City of Woodinville, Washington

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1 City of Woodinville, Washington Telecommunications Analysis and Options Report Request for Proposal Issue Date: December 22nd, 2014 Due Date: January 22nd, 2015 Due Time: 4:00 PM Page 1 of 10

2 TABLE OF CONTENTS SECTION 1. GENERAL INFORMATION...3 SECTION 2. SCOPE OF WORK...5 SECTION 3. INSTRUCTIONS FOR PROPOSAL...6 SECTION 4. PROPOSAL EVALUATION...8 APPENDIX A COST PROPOSAL FORM Page 2 of 10

3 1.01 Purpose of Request Section 1. General Information The City of Woodinville is soliciting Requests for Proposals to perform a Telecommunications audit and gap analysis 1 of the City s existing telecom system at the City Hall and Public Works Maintenance facility, and to provide recommendations in the form of a business and technical report. Ultimately, the City will use the Service Provider s report as the basis to procure and install a new telecommunications system. The ideal Service Provider will have experience working with telecommunication companies, performing telecommunication audits and gap analyses for businesses and local government agencies, and preparing concise reports for management. The selected Service Provider should not be affiliated with any Telecommunication providers or vendors; and will be excluded from any proposal to install a selected telecommunications system. The selected Service Provider may be asked to participate in the next phase to prepare and evaluate proposals to install any new telecommunications systems. This Request for Proposals (RFP) summarizes the project scope and the Service Provider submittal requirements Background The City currently utilizes one PRI ISDN T-1 circuit that supports both local and long distance call traffic. The City uses the following services through the current Service Provider: DID Numbers Quantity 71, all within (425) 489-XXXX, (425) 487-XXXX, 877-XXXX schemas but are not sequential. 2 POTS. Furthermore, the City s telecommunication infrastructure is based on the Nortel Northstar Plus 4.x PBX system at the City Hall. This system supports 33 staff members, 3 phone trees, 5 departments, 6 conference rooms, 3 fax lines and other information hotlines and alarms. The City also has a second site, the Public Works Maintenance facility. This site has two separate analog telephone lines. PBX infrastructure is not present at that location. All internal calls to that location are forwarded through DIDs Telecom The following is the overview of the telephone infrastructure: PBX Currently, the City uses a Nortel Northstar Plus 4.x PBX system to support various business functions of the City. All but one City department is located in the City Hall. These departments are: Executive Administrative Services Public Works Development Services 1 Gap Analysis - A technique that businesses use to determine what steps need to be taken in order to move from its current state to its desired, future state. Also called need-gap analysis, needs analysis, and needs assessment. Read more: Page 3 of 10

4 Police Note - The City s Public Works Maintenance Division is located at th Avenue NE, Woodinville, WA, approximately 1½ miles from City Hall. The City contracts with a local Telecom Company to provide internet and telephone services for this location. The current Nortel Northstar Plus PBX system at City Hall is configured to forward all the incoming calls for the Public Works Maintenance Division at their location. As of January 2015, the City will have fiber point to point connectivity, which will allow the City to extend its WAN network to Public Works Maintenance facility. Main Routing - Currently, unless a caller calls the staff directly, callers are routed to the City s main phone number Thus, during business hours from 7:30 AM 5:00 PM the main phone number calls are answered and routed by a live person. If the specific call is part of the hunt group, it will bounce from extension to extension until it is answered or routed back to the main phone number. All calls after business hours are routed to the main phone tree where the caller can select appropriate options. Phones - Currently the City uses two brands of phones compatible with the current PBX system. These brands are Nortel (Model Number: T7316E) and Meridian (Model Number: NT8B30). Phones in the office cubicles and conference rooms are the same basic phones offering basic telephone features. The City has 46 active phones. Phone Connectivity - All phones are connected through the CAT 5E Network Patch Panel. First and second floor phones are all connected directly to the Data Center room located on the second floor of the City Hall. Depending on the PBX setting, the City s IT can set the PBX system to assign the DID to a jack or to the phone Problem Statement The City s phone system is old and cannot be adapted to take advantage of newer technologies or functions. (More problems may be identified during the information discovery phase of the proposed work.) Legacy System The current Nortel PBX system is no longer supported by Nortel, which is out of business. Thus, from time to time the City will contact an on-call engineer to address various programming issues. Disconnected Sites and Telephone Providers Currently the City has two sites, with two separate Telecom Providers (month-to-month) and separate phone systems. The current Nortel PBX system is only present at City Hall. The Public Works maintenance facility has two standalone two telephone lines with a different telephone company. All internal calls to existing DIDs for maintenance at the City Hall are forwarded to one of these telephone numbers. Outside callers can reach maintenance by dialing directly. Management The current PBX system is hard to manage and documentation is limited. There is no central user-friendly interface to manage and create new phone trees, hunt groups, creation of virtual message boxes, etc. Cost The current PBX system is a legacy system and therefore the phone desk replacement costs are higher when compared to new phone desks. The typical phone desk replacement cost that is compatible with the City s PBX ranges from $200 - $250 Page 4 of 10

5 per device. Also, the ongoing phone rates are higher than other phone technologies like VoIP phone systems. Lack of Statistics The current PBX system is not capable of generating reports regarding dropped calls, lost calls, not answered calls, time to answer a call, busy signal, etc. Additionally, the system is unable to track calls by instrument/extension. Limitation The current PBX system is limited to 4 phone trees. The City would like to have the option of establishing additional routing capabilities. Integration The current telecommunication system is not integrated with . The City would like to have the option of possibly integrating with Office 365 platform. No Redundancy - Currently, the City has no back up devices or spare parts for the PBX. Addressing software or hardware malfunctions needs to be simplified. Section 2. Scope of Work The City of Woodinville seeks an independent, vendor neutral, Service Provider that has an extensive knowledge of legacy, current, and upcoming Telecommunications technologies, systems, trends, cloud, and can deliver the following deliverables. (Additional deliverables may be identified during initial meetings between the service provider and the City): 1. IDENTIFY DEPENDENCIES 1.1. Identify the City resources, staff time, etc. that may be require to complete this project by the Service Provider. 2. OPTIONS REPORT Service Provider must prepare a concise report addressing the following: 2.1. Perform gap analysis by documenting the existing telecommunication systems, including but not limited to (POTS, circuits, analog lines, DID s, phone trees, hunt groups, etc. Identify problems and areas that could improve the City s business operations by new telecommunication technologies, identify success key factors and SWOT Document the existing telecommunication systems costs to operate (including dial tone and call charges), remaining life, anticipated upgrades, and systems deficiencies Identify at least three alternatives technologies to the current system; 2.4. Provide a 1, 5, and 10-year cost comparison of the identified options with the current system. Costs should include in-house, hosted, cloud, leased or hybrid deployment, capital outlays, operating and maintenance costs, dial tone charges, call charges, etc Provide a table comparing the advantages and disadvantages of each identified option and the current system The Service Provider shall prepare a draft of the Options Report and provide it to City for its review and comment. Upon approval by City, the Service Provider shall finalize the Options Report. 2 SWOT - SWOT stands for strengths, weaknesses, opportunities, and threats. Read more: Page 5 of 10

6 2.7. Service provider may suggest additional content that may benefit the City of Woodinville. Additional items added to the scope of work must be approved first by the City All deliverables under this contract must be completed and delivered by May 8th, BID DOCUMENTS AND INSTALLATION OF SELECTED SYSTEM 3.1. Once the City has selected a Telecommunications Option, the Service Provider shall prepare a Telecommunication Business and Technology Requirements specifications bid document and plans to implement the City s selected Option and features. This document should provide specific requirements for the technology system and should not recommend a specific vendor, if possible Service provider shall assist the City in bidding, awarding, implementing, inspecting, and approving the installation of the selected Telecommunications Option and features. Section 3. Instructions for Proposal 3.01 Required Proposal Response Documents The proposal must provide a summary of the Service Provider qualifications to perform the scope of work. The following are required documents: 1. Cover Letter 2. Proposal Summary 3. General Service Provider Information 4. Project Staff List & Resumes/Background Information 5. Project Approach & Description 6. Project Schedule & Work plan 7. Customer Reference 8. Work Sample(s) 9. Cost/Statement of Effort (See Appendix A) 3.02 Proposal Date, Time and Location Proposals must be received no later than January 22, 2015, 4PM, Pacific Daylight Time. All proposals and accompanying documentation become the property of the City and will not be returned. Faxed proposals will not be accepted. Service Providers are solely responsible for ensuring that proposals are delivered on time. Delays caused by any delivery service, including the US Postal Service, will not be grounds for a waiver of the deadline requirement. Proposals submitted after the deadline will be rejected. All cost associated with responding to this RFP, including interview costs, shall be borne by the Service Provider. Page 6 of 10

7 Qualified Service Providers may submit a proposal via or US mail. Submittals should include the items listed in Section 3.01 of this RFP. Succinct and concise responses to this Request for Proposal are preferred. Proposals may be submitted via the following means: U.S. Mail: City of Woodinville Re: 2015 Telecommunications Audit and Gap Analysis rd Ave NE Woodinville, WA The RFP is available on the City s website: Communications with the City of Woodinville All communications regarding this RFP should be directed in writing or to the RFP Coordinator. Primary RFP Coordinator for this RFP is: Adam Urbaniak City of Woodinville rd Ave NE Woodinville, WA Phone: (425) Secondary RFP Coordinator for this RFP is: Blaine Fritts City of Woodinville rd Ave NE Woodinville, WA Phone: (425) Service Providers who seek information, clarification, or interpretations from other City employees are advised that such information is used at the Service Provider s own risk and the City shall not be bound by any such representations, whether oral or written. Furthermore, unauthorized contact regarding this RFP with other City employees may result in disqualification. All submissions become public records Terms and Conditions Page 7 of 10

8 The City of Woodinville reserves the right to refuse any and all proposals and to waive any irregularities and informality in any proposal in the selection process. If selection of a Service Provider is made, final selection is the sole decision of the City of Woodinville. No warrantees are implied to any Service Providers responding to this RFP or any other parties associated with them. Any proposal may be withdrawn up until the time and date set above for opening of the proposal. Any proposal not so timely withdrawn shall constitute an irrevocable offer, for a period of ninety (90) days or until one or more of the proposals have been approved by the City, whichever comes first. A daily penalty clause will be written into the contract to ensure products are delivered on time. The City of Woodinville requires that all proposals have a signature of a duly authorized official of the Service Provider s firm who has the legal ability to bind the firm. The City of Woodinville reserves the right to accept or reject in part or in whole any/or all proposals submitted Cost Service Provider s proposal must list resources and responsibilities and an itemized cost statement for each item /service. All prices are to be in U.S. dollars and include all applicable taxes. Add more lines to the Cost Proposal Form Appendix A as necessary. Section 4. Proposal Evaluation 4.01 Evaluation Procedures The City intends to award a contract to the Service Provider best qualified for the work for the City. Cost and other factors will be considered when selecting a firm and awarding a contract. Proposals will be evaluated using a criteria evaluation process as outlined in Section Evaluation Factors The evaluation factors reflect a wide range of considerations. Evaluations will be based on the criteria listed below: Evaluation Criteria Responsiveness/Completeness of Proposal (i.e., were all the forms completed and everything included that was required by the RFP) Experience/Qualifications (i.e., Service Provider s experience working within the requested services arena; Service Provider s experience working with municipalities; Service Provider s ability to successfully complete the scope of services on time and on budget; Service Provider s ability to successfully work with City staff; Service Provider s references) Scope of Services (i.e., does the Service Provider understand what it will take to successfully achieve the goals and objectives of the requested services; merit of proposed technical approach). Possible Points Page 8 of 10

9 Budget (i.e., does the budget seem reasonable for the scope of 55 services proposed; does the budget provide the City good value) Others (applicable factors as the City determines necessary or 5 appropriate) Total Points Possible Contract Award and Execution The City reserves the right to make an award without further discussion of the proposal submitted. Therefore, the proposal should be initially submitted on the most favorable terms the Service Provider can offer. The following is the anticipated Project Schedule, subject to change as determined by the City: 1. RFP Due: January 22 nd, Review RFPs: January 23, 2012 January 30 th, 2015, 3. Interview Top Firms: February 2 nd, 2015 February 5 th, Select Top Firm: February 6 th, Negotiate Contract: February 9th, 2015 February 26, Award Contract: February 27, Begin Project: March 2 nd, Complete Project: May 8th, 2015 The selected Service Provider and the City will finalize the contract terms and conditions. If the selected Service Provider and the City are unable to agree on terms and conditions at this point, the City may exercise its right to negotiate with other Service Providers. The City shall not be responsible for any costs incurred by any person or entity to prepare, submit or respond to this RFP. The City reserves the right in its sole and absolute discretion to reject any and all proposals, to waive any irregularities in any proposal or to accept any proposal, which will best serve the interest of the City. Page 9 of 10

10 Appendix A Cost Proposal Form Project Roles & Responsibilities List staff resources and their responsibility: Role Responsibility Staff Title List staff responsibility. Staff Title List staff responsibility. Staff Title List staff responsibility. Estimated Project Cost Phase and/or Resource Hours Hourly Rate Cost Staff 0 $ $ Staff 0 $ $ Staff 0 $ $ Estimated Total 0 $ $ Others Phase and/or Resource Hours Hourly Rate Cost Ex. Travel Cost 0 $ $ 0 $ $ 0 $ $ Estimated Total 0 $ $ Page 10 of 10

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