Opelika Information Technology Department Opelika, Alabama. Request for Proposal Enterprise Resource Planning (ERP) system B13-041

Transcription

1 Opelika Information Technology Department Opelika, Alabama Request for Proposal Enterprise Resource Planning (ERP) system B

2 The City of Opelika desires to receive proposal for Enterprise Resource Planning System (ERP). Proposals must be received by 2:00 PM on August 5, Late proposals will not be opened nor returned. PROPOSALS MAY BE MAILED TO: PROPOSALS MAY BEDELIVERED TO: City of Opelika City of Opelika Purchasing Department Purchasing Department PO Box S Seventh St Opelika AL Opelika AL SECTION 1 - INQUIRIES Any questions concerning the submittal of the proposal, should be submitted to Lillie Finley, Purchasing- Revenue Manager at lfinley@ci.opelika.al.us or call SECTION II - AWARD 2.0 The City of Opelika reserves the right to award the proposal to the vendor(s) submitting the best proposal that is deemed to best represent the desires and needs of the City. The City of Opelika reserves the right to reject any and all proposals submitted, and to request additional information from all vendors. 2.1 The City reserves the right to award all proposals in their entirety or part, whichever, in its opinion, best serves the interest of the City. 2.2 Proposal awards are not official until the Purchasing Department notifies the successful vendor(s) in writing. SECTION III - BILLING AND PAYMENT 3.1 The vendor shall submit a correct invoice to: City of Opelika Accounting Department PO Box 390 Opelika, AL Payment by the City of Opelika shall be made within thirty days, unless otherwise specifically provided, subject to any discounts offered. 3.4 Price quoted shall be firm for 45 days from the bid opening date. 3.5 The City shall be exempt from paying late charges on any disputed bills where the City is not at fault. 2

3 SECTION IV INSURANCE, LICENSE, AND OTHER REQUIRMENTS 4.1 INSURANCE: Any person, firm, or corporation entering into a contract with the City of Opelika, SHALL assume full responsibility and expense to purchase and maintain during the life of the contract with the City, a Certificate of Insurance for each of the categories listed below: Comprehensive General Liability Insurance: Liability limits of a minimum of $1,000, per each occurrence and $1,000, aggregate Comprehensive Automobile Liability Insurance: Liability limits of a minimum $1,000, any one accident Workers Compensation Insurance: Statutory Limits 4.2 Failure to provide and continue in force such insurance as required above, shall be deemed a material breach of contract and shall operate as an immediate termination thereof. 4.3 The insurance listed above shall protect the vendor and any subcontractors while performing work covered by the Contract, from claim under Workman s Compensation Acts, and from claim for damages for personal injury or accidental death, which may arise from operations under the contract. 4.4 At the time of award, prior to commencing any work in connection with the contract, the successful vendor SHALL provide the Purchasing Department with a Certificate of Insurance naming the City of Opelika as an additional insured entity. Vendor shall provide that the City of Opelika be given at least 30-days prior written notice of any cancellation of, intention to not renew. 4.5 LICENSES: The successful vendor shall obtain all required business licenses prior to signing a contract All firms doing business in the City of Opelika are required to be licensed in accordance with the City s Business, Professional, and Occupational Licensing (BPOL) Tax Ordinance. SECTION V - SUBMISSION OF PROPOSAL 5.1 Proposals received after the designated date and time will not be opened nor returned. 5.2 All proposals shall be submitted on and in accordance with forms for this purpose, which are available from the Purchasing Department. Additional supplementary documentation, when requested, shall be submitted on the proposer's letterhead. 5.3 All Proposals submitted shall be marked and sealed in plainly marked envelopes. Envelopes shall be marked on the lower left end, below the return address, with the Title of the Request 3

4 for Proposals, Proposal Reference Number, and the Opening Date. Facsimile and telephone proposals will not be accepted. 5.4 All proposals shall be typewritten or completed in black ink or dark blue ink. Proposals completed in pencil shall not be considered. Title of the officer or agent must be shown. 5.5 An authorized officer or agent of the company submitting the proposal must sign proposal in order to be considered. 5.6 The City of Opelika Purchasing Department request two (2) electronic copies on CD/DVD or flash drive. Electronic version should be formatted identically to a hard copy version. Hard Copies of the signature sheets must be provided. 5.7 Proposals that show omission, irregularity, alteration of forms, additions not called for, or conditional or unconditional unresponsive bids may be rejected. 5.8 Any vendor submitting a proposal with corrected errors must draw a single line through the entered figure and enter the corrected figure above it. The person signing the proposal must initial corrections. 5.9 Amending and/or withdrawing a proposal will be permissible if such request is received from the vendor by the City of Opelika Purchasing Department prior to the deadline for the submission of a proposal. SECTION VI NON-COLLUSION 6.0 Vendors, by submitting a signed proposal, certify that the accompanying proposal is not the result of, or affected by, any unlawful act of collusion with any other person or company engaged in the same line of business or commerce, or any other fraudulent act punishable under Alabama or United States Law. See attached statement for completion and signature. SECTION VII IMMIGRATION LAW 7.0 By signing this contract, the contracting parties affirm, for the duration of the agreement, that they will not violate federal immigration law or knowingly, hire for employment, or continue to employ an unauthorized alien within the State of Alabama. Furthermore, a contracting party found to be in violation of this provision shall be deemed in breach of the agreement and shall be responsible for all damages resulting therefrom. 4

5 SECTION VIII-BONDS Bid Bond Each proposal shall include with the submittal a bid surety in the form of a Cashier s Check, Certified Check or Bid Bond payable to the City of Opelika, Alabama in the amount of ten percent (10%) of the sum proposal; shall not exceed $10, The bid surety will be forfeited to the City if the Vendor fails to execute a purchase contract within fourteen (14) calendar days after notification of an award. Bid guarantees in the form of cashier s or certified checks will be refunded upon the satisfactory compliance and completion of the requirements defined by this RFP. 5

6 Introduction The City of Opelika, Alabama ( City ) invites your company to submit a written proposal to provide a comprehensive, fully integrated Enterprise Resource Planning (ERP) system specifically designed for government agencies, including delivery, installation, integration, customization, data conversion, training, documentation and project management. The City is seeking a proven system that is in operational use by at least three other municipalities, preferably similar in scope of the requirements and size of the City of Opelika, Alabama. Vendors are to propose a fixed cost solution based upon the City s requirements. The City requires a prime vendor, or systems integrator, to act as a prime contractor legally and financially responsible for all software and implementation services. The City plans to base its major finance, payroll, human resources and other City applications on the use of packaged software developed specifically for municipal governments. The software must meet accounting and reporting standards for governmental funds, proprietary funds, fiduciary funds and account groups in accordance with Generally Accepted Accounting Principles (GAAP). The system shall comply with current statements of the Governmental Accounting Standards Board (GASB). The packaged software systems should be supplemented where necessary by modifications to existing packages and custom developed software for specialized applications. For ease of reference, the City has defined its core functions and the core modules it expects to see in the proposed solution. The rest of this document will refer to these as Core Modules. Due to the integration required between applications and broad user access requirements with the necessary data integrity and audit controls, the following applications must be included in the new ERP system. Please note these categories as listed below. Core Modules: General Ledger Budgeting Fixed Assets Accounts Receivable Cash Management Accounts Payable Requisitions Purchasing Bid Management Project/Grant Accounting Work Orders Contract Management Payroll Human Resources 6

7 Applicant Tracking Employee Expense Reimbursement Employee Self Service Content Management Reporting Services Permits/Code Enforcement CAFFR/GASB Reporting Utility Billing Central Property Animal Licenses Business Licenses Data Warehouse 311 The vendor/systems integrator shall provide specifications for the main processor or server computer(s) and all related peripherals necessary for the normal operation of the proposed system(s), including recommended system printers, drives, special check printers, bar coding, and other optional equipment. This system should run on and be fully supported within the City s current VMWare platform (VMware vsphere5.1). The City will be responsible for VMware licensing and Microsoft Licensing. Any software Licenses outside of this should be part of your proposal. Your proposal should include: Appropriate application software to support the general accounting, payroll, human resources, budget, and business functions as listed above Relational Database Management System (RDBMS) if not a Microsoft Product. Interfaces to a number of City and external systems Implementation services including project management, installation, configuration, data conversion, training services and integration of existing systems and support for remote users Maintenance, knowledge transfer, and support services for the proposed systems. A list of 3-5 references of other cities using the same systems bid in this document. A completed version of the requirements checklist spreadsheet. Your response should clearly detail how the equipment, software and services that you are proposing can best satisfy the City s requirements. The City requires a comprehensive solution with a prime contractor with legal, project management and financial responsibility for all hardware, software, integration and implementation services. One consolidated response with all cost items included in the cost summary shall be submitted. 7

8 Partial Response: The City feels strongly that it is in their best interest to select a fully integrated suite of applications from one vendor. Vendors submitting partial responses may still complete the RFP as fully as possible. Request for Clarifications or Interpretations The City s project manager is Mr. Stephen Dawe of the City s Information Technology Department. Questions regarding this procurement and the submission of proposer responses shall be directed to: Lily Finley City of Opelika Purchasing Agent 204 South 7 th Street Opelika, AL, lfinley@ci.opelika.al.us Questions pertaining to the technical specifications shall be directed to: Stephen Dawe City of Opelika Information Technology Director 204 South 7 th Street Opelika, AL sdawe@ci.opelika.al.us A prospective proposer may submit a request for clarification or interpretation of any aspect of the Request for Proposal. The City, in its judgment, may issue written addenda if it determines the answer to a question is relevant to all proposers. Performance Bond The contractor shall provide Performance/Labor and Materials Payment Bonds, to the City, executed by a surety, in a sum equal to 100% of the amount of the contract guaranteeing Contractor s faithful performance of each and every term of this contract. Such bonds shall be delivered to the City within ten (10) working days after notice is received from the City that the Contract has been awarded. The cost of providing the bonds shall be considered as included in the price and no additional compensation will be allowed therefore. If Contractor fails to provide the bond within the time specified, the City may, at its option, determine that Contractor is in default and terminate the contract in accordance with the terms of this Contract. Surety must: A. Be approved by the City. B. Be qualified to issue bonds at the amounts specified. C. Be licensed by the State of Alabama to do business in the State of Alabama. D. Retain an A.M. Best rating of B+V or better. Prior to performance as a result of award of this Request for Proposals, the Contractor and/or subcontractors shall provide the following bonds: 8

9 A. A Labor and Materials Payment bond in an amount equal to one hundred percent (100%) of the total amount of the proposal award: and B. A Faithful Performance bond in an amount equal to one hundred percent (100%) of the total amount of the proposal award. C. The Labor and Materials Payment and Faithful Performance Bonds shall be effective from the beginning of the project until satisfactory performance has been acknowledged by City. D. In the event the successful proposer files bankruptcy, or reorganization under the bankruptcy laws of the United States, such filing is prima facie evidence of the company s insolvency and said performance bond is hereby waived in favor of City. If the successful proposer fails to perform, the bond shall be used to provide payment to the City of Opelika to administer the program. The successful proposer shall pay all premiums and costs of the bond. The attorney, in fact, on any bond or other surety tendered to the City, shall file with each bond a current effective copy of his prior Power of Attorney. Demonstrations The City will require a thorough demonstration of all proposed software and systems by selected finalists. The City may also require finalist vendors to set up a representative system at the City or nearby facility for the purpose of hands-on evaluation of vendor software for a period of time. Evaluation Evaluation of the proposals is expected to be completed within 30 days after they are opened. An evaluation team composed of representatives of the City will evaluate proposals on a variety of quantitative and qualitative criteria. The proposal selected shall provide the most cost-effective approach that meets the City s requirements. The lowest price proposal will not necessarily be selected. The City intends to select the most qualified and responsible respondent who provides the best overall proposal. The City reserves the right to reject any or all proposals, or to make no award. The City also reserves the right to require modifications to initial proposals or to make partial or multiple awards. The City further reserves the right to excuse technical defects in a proposal when, in the sole discretion of the City, such excuse is beneficial to the City. The City may award based on initial proposals received, without discussion of such proposals. Selected vendors may be invited to make oral presentations to City personnel in addition to product demonstrations. The vendor representative(s) attending the oral presentation shall be technically qualified to respond to questions related to the proposed system and its components. In addition, vendors must be prepared to discuss their approach or methodologies that will be used in analyzing both cost and business benefit factors of the vendor s proposed services to the City. The criteria upon which the evaluation of the proposals will be based includes, but is not limited to, the following: 9

10 1. Proposal 2. Contract 3. Costs Completeness and thoroughness of the proposal. All required information should be provided, in the format specified. The vendor s understanding of the City s purpose, scope and objectives, including the applicability and quality of the vendor s approach. The vendor s willingness to negotiate a contract, including payment terms, acceptable to the City of Opelika, Alabama. The number of exceptions taken to the City s terms and conditions should be noted. One-time costs. Although the low cost proposer may not necessarily be awarded the contract, costs are an important evaluation criterion. Ongoing costs for maintenance and support. 4. Vendor Experience and Resources The quality, relevance and number of references. The vendor s ability to successfully install the system, as demonstrated by installation of a similar system in at least one comparable jurisdictions within the past two years. Emphasis would be given to the specific capabilities required by the City. The financial stability and resources of the vendor. 5. Application Software and Integration Design, capability, and functionality of the proposed application software, including a quantitative analysis of the vendor s response to the RFP (i.e., the number of requirements included in the base system, the number of requirements met through customization, and the number of requirements not provided). The level of integration between modules. The vendor s ability to interface with external systems. 6. Hardware Design/System Architecture Approach Design, capability and functionality of the proposed hardware, including conformance with the City s architectural direction. The vendor s current technological position and future direction. 7. Implementation/Project Management Level of assistance to be provided to the City by the vendor during the implementation process. Feasibility, timeliness and quality of the implementation schedule, and ability to meet the City s implementation deadlines. 8. Training, Documentation and System Administration 10

11 The amount and extent of user and technical support training. Quality and extent of the documentation to be provided. The extent of the effort required to perform System Administration functions. 9. Customer Support/Warranty and Maintenance The level of service and responsiveness that the vendor commits to providing to the City of Opelika, Alabama. Qualifications, experience and technical expertise of the vendor s Customer Support staff. Ability of the vendor to provide long-term maintenance support to the City. The vendor s process for providing new releases of the software. The City reserves full discretion to determine the capability of proposers. Proposers will provide, in a timely manner, any and all information that the City deems necessary to make such a decision. Background and System Overview Introduction The City of Opelika, Alabama is located within the county of Lee. The Opelika City organization employs nearly 500 people. A brief description of City departments potentially impacted by the proposed ERP system is provided below. Refer to the City s Web site at for more specific information regarding the City s organization. City Clerk The Office of the City Clerk provides administrative, research and legislative support to the Mayor and City Council of Opelika, Alabama. This includes the processing of ordinances, resolutions and all related documents. The City Council appoints the City Clerk, and the office provides support to the various Council committees. The Mayor s Office The City of Opelika has had a Council-Mayor form of government. The Mayor is the City s chief administrator and is responsible for seeing that city government is run efficiently and economically. The Mayor utilizes a City Administrator who serves and advises the Mayor and City Council, appoints most department directors and prepares an annual budget for Council consideration. The Mayor s Office provides staff support services to the City Council and its committee meetings and coordinates the development and analysis of policy recommendations presented to the City Council. Planning and Code Enforcement The Department is the lead agency for both the physical and economic development of the city. It serves as staff to the Planning and Zoning Commission. In these capacities, it reviews all residential and commercial development plans, all zoning and subdivision platting, and provides all long range planning for the city. Code Enforcement is responsible for assisting our customers in understanding and complying with the Building and Rehabilitation Code, Zoning Ordinance, Fences and Walls Ordinance, Floodplain 11

12 Management Ordinance, Parking Station Ordinance, Trailer & Trailer Park Ordinance, Subdivision Ordinance and other ordinances related to the development process in Opelika, Alabama. Accounting The Accounting department provides information for management decision-making for planning and control and establishes policy for the timely and accurate accumulation of data necessary for the preparation of financial statements in accordance with generally accepted accounting principles. The Division s areas of concentration are in Financial Systems operations, financial reporting, payroll, accounts payable, financial compliance, and administrative services. Purchasing and Revenue The Purchases Department provides value-added professional procurement service, based on customer requirements and objectives, in the most effective, efficient and economical manner. The purchasing department follows the purchasing procedures as defined in Alabama State law. The mission of the Revenue Department is to maximize voluntary payment of taxes and compliance with the city s tax and licensing ordinances in an efficient and effective manner, to disseminate information on only tax policies and to provide quality customer service. Fire The Opelika Fire Department operates from 4 fire stations. The Fire Department includes 4 pumper companies, 1 ladder company and 4 rescue companies on duty every day. The Fire Department operates a Training Academy that concentrates on recruit training, continuing education to the entire department and EMS training. The Fire Department also has community outreach programs to promote fire safety and education. OFD investigates fires, performs plan reviews for new or remodeled buildings and performs building inspections to ensure compliance with the city s fire code. Communications 911 communications is designed to receive calls for assistance and promptly dispatch police or fire units to assist our citizens. Police Department The Opelika, Alabama Police Department provides police service for approximately 30,000 area residents, along with countless others who visit the city to work, attend school or experience all the community has to offer. The mission of the Opelika, Alabama Police Department is to protect life and property, preserve the public peace, prevent crime, and reduce fear and disorder in partnership with community. The Police Department endeavors to accomplish this mission by providing services through an organization structured into three divisions including the Patrol Division, Investigations Division, and Administration Division. Patrol Division The Patrol Division is dedicated to safeguarding life, property and suppressing crime within the City limits. Investigations Division The Investigations Division is dedicated to crime prevention, criminal investigation and prosecution, reducing the fear of crime, and improving the overall quality of life in the community. Administration Bureau The Administration Bureau is dedicated to strengthening the Police Department s community policing efforts by providing invaluable support functions. These support functions include, but are not limited to, timely dissemination of public information, via 12

13 telephone, radio and electronic communication both internally and externally, and the hiring and training of all human resource capital to provide quality police service. Human Resources The Human Resources Department is responsible for providing a diverse quality workforce by attracting, retaining, educating, and competitively compensating employees. It also administers such things as the City s retirement system, unemployment compensation, family medical leave programs, the City s drug and alcohol abuse policy and the New Employee Orientation Program. The Human Resources Department will insure that policies and procedures are lawful and efficient by: Holding impartial hearings in employee discipline matters Advising the management of department concerning the proper interpretation of the Human Resources Rules and Regulations Providing City employees avenues through which their complaints may be addressed Conducting supervisory and management training. Municipal Court The Court processes about 100,000 cases annually involving alleged violations of municipal ordinances. These alleged violations are misdemeanors ranging from prostitution, animal violations and housing code violations to traffic violations (including both parking and moving) and DUI violations. Information Technology The Information Technology Department (ITD) is responsible for providing Citywide services in technology planning, technology investment portfolio management, as well as technology identification, selection, implementation and support to all City departments and constituents. It serves as a strategic partner in the management of all information technologies and technology capital investments. It is a focal point for strategic change with enabling technology. It serves as technology consultants to City departments supporting the selection and implementation of technology driven business requirements. ITD oversees the organization s information technology infrastructure. The physical part of that infrastructure includes the city s computer system, a wide range of network and Internet services, and the city s voice and data network. Equally important are the skilled personnel and the methods supporting the business requirements of the organization and its customers. The Information Technology Department Provides the following services: Customer Service Customer Service oversees network and PC support, software training, PC application development, Internet/intranet services, the city s telephone and data network, and a computer help desk. Operations- Operations oversees systems software, operations and security and administration of the city s data. Technology planning and Engineering Technology planning and engineering coordinates the city s Geographic Information Systems (GIS) efforts and does infrastructure technology planning. 13

14 Applications Support Applications Support oversees several specific mainframe and network applications such as computer-aided dispatch systems and revenue and billing systems. Business Technology Consultants Business Technology Consultants develops requests for proposals, does business systems workflow re-engineering, and conducts technology planning. Public Works The Public Works Department is currently outsourced to ESG Operations, Inc. who provide many essential City services, such as building design, construction management, snow removal, street maintenance, street sweeping and traffic signal repair. Additional responsibilities include oversight of citywide capital improvement projects. ESG will utilize city IT services to maintain and track City property and equipment. Parks and Recreation The Parks and Recreation Department reports to the City Council and the Parks Board. The department manages the following programs: Aquatics, Community Centers, Tennis Center Operations, Cultural and Heritage Programs, Park Planning and Design Services, Recreation Programs, and Park Maintenance Programs. Current Technology Environment Application Technology Environment The City relies on Sungard HTE running on AS400 R5v4 and several minor custom developed and third party systems to partially automate the financial management, payroll, human resources, and tax collection processes. City departments are dependent upon ITD for nearly all operation and maintenance of these systems. The major business systems include: Sungard HTE, with many customizations. The HTE system was acquired from Sungard in the mid- 1990s and is maintained by the Information Technology (IT) Department. ITD has enhanced some of these systems over the course of the last decade to meet specific City requirements. Police Department s Southern Software Criminal Justice management System (maintained by ITD staff). Police Department Payroll system is Sungard HTE (maintained by ITD staff). HR Utilizes NeoGov for applicant management. (SaaS from NeoGov) Parks and Rec Utilizes RecTrak for management of all Parks and Rec functions. (maintained by ITD) accounting information in manually moved to HTE Fire Department uses FireHouse v7 from Xerox to manage and report its operations. (maintained by ITD) GIS services are provided by ESRI ArcServer. (maintained by ITD) The Court system utilizes Municipal Courtware (maintained by ITD) Accounting updates to HTE is a manual process. Several city departments have independently developed multiple tools using office automation products such as Microsoft Excel, Access, and Word, and use other packaged software products to fill gaps in functionality and data tracking. 14

15 Network Technology Environment The City of Opelika s network backbone s core switch is a stacked Cisco 3750 s. The City operates a 1Gb fiber network that connects all city locations together. Technology Challenges The majority of the City s financial management and business systems are based on aging technology that are either proprietary systems or developed on closed system architectures. This environment creates the following major technology challenges: System Integration City financial systems are based on AS400, client/server systems, and office automation products that are not fully integrated. Most City data resides in individual files or databases. This data isolation requires identical information to be recorded in multiple systems within single departments and throughout the City which leads to many of the manual task and data integrity issues in the business processes described previously. Data currently must be shared throughout the City using a limited number of automated interfaces and hard copy information from one system being manually entered redundantly into another. Internet/Web-enabled Readiness Many e-government services require financial and human resources transactions, making the City s financial management system central to the provision of e-government. The City s existing financial, human resources, and tax systems are not Internet-ready, and would require substantial system redesign to be leveraged for e- government (e.g., e-procurement, on-line employment applications, etc.). Web-enabled systems also would benefit the City s internal business processes. System Redundancy The City currently operates an AS400 based Financial management system and Windows based applications. The lack of integration among these systems creates multiple systems providing similar information to different City departments or divisions (e.g., fixed assets, inventories). System redundancy is an inefficient use of limited City resources. A single integrated financial management system with citywide access to data, and strict security controlled access to data where necessary (e.g., Police Department, Human Resources) is an achievable alternative. 15

16 Business Process Environment There are multiple processes involved in managing the City s general accounting, budget, human resources, payroll, procurement, and revenue and tax collection functions. City business processes and their respective key activities are listed below. Table 1. City Business Processes and Key Activities Business Process Budget Preparation Planning/Development Key Activities Budget Document Preparation 5-Year Forecasting General Accounting Accounts Payable Accounts Receivable Budget Control Chart of Accounts Grant Accounting General Ledger Journal Entry Project/Cost Accounting Property Management & Fixed Assets Procurement Vendor Taxpayer & Affirmative Action Compliance MBE/WBE Requisitioning Purchasing Encumbrance Processing Receiving (at Department) Payment Processing Proposal Preparation Contracts Vendor Maintenance Inventory Human Resources Inventory Management Recruiting/Applicant Tracking Benefits Administration 16

17 Business Process Key Activities Leave Administration Performance Evaluations (Department Level) Personnel Records Administration Position Control Compensation & Classification Administration Labor & Employee Relations Training & Licensing Retirement Administration Payroll Time Entry Time Entry Approval Auditing and Internal Controls Payroll Administration Verification & Audit Payroll Processing Planning, Zoning and Code Enforcement Administration Building Inspections Inspection Scheduling Fee Collection Payment Processing Delinquent Account Processing GIS Integration 17

18 Revenue Collection Administration Audit Collection Payment Processing Return Processing Delinquent Processing Refunds Occupational Licensing Cash & Investment Management Deposit & Withdrawal Tracking Bank Reconciliation Cash Forecasting Investment Management Process Challenges The City s Procurement, Payroll, and Human Resources processes face a variety of common interrelated process challenges. The most adverse challenges identified during the work sessions with City staff consist of the following: Manual Tasks Manual tasks have proliferated in an effort to record and share information within the City in the absence of system integration, automation, system functionality and enterprise-wide access to City data. Examples of manual tasks prevalent throughout the City s business processes include: Hardcopy routing of documents and approvals Manual transfer of data from forms and hardcopy output to multiple systems, additional forms, and correspondence Manual calculations Manual crosscheck of disparate system data for auditing, reconciliation and verification, and manual correction. Data Integrity In the absence of automated and integrated systems, the City s business processes are highly dependent on human intervention and manual tasks that potentially lead to data integrity challenges. The integrity of information the City uses throughout its business processes is dependent on the following: Frequency with which data is updated between systems using automated interfaces Accuracy of data being manually maintained and transferred between systems and forms Accuracy of manual crosschecks and reconciliation between systems Accuracy of manual calculations. 18

19 Paper Forms The City uses a multitude of paper forms to collect, transmit, and record City data both internally and with its external customers. Dependence on paper forms is a result of limited online or web-enabled system functionality, such as self-service e-forms, and a lack of automation for many business activities. Processing Time The necessity for duplicate data entry, validation and reconciliation of data to maintain integrity, and continuation of manual processes in the absence of automation increases the time required to complete all of the City s business processes. Information Access Data is often entered multiple times in a variety of systems within individual departments and across the City. Information that is entered in one system cannot be effectively shared or reconciled within the originating department and other departments/divisions that require access to data. The limitations exclude constituents, suppliers, and businesses from accessing or submitting data in real time to facilitate their business with the City. Goals and Objectives The City s overall project goals include the following: Enhance operational effectiveness by making more timely, accurate and complete information available to citizens, the Mayor, City Council, City Manager and other City personnel Utilize information technology to improve service to the community Increase productivity by eliminating redundancy and unnecessary tasks Improve management and public policy decision making by increasing the ability to analyze data Allow for continuous upgrades of technology to support current and future core functional needs Utilize and manage technology in a cost effective manner Increase operational effectiveness via improved system training Enhance internal communications through the use of information technology and improved business processes Provide appropriate staffing levels to effectively manage and utilize new information systems Improve sharing of information between City and external agencies. Vendor responsibilities for this project include the following: The vendor will supply all necessary system software, application software, and installation and implementation services. The City will provide the following system components: Local and wide area data network infrastructure Virtual Servers (VMWare) on which all application software will be installed. Desktop workstations. If network improvements to the City s infrastructure are necessary to implement any components of the proposed solution, vendors must indicate these in their proposal. 19

20 Minimum Performance Standards The City requires the proposed solution to meet the following minimum performance standards: System response time 5 seconds or less, 98% of the time, no operations to exceed 30 seconds Online storage store selected data files indefinitely as well as automated and manual purge dates for other data files within a content/document management system. Availability 99.9% 20

21 Completion of Proposal - Application Requirements Instructions This section of the RFP contains instructions for responding to Business Functional and Technical requirements of the new ERP system. In responding to the requirements, the codes indicated below must be used. Questions requiring a written response are included at the end of each Application Requirements section or sub-section (Appendix C) and should be answered in the answer space provided. Table 1. Response Codes please place one X under the appropriate response code column for each of the requirements in the Requirements Response (MS-Excel) tables located in APPENDIX A. Response Code Y Yes N No C Customization F Future 3 Supplied by 3 rd Party Definition Requirement will be met. For application requirements, will be met by proposed software that is installed and operational at other sites and can be demonstrated to the City. Requirement will not be provided. Requirement will be met by customizing existing software or through the use of software tools such as application report writer, query, etc. Note: In the Comments column next to this response, you must indicate the following: Description of customization Party who will perform the work (City or Vendor) Estimated level of effort involved in hours Estimated level of complexity (High, Medium, Low) Estimated associated costs (must also be included the Proposer s Costs, Section V, Costs). Requirement will be met by packaged software that is currently under development, in Beta test, or not yet released. Note: In the Comments column next to this response, indicate the date when requirement will be available for implementation. If possible, also indicate any additional costs. Requirement will be met by 3 rd party software package and is included in this proposal. Note: In the Comments column, indicate the name of the proposed 3 rd party software package and indicate the interface/integration services being proposed. Note: 1. An omitted response will be assumed to be the same as a response code of N. 2. Only one (1) response per requirement will be accepted. Multiple responses will be re-coded at the discretion of the City. 3. Any deviation from the response codes will be re-coded at the discretion of the City. 21

22 Costs associated with C or F responses should be clearly shown in the Comments column in the spreadsheet and must be included in the Cost Proposal. PRICING ELIGIBILITY PERIOD All Vendor proposals are required to be offered for a term not less than 180 calendar days in duration. A proposal may not be modified, withdrawn or cancelled by the vendor during the 180 day time period following the time and date designated for the receipt of proposals. All prices are assumed to Best and Final. 22

23 EVALUATION CRITERIA The Organization intends to enter into a long-term relationship with a well-established vendor whose products, features, design philosophy, and support policies come closest to meeting the Organization s needs. The selected vendor must be a well-established, financially stable firm committed to providing ERP software solutions to the public sector. The ideal vendor will have a significant installed base of public sector clients using the proposed financial management applications and a proven track record of delivering products and services on-time and within budget. The Vendor evaluation process will utilize the following approach: EVALUATION Finalists Evaluation: Further evaluation associated with the finalist vendors will be performed as follows: Conduct scripted vendor demonstrations Evaluate implementation and support approach Perform reference checks Conduct site visits at the discretion of the selection committee Based upon the proposal response, product demonstrations, and reference checks, the finalist vendors will be evaluated against the following criteria: CRITERIA CORPORATE STRENGTH, VIABILITY AND DIRECTION 15 - Financial stability - Organizational structure - New client growth - Length of time company has been in business - Length of time product has been in the marketplace - Commitment to public sector - Quality of References - Qualifications of Resources - Comparable size of installations - Quality and clarity of proposal presentation - Conformance with proposal response format - Strategic vision and ability to execute WEIGHT 23

24 APPLICATION FUNCTIONALITY 25 - Module Functional Requirements - General System Functions - Level of system complexity - Ability to positively impact operations through enhanced ROI and ROE - Reporting - Security - Overall ease of use (i.e., system navigation, menu/screen, organization, etc.) - Ease of customization and configuration - Product direction TECHNICAL INFRASTRUCTURE, ARCHITECTURE AND DESIGN PRINCIPLES 15 - Current, open, technology - Multiple Client configuration options. - Configuration management - Stability of product - Ease of integration with other 3rd party products - User Centric Design - Extent of native data / systems integration (excludes use of 3rd party products) - Ease of migration - Compatibility with existing infrastructure - Overall support complexity (effort, skill-sets) - System reliability - Operating system and database support services - System performance IMPLEMENTATION & SUPPORT SERVICES 25 - Strategic Relationships - Ability to provide timely mandated changes as part of support - On-going support procedures (prioritization, escalation) - Implementation approach (including amount and type of support) 24

25 - Data migration approach - Vendor staffing provided on the project - Completeness of work plan - Vendor staff for support and development - Ownership of problems (scope of problem-solving responsibility) - Delivery of training (comprehensiveness, quality) - Additional Services such Change Management and Business Process Redesign. - Overall satisfaction with Vendor solution (support, success, training, flexibility, functionality, future direction, etc.) - Project Management approach COSTS 20 - Initial - Five year - Annual release/upgrades - Optional or third party products TOTAL SCORE:

26 Technical Requirements deliverables See attached tables for the technical requirements for each departmental/business process. Part of this project should include the migration of the previous seven(7) years data from our current ERP system, SunGard HTE. Also needing migrating are the documents in our current Document Management System, Optiview. Statement of Work Using the following outline, please provide a proposed statement of work containing the following information for each vendor (if 3 rd parties are required) included in your proposal. In addition, the Prime Vendor must provide a proposed statement of work indicating how sub-contractors will be integrated into the Prime Vendor s proposed approach. Project Background Project Scope Project Organization Structure (e.g., vendor and City teams) Staffing (e.g., additional staffing and backfill requirements, etc.) Roles and Responsibilities (e.g., job description, titles, etc.) Other Resource Requirements (e.g., site preparation facilities, electrical, work space, etc.) Project Methodology Phase (e.g., Project Preparation) Implementation and Task Plans for Project Planning, Business Process Reengineering, etc. Aviation and Water Department Oracle Financial system interface strategy Deliverables (e.g., Detailed Project Schedule) Assumptions (e.g., time required of team members) Project Management Project Meetings (e.g., status meetings frequency and attendance) Reports (e.g., status reports frequency of reports, contents) Project Issues Resolution (e.g., issues database description of approach to issue identification, evaluation, resolution, etc.) EPMO Project Management process Project Change Control Approach 26

27 System Acceptance User Acceptance and Technical Testing Methodology Document Deliverables Application Deliverables (e.g. system acceptance test and approval process) Project Schedule Payment Schedule based on deliverables and/or milestones Project Costs This Section attempts to define all one-time and recurring costs for the proposed systems. Proposer s cost must be fixed priced based on City s requirements and inclusive of all costs for the proposed system. All costs must be provided on the following cost tables or in a competed quote document and must be complete. Hardware Ancillary Equipment System Software RDBMS Software/Licenses (If not using Microsoft SQL Server) Application Software Other Costs Optional Costs Total Cost Summary 27

28 Hardware Costs List all hardware or equipment required including purchase costs and annual maintenance expense. Also identify PC/terminal emulation and connectivity requirements costs as separate line items for existing PCs. The total dollar figures from this section should agree with the hardware total in the Total Cost Summary. The City would prefer to run all servers in our VMware virtual environment. Component Description Model Qty. Unit Price Total Purchase Cost $ $ $ Annual Maintenance Expense Total Cost $ $ 28

29 Ancillary Equipment Costs What is the incremental cost for adding additional cash receipt stations while still providing all of the functionality you have proposed? List all associated hardware and software costs below: Equipment/Interfaces/Installation/Services $ Costs Total incremental cost for an additional cash receipts station $ List below the recommended ancillary equipment by major application area (cables, modems, UPS, etc.) needed to support the system and include the estimated costs of each. Do not include installation or freight. The total dollar figures should agree with the ancillary total in the Total Cost Summary. Description Unit Price Qty. Cost Annual Maintenance Expense $ $ $ Total Cost $ 29

30 System Software Costs List all system software being proposed, including costs and annual maintenance expense. The Total should agree with the System Software total on the Total Cost Summary page. Software Description or Level Unit Price Cost Annual Maintenance Expense Core Module Software Unit Price Unit Price Unit Price $ $ $ Subtotal $ $ Supplemental Module Software Unit Price Unit Price Unit Price $ $ $ Subtotal $ $ Supplemental Module Software Unit Price Unit Price Unit Price $ $ $ Subtotal $ $ Supplemental Module Software Unit Price Unit Price $ $ $ Subtotal $ $ Total $ $ 30

31 RDBMS Software/Licenses (If not using Microsoft SQL Server) List all software being proposed, including costs and annual maintenance expense. The Total should agree with the RDBMS Software/Licenses total on the Total Cost Summary page. Software Description or Level Unit Price Cost Annual Maintenance Expense Core Module Software (If applicable) Unit Price Unit Price Unit Price $ $ $ $ $ $ $ $ $ $ $ $ Subtotal $ $ Total $ $ 31

32 Applications Software Costs List all software being proposed including total package cost customization cost, and annual maintenance expense for each application (excluding installation and freight). The total should agree with the application software total in the Total Cost Summary. Application Area Package Name/ Release Level (Version) Package Cost Customization/ Modification Cost Total Cost Annual Maintenance Expense Core Modules: Budget Preparation General Ledger Accounts Receivable Purchases, Encumbrances & Accounts Payable Property, Inventory and Asset Management Cash Administration Cashiering/Cash Collections Project & Grant Accounting Human Resources Applicant Tracking Benefits Administration Time Collection Payroll Report Writing Tool Total Core Module Costs Supplemental Modules: Property Tax Collection Revenue Collection Investment Management Total Costs $ $ $ $ 32

33 Other Costs Describe and list all other costs that would be associated with implementation of your system. Costs not otherwise identified will not be accepted in a final contract. The total should agree with the other costs total in the Total Cost Summary. Installation Core Modules Revenue Collection Module Property Tax Collection Module Investment Management Module Total Implementation Integration Temporary Interfaces Permanent Interfaces Project Management Business Process Reengineering (BPR) Services Training Out-of-Pocket Expenses Conversion Performance Bond Other (specify) Training Total Other Costs $ $ $ $ $ 33