for operational data governance. We will develop a comprehensive data conversion plan to help the City ensure a successful data conversion process that retains the viability and quality of data itself through the execution of our custom approach as follows:
§ Coordinate with the project sponsors to gather an inventory of critical systems and supporting components to gain an in-depth understanding and identify application program interface(s) are needed for data transfer
§ Review the data and data types being converted and understand information such as:
o The amount, type, and quality of data
o The original and target sources and formats
o Any cross-reference complexities
§ Identify the criticality of the data and determine how the data conversion will be performed, along with costs, schedules, tools, and any required human intervention from the City’s department and the prospective ERP software § Evaluate and identify project staff to perform the data conversion based on their expertise and experience
§ Identify and review with the project sponsors for other planning considerations, such as communication, education, data normalization, quality assurance, and validation of data accuracy and completeness
Deliverable 4: Data Conversion Plan
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PHASE TWO: ERP NEEDS ASSESSMENT
TASK 4: BUSINESS CASE RECOMMENDATIONS
A. CONDUCT ERP FUNCTIONAL NEEDS ASSESSMENT
With key findings gathered during the discovery and visioning sessions, Avèro will assess the inherent gaps found within the City’s current ERP environment. We will focus on bottlenecks, redundant efforts, end-user concerns & needs, manual activities, regulatory requirements, and associated dataflows between the existing ERP software and related software applications.
Findings collected from the ERP market demonstrations, our knowledge base of best practices, and conventional expertise in similar engagements will also lay a foundation upon determining the cost required for the potential ERP solution and implementation.
The analytical results gathered from this task will be documented as an ERP Functional Needs Assessment Report. The report will include the City’s highlights of the current-state, factors & resources needed to achieve the ERP objectives, and a critical course of action for bridging the gap between the current-state (AS-IS) and the desired future-state (TO-BE). Additionally, the Current-State (AS-IS) and Future-State (TO-BE) process maps and recommendations for data conversion will be included in the Assessment Report.
Deliverable 5: ERP Functional Needs Assessment Report
Figure 9 is a sample ERP Functional Needs Assessment Report, of the Financial Services, which Avèro Advisors developed on behalf of the City of Maryville, TN, for the ERP Project. Discovery Sessions were held during the Current-State (AS-IS) to capture the existing operating environment across the various functional areas (e.g., Financial Services, Information Technology, Human Resources). Avèro then facilitated Visioning Sessions with City stakeholders to capture their vision for the future, based upon a working knowledge of industry best practices and the functional capacity of IT modernization offered by a suite of integrated solutions within the ERP software system. Avèro then analyzed and documented a Needs Assessment report that detailed gaps/issues associated with the current City’s IT environment and prioritized strategic recommendations to mitigate limitations and enhance the City’s operations.
Figure 9 – ERP Functional Needs Assessment
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TASK 5: PROCESS DESIGN AND REQUIREMENTS
A. PROCESS DESIGN
Avèro, based on the data gathered from the tasks listed in above sections will design and develop process/workflow mapping framework. The process maps will include details on the process flows, identified gaps and the recommendations for processes that need to be changed to enhance the efficiency of the existing processes.
B. DEVELOP ERP FUNCTIONAL & TECHNICAL SYSTEM REQUIREMENTS Requirements Definition
Avèro will conduct a series of Requirements Gathering sessions with the City’s identified stakeholders (i.e., departmental directors, business process owners) to define the future ERP software’s functional, technical, and security requirements. The identified process improvements and ERP Functional Needs Assessment Report will guide this effort, along with any additional “wish list” items that may add value to the desired ERP functionality. These sessions will also enable the project team to determine the security levels the City would like to implement moving forward to meet its business needs in terms of industry best practices. Avèro will work closely with the project sponsors to ensure that security and technical requirements (e.g., data conversion options, data access & analysis, tracking & reporting, workflow automation, and integration) are documented.
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Requirements Traceability Matrix (RTM)
Avèro will develop a Requirements Traceability Matrix (RTM) specific to functional, technical, security, and integration requirements for the prospective ERP software based on information gathered by the project team. Avèro will ensure the matrix is built in a logical manner, broken down by functional area (i.e., each department will have a dedicated space detailing its own requirements). By applying industry best practices and our experience working with other Cities regarding ERP system, our project team will develop a comprehensive list of critical functional requirements. Avèro will subsequently coordinate a review session with key stakeholders to validate and finalize the RTM.
Figure 10 is a sample Requirements Traceability Matrix (RTM),for the Accounts Payable function, which was developed using Microsoft Excel by Avèro Advisors on behalf of Maryville, TN, for the ERP Project. Interactive Requirements Sessions were held with key stakeholders from across the City to gather requirements (functional, technical, integration, etc.) to represent critical requirements necessary for ERP system operability based upon the optimized Future-State (TO-BE) workflows. RTMs were developed using this template for all other departments and functional areas included in the broader ERP scope of work. The RTMs were included as part of the RFP solicitation process for the ERP Project for the City of Maryville, which took place in early 2020.
Figure 10 – Requirements Traceability Matrix (RTM)
Deliverable 6: Functional and Technical Requirements Document
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PHASE THREE: ERP Request for Proposal (RFP)
TASK 6: RFP DRAFT
A. DEVELOP RFP DOCUMENT
Avèro will collaborate with the City to develop a Request for Proposal (RFP) to acquire and implement the prospective ERP solution. During this activity, our project team will perform, but be not limited to, the following tasks:
§ Develop and provide a procurement strategy to accomplish the City goals and objectives while managing risks
§ Define a set of evaluation criteria that meets requirements outlined in the pending RFP
§ Identify critical staff across departments for the Evaluation Committee § Develop a draft RFP document
§ Conduct review session(s) with the City’s Evaluation Committee for the draft RFP document and evaluation criteria
§ Gather feedback and all findings completed in the other project activities in a way that satisfies the City’s purchasing requirements
§ Revise and conduct a final review of the RFP document & evaluation criteria to ensure that RFP standards and all critical input are included and necessary attachments or addenda are prepared, as the City deems appropriate
§ Collaborate with the City’s procurement agent to release the RFP for response solicitation
Deliverable 7: Draft RFP Document for Vendor Selection
B. COORDINATE RFP SOLICITATION (INCLUDING PRE-BID CONFERENCE) Avèro will work with the City’s Evaluation Committee and procurement agent to plan and coordinate any pre-bid conferences and Q & A sessions needed when the RFP is open. Our project team will stay onsite or available remotely to help facilitate discussions and answer any questions about the data gathered and published in the City’s RFP. Avèro will review all vendor questions and cooperate with City of Hemet to develop draft responses. Upon completing the draft responses to vendor questions, Avèro will share the answers with key stakeholders for review and validation. Our project team will make any changes the City deems necessary before finalizing and releasing the City’s responses for publication.
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TASK 7: GOVERNANCE SUPPORT
Avèro will work with the Project sponsors, departmental heads and city staff to share feedback on introducing and driving change within the City of Hemet. This task will also include an ongoing support of the City’s change management initiatives, vendor management strategies and making sure that the City is getting wheat they are paying for, from the software vendor.
PHASE FOUR: ERP SYSTEM SELECTION AND CONTRACT NEGOTIATIONS TASK 8: SYSTEM SELECTION
A. ANALYZE VENDOR PROPOSALS
Avèro will analyze the vendor responses and equip the City’s Evaluation Committee with scoring tools, which will enable evaluators to assess the vendor’s responses to the solicitation for the procurement/implementation of ERP solution. The tools will also help City evaluators ensure that the final decision from the response assessment will meet the required oversight requirements that the City is seeking. Avèro’s team has extensive experience conducting meetings with evaluation teams and will facilitate purposeful discussions to assist the City’s Evaluation Team in analyzing vendor proposals.
Additionally, Avèro Advisors will conduct a selection workshop with the City’s project sponsors and Evaluation Team to finalize a short-list of vendors who have scored the best during the proposal evaluation phase based upon the application of the RFP evaluation criteria. This list typically consists of five (5) top responses and will be utilized in the next demonstration process.
The remaining vendors will be eliminated from further consideration.
Figure 11 is a sample Vendor Evaluation Sheet, specifically utilized by Avèro Advisors on behalf of the City of Maryville, TN, for the ERP Project. The City of Maryville’s ERP Steering Committee used a modified version of this template, based upon the specific Evaluation Criteria developed by the ERP Selection Committee, to evaluate vendor responses to the RFP solicitation, which took place between April – May 2020.
Figure 11 – ERP Vendor Evaluation Sheet
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Figure 12 is a sample Vendor Requirements Evaluation Summary, specifically utilized by Avèro Advisors on behalf of the City of Charlottesville, VA, for the Enterprise Land Management System project, which took place in early 2021. Our project team evaluated each vendor’s response and desktop/mobile capabilities to the City of Charlottesville’s ELM system specifications across critical functional areas (i.e., public-self-service portal, permit, inspection, GIS, reporting, and interface). Avèro subsequently compared and developed a comprehensive vendor requirements evaluation summary to capture how capable each software vendor was to meet the City’s ELM needs. Our team presented this summary and worked closely with the City’s Evaluation Committee to determine the short-listed vendors.
Figure 12 – Vendor Requirements Evaluation Summary
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B. FACILITATE VENDOR SYSTEM DEMONSTRATIONS
Avèro, along with the City’s Evaluation Team and other critical stakeholders, will schedule onsite demonstrations for vendors included on the short-list. These onsite demonstrations will enable City evaluators to receive a hands-on, real-time demonstration of ERP solutions. This activity will also help the City’s Evaluation Team perceive the ERP software’s functionality and workflow capacity and the vendor’s work ethic and culture to ensure that the vendor and the City’s core values are strategically aligned. Our project team will also document and distribute demonstration meeting agendas and scripts to the City’s project team and other critical stakeholders for an overview prior to the demos.
C. CONDUCT REFERENCE CHECKS
Avèro understands the importance of excellent references and testimonials from existing ERP users. Avèro would assist City of Hemet in scheduling and conducting reference calls with existing ERP system clients on behalf of the City and the proposed vendors. We would also develop a reference check template to support vendor selection. Following up on references would help the City’s Evaluation Committee and Avèro’s project team gain insights on the Post Go-Live user experience, the implementation process, proposed vendor personnel, and the level of ongoing customer service provided (including response time requests for functionality enhancements).
D. DEVELOP VENDOR EVALUATION REPORT
Avèro will develop a comprehensive Vendor Evaluation Report following the completion of all ERP software demonstrations and reference calls to analyze and measure each vendor’s response against the City’s RFP. This report will provide City of Hemet with a synopsis of the group scoring, potential benefits & shortcomings of each vendor, and an outline of their references with essential comments attached. Avèro will also include estimated potential risks and issues, licensing, implementation, and post-implementation support costs of each vendor solution to support the City with better decision making. Our project team will work with the City’s project sponsors and the Evaluation Team to further discuss the findings of the report before determining the finalist.
Deliverable 8: Vendor Evaluation Analysis & Report
TASK 9: CONTRACT NEGOTIATIONS
A. FACILITATE CONTRACT NEGOTIATIONS
Avèro Advisors has extensive experience negotiating contracts with vendors on behalf of our clients to ensure the price point is satisfactory and within our clients’ best interest. Avèro will
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work directly with City of Hemet to develop a performance-based contract, where milestones are paid when accomplished. Avèro also strives to ensure that the vendor’s proposed ERP solution, implementation efforts, and support services will adhere to the services’ scope of work and encompass specific requirements in the contract. If the City deems it necessary, Avèro will work with the vendor to develop a “Best and Final Offer” (BAFO) to secure final pricing. Any feedback from the City and the vendor will be incorporated into the final agreement document, which will be reviewed and validated by both parties.
Deliverable 9: Contract Negotiation
PHASE FIVE: ERP IMPLEMENTATION
TASK 10: TRANSITION
Avèro understands and accepts full responsibility for overall project management and implementation services to the point of completion of this effort. Avèro will work with the ERP Project Leadership to oversee initial planning and transition preparation to ensure the vendor fulfills the requirement for all data migration from the City’s existing ERP system and subsystems to the new system and full implementation of the system related process/procedures. Avèro will ensure documentation of the vendor’s and City’s responsibilities for the project implementation in the pre-implementation phase to achieve seamless execution.
TASK 11: IMPLEMENTATION ADVISORY SERVICES
Avèro understands that implementation advisory services shall be contracted at City’s option.
Avèro is available to provide project management services for the implementation of the new ERP software system. Avèro on request will provide an itemized cost for such additional services.
Project activities may include, but are not limited to, the following:
a. System Configuration
Avèro will coordinate with the City and the selected vendor to ensure workflows are properly configured across all modules within the ERP software system according to the optimized workflows previously validated. This activity will ensure that the optimized business processes are aligned with the functional capacity of the newly implemented or reconfigured technologies to maximize efficiency across the City’s departments.
b. System Integration
Avèro will coordinate with the City and the selected vendor to ensure that all required software systems are properly integrated with the ERP software system. This activity
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will ensure that all critical systems are integrated so that the City can benefit from streamlined functionalities configured in the ERP software system. c. System Testing
Avèro will coordinate with the City and the selected vendor to test all ERP system requirements in accordance with the vendor’s responses to the RTM. This activity will ensure that the required system functionalities across all ERP modules are operable and that automated workflows are functioning correctly, as designed. Any system requirements which are not executable by the Avèro system testers will be documented and reported to the vendor for required system maintenance before User Acceptance Testing with City personnel.
d. User Acceptance Testing
Avèro will coordinate with the City and the selected vendor to select a group of stakeholders for User Acceptance Testing (UAT) across the City’s departments to test all system requirements, across all ERP modules, in accordance with the vendor’s response to the RTM. By project managing UAT, Avèro can monitor the end-user experience executing key system functionalities, general system navigation, and automated workflows. Any system requirements which are not executable by the UAT system testing team will be documented and reported to the vendor for required system maintenance before completion of User Acceptance Testing. e. End-User Testing
Avèro will coordinate with the City and the selected vendor to provide interactive training to end-users in a format that best meets the training needs of the City’s enduser community. By project managing End-User Training, Avèro will ensure that power users receive the training required to develop the operational knowledge base needed to act as the software system point person in their respective departments.
Avèro will also work with the vendor and power users to facilitate subsequent training sessions to review system navigation, key functionalities, and workflow execution within the ERP software system.
f. Go-Live Support
Avèro will coordinate with the City and the selected vendor to provide on-site support during the Go-Live event for each module of the new ERP software system. By project managing Go-Live, Avèro can act as a support liaison between the City and the vendor. Avèro will document any problems that City personnel may experience related to functionality, system navigation, workflow execution, or system integration and manage the resolution of all documented issues with the vendor. g. Post Go-Live Support
Avèro will coordinate with the City and the selected vendor to provide on-site support during the Post Go-Live period. By project managing Post Go-Live, Avèro will continue to act as a support liaison between the City and the vendor. Avèro will
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continue to document any problematic issues that City personnel are experiencing related to functionality, system navigation, workflow execution, or system integration for a period following the Go-Live event. During this period, Avèro will continue to project manage the resolution of all documented issues with the vendor.
TASK 12: IMPLEMENTATION LOOK BACK
Avèro understands that post-implementation support services shall be contracted at City’s option. Avèro is available to provide post- implementation support for the new ERP software system. Post completion of Task 11, Avèro on request will provide an itemized cost for such additional services.
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SECTION II – PERSONNEL
Project Team
For this engagement, Avèro has put together the following team of qualified professionals possessing ample quality of knowledge and demonstrated expertise within the disciplines of ERP system implementations and strategic planning.
Abhijit Verekar | Project Executive is a certified Project Management Professional (PMP) with 15 years of experience serving the public sector as an IT advisory professional. He has vast knowledge about Tyler Technologies and their services offered, and has helped several clients implement Tyler products. He has extensive experience leading IT and organizational modernization initiatives with State and Local government agencies across the United States. Over the years, he has helped his clients achieve significant efficiencies through IT strategic planning, cybersecurity, business process redesign, project management & implementation for numerous enterprise systems being sought (e.g., ERP, Work Order/Asset Management, Permitting/Land Management, and Records/Document Management).
Andrew Hayes | Senior Project Manager is a certified Project Management Professional (PMP) with Master’s degrees in Business Administration (MBA) and Organizational Development (MOD). His experience includes 15 years of successfully leading Change Management and IT Modernization projects in the public, private, and nonprofit market sectors. Mr. Hayes is familiar with a variety of Tyler Technologies products and services through the completion of previous ERP-related work he has been involved with. He employs an appreciative approach to consulting that facilitates the identification, prioritization, and resolution of critical challenges, whether People, Process, or Technology-driven. He creates value by establishing collaborative, cross-functional partnerships that focus on both organizational strengths and opportunities for continuous improvement.
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Katie Connatser | Senior Project Manager possesses a breadth of knowledge in many facets of the public and private sectors. Connatser currently assists local governments and public housing authorities with transitioning from antiquated ERP systems to new, modernized systems.
By serving as Project Manager on several ERP-related projects, she has been able to gain much experience with implementing various Tyler Technologies ERP products. Before Avèro, her eight (8) years of experience in the private sector encompassed a focus in business acquisition, software implementation, serving as a Marketing Director for 13 entities, and product manager for custom systems. Ms. Connatser’s detail-oriented skill set supports in system analyses, system requirements analysis & development, and developing solutions to optimize organizational processes for national and international clients.
Ross DeFalle | Business Analyst, possesses a reliable research professional with a Master of Business Administration (MBA) in Marketing focus. With a demonstrated history of working in the Information Technology and Services industry, he provides the subject matter expertise on IT & organizational infrastructure analysis, business process redesign & mapping, requirements analysis & development, project/program management, strategic planning, and
management/mentorship for a variety of public sector organizations (e.g., Law Enforcement, Public Safety, Finance, HR, Utilities & Public Works).
He has provided project management and advisory services on various enterprise systems (e.g., ERP, Land Management, and Records/Document Management) for local municipalities and public sector entities, such as Union County, City of Maryville, and Reno Housing Authority.
Robert Kornovich | Technical Consultant completed his Bachelor of Arts, Project Management Certificate, and Certified Public Management Certificate from Arizona State University. He possesses over 20 years’ experience providing IT strategic planning & organizational development and system implementation services to public sector clients across the country. He is also very familiar with Tyler Technologies and its product offerings. Kornovich is an expert in customer service improvement and alignment of people, processes, and technology to maximize organizational resources and funding.
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ABHIJIT “AV” VEREKAR
Project Executive
AVEROADVISORS.COM 865.415.3848 [email protected]
PROFILE
IT Advisory Professional with over 15 years’ experience building smart organizations that empower their operations and enrich the lives of those they serve. PMP & SME providing practical IT strategic planning, cybersecurity, business process redesign, and general advisory & project management services to more than 35 government and public sector clients across the United States.
EDUCATION
PMP (Certification No.
1338765)
Project Management Institute
MBA, Finance
Cleveland State University
(Cleveland, OH)
Master of Commerce,
Accounting & Finance
Goa University (Goa, India)
Bachelor of Commerce
Goa University (Goa, India)
KEY SKILLS
ERP implementation
Business Process Redesign
Requirements Definition
Business Systems Selection
Contract Negotiation
Project Management
SELECT CLIENTS
Blount County, TN
Union County, NC
Baltimore County, MD
Montgomery County, MD
City of Maryville, TN
City of Charlottesville, VA
City of Macedonia, OH
City of Maricopa, AZ
Santa Clara County Housing
Authority, CA
City of Wilsonville, OR
State of Maryland
SELECT EXPERIENCE
Blount County, TN – ERP Implementation, Project Management & Support Services Provided project management resources for the replacement of old ERP system; included Financials and Purchasing modules. Created and implemented a multi-year IT Modernization Strategic Plan to update the County’s IT infrastructure (hardware, software, processes & policies). Collaborated with various vital departments (e.g., IT, HR, Finance) to implement modernized business processes & system solutions to improve overall efficiency and service delivery.
City of Maryville, TN – Business Process Analysis, ERP Planning & Support Services Performed a thorough assessment of “AS-IS” business processes, services, policies, technologies & skillsets and developed strategies to optimize the City’s operations and service delivery. Guided City executives and departmental heads (e.g., HR, Finance, IT, Utilities) in planning and implementing an optimal ERP suite of various integrated solutions (financial, asset, permitting & fleet management) for productivity & services enhancements.
Knoxville’s Community Development Corporation (KCDC), TN – IT Review & ERP Services Analyzed the current state of IT programs, processes, systems & staffing through various analyses (e.g., business process analysis, SWOT analysis) to identify deficiencies & threats to KCDC’s organizational efficiency. Developed strategic recommendations for improvement and documented a comprehensive IT Strategic Plan guiding KCDC’s IT investment decisions over the next 5 years. Assist KCDC in evaluating software vendors for an optimal ERP system to replace its legacy Emphasys Elite software.
City of Charlottesville, VA – Business Process Mapping, System Advisory & Support Services Analyzed “AS-IS” and developed “TO-BE” business process maps for various critical departments (Neighborhood Development Services, Public Works, Park & Recreation) to improve efficiency. Assisted the City in requirements definition, RFP development, and system selection & implementation for optimal ERP solutions.
Santa Clara County Housing Authority, CA – IT Project Management Services Provided IT Project Management services for various concurrent Emphasys Elite-related projects and guided SCCHA in planning & implementing cost-effective & efficient solutions.
Monitored as the primary liaison between SCCHA & Emphasys software vendor to ensure that all project deliverables align with the agency’s vision.
Dept. of Human Resources, State of Maryland – Case Management Software Development Led a team of software developers, system testers & business analysts to assess the current state of DHR’s legacy case management system, CARES. Identified key findings and applied SDLC approach to develop & implement a custom web-based, front-end UI, xPression, for optimization in HR-related processes & services (e.g., onboarding, benefits administration).
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ANDREW HAYES
Senior Project Manager
AVEROADVISORS.COM 330.587.8691 [email protected]
PROFILE
Senior Project Manager with 15 years’ experience leading change management and IT modernization projects in the public, private, and nonprofit market sectors. Expertise in establishing collaborative, cross-functional partnerships focused on both organizational strengths and opportunities for continuous improvement, whether People, Process and Technology-driven.
City of Maryville, TN – Business Process Analysis, ERP Planning & Support Services Performed a thorough assessment of “AS-IS” business processes, services, policies, technologies & skillsets and developed strategies to optimize the City’s operations and service delivery. Guided City executives and departmental heads (e.g., HR, Finance, IT, Utilities) in planning and implementing an optimal ERP suite of various integrated solutions (financial, asset, permitting & fleet management) for productivity & services enhancements.
Blount County, TN – ERP Implementation, Project Management & Support Services Provided project management resources for the replacement of old ERP system; included Financials and Purchasing modules. Created and implemented a multi-year IT Modernization Strategic Plan to update the County’s IT infrastructure (hardware, software, processes & policies). Collaborated with various vital departments (e.g., IT, HR, Finance) to implement modernized business processes & system solutions to improve overall efficiency and service delivery.
City of Charlottesville, VA – Business Process Mapping, System Advisory & Support Services Analyzed “AS-IS” and developed “TO-BE” business process maps for various critical departments (Neighborhood Development Services, Public Works, Park & Recreation) to improve efficiency. Assisted the City in requirements definition, RFP development, and system selection & implementation for optimal ERP solutions.
City of Alcoa, TN – Information Technology Strategic Plan Evaluated the current state of technology environment (e.g., infrastructure, systems, processes, resources, staffing, funding, service delivery) for multiple crucial City departments (i.e., Financial Services, HR, CIS, Manager’s Office). Identified disparities between “AS-IS” & “TO-BE” states and developed a comprehensive IT Strategic Plan to mitigate inherent gaps and guide Alcoa’s IT decisions over the next 5 years.
City of Macedonia, OH – Information Technology Modernization Plan Evaluated “AS-IS” efforts (culture, vision & mission) & technology (e.g., infrastructure, systems, resources, staffing, funding, service delivery) for various critical City departments (i.e., Finance, HR, IT, Service). Identified inherent gaps between “AS-IS” & “TO-BE” states, along with opportunities for improvement, and developed an IT Modernization Plan & Roadmap to guide Macedonia’s IT investment decisions in the next 5 years.
Union County, NC – IT Infrastructure Evaluation & Staffing Analysis Assessed the current state of IT infrastructure & staffing for approximately 24 departments (e.g., Finance, IT, HR, Procurement), including, but not limited to, IT infrastructure analysis (software & hardware), IT staffing review, and SWOT analysis. Identified opportunities for improvement and documented a comprehensive IT Strategic Plan & Roadmap to guide the City’s decision-making in the next 5-7 years.
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KATIE CONNATSER
Senior Project Manager
AVEROADVISORS.COM 865.415.3848
KCONNATSER
@AVEROADVISORS.COM
PROFILE
IT Modernization Business Analyst equipped with proficiency in creative problem-solving in public and private sector organizations. Experience in creating strategic plans and engaging in business process redesign and Enterprise System Evaluation & Implementation.
EDUCATION
Bachelor of Fine Arts - Graphic
Design
Maryville College
(Maryville, TN)
KEY SKILLS
Data Gathering & Analysis
Strategic Planning
Business Process Redesign
RFP Development
Requirements Definition
Business System Evaluation
Marketing/SEO
Software Implementation
Product Management
SELECT CLIENTS
Public Sector:
KCDC, TN
Cambridge Housing Authority, MA
Maricopa Association of
Governments, AZ
City of Lethbridge, Canada
Private Sector:
Clayton Homes, Maryville, TN
Holliston, Church Hill, TN
Costume Gallery Holdings, NJ
SELECT EXPERIENCE
Knoxville’s Community Development Corporation, TN – ERP Implementation Services Developed an IT Strategic Plan and helped implement recommendations including the replacement of Emphasys Elite ERP. Analyzed system requirements and quality of life improvements that would be provided in the new ERP.
Cambridge Housing Authority, MA – ERP Implementation Services Conducted interactive sessions with the Housing Authority to define system requirements and develop business process maps. Departments included Fiscal, Housing Operations, Procurement, Development, and New Construction, and a sampling of the processes included move-in/out, work order management, accounts payable, purchase cards, cash receipting, budget creation, accounts receivable, and journal entries/general ledger.
City of Lethbridge, Alberta, Canada – Records Management System Needs Assessment Conducted interactive sessions with the City’s Fire & Emergency Services teams and performed a thorough gap analysis on the existing FDM Records Management software.
Identified system needs and developed a comprehensive list of requirements for the future procurement and implementation of a Record Management System.
Maricopa Association of Governments (MAG) – ERP Implementation Reviewed existing workflows and processes, functional components, related applications, integrations, and touchpoints of the existing ERP platform. Developed a series of Business Process Modeling & Notation (BPMN) for optimized future-state (TO-BE) workflows for business processes across MAG departments. Will subsequently provide project management services for the implementation of the selected ERP software system Munis by Tyler Technologies.
Clayton Homes, Maryville, TN – PowerSlide Custom Content Management System (CMS) Served as a Product Manager for the development of the PowerSlide Platform, a custom Content Management System (CMS). Created a project plan and detailed system requirements for Product Engineers to develop in an Agile methodology. Executed the robust build within three (3) months and under budget by over five-hundred hours that could manage over 1,000 custom websites.
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ROSS DEFALLE
Business Analyst
AVEROADVISORS.COM 865.415.3848 [email protected]
PROFILE
IT Project Manager with experience in the service industry as well as Business Administration & Marketing research. Expertise in providing practical IT strategic planning, business process redesign, system advisory, and project management/ mentorship services for various public sector organizations.
EDUCATION
▪ MBA, Marketing
Arizona State University
(Tempe, AZ)
▪ Bachelor of Arts, Economics
Lenoir-Rhyne University
(Hickory, NC)
KEY SKILLS
▪ Strategic Planning
▪ Business Process Redesign
▪ Requirements Definition
▪ RFP Development
▪ Business Systems Evaluation
▪ Project Management
SELECT CLIENTS
▪ Pittsylvania County, VA
▪ Blount County, TN
▪ Union County, NC
▪ Legal Aid of Nebraska
▪ City of Maryville, TN
▪ City of Charlottesville, VA
▪ City of Maricopa, AZ
▪ City of Alcoa, TN
▪ Reno Housing Authority, NV
▪ Knoxville's Community Development
Corporation, TN
▪ Santa Clara County Housing
Authority, CA
SELECT EXPERIENCE
City of Maryville, TN – Business Process Analysis, ERP Planning & Support Services Performed a thorough assessment of "AS-IS" business processes, services, policies, technologies & skillsets and developed strategies to optimize the City's operations and service delivery. Guided City executives and departmental heads (e.g., HR, Finance, IT, Utilities) in planning and implementing an optimal ERP suite of various integrated solutions (financial, asset, permitting & fleet management) for productivity & services enhancements.
Knoxville’s Community Development Corporation (KCDC), TN – IT Review & ERP Services Analyzed the current state of IT programs, processes, systems & staffing to identify deficiencies & threats to KCDC’s organizational efficiency. Developed strategic recommendations for improvement and documented a comprehensive IT Strategic Plan guiding KCDC’s IT investment decisions over the next 5 years. Assisted KCDC in evaluating software vendors for an optimal ERP system to replace its legacy Emphasys Elite software.
City of Charlottesville, VA – Business Process Mapping, System Advisory & Support Services Analyzed “AS-IS” and developed “TO-BE” business process maps for various critical departments (Neighborhood Development Services, Public Works, Park & Recreation) to improve efficiency. Assisted the City in requirements definition, RFP development, and system selection & implementation for optimal permitting & asset management solutions.
Reno Housing Authority, NV – Professional Document Management Consulting Services Assessed the current state of RHA’s paper-based document management operations and identified opportunities for improvement through IT and business process modernization.
Defined system requirements and assisted in RFP development, system evaluation, selection, and implementation for a future Document Management solution.
Pittsylvania County, VA – Information Technology Strategic Plan Assessed the current state of IT infrastructure (hardware, software, network & process) for approximately 17 departments (e.g., IT, Community Development, Finance, HR, Public Safety, and Public Works) within Pittsylvania County, VA. Identified and developed a comprehensive IT Strategic Plan & Roadmap to guide the County’s IT decision-making efforts through the next 3 to 5 years.
Union County, NC – IT Infrastructure Evaluation & Staffing Analysis Assessed the current state of IT infrastructure & staffing for approximately 24 departments (e.g., Finance, IT, HR, Procurement), including, but not limited to, IT infrastructure analysis (software & hardware), IT staffing review, and SWOT analysis. Identified opportunities for improvement and documented a comprehensive IT Strategic Plan & Roadmap to guide the City’s decision-making in the next 5-7 years.
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ROBERT KORNOVICH
Technical Consultant
AVEROADVISORS.COM 865.415.3848 RKORNOVICH @AVEROADVISORS.COM
PROFILE
IT Project Manager with experience in the service industry as well as Business Administration & Marketing research. Expertise in providing practical IT strategic planning, business process redesign, system advisory, and project management/ mentorship services for various public sector organizations.
EDUCATION
▪ Bachelor of Arts
Arizona State University
(Tempe, AZ)
▪ Project Management
Certification
Arizona State University
(Tempe, AZ)
▪ Certified Public Manager
Arizona State University
(Tempe, AZ)
KEY SKILLS
▪ Project Management
▪ Strategic Planning
▪ Customer Service Experience
Management
▪ Business Process Analysis
▪ Effective Leadership
▪ Building Project Roadmap &
Comprehensive Vision
▪ Requirements Definition
▪ System Evaluation
▪ Member of:
o ICMA (International City/County
Management Association)
o IACP (International Association of
Chiefs of Police)
SELECT CLIENTS
▪ Pittsylvania County, VA
SELECT EXPERIENCE
Town of Paradise Valley, AZ – Technology Operations Management Evaluated systems & workflows, incorporated relevant technology advancements, and addressed organizational technology needs and process improvements. Developed Business Intelligence and Enterprise Resource Planning (ERP) platforms to serve organizational needs and facilitate timely, informed decisions that provide maximum Return-on-Investment for technology platforms. Managed an approximately $3.5 million public safety technology upgrade that brought the Town to the leading edge of national law enforcement standards while developing and implementing unique solutions that were otherwise unavailable to the industry at the time. Identified, planned, implemented, and managed long-term technology goals and the Town’s strategic vision.
Santa Clara County Housing Authority, CA – IT Project Management Services Oversaw various concurrent Emphasys Elite-related projects and provided management, evaluation, and improvement for SCCHA’s mission-critical voucher & housing administration platform. Led the infrastructure overhaul to address current & future business continuity goals, including providing flexible & resilient hosting platforms for growing technology needs. Developed optimized business processes and staff collaboration & change management strategies to maximize Return-on-Investment for SCCHA’s technology services.
Guided SCCHA in planning & implementing cost-effective and efficient solutions. Served as the primary liaison between SCCHA’s Emphasys software vendor to ensure that all project deliverables align with its vision.
Pittsylvania County, VA – Information Technology Strategic Plan Gathered technical data from interactive sessions with Pittsylvania County’s IT Department and analyzed the current IT environment (hardware, software, systems, server, network security). Develop IT strategic recommendations to mitigate existing (and potential) gaps and support the County’s business needs in its IT efforts to provide a better quality of service to its citizens in the next 3 to 5 years.
Union County, VA – IT Infrastructure Evaluation & Staffing Analysis Gathered technical data from interactive sessions with Union County’s IT Department and analyzed the existing technology environment (hardware, software, systems). Develop IT strategic recommendations to mitigate existing gaps and support the County’s business needs in its IT efforts to provide a better quality of service to its citizens.
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▪ Union County, NC
▪ Legal Aid of Nebraska
▪ Knoxville’s Community
Development Corporation, TN
▪ Santa Clara County Housing
Authority, CA
▪ City of Lethbridge, Canada
▪ Reno Housing Authority, NV
City of Lethbridge, Alberta, Canada – Records Management System Needs Assessment Conducted interactive sessions with the City’s Fire & Emergency Services teams and performed a thorough gap analysis on the existing FDM Records Management software.
Identified system needs and developed a comprehensive list of requirements for the future procurement and implementation of a Record Management System.
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SECTION III – FEE SCHEDULE
Avèro Advisors estimates a project timeline of 8-10 Months to complete Tasks 1- 10 of the Consultant Services for the Acquisition of an Enterprise Resource Planning Software System project. The implementation timeline for Tasks 11 and 12 will vary based on the complexity of the final proposed implementation plan by the selected vendor.
Avèro will work with City of Hemet to accommodate any suggestions related to the modification of the estimated Project Schedule, based on the availability of key stakeholders. We remain flexible and are dedicated to meeting all milestones and completion dates included in the finalized Project Work Plan.
Avèro also understands the proposed schedule and level of effort may change based on the City’s availability and further discussions with the project sponsor. Avèro will work with the City of Hemet to accommodate any suggestions related to the modification of the project schedule.
It is important to note that the actual timeline for ERP System Implementation will be determined once the final ERP Software Vendor is selected by the City. However, based upon historical experience, Avèro Advisors estimates a project timeline of ~18 Months to complete Task 11 &12 related to ERP System Implementation. Once the final ERP vendor has been selected by the City, Avèro will work directly with the vendor to develop a detailed Project Management Plan, which details the timeline by which each module within the new ERP system will be implemented.
Avèro Advisors has developed the following Hourly-Rate Schedule for City of Hemet’s ERP System Consulting project. Invoices will be issued monthly on a time and materials basis. Any additional work performed outside of this proposed scope will be billed at these rates, with prior written permission from City of Hemet.
Hourly Rate Scale
Avèro proposes the following fee structure with an estimated amount of $187,900 for Tasks 1 -
10. The cost for Tasks 11 and 12 will be determined at the end of Task 10, if it is determined by the City that the following tasks will proceed, based on the Hourly Pay Schedule above for the complexity of future work. The table below displays a breakdown of estimated costs and hours for each task pertaining to the project and their associated costs. Actual project hours will be Project Team Role Hourly Rate
Project Executive $250
Senior Project Manager $225
Project Manager $200
Business Analyst $175
Technical Consultant $175
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billed on a Time and Materials basis. The actual project cost may be less than the proposed Estimated Project Cost. Project Invoices will be submitted on a monthly basis.
Any tasks performed or anticipated outside the scope of this engagement will be billed separately at the individual rates listed in the Hourly Rate Schedule, upon prior written approval from the City’s Finance and Administration department and Avèro Advisors. We remain flexible in our approach and welcome any feedback for modifications that the City may deem necessary.
Note – The final implementation cost and the timeline for the ERP system is contingent upon the final proposed implementation plan by the selected vendor. Avèro understands the cost and timeline for Task 11 &12 is optional and entirely dependent on the outcome of Task 1-10.
17.B
Task/Description Itemized by
Staff Level
Estimated Hours by Task
and Staff Position
Hourly Rate of Staff
Position
Cost
Project Planning and
Monitoring:
Task 1:Project Planning and
Management
Staff Position
Staff Position
Staff Position
Task 2: Project Initiation
Meeting and Data Collection
Staff Position
Staff Position
Staff Position
Task 3: Business Process
Analysis
Staff Position
Staff Position
Staff Position
ERP Needs Assessment:
Task 4: Business Case
Recommendations
Staff Position
Staff Position
Staff Position
Task 5: Process Design and
Requirements
Staff Position
PRICING SHEET
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 acquistiion process with City Staff. All pricing should be on a fixed basis or hourly rate with a not-to-exceed cap. The City reserves the right to negotiate for additional services. 225
175
175
225
175
175
225
175
175
225
175
175
225
8 16
4 8
40 16
40 160
120
8 40
8 16 3,600
1,400
7,000
1,800
21,000
28,000
9,000
2,800
7,000
1,800
700
2,800
1,800
17.B
Staff Position
Staff Position
ERP Request for Proposal:
Task 6: RFP Draft
Staff Position
Staff Position
Staff Position
Task 7: Governance Support
Staff Position
Staff Position
Staff Position
ERP System Selection:
Task 8: System Selection
Staff Position
Staff Position
Staff Position
Task 9: Contract Negotiations
Staff Position
Staff Position
Staff Position
ERP Implementation:
Task 10: Implementation Transition
Staff Position
Staff Position
Staff Position
Task 11: Implementation Advisory Services
Staff Position
Staff Position
Staff Position
Task 12: Implementation Look Back
Staff Position
Staff Position
Staff Position
Total Not to Exceed $ -
Note: Tasks 11 and 12 will be selected at the discretion of the City If needed, please attach any additional costs/fees associated with the Scope of Services (i.e. printing, travel, lodging, incidentals, etc)
175
175
225
175
175
225
175
175
225
175
175
225
175
175
225
175
175
225
175
175
225
175
175
80 40
8 80
20 10
40 16
80 40
40 10
8 20
40 8
120
200
80 16
40 24
278,700
4,200
7,000
3,600
14,000
35,000
27,000
1,400
7,000
4,500
1,400
1,750
9,000
7,000
14,000
1,800
7,000
2,250
3,500
14,000
1,800
7,000
14,000
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
© 2022 42
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
© 2022 43
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
© 2022 45
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
© 2022 46
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.
17.B
Task/Description Itemized by
Staff Level
Estimated Hours by Task
and Staff Position
Hourly Rate of Staff
Position
Cost
Project Planning and
Monitoring:
Task 1:Project Planning and
Management
Staff Position
Staff Position
Staff Position
Task 2: Project Initiation
Meeting and Data Collection
Staff Position
Staff Position
Staff Position
Task 3: Business Process
Analysis
Staff Position
Staff Position
Staff Position
ERP Needs Assessment:
Task 4: Business Case
Recommendations
Staff Position
Staff Position
Staff Position
Task 5: Process Design and
Requirements
Staff Position
PRICING SHEET
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 acquistiion process with City Staff. All pricing should be on a fixed basis or hourly rate with a not-to-exceed cap. The City reserves the right to negotiate for additional services. $200
$200
$200
$200
$200
$200
$200
$200
$200
$ 2,400.00
$ 3,600.00
Project Analyst 12 hrs
Project Manager 18 hrs
Project Analyst 18 hrs $ 3,600.00
Project Manager 10 hrs $ 2,000.00
Project Manager 36 hrs $ 7,200.00
Project Analyst 32 hrs $ 6,400.00
Project Manager 42 hrs $ 8,400.00
Project Analyst 38 hrs
Project Manager 46 hrs $ 9,200.00
$ 7,600.00
17.B
Staff Position
Staff Position
ERP Request for Proposal:
Task 6: RFP Draft
Staff Position
Staff Position
Staff Position
Task 7: Governance Support
Staff Position
Staff Position
Staff Position
ERP System Selection:
Task 8: System Selection
Staff Position
Staff Position
Staff Position
Task 9: Contract Negotiations
Staff Position
Staff Position
Staff Position
ERP Implementation:
Task 10: Implementation Transition
Staff Position
Staff Position
Staff Position
Task 11: Implementation Advisory Services
Staff Position
Staff Position
Staff Position
Task 12: Implementation Look Back
Staff Position
Staff Position
Staff Position
Total Not to Exceed $ -
Note: Tasks 11 and 12 will be selected at the discretion of the City If needed, please attach any additional costs/fees associated with the Scope of Services (i.e. printing, travel, lodging, incidentals, etc)
$200
$200
$200
$200
$200
$200
$200
$200
Project Manager 40 hrs $200 $ 8,000.00
Project Manager 30 hrs $ 6,000.00
Project Analyst 62 hrs $ 12,400.00
Project Analyst 26 hrs $ 5,200.00
Project Manager 14 hrs $200 $ 2,800.00
Project Manager 6 hrs
Project Analyst 6 hrs
$ 1,200.00
$ 1,200.00
Project Manager 71 hrs $ 14,200.00
Project Analyst 153 hrs $ 30,600.00
Project Manager 20 hrs
Contract Specialist 52 hrs $ 10,400.00
$ 4,000.00
Subtotal for Tasks 1-9 = $ 132,400.00
Project Manager 800 hrs $200 $ 160,000.00
Subtotal for Tasks 10-12 = $ 174,000.00
306,400.00
17.B
FEE SCHEDULE 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
17.B
Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 1
Fee Schedule
ERP Procurement
SDI developed our cost estimate based on our years of experience completing projects of a similar scope.
Based on the City’s RFP, research regarding the City size and structure, and our past experience with similar projects, we estimate that the Procurement phase will require 741 hours to complete. SDI’s allinclusive hourly rate is $185; this is inclusive of all project-related costs including consultant travel.
Applying SDI’s rate to the estimated project hours yields a total cost of $137,085 for the project activities associated with the ERP Procurement, including core Financials, Utility Billing, and Land Management Systems. Presented below is a breakdown of costs by major Phase and Task for ERP Procurement:
Task Descriptions Hours Price
Phase 1 - Initiate
1.1 Facilitate Project Sponsor Planning Meeting 6 $ 1,110
1.2 Work Plan Development and Review 10 $ 1,850
1.3 Conduct Kickoff Meeting 7 $ 1,295
Subtotal: Phase 1 - Initiate 23 $ 4,255
Phase 2 - Requirements
2.1 Request and Review Documentation 12 $ 2,220
2.2 Conduct System Requirements Workshops 250 $ 46,250
2.3 Document Functional Requirements 36 $ 6,660
2.4 Document Interfaces/Technical Requirements 20 $ 3,700
2.5 Document Data Conversion Requirements 16 $ 2,960
2.6 Complete ERP Needs Assessment Report 48 $ 8,880
Subtotal: Phase 2 - Requirements 382 $ 70,670
Phase 3 - RFP
3.1 Prepare Draft Request for Proposal (RFP) 46 $ 8,510
3.2 Review Draft RFP With Stakeholders 4 $ 740
3.3 Identify and Notify Potential Bidders 8 $ 1,480
3.4 Release RFP 4 $ 740
Subtotal: Phase 3 - RFP 62 $ 11,470
Phase 4 - Select
4.1 Address Vendor Questions 10 $ 1,850
4.2 Prepare Evaluation Committee 8 $ 1,480
4.3 Conduct Initial Screening of Proposals 8 $ 1,480
4.4 Assist with Review and Scoring of Proposals 16 $ 2,960
4.5 Prepare for Proof of Capabilities (POC) 24 $ 4,440
4.6 Facilitate POC Sessions 96 $ 17,760
4.7 Assist with Due Diligence 8 $ 1,480
4.8 Prepare Vendor Selection Report 30 $ 5,550
Subtotal: Phase 4 - Select 200 $ 37,000
Phase 5 - Negotiate
5.1 Research Prior Vendor Agreements 4 $ 740
5.2 Conduct Initial Agreement Review 16 $ 2,960
5.3 Facilitate Negotiation Strategy Workshop 16 $ 2,960
5.4 Conduct Negotiations Meetings 32 $ 5,920
5.5 Assist in Obtaining City Council Approval 6 $ 1,110 Subtotal: Phase 5 - Negotiate 74 $ 13,690
Total Procurement 741 137,085
17.B
Proposal to City of Hemet
ERP Consulting Services
May 9, 2022 Page 2
Optional ERP Implementation
The following assumptions were utilized when developing our cost proposal for project management services during ERP Implementation:
♦ 3.5 - year (42 month) implementation timeline
♦ Project Manager support 20 hours per week (3,640 hours total) ♦ ERP Practice Lead Support 4 hours per month (168 hours total) Utilizing these assumptions, the total number of hours to complete the implementation portion of the project is 3,808 hours. Applying SDI’s all-inclusive hourly rate of $185 yields a total cost of $704,480 for project management services during ERP Implementation.
There are a number of variables that will likely affect the actual level of effort to provide project management services during new system implementation, including for example the availability of the software vendor to implement, potential changes in City staffing, and unforeseen modifications to project scope.
Because it is difficult to determine the actual number of hours that will be needed for implementation activities, SDI recommends that the City consider establishing an overall project budget and allow SDI to bill monthly for actual hours worked in the previous month. This allows the City and SDI to focus our efforts on the areas of greatest need and manage SDI resources to maximize effectiveness.
SDI looks forward to further discussion about the level of effort the City is considering for the implementation phase of the project and is open to exploring the best mix of City and SDI resources to meet the needs of the project.
17.B
Task/Description Itemized by
Staff Level
Estimated Hours by Task
and Staff Position
Hourly Rate of Staff
Position
Cost
Project Planning and
Monitoring:
Task 1:Project Planning and
Management
Staff Position
Staff Position
Staff Position
Task 2: Project Initiation
Meeting and Data Collection
Staff Position
Staff Position
Staff Position
Task 3: Business Process
Analysis
Staff Position
Staff Position
Staff Position
ERP Needs Assessment:
Task 4: Business Case
Recommendations
Staff Position
Staff Position
Staff Position
Task 5: Process Design and
Requirements
Staff Position
PRICING SHEET
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 acquistiion process with City Staff. All pricing should be on a fixed basis or hourly rate with a not-to-exceed cap. The City reserves the right to negotiate for additional services.
Director
Manager
Lead/Expert
Partner
Director
Manager
Lead/Expert
$265
$265
$265
$265
$265
$265
$265
$265
$265
$265
$265
$265
Partner
Partner
Partner
Director
Director
Manager
Manager
Lead/Expert
Lead/Expert
Partner
8 14
38 2
4 9
2 8
14 48
10 12
12 28
40 $265
$265
$265
$265
$2,120
$3,710
$10,070
$530
$1,060
$2,385
$530
$2,120
$3,710
$12,720
$2,650
$3,180
$3,180
$7,420
$10,600
17.B
Staff Position
Staff Position
ERP Request for Proposal:
Task 6: RFP Draft
Staff Position
Staff Position
Staff Position
Task 7: Governance Support
Staff Position
Staff Position
Staff Position
ERP System Selection:
Task 8: System Selection
Staff Position
Staff Position
Staff Position
Task 9: Contract Negotiations
Staff Position
Staff Position
Staff Position
ERP Implementation:
Task 10: Implementation Transition
Staff Position
Staff Position
Staff Position
Task 11: Implementation Advisory Services
Staff Position
Staff Position
Staff Position
Task 12: Implementation Look Back
Staff Position
Staff Position
Staff Position
Total Not to Exceed $ -
Note: Tasks 11 and 12 will be selected at the discretion of the City If needed, please attach any additional costs/fees associated with the Scope of Services (i.e. printing, travel, lodging, incidentals, etc)
663 $265 175,695
OPTIONAL 50 hours per month $265 $13,250 per month
Total does not include Task 10-12
Manager
Director
Lead/Expert
Partner
Partner
Partner
Partner
Director
Director
Director
Director
Manager
Manager
Manager
Manager
Lead/Expert
Lead/Expert
Lead/Expert
Lead/Expert
72 14
30 4
180
14 38
$265
$265
$265
$265
$265
$265
$265
$265
$265
$265
$265
$265
$265
$265
$265
$265
$265
$265
4 $265
8 2
32 8
8 $1,060
$2,120
$19,080
$3,710
$7,950
$1,060
$8,480
$2,120
$47,700
$3,710
$10,070
$2,120
$530
17.B
OPTIMAL TECHNOLOGY GUIDANCE
California • Illinois • North Carolina • Texas • 800.806.3080 • Fax 888.478.0495 1 | 4
Technology Master Planning
Pricing Sheet
Pricing Sheet
Task/Description Itemized by Staff Level
Estimated
Hours by
Task and
Staff
Position
Hourly
Rate of
Staff
Position
Cost
Project Planning and Monitoring:
Task 1: Project Planning and Management
Partner/Director 44 $215 $9,460
Consultant 32 $175 $5,600
Task 2: Project Initiation Meeting and Data Collection
Partner/Director 53 $215 $11,395
Consultant 44 $175 $7,700
Task 3: Business Process Analysis
Partner/Director 28 $215 $6,020
Consultant 28 $175 $4,900
ERP Needs Assessment:
Task 4: Business Case Recommendations
Partner/Director 16 $215 $3,440
Consultant 24 $175 $4,200
Task 5: Process Design and Requirements
Partner/Director 68 $215 $14,620
Consultant 154 $175 $26,950
17.B
Consultant Services for the Acquisition of an ERP Software System
CLIENTFIRST TECHNOLOGY CONSULTING
OPTIMAL TECHNOLOGY GUIDANCE
2 | 4
ERP Request for Proposal:
Task 6: RFP Draft
Partner/Director 16 $215 $3,440
Consultant 26 $175 $4,550
Task 7: Governance Support
Partner/Director 12 $215 $2,580
Consultant 8 $175 $1,400
ERP System Selection:
Task 8: System Selection
Partner/Director 68 $215 $14,620
Consultant 114 $175 $19,950
Task 9: Contract Negotiations
Partner/Director 32 $215 $6,880
Consultant 0 $175
ERP Implementation:
Task 10: Implementation Transition
Partner/Director 24 $215 $5,160
Consultant 40 $175 $7,000
Task 11: Implementation Advisory Services
Partner/Director
Consultant
Implementation Project
Management Assistance requires
more discussion and scoping.
Projects range in average hour per
week depending on
implementation phasing and
timeline, City available resources
and City desired level of
assistance. Past similar projects
have been both under and over
$100,000 per 12-month period,
depending on City Needs.
17.B
Consultant Services for the Acquisition of an ERP Software System
CLIENTFIRST TECHNOLOGY CONSULTING
OPTIMAL TECHNOLOGY GUIDANCE
3 | 4
Task 12: Implementation Look Back
Partner/Director
Consultant
Additional understanding of City
needs and expectations are
needed before estimating level of
effort. Some Post implementation
reviews are high level findings and
recommendations, while others
are assessments with gap analysis
for further functionality, training,
reporting, workflow automation
needs, etc.
Total Not to Exceed
$
159,865
Note: Tasks 11 and 12 will be selected at the discretion of the City
Project Start
We can begin the initial activities related to this project, such as project coordination and scheduling, within 1-2 weeks of finalizing an agreement regarding this proposal.
Scope Changes and Management
Alternative scope changes and fee adjustments are possible and are dependent on specific project needs and staff resources and capabilities. Minor changes to the scope and methodology stated above will not result in a change in our fees.
If the nature or scope of our work should change significantly during the project, we will discuss such matters and their effect on our fees and obtain written approval before proceeding.
Payment Terms
We invoice monthly as work proceeds. ClientFirst will provide detailed accounting of all consulting time and expenses on the invoice. Payments are due within 30 days of receipt, via check or ACH.
17.B
Consultant Services for the Acquisition of an ERP Software System
CLIENTFIRST TECHNOLOGY CONSULTING
OPTIMAL TECHNOLOGY GUIDANCE
4 | 4
Additional Services/Purchases by Other Seeking Public Agencies ClientFirst acknowledges that other public agencies may seek to “piggyback” under the same terms and conditions of a resulting similar services contract and/or purchases being offered in this contract or proposal. ClientFirst has the option to agree or disagree to allow contract piggybacks on a case-by-case basis. ClientFirst agrees to extend the same pricing, terms, and conditions as stated in this contract or proposal to each and every political entity, special district, and related non-profit. It is understood that other entities shall make purchases in their own name, make payment, and be liable directly to ClientFirst. The agency shall in no way be involved or responsible to ClientFirst for other entities’ purchases.
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning Software System Page | 44
SECTION III – FEE SCHEDULE
Avèro Advisors estimates a project timeline of 8-10 Months to complete Tasks 1- 10 of the Consultant Services for the Acquisition of an Enterprise Resource Planning Software System project. The implementation timeline for Tasks 11 and 12 will vary based on the complexity of the final proposed implementation plan by the selected vendor.
Avèro will work with City of Hemet to accommodate any suggestions related to the modification of the estimated Project Schedule, based on the availability of key stakeholders. We remain flexible and are dedicated to meeting all milestones and completion dates included in the finalized Project Work Plan.
Avèro also understands the proposed schedule and level of effort may change based on the City’s availability and further discussions with the project sponsor. Avèro will work with the City of Hemet to accommodate any suggestions related to the modification of the project schedule.
It is important to note that the actual timeline for ERP System Implementation will be determined once the final ERP Software Vendor is selected by the City. However, based upon historical experience, Avèro Advisors estimates a project timeline of ~18 Months to complete Task 11 &12 related to ERP System Implementation. Once the final ERP vendor has been selected by the City, Avèro will work directly with the vendor to develop a detailed Project Management Plan, which details the timeline by which each module within the new ERP system will be implemented.
Avèro Advisors has developed the following Hourly-Rate Schedule for City of Hemet’s ERP System Consulting project. Invoices will be issued monthly on a time and materials basis. Any additional work performed outside of this proposed scope will be billed at these rates, with prior written permission from City of Hemet.
Hourly Rate Scale
Avèro proposes the following fee structure with an estimated amount of $187,900 for Tasks 1 -
10. The cost for Tasks 11 and 12 will be determined at the end of Task 10, if it is determined by the City that the following tasks will proceed, based on the Hourly Pay Schedule above for the complexity of future work. The table below displays a breakdown of estimated costs and hours for each task pertaining to the project and their associated costs. Actual project hours will be Project Team Role Hourly Rate
Project Executive $250
Senior Project Manager $225
Project Manager $200
Business Analyst $175
Technical Consultant $175
17.B
Consultant Services for the Acquisition of an Enterprise Resource Planning Software System Page | 45
billed on a Time and Materials basis. The actual project cost may be less than the proposed Estimated Project Cost. Project Invoices will be submitted on a monthly basis.
Any tasks performed or anticipated outside the scope of this engagement will be billed separately at the individual rates listed in the Hourly Rate Schedule, upon prior written approval from the City’s Finance and Administration department and Avèro Advisors. We remain flexible in our approach and welcome any feedback for modifications that the City may deem necessary.
Note – The final implementation cost and the timeline for the ERP system is contingent upon the final proposed implementation plan by the selected vendor. Avèro understands the cost and timeline for Task 11 &12 is optional and entirely dependent on the outcome of Task 1-10.
17.B
Task/Description Itemized by
Staff Level
Estimated Hours by Task
and Staff Position
Hourly Rate of Staff
Position
Cost
Project Planning and
Monitoring:
Task 1:Project Planning and
Management
Staff Position
Staff Position
Staff Position
Task 2: Project Initiation
Meeting and Data Collection
Staff Position
Staff Position
Staff Position
Task 3: Business Process
Analysis
Staff Position
Staff Position
Staff Position
ERP Needs Assessment:
Task 4: Business Case
Recommendations
Staff Position
Staff Position
Staff Position
Task 5: Process Design and
Requirements
Staff Position
PRICING SHEET
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 acquistiion process with City Staff. All pricing should be on a fixed basis or hourly rate with a not-to-exceed cap. The City reserves the right to negotiate for additional services. 225
175
175
225
175
175
225
175
175
225
175
175
225
8 16
4 8
40 16
40 160
120
8 40
8 16 3,600
1,400
7,000
1,800
21,000
28,000
9,000
2,800
7,000
1,800
700
2,800
1,800
17.B
Staff Position
Staff Position
ERP Request for Proposal:
Task 6: RFP Draft
Staff Position
Staff Position
Staff Position
Task 7: Governance Support
Staff Position
Staff Position
Staff Position
ERP System Selection:
Task 8: System Selection
Staff Position
Staff Position
Staff Position
Task 9: Contract Negotiations
Staff Position
Staff Position
Staff Position
ERP Implementation:
Task 10: Implementation Transition
Staff Position
Staff Position
Staff Position
Task 11: Implementation Advisory Services
Staff Position
Staff Position
Staff Position
Task 12: Implementation Look Back
Staff Position
Staff Position
Staff Position
Total Not to Exceed $ -
Note: Tasks 11 and 12 will be selected at the discretion of the City If needed, please attach any additional costs/fees associated with the Scope of Services (i.e. printing, travel, lodging, incidentals, etc)
175
175
225
175
175
225
175
175
225
175
175
225
175
175
225
175
175
225
175
175
225
175
175
80 40
8 80
20 10
40 16
80 40
40 10
8 20
40 8
120
200
80 16
40 24
278,700
4,200
7,000
3,600
14,000
35,000
27,000
1,400
7,000
4,500
1,400
1,750
9,000
7,000
14,000
1,800
7,000
2,250
3,500
14,000
1,800
7,000
14,000
17.B