Proposal for Enterprise Resource Planning (ERP) Project Management Consulting Services for the City of San
Bernardino
Proposed by Dixon Mutadzakupa
1 TABLE OF CONTENTS
Introduction ....................................................... 2
1. Executive Summary ..................................... 3
2. Experience & Technical Skills ...................... 4
3. Project Objectives ........................................ 6
4. Project Approach ......................................... 7
5. Key Deliverables .......................................... 8
6. Timeline & Milestones ................................ 10
7. Project Budget Estimate ............................ 11
8. Risk Management ...................................... 12
9. Reporting & Communication………………13
10. References ................................................ 14
2 INTRODUCTION
The implementation of an Enterprise Resource Planning (ERP) system is essential for streamlining the City’s financial, human resources, and utility billing operations. This proposal outlines a comprehensive approach to ERP implementation for City of San Bernardino, ensuring efficient service delivery, financial transparency, and improved operational efficiency.
3 1. EXECUTIVE SUMMARY
The City of San Bernardino is facing significant operational challenges caused by outdated and fragmented systems that hinder efficient service delivery. These legacy systems create data silos, resulting in limited visibility into financial and operational performance. Inefficient workflows, manual data entry, and lack of integration between departments lead to delayed decision-making, resource misallocation, and increased operational costs.
This proposal presents a comprehensive plan for implementing a modern Enterprise Resource Planning (ERP) system to address these pain points. By unifying core functions such as finance, human resources and procurement, the ERP solution will streamline processes, enhance data accuracy, and provide real-time insights for informed decision-making.
Enhanced transparency and accountability will ensure the City meets compliance standards and effectively manages public funds.
Project Management Services
• Vendor Management
o Review Oracle’s performance and make certain they are abiding to the terms of the contract. Escalate any issues to Oracle’s Implementation Managers. • City Resource Planning
o Work with Finance to confirm the City has the appropriate employee/s in the implementation sessions.
o Attend all implementation sessions and assist the project team with configuration. • Be available to answer any questions from staff Communication Planning o Conduct and provide weekly or bi-weekly project status updates. o Communicate and escalate any potential issues to Oracle on the City’s behalf • Assist with System Analysis, Design and Configuration o Advice staff with insight to best practices adopted by other agencies. • Data Migrations and Integration Assistance
o Provide assistance to Finance and the Information Technology team with extracting data to be moved to the new system
• User Acceptance Testing Assistance
o Work with the Finance team to confirm configuration settings by providing test scripts and conducting tests for each module. If test results show modules are not working as intended, communicate to Oracle for them to take corrective measures.
• End User Training
o Work with Oracle and Finance to facilitate citywide training for Oracle Cloud • Post Implementation Review
o Provide a post implementation analysis report that will help identify any potential issues that may need to be addressed.
4 2. EXPERIENCE & EXPERTIES
Cities and Agencies
I have successfully led ERP implementations and provided financial management expertise for the following cities and agencies:
• South Gate - Project Manager for ERP procurement and implementation • Benicia - ERP re-implementation and financial process improvements • Yucaipa - ERP implementation and budget management
• Scottsdale - ERP system project oversight and vendor management • Santa Barbara - Financial analysis and ERP re-implementation leadership Technical Skills
My technical competencies include:
• ERP System Implementation (Tyler Munis, Workday, Incode, SpringBrook) • Financial Management and Budgeting
• Data Migration and System Integration
• Change Management and Process Improvement
• Vendor Management and Contract Negotiations
• End-User Training and Support
• Project Management and Cross-Functional Leadership
My extensive track record in managing ERP projects, combined with my understanding of local government operations, makes me the ideal candidate to lead the City in this critical transformation.
5 RESUME
6 3. PROJECT OBJECTIVES
The key objectives of this ERP implementation project are designed using the SMART framework to ensure measurable and achievable outcomes:
• Integrate Core Functions: Successfully implement an ERP system to integrate finance, human resources, and utility billing operations within 18 months, reducing the reliance on manual processes by 80%.
• Enhance Data Accuracy: Improve data accuracy by 95% through automated data validation and streamlined workflows within the first year of implementation. • Increase Operational Efficiency: Achieve a 30% reduction in administrative costs by automating key processes and eliminating redundant systems within 24 months. • Enable Data-Driven Decision-Making: Provide city management with real-time, actionable insights through the ERP system’s reporting and analytics modules, achieving 100% utilization of dashboard reporting tools within 12 months of go-live. • Ensure Regulatory Compliance: Implement system controls and automated compliance checks to meet 100% of municipal financial and operational regulations within 6 months of system deployment.
• Support Effective Change Management: Conduct comprehensive training for 100% of end-users and key stakeholders, achieving at least 90% proficiency in system usage within 3 months post-go-live.
These objectives will ensure the successful implementation of the ERP system, providing measurable improvements in operational efficiency, transparency, and decision-making for the City.
7 4. PROJECT APPROACH
The ERP implementation will follow a phased approach to ensure effective execution. Each phase involves specific tasks, deliverables, and milestones to ensure smooth progress and stakeholder alignment.
Phase 1: Planning and Analysis
• Conduct project kickoff and stakeholder alignment.
• Define project scope, objectives, and governance structure. • Develop a detailed project plan with milestones and timelines.
Phase 2: System Design and Configuration
• Configure the ERP system to meet city-specific needs. • Conduct design workshops and validate configurations.
Phase 3: Data Migration and Integration
• Perform data assessment, cleansing, and mapping.
• Develop and execute the data migration strategy.
• Ensure seamless integration with existing systems.
Phase 4: Testing and Validation
• Develop a comprehensive testing plan including unit, integration, and user acceptance testing (UAT).
• Track and resolve any defects identified during testing.
Phase 5: Training and Change Management
• Develop training materials and conduct workshops for end-users. • Provide change management support to ensure user adoption.
Phase 6: Go-Live and Support
• Execute the go-live plan and monitor system performance. • Transition to ongoing support and maintenance.
8 5. KEY DELIVERABLES
Project Governance and Oversight
• Establish project governance structure, ensuring clear roles and responsibilities. • Facilitate stakeholder communication and decision-making.
Stakeholder Management
• Ensure continuous engagement with all stakeholders.
• Address concerns and gather feedback to ensure project alignment.
Change Management Plan
• Develop and execute a strategy for managing organizational change. • Support communication, training, and user adoption.
Risk and Issue Management
• Identify, document, and mitigate project risks.
• Track and resolve issues efficiently.
Budget and Resource Management
• Monitor project budget and resource allocation.
• Ensure financial accountability and track spending against projections.
Progress and Performance Reporting
• Provide regular project status reports to stakeholders. • Track milestones, deliverables, and KPIs.
Vendor Management Support
• Collaborate with vendors to ensure contractual obligations are met. • Support vendor communication and performance assessments.
Testing and Validation Oversight
9 • Oversee user acceptance testing (UAT).
• Ensure system performance and quality align with expectations.
Training and Knowledge Transfer Support
• Support the development of training programs.
• Ensure end-users and support teams are adequately prepared.
Post-Implementation Review
• Facilitate a project review and gather lessons learned. • Ensure proper documentation and knowledge transfer for ongoing support.
10 6. TIMELINE AND MILESTONES
Phase Duration Key Milestones
Vendor Management Ongoing Vendor management strategy developed and performance benchmarks established
System Configuration &
Change Management Oversight
TBD ERP system configured and initial change
management protocols implemented
System Integration Planning TBD Integration plan finalized and system interface designs completed
Data Migration Planning TBD Data migration plan developed and trial migrations conducted
Testing Planning and Support TBD Testing strategy established and user acceptance testing completed
End-User Training Planning
and Support
TBD Training materials developed and workshops
conducted
Implementation Readiness TBD Readiness assessment completed and contingency plans in place
Go-Live Cutover Support TBD Go-live transition supported and immediate issues resolved
Project Close-out TBD Final project review conducted and long-term maintenance recommendations provided
11 7. PROJECT BUDGET ESTIMATE
The project is estimated to take 2 years to complete. Based on a project management allocation of 20 hours per week at a rate of $120 per hour, the total project management cost is calculated as follows:
Item Calculation Amount
Hourly Rate $120/hour -
Weekly Hours 32 hours/week -
Weekly Cost 32 hours × $120/hour $3,840
Annual Cost $3,840/week × 50 weeks $192,000
Total Project Cost (2 years) $192,000/year × 2 years $384,000
Total Estimated Project Management Cost: $384,000
12 8. RISK MANAGEMENT
Potential risks and mitigation strategies include:
• Data Migration Challenges: Implement rigorous validation and testing processes to ensure data accuracy and minimize errors.
• User Resistance: Develop a robust change management and training plan to foster user acceptance and proficiency.
• Budget Overruns: Maintain strict project management oversight and milestone tracking to ensure financial control.
• Single-Point Dependency: To mitigate the risk of relying solely on one individual, a comprehensive contingency plan will be in place. This will include detailed documentation of all processes, decisions, and configurations. Additionally, regular knowledge transfer sessions will be conducted to ensure the project team is equipped to manage tasks independently.
• Collaborative Support: Establish partnerships with external experts and organizations, such as Obelisk Achievement LLC, to provide additional technical support and expertise when needed. This collaboration will reduce dependency on a single resource and ensure continuity in case of unforeseen circumstances.
• Communication Gaps: Implement a clear communication plan with regular updates, status reports, and issue resolution tracking to ensure alignment across all stakeholders.
By proactively addressing these risks, the project will maintain momentum and achieve successful ERP implementation for the City.
13 9. REPORTING & COMMUNICATION
Effective reporting and communication are crucial for project transparency and stakeholder alignment. This section outlines the frequency, content, and key metrics to be included in project reports.
Monthly Project Status Reports
• Overall project progress against milestones
• Key accomplishments and completed tasks
• Identified risks and mitigation plans
• Budget utilization and forecast updates
• Next steps and upcoming activities
Quarterly Financial Reports
• Detailed budget vs. actual expenditure analysis
• Forecasted costs for the remaining project duration
• Justification for budget variances, if any
• Recommendations for financial adjustments
Bi-Weekly Stakeholder Updates
• Summary of recent project progress
• Status of key deliverables and milestones
• Current and potential challenges
• Feedback from stakeholders
• Action items and next steps
Regular reports will ensure stakeholders remain informed and engaged, facilitating effective decision-making throughout the ERP implementation process.
14 10. REFERENCES
Jennifer Crawford
Assistant City Manager, City of Yucaipa
Phone: 909-797-2489, ext. 223
Scope of Reference:
• ERP Implementation and Financial Management
• Budget Management and Financial Planning
• Operational Oversight and Leadership
Jeff Tschudi
Finance Director, City of Benicia
Phone: 707-746-4225
Scope of Reference:
• ERP Re-implementation and Financial Process Improvements • Change Management and System Integration
• Budget Management and Process Oversight
Laura Guglielmo
Assistant Executive Officer, Los Angeles County Employees Retirement Association (LACERA)
Phone: 626-564-6000
Scope of Reference:
• ERP Implementation and Financial Management
• Organizational Leadership and Process Improvements
• Stakeholder Engagement and Change Management
15 11. DETAILED RESUME
EXPERIENCE SUMMARY
Public Finance Professional with over 10 years of experience with local government Finance. Experience includes working within the public sector environment, as well as providing consultative services to public sector clients . W ell qualified to address customer needs and develop effective technological solutions that leverage his experience in local government financial management, ERP system procurements, upgrades and implementations . Will offer clients strong decision support, analytical, technical, facilitation, project management, communications and program management skills.
PROFESSIONAL EXPERIENCE
ERP Project Manager, ERP Project Manager
(05/2021 – Present)
Notable Projects:
Enterprise Resource Planning (ERP) System Procurement – City of South Gate, South Gate, California
Served as a Project Manager for this critical project that involved replacing the City’s financial, human resources, and utility billing systems. Worked directly with city staff to develop the functional requirements and the Request for Proposal (RFP) document.
Enterprise Resource Planning (ERP) System Procurement – Union Sanitary District, Union City, California
Served as a Management Consultant for this critical project that involved replacing the City’s financial, human resources, and utility billing systems.
Worked directly with city staff to develop the functional requirements and the Request for Proposal (RFP) document.
Enterprise Resource Planning (ERP) System Re -Implementation, Benicia, CA
City of Benicia
Provided project management services for the city’s Tyler Munis post implementation analysis. This effort identified areas that needed a second look in terms of configuration. The result was at least 30 areas that were re- configured.
AREAS OF
EXPERTISE
• Finance
• Local Governments
• Quality Assurance
• Customer Service
• Enterprise Resource
Planning (ERP) Systems
(Finance, including
Cashiering, Human
Resources)
• Budget Planning,
Implementation &
Administration
• Revenue and Expenditure
Projection Expertise
• Fiscal Impact Analysis
• Employee Listing & Costing
Budgeting
• Vendor/Contract
Management
• End-User Training
16 Enterprise Resource Planning (ERP) System Implementation, Riverside, CA Riverside County Transportation Commission (RCTC)
Provided project management services for the implementation for the City’s Tyler Munis for Financials (including cashiering) and Human Resource Management; tasks include supporting “as-is / to-be” analysis, core team training, task & project plan management, vendor management, user acceptance test preparation and execution, and end user training and implementation support.
Enterprise Resource Planning (ERP) System Procurement – City of Scottsdale, Scottsdale, Arizona Managed or support ed the procurement process for the city . Th is project also entail ed multi-phases approach, including a needs assessment and data gathering process from all areas of the agency, development of comprehensive requirements (Functional; Technical; Data Conversion; Integrations) and a Request for Proposal document, RFP issuance and monitoring, vendor response review and scoring oversight, an in-depth vendor evaluation process, and assistance with contract negotiations.
Enterprise Resource Planning (ERP) System Procurement – City of Tustin, Tustin, California Served as a Project Manager for this critical project that involved replacing the City’s financial, human resources, and utility billing systems. Worked directly with city staff to develop the functional requirements and the Request for Proposal (RFP) document.
Enterprise Resource Planning (ERP) System Implementation, Yucaipa, CA City of Yucaipa
Provided project management services for the implementation for the City’s Tyler Munis for Financials (including cashiering) and Human Resource Management; tasks include supporting “as-is / to-be” analysis, core team training, task & project plan management, vendor management, user acceptance test preparation and execution, and end user training and implementation support.
Budget Application System Procurement & Implementation – Los Angeles County Employee Retirement Association (LACERA), Los Angeles County, Los Angeles, CA Served as a Project Manager for this critical project that involves the procurement and implementation of a new budget system.
Purchasing Card Program Implementation – Tustin, CA
City of Tustin
Provided consulting services to support the City’s implementation of the U.S Bank P -Card system.
Reviewed the city’s current P -Card processes and performed gap analysis to identify any potential gaps between the needs of the city organization and the existing P-Card system functionality.
17 Enterprise Resource Planning (ERP) System Implementation Seal Beach, CA
Provided project management services for the implementation for the City’s Tyler Incode system s for Financials (including cashiering), Human Resource Management and Utility Billing; tasks include supporting “as -is / to -be” analysis, core team training, task & project plan management, vendor management, user acceptance test preparation and execution, and end user training and implementation support.
Enterprise Resource Planning (ERP) Munis System Upgrade – Conversions & Validations City of Santa Barbara, CA
Participated in a hands-on capacity supporting the data conversion (developing and modifying extraction & transformation routines) and acceptance testing efforts for Financials, Human Resource Management and Utility Billing.
City of Monrovia, CA
(02/2021 – 04/2021)
Budget/Finance Administrator
• Coordinated the preparation and administration of annual citywide budget including capital improvements.
• Assisted in the completion of the City’s Comprehensive Annual Financial Report • Supervised accounting functions including accounts receivable, accounts payable, purchase orders, utility billing, cash collections and payroll.
• Worked closely with the Information Systems team in the maintenance and improvement of the city’s financial system.
City of San Bernardino, CA
(02/2016 – 02/2021)
Budget Manager
• Managed all budgeting, budget monitoring and financial planning and forecasting, and analysis for the City of San Bernardino with $200 million annual operating and capital improvement budget . • Provided support and assistance for continued planning efforts and considerations for ERP system upgrades.
• Developed the City’s long-term financial projections which helped the Mayor & Council plan-ahead resulting in the reserve fund growing from $3 million to a healthy $30 million.
City of Riverside, CA
(07/2015 – 06/2016)
Principal Management Analyst
• Served on a newly formed Budget Team designed to coordinate the preparation of the City’s annual Operating and Capital Improvement Budgets
• Served as lead in the preparation and coordination of the entire City’s personnel budget with of over 2,000 employees.
• Performed financial analysis including financial forecasting of the City’s 5-year financial plan.
City of San Bernardino, CA
(02/2010 – 07/2015)
Budget Manager/Assistant to the City Manager/Financial Analyst • Coordinated, implemented, and monitored all aspects of the City of San Bernardino annual operating and Capital Improvement budget of $200 million. • Performed financial analysis including an annual and mid- year analysis of Departmental budgets comparing budgeted amounts to actuals.
18 • Served on the ERP Team for review and selection of the new Enterprise resource planning (ERP) system; New World Financial, now Tyler Technologies was selected and implemented. Provided support and assistance for configuration and implementation efforts. • Served on a team that performed analysis and provided financial reports to the court during the City of San Bernardino Bankruptcy proceedings.
• Served on a budget team responsible for managing, coordinating, and implementation of the City of San Bernardino’s operating and capital improvement budget of $150 million. • Prepared monthly expenditure reports for the Finance Director and City Manager • Successfully developed a position control monitoring system that allowed Human Resources and Finance staff to provide accurate payroll and position information to the Finance Director and City Manager.
EDUCATION
California State University
• Master of Public Administration MPA, Public Budgeting emphasis • Bachelor of Science, Business Administration, Finance emphasis